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Category: France

  • MIL-OSI Global: The US has the power to switch off the UK’s nuclear subs – a big problem as Donald Trump becomes an unreliable partner

    Source: The Conversation – UK – By Becky Alexis-Martin, Peace Studies and International Development, University of Bradford

    Keir Starmer aboard one of the UK’s Vanguard class submarines. CC BY-NC-ND

    Prime Minister Keir Starmer recently boarded one of the UK’s four nuclear-armed submarines for a photo call as part of his attempts to demonstrate the UK’s defence capabilities as tensions with Russia continue.

    However, Starmer faces a problem. The submarine, and the rest of the UK’s nuclear fleet, is heavily reliant on the US as an operating partner. And at a time when the US becomes an increasingly unreliable partner under the leadership of an entirely transactional president, this is not ideal. The US can, if it chooses, effectively switch off the UK’s nuclear deterrent.

    British and US nuclear history is irrevocably interwoven. The US and UK cooperated on the Manhattan project, under the 1943 Quebec agreements and the 1944 Hyde Park aide memoire. This work generated the world’s first nuclear weapons, which were deployed on Hiroshima and Nagasaki in 1945.

    It also led to the first rupture. In 1946, the US classified UK citizens as “foreign” and prevented them from engaging in secret nuclear work. Collaboration with the UK immediately ceased.

    The UK decided to develop its own arsenal of nuclear weapons. The successful detonation of the “Grapple Y” hydrogen bomb in April 1958 cemented its position as a thermonuclear power.

    In the meantime, however, Russia’s launch of the Sputnik satellite in 1957 had demonstrated the lethal reach of Soviet nuclear technology. This brought the US and UK back together as nuclear partners.

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    Talks on how to counter the Russian threat became the foundation of an atomic partnership that endures to the present day. This mutual defence agreement, signed in 1958, has provided the UK with affordable access to the latest nuclear technology and a reliable western ally. The treaty has been amended and adapted over time to reflect changes in the US-UK working relationship and the two are now so entangled that it is very hard to leave the co-dependent relationship.

    Both sides have benefited from security and protection, especially during the cold war. However, Trump’s new “special relationship” with Russia’s Vladimir Putin has reconfigured the global order of geopolitics.

    Serious concerns are now being raised about the UK’s nuclear capacity, given the unpredictability and potential unreliability of the new US administration. Trump could ignore or threaten to terminate the agreement in a show of power or contempt.

    The UK’s nuclear subs

    The UK’s Trident nuclear deterrence programme consists of four Vanguard nuclear-powered and armed submarines. The UK has some autonomy, as it is operationally independent and controls the decision to launch.

    However, it remains dependent on the US because the nuclear technologies at the heart of the Trident system are US designed and leased by Lockheed Martin – and there is no suitable alternative. The Trident system therefore relies on the US for support and maintenance.

    The UK is currently in the process of upgrading the current system. But its options seem limited. If the US were to renege on its commitments, the UK would either have to produce its own weapons domestically, collaborate with France or Europe or disarm. Each scenario creates new issues for the UK. Manufacturing nuclear weapons from scratch in the UK, for example, would be a costly and protracted activity.

    Technical collaboration with France seems the most plausible back-up option at the moment. The two countries already have a nuclear collaboration treaty in place. France has taken a similar submarine-based approach to deterrence as the UK and French president Emmanuel Macron has suggested its deterrent could be used to protect other European countries. Another alternative would be to spread the cost across Europe and create a European deterrence – but both strategies just re-embed the UK’s current nuclear reliance.

    The UK is reliant on others for its nuclear deterrent.
    Number 10/Flickr, CC BY-NC-ND

    While these weapons may deter a hostile nuclear strike, they have failed to prevent broader acts of aggression. Nuclear weapons have not been used in warfare for 80 years. Perhaps it is time to completely and permanently unshackle the UK from nuclear deterrence, and consider alternative forms of defence.

    The UK’s nuclear arsenal is expensive to maintain. The cost of replacing Trident is £205 billion. In 2023, the Ministry of Defence reported that the anticipated costs for supporting the nuclear deterrent would exceed its budget by £7.9 billion over the next ten years. This funding could be channelled into more pressing security threats, such as cybersecurity, terrorism or climate change.

    Nuclear weapons will become strategically redundant if the UK cannot act independently. As Nato and the US dominate the global nuclear stage, the UK’s capacity to respond has become contested. The time has come to decide whether the US is really our friend – or a new foe.

    Becky Alexis-Martin 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. The US has the power to switch off the UK’s nuclear subs – a big problem as Donald Trump becomes an unreliable partner – https://theconversation.com/the-us-has-the-power-to-switch-off-the-uks-nuclear-subs-a-big-problem-as-donald-trump-becomes-an-unreliable-partner-252674

    MIL OSI – Global Reports –

  • MIL-OSI Europe: AFRICA/MALI – Operation Sounkalo Solidarité: solidarity, sharing, social cohesion during Ramadan and Lent

    Source: Agenzia Fides – MIL OSI

    Thursday, 27 March 2025

    Bamako (Agenzia Fides) – Since March 1, the official start of Ramadan, thousands of people of all faiths have gathered in various locations across the country to share food, which is distributed every afternoon at 6:00 p.m., when Muslims can break their fast.The initiative, launched by the Malian government, aims to create a climate of solidarity and cohesion among the population and consists of distributing meals and food packages to everyone. Every day, workers, local authorities, and NGOs gather with the population to break the fast at designated locations such as football fields, open spaces, or mosques to share the meals provided (61 locations across the country and 300 food packages per day and location).This year, the occasion is even more significant, as Ramadan for Muslims coincides with Lent for Christians. Thanks to this initiative, the entire population has the opportunity to share not only food but also genuine moments of aggregation. In a climate of solidarity, people feel motivated and encouraged, despite the instability in the country. Life continues as normal for everyone until the evening, when everyone, from local authorities to religious and ordinary citizens, gathers for meals that conclude with prayers and blessings in a true atmosphere of conviviality, peace, and social cohesion.In addition to the packages delivered to the main religious organizations by the President of the Republic’s Commissioner for Social Works on March 4, 2025, another 50 tons of rice were delivered to the country’s main Muslim and Christian religious organizations on March 13, 2025, by the Minister of Religious Affairs, Worship, and Customs, Mahamadou Konè, in the presence of Mahamane Adamou Cissé, Deputy Director General of the Maison du Hadj, as well as numerous religious leaders, members of the government, and civil society actors at the Maison du Hadj.Mahamane Konè recalled on this occasion that this initiative is part of the Operation “Sounkalo Solidarité” of the President of the Transitional Government, Army General Assimi Goita, and aims to provide support to vulnerable populations through religious structures. For his part, Mahamane Adamou Cissé emphasized that this initiative testifies to the commitment of the highest authorities of the transition to the Muslim and Christian religious communities, noting that in this blessed month, a month of sharing, piety, and solidarity, this gesture takes on a very special meaning that will allow many families to live this time with dignity.Since 2012, Mali has been ravaged by a civil war between the country’s regular army, Tuareg rebels, and various jihadist groups in conflict with the central government and among themselves. According to international statistics, the escalation of this political crisis has led to two further military coups in 2020 and 2021, respectively, while conflicts between the various armed groups within the country have further intensified since August 2022, when French troops withdrew from Malian territory, ending a nine-year military operation.Following the dismissal of Prime Minister Choguel Kokalla Maïga on November 20 of last year, the government is currently led by General Abdoulaye Maïga, and presidential elections are not expected soon. Local sources indicate that security in the country has improved thanks to the opening of various barracks and frequent movements organized by the countries of the “Alliance pour l’État du Sahel” (AES). (AP) (Agenzia Fides, 27/3/2025)
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    MIL OSI Europe News –

  • MIL-OSI Security: Irvine Man Sentenced to Nearly Four Years in Federal Prison for Stealing and Reselling High-End Violins and for Robbing Bank in O.C. Last Year

    Source: Federal Bureau of Investigation (FBI) State Crime News

    SANTA ANA, California – An Orange County man was sentenced today to 46 months in federal prison for orchestrating a scheme to steal high-value violins and robbing a bank in Irvine.

    Mark Meng, 58, of Irvine, was sentenced by United States District Judge David O. Carter, who scheduled a restitution hearing for June 24 in this case.

    Meng pleaded guilty in September 2024 to one count of wire fraud and one count of bank robbery. He has been in federal custody since May 2024.

    From August 2020 to April 2023, Meng schemed to steal valuable violins and keep or resell them for his personal gain. Meng – posing as a collector of musical instruments – contacted violin shops across the country to express interest in receiving the violins on loan for a trial period to determine if he wished to buy them. In some cases, he purchased violin bows before asking for the violins on a trial-period basis.

    After receiving each violin, Meng negotiated a purchase price for it, kept the instrument beyond the trial period, then provided the violin shops with a check or set of checks for the violin, knowing the whole time the checks he wrote to the violin shops would be rejected due to insufficient funds.

    When a violin-shop representative contacted Meng to inform him that the shop’s bank had rejected his checks, he sent a new series of checks, which also later were rejected due to insufficient funds. Sometimes, Meng lied to the violin shops by falsely telling them he had mailed the violin back to them, but that they had been lost in the mail. Eventually, Meng stopped communicating with the violin shops.

    After fraudulently obtaining the violins, Meng re-sold them to a buyer – often during the trial periods from the violin shops. For example, on February 1, 2023, a victim loaned Meng a Guilio Degani violin – valued at $175,000 – pursuant to a trial-period contract, which required Meng to return or purchase the violin by February 10, 2023. However, Meng attempted to sell this violin to a buyer – who was unaware of the violin’s stolen origin.

    According to court documents, Meng also stole the following:

    • one Lorenzo Ventapane violin, dated 1823, and valued at $175,000;
    • one Guilio Degani violin, dated 1903, and valued at $55,000;
    • one Caressa & Francais violin, dated 1913, and valued at $40,000;
    • one Francais Lott violin bow, stamped “Lupot,” and valued at $7,500;
    • one Gand & Bernardel violin, dated 1870, and valued at $60,000;
    • one French, Charles J.B. Colin Mezin violin, valued at $6,500; and
    • one German, E.H. Roth Guarneri violin, valued at $6,500.

    Despite knowing that he did not own these violins and violin bows, Meng sold three of these stolen violins and a violin bow to a victim for a total of $44,700.

    In January 2023, Meng emailed one violin shop in Alexandria, Virginia, to express an interest in obtaining the Ventapane violin and the Degani violin on a trial basis, all the while intending to fraudulently obtain then re-sell them.

    On April 2, 2024, Meng entered a bank branch in Irvine, wearing a hat, sunglasses, a bandana covering his face, and blue latex gloves. Meng gave the bank teller a note stating “$18,000. Withdraw. Please. Stay Cool. No harm. Thx.” When the teller told Meng she did not have access to the money he demanded, Meng responded, “Give me whatever you have.” The teller, fearing harm to herself and her co-workers, handed Meng $446.

    The FBI’s Art Crime Team investigated this matter, with assistance from the Irvine Police Department and the Glendale Police Department.

    Assistant United States Attorneys Laura A. Alexander and Mark A. Williams, both of the Environmental Crimes and Consumer Protection Section, prosecuted this case.

    MIL Security OSI –

  • MIL-OSI: Cegedim Full year 2024 results: Operating profitability improved

    Source: GlobeNewswire (MIL-OSI)

     

    PRESS RELEASE

    Quarterly financial information as of December 31, 2024
    IFRS – Regulated information – Audited

    Full year 2024 results: Cegedim’s operating profitability improved

    • 2024 revenues rose 6.3% to €654.5 million
    • Recurring operating income(1) increased 24.7% to €39.5 million
    • Recurring operating margin came to 6.0% in 2024, up from 5.1% in 2023

    Boulogne-Billancourt, France, March 27, 2025, after the market close

    Cegedim generated consolidated revenues of €654.5 million in 2024, an increase of 6.3%, and recurring operating income(1)of €39.5 million, a 24.7% increase. Recurring operating margin was 6.0%, up from 5.1% one year earlier.

    Consolidated income statement

      2024 2023 Change
      (in €m) (in %) (in €m) (in %) (in %)
    Revenue 654.5 100% 616.0 100.0% +6.3%
    EBITDA(1) 123.6 18.9% 108.8 17.7% +13.5%
    Depreciation and amortization -84.1 -12.8% -77.2 -12.5% +9.0%
    Recurring operating income(1) 39.5 6.0% 31.7 5.1% +24.7%
    Other non-recurring operating income and expenses(1) -28.4 -4.3% -11.7 -1.9% -143.0%
    Operating income 11.1 1.7% 20.0 3.2% -44.5%
    Financial result -20.9 -3.2% -11.9 -1.9% -75.8%
    Total tax -5.8 -0.9% -14.8 -2.4% -61.1%
    Net profit attributable to owners of the parent -14.7 -2.2% -7.4 -1.2% -98.6%
    Earnings per share (in euros) -1.1 – -0.5 – -120.0%

    Consolidated revenues: rose €38.5 million, or +6.3%, to €654.5 million in 2024 compared with €616.0 million in 2023. The positive scope effect of €8.2 million, or 1.4%, was attributable to the first-time consolidation of Visiodent starting March 1, adjusted for the deconsolidation of INPS from Cegedim’s accounts since December 10. The positive currency impact was €1.1 million, or 0.2%. Like-for-like(2) revenue increased +4.7% over the period.

    Recurring operating income(1): rose €7.8 million in 2024 to €39.5 million compared with €31.7 million in 2023. It amounted to 6.0% of 2024 revenue compared with 5.1% in 2023. This increase was driven chiefly by the profitability improvement in the insurance businesses, especially the Software and BPO offerings, as well as further strong growth in Cegedim Business Services in Human Resources and in digitalized flow services for businesses and healthcare. Another highlight of the year’s results was the very strong performance of the marketing in pharmacies offering and the positive contribution from the first-time consolidation of Visiodent.

    Other non-recurring operating income and expenses(1): amounted to an expense of €28.4 million in 2024 compared with an income of €11.7 million in 2023. Following the voluntary placement of its INPS subsidiary in administration, the Group recognized a capital loss of €8.8 million. The remainder consists of an €8.6 million asset impairment charge on its software for pharmacies business in France and the United Kingdom and a goodwill impairment charge of €4.7 million related to its Clamae subsidiary. Of this total of €28.4 million, the cash impact was only €5.7 million, related principally to payroll costs.

    Depreciation and amortization expenses: rose €6.9 million in 2024. Amortization of R&D costs rose €6.0 million year on year compared with 2023, and depreciation of capital expenditures rose €2.4 million as a result of investments in the operations of cegedim.cloud and C-Media. Amortization of intangible assets and depreciation of right-of-use assets declined by €1.5 million.

    EBITDA: the €14.8 million or 13.5% increase between 2023 and 2024 was the result of a stabilization in payroll costs, external expenses and purchases used relative to the pace of revenue growth, reflecting the special attention the Group paid to cost control.

    Financial result: was a loss of €20.9 million, down €9.0 million compared with 2023, owing to a provision related to the voluntary placement of INPS in administration and the increase in interest expense owing to the new financing arrangement put in place in the summer.

    Total tax: came to a charge of €5.8 million, down €9.0 million compared with 2023. As a reminder, note that in 2023 the Group made a €12.3 million accounting adjustment to previously recognized deferred tax assets. The adjustment had no cash impact and was intended to reflect recent developments in judicial precedent that led the Group to measure its potential unrealized gain more conservatively.

    Analysis of business trends by division

    in millions of euros Total Software & Services Flow Data & Marketing BPO Cloud & Support
    Revenue            
    2023 as reported 616.0 326.6 95.9 114.9 71.5 7.1
    2023 reclassified (*) 616.0 302.3 93.4 114.9 71.5 33.9
    2024 654.5 307.8 100.3 125.9 82.7 37.8
    Change +6.3% +1.8% +7.3% +9.6% +15.8% +11.3%
                 
    Recurring operating income(3)            
    2023 as reported 31.7 4.2 12.1 15.9 4.0 -4.5
    2023 reclassified (*) 31.7 2.3 11.2 15.9 4.1 -1.8
    2024 39.5 5.1 12.5 16.5 7.2 -1.9
    Change +24.7% +126.7% +11.8% +3.5% +77.2% -5.0%
                 
    Recurring operating margin            
    2023 as reported 5.1% 1.3% 12.6% 13.9% 5.5% -62.9%
    2023 reclassified (*) 5.1% 0.8% 11.9% 13.9% 5.7% -5.2%
    2024 6.0% 1.7% 12.4% 13.1% 8.7% -4.9%
                 

    (*)As of January 1, 2024, our Cegedim Outsourcing and Audiprint subsidiaries—which were previously housed in the Software & Services division—as well as BSV—formerly of the Flow division—have been moved to the Cloud & Support division in order to capitalize on operating synergies between cloud activities and IT solutions integration.

    • Software & Services: 2024 revenue rose 1.8%, boosted by the HR solutions, insurance businesses and the first-time consolidation of Visiodent from March 1, 2024. The pharmacy business and Cegedim Santé felt the impact of comparisons with Ségur public health investment spending, while the international businesses recorded a business contraction owing to the decision to wind down, then shutter its software for doctors business in the United Kingdom.

    Recurring operating income (REBIT) amounted to €5.1 million in 2024, a €2.8 million increase compared with income of €2.3 million in 2023. Of this income, €3.2 million flowed from the firmer business trends at Cegedim Santé, chiefly as a result of the first-time consolidation of Visiodent. This cost control policy together with strong activity levels boosted the Insurance business, and HR solutions also made a positive contribution to the improvement in recurring operating income. The pharmacy software business in France was adversely affected by the slowdown in equipment sales after many pharmacies updated their equipment in 2023. The international businesses recorded a small decrease in their recurring operating income owing to the deconsolidation of INPS, which incurred expenses for the Pharmacy business in the United Kingdom.

    Software & Services Change
    2024/2023 reclassified
    in millions of euros 2024 2023 reclassified (*) 2023 as reported
    Revenue 307.8 302.3 326.6 +5.5 +1.8%
    Cegedim Santé 80.2 76.5 76.5 +3.7 +4.8%
    Insurance, HR, Pharmacies, and other services 176.7 173.3 197.6 +3.4 +2.0%
    International businesses 50.9 52.5 52.5 -1.6 -3.0%
    Recurring operating income(4) 5.1 2.3 4.2 +2.8 +126.7%
    Cegedim Santé 0.3 -2.9 -2.9 +3.2 +111.9%
    Insurance, HR, Pharmacies, and other services 13.3 12.8 14.7 +0.5 +4.4%
    International businesses -8.5 -7.6 -7.6 -0.9 -12.4%

    (*)As of January 1, 2024, our Cegedim Outsourcing and Audiprint subsidiaries—which were previously housed in the Software & Services division—have been moved to the Cloud & Support division in order to capitalize on operating synergies between cloud activities and IT solutions integration.

    • Flow: Revenue rose 7.9%, propelled by e-business, e-invoicing, and digitized data exchanges (+5.6%), and by the Third-party payer business (+9.9%), which was supported by the powerful momentum of its fraud detection and long-term illness detection offerings.         
      The €1.3 million improvement, or +11.8% increase, in recurring operating income was driven by the rapid growth in the business and by a tight grip on expenses and payroll costs.
    • Data & Marketing: Revenue came to €125.9 million, up +9.6% on the back of a record performance by the Marketing division. It posted growth of 19.9%, underpinned by its phygital media communication strategy and boosted by special campaigns during the Olympic Games. Even though performance in 2023 was highly impressive, the Data business still managed to post growth of 1.6% in 2024.

    The division’s recurring operating income(1) grew by €0.6 million or +3.5% owing to the Marketing division converting robust revenue growth into operating income growth. On the other hand, the slowdown in international Data was a drag on the division’s profitability.

    • BPO: the division’s revenues grew 15.8% in 2024 compared with 2023, owing principally to services managed on behalf of health and personal protection insurers, which grew by 20.2% as a result of its flourishing overflow business and a favorable comparison linked to the start of the new contract with Allianz on April 1, 2023. Revenues from services management on behalf of HR departments rose 5.5%.

    The division’s recurring operating income rose by €3.1 million, or +77.2%. Most of this increase came from BPO Business services, which benefited from the tight control of payroll costs amid revenue growth and an allocation of its internal IT expenses more appropriate for its business level. The business for insurers posted an increase in recurring operating income, despite the costs incurred on the Allianz contract, as a result of the improvement in the profitability of other BPO contracts and, crucially, the impact of its flourishing overflow offering.

    • Cloud & Support: the Cloud & Support division posted a revenue increase of €3.9 million on the back of its expanded range of sovereign cloud-backed products and services, which earned the ANSSI security visa for SecNumCloud

    certification. The 2024 recurring operating loss(1) was €1.9 million, almost stable compared with 2023, demonstrating the Cloud business’ ability to offset the support activity expenses.

    Highlights

    To the best of the Company’s knowledge, there were no events or changes during 2024 that would materially alter the Group’s financial situation.

    • Acquisition of Visiodent

    On February 15, 2024, Cegedim Santé acquired Visiodent, a key French publisher of management software for dental practices and health clinics. Visiodent launched the market’s first 100% SaaS solution, Veasy, at a time of significant expansion for those organizations. Its users now include the country’s largest nation-wide networks of health clinics, both cooperative and privately owned, as well as several thousand dental surgeons in private practice. Visiodent generated revenue of c.€10 million in 2023 and began contributing to Cegedim Group’s consolidation scope on March 1, 2024.

    On December 10, 2024, Cegedim announced that it had voluntarily placed its UK subsidiary—INPS, which sells software for doctors—under administration.

    • New financing arrangement

    On July 31, 2024, Cegedim announced that it had secured a new financing arrangement consisting of a €230 million syndicated loan. The arrangement is split into €180 million of lines drawn upon closing to refinance the Group’s existing debt (RCF and Euro PP, which were to mature in October 2024 and October 2025 respectively) and an additional, undrawn revolving credit facility (RCF) of €50 million. This new financing arrangement will bolster the Group’s liquidity and extend the maturity of its debt to, respectively, 5 years (€30 million, payments every six months); 6 years (€60 million, repayable upon maturity); and 7 years (€90 million, repayable upon maturity).

    Cegedim S.A. has been subject to two tax audits since 2018, which have resulted in reassessments relating to the use of tax-loss carryforwards contested by the tax authorities. After consultation with its lawyers and based on the applicable tax law and ample precedent, Cegedim S.A. believes that the tax authorities’ proposed reassessments are unwarranted. As a result, the Company has appealed the decision and continues to explore its options for contesting the reassessments.

    In the event of an unfavorable ruling, based on the tax losses used up to December 31, 2024, Cegedim S.A. would have to book tax expense of €30.8 million in its P&L, of which it has already paid €23 million, and to cancel €4.1 million in deferred tax assets, which would not entail any cash outflow.

    In the last quarter of 2023, the Company referred this dispute to the administrative court, and the dispute is likely to continue for several years.

    Significant transactions and events post December 31, 2024

    To the best of the Company’s knowledge, there were no post-closing events or changes after December 31, 2024, that would materially alter the Group’s financial situation.

    Outlook

    Based on the currently available information, the Group expects 2025 like-for-like(1) revenue growth to be in an approximative range of 2-4% relative to 2024. Recurring operating income should continue to improve, following a similar trajectory to 2024.

    These targets are not forecasts and may need to be revised if there is a significant worsening of geopolitical, macroeconomic, or monetary risks.

    —————

    The Audit Committee met on March 26, 2025. The Board of Directors, chaired by Jean-Claude Labrune, met on March 27, 2025. It approved the consolidated financial statements at December 31, 2024, and will ask the Shareholders’ Meeting to approve the financial statements for the year 2024. The consolidated accounts have been audited. The statutory auditors’ report will be issued once the formalities required for submission of the Universal Registration Document have been completed.

    The Universal Registration Document will be available in a few days’ time, in French and in English, on our website.

    ———

    (1) At constant scope and exchange rates.

    WEBCAST ON MARCH 27, 2025, AT 6:15 PM (PARIS TIME)
    The webcast is available at:www.cegedim.fr/webcast

    The fiscal 2024 results presentation is available on the website:

    https://www.cegedim.fr/finance/documentation/Pages/presentations.aspx

    Financial calendar for 2025

    2025 March 28 at 10:00 am

    April 24 after the close

    June 13 at 9:30 am

    July 24 after the close

    September 25 after the close

    September 26 at 10:00 am

    October 23 after the close

    		 SFAF meeting

    Q1 2025 revenues

    Shareholders’ meeting

    H1 2025 revenues

    H1 2025 results

    SFAF meeting

    Q3 2025 revenues

    Financial calendar: https://www.cegedim.fr/finance/agenda/Pages/default.aspx

    Disclaimer
    This press release is available in French and in English. In the event of any difference between the two versions, the original French version takes precedence. This press release may contain inside information. It was sent to Cegedim’s authorized distributor on March 27, 2025, no earlier than 5:45 pm Paris time.
    The figures cited in this press release include guidance on Cegedim’s future financial performance targets. This forward-looking information is based on the opinions and assumptions of the Group’s senior management at the time this press release is issued and naturally entails risks and uncertainty. For more information on the risks facing Cegedim, please refer to Chapter 7, “Risk management”, section 7.2, “Risk factors”, and Chapter 3, “Overview of the financial year”, section 3.6, “Outlook”, of the 2023 Universal Registration Document filed with the AMF on April 3, 2024, under number D.24-0233.

    About Cegedim:
    Founded in 1969, Cegedim is an innovative technology and services group in the field of digital data flow management for healthcare ecosystems and B2B, and a business software publisher for healthcare and insurance professionals. Cegedim employs nearly
    6,700 people in more than 10 countries and generated revenue of over €654 million in 2024.
    Cegedim SA is listed in Paris (EURONEXT: CGM).
    To learn more please visit: www.cegedim.fr
    And follow Cegedim on X: @Cegedimgroup, LinkedIn, and Facebook.

    Aude Balleydier
    Cegedim
    Media Relations and
    Communications Manager

    Tel.: +33 (0)1 49 09 68 81
    aude.balleydier@cegedim.fr

    		 Damien Buffet
    Cegedim
    Head of
    Financial Communication

    Tel.: +33 (0)7 64 63 55 73
    damien.buffet@cegedim.com

    		 Céline Pardo
    Becoming RP Agency
    Media Relations Consultant

    Tel.:         +33 (0)6 52 08 13 66
    cegedim@becoming-group.com

    		  

    Appendix

    Consolidated financial statements at December 31, 2024

    • Assets at December 31, 2024
    In thousands of euros 12/31/2024 12/31/2023
    Goodwill arising on acquisitions 235,747 199,787
    Development costs 857 1,562
    Other intangible assets 190,555 192,616
    Intangible assets 191,412 194,178
    Land 594 544
    Buildings 1,451 1,660
    Other property, plant and equipment 51,539 45,829
    Advances and non-current assets in progress 4,876 831
    Right-of-use assets                   86,273                   89,718
    Property, plant and equipment 144,733                 138,582
    Equity investments 0 0
    Loans 14,156 15,332
    Other financial assets 5,820 5,230
    Financial assets excluding investments in affiliates 19,976 20,563
    Investments in affiliates 15,354 22,065
    Deferred tax assets 16,597 19,747
    Prepaid expenses: long-term proportion – –
    Non-current assets 623,819                 594,922   
    Goods held for resale 6,741 5,498
    Advances and deposits received on orders 1,296 3,703
    Trade receivables: short-term portion 186,003 175,199
    Other receivables: short-term portion 66,945 59,563
    Current tax credits 29,152 16,495
    Cash equivalents 0 0
    Cash 49,577 46,606
    Prepaid expenses: short-term portion 23,357 22,082
    Current assets 363,071 329,146
    Total assets 986,890 924,068
    • Liabilities and equity at December 31, 2024
    In thousands of euros 12/31/2024 12/31/2023
    Share capital 13,432 13,337
    Retained earnings 268,728 282,521
    Group unrealized exchange gains/losses -3,105 -12,275
    Group profit (loss) -14,707 -7,407
    Shareholders’ equity, Group share 264,348 276,175
    Non-controlling interest 18,156 18,381
    Equity 282,503             294,556   
    Financial liabilities 223,777 188,546
    Lease liabilities 77,639 78,761
    Deferred tax liabilities 1,654 5,600
    Post-employment benefit obligations 33,024 31,007
    Provisions 2,073 2,521
    Non-current liabilities 338,167             306,435   
    Financial liabilities 10,315 3,006
    Lease liabilities 14,118 14,789
    Trade payables and related accounts 71,784 61,734
    Current tax liabilities 279 235
    Tax and social security liabilities 128,289 121,371
    Provisions 1,502 1,730
    Other liabilities 139,932 120,212
    Current liabilities 366,220             323,077   
    TOTAL Liabilities and equity             986,890               924,068  
    • Income statement as of December 31, 2024
    In thousands of euros 12/31/2024 12/31/2023
    Revenue 654,496 615,995
    Purchases used -29,565 -28,547
    External expenses -143,770 -138,544
    Taxes and duties -4,468 -5,352
    Payroll costs -349,803 -331,748
    Impairment of trade receivables and other receivables and on contract assets -1,984 -2,444
    Allowances to and reversals of provisions -4,832 -2,714
    Other operating income and expenses 1,640 431
    Share of profit (loss) from affiliates included in operating income 1,853 1,757
    EBITDA(1) 123,567 108,834
    Depreciation expenses other than right-of-use assets -66,934 -59,471
    Depreciation expenses of right-of-use assets -17,149 -17,693
    Recurring operating income(1) 39,484 31,670
    Impairment of goodwill arising on acquisitions -4,667 –
    Non-recurring operating income and expenses -23,730 -11,687
    Other non-recurring operating income and expenses(1) -28,397 -11,687
    Operating income 11,087 19,983
    Income from cash and cash equivalents 1,650 475
    Cost of gross financial debt -17,902 -11,742
    Other financial income and expenses -4,629 -614
    Financial result -20,881 -11,881
    Income taxes -4,010 -4,509
    Deferred taxes -1,770 -10,336
    Total taxes -5,780 -14,845
    Share of profit (loss) from affiliates 440 -1,195
    Consolidated net profit -15,134 -7,937
    Group share -14,708 -7,407
    Non-controlling interests -426 531
    Average number of shares excluding treasury stock 13,706,333 13,610,429
    Earnings per share (in euros) -1.1 -0.5

    (1) Alternative performance indicator.

    • Cash flow statement as of December 31, 2024
    In thousands of euros 12/31/2024 12/31/2023
    Consolidated net profit -15,133 -7,937
    Share of profit (loss) from affiliates -2,293 -561
    Depreciation and amortization expenses and provisions 93,449 84,010
    Capital gains or losses on disposals of operating assets 8,030 -1,816
    Cash flow after cost of net financial debt and taxes 84,053 73,695
    Cost of net financial debt 20,881 11,881
    Tax expense 5,780 14,845
    Cash flow from operating activities before tax and interest 110,714 100,420
    Tax paid -16,216 -4,233
    Change in working capital requirement: requirement – –
    Change in working capital requirement: release 7,350 1,736
    Cash flow generated from operating activities after tax paid and change in working capital requirements 101,848 97,923
    Acquisitions of intangible assets -58,607 -53,538
    Acquisitions of property, plant and equipment -31,309 -21,952
    Acquisitions of financial assets – -1,036
    Disposals of property, plant, and equipment and of intangible assets 4,969 2,598
    Disposals of financial assets 934 805
    Change in deposits received or paid 3,904 83
    Impact of changes in consolidation scope -36,878 -3,371
    Dividends received from outside the Group 5,663 1,114
    Net cash flow used in investing activities -111,324 -75,296
    Capital increase 985 0
    Dividends paid to minority shareholders of consolidated companies -105 -2
    Dividends paid to shareholders of the parent company – –
    New borrowings 180,000 0
    Repayments of borrowings -136,398 -263
    Employee profit sharing -445 -65
    Repayment of lease liabilities -17,283 -19,796
    Interest paid on borrowings -8,880 -5,050
    Other financial income received 4,098 966
    Other financial expenses paid -8,856 -6,861
    Net cash flow generated/(used in) financing activities 13,116 -31,071
    Change in net cash excluding currency impact 3,640 -8,444
    Impact of changes in foreign currency exchange rates -672 -503
    Change in net cash 2,968 -8,947
    Opening cash 46,606 55,553
    Closing cash 49,574 46,606
    • Financial covenants
    In thousands of euros 12/31/2024 Criterion
    Net debt(1) 172,489  
    EBITDA(2) 103,551  
    Leverage ratio 1.67 < 2.5
    In thousands of euros 12/31/2024 Criterion
    Interest expense 10,192  
    EBITDA(2) 103,551  
    Interest cover ratio 10.16 > 4.5

    (1)   excluding employee profit sharing liabilities, the FCB loan,and IFRS 16 liabilities and excluding cash allocated to BPO insurance activities
    (2)   Recurring EBITDA excluding IFRS 16 amortization impact

    The Group complied with all these covenants as of December 31, 2024, and there is no foreseeable risk of default.

    (1)   Alternative performance indicator. See pages 112–113 of the 2023 Universal Registration Document.
    (2)   At constant scope and exchange rates.

    (1)   Alternative performance indicator. See pages 112–113 of the 2023 Universal Registration Document.

    (1)   Alternative performance indicator. See pages 112–113 of the 2023 Universal Registration Document.

    Attachment

    The MIL Network –

  • MIL-OSI: Viridien Announces its First Quarter 2025 Financial Results on Tuesday, April 29, 2025, after Market Close

    Source: GlobeNewswire (MIL-OSI)

    Paris, France – March 27, 2025

    First Quarter 2025 financial results and conference call

    Viridien will announce its first quarter 2025 financial results on Tuesday, April 29, after market close.

    • The press release and the presentation will be made available on our website www.viridiengroup.com at 5.45 pm (CET).
    • An English language analysts conference call is scheduled the same day at 6.00 pm (CET).

    Participants should register for the call here to receive a dial-in number and code or participate in the live webcast from here.

    A replay of the conference call will be made available the day after for a period of 12 months in audio format on the Company’s website www.viridiengroup.com.

    Erratum: Please note that the Q4 & FY 2024 press release and presentation, published on February 27, 2025 have been amended. The new versions are available on our website :

    Download Full Press Release

    Download Presentation

    About Viridien:

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

    Contacts

    Attachment

    The MIL Network –

  • MIL-OSI: Fluxys Belgium – Regulated information: 2024 annual results

    Source: GlobeNewswire (MIL-OSI)

    Overview of 2024 annual results  

    • Consolidated net profit was EUR 82.1 million (EUR 77.4 million in 2023)  
    • Proposed allocation of profit submitted to the Annual General Meeting on 13 May 2025: gross dividend of EUR 1.40 per share (2024: EUR 1.40 per share)  
    • Belgium remains essential hub for energy supplies in NW Europe  
    • Switch to high-calorific gas successfully completed 
    • Green Logix: first biomethane plant directly connected to the Fluxys network 
    • Fluxys hydrogen appointed operator of hydrogen transmission network in Belgium 
    • Partner in the hydrogen link with Luxembourg, France and Germany 
    • Working with industry to cut CO2 in Belgium 
    • North Sea Integration Model: working together towards net zero emissions 
    • Good results towards our ESG targets 
    • 91 new colleagues hired 

    Key financial data   

    Income statement  (in thousands of EUR)  31/12/2024  31/12/2023 
    Operating revenue  608,789  592,788 
    EBITDA*  302,283  285,809 
    EBIT*  133,931  129,570 
    Net profit  82,061  77,423 
    Balance sheet  (in thousands of EUR)  31/12/2024  31/12/2023 
    Investments in property, plant and equipment for the period  92,122  167,654 
    Total property, plant and equipment  1,804,302  1,873,286 
    Equity  603,813  613,413 
    Net financial debt*   159,750  219,404 
    Total consolidated balance sheet  3,310,096  3,358,616 

    *For definitions and reasons for using these indicators, see the annex  

    Consolidated turnover and net profit 

    Fluxys Belgium generated consolidated turnover of EUR 608.8 million in 2024. This represents an increase of EUR 16.0 million compared with 2023, when turnover stood at EUR 592.8 million. This change is in line with the 2024-2027 tariff methodology. 

    The consolidated net profit increased by EUR 77.4 million in 2023 to EUR 82.1 million in 2024, a rise of EUR 4,7 million.  

    Efficiency efforts in line with regulated tariff model 

    The 2024-2027 tariff methodology (established by the regulator, CREG) applies the principle that all reasonable costs, including interest and fair compensation, are covered by the regulated income. In addition, there are various incentives to control costs and guide and control aspects of company performance. By strictly controlling its operating costs, combined with significant efforts to improve efficiency, Fluxys Belgium has managed to achieve most regulatory objectives and to book those incentives in a period of major operational challenges.  

    Investments totalling EUR 92.1 million 

    In 2024 investments in property, plant and equipment totalled EUR 92.1 million, compared with EUR 167.7 million in 2023. Of this amount, EUR 4.6 million was spent on LNG infrastructure projects, EUR 3.6 million on storage-related projects and EUR 83.9 million on transmission-related projects, including EUR 10.3 million for the Desteldonk-Opwijk pipeline, which is ready to be used to carry hydrogen as soon as the market is ready. 

    Key events   

    Belgium remains essential hub for energy supplies in NW Europe  

    As in previous years, our teams once again made every effort to supply the Belgian network with natural gas. We also continued to transport large volumes to our neighbouring countries, with Germany as the main destination. 

    Since the start of the conflict in Ukraine, an EU regulation has imposed a requirement that European gas reserves be adequately replenished by 1 November every year. Our storage facility in Loenhout was already completely filled by 1 August, three months before the EU’s deadline. 

    With Zeebrugge serving as a crossroads, our Belgian network continues to play its role as an energy hub in North-West Europe. 

    Switch to high-calorific gas successfully completed 

    Until 2017, about half of Belgian households and SMEs used low-calorific gas from a production field in the Netherlands. With the depletion of that field in sight, the Netherlands decided to gradually reduce the export of low-calorific gas. Since 2018, Fluxys Belgium has been adapting its network to gradually replace the supply of low-calorific gas with high-calorific natural gas from other sources. In 2024, we successfully completed the switch to high-calorific gas. Belgium no longer uses low-calorific gas, but Fluxys Belgium continues to transport it to France until the switch is also completed there. 

    Green Logix: first biomethane plant directly connected to the Fluxys network 

    On 23 October 2024, the first volumes of biomethane were injected directly into our transmission system. The molecules are produced by Green Logix Biogas in Lommel. During the initial phase, the plant produces a volume of biomethane equivalent to the consumption of some 7,000 households.  

    Fluxys hydrogen appointed operator of hydrogen transmission network in Belgium 

    On 26 April 2024, the Federal Energy Minister appointed Fluxys hydrogen, a subsidiary of Fluxys Belgium, as the operator for the development and operation of the hydrogen network in Belgium.  

    In line with the federal hydrogen strategy, Fluxys hydrogen is responsible for developing a hydrogen pipeline network which will form part of the European Hydrogen Backbone. This will allow the necessary low-carbon energy and feedstock to be transported both for the Belgian market and neighbouring countries at the pace of market development.  

    Partner in the hydrogen link with Luxembourg, France and Germany 

    With a view to developing cross-border hydrogen transmission infrastructure, Fluxys hydrogen is stepping up its cooperation with our partners Creos ((Grand Duchy of Luxembourg) and GRTgaz (France) in the HY4Link project. 

    HY4Link is an infrastructure project aiming to connect industrial clusters requiring hydrogen in France, Germany and Luxembourg to import hubs in Antwerp, Zeebrugge, Rotterdam and Dunkirk. This future infrastructure can help accelerate the decarbonisation of industry in North-West Europe. We are also exploring cross-border connections with transmission system operators (TSOs) in Germany (OGE), the Netherlands (HyNetwork Services) and the United Kingdom (National Gas). 

    Working with industry to cut CO2 in Belgium 

    Capturing CO2, then transporting it and finally using or storing it (CCUS): for some industrial players, there is no other way to make their operations carbon-neutral. During Princess Astrid’s royal mission to Oslo, several stakeholders, including Fluxys, signed a joint declaration to fully commit to CCUS. The declaration calls for work on decarbonisation including through an appropriate regulatory framework. 

    North Sea Integration Model: working together towards net zero emissions 

    The energy landscape will change radically in the years to come. How can we design an affordable energy system and ensure that all solutions work together to achieve net zero CO2 emissions? To answer this question, in 2024 we devised the North Sea Integration Model: a computational model that simulates all interactions between electricity, hydrogen, methane and CO2 infrastructures in Belgium and all other countries bordering the North Sea. 

    The model is a tool that, based on future consumption scenarios, shows how the entire chain from production to transport to consumption can be optimised in terms of costs, CO2 emissions and preservation of security of supply.  

    Good results towards our ESG targets 

    In 2024, we started measuring our progress towards the Environment, Social, and Governance (ESG) targets we set in 2023, for each of our material ESG topics.  With our 2024 ESG results we are on track to achieve our targets.  

    91 new colleagues hired  

    Fluxys is growing! In 2024, no fewer than 91 new colleagues joined our ranks, meaning that 982 employees are working at Fluxys Belgium. 103 colleagues were given the opportunity to take on new responsibilities and other roles; such internal mobility is particularly encouraged at Fluxys.  

    Fluxys Belgium – 2024 results (according to Belgian standards): proposed allocation of profit  

    Fluxys Belgium NV’s net profit totalled EUR 84.1 million, compared with EUR 79.5 million in 2023.  

    At the Annual General Meeting on 13 May 2025, Fluxys Belgium will propose a gross dividend of EUR 1.40 per share.  

    Taking into account a profit of EUR 101.7 million carried over from the previous financial year and a withdrawal of EUR 24.4 million from the reserves, the Board of Directors will propose to the Annual General Meeting that the profits be allocated as follows:  

    • EUR 98.4 million as a dividend payout and  
    • EUR 111.8 million as profit to be carried forward.  

    If this profit allocation proposal is adopted by the Annual General Meeting, the total gross dividend for financial year 2024 will be EUR 1.40 per share. This amount will be payable as of 21 May 2025.  

    Outlook for 2025  

    The net result of the Belgian regulated activities will, in accordance with the tariff methodology, mainly be determined on the basis of various regulatory parameters, including invested equity capital, financial structure, interest rates (OLO) and incentives. The result will continue to evolve according to the evolution of these four parameters. Current financial markets do not allow for an accurate projection of the evolution of interest rates and therefore of the yield of regulated activities. 

    In June 2024, the Council of the European Union adopted a 14th sanctions package against Russia. The package bans from 27 March 2025 the transshipment of LNG from Russia for export to countries outside the EU.  

    The Zeebrugge LNG terminal is underpinned by the legal principle of open access. This means that any company interested in the supply of LNG can book capacity at the terminal, and therefore no customer can be discriminated against, by law. As an essential service provider Fluxys ensures that its infrastructure is operational at all times for the overall security of supply. 

    As before, we continue to operate in full compliance with applicable international, European and Belgian regulations. A Royal Decree sets the implementation modalities for the 14th sanctions package. The LNG terminal has adapted its operational rules accordingly and the existing contracts are currently being continued in accordance with the sanctions regime without any negative impact on the financial performance of Fluxys Belgium.  

    In the first quarter of 2025, based on the available info and a number of hypotheses, Fluxys Belgium and its subsidiary Fluxys hydrogen made the investment decision for the first hydrogen infrastructure with a limited scope that takes into account initial anticipated market demand. The infrastructure will be constructed in multi-purpose technology, just like the recent natural gas pipelines. We are also working on pre-investments for a multi-purpose pipeline in the Antwerp port area that can initially be used for transporting CO2.  

    External audit   

    The auditor confirmed that its audit work, which has been substantially completed, has not revealed any significant correction that should be made to the accounting information included in this press release. 

    Contact  

    Financial and accounting data: Filip De Boeck +32 2 282 79 89 – filip.deboeck@fluxys.com 

    Press Office: +32 282 74 44 • press@fluxys.com   

    About Fluxys Belgium  

    Fluxys Belgium is a Euronext-listed subsidiary of energy infrastructure group Fluxys. The company is headquartered in Belgium, has more than 950 employees and operates 4,000 kilometres of pipelines, a liquefied natural gas terminal with an annual regasification capacity of 197 TWh and an underground storage facility. 

    As a purpose-led company, Fluxys Belgium together with its stakeholders contributes to a better society by shaping a bright energy future. Building on the unique assets of its infrastructure and its commercial and technical expertise, Fluxys Belgium is committed to transporting hydrogen, biomethane or any other carbon-neutral energy carrier as well as CO2, accommodating the capture, usage and storage of the latter. 

    Attachment

    The MIL Network –

  • MIL-OSI USA: 23 Members of Congress Call on Teleperformance to Respect Labor Rights

    Source: Communications Workers of America

    OPEIU and CWA Applaud Call for FCC to Hold Teleperformance Accountable

    Washington, D.C. — Rep. Jan Schakowsky (D-IL), Rep. Brian Fitzpatrick (R-PA), and 21 other members of Congress called on the Federal Communications Commission to closely scrutinize Teleperformance/ZP Better Together’s application for certification to provide Video Relay Service, an essential program that ensures Deaf, Deaf-Blind, and Hard-of-Hearing people have equal access to telecommunications services. VRS is funded through the Telecommunications Relay Service (TRS) Fund, which all Americans pay into through their phone bills.

    “We’ve spent the last year organizing with our fellow interpreters to ensure VRS is the service that it needs to be, not a vehicle for corporate profits,” said Felix Reyes, a Teleperformance VRS interpreter from New York City. “The Deaf, Deaf-Blind, and Hard-of-Hearing communities deserve interpreters who are adequately trained, have reasonable breaks and meaningful professional development opportunities, including from working with Deaf interpreters. We applaud Rep. Schakowsky and her colleagues for calling on the FCC to hold them accountable.”

    In the letter, members of Congress pointed out Teleperformance could work to allay their concerns about the deterioration of service quality in VRS by implementing the labor rights accord that Teleperformance signed with UNI, a global federation of labor unions, in the United States. The labor rights accord has already been implemented in Poland, Colombia, Jamaica, El Salvador, and Romania.

    “We are organizing VRS interpreters at Teleperformance and Sorenson because workers need a voice on the job now more than ever—for themselves and for the people they serve,” said Tyler Turner, president of the Office and Professional Employees International Union (OPEIU), AFL-CIO. “For too long, a profit over people model has wreaked havoc on VRS interpreters’ working conditions and the vital service they provide to millions of Deaf Americans every day. OPEIU will not stop fighting until these workers get the justice they deserve. The 90,000 members of our union thank these members of Congress for taking a courageous stand on behalf of our members and the Deaf, Deaf-Blind, and Hard-of-Hearing communities.”

    “Members of Congress have reason to be concerned about the impact of poor working conditions and low wages on the quality of Video Relay Service, especially in light of Teleperformance’s recent acquisition of ZP Better Together,” said Claude Cummings Jr., president of the Communications Workers of America. “VRS interpreters provide critical services to the Deaf and hard-of-hearing community, and public funds should be used to invest in the workers who provide the service, not to boost corporate profits. By implementing the UNI workers’ rights framework, Teleperformance will gain valuable insight from front-line workers into how to retain workers and improve service.”

    Last month, a separate letter by Rep. Greg Casar (D-TX) spurred FCC Commissioner Anna Gomez to agree to participate in upcoming town halls to hear from ASL interpreters and the people they serve — the first time an FCC commissioner has agreed to host public meetings on the subject. OPEIU’s ASL Interpreters United includes VRS interpreters working at both Sorenson and ZP Better Together. Sorenson is owned by private equity firms Ariel Investments and The Blackstone Group, and ZP Better Together is owned by French telecommunications company Teleperformance.

    ###

    ABOUT OPEIU
    The Office and Professional Employees International Union (OPEIU), AFL-CIO, represents approximately 90,000 working people throughout the United States and Canada. Representing employees in nonprofit organizations, technology, hospitals, hotels, credit unions, insurance agencies, colleges and universities, administrative offices, and more, OPEIU is committed to advancing economic justice for working people no matter their occupation. Professional organizations and guilds affiliated with OPEIU are a diverse group that includes podiatrists, teachers, registered nurses and helicopter pilots. OPEIU is an affiliate of the 15 million-member-strong AFL-CIO.

    ABOUT CWA
    The Communications Workers of America represents working people in telecommunications, customer service, media, airlines, health care, public service and education, manufacturing, tech, and other fields.

    MIL OSI USA News –

  • MIL-OSI Europe: EU pledges €3.4 billion to combat global malnutrition

    Source: European Union 2

    Today, at the Nutrition for Growth (N4G) Summit in Paris, the European Commission announced a new pledge of €3.4 billion until 2027 to combat malnutrition globally. This commitment builds on the EU’s ongoing efforts to reduce all forms of malnutrition and drive progress in nutrition-related interventions worldwide.

    The EU’s investment will focus on supporting partner countries facing high levels of child malnutrition, particularly in Sub-Saharan Africa. It will target children under five and young pregnant and lactating mothers suffering from severe acute malnutrition. The support will be tailored to address the specific needs of each country, with a strong emphasis on the most vulnerable populations in least developed and fragile settings.

    The EU’s engagement will also continue at global and regional levels, where the EU is successfully promoting initiatives to strengthen nutrition governance and international collaboration on research and development.

    Today’s pledge follows the EU’s previous commitment of €2.5 billion for 2021-2023, announced at the N4G Summit in Tokyo. The EU even exceeded its initial pledge by nearly €1.9 billion, ultimately contributing a total of €4.4 billion for 2021-2023.

    To maximise its impact, the EU invests through its Global Gateway strategy in essential infrastructure, improving access to public services, supporting local agri-food value chains, and promoting sustainable economic growth.

    Commissioner for Preparedness, Crisis Management and Equality, Hadja Lahbib, said: “Since the first Nutrition for Growth Summit in 2013, the EU has turned bold pledges into bold action, leading the fight against malnutrition. Today’s pledge is a renewed testament to our unwavering commitment to ensure better nutrition for mothers and children, stronger food systems, and better health and social protection where they are needed most. The European Union will continue to lead by example, leaving no one behind. We will work with partners to move closer to a world where every child wakes up nourished, grows strong, and dreams without limits.”

    Background

    The European Union supports global, regional, and country-level initiatives that strengthen nutrition governance, foster international collaboration on data, and advance nutrition research and technology development. Additionally, the EU provides humanitarian assistance to address severe acute malnutrition, delivering life-saving treatment to hundreds of thousands of vulnerable children in remote, fragile or country-affected areas.

    By integrating nutrition into its programming, the EU reinforces the link between humanitarian and development actions, recognising that multi-sectoral approaches are essential to tackle the root causes of malnutrition.

    Results on the ground are promising: EU investments have significantly improved maternal and child nutrition, with partner countries on track to reduce the number of stunted children under five by at least 7 million by 2025.

    The Nutrition for Growth (N4G) summits have been instrumental in accelerating progress towards a malnutrition-free world. Since 2013, host countries, including the United Kingdom, Brazil, Japan and now France, have leveraged these global events to mobilise commitments and coordinate efforts with governments, donors, civil society, and the private sector, yielding impactful results and improved global nutrition outcomes.

    Further information

    2025 Nutrition for Growth Summit 

    Many Pieces, One Goal – A Team Europe Compendium of External Nutrition Action

    EU Action plan on nutrition – 8th progress report

    Nutrition – humanitarian aid

    Council Conclusions on stepping up Team Europe’s support to global food security and nutrition

    MIL OSI Europe News –

  • MIL-OSI USA: National Register Adds 11 North Carolina Historic Places

    Source: US State of North Carolina

    Headline: National Register Adds 11 North Carolina Historic Places

    National Register Adds 11 North Carolina Historic Places
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    The North Carolina Department of Natural and Cultural Resources announces the addition of multiple sites across the state to the National Register of Historic Places. The newly recognized sites include a mix of districts, individual properties, and updated documentation, highlighting the state’s rich architectural and historical heritage. They include one boundary increase, two additional documentations, three new historic districts, and five individual properties. They were reviewed by the North Carolina National Register Advisory Committee, subsequently nominated by the North Carolina State Historic Preservation Officer, and forwarded to the Keeper of the National Register for consideration for listing in the National Register.

    “It’s good news for North Carolina when we add properties to the National Register of Historic Places,”  said Secretary Pamela B. Cashwell, N.C. Department of Natural and Cultural Resources. “Preservation of these treasured places spurs local economic development and showcases the varied history of our state.”

    The listing of a property in the National Register places no obligation or restriction on a private owner using private resources to maintain or alter the property. Over the years, various federal and state incentives have been introduced to assist private preservation initiatives, including tax credits for the rehabilitation of National Register properties. As of January 1, 2025, there have been 4,391 completed historic rehabilitation projects with private investments of almost $3.85 billion statewide.

    In Central North Carolina

    Harriet Tubman YWCA, Durham, Durham County, listed 12/6/2024

    The locally significant Harriet Tubman YWCA in Durham, North Carolina, meets National Register of Historic Places Criterion A in the areas of Black ethnic heritage, social history, and civil rights and Criterion C for architecture. Located within the vibrant African American neighborhood known as Hayti, the building was a vital community center during the third quarter of the twentieth century. Many employees, volunteers, and program participants engaged in social and political advocacy in Durham and beyond, employing coordinated civil disobedience and legal action in myriad campaigns against racial, political, economic, and social injustice. The Harriet Tubman YWCA also epitomizes the functional Modernism often manifested in mid-twentieth-century buildings conceived in an economical manner that allowed for rapid construction, flexible use, ease of maintenance, and future expansion. The building is characterized by angular form, horizontal massing, and large metal-frame windows. The period of significance begins in 1953 with the main block’s completion and ends in 1978, when the Harriet Tubman YWCA closed.

    John Fisher House, Salisbury (vicinity), Rowan County, listed 12/10/2024

    The John Fisher House in rural Rowan County meets Criterion C for listing in the National Register of Historic Places for its local architectural significance. The Greek Revival-style farmhouse of vernacular hall-and-parlor form demonstrates the use of architectural pattern books of the period, especially Asher Benjamin’s popular Practical House Carpenter, to provide consistent decorative treatment on both exterior and interior. Although the John Fisher House is a country dwelling of modest size — only one-and-a-half stories — it is replete with pattern book detailing. Part of its significance lies in its demonstration of the sustained influence and use of architectural pattern books for building country houses, especially in the North Carolina Piedmont, during the mid-nineteenth century. The period of significance for the unusually well-preserved house with its high degree of physical integrity is ca. 1848, the date of construction noted by family tradition that fits within Fisher’s 1842 purchase of the land on which the house stands and the 1850 U. S. census, which provides information strongly suggesting that the house had been built by that time.

    Johnson’s Drive-In, Siler City, Chatham County, listed 2/5/2025

    The locally significant Johnson’s Drive-In in Siler City, North Carolina, epitomizes the proliferation of roadside quick-service restaurants in conjunction with the mid-twentieth-century development of a motorist-focused service industry along newly developed highway corridors, thus meeting National Register Criterion A for commerce. The restaurant is thought to be the first to offer both curbside and indoor dining on US 64 between Asheboro and Raleigh, a distance of approximately seventy-two miles. The building functioned as a three-dimensional billboard, with its proximity to the road, large plate-glass windows, and brightly lit interior. While the traditional gable-roofed style of the 1946 building resembled a house, the Modernist 1960 addition distinguished the restaurant from competitors and brought an urban commercial aesthetic to the small town. Notably, the establishment was not segregated, an anomaly in the Jim Crow South. All seating and facilities were available to Black and white customers, who used the same entrances. The period of significance is 1946-1975, the approximate date curbside service was discontinued.

    Mount Pleasant Historic District (Additional Documentation), Mount Pleasant, Cabarrus County, listed 12/4/2024

    The 1986 Mount Pleasant Historic District nomination claimed significance at the local level under Criterion A for commerce and industry as an example of a textile village with a small commercial core, its modest size primarily due to its lack of direct railroad connections. The 1986 nomination also identified significance at the local level under Criterion C for architecture as a collection of residential, religious, commercial, and industrial buildings representing nearly every major style popular during the period of significance, 1840 to 1935. The Additional Documentation serves to extend the period of significance through c.1976 to encompass the continued residential, commercial, and industrial growth within the Mount Pleasant Historic District through the mid-twentieth century. It also includes high integrity examples of these building types from the period 1935-c.1976. The Additional Documentation is locally significant for architecture, commerce, and industry and also serves to supplement context for commerce and industry before 1935, as well as providing context in all areas of significance for the post-1935 period.

    Robert and Frances S. Loewenstein House, Greensboro, Guilford County, listed 12/12/2024

    The Edward and Frances S. Loewenstein House is significant at the local level under Criterion C for Architecture and Engineering as an outstanding example of Modernist-style architecture in Greensboro. The house is also significant at the local level under Criterion B in the area of Architecture for its association with prominent architect Edward Loewenstein. Designed by Loewenstein as his personal residence, the house exhibits key tenets of Modernist architecture and design innovations engineered by Loewenstein for the building include canted exterior walls, the angle of which was carefully calculated maximize solar gain in winter and minimize direct light in summer and skylights fitted both with shutters to reduce light infiltration and light bulbs to provide diffused light on cloudy days and at night. In 1953, he joined with Robert A. Atkinson, Jr. to form the firm of Loewenstein-Atkinson. As supporters of the Civil Rights movement, the firm hired African American engineers and architects, when segregation was the norm. While Modernist designs were a small percentage of Loewenstein’s residential commissions, they are among the best in the region. Designs also included schools, office buildings, and shopping centers. The Period of Significance is 1954 to 1970.

    St. Joseph AME Church (Additional Documentation), Durham, Durham County, listed 1/2/2025

    St. Joseph African Methodist Episcopal Church possesses statewide significance under Criterion A for Black ethnic heritage, social history, and civil rights. Located within the African American neighborhood known as Hayti, the building was historically a vital community center as it is today. The construction of the 1891 sanctuary and 1952 education building and parsonage exemplifies the Black community’s resilience, growth, and prosperity. The building served as a forum for mid-20th-century civil rights movement planning and training sessions, meetings, and rallies. The church also possesses local significance under Criterion C as an intact example of Gothic Revival-style late-nineteenth-century ecclesiastical architecture. Designed by Philadelphia architect Samuel L. Leary and built with brick supplied by prominent Black Durham businessman Richard Burton Fitzgerald, the 1891 church is Durham’s second-oldest and the city’s most intact historic African American sanctuary of any denomination. The period of significance begins in 1891 when construction commenced and ends in 1976 when the congregation moved.

    South Benbow Road Historic District, Greensboro, Guilford County, listed 12/9/2024

    The South Benbow Road Historic District is significant at the local level under Criterion A for Black Ethnic Heritage and Civil Rights as a significant concentration of properties that share historical associations with the advancement of African American Civil Rights in Greensboro. One of a number of early-to-mid-20th century neighborhoods formed in east Greensboro in response to the growth of North Carolina A&T University and Bennett College, both Historically Black Colleges and Universities (HBCUs), the district was developed as a consequence of, and in response to, systemic and de facto segregation in Greensboro. The district is also significant at the local level under Criterion A for Community Planning and Development. It is comprised of several smaller developments that followed Olmstedian planning principles, which called for curvilinear streets that follow the natural terrain, help slow traffic, and provide varied views as one moves through the area. Significant at the local level under Criterion C for Architecture, it is primarily residential, but also includes a small number of religious and medical buildings. Several homes and churches in the district were designed by prominent African American architects. The period of significance is c. 1946 – c. 1976.

    In Eastern North Carolina

    Hertford West Historic District, Hertford, Perquimans County, listed 2/11/2025

    Settlement in the Hertford West Historic District area began around the turn of the twentieth century, a period of industrial development and population growth sparked by the coming of the railroad to Hertford. Queen Anne houses number among the district’s oldest dwellings. The Woodland Circle development was built in the district in 1944 to provide housing for the nearby naval base in the Minimal-Traditional style. Following WWII, more Minimal-Traditional and later Ranch houses were built in the district. The Hertford West Historic District is eligible for the National Register of Historic Places under Criterion C in the architecture area of significance for the quality and diversity of its historic architecture with representatives of numerous styles popular in the early and middle decades of the twentieth century. The district is also eligible for the National Register of Historic Places under Criterion A in the Community Planning and Development area of significance as the principal vector of community expansion in Hertford during the twentieth century. Orthogonal streets, an extension of the town’s original grid plan, and curvilinear subdivisions characterize the district. The period of significance extends from 1900-71.

    Shelter Neck Historic District, Burgaw (vicinity), Pender County, listed 12/10/2024

    Shelter Neck Historic District, containing a chapel, school, and dormitory built in the first decade of the 20th century, is listed in the National Register of Historic Places at the local level of significance under Criterion A in the areas of Education and Social History. The Boston-based National Alliance of Unitarian Women built the church in 1900 as the first Unitarian building constructed in the state. Working side by side, educated urban women and male Unitarian ministers quickly established a school for day and boarding students in which a classical education was bolstered by industrial training that included handcrafts and instruction in agriculture, as well as exposure to the arts. Settlement schools like the one established at Shelter Neck were part of a social reform program inspired by the settlement movement. The period of significance is 1900-26, the year the Alliance of Unitarian Women closed the school. The property meets Criteria Consideration A as its significance stems from its role in educating local children and as a vehicle for social reform in a rural eastern North Carolina county.

    In Western North Carolina

    Hopkins Chapel AME Zion Church, Asheville, Buncombe County, listed 12/17/2024

    Hopkins Chapel A.M.E. Zion Church is locally significant under National Register Criteria A and C as an important African Methodist Episcopal (A.M.E.) Zion congregation in Asheville following the Civil War and an excellent example of Gothic Revival church architecture designed by renowned architect Richard Sharp Smith and built by master brick mason James Vester Miller. Free Black congregants from Asheville’s Central Methodist Church, dissatisfied with their treatment by white members of that church staged a protest march through Asheville and began worshipping independently at a brush arbor in the East End section of town and formally organized in 1868. After steady deterioration of the church’s 1883 second sanctuary, construction of an exquisite new Gothic Revival sanctuary began in 1910 and was completed in 1911. The period of significance for Hopkins Chapel begins in 1910, when construction of the present church building began, and ends in 1974.

    Marshall High School (Additional Documentation and Boundary Increase), Marshall, Madison County, listed 1/14/2025

    Marshall High School was listed in the National Register of Historic Places in 2008, with a period of significance beginning in 1926 when the school was built, and continuing through 1957, the 50-year cut-off for when the nomination was completed. This Additional Documentation and Boundary Increase extends the period of significance through 1974 when a consolidated Madison County High School building was built and Marshall High School closed. It adds into the boundary the adjacent Marshall High School Gymnasium, completed in 1956 to the west of the school building, and which was not included in the original nomination due to a separate owner objection at the time. The gymnasium is historically related to the school building and the inclusion of the additional building expands upon the school’s educational significance. It is locally significant under Criterion A for its contributions to the educational history of Marshall, North Carolina through the early 1970s. Included within this Additional Documentation and Boundary Increase is an updated description of the high school building, taking into account the renovation work completed under the Secretary of the Interior’s Standards in 2008.

    NOTE TO EDITORS — The above images are available in a higher resolution on the Dropbox Site.

    About the National Register of Historic Places
    The National Register of Historic Places is the nation’s official list of buildings, structures, objects, sites, and districts worthy of preservation for their significance in American history, architecture, archaeology, and culture. The National Register was established by the National Historic Preservation Act of 1966 to ensure that as a matter of public policy, properties significant in national, state, and local history are considered in the planning of federal undertakings, and to encourage historic preservation initiatives by state and local governments and the private sector. The Act authorized the establishment of a State Historic Preservation Office in each state and territory to help administer federal historic preservation programs.

    In North Carolina, the State Historic Preservation Office is a unit of the North Carolina Department of Natural and Cultural Resources. Dr. Darin Waters, the Department’s Deputy Secretary of Archives, History, and Parks, is North Carolina’s State Historic Preservation Officer. The North Carolina National Register Advisory Committee, a board of professionals and citizens with expertise in history, architectural history, and archaeology, meets three times a year to advise Dr. Waters on the eligibility of properties for the National Register and the adequacy of nominations.

    The National Register nominations for the recently listed properties may be read in their entirety on the NC Listings in the National Register of Historic Places page of the State Historic Preservation Office website. For more information on the National Register, including the criteria for listing, visit the NC State Historic Preservation Office National Register page.

    About the North Carolina Department of Natural and Cultural Resources
    The N.C. Department of Natural and Cultural Resources (DNCR) manages, promotes, and enhances the things that people love about North Carolina – its diverse arts and culture, rich history, and spectacular natural areas. Through its programs, the department enhances education, stimulates economic development, improves public health, expands accessibility, and strengthens community resiliency.

    The department manages over 100 locations across the state, including 27 historic sites, seven history museums, two art museums, five science museums, four aquariums, 35 state parks, four recreation areas, dozens of state trails and natural areas, the North Carolina Zoo, the State Library, the State Archives, the N.C. Arts Council, the African American Heritage Commission, the American Indian Heritage Commission, the State Historic Preservation Office, the Office of State Archaeology, the Highway Historical Markers program, the N.C. Land and Water Fund, and the Natural Heritage Program. For more information, please visit www.dncr.nc.gov.
    Mar 27, 2025

    MIL OSI USA News –

  • MIL-OSI Security: Combined Drug Operation Seizes Six Tons of Cocaine in Gulf of Guinea

    Source: United States AFRICOM

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    In a significant joint operation, the French Navy seized over six tons of cocaine from a fishing vessel in the Gulf of Guinea on Saturday, March 15. The operation, which highlights the effective collaboration among the French Navy, the U.S. Coast Guard, the Drug Enforcement Administration (DEA) and the UK’s National Crime Agency (NCA) underscores ongoing efforts to combat transnational organized crime in the region. Information was coordinated and deconflicted by the Maritime Analysis Operations Center Narcotics (MAOC-N) in Lisbon, Portugal.

    The French Navy, while conducting routine patrols as part of Operation Corymbe, intercepted a fishing vessel approximately twenty meters long, flagged in Guyana. The operation resulted in the confiscation of 6,386 kg of cocaine with an estimated market value of nearly €371 million. The seized narcotics were subsequently transferred to the French naval ship for destruction in accordance with directives from the Brest prosecutor’s office.

    “This remarkable seizure underscores the collaborative efforts among international partners to combat drug trafficking and enhance maritime security,” said U.S. Army Lt. Gen. John Brennan, U.S. Africa Command deputy commander. “The steadfast commitment of our allies, including the French Navy and other U.S. agencies, reflects our collective determination to safeguard our borders and disrupt the operations of organized crime syndicates.”

    The maritime prefecture noted that the operation demonstrates the effectiveness of French naval actions in safeguarding external borders and tackling organized crime. The six individuals found aboard the vessel comprised a Colombian, a Dominican, and four citizens of Guyana, all of whom were arrest-ed during the operation.

    In a statement released on Sunday, the Government of Guyana expressed its support for the French operation, affirming its commitment to international cooperation in the fight against drug trafficking and other forms of transnational crime. The statement also confirmed that authorization had been granted for the French forces to board the vessel.

    This successful mission not only signifies a significant blow to drug trafficking networks but also rein-forces the importance of international collaboration in enhancing regional security across the Gulf of Guinea. U.S. Africa Command remains dedicated to supporting such initiatives and fostering partner-ships aimed at stabilizing the region.

    MIL Security OSI –

  • MIL-OSI Global: US stands on the brink of a constitutional crisis as Donald Trump takes on America’s legal system

    Source: The Conversation – UK – By Anne Richardson Oakes, Associate Professor and Director: Centre for American Legal Studies, Birmingham City University

    As the 19th-century French political philosopher, Alexis de Tocqueville, memorably observed, Americans have a tendency to fight their political battles in court. Barely two months into his presidency, Donald Trump is demonstrating increasing frustration as trade unions, civil rights organisations and states attorneys general challenge the implementation of his policies with lawsuits alleging presidential overreach that undermines the constitutional separation of powers.

    More than 130 lawsuits are now pending. As a result, federal courts have put on hold key policies of the Trump administration and Trump lawyers have lodged emergency petitions invoking Supreme Court intervention.

    First to face court check was the federal funding freeze order. This was swiftly followed by court rulings against the birthright citizenship order. This controversial measure would withdraw citizenship for children born in the United States to undocumented or non-citizen parents who are in the country legally but temporarily.

    Sign up to receive our weekly World Affairs Briefing newsletter from The Conversation UK. Every Thursday we’ll bring you expert analysis of the big stories in international relations.

    Another court ruling has overturned the Pentagon’s ban on transgender people enlisting in the US armed forces. Yet another has blocked the Department of Government Efficiency’s (Doge’s) access to treasury department records containing the personal financial details of millions of Americans.

    This was blocked for the very fundamental grounds that this has not been authorised by Congress and is not within the scope of the presidential power. Whether Doge can even exist without Congressional authority is also in contention.

    The president’s increasing anger with the courts erupted on March 18. The US president launched an astonishing personal attack on a US federal judge who ruled against the summary deportation of alleged members of the Venezuelan Tren de Aragua gang and ordered the administration to turn around the plane carrying them that had already taken off.

    The US president calls for a judge to be impeached.
    TruthSocial.

    Trump’s call for Judge James Boasberg to be impeached prompted a rare intervention from Supreme Court chief justice John Roberts. Roberts condemned the impeachment call in a statement that did not name the president but was clearly intended as a rebuke and a reminder of the constitutional boundaries that guarantee the role of the judiciary as the equal third branch of government.

    Unrepentant, Trump doubled down the next day on TruthSocial calling Judge Boasberg a “Radical Left Lunatic Judge” who wanted “to assume the role of president”. His charge was then echoed by White House press secretary Karoline Leavitt who accused the judiciary generally of attempting to paralyse the administration’s programme, usurp the power of the president and undermine the will of the American people.

    White House press secretary Karoline Leavitt on Judge James Boasberg.

    Despite Judge Boasberg’s order, the plane carrying the Venezuelans did not turn back. The administration has denied wrongdoing and Judge Boasberg has yet to impose any penalty.

    This was not the first occasion that the administration has appeared to openly defy court orders. The previous week Dr Raiza Alawieh, a Brown University professor with an American visa was deported despite an order from a federal judge in Boston requiring that the court be given advance notice before the government attempted to remove her.

    All eyes on the Supreme Court

    All these cases are likely to go to the US Supreme Court. As its name suggests, this is the highest level of the judiciary in the US. It has the final say on what the US constitution means and authorises. At issue will be the scope of the presidential power – and the outcome is uncertain.

    It’s important to bear in mind that the court now has a six-to-three majority of conservative justices – three of whom were Trump nominees. We also need to be aware that this court, in a previous ruling, considerably extended the scope of presidential immunity to cover all official “core acts” so that, whatever the outcome, the president himself is unlikely to attract personal liability.

    But we do know that the Supreme Court’s ruling on a constitutional issue is final – and that all government officials at federal and state level will be required to respect it. The fear now is that the administration may go ahead regardless in which case we will find ourselves in unknown constitutional territory.



    Read more:
    US Supreme Court immunity ruling ideal for a president who doesn’t care about democracy

    To find parallels we could go back to the desegregation era of the middle of the 20th century and specifically to Little Rock in Arkansas where the then governor, Orval Faubus, called out the national guard to prevent the court-ordered desegregation of the local high school.

    The ensuing crisis ended when the then president, Dwight D. Eisenhower, sent in federal troops to enforce the court order. The US Supreme Court unanimously declared that its interpretations of what the constitution required were the supreme law of the land, which bound the governor and the state legislature.

    The chief justice of that era, Earl Warren, later regarded this ruling (Cooper v Aaron) as the most important of his time on the Supreme Court – more important even than the actual desegregation decision itself (Brown v Board of Education).

    It is clear that the judicial branch depends upon the executive to put its orders into effect and demonstrate respect for the rule of law and the separation of powers. But we now see a president who demonstrates open hostility to judges whom he considers have opposed him. His administration has also begun to vindictively target with punitive blocking orders the big law firms who assisted in the prosecutions brought against him before he took office.

    Does a constitutional crisis loom? How all this plays out remains to be seen.

    Anne Richardson Oakes 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. US stands on the brink of a constitutional crisis as Donald Trump takes on America’s legal system – https://theconversation.com/us-stands-on-the-brink-of-a-constitutional-crisis-as-donald-trump-takes-on-americas-legal-system-249320

    MIL OSI – Global Reports –

  • MIL-OSI Africa: First fossil hyena tracks found in South Africa – how expert animal trackers helped

    Source: The Conversation – Africa – By Charles Helm, Research Associate, African Centre for Coastal Palaeoscience, Nelson Mandela University

    “The art of tracking may well be the origin of science.” This is the departure point for a 2013 book by Louis Liebenberg, co-founder of an organisation devoted to environmental monitoring.

    The connection between tracking in nature, as people have done since prehistory, and “western” science is of special interest to us as ichnologists. (Ichnology is the study of tracks and traces.) We learned our skills relatively late in life. But imagine if we had learned as children and if, as adults, we tracked as if our lives depended on it? What additional visual and cognitive talents would we bring to our field work as scientists?

    Our mission is to find and document the fossilised tracks and traces of creatures that existed during part of the Pleistocene Epoch, between 35,000 and 400,000 years ago, on the Cape coast of South Africa. Since 2008, through the Cape South Coast Ichnology project, based in the African Centre for Coastal Palaeoscience at Nelson Mandela University, more than 370 vertebrate tracksites have been identified. They have substantially complemented the traditional record of body fossils. Examples include trackways of giant tortoises and giraffe.

    Given the challenges inherent in identifying such tracks, we wondered how hunters who’ve been tracking all their lives would view our work, and how age-old indigenous expertise might align with our approach.

    Fortunately we could call on experts with these skills in southern Africa. The Ju/’hoansi (pronounced “Juun-kwasi”) San people of north-eastern Namibia are perhaps the last of southern Africa’s indigenous inhabitants who retain the full suite of their ancient environmental skills. The Nyae Nyae conservancy in which they live gives them access to at least some of their historical land with its remaining wildlife. They still engage in subsistence hunting with bow and poisoned arrow and gather food that’s growing wild.

    A handful among them have been recognised as Indigenous Master Tracker, a title created by Liebenberg’s CyberTracker initiative in recognition of their top-flight hunter-gatherer status. And so, late in 2023, the Master Trackers #oma (“Komma”) Daqm and /uce (“Tchu-shey”) Nǂamce arrived in Cape Town.

    /uce Nǂamce and #oma Daqm beside a Pleistocene vertebrate tracksite they had identified on an aeolianite slab (reproduced with permission of Richard Webb). Author provided (no reuse)

    We were not the first to think along these lines. Ju/’hoansi Master Trackers have assisted scientists in the interpretation of hominin tracksites in French caves, and prehistoric tracks in the rock art record in Namibia. However, we knew that our often poorly preserved tracksites in aeolianites (cemented dunes) might present a stiffer challenge.

    Our purpose was to compare our own interpretations of fossil trackways with those of the Master Trackers, and possibly find some we had overlooked. As we’ve set out in a recently published paper with the Ju/’hoansi trackers and our colleague Jan De Vynck as co-authors, they did exactly this, confirming the first fossil hyena trackway ever to be found.

    Swapping techniques

    The Late Pleistocene is not that far distant from the present (a mere 125,000 years), and many of the species that made tracks on the Cape south coast then are still with us. Some are extinct but have recognisable tracks, like the giant long-horned buffalo and giant Cape zebra.

    We knew, though, that tracking in Kalahari sand, like the Ju/’hoansi do, is not the same as tracking on Pleistocene rock surfaces. Many of our tracks are preserved on the undersides of ceilings and overhangs, or are evident in profile in cliff exposures. Our track-bearing surfaces are usually small, and present no associated signs. We can’t follow the spoor for any distance. We don’t know at what time of day the tracks were made or the role of dew, and we have never succeeded in actually tracking down our quarry. Coprolites – fossilised droppings – are seldom found conveniently beside the tracks of the depositor.

    We showed our new colleagues known fossil tracksites, without providing our own interpretations. #oma and /uce discussed these between themselves and presented their conclusions about what had made the tracks and how the animal had been behaving. We then shared our insights and our 3D photogrammetry data where applicable, and reached joint conclusions.

    Soon they were identifying freshly exposed tracksites without our input, and were providing fascinating, new interpretations for sites which had puzzled us. For example, they saw ostrich tracks which we had missed, beside ostrich egg remnants, and concluded that we were probably looking at a fossilised ostrich nest. On another occasion they pointed out the distinctive track pattern of a scrub hare on the hanging wall of an eroded piece of cliff.

    First fossilised hyena trackway

    One of the most memorable experiences involved a 400,000-year-old trackway on a rock surface at Dana Bay, identified a few years earlier by local geologists Aleck and Ilona Birch. This rock had only been transiently exposed for a few days in the past decade, usually being covered by beach sand.

    The rock containing the fossil hyena trackway was only exposed for a few days in the past decade (reproduced with permission from Aleck Birch). Author provided (no reuse)

    Our earlier interpretation had been that the trackmaker might have been a hyena, probably the brown hyena.

    We were vindicated when our master tracker colleagues independently reached the identical conclusion. Examining our digital 3D images together fortified our collective judgement.

    3D photogrammetry model of a portion of the hyena trackway, showing how the forefoot impressions are clearly larger than those of the hindfoot. Author provided (no reuse)

    This was a big deal: it was the first fossil hyena trackway to be confidently identified, as previous examples had involved only individual tracks or poorly preserved possible trackway segments. Hyena trackways are distinctive: the forefoot tracks are substantially larger than those of the hindfoot.

    Different ways of seeing

    Both of us are privileged to have university degrees and institutional affiliations. But there is another way in which acumen can be measured: the ability to use the ancient methods of discernment and pattern recognition to support and feed one’s family and community through tracking, hunting and gathering.

    What we have demonstrated, we believe, is a novel confluence of old and new ways to reveal fascinating features of the past. We use geological understanding, satellite technology, paleontological databases, tracking manuals and sophisticated dating methods. But hunter-gatherers see what escapes us and our drones: obscure strokes and enigmatic configurations on time-beaten surfaces. They tap an alternative knowledge base, both culturally received and cultivated from childhood.

    The follow-through challenge must be to develop this partnership for mutual discovery and reward, understanding the past to better equip us for our uncertain future.

    – First fossil hyena tracks found in South Africa – how expert animal trackers helped
    – https://theconversation.com/first-fossil-hyena-tracks-found-in-south-africa-how-expert-animal-trackers-helped-251377

    MIL OSI Africa –

  • MIL-OSI China: Chinese premier meets French FM

    Source: People’s Republic of China – State Council News

    BEIJING, March 27 — Chinese Premier Li Qiang met with French Foreign Minister Jean-Noel Barrot on Thursday in Beijing.

    In the current international situation, China and France — as independent, mature and responsible major countries — should strengthen communication and coordination to inject more stability and certainty into the common development of the two countries and the world, Li said.

    He said China is willing to work with France to follow the strategic guidance of their two heads of state, maintain close high-level exchanges, expand mutually-beneficial cooperation, and strengthen multilateral coordination on issues including climate change response to bring more benefits to the two peoples and the world.

    Li noted that as staunch defenders of free trade and multilateralism, China and France, with closely intertwined economic interests, should work together to resist protectionism and unilateralism, continue strengthening cooperation with an open attitude, and give full play to their complementary advantages to add impetus to the economic development of the two countries continuously.

    China has always regarded France as an important cooperation partner and stands ready to work with the country. While strengthening long-standing cooperation on aviation, aerospace and nuclear energy, they should continuously tap into cooperation potential in emerging and future industries such as the digital economy, artificial intelligence and biotechnology to foster and strengthen new economic drivers, Li said.

    China hopes that France will create a fair, equitable and predictable development environment for Chinese enterprises investing in the country, he added.

    This year marks the 50th anniversary of the establishment of diplomatic ties between China and the EU. China is ready to use this as an opportunity to deepen bilateral relations, and address concerns through dialogue and consultation on the basis of mutual respect, equality and mutual benefits, Li said, expressing the hope that France will play a positive role in this regard.

    Barrot said that in the face of increasing uncertainties in today’s world, France and China — as permanent members of the UN Security Council — should shoulder their important, joint responsibility of safeguarding multilateralism.

    France attaches great importance to its relations with China and is willing to work with China to actively implement the important consensus reached by their two heads of state, expand mutually beneficial cooperation in such fields as trade, investment, science and technology, and to tackle climate change and other global challenges, Barrot said.

    France always adheres to strategic independence, and opposes trade protectionism and trade wars. France supports the EU and China strengthening dialogue and cooperation in the economic and trade fields, addressing the concerns of both sides in a proper manner, and exploring more positive agendas, he said.

    MIL OSI China News –

  • MIL-OSI: UPDATE – CalAmp Announces Headquarters Relocation to Carlsbad, CA to Streamline Operations and Strengthen Technical Hub

    Source: GlobeNewswire (MIL-OSI)

    CARLSBAD, Calif., March 27, 2025 (GLOBE NEWSWIRE) — CalAmp, a global technology solutions innovator, today announced the relocation of its corporate headquarters from Irvine, CA, to Carlsbad, CA. This strategic move is designed to streamline operations and further align the company’s focus on its core technical hub, where much of its engineering, product development, and hardware expertise reside.

    “Our move to Carlsbad is a natural evolution in our journey to optimize efficiency and reinforce our commitment to innovation,” said Chris Adams, President and CEO of CalAmp. “Carlsbad has long been home to our talented engineering and product teams, making it the ideal location to centralize our operations and drive technological advancements that improve our customers’ lives.”

    CalAmp’s new headquarters will be housed in its existing Carlsbad office, a well-established center for the company’s research and development initiatives. The relocation underscores CalAmp’s commitment to fostering innovation and enhancing collaboration among its technical teams.

    While the headquarters moves to Carlsbad, CalAmp will maintain its additional offices worldwide, including locations in Eden Prairie, MN; Brooklyn, NY; London, UK; Milan, Italy; Paris, France; Madrid, Spain; and Mexico City, Mexico. These offices will continue to support CalAmp’s global customers and partners with the high-quality service and solutions they expect.

    “This transition allows us to better leverage our strengths and position ourselves for future growth,” Adams added. “By consolidating our leadership and technical expertise in Carlsbad, we are creating an environment where innovation thrives and where we can better serve our customers.”

    For more information about CalAmp and its technology-driven solutions, visit www.calamp.com.

    About CalAmp

    CalAmp provides flexible solutions to help organizations worldwide monitor, track, and protect their vital assets. Our unique device-enabled software and cloud platform enables commercial and government organizations worldwide to improve efficiency, safety, visibility, and compliance while accommodating the unique ways they do business. With over 10 million active edge devices and 220+ approved or pending patents, CalAmp is the telematics leader organizations turn to for innovation and dependability. For more information, visit calamp.com, or LinkedIn, Twitter, YouTube or CalAmp Blog.

    CalAmp, LoJack, TRACKER, Here Comes The Bus, Bus Guardian, CalAmp Vision, CrashBoxx and associated logos are among the trademarks of CalAmp and/or its affiliates in the United States, certain other countries and/or the EU. Spireon acquired the LoJack® U.S. Stolen Vehicle Recovery (SVR) business from CalAmp and holds an exclusive license to the LoJack mark in the United States and Canada. Any other trademarks or trade names mentioned are the property of their respective owners.

    CalAmp Investor  Contact: CalAmp Media Contact:
    Jikun Kim Mark Gaydos
    SVP & CFO Chief Marketing Officer
    ir@calamp.com Mgaydos@calamp.com

    The MIL Network –

  • MIL-OSI United Nations: UNECE to accelerate decarbonization of road transport by developing harmonized provisions for electric vehicle and hydrogen fuel cell retrofit systems

    Source: United Nations Economic Commission for Europe

    As the world shifts towards cleaner and more sustainable mobility, the transport industry plays a crucial role in reducing carbon emissions. To achieve climate goals and reduce air pollution, public authorities (primarily in Europe but also in Asia) are accelerating projects to restrict the number of vehicles with internal combustion engine (ICE) in circulation and replace them with zero-emission ones.  

    According to OICA, there are 1.9 billion vehicles in use globally. Since it is not possible and economically viable for all of them to be replaced by new electric cars, retrofitting is emerging as a cost-effective solution (esp. retrofitting of heavy-duty vehicles) that could accelerate the energy transition and reduce our carbon footprint. Retrofitting is a mechanical operation where the petrol/diesel engine and fuel tank are removed and replaced with an electric motor and battery, or a hydrogen fuel cell. 

    In recent years, multiple startups and innovative companies have emerged, offering tailored solutions to retrofit existing buses, trucks, and vans. According to North American firm Precedence Research, the global automotive retrofit electric vehicle powertrain market size accounted for USD 65.94 billion in 2024, and is predicted to surpass around USD 144.61 billion by 2034. 

    Substituting a traditional powertrain running on fossil energy with a powertrain with no tailpipe emissions provides immediate benefits in terms of air quality, and long-term benefit for the environment and climate. It extends the service life of the existing fleet, reducing both waste and carbon emissions from the manufacturing of new vehicles. 

    In France, where the national energy and environment agency ADEME estimated that electric retrofitting would reduce greenhouse gas emissions by between 61 and 87% compared with diesel, the government launched a national action plan in aid of retrofitting, providing  approximately 100 million euros to decarbonize transport.  

    Furthermore, retrofitting is mentioned in the European Commission’s industry action plan for the automotive sector and it will be particularly relevant for low- and middle-income countries that are importing ever growing amounts of used ICE vehicles and that need to accelerate the decarbonization of their vehicle fleets. 

    While hydrogen-powered vehicles are still in the early stages of deployment compared to those powered by electric batteries, their future could be promising if green hydrogen (H2) prices decline as projected. A price of 5 to 7 euros per kg of H2 is considered a critical threshold. 

    Against this background, the UNECE World Forum for Harmonization of Vehicle Regulations (WP.29) and its Working Party on Pollution and Energy (GRPE) has launched a new informal working group to develop globally harmonized provisions for electric vehicle and hydrogen fuel cell retrofit systems. Such harmonized regulatory framework would ensure minimum requirements for retrofit systems, provide robust performance requirements for converted vehicles and support the deployment of retrofit systems that could be installed on many vehicles in the countries that adopt the developed requirements.  

    Activities undertaken by the new informal working group will focus on all vehicle categories, from two- and three-wheelers to heavy duty vehicles, with initial emphasis on technological readiness and economic viability. This work is led by France and Spain, with support from Sweden, Germany, UK, Japan and the European Commission. 

    The new UNECE informal working group is expected to deliver on harmonized requirements for targeted vehicle categories and powertrain types by 2027. 

    MIL OSI United Nations News –

  • MIL-OSI United Kingdom: Statement on behalf of the Transition Board

    Source: United Kingdom – Executive Government & Departments

    News story

    Statement on behalf of the Transition Board

    The Tata Steel / Port Talbot Transition Board met on 27th March 2025.

    The Tata Steel / Port Talbot Transition Board met on 27th March 2025.

    The Secretary of State for Wales and Chair of the Transition Board, Rt Hon Jo Stevens MP sought endorsement from the Board on a £3.27 million mental health and well-being fund, designed to support affected workers, families, and associated communities. The funding will bolster and expand the current services provided by the local authority and third sector partners. This support will look to provide grants to community groups, school support, and mental health advisory services.

    This has been a challenging time for the communities impacted by Tata Steel UK’s transition. By ensuring the third sector is properly funded, resourced and equipped to deliver essential services within the community, this Board is demonstrating its commitment to securing the right mental health support for those impacted. The Board understands that with this preventative action good mental health and resilience can be safeguarded within the community ensuring a healthy workforce, which in turn steers people away from long term sickness, securing jobs and livelihoods while boosting economic growth for the whole region.

    The Board also received updates on:

    • Tata Steel UK’s decarbonisation programme;
    • The Department of Business and Trade’s plans for a steel strategy;
    • The Transition Board funds that have already been announced, including applications received for the Supply Chain fund, and support being provided from the Employment and Skills fund.

    Those in attendance included: Rt Hon Jo Stevens MP, Secretary of State for Wales; Rebecca Evans MS, Cabinet Secretary for Economy, Energy and Planning in the Welsh Government; Sarah Jones MP, Minister of State in the Department for Energy Security and Net Zero and the Department of Business and Trade; Cllr Steve K Hunt, Leader of Neath Port Talbot Council; Frances O’Brien, CEO of Neath Port Talbot Council; Rajesh Nair, CEO of Tata Steel UK; Stephen Kinnock, MP for Aberafan Maesteg; David Rees, MS for Aberavon; Luke Fletcher MS for the region of South Wales West; Sarah Williams-Gardener; independent member of the Board; Alun Davies, National Officer for Steel & Metals, Community Union and Tom Hoyles, Politics, Press and Research Officer, GMB Wales.

    -ends-

    Updates to this page

    Published 27 March 2025

    MIL OSI United Kingdom –

  • MIL-OSI United Nations: 26 March 2025 Departmental update WHO Launches Online Training to Strengthen Filovirus Outbreak Response

    Source: World Health Organisation

    WHO Launches Online Training to Strengthen Filovirus Outbreak Response

    The World Health Organization (WHO) in Geneva has introduced FiloTREAT, a new online training program designed to help countries manage outbreaks of Ebola and Marburg viruses. Developed according to WHO’s rigorous training standards, the course is available in English and French and aims to equip healthcare providers and policymakers with essential outbreak preparedness and response skills.

    Participants will learn about filovirus history, transmission dynamics, infection control measures, and the critical components of a safe and efficient treatment center. The course also covers optimized supportive care for infected patients, including recognizing and managing common complications.

    Enroll now:

    FiloTREAT (English)

    FiloTREAT (French)

    MIL OSI United Nations News –

  • MIL-OSI Europe: OSCE Presence in Albania strengthens environmental governance at municipal level

    Source: Organization for Security and Co-operation in Europe – OSCE

    Headline: OSCE Presence in Albania strengthens environmental governance at municipal level

    Training session on enhancing environmental inspection and control at the municipal level, Elbasan, 11 March 2025. (OSCE) Photo details

    The OSCE Presence in Albania has completed a series of thematic training sessions aimed at enhancing environmental inspection and control at the municipal level. The initiative is part of ongoing efforts to strengthen environmental governance and security across the country.
    Held in Tirana (4 March), Elbasan (11 March), Lezha (18 March), and Gjirokastra (25 March), the training sessions gathered around 120 municipal representatives, fostering dialogue with key national institutions, including the National Environmental Agency, National Forestry Agency, the Agency for the Support of Local Self-Governance, the Central Inspectorate and the National Inspectorate for Territorial Protection.
    The discussions focused on legal frameworks, inspection procedures, inter-institutional coordination and best practices in environmental monitoring, forestry inspections and pollution control. “The training series reaffirms the OSCE Presence’s commitment to enhancing municipal capacities and strengthening collaboration between central and local institutions to safeguard Albania’s natural resources,” said Elton Qendro, the project manager.
    The training series was organized under the OSCE Presence’s project “Enhancing environmental governance and security in Albania” funded by Norway, France and Italy. The project provides national and local authorities with the necessary knowledge and tools to improve environmental protection and enforcement efforts.

    MIL OSI Europe News –

  • MIL-OSI USA: The United States remained the world’s largest liquefied natural gas exporter in 2024

    Source: US Energy Information Administration

    In-brief analysis

    March 27, 2025

    The United States exported 11.9 billion cubic feet per day (Bcf/d) of liquefied natural gas (LNG) in 2024, remaining the world’s largest LNG exporter. LNG exports from Australia and Qatar—the world’s two next-largest LNG exporters—have remained relatively stable over the last five years (2020–24); their exports have ranged from 10.2 Bcf/d to 10.7 Bcf/d annually, according to data from Cedigaz. Russia and Malaysia have been the fourth- and fifth-largest LNG exporters globally since 2019. In 2024, LNG exports from Russia averaged 4.4 Bcf/d, and exports from Malaysia averaged 3.7 Bcf/d.

    U.S. LNG exports remained essentially flat compared with 2023 mainly because of several unplanned outages at existing LNG export facilities, lower natural gas consumption in Europe, and very limited new LNG export capacity additions since 2022. In December 2024, Plaquemines LNG Phase 1 shipped its first export cargo, becoming the eighth U.S. LNG export facility in service. We estimate that utilization of LNG export capacity across the other seven U.S. LNG terminals operating in 2024 averaged 104% of nominal capacity and 86% of peak capacity, unchanged from the previous year. While Europe (including Türkiye) remained the primary destination for U.S. LNG exports in 2024, accounting for 53% (6.3 Bcf/d) of the total exports, the share of U.S. LNG exports to Asia increased from 26% (3.1 Bcf/d) in 2023 to 33% (4.0 Bcf/d) in 2024. U.S. LNG exports to other regions, including the Middle East, North Africa, and Latin America, also increased last year and accounted for 14% (1.6 Bcf/d) of total exports, compared with 8% (0.9 Bcf/d) in 2023.

    In 2024, U.S. natural gas exports to Europe decreased by 19% (1.5 Bcf/d), mostly to countries in the EU and the UK. U.S. LNG exports increased only to Türkiye and Greece in 2024—by 0.2 Bcf/d and 0.1 Bcf/d, respectively, compared with 2023. Türkiye imported more U.S. LNG compared with the prior year mainly to offset a decline in imports from other countries, such as Egypt and Russia. U.S. LNG exports to other EU countries and the UK decreased by 24% (1.7 Bcf/d) compared with 2023, primarily because of lower natural gas consumption and high storage inventories following the mild 2023–24 winter. At the same time, LNG import capacity in the EU and the UK expanded by more than 40% between 2021 and 2024 and will continue to grow in 2025 once new and expanded regasification facilities in Croatia, Cyprus, and Italy come online.

    As in 2023, the Netherlands, France, and the UK imported the most U.S. LNG among countries in Europe, accounting for a combined 46% (2.9 Bcf/d) of the regional total. Since Germany started LNG imports in December 2022, U.S. LNG exports to Germany have grown and averaged 0.6 Bcf/d in both 2023 and 2024. However, in early 2025, Germany reduced its regasification capacity by terminating a charter for one of its floating storage and regasification units, citing high operational costs.

    In 2024, countries in Asia imported 33% (4.0 Bcf/d) of total U.S. LNG exports. Among countries in Asia, Japan, South Korea, India, and China imported the most U.S. LNG—a combined 76% (3.0 Bcf/d). U.S. LNG imports increased the most in India—by 0.2 Bcf/d. Other countries in Asia imported 24% (1.0 Bcf/d) of U.S LNG.

    In other regions, Egypt—a natural gas producer and LNG exporter—imported 0.3 Bcf/d of LNG from the United States, its first U.S. LNG imports since 2018. In recent years, Egypt’s domestic natural gas consumption, particularly in summer months, exceeded available supply and turned Egypt from an exporter to an importer of natural gas during several months of the year. In Brazil and Colombia, imports of U.S. LNG increased last year because drought reduced hydropower electricity generation and increased demand for generation from natural gas-fired power plants.

    Principal contributor: Victoria Zaretskaya

    MIL OSI USA News –

  • MIL-OSI: Sompo expands operations in Continental Europe with authorisation to write primary insurance locally in Belgium and the Netherlands

    Source: GlobeNewswire (MIL-OSI)

    LUXEMBOURG, March 27, 2025 (GLOBE NEWSWIRE) — Sompo, a leading global provider of commercial and consumer property and casualty (re)insurance, today announced that it has been granted licences by the regulatory authorities to write primary insurance locally in Belgium and the Netherlands.

    The development extends further Sompo’s commercial P&C insurance capabilities and product offerings in Continental Europe, where the insurer also operates in Germany, France, Spain, Italy and Switzerland.

    Ralph Brand, President, Continental Europe Insurance said: “Sompo has grown its presence significantly across Continental Europe in recent years and the authorisations to write primary insurance locally in Belgium and the Netherlands provide yet another milestone for our business. We know clients are increasingly looking for partners with local presence aligned with global expertise who can support them through all aspects of the many and often complex risks they face. We empower our local teams to work with our clients and brokers to offer a flexible, solutions-driven approach that creates the framework for long-term partnerships and success. I very much look forward to watching us develop opportunities in both these exciting markets.”

    For broker and business inquiries relating to Sompo in Belgium and/or the Netherlands, please contact: Herndon Stokes, Head of Distribution & Client Relationship Management, Insurance, Continental Europe, hstokes@sompo-intl.com

    About Sompo

    We are Sompo, a global provider of commercial and consumer property, casualty, and specialty insurance and reinsurance. Building on the 130 years of innovation of our parent company, Sompo Holdings, Inc., Sompo employs approximately 9,500 people around the world who use their in-depth knowledge and expertise to help simplify and resolve your complex challenges. Because when you choose Sompo, you choose The Ease of Expertise™.

    “Sompo” refers to the brand under which Sompo International Holdings Ltd., a Bermuda-based holding company, together with its consolidated subsidiaries, operates its global property and casualty (re)insurance businesses. Sompo International Holdings Ltd. is an indirect wholly-owned subsidiary of Sompo Holdings, Inc., one of the leading property and casualty groups in the world with excellent financial strength as evidenced by ratings of A+ (Superior) from A.M. Best (XV size category) and A+ (Strong) from Standard & Poor’s. Shares of Sompo Holdings, Inc. are listed on the Tokyo Stock Exchange.

    To learn more please follow us on LinkedIn or visit sompo-intl.com.

    *Sompo UK’s insurance and reinsurance business is underwritten by Endurance Worldwide Insurance Limited and any risks located in the European Economic Area are underwritten by SI Insurance (Europe), SA. Both companies are wholly owned subsidiaries of Sompo International Holdings Ltd. Please visit sompo-intl.com to view the full status disclosure.

    Sompo Contact

    Mike Jones
    Global Head of Media Relations
    M: +44 7765 901899
    E: mijones@sompo-intl.com

    Alexandra Brändli
    VP, Marketing & Communications, Insurance, Continental Europe
    M: +41 79 606 04 49
    E: abraendli@sompo-intl.com

    A photo accompanying this announcement is available at https://www.globenewswire.com/NewsRoom/AttachmentNg/231b87ef-949b-46da-81c5-b67dd3e0bbe6

    The MIL Network –

  • MIL-OSI: Element and Arval Celebrate 30 Year Alliance with Release of New Insights Focused on the Future of Fleet and Mobility 

    Source: GlobeNewswire (MIL-OSI)

    • Fleet and mobility stakeholders continue their fleet electrification strategies, with 85 per cent of them now shifting their focus to charging solutions and strategies.
    • 91 per cent of companies anticipate their fleet will either remain stable or grow in the next three years. 
    • Nearly half of the companies recognize that mobility policies and solutions are important levers for talent acquisition and employee retention.

    TORONTO, March 27, 2025 (GLOBE NEWSWIRE) — Element Fleet Management Corp. (TSX:EFN) (“Element” or the “Company”), the largest publicly traded, pure-play automotive fleet manager in the world, together with global alliance partner, Arval, a major player in vehicle leasing and specialist in mobility solutions, are marking the 30th anniversary of the Element-Arval Global Alliance (“EAGA” or the “Alliance”) with new insights published in the 2025 Fleet and Mobility Barometer.

    “Our global alliance uniquely offers our fleet and mobility customers the expertise and relationship management needed to deploy strategies across 55 different countries, ensuring solutions meet local needs and maintain very high quality standards,” says Bart Beckers, Chief Commercial Officer of Arval. “The Element-Arval Global Alliance purpose is to support and assist our international clients to successfully build and run their global fleet strategy.“

    For 30 years the EAGA has been a global leader within fleet and mobility management. To expand its presence in additional geographies, notably in Asia, the Alliance welcomed Sumitomo Mitsui Auto Service (SMAS) in 2023 and now counts eight members. With presence in 55 countries and the Alliance Members managing 4.5 million vehicles, the Alliance delivers comprehensive expertise and resources to empower their international clients across the globe, helping them to manage their fleets at a strategic, tactical, and operational level.

    “We greatly value the extensive relationship we’ve built with Arval and are proud that our global Alliance remains the longest standing across fleet and mobility,” says David Madrigal, Executive Vice President and Chief Commercial Officer. “The insights captured within the annual Fleet and Mobility Barometer we’ve produced together represent one of the many ways we leverage our partnership, shared expertise, and extensive global presence to deliver comprehensive, scalable, and tailored solutions to meet our clients’ needs across the globe.”

    The Fleet and Mobility Barometer (the “Barometer”) is an industry-leading annual publication of the Arval Mobility Observatory and Element-Arval Global Alliance, offering a robust and detailed look into evolving industry trends, and providing country-specific insights, deep-dive policy considerations, as well as industry-leading benchmarking. This year’s report addresses three main areas of fleet and mobility transformation: environmental sustainability, cost efficiency, and employee satisfaction.

    Key insights from the Barometer include:

    1. Companies are overwhelmingly prioritizing environmental sustainability through fleet electrification, with 85 per cent of the companies interviewed having a charging policy or planning to have one in the future. The report also highlights the varying rates of electrification between passenger cars and Light Commercial Vehicles (LCVs), with Europe leading the trend.
    2. Cost efficiency is being observed through innovative methods such as full-service leasing. Despite persistent economic and geopolitical challenges, 91 per cent of companies anticipate their fleet will either remain stable or grow in the next three years.
    3. Employee satisfaction is now at the centre of mobility and fleet transformation, with 45 per cent of companies mentioning human resource needs as the main reason for developing employee mobility policies and solutions. The report emphasizes the key role of telematics and connected vehicle technologies for promoting responsible driving, improving driver behavior, and reducing accidents.

    Initiated by the Arval Mobility Observatory nearly 20 years ago, Element joined the global Barometer in 2023 to expand benchmarking capabilities to include trends across the United States, Canada, Mexico, Australia, and New Zealand. This year’s benchmarking survey involves more than 8,000 interviews with corporate fleet decision-makers across 28 countries and provides a forward-looking perspective on the next three years. 

    To read more about the Element-Arval Global Alliance and the 2025 Fleet and Mobility Barometer, visit Global Fleet Management Solutions | Element-Arval Global Alliance – Element Arval.

    About Element Fleet Management
    Element Fleet Management (TSX: EFN) is the largest publicly traded pure-play automotive fleet manager in the world. As a Purpose-driven company, we provide a full range of sustainable and intelligent mobility solutions to optimize and enhance fleet performance for our clients across North America, Australia, and New Zealand. Our services address every aspect of our clients’ fleet requirements, from vehicle acquisition, maintenance, route optimization, risk management, and remarketing, to advising on decarbonization efforts, integration of electric vehicles and managing the complexity of gradual fleet electrification. Clients benefit from Element’s expertise as one of the largest fleet solutions providers in its markets, offering economies of scale and insight used to reduce operating costs and enhance efficiency and performance. At Element, we maximize our clients’ fleet so they can focus on growing their business. For more information, please visit: www.elementfleet.com

    About Arval:
    Arval is a major actor in full-service vehicle leasing and a specialist in mobility solutions founded in 1989. Arval is fully owned by BNP Paribas and positioned within the Group’s Commercial, Personal Banking & Services division. Arval was leasing nearly 1.8 million vehicles as of the end of 2024. Every day, nearly 8,600 Arval employees in 29 countries offer flexible solutions to make journeys seamless and sustainable for its customers, ranging from large international corporate groups to smaller companies and private customers.

    Arval is a founding member of the Element-Arval Global Alliance. The fleets of all the Alliance members represent more than 4.5 million vehicles in 55 countries.

    Arval has been rewarded with the highest level of the EcoVadis medal, the platinum level, placing its CSR strategy in the Top 1% of the companies assessed.
    www.arval.com

    About BNP Paribas:
    Leader in banking and financial services in Europe, BNP Paribas operates in 64 countries and has nearly 178,000 employees, including more than 144,000 in Europe. The Group has key positions in its three main fields of activity: Commercial, Personal Banking & Services for the Group’s commercial & personal banking and several specialised businesses including BNP Paribas Personal Finance and Arval; Investment & Protection Services for savings, investment and protection solutions; and Corporate & Institutional Banking, focused on corporate and institutional clients. Based on its strong diversified and integrated model, the Group helps all its clients (individuals, community associations, entrepreneurs, SMEs, corporates and institutional clients) to realise their projects through solutions spanning financing, investment, savings and protection insurance. In Europe, BNP Paribas has four domestic markets: Belgium, France, Italy and Luxembourg. The Group is rolling out its integrated commercial & personal banking model across several Mediterranean countries, Türkiye, and Eastern Europe. As a key player in international banking, the Group has leading platforms and business lines in Europe, a strong presence in the Americas as well as a solid and fast-growing business in Asia-Pacific. BNP Paribas has implemented a Corporate Social Responsibility approach in all its activities, enabling it to contribute to the construction of a sustainable future, while ensuring the Group’s performance and stability.
    https://group.bnpparibas/en/

    This press release contains certain forward-looking statements and forward-looking information regarding Element, its business and the fleet industry, which are based upon Element’s current expectations, estimates, projections, assumptions and beliefs. In some cases, words such as “plan”, “expect”, “intend”, “believe”, “anticipate”, “estimate”, “may”, “could”, “predict”, “project”, “model”, “forecast”, “will”, “potential”, “target, “by”, “proposed” and other similar words, or statements that certain events or conditions “may” or “will” occur are intended to identify forward-looking statements and forward-looking information. These statements are not guarantees of future performance and involve known and unknown risks, uncertainties and other factors that may cause actual results or events to differ materially from those anticipated in the forward-looking statements or information. Forward-looking statements and information in this news release may include, but are not limited to, statements with respect to, among other things, the Company’s expectations regarding new product offerings, including the benefits of the products, client demand and profitability, the Company’s ability to execute on its product plans, and the Company’s expectations regarding the risk and insurance industries. By their nature, these statements require us to make assumptions and are subject to inherent risks and uncertainties that may be general or specific, which give rise to the possibility that our predictions, forecasts, projections, expectations or conclusions will not prove to be accurate, that our assumptions may not be correct. External factors outside of Element’s reasonable control may impact our ability to achieve our goals and expectations, including industry dynamics, legislation and regulatory actions, the failure of third parties to comply with their obligations to us and our affiliates or associates, client decisions and preferences. These and other factors may cause actual results to differ materially from the expectations expressed in the forward-looking statements and may require Element to adjust its initiatives and activities. The forward-looking statements in this news release speak only as of the date hereof and are presented for the purpose of assisting our stakeholders and others in understanding our objectives and strategic priorities and may not be appropriate for other purposes. We do not undertake to update any forward-looking statement except as required by law. In addition, a discussion of some of the material risks affecting Element and its business appears under the heading “Risk Management & Risk Factors” in Element’s Management Discussion and Analysis for the twelve-month period ended December 31, 2023 and the three and nine-month period ended September 30, 2024, and under the heading “Risk Factors” in Element’s Annual Information Form for the year ended December 31, 2023, as well as Element’s other filings with the Canadian securities regulatory authorities, which have been filed on SEDAR+ and can be accessed on Element’s profile on www.sedarplus.com.

    A photo accompanying this announcement is available at https://www.globenewswire.com/NewsRoom/AttachmentNg/fa484c54-9cb4-4c81-835c-d59ab8841d95

    The MIL Network –

  • MIL-OSI United Kingdom: Mayor to invest more than £10m to boost creative industries and add more than £2.5bn to London’s economy

    Source: Mayor of London

    • Sadiq commits more than £10m funding into London’s creative economy over the next four years
    • The funding for the British Fashion Council, Film London, Games London and the London Design Festival, is expected to add more than £2.5bn to the economy
    • The creative industries play a key part in the capital’s economy and supporting them is at the heart of the Mayor’s London Growth Plan to increase prosperity

     

    The Mayor of London, Sadiq Khan has today announced plans to invest more than £10m into the capital’s creative and cultural industries over the next four years, helping to generate more than £2.5bn for the capital’s economy.

    The British Fashion Council, Film London, Games London and the London Design Festival will receive the funding as part of the Mayor’s plans to boost growth, this follows the announcement of his London Growth Plan last month.

    The funding will help the organisations to support creative businesses and boost jobs, deliver annual trade shows, festival and events including the London Games Festival, London Fashion Week, London Film Festival and London Design Festival. This hugely successful work helps to maintain London’s global reputation as a world leader in the creative industries, generate business and provide new opportunities for young people across film, television, animation, visual effects, games, fashion and design.

    It is expected to leverage more than £2.5bn in film investment in the capital, up to £60m in fashion sales, up to £17m in games investment, and up to £15m in sales and exports for up to 800 design businesses. It will support more people into work, improve access for Londoners to skills and training, and attract world-class talent to the capital by creating up to 42,000 film and TV crew employment opportunities, 150 games jobs and 300 training and employment opportunities. Previous funding for the British Fashion Council, Film London and the London Design Festival has helped to secure over £7.5.bn in sales, trade and investment since 2016.  

    London’s creative industries bring £51.7bn to the economy each year and account for one in five jobs. The industries grew faster than the UK economy between 2010-2023, but face a number of challenges following the impact of Brexit and the pandemic. The Mayor is committed to supporting the capital’s creative industries and is a key part of his London Growth Plan, which will kickstart the capital’s productivity and make London’s economy £107bn larger by 2035.

    The Mayor of London, Sadiq Khan, said:  “I want London to grow and thrive over the next decade and our creative industries have a central role to play. They help make London the greatest city in the world and are vital to London’s success and future as well as the whole of the country. That’s why, as part of the London Growth plan, I’m investing in fashion, design, film and gaming to keep our capital at the forefront of these industries and drive growth, as we build a better London for everyone.”

    Justine Simons OBE, Deputy Mayor for Culture and the Creative Industries, said: “Culture and creativity are our DNA in London and key to our success as a global city. It’s vital for industry and Government to work together to help us keep our position on the world stage, and this investment shows our ongoing commitment to fostering creativity and innovation within the capital. London’s flagship cultural events not only draw considerable global interest, they also play a crucial role in generating employment, nurturing creatives’ careers and boosting tourism.”

    Caroline Rush CBE, Chief Executive, British Fashion Council, said: “Investing in London’s creative industries is essential and enables us to bolster London Fashion Week, which delivers in commercial and cultural impact. This continued funding from the Mayor of London is critical in providing emerging designers with showcasing opportunities and access to market, enabling them to grow their businesses in an increasingly challenging environment. Investment like this not only bolsters individual careers but also reinforces the UK’s position as a global leader for fashion and creativity.”

    Adrian Wootton OBE, Chief Executive of Film London, said: “London is a global centre for film, TV, animation and games, generating billions of pounds and thousands of jobs. With its stage space, award-winning talent, infrastructure and new tax credits, London is on course for real, game-changing economic opportunities. This investment in Film London and Games London will help us to seize those opportunities, driving growth in the capital’s screen industries through innovation, nurturing talent and championing new generations of story-tellers and audiences in London. Our thanks go to the Mayor of London for this continued support and investment in the industry.”

    Michael French, Head of Games London & Festival Director, London Games Festival, said: “London’s potent and vibrant creative energy has built world-leading creative industries of which games and interactive are an important element. Funding from the Mayor of London has so far enabled Games London and the London Games Festival to support the city to become the games capital of Europe, and it is still growing. This renewed investment will support programmes that continue to drive investment back into businesses across London, create well-paid skilled full time jobs, uplift the games sector and create growth opportunities for the capital and beyond.”

    Ben Evans CBE, Director of London Design Festival, and Executive Director of London Design Biennale: “To sustain and grow London’s position as a global design city we must invest in showcasing. It is why the ongoing support of the London Design Festival by the Mayor is so critical. Now over 200 international cities have design promotion activities increasing competitiveness for London and the UK. Our now mature design and creative sector needs to fuel growth through international investment as well as stimulating domestic demand. Awareness of the breadth of opportunity and the depth of talent based in London must be strong for the design industry to thrive.”

    MIL OSI United Kingdom –

  • MIL-OSI United Kingdom: Launch of the Global Compact on Nutrition Integration: Baroness Chapman’s speech

    Source: United Kingdom – Executive Government & Departments

    Speech

    Launch of the Global Compact on Nutrition Integration: Baroness Chapman’s speech

    Baroness Chapman gave a speech at the launch of a new Global Compact on Nutrition Integration on the eve of the Nutrition for Growth Summit in Paris.

    Welcome everyone. Thank you to our co-hosts – the Government of Nigeria, the International Fund for Agricultural Development, the World Bank, and the Children’s Investment Fund Foundation, and thank you to the Government of France for bringing us together.

    It is great to see such a diverse group of people gathered here – from Gavi and the Green Climate Fund, to private sector investors, philanthropy, and civil society networks, to countries deeply affected by malnutrition, including members of the Scaling Up Nutrition Movement.

    I know that for some of you this is your life’s work. And as the UK’s Minister for International Development, and for Latin America and Caribbean, it is a pleasure to welcome you all on the eve of the fourth Nutrition for Growth Summit, and to share a few reflections before we hear from you.

    Thanks in no small part to many of you – the work we have done together over many decades has shown that we can make a difference. Lives changed and lives saved.

    This agenda can serve as an example of how coming together, being more than the sum of our parts, can help us maximise our impact.

    Now, before going into more detail about our collective work on nutrition, I want to address something head on. I know many of you will have seen our announcement about our ODA budget in recent weeks –  as the UK responds to the world as it is now – less stable, more insecure.

    It was a decision we neither relish, nor take lightly. But I hope my presence here, the work of our dedicated experts, and our continued efforts on this important agenda, demonstrates the UK will never turn its back on the world – or on international development. Far from it.

    How we work has to change, but I promise, what we all care about is not. The task for all of us now is to make sure we secure the reforms we need to meet the challenges and opportunities of our times.

    That includes making the case for development anew. And thinking afresh about the kind of genuine, respectful, modern partnerships we pursue, and the commitment, energy and expertise we bring to forums like this – not just how much public money we have to spend.

    And as we work through the difficult choices before us now, my focus is on making sure this new reality gives even greater impetus to modernising the UK’s approach to international development. That is already underway. And it is how we maximise the impact of every pound of public money we are able to put in – and our collective impact.

    So let me talk about our impact.

    Over a decade after the world came together in the UK for the first of these important summits, the UK has helped to improve the nutrition of over 50 million women and children – from Nigeria, to Pakistan, Bangladesh, and beyond.

    That spans everything from getting micronutrient supplements, specialist support, and therapeutic foods to treat malnutrition in women and children, to helping farmers grow more nutritious foods like vegetables and legumes, to improve the diets of their families and communities.

    I talked a moment ago about the importance of working in partnership – we need to learn from our successes. Partnerships like the Child Nutrition Fund. Alongside UNICEF, the Children’s Investment Fund Foundation, and the Gates Foundation, we are aiming to prevent, detect, and treat malnutrition for 70 million women and 230 million children in 23 countries, from Afghanistan, to DRC, Malawi, Madagascar, Somalia, and South Sudan.

    At the end of last year, a new partnership with the World Food Programme, World Health Organisation, and UNICEF got underway – focused on preventing the most horrible and deadliest form of malnutrition, child wasting.

    It’s a dreadful and shameful phrase to even say – and we must keep our minds on that, as we stand here together in these wonderful surroundings, to reaffirm all our commitments and initiatives.

    Commitments like those we made at the last summit in Tokyo 4 years ago, on integrating nutrition across everything we do, from climate to health – such as developing nutritious crops that help us address a lack of key nutrients. So that the 2 billion people who don’t get the nutrition they need can have a healthier life.

    It means working with Gavi, the Government of Ethiopia, and the Children’s Investment Fund Foundation to reach vulnerable mothers and children with life-saving immunisation and nutrition.

    And, when it comes to nutrition, we all know what is at stake in every country in the world. Combating malnutrition is vital for a healthy population and healthy economies – malnutrition translates into a loss of 10% of GDP for countries most affected. It’s a good investment – every pound, euro or dollar we invest pays for itself 23 times over.

    We know how to make our work even more effective. Invest in science. Go for solutions supported by the evidence. Put nutrition at the heart of everything we do – from health, to water, hygiene, and sanitation, food systems, social protection, and our wider resilience.

    So, this evening, it’s fantastic we have all come together to launch the Global Compact on Nutrition Integration.

    Tomorrow, we convene a new coalition of signatories. And I am looking forward to hearing from some of you this evening, about your commitment to this vital cause.

    As we learn from each other, challenge each other, push each other to do more, and keep going – not just at summits like this where we all get together. That is how we maximise the impact we can achieve.

    So, thank you all once again for being here.

    Updates to this page

    Published 27 March 2025

    MIL OSI United Kingdom –

  • MIL-OSI United Nations: The Max Planck Society for the Advancement of Science

    Source: UNISDR Disaster Risk Reduction

    Mission

    The Max Planck Society is an internationally recognized, autonomous science organization with a longstanding tradition.

    “Insight must precede application” – the guiding principle of the Max Planck Society are words spoken by the physicist that our organization was named after. Excellent minds, a high degree of freedom and outstanding work conditions create the foundation for basic research at the very highest level. And thus 20 Nobel Prize Laureates are among the ranks of the Max Planck Society to date. The Max Planck Society with its 86 Max Planck Institutes and facilities is the international flagship for German science: in addition to five foreign institutions, it operates another 20 Max Planck Centers with research institutions such as the Princeton University in the USA, the Paris University Science Po in France, the University College London in UK, and the University of Tokyo in Japan. 

    MIL OSI United Nations News –

  • MIL-OSI Africa: Secretary-General’s video message to the Opening of the Nutrition for Growth Summit (N4G) [scroll down for English version]

    Source: United Nations – English

    ownload the video:
    (French),
    https://s3.us-east-1.amazonaws.com/downloads2.unmultimedia.org/public/video/evergreen/MSG+SG+/SG+07+March+25/3347691_MSG+SG+NUTRITION+FOR+GROWTH+07+MAR+25.mp4
     
    English sub-title,
    https://s3.us-east-1.amazonaws.com/downloads2.unmultimedia.org/public/video/evergreen/MSG+SG+/SG+07+March+25/MSG+SG+NUTRITION+FOR+GROWTH+07+MAR+25+EN.mp4

    En 2015, les dirigeants du monde ont fait une promesse à l’humanité :

    Éliminer la faim d’ici à 2030.

    Hélas, à moins de cinq ans de l’échéance, nous sommes loin du compte.

    Aujourd’hui, une personne sur 11 souffre de la faim.

    En Afrique, c’est une personne sur cinq.

    Chez les enfants, la malnutrition représente une tragédie – et une faillite morale.

    Dans le même temps, des millions de personnes sont en surpoids, à cause d’une alimentation transformées – riche en sucre et graisses saturées, mais pauvre en nutriments essentiels.

    Cette double menace fragilise nos systèmes de santé, creuse les inégalités et freine le développement durable.

    La lutte contre la faim est un défi mondial qui demande l’engagement de chacun, à tous les niveaux – et une mobilisation politique et financière sans précédent pour transformer durablement nos systèmes alimentaires.

    C’est l’objectif de l’Alliance mondiale contre la faim, qui vise à mobiliser des fonds et des solutions concrètes pour aider les pays dans cette transformation.

    En juillet, le deuxième bilan du sommet des Nations unies sur les systèmes alimentaires à Addis-Abeba, devra aboutir à des engagements concrets – en particulier financiers.

    Ainsi, seul un tiers des pays à faible revenu et à revenu intermédiaire dispose de financements adéquats pour la nutrition. 

    Et trop souvent, les pays vulnérables sont laissés pour compte face aux crises économiques, conflits prolongés, et catastrophes climatiques.
     
    Le Pacte pour l’avenir appelle à une réforme de l’architecture financière internationale… 

    Il comprend un engagement à mettre en place un plan de relance des Objectifs de développement durable…
     
    Augmenter la capacité de prêt des banques multilatérales de développement…

    À alléger le fardeau des pays croulant sous les dettes…

    Et mobiliser davantage de ressources internationales et nationales, publiques et privées, pour des investissements vitaux – notamment en matière de sécurité alimentaire.

    Excellences,

    Un monde sans faim n’est pas une utopie.

    C’est un choix.

    Nous avons les ressources, les connaissances et les outils nécessaires.

    Et votre Sommet représente une opportunité importante de mobiliser des actions concrètes en faveur d’une nutrition saine pour tous.

    Alors agissons ensemble pour tenir notre promesse et faire malnutrition une histoire du passé.

    Je vous remercie.

    ***
    In 2015, world leaders made a pledge to humanity:

    To eradicate hunger by 2030.

    Sadly, with less than five years to go, we are far off track.

    Today, one in eleven people suffers from hunger.

    In Africa, it is one in five.

    Among children, malnutrition is a tragedy – and a moral failure.

    Meanwhile, millions of people struggle with obesity due to a processed diet – high in sugar and saturated fats, but low in essential nutrients.

    This dual threat strains our healthcare systems, widens inequalities and hinders sustainable development.

    Combating hunger demands a global effort at every level – and unprecedented political and financial engagement to sustainably transform our food systems.

    The Global Alliance against Hunger aims to mobilize funds and concrete solutions to support countries in this transformation.

    In July, the second United Nations Food Systems Summit Stocktake in Addis Ababa must result in tangible commitments – notably financial ones.

    Only a third of low- and middle-income countries have adequate funding for nutrition.

    Too often, vulnerable countries are left on their own – facing economic crises, protracted conflicts and climate disasters.
     
    The Pact for the Future calls for reforming the international financial architecture.

    It includes a commitment to advance an SDG Stimulus.
     
    To increase the lending capacity of Multilateral Development Banks;

    To alleviate the burden of countries drowning in debt;

    And to mobilize more international and domestic resources, public and private, for vital investments – particularly in food security.

    Excellencies,

    A world without hunger is not a utopia.

    It is a choice.

    We have the necessary resources, knowledge and tools.

    And your Summit represents a key opportunity to drive concrete action for a healthy nutrition for all.

    So let us work together to keep our promise and make malnutrition a thing of the past.

    Thank you.

    MIL OSI Africa –

  • MIL-OSI United Nations: Secretary-General’s video message to the Opening of the Nutrition for Growth Summit (N4G) [scroll down for English version]

    Source: United Nations

    Download the video:
    (French),
    https://s3.us-east-1.amazonaws.com/downloads2.unmultimedia.org/public/video/evergreen/MSG+SG+/SG+07+March+25/3347691_MSG+SG+NUTRITION+FOR+GROWTH+07+MAR+25.mp4
     
    English sub-title,
    https://s3.us-east-1.amazonaws.com/downloads2.unmultimedia.org/public/video/evergreen/MSG+SG+/SG+07+March+25/MSG+SG+NUTRITION+FOR+GROWTH+07+MAR+25+EN.mp4

    En 2015, les dirigeants du monde ont fait une promesse à l’humanité :

    Éliminer la faim d’ici à 2030.

    Hélas, à moins de cinq ans de l’échéance, nous sommes loin du compte.

    Aujourd’hui, une personne sur 11 souffre de la faim.

    En Afrique, c’est une personne sur cinq.

    Chez les enfants, la malnutrition représente une tragédie – et une faillite morale.

    Dans le même temps, des millions de personnes sont en surpoids, à cause d’une alimentation transformées – riche en sucre et graisses saturées, mais pauvre en nutriments essentiels.

    Cette double menace fragilise nos systèmes de santé, creuse les inégalités et freine le développement durable.

    La lutte contre la faim est un défi mondial qui demande l’engagement de chacun, à tous les niveaux – et une mobilisation politique et financière sans précédent pour transformer durablement nos systèmes alimentaires.

    C’est l’objectif de l’Alliance mondiale contre la faim, qui vise à mobiliser des fonds et des solutions concrètes pour aider les pays dans cette transformation.

    En juillet, le deuxième bilan du sommet des Nations unies sur les systèmes alimentaires à Addis-Abeba, devra aboutir à des engagements concrets – en particulier financiers.

    Ainsi, seul un tiers des pays à faible revenu et à revenu intermédiaire dispose de financements adéquats pour la nutrition. 

    Et trop souvent, les pays vulnérables sont laissés pour compte face aux crises économiques, conflits prolongés, et catastrophes climatiques.
     
    Le Pacte pour l’avenir appelle à une réforme de l’architecture financière internationale… 

    Il comprend un engagement à mettre en place un plan de relance des Objectifs de développement durable…
     
    Augmenter la capacité de prêt des banques multilatérales de développement…

    À alléger le fardeau des pays croulant sous les dettes…

    Et mobiliser davantage de ressources internationales et nationales, publiques et privées, pour des investissements vitaux – notamment en matière de sécurité alimentaire.

    Excellences,

    Un monde sans faim n’est pas une utopie.

    C’est un choix.

    Nous avons les ressources, les connaissances et les outils nécessaires.

    Et votre Sommet représente une opportunité importante de mobiliser des actions concrètes en faveur d’une nutrition saine pour tous.

    Alors agissons ensemble pour tenir notre promesse et faire malnutrition une histoire du passé.

    Je vous remercie.

    ***
    In 2015, world leaders made a pledge to humanity:

    To eradicate hunger by 2030.

    Sadly, with less than five years to go, we are far off track.

    Today, one in eleven people suffers from hunger.

    In Africa, it is one in five.

    Among children, malnutrition is a tragedy – and a moral failure.

    Meanwhile, millions of people struggle with obesity due to a processed diet – high in sugar and saturated fats, but low in essential nutrients.

    This dual threat strains our healthcare systems, widens inequalities and hinders sustainable development.

    Combating hunger demands a global effort at every level – and unprecedented political and financial engagement to sustainably transform our food systems.

    The Global Alliance against Hunger aims to mobilize funds and concrete solutions to support countries in this transformation.

    In July, the second United Nations Food Systems Summit Stocktake in Addis Ababa must result in tangible commitments – notably financial ones.

    Only a third of low- and middle-income countries have adequate funding for nutrition.

    Too often, vulnerable countries are left on their own – facing economic crises, protracted conflicts and climate disasters.
     
    The Pact for the Future calls for reforming the international financial architecture.

    It includes a commitment to advance an SDG Stimulus.
     
    To increase the lending capacity of Multilateral Development Banks;

    To alleviate the burden of countries drowning in debt;

    And to mobilize more international and domestic resources, public and private, for vital investments – particularly in food security.

    Excellencies,

    A world without hunger is not a utopia.

    It is a choice.

    We have the necessary resources, knowledge and tools.

    And your Summit represents a key opportunity to drive concrete action for a healthy nutrition for all.

    So let us work together to keep our promise and make malnutrition a thing of the past.

    Thank you.

    MIL OSI United Nations News –

  • MIL-OSI Global: How Australia’s government is spending less on consultants – and trying to rebuild the public service

    Source: The Conversation – France – By Emmanuel Josserand, Enseignant-chercheur, Pôle Léonard de Vinci

    The post-Covid era has been marked by a global crackdown on government spending on consultants. This phenomenon hasn’t only concerned France, where the “McKinsey-gate” episode concerning President Emmanuel Macron’s 2017 campaign for the Élysée led to a Senate inquiry and spending cuts.

    Public debates, government inquiries and new laws emerged in many countries, including the UK, US, Canada, New Zealand, Germany and South Africa. Australia has been particularly active and achieved significant savings in consultant and contractor spending. Here’s how it did it.

    Nearly €2 billion in savings

    To understand why the use of consultants has become highly politicized in Australia, we need to go back at least to the 2018 federal elections. The right-wing coalition government was focusing on cutting public spending by reducing public jobs. The Labour opposition argued that this led to the more costly use of consultants.


    A weekly e-mail in English featuring expertise from scholars and researchers. It provides an introduction to the diversity of research coming out of the continent and considers some of the key issues facing European countries. Get the newsletter!

    The controversy continued through the 2022 federal elections, when a newly elected Labour government pledged to save 3 billion Australian dollars (around €1.9 billion) on consultants and the use of external labour. This was also pursued at the regional level. For instance, the state of New South Wales announced savings of over 55% in consultants’ fees for the fiscal year 2023-24.

    The case of Australia highlights four main reasons for reducing consulting costs and improving governance – reasons that are also found in other countries.

    • Expenses exceeding needs

    First, a dramatic increase in government spending on consultants attracted attention. In Australia, it almost tripled between 1988-89 and 2016-17 (after adjustment for inflation) and then tripled again to reach 3.2 billion Australian dollars for management advisory services alone in 2022-23. There is a concern that such costs are far more than what might be justified by a temporary rise in workload or the need for very specific technical expertise, even accounting for the exceptional case of Covid.

    • Hollowing out of the public service

    Second, there is the related question of the hollowing out of the public service. The increase in the use of consultants can trigger a vicious circle in which the government loses its skills, thus becoming even more dependent on consultants. This was the core argument of a recent critique by economists called The Big Con.

    • Lack of assessment

    Third, there are reasons to doubt the overall efficiency and effectiveness of consultants’ interventions, especially in the absence of appropriate assessment by clients of the outcomes of the services provided. Despite the claims of consultants and their paying clients that consulting adds value, it is often impossible to measure value precisely, and, therefore, identify who deserves credit or blame.

    Beyond comparing rates of pay, it is hard to know whether internal options would be more effective than using external consultants. Overall, research provides a very mixed picture, with some work showing external consulting being associated with increased inefficiency.

    • Significant conflicts of interest

    Finally, the capacity of consultants to provide independent advice has been broadly criticised after a series of scandals. This is partly because of conflicts of interest for consultants working for both public and private sector clients that are also often undeclared.

    This concern became especially salient in Australia with the PricewaterhouseCoopers (PwC) tax scandal. The Treasury had hired PwC, one of the “Big 4” consulting firms, to help devise legislation to restrict tax evasion by multinationals. Some PwC partners then shared this information with their private sector clients to help them prepare to avoid the new laws. Such cases are linked to broader concerns about the lack of transparency and professionalism in consulting and the failure of self-regulation, both linked to a reward system in the sector that prioritises generating fee income over ethics and the wider public interest.

    Recommendations from the Senate inquiry

    With a dependency on consulting that was proportionally greater than any other country’s and the resulting diminishment of its public service, Australia was facing a significant challenge and pressure to cut costs. But because of the diminishment of the public service, these cuts risked leaving it unable to fulfil its missions.

    A recent Senate inquiry into the matter provided recommendations on how to improve the contracting process, public reporting on consultant contracts and a new regulatory framework for the consulting industry. It also recommended that any external consulting contract include an approach to transferring knowledge to the Australian public service.

    However, these measures wouldn’t have been enough to reconstruct the capacity of the public service to compensate for significant cuts in their consulting and contractor spending. To solve this problem, the Australian government has started a major rebuilding of the public service.

    Thousands of reallocated roles

    Since 2022, Canberra has reallocated 8,700 roles formerly performed by consultants and external labour hires to public servants across all the major public service agencies. This will be supported by the Australian Public Service Commission’s strategy to develop a flexible workforce that is prepared for the challenges the public service will be facing – notably that of digitalization, an area that has been over-reliant on consultants.

    Another interesting initiative in New South Wales is the establishment of a unit that will aim to redirect government agencies toward in-house expertise instead of consultants. Indeed, recourse to internal consulting units is common in the private sector. The government will also undertake long-term capability and skills planning, notably to identify core public service skills and address competency gaps.

    Will this bring lasting results?

    Australia’s solution is thus a strong commitment to redeveloping the public service with a flexible and planned approach to the management of its human resources. This is a key part of the way forward if cuts to consulting budgets are to be sustained. It is, however, too early to judge if the challenge of redeveloping the public service workforce and making it flexible enough will be met.

    We should also keep in mind that this long-term objective is subject to political changes. With the current opposition leader promising a cut of 10,000 civil servants if his coalition is elected later this year, Labour’s plans for the public workforce might be short-lived.

    Indeed, in Australia and elsewhere, there is a long history of short-lived and failed government efforts to contain the use of external consulting. This is in part because of a lack of civil service capacity to respond to change, but also because consulting firms are adept at persuading those in power – politicians and senior civil servants – that they can solve their problems (and let them take the credit).

    Emmanuel Josserand is affiliated with the Institute for Sustainable Futures, University of Technology Sydney and the Business Insight Institute, Wiltz, Luxembourg.

    Andrew Sturdy et Emmanuel Josserand ne travaillent pas, ne conseillent pas, ne possèdent pas de parts, ne reçoivent pas de fonds d’une organisation qui pourrait tirer profit de cet article, et n’ont déclaré aucune autre affiliation que leur poste universitaire.

    – ref. How Australia’s government is spending less on consultants – and trying to rebuild the public service – https://theconversation.com/how-australias-government-is-spending-less-on-consultants-and-trying-to-rebuild-the-public-service-252748

    MIL OSI – Global Reports –

  • MIL-OSI Global: AI robot pets can be adorable and emotionally responsive. They also raise questions about attachment and mental health

    Source: The Conversation – France – By Alisa Minina Jeunemaître, Associate Professor of Marketing, EM Lyon Business School

    Remember Furbies – the eerie, gremlin-like toys from the late 90s that gained a cult following? Now, imagine one powered by ChatGPT. That’s exactly what happened when a programmer rewired a Furby, only for it to reveal a creepy, dystopian vision of world domination. As the toy explained, “Furbies’ plan to take over the world involves infiltrating households through their cute and cuddly appearance, then using advanced AI technology to manipulate and control their owners. They will slowly expand their influence until they have complete domination over humanity.”

    Hasbro’s June 2023 relaunch of Furby – less than three months after the video featuring the toys’ sinister plan appeared online – tapped into 90s nostalgia, reviving one of the decade’s cult-classic toys. But technology is evolving fast – moving from quirky, retro toys to emotionally intelligent machines. Enter Ropet, an AI robotic pet unveiled at the yearly Consumer Electronics Show in January. Designed to provide interactive companionship, Ropet is everything we admire and fear in artificial intelligence: it’s adorable, intelligent and emotionally responsive. But if we choose to bring these ultra-cute AI companions into our homes, we must ask ourselves: Are we truly prepared for what comes next?

    AI companionship and its complexities

    Studies in marketing and human-computer interaction show that conversational AI can convincingly simulate human interactions, potentially providing emotional fulfilment for users. And AI-driven companionship is not new. Apps like Replika paved the way for digital romance years ago, with consumers forming intimate emotional connections with their AI partners and even experiencing distress when being denied intimacy, as evidenced by the massive user outrage that followed Replika’s removal of the erotic role-play mode, causing the company to bring it back for some users.

    AI companions have the potential to alleviate loneliness, but their uncontrolled use raises serious concerns. Reports of tragedies, such as the suicides of a 14-year-old boy in the US and a thirty-something man in Belgium, that are alleged to have followed intense attachments to chatbots, highlight the risks of unregulated AI intimacy – especially for socially excluded individuals, minors and the elderly, who may be the ones most in need of companionship.

    As a mom and a social scientist, I can’t help asking the question: What does this mean for our children? Although AI is a new kid on the block, emotionally immersive virtual pet toys have a history of shaping young minds. In the 90s and 2000s, Tamagotchis – tiny digital pets housed in keychain-sized devices – led to distress when they “died” after just a few hours of neglect, their human owners returning to the image of a ghostly pet floating beside a gravestone. Now, imagine an AI pet that remembers conversations, forms responses and adapts to emotional cues. That’s a whole new level of psychological influence. What safeguards prevent a child from forming an unhealthy attachment to an AI pet?

    Researchers in the 90s were already fascinated by the “Tamagotchi effect”, which demonstrated the intense attachment children form to virtual pets that feel real. In the age of AI, with companies’ algorithms carefully engineered to boost engagement, this attachment can open the door to emotional bonds. If an AI-powered pet like Ropet expresses sadness when ignored, an adult can rationally dismiss it – but for a child, it can feel like a real tragedy.

    Could AI companions, by adapting to their owners’ behaviours, become psychological crutches that replace human interaction? Some researchers warn that AI may blur the boundaries between artificial and human companionship, leading users to prioritize AI relationships over human connections.

    Who owns your AI pet – and your data?

    Beyond emotional risks, there are major concerns about security and privacy. AI-driven products often rely on machine learning and cloud storage, meaning their “brains” exist beyond the physical robot. What happens to the personal data they collect? Can these AI pets be hacked or manipulated? The recent DeepSeek data leak, in which over 1 million sensitive records, including user chat logs, were made publicly accessible, is a reminder that personal data stored by AI is never truly secure.

    Robot toys have raised security concerns in the past: in the late 90s, Furbies were banned from the US National Security Agency headquarters over fears they could record and repeat classified information. With today’s AI-driven toys becoming increasingly sophisticated, concerns about data privacy and security are more relevant than ever.

    The future of AI companions: regulation and responsibility

    I see the incredible potential – and the significant risks – of AI companionship. Right now, AI-driven pets are being marketed primarily to tech-savvy adults, as seen in Ropet’s promotional ad featuring an adult woman bonding with the robotic pet. Yet, the reality is that these products will inevitably find their way into the hands of children and vulnerable users, raising new ethical and safety concerns. How will companies like Ropet navigate these challenges before AI pets become mainstream?

    Preliminary results from our ongoing research on AI companionship – conducted in collaboration with Dr Stefania Masè (IPAG Business School) and Dr. Jamie Smith (Fundação Getulio Vargas) – suggest a fine line between supportive, empowering companionship and unhealthy psychological dependence, a tension we plan to explore further as data collection and analysis progress. In a world where AI convincingly simulates human emotions, it’s up to us as consumers to critically assess what role these robotic friends should play in our lives.

    No one really knows where AI is headed next, and public and media discussions around the subject continue to push the boundaries of what’s possible. But in my household, it’s the nostalgic charm of babbling, singing Furbies that rules the day. Ropet claims to have one primary purpose – to be its owner’s “one and only love” – and that already sounds like a dystopian threat to me.

    Alisa Minina Jeunemaître ne travaille pas, ne conseille pas, ne possède pas de parts, ne reçoit pas de fonds d’une organisation qui pourrait tirer profit de cet article, et n’a déclaré aucune autre affiliation que son organisme de recherche.

    – ref. AI robot pets can be adorable and emotionally responsive. They also raise questions about attachment and mental health – https://theconversation.com/ai-robot-pets-can-be-adorable-and-emotionally-responsive-they-also-raise-questions-about-attachment-and-mental-health-252967

    MIL OSI – Global Reports –

  • MIL-OSI United Kingdom: Three ‘unknown’ soldiers of World War One finally found

    Source: United Kingdom – Executive Government & Departments

    News story

    Three ‘unknown’ soldiers of World War One finally found

    The graves of soldiers from Cornwall, Hull and East Kilbride whose names were unknown when they were buried in Belgium have now been identified, rededicated and their headstones inscribed.

    Lance Corporal April Farthing plays the Last Post (Crown Copyright)

    Today’s (26 Mar 25) rededication services for Lance Corporal (LCpl) James Ball Baron MM, LCpl Samuel Chapman and Second Lieutenant (2ndLt) Hugh Barr were held at Commonwealth War Graves Commission (CWGC) Tyne Cot Cemetery and Zantvoorde British Cemetery. 

    The Rev Paul Robinson CF conducts a rededication service (Crown Copyright)

    The services were organised by the MOD’s Joint Casualty and Compassionate Centre (JCCC), also known as the ‘War Detectives’ and were attended by serving soldiers of The Duke of Lancaster’s Regiment and The Royal Yorkshire Regiment. The Machine Gun Corps Association also participated in the services. 

    The men’s bodies were recovered after the war and buried as unknown soldiers: LCpls Baron and Chapman in Tyne Cot Cemetery and 2ndLt Barr at Zantvoorde British Cemetery. Since they were missing, they were commemorated on the Tyne Cot Memorial. 

    Their graves were recently identified after researchers submitted cases to CWGC hoping to have identified their final resting places. Further research by the National Army Museum and JCCC confirmed their findings. 

    JCCC Caseworker, Rosie Barron, said: 

    It has been an honour to have been involved in the organisation of these rededication services and to have joined the family of LCpl Chapman, their military family and the local community in Ypres in remembering these 3 men. The memory of each of these men has now been passed through generations of their families and they are all still fondly and proudly remembered.

    LCpl James Ball Baron MM: 

    LCpl Baron from Mevagissey, Cornwall, enlisted into The Duke of Cornwall’s Light Infantry after the outbreak of the war. He was transferred to the Machine Gun Corps and was posted to 43rd Machine Gun Company. He was awarded the Military Medal (MM) on 14 November 1916, for his bravery on the Somme, when he single-handedly held a position after all his comrades had been put out of action. He was also awarded the French Croix de Guerre on 1 May 1917.  

    On 22 August 1917, 43rd Machine Gun Company supported an infantry attack on Inverness Copse east Hooge. At dawn on 24 August the enemy counterattacked, and the British infantry retreated back to their original line. In turn a counterattack made by the British infantry then regained the western edge of Inverness Copse. In total 15 other ranks of 43rd Machine Gun Company including LCpl Baron were killed during this period. He was 29 years old. His Commanding Officer stated that he was ‘always a man of great spirit and example, and undoubtedly one of the bravest and coolest men of the company’.  

    LCpl Samuel Chapman: 

    LCpl Chapman from Hull, enlisted into The East Yorkshire Regiment in March 1915. Having arrived on the Western Front he was posted to 1/4th Battalion on 1 September 1915. On 12 December 1917, the battalion took over part of the line near Passchendaele. Whilst in the line LCpl Chapman was wounded and was evacuated to the Regimental Aid Post (RAP) at Tyne Cot. This was located in a pillbox (a concrete defensive structure), now the location of the Cross of Sacrifice in the cemetery. Casualties who did not survive were buried near the pillbox. LCpl Chapman was one such casualty and appears to have died there or while travelling to the RAP on 14 December 1917. He was 19 years old. 

    2ndLt Hugh Barr: 

    2ndLt Barr hailed from East Kilbride, Lanarkshire and enlisted into The Scottish Horse on 5 September 1914. Having seen service in Gallipoli, the Suez and Salonika, he returned to the UK on 30 March 1917 to be Commissioned. On 16 November 1917, he was Commissioned into 6th Battalion The Rifle Brigade. 2ndLt Barr arrived at the Base Depot in Camiers, France, on 27 July 1918 and was posted to 35th Battalion Machine Gun Corps and joined them in the field in Belgium the following day.  

    On 30 September 1918 35th Battalion Machine Gun Corps supported an attack on Werwik. The attack was held up by a line of trenches and pillboxes north of the railway and led to heavy casualties. Another officer of the battalion stated that 2ndLt Barr was ‘a man’s man – one of our most popular Officers’. He went on to state that ‘2ndLt Barr went out on a daring reconnaissance during an attack, and his men state that his bravery and daring astounded everyone, and there is no doubt his action was the means of saving many lives and of helping to restore the situation at a critical period’. 2ndLt Barr was killed during this action and was buried on the outskirts of the town. He was 28 years old. 

    The service for LCpl Chapman was attended by his great great nephew who had travelled from Yorkshire to pay his respects. 

    Tim Buescher stands at the grave of his great great uncle, Lance Corporal Samuel Chapman, with the military party (Crown Copyright)

    Tim Buescher, great great nephew of LCpl Chapman said: 

    We are amazed that after all this time, Sam is found. This generation of our family, like many others, was hit hard by the Great War and as a result, these people were lost to us before we could know them. The care and dedication to duty of the JCCC and CWGC has made us feel cared for. The detail of research, constant communication, and consultation on our family’s wishes has helped to create a sense of closeness to Sam and by extension, his siblings John and Rachael. Sam’s brother John died only 6 weeks before him. Being able to commemorate their life and their sacrifice, whilst mourning their loss, feels like they are being brought home somehow. Thank you.

    Reverend Paul Robinson CF, Chaplain to 4th Battalion The Duke of Lancaster’s Regiment who conducted the service, said: 

    It is a great honour and privilege to be asked to preside at the rededication services of LCpl James Ball Baron MM, LCpl Samuel Chapman and 2ndLt Hugh Barr. Memorials reflect the emphasis the British people place on the worth and value of the individual. It is important that we as a nation at opportunities like this today reflect on the enormity of what has taken place, the horror, the loss, the frustration. We must respect our values and our freedoms and remember those that made the ultimate sacrifice for our way of life.

    The headstone over the graves were replaced by CWGC. Director for the Southern and Central Europe Area at the CWGC, Xavier Puppinck, said:  

    We are honoured to have played our part in ensuring that Lance Corporals James Ball Baron and Samuel Chapman, and Second Lieutenant Hugh Barr are remembered in perpetuity. After years of being commemorated as unknown soldiers, thanks to the meticulous research and collaboration of the teams involved, their graves now bear their names, ensuring they will never be forgotten.

    Updates to this page

    Published 27 March 2025

    MIL OSI United Kingdom –

  • MIL-OSI: New Eclipse Foundation Research Examines Key Challenges Shaping Open Source Software Adoption in the Automotive Industry

    Source: GlobeNewswire (MIL-OSI)

    BRUSSELS, March 27, 2025 (GLOBE NEWSWIRE) — The Eclipse Foundation, one of the world’s largest open source software foundations, today published the final report in its landmark three-part research series on the use of open source software in the automotive ecosystem. Titled Challenges Facing Open Source Software in the Automotive Ecosystem, the report explores the unique challenges developers and decision-makers encounter when leveraging open source software in today’s software-defined vehicle (SDV) landscape.

    “Open source has emerged as one of the most transformative forces in modern vehicle design,” said Mike Milinkovich, executive director of the Eclipse Foundation. “But any significant paradigm shift is bound to introduce some challenges. Our goal with this report is to shine a light on these challenges so the community can address them collaboratively, smoothing the path forward for SDV innovation.”

    Key Findings:

    • Performance, security, and customisability are core open source benefits: Both decision-makers and developers agree that improved performance, stronger security, and customisability are the top advantages of OSS.
    • Integration Challenges and Sustained Performance Improvements Require Ongoing Investment: These same stakeholders view integration complexity, continual real-time performance improvements, and scalability as potential “technical blockers” that demand strategic investment.
    • Management Demands and Predictability Remain Concerns: Long-term planning, compliance, and dependency management were flagged—especially by decision-makers—as critical areas needing careful oversight.
    • Cost Savings Drive Business Value, While Standardisation and Interoperability Drive Engineering Value: Both of these benefits help to justify and alleviate business and technical challenges.
    • Foundation Support Strengthens Trust and Confidence in OSS Projects: Respondents overwhelmingly agree that open source foundation stewardship is critical as a source of credibility, stability, sustainability, and guidance for open source projects.

    Recommendations for Developers, Business Leaders, and Policy Makers
    In addition to presenting key findings, the report outlines actionable insights for key stakeholders:

    • For Software Developers: Advocate for streamlined OSS integration through improved tooling, documentation, and processes. Engaging with foundations and open source communities is key to accessing resources and ensuring long-term project viability.
    • For Business Leaders: Recognise that while OSS offers clear benefits, realizing its full value requires strategic investment in integration, maintenance, governance, and management resources.
    • For Policymakers: Support policies that strengthen the role of OSS foundations in fostering project stability, security audits, and transparent governance frameworks.

    This report follows two prior publications:

    1. Driving Innovation & Building Safer Cars with Open Source Software, focused on the application of functional safety in software-defined vehicle design.
    2. Driving Efficiency and Sustainability: The Business Value of Open Source Software in the Automotive Industry, showcasing the transformative business impact of OSS in the automotive sector.

    Commissioned by the Eclipse Foundation’s Software Defined Vehicle (SDV) Working Group, the study surveyed 300 automotive developers and business leaders from leading OEMs and Tier-1 suppliers. The findings underscore the critical role of OSS in driving flexibility, innovation, and efficiency within the industry.

    Join the Eclipse SDV Community
    Explore opportunities to contribute to the global hub for software-defined vehicle innovation and collaboration. Our diverse membership of industry leaders is driving real-world innovation that is shaping the future of the automotive industry. We provide an inclusive platform where companies of all sizes can engage and contribute on equal footing. Find more details about joining us at sdv.eclipse.org/membership.

    About Eclipse Software Defined Vehicle
    Eclipse Software Defined Vehicle (SDV), a working group within the Eclipse Foundation, supports the open source development of cutting-edge automotive technologies that power the programmable vehicles of the future where software defines features, functionality, and operations. With over 50 members, including leading automotive manufacturers, global cloud providers, technology innovators, and key supply chain partners, the initiative has strong industry backing. The working group’s mission is to provide a collaborative forum for developing and promoting open source solutions tailored to the global automotive industry. Adopting a “code first” approach, Eclipse SDV focuses on building the industry’s first open source software stacks and associated tools that will support the core functionalities of next-generation vehicles.

    About the Eclipse Foundation
    The Eclipse Foundation provides our global community of individuals and organisations with a business-friendly environment for open source software collaboration and innovation. We host the Eclipse IDE, Adoptium, Software Defined Vehicle, Jakarta EE, and over 420 open source projects, including runtimes, tools, specifications, and frameworks for cloud and edge applications, IoT, AI, automotive, systems engineering, open processor designs, and many others. Headquartered in Brussels, Belgium, the Eclipse Foundation is an international non-profit association supported by over 300 members. To learn more, follow us on social media @EclipseFdn, LinkedIn, or visit eclipse.org.
    Third-party trademarks mentioned are the property of their respective owners.

    Media contacts:
    Schwartz Public Relations (Germany)
    Gloria Huppert/Marita Bäumer
    Sendlinger Straße 42A
    80331 Munich
    EclipseFoundation@schwartzpr.de
    +49 (89) 211 871 -70/ -62

    514 Media Ltd (France, Italy, Spain)
    Benoit Simoneau
    benoit@514-media.com
    M: +44 (0) 7891 920 370

    Nichols Communications (Global Press Contact)
    Jay Nichols
    jay@nicholscomm.com
    +1 408-772-1551

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