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Category: European Union

  • MIL-OSI: Teniz Capital to Lead Second Phase of Black Sea Trade and Development Bank Bond Placement on the Astana International Exchange

    Source: GlobeNewswire (MIL-OSI)

    Almaty, Kazakhstan, 6 February 2025 – Teniz Capital Investment Banking, a leading investment bank in Central Asia and the Middle East, will lead the second phase of bond placement for multilateral financial institution Black Sea Trade and Development Bank (BSTDB) on the Astana International Exchange (AIX).

    This follows a first tranche of 100 million USD, completed in 2024, in which Teniz Capital facilitated the transaction. 

    The second tranche will be directed to supporting BSTDB’s funding capacity and enhance investor participation in Central Asian markets.
     
    “Our objective is to open financial opportunities in the Caspian and Central Asia to Western investors. This second placement, which we expect will be closed quite soon, is a clear indicator of market interest in the region, and in its future economic growth,” the management committee of the entity said. 
     
    Founded in 1999, the BSTDB is an international financial institution based in Thessaloniki, Greece. The institution was created to accelerate regional development through financial instruments such as bond issuances. It has 11 member states, including Greece, Russia, Turkey, and Ukraine.
     
    Teniz Capital employs 50 professionals, with its main headquarters in Almaty and additional offices in Astana’s International Finance Centre and Abu Dhabi.
     
    In 2023, Teniz Capital completed 13 bond transactions across in AIX as well the Kazakhstan Stock Exchange. These transactions included JSC AIFN Retam, Capitalleasing Group Ltd., Jet Group Ltd., Kisamos Shipping DMCC, several placements of Kazakhstan’s sovereign bonds, and underwriting complex, high-value transactions.
     
    Last year, on 29 August, the company announced the expansion of its operations with the launch of a sister company, Teniz Capital Brokerage Ltd.

    For further information, members of the media can contact teniz@definition.city

    This press release contains statements regarding the future of the company and its innovations. Statements regarding the future may be accompanied by words such as “anticipate”, “believe”, “estimate”, “will”, “anticipate”, “pretend”, “power”, “plan”, “potential”, the use of future time and other terms of similar meaning. No undue reliance should be placed on these claims. These statements involve risks and uncertainties that could cause actual results to differ materially from those reflected in such statements, including uncertainty of the company’s commercial success, ability to protect our intellectual property rights, and other risks. These statements are based on current beliefs and forecasts and refer only to the date of this press release. The company assumes no obligation to publicly update its forward-looking statements, regardless of whether new information, future events or any other circumstance arise.

    The MIL Network –

  • MIL-OSI: OP Corporate Bank plc’s Financial Statements Bulletin 1 January–31 December 2024

    Source: GlobeNewswire (MIL-OSI)

    OP Corporate Bank plc
    Financial Statements Bulletin
    Stock Exchange Release 6 February 2025 at 9.00 am EET

    OP Corporate Bank plc’s Financial Statements Bulletin 1 January–31 December 2024

    • OP Corporate Bank plc’s operating profit rose to EUR 473 million (329).
    • Total expenses grew by 5% to EUR 773 million (738). Net interest income grew by 8% to EUR 631 million (582). Investment income fell by 35% to EUR 34 million (52). Net commissions and fees grew by 3% to EUR 75 million (73).
    • Impairment loss on receivables decreased to EUR 1 million (96).
    • Total operating expenses decreased by 5% to EUR 298 million (313). The cost/income ratio improved to 39% (42).
    • The loan portfolio grew by 0.8% to EUR 28.3 billion (28.1) year on year. The deposit portfolio increased by 17.3% year on year, to EUR 17.2 billion (14.6).
    • The Corporate Banking and Capital Markets segment’s operating profit increased to EUR 307 million (198). Net interest income grew by 21% to EUR 381 million (316). Net commissions and fees increased to EUR 6 million (3). Investment income fell by 41% to EUR 29 million (49). Operating expenses decreased by 8% to EUR 120 million (131). Impairment loss on receivables reversed came to EUR 6 million. A year ago, impairment loss on receivables totalled EUR 44 million. The cost/income ratio improved to 28% (35).
    • The Asset and Sales Finance Services and Payment Transfers segment’s operating profit increased to EUR 167 million (126). Net interest income grew by 4% to EUR 216 million (207). Net commissions and fees totalled EUR 61 million (64). Operating expenses totalled EUR 119 million (122). Impairment loss on receivables decreased to EUR 9 million (37). The cost/income ratio improved to 40% (43).
    • The Baltics segment’s operating profit rose to EUR 39 million (27). Net interest income decreased to EUR 59 million (67). Net commissions and fees totalled EUR 11 million (10). Operating expenses remained at the previous year’s level at EUR 35 million (35). Impairment loss on receivables reversed came to EUR 3 million. A year ago, impairment loss on receivables totalled EUR 15 million. The cost/income ratio weakened to 49% (45).
    • The Group Functions segment’s operating loss was EUR 40 million. A year ago, the operating loss amounted to EUR 22 million. Funding position and liquidity remained strong.
    • OP Corporate Bank plc’s CET1 ratio rose to 14.1% (13.0), which exceeds the minimum regulatory requirement by 5.4 percentage points.

    OP Corporate Bank plc’s key indicators

    € million Q1–4/2024 Q1–4/2023 Change, %
    Operating profit (loss), € million 473 329 43.8
    Corporate Banking and Capital Markets 307 198 55.2
    Asset and Sales Finance Services and Payment Transfers 167 126 33.1
    Baltics 39 27 43.5
    Group Functions -40 -22 —
    Total income 773 738 4.7
    Total expenses -298 -313 -4.6
    Cost/income ratio, % 38.6 42.4 -3.8*
    Return on equity (ROE), % 7.9 5.9 2.0*
    Return on assets (ROA), % 0.48 0.30 0.19*
      31 Dec 2024 31 Dec 2023 Change, %
    CET1 ratio, % 14.1 13.0 1.1*
    Loan portfolio, € million 28,295 28,076 0.8
    Guarantee portfolio, € million 2,660 3,184 -16.5
    Other exposures, € million 5,238 5,745 -8.8
    Deposits, € million 17,155 14,629 17.3
    Ratio of non-performing exposures to exposures, % 1.8 2.2 -0.5*
    Ratio of impairment loss on receivables to loan and guarantee portfolio, % 0.00 0.31 -0.30*

    Comparatives for the income statement items are based on the corresponding figures in 2023. Unless otherwise specified, figures from 31 December 2023 are used as comparatives for balance-sheet and other cross-sectional items.
    * Change in ratio, percentage point(s).

    Outlook

    Finland’s economy contracted in 2024. However, the economy began to recover as the year progressed and preliminary figures suggest that GDP grew in the second half compared to the same period in 2023. Slower inflation and lower interest rates provide a basis for the recovery to continue. Risks associated with the economic outlook are still higher than usual. The escalation of geopolitical crises or a rise in trade barriers may affect capital markets and the economic environment. 

     A full-year earnings estimate for 2025 will only be provided at Group level, in OP Financial Group’s financial statements bulletin and in its interim and half-year financial reports.

     The most significant uncertainties affecting OP Corporate Bank’s earnings performance relate to developments in the business environment, changes in the interest rate and investment environment, and developments in impairment loss on receivables. In addition, future earnings performance will be affected by the market growth rate and the change in the competitive situation.

     Forward-looking statements in these financial statements bulletin expressing the management’s expectations, beliefs, estimates, forecasts, projections and assumptions are based on the current view of developments in the business environment and the financial performance of OP Corporate Bank plc and its various functions, and actual results may differ materially from those expressed in the forward-looking statements.

    Time of publication of 2024 reports:

    OP Corporate Bank’s Report by the Board of Directors and Financial Statements for 2024 Week 11
    OP Corporate Bank’s Corporate Governance Statement 2024 Week 11

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

    Interim Report Q1/2025 7 May 2025
    Half-year Financial Report H1/2025 30 July 2025
    Interim Report Q1−3/2025 28 October 2025

    Helsinki, 6 February 2025

     OP Corporate Bank plc
    Board of Directors

    For additional information, please contact
    Katja Keitaanniemi, Chief Executive Officer, tel. +358 (0)10 252 1387
    Piia Kumpulainen, Chief Communications Officer, tel. +358 10 252 7317

    DISTRIBUTION
    Nasdaq Helsinki Oy
    Euronext Dublin (Irish Stock Exchange)
    LSE London Stock Exchange
    Major media
    op.fi

    OP Corporate Bank plc is part of OP Financial Group. OP Corporate Bank and OP Mortgage Bank are responsible for OP’s funding in money and capital markets. As laid down in the applicable law, OP Corporate Bank, OP Mortgage Bank and their parent company OP Cooperative and other OP Financial Group member credit institutions are ultimately jointly and severally liable for each other’s debts and commitments. OP Corporate Bank acts as OP Financial Group’s central bank.

    The MIL Network –

  • MIL-OSI: OP Financial Group’s Financial Statements Bulletin 1 January–31 December 2024: Excellent business performance continued – full-year operating profit EUR 2,486 million

    Source: GlobeNewswire (MIL-OSI)

    OP Financial Group
    Financial Statements Bulletin
    Stock Exchange Release 6 February 2025 9.00 am EET

    Financial Statements Bulletin 1 January–31 December 2024: Excellent business performance continued – full-year operating profit EUR 2,486 million 

    • Operating profit increased by 21% to EUR 2,486 million (2,050).

    • Income from customer business, or net interest income, insurance service result and net commissions and fees, increased to EUR 3,805 million (3,605). Net interest income grew by 5% to EUR 2,796 million (2,654). Insurance service result increased by 136% to EUR 192 million (81) and net commissions and fees decreased by 6% to EUR 818 million (870).

    • Impairment loss on receivables was EUR 96 million (269), or 0.09% (0.26) of the loan and guarantee portfolio.

    • Investment income increased by 20% to EUR 465 million (389).

    • Total expenses grew by 3% to EUR 2,262 million (2,201). The cost/income ratio improved to 47% (49).

    • The loan portfolio was at the previous year’s level at EUR 98.9 billion (98.9), while deposits grew by 4% year on year to EUR 77.7 billion (74.5).

    • The CET1 ratio was 21.5% (19.2), which exceeds the minimum regulatory requirement by 8.1 percentage points. The changes in the EU Capital Requirements Regulation (CRR3), which took effect on 1 January 2025, are expected to cause a slight reduction in the capital adequacy of OP Financial Group.

    • Retail Banking segment’s operating profit rose by 4% to EUR 1,275 million (1,223). Net interest income grew by 3% to EUR 2,112 million (2,041). Impairment loss on receivables decreased by EUR 78 million to EUR 95 million (173). Net commissions and fees decreased by 10% to EUR 619 million (686). The cost/income ratio was 51% (49). The loan portfolio decreased by 0.3% year on year, to EUR 70.7 billion (70.9). Deposits increased by 3% to EUR 62.9 billion (61.2).

    • Corporate Banking segment’s operating profit grew by 40% to EUR 572 million (408). Net interest income grew by 11% to EUR 657 million (591). Impairment loss on receivables decreased by EUR 96 million to EUR 0 million (96). Net commissions and fees increased by 4% to EUR 199 million (192). The cost/income ratio improved to 38% (41). In the year to December, the loan portfolio grew by 1% to EUR 28.3 billion (28.1). Deposits increased by 12% to EUR 15.4 billion (13.8).

    • Insurance segment’s operating profit grew by 39% to EUR 578 million (414). The insurance service result increased by EUR 110 million to EUR 192 million (81). Investment income increased by 10% to EUR 382 million (347). The combined ratio reported by non-life insurance improved to 92.3% (93.8).

    • Group Functions operating profit was EUR 19 million (-26). Net interest income increased by EUR 15 million to EUR 16 million (1).

    • OP Financial Group increased the OP bonuses to be earned by owner-customers for 2024 by 40% compared to the normal level of 2022. Additionally, owner-customers got daily banking services without monthly charges in 2024. Together, these benefits were estimated to add up to more than EUR 404 million in value for owner-customers in 2024. The benefits will be in force until the end of 2025.

    • Outlook: OP Financial Group’s operating profit for 2025 is expected to be at a good level but lower than that for 2023 and 2024. For more detailed information on the outlook, see “Outlook”.

    OP Financial Group’s key indicators

    € million Q1–4/2024 Q1–4/2023 Change, %
    Operating profit, € million         2,486         2,050         21.3
    Retail Banking         1,275         1,223         4.3
    Corporate Banking         572         408         40.4
    Insurance         578         414         39.4
    Group Functions         19         -26 –
    New OP bonuses accrued to owner-customers, € million         -314         -275         14.1
    Total income**         4,844         4,520         7.2
    Total expenses         -2,262         -2,201         2.8
    Cost/income ratio, %**         46.7         48.7 -2.0*
    Return on equity (ROE), %         11.6         10.6 0.9*
    Return on equity, excluding OP bonuses, %         13.0         12.0 1.0*
    Return on assets (ROA), %         1.24         0.98 0.26*
    Return on assets, excluding OP bonuses, %         1.39         1.11 0.28*
      31 Dec 2024 31 Dec 2023 Change, %
    CET1 ratio, %*         21.5         19.2 2.3*
    Loan portfolio, € billion         98.9         98.9         0.0
    Deposits, € billion         77.7         74.5         4.3
    Ratio of non-performing exposures to exposures, %         2.64         2.94 -0.30*
    Ratio of impairment loss on receivables to loan and guarantee portfolio, %         0.09         0.26 -0.17*
    Owner-customers (1,000) 2,115 2,094         1.0

    Comparatives for the income statement items are based on the corresponding figures in 2023. Unless otherwise specified, figures from 31 December 2023 are used as comparatives for balance-sheet and other cross-sectional items.
    * Change in ratio, percentage point(s).
    ** OP bonuses to owner-customers, which were previously shown on a separate line in the income statement, have been divided under the following items based on their accrual: interest income, interest expenses, and commission income from mutual funds. The line ‘OP bonuses to owner-customers’ is no longer shown in the income statement. Comparative information has been adjusted accordingly. For more detailed information on the change, see Note 1 to the Half-year Financial Report 1 January–30 June 2024, Accounting policies and changes in accounting policies and presentation.

    Comments by the President and Group Chief Executive Officer:

    Uncertainty overshadowed the business environment – Finland’s economy began to recover as the year ended

    In 2024, the exceptionally tense geopolitical situation of previous years continued to predominate in Finland’s neighbouring regions. Russia’s war of aggression against Ukraine approached its third year and the Middle East conflict spilled over into new areas. A tectonic shift is underway in international politics and the global economy, creating uncertainty in the economy and our broader business environment.

    Although the world economy grew by 3% last year, Europe’s grew by just over 1%. Finland’s economy contracted for the second year running. However, the economy began to recover gradually as the year ended and OP Financial Group expects Finland’s GDP to grow by a couple of per cent in 2025.

    Construction and the related sectors were particularly affected by the sluggish economy. Risks in the real estate sector remained high and the number of bankruptcies increased substantially on the previous year.

    Inflation in Finland fell markedly, from 3.6% to 0.7%, on the year before. On the other hand, unemployment rose, reaching 8.9% in December. Market interest rates fell almost continuously from early 2024 and the Euribor rates were clearly lower by the year’s end.

    Despite the pickup in late 2024, home sale volumes and demand for home loans fell considerably year on year. Home prices continued their downward trend.

    The fall in market rates boosted the stock markets, raising share prices on several stock exchanges. However, Nasdaq Helsinki’s stock indices ended 2024 in slightly negative territory for the year as a whole.

    OP Financial Group had an excellent year – strong earnings enable outstanding benefits for owner-customers

    OP Financial Group performed extremely well and operating profit increased by 21% year on year, to EUR 2,486 million in 2024.

    Our excellent earnings will enable us to continue providing our over 2.1 million owner-customers with considerable benefits in 2025. As in 2024, our owner-customers will get daily banking services without monthly charges and accrue 40% extra OP bonuses compared to the normal level of 2022. This is how we will help to ease the strain on households in these economically challenging times. The total value of higher benefits on OP bonuses and daily services will be around EUR 400 million in 2025, which is a significant overall financial benefit.

    Being customer-owned, OP Financial Group will continue to share its financial success through a range of financial and other benefits for its owner-customers.

    Income from OP Financial Group’s customer business grew to a record level of more than EUR 3.8 billion. The improvement in the insurance service result was particularly strong, being 136% higher than a year earlier. Growth in net interest income slowed to 5% and net commissions and fees decreased by 6% year on year, chiefly due to the benefit (provided for owner-customers) of zero monthly charges for daily banking services. Income from investment activities grew considerably from 2023’s level and OP Financial Group’s total income reached over EUR 4.8 billion – 7% higher than a year earlier.

    OP Financial Group’s costs grew by 3% year on year, due to rising personnel costs and higher investments in ICT development. Compared to the previous year, its cost/income ratio improved by two percentage points to 47%, an excellent level even in international terms.

    All three business segments performed extremely well

    All three business segments performed extremely well. The Retail Banking segment’s operating profit rose by 4% year on year, to EUR 1,275 million. Insurance recorded an operating profit of EUR 578 million, growing by 39% compared to a year ago. Corporate Banking’s operating profit was EUR 572 million, up by 40% over the previous year.

    Strong capital adequacy and excellent liquidity provide security and stability in an uncertain business environment

    OP Financial Group’s CET1 ratio improved again, to 21.5%, exceeding the minimum regulatory requirement by 8.1 percentage points. OP Financial Group is one of the most financially solid large banks in Europe. Excellent profitability, strong capital adequacy and liquidity are critical factors for banks and insurance companies, building trust among customers, partners and other stakeholders. In OP Financial Group, these factors are at an excellent level, providing the Group with an even stronger basis than before for meeting future challenges.

    Deposits grew substantially and the loan portfolio stopped shrinking – customers’ loan repayment capacity remained good

    OP Financial Group’s deposit portfolio grew by more than 4% from 2023. Household, corporate and institutional deposits were on an upward trend at the end of the year. OP Financial Group’s market share of deposits rose to over 40%.

    By late 2024, OP Financial Group’s loan portfolio had reached the same level as at the end of 2023. After a long decline, the loan portfolio began to grow again in the early autumn. OP Financial Group maintained its strong market position in the home loan and corporate loan markets. Our market share of home loans was 39%. For corporate loans, we had a market share of 38%.

    OP Financial Group’s home loan customers made home loan repayments punctually and meticulously in 2024. The situation was eased by the fall in market rates. The number of loan modification applications was lower than in recent years. The number of corporate loans under special monitoring declined in comparison to last year. Non-performing exposures decreased from 2.9% to 2.6%. Impairment loss on receivables decreased markedly year on year.

    Wealth management continued to grow rapidly throughout the year

    We aim to coach our customers in making better financial choices. Wealth management is one of our growth focus areas – we intend to make a clear growth leap in this business in the coming years.

    The number of OP Financial Group unitholders rose to over 1.4 million. Moreover, the number of new systematic investment agreements increased by a third. Mutual fund investors were particularly attracted by international and sustainability-themed investment opportunities. Sustainability is a priority for younger investors in particular. At EUR 111 billion in value at the year’s end, customers’ investment assets managed by OP Financial Group grew by 8%.

    OP-mobile was used more than 700 million times – use of artificial intelligence is growing fast

    OP Financial Group’s use of digital services grew substantially again. Personal and corporate customers increasingly use digital channels for banking and insurance. Last year, customers logged in to OP-mobile around 708 million times – an average of 59 million times per month. OP-mobile already has more than 1.7 million active users.

    We moved, with increasing speed, into using artificial intelligence to ease our customers’ daily lives and help our employees in their work.

    In June, we launched OP Aina, a personal assistant on OP-mobile. OP Aina helps our customers with a range of banking and insurance matters on a 24/7 basis. It is the first financial service in Finland to use artificial intelligence and alerts. Our customers have eagerly adopted the service, which already had around 6.25 million service interactions by the end of 2024. We use it to provide customers with even more personalised and readily available services than before.

    Cybersecurity and well-functioning digital services are at the core of our operations

    OP Financial Group’s digital services functioned extremely well all year, despite the rapidly growing number of denial of service attacks.

    We continued our significant investments in cybersecurity to ensure that our customers’ money and data remain secure under all circumstances. Our customers were subjected to a high number of phishing and scam attempts throughout the year, and we have taken active measures to protect them even more effectively from such threats.

    OP Financial Group fulfils its corporate responsibilities as one of Finland’s largest corporate taxpayers

    OP Financial Group is of major direct and indirect importance to Finland’s economic development. In accordance with our mission, we aim to create sustainable prosperity, security and wellbeing for our owner-customers and operating region.

    Being one of Finland’s largest payers of corporate tax, we contributed almost EUR 400 million for 2023 – over 5% of all corporate tax paid in the period.

    We want to point the way towards futures filled with hope for people living in Finland. The success of Finland and all those who live here is our number one priority now and in the future.

    In good shape going into 2025

    OP Financial Group is in great shape to support its customers as the Finnish economy slowly recovers. We provide competitive banking and insurance services for a range of needs.

    My warm thanks to all our customers for the trust you have shown in OP Financial Group in 2024. We want to continue being worthy of your trust in the year that has just begun. I would also like to thank our employees and governing bodies for the excellent work they did last year.

    Timo Ritakallio
    President and Group CEO

    January–December

    OP Financial Group’s operating profit was EUR 2,486 million (2,050), up by 21.3% or EUR 436 million year on year. Income from customer business (net interest income, net commissions and fees and the insurance service result) increased by a total of 5.6% to EUR 3,805 million (3,605). The cost/income ratio improved to 46.7% (48.7). New OP bonuses accrued to owner-customers, which are included in earnings, increased by 14.0% to EUR 307 million.

    Net interest income grew by 5.3% to EUR 2,796 million. Net interest income reported by the Retail Banking segment increased by 3.5% to EUR 2,112 million and that by the Corporate Banking segment increased by 11.3% to EUR 657 million. OP Financial Group’s loan portfolio was at the previous year’s level at EUR 98.9 billion, while deposits grew by 4.3% year on year, to EUR 77.7 billion. Household deposits increased by 2.8% year on year, to EUR 47.8 billion. New loans drawn down by customers during the reporting period totalled EUR 22.2 billion (22.0).

    Impairment loss on loans and receivables, which reduces earnings, totalled EUR 96 million (269). A year ago, expected credit losses concerning the real estate and construction sector increased the impairment loss on receivables. Final credit losses totalled EUR 200 million (77). In 2024, OP Financial Group enhanced the recognition process for final credit losses. After a loan has been transferred for legal collection, the loan principal is written down to the value of collateral. During the fourth quarter, a total of EUR 125 million of such credit losses were recognised. Correspondingly, stage 3 expected credit losses reversed totalled EUR 93 million. At the end of the reporting period, loss allowance was EUR 824 million (929), of which management overlay accounted for EUR 77 million (109). Non-performing exposures accounted for 2.6% (2.9) of total exposures. Impairment loss on loans and receivables accounted for 0.1% (0.3) of the loan and guarantee portfolio.

    Net commissions and fees decreased by 6.0% to EUR 818 million. Owner-customers have received daily banking services without monthly charges since October 2023. This contributed to the decrease in payment transfer net commissions and fees. Net commissions and fees for payment transfer services decreased by EUR 56 million to

    EUR 291 million, and those for residential brokerage by EUR 6 million to EUR 63 million.

    Insurance service result increased by EUR 110 million to EUR 192 million. Insurance service result includes EUR 529 million (485) in operating expenses. Non-life insurance net insurance revenue, including the reinsurer’s share, grew by 6.1% to EUR 1,760 million. Net claims incurred after the reinsurer’s share grew by 4.4% to EUR 1,116 million. The combined ratio reported by non-life insurance improved to 92.3% (93.8).

    Investment income (net investment income, net insurance finance expenses and income from financial assets held for trading) increased by a total of 19.5% to EUR 465 million. Investment income grew as a result of the increase in the value of equity investments in particular. Net investment income together with net finance income describe investment profitability in the insurance business. The combined return on investments at fair value of OP Financial Group’s insurance companies was 7.6% (3.4).

    Net income from financial assets recognised at fair value through profit or loss, or notes and bonds, shares and derivatives, totalled EUR 1,975 million (1,706). Net income from investment contract liabilities totalled EUR 851 million (642). Net insurance finance expenses totalled EUR 727 million (722).

    In banking, net income from financial assets held for trading decreased by 19.1% to EUR 44 million due to the decrease in interest income from notes and bonds.

    Other operating income increased to EUR 44 million (40).

    Total expenses grew by 2.3% to EUR 2,262 million. Personnel costs rose by 12.1% to EUR 1,081 million. The increase was affected by headcount growth and pay increases. OP Financial Group’s personnel increased by approximately 1,000 year on year. The number of employees increased in areas such as sales, customer service, service development, risk management and compliance. Depreciation/amortisation and impairment loss on PPE and intangible assets decreased by 35.5% to EUR 146 million.

    A year ago, impairment loss recognised mainly for information systems and property in own use totalled EUR 60 million. Other operating expenses increased by 2.4% to EUR 1,036 million. ICT costs totalled EUR 514 million (460). Development costs were EUR 349 million (294) and capitalised development expenditure EUR 58 million (62). Charges of financial authorities fell by EUR 61 million to EUR 16 million. The EU’s Single Resolution Board (SRB) did not collect stability contributions from banks for 2024. In 2023, OP Financial Group paid a total of EUR 62 million in stability contributions.

    At EUR 307 million (269), OP bonuses for owner-customers are included in earnings and are divided under the following items based on their accrual: EUR 160 million (150) under interest income, EUR 82 million (67) under interest expenses, EUR 48 million (38) under commission income from mutual funds, and EUR 17 million (15) under the insurance service result.

    Income tax amounted to EUR 499 million (408). OP Financial Group paid EUR 397 million in corporate tax for 2023. The effective tax rate for the reporting period was 20.1% (19.9). Comprehensive income after tax totalled EUR 2,067 million (1,719).

    OP Financial Group’s equity amounted to EUR 18.1 billion (16.3). Equity included EUR 3.3 billion (3.3) in Profit Shares, terminated Profit Shares accounting for EUR 0.4 billion (0.4).

    OP Financial Group’s funding position and liquidity are strong. The Group’s LCR was 193% (199), and its NSFR was 129% (130).

    Outlook

    Finland’s economy contracted in 2024. However, the economy began to recover as the year progressed and preliminary figures suggest that GDP grew in the second half compared to the same period in 2023. Slower inflation and lower interest rates provide a basis for the recovery to continue. Risks associated with the economic outlook are still higher than usual. The escalation of geopolitical crises or a rise in trade barriers may affect capital markets and the economic environment.

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

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

    Press conference

    OP Financial Group’s financial performance will be presented to the media by President and Group Chief Executive Officer Timo Ritakallio in a press conference on 6 February 2025 at 11am at Gebhardinaukio 1, Vallila, Helsinki.

    Media enquiries: OP Corporate Communications, tel. +358 10 252 8719, viestinta@op.fi

    OP Corporate Bank plc and OP Mortgage Bank will publish their own financial statements bulletins.

    Time of publication of 2024 reports:

    Report by the Board of Directors (incl. Sustainability Report) and Financial Statements 2024 Week 11
    OP Financial Group’s Corporate Governance Statement 2024 Week 11
    OP Financial Group’s Annual Report 2024 Week 11
    OP Amalgamation Pillar 3 Disclosures 2024 Week 11
    OP Financial Group’s Remuneration Report for Governing Bodies 2024 Week 11
    Remuneration Policy for Governing Bodies at OP Financial Group Week 11

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

    Interim Report 1 January–31 March 2025 7 May 2025
    Half-year Financial Report 1 January–30 June 2025 30 July 2025
    Interim Report 1 January–30 September 2025 28 October 2025
    OP Amalgamation Pillar 3 Disclosures 31 March 2025 Week 19
    OP Amalgamation Pillar 3 Disclosures 30 June 2025 Week 33
    OP Amalgamation Pillar 3 Disclosures 30 September 2025 Week 45

    Helsinki, 6 February 2025

    OP Cooperative
    Board of Directors

    For additional information, please contact:

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

    www.op.fi 

    DISTRIBUTION 
    Nasdaq Helsinki Oy 
    Euronext Dublin (Irish Stock Exchange) 
    LSE London Stock Exchange 
    Major media
    op.fi  

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

    The MIL Network –

  • MIL-OSI Africa: XTransfer and Ecobank Group Partner to Empower African Small and Medium-sized Enterprises’ (SMEs) Foreign Trade

    Source: Africa Press Organisation – English (2) – Report:

    XTransfer and Ecobank Group Partner to Empower African Small and Medium-sized Enterprises’ (SMEs) Foreign Trade XTransfer will leverage Ecobank’s extensive network across Africa, enabling its Chinese clients to collect funds in local African currencies while assisting African SMEs in making payments in their local currencies to negate foreign exchange issues LOMÉ, Togo, February 6, 2025/APO Group/ — XTransfer, the world-leading and China’s No.1 B2B Cross-Border Trade Payment Platform, and Ecobank Group (www.Ecobank.com), the leading private pan-African financial services group with unrivalled African expertise, have signed a landmark Memorandum of Understanding of Cooperation (MOU) to roll out comprehensive cross-border financial services to Africa’s small and medium-sized enterprises (SMEs) engaged in foreign trade. The collaboration will facilitate trade between China and African countries. In recent years, China and Africa have continued to deepen trade cooperation, with the scale of imports and exports rising rapidly. In 2023, bilateral trade reached a record US$282 billion. From January to November 2024, China’s exports to Africa totalled US$160 billion, a 1.4% increase from the previous year, while imports from Africa reached US$107 billion, marking a substantial rise of 6.6%. Despite this growth, African SMEs engaged in foreign trade face numerous challenges related to cross-border payments and fund collections. These challenges include difficulties in opening accounts with traditional banks, a high risk of funds being frozen, difficulties in foreign exchange and related losses, lengthy remittance times and high remittance costs. The partnership between XTransfer and Ecobank Group will foster collaboration between both parties to provide comprehensive cross-border payment solutions for African SMEs’ foreign trade. XTransfer will leverage Ecobank’s extensive network across Africa, enabling its Chinese clients to collect funds in local African currencies while assisting African SMEs in making payments in their local currencies to negate foreign exchange issues. Bill Deng, Founder and CEO of XTransfer, stated, “We are excited about the partnership with Ecobank. This collaboration represents a significant milestone for XTransfer and greatly enhances our global payment capabilities. Leveraging Ecobank’s extensive payment network in Africa will accelerate our business expansion in the region. We are looking forward to the synergies and opportunities this partnership will create. Together, we will drive innovation and improve the financial landscape, making financial services more efficient and accessible for African SMEs.” Jeremy Awori, CEO Ecobank Group, said, “We are proud to partner with XTransfer to advance seamless cross-border payment solutions between Africa and China. This partnership builds on our established strategy, which includes a representative office in China and a dedicated China desk. By integrating XTransfer’s cutting-edge solutions with our pan-African payment platform, we simplify payments, reduce transaction costs, and enable African businesses to thrive in global trade.” The partnership will facilitate trade between SMEs in China and African countries and also streamline foreign trade transactions between African companies and their global partners. Ultimately, this will help reduce the costs of global trade and enhance the global competitiveness of African SMEs. This partnership aligns with Ecobank’s goals of driving financial integration by facilitating seamless cross-border trade, which is the backbone of the continent’s economy growth. By collaborating with XTransfer, Ecobank is strengthening its position as a key player in the global payments industry by reducing trade barriers, enabling African SMEs to thrive in international markets and contribute to the continent’s sustainable development. Distributed by APO Group on behalf of Ecobank Transnational Incorporated. Media Contact: XTransfer Limited Maggie NG Public Relations Director Tel: +852 6287 2989 Email: maggie.ng@xtransfer.com     Ecobank Transnational Incorporated Christiane Bossom Group Communications Ecobank Transnational Incorporated Email: groupcorporatecomms@ecobank.com Tel: +228 22 21 03 03 Web: www.Ecobank.com About XTransfer: XTransfer, the world-leading and China’s No.1 B2B Cross-Border Trade Payment Platform, is dedicated to providing small and medium-sized enterprises (SMEs) with secure, compliant, fast, convenient and low-cost foreign trade payment and fund collection solutions, significantly reducing the cost of global expansion and enhancing global competitiveness. Founded in 2017, the company is headquartered in Shanghai and has branches in Hong Kong SAR, the United Kingdom, the Netherlands, the United States, Canada, Australia, Singapore, Vietnam, Thailand, Malaysia, the Philippines, the UAE, and Nigeria. XTransfer has obtained local payment licences in Mainland China, Hong Kong SAR, Singapore, the United Kingdom, the United States, Canada, and Australia. With more than 600,000 enterprise clients, XTransfer has become the industry No.1 in China. By cooperating with well-known multinational banks and financial institutions, XTransfer has built a unified global multi-currency clearing network and built a data-based, automated, internet-based and intelligent anti-money laundering risk control infrastructure centred on SMEs. XTransfer uses technology as a bridge to link large financial institutions and SMEs around the world, allowing SMEs to enjoy the same level of cross-border financial services as large multinational corporations. XTransfer completed its Series D financing in September 2021 and achieved unicorn status. The Company possesses a diverse composition of international investors, including D1 Capital Partners LP, Telstra Ventures, China Merchants Venture, eWTP Capital, Yunqi Capital, Gaorong Capital, 01VC, MindWorks and Lavender Hill Capital Partners. For more information, please visit: https://www.XTransfer.com/ About Ecobank: Ecobank Group is the leading private pan-African banking group with unrivalled African expertise. Present in 35 sub-Saharan African countries, as well as France, the UK, UAE and China, its unique pan-African platform provides a single gateway for payments, cash management, trade and investment. The Group employs over 14,000 people and offers Consumer, Commercial, Corporate and Investment Banking products, services and solutions across multiple channels, including digital, to over 32 million customers. For further information, please visit www.Ecobank.com

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    MIL OSI Africa –

  • MIL-OSI: Sampo Group’s results for 2024 

    Source: GlobeNewswire (MIL-OSI)

    Sampo plc, finanacial statement release, 6 February 2025 at 8:30 am EET

    Sampo Group’s results for 2024 

    • Top-line growth amounted to 12 per cent in 2024 on a currency adjusted basis, with notably strong development in Private in the fourth quarter.

    • The Group underlying combined ratio improved by 1.5 percentage points, supported by positive trends in the Nordics and in the UK.

    • The Group underwriting result increased by 13 per cent to EUR 1,316 million (1,164), driven by strong growth and a slight improvement in the Group combined ratio to 84.3 per cent (84.6).

    • Operating EPS increased by 13 per cent to EUR 2.33 (2.07) on a higher underwriting result and stable investment returns.

    • Solvency II coverage stood at 177 per cent, net of the proposed dividend, and financial leverage amounted to 26.9 per cent.

    • The Board proposes a regular dividend of EUR 1.70 per share, or EUR 0.34 per share adjusted for the share split announced on 5 February 2025.

    • Sampo expects to deliver an underwriting result of EUR 1,350–1,450 million in 2025, representing growth of 3–10 per cent year-on-year, and insurance revenue of EUR 8.7–9.0 billion.

    Key figures

    EURm 1–12/
    2024    		 1–12/
    2023    		 Change, % 10–12/
    2024    		 10–12/
    2023    		 Change, %
    Profit before taxes 1,559 1,481 5 219 368 -40
      If 1,256 1,358 -8 187 369 -49
      Topdanmark 137 162 -15 -21 19 —
      Hastings 193 129 49 52 59 -11
      Holding -29 -160 — -1 -78 —
    Net profit for the equity holders 1,154 1,323 -13 180 382 -53
    Operating result 1,193 1,046 14 347 208 66
    Underwriting result 1,316 1,164 13 361 281 28
          Change, %     Change, %
    Earnings per share (EUR) 2.25 2.62 -14 0.31 0.76 -59
    Operating EPS (EUR) 2.33 2.07  13 0.65 0.42 55
    Return on equity own funds, % 29.5 24.7 — — — —

     Net profit for the equity holders and earnings per share for 2023 include result from life operations.
    The figures in this report have not been audited.

    Sampo Group key financial targets for 2024–2026

    Target 2024
    Operating EPS growth: over 7% (period average) 13%
    Group combined ratio: below 85% 84.3%
    Solvency ratio: 150-190% 177%
    Financial leverage: below 30% 26.9%

    Financial targets for 2024–2026 announced at the Capital Markets Day on 6 March 2024.

    GROUP CEO’S COMMENT

    2024 was a landmark year strategically for Sampo as well as an excellent year when it comes to operational progress. We delivered solid underwriting profit growth of 13 per cent, significantly supported by strong performance in the UK, and we acquired the minority interest in Topdanmark, completing our journey to an integrated P&C insurance group. We enter 2025 in excellent shape, following strong growth in the fourth quarter and with an attractive pipeline of opportunities to capitalise on our digital capabilities and the synergy potential in integrating Topdanmark.

    Top-line growth continued to be excellent in the fourth quarter, on the back of long-term investments made into our capabilities and rational market conditions. Private stands out with 8 per cent currency adjusted GWP growth in the quarter, or 10 per cent if we exclude the Swedish mobility business adversely affected by low new car sales. This growth comes partly from investments into personal insurance and property, which grew by 14 per cent and 7 per cent in the quarter, respectively. However, supportive conditions in Norway and Denmark also provide a tail wind with a notable acceleration in GWP growth in Topdanmark to 11 per cent in the quarter. Private retention remains high and stable at 89 per cent, reflecting both high customer satisfaction and rational Nordic markets. To complete the picture on Private, I am pleased to be able to report that we have recently renewed two of the largest motor insurance distribution agreements in the Nordic markets, thereby confirming our strong leadership position in the region.

    In the UK, we added 84,000 policies in the quarter with growth in new products, such as telematics, bike, van, and home insurance, partly offset by a disciplined approach to the broader motor product as market pricing ticked down. Overall, 2024 was an outstanding year for Hastings with underwriting profit growth of 49 per cent, accounting for almost half the 13 per cent increase at Group level.

    In corporate lines, I want to focus on the 1 January 2025 renewals, which account for around 40–45 per cent of the business. Commercial achieved high-single digit rate increases, backed by particularly strong development in Norway, while retention remained high. In Industrial, a largely supportive market enabled rate increases above plan, and we took the opportunity to continue to reduce our exposure to the largest property risks. Our main reinsurance programmes were renewed successfully on 1 January, with net retention unchanged at SEK 300 million (circa EUR 25 million) per event and individual property risk.

    The de-risking action taken in Industrial and our discipline in UK motor illustrates our underwriting culture and commitment to high and stable margins. The fourth quarter once again saw strong and consistent development in underlying margins, as well as yet another improvement in the Nordic cost ratio putting us ahead of the ambition for 2024. The integration of Topdanmark into If P&C provides an opportunity to accelerate Nordic productivity improvements over the coming years.

    Turning to capital management, the Board of Directors is proposing a dividend of EUR 1.70 per share for 2024, or EUR 0.34 per share adjusting for the upcoming share split, representing growth of 6 per cent, as we prioritise reliability and a steady trajectory. In addition, I expect that we will launch new buyback programme in 2025, with a new mandate from our Annual General Meeting, funded by capital generated in 2024 and potential disposals of legacy holding company investments. Our commitment to disciplined capital management is unwavering and we will regularly seek to complement dividends with share buybacks.

    To conclude, we look to 2025 with great confidence. We have completed our strategic simplification, further rapidly developed our digital abilities and seen strong momentum in the 1 January renewals. Based on this, we have set an outlook for underwriting profit of EUR 1,350–1,450 million for 2025, reflecting our expectation to be able to deliver on our operating EPS growth target of more than 7 per cent per annum on average in 2024–2026.

    Torbjörn Magnusson
     Group CEO

     
    OUTLOOK

    Operating environment and assumptions

    The acquisition of Topdanmark in 2024 completed Sampo’s transition into a fully integrated P&C insurance group. Sampo has an attractive operational footprint as the leader in the consolidated Nordic P&C insurance market and a leading operator in the growing digital UK P&C insurance market, positioning the Group to deliver both stability and growth.

    Competitive dynamics remain rational across the Group’s areas of operation going into 2025, while demand for P&C insurance is stable despite limited economic growth. Sampo expects claims cost to continue to grow above the long-term trend over the year, driven by factors including rising repair costs for new cars and continued wage and service inflation. At Group level, underlying claims cost is expected to see a mid-single digit per cent increase in 2025, and the Group remains firmly committed to conservatively reflecting this in its pricing.

    The strategic and operational investments made by Sampo over recent years have substantially strengthened its competitive position. The Group has unique digital capabilities across distribution, pricing, underwriting, and claims handling that enable it to deliver superior service and efficiency. Further, the integration of Topdanmark into the Group is expected to enable financial benefits through the delivery of scale benefits and synergies.

    Outlook for 2025

    The outlook for Sampo Group’s 2025 financial performance is:

    • Group insurance revenue: EUR 8.7–9.0 billion, representing growth of 4–7 per cent year-on-year.

    • Group underwriting result: EUR 1,350–1,450 million, representing growth of 3–10 per cent year-on-year.

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

    The outlook is subject to uncertainty related to occurrence and estimation of the cost of P&C claims, investment performance, foreign exchange rates, and competitive dynamics. Revenue forecasts, in particular, are subject to competitive conditions, which may change rapidly in some areas, such as the UK motor insurance market. The revenue and underwriting profit figures in the outlook are based on 31 December 2024 currency exchange rates.


    FOURTH QUARTER 2024 IN BRIEF

    Strong top-line growth, notably in Private, and positive margin development drove 28 per cent growth in underwriting profits.

    Gross written premiums and brokerage income increased by 18 per cent on a currency-adjusted basis and 19 per cent on a reported basis to EUR 2,212 million (1,864) in October-December 2024. The growth was positively affected by Topdanmark’s acquisition of Oona Health as well as a change of inception date for a small group of large industrial contracts from the third quarter to the fourth quarter. Excluding these, the currency adjusted top-line growth was 10 per cent.

    Fourth quarter winter weather was fairly normal with claims damage caused mainly by localised events, whereas the prior year was affected by an early start to the winter in the Nordics. In total, severe weather and large claims had 2.3 percentage points negative effect on the Group combined ratio, down from 4.5 percentage points in the comparison period. The Group underlying combined ratio improved by 1.4 percentage points, driven by solid performance across business areas with If reporting an undiscounted adjusted risk ratio improvement of 0.3 percentage points year-on-year. The Group combined ratio improved to 83.4 per cent (85.5). The underwriting result increased by 28 per cent on a currency adjusted basis and on a reported basis to EUR 361 million (281) on strong growth.  

    The net financial result decreased to EUR 62 million (175) driven by lower investment income. Fourth quarter net investment income of EUR 70 million (517) was affected by a rise in interest rates and soft Nordic equity market performance, while the comparison period benefited from exceptionally favourable conditions. IFIE amounted to EUR -7 million (-342), supported by a positive effect of EUR 43 million from changes in discount rates, whereas the comparison period saw a negative effect of EUR -271 million. Unwind of discounting stood at EUR -54 million (-81).

    Profit before taxes was EUR 219 million (368). This includes non-recurring costs of around EUR 150 million related to the Topdanmark integration reserved for the fourth quarter, without which quarterly profit before taxes would have been EUR 369 million. Of the restructuring charge, EUR 76 million was booked in the If segment and EUR 73 million in the Topdanmark segment. Operating EPS came in at EUR 0.65 (0.42) on the back of higher underwriting result and stable investment returns.

    SAMPO PLC
    Board of Directors

    The Financial Statement Release for 2024, Investor Presentation and a video review with Group CFO Knut Arne Alsaker are available at www.sampo.com/result.

    A conference call for investors and analysts will be arranged today 6 February at 11:00 am Finnish time (9:00 am UK time). Please join the teleconference by registering using the following link: 

    https://palvelu.flik.fi/teleconference/?id=5004591

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

    For more information, please contact

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

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

    Attachment

    The MIL Network –

  • MIL-OSI United Kingdom: New UK High Commissioner to Solomon Islands presents credentials

    Source: United Kingdom – Executive Government & Departments

    Paul Turner was appointed British High Commissioner to Solomon Islands and Nauru in July 2024.

    High Commissioner Paul Turner presenting his credentials to Prime Minister of Solomon Islands Jeremiah Manele.

    His Majesty’s new High Commissioner to Solomon Islands and non-resident High Commissioner to the Republic of Nauru, His Excellency Paul Robert Turner presented his credentials this week to the Prime Minister of Solomon Islands, Hon. Jeremiah Manele.

    Paul Turner was appointed British High Commissioner to Solomon Islands and Nauru in July 2024. Paul’s experience covers the UK Government and international organisations, including the World Bank, African Development Bank and the European Union.

    With the UK Department for International Development (DFID), Paul oversaw economic and trade portfolios in East and Southern Africa as well as in China. More recently, he worked for the World Bank in Uganda. 

    Paul has also led development teams in a range of fragile states including Afghanistan and the Western Balkans. Earlier in his career, he was private secretary to Ministers in DFID and the Home Office. 

    Acknowledging the bilateral relations between the two countries, Prime Minister Manele said UK is one of the first countries to forge ties with Solomon Islands since 1978. He also provided an overview of his government’s priorities including education, health, climate change and trade.

    In response, High Commissioner Paul Turner said that his mission was to expand bilateral relations between the two countries and be a key partner of the Government of Solomon Islands in addressing the impact of climate change.

    The High Commissioner said he was keen to explore opportunities in a number of economic sectors, especially the local cocoa industry and affirmed that one of his personal goals is to produce tangible outcomes in the sector during his time in office.

    The High Commissioner is the UK Government’s representative in a Commonwealth nation. They are responsible for the direction and work of the High Commission and its Deputy High Commissions and/or Consulates, including political work, trade and investment, press and cultural relations, and visa and consular services.

    Updates to this page

    Published 6 February 2025

    MIL OSI United Kingdom –

  • MIL-OSI: ING posts full-year 2024 net profit of €6,392 million and outstanding commercial growth

    Source: GlobeNewswire (MIL-OSI)

    ING posts full-year 2024 net profit of €6,392 million and outstanding commercial growth

    Full-year profit before tax of €9,300 million, supported by growing customer base and increase in lending and deposits
    • Mobile primary customer base rises by 1.1 million in 2024 to 14.4 million
    • Net core lending growth of €28 billion, or 4%, and net core deposits growth of €47 billion (7%)
    • Total income of €22.6 billion; double-digit growth in fee income, surpassing €4 billion for the first time
    • Full-year return on equity of 13.0%; proposed final cash dividend of €0.71 per share
     
    4Q2024 profit before tax of €1,771 million with a CET1 ratio of 13.6%
    • Increase of 434,000 mobile primary customers in the fourth quarter, with growth in all markets
    • Total income resilient year-on-year, supported by continuously strong fee income
    • Risk costs remain below our through-the-cycle average, reflecting strong asset quality
    • CET1 ratio decreases to 13.6% following the shareholder distribution announced in October
     

    CEO statement

    “In 2024, we have made very good progress in the implementation of our strategy. We have accelerated growth, diversified our income, provided superior value to customers and continued to play a leading role in supporting our clients’ sustainable transition,” said ING CEO Steven van Rijswijk. “We’re pleased with our strong results and are on track to make the targets as communicated on our Capital Markets Day in June. We have continued to invest in the growth of our business, resulting in a larger customer base and higher revenues, while continuously executing our plans to drive operational efficiencies.

    “We have increased the number of our mobile primary customers by 1.1 million, resulting in a total of 14.4 million mobile primary customers, with Germany, the Netherlands, Spain and Poland especially contributing to the growth. Core lending has also grown across all markets, by €28 billion, with particularly strong growth of €19 billion in our mortgage portfolio, especially in Germany and the Netherlands. Our deposit base has risen by €47 billion, again with contributions from all Retail countries and our Wholesale business. In Wholesale Banking, we have seen strong results from Financial Markets and we have continued investing in our front office and building our product foundations.

    “Total income has increased to a record €22.6 billion and we have posted a net result of €6.4 billion, maintaining a high level after a very strong 2023. Fee income has increased 11% year-on-year, following an increase in both assets under management and in customer trading activity in Retail. Fee income growth in Wholesale Banking was mainly driven by a higher number of capital markets issuance deals for our clients.

    “Sustainability is a priority for our clients and for ING. We have increased our sustainable volume mobilised to €130 billion, up from €115 billion in 2023, showing strong progress against our 2027 target of €150 billion per annum. During the year, we have engaged with more than 1,600 of our Wholesale Banking clients on their transition plans. In Retail Banking, including in Germany, the Netherlands and Australia, we have supported our customers with sustainable mortgages, renovation loans and digital tools, allowing them to identify possible energy upgrades to their homes and connecting them with accredited home renovators.

    “For the coming year, we remain vigilant as we foresee ongoing geopolitical volatility and a fragmented economic outlook. We are confident that we have the right strategy to deliver value to all of our stakeholders by growing our customer base, continuing to diversify our income and supporting clients in their sustainable transitions. I would like to take this opportunity to thank our shareholders for their continued support, our clients for their continued trust and our employees for their hard work and collaboration.”
     
    Further information
    All publications related to ING’s Full year and 4Q 2024 results can be found at the quarterly results page on ING.com. For more on investor information, go to www.ing.com/investors.

    A short ING ON AIR video with CEO Steven van Rijswijk discussing our FY/4Q2024 results is available on Youtube.

    For further information on ING, please visit www.ing.com. Frequent news updates can be found in the Newsroom or via the @ING_news feed on X. Photos of ING operations, buildings and its executives are available for download at Flickr.
     
    Investor conference call, Media meeting and webcasts
    Steven van Rijswijk, Tanate Phutrakul and Ljiljana Čortan will discuss the results in an Investor conference call on 6 February 2025 at 9:00 a.m. CET. Members of the investment community can join the conference call at +31 20 708 5074 (NL), or +44 330 551 0202 (UK) (registration required via invitation) and via live audio webcast at www.ing.com.

    Steven van Rijswijk, Tanate Phutrakul and Ljiljana Čortan will also discuss the results in a media meeting on 6 February 2024 at 11:00 a.m. CET. Journalists are welcome at ING’s Cedar office, Bijlmerdreef 106, Amsterdam. Alternatively, they can dial-in in listen-only mode via +31 20 708 5073 (NL), or +44 330 551 0200 (UK) – quote ING Media Call 4Q2024 when prompted by the operator. The meeting can also be followed via live audio webcast at www.ing.com.
     
    Investor enquiries
    E: investor.relations@ing.com

    Press enquiries

    T: +31 20 576 5000
    E: media.relations@ing.com
     
    ING Profile
    ING is a global financial institution with a strong European base, offering banking services through its operating company ING Bank. The purpose of ING Bank is: empowering people to stay a step ahead in life and in business. ING Bank’s more than 60,000 employees offer retail and wholesale banking services to customers in over 100 countries.

    ING Group shares are listed on the exchanges of Amsterdam (INGA NA, INGA.AS), Brussels and on the New York Stock Exchange (ADRs: ING US, ING.N).

    ING aims to put sustainability at the heart of what we do. Our policies and actions are assessed by independent research and ratings providers, which give updates on them annually. ING’s ESG rating by MSCI was reconfirmed by MSCI as ‘AA’ in August 2024 for the fifth year. As of December 2023, in Sustainalytics’ view, ING’s management of ESG material risk is ‘Strong’. Our current ESG Risk Rating, is 17.2 (Low Risk). ING Group shares are also included in major sustainability and ESG index products of leading providers. Here are some examples: Euronext, STOXX, Morningstar and FTSE Russell.

    Important legal information
    Elements of this press release contain or may contain information about ING Groep N.V. and/ or ING Bank N.V. within the meaning of Article 7(1) to (4) of EU Regulation No 596/2014 (‘Market Abuse Regulation’).

    ING Group’s annual accounts are prepared in accordance with International Financial Reporting Standards as adopted by the European Union (‘IFRS- EU’). In preparing the financial information in this document, except as described otherwise, the same accounting principles are applied as in the 2023 ING Group consolidated annual accounts. The Financial statements for 2024 are in progress and may be subject to adjustments from subsequent events. All figures in this document are unaudited. Small differences are possible in the tables due to rounding.

    Certain of the statements contained herein are not historical facts, including, without limitation, certain statements made of future expectations and other forward-looking statements that are based on management’s current views and assumptions and involve known and unknown risks and uncertainties that could cause actual results, performance or events to differ materially from those expressed or implied in such statements. Actual results, performance or events may differ materially from those in such statements due to a number of factors, including, without limitation: (1) changes in general economic conditions and customer behaviour, in particular economic conditions in ING’s core markets, including changes affecting currency exchange rates and the regional and global economic impact of the invasion of Russia into Ukraine and related international response measures (2) changes affecting interest rate levels (3) any default of a major market participant and related market disruption (4) changes in performance of financial markets, including in Europe and developing markets (5) fiscal uncertainty in Europe and the United States (6) discontinuation of or changes in ‘benchmark’ indices (7) inflation and deflation in our principal markets (8) changes in conditions in the credit and capital markets generally, including changes in borrower and counterparty creditworthiness (9) failures of banks falling under the scope of state compensation schemes (10) noncompliance with or changes in laws and regulations, including those concerning financial services, financial economic crimes and tax laws, and the interpretation and application thereof (11) geopolitical risks, political instabilities and policies and actions of governmental and regulatory authorities, including in connection with the invasion of Russia into Ukraine and the related international response measures (12) legal and regulatory risks in certain countries with less developed legal and regulatory frameworks (13) prudential supervision and regulations, including in relation to stress tests and regulatory restrictions on dividends and distributions (also among members of the group) (14) ING’s ability to meet minimum capital and other prudential regulatory requirements (15) changes in regulation of US commodities and derivatives businesses of ING and its customers (16) application of bank recovery and resolution regimes, including write down and conversion powers in relation to our securities (17) outcome of current and future litigation, enforcement proceedings, investigations or other regulatory actions, including claims by customers or stakeholders who feel misled or treated unfairly, and other conduct issues (18) changes in tax laws and regulations and risks of non-compliance or investigation in connection with tax laws, including FATCA (19) operational and IT risks, such as system disruptions or failures, breaches of security, cyber-attacks, human error, changes in operational practices or inadequate controls including in respect of third parties with which we do business and including any risks as a result of incomplete, inaccurate, or otherwise flawed outputs from the algorithms and data sets utilized in artificial intelligence (20) risks and challenges related to cybercrime including the effects of cyberattacks and changes in legislation and regulation related to cybersecurity and data privacy, including such risks and challenges as a consequence of the use of emerging technologies, such as advanced forms of artificial intelligence and quantum computing (21) changes in general competitive factors, including ability to increase or maintain market share (22) inability to protect our intellectual property and infringement claims by third parties (23) inability of counterparties to meet financial obligations or ability to enforce rights against such counterparties (24) changes in credit ratings (25) business, operational, regulatory, reputation, transition and other risks and challenges in connection with climate change and ESG-related matters, including data gathering and reporting (26) inability to attract and retain key personnel (27) future liabilities under defined benefit retirement plans (28) failure to manage business risks, including in connection with use of models, use of derivatives, or maintaining appropriate policies and guidelines (29) changes in capital and credit markets, including interbank funding, as well as customer deposits, which provide the liquidity and capital required to fund our operations, and (30) the other risks and uncertainties detailed in the most recent annual report of ING Groep N.V. (including the Risk Factors contained therein) and ING’s more recent disclosures, including press releases, which are available on www.ING.com.

    This document may contain ESG-related material that has been prepared by ING on the basis of publicly available information, internally developed data and other third-party sources believed to be reliable. ING has not sought to independently verify information obtained from public and third-party sources and makes no representations or warranties as to accuracy, completeness, reasonableness or reliability of such information.

    Materiality, as used in the context of ESG, is distinct from, and should not be confused with, such term as defined in the Market Abuse Regulation or as defined for Securities and Exchange Commission (‘SEC’) reporting purposes. Any issues identified as material for purposes of ESG in this document are therefore not necessarily material as defined in the Market Abuse Regulation or for SEC reporting purposes. In addition, there is currently no single, globally recognized set of accepted definitions in assessing whether activities are “green” or “sustainable.” Without limiting any of the statements contained herein, we make no representation or warranty as to whether any of our securities constitutes a green or sustainable security or conforms to present or future investor expectations or objectives for green or sustainable investing. For information on characteristics of a security, use of proceeds, a description of applicable project(s) and/or any other relevant information, please reference the offering documents for such security.

    This document may contain inactive textual addresses to internet websites operated by us and third parties. Reference to such websites is made for information purposes only, and information found at such websites is not incorporated by reference into this document. ING does not make any representation or warranty with respect to the accuracy or completeness of, or take any responsibility for, any information found at any websites operated by third parties. ING specifically disclaims any liability with respect to any information found at websites operated by third parties. ING cannot guarantee that websites operated by third parties remain available following the publication of this document, or that any information found at such websites will not change following the filing of this document. Many of those factors are beyond ING’s control.

    Any forward-looking statements made by or on behalf of ING speak only as of the date they are made, and ING assumes no obligation to publicly update or revise any forward-looking statements, whether as a result of new information or for any other reason.

    This document does not constitute an offer to sell, or a solicitation of an offer to purchase, any securities in the United States or any other jurisdiction.

    Attachment

    The MIL Network –

  • MIL-OSI: Key Information Relating to Cash Dividend

    Source: GlobeNewswire (MIL-OSI)

    Oslo, 6 February 2025 – DNO ASA, the Norwegian oil and gas operator, today announced that pursuant to the authorization granted at the Annual General Meeting held on 6 June 2024, the Board of Directors has approved a dividend payment of NOK 0.3125 per share to be made on or about 21 February 2025 to all shareholders of record as of 14 February 2025. DNO shares will be traded ex-dividend as of 13 February 2025.

    Dividend amount: NOK 0.3125 per share
       
    Declared currency: NOK
       
    Last day including right: 12 February 2025
       
    Ex-date: 13 February 2025
       
    Record date: 14 February 2025
       
    Payment date: 21 February 2025 (on or about)
       
    Date of approval: 5 February 2025, based on authorization granted 6 June 2024

    —

    For further information, please contact:

    Media: media@dno.no
    Investors: investor.relations@dno.no

    —

    DNO ASA is a Norwegian oil and gas operator active in the Middle East, the North Sea and West Africa. Founded in 1971 and listed on the Oslo Stock Exchange, the Company holds stakes in onshore and offshore licenses at various stages of exploration, development, and production in the Kurdistan region of Iraq, Norway, the United Kingdom, Côte d’Ivoire, Netherlands and Yemen.

    This information is subject to the disclosure requirements pursuant to section 5-12 of the Norwegian Securities Trading Act and section 4.2.4 of Euronext Oslo Rulebook II.

    The MIL Network –

  • MIL-OSI: DNO Results Reflect Robust Kurdistan Production, North Sea Expansion

    Source: GlobeNewswire (MIL-OSI)

    Oslo, 6 February 2025 – DNO ASA, the Norwegian oil and gas operator, today reported 2024 revenues of USD 667 million on the back of stellar production in the Kurdistan region of Iraq in a year marked by continuing North Sea expansion.

    Cash from operations increased nearly 50 percent to USD 433 million year-on-year. Operating profit dropped to USD 6 million reflecting the Company’s decision to take non-cash impairments of USD 146 million in its accounts, part of which was previously reported.

    Net production climbed 50 percent year-on-year to 77,300 barrels of oil equivalent per day (boepd), to which Kurdistan contributed 59,000 boepd, North Sea 15,200 boepd and West Africa 3,100 boepd.

    At Kurdistan’s Tawke license (75 percent and operator), DNO increased gross production from the Tawke and Peshkabir fields by 70 percent year-on-year to 78,600 boepd in 2024, with oil sold at its Fish Khabur terminal as the Iraq-Türkiye export pipeline remained shut in. Sales prices averaged USD 35 per barrel with payments deposited into DNO’s international bank accounts ahead of deliveries. At these prices, Tawke license sales generate around USD 10 million per month of free cash flow to DNO.

    Maintaining strict capital spending discipline, DNO drilled no new wells on the Tawke license in 2024. Notwithstanding, output was increased by bringing three previously drilled wells onstream and by workovers and interventions on more than 20 other wells across the license.

    “Our Kurdistan team is doing a terrific job. Maintaining, never mind increasing, production from mature carbonate reservoirs without new drilling is rare, even exceptional,” said DNO’s Executive Chairman Bijan Mossavar-Rahmani. “In Norway, we are applying a similar ‘can-do’ spirit to get our barrels from a string of recent discoveries out of the ground and into the market and do so faster than is the norm here,” he added.

    In 2024, DNO took steps to expand its North Sea business by acquiring a 25 percent interest in the producing Arran field in the United Kingdom and interests in four producing fields and one development asset in the Norne area offshore Norway. Driven by contribution from these acquisitions, recovery of production in some fields following maintenance and Trym field restart, net North Sea production climbed to 19,000 boepd in the fourth quarter.

    Meanwhile, DNO is taking part in four ongoing North Sea field development projects expected to come online between 2025 and 2028 that represent proven and probable reserves of some 30 million barrels of oil equivalent net to the Company. Two other discoveries, namely Ofelia/Kyrre (10 percent) and Cuvette (20 percent) are nearing development decisions.

    Among the 2024 exploration highlights was the play-opening Othello light oil discovery (50 percent and operator), Norway’s second largest find last year. Prior to the discovery, DNO had already taken a strong acreage position in this area in close collaboration with Aker BP, host operator of nearby Valhall hub.

    Overall, the Company plans to drill between four (firm) and six North Sea exploration wells in 2025. Meanwhile, complementing its ongoing exploration activities, last month DNO was awarded 13 new licenses in Norway’s 2024 Awards in Predefined Areas (APA) licensing round, including four operatorships, by the Norwegian Ministry of Energy.

    Planned 2025 operational spend is ramped up to USD 750 million driven by increased North Sea activity.

    DNO’s robust balance sheet supports growth and distributions to shareholders. The Board of Directors yesterday authorized a dividend of NOK 0.3125 per share in February, maintaining the quarterly distribution at the same level as last quarter.

    A videoconference call with executive management will follow today at 14:00 (CET). Please visit www.dno.no to access the call.

    Key figures

      Full-Year 2024 Q4 2024 Q3 2024
    Gross operated production (boepd) 80,280 80,765 84,212
    Net production (boepd) 77,269 77,646 77,238
    Revenues (USD million) 667 177 171
    Operating profit/-loss (USD million) 6 -82 31
    Net profit/-loss (USD million) -27 -98 20
    Free cash flow (USD million) 59 -5 35
    Net cash/-debt (USD million) 99 99 134

    –

    For further information, please contact:
    Media: media@dno.no
    Investors: investor.relations@dno.no

    –

    DNO ASA is a Norwegian oil and gas operator active in the Middle East, the North Sea and West Africa. Founded in 1971 and listed on the Oslo Stock Exchange, the Company holds stakes in onshore and offshore licenses at various stages of exploration, development and production in the Kurdistan region of Iraq, Norway, the United Kingdom, Côte d’Ivoire, Netherlands and Yemen.

    This information is subject to the disclosure requirements pursuant to section 5-12 of the Norwegian Securities Trading Act.

    This information is subject to the disclosure requirements pursuant to Section 5-12 the Norwegian Securities Trading Act

    Attachments

    The MIL Network –

  • MIL-OSI: Societe Generale: Fourth quarter & 2024 full year results

    Source: GlobeNewswire (MIL-OSI)

    RESULTS AT 31 DECEMBER 2024

    Press release                                                        
    Paris, 6 February 2025

    2024 RESULTS ABOVE ALL GROUP TARGETS
    GROUP NET INCOME OF EUR 4.2 BILLION, +69% vs. 2023

    Annual revenues of EUR 26.8 billion, up by +6.7% vs. 2023, above the ≥+5% target set for 2024, driven in particular by the strong rebound in net interest income in France and by an excellent performance in Global Banking and Investor Solutions with revenues above EUR 10 billion

    Cost-to-income ratio of 69.0%, below the target of <71% set for 2024, thanks to tight control of costs, which are stable vs. 2023

    Cost of risk at 26 basis points, at the lower end of the 2024 guidance range

    Profitability (ROTE) of 6.9%, above the target of >6% expected for 2024

    CET1 ratio of 13.3% at end-2024, around 310 basis points above regulatory requirement

    +75% INCREASE IN DISTRIBUTION TO SHAREHOLDERS VS. 2023

    Proposed distribution of EUR 1,740 million1, equivalent to EUR 2.18 per share1, composed of:

    • a cash dividend of EUR 1.09 per share to be proposed to the General Meeting
    • a share buyback programme of EUR 872 million, equivalent to EUR 1.09 per share1. ECB approval has been obtained to launch the programme, due to start on 10 February 2025
    • Increase of the payout ratio to 50% of net income2

    2025 FINANCIAL TARGETS, STRONG CAPITAL, EXECUTION DISCIPLINE

    Revenue growth of more than +3%3 vs. 2024

    Decrease in costs above -1%3 vs. 2024

    Improvement of the cost-to-income ratio, less than 66% in 2025

    Cost of risk between 25 and 30 basis points in 2025

    Increase of the ROTE, more than 8% in 2025

    CET1 ratio above 13% post Basel IV throughout the year 2025

    With a solid CET1 ratio ahead of the capital trajectory, we are proposing to improve the distribution policy with:

    • an overall distribution payout ratio of 50% of net income2
    • a balanced distribution between cash dividends and share buybacks

    Slawomir Krupa, the Group’s Chief Executive Officer, commented:
    “In 2024, our performance improves materially. All our targets are exceeded and ahead of plan. Strong capital build-up, strong and sustainable business growth, strong cost control and risk management, and a material progress in our integration projects led to the doubling of the earnings per share. Against this strong backdrop, we are improving both the 2024 distribution and our distribution policy. I would like to thank the entire Societe Generale team for their dedication and remarkable commitment, every single day, to serving our clients and our Bank.
    We will continue to focus in 2025 on the relentless execution of our strategy, improving our performance even further.”

    1. GROUP CONSOLIDATED RESULTS
    In EURm Q4 24 Q4 23 Change 2024 2023 Change
    Net banking income 6,621 5,957 +11.1% +12.5%* 26,788 25,104 +6.7% +5.7%*
    Operating expenses (4,595) (4,666) -1.5% -0.7%* (18,472) (18,524) -0.3% -1.6%*
    Gross operating income 2,026 1,291 +57.0% +61.3%* 8,316 6,580 +26.4% +26.6%*
    Net cost of risk (338) (361) -6.4% -4.9%* (1,530) (1,025) +49.3% +48.6%*
    Operating income 1,688 930 +81.6% +87.4%* 6,786 5,555 +22.2% +22.5%*
    Net income/expense from other assets (11) (21) +48.9% +45.2%* (77) (113) +31.4% +26.3%*
    Income tax (413) (302) +36.6% +40.5%* (1,601) (1,679) -4.7% -4.9%*
    Net income 1,273 612 x 2.1 x 2.1* 5,129 3,449 +48.7% +49.6%*
    O.w. non-controlling interests 233 183 +27.0% +33.6%* 929 957 -3.0% -9.3%*
    Group net income 1,041 429 x 2.4 x 2.5* 4,200 2,492 +68.6% +73.2%*
    ROE 5.8% 1.5%     6.1% 3.1% +0.0% +0.0%*
    ROTE 6.6% 1.7%     6.9% 4.2% +0.0% +0.0%*
    Cost to income 69.4% 78.3%     69.0% 73.8% +0.0% +0.0%*

    Asterisks* in the document refer to data at constant perimeter and exchange rates

    The Board of Directors of Societe Generale, which met on 5 February 2025 under the chairmanship of Lorenzo Bini Smaghi, examined the Societe Generale Group’s results for Q4 24 and endorsed the 2024 financial statements.

    Net banking income 

    Net banking income stood at EUR 6.6 billion, up by +11.1% vs. Q4 23.

    Revenues of French Retail, Private Banking and Insurance were up by +15.5% vs. Q4 23 and totalled EUR 2.3 billion in Q4 24. Net interest income increased in Q4 24 (+36% vs. Q4 23), in line with the latest estimates. Assets under management in Private Banking and Insurance increased by +7% each in Q4 24 vs. Q4 23. Lastly, BoursoBank showed strong growth momentum with more than 460,000 new clients in the quarter, allowing to reach a client base of 7.2 million clients at end-December 2024, above the target of 7 million clients set for end-2024. In addition, BoursoBank posted a positive contribution to Group net income in 2024 for the second year in a row.

    Global Banking and Investor Solutions registered a +12.4% increase in revenues relative to Q4 23. Revenues amounted to EUR 2.5 billion for the quarter, driven by strong momentum across all businesses. Global Markets grew by 9.8% in Q4 24 vs. Q4 23. Revenues from the Equities business were up by +10%, reaching a record level for a fourth quarter. They were driven by favourable market conditions, particularly after the result of the presidential elections in the United States. Fixed Income and Currencies were up by +9% owing to solid commercial activity in financing and intermediation across all asset classes. In Financing and Advisory, solid commercial momentum was recorded in structured finance and the performance of M&A and advisory continued to rebound. Likewise, Global Transaction & Payment Services posted a +26% increase in revenues vs. Q4 23, driven by a sustained commercial development across all businesses, particularly in correspondent banking.

    Mobility, International Retail Banking and Financial Services’ revenues were up by +2.0% vs. Q4 23, mainly due to an increase in margins at Ayvens. International Retail Banking recorded a -3.6% fall in revenues vs. Q4 23 at EUR 1.0 billion, due to a scope effect related to the asset disposals finalised in Africa (Morocco, Chad, Congo, Madagascar). Revenues were up +3.4% at constant perimeter and exchange rates. Revenues from Mobility and Financial Services were up by +8.3% vs. Q4 23 mainly due to non-recuring items in Q4 23 and improved margins at Ayvens.

    The Corporate Centre recorded revenues of EUR -159 million in Q4 24.

    Over 2024, net banking income increased by +6.7% vs. 2023.

    Operating expenses 

    Operating expenses came out to EUR 4,595 million in Q4 24, down by -1.5% vs. Q4 23.
    They include a scope effect of around EUR 46 million related to the integration of Bernstein’s cash equity operations and a decrease in transformation costs of EUR 26 million. Excluding these items, operating expenses were down by nearly -2% in Q4 24 vs. Q4-23 owing to the effect of the cost saving measures implemented across all business lines.

    The cost-to-income ratio stood at 69.4% in Q4 24, significantly lower than in Q4 23 (78.3%).

    Over 2024, operating expenses remained relatively stable (-0.3% vs. 2023), thanks from rigorous cost management. The cost-to-income ratio stood at 69.0% (vs. 73.8% in 2023), a level below the target of 71% for 2024.

    Cost of risk

    The cost of risk fell to 23 basis points over the quarter (or EUR 338 million). This includes a EUR 386 million provision for non-performing loans (around 26 basis points) and a reversal of a provision on performing loans for EUR -48 million.

    At end-December, the Group’s provisions on performing loans amounted to EUR 3,119 million, stable relative to 30 September 2024. The EUR -453 million contraction relative to 31 December 2023 is mainly owing to the application of IFRS 5.

    The gross non-performing loan ratio stood at 2.81%4,5 at 31 December 2024, significantly down vs. end of September 2024 (2.95%). The net coverage ratio on the Group’s non-performing loans stood at 81%6 at 31 December 2024 (after taking into account guarantees and collateral).

    Net profits from other assets

    The Group recorded a net loss of EUR -11 million in Q4 24, mainly related to the accounting impacts of finalised asset sales, such as the disposals of our activities in Morocco and Madagascar.

    Group net income

    Group net income stood at EUR 1,041 million for the quarter, equating to a Return on Tangible Equity (ROTE) of 6.6%.

    Over the year, Group net income stood at EUR 4,200 million, equating to a Return on Tangible Equity (ROTE) of 6.9%.

    Shareholder distribution

    The Board of Directors approved the distribution policy for the 2024 fiscal year, aiming to distribute EUR 2.18 per share, equivalent to EUR 1,740 million, of which EUR 872 million in share buyback7. A cash dividend of EUR 1.09 per share will be proposed at the General Meeting of Shareholders on 20 May 2025. The dividend will be detached on 26 May 2025 and paid out on 28 May 2025.

    1. AN ESTABLISHED ESG STRATEGY FROM WHICH TO STEP FORWARD

    In 2024, Societe Generale accelerated the execution of its ESG roadmap, particularly with respect to the contribution to the environmental transition:

    • The Group now covers ~70% of companies’8 financed emissions, with 10 alignment targets for the carbon-intensive sectors. It has already reduced its oil and gas upstream exposure by more than 50% since the end of 20199
    • In Q2 24 and ahead of schedule, the Group reached its target of EUR 300 billion for sustainable finance planned for the period 2022-2025. A new target of EUR 500 billion, complementing the work carried out as part of the portfolio alignment, was announced for the period 2024-2030. This will help increase the orientation of financial flows towards decarbonization activities.

    The Group has broadened the scope of actions to prepare for a sustainable future by supporting new players and new technologies:

    • The EUR 1 billion investment for the transition, announced during the Capital Markets Day, has entered its operationalization phase
    • A new partnership with the EIB to unlock up to EUR 8 billion in the wind industry supply chain in Europe was signed in Q4 24.

    At the same time, ESG risk management continues to be strengthened, enhancing forward-looking assessments of environmental risk materiality and further integrating environmental, social and governance risks into the risk framework.
    Lastly, the Group is moving forward with its ambitions as a responsible employer: at the end of 2024, the “Group Leaders Circle” (Top 250) had ~30% women executives10 and ~30% international members. As announced during the Capital Markets Day, the EUR 100 million envelope commitment to reduce the gender pay gap was launched in 2023.

    1. THE GROUP’S FINANCIAL STRUCTURE

    At 31 December 2024, the Group’s Common Equity Tier 1 ratio stood at 13.3%11, around 310 basis points above the regulatory requirement. Likewise, the Liquidity Coverage Ratio (LCR) was well ahead of regulatory requirements at 156% at end-December 2024 (145% on average for the quarter), and the Net Stable Funding Ratio (NSFR) stood at 117% at end-December 2024.

    All liquidity and solvency ratios are well above the regulatory requirements.

      31/12/2024 31/12/2023 Requirements
    CET1(1) 13.3% 13.1% 10.24%
    Fully-loaded CET1 13.3% 13.1% 10.24%
    Tier 1 ratio (1) 16.1% 15.6% 12.17%
    Total Capital(1) 18.9% 18.2% 14.73%
    Leverage ratio(1) 4.34% 4.25% 3.60%
    TLAC (% RWA)(1) 29.7% 31.9% 22.31%
    TLAC (% leverage)(1) 8.0% 8.7% 6.75%
    MREL (% RWA)(1) 34.2% 33.7% 27.58%
    MREL (% leverage)(1) 9.2% 9.2% 6.23%
    End of period LCR 156% 160% >100%
    Period average LCR 145% 155% >100%
    NSFR 117% 119% >100%
    In EURbn 31/12/2024 31/12/2023
    Total consolidated balance sheet 1,574 1,554
    Shareholders’ equity (IFRS), Group share 70 66
    Risk-weighted assets 390 389
    O.w. credit risk 327 326
    Total funded balance sheet 952 970
    Customer loans 463 497
    Customer deposits 614 618

    At 31 December 2024, the parent company had issued EUR 43.2 billion in medium/long-term debt under its 2024 funding program. The subsidiaries had issued EUR 4.7 billion. In all, the Group has issued a total of EUR 47.9 billion.

    At 10 January 2025, the parent company 2025 funding program was executed at 47% for vanilla notes.

    The Group is rated by four rating agencies: (i) FitchRatings – long-term rating “A-”, stable outlook, senior preferred debt rating “A”, short-term rating “F1”; (ii) Moody’s – long-term rating (senior preferred debt) “A1”, negative outlook, short-term rating “P-1”; (iii) R&I – long-term rating (senior preferred debt) “A”, stable outlook; and (iv) S&P Global Ratings – long-term rating (senior preferred debt) “A”, stable outlook, short-term rating “A-1”.

    1. FRENCH RETAIL, PRIVATE BANKING AND INSURANCE
    In EURm Q4 24 Q4 23 Change 2024 2023 Change
    Net banking income 2,267 1,963 +15.5% 8,657 8,053 +7.5%
    Of which net interest income 1,091 801 +36.2% 3,868 3,199 +20.9%
    Of which fees 1,028 948 +8.5% 4,108 3,975 +3.3%
    Operating expenses (1,672) (1,683) -0.7% (6,634) (6,756) -1.8%
    Gross operating income 596 280 x 2.1 2,024 1,297 +56.0%
    Net cost of risk (115) (163) -29.6% (712) (505) +41.0%
    Operating income 481 118 x 4.1 1,312 792 +65.6%
    Net profits or losses from other assets (2) 5 n/s 6 9 -35.1%
    Group net income 360 90 x 4.0 991 596 +66.2%
    RONE 9.1% 2.3%   6.3% 3.9%  
    Cost to income 73.7% 85.7%   76.6% 83.9%  

    Commercial activity

    SG Network, Private Banking and Insurance 

    The SG Network’s average outstanding deposits amounted to EUR 232 billion in Q4 24, down by -1% on Q4 23, with strong shift of inflows into investment products and savings life insurance.

    The SG Network’s average loan outstandings contracted by -4% vs. Q4 23 to EUR 194 billion, but -2.5% excluding PGE (state guaranteed loans). Outstanding loans to corporate and professional clients grew vs. Q3 24 excluding state guaranteed PGE loans, and individual clients lending experienced an increased commercial momentum.

    The average loan to deposit ratio came to 83.6% in Q4 24, down by 2.6 percentage points relative to Q4 23.

    Private Banking activities saw their assets under management12 maintain a record level of EUR 154 billion in Q4 24, up by +7% vs. Q4 23. Net gathering stood at EUR 6.3 billion in 2024, the annual net asset gathering pace (net new money divided by AuM) being at +4% in 2024. Net banking income came to EUR 348 million over the quarter, a decrease of -2% vs. Q4 23. It stands at EUR 1,469 million for 2024, unchanged from 2023.

    Insurance, which covers activities in and outside France, posted a very strong commercial performance. Life insurance outstandings increased sharply by +7% vs. Q4 23 to reach a record EUR 146 billion at                end-December 2024. The share of unit-linked products remained high at 40%. Savings Life insurance gross inflows amounted to EUR 3.4 billion in Q4 24, and EUR 18.3 billion for 2024, up by +42% vs. 2023.

    Personal protection and P&C premia were up by +3% vs. Q4 23 (+5% at constant perimeter).

    BoursoBank 

    BoursoBank’s growth momentum continued with more than 460K new clients in the fourth quarter of 2024. BoursoBank reached almost 7.2 million clients in December 2024, above 2024 target.

    Thanks notably to its comprehensive banking offer and recognized among the “Digital Leaders”13, the Bank has a low attrition rate (~3% in 2024), still down vs. 2023.

    BoursoBank continued its profitable growth trajectory in 2024 with a cost per client down by -17.0% vs. 2023 with an expanding client base, more than 1.3 million net clients over 12 months (+22.4% vs. 2023).

    Loans outstanding improved by +5.4% relative to Q4 23, at EUR 16 billion in Q4 24.

    Average outstanding in savings including deposits and financial savings were +15.5% higher vs. Q4 23 at EUR 64 billion. Deposits outstanding totalled EUR 39 billion in Q4 24, posting another strong increase of +15.4% vs. Q4 23, driven by interest-bearing savings. Average life insurance outstandings, at EUR 13 billion in Q4 24, rose by +10.2% vs. Q4 23 (o/w 48% in unit-lined products, +3.8 percentage points vs. Q4 23). The activity continued to register strong gross inflows over the quarter (+50.4% vs. Q4 23, 65% unit-linked products).

    For the second year in a row, BoursoBank recorded a positive contribution to Group net income in 2024.

    At end of 2025, BoursoBank aims to exceed 8 million clients.

    Net banking income

    Over the quarter, revenues amounted to EUR 2,267 million (including PEL/CEL provision), up by +15% compared with Q4 23 and up by +1% compared with Q3 24. Net interest income grew by +36% vs. Q4 23 and +3% vs. Q3 24. Fee income rose by +9% relative to Q4 23.

    Over the year, revenues reached EUR 8,657 million, up by +8% compared with 2023 (including PEL/CEL provision). Net interest income was up by +21% vs. 2023. Fees increased by +3% relative to 2023.

    Operating expenses

    Over the quarter, operating expenses came to EUR 1,672 million, down -1% compared to Q4 23. The cost-to-income ratio reached 73.7% in Q4 24 and improved by 12 percentage points vs. Q4 23.

    Over the year, operating expenses totalled EUR 6,634 million, decreasing by -2% vs. 2023.                                         The cost-to-income ratio stood at 76.6% and improved by 7.3 percentage points compared with 2023.

    Cost of risk

    Over the quarter, the cost of risk amounted to EUR 115 million, or 20 basis points, down compared with Q3 24 (30 basis points).

    Over the year, the cost of risk totalled EUR 712 million, or 30 basis points.

    Group net income

    Over the quarter, Group net income totalled EUR 360 million. RONE stood at 9.1% in Q4 24.

    Over the year, Group net income totalled EUR 991 million. RONE stood at 6.3% for the year.

    1. GLOBAL BANKING AND INVESTOR SOLUTIONS
    In EURm Q4 24 Q4 23 Change 2024 2023 Change
    Net banking income 2,457 2,185 +12.4% +11.6%* 10,122 9,642 +5.0% +4.8%*
    Operating expenses (1,644) (1,601) +2.7% +2.0%* (6,542) (6,788) -3.6% -3.7%*
    Gross operating income 812 584 +39.0% +37.9%* 3,580 2,854 +25.4% +25.0%*
    Net cost of risk (97) (38) x 2.5 x 2.5* (126) (30) x 4.2 x 4.3*
    Operating income 715 546 +31.0% +30.1%* 3,455 2,824 +22.3% +21.9%*
    Group net income 627 467 +34.4% +33.0%* 2,788 2,280 +22.2% +21.7%*
    RONE 16.6% 12.2% +0.0% +0.0%* 18.4% 14.8% +0.0% +0.0%*
    Cost to income 66.9% 73.3% +0.0% +0.0%* 64.6% 70.4% +0.0% +0.0%*

    Net banking income

    Global Banking & Investor Solutions delivered an excellent fourth quarter, with revenues up by +12.4% compared with Q4 23, at EUR 2,457 million.

    Over 2024, revenues reached a record14 level of EUR 10,122 million, up by +5.0% vs. FY23, owing to excellent momentum across all business lines.

    Global Markets and Investor Services recorded a sharp rise in revenues over the quarter vs Q4 23 of +9.8% to EUR 1,493 million. Over 2024, they totalled EUR 6,557 million, up by +4.5% vs. FY 2023. This growth is the result of solid performance across all activities.

    Global Markets posted both a record fourth quarter and a record1 year with revenues, respectively, of EUR 1,332 million, up +9.5% vs. Q4 23, and EUR 5,884 million, up +5.6% vs. 2023, in a market environment that remains conducive.

    The Equities business delivered an excellent performance, with both a record year and fourth quarter. In Q4 24, revenues amounted to EUR 831 million, a steady increase of +10.0% vs. Q4 23, benefiting from a strong commercial dynamic post US elections especially in flow, listed products and financing activities. Over 2024, revenues increased sharply by +12.2% versus 2023 to EUR 3,569 million.

    Fixed Income and Currencies grew by +8.8% to EUR 501 million in Q4 24, thanks to a solid performance across all products, with an increased client engagement across Corporates and Financial Institutions following the impact of the US elections on rates and currencies. In addition, European rates and currencies franchise outperformed, together with solid secured financing opportunities in the Americas. Over 2024, revenues decreased slightly by -3.2% to EUR 2,315 million.

    Securities Services’ revenues were sharply up by +12.4% versus Q4 23 at EUR 162 million but increased by +4.8% excluding the impact of equity participations. The business continued to reap the benefit of a positive fee generation trend and robust momentum in fund distribution, especially in France and Italy. Over 2024, revenues were down by -4.0%, but up by +2.8% excluding equity participations. Assets under Custody and Assets under Administration amounted to EUR 4,921 billion and EUR 623 billion, respectively.

    The Financing and Advisory business posted revenues of EUR 964 million, up by +16.7% vs. Q4 23. Over 2024, revenues totalled EUR 3,566 million, up by +5.8% vs. 2023.

    The Global Banking & Advisory business grew steadily by +13.7% compared with Q4 23 with a double digit increase in fees vs. Q4 23 driven by strong origination and distribution volumes in Fund Financing and Structured Finance. The rebound in M&A and Advisory continued in the fourth quarter with a strong increase in revenues. This is the second best quarter ever in terms of revenues, close to record Q4 22. Over 2024, revenues grew by +3.2% vs. 2023.

    The Global Transaction & Payment Services business once again delivered an excellent performance compared with Q4 23. The sharp increase in revenues of +26.1% was driven by solid commercial momentum in all activities, as well as a high level of fee generation, led by a strong performance in correspondent banking. Over 2024, revenues saw a steady increase of +13.9%. This represents a record year and fourth quarter.

    Operating expenses

    Operating expenses came out to EUR 1,644 million for the quarter, including around EUR 32 million in transformation costs. They are up by +2.7% relative to Q4 23. The cost-to-income ratio came to 66.9% in Q4 24.

    Over 2024, operating expenses decreased by -3.6% compared with 2023 and the cost-to-income ratio came to 64.6%.

    Cost of risk

    Over the quarter, the cost of risk was EUR 97 million, or 24 basis points vs. 9 basis points in Q4 23.

    Over 2024, the cost of risk was EUR 126 million, or 8 basis points.

    Group net income

    Group net income recorded strong growth, up by +34.4% vs. Q4 23 to EUR 627 million. Over 2024, Group net income rose sharply by +22.2% to EUR 2,788 million.

    Global Banking and Investor Solutions reported significant RONE of 16.6% over the quarter and 18.4% over 2024.

    1. MOBILITY, INTERNATIONAL RETAIL BANKING AND FINANCIAL SERVICES
    In EURm Q4 24 Q4 23 Change 2024 2023 Change
    Net banking income 2,056 2,016 +2.0% +6.7%* 8,458 8,507 -0.6% -3.8%*
    Operating expenses (1,240) (1,281) -3.2% +0.8%* (5,072) (4,760) +6.6% +1.7%*
    Gross operating income 816 734 +11.1% +17.0%* 3,386 3,747 -9.6% -10.9%*
    Net cost of risk (133) (137) -2.5% +2.2%* (705) (486) +45.1% +43.5%*
    Operating income 682 598 +14.2% +20.4%* 2,681 3,261 -17.8% -19.1%*
    Net income/expense from other assets (2) (12) +86.1% +84.3%* 96 (11) n/s n/s
    Non-controlling interests 203 152 +33.1% +39.6%* 826 826 -0.1% -7.1%*
    Group net income 314 284 +10.5% +16.1%* 1,270 1,609 -21.1% -20.0%*
    RONE 12.0% 11.0%     12.2% 16.6%    
    Cost to income 60.3% 63.6%     60.0% 56.0%    

    (2)()

    Commercial activity

    International Retail Banking

    International Retail Banking15 activity remained strong in Q4 24 with outstanding loans at EUR 59 billion, up by +3.4%* vs. Q4 23 and deposits at EUR 74 billion, up by +3.9%* vs. Q4 23.

    Europe continues to post good commercial performance for both entities in individual and corporate client segments. With EUR 43 billion in Q4 24, outstanding loans increased by 4.9%* vs. Q4 23, across segments in Romania and more particularly in home loans in the Czech Republic. Outstanding deposits totalled EUR 55 billion in Q4 24, up by +3.8%* vs. Q4 23, mostly driven by Romania.

    In the Africa, Mediterranean Basin and Overseas France network, outstanding loans were stable* vs. Q4 23, with EUR 16 billion in Q4 24, on the back of the good performance in retail. Outstanding deposits of EUR 20 billion in Q4 24 increased by 4.0%* vs. Q4 23, mainly driven by sight deposits in retail.

    Mobility and Financial Services

    Overall, Mobility and Financial Services maintained a good commercial performance.

    Ayvens’ earning assets totalled EUR 53.6 billion at end-December 2024, a +2.9% increase vs. end-December 2023.

    Consumer Finance posted outstandings of EUR 23 billion in Q4 24, still down by -4.0% vs. Q4 23.

    With EUR 15 billion in Q4 24, Equipment Finance outstandings slightly decreased by -1.4% vs. Q4 23.

    Net banking income

    Over the quarter, Mobility, International Retail Banking and Financial Services’ revenues rose by +2.0% vs. Q4 23 to EUR 2,056 million in Q4 24.

    Over the year, revenues were stable compared with 2023 at EUR 8,458 million.

    International Retail Banking revenues reached EUR 1,029 million, up by +3.4%* vs. Q4 23. Over 2024, revenues amounted to EUR 4,161 million, up by 3.8%* vs. 2023.

    Revenues in Europe, which amounted to EUR 539 million in Q4 24, rose by +6.4%* vs. Q4 23, driven by the +3.5%* increase in net interest income for both KB in Czech Republic and BRD in Romania. Fee income increased strongly over the quarter in the Czech Republic, up by +29.5%* vs. Q4 23. Over 2024, revenues improved by +2.8%* vs. 2023 at EUR 2,028 million.

    The Africa, Mediterranean Basin and French Overseas network maintained a sustained level of revenues in Q4 24 of EUR 490 million, stable* vs. Q4 23, mainly driven by fee growth. Over 2024, revenues improved by +4.8%* vs. 2023 at EUR 2,133 million.

    Overall, revenues from Mobility and Financial Services were up by 8.3% vs. Q4 23 at EUR 1,026 million. They remained stable vs. 2023, at EUR 4,298 million in 2024.

    At Ayvens, net banking income stood at EUR 707 million in Q4 24, a sharp increase of +16,3% vs. Q4 23 as reported, and of +2.0% adjusted for non-recurring items16. The amount of margins stood at 541 basis points, generating revenues up +12%1 vs. T4-23. The used car sales markets are gradually normalising, as expected, with an average Used Car Sale (UCS) result per unit of EUR 1,2671 per unit this quarter, vs. EUR 1,4201 in Q3 24 and EUR 1,7061 in Q4 23. In 2024, Ayvens posted an increase in revenues of +1.2% vs. 2023 (at EUR 3,015 million), with an increase in underlying margins.

    The Consumer Finance entities posted revenues of EUR 216 million in Q4 24, still down by -4.2% vs. Q4 23. These are stabilizing from Q3 24, with an improvement in the margin for new production. Revenues from the Equipment Finance business was down this quarter by -9.3% vs. Q4 23, with EUR 103 million in Q4 24. In 2024, overall revenues for both businesses decreased by -4.0% vs. 2023.

    Operating expenses

    Over the quarter, operating expenses remained contained at EUR 1,240 million (-3.2% vs. Q4 23, stable* at constant perimeter and exchange rates). The cost-to-income ratio stood at 60.3% in Q4 24 vs. 63.6% in Q4 23.

    Over the year, operating expenses came to EUR 5,072 million, up by +6.6% vs. 2023. They include transformation costs of around EUR 200 million.

    International Retail Banking recorded an increase in costs of +4.8%* vs. Q4 23 (down by -2.1% at current perimeter and exchange rates, to EUR 577 million in Q4 24), still including the new bank tax in Romania, implemented since January 2024.

    Mobility and Financial Services costs reached EUR 663 million in Q4 24, down by -4.2% vs. Q4 23.

    Cost of risk

    Over the quarter, the cost of risk amounted to EUR 133 million or 32 basis points, which was considerably lower than in Q3 24 (48 basis points).

    Over the year, the cost of risk normalised to a level of 42 basis points, compared with 32 basis points in 2023.

    Group net income

    Over the quarter, Group net income came out to EUR 314 million, up by +10.5% vs. Q4 23. RONE stood at 12.0% in Q4 24. RONE was 16.3% in International Retail Banking, and 9.1% in Mobility and Financial Services in Q4 24.

    Over 2024, Group net income came out to EUR 1,270 million, down by -21.1% vs. 2023. RONE stood at 12.2% in 2024. RONE was 16.4% in International Retail Banking, and 9.4% in Mobility and Financial Services in 2024.

    1. CORPORATE CENTRE
    In EURm Q4 24 Q4 23 Change 2024 2023 Change
    Net banking income (159) (207) +23.4% +24.4%* (450) (1,098) +59.0% +59.6%*
    Operating expenses (39) (101) -61.8% -61.8%* (224) (220) +1.6% +1.4%*
    Gross operating income (197) (308) +36.0% +36.5%* (674) (1,318) +48.9% +49.5%*
    Net cost of risk 7 (23) n/s n/s 12 (4) n/s n/s
    Net income/expense from other assets (7) (15) +51.3% +51.3%* (179) (111) -61.3% -61.4%*
    Income tax (37) (45) -17.9% -16.6%* 81 (130) n/s n/s
    Group net income (261) (412) +36.7% +37.0%* (848) (1,994) +57.5% +57.8%*

    The Corporate Centre includes:

    • the property management of the Group’s head office,
    • the Group’s equity portfolio,
    • the Treasury function for the Group,
    • certain costs related to cross-functional projects, as well as several costs incurred by the Group that are not re-invoiced to the businesses.

    Net banking income

    Over the quarter, the Corporate Centre’s net banking income totalled EUR -159 million, vs. EUR  – 207 million in Q4 23.

    Over the year, the Corporate Centre’s net banking income totalled EUR -450 million, vs. EUR – 1,098 million in 2023. It includes the booking in Q3 24 of exceptional proceeds received of approximately EUR 0.3 billion17.

    Operating expenses

    Over the quarter, operating expenses totalled EUR -39 million, vs. EUR -101 million in Q4 23.

    Over the year, operating expenses totalled EUR -224 million, vs. EUR -220 million in 2023.

    Net losses from other assets

    Pursuant notably to the application of IFRS 5, the Group booked in Q4 24 various impacts from ongoing disposals of assets.

    Group net income

    Over the quarter, the Corporate Centre’s Group net income totalled EUR -261 million, vs. EUR -412 million in Q4 23.

    Over the year, the Corporate Centre’s Group net income totalled EUR -848 million, vs. EUR -1,994 million in 2023.

    To be noted that starting from 2025, normative return to businesses will be based on a 13% capital allocation.

          8.   2024 AND 2025 FINANCIAL CALENDAR

    2025 Financial communication calendar
    April 30, 2025 First quarter 2025 results
    May 20, 2025 2024 Combined General Meeting
    May 26, 2025 Dividend detachment
    May 28, 2025 Dividend payment
    July 31, 2025 Second quarter and first half 2025 results
    October 30, 2025          Third quarter and nine months 2025 results
    The Alternative Performance Measures, notably the notions of net banking income for the pillars, operating expenses, cost of risk in basis points, ROE, ROTE, RONE, net assets and tangible net assets are presented in the methodology notes, as are the principles for the presentation of prudential ratios.

    This document contains forward-looking statements relating to the targets and strategies of the Societe Generale Group.

    These forward-looking statements are based on a series of assumptions, both general and specific, in particular the application of accounting principles and methods in accordance with IFRS (International Financial Reporting Standards) as adopted in the European Union, as well as the application of existing prudential regulations.

    These forward-looking statements have also been developed from scenarios based on a number of economic assumptions in the context of a given competitive and regulatory environment. The Group may be unable to:

    – anticipate all the risks, uncertainties or other factors likely to affect its business and to appraise their potential consequences;

    – evaluate the extent to which the occurrence of a risk or a combination of risks could cause actual results to differ materially from those provided in this document and the related presentation.

    Therefore, although Societe Generale believes that these statements are based on reasonable assumptions, these forward-looking statements are subject to numerous risks and uncertainties, including matters not yet known to it or its management or not currently considered material, and there can be no assurance that anticipated events will occur or that the objectives set out will actually be achieved. Important factors that could cause actual results to differ materially from the results anticipated in the forward-looking statements include, among others, overall trends in general economic activity and in Societe Generale’s markets in particular, regulatory and prudential changes, and the success of Societe Generale’s strategic, operating and financial initiatives.

    More detailed information on the potential risks that could affect Societe Generale’s financial results can be found in the section “Risk Factors” in our Universal Registration Document filed with the French Autorité des Marchés Financiers (which is available on https://investors.societegenerale.com/en).

    Investors are advised to take into account factors of uncertainty and risk likely to impact the operations of the Group when considering the information contained in such forward-looking statements. Other than as required by applicable law, Societe Generale does not undertake any obligation to update or revise any forward-looking information or statements. Unless otherwise specified, the sources for the business rankings and market positions are internal.

          9.   APPENDIX 1: FINANCIAL DATA

    GROUP NET INCOME BY CORE BUSINESS

    In EURm Q4 24 Q4 23 Variation 2024 2023 Variation
    French Retail, Private Banking and Insurance 360 90 x 4.0 991 596 +66.2%
    Global Banking and Investor Solutions 627 467 +34.4% 2,788 2,280 +22.2%
    Mobility, International Retail Banking & Financial Services 314 284 +10.5% 1,270 1,609 -21.1%
    Core Businesses 1,301 841 +54.7% 5,048 4,486 +12.5%
    Corporate Centre (261) (412) +36.7% (848) (1,994) +57.5%
    Group 1,041 429 x 2.4 4,200 2,492 +68.6%

    MAIN EXCEPTIONAL ITEMS

    In EURm Q4 24 Q4 23 12M24 12M23
    Net Banking Income – Total exceptional items 0 41 287 (199)
    One-off legacy items – Corporate Centre 0 41 0 (199)
    Exceptional proceeds received – Corporate Centre 0 0 287 0
             
    Operating expenses – Total one-off items and transformation charges (76) (102) (613) (765)
    Transformation charges (76) (102) (613) (730)
    Of which French Retail, Private Banking and Insurance 7 18 (132) (312)
    Of which Global Banking & Investor Solutions (32) (64) (236) (167)
    Of which Mobility, International Retail Banking & Financial Services (51) (56) (199) (251)
    Of which Corporate Centre 0 0 (47) 0
    One-off items 0 0 0 (35)
    Of which French Retail, Private Banking and Insurance 0 0 0 60
    Of which Global Banking & Investor Solutions 0 0 0 (95)
             
    Other one-off items – Total (7) (115) (74) (820)
    Net profits or losses from other assets (7) (15) (74) (112)
    Of which Mobility, International Retail Banking and Financial Services 0 0 86 0
    Of which Corporate Centre (7) (15) (160) (112)
    Goodwill impairment – Corporate Centre 0 0 0 (338)
    Provision of Deferred Tax Assets – Corporate Centre 0 (100) 0 (370)

    CONSOLIDATED BALANCE SHEET

    In EUR m   31/12/2024 31/12/2023
    Cash, due from central banks   201,680 223,048
    Financial assets at fair value through profit or loss   526,048 495,882
    Hedging derivatives   9,233 10,585
    Financial assets at fair value through other comprehensive income   96,024 90,894
    Securities at amortised cost   32,655 28,147
    Due from banks at amortised cost   84,051 77,879
    Customer loans at amortised cost   454,622 485,449
    Revaluation differences on portfolios hedged against interest rate risk   (292) (433)
    Insurance and reinsurance contracts assets   615 459
    Tax assets   4,687 4,717
    Other assets   70,903 69,765
    Non-current assets held for sale   26,426 1,763
    Investments accounted for using the equity method   398 227
    Tangible and intangible fixed assets   61,409 60,714
    Goodwill   5,086 4,949
    Total   1,573,545 1,554,045
    In EUR m   31/12/2024 31/12/2023
    Due to central banks   11,364 9,718
    Financial liabilities at fair value through profit or loss   396,614 375,584
    Hedging derivatives   15,750 18,708
    Debt securities issued   162,200 160,506
    Due to banks   99,744 117,847
    Customer deposits   531,675 541,677
    Revaluation differences on portfolios hedged

    against interest rate risk

    		   (5,277) (5,857)
    Tax liabilities   2,237 2,402
    Other liabilities   90,786 93,658
    Non-current liabilities held for sale   17,079 1,703
    Insurance and reinsurance contracts liabilities   150,691 141,723
    Provisions   4,085 4,235
    Subordinated debts   17,009 15,894
    Total liabilities   1,493,957 1,477,798
    Shareholder’s equity   – –
    Shareholders’ equity, Group share   – –
    Issued common stocks and capital reserves   21,281 21,186
    Other equity instruments   9,873 8,924
    Retained earnings   33,863 32,891
    Net income   4,200 2,493
    Sub-total   69,217 65,494
    Unrealised or deferred capital gains and losses   1,039 481
    Sub-total equity, Group share   70,256 65,975
    Non-controlling interests   9,332 10,272
    Total equity   79,588 76,247
    Total   1,573,545 1,554,045

          10.    APPENDIX 2: METHODOLOGY

    1 –The financial information presented for the fourth quarter and full year 2024 was examined by the Board of Directors on February 5th, 2025 and has been prepared in accordance with IFRS as adopted in the European Union and applicable at that date. The audit procedures carried out by the Statutory Auditors on the consolidated financial statements are in progress.

    2 – Net banking income

    The pillars’ net banking income is defined on page 42 of Societe Generale’s 2024 Universal Registration Document. The terms “Revenues” or “Net Banking Income” are used interchangeably. They provide a normalised measure of each pillar’s net banking income taking into account the normative capital mobilised for its activity.

    3 – Operating expenses

    Operating expenses correspond to the “Operating Expenses” as presented in note 5 to the Group’s consolidated financial statements as at December 31st, 2023. The term “costs” is also used to refer to Operating Expenses. The Cost/Income Ratio is defined on page 42 of Societe Generale’s 2024 Universal Registration Document.

    4 – Cost of risk in basis points, coverage ratio for non-performing loan outstandings

    The cost of risk is defined on pages 43 and 770 of Societe Generale’s 2024 Universal Registration Document. This indicator makes it possible to assess the level of risk of each of the pillars as a percentage of balance sheet loan commitments, including operating leases.

    In EURm   Q4 24 Q4 23 2024 2023
    French Retail, Private Banking and Insurance Net Cost Of Risk 115 163 712 505
    Gross loan Outstandings 233,298 240,533 235,539 246,701
    Cost of Risk in bp 20 27 30 20
    Global Banking and Investor Solutions Net Cost Of Risk 97 38 126 30
    Gross loan Outstandings 160,551 168,799 162,749 169,823
    Cost of Risk in bp 24 9 8 2
    Mobility, International Retail Banking & Financial Services Net Cost Of Risk 133 137 705 486
    Gross loan Outstandings 167,911 164,965 167,738 150,161
    Cost of Risk in bp 32 33 42 32
    Corporate Centre Net Cost Of Risk (7) 23 (12) 4
    Gross loan Outstandings 25,730 23,075 24,700 20,291
    Cost of Risk in bp (11) 40 (5) 2
    Societe Generale Group Net Cost Of Risk 338 361 1,530 1,025
    Gross loan Outstandings 587,490 597,371 590,725 586,977
    Cost of Risk in bp 23 24 26 17

    The gross coverage ratio for non-performing loan outstandings is calculated as the ratio of provisions recognised in respect of the credit risk to gross outstandings identified as in default within the meaning of the regulations, without taking account of any guarantees provided. This coverage ratio measures the maximum residual risk associated with outstandings in default (“non-performing loans”).

    5 – ROE, ROTE, RONE

    The notions of ROE (Return on Equity) and ROTE (Return on Tangible Equity), as well as their calculation methodology, are specified on pages 43 and 44 of Societe Generale’s 2024 Universal Registration Document. This measure makes it possible to assess Societe Generale’s return on equity and return on tangible equity.
    RONE (Return on Normative Equity) determines the return on average normative equity allocated to the Group’s businesses, according to the principles presented on page 44 of Societe Generale’s 2024 Universal Registration Document.
    Group net income used for the ratio numerator is the accounting Group net income adjusted for “Interest paid and payable to holders if deeply subordinated notes and undated subordinated notes, issue premium amortisation”. For ROTE, income is also restated for goodwill impairment.
    Details of the corrections made to the accounting equity in order to calculate ROE and ROTE for the period are given in the table below:

    ROTE calculation: calculation methodology

    End of period (in EURm) Q4 24 Q4 23 2024 2023
    Shareholders’ equity Group share 70,256 65,975 70,256 65,975
    Deeply subordinated and undated subordinated notes (10,526) (9,095) (10,526) (9,095)
    Interest payable to holders of deeply & undated subordinated notes, issue premium amortisation(1) (25) (21) (25) (21)
    OCI excluding conversion reserves 757 636 757 636
    Distribution provision(2) (1,740) (995) (1,740) (995)
    Distribution N-1 to be paid – – – –
    Equity end-of-period for ROE 58,722 56,500 58,722 56,500
    Average equity for ROE 58,204 56,607 57,223 56,396
    Average Goodwill(3) (4,192) (4,068) (4,108) (4,011)
    Average Intangible Assets (2,883) (3,188) (2,921) (3,143)
    Average equity for ROTE 51,129 49,351 50,194 49,242
             
    Group net Income 1,041 430 4,200 2,493
    Interest paid and payable to holders of deeply subordinated notes and undated subordinated notes, issue premium amortisation (199) (215) (720) (759)
    Cancellation of goodwill impairment – – – 338
    Adjusted Group net Income 842 215 3,480 2,073
    ROTE 6.6% 1.7% 6.9% 4.2%

    181920

    RONE calculation: Average capital allocated to Core Businesses (in EURm)

    In EURm Q4 24 Q4 23 Change 2024 2023 Change
    French Retail , Private Banking and Insurance 15,731 15,445 +1.9% 15,634 15,454 +1.2%
    Global Banking and Investor Solutions 15,129 15,247 -0.8% 15,147 15,426 -1.8%
    Mobility, International Retail Banking & Financial Services 10,460 10,313 +1.4% 10,433 9,707 +7.5%
    Core Businesses 41,320 41,006 +0.8% 41,214 40,587 +1.5%
    Corporate Center 16,884 15,601 +8.2% 16,009 15,809 +1.3%
    Group 58,204 56,607 +2.8% 57,223 56,396 +1.5%

    6 – Net assets and tangible net assets

    Net assets and tangible net assets are defined in the methodology, page 45 of the Group’s 2024 Universal Registration Document. The items used to calculate them are presented below:
    2122

    End of period (in EURm) 2024 2023 2022
    Shareholders’ equity Group share 70,256 65,975 66,970
    Deeply subordinated and undated subordinated notes (10,526) (9,095) (10,017)
    Interest of deeply & undated subordinated notes, issue premium amortisation(1) (25) (21) (24)
    Book value of own shares in trading portfolio 8 36 67
    Net Asset Value 59,713 56,895 56,996
    Goodwill(2) (4,207) (4,008) (3,652)
    Intangible Assets (2,871) (2,954) (2,875)
    Net Tangible Asset Value 52,635 49,933 50,469
           
    Number of shares used to calculate NAPS(3) 796,498 796,244 801,147
    Net Asset Value per Share 75.0 71.5 71.1
    Net Tangible Asset Value per Share 66.1 62.7 63.0

    7 – Calculation of Earnings Per Share (EPS)

    The EPS published by Societe Generale is calculated according to the rules defined by the IAS 33 standard (see page 44 of Societe Generale’s 2024 Universal Registration Document). The corrections made to Group net income in order to calculate EPS correspond to the restatements carried out for the calculation of ROE and ROTE.
    The calculation of Earnings Per Share is described in the following table:

    Average number of shares (thousands) 2024 2023 2022
    Existing shares 801,915 818,008 845,478
    Deductions      
    Shares allocated to cover stock option plans and free shares awarded to staff 4,402 6,802 6,252
    Other own shares and treasury shares 2,344 11,891 16,788
    Number of shares used to calculate EPS(4) 795,169 799,315 822,437
    Group net Income (in EUR m) 4,200 2,493 1,825
    Interest on deeply subordinated notes and undated subordinated notes (in EUR m) (720) (759) (596)
    Adjusted Group net income (in EUR m) 3,480 1,735 1,230
    EPS (in EUR) 4.38 2.17 1.50

    2324
    8 – The Societe Generale Group’s Common Equity Tier 1 capital is calculated in accordance with applicable CRR2/CRD5 rules. The fully loaded solvency ratios are presented pro forma for current earnings, net of dividends, for the current financial year, unless specified otherwise. When there is reference to phased-in ratios, these do not include the earnings for the current financial year, unless specified otherwise. The leverage ratio is also calculated according to applicable CRR2/CRD5 rules including the phased-in following the same rationale as solvency ratios.

    9 – Funded balance sheet, loan to deposit ratio

    The funded balance sheet is based on the Group financial statements. It is obtained in two steps:

    • A first step aiming at reclassifying the items of the financial statements into aggregates allowing for a more economic reading of the balance sheet. Main reclassifications:

    Insurance: grouping of the accounting items related to insurance within a single aggregate in both assets and liabilities.
    Customer loans: include outstanding loans with customers (net of provisions and write-downs, including net lease financing outstanding and transactions at fair value through profit and loss); excludes financial assets reclassified under loans and receivables in accordance with the conditions stipulated by IFRS 9 (these positions have been reclassified in their original lines).
    Wholesale funding: Includes interbank liabilities and debt securities issued. Financing transactions have been allocated to medium/long-term resources and short-term resources based on the maturity of outstanding, more or less than one year.
    Reclassification under customer deposits of the share of issues placed by French Retail Banking networks (recorded in medium/long-term financing), and certain transactions carried out with counterparties equivalent to customer deposits (previously included in short term financing).
    Deduction from customer deposits and reintegration into short-term financing of certain transactions equivalent to market resources.

    • A second step aiming at excluding the contribution of insurance subsidiaries, and netting derivatives, repurchase agreements, securities borrowing/lending, accruals and “due to central banks”.

    The Group loan/deposit ratio is determined as the division of the customer loans by customer deposits as presented in the funded balance sheet.

    NB (1) The sum of values contained in the tables and analyses may differ slightly from the total reported due to rounding rules.
    (2) All the information on the results for the period (notably: press release, downloadable data, presentation slides and supplement) is available on Societe Generale’s website:
    www.societegenerale.com in the “Investor” section.

    Societe Generale

    Societe Generale is a top tier European Bank with more than 126,000 employees serving about 25 million clients in 65 countries across the world. We have been supporting the development of our economies for 160 years, providing our corporate, institutional, and individual clients with a wide array of value-added advisory and financial solutions. Our long-lasting and trusted relationships with the clients, our cutting-edge expertise, our unique innovation, our ESG capabilities and leading franchises are part of our DNA and serve our most essential objective – to deliver sustainable value creation for all our stakeholders.

    The Group runs three complementary sets of businesses, embedding ESG offerings for all its clients:

    • French Retail, Private Banking and Insurance, with leading retail bank SG and insurance franchise, premium private banking services, and the leading digital bank BoursoBank.
    • Global Banking and Investor Solutions, a top tier wholesale bank offering tailored-made solutions with distinctive global leadership in equity derivatives, structured finance and ESG.
    • Mobility, International Retail Banking and Financial Services, comprising well-established universal banks (in Czech Republic, Romania and several African countries), Ayvens (the new ALD I LeasePlan brand), a global player in sustainable mobility, as well as specialized financing activities.

    Committed to building together with its clients a better and sustainable future, Societe Generale aims to be a leading partner in the environmental transition and sustainability overall. The Group is included in the principal socially responsible investment indices: DJSI (Europe), FTSE4Good (Global and Europe), Bloomberg Gender-Equality Index, Refinitiv Diversity and Inclusion Index, Euronext Vigeo (Europe and Eurozone), STOXX Global ESG Leaders indexes, and the MSCI Low Carbon Leaders Index (World and Europe).

    For more information, you can follow us on Twitter/X @societegenerale or visit our website societegenerale.com.

    1 Based on the number of shares in circulation at 31 December 2024 excluding own shares, subject to usual approvals from the General Meeting
    2 Reported Group net income, after deduction of interest on deeply subordinated notes and undated subordinated notes, restated from non-cash items that have no impact on CET1 ratio
    3 Excluding assets sold
    4 Ratio calculated according to EBA methodology published on 16 July 2019
    5 Ratio excluding loans outstanding of companies currently being disposed of in compliance with IFRS 5 (in particular Société Générale Equipment Finance, SG Marocaine de Banques and La Marocaine Vie)
    6 Ratio of S3 provisions, guarantees and collaterals over gross outstanding non-performing loans
    7 The share buyback programme and the subsequent capital reduction, aim also, and in priority, at fully offsetting the dilutive impact of the future capital increase as part of the next Group Employee Share Ownership Plan, the principle of which was adopted by the Board of Directors on February 5, 2025
    8 Scopes 1 & 2 of corporate clients’ financed emissions
    9Target: -80% upstream exposure reduction by 2030 vs. 2019, with an intermediary step in 2025 at -50% vs. 2019
    10 The target is to have at least 35% of women executives by 2026
    11Including IFRS 9 phasing
    12France and International (including Switzerland and the United Kingdom)
    13 Banking App #1 in France and #2 worldwide based on Sia Partners International Mobile Banking Benchmark in October 2024
    14 At comparable business model in the post Global Financial Crisis (GFC) regulatory regime

    15 Including entities reported under IFRS 5, excluding entities sold in Morocco and Madagascar in December 2024
    16 Excluding non-recurring items on either margins or UCS (mainly linked to fleet revaluation at EUR 107m in Q4 23 vs. EUR 0m in Q4 24, prospective depreciation at EUR -191m in Q4 23 vs. EUR -87m in Q4 24, hyperinflation in Turkey at EUR -27m in Q4 23 vs. EUR -40m in Q4 24 and MtM of derivatives at EUR -137m in Q4 23 vs. EUR -2m in Q4 24)

    17 As stated in Q2 24 results press release
    18 Interest net of tax
    19 Based on the 2024 proposed distribution, subject to usual approvals of the General Meeting
    20 Excluding goodwill arising from non-controlling interests
    21 Interest net of tax
    22 Excluding goodwill arising from non-controlling interests
    23 The number of shares considered is the number of ordinary shares outstanding at the end of the period, excluding treasury shares and buybacks, but including the trading shares held by the Group (expressed in thousand of shares)
    24 The number of shares considered is the average number of ordinary shares outstanding during the period, excluding treasury shares and buybacks, but including the trading shares held by the Group

    Attachment

    The MIL Network –

  • MIL-OSI United Nations: Reusable rockets, air taxis and ‘autonomous autos’ are the future: WIPO

    Source: United Nations 4

    Economic Development

    Air taxis, “autonomous autos” and reusable rockets are just some of the future transport solutions that inventors all over the world are striving to make a reality, while patents for combustion engines are “flatlining”, the UN intellectual property agency (WIPO) said on Thursday.

    Latest information gleaned from patent filings featuring in WIPO’s Technology Trends report on the Future of Transportation, offers a tempting glimpse of a not-so distant and enticing future where there’s less traffic pollution, fewer snarl-ups and air travel to the other side of the world – made possible in just a few hours.

    “Analysis of patents shows that inventors are working hard to ensure that how we get around tomorrow is cleaner and better than today,” maintained WIPO, which said that patent filings for future transportation solutions have grown by 700 per cent over the last two decades, from 15,000 inventions in 2003 to 120,000 in 2023.

    “Autonomous ships and smart ports are revolutionizing transportation at sea; electric vehicles, high-speed trains and smart traffic management systems are driving change on land,” WIPO insisted.

    “Vertical take-off and landing aircraft are offering new ways to travel by air, while reusable rockets and satellite technology are pushing what is possible beyond the earth’s atmosphere.”

    Driving this trend is the recognition that transportation accounts for more than one-third of CO2 emissions globally, which has encouraged the development of sustainable technologies that reduce the environmental impact of transportation.

    These include the adoption of electrified propulsion, the shift to renewable energy sources and the promotion of public and shared transport options.

    Digitalization is also revolutionizing the transportation sector, WIPO insists, pointing to the rise of autonomous driving, “which is projected to generate from $300 billion to $400 billion in revenue by 2035”.

    Patently true

    According to the Geneva-based UN agency, intellectual property supports this kind of groundbreaking innovation – such as wireless charging for electric vehicles – by encouraging investment in research and development.

    Competition is fierce as firms jostle for access to rare earth minerals, while AI is also taking centre stage, WIPO says.

    “The report also shows flatlining growth in patenting activity for legacy products like the internal combustion engine and other fossil fuel-based systems” such as catalytic converters, the UN agency noted.

    Its data indicated that more than 1.1 million inventions have reshaped transportation since 2000, introducing the prospect of sustainable alternatives to fossil fuel-based systems such as renewable energy cells, air taxis and self-piloting cargo ships.

    In the driver’s seat of this travel transformation are China, Japan, the US, South Korea and Germany, which represent the world’s top inventors. Land transportation patents dominate global filings, at 3.5 times more than for air, sea and space combined. The US, meanwhile, has filed the most international patents.

    The largest area of growth in patenting is related to sustainable propulsion – such as batteries for electric vehicles or hydrogen fuel cells – which represent efforts to ensure that people and goods are moved around in a “cleaner, more climate-friendly fashion”.

    Experts with an eye on imaginative transport solutions for the future say that AI is also poised to play a key role. They point to the rise of autonomous driving, although infrastructure has not adapted swiftly enough for such vehicles to take over, the WIPO report notes.

    Drone dilemma

    The scarcity of minerals, meanwhile, will determine whether the world can massively adopt electric cars – vehicles that report co-author Christopher Harrison says may not be miracle solutions for private owners.

    “Having these rare and limited raw earth minerals in an electric vehicle for personal use that’s been utilized only a few per cent of the day is not an effective use of those tools,” he told journalists.

    In the air sector, drones will continue their sky-high ascension.

    “I would not like to look up at a sky full of drones delivering pizzas or a pair of gloves to my house and causing visual and noise pollution,” said Robert Garbett, the founder of Drone Major Group, cited in the WIPO report.

    “If a delivery is to a remote location that is really hard to get to, people will be more likely to accept it as a beneficial solution,” he added, citing emergency medicine as an example.

    According to WIPO, transport patent growth in China has been strong given its recent dominance of the electric vehicle market. But other countries have also contributed with strong patent filings activity including Sweden, Italy, India and Canada.

    MIL OSI United Nations News –

  • MIL-Evening Report: Actor David Tennant has an extra toe. Two anatomists explain what’s so fascinating about polydactyly

    Source: The Conversation (Au and NZ) – By Amanda Meyer, Senior Lecturer, Anatomy and Pathology, James Cook University

    A common anatomical variation is being born with more than ten fingers or more than ten toes.

    Former Doctor Who actor David Tennant this week confirmed he has 11 toes. He says he was born with an extra toe on his right foot, meaning he has polydactyly.

    Here’s how this anatomical variation occurs, and how common it really is.

    Let’s start in the womb

    The term polydactyly is derived from the Greek poly (meaning many) and dactyly (referring to fingers or toes or digits). To understand it, we need to start with how an embryo develops in the womb.

    Developing hands and feet start as limb buds, which look like little flat paddles. But with polydactyly, an extra finger or toe grows from the limb bud.

    Based on the research literature, about one in 700–1,000 people born have polydactyly. Having an extra finger on the side of your little finger or having an extra toe on the side of your little toe is the most common form.

    If the extra digit doesn’t have bone, or has poor muscle connections to the hand or foot, it won’t work. So it is usually cut off or tied off with a suture (specialised medical string) straight after you are born.

    This newborn baby has one of the most common form of polydactyly – an extra little finger.
    Sergey Novikov/Shutterstock

    Less commonly, people are born with double thumb tips or an extra thumb. Seeing as we use our thumbs so often, an orthopaedic surgeon may need to remove the extra bones to improve use of the thumb.

    The rarest type of polydactyly affects the fourth finger (ring finger) or the second toe (next to your big toe).

    Does it run in families?

    Ten known syndromes (groups of associated symptoms) are linked to polydactyly: Bardet-Biedl, McKusick-Kaufman, Carpenter, Saethre-Chotzen, Poland, Greig cephalosyndactyly, short-rib, Pallister-Hall, Triphalangeal thumb and Smith-Lemli-Opitz. Many of these are rare syndromes people are born with, usually affect the head and upper limbs, and will have been diagnosed by a paediatrician early in life.

    If you have polydactyly and you don’t have one of those syndromes, it means you inherited a dominant mutated gene from your ancestors. In other words, one of your parents would have passed this on to you when you were conceived.

    Tennant does not appear to have any of these syndromes. So we can probably presume he inherited a mutated copy of a gene related to his polydactyly from one of his parents.

    How about webbed fingers and toes?

    Another common anatomical variation is when people have fused or “webbed” fingers or toes, known as syndactyly. This term comes from syn (meaning together with) and dactyly (referring to fingers or toes).

    Syndactyly also arises in the womb. When individual fingers and toes develop from the paddle-like limb buds, cells in between the growing fingers and toes have to die and disappear. But if the cells don’t die and disappear, they can cause webbing or fusing.

    This child has webbed or fused fingers, known as syndactyly.
    JorgeMRodrigues/Shutterstock

    Based on the medical literature, about one in 2,000–3,000 people born have syndactyly. So it’s about three times less common than polydactyly.

    There are nine different types of syndactyly, and 11 syndromes associated with it. Eight of the syndromes are also associated with polydactyly. The other three are Apert and Pfeiffer syndromes, and acrocephalosyndactyly.

    For most types of syndactyly you only have to inherit one mutated copy of the gene from one parent to get the variation.

    American actor Ashton Kutcher looks to have syndactyly, with his skin fused to the first joint between his second and third toes.

    In a nutshell

    You might be surprised how common anatomical variations are in your fingers and toes, whether that’s having an extra digit, like Tennant, or fused ones, like Kutcher.

    But these are just a few examples of the rich diversity of variation in our anatomy, some of which are visible, some not.



    Read more:
    A man lived to old age without knowing he may have had 3 penises

    Amanda Meyer is affiliated with the Australian and New Zealand Association of Clinical Anatomists, the American Association for Anatomy, and the Global Neuroanatomy Network.

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

    – ref. Actor David Tennant has an extra toe. Two anatomists explain what’s so fascinating about polydactyly – https://theconversation.com/actor-david-tennant-has-an-extra-toe-two-anatomists-explain-whats-so-fascinating-about-polydactyly-249139

    MIL OSI Analysis – EveningReport.nz –

  • MIL-Evening Report: Unambitious and undermined: why NZ’s latest climate pledge lacks the crucial ‘good faith’ factor

    Source: The Conversation (Au and NZ) – By Nathan Cooper, Associate Professor of Law, University of Waikato

    New Zealand’s Climate Change Minister Simon Watts speaking during the the recent climate summit in Azerbaijan. Sean Gallup/Getty Images

    The announcement of New Zealand’s new climate pledge under the Paris Agreement was met with sharp criticism last week.

    The agreement commits nations to provide a new pledge, known as a Nationally Determined Contribution (NDC) every five years. But it also requires each pledge to be a “progression beyond” the previous one.

    Climate Change Minister Simon Watts announced New Zealand would commit to reducing emissions by 51-55% below 2005 levels by 2035, which is only 1-5% above the current NDC of a 50% cut by 2030.

    Technically, the new NDC represents a progression, albeit the smallest possible one. It was criticised as underwhelming and unambitious to combat climate change, raising the question whether the coalition government has done enough to comply with its international obligations.

    The commitments of each member nation should align with the Paris Agreement’s purpose to hold global average temperature rise well below 2°C above pre-industrial levels and to pursue efforts to keep it at 1.5°C.

    But the agreement also requires that each country’s NDC reflects its “highest possible ambition, reflecting its common but differentiated responsibilities and respective capabilities, in light of different national circumstances”.

    Does the government’s announcement to step up emissions cuts by as little as 1% really represent New Zealand’s highest possible ambition in present circumstances?

    In October last year, looking specifically at New Zealand’s potential domestic contribution to the new NDC, the Climate Change Commission advised that emissions cuts of 66% could be achieved without shrinking the economy.

    This excludes potential additional cuts achieved through offshore mitigation – paying for overseas carbon credits or funding other countries to reduce their greenhouse emissions.

    Clearly, deeper cuts are possible and there is room for significantly greater ambition.

    The goal of the Paris Agreement is to limit climate change impacts by holding temperature rise well below 2°C.
    Fiona Goodall/Getty Images

    Bare minimum commitment

    Even if the new NDC meets a minimal requirement for compliance, it is difficult to see how it adheres to the purpose of the Paris Agreement and the level of ambition required.

    New Zealand’s NDC falls short of the commitments offered by other comparable countries and even some developing nations, including the oil and gas producer Brazil, which pledged to cut its emissions by 59-67% by 2035.

    International law has long been guided by the principle of pacta sunt servanda, which translates to “agreements must be kept”. The principle reminds parties to any agreement or convention that all international obligations should be fulfilled in good faith.

    Viewing New Zealand’s new NDC in the context of other recent decisions, it seems the coalition government may be pursuing policies that could undermine climate action while pledging the bare minimum internationally. This would be difficult to characterise as a party acting in good faith.

    Immediately following the new NDC announcement, Resources Minister Shane Jones unveiled New Zealand’s national minerals strategy, along with a list of critical minerals.
    These documents support the government’s goal to double exports from the mineral sector by 2035.

    Despite reassurance in the strategy that minerals production will not come at the expense of our environment, it includes plans to scale up exports of metallurgical coal. But mining more of this coal, then burning it (usually in the process of steelmaking), will add to greenhouse gas emissions.

    Wider concerns about the likely environmental damage and biodiversity loss linked with fast-tracked mining operations continue to be raised.

    Meeting trade obligations

    Last year’s decision to postpone the entry of agriculture into New Zealand’s Emissions Trading Scheme without a robust alternative means that agricultural emissions continue to avoid effective regulation.

    Even recent measures to allow increased road speed limits have been criticised for increasing greenhouse gas emissions as well as worsening air quality and reducing road safety.

    Despite Prime Minister Christopher Luxon’s claim to be “all about yes” even on climate change, such decisions are difficult to square with a responsible party to the Paris Agreement acting in good faith.

    The Paris Agreement is clear that emissions pledges are not imposed but are to be determined nationally. The agreement itself lacks an enforcement mechanism, but recently agreed trade deals with the European Union and with the United Kingdom both contain binding and enforceable commitments to the agreement.

    This is a reminder that trading partners are already monitoring New Zealand’s climate actions. Consumer attitudes and trade obligations might become a more powerful lever for climate action in the future. No government should ignore this.

    As the US administration begins to withdraw from the Paris Agreement, now more than ever is the time for other countries to stay focused on its purpose and to match national commitments accordingly.

    Without an NDC in line with the Paris goal, New Zealand’s government is not sending the right message to New Zealanders or to our trading partners and neighbours. It is failing to show international and regional leadership at a time when many Pacific nations are on the frontline of climate-related risk and damage.

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

    – ref. Unambitious and undermined: why NZ’s latest climate pledge lacks the crucial ‘good faith’ factor – https://theconversation.com/unambitious-and-undermined-why-nzs-latest-climate-pledge-lacks-the-crucial-good-faith-factor-248877

    MIL OSI Analysis – EveningReport.nz –

  • MIL-OSI Security: Met seizes one thousand stolen phones in a week

    Source: United Kingdom London Metropolitan Police

    The Met’s intensifying clampdown on the £50million-a-year trade in stolen phones has seen 230 people arrested in the space of a week and more than one thousand handsets seized.

    Those responsible for the theft, handling, and onward criminal supply or exportation of smartphones were specifically targeted during a week of co-ordinated activity across London. It built on the work already being ramped up to tackle the scourge of phone thefts, and sets a new standard for how the Met will respond to the issue.

    This includes intensified efforts to tackle phone thefts by increasing patrols and plain-clothed operations in hotspot areas, including the West End and Westminster, where nearly 40 per cent of phone thefts occur. At the same time, officers are using phone-tracking data and intelligence to pursue those handling stolen devices.

    Such measures are proving successful and last year four members of a gang were sentenced to a combined 18 years after handling more than 5,000 stolen phones. They were tracked down by local Met officers after numerous victims reported their stolen phones being at the same location.

    Later today (Thursday, 6 February), the Home Secretary will chair a summit with law enforcement bodies and industry focused on tackling smartphone thefts. One of the items that will be raised by the Met’s Deputy Commissioner, Dame Lynne Owens, will be strengthening security on phones so stolen devices cannot be easily resold. The Met wants to work with industry to prevent stolen phones from being able to re-connect to cloud services and make IMEI numbers accessible from the lock screen of all smartphones.

    Commander Owain Richards, who is leading the Met’s response to phone thefts, said:

    “We are seeing phone thefts on an industrial scale, fuelled by criminals making millions by being able to easily sell on stolen devices either here or abroad.

    “By intensifying our efforts we’re catching more perpetrators and protecting people from having their phone stolen in the capital. But we need help from partners and industry to do more. That is why we’re working with other agencies and government to tackle the organised criminality driving this trade and calling on tech companies to make stolen phones unusable.”

    Kaya Comer-Schwartz, London’s Deputy Mayor for Policing and Crime, said:

    “The Met is spearheading targeted police work to prevent and tackle mobile phone theft in our communities. Thanks to the hard work of officers and intervention work led by London’s Violence Reduction Unit, personal robbery is down 13 per cent in the capital compared to the same period last year. We continue to support the Met from City Hall with additional funding for neighbourhood policing.

    “But there is more to do. As the criminal demand for high-value mobile phones continues to grow globally, the Mayor and I are clear that companies must go further and faster to make it harder for stolen phones to be sold on, repurposed and re-used illegally. We’ll continue to work with leading mobile phone companies, the Home Secretary and Met leaders to find innovative solutions to end the scourge of mobile phone crime.”

    Increased patrols in Westminster saw 17 arrests for robbery and theft, following 42 Stop and Searches linked to the Met’s intensive activity. In Hackney and Haringey, officers made 15 arrests linked to the operation, including a 15-year-old boy on an illegal electric bike who was found with £1,000 in cash and a large knife.

    The success in tackling phone thefts comes after the Met moved out of special measures last month, following major improvements in many areas of service to London. These include responding more quickly to emergencies and strengthening neighbourhood policing to better respond to communities’ concerns, including tackling theft and robberies.

    The Met is urging anyone who has lost or had stolen a phone to use the national mobile phone register so recovered handsets can be restored, via The Police National Mobile Property Register – NMPR.

    Phone users should take simple steps to further protect themselves from fraud, by ensuring they have a strong password, two-factor authentication and turning off message previews so thieves cannot see any messages about reset or log-in codes when phones are locked. They should also write down and safely store their IMEI number.

    Inspectorate recognises progress on Met’s mission to deliver for London

    Improvements made by the Met which were recognised by inspectors as it came out of special measures, include:

    We are responding more quickly to emergencies. Last year our dedicated staff and officers in MetCC responded to 4,660,891 contacts, of which 2,394,416 were 999 calls, 1,279,552 were 101 calls and 988,923 were digital contacts. The per cent of 999 calls answered within 10 seconds for 1 January 2024 to 31 December 2024 was 86.2 per cent compared to 77.6 per cent the previous calendar year – with January 2024 reaching 90.9 per cent.

    We have trained 8000 officers in the identification of child exploitation, launched a new Children’s Strategy and significantly increased the number of officers in our child exploitation teams.

    We have put hundreds more officers in our domestic assault and rape and sexual offence teams, doubled the number of charges for rape and sexual offences and tripled the numbers in our nationally recognised Stalking Threat Assessment Centre.

    Our new neighbourhood policing model has been bolstered by an additional 500 staff ranging from Superintendent to PCSO, working closer than ever with communities to understand their concerns.

    The full focus of the entire organisation remains on delivering the commitments made to London – More Trust, Less Crime and High Standards.

    MIL Security OSI –

  • MIL-OSI USA: Gillibrand, Schumer, Tenney Reintroduce Bipartisan Bill To Establish The Fort Ontario Holocaust Refugee Shelter National Historical Park

    US Senate News:

    Source: United States Senator for New York Kirsten Gillibrand

    During WWII, Fort Ontario Was The Only Shelter In The United States for Jewish Refugees Fleeing The Holocaust;

    Legislation Would Keep Their Stories Alive For Generations To Come 

    U.S. Senate Minority Leader Chuck Schumer and U.S. Senator Kirsten Gillibrand are reintroducing the bipartisan Fort Ontario Holocaust Refugee Shelter National Historical Park Establishment Act. The Fort Ontario military complex dates back to the early 1840s, and during World War II, it was the only emergency refugee camp in the country for those fleeing the Holocaust. From August 1944 until February 1946, Fort Ontario housed 982 mostly Jewish refugees from Europe, most of whom went on to become American citizens. Designating the Fort Ontario Holocaust Refugee Shelter as a National Historic Park would give this important historical site permanent protection and help ensure that it is preserved for generations to come. Representative Claudia Tenney (R-NY) leads companion legislation in the House. 

    “The Holocaust Refugee Shelter at Fort Ontario was a place of safety and hope during a dark moment in history, and it deserves recognition in the National Park System,” said Senator Gillibrand. “I am proud to once again be introducing this legislation to achieve this goal and am determined to work across the aisle to get it done.” 

    “It’s only fitting to preserve the rich history of the Safe Haven Holocaust Refuge Shelter Museum and Fort Ontario by officially designating Safe Haven as a National Historical Park. Together, Safe Haven and Fort Ontario tell the powerful history of Central New York and Oswego County dating back to the earliest days of our nation, standing proudly as a beacon of hope for hundreds of Jewish and European refugees forced to flee their homes to escape the horrors of the Holocaust and World War II,” said Senator Schumer. “I’ve been advocating for this designation in Congress for years and was proud to lead this legislation to passage in the Senate last year. Today, we’re taking a step closer to giving Americans from across the country the opportunity to learn about Safe Haven and the role it played in shaping Central New York. I urge my colleagues in the Senate to once again support this bill, and implore the House of Representatives to join us, so we can preserve the rich history of the Safe Haven Holocaust Refugee Shelter Museum, Fort Ontario and Oswego County for years to come.”

    “We must ensure that the historic importance of Fort Ontario is properly honored and preserved for future generations. Once an important site in the battles of the French and Indian War and the War of 1812, as well as a refugee camp for Holocaust survivors, it is crucial that we secure the recognition this significant historic site truly deserves. The Fort Ontario Holocaust Refugee Shelter National Historical Park Establishment Act aims to safeguard this monument’s profound legacy for years to come and solidify its status as a National Monument,” said Congresswoman Tenney.

    Senator Gillibrand has been advocating for Fort Ontario for many years. In 2018, she passed a bill to require the National Park Service to conduct a special resource study (SRS) – the first step in the process to designate a site as a unit of the National Park System – of the Fort Ontario site. In 2024, the SRS was finalized and concluded that the two-acre portion of Fort Ontario representing the fort’s use as a World-War II European refugee shelter meets all necessary criteria. Last year, the bill passed the Senate but failed to become law.

    The full text of the legislation is available here.

    “We are honored to have the federal government recognize this important chapter, not only of our heritage, but in the pages of American history,” said Oswego County Legislature Chairman James Weatherup, District 9. “This shelter was the only one of its kind in the U.S. The nearly 1,000 refugees who came to Oswego became part of the fabric of our community, and we are privileged to help share their stories.”

    “I want to thank Senator Schumer, Senator Gillibrand and Representative Tenney for their unwavering efforts to reintroduce the “Fort Ontario Holocaust Refugee Shelter National Historical Park Establishment Act”. I strongly believe that the prominence and history that our fort holds are remarkably significant to the story of our country and deserves a national designation. Fort Ontario took in 982 refugees; men, women, and children, who were allowed into the United States during the Holocaust. These refugees were housed in Oswego, NY from August of 1944 until February of 1946. With Fort Ontario being the only refugee shelter for Holocaust victims in all of the United States during World War II, I think that speaks to the gravity and deservedness of this designation,” said Mayor Robert Corradino, City of Oswego. “Thank you again to our representatives working to achieve this legislation. I have great hope to see it be awarded and keep the story of these men, women, and children alive for years to come, with a reach far greater than the Oswego community.”

    “The NYS Office of Parks, Recreation and Historic Preservation and Fort Ontario State Historic Site look forward to this potential partnership. The story of the 982 refugees who called Fort Ontario home from 1944-46 is indeed a national story and one we would be happy to assist the NPS, Safe Haven Museum and the City of Oswego to bring to greater national attention.”  said Matthew Macvittie, Historic Site Manager Fort Ontario NYS Historic Site.

    “I am thrilled that this long, bi-partisan effort to bring proper recognition to the truly unique and historically significant Fort Ontario Holocaust Refugee Shelter is coming to fruition.  I want to thank Senators Schumer and Gillibrand, and Congresswoman Tenney for sponsoring this truly worthwhile bill and for working with me throughout the years to make this happen,” said Former Congressman John Katko.

    “The Jewish Federation of Central New York, strongly urges that Fort Ontario be established as a unit of the National Park System. As the only refugee camp in the United States during the Holocaust, the Fort represents a moment of national commitment to justice and freedom.  It would be a worthy addition to the United States’ National Park System. Thank you, Senator Gillibrand, for continuing to push this legislation forward,” said Barbara Davis, Interim President/CEO, Jewish Federation of CNY

    “We are all excited about the re-introduction of the bill to honor the memory of the 982 refugees from the Holocaust who were housed at Fort Ontario during WWII. I want to thank former Congressman John Katko, Senators Kirsten Gillibrand and Chuck Schumer, and Congresswoman Claudia Tenney for their dedication to preserve this unique period in American history,” said Judy Coe Rapaport, Acting President, Safe Haven Holocaust Refugee Shelter Museum.

    “We are very excited to hear the news that Senator Schumer, Senator Gillibrand, and Congresswoman Tenney will be reintroducing to Congress the Fort Ontario Holocaust Refugee Shelter National Historical Park Establishment Act,” said Daniel Laird, President of Friends of Fort Ontario. “Fort Ontario is singularly unique in that it served as the only refugee camp or shelter for mostly Jewish Holocaust refugees in the United States during WWII. It is where the Holocaust came to America; where every day Americans first met the victims of Nazi persecution and heard their personal stories of survival first-hand. It is where the press finally found a Holocaust story they deemed worthy of feature coverage, and it resulted in the Holocaust moving from the back to the front pages of American newspapers after over eleven years of Hitler’s reign of terror. Furthermore, Fort Ontario is where the first group of refugees entered the United States outside the immigration quota system and were granted asylum. It is, therefore, the birthplace of American Refugee Policy. For these reasons and a list of many more too long to go into, Fort Ontario is well worthy of becoming a National Historical Park.”

    “After touring Ohrdurf Concentration Camp in Germany, Lt. General Dwight D. Eisenhower warned that someday some may deny that the Holocaust ever happened. In order for them to bear witness to Nazi atrocities, Eisenhower ordered troops in theatre including my father to tour Nazi concentration camps. With the last of the greatest generation and Holocaust survivors and Shelter Refugees passing on, and with Anti-Semitism and Holocaust denials on the rise, Eisenhower’s dire prediction has come true. As a National Historical Park, dedicated to interpreting the unique history and significance of the WWII Fort Ontario Emergency Refugee Shelter, Fort Ontario will forever prove to Americans and others that the Holocaust actually happened. I am deeply grateful to Senators Schumer and Gillibrand, and Congresswoman Tenney for making this great effort to establish the Fort Ontario Holocaust Refugee Shelter National Historical Park,” said Paul Lear, Historian, Member of the Board of the Safe Haven Holocaust Refugee Shelter Museum.

    “I am deeply grateful to the Senator Gillibrand, Senator Schumer and Representative Tenny for their unwavering advocacy in ensuring that the stories of refugees are never forgotten. These stories serve as a powerful reminder of how a single, symbolic gesture by the United States not only saved countless lives but also demonstrated the resilience and strength of the human spirit, inspiring us all to work towards a better, more compassionate world,” said Treasurer- Safe Haven Holocaust Refugee Shelter Museum and Friends of Fort Ontario.

    “One of my proudest accomplishments during my tenure as President of the Safe Haven Holocaust Refugee Shelter Museum, was developing a 2022 Grand Reopening that introduced the public to our 32 new exhibits!  Each exhibit celebrates the 987 survivors who were able to flee from the genocide and inhumane madness that was the Holocaust and be sheltered by the United States at Fort Ontario from 1944-1946.  This small group of Holocaust survivors’ harrowing stories of suffering, loss and resilience are the narratives of the Museum’s exhibits.  And with the support of the bipartisan Fort Ontario Holocaust Refugee Shelter National Historical Park Establishment Act, we will be able to ensure our beloved refugees and their descendants that the Museum’s precious historical artifacts and narratives will be nationally preserved, protected and administered on the same grounds where the echoes of hope and healing can still be heard!” said Audrey S. Hurley, Emeriti President, Safe Haven Holocaust Refugee Shelter Museum.

    “The Fort Ontario Refugee Shelter holds an indelible place in our nation’s history and is part of the fabric of this region. I appreciate the work of our federal representatives to help ensure this sacred place earns its rightful designation as a National Historic Park,” said Assembly Minority Leader Will Barclay.

    MIL OSI USA News –

  • MIL-OSI United Kingdom: Deadline approaches for School Age Payment applications

    Source: Scottish Government

    Parents and carers urged not to miss out on support worth over £300

    Parents and carers, with a child born between 1 March 2019 and 29 February 2020, risk missing out on hundreds of pounds worth of help if they don’t apply for School Age Payment in time.

    The deadline is midnight on 28 February 2025.

    School Age Payment is worth £314.45 per child. It is one of Social Security Scotland’s Best Start Grant payments. It is only available in Scotland.

    The money can be spent on anything the child needs at this stage including; books, bags, clothes and equipment for school. School Age Payment is paid around the time a child is first old enough to start primary school. There is no requirement to take up a place at school.

    This is important as parents and carers could miss out on the payment if they defer when their child starts school and don’t apply until then.

    The payment is available for multiple children from the same household, as long as each child is the right age.

    Social Security Scotland automatically pays School Age Payment to eligible people who get Scottish Child Payment. But those who do not receive Scottish Child Payment or who have opted out of automatic payments must apply before the deadline.

    Some families who are not eligible for Scottish Child Payment might still be eligible for the School Age Payment. This includes parents and carers who: receive housing benefit, are under 18 and do not receive any other benefits or are 18 or 19 and dependent on someone else who receives benefits for them.

    Social Justice Secretary Shirley-Anne Somerville said:

    “If you have a child in the family aged five, or who turns five this month, then you could be eligible for School Age Payment.

    “We are urging everyone who is eligible to make sure that they don’t miss the deadline for applications, especially as all the children in the household who are the right age can get the payment.

    “Best Start Grant is made up of a series of payments designed to ensure that children in Scotland get exactly that – the best start possible in life. This money is an important contribution to families at a key stage in their child’s development when they may be facing additional costs.”

    MIL OSI United Kingdom –

  • MIL-OSI United Kingdom: Government rips up rules to fire-up nuclear power

    Source: United Kingdom – Executive Government & Departments

    More nuclear power plants will be approved across England and Wales as the Prime Minister slashes red tape to get Britain building – as part of his Plan for Change.

    • Prime Minister puts Britain back in the global race for nuclear energy.
    • Changes will allow for Small Modular Reactors for the first time.
    • Latest step in Government’s determination to grow the economy and deliver cleaner, more affordable energy.

    More nuclear power plants will be approved across England and Wales as the Prime Minister slashes red tape to get Britain building – as part of his Plan for Change.

    Reforms to planning rules will clear a path for smaller, and easier to build nuclear reactors – known as Small Modular Reactors –to be built for the first time ever in the UK. This will create thousands of new highly skilled jobs while delivering clean, secure and more affordable energy for working people.

    This is the latest refusal to accept the status quo, with the government ripping up archaic rules and saying not to the NIMBYs, to prioritise growth. It comes after recent changes to planning laws, the scrapping of the 3-strike rule for judicial reviews on infrastructure projects, and application of common-sense to environmental rules.

    For too long the country has been mired by delay and obstruction, with a system too happy to label decisions as too difficult, or too long term. The UK was the first country in the world to develop a nuclear reactor, but the last time a nuclear power station was built was back in 1995. None have been built since, leaving the UK lagging behind in a global race to harness cleaner, more affordable energy.

    The industry pioneered in Britain has been suffocated by regulations and this saw investment collapse, leaving only one nuclear power plant – Hinkley Point C – under construction. And this was after years of delay caused by unnecessary rules – meaning companies produced a 30,000-page environmental assessment to get planning permission.

    Meanwhile, China is constructing 29 reactors, and the EU has 12 at planning stage, giving these places a huge advantage in the global race to harness new technologies, create jobs and deliver cleaner, cheaper, independent energy.

    Investors want to get on and build reliable, cheap nuclear power, which will in turn support critical modern infrastructure, such as supercomputers to power the UK’s ambitions – but they have been held back.

    Today’s plan will shake up the planning rules to make it easier to build nuclear across the country – delivering jobs, cheaper bills in the long term, and more money in people’s back pockets. This will be achieved by:

    Including mini-nuclear power stations in planning rules for the first time – so firms can start building them in the places that need them.

    Scrapping the set list of 8-sites – which meant nuclear sites could be built anywhere across England and Wales.

    Removing the expiry date on nuclear planning rules – so projects don’t get timed out and industry can plan for the long term. 

    Setting up a Nuclear Regulatory Taskforce – that will spearhead improvements to the regulations to help more companies build here. This will report directly to the PM. 

    This is the Government delivering on a manifesto commitment to galvanise nuclear to help the UK achieve energy security and clean power, while securing thousands of good, clean jobs.

    Prime Minister Keir Starmer said:

    This country hasn’t built a nuclear power station in decades. we’ve been let down, and left behind. 

    Our energy security has been hostage to Putin for too long, with British prices skyrocketing at his whims.  

    I’m putting an end to it – changing the rules to back the builders of this nation, and saying no to the blockers who have strangled our chances of cheaper energy, growth and jobs for far too long. 

    My government was elected to deliver change. I’ll take the radical decisions needed to wrestle Britain from its status quo slumber, to turbocharge our plan for change.

    Currently, nuclear development is restricted to eight sites – as part of archaic planning rules that haven’t been looked at since 2011. With the reforms unveiled today, the refreshed planning framework will help streamline the process to encourage investment and enable developers to identify the best sites for their projects, supporting development at a wider range of locations.  

    Developers will be encouraged to bring forward sites as soon as possible at the pre-application stage in the planning process, speeding up overall timelines.  

    It will include new nuclear technologies such as small and advanced modular reactors for the first time, providing flexibility to co-locate them with energy intensive industrial sites such as AI data centres. 

    These technologies are cheaper and quicker to build than traditional nuclear power plants and require smaller sites, meaning they can be built in a greater variety of locations.  

    There will also continue to be robust criteria for nuclear reactor locations, including restrictions near densely populated areas and military activity, alongside community engagement and high environmental standards. 

    Energy Secretary Ed Miliband said: 

    Build, build, build – that is what Britain’s clean energy mission is all about.  

    The British people have been left vulnerable to global energy markets for too long – and the only way out is to build our way to a new era of clean electricity. 

    Nuclear power creating thousands of skilled jobs. That is what this government will deliver.

    Alongside reforms to the siting process, a specialist taskforce will lead on making sure nuclear regulation incentivises investment, to deliver new projects more quickly and cost efficiently, while upholding high safety and security standards. 

    Britain is currently considered one of the world’s most expensive countries in which to build nuclear power. The taskforce will speed up the approval of new reactor designs and streamline how developers engage with regulators.  

    Nuclear regulation will cover both civil and defence nuclear to help unlock economic growth in the sector.  

    The taskforce will better align the UK with international partners so reactor designs approved abroad could be green lit more quickly, minimising expensive changes. It will also examine how to reduce duplication and simplify processes where there are multiple regulators covering overlapping issues, as well as ensuring regulatory decisions are both safe and proportionate. 

    The work will help the issues faced by projects such as Hinkley Point C, where three European regulators reached different assessments on the reactor design, leading to delays and increased costs. 

    The UK’s rigorous safety standards and record will continue to be upheld. Nuclear plants are designed with multiple layers of safety measures including making them robust enough to withstand a direct aircraft impact. 

    This is part of the government push to drive growth – building on the Prime Minister’s announcement to overhaul the legal challenges to major infrastructure projects including nuclear – with Sizewell C having suffered increased legal costs and uncertainty as a result of local activists taking them to court.  

    In a volatile world, where oil and gas prices are driven by tyrants like Putin, the drive for new nuclear is an integral part of the government’s plans to replace the UK’s dependence on fossil fuel markets with clean homegrown energy, to make the UK energy independent and protect consumers with clean, homegrown power.  

    Since July, the government has committed to driving forward new nuclear including further funding for Sizewell C at the Autumn Budget 2024.  

    Great British Nuclear also continues to progress the small modular reactor competition, with contract negotiations currently underway. 

    Gary Smith, GMB General Secretary, said: 

    GMB has long said there can be no net zero without new nuclear. 

    For too long, the failure to deliver new nuclear has weakened our energy security and undermined economic growth. 

    Sizewell C stands ready and waiting for the green light to power up our country’s future. 

    Now we need to see spades in the ground without delay.

    Alistair Black, Senior Director, UK at X-energy said: 

    Opening up new siting opportunities for a fleet of advanced reactors will help unlock tens of billions of pounds of investment and growth across the country, bringing clean secure electricity and heat for industry. 

    We welcome this step today, and the intent to streamline assessment processes whilst ensuring robust regulatory standards continue to be met. We look forward to reviewing this in detail and responding to the consultation.

    Simone Rossi, CEO of EDF in the UK, said:

    As a major operator, investor and developer, EDF welcomes the proposals designed to speed up new nuclear projects in the UK and unlock economic growth.

    Nuclear is essential to a secure, low carbon energy system and is the ideal partner to renewables. There is a great opportunity to build new infrastructure across England and Wales, to replace aging stations and take advantage of available skills, existing grid connections and supportive communities.

    “The opportunity will only be fully realised with the necessary reforms to planning and regulation, alongside continuing to build on the critical work at Hinkley Point C and Sizewell C to further develop skills and supply chains.”

    Darren Hardman, CEO, Microsoft UK, said: 

    We welcome the government’s plans to accelerate the building of safe, modern nuclear as part of the energy mix. Economic growth will require increased energy supply for the UK, but we must not lose sight of our ambitions for a fully decarbonised grid.

    Chair of Great British Nuclear Simon Bowen said:

    Nuclear energy is a powerful tool for growing the UK’s economy. By expanding the range of sites where safe, secure, reliable, and clean nuclear energy plants can be built, there is huge potential to positively transform areas facing economic uncertainty. 

    Today’s announcement also signals exciting opportunities to co-locate nuclear energy generation on data centre sites and to decarbonise industrial processes.

    Nuclear is one of the safest and cleanest forms of energy generation. The new independent nuclear regulation taskforce will help unlock growth and investment by providing clarity and certainty while ensuring regulations are fit for purpose.

    Tom Greatrex, Chief Executive of the Nuclear Industry Association, said:

    This is the Prime Minister’s strongest signal yet that new nuclear is critical to the growth and clean power mission. A more streamlined planning system will give certainty to investors, the supply chain and communities, and will enable us to get on with building new nuclear plants on more sites and at pace for a cleaner, more secure power system.

    We need to make Britain the best possible place to build new nuclear, both large-scale and SMRs, which means avoiding unnecessary stumbling blocks and ensuring regulations are proportionate to our urgent need for low carbon power, energy security and good jobs.

    Jonathan Geldart, Director General of the Institute of Directors, said:

    The government is right to identify nuclear power as a crucial contributor to the UK’s future electricity needs. This development shows the right desire to overcome the significant challenges involved in building back nuclear at scale, in terms of planning obstacles and project delivery. Despite these challenges, today’s announcement marks a significant move forward.

    Mike Clancy, General Secretary of Prospect said:

    The government’s ambition to drive forward a new generation of nuclear power after decades of delay is exactly what Britain needs.

    Nuclear is not only essential for hitting our Net Zero goals and maintaining energy security, it also creates thousands of good, well-paid jobs in areas of the country where they are sorely needed.

    Speeding up the approval of new sites and new reactors is an important step towards enabling investment in new nuclear. The government’s support for Sizewell C is also a welcome vote of confidence in the sector and bringing this project to a Final Investment Decision will provide a strong foundation for its future growth.

    The success of Britain’s world class nuclear sector is built on a robust regulatory process, and we welcome a review of this framework to ensure it is supporting investment while still providing assurance that high safety standards are being maintained.

    Cathal O’Rourke, Laing O’Rourke’s Group Chief Executive Officer said:

    This announcement is a significant step forward for the UK’s nuclear industry. The clarity provided by these new planning rules, the focus on streamlining the regulatory process, and the emphasis on standardising reactor designs is precisely the sort of clear, unequivocal direction the industry needs.

    Having played a central role in delivering nuclear capacity at Hinkley Point C, we understand the complexities of these projects firsthand and these new measures, particularly around regulatory reform and streamlined planning, will be invaluable in ensuring future projects, like Sizewell C, can be delivered more efficiently and cost-effectively.  

    In particular, standardisation and an industrialised approach will be key to driving down costs and accelerating construction timelines, ensuring we can deploy new nuclear capacity efficiently and at pace by adopting a “copy, improve, repeat” approach to design and implementation. This type of approach would also improve worker welfare conditions on site from a physical and wellbeing perspective.

    This clear signal from government will unlock investment, create jobs nationwide for shared prosperity, including an ability to plan for long-term investment in apprenticeships, and ensure the UK can benefit from clean, locally supplied nuclear power for generations to come.

    Chris Conboy, Managing Director, Nuclear EMEA at AtkinsRéalis said:

    We welcome plans to accelerate new nuclear developments. Speeding up lengthy planning processes would help to bring forward new projects faster, strengthening the UK’s world-class nuclear supply chain and creating jobs and skills across the country. 

    Nuclear will be the cornerstone of a reliable net zero energy system. We need both large and small nuclear technologies to realise our AI ambitions, bolster our energy security, and enable the sustainable development of towns, cities and industries across the UK: building the right technology in the right locations is vital to power the UK’s growth agenda and meet our net zero goals.

    David Omand, former Director of GCHQ said: 

    It is very welcome to see this government pushing forward on their commitment to national security by making the UK more energy secure and speeding up nuclear power to boost growth across the country. Nuclear is critical to national security, and taking this kind of action is a mark of the seriousness with which Keir Starmer takes the challenges of modern geopolitics. I fully support this push to knock down barriers to safe, modern nuclear as part of the nation’s critical infrastructure.

    Kim Darroch, former National Security Adviser said: 

    As a former National Security Adviser, I think driving for as much homegrown clean power as possible in this age of global turbulence should be among our top national security objectives. So I welcome the Prime Minister’s intervention to accelerate the regeneration of our nuclear power industry.

    Julian David OBE, CEO, techUK said: 

    If we want the UK economy to keep growing, we must invest in our energy infrastructure. We are pleased to see the Government announce new plans to reform planning rules to expand new energy generation. This move will boost the economy, create new jobs, and ensure the UK is not reliant on external agents for its own energy supply.

    Updates to this page

    Published 6 February 2025

    MIL OSI United Kingdom –

  • MIL-OSI United Kingdom: New survey suggests benefits system is letting down people with mental health conditions who want to work

    Source: United Kingdom – Executive Government & Departments

    Many sick and disabled people say they want to work to help boost their living standards – but aren’t given the right support, according to new data published on Time to Talk day today [6 February].

    • New survey suggests 200k people claiming health and disability benefits are ready for work now if the right job or support were available.
    • Comes as number of young people with a mental health condition who are economically inactive due to long-term sickness reaches over a quarter of a million (270,000)
    • Overhaul of health and disability benefit system set to be unveiled in Spring to ensure it provides meaningful support to help long term sick back into work

    Many sick and disabled people say they want to work to help boost their living standards – but aren’t given the right support, according to new data published on Time to Talk day today [6 February].

    New research published by the Department for Work and Pensions shows that nearly half (44%) of people with a mental health condition expect to be able to work in future if their health improves.

    This comes as the number of young people (aged 16 to 34) who are economically inactive due to long-term sickness and have a mental condition reaches 270,000. This number has been rising consistently over the past decade and has increased by 60,000 (26%) in the last year alone. The equivalent figure for all people of working-age (16 to 64) is 790,000 – an increase of 140,000 (22%) over the last year

    The Work Aspirations of Health and Disability Claimants survey also finds that a third (32%) of those claiming health and disability benefits believe they can work now or in future.  (5%) say that they would be ready now if the right job or support were available. This equates to around 200,000 individuals

    The survey also finds that those out of jobs overwhelmingly see work as a key part of their identity and a route to higher self-esteem, happiness and security.

    In further evidence that the current system pushes people away from work, the survey revealed that 50% of people who are on health and disability benefits and are not currently in work said they were worried they would not get their benefits back if they tried paid employment and it did not work out.

     It comes as the Work and Pensions Secretary Liz Kendall visits Workbridge charity which offers support to people who are unable to work due to mental ill health, to hear how they’re supporting people with mental health conditions into work.

    Responding to the stark survey results, the Work and Pensions Secretary has said the report demonstrates the need to reform the current welfare system, so that it offers better, meaningful support to give disabled people and people with long-term health conditions a real opportunity to find work.

    The upcoming reforms will be a key part of the government’s Plan for Change to boost employment by breaking down barriers to opportunity – creating a welfare system that promotes tailored pathways into work and accommodates the complex nature of disabilities and health conditions – and consequently, improving people’s living standards.

    Work and Pensions Secretary, Rt Hon Liz Kendall MP said:

    Today’s report shows that the broken benefits system is letting down people with mental health conditions who want to work.

    People claiming Health and Disability benefits have been classed by the system as “can’t work” and shut out of jobs and have been ignored – when they’ve been crying out for support.

    That is a serious failure. It’s bad for people, bad for businesses, which miss out on considerable talent, and bad for the economy.

    For young people in particular, being out of work can have a scarring effect that lasts a lifetime.

    On Time to Talk day, it’s time to change how we support people with long-term health conditions, such as a mental health condition, so that they have a fair chance and choice to work.

    On her visit to Workbridge, Kendall will speak to experts to hear their insights on how government and employers can better accommodate the fluctuating nature of people’s mental health – ensuring that people’s views and voices are at the heart of changes that affect them.

    We know that being in work has a positive effect on people’s mental and physical health – providing people with confidence and independence, as well as financial benefits.

    The UK remains the only G7 country that has higher levels of economic inactivity now than before the pandemic, with the benefits bill spiralling – largely driven by the increase in people claiming incapacity benefits for mental health conditions, who had not received the care and treatment they deserve.

    The reforms to the health & disability benefit system due to be unveiled in a Green Paper in Spring will consider these issues and how the government can tackle these barriers to employment, and the government will work closely alongside charities, organisations and disabled people to ensure their voices help shape any proposals for reform.

    The Green Paper will set key ambitions for creating a system that is fairer on disabled people – offering support into work which takes into consideration the realities of their health condition and life circumstances, and fairness for the taxpayer by bringing down the benefits bill.

    The reforms are expected to build on the Get Britain Working White Paper, which set out the first steps to achieving the government’s target 80% employment rate, driving up growth and driving down poverty in every corner of our country. 

    Successful steps have already been taken to offer work and life-changing support, with a record number of people with mental health conditions receiving employment advice through the NHS Talking Therapies programme.

    Alongside this support, the Government has settled record funding for the NHS – so that all people can get the care they need – and have pledged:

    • 8,500 more mental health staff
    • Mental health support teams in every school
    • Open-access mental health hubs in every community

    Additional Information

    Time to Talk Day is an initiative led by Rethink Mental Illness, Mind and Co-op to encourage people to talk about their mental health.

    Full results from the Work Aspirations of Health and Disability Claimants are available here: https://www.gov.uk/government/publications/work-aspirations-and-support-needs-of-health-and-disability-customers

    Source: The employment of disabled people 2024 – Table EIA020  Apr-Jun 24 compared to Apr-Jun 23

    Updates to this page

    Published 6 February 2025

    MIL OSI United Kingdom –

  • MIL-OSI United Kingdom: Press release: Government rips up rules to fire-up nuclear power

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

    More nuclear power plants will be approved across England and Wales as the Prime Minister slashes red tape to get Britain building – as part of his Plan for Change.

    • Prime Minister puts Britain back in the global race for nuclear energy.
    • Changes will allow for Small Modular Reactors for the first time.
    • Latest step in Government’s determination to grow the economy and deliver cleaner, more affordable energy.

    More nuclear power plants will be approved across England and Wales as the Prime Minister slashes red tape to get Britain building – as part of his Plan for Change.

    Reforms to planning rules will clear a path for smaller, and easier to build nuclear reactors – known as Small Modular Reactors –to be built for the first time ever in the UK. This will create thousands of new highly skilled jobs while delivering clean, secure and more affordable energy for working people.

    This is the latest refusal to accept the status quo, with the government ripping up archaic rules and saying not to the NIMBYs, to prioritise growth. It comes after recent changes to planning laws, the scrapping of the 3-strike rule for judicial reviews on infrastructure projects, and application of common-sense to environmental rules.

    For too long the country has been mired by delay and obstruction, with a system too happy to label decisions as too difficult, or too long term. The UK was the first country in the world to develop a nuclear reactor, but the last time a nuclear power station was built was back in 1995. None have been built since, leaving the UK lagging behind in a global race to harness cleaner, more affordable energy.

    The industry pioneered in Britain has been suffocated by regulations and this saw investment collapse, leaving only one nuclear power plant – Hinkley Point C – under construction. And this was after years of delay caused by unnecessary rules – meaning companies produced a 30,000-page environmental assessment to get planning permission.

    Meanwhile, China is constructing 29 reactors, and the EU has 12 at planning stage, giving these places a huge advantage in the global race to harness new technologies, create jobs and deliver cleaner, cheaper, independent energy.

    Investors want to get on and build reliable, cheap nuclear power, which will in turn support critical modern infrastructure, such as supercomputers to power the UK’s ambitions – but they have been held back.

    Today’s plan will shake up the planning rules to make it easier to build nuclear across the country – delivering jobs, cheaper bills in the long term, and more money in people’s back pockets. This will be achieved by:

    Including mini-nuclear power stations in planning rules for the first time – so firms can start building them in the places that need them.

    Scrapping the set list of 8-sites – which meant nuclear sites could be built anywhere across England and Wales.

    Removing the expiry date on nuclear planning rules – so projects don’t get timed out and industry can plan for the long term. 

    Setting up a Nuclear Regulatory Taskforce – that will spearhead improvements to the regulations to help more companies build here. This will report directly to the PM. 

    This is the Government delivering on a manifesto commitment to galvanise nuclear to help the UK achieve energy security and clean power, while securing thousands of good, clean jobs.

    Prime Minister Keir Starmer said:

    This country hasn’t built a nuclear power station in decades. we’ve been let down, and left behind. 

    Our energy security has been hostage to Putin for too long, with British prices skyrocketing at his whims.  

    I’m putting an end to it – changing the rules to back the builders of this nation, and saying no to the blockers who have strangled our chances of cheaper energy, growth and jobs for far too long. 

    My government was elected to deliver change. I’ll take the radical decisions needed to wrestle Britain from its status quo slumber, to turbocharge our plan for change.

    Currently, nuclear development is restricted to eight sites – as part of archaic planning rules that haven’t been looked at since 2011. With the reforms unveiled today, the refreshed planning framework will help streamline the process to encourage investment and enable developers to identify the best sites for their projects, supporting development at a wider range of locations.  

    Developers will be encouraged to bring forward sites as soon as possible at the pre-application stage in the planning process, speeding up overall timelines.  

    It will include new nuclear technologies such as small and advanced modular reactors for the first time, providing flexibility to co-locate them with energy intensive industrial sites such as AI data centres. 

    These technologies are cheaper and quicker to build than traditional nuclear power plants and require smaller sites, meaning they can be built in a greater variety of locations.  

    There will also continue to be robust criteria for nuclear reactor locations, including restrictions near densely populated areas and military activity, alongside community engagement and high environmental standards. 

    Energy Secretary Ed Miliband said: 

    Build, build, build – that is what Britain’s clean energy mission is all about.  

    The British people have been left vulnerable to global energy markets for too long – and the only way out is to build our way to a new era of clean electricity. 

    Nuclear power creating thousands of skilled jobs. That is what this government will deliver.

    Alongside reforms to the siting process, a specialist taskforce will lead on making sure nuclear regulation incentivises investment, to deliver new projects more quickly and cost efficiently, while upholding high safety and security standards. 

    Britain is currently considered one of the world’s most expensive countries in which to build nuclear power. The taskforce will speed up the approval of new reactor designs and streamline how developers engage with regulators.  

    Nuclear regulation will cover both civil and defence nuclear to help unlock economic growth in the sector.  

    The taskforce will better align the UK with international partners so reactor designs approved abroad could be green lit more quickly, minimising expensive changes. It will also examine how to reduce duplication and simplify processes where there are multiple regulators covering overlapping issues, as well as ensuring regulatory decisions are both safe and proportionate. 

    The work will help the issues faced by projects such as Hinkley Point C, where three European regulators reached different assessments on the reactor design, leading to delays and increased costs. 

    The UK’s rigorous safety standards and record will continue to be upheld. Nuclear plants are designed with multiple layers of safety measures including making them robust enough to withstand a direct aircraft impact. 

    This is part of the government push to drive growth – building on the Prime Minister’s announcement to overhaul the legal challenges to major infrastructure projects including nuclear – with Sizewell C having suffered increased legal costs and uncertainty as a result of local activists taking them to court.  

    In a volatile world, where oil and gas prices are driven by tyrants like Putin, the drive for new nuclear is an integral part of the government’s plans to replace the UK’s dependence on fossil fuel markets with clean homegrown energy, to make the UK energy independent and protect consumers with clean, homegrown power.  

    Since July, the government has committed to driving forward new nuclear including further funding for Sizewell C at the Autumn Budget 2024.  

    Great British Nuclear also continues to progress the small modular reactor competition, with contract negotiations currently underway. 

    Gary Smith, GMB General Secretary, said: 

    GMB has long said there can be no net zero without new nuclear. 

    For too long, the failure to deliver new nuclear has weakened our energy security and undermined economic growth. 

    Sizewell C stands ready and waiting for the green light to power up our country’s future. 

    Now we need to see spades in the ground without delay.

    Alistair Black, Senior Director, UK at X-energy said: 

    Opening up new siting opportunities for a fleet of advanced reactors will help unlock tens of billions of pounds of investment and growth across the country, bringing clean secure electricity and heat for industry. 

    We welcome this step today, and the intent to streamline assessment processes whilst ensuring robust regulatory standards continue to be met. We look forward to reviewing this in detail and responding to the consultation.

    Simone Rossi, CEO of EDF in the UK, said:

    As a major operator, investor and developer, EDF welcomes the proposals designed to speed up new nuclear projects in the UK and unlock economic growth.

    Nuclear is essential to a secure, low carbon energy system and is the ideal partner to renewables. There is a great opportunity to build new infrastructure across England and Wales, to replace aging stations and take advantage of available skills, existing grid connections and supportive communities.

    “The opportunity will only be fully realised with the necessary reforms to planning and regulation, alongside continuing to build on the critical work at Hinkley Point C and Sizewell C to further develop skills and supply chains.”

    Darren Hardman, CEO, Microsoft UK, said: 

    We welcome the government’s plans to accelerate the building of safe, modern nuclear as part of the energy mix. Economic growth will require increased energy supply for the UK, but we must not lose sight of our ambitions for a fully decarbonised grid.

    Chair of Great British Nuclear Simon Bowen said:

    Nuclear energy is a powerful tool for growing the UK’s economy. By expanding the range of sites where safe, secure, reliable, and clean nuclear energy plants can be built, there is huge potential to positively transform areas facing economic uncertainty. 

    Today’s announcement also signals exciting opportunities to co-locate nuclear energy generation on data centre sites and to decarbonise industrial processes.

    Nuclear is one of the safest and cleanest forms of energy generation. The new independent nuclear regulation taskforce will help unlock growth and investment by providing clarity and certainty while ensuring regulations are fit for purpose.

    Tom Greatrex, Chief Executive of the Nuclear Industry Association, said:

    This is the Prime Minister’s strongest signal yet that new nuclear is critical to the growth and clean power mission. A more streamlined planning system will give certainty to investors, the supply chain and communities, and will enable us to get on with building new nuclear plants on more sites and at pace for a cleaner, more secure power system.

    We need to make Britain the best possible place to build new nuclear, both large-scale and SMRs, which means avoiding unnecessary stumbling blocks and ensuring regulations are proportionate to our urgent need for low carbon power, energy security and good jobs.

    Jonathan Geldart, Director General of the Institute of Directors, said:

    The government is right to identify nuclear power as a crucial contributor to the UK’s future electricity needs. This development shows the right desire to overcome the significant challenges involved in building back nuclear at scale, in terms of planning obstacles and project delivery. Despite these challenges, today’s announcement marks a significant move forward.

    Mike Clancy, General Secretary of Prospect said:

    The government’s ambition to drive forward a new generation of nuclear power after decades of delay is exactly what Britain needs.

    Nuclear is not only essential for hitting our Net Zero goals and maintaining energy security, it also creates thousands of good, well-paid jobs in areas of the country where they are sorely needed.

    Speeding up the approval of new sites and new reactors is an important step towards enabling investment in new nuclear. The government’s support for Sizewell C is also a welcome vote of confidence in the sector and bringing this project to a Final Investment Decision will provide a strong foundation for its future growth.

    The success of Britain’s world class nuclear sector is built on a robust regulatory process, and we welcome a review of this framework to ensure it is supporting investment while still providing assurance that high safety standards are being maintained.

    Cathal O’Rourke, Laing O’Rourke’s Group Chief Executive Officer said:

    This announcement is a significant step forward for the UK’s nuclear industry. The clarity provided by these new planning rules, the focus on streamlining the regulatory process, and the emphasis on standardising reactor designs is precisely the sort of clear, unequivocal direction the industry needs.

    Having played a central role in delivering nuclear capacity at Hinkley Point C, we understand the complexities of these projects firsthand and these new measures, particularly around regulatory reform and streamlined planning, will be invaluable in ensuring future projects, like Sizewell C, can be delivered more efficiently and cost-effectively.  

    In particular, standardisation and an industrialised approach will be key to driving down costs and accelerating construction timelines, ensuring we can deploy new nuclear capacity efficiently and at pace by adopting a “copy, improve, repeat” approach to design and implementation. This type of approach would also improve worker welfare conditions on site from a physical and wellbeing perspective.

    This clear signal from government will unlock investment, create jobs nationwide for shared prosperity, including an ability to plan for long-term investment in apprenticeships, and ensure the UK can benefit from clean, locally supplied nuclear power for generations to come.

    Chris Conboy, Managing Director, Nuclear EMEA at AtkinsRéalis said:

    We welcome plans to accelerate new nuclear developments. Speeding up lengthy planning processes would help to bring forward new projects faster, strengthening the UK’s world-class nuclear supply chain and creating jobs and skills across the country. 

    Nuclear will be the cornerstone of a reliable net zero energy system. We need both large and small nuclear technologies to realise our AI ambitions, bolster our energy security, and enable the sustainable development of towns, cities and industries across the UK: building the right technology in the right locations is vital to power the UK’s growth agenda and meet our net zero goals.

    David Omand, former Director of GCHQ said: 

    It is very welcome to see this government pushing forward on their commitment to national security by making the UK more energy secure and speeding up nuclear power to boost growth across the country. Nuclear is critical to national security, and taking this kind of action is a mark of the seriousness with which Keir Starmer takes the challenges of modern geopolitics. I fully support this push to knock down barriers to safe, modern nuclear as part of the nation’s critical infrastructure.

    Kim Darroch, former National Security Adviser said: 

    As a former National Security Adviser, I think driving for as much homegrown clean power as possible in this age of global turbulence should be among our top national security objectives. So I welcome the Prime Minister’s intervention to accelerate the regeneration of our nuclear power industry.

    Julian David OBE, CEO, techUK said: 

    If we want the UK economy to keep growing, we must invest in our energy infrastructure. We are pleased to see the Government announce new plans to reform planning rules to expand new energy generation. This move will boost the economy, create new jobs, and ensure the UK is not reliant on external agents for its own energy supply.

    Updates to this page

    Published 6 February 2025

    MIL OSI United Kingdom –

  • MIL-OSI Submissions: Aviation – Lufthansa Group Airlines use Apple AirTag location feature for baggage processes

    Source: Lufthansa Group

    Now available: Lufthansa Group Airlines use Apple AirTag location feature for baggage processes:

    • Lufthansa Group airlines now offer Apple AirTag integration for enhanced baggage tracking
    • Passengers can securely share AirTag data for faster and more transparent baggage solutions
    • The new feature is part of ongoing digital innovations by Lufthansa Group’s “Digital Hangar”

    New York, 4 February 2025 – Lufthansa Group Airlines are introducing a new service for their passengers effective immediately. Lufthansa, SWISS, Austrian Airlines, Brussels Airlines and Eurowings are integrating the Apple AirTag location feature into their baggage tracing. Now, customers can use the new function to privately and securely share the location of their AirTag or Find My network accessory via the familiar digital channels of the baggage tracing service. The group’s airlines integrate this information into their systems accordingly and can therefore digitally support baggage tracking.

    “Our digital products team, the ‘Digital Hangar’ with its approximately 1,000 experts, offers our customers new digital services, transparent information and support along the entire journey every month,” said Dieter Vranckx, Member of the Executive Board and Chief Commercial Officer of the Lufthansa Group. “The use of Apple AirTag data is one example of many ways in which we are continuously developing the customer journey of all our Group airlines due to innovative digital services.”

    “Thanks to our app and website, passengers can now find solutions quickly and easily in the event of irregularities,” added Oliver Schmitt, Head of the Lufthansa Group Digital Hangar. “In particular, we have been able to achieve significant improvements in the last few months in the area of baggage tracing. The integration of our customers’ AirTag data opens up additional possibilities for us to act even more efficiently and quickly.”

    MIL OSI – Submitted News –

  • MIL-OSI Security: 5 Arrested in Law Enforcement Operation Targeting Fraudulent Withdrawal of Benefits Designated for Low-Income Families

    Source: Office of United States Attorneys

    LOS ANGELES – A multi-agency law enforcement operation has resulted in the arrest of five illegal aliens who allegedly used information from “skimmed” electronic benefit transfer (EBT) cards to “clone” counterfeit cards and steal funds that had been disbursed to low-income individuals by the State of California, the Justice Department announced today.

    Three of the defendants have been ordered detained without bond, and two of the five defendants arrested on Sunday are expected to make their initial appearances in United States District Court today.

    During the operation on Sunday, approximately 70 law enforcement officers began monitoring ATM locations across the Los Angeles area to identify individuals who were making multiple cash withdrawals with cards encoded with information that had been stolen from cards used by the California Department of Social Services (DSS) to provide CalFresh and CalWORKs benefits to qualified recipients.

    Authorities made arrests after determining that the suspects making withdrawals at the ATMs were not entitled to access funds that had been deposited into accounts belonging to legitimate EBT beneficiaries.

    “These defendants who are illegally in the United States targeted and stole from some of the poorest members of our community,” said Acting United States Attorney Joseph T. McNally. “This fraudulent activity has contributed to significant financial losses, undermining an essential lifeline for struggling families. The U.S. Attorney’s office, in close collaboration with our law enforcement counterparts, will continue to root out this criminal conduct and protect our most vulnerable citizens from further exploitation.”

    “This successful operation targeted transnational criminal organizations that have been stealing from our less fortunate neighbors and the taxpayers,” said HSI Los Angeles Acting Special Agent in Charge John Pasciucco. “HSI Los Angeles and our partners will work day and night to ensure that this help continues to be available to those who need it most, and not in the pockets of greedy criminals.”

    Late Monday, federal prosecutors filed three criminal complaints charging the five defendants with the use of unauthorized access devices (the cards with stolen EBT account numbers and PINs used to make the cash withdrawals). The defendants arrested Sunday allegedly made unauthorized withdrawals, obtaining as much as $25,480. The defendants named across three criminal complaints are:

    • Marcel Musat, 53, of Romania, who is charged with one count of use of unauthorized access devices and allegedly had approximately 45 cloned cards on his person when he was arrested. Musat admitted to investigators he had overstayed his visa and therefore is illegally in the United States. At a hearing Tuesday afternoon, Musat was ordered held without bond. He is scheduled to be arraigned on March 11.
    • Ionut Calciu, 31, of Romania, who is charged with one count of use of unauthorized access devices and allegedly possessed 10 counterfeit EBT cards when he was arrested. According to court documents, Calciu previously was convicted of aggravated robbery in Romania. Calciu, who is an illegal alien, is scheduled to appear in court today.
    • Florian Serban, 51, of Romania, who is charged with one count of use of unauthorized access devices and he allegedly possessed 58 re-encoded California EBT cards. Serban is due to appear in court today.
    • Wesley David Adrian Dimoua-Moua, 36, of France, who is charged with one count of use of unauthorized devices and allegedly had 11 counterfeit EBT cards when he was arrested. Dimoua-Moua is a visa overstay illegally present in the United States. At a hearing Tuesday afternoon, Dimoua-Moua was ordered held without bond. He is scheduled to be arraigned on February 24.
    • Hichem Mohamed El Mabrouk, 35, of France, who is charged with one count of use of unauthorized access devices and allegedly was in possession of 37 re-encoded California EBT cards when he was arrested. At a hearing Tuesday afternoon, El Mabrouk was ordered held without bond. He is scheduled to be arraigned on March 11.

    DSS detected more than $126.8 million stolen from victim EBT cards in 2024, according to court documents. This fraud has targeted CalWORKs and CalFresh (previously known as “food stamps”), both of which are intended to help low-income beneficiaries purchase food and provide for basic needs.

    The investigation has revealed that the fraudulent withdrawal of these benefits is done with “cloned” cards, which are debit cards, gift cards or other devices with magnetic strips that have been encoded with information from legitimate EBT cards. Court documents allege that at least some of those involved in the fraudulent withdrawals also possessed “skimming” devices that could be used to record personal identification information from victims.

    Criminal complaints and indictments contain allegations that a defendant has committed a crime. Every defendant is presumed innocent until and unless proven guilty beyond a reasonable doubt.

    Homeland Security Investigation’s El Camino Real Task Force, which includes special agents with HSI and the United States Secret Service, as well as officers with the Los Angeles Police Department, is conducting the investigations in this matter.

    A number of law enforcement agencies provided significant support during Sunday’s operation, including the California Department of Social Services, the United States Marshals Service, the Los Angeles County District Attorney’s Office, the Los Angeles County Sheriff’s Department, the Hermosa Beach Police Department, the Baldwin Park Police Department, the Culver City Police Department, the El Monte Police Department, the Inglewood Police Department, the Orange County District Attorney’s Office, and the U.S. Department of Agriculture – Office of Inspector General.

    Assistant United States Attorneys Diane Roldán, Alexander H. Tran and Sophia Carrillo of the General Crimes Section are prosecuting these cases.

    MIL Security OSI –

  • MIL-OSI: ASSOCIATED CAPITAL GROUP, INC. Reports Fourth Quarter and Full Year Results

    Source: GlobeNewswire (MIL-OSI)

    • Year-end AUM: $1.25 billion at December 31, 2024
    • Book Value was $42.14 per share at year-end 2024 which reflects $2.20 per share of dividends paid vs. Book Value of $42.11 per share a year ago
    • Sold 1.15 million shares of GAMCO to GAMCO for proceeds of $30.4 million
    • Ended 2024 with cash and investments of $40.78 per share
    • Returned $58.6 million, or $2.72 per share, to shareholders through dividends and share repurchases in 2024
    • Completed shareholder-designated charitable contributions to 501(c)(3) organizations bringing the total to $42 million since our 2015 spin-off

    GREENWICH, Conn., Feb. 05, 2025 (GLOBE NEWSWIRE) — Associated Capital Group, Inc. (“AC” or the “Company”), a diversified financial services company, today reported its financial results for the fourth quarter and full year-ended December 31, 2024.

    Financial Highlights – GAAP basis            
    ($’s in 000’s except AUM and per share data)            
                 
        Fourth Quarter     Full Year  
    (Unaudited)    2024     2023     2024     2023  
    AUM – end of period (in millions)   $ 1,248     $ 1,591     $ 1,248     $ 1,591  
    AUM – average (in millions)     1,291       1,581       1,410       1,659  
                                     
    Revenues     5,154       5,636       13,175       12,683  
    Operating loss before management fee (Non-GAAP)     (3,059 )     (2,451 )     (12,883 )     (11,501 )
    Investment and other non-operating income, net     4,372       26,672       71,488       63,812  
    Income before income taxes     1,179       21,850       52,735       46,865  
                                     
    Net income     4,280       16,342       44,328       37,451  
    Net income per share – basic and diluted   $ 0.20     $ 0.76     $ 2.08     $ 1.72  
                                     
    Class A shares outstanding (000’s)     2,234       2,587       2,234       2,587  
    Class B “ “     18,951       18,951       18,951       18,951  
    Total “ “     21,185       21,538       21,185       21,538  
    Book Value per share   $ 42.14     $ 42.11     $ 42.14     $ 42.11  
                                     

    Fourth Quarter Financial Data

    • Assets under management ended the quarter at $1.25 billion versus $1.34 billion at September 30, 2024.
    • At December 31, 2024, book value per share was $42.14 per share, reflecting the $2.20 per share of dividends paid versus $42.11 per share at December 31, 2023.

    Fourth Quarter Results

    Fourth quarter revenues were $5.2 million compared to $5.6 million for the fourth quarter of 2023. Revenues generated by the GAMCO International SICAV – GAMCO Merger Arbitrage (the “SICAV”) were $1.0 million versus $0.8 million in the prior year period. All other revenues were $4.2 million compared to $4.8 million in the year ago quarter.

    Starting in December 2023, the Company began recognizing 100% of the merger arbitrage SICAV revenues received by Gabelli Funds, LLC (“Gabelli Funds”). In turn, AC pays the marketing expenses of the SICAV previously paid by Gabelli Funds and remits an administrative fee to Gabelli Funds for administrative services provided. This change better aligns the financial arrangements with the services rendered by each party. The net effect of this change had no material impact on our net operating results.

    Total operating expenses, excluding management fee, were $8.2 million in the fourth quarter 2024 compared to $8.1 million in the comparable 2023 period.

    Net investment and other non-operating income was $4.4 million for the fourth quarter versus $26.7 million in the year ago quarter, reflecting interest income in the current quarter offset partially by shareholder designated contribution expense.

    The fourth quarter of 2024 includes a Management fee of $0.1 million versus $2.4 million in the fourth quarter of 2023. Our provision for income taxes was a benefit of $3.1 million for the quarter, resulting from deferred tax benefits from the sale of GAMCO shares, compared to expense of $5.6 million in the comparable period of 2023.

    Full Year Results

    Revenues for the year ended 2024 were $13.2 million compared to $12.7 million in 2023. Revenues generated by the GAMCO International SICAV – GAMCO Merger Arbitrage were $5.0 million versus $3.7 million in the prior year period. All other revenues were $8.2 million compared to $9.0 million in the year ago quarter.   

    For 2024, the operating loss before Management fee was $12.9 million compared to $11.5 million in 2023.

    The full year 2024 net investment and other non-operating income was $71.5 million versus $63.8 million, primarily due to higher dividend income from GAMCO Investors, Inc. (“GAMCO”) in 2024.

    In 2024, Management fee was $5.9 million compared to $5.4 million in 2023.

    Our income tax rate for the year was 15.8% compared to 19.5% for the prior year primarily driven by deferred tax benefits from the sale of GAMCO shares that reduced the current period’s effective tax rate.

    Assets Under Management (AUM)

    Assets under management ended the year at $1.25 billion, $343 million less than year-end 2023, reflecting net outflows of $363 million and the impact of currency fluctuations in non-US dollar denominated classes of investment funds of $29 million, offset partially by market appreciation of $49 million. In the merger arbitrage strategy, most of the outflows ($198 million) were tied to GAMCO Merger Arbitrage UCITS (a Luxembourg entity organized as an Undertaking for Collective Investment in Transferrable Securities). These outflows were generally driven by our clients including wealth managers, bank platforms and insurance companies reallocating funds to other asset classes.

    AUM since spin-off:

          December 31,  
    ($ in millions)     2024     2023     2022       2021       2020       2019       2018       2017       2016     2015  
    Merger Arbitrage   $ 1,003   $ 1,312   $ 1,588     $ 1,542     $ 1,126     $ 1,525     $ 1,342     $ 1,384     $ 1,076     $ 869  
    Long/Short Value(a)     209     244     222       195       180       132       118       91       133       145  
    Other     36     35     32       44       45       59       60       66       63       66  
    Total AUM   $ 1,248   $ 1,591   $ 1,842     $ 1,781     $ 1,351     $ 1,716     $ 1,520     $ 1,541     $ 1,272     $ 1,080  

    (a) Assets under management represent the assets invested in this strategy that are attributable to AC.

    Alternative Investment Management

    The alternative investment strategy offerings center around our merger arbitrage strategy, which has an absolute return focus of generating returns independent of the broad equity and fixed income markets. We also offer strategies utilizing fundamental, active, event-driven and special situations investments.

    Merger Arbitrage

    For the fourth quarter of 2024, our longest continuously offered fund in the merger arbitrage strategy generated gross returns of 0.95% (0.57% net of fees). For the full year, gross returns were 5.83% (3.82% net of fees), adding to its historical record of positive net returns in 38 of the last 40 years. A summary of the performance is as follows:

                              Full Year                  
    Performance%(a)   4Q ’24     4Q ’23         2024     2023     2022     2021     2020     5 Year(b)     Since 1985(b)(c)  
    Merger Arb                                                                            
    Gross     0.95       3.19           5.83       5.49       4.47       10.81       9.45       7.18       9.98  
    Net     0.57       2.35           3.82       3.56       2.75       7.78       6.70       4.90       7.06  

    (a) Net performance is net of fees and expenses, unless otherwise noted. Performance shown is for an actual fund in this strategy. The performance of other funds in this strategy may vary. Past performance is no guarantee of future results.

    (b) Represents annualized returns through December 31, 2024

    (c) Inception Date: February 1985

    Since its inception in 1985, our longest continuously offered fund in the merger arbitrage strategy has consistently outperformed the return on 90-day T-Bills. The summary historical performance is as follows:

    Merger Arbitrage (1)
    Percent Return (%)
    Year Gross Return Net Return 90 Day
    T-Bills
    2024 5.83 3.82 5.45
    2023 5.49 3.56 5.26
    2022 4.47 2.75 1.50
    2021 10.81 7.78 0.05
    2020 9.45 6.70 0.58
    2019 8.55 5.98 2.25
    2018 4.35 2.65 1.86
    2017 4.69 2.92 0.84
    2016 9.13 6.44 0.27
    2015 5.33 3.43 0.03
    2014 3.89 2.29 0.03
    2013 5.33 3.43 0.05
    2012 4.32 2.63 0.07
    2011 4.89 3.07 0.08
    2010 9.07 6.35 0.13
    2009 12.40 9.15 0.16
    2008 0.06 -0.94 1.80
    2007 6.39 4.26 4.74
    2006 12.39 8.96 4.76
    2005 9.40 6.63 3.00
    2004 5.49 3.69 1.24
    2003 8.90 6.26 1.07
    2002 4.56 2.45 1.70
    2001 7.11 4.56 4.09
    2000 18.10 13.57 5.96
    1999 16.61 12.31 4.74
    1998 10.10 7.21 5.06
    1997 12.69 9.21 5.25
    1996 12.14 8.84 5.25
    1995 14.06 10.27 5.75
    1994 7.90 5.53 4.24
    1993 12.29 8.91 3.09
    1992 7.05 4.78 3.62
    1991 12.00 8.76 5.75
    1990 9.43 6.67 7.92
    1989 23.00 17.55 8.63
    1988 45.84 35.66 6.76
    1987 -13.67 -14.54 5.90
    1986 33.40 26.14 6.24
    1985 30.47 22.64 7.82
           
    Average 10.34 7.31 3.32
           

    (1) The performance above refers to our longest continuously offered fund in the merger arbitrage strategy (net and gross returns). Net returns are net of management and incentive fees. Individual investment returns may differ due to timing of investment and other factors. Past performance is not indicative of future results.

    Worldwide mergers and acquisitions (“M&A”) totaled $3.2 trillion in 2024, an increase of 10% compared to 2023, with strength across all major geographies. The US remained the preferred venue for dealmaking, with volume of approximately $1.4 trillion, an increase of about 5% and accounting for 45% of worldwide M&A. European deal activity increased 22% to $700 billion, and cross-border M&A totaled approximately $1.1 trillion, a 12% increase compared to 2023. Technology returned to the top sector for deals with approximately $500 billion in 2024, an increase of 32% compared to 2023 and accounting for 16% of total deals. Energy & Power accounted for 15% of deal activity ($477 billion), while Financials accounted for 14% of total volume ($453 billion), an increase of 51% compared to 2023. Private Equity firms remained acquisitive with $706 billion of announced deals, accounting for 22% of total M&A and increasing 24% compared to 2023.

    With the change at the White House and Congress we are seeing a “changing of the guard” with respect to several M&A – related regulatory appointments, some of which will have a material impact on M&A investing:  most notably, the Chair of the U.S. Federal Trade Commission (“FTC”) and the U.S. Attorney General who heads The Department of Justice (“DOJ”). These changes are likely to facilitate an increase in deal activity as corporate sentiment shifts to move ahead with transformational transactions for their businesses.

    The Merger Arbitrage strategy is offered by mandate and client type through partnerships and offshore corporations serving accredited as well as institutional investors. The strategy is also offered in separately managed accounts, a Luxembourg UCITS and a London Stock Exchange listed investment company, Gabelli Merger Plus+ Trust Plc (GMP-LN).  

    Acquisitions

    Associated Capital Group’s plan is to accelerate the use of its capital. We intend to leverage our research and investment capabilities by pursuing acquisitions and alliances that will broaden our product offerings and add new sources of distribution. In addition, we may make direct investments in operating businesses using a variety of techniques and structures to accomplish our objectives.

    Giving Back to Society – (Y)our “S” in ESG

    AC seeks to be a good corporate citizen by supporting our community through sponsoring local organizations. On August 7, 2024, the Board of Directors approved a $0.20 per share shareholder designated charitable contribution (“SDCC”) for registered shareholders. Based on the program created by Warren Buffett at Berkshire Hathaway, our corporate charitable giving is unique in that the recipients of AC’s charitable contributions are chosen directly by our shareholders, rather than by our corporate officers. In the first quarter of 2025, we completed the distribution of approximately $4.0 million to various organizations selected by our shareholders for our 2024 program. Since our spin-off as a public company, the shareholders of AC have donated approximately $42 million, including the most recent SDCC, to over 200 501(c)(3) organizations that address a broad range of local, national and international concerns.

    Shareholder Dividends and Buybacks

    At its meeting on November 8, 2024, the Board of Directors declared a semi-annual dividend of $0.10 per share, which was paid on December 19, 2024 to shareholders of record on December 5, 2024. For the full year, the Company paid dividends of $46.8 million, or $2.20 per share.

    During the fourth quarter, AC repurchased 63,075 Class A shares, for $2.3 million, at an average price of $35.87 per share. Furthermore, for the full year AC repurchased 353,116 Class A shares, for $11.8 million, at an average price of $33.53 per share.

    The Company intends to continue to repurchase additional shares, but share repurchases may vary from time to time and will take into account macroeconomic issues, market trends, and other factors that the Company deems appropriate.

    Since our spin-off from GAMCO on November 30, 2015, AC has returned $184.2 million to shareholders through share repurchases and exchange offers, and paid dividends of $83.2 million.

    At December 31, 2024, there were 2.234 million Class A shares and 18.951 million Class B shares outstanding.

    About Associated Capital Group, Inc.

    Associated Capital Group, Inc. (NYSE:AC), based in Greenwich, Connecticut, is a diversified global financial services company that provides alternative investment management through Gabelli & Company Investment Advisers, Inc. (“GCIA”). We have also earmarked proprietary capital for our direct investment business that invests in new and existing businesses. The direct investment business is developing along several core pillars, including Gabelli Private Equity Partners, LLC (“GPEP”), formed in August 2017 with $150 million of authorized capital as a “fund-less” sponsor. We also created Gabelli Principal Strategies Group, LLC (“GPS”) in December 2015 to pursue strategic operating initiatives.

    Operating Loss Before Management Fee

    Operating loss before management fee represents a non-GAAP financial measure used by management to evaluate its business operations. We believe this measure is useful in illustrating the operating results of the Company, as management fee expense is based on pre-tax income before management fee expense, which includes non-operating items including investment gains and losses from the Company’s proprietary investment portfolio and interest expense.

        Three Months Ended     Year Ended  
        December 31,     December 31,  
    ($ in 000’s)   2024     2023     2024     2023  
                                     
    Operating loss – GAAP   $ (3,193 )   $ (4,822 )   $ (18,753 )   $ (16,947 )
                                     
    Add: management fee expense (1)     134       2,371       5,870       5,446  
                                     
    Operating loss before management fee – Non-GAAP   $ (3,059 )   $ (2,451 )   $ (12,883 )   $ (11,501 )

    (1) Management fee expense is incentive-based and is equal to 10% of Income before management fee and income taxes and excludes the impact of consolidating entities. For the three months ended December 31, 2024 and 2023, Income before management fee, income taxes and excluding consolidated entities was income of $1,340 and $23,710, respectively. As a result, $134 and $2,371 was accrued for the 10% management fee expense in 2024 and 2023 periods, respectively. For the year ended December 31, 2024 and 2023, Income before management fee, income taxes and excluding consolidated entities was income of $58,699 and $54,456, respectively. As a result, $5,870 and $5,446 was accrued for the 10% management fee expense in 2024 and 2023, respectively.

    Table I

    ASSOCIATED CAPITAL GROUP, INC.
    UNAUDITED CONDENSED CONSOLIDATED STATEMENTS OF FINANCIAL CONDITION
    (Amounts in thousands, except share data)    		  
              December 31,  
              2024     2023  
    ASSETS                        
    Cash, cash equivalents and US Treasury Bills           $ 367,850     $ 406,642  
    Investments in securities and partnerships             487,623       420,706  
    Investment in GAMCO stock             16,920       45,602  
    Receivable from brokers             27,634       30,268  
    Income taxes receivable, including deferred tax assets, net             6,021       8,474  
    Other receivables             4,778       5,587  
    Other assets             24,463       26,518  
    Total assets           $ 935,289     $ 943,797  
                             
    LIABILITIES, REDEEMABLE NONCONTROLLING INTERESTS AND EQUITY  
                             
    Payable to brokers           $ 5,491     $ 4,459  
    Compensation payable             17,747       15,169  
    Securities sold short, not yet purchased             8,436       5,918  
    Accrued expenses and other liabilities             5,317       5,173  
    Total liabilities             36,991       30,719  
                             
    Redeemable noncontrolling interests             5,592       6,103  
                             
    Total Associated Capital Group, Inc. equity             892,706       906,975  
                             
    Total liabilities, redeemable noncontrolling interests and equity           $ 935,289     $ 943,797  
                             

    Notes:
    (1) Certain captions include amounts related to a consolidated variable interest entity (“VIE”) and voting interest entity (“VOE”). Refer to the Consolidated Financial Statements included in the 10-K report to be filed for the year ended December 31, 2024 for more details on the impact of consolidating these entities.

    (2) Investment in GAMCO stock: 699,749 and 2,386,295 shares, respectively.

    Table II

    ASSOCIATED CAPITAL GROUP, INC.
    UNAUDITED CONDENSED CONSOLIDATED STATEMENTS OF INCOME
    (Amounts in thousands, except per share data)

    		  
        Three Months Ended
    December 31,    		     Year Ended
    December 31,    		  
        2024     2023     2024     2023  
                             
    Investment advisory and incentive fees   $ 5,049     $ 5,535     $ 12,755     $ 12,324  
    Other     105       101       420       359  
    Total revenues     5,154       5,636       13,175       12,683  
                                     
    Compensation     6,316       5,809       18,293       17,246  
    Other operating expenses     1,897       2,278       7,765       6,938  
    Total expenses     8,213       8,087       26,058       24,184  
                                     
    Operating loss before management fee      (3,059 )     (2,451 )     (12,883 )     (11,501 )
                                     
    Net investment gain/(loss)     (41 )      21,398       42,767       43,033  
    Dividend income from GAMCO     92       96       5,454       384  
    Interest and dividend income, net     7,384       7,591       26,779       24,412  
    Shareholder-designated contribution     (3,063 )     (2,413 )     (3,512 )     (4,017 )
    Investment and other non-operating income, net     4,372       26,672       71,488       63,812  
                                     
    Income before management fee and income taxes     1,313       24,221       58,605       52,311  
    Management fee     134       2,371       5,870       5,446  
    Income before income taxes     1,179       21,850       52,735       46,865  
    Income tax expense/(benefit)     (3,108 )      5,551       8,307       9,137  
    Income before noncontrolling interests     4,287       16,299       44,428       37,728  
    Income/(loss) attributable to noncontrolling interests     7       (43 )     100       277  
    Net income attributable to Associated Capital Group, Inc.’s shareholders   $ 4,280     $ 16,342     $ 44,328     $ 37,451  
                                     
    Net income per share attributable to Associated Capital Group, Inc.’s shareholders:                                
    Basic   $ 0.20     $ 0.76     $ 2.08     $ 1.72  
    Diluted   $ 0.20     $ 0.76     $ 2.08     $ 1.72  
                                     
    Weighted average shares outstanding:                                
    Basic     21,222       21,576       21,347       21,771  
    Diluted     21,222       21,576       21,347       21,771  
                                     
    Actual shares outstanding – end of period     21,185       21,538       21,185       21,538  

    SPECIAL NOTE REGARDING FORWARD-LOOKING INFORMATION

    The financial results set forth in this press release are preliminary. Our disclosure and analysis in this press release, which do not present historical information, contain “forward-looking statements” within the meaning of the U.S. Private Securities Litigation Reform Act of 1995. Forward-looking statements convey our current expectations or forecasts of future events. You can identify these statements because they do not relate strictly to historical or current facts. They use words such as “anticipate,” “estimate,” “expect,” “project,” “intend,” “plan,” “believe,” and other words and terms of similar meaning. They also appear in any discussion of future operating or financial performance. In particular, these include statements relating to future actions, future performance of our products, expenses, the outcome of any legal proceedings, and financial results. Although we believe that we are basing our expectations and beliefs on reasonable assumptions within the bounds of what we currently know about our business and operations, the economy and other conditions, there can be no assurance that our actual results will not differ materially from what we expect or believe. Therefore, you should proceed with caution in relying on any of these forward-looking statements. They are neither statements of historical fact nor guarantees or assurances of future performance.

    Forward-looking statements involve a number of known and unknown risks, uncertainties and other important factors, some of which are listed below, that are difficult to predict and could cause actual results and outcomes to differ materially from any future results or outcomes expressed or implied by such forward-looking statements. Some of the factors that could cause our actual results to differ from our expectations or beliefs include a decline in the securities markets that adversely affect our assets under management, negative performance of our products, the failure to perform as required under our investment management agreements, and a general downturn in the economy that negatively impacts our operations. We also direct your attention to the more specific discussions of these and other risks, uncertainties and other important factors contained in our Form 10 and other public filings. Other factors that could cause our actual results to differ may emerge from time to time, and it is not possible for us to predict all of them. We do not undertake to update publicly any forward-looking statements if we subsequently learn that we are unlikely to achieve our expectations whether as a result of new information, future developments or otherwise, except as may be required by law.

    Ian J. McAdams
    Chief Financial Officer
    (914) 921-5078
    Associated-Capital-Group.com

    A photo accompanying this announcement is available at https://www.globenewswire.com/NewsRoom/AttachmentNg/d3637934-12dd-409f-93dd-27bbb1388a85

    The MIL Network –

  • MIL-OSI: Weatherford Announces Fourth Quarter and Full Year 2024 Results

    Source: GlobeNewswire (MIL-OSI)

    • Fourth quarter revenue of $1,341 million decreased 5% sequentially and 2% year-over-year; full year revenue of $5,513 million increased 7% from prior year, driven by international revenue growth of 10%
    • Fourth quarter operating income of $198 million decreased 19% sequentially and 8% year-over-year; full year operating income of $938 million increased 14% from prior year
    • Fourth quarter net income of $112 million, an 8.4% margin, decreased 29% sequentially and 20% year-over-year; full year net income of $506 million, a 9.2% margin, increased by 21% from prior year
    • Fourth quarter adjusted EBITDA* of $326 million, a 24.3% margin, decreased 8%, or 88 basis points, sequentially and increased 2%, or 74 basis points, year-over-year; full year adjusted EBITDA* of $1,382 million, a 25.1% margin, increased 17%, or 197 basis points, from prior year
    • Fourth quarter cash provided by operating activities of $249 million and adjusted free cash flow* of $162 million; full year cash provided by operating activities of $792 million and adjusted free cash flow* of $524 million
    • Shareholder return of $67 million for the quarter, which included dividend payments of $18 million and share repurchases of $49 million
    • Board approved quarterly cash dividend of $0.25 per share, payable on March 19, 2025, to shareholders of record as of February 21, 2025

    *Non-GAAP – refer to the section titled Non-GAAP Financial Measures Defined and GAAP to Non-GAAP Financial Measures Reconciled

    HOUSTON, Feb. 05, 2025 (GLOBE NEWSWIRE) — Weatherford International plc (NASDAQ: WFRD) (“Weatherford” or the “Company”) announced today its results for the fourth quarter of 2024 and full year 2024.

    Revenues for the fourth quarter of 2024 were $1,341 million, a decrease of 5% sequentially and 2% year-over-year. Operating income was $198 million in the fourth quarter of 2024, compared to $243 million in the third quarter of 2024 and $216 million in the fourth quarter of 2023. Net income in the fourth quarter of 2024 was $112 million, with an 8.4% margin, a decrease of 29%, or 279 basis points, sequentially, and a decrease of 20%, or 193 basis points, year-over-year. Adjusted EBITDA* was $326 million, a 24.3% margin, a decrease of 8%, or 88 basis points, sequentially, and an increase of 2%, or 74 basis points, year-over-year. Basic income per share in the fourth quarter of 2024 was $1.54 compared to $2.14 in the third quarter of 2024 and $1.94 in the fourth quarter of 2023. Diluted income per share in the fourth quarter of 2024 was $1.50 compared to $2.06 in the third quarter of 2024 and $1.90 in the fourth quarter of 2023.

    Fourth quarter 2024 cash flows provided by operating activities were $249 million, compared to $262 million in the third quarter of 2024, and $375 million in the fourth quarter of 2023. Adjusted free cash flow* was $162 million, a decrease of $22 million sequentially, and $153 million year-over-year. Capital expenditures were $100 million in the fourth quarter of 2024, compared to $78 million in the third quarter of 2024, and $67 million in the fourth quarter of 2023.

    Revenue for the full year 2024 was $5,513 million, compared to revenues of $5,135 million in 2023. Operating income for the full year was $938 million, compared to $820 million in 2023. The Company’s full year 2024 net income was $506 million, compared to $417 million in 2023. Full year cash flows provided by operations were $792 million, compared to $832 million in 2023. Adjusted free cash flow* for the full year was $524 million compared to $651 million in 2023. Capital expenditures for the full year 2024 were $299 million, compared to $209 million in 2023.

    Girish Saligram, President and Chief Executive Officer, commented, “The fourth quarter witnessed a significant drop in activity levels in Latin America and a more cautious tone in a few key geographies. Despite a challenging environment in the fourth quarter, the overall full year 2024 was another one of setting new operational highs, and I would like to express my gratitude to the One Weatherford team for that. We ended the year with the best safety record we have ever had, strong margin expansion and solid cash generation.

    While the activity outlook continues to evolve, margins and cash flow performance continue to be the cornerstone of our financial and strategic objectives. We are well-positioned to deliver another year of strong cash flow generation in 2025. While there is some temporary activity reduction, we continue to believe in the industry’s mid to long-term resilience and remain committed to our goal of achieving EBITDA margins in the high 20’s over the next few years.”

    *Non-GAAP – refer to the section titled Non-GAAP Financial Measures Defined and GAAP to Non-GAAP Financial Measures Reconciled

    Operational & Commercial Highlights

    • ADNOC awarded Weatherford a three-year contract for the provision of rigless services as part of the reactivation of ADNOC’s onshore strings.
    • Kuwait Oil Company (KOC) awarded Weatherford a Managed Pressure Drilling (MPD) services contract focused on improving operational efficiency, enhancing safety, accelerating well-delivery timelines, and reducing costs by deploying Weatherford’s innovative VictusTM Intelligent MPD system.
    • KOC awarded Weatherford a one-year contract to provide and operate two onshore Real Time Decision Centers.
    • A National Oil Company (NOC) in Qatar awarded Weatherford a five-year contract to provide fishing and drilling tools, with a five-year extension option.
    • An NOC in Asia awarded Weatherford a three-year contract for the provision of Wireline conveyance and tooling services and a three-year contract for Tubular Running Services (TRS) in onshore India.
    • OMV Petrom awarded Weatherford a two-year contract for openhole and cased-hole logging services in Romania.
    • A major operator in Asia awarded Weatherford a three-year contract for providing ModusTM MPD services for two zones in North and South Sumatra, and awarded a five-year contract to provide openhole and cased-hole Wireline in onshore Indonesia.
    • Khalda awarded Weatherford a three-year contract to deploy up to 300 wells in Egypt using CygNet® SCADA and ForeSite® platform.
    • Azule Energy awarded Weatherford a three-year contract to provide TRS for the NGC Project in offshore Angola. This is in addition to the recently awarded TRS contract in block 15/06 in the deepwater block.
    • PTTEP awarded Weatherford a 24-month contract to provide openhole Wireline Services in onshore Thailand.
    • A major operator in Asia awarded Weatherford with a four-year contract to provide Rotating Control Devices to enable MPD in offshore Indonesia.
    • Shell Petroleum Development Company awarded Weatherford a three-year contract to provide Well Completions and other related specialized services in onshore Nigeria.

    Technology Highlights
    On January 14, 2025, at the annual IKTVA forum held at Dahan Dharan Expo, Weatherford signed an agreement with SPARK, a fully integrated industrial ecosystem aimed at making Saudi Arabia a global energy hub. This strategic partnership, aligned with Saudi Arabia’s Vision 2030, enhances Weatherford’s local presence, boosts production capabilities, and supports the region’s energy goals. By advancing local content, fostering talent, and driving innovation, Weatherford demonstrates its commitment to economic growth and to supporting Saudi Arabia’s leadership in energy innovation.

    • Drilling & Evaluation (“DRE”)
      • In the North Sea, Weatherford successfully deployed the world’s first Dual Advanced Kickover Tool for Equinor. The unique solution enables gas lift valve replacements in just a single run, which significantly increases efficiency and reduces cost of conventional systems.
      • In Saudi Arabia, Weatherford deployed its compact wireline logging tools with shuttle technology to achieve a record total depth for Aramco. This extended reach well features the longest horizontal section, measuring 23,000 feet.
    • Well Construction and Completions (“WCC”)
      • In deepwater Brazil, Weatherford successfully installed the first OptiRoss® RFID Multi-Cycle Sliding Sleeve Valve for a major operator. The system enhances acid stimulation efficiency, improving production and boosting the reservoir’s oil recovery factor.
      • In the Middle East, Weatherford successfully deployed its market-leading Optimax Tubing Retrievable Safety Valve for an NOC. This deployment enabled gas lift valve replacements in a single run, significantly increasing efficiency and reducing costs compared to conventional systems.
    • Production and Intervention (“PRI”)
      • In the Middle East, Weatherford’s Alpha1Go remote re-entry system was deployed for an NOC, optimizing rig site operations by significantly reducing whipstock preparation time and minimizing red-zone exposure. This deployment improved both efficiency and safety, demonstrating the system’s effectiveness in facilitating well re-entry operations and real-time team collaboration in various rig environments.
      • In US land operations, Weatherford successfully deployed its first Reclaim Dual Barrier Plug and Abandon (P&A) system for a major operator. This innovative dual barrier P&A system safely and reliably abandons wells without the need to pull tubing. By eliminating the requirement for conventional drilling rigs, it significantly reduces costs and minimizes the carbon footprint.

    Shareholder Return

    During the fourth quarter of 2024, Weatherford repurchased shares for approximately $49 million and paid dividends of $18 million, resulting in total shareholder return of $67 million. Since the inception of the shareholder return program introduced earlier in 2024, the Company repurchased shares for approximately $99 million and paid dividends of $36 million, resulting in total shareholder return of $135 million.

    On January 29, 2025, our Board declared a cash dividend of $0.25 per share of the Company’s ordinary shares, payable on March 19, 2025, to shareholders of record as of February 21, 2025.

    Results by Reportable Segment

    Drilling and Evaluation (“DRE”)

        Three Months Ended   Variance     Twelve Months Ended   Variance
    ($ in Millions)   Dec 31,
    2024    		   Sep 30,
    2024    		   Dec 31,
    2023    		   Seq.     YoY   Dec 31,
    2024    		   Dec 31,
    2023    		   YoY
    Revenue   $ 398     $ 435     $ 382     (9 )%   4 %   $ 1,682     $ 1,536     10 %
    Segment Adjusted EBITDA   $ 96     $ 111     $ 97     (14 )%   (1 )%   $ 467     $ 422     11 %
    Segment Adj EBITDA Margin     24.1 %     25.5 %     25.4 %   (140) bps   (127) bps     27.8 %     27.5 %   29 bps

    Fourth quarter 2024 DRE revenue of $398 million decreased by $37 million, or 9% sequentially, primarily from lower activity in Latin America, partly offset by higher international Wireline activity. Year-over-year DRE revenues increased by $16 million, or 4%, primarily from higher activity in North America and higher international Wireline activity, partly offset by lower activity in Latin America.

    Fourth quarter 2024 DRE segment adjusted EBITDA of $96 million decreased by $15 million, or 14% sequentially, primarily driven by lower activity in Latin America, partly offset by higher international Wireline activity. Year-over-year DRE segment adjusted EBITDA decreased by $1 million, or 1%, primarily due to lower activity in Latin America, partly offset by improved performance in Middle East/North Africa/Asia.

    Full year 2024 DRE revenues of $1,682 million increased by $146 million, or 10% compared to 2023, as higher Wireline and Drilling-related services activity were partly offset by lower Drilling Services in Latin America.

    Full year 2024 DRE segment adjusted EBITDA of $467 million increased by $45 million, or 11% compared to 2023, as higher MPD and Wireline activity were partly offset by lower activity in Latin America.

    Well Construction and Completions (“WCC”)

        Three Months Ended   Variance     Twelve Months Ended   Variance
    ($ in Millions)   Dec 31,
    2024    		   Sep 30,
    2024    		   Dec 31,
    2023    		   Seq.     YoY   Dec 31,
    2024    		   Dec 31,
    2023    		   YoY
    Revenue   $ 505     $ 509     $ 480     (1 )%   5 %   $ 1,976     $ 1,800     10 %
    Segment Adjusted EBITDA   $ 148     $ 151     $ 131     (2 )%   13 %   $ 564     $ 455     24 %
    Segment Adj EBITDA Margin     29.3 %     29.7 %     27.3 %   (36) bps   202 bps     28.5 %     25.3 %   326 bps

    Fourth quarter 2024 WCC revenue of $505 million decreased by $4 million, or 1% sequentially, primarily due to lower activity in Europe/Sub-Sahara Africa/Russia, partly offset by higher Completions and TRS activity in Middle East/North Africa/Asia. Year-over-year WCC revenues increased by $25 million, or 5%, primarily due to higher activity in Middle East/North Africa/Asia and higher Liner Hangers and Well Services activity in Latin America, partly offset by lower activity in North America.

    Fourth quarter 2024 WCC segment adjusted EBITDA of $148 million decreased by $3 million, or 2% sequentially, primarily due to lower activity in Europe/Sub-Sahara Africa/Russia, partly offset by higher Completions and TRS activity in Middle East/North Africa/Asia. Year-over-year WCC segment adjusted EBITDA increased by $17 million, or 13%, primarily due to higher activity in Middle East/North Africa/Asia, partly offset by lower activity in Europe/Sub-Sahara Africa/Russia.

    Full year 2024 WCC revenues of $1,976 million increased by $176 million, or 10% compared to 2023, primarily from higher activity in Middle East/North Africa/Asia and Latin America, partly offset by lower activity in North America.

    Full year 2024 WCC segment adjusted EBITDA of $564 million increased by $109 million, or 24% compared to 2023, primarily due to improved fall through in major product lines across all geographies.

    Production and Intervention (“PRI”)

        Three Months Ended   Variance       Twelve Months Ended   Variance  
    ($ in Millions)   Dec 31,
    2024    		   Sep 30,
    2024    		   Dec 31,
    2023    		   Seq.     YoY     Dec 31,
    2024    		   Dec 31,
    2023    		   YoY  
    Revenue   $ 364     $ 371     $ 386     (2 )%   (6 )%   $ 1,452     $ 1,472     (1 )%
    Segment Adjusted EBITDA   $ 78     $ 83     $ 88     (6 )%   (11 )%   $ 319     $ 323     (1 )%
    Segment Adj EBITDA Margin     21.4 %     22.4 %     22.8 %   (94) bps   (137) bps     22.0 %     21.9 %   3 bps

    Fourth quarter 2024 PRI revenue of $364 million decreased by $7 million, or 2% sequentially, primarily due to lower activity in Latin America and lower Intervention Services and Drilling Tools (ISDT) activity in Europe/Sub-Sahara Africa/Russia and North America. Year-over-year PRI revenue decreased by $22 million, or 6%, as lower activity in Middle East/North Africa/Asia and Latin America was partly offset by higher Artificial Lift activity in North America.

    Fourth quarter 2024 PRI segment adjusted EBITDA of $78 million, decreased by $5 million, or 6% sequentially, primarily from lower activity in Latin America and lower ISDT activity in Europe/Sub-Sahara Africa/Russia and North America, partly offset by higher Artificial Lift activity in Middle East/North Africa/Asia. Year-over-year PRI segment adjusted EBITDA decreased by $10 million, or 11% year-over-year, primarily due to lower activity in Latin America and Europe/Sub-Sahara Africa/Russia, partly offset by better ISDT and Artificial Lift fall through in North America.

    Full year 2024 PRI revenues of $1,452 million decreased by $20 million, or 1% compared to 2023, primarily due to lower international Pressure Pumping and Digital Solutions activity, partly offset by higher ISDT activity in Europe/Sub-Sahara Africa/Russia and Middle East/North Africa/Asia.

    Full year 2024 PRI segment adjusted EBITDA of $319 million decreased by $4 million, or 1% compared to 2023, as lower activity in international Pressure Pumping and Digital Solutions was partly offset by improved performance in Artificial Lift.

    Revenue by Geography

        Three Months Ended   Variance   Twelve Months Ended   Variance
    ($ in Millions)   Dec 31,
    2024    		   Sep 30,
    2024    		   Dec 31,
    2023    		   Seq.   YoY   Dec 31,
    2024    		   Dec 31,
    2023    		   YoY
    North America   $ 261   $ 266   $ 248   (2 )%   5 %   $ 1,046   $ 1,068   (2 )%
                                     
    International   $ 1,080   $ 1,143   $ 1,114   (6 )%   (3 )%   $ 4,467   $ 4,067   10 %
    Latin America     312     358     342   (13 )%   (9 )%     1,393     1,387   — %
    Middle East/North Africa/Asia     542     542     547   — %   (1 )%     2,123     1,815   17 %
    Europe/Sub-Sahara Africa/Russia     226     243     225   (7 )%   — %     951     865   10 %
    Total Revenue   $ 1,341   $ 1,409   $ 1,362   (5 )%   (2 )%   $ 5,513   $ 5,135   7 %


    North America

    Fourth quarter 2024 North America revenue of $261 million decreased by $5 million, or 2% sequentially, primarily due to activity decreases in the North and South regions, partly offset by activity increase offshore in the Gulf of Mexico. Year-over-year, North America increased by $13 million, or 5%, primarily from higher Artificial Lift and Wireline activity, partly offset by a decrease in activity across the WCC segment.

    Full year 2024 North America revenue of $1,046 million decreased by $22 million, or 2%, compared to 2023, primarily due to lower activity in the WCC and PRI segments, partly offset by higher Wireline activity.

    International

    Fourth quarter 2024 international revenue of $1,080 million decreased 6% sequentially and decreased 3% year-over-year, and full year 2024 international revenue of $4,467 million increased 10%, compared to 2023.

    Fourth quarter 2024 Latin America revenue of $312 million decreased by $46 million, or 13% sequentially, primarily due to lower Drilling-related Services, partly offset by higher Liner Hangers activity. Year-over-year, Latin America revenue decreased by $30 million, primarily due to lower activity in the DRE and PRI segments, partly offset by higher activity in Liner Hangers and Well Services.

    Full year 2024 Latin America revenue of $1,393 million was largely flat, compared to 2023.

    Fourth quarter 2024 revenue of $542 million in Middle East/North Africa/Asia was flat sequentially, as higher activity from Completions and Artificial Lift were largely offset by lower MPD and Integrated Services & Projects. Year-over-year, the Middle East/North Africa/Asia revenue decreased by $5 million, or 1%, primarily due to lower activity in the PRI segment, partly offset by higher Drilling-related services and Completions activity.

    Full year 2024 revenue of $2,123 million in Middle East/North Africa/Asia increased by $308 million, or 17%, compared to 2023, mainly due to increased activity in the DRE and WCC segments, partly offset by lower activity in Digital Solutions, Artificial Lift and Pressure Pumping.

    Fourth quarter 2024 Europe/Sub-Sahara Africa/Russia revenue of $226 million decreased by $17 million, or 7%, sequentially, mainly driven by lower Completions and ISDT activity, partly offset by higher Wireline activity. Year-over-year Europe/Sub-Sahara Africa/Russia revenue was largely flat due to increased activity in the DRE segment, largely offset by lower activity in the WCC and PRI segments.

    Full year 2024 Europe/Sub-Sahara Africa/Russia revenue of $951 million increased by $86 million, or 10% compared to 2023, due to increased activity in the DRE and WCC segments, partly offset by lower Pressure Pumping and Artificial Lift activity.

    About Weatherford
    Weatherford delivers innovative energy services that integrate proven technologies with advanced digitalization to create sustainable offerings for maximized value and return on investment. Our world-class experts partner with customers to optimize their resources and realize the full potential of their assets. Operators choose us for strategic solutions that add efficiency, flexibility, and responsibility to any energy operation. The Company conducts business in approximately 75 countries and has approximately 19,000 team members representing more than 110 nationalities and 330 operating locations. Visit weatherford.com for more information and connect with us on social media.

    Conference Call Details

    Weatherford will host a conference call on Thursday, February 6, 2025, to discuss the Company’s results for the fourth quarter ended December 31, 2024. The conference call will begin at 8:30 a.m. Eastern Time (7:30 a.m. Central Time).

    Listeners are encouraged to download the accompanying presentation slides which will be available in the investor relations section of the Company’s website.

    Listeners can participate in the conference call via a live webcast at https://www.weatherford.com/investor-relations/investor-news-and-events/events/ or by dialing +1 877-328-5344 (within the U.S.) or +1 412-902-6762 (outside of the U.S.) and asking for the Weatherford conference call. Participants should log in or dial in approximately 10 minutes prior to the start of the call.

    A telephonic replay of the conference call will be available until February 20, 2025, at 5:00 p.m. Eastern Time. To access the replay, please dial +1 877-344-7529 (within the U.S.) or +1 412-317-0088 (outside of the U.S.) and reference conference number 9530137. A replay and transcript of the earnings call will also be available in the investor relations section of the Company’s website.

    Contacts
    For Investors:
    Luke Lemoine
    Senior Vice President, Corporate Development & Investor Relations
    +1 713-836-7777
    investor.relations@weatherford.com

    For Media:
    Kelley Hughes
    Senior Director, Communications & Employee Engagement
    media@weatherford.com

    Forward-Looking Statements

    This news release contains projections and forward-looking statements concerning, among other things, the Company’s quarterly and full-year revenues, adjusted EBITDA*, adjusted EBITDA margin*, adjusted free cash flow*, net leverage*, shareholder return program, forecasts or expectations regarding business outlook, prospects for its operations, capital expenditures, expectations regarding future financial results, and are also generally identified by the words “believe,” “project,” “expect,” “anticipate,” “estimate,” “outlook,” “budget,” “intend,” “strategy,” “plan,” “guidance,” “may,” “should,” “could,” “will,” “would,” “will be,” “will continue,” “will likely result,” and similar expressions, although not all forward-looking statements contain these identifying words. Such statements are based upon the current beliefs of Weatherford’s management and are subject to significant risks, assumptions, and uncertainties. Should one or more of these risks or uncertainties materialize, or underlying assumptions prove incorrect, actual results may vary materially from those indicated in our forward-looking statements. Readers are cautioned that forward-looking statements are only predictions and may differ materially from actual future events or results, based on factors including but not limited to: global political disturbances, war, terrorist attacks, changes in global trade policies and tariffs, weak local economic conditions and international currency fluctuations; general global economic repercussions related to U.S. and global inflationary pressures and potential recessionary concerns; various effects from conflicts in the Middle East and the Russia Ukraine conflict, including, but not limited to, nationalization of assets, extended business interruptions, sanctions, treaties and regulations imposed by various countries, associated operational and logistical challenges, and impacts to the overall global energy supply; cybersecurity issues; our ability to comply with, and respond to, climate change, environmental, social and governance and other sustainability initiatives and future legislative and regulatory measures both globally and in specific geographic regions; the potential for a resurgence of a pandemic in a given geographic area and related disruptions to our business, employees, customers, suppliers and other partners; the price and price volatility of, and demand for, oil and natural gas; the macroeconomic outlook for the oil and gas industry; our ability to generate cash flow from operations to fund our operations; our ability to effectively and timely adapt our technology portfolio, products and services to remain competitive, and to address and participate in changes to the market demands, including for the transition to alternate sources of energy such as geothermal, carbon capture and responsible abandonment, including our digitalization efforts; our ability to effectively execute our capital allocation framework; our ability to return capital to shareholders, including those related to the timing and amounts (including any plans or commitments in respect thereof) of any dividends and share repurchases; and the realization of additional cost savings and operational efficiencies.

    These risks and uncertainties are more fully described in Weatherford’s reports and registration statements filed with the Securities and Exchange Commission, including the risk factors described in the Company’s Annual Report on Form 10-K and Quarterly Reports on Form 10-Q. Accordingly, you should not place undue reliance on any of the Company’s forward-looking statements. Any forward-looking statement speaks only as of the date on which such statement is made, and the Company undertakes no obligation to correct or update any forward-looking statement, whether as a result of new information, future events or otherwise, except as required by applicable law, and we caution you not to rely on them unduly.

    *Non-GAAP – refer to the section titled Non-GAAP Financial Measures Defined and GAAP to Non-GAAP Financial Measures Reconciled

    Weatherford International plc
    Selected Statements of Operations (Unaudited)
                         
        Three Months Ended   Year Ended
    ($ in Millions, Except Per Share Amounts)   December
    31, 2024    		   September
    30, 2024    		   December
    31, 2023    		   December
    31, 2024    		   December
    31, 2023
    Revenues:                    
    DRE Revenues   $ 398     $ 435     $ 382     $ 1,682     $ 1,536  
    WCC Revenues     505       509       480       1,976       1,800  
    PRI Revenues     364       371       386       1,452       1,472  
    All Other     74       94       114       403       327  
    Total Revenues     1,341       1,409       1,362       5,513       5,135  
                         
    Operating Income:                    
    DRE Segment Adjusted EBITDA[1]   $ 96     $ 111     $ 97     $ 467     $ 422  
    WCC Segment Adjusted EBITDA[1]     148       151       131       564       455  
    PRI Segment Adjusted EBITDA[1]     78       83       88       319       323  
    All Other[2]     11       23       13       84       38  
    Corporate[2]     (7 )     (13 )     (8 )     (52 )     (52 )
    Depreciation and Amortization     (83 )     (89 )     (83 )     (343 )     (327 )
    Share-based Compensation     (10 )     (10 )     (9 )     (45 )     (35 )
    Other Charges     (35 )     (13 )     (13 )     (56 )     (4 )
    Operating Income     198       243       216       938       820  
                         
    Other Expense:                    
    Interest Expense, Net of Interest Income of $12, $13, $12, $56 and $59     (25 )     (24 )     (31 )     (102 )     (123 )
    Loss on Blue Chip Swap Securities     —       —       —       (10 )     (57 )
    Other Expense, Net     (4 )     (41 )     (36 )     (87 ) —   (134 )
    Income Before Income Taxes     169       178       149       739       506  
    Income Tax Provision     (45 )     (12 )     (2 )     (189 )     (57 )
    Net Income     124       166       147       550       449  
    Net Income Attributable to Noncontrolling Interests     12       9       7       44       32  
    Net Income Attributable to Weatherford   $ 112     $ 157     $ 140     $ 506     $ 417  
                         
    Basic Income Per Share   $ 1.54     $ 2.14     $ 1.94     $ 6.93     $ 5.79  
    Basic Weighted Average Shares Outstanding     72.6       73.2       72.1       73.0       71.9  
                         
    Diluted Income Per Share[3]   $ 1.50     $ 2.06     $ 1.90     $ 6.75     $ 5.66  
    Diluted Weighted Average Shares Outstanding     74.5       75.2       73.9       74.9       73.7  
                                             
    [1]   Segment adjusted EBITDA is our primary measure of segment profitability under U.S. GAAP ASC 280 “Segment Reporting” and represents segment earnings before interest, taxes, depreciation, amortization, share-based compensation and other adjustments. Research and development expenses are included in segment adjusted EBITDA.
    [2]   All Other includes results from non-core business activities (including integrated services and projects), and Corporate includes overhead support and centrally managed or shared facilities costs. All Other and Corporate do not individually meet the criteria for segment reporting.
    [3]   Included the maximum potentially dilutive shares contingently issuable for an acquisition consideration during the three months ended September 30, 2024, the value of which was adjusted out of Net Income Attributable to Weatherford in calculating diluted income per share.
    Weatherford International plc
    Selected Balance Sheet Data (Unaudited)
           
    ($ in Millions) December 31, 2024   December 31, 2023
    Assets:      
    Cash and Cash Equivalents $ 916   $ 958
    Restricted Cash   59     105
    Accounts Receivable, Net   1,261     1,216
    Inventories, Net   880     788
    Property, Plant and Equipment, Net   1,061     957
    Intangibles, Net   325     370
           
    Liabilities:      
    Accounts Payable   792     679
    Accrued Salaries and Benefits   302     387
    Current Portion of Long-term Debt   17     168
    Long-term Debt   1,617     1,715
           
    Shareholders’ Equity:      
    Total Shareholders’ Equity   1,283     922
               
    Weatherford International plc
    Selected Cash Flows Information (Unaudited)
                         
        Three Months Ended   Year Ended
    ($ in Millions)   December
    31, 2024    		   September
    30, 2024    		   December
    31, 2023    		   December
    31, 2024    		   December
    31, 2023
    Cash Flows From Operating Activities:                    
    Net Income   $ 124     $ 166     $ 147     $ 550     $ 449  
    Adjustments to Reconcile Net Income to Net Cash Provided By Operating Activities:                    
    Depreciation and Amortization     83       89       83       343       327  
    Foreign Exchange Losses (Gain)     (2 )     35       43       56       116  
    Loss on Blue Chip Swap Securities     —       —       —       10       57  
    Gain on Disposition of Assets     (2 )     (1 )     —       (35 )     (11 )
    Deferred Income Tax Provision (Benefit)     —       (19 )     (19 )     8       (86 )
    Share-Based Compensation     10       10       9       45       35  
    Changes in Accounts Receivable, Inventory, Accounts Payable and Accrued Salaries and Benefits     24       30       151       (120 )     (84 )
    Other Changes, Net     12       (48 )     (39 )     (65 )     29  
    Net Cash Provided By Operating Activities     249       262       375       792       832  
                         
    Cash Flows From Investing Activities:                    
    Capital Expenditures for Property, Plant and Equipment     (100 )     (78 )     (67 )     (299 )     (209 )
    Proceeds from Disposition of Assets     13       —       7       31       28  
    Purchases of Blue Chip Swap Securities     —       —       —       (50 )     (110 )
    Proceeds from Sales of Blue Chip Swap Securities     —       —       —       40       53  
    Business Acquisitions, Net of Cash Acquired     —       (15 )     —       (51 )     (4 )
    Other Investing Activities     1       1       (71 )     36       (47 )
    Net Cash Used In Investing Activities     (86 )     (92 )     (131 )     (293 )     (289 )
                         
    Cash Flows From Financing Activities:                    
    Repayments of Long-term Debt     (23 )     (5 )     (80 )     (287 )     (386 )
    Distributions to Noncontrolling Interests     (20 )     (10 )     (31 )     (39 )     (52 )
    Tax Remittance on Equity Awards     (22 )     —       (2 )     (31 )     (56 )
    Share Repurchases     (49 )     (50 )     —       (99 )     —  
    Dividends Paid     (18 )     (18 )     —       (36 )     —  
    Other Financing Activities     (1 )     (6 )     (13 )     (19 )     (20 )
    Net Cash Used In Financing Activities   $ (133 )   $ (89 )   $ (126 )   $ (511 )   $ (514 )

                      

    Weatherford International plc
    Non-GAAP Financial Measures Defined (Unaudited)

    We report our financial results in accordance with U.S. generally accepted accounting principles (GAAP). However, Weatherford’s management believes that certain non-GAAP financial measures (as defined under the SEC’s Regulation G and Item 10(e) of Regulation S-K) may provide users of this financial information additional meaningful comparisons between current results and results of prior periods and comparisons with peer companies. The non-GAAP amounts shown in the following tables should not be considered as substitutes for results reported in accordance with GAAP but should be viewed in addition to the Company’s reported results prepared in accordance with GAAP.

    Adjusted EBITDA* – Adjusted EBITDA* is a non-GAAP measure and represents consolidated income before interest expense, net, income taxes, depreciation and amortization expense, and excludes, among other items, restructuring charges, share-based compensation expense, as well as other charges and credits. Management believes adjusted EBITDA* is useful to assess and understand normalized operating performance and trends. Adjusted EBITDA* should be considered in addition to, but not as a substitute for consolidated net income and should be viewed in addition to the Company’s reported results prepared in accordance with GAAP.

    Adjusted EBITDA Margin* – Adjusted EBITDA margin* is a non-GAAP measure which is calculated by dividing consolidated adjusted EBITDA* by consolidated revenues. Management believes adjusted EBITDA margin* is useful to assess and understand normalized operating performance and trends. Adjusted EBITDA margin* should be considered in addition to, but not as a substitute for consolidated net income margin and should be viewed in addition to the Company’s reported results prepared in accordance with GAAP.

    Adjusted Free Cash Flow* – Adjusted Free Cash Flow* is a non-GAAP measure and represents cash flows provided by (used in) operating activities, less capital expenditures plus proceeds from the disposition of assets. Management believes adjusted free cash flow* is useful to understand our performance at generating cash and demonstrates our discipline around the use of cash. Adjusted free cash flow* should be considered in addition to, but not as a substitute for cash flows provided by operating activities and should be viewed in addition to the Company’s reported results prepared in accordance with GAAP.

    Net Debt* – Net Debt* is a non-GAAP measure that is calculated taking short and long-term debt less cash and cash equivalents and restricted cash. Management believes the net debt* is useful to assess the level of debt in excess of cash and cash and equivalents as we monitor our ability to repay and service our debt. Net debt* should be considered in addition to, but not as a substitute for overall debt and total cash and should be viewed in addition to the Company’s results prepared in accordance with GAAP.​

    Net Leverage* – Net Leverage* is a non-GAAP measure which is calculated by dividing by taking net debt* divided by adjusted EBITDA* for the trailing 12 months. Management believes the net leverage* is useful to understand our ability to repay and service our debt. Net leverage* should be considered in addition to, but not as a substitute for the individual components of above defined net debt* divided by consolidated net income attributable to Weatherford and should be viewed in addition to the Company’s reported results prepared in accordance with GAAP.

    *Non-GAAP – as defined above and reconciled to the GAAP measures in the section titled GAAP to Non-GAAP Financial Measures Reconciled

    Weatherford International plc
    GAAP to Non-GAAP Financial Measures Reconciled (Unaudited)
     
                         
        Three Months Ended   Year Ended
    ($ in Millions, Except Margin in Percentages)   December
    31, 2024    		   September
    30, 2024    		   December
    31, 2023    		   December
    31, 2024    		   December
    31, 2023
    Revenues   $ 1,341     $ 1,409     $ 1,362     $ 5,513     $ 5,135  
    Net Income Attributable to Weatherford   $ 112     $ 157     $ 140     $ 506     $ 417  
    Net Income Margin     8.4 %     11.1 %     10.3 %     9.2 %     8.1 %
    Adjusted EBITDA*   $ 326     $ 355     $ 321     $ 1,382     $ 1,186  
    Adjusted EBITDA Margin*     24.3 %     25.2 %     23.6 %     25.1 %     23.1 %
                         
    Net Income Attributable to Weatherford   $ 112     $ 157     $ 140     $ 506     $ 417  
    Net Income Attributable to Noncontrolling Interests     12       9       7       44       32  
    Income Tax Provision     45       12       2       189       57  
    Interest Expense, Net of Interest Income of $12, $13, $12, $56 and $59     25       24       31       102       123  
    Loss on Blue Chip Swap Securities     —       —       —       10       57  
    Other Expense, Net     4       41       36       87       134  
    Operating Income     198       243       216       938       820  
    Depreciation and Amortization     83       89       83       343       327  
    Other Charges[1]     35       13       13       56       4  
    Share-Based Compensation     10       10       9       45       35  
    Adjusted EBITDA*   $ 326     $ 355     $ 321     $ 1,382     $ 1,186  
                         
    Net Cash Provided By Operating Activities   $ 249     $ 262     $ 375     $ 792     $ 832  
    Capital Expenditures for Property, Plant and Equipment     (100 )     (78 )     (67 )     (299 )     (209 )
    Proceeds from Disposition of Assets     13       —       7       31       28  
    Adjusted Free Cash Flow*   $ 162     $ 184     $ 315     $ 524     $ 651  
    [1]   Other charges in the three and twelve months ended December 31, 2024, primarily included severance and restructuring costs and fees to third-party financial institutions related to collections of certain receivables from our largest customer in Mexico.
         

    *Non-GAAP – as reconciled to the GAAP measures above and defined in the section titled Non-GAAP Financial Measures Defined

    Weatherford International plc
    GAAP to Non-GAAP Financial Measures Reconciled Continued (Unaudited)
     
                   
         
    ($ in Millions)   December
    31, 2024    		   September
    30, 2024    		   December
    31, 2023    		  
    Current Portion of Long-term Debt   $ 17   $ 21   $ 168  
    Long-term Debt     1,617     1,627     1,715  
    Total Debt   $ 1,634   $ 1,648   $ 1,883  
                   
    Cash and Cash Equivalents   $ 916   $ 920   $ 958  
    Restricted Cash     59     58     105  
    Total Cash   $ 975   $ 978   $ 1,063  
                   
    Components of Net Debt              
    Current Portion of Long-term Debt   $ 17   $ 21   $ 168  
    Long-term Debt     1,617     1,627     1,715  
    Less: Cash and Cash Equivalents     916     920     958  
    Less: Restricted Cash     59     58     105  
    Net Debt*   $ 659   $ 670   $ 820  
                   
    Net Income for trailing 12 months   $ 506   $ 534   $ 417  
    Adjusted EBITDA* for trailing 12 months   $ 1,382   $ 1,377   $ 1,186  
                   
    Net Leverage* (Net Debt*/Adjusted EBITDA*)     0.48 x   0.49 x   0.69 x
                         

    *Non-GAAP – as reconciled to the GAAP measures above and defined in the section titled Non-GAAP Financial Measures Defined

    The MIL Network –

  • MIL-OSI United Nations: Secretary-General Appoints Bjørg Sandkjær of Norway Assistant Secretary-General for Policy Coordination

    Source: United Nations General Assembly and Security Council

    Biographical Note

    United Nations Secretary-General António Guterres announced today the appointment of Bjørg Sandkjær of Norway as Assistant Secretary-General for Policy Coordination in the United Nations Department of Economic and Social Affairs.  She will succeed Maria-Francesca Spatolisano of Italy, to whom the Secretary-General and the Under-Secretary-General for Economic and Social Affairs are grateful for her commitment and dedicated service to the Organization.

    Ms. Sandkjær has over 26 years of experience in policymaking and international development.  She served as Deputy Minister for International Development at the Norwegian Ministry of Foreign Affairs since 2021, having been responsible for the development of Norway’s strategic vision and engagement in international development cooperation issues and played a key role in the negotiations on Norway’s budgetary allocations for official development assistance (ODA) while also leading her country’s engagement in key sustainable development processes and fora, including the high-level political forum on sustainable development.

    Ms. Sandkjær also served as the deputy leader of the Standing Committee on Health and Welfare of the Oslo City Council and held several positions at the Norwegian Agency for Development Cooperation, Gavi, the Vaccine Alliance, the Economic Commission for Africa (ECA) and the Church of Norway.

    Ms. Sandkjær holds a master’s degree in demography from the London School of Economics and Political Science and an undergraduate degree from the University of Oslo.  She is fluent in English and Norwegian.

    For information media. Not an official record.

    MIL OSI United Nations News –

  • MIL-OSI USA: UConn Nursing Hosts Air Force Representatives to Explore Potential Career Paths

    Source: US State of Connecticut

    Representatives from the United States Air Force visited the School of Nursing to discuss alternative career and leadership opportunities for graduating seniors.

    The visit was part of UConn’s Leadership Capstone course (NURS 4282), led by Laura Eiss, RN, MSN, NPD, BC, CNE. Through engagement with nurse leaders from various health care settings, students gain valuable insights into the multifaceted roles and responsibilities of nursing leadership in today’s dynamic health care landscape.

    Nursing students were gifted Chick-fil-A to enjoy during the Air Force Nurse Corps presentation (contributed photo)

    Lieutenant Colonel Krisha Prentice and Master Sergeant Andrew Magathan, recruiters from the Air Force Nurse Corps, presented various benefits of joining the Air Force, including housing vouchers, scholarships, loan repayment programs, and opportunities for advanced specialization in areas such as surgery, obstetrics, and medical-surgical nursing through the Nurse Transitioning Program (NTC). They also highlighted pathways for nurses pursuing advanced degrees like CRNA, NFP, and NP-Maternal Health.

    MSgt. Magathan and Lt. Col. Krisha Prentice (contributed photo)

    Lt. Col. Prentice shared her experience leading over 350 nurses and staff, emphasizing the dynamic and impactful roles available in the Air Force. MSgt. Magathan underscored the global nature of being a nurse in the Air Force, stating that nurses collaborate with other military branches worldwide. 

    “Many of our students already know they are going to pursue advanced degrees, and for many the financial implications from a 4-year undergrad degree might be a barrier,” says Eiss. “This provides a path for some they may not even knew existed.” 

    The capstone course will continue with presentations from Global Experience students returning from Belgium and from state health care executives to further explore diverse career opportunities. 

    MIL OSI USA News –

  • MIL-OSI Europe: France opposes any forced displacement of Gaza’s Palestinians

    Source: France-Diplomatie – Ministry of Foreign Affairs and International Development

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    Published on February 5, 2025

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    Statement by the Ministry for Europe and Foreign Affairs Spokesperson (Paris, February 5, 2025)

    France reiterates its opposition to any forced displacement of Gaza’s Palestinian population, which would constitute a serious violation of international law, an attack on the legitimate aspirations of Palestinians and also a major obstacle to the two-state solution and a factor of major destabilization for our close partners, Egypt and Jordan, and the whole region.

    France will continue actively promoting the implementation of the two-state solution, which alone can guarantee long-term peace and security to Israelis and Palestinians. Gaza’s future must lie not in the prospect of control by a third State but in the framework of a future Palestinian State, under the aegis of the Palestinian Authority. Hamas must be disarmed and have no part in the territory’s governance. France will continue to express its opposition to settlement activity – which is contrary to international law – and to any hint of the unilateral annexation of the West Bank./.

    MIL OSI Europe News –

  • MIL-OSI Economics: Welcome to IADC’s 2025 Executive Committee!

    Source: International Association of Drilling Contractors – IADC

    Headline: Welcome to IADC’s 2025 Executive Committee!

    KEVIN NEVEU, CHAIR

    Precision Drilling Corporation

    Kevin Neveu is President, Chief Executive Officer and a Director of Precision Drilling Corporation and has held these positions since joining the company in 2007. Mr. Neveu has 43 years of experience in the oilfield services sector holding various technical, marketing, and management positions over his career. Mr. Neveu holds a Bachelor of Science degree in Mechanical Engineering and is a graduate of the University of Alberta and is a registered Professional Engineer in the province of Alberta. He has also completed the Harvard Advanced Management Program in Boston, Massachusetts.

    RODDIE MACKENZIE, VICE CHAIR

    Transocean

    Named to his current position in February 2022, Mr. Mackenzie is responsible for identifying innovative technologies that create demonstrable value for Transocean’s customers and differentiate Transocean from its competitors in addition to leading Transocean’s Marketing organization. Mr. Mackenzie served previously as Senior Vice President, Marketing, Innovation and Industry Relations; Vice President, Marketing and Contracts; Managing Director, Business Development and Strategic Accounts, and as a Marketing Director with increasing roles of responsibility in the United States, France, and Dubai. He brings over 20 years of industry experience and prior to his time in Marketing, Mr. Mackenzie served in various operational and project roles around the globe, starting his career at Transocean as a rig-based engineer in 1997. He has worked on all manner of drilling rigs in Algeria, Nigeria, Cameroon, Angola, Brazil, and the US Gulf of Mexico.

    Mr. Mackenzie currently serves as Vice President for Offshore Division of the International Association of Drilling Contractors and on various committees for the Offshore Energy Center.

    Mr. Mackenzie graduated from the Harvard Business School Advanced Management Program in 2016 and received his bachelor’s degree from the University of Strathclyde in Civil Engineering with Environmental Studies in 1997.

    BRAD JAMES, IMMEDIATE PAST CHAIR

    Enterprise Offshore Drilling

    Mr. James has served as founding President, CEO and Board Member of Enterprise Offshore Drilling LLC since 2016. He previously served as Sr. Vice President – Marketing of Hercules Offshore from 2006 through 2016 and was responsible for managing worldwide marketing activity for Hercules drilling divisions. Prior to that he held various leadership roles at Transocean Offshore (including R&B Falcon and Cliffs Drilling), was founding President of Field Drilling Company and Vice President of Southland Drilling. He currently serves on the IADC Executive Committee and is a board member of IADC Drillers PAC and is a former Chairman of the IADC Houston Chapter. Mr. James obtained a Bachelor of Business Administration degree from Southwest Texas State University in 1981.

    JENNIFER YEUNG, SECRETARY/TREASURER

    Noble Corporation

    Ms. Yeung was named Vice President, Chief Accounting Officer and Controller of Noble in November 2023. Prior to joining Noble, she served at Ernst & Young LLP, an accounting and professional services firm, in various roles of increasing responsibility since January 2007. Most recently, Ms. Yeung served as Audit Managing Director from October 2020 through September 2023, and as Audit Senior Manager from July 2014 through October 2020, serving clients across a range of industries including offshore drilling.

    Ms. Yeung is a certified public accountant and received a Bachelor of Accountancy and a Bachelor of Business Administration, Finance from Loyola University.

    LEE WOMBLE, DIVISION VP DRILLING SERVICES

    SLB

    Lee Womble is Vice President and Global Accounts Director for SLB with global responsibility for drilling contractor accounts over all SLB divisions and basins.

    He joined Cameron Iron Works in 1988 as a Product Design Engineer after receiving his Bachelor of Science degree in Mechanical Engineering from the University of Texas at Austin. Lee received his registered Professional Engineer license from the State of Texas in 1993 and obtained his first patent in 1994. He has since managed engineering, repair operations, manufacturing, field service and sales.

    Mr. Womble has since held numerous positions throughout his 36-year career such as Design Engineer, Repair and Sales Mgr., Regional Manager, Director and now Vice President since 2007. He has lived in locations such as the US, Saudi Arabia, Egypt, Indonesia, and Malaysia. Lee has served on committees for API, AADE, IADC and The Joint Industry Task Force. He is currently focused on help SLB lead in technology, performance, and customer centricity.

    GENE STAHL, DIVISION VP NORTH AMERICA ONSHORE

    Precision Drilling Corporation

    Gene Stahl was appointed as President, North American Drilling in 2023 and previously held the position of Chief Marketing Officer since 2019. Since joining Precision Drilling in 1993, Mr. Stahl has progressed his way through the organization holding several positions with increasing responsibility, including Contracts, Investor Relations, Engineering, Manufacturing, Rig Construction, Procurement, Field Training and Development, and Health, Safety and Environment (HSE). Mr. Stahl holds a Bachelor of Arts degree in Economics from the University of Calgary and is a graduate of the Harvard Business School, Advanced Management Program.

    JON RICHARDS, DIVISION VP OFFSHORE

    Noble Corporation

    Jon Richards currently serves as Vice President Operations for Noble Corporation. He previously served as Senior Vice President of Worldwide Operations for Diamond Offshore. Mr. Richards joined Diamond Offshore in 1997 and has over 27 years of experience in the offshore drilling industry.

    Jon started his career as an Operations Development Trainee with Diamond and has since held various leadership roles and responsibilities managing operations in the United States, United Kingdom, West Africa, and Brazil. Jon holds a degree in Business Management from Texas Tech University and participates in various roles as a member of the IADC. In his free time, Jon enjoys spending time outdoors with his family and volunteering with youth sports.

    JIM NOWOTNY, DIVISION VP INTERNATIONAL ONSHORE

    Helmerich & Payne

    Jim Nowotny is the Vice President International and Offshore Business Development at Helmerich & Payne.  He has extensive domestic and international leadership experience in multiple areas of the offshore and land drilling industry, including marketing and business development, commercial and technical contracts, operations, manufacturing, and engineering.  He has worked in the energy industry since 1995.

    Prior to joining Helmerich & Payne, he worked for an international oil field equipment manufacturer.  There he was responsible for four manufacturing business units within Canada and the USA.  He oversaw all aspects of business operations, including the manufacturing, engineering, and business development groups. Jim also worked for over 16 years in various roles for Atwood Oceanics, an international offshore drilling contractor.  He worked in increasing roles of responsibility in the areas of engineering, operations, marketing, and business development.

    Jim has a Bachelor of Science degree in mechanical engineering from Texas A&M University and has completed several executive education courses at Columbia Business School, Harvard Law School and Kellogg School of Management at Northwestern University.

    MIL OSI Economics –

  • MIL-OSI Economics: How real-world businesses are transforming with AI – with 50 new stories

    Source: Microsoft

    Headline: How real-world businesses are transforming with AI – with 50 new stories

    Updated February 5, 2025: The post contains 50 new customer stories, which appear at the beginning of each section of customer lists. The post will be updated regularly with new stories.

    One of the highlights of my career has always been connecting with customers and partners across industries to learn how they are using technology to drive their businesses forward. In the past 30 years, we’ve seen four major platform shifts, from client server to internet and the web to mobile and cloud to now — the next major platform shift to AI.  

    As today’s platform shift to AI continues to gain momentum, Microsoft is working to understand just how organizations can drive lasting business value. We recently commissioned a study with IDC, The Business Opportunity of AI, to uncover new insights around business value and help guide organizations on their journey of AI transformation. The study found that for every $1 organizations invest in generative AI, they’re realizing an average of $3.70 in return — and uncovered insights about the future potential of AI to reshape business processes and drive change across industries.

    Check out the top 5 AI trends to watch from IDC and Microsoft

    Today, more than 85% of the Fortune 500 are using Microsoft AI solutions to shape their future. In working with organizations large and small, across every industry and geography, we’ve seen that most transformation initiatives are designed to achieve one of four business outcomes:  

    1. Enriching employee experiences: Using AI to streamline or automate repetitive, mundane tasks can allow your employees to dive into more complex, creative and ultimately more valuable work.
    2. Reinventing customer engagement: AI can create more personalized, tailored customer experiences, delighting your target audiences while lightening the load for employees.
    3. Reshaping business processes: Virtually any business process can be reimagined with AI, from marketing to supply chain operations to finance, and AI is even allowing organizations to go beyond process optimization and discover exciting new growth opportunities.
    4. Bending the curve on innovation: AI is revolutionizing innovation by speeding up creative processes and product development, reducing the time to market and allowing companies to differentiate in an often crowded field.

    In this blog, we’ve collected more than 300 of our favorite real-life examples of how organizations are embracing Microsoft’s proven AI capabilities to drive impact and shape today’s platform shift to AI. Today, we’ve added new stories of customers using our AI capabilities at the beginning of each section. We’ll regularly update this story with more. We hope you find an example or two that can inspire your own transformation journey.

    Enriching employee experiences

    Generative AI is truly transforming employee productivity and wellbeing. Our customers tell us that by automating repetitive, mundane tasks, employees are freed up to dive into more complex and creative work. This shift not only makes the work environment more stimulating but also boosts job satisfaction. It sparks innovation, provides actionable insights for better decision-making and supports personalized training and development opportunities, all contributing to a better work-life balance. Customers around the world have reported significant improvements in employee productivity with these AI solutions:

    New Stories:

    1. Acentra Health created MedScribe using Azure OpenAI Service. The solution has saved 11,000 nursing hours and nearly $800,000. It also helped each nurse process 20 to 30 letters daily, while achieving a 99% approval rate for MedScribe-generated letters.
    2. Brisbane Catholic Education provides Microsoft 365 Copilot to 12,500 educators, and uses Microsoft Copilot Studio to create a generative AI tool to help educators integrate Catholic traditions and values into the classroom.
    3. Crediclub saves 96% per month in auditing expenses and analyzes 150 meetings per hour with Azure AI, freeing up time for 800 sales advisors and 150 branch managers to interact directly with customers.
    4. eClinicalWorks developed a tool using Azure AI services and Azure AI Document Intelligence to help healthcare workers scan, sort and match thousands of faxes each year to match the faxed data with current patient files.
    5. Education Authority of Northern Ireland (EANI) introduced Microsoft 365 Copilot to reduce admin work, allowing teachers to focus on students. The Microsoft partnership ensures secure and ethical AI use, while teacher training focuses on prompt writing and effective tool adoption.
    6. Ma’aden uses Microsoft 365 Copilot to enhance productivity, saving up to 2,200 hours monthly. Tasks like drafting emails, creating documents and data analysis have become more efficient, helping Ma’aden achieve its growth goals.
    7. Marketing org mci group uses Microsoft 365 Copilot to enhance the use of AI and other technological advances to boost employee efficiency.
    8. Michelin deployed Microsoft 365 Copilot and a generative AI in-house chatbot based on Azure OpenAI Service called “Aurora” designed to help employees optimize work and team performance, boosting productivity tenfold.
    9. Raiffeisen Bank International built its own ChatGPT using Azure OpenAI Service to automate repetitive tasks like documenting intelligence and more rapidly summarize legal, regulation and banking documents.
    10. Sanabil Investments deployed Microsoft 365 Copilot to help employees reduce the time spent on manual everyday tasks that diverted focus from more strategic and valuable work. Within two months, approximately 70% of employees regularly used Copilot.
    11. Sensei rolled out Microsoft 365 to reduce the number of internal apps and better connect systems for easier collaboration, and is using Microsoft 365 Copilot to increase efficiency.
    12. Sikshana Foundation is working with Microsoft Research India to introduce an AI copilot for teachers that shortens preparation time for lessons from an hour or more to just minutes.
    13. The University of Hong Kong adopted Microsoft 365 Copilot to enhance productivity by automating administrative tasks and providing intelligent assistance, allowing faculty to focus more on teaching.
    1. Accenture and Avanade launched a Copilot business transformation practice, supported by Microsoft, and co-invested in new capabilities, solutions and training to help organizations securely and responsibly reinvent their business functions with generative and agentic AI and Copilot technologies.
    2. Access Holdings Plc adopted Microsoft 365 Copilot, integrating generative AI into daily tools and, as a result, writing code now takes two hours instead of eight, chatbots launch in 10 days instead of three months and presentations are prepared in 45 minutes instead of six hours.
    3. Adobe is connecting Adobe Experience Cloud workflows and insights with Microsoft 365 Copilot to deliver generative-AI powered capabilities that enable marketers to increase collaboration, efficiency and creativity.
    4. Amadeus empowers its teams to focus their time and skills on value-added tasks with Microsoft 365 Copilot, by summarizing email threads, chat or transcripts and summing up information from diverse sources.
    5. ANZ has invested in Microsoft 365 Copilot, GitHub Copilot and Copilot in Microsoft Edge to boost productivity and innovation across its workforce.
    6. Asahi Europe & International (AEI) has adopted Microsoft 365 Copilot, saving employees potentially 15% of time previously spent on administrative tasks.
    7. AXA developed AXA Secure GPT, a platform powered by Azure OpenAI Service that empowers employees to leverage the power of generative AI while targeting the highest level of data safety and responsible use of the tool.
    8. Axon Enterprise developed a new AI tool with Azure OpenAI Service called Draft One, resulting in an 82% decrease in time spent on reports, which freed up officers to engage more with their community.
    9. Aztec Group enhanced productivity and client experience by trialing Microsoft 365 Copilot with 300 staff, uncovering “unlimited” use cases and plans for a wider rollout.
    10. Bader Sultan & Bros. Co. W.L.L. implemented Microsoft 365 Copilot to enhance employee productivity and speed up customer response times.
    11. Bancolombia is using GitHub Copilot to empower its technical team, achieving a 30% increase in code generation, boosting automated application changes to an average of 18,000 per year, with a rate of 42 productive daily deployments.
    12. Bank of Queensland Group is using Microsoft 365 Copilot, with 70% of users saving two-and-a-half to five hours per week.
    13. BaptistCare Community Services is using Microsoft 365 Copilot to save employees time as they navigate workforce shortage challenges allowing them to focus more on the people they care for.
    14. Barnsley Council was recognized as “Double Council of the Year in 2023” for its implementation of Microsoft 365 Copilot, which modernized operations and reduced administrative tasks, leading to improved job satisfaction and increased creativity.
    15. BlackRock purchased more than 24,000 Microsoft 365 Copilot licenses spanning all employees, functions and locations, helping improve the Copilot experience, including codeveloping new features and functions.
    16. British Heart Foundation is testing Microsoft 365 Copilot and in its initial test, users estimate that Microsoft 365 Copilot could save them up to 30 minutes per day.
    17. Buckinghamshire Council deployed Microsoft 365 Copilot with staff reporting productivity improvements, quality enhancements and time savings which are enabling the different teams to do more with less.
    18. Campari Group adopted Microsoft 365 Copilot to help employees integrate it into their workflow, resulting in time savings of about two hours a week from the support of routine activities such as email management, meeting preparation, content creation and skill acquisition.
    19. Canadian Tire Corporation moved its data from on-premises systems to Microsoft Azure and built digital assistants using Azure OpenAI Service, and now more than 3,000 corporate employees save 30 to 60 minutes a day using its ChatCTC digital assistant.
    20. Capita is using GitHub Copilot for productivity improvements as well as improvements in developer satisfaction, recruitment and retention.
    21. Cathay leverages Microsoft 365 Copilot to streamline meetings and manage information more effectively, reducing time-consuming tasks and fostering creativity.
    22. CDW used Microsoft 365 Copilot to improve work quality for 88% of users, enabling 77% to complete tasks faster, and increasing productivity for 85% of users.
    23. Chi Mei Medical Center is lightening workloads for doctors, nurses and pharmacists with a generative AI assistant built on Azure OpenAI Service.
    24. Clifford Chance adopted Microsoft 365 Copilot to streamline tasks, automate processes and enhance collaboration. Lawyers use it to draft and manage emails and ensure compliance, allowing them to focus on complex legal work and improve productivity.
    25. DLA Piper chose Microsoft 365 Copilot to boost productivity for operational and administrative teams, saving up to 36 hours weekly on content generation and data analysis.
    26. Eaton adopted Microsoft 365 Copilot to automate the creation of 1,000 standard operating procedures to streamline customer service operations and improve data access across teams, cutting creation time from one hour to 10 minutes.
    27. E.ON is focused on Germany’s energy transition, leveraging Microsoft 365 Copilot to manage the complex grid in real-time, increasing productivity and efficiency for its workforce.
    28. Enerijisa Uretim has adopted Microsoft 365 Copilot to streamline meeting summaries, reformat documents and compile reports, enabling employees to concentrate on more strategic and fulfilling activities instead of spending six hours in meetings.
    29. EPAM is deploying Microsoft 365 Copilot to consolidate information and generate content and documents.
    30. Farm Credit Canada implemented Microsoft 365 Copilot which resulted in time savings on routine tasks for 78% of users, with 30% saving 30 to 60 minutes per week and 35% saving over an hour per week, allowing employees to focus on more value-added tasks.
    31. Finastra used Microsoft 365 Copilot to automate tasks, enhance content creation, improve analytics and personalize customer interactions, with employees citing a 20%-50% time savings.
    32. Four Agency Worldwide increased employee productivity using Microsoft 365 Copilot to generate ideas for creative work and support administrative-heavy processes, data analysis and report generation, allowing staff to focus on outreach and less time doing paperwork.
    33. Goodwill of Orange County developed an AI-powered app using Azure AI capabilities to help more people, including those with developmental, intellectual and physical disabilities, work in unfilled e-commerce positions.
    34. Harvey uses Azure OpenAI to simplify routine tasks across hundreds of law firms and legal teams, with one corporate lawyer saying he saved 10 hours of work per week.
    35. Honeywell employees are saving 92 minutes per week — that’s 74 hours a year! Disclaimer: Statistics are from an internal Honeywell survey of 5,000 employees where 611 employees responded.
    36. Insight employees using Copilot are seeing four hours of productivity gained per week from data summarization and content creation.
    37. Joos uses Microsoft 365 Copilot to grow its brand with worldwide collaboration by streamlining meetings, optimizing presentations and improving communications.
    38. Kantar is harnessing the power of Microsoft 365 Copilot by reducing costly, time-consuming IT processes and boosting productivity for employees.
    39. KMS Lighthouse enhanced its knowledge management platform with Microsoft Teams and Dynamics 365 integration, enabling users to leverage KMS Lighthouse without having to switch applications. And with Azure OpenAI Service, companies can create relevant content more quickly within the KMS Lighthouse application.
    40. KPMG Australia is using Microsoft Azure OpenAI Service, Azure AI Search and Microsoft Copilot 365 to perform advanced text analysis of dozens of client source documents to identify full or partial compliance, or noncompliance, in a fraction of the time required for manual assessments.
    41. LGT is launching Microsoft Copilot LGT to improve efficiency, showing users save an average of an hour a week even in the pilot phase.
    42. Localiza&Co, a leader in the mobility industry in Latin America, implemented Microsoft 365 Copilot to automate processes and improve efficiency, and reduced 8.3 working hours per employee per month.
    43. Lotte Hotels & Resorts has been creating a new work culture that allows employees to work more efficiently and focus on the nature of the work by adopting Microsoft Power Platform for automation.
    44. MAIRE is leveraging Microsoft 365 Copilot to automate routine tasks, saving over 800 working hours per month, freeing up engineers and professionals for strategic activities while supporting MAIRE’s green energy transition by reducing their carbon footprint.
    45. McDonald’s China chose Microsoft Azure AI, GitHub Copilot and Azure AI Search to transform its operations, resulting in a significant increase in AI adoption, consumption and retention from 2,000 to 30,000 employee transactions monthly.
    46. McKnight Foundation adopted Microsoft 365 Copilot for all staff, saving time, increasing productivity and freeing space to focus on strategic priorities.
    47. Medigold Health uses Azure OpenAI Service to significantly reduce the time that clinicians spend writing reports during their consultation and administrative time.
    48. Morula Health is using Microsoft 365 Copilot to enhance productivity, streamline medical writing tasks and ensure data security, ultimately improving efficiency and client satisfaction.
    49. Motor Oil Group is achieving remarkable efficiency gains by integrating Microsoft 365 Copilot into its workflows, with staff spending minutes on tasks that used to take weeks.
    50. Nagel-Group uses Azure OpenAI Service to help employees quickly access information which saves time, creates efficiency and transparency and leads to higher-quality answers overall.
    51. National Australia Bank is leveraging Microsoft 365 Copilot for daily productivity and data analysis and insights and Microsoft Copilot for Security to quickly analyze millions of security event logs and allow engineers to focus on more important areas.
    52. NFL Players Association integrated Azure AI Services and Azure App Service into their video review process, reducing review time by up to 73%, significantly increasing efficiency and enhancing player safety through consistent rule enforcement.
    53. O2 Czech Republic boosts productivity and streamlines meetings with Microsoft 365 Copilot, revolutionizing how information is shared and making automation a part of daily work.
    54. Onepoint developed a secure conversational agent based on Azure OpenAI which delivers productivity gains of between 10% and 15% across all business lines.
    55. Orange Group has over 40 use cases with Azure OpenAI Service and GitHub Copilot across business functions to support employees in their day-to-day tasks, enabling them to concentrate on higher value-added activities.
    56. Oxford University Hospitals NHS Foundation Trust implemented Microsoft 365 Copilot to improve staff report productivity by saving one to two hours a week, or simple formatting tasks down to a matter of seconds, enabling more resources to deliver frontline services.
    57. PA Consulting transformed its sales operations with Microsoft 365 Copilot, so its people can invest more time on the activities that have the biggest impact for clients and maximize the strategic value they provide.
    58. Petrobras used Azure OpenAI Service to create ChatPetrobras, which is streamlining workflows, reducing manual tasks and summarizing reports for its 110,000 employees.
    59. Petrochemical Industries Company automates work processes to save time with Microsoft 365 Copilot from weeks to days, hours to seconds.
    60. PIMCO built ChatGWM with Azure AI Studio, a comprehensive platform that provides the ability to ask questions, receive responses and verify answers all in one place, so teams can spend more time engaging clients and having deeper conversations.
    61. PKSHA Technology is optimizing their time on critical work by increasing efficiency in meeting preparations, data analytics and ideation with the help of Microsoft 365 Copilot.
    62. Providence has collaborated with Nuance and Microsoft to accelerate development and adoption of generative AI-powered applications, helping improve care quality and access, and reduce physician’s administrative workloads.
    63. RTI International adopted Microsoft 365 Copilot to gain productivity wherever possible, allowing staff to focus on their areas of expertise, delivering even better science-backed solutions for clients.
    64. SACE, an Italian finance and insurance firm, is using Microsoft 365 Copilot and Viva to boost productivity and unlock employee potential while enhancing overall well-being — and productivity improvement data from the first nine months of implementation shows a 23% increase.
    65. Sandvik Coromant is using Microsoft Copilot for Sales to drive efficiency and accuracy, shaving at least one minute off each transaction, allowing sellers and account managers to focus their expertise on responding to customers’ needs with analysis, creativity and adaptability.
    66. Sasfin Bank built a solution on Microsoft Azure that centralized 20,000 documents to analyze contract clauses and provide real-time snapshots, moving guesswork into data-driven decision-making.
    67. Scottish Water implemented Microsoft 365 Copilot reducing mundane tasks to a minimum, and thus freeing up time for employees to work on the more meaningful tasks.
    68. Shriners Children’s developed an AI platform allowing clinicians to easily and securely navigate patient data in a singular location, enhancing patient care, and improving the efficiency of their healthcare services.
    69. Siemens is leveraging Azure OpenAI Service to improve efficiency, cut downtime and address labor shortages.
    70. Softchoice employees are experiencing firsthand how Microsoft 365 Copilot can transform daily workflows, realizing productivity gains of 97% reduction in time spent summarizing technical meetings and up to 70% less time spent on content creation.
    71. Syensqo utilized Microsoft’s Azure OpenAI Service to develop a custom AI chatbot in three months, which improved their internal data management, decision-making and overall efficiency.
    72. Teladoc Health uses Microsoft 365 Copilot to revolutionize its telehealth operations, automating routine tasks, boosting efficiency and increasing productivity.
    73. Telstra developed two cutting-edge generative AI tools based on Microsoft Azure OpenAI Service: 90% of employees are using the One Sentence Summary tool which resulted in 20% less follow-up customer contact and 84% of customer service agents using the Ask Telstra solution.
    74. Topsoe achieved 85% AI adoption among office employees in seven months, significantly enhancing productivity and business processes.
    75. Torfaen County Borough Council utilized Microsoft 365 Copilot to streamline back-office processes, resulting in significant time savings and enhanced productivity for both business and children’s services teams, with further rollouts planned.
    76. Trace3 leveraged Microsoft 365 Copilot to streamline and enhance processes across the business and with clients, such as reducing the time it takes HR recruiting managers to respond to applicants within a couple of days instead of several weeks.
    77. Unilever is reinventing their marketing process with Copilot, saving time on briefing tasks, automatically pulling in relevant market data, content and insights to accelerate campaign launches.
    78. Uniper SE implemented Microsoft 365 Copilot to reduce time spent on manual and repetitive tasks, and help workers focus on more pressing work, such as developing enhanced solutions to speed up the energy transition.
    79. Unum Group built a custom AI application to search 1.3 terabytes of data with 95% accuracy using Azure OpenAI Service.
    80. Virgin Atlantic adopted Microsoft 365 Copilot and GitHub Copilot and is seeing real business benefits, including productivity improvements, enabling new ways of working.
    81. Visier built a generative AI assistant that leverages Azure AI and Azure OpenAI Services to deliver workforce analytics and actionable insights for more than 50,000 customers.
    82. Virtual Dental Care developed an AI application Smart Scan that leverages Microsoft Azure to reduce paperwork for mobile dental clinics in schools by 75% and frees dentists to devote more time to patient care.
    83. Zakladni Skola As Hlavkova adopted Microsoft 365 Copilot and saw a 60% improvement in handling administrative documents, decreased lesson preparation from hours to few minutes, increased inclusivity and enhanced communication with students and parents.

    Reinventing customer engagement

    We’ve seen great examples of how generative AI can automate content creation, ensuring there’s fresh and engaging materials ready to go. It personalizes customer experiences by crunching the numbers, boosting conversion rates. It makes operations smoother, helping teams launch campaigns faster. Plus, it drives innovation, crafting experiences that delight customers while lightening the load for staff. Embracing generative AI is key for organizations wanting to reinvent customer engagements, stay ahead of the game and drive both innovation and efficiency.

    New Stories:

    1. Aditya Birla Capital built the SimpliFi chatbot on Microsoft Azure to simplify financial services information and offers through intelligent search and proactive nudging with minimum latency and high scalability.
    2. AIA is using Copilot in Dynamics 365 Customer Service to allow customer service representatives to handle more cases in less time by automating time-consuming tasks like drafting customer emails and summarizing lengthy chats and case histories.
    3. Aydem Energy and Microsoft partner Softtech used Azure OpenAI Service to create an AI assistant for WhatsApp, providing customers with real-time updates and handling meter readings, bill checks and claims.
    4. The City of Buenos Aires developed Boti with ChatGPT using Azure OpenAI Service to manage multiple service channels and personalize key services for residents and tourists. The chatbot centralizes data, enables natural language interactions and scales to handle high demands, managing 2 million queries per month without human intervention, alleviating the operational burden by 50%, improving the citizen experience and increasing efficiency.
    5. de Alliantie built a generative AI chatbot using Azure OpenAI to digest information in their online knowledge base so staff can get accurate answers in seconds. Another Azure AI-based solution transcribes and summarizes calls, then categorizes them by theme.
    6. Haceb created a virtual technical support assistant with generative AI, helping on-the-ground technicians troubleshoot, diagnose and resolve product issues faster and more efficiently.
    7. Lloyds Banking Group developed the Branch Translation App using Microsoft Power Apps and Azure AI services with a goal to improve communication with non-English speaking customers and the innovation enhanced service delivery, receiving positive feedback from employees and customers alike.
    8. Staffbase provides its clients with Staffbase Companion, which helps it enhance internal communication with quick content generation, summarization, translation and future capabilities — and remain confident in data protection.
    9. Tekion built Automative Retail Cloud, a unified, cloud-native platform that uses generative AI to analyze communications, extract insights and provide customer-specific recommendations for sales agents.
    10. Welcome Account created a banking application with a conversational agent based on Azure OpenAI Service, in order to help people manage their finances and administrative procedures. This multilingual agent already assists no less than a thousand refugees on a daily basis.
    11. UBS is using Azure AI solutions, including Azure AI Search and Azure OpenAI Service, to power “Smart Assistants” that streamline content access and provide real-time information to Client Advisors, boosting efficiency and client engagement.
    12. Virbe enables businesses to interact with customers through AI-powered avatars, and with Azure AI services like Azure OpenAI Service and Azure AI Search, Virbe enhanced its AI avatars and simplified engagement with enterprise customers — and customers are seeing up to a 10x increase in leads.

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    1. Absa has adopted Microsoft Copilot to streamline various business processes, saving several hours on administrative tasks each day.
    2. Adobe leverages Microsoft Azure to streamline the customer experience, harnessing the power of the connected cloud services and creating a synergy that drives AI transformation across industries.
    3. Acentra Health developed Medscribe, a web application that uses Azure OpenAI Service to generate draft letters in a secure, HIPPA-compliant enclave that responds to customer appeals for healthcare services within 24 hours, reducing the time spent on each appeal letter by 50%.
    4. Air India leveraged Azure OpenAI Service to develop a virtual assistant that has handled nearly 4 million customer queries with full automation, significantly enhancing customer experience and avoiding millions of dollars in customer support costs.
    5. Alaska Airlines is using Microsoft Azure, Microsoft Defender, and GitHub to ensure its passengers have a seamless journey from ticket purchase to baggage pickup and started leveraging Azure OpenAI Service to unlock more business value for its customer care and contact centers.
    6. Ally Financial is using Azure OpenAI Service to reduce manual tasks for its customer service associates, freeing up time for them to engage with customers.
    7. BMW Group optimizes the customer experience connecting 13 million active users to their vehicles with the MyBMW app on Azure, which supports 450 million daily requests and 3.2TB data processing.
    8. Boyner has tripled its e-commerce performance using Microsoft Azure, seeing a rise in customer satisfaction, engagement, conversion rate and revenue.
    9. Bradesco Bank integrated Microsoft Azure to its virtual assistant, BIA, resulting in reduced response time from days to hours, improving operational efficiency and client satisfaction.
    10. Capgemini Mexico integrated GitHub Copilot to support scalable AI implementations which has led to improved customer experiences and increased efficiency.
    11. Capitec Bank uses Azure OpenAI Service and Microsoft 365 Copilot, enabling their AI-powered chatbot to assist customer service consultants in accessing product information more efficiently, saving significant time for employees each week.
    12. Cdiscount is leveraging GitHub Copilot and Azure OpenAI Service to enhance developer efficiency, optimize product sheet categorization and improve customer satisfaction.
    13. Cemex used Azure OpenAI Service to launch Technical Xpert, an AI tool used by sales agents to provide instant access to comprehensive product and customer solution information, significantly reducing search time by 80%.
    14. Chanel elevated their client experience and improved employee efficiency by leveraging Microsoft Fabric and Azure OpenAI Service for real-time translations and quality monitoring.
    15. City of Burlington created two AI-powered solutions: MyFiles system using Microsoft Power Platform for building permits, and CoBy, a 24/7 customer support assistant using Microsoft Copilot Studio.
    16. City of Madrid created an AI virtual assistant with Microsoft Azure OpenAI Service offering tourists accurate, real-time information and personalized responses in 95-plus languages.
    17. Cognizant is making performance management more effective and meaningful with Microsoft Azure Machine Learning to help clients across industries envision, build, and run innovative digital enterprises.
    18. Coles Group has leveraged Microsoft Azure to enhance its digital presence and improve customer engagement, rolling out new applications to its stores six times faster without disrupting workloads.
    19. Commercial Bank of Dubai used Microsoft Azure to upgrade its application infrastructure, improving transaction security and speed so individual customers can now open an account and start banking in about two minutes.
    20. Cradle Fund, dedicated to nurturing startups in Malaysia, introduced an AI-driven chatbot to boost user interaction and increase public engagement. User engagement quadrupled while resolution time was reduced from two days to a few clicks. Cradle also decreased customer service costs by 35%, increased international interactions by 40% and increased daily average visits 10-fold.
    21. Doctolib, a leading eHealth company in France, leverages Microsoft technology to develop an AI-powered medical assistant, integrating both Azure OpenAI Service and Mistral Large on Azure.
    22. Docusign used Azure AI to develop its Intelligent Agreement Management (IAM) platform, which supports millions of workflows, reducing contract processing times and enhancing customer satisfaction with advanced AI-powered analytics.
    23. Dubai Electricity and Water Authority has significantly improved productivity and customer satisfaction by integrating multiple Microsoft AI solutions, reducing task completion time from days to hours and achieving a 98% customer happiness rate.
    24. Elcome uses Microsoft 365 Copilot to improve the customer experience, reducing response times from 24 hours to eight hours.
    25. elunic developed shopfloor.GPT based on Azure OpenAI leading to increased productivity for customers saving 15 minutes per request.
    26. Estée Lauder Companies is leveraging Azure OpenAI Service to create closer consumer connections and increase speed to market with local relevancy.
    27. First National Bank (FNB) is using Microsoft Copilot for Sales to help bankers create professional, thoughtful emails in 13 native South African languages, to enhance customer interactions, streamline communications and reinforce its commitment to innovation and customer service.
    28. Flora Food Group migrated to Microsoft Fabric to offer more detailed and timely insights to its customers, enhancing service delivery and customer satisfaction.
    29. Groupama deployed a virtual assistant using Azure OpenAI Service that delivers reliable, verified and verifiable information, and boasts an 80% success rate.
    30. Holland America Line developed a virtual agent using Microsoft Copilot Studio that acts as a digital concierge on their website to support new and existing customers and travel advisors, which has achieved a strong resolution rate and is currently handling thousands of conversations per week.
    31. International University of Applied Sciences (IU) adopted Azure OpenAI Service to revolutionize learning with a personalized study assistant that can interact with each student just like a human would.
    32. Investec is using Microsoft 365 Copilot for Sales to enhance the bank’s client relationships, estimating saving approximately 200 hours annually ultimately boosting sales productivity and delivering personalized, seamless customer experience.
    33. Jato Dynamics used Azure OpenAI Service to automate content generation, helping dealerships save approximately 32 hours each month.
    34. Kenya Red Cross worked with Pathways Technologies to develop a mental health chatbot in Azure AI.
    35. LALIGA is delivering a seamless fan experience and AI insights with Azure Arc, using AI in Azure for optimizing match scheduling and other key operations.
    36. Legrand used Azure OpenAI Service to reduce the time to generate product data by 60% and improve customer support interactions with fast, accurate information.
    37. Linum is using Microsoft Azure to train their text-to-video models faster and more efficiently without losing performance or wasting resources.
    38. Lumen Technologies is redefining customer success and sales processes through the strategic use of Microsoft 365 Copilot, enhancing productivity, sales and customer service in the global communications sector.
    39. Mars Science & Diagnostics used the Azure AI catalog to build generative AI apps to enhance accuracy and extract data insights quickly, helping pets with critical, undiagnosed conditions receive the care they require faster.
    40. McKinsey & Company is creating an agent to reduce client onboarding process by reducing lead time by 90% and administrative work by 30%.
    41. Meesho leveraged Microsoft’s Azure OpenAI Service and GitHub Copilot to enhance customer service and software development, resulting in a 25% increase in customer satisfaction scores and 40% more traffic on customer service queries.
    42. Milpark Education integrated Microsoft Copilot and Copilot Studio and in just four months, improved efficiency and accuracy of student support, decreasing the average resolution time by 50% and escalation time by more than 30%.
    43. National Basketball Association is using Azure OpenAI Service to speed up the time to market, helping fans connect with the league with personalized, localized insights to enhance the fan experience.
    44. NC Fusion chose a comprehensive Microsoft solution to make marketing engagement activities easier and accurately target the best audience segments.
    45. Medgate, a telehealth subsidiary of Otto Group developed a medical Copilot powered by Azure OpenAI which summarizes consultations, supports triage and provides real-time translations.
    46. Orbital Witness embraced the use of large language models (LLMs) in Azure OpenAI to build its innovative AI Agent application, Orbital Copilot, which can save legal teams 70 percent of the time it takes to conduct property diligence work.
    47. Pacific Gas & Electric built a chatbot using Microsoft Copilot Studio that saves $1.1 million annually on helpdesk support.
    48. Parloa took a “voice-first” approach and created an enterprise-grade AI Agent Management platform to automate customer interactions across phone, chat and messaging apps.
    49. Pockyt is using GitHub Copilot and anticipates a 500% increase in productivity in the medium to long term as they continue adapting AI and fine-tuning their software development life cycle.
    50. South Australia Department for Education launched an AI-powered educational chatbot to help safeguard students from harmful content while introducing responsible AI to the classrooms.
    51. Sync Labs is using Microsoft Azure to create AI-driven solutions that have led to a remarkable 30x increase in revenue and a 100x expansion of their customer base.
    52. Syndigo is using Azure to accelerate digital commerce for its customers by more than 40% and expand its customer base.
    53. Telkomsel created a virtual assistant with Azure OpenAI Service, resulting in a leap in customer self-service interactions from 19% to 45%, and call volume dropped from 8,000 calls to 1,000 calls a day.
    54. Torrens University chose to use Azure OpenAI to uplift its online learning experience, saving 20,000 hours and $2.4 million in time and resources.
    55. Trusting Social integrated Microsoft Azure services to launch AI-driven agents that are changing how banks function and transforming their customer’s banking experience.
    56. University of California, Berkeley used Azure OpenAI Service to deploy a custom AI chatbot that supports student learning and helps students with complex coursework.
    57. University of Sydney created a self-serve AI platform powered by Azure OpenAI Service, to enable faculty to build custom chatbots for enhancing student onboarding, feedback, career simulation and more.
    58. Van Lanschot Kempen is using Microsoft 365 Copilot to reduce the time needed for daily tasks, freeing up time to invest in that crucial personal connection.
    59. Virgin Money built an award-winning virtual assistant using Copilot Studio to help build customers’ confidence in their digital products and services.
    60. VOCALLS automates over 50 million interactions per year, resulting in a 78% reduction in average handling time aside from a 120% increase in answered calls.
    61. Vodafone Group is leveraging Microsoft’s AI solutions, including Azure AI Studio, OpenAI Service, Copilot and AI Search, to achieve a 70% resolution rate for customer inquiries through digital channels and reduce call times by at least one minute.
    62. Walmart is using Azure OpenAI Service to deliver a helpful and intuitive browsing experience for customers designed to serve up a curated list of the personalized items a shopper is looking for.
    63. Weights & Biases created a platform which runs on Microsoft Azure that allows developers to keep records, log successes and failures and automate manual tasks.
    64. World2Meet is providing better customer service and operations with a new virtual assistant powered by Microsoft Azure.
    65. Xavier College is modernizing its student information systems on Microsoft Dynamics 365 and Microsoft Azure to unlock powerful insights, fostering innovation and data-driven decision making.
    66. Zavarovalnica Triglav implemented Microsoft Dynamics 365 and Azure OpenAI Service to streamline its operations with automated responses and smart rerouting of customer enquiries.
    67. Zurich Insurance Group used Azure OpenAI Service to develop advanced AI applications that led to more accurate and efficient risk assessment evaluations, accelerating the underwriting process, reducing turnaround times and increasing customer satisfaction.

    Reshaping business process

    Transforming operations is another way generative AI is encouraging innovation and improving efficiency across various business functions. In marketing, it can create personalized content to truly engage different audiences. For supply chain management, it can predict market trends so companies can optimize their inventory levels. Human resources departments can speed up the hiring process, while financial services can use it for fraud detection and risk assessments. With generative AI, companies are not just refining their current processes, they’re also discovering exciting new growth opportunities.

    New Stories:

    1. Bank of Queensland is modernizing its operations with Azure, Microsoft 365 and Microsoft 365 Copilot, using AI to optimize business processes such as creating marketing content, building reports and plans and drafting HR content.
    2. Document360 created an AI-powered knowledge base and service platform for companies to create, manage and publish online documentation, including product manuals, SOPs and wikis.
    3. Eduvos is simplifying the student enrollment experience with Microsoft Azure and Dynamics 365, reducing the time from 90 days to nearly instantaneous and associated costs by 90%.
    4. Emirates Global Aluminum (EGA) uses Azure Local to support its digital manufacturing platform, including support for safety-critical applications that use AI. Through its hybrid Azure environment, EGA has achieved 10 to 13 times faster AI response time and 86% cost savings for AI image and video use cases.
    5. Hellenic Cadastre built a system that reads and categorizes property contracts, applies legal rules and provides assessments for approval using Azure OpenAI Service. Today, property transaction assessments take less than 10 minutes instead of hours, reducing costs from 15 euros to 0.11 euros per assessment. The system also enhanced property owners’ legal security and boosted the Greek economy by enabling transactions to be completed sooner.
    6. Startup legal-i is using AI to analyze unstructured data and help expensive insurance specialists make better decisions faster — speeding up healthcare and insurance processes and improving the accuracy of outcomes.
    7. Publishing company SHUEISHA Inc. is using Microsoft Security Copilot to enable faster incident response, boosting the confidence and effectiveness of cybersecurity personnel.
    8. thyssencrupp is using the Siemens Industrial Copilot, built on Azure OpenAI Service, to address a skilled labor gap while revolutionizing how it programs and operates machinery.
    9. U.S. AutoForce implemented Dynamics 365 Supply Chain Management to centralize warehouse data, connect processes and improve operational efficiency while using Microsoft Copilot for Finance to automate monthly reconciliations.

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    1. ABB Group integrated Azure OpenAI Service into their Genix Copilot platform enabling customers to achieve up to 30% savings in operations and maintenance, 20% improvement in energy and emission optimization and an 80% reduction in service calls.
    2. Accelleron used Microsoft Power Platform to support numerous business applications and simplify processes for service agents and employees, resulting in the onboard of new agents in 30 minutes, compared to two days for other solutions.
    3. Accenture developed an AI-powered financial advisor that leverages RISE with SAP on Microsoft Azure to enhance their infrastructure and integrate financial data.
    4. Atomicwork leverages Azure OpenAI to bring together three power capabilities: a conversational assistant, a modern service management system and a workflow automation platform.
    5. Blink Ops fully embraced generative AI to build the world’s first Security Automation Copilot with more than 8,000 automated workflows to help any Security/IT task through prompts.
    6. Chalhoub Group is using Microsoft Fabric to modernize its data analytics and streamline its data sources into one platform, increasing agility, enhancing analytics and accelerating processes.
    7. Cineplex is developing innovative automation solutions for finance, guest services and other departments, saving the company over 30,000 hours a year in manual processing time.
    8. ClearBank moved its services to Microsoft Azure to gain scalability and efficiency, pushing out 183% more monthly system releases, gaining both scalability and efficiency.
    9. Danske Statsbaner increases productivity up to 30% with help from Microsoft AI solutions.
    10. Dentsu implemented Microsoft Azure AI Foundry and Azure OpenAI Service to build a predictive analytics copilot that supports media insights, cutting analysis time by 80% and overall time to insight by 90%, reducing analysis costs.
    11. Dow implemented Microsoft 365 Copilot to empower teams with AI-driven insights and streamline essential workflows by automating tasks across departments, saving millions of dollars on shipping operations in the first year.
    12. Eastman implemented Microsoft Copilot for Security realizing the benefits of accelerated upskilling, step-by-step guidance for response and faster threat remediation.
    13. Fast Shop migrated to Microsoft Azure creating a self-service culture of access to data, eliminating delays, reducing costs and increasing leadership satisfaction with data while providing more agility in reporting.
    14. Florida Crystals adopted a value-added solution across Microsoft products including Microsoft 365 Copilot to reduce telecom expenses and automate industrial process controls.
    15. GHD is reinventing the RFP process in construction and engineering with Microsoft 365 Copilot.
    16. GovDash is a SaaS platform that leverages artificial intelligence to streamline the entire business development life cycle for government contracting companies using Azure OpenAI.
    17. Grupo Bimbo is deploying Microsoft’s industrial AI technologies to modernize its manufacturing processes, optimizing production and reducing downtime, driving significant cost savings, and empowering global innovation.
    18. Insight Canada implemented Microsoft 365 Copilot to streamline business operations, with 93% of users realizing productivity gains in functions including sales, finance and human resources.
    19. Intesa Sanpaolo Group enhanced its cybersecurity with AI-enabled Microsoft Sentinel and Microsoft Copilot for Security, resulting in faster threat detection, increased productivity and reduced storage costs.
    20. Kaya deployed a custom implementation of Microsoft Dynamics 365 and Power BI to modernize its supply chain, leading to enhanced visibility, improved planning and streamlined inter-department operations.
    21. Lenovo leveraged Dynamics 365 Customer Service to rapidly manage customer inquiries by streamlining repetitive tasks, boosted agent productivity by 15%, reduced handling time by 20% and reached record-high customer satisfaction.
    22. Lionbridge Technologies, LLC is using Microsoft Azure and Azure OpenAI Service to accelerate its delivery times and improve quality, reducing project turnaround times by up to 30%.
    23. LTIMindtree integrated Microsoft Copilot for Security, offering automated incident response, integrated threat intelligence and advanced threat analysis.
    24. Mania de Churrasco used Microsoft Azure, Power Platform and Microsoft 365 to achieve high efficiency, security and scalability in its operations, in addition to improving its data intelligence, which indirectly participated in a 20% increase in sales year on year.
    25. National Bank of Greece built an Azure-powered Document AI solution to transform its document processing, improving the bank’s accuracy to 90%.
    26. Nest Bank has revolutionized its operations by integrating Microsoft 365 Copilot and Azure OpenAI Service, resulting in doubled sales and increased daily transactions from 60,000 to 80,000, showcasing the transformative impact of generative AI in the financial sector.
    27. Network Rail modernized their data analytics solution with Microsoft Azure, helping engineers understand data 50% faster than before and improve efficiency, passenger experiences and safety — all while saving costs.
    28. Nsure developed an AI-powered agent that uses Copilot Studio and Power Automate to reduce manual processing time by 60% while also reducing associated costs by 50%.
    29. Oncoclínicas implemented Microsoft Azure to transform its entire data ecosystem with a web portal and mobile application that performs all image processing and storage.
    30. Operation Smile used Azure OpenAI Service, Fabric and Power Apps to eliminate manual data entry, resulting in reduced translation errors by about 90% and the time required for completing reports from four to five hours to just 15 to 20 minutes.
    31. Pacifico Seguros has adopted Microsoft Copilot for Security to optimize its security operations and anticipate and neutralize threats more efficiently and effectively.
    32. Parexel adopted Azure Databricks and Microsoft Power BI, achieving an 85% reduction in data engineering tooling costs, a 30% increase in staff efficiency and a 70% reduction in time to market for data product delivery.
    33. Paysafe used Microsoft 365 Copilot to streamline meetings, information management and document creation, addressing language barriers, eliminating time-consuming tasks and boosting creativity along the way.
    34. Planted is integrating Azure OpenAI to manage everyday tasks more efficiently and facilitate the search for information for innovative process development.
    35. Presidio realized dramatic productivity gains saving 1,200 hours per month on average for the employees using Microsoft 365 Copilot and created 70 new business opportunities.
    36. Qatar Charity used Copilot Studio to increase its call center efficiency, reducing average handle time by 30%, increased customer satisfaction by 25%, and achieved a 40% reduction in IT maintenance costs.
    37. Saphyre uses Microsoft Azure and AI to provide an intelligent cloud-based solution that automates and streamlines financial trading workflows around client and counterparty life cycle management, reducing manual efforts by 75%.
    38. StarKist Foods used Azure to effectively unite production and demand processes with finance, reducing the planning cycle from 16 hours to less than one.
    39. Swiss International Air Lines migrated and modernized with Microsoft Azure, achieving up to 30% cost savings, a remarkable boost in platform stability along with enhanced security visibility.
    40. ZEISS Group uses Microsoft Fabric to create a secure and trusted data supply chain that can be shared effortlessly across a range of business units.
    41. ZF Group builds manufacturing efficiency with over 25,000 apps and 37,000 unique active users on Power Platform.

    Bending the curve on innovation

    Generative AI is revolutionizing innovation by speeding up creative processes and product development. It’s helping companies come up with new ideas, design prototypes, and iterate quickly, cutting down the time it takes to get to market. In the automotive industry, it’s designing more efficient vehicles, while in pharmaceuticals, it’s crafting new drug molecules, slashing years off R&D times. In education, it transforms how students learn and achieve their goals. Here are more examples of how companies are embracing generative AI to shape the future of innovation.

    New Stories:

    1. Agricultural Development Trust (ADT) of Baramati is analyzing water, weather, nutrient, pH data and more with AI to increase crop yields in India.
    2. DrumBeat.AI is using Microsoft AI services to predict, identify and treat ear diseases in communities that are both rural and remote, helping to prevent hearing loss among Indigenous communities in Australia.
    3. Dynamic Health Systems created its VitruCare365® platform on the Microsoft Cloud for healthcare technologies to enable motivational care planning. Built on Microsoft Azure, FHIR (Fast Healthcare Interoperability Resources) and Dynamics 365, it provides personalized apps powered by Azure OpenAI Service to each patient and is deployed as an extension to the Microsoft 365 tools clinicians use every day.
    4. Cities can use Esri’s ArcGIS geospatial platform to create environmental digital twins that simulate heavy rainfall and apply hot spot analysis to highlight flooding. Adding Azure AI to the geospatial digital twin will reveal insights in impossible amounts of data.
    5. Digital employment agency Gojob developed Aglae, a virtual assistant based on Azure OpenAI Service, to pre-qualify candidates within 15 minutes, enabling recruiters to achieve record employment placement rates.
    6. Institut Curie and Microsoft partner Witivio developed Copilot for Researcher, an agent that can help researchers with some of the administrative tasks in their jobs so they have more time to spend on actual new ideas in the fight against cancer.
    7. NASA created Earth Copilot to transform how people interact with Earth’s data.
    8. Parity is helping women athletes use data and AI to help improve their well-being, performance and careers.
    9. Petbarn created “PetAI” using Azure OpenAI Service, Azure AI Search and Azure App Service to provide Australian pet owners highly personalized advice and product recommendations.
    10. Project Guacamaya is using daily satellite images and various AI models tailored to the Amazon ecosystem to help prevent its deforestation, allowing for quicker action to be taken in at-risk areas.
    11. Properstar developed a solution to simplify the analysis of unstructured real estate data and create a dynamic, AI-powered filtering system that provides more nuanced search results.
    12. RadarFit is using generative AI and a unique gamification strategy to encourage healthy habits in Brazil, with a comprehensive health and wellness program aimed at helping companies reduce chronic disease rates.
    13. SEDUC is using Microsoft 365 Copilot for administrative tasks — such as generating legal documents and handling administrative inquiries — and has expanded to include AI usage with students and teachers, including personalized learning to cater to individual student needs and help them recover from learning losses during the pandemic.
    14. Indonesia’s Universitas Terbuka used Microsoft Azure OpenAI services and Azure AI Foundry to build an AI tutor that delivers accurate, curriculum-aligned responses and streamlines student assessment. The tutor currently supports 500 classes and some 100,000 students.
    15. World Traveler is using AI including Microsoft Reading Progress and Microsoft Immersive Reader to help teachers reach its globally and educationally diverse students with personalized learning experiences.
    16. South Korean startup Wrtn Technologies brings ATI close to people, with a “superapp” that compiles an array of AI use cases and services, but localized for Korean users to integrate AI into their everyday lives.

    ————————————————————————————————————————–

    1. Air India has incorporated Microsoft 365 Copilot into multiple departments, unlocking a new realm of operational insights that not only provides critical data on flight punctuality and operational hurdles, but also empowers proactive, collaborative decision making.
    2. Agnostic Intelligencedeployed Azure OpenAI Service to eliminate time-consuming tasks, saving users up to 80% of their time, and enabling IT managers to focus on innovation and quality assurance.
    3. Albert Heijn is using Azure OpenAI for everything from customer personalization to demand forecast and food waste projects, making it easier for its customers to change their lifestyle.
    4. Amgen is using Microsoft 365 Copilot to boost productivity and has the potential to speed up drug development and support advancements in their business processes.
    5. APEC leverages Microsoft Azure and deep neural network algorithms to develop an app that enables healthcare providers to capture retinal images, increasing the accuracy to identify Retinopathy of Prematurity (RoP) to 90%.
    6. ASOS is using Azure AI Studio to help customers discover new looks with genuine shopping insights, personalized conversations, naturalism and even humor to enliven the shopping journey.
    7. Auburn University is incorporating Microsoft Copilot to promote AI literacy, accessibility and collaboration, with the aim to expand educational and economic opportunities for its entire academic community with AI-centric tools.
    8. B3 launched an AI assistant using Azure OpenAI Service that aids 10,000 users a day to answer Brazilians’ questions about how to start investing.
    9. Basecamp Research aims to build the world’s largest database of national biodiversity and apply AI and machine learning to advance bioscience.
    10. Bayer is using Microsoft Copilot to contribute to feeding a growing global population and helping people lead healthier, disease-free lives.
    11. BMW AG implemented Azure AI to develop a mobile data recorder copilot for faster data management helping engineers reduce the lead time for insights from days to hours or sometimes minutes.
    12. Brembo leveraged Azure OpenAI to develop ALCHEMIX, a solution to generate innovative compounds for its brake pads, drastically reducing the development time of new compounds from days to mere minutes.
    13. Canary Speech can now train new vocal models in as little as two months and handle millions of transactions per month with Microsoft Azure.
    14. CapitaLand simplified internal processes increasing efficiency to more than 10,000 man-days saved per year and deployed Azure OpenAI Service to build the first AI hospitality chatbot for its lodging business.
    15. Cassidy is using Azure OpenAI Service to enhance efficiency across various industries, supporting over 10,000 companies.
    16. Coca-Cola is implementing Azure OpenAI Service to develop innovative generative AI use cases across various business functions, including testing how Microsoft 365 Copilot could help improve workplace productivity.
    17. Denso is developing “human-like” robots using Azure OpenAI Service as the brain to help robots and humans work together through dialogue.
    18. eFishery is using Azure OpenAI for farmers to get the data and insights on fish and shrimp farming, including more precise feeding and water quality monitoring.
    19. EY developed an application that automatically matches and clears incoming payments in SAP, resulting in an increase from 30% to 80% in automatically cleared payments and 95% matched payments, with estimated annual time savings of 230,000 hours globally.
    20. EY worked with Microsoft to make Azure AI Foundry more inclusive for all, serving the 20% of the global workforce identifying as neurodivergent.
    21. FIDO is using Azure OpenAI Service to develop an AI tool that uses sound to pinpoint leaky pipes, saving precious drinking water.
    22. Georgia Tech is using Azure OpenAI Service to enhance the electric vehicle (EV) charging infrastructure, achieving rapid data classification and predictive modeling, highlighting the reliability of networked chargers over non-networked ones.
    23. GigXR developed a solution to create the intelligence for specific AI patients using Microsoft Azure OpenAI Service and other Azure services.
    24. GoTo Group is significantly enhancing productivity and code quality across its engineering teams by adopting GitHub Copilot, saving over seven hours per week and achieved a 30% code acceptance rate.
    25. GovTech used Microsoft Azure OpenAI Service to create LaunchPad, sparking more than 400 ideas and 20 prototypes, laying the foundation for the government to harness the power of generative AI.
    26. H&R Block is using Azure AI Studio and Azure OpenAI Service to build a new solution that provides real-time, reliable tax filing assistance.
    27. Haut.AI provides skin care companies and retailers with customizable, AI-based skin diagnostic tools developed with the help of Microsoft AI.
    28. Helfie is building a solution that caters to healthcare providers who can arm their patients with an application to more quickly and accurately access the care they need.
    29. Hitachi will implement Azure Open AI Service, Microsoft 365 Copilot and GitHub Copilot to create innovative solutions for the energy, mobility and other industries.
    30. Icertis is providing AI-based tools that will recognize contract language and then build algorithms to automatically choose the right approach based on the content of the contract.
    31. Iconem leveraged AI-generated imagery to process and analyze a vast amount of photogrammetry data used to create the 3D digital twin of St. Peter’s Basilica, allowing visitors to explore every intricate detail from anywhere in the world.
    32. ITOCHU is using Azure OpenAI Service and Azure AI Studio to evolve its data analytics dashboard into a service that provides immediate recommendations by automatically creating evidence-based product proposals.
    33. IU International University of Applied Sciences (IU) is using the power of Azure OpenAI Service to develop Syntea, an AI avatar integrated into Microsoft Teams and Microsoft 365 Copilot, making learning more personalized, autonomous and flexible.
    34. Khan Academy has partnered with Microsoft to bring time-saving and lesson-enhancing AI tools to millions of educators.
    35. Lufthansa Group developed an animated 3D avatar called Digital Hangar to help guide passengers from initial travel inspiration to flight booking through an exchange with an Avatar in natural language.
    36. Mia Labs implemented Azure OpenAI to produce and protect its conversational AI virtual assistant Mia that provides fast support from investors, along with the sophisticated security posture and threat protection capabilities for AI workloads.
    37. Mitsubishi Heavy Industries is using Azure OpenAI Service to help accelerate digital innovation in power plants.
    38. Molslinjen has created an AI analytics toolbox that has reduced fuel emissions, improved customer satisfaction and brought in millions of additional revenue.
    39. New Sun Road implemented AI into a local controller for energy systems to balance the supply, storage and use requirements. This optimized loads to accelerate the deployment of renewable energy for local clean power for communities.
    40. Novo Nordisk recently published initial results with predictive AI models for advanced risk detection in cardiovascular diseases, including an algorithm that can predict patients’ cardiovascular risk better than the best clinical standards.
    41. Ontada implemented Azure AI and Azure OpenAI Service to target nearly 100 critical oncology data elements across 39 cancer types and now accesses an estimated 70% of previously unanalyzed or unused information, accelerating its life science product development, speeding up time to market from months to just one week.
    42. Paige.AI​ is using AI and Microsoft Azure to accelerate cancer diagnoses with data from millions of images.
    43. Pets at Home created an agent to help its retail fraud detection team investigate suspicious transactions.
    44. Plan Heal is using Microsoft AI to create solutions that enable patients to monitor and report health metrics so care providers can better serve them.
    45. Pacific Northwest National Laboratory (PNNL) is testing a new battery material that was found in a matter of weeks, not years, as part of a collaboration with Microsoft.
    46. Rijksmuseum is harnessing the power of Copilot to make art accessible at scale by joining forces with Microsoft to improve and expand the art experience for blind and low-vision community members.
    47. Royal National Institute of Blind People is using Azure AI services to develop an AI-based solution that quickly and accurately converts letters to braille, audio, and large print formats.
    48. Schneider Electric provides productivity-enhancing and energy efficiency solutions and is using a whole suite of AI tools to hasten its own innovation and that of its customers.
    49. SPAR ICS created an award-winning, AI-enabled demand forecasting system achieving 90% inventory prediction accuracy.
    50. SustainCERT deployed GenAI and machine learning for automated data verification, extraction from documents and to accelerate auditing processes to enable verifying the impacts and credibility of carbon credits.
    51. Suzuki Motor Corporation is adopting Azure OpenAI Service for data security, driving company-wide use with five multipurpose apps.
    52. Tecnológico de Monterrey created a generative AI-powered ecosystem built on Azure OpenAI Service with the goal to personalize education based on the students’ needs, improve the learning process, boost teachers’ creativity and save time on tedious tasks.
    53. TomTom is using Azure OpenAI Service, Azure Cosmos DB and Azure Kubernetes Service to revolutionize the driver experience.
    54. Toyota is deploying AI agents to harness the collective wisdom of engineers and innovate faster in a system named “O-Beya,” or “big room” in Japanese. The “O-Beya” system currently has nine AI agents — from a Vibration Agent to a Fuel Consumption Agent.
    55. Unilever is partnering with Microsoft to identify new digital capabilities to drive product innovation forward, from unlocking the secrets of our skin’s microbiome to reducing the carbon footprint of a multibillion-dollar business.
    56. Unity used Microsoft Azure OpenAI Service to build Muse Chat, an AI assistant that can guide creators through common questions and help troubleshoot issues to make game development easier.
    57. University of South Florida is using Microsoft 365 Copilot to alleviate the burden of repetitive, time-consuming tasks so faculty and staff can spend this time creatively solving problems, conducting critical research, establishing stronger relationships with peers and students and using their expertise to forge new, innovative paths.
    58. Utilidata built the first distributive AI and accelerated computing platform for the electric grid allowing flexible transformation and dynamic infrastructure to increase electrification and decarbonization.
    59. Visma has developed new code with GitHub Copilot, Microsoft Azure DevOps and Microsoft Visual Studio as much as 50 percent faster, contributing to increased customer retention, faster time to market and increased revenue.
    60. Wallenius Wilhelmsen is implementing Microsoft 365 Copilot and using Microsoft Viva to drive sustainable adoption, streamlining processes, empowering better decision making and cultivating a culture of innovation and inclusion.
    61. Wipro is committed to delivering value to customers faster and improving the outcomes across the business by investing $1 billion in AI and training 200,000 employees on generative AI principles with Microsoft Copilot.

    Read more:

    IDC InfoBrief: sponsored by Microsoft, 2024 Business Opportunity of AI, IDC# US52699124, November 2024

    Tags: AI, AI Azure, Azure OpenAI Service, Copilot, Copilot Studio, Microsoft 365 Copilot

    MIL OSI Economics –

  • MIL-OSI United Kingdom: Workers have to come before profit in Employment Rights Bill

    Source: Scottish Greens

    05 Feb 2025 Economy

    Workers rights are crucial to a greener economy.

    More in Economy

    Keir Starmer must not bend the knee to big business interests over the upcoming Employment Rights Bill, says Scottish Greens MSP, Maggie Chapman.

    The Employment Rights Bill, which is meant to improve workers’ rights and ban zero-hours contracts, has come under pressure as Tories and large corporate lobbying groups try to water down the bill.

    Scottish Greens have long called for many of the provisions included in the bill, but are determined to see it go further, including protecting hospitality and retail workers from unpaid trial shift exploitation, increasing the minimum wage to at least the real living wage and taking steps to normalise a four-day work week with no loss of pay.

    Union leaders have called on the Labour government to ignore calls from lobbyists and work to strengthen workers’ rights.

    Scottish Greens MSP Maggie Chapman said:

    “Workers deserve better. For too long, big businesses across the country have exploited and used workers to put profits into their shareholders’ pockets.

    “Scottish Greens have been calling for years to improve workers rights here in Scotland because we know things must change. But when Labour had the chance to back our calls to devolve workers’ rights to the Scottish Parliament, they failed. They lacked the courage to stand up for Scottish workers.

    “Now, Labour must have the courage to stand up against corporate lobbyists who want to water down this crucial Employment Rights Bill. This bill is far from perfect, but it can make crucial progress towards a better deal for workers and implement many of the policies that Scottish Greens want to see delivered here in Scotland.

    “Whilst the Tories and big business try to water down the bill, it’s more important than ever that all MPs put the rights of workers before profit.”

    MIL OSI United Kingdom –

  • MIL-OSI United Nations: Human Rights Council to Hold Special Session onthe Democratic Republic of the Congo on 7February

    Source: United Nations – Geneva

    The United Nations Human Rights Council will hold a special session on the human rights situation in the east of the Democratic Republic of the Congo on Friday, 7 February 2025.

    The session will start at 10 a.m. in room XX of the Palais des Nations in Geneva. The meeting will be webcast live in the six official languages of the United Nations.

    The special session is being convened per an official request submitted on Monday evening, 3 February, by the Democratic Republic of the Congo, which has been supported by 27 States thus far.

    For a special session to be convened, the support of one-third of the 47 members of the Council – 16 or more – is required. This request is thus far supported by the following States members of the Council (27): Algeria, Belgium, Bulgaria, Burundi, Chile, Colombia, Costa Rica, Cyprus, Czechia, the Democratic Republic of the Congo, the Dominican Republic, France, Germany, Ghana, Iceland, Japan, Kyrgyzstan, Malawi, Marshall Islands, Morocco, the Netherlands, North Macedonia, the Republic of Korea, Romania, South Africa, Spain and Switzerland.

    The request is also supported by the following 21 observer States: Australia, Austria, Croatia, Denmark, Estonia, Finland, Greece, Hungary, Ireland, Italy, Latvia, Liechtenstein, Lithuania, Luxembourg, Malta, Poland, Portugal, Slovakia, Slovenia, Sweden and the United Kingdom.

    The list of signatories remains open up to the holding of the special session. Therefore, the above list of States is to be considered provisional.

    In connection with this special session, the Council will convene an organizational meeting on Thursday, 6 February at 10 a.m. when specific details on the special session and its scenario will be announced. This organizational meeting will also be webcast live.

    This will be the thirty-seventh special session of the Human Rights Council. On 28 November 2008, the Council held a special session on the situation of human rights in the east of the Democratic Republic of the Congo. The full list of special sessions of the Human Rights Council can be seen here .

     

    Produced by the United Nations Information Service in Geneva for use of the media; 
    not an official record. English and French versions of our releases are different as they are the product of two separate coverage teams that work independently. 

     

    HRC25.001E

    MIL OSI United Nations News –