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Category: Germany

  • MIL-OSI Economics: UK small business market the new battleground for B2B telecoms, says GlobalData

    Source: GlobalData

    UK small business market the new battleground for B2B telecoms, says GlobalData

    Posted in Technology

    Telcos around the world have pivoted to target smaller businesses for the opportunity to grow their enterprise revenues, says GlobalData, a leading data and analytics company.

    Robert Pritchard, Principal Analyst, Enterprise Technology & Services at GlobalData, says: “Deglobalization and hypercompetition in the multi-national corporation (MNC), large corporate, and public sector segments of the telecoms market have seen service providers re-examine their priorities, with most now realizing that the small business market potentially offers the best opportunity to grow revenues and margins. This is particularly the case in the UK.”

    With 5.5 million small and medium-sized businesses (SMBs) in the UK, the country is distinguished by the proportion of smaller businesses compared to peer countries such as Germany – the UK has exponentially more enterprises that are small (5.45 million with up to 49 employees), rather than medium-sized (37,800) according to the UK Office of National Statistics.

    Pritchard comments: “In spite of economic and tax headwinds, the UK’s small businesses will continue to drive economic growth. Some may not last for more than a few years, but all large companies started small.”

    Despite a flat or even slightly shrinking base of SMBs, their increasing reliance on technology to drive their growth and profitability offers service providers the opportunity to move “beyond connectivity” to value-added offerings such as cybersecurity, hosted and unified applications, and AI-enabled services – although this is still in its early days as a market.

    Pritchard explains: “Essentially, SMBs are emulating their larger corporate counterparts as business solutions enabled by technology become the watchword – and this pace of change is accelerating, driving growth in the overall market opportunity.”

    Pritchard continues: “Needless to say, a market with 5.5 million target customers is complex, confusing and disparate, so to get it right service providers need to understand who their target customers are and what they want. Segmenting the market by number of employees is the usual way, but it is dumb and not fully fit for purpose. Far greater insight is needed to differentiate and succeed in a crowded and increasingly competitive market. In addition, a structured go-to-market strategy that embraces direct, indirect, and digital channels needs to be designed around the specific needs of target customer clusters.”

    Pritchard concludes: “GlobalData also expects that UK service providers will identify the Small Office Home Office (SOHO) market as the next big opportunity as it follows the same evolutionary path as its larger counterparts. This will pose new challenges as it overlaps the consumer market and telcos are generally not structured to cope with such challenges. This journey will not be easy, but it offers the best opportunities for the B2B revenue growth that telcos so desperately need.”

    MIL OSI Economics –

  • MIL-OSI Economics: Thales Alenia Space signs contract with ESA to develop an agricultural digital twin component for sustainable, resilient agriculture

    Source: Thales Group

    Headline: Thales Alenia Space signs contract with ESA to develop an agricultural digital twin component for sustainable, resilient agriculture

    SaveCrops4EU leverages Earth observation and advanced processing techniques to create tools that support an economically and environmentally sustainable agriculture sector, in line with Europe’s Common Agricultural Policy and the European Green Deal.

    Luxembourg, March 27, 2025 –Thales Alenia Space, the joint venture between Thales (67%) and Leonardo (33%), has signed a contract with the European Space Agency (ESA) to lead the SaveCrops4EU project. Part of ESA’s Digital Twin Earth programme, this pre-operational digital twin component will enhance agriculture’s resilience to climate change and support agricultural resource management. 

    Destination Earth © ESA

    The SaveCrops4EU digital twin component will be structured around three major scientific pillars: 

    • Advanced monitoring using satellite data and agronomic indicators to enable real-time analysis of crop conditions. 
    • Yield forecasting based on a hybrid modeling approach combining Earth observation data with crop growth models to estimate production volumes at regional level. 
    • Scenario testing incorporating various abiotic stresses (such as drought and heat) and management strategies (including irrigation and fertilization) through a range of simulations. 

    Thales Alenia Space will lead the integration and overall architectural design of the Digital Twin Component, combining the various scientific models with the necessary Earth observation data and ensuring that the output data can be effectively used by end-users. A modular approach was chosen to support a wide range of use cases in which the Digital Twin Component could provide key information.  

    Thanks to an innovative combination of Earth system modeling, diverse data sources, and cutting-edge technologies, Destination Earth and its digital twins for example allow a wide range of users to explore the effects of climate change on the various components of the Earth system and assess possible adaptation and mitigation strategies. Several structural institutional initiatives in this area exist in Europe like Destination Earth (DestinE) funded by the European Commission or ESA Digital Twin Earth (DTE), funded by a large number of ESA Member States. The ultimate goal of these initiatives is to create a digital model of the Earth to monitor the effects of natural and human activity on our planet, anticipate extreme events, optimize resource use while minimizing environmental impact, and adapt climate policies accordingly.

    As an ESA programme, DTE is in full synergy with DestinE and ensures that the pre-operational digital twins developed could transition into a larger operational system like DestinE, thus maximising their impact. 

    Real-world use cases for validation

    To ensure the relevance of technological developments, SaveCrops4EU will be tested through four key use cases in Belgium, Germany, Hungary, and Spain. These real-world validation cases will assess the accuracy of the models, their ability to anticipate weather- and climate-induced stress on agriculture, and their impact on local decisions by stakeholders in the agricultural sector.

    SaveCrops4EU leverages existing solutions from the Destination Earth Platform and aims to achieve maximum interoperability with other digital twin components. The modular approach will ensure future scalability by enabling the easy integration of new models and addition of crop types. By the end of 2026, the project will provide a pre-operational solution supporting economically and environmentally sustainable crop management in Europe. 

    “For several years, Thales Alenia Space has been at the forefront of innovation, developing enhanced digital solutions for Earth observation to enhance decision-making and support responsible climate policies. We are proud that ESA renewed its trust in our company with SaveCrops4EU, leveraging the legacy and experience we gained in developing the flood prediction digital twin in 2023,” said Étienne Barritault, Managing Director of Thales Alenia Space in Luxembourg.

    A European consortium of excellence

    To lead the SaveCrops4EU project, Thales Alenia Space has formed a European consortium, with each partner contributing specialized expertise in complementary fields. The consortium brings together the Luxembourg Institute of Science and Technology, the scientific lead, and the University of Valencia as remote sensing experts. It also includes Forschungszentrum Jülich, specialists in bioscience and geoscience simulation, the Walloon Agricultural Research Center, and CropOM, experts in agriculture.

    About Thales Alenia Space

    Drawing on over 40 years of experience and a unique combination of skills, expertise and cultures, Thales Alenia Space delivers innovative solutions for telecommunications, navigation, Earth observation, environmental management, exploration, science and orbital infrastructures. Governments and private industry alike count on Thales Alenia Space to design and build satellite-based systems that provide anytime, anywhere connections and positioning, monitor our planet, enhance management of its resources and explore our Solar System and beyond. Thales Alenia Space sees space as a new horizon, helping to build a better, more sustainable life on Earth. A joint venture between Thales (67%) and Leonardo (33%), Thales Alenia Space also teams up with Telespazio to form the parent companies’ Space Alliance, which offers a complete range of services. Thales Alenia Space posted consolidated revenues of approximately €2.2 billion in 2023 and has around 8,600 employees in 8 countries, with 16 sites in Europe.
     

    MIL OSI Economics –

  • MIL-OSI United Kingdom: Second shipment of high level waste departs UK for Germany

    Source: United Kingdom – Executive Government & Departments

    News story

    Second shipment of high level waste departs UK for Germany

    As previously announced, the UK will be returning high level waste (HLW) in the form of vitrified residues to Germany.

    The second of three planned shipments is now safely under way. Seven flasks containing high level waste were transported from the Sellafield site in West Cumbria to the nearby port of Barrow-in-Furness by rail. The flasks were then loaded to the specialist nuclear transport vessel Pacific Grebe, operated by Nuclear Transport Solutions (NTS).

    The vessel departed Barrow on 26th March 2025, and is now sailing to a German port where the flasks will be offloaded for their onward journey by rail to the Isar federal interim storage facility.

    This shipment is being carried out in full compliance with all appropriate national and international regulations.

    The waste results from the reprocessing and recycling of spent nuclear fuel at Sellafield which had previously been used to produce electricity by utilities in Germany.

    Vitrified Residue Returns (VRR) are a key component of the UK’s strategy to repatriate high level waste from the Sellafield site, fulfil overseas contracts and deliver on Government policy.

    Sellafield Ltd and NTS will provide further information on the shipment in due course.

    Related stories

    Second shipment of high level waste from the UK to Germany

    Updates to this page

    Published 27 March 2025

    MIL OSI United Kingdom –

  • 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.


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    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: 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

    The MIL Network –

  • MIL-OSI: Broadcom Teams with Audi to Deliver Next-Generation IT-Based Factory Automation Powered by VMware Cloud Software

    Source: GlobeNewswire (MIL-OSI)

    PALO ALTO, Calif., March 27, 2025 (GLOBE NEWSWIRE) — Broadcom Inc. (NASDAQ: AVGO) today announced that Audi’s Edge Cloud 4 Production (EC4P) initiative, powered by VMware Cloud software, is now live with the first virtual programmable logic controller (vPLC) at the Boellinger Hoefe plant in Germany where Audi manufactures the electric Audi e-tron GT car. As part of the EC4P initiative, the VMware Cloud Foundation® (VCF) private cloud platform helps Audi centralize the management and maintenance of dedicated industrial PC devices located on the factory floor, simplify security patching and risk management, and reduce environmental impact through the use of less hardware and fewer manual operations.

    With EC4P, Audi is delivering smart manufacturing by bringing software-defined factory automation to the shop floor and bridging the gap between IT and OT. The initiative includes close partnership between key technology partners including Broadcom, Cisco and Siemens. ​​

    “The use of virtual programmable logic controllers in the body shop is an important productivity leap in our 360factory strategy for efficient and data-driven manufacturing,” said Audi Board Member for Production Gerd Walker. “We want to bring the local cloud for production to all plants and leverage advances in digital control systems in the process.”

    “The collaboration between Audi and Broadcom is core to building a manufacturing future that is more efficient, cost-effective and secure,” said Sven Müller, project lead for EC4P at Audi. “Through our work together, we’re setting new standards for precision, customization, and environmental sustainability. EC4P will reduce our hardware footprint, replacing thousands of decentralized industrial PCs with a more efficient, scalable and flexible architecture of local edge servers that unites the cloud and the edge on the shop floor.”

    Transforming IT-based Factory Automation with a Private Cloud Platform

    Audi deployed VMware Cloud Foundation to create a private cloud environment outside of the Boellinger Hoefe manufacturing plant where critical shop floor workloads are hosted and managed centrally. Some examples include:

    • Virtual Worker Stations (Virtual Desktops): Instead of maintaining physical industrial PCs for running thousands of “worker stations” across the factory, these can now be run as virtual machines (VM) on VMware Cloud Foundation outside of the actual plant. Software and operating system updates can be done as a parallel operation instead of forcing them into the short shift changeover times. If a worker station VM has issues, it can quickly be replaced remotely.
    • Virtual Programmable Logic Controllers (vPLCs): Virtual Programmable Logic Controllers (vPLCs) are used to control robots that manufacture different parts of the cars. A vPLC workload can be installed as a VM or even container and be managed similarly to IT-based cloud infrastructure. Configuration updates, security patches and feature updates can be made from Audi’s private cloud.

    Building on EC4P, upcoming use cases may include AI-driven production, data analytics and computer vision applications for Audi. With VMware Cloud Foundation, Audi aims to achieve the following benefits at Boellinger Hoefe:

    • Infrastructure standardization through one private cloud platform for all applications on the shop floor.
    • Faster updates and deployments through improved efficiency with faster application deployment, automated updates and maintenance.
    • Better agility and scalability through cloud infrastructure that makes it easier and faster to reconfigure a production line to accommodate a product mix change, and scale compute and storage infrastructure easily and independently.
    • Reduced costs through a smaller hardware footprint, less hardware maintenance, and centralized software and operating system updates.
    • Lower environmental impact through a smaller hardware footprint that generates less heat, consumes less power, and results in less e-waste.
    • Enhanced security and resilience through automated and centralized patching at scale and use of immutable snapshots in the event of an attack or breach enable fast roll back to the last known good state, minimizing interruption to the production line.
    • Less downtime through intelligent workload and network telemetry can proactively flag, diagnose and remediate issues and automated updates during planned maintenance windows.

    “As Audi seeks to take factory automation to the next level and benefit from a scalable infrastructure at its factories worldwide, VMware Cloud Foundation will enable the replacement of industrial PCs and specialty hardware on the shop floor with general purpose servers running consistent VMware cloud infrastructure software,” said Paul Turner, vice president of products, VMware Cloud Foundation Division at Broadcom. “VCF provides a consistent and scalable way for Audi to operate a distributed edge infrastructure, manage resources more efficiently, and lower operations costs. Ultimately, VCF will help Audi increase factory uptime, agility, and the speed of rolling out new applications and tools across the production line.”

    About Broadcom

    Broadcom Inc. (Nasdaq: AVGO) is a global technology leader that designs, develops, and supplies a broad range of semiconductor, enterprise software and security solutions. Broadcom’s category-leading product portfolio serves critical markets including cloud, data center, networking, broadband, wireless, storage, industrial, and enterprise software. Our solutions include service provider and enterprise networking and storage, mobile device and broadband connectivity, mainframe, cybersecurity, and private and hybrid cloud infrastructure. Broadcom is a Delaware corporation headquartered in Palo Alto, Calif. For more information, go to broadcom.com.

    Media Contacts
    Roger T. Fortier
    VCF Division, Broadcom
    roger.fortier@broadcom.com

    Pauline Chay
    EMEA Communications, Broadcom
    pauline.chay@broadcom.com

    The MIL Network –

  • MIL-OSI China: BMW, Alibaba to integrate AI into next-generation vehicles

    Source: China State Council Information Office

    German carmaker BMW and Chinese e-commerce giant Alibaba have announced an expanded strategic partnership in China to bring large-language-model (LLM) artificial intelligence (AI) to BMW’s next-generation vehicles.

    This collaboration forms part of BMW’s 360-degree, full-chain AI strategy in China, which was unveiled on Tuesday and emphasizes partnerships with leading Chinese tech companies in cutting-edge areas such as AI LLMs and intelligent voice interaction.

    The two companies will work together to develop an AI engine based on Alibaba’s Qwen LLM. This AI engine will initially power BMW’s in-car Intelligent Personal Assistant, debuting in its next-generation intelligent vehicles — its Neue Klasse models, which will be manufactured in China and are scheduled for release in 2026.

    “Our long-term partnership with Alibaba Group is exemplary of common growth achieved with co-creation. BMW will work closer with Chinese tech partners on electric mobility and intelligent technologies to write our renewed win-win story,” said Sean Green, president and CEO of BMW Group Region China.

    With research and development (R&D) centers in Beijing, Shanghai, Shenyang and Nanjing, BMW has established its largest R&D network outside of Germany in China.

    “Our partnership with BMW Group marks a pivotal leap in deploying AI-powered LLMs at the forefront of advanced manufacturing, and Qwen’s integration into BMW’s in-car systems showcases how AI can revolutionize mobility,” said Eddie Wu, CEO of Alibaba Group.

    BMW and Alibaba have collaborated since 2015 in various fields, including cloud computing, logistics and smart manufacturing.

    Earlier this month, BMW also announced a partnership with Chinese tech giant Huawei to develop an in-car digital ecosystem specifically tailored for the Chinese market.

    MIL OSI China News –

  • MIL-Evening Report: Foreign aid cuts could mean 10 million more HIV infections by 2030 – and almost 3 million extra deaths

    Source: The Conversation (Au and NZ) – By Rowan Martin-Hughes, Senior Research Fellow, Burnet Institute

    CI Photos/Shutterstock

    In January, the Trump administration ordered a broad pause on all US funding for foreign aid.

    Among other issues, this has significant effects on US funding for HIV. The United States has been the world’s biggest donor to international HIV assistance, providing 73% of funding in 2023.

    A large part of this is the US President’s Emergency Plan for AIDS Relief (PEPFAR), which oversees programs in low- and middle-income countries to prevent, diagnose and treat the virus. These programs have been significantly disrupted.

    What’s more, recent funding cuts for international HIV assistance go beyond the US. Five countries that provide the largest amount of foreign aid for HIV – the US, the United Kingdom, France, Germany and the Netherlands – have announced cuts of between 8% and 70% to international aid in 2025 and 2026.

    Together, this may mean a 24% reduction in international HIV spending, in addition to the US foreign aid pause.

    We wanted to know how these cuts might affect HIV infections and deaths in the years to come. In a new study, we found the worst-case scenario could see more than 10 million extra infections than what we’d otherwise anticipate in the next five years, and almost 3 million additional deaths.

    What is HIV?

    HIV (human immunodeficiency virus) is a virus that attacks the body’s immune system. HIV can be transmitted at birth, during unprotected sex or thorough blood-to-blood contact such as shared needles.

    If left untreated, HIV can progress to AIDS (acquired immunodeficiency syndrome), a condition in which the immune system is severely damaged, and which can be fatal.

    HIV was the world’s deadliest infectious disease in the early 1990s. There’s still no cure for HIV, but modern treatments allow the virus to be suppressed with a daily pill. People with HIV who continue treatment can live without symptoms and don’t risk infecting others.

    A sustained global effort towards awareness, prevention, testing and treatment has reduced annual new HIV infections by 39% (from 2.1 million in 2010 to 1.3 million in 2023), and annual deaths by 51% (from 1.3 million to 630,000).

    Most of that drop happened in sub-Saharan Africa, where the epidemic was worst. Today, nearly two-thirds of people with HIV live in sub-Saharan Africa, and nearly all live in low- and middle-income countries.

    HIV can be diagnosed with a simple blood test.
    MaryBeth Semosky/Shutterstock

    Our study

    We wanted to estimate the impact of recent funding cuts from the US, UK, France, Germany and the Netherlands on HIV infections and deaths. To do this, we used our mathematical model for 26 low- and middle-income countries. The model includes data on international HIV spending as well as data on HIV cases and deaths.

    These 26 countries represent roughly half of all people living with HIV in low- and middle income countries, and half of international HIV spending. We set up each country model in collaboration with national HIV/AIDS teams, so the data sources reflected the best available local knowledge. We then extrapolated our findings from the 26 countries we modelled to all low- and middle-income countries.

    For each country, we first projected the number of new HIV infections and deaths that would occur if HIV spending stayed the same.

    Second, we modelled scenarios for anticipated cuts based on a 24% reduction in international HIV funding for each country.

    Finally, we modelled scenarios for the possible immediate discontinuation of PEPFAR in addition to other anticipated cuts.

    With the 24% cuts and PEPFAR discontinued, we estimated there could be 4.43 million to 10.75 million additional HIV infections between 2025 and 2030, and 770,000 to 2.93 million extra HIV-related deaths. Most of these would be because of cuts to treatment. For children, there could be up to an additional 882,400 infections and 119,000 deaths.

    In the more optimistic scenario in which PEPFAR continues but 24% is still cut from international HIV funding, we estimated there could be 70,000 to 1.73 million extra new HIV infections and 5,000 to 61,000 additional deaths between 2025 and 2030. This would still be 50% higher than if current spending were to continue.

    The wide range in our estimates reflects low- and middle-income countries committing to far more domestic funding for HIV in the best case, or broader health system dysfunction and a sustained gap in funding for HIV treatment in the worst case.

    Some funding for HIV treatment may be saved by taking that money from HIV prevention efforts, but this would have other consequences.

    The range also reflects limitations in the available data, and uncertainty within our analysis. But most of our assumptions were cautious, so these results likely underestimate the true impacts of funding cuts to HIV programs globally.

    Sending progress backwards

    If funding cuts continue, the world could face higher rates of annual new HIV infections by 2030 (up to 3.4 million) than at the peak of the global epidemic in 1995 (3.3 million).

    Sub-Saharan Africa will experience by far the greatest effects due to the high proportion of HIV treatment that has relied on international funding.

    In other regions, we estimate vulnerable groups such as people who inject drugs, sex workers, men who have sex with men, and trans and gender diverse people may experience increases in new HIV infections that are 1.3 to 6 times greater than the general population.

    The Asia-Pacific received US$591 million in international funding for HIV in 2023, which is the second highest after sub-Saharan Africa. So this region would likely experience a substantial rise in HIV as a result of anticipated funding cuts.

    Notably, more than 10% of new HIV infections among people born in Australia are estimated to have been acquired overseas. More HIV in the region is likely to mean more HIV in Australia.

    But concern is greatest for countries that are most acutely affected by HIV and AIDS, many of which will be most affected by international funding cuts.

    Rowan Martin-Hughes receives funding from the National Health and Medical Research Council of Australia. He has previously received funding to conduct HIV modelling studies from the Australian government Department of Health and Aged Care, Gates Foundation, Global Fund to Fight AIDS, Tuberculosis and Malaria, UNAIDS, UNFPA, UNICEF, World Bank and World Health Organization.

    Debra ten Brink has previously received funding to conduct HIV modelling studies from the Australian government Department of Health and Aged Care, Gates Foundation, Global Fund to Fight AIDS, Tuberculosis and Malaria, UNAIDS, UNFPA, UNICEF, World Bank and World Health Organization.

    Nick Scott receives funding from the National Health and Medical Research Council of Australia. He has previously received funding to conduct HIV modelling studies from the Australian government Department of Health and Aged Care, Gates Foundation, Global Fund to Fight AIDS, Tuberculosis and Malaria, UNAIDS, UNFPA, UNICEF, World Bank and World Health Organization.

    – ref. Foreign aid cuts could mean 10 million more HIV infections by 2030 – and almost 3 million extra deaths – https://theconversation.com/foreign-aid-cuts-could-mean-10-million-more-hiv-infections-by-2030-and-almost-3-million-extra-deaths-253017

    MIL OSI Analysis – EveningReport.nz –

  • MIL-OSI New Zealand: Speech: Navigating the New World (Dis)order in Turbulent Times

    Source: New Zealand Labour Party

    Special thanks to Diplosphere for helping organise this event.

    Tena kotou katoa.

    Mexican poet Homero Aridjis wrote “There are centuries in which nothing happens and years in which centuries pass”. It sure feels like this now.

    Large swathes of the 80-year-old rules-based world order developed after World War 2 are in tatters.

    The dramatic withdrawal of the United States of America from the Paris agreement, the World Health Organisation, and the halting of most USAID programmes are, to say the least, significant. The ineffective and stalled OECD work on the minimum taxation of multinational corporations. The whirl wind of tariffs and counter tariffs, which change almost daily.

    The war of words between neighbours in North America is unprecedented.

    The speed of the recent withdrawal of US support for institutions the US was itself pivotal in creating has shocked many.

    Europe, already reeling from the war in Ukraine and wider instability, is now deeply unsettled by recent statements and positions from the new USA administration.

    The withdrawal of the US security guarantee changed not just Europe but geopolitics everywhere including Asia and the Pacific.

    Tectonic shifts are rocking the world, which is markedly different from a decade ago.

    Multilateral institutions have diminished in authority and effect. The slide of the United Nations, and other important institutions like the World Trade Organisation, is obvious.

    The overuse of the UN Security council veto and inconsistent application of international law has undermined the United Nations. UN ineffectiveness feeds a cynicism and emboldens disregard for international laws, treaties and institutions. The UN Secretary General was declared persona non grata in Israel.

    Many countries we identify with – like Canadian and European democracies – which relied on security alliances with one great power are obviously rethinking their strategy.

    In stark contrast, the New Zealand government has spent the last 18 months seeking closer alignment to the US, increasingly positioning New Zealand as being in opposition to China. We did not consider this a wise approach, but in any case the shifting global landscape has rendered it unsound.

    The world is in a transition to a multipolar world, with heightened rivalry between the great powers.  

    We could be in for a rough ride. What would what a Labour government do if we held the reins?

    How should New Zealand navigate the new order?

    When should we speak out?

    When should we stay silent so as not to provoke a response?

    I’ll set out my thoughts on New Zealand’s foreign affairs, trade and defence responses. How Labour would steer New Zealand’s independent foreign policy efforts, both transactionally and more holistically.

    You will have seen that we share common views with the government about the likes of the Cook Islands, the militarisation of the Pacific, and on Ukraine, but that we differ strongly on AUKUS and Gaza.

    This should not surprise given Labour’s record, which we are proud to stand by.

    The Labour-led government stayed out of the illegal invasion of Iraq after the UN inspector Hans Blix found no evidence of weapons of mass destruction. National  said New Zealand should have joined that war, which made the Middle East less secure, and undermined the rules-based order.

    An earlier Labour government established New Zealand’s nuclear free status, which National also opposed.

    Labour sent peacekeeping and reconstruction forces to Timor-Leste and Afghanistan. We provided money for arms to Ukraine via the NATO fund, humanitarian aid, air transport in Europe, and New Zealand personnel to help train Ukrainian soldiers in the UK.

    These are examples of the New Zealand Labour Party in government applying our independent foreign policy, making decisions according to our assessment of New Zealand’s long-term national interest.

    New Zealand is not non-aligned and works most closely with like-minded countries which share our values.

    Australia is by far our most important relationship.

    We are internationalists, not isolationists, and a reliable supporter of international institutions.

    We understand communication between nations on sensitive issues benefits from diplomacy, whether via the United Nations, other multilateral fora, or bilaterally.

    We must be able to talk about differences between our country and others. Hegemony is taken too far if we cannot.

    Not all statements can be in public, but some should be.

    Sometimes, as now, there is a desire not to offend for fear of retaliation. At times of sensitivity, the wisdom of former Prime Ministers on both sides of the Tasman can be helpful. They can say what needs to be said.

    Paul Keating is well known for his pithy comments. He recently described the fairer  attributes of Australian society compared with US societal settings. He listed cradle to the grave healthcare for everyone, sustainable retirement savings and superannuation, an Australian economy which delivers substantial income increases for working people, high rates of Australian participation in education, and effective gun control.

    Keating’s purpose was to emphasise that we shouldn’t be subservient, nor cede moral authority, to others including the US when choosing our approach to the world.

    Malcolm Turnbull has spoken out against US tariffs noting their random use against Australia is not justified by a trade imbalance.

    John Key has quietly but importantly emphasised that we should be careful not to ruin our relationship with China.

    Helen Clark described the pitfalls of AUKUS pillar 2 and has been critical of loose language resurrecting the defunct ANZUS pact or using the Five Eyes intelligence network as a foreign affairs construct.

    She put it succinctly and well – “New Zealand needs a clear-eyed vision for courteous relations with the US and China, close dialogue with the Pacific Rim, Pacific Island and European friends”.

    Just because great-power politics have shifted does not mean Aotearoa should drop our long-standing commitment to human rights, open trade, multilateral institutions and the rights of small states.

    Obviously we understand diplomacy is required, but that should not silence our ability to speak up and advocate for what we believe in.

    We raise concerns about freedom of expression and the treatment of minorities in China, and about foreign interference. Some of this is said behind closed doors. Some is very public.

    When the Chinese government via its NZ embassy criticised New Zealand media for reports alleging foreign interference, in Labour we quickly and publicly stood up for the rights of New Zealand media and criticised the Chinese intervention.

    The New Zealand Labour Party’s view is that if we don’t stand up for what we believe in, we undermine our ability to do so in the future. We also undermine our reputation for fairness in foreign affairs, built up over decades, which in turn undermines our influence.

    The same principle applies to our relationship with the US.

    We have acknowledged the current government’s desire not to unnecessarily provoke a response from the US when things are so volatile.

    But the government’s seeming unwillingness to criticise anything pertaining to the US concerns us, even when the US went so far as to sanction others for participating in international institutions we support.

    For example, New Zealand is a member of the International Criminal Court. The US is not. That is their right, but for the US to sanction those assisting the ICC is wrong. Yet the current New Zealand government chose not to stand with 69 other countries including Switzerland, France, Canada, UK, Germany, Sweden – countries we share values with. This was an unfortunate break with NZs proud tradition of independently standing for what we believe in.

    If we want countries to support the international rule of law, we should apply it consistently. Many countries think the west is inconsistent in its application of international law in the middle east.

    The sympathy most New Zealanders felt for Israel and those who settled there following the holocaust has severely eroded. We condemned the killings and hostage taking by Hamas on 17 October 2023. But 70 years after the 1967 war, the blatant lack of rights of Palestinian people, the endless death and carnage in Gaza, and lack of progress towards a two State solution, or a single state alternative, is intolerable.

    This is why we have said New Zealand should be assisting the International Court of Justice when considering whether the state of Israel is acting illegally, as we did in respect of Rwanda and Ukraine. And be clear that individuals in breach of international law should face consequences in the International Criminal Court, and via a New Zealand sanctions regime.

    We have limited power and can’t always get our way. We try to use our values and reputation to influence better outcomes.

    We get the realpolitik of superpower.

    We are long term observers of superpower behaviour.  We are not surprised that China has become more assertive as it has becomes a superpower. The UK used to be, so were France, and Spain, and Italy back in the day.

    The USA has long used its power in central America, and beyond, to influence outcomes, and is currently pressuring Panama to limit Chinese influence.

    Russia’s Mr Putin has a history of invading and destabilising other countries. He is unlikely to stop, in part because his internal political position – including his life and retention of his billions – may rely upon his continued international aggression. This is why we support consideration by the New Zealand government of support for multinational peacekeeping efforts in the Ukraine.

     

    AUKUS pillar 2.

    The New Zealand Labour Party does not support joining AUKUS pillar 2, which the prior US administration described as a China containment strategy. There was a change of language from the New Zealand government after the 2023 election. New Zealand was described as a “force multiplier” for the US. The government said there were strong reasons in favour of pillar 2. Long redundant ANZUS language was resurrected. It appeared to us in Labour that the public were being softened up to join.

    We engaged the public in a debate. This included well-attended public meetings. Voices for and against AUKUS pillar 2 were active. The media delved into the issue.

    Neither interoperability nor access to technology rely upon AUKUS – two of the arguments put in its favour. Cooperation with other countries in Asia like Japan, Indonesia, Singapore, South Korea does not rely upon AUKUS and could be hindered if these countries do not like the anti-China AUKUS positioning.

    We concluded that AUKUS pillar 2 is not in New Zealand’s interests. Our decision was not influenced by the election of the new US administration, although for some this will be relevant.

    It is pleasing that senior former National and Act politicians have voiced their opposition too.

    Interestingly, the rhetoric from the government has toned down on AUKUS. That said, language in India last week, instead of emphasising the need to navigate a multi-polar world, clumsily positioned New Zealand as making binary choices between India and China.

    Being unsurprised that a rising China is more assertive in its nearby region does not mean we are comfortable with all steps in the Pacific.

    Being situated at the bottom of the Pacific Ocean distant from neighbours has trade and other disadvantages. But that physical isolation and low levels of militarisation in the vast Pacific are our greatest defensive attributes. Changes to that status quo concern us.

    We are perturbed by the recent agreements signed between the Cook Islands and China, labelled as a Comprehensive Strategic Partnership. The agreement commits the Cook Islands to supporting China in multilateral forums and to support candidates during elections of various boards and committees.

    We agree with the current New Zealand government that the process which preceded these commitments, and their substance, breach the arrangements under which the Cook Islands operate, which are referenced in the Joint Centenary Declaration of 2001.

    The Cook Islands are part of the realm of New Zealand. Cook Islanders carry New Zealand passports. The advantages this carries are the primary reason Cook Islands per capita GDP is a remarkable four times that of Fiji and five times that of Tonga and Samoa. Advantages include the ability to work in New Zealand and Australia, access to New Zealand health care and education, and superannuation portability.

    Consultation obligations are not some perfunctory commitment of little importance. They are to ensure the Cook Islands government neither deliberately nor unwittingly takes foreign affairs steps deleterious to the Cook Islands, or to New Zealand, and to our relationship.

    It is of course open to Cook Islanders to change their relationship with New Zealand and give up their New Zealand Passports. I doubt this will occur as Cook Islanders know their standard of living would slump if they did so. Security issues for the Cook Islands could deteriorate over time too.

    In terms of seabed mining, it is within the sovereign power of the Cook Islands to pursue this if their government desires. New Zealand’s experience with hundreds of millions of dollars of clean-up costs left behind by overseas oil companies makes us very wary. Nevertheless, if the Cook Islands so wish, New Zealand should assist them to manage the opportunities and risks, including with international participants.

    The prosperity and peacefulness of the Pacific Islands is of fundamental importance to New Zealand. The withdrawal of USAID does not help.

    New Zealand, with partners like Australia, must step up. We need to do more to help Pacific countries with affordable banking services, digital telecommunications, renewable electricity, sustainable resource utilisation (especially helping to maximise value from EEZ fisheries), and climate adaptation.  Better educational, health and civil society outcomes are good for us all. Labour mobility can also help, although care is needed given sensitivities for some concerned about depopulation,

    New Zealand can help Pacific populations displaced by sea levels rise.

    Reciprocity is key to prosperity and the desired avoidance of militarisation in our region. What would we do next?

    Labour would like to discuss a Pacific Peace Zone with other Pacific Island countries, and surrounding superpowers. Hon. Phil Twyford will detail how this meshes with our historic commitments to denuclearisation and peace on another day.

    We are continuing to work on our Pacific priorities within Labour, but one thing is already clear. The decline in New Zealand government spending on soft and hard power must be reversed.

    The split between hard power expenditure on military personnel and hardware, and soft power spending in development assistance and diplomacy will need to be worked through. But in our view increases to both are needed. A good principle to start with would be that every extra dollar spent on our military will be matched with an equivalent lift in our aid to the Pacific.

    Today is not the day to detail a defence procurement plan, but some high-level statements are appropriate. I make three points:

    1. In coalition with others, Labour recently replaced the Orions with P8s and replaced the Hercules. An earlier Labour government bought the current frigates, which are now nearing end of life. While we will never be a substantial military power, we need naval vessels to respond to disasters in the Pacific, and it is reasonable for our partners to expect they will have military capabilities. Rt Hon Chris Hipkins has acknowledged this requires cooperation across governments and election cycles.

    2. Our most effective fighting force is our SAS. They should be well paid and well equipped. They like to deploy to polish their renowned skills. Consideration should be given to their deployment in Ukraine in support of peace.

    3. The war in Ukraine has proven quantities of small drones are important. Ukrainian drones have effectively controlled the Black Sea against an invading nuclear power. They are affordable. We are home to Rocket Lab, Hamilton Jet, and drone companies delivering leading edge services to our world leading agricultural sector. 

    Australia has drone capabilities and is ahead of us in some areas. To use Sam Roggevin’s analogy in his book the Echidna Strategy, in defence we want to be a prickly adversary. New Zealand should prioritise working with Australia on defensive marine and air drones and commit significant resources to the task. Our defence spokesperson Hon. Peene Henare is engaged in these issues.

    Now I turn to trade. A lack of cooperation and compromise has blocked progress at the WTO for many years.

    This is not a dig at the US.  Many US complaints about trade imbalances caused by existing tariffs, non-trade barriers, state subsidised overcapacity and dumping are valid.

    That said, other distortions and unfairness caused by tax arbitrage substantially benefit the USA, especially in services like e-commerce. So does the US dollar reserve currency status, which in effect outsources much of the cost of US government deficits and debt. 

    Clearly these are complex issues.

    As Trade Minister during the last Trump administration, I had frequent dealings with then US Trade Representative Robert Lighthizer. He criticised private equity purchasers of US manufacturing outsourcing manufacturing to low cost-labour countries to shave off the last few percent of labour costs. Those owners banked increases in capital values at the cost of the US workers. He wrote about this in his book.

    He understood that the standard of living of working middle class citizens were essential underpinnings of both the long-term health of the US economy and democracy. Without a strong middle class working, producing, saving and consuming, the economy and society weakens.  

    There are ironies.

    The system has worked for the US in terms of its GDP per capita, which is amongst the highest in the world. The factors referred to by Paul Keating, together with the parallel concentration of wealth at the very top, are not primarily caused by other countries, but rather by the USA’s internal settings.

    Unfairnesses in trade settings are not new for New Zealand.

    New Zealand and Australia both play much fairer in global trade than most other countries but are still caught up in the maelstrom. 

    Sitting as we do at the bottom of the Pacific, New Zealand responded to protectionist measures in Europe and the Americas by building trade and foreign affairs relationships in Asia. Some of those strategies have been phenomenally successful for a little country – the China FTA, AANZFATA, CPTPP – which includes Japan, Canada, Mexico and Chile. Then we circled back to the UK and Europe. The current government has closed the Gulf deal and is pursuing India. Labour’s record in trade is second to none.

    How do we protect our trade interests now?

    We are as well placed as any distant small country can be. Our diversity of sales channels will help us minimise the first-round effects of the trade war. Risks to compliance with trade agreements and the second-round effects in terms of the risks of an international economic slowdown are impossible to model.  I certainly do not recommend tit for tat tariffs.

    Where might a new order emerge?  I will mention one new idea Damien O’Connor and I have discussed. It is at least possible that some of the barriers to trade between Europe and the US will soon be reduced for both security and economic reasons. What happens then? Maybe CPTPP could then be a sensible choice for Europe. The UK is already in it. If this happened, CPTPP – which is has overtaken the stagnant WTO – could become the de facto international standard. This possibility should be pursued by our excellent trade officials.

    I want to end by lifting our thoughts to the underlying drivers of the polarisation afflicting the world.

    Polarisation has increased between and within countries. There are many causes. Some are geopolitical, some economic, and some technological – like the role social media plays in carrying lies, misinformation, violence and death threats without consequence for those lying or those profiting from them.

    People feel less secure. Whatever the causes, this has political, economic, social and security implications.

    Many foreign affairs responses are transactional. But the big shifts post-World War 2 were holistic.

    There was broad acceptance that the extremes of fascism, revolution and wars had been caused by depressions and inequality, in turn partly caused by unaffordable reparations.

    The new world order after WW2 was intended to enable countries to succeed by encouraging international trade, access to resources, better health, and international cooperation.

    The decades that followed saw enormous progress in most parts of the world, with complimentary progressive measures within countries assisting to lift outcomes for billions of people.

    Now the underlying consensus has frayed to the point of disfunction.

    I believe the current turmoil will need a holistic response, and for that to be agreed a substantial subset of the international community will need to find common ground about the main underlying causes of the current worrisome trends.

    I’ve reached the stage of career that I know what I believe to be important. 

    For me there are two main themes.

    The first I have already touched on is gross wealth inequality, especially when this becomes intergenerational and sections of the population stagnate. This drives instability. I won’t say more about that in this speech, but history shows time and again that gross inequality ends in tears.

    The second is the breakdown in trust which happens when lies and misinformation prevail over facts. A cornerstone of the emergence of the nation state and the spread of liberal democracy was the enlightenment. There are rational facts. There are truths and untruths.

    The scourge of irresponsible social media, megalomaniacal tax avoiding tech barons, and irresponsible internet service providers is on my list of the important. 

    I have a view that we in the west have made a fundamental error in providing what is in effect an exclusion of liability for third party content.

    We have wrongly taken upon the shoulders of government the burden of regulating against what is harmful. I doubt this will ever work in practice. It also puts the burden on the harmed citizen (or government agencies) to respond after harm is caused. 

    The exclusion of liability was conferred when providers were more akin to the postal service, which has no liability for the content of a letter. Those providers morphed into publishers yet are protected from the legal remedies which apply to the traditional media they undermine. This mistake is the core of the problem.

    I am convinced it is better to remove the exclusion of liability, exposing those selling a harmful product to liability to the ordinary people that their product harms. 

    And it is a harmful product.

    Be it damage to young people, foreign interference, defamation, theft of other people’s content, the enabling of small but extreme groups of evildoers who find each other on-line, online sexual abuse, online streaming of terrorism, or the regular unpunished threats of death and injury. Lies and misinformation abound.

    A senior banker recently complained to me that internet investment scams are more common than legitimate products, and that the internet companies refuse to control them. Worse, they take money for the advertising service they provide to the fraudsters.

    Much of this is harm is from anonymous sources, with some deliberately aimed at undermining our democratic way of life and freedoms.

    Enabling private remedies for our citizens against those profiting from selling these harmful products, including through low-cost fora such as disputes tribunals or small claims courts, seems to me to be proper. Leave it to the Courts to work out the balance between freedom of expression and the duty not to sell a harmful product.

    There are ways to introduce safeguards, such as liability limits or safe harbours for media content or maybe for platforms that take active steps to prevent scams. But allowing the current situation to continue – where the burden falls almost entirely on individuals while social media giants profit – is untenable.

    The suggested approach does not make the government a censor and better avoids the risk of state suppression of freedom of speech. 

    Left unchecked, current ills will be made worse by those malevolently using AI to make the harms they are already causing worse. 

    Left unchecked the oligarch owners of these platforms will increasingly use them for the own political ends, as we already see with some platforms. 

    Fixing this would not ruin the internet. Point to point communications would still be protected like the mail. E-commerce would endure. Massive quantities of information will remain.

    I fear that if this is not addressed, polarisation and demagoguery will prevail.

    I am by nature an optimist. Opportunities arise from adversity. Digital services taxes sprouted at the end of the last Trump presidency, and I predict pressure for change will continue to mount.

    Many people in the world are fed up with these selfish tech giants. We should work with other countries to fix this.

    The holistic changes after World War 2 had the betterment of people at their heart.

    New Zealand under Labour Prime Minister Peter Fraser helped ensure the United Nations applied a human rights approach, for the benefit of people in countries large and small.

    New Zealand needs a clear-eyed vision for courteous relations with the US and China, close dialogue with the Pacific Rim, Pacific Island and European friends. 

    Everyone in this room has a role to play. It has never been more important to stand up for New Zealand’s independent foreign policy. And we all should.

    Media: Check against delivery

    MIL OSI New Zealand News –

  • MIL-OSI Africa: Motsoaledi urges global action to address health funding gaps

    Source: South Africa News Agency

    Health Minister Dr Aaron Motsoaledi has reiterated the importance of nations reallocating resources towards health, strengthening global health partnerships, and exploring innovative financing mechanisms to address funding gaps.

    The Minister was delivering the keynote address at the second meeting of the G20 Health Working Group today in Ballito, KwaZulu-Natal.

    The Minister used the platform to highlight South Africa’s commitment to universal health coverage (UHC) through the National Health Insurance (NHI) system, which aims to provide financial protection and efficient resource utilisation.

    “In South Africa, we are actively pursuing transformation to achieve universal health coverage through our NHI system.

    “The NHI is designed to provide financial protection for all, ensuring that access to quality healthcare is not dependent on one’s ability to pay [for] it, and it will also assist in the efficient utilisation of our resources by pulling funds and strategically purchasing services.”

    Motsoaledi cited data from the World Health Organisation (WHO), which indicate that the number of people shielded from catastrophic health spending had been steadily increasing before the COVID-19 pandemic. However, since then, about 100 million people have fallen back into financial hardship due to health-related expenses.

    Motsoaledi believes that the NHI is a concrete demonstration of government’s commitment to leaving no one behind, and fostering and strengthening the resilience of the health system.

    The Minister quoted the late Harvard Department of Anthropology’s Professor Paul Farmer on the value of all lives and urged G20 members to increase public financing of health systems as a fundamental investment.

    “I want to quote the idea that ‘some lives matter less’ is the root of all that is wrong with the world.

    “We implore all G20 members to champion increased public financing of health systems.

    “This is not merely a budgetary issue; it’s a fundamental investment in our collective future.”

    Motsoaledi urged attendees to prioritise public health over competing interests, ensuring that adequate resources are allocated to meet the health needs of the nation’s populations.

    “Furthermore, we must all align our efforts beyond financing. We must address the persistent health inequities that plague our world.”

    Non-communicable diseases

    Motsoaledi highlighted the importance of addressing health inequities, particularly in low and middle-income countries, and the need for multilateral approaches to prevent and control non-communicable diseases (NCDs).

    He said the upcoming United Nations High-Level Meeting on NCDs is seen as a crucial opportunity to galvanise global action against chronic conditions like heart disease, cancer, diabetes and chronic respiratory diseases.

    “We must alleviate the financial burden, restrict unhealthy food marketing, finance emergency health services, and accelerate cervical cancer elimination, the only cancer which is preventable.”

    The theme of the three-day meeting is: “Accelerating Health Equity, Solidarity, and Universal Coverage”.

    Along with this meeting, a co-sponsored event focused on eliminating cervical cancer, is also taking place.

    “We must move beyond dialogue and commit to concrete steps. South Africa is committed to collaborating with all the G20 members to achieve our shared goals. 

    “Let us work together to ensure that health remains a priority, not a commodity, especially during these unstable economic times,” Motsoaledi added.

    South Africa, which assumed the G20 Presidency in December, is currently hosting various working groups and ministerial meetings throughout the country. 

    These meetings are focused on key topics such as health, employment, trade, tourism, and the digital economy — all in preparation for the G20 Leaders’ Summit scheduled for November this year.

    The G20 comprises 19 countries including Argentina, Australia, Brazil, Canada, China, France, Germany, India, Indonesia, Italy, Japan, Korea, Mexico, Russia, Saudi Arabia, South Africa, Türkiye, United Kingdom, and the United States. It also includes two regional bodies – the European Union (EU) and the African Union (AU). – SAnews.gov.za

    MIL OSI Africa –

  • MIL-OSI Africa: Secretary-General’s remarks to the Virtual High-Level Segment of the 16th Petersberg Climate Dialogue [as delivered]

    Source: United Nations – English

    hank you for this opportunity — and for your focus today on collective climate action and acceleration of implementation. 

    This could not be more timely. 

    There is much uncertainty and instability in our world.

    But today we meet in the wake of some good news.

    Just this morning, the International Renewable Energy Agency officially confirmed that 2024 was a record year for renewables additions to global power capacity. 

    Renewables represented more than 92 per cent of all new electricity generation capacity installed last year.
     
    The amount of renewables added represents more than the total electricity capacity of Brazil and Japan combined.

    Europe’s capacity grew by 9 per cent – with Germany contributing more than one-quarter of that growth. Africa’s capacity grew by almost 7 per cent.

    All of this is another reminder of a 21st century truth:

    Renewables are renewing economies. 

    They are powering growth, creating jobs, lowering energy bills, and cleaning our air. 
     
    And every day, they become an even smarter investment. 

    Since 2010, the average cost of wind power has plunged 60%.  Solar is 90% cheaper. 

    In 2023, clean energy sectors accounted for five per cent of economic growth in India and six in the US. It accounted for a fifth of China’s GDP growth, and a third of the EU’s.

    The economic case for – and opportunities of – climate action have become ever clearer – particularly for those who choose to lead. 

    And leadership is what we need – as today’s IRENA report shows:

    To accelerate the shift to renewables…

    And to correct the imbalances in the transition, which is still starving developing countries – outside China – of the investment needed to fully embrace clean energy. 

    Excellencies, dear friends,

    As the title of this session puts it so well: we are indeed at a turning point to the future.

    In the ten years since Paris, we have seen other important progress.

    Ninety percent of global emissions are now covered by net-zero targets. 

    A decade ago, the planet was on course for a global temperature rise of over four degrees Celsius.

    Today, countries’ national climate plans – or NDCs – if fully delivered – will take us closer to a 2.6-degree rise.

    At the same time, climate challenges are piling up.  

    It seems records are shattered at every turn — the hottest day of the hottest month of the hottest year of the hottest decade ever. 

    All of this is hitting the vulnerable hardest, and everyday people in their pockets – with higher living costs, higher insurance premiums, and higher food prices.

    Just last week, the World Meteorological Organization confirmed that 2024 was another alarming year:

    Almost every climate indicator reached new and increasingly dangerous heights – inflaming displacement and food insecurity and inflicting huge economic losses.

    And, for the first time, the annual global temperature was 1.5 degrees Celsius hotter than pre-industrial times.

    Scientists are clear – it is still possible to meet the long-term 1.5 degree limit.

    But it requires urgent action. And it requires leadership.

    Excellencies, dear friends,

    I see two critical fronts to drive action. 

    First, new national climate plans – or NDCs – due by September.

    Investors need certainty and predictability.

    These new plans are a unique opportunity to deliver – and lay out a coherent vision for a just green transition.

    They must align with the 1.5-degree limit, as agreed at COP28. And cover all emissions and the whole economy.

    Together, they must reduce global emissions 60% by 2035 – compared to 2019…

    And contribute to the COP28 global energy transition goals.

    All this must be achieved in line with the principle of common but differentiated responsibilities and respective capabilities, in the light of national circumstances but everybody, everybody must do more.

    The G20 – the largest emitters and economies – must lead.

    Every country must step up and play their part.

    The United Nations is with you all.

    President Lula and I are working to secure the highest ambition from the largest economies.

    The United Nations Climate Promise is supporting a hundred countries to prepare their new climate plans.

    And we will convene a special event in September to take stock of the plans of all countries, push for action to keep 1.5 within reach, and deliver climate justice.

    Second, we must drive finance to developing countries.

    The COP29 finance agreement must be implemented in full.

    I count on the leadership of the COP29 and COP30 Presidencies to deliver a credible roadmap to mobilize $1.3 trillion a year by 2035.

    We need new and innovative sources of financing, and credible carbon pricing.

    Developed countries must honour their promise to double adaptation finance to at least $40 billion a year, by this year.

    And we need serious contributions to the fund for responding to Loss and Damage, and to get it up and running.
    Excellencies,

    We can only meet these goals with stronger collaboration – between governments, and across society and sectors.

    Those that will lag behind need to be not a reason for us to be discouraged but an increase in our commitment to move forward.

    The rewards are there for the taking, for all those ready and willing to lead the world through these troubled times.

    We are at a turning point.  I urge you to seize this moment; and seize the prize.

    Thank you.
     

    MIL OSI Africa –

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

    Source: Government of Canada regional news (2)

    MIL OSI Canada News –

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

    Source: Government of Canada regional news

    MIL OSI Canada News –

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

    Source: United Nations MIL OSI b

    Climate and Environment

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

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

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

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

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

    Renewables: A bright spot

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

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

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

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

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

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

    The rising toll of inaction

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

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

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

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

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

    Call for ambition

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

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

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

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

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

    Financing action

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

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

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

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

    Looking ahead

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

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

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

    Soundcloud

    MIL OSI United Nations News –

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

    Source: GlobeNewswire (MIL-OSI)

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

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

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

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

    Operating cash flow strongly supporting the acquisition of SHS Viveon

    Recognized ESG commitment: Platinum by EthiFinance and Silver by EcoVadis

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

    Sidetrade

    (€m)

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

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

    Olivier Novasque, CEO of Sidetrade commented:

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

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

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

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

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

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

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

    Gross margin and operating margin: strongly accelerating performance

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

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

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

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

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

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

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

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

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

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

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

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

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

    Operating cash flow strongly supporting the acquisition of SHS Viveon

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

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

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

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

    Recognized ESG commitment: Platinum by EthiFinance and Silver by EcoVadis

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

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

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

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

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

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

    Attachment

    The MIL Network –

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

    Source: GlobeNewswire (MIL-OSI)

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

    Key highlights

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

    Paris, 26 March 2025

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

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

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

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

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

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

    Comments on FY 2024 performance

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

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

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

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

    Consolidated sales and EBITDA by Solution

    FY 2024 consolidated sales

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

     

    EBITDA and EBITDA margin

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

    Digital

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

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

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

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

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

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

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

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

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

    Mail

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

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

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

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

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

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

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

    Lockers

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

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

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

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

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

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

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

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

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

    REVIEW OF 2024 FULL-YEAR RESULTS

    Simplified P&L

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

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

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

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

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

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

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

    Net attributable income

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

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

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

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

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

    Cash flow generation

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

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

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

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

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

    Leverage and liquidity position

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

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

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

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

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

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

    SHAREHOLDER’ RETURN

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

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

    OUTLOOK

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

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

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

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

    Q4 2024 BUSINESS HIGHLIGHTS

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

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

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

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

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

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

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

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

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

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

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

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

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

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

    POST-CLOSING EVENTS

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

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

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

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

    CONFERENCE CALL & WEBCAST

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

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

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

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

    Password: Quadient

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


     

    Calendar

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

    About Quadient®

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

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

    Contacts

    APPENDIX

    Digital: New name for Intelligent Communication Automation

    Mail: New name for Mail-Related Solutions

    Lockers: New name for Parcel Locker Solutions

    FY 2024 and Q4 2024 consolidated sales

    FY 2024 consolidated sales by geography

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

    Q4 2024 consolidated sales by Solution

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

    Q4 2024 consolidated sales by geography

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

    Financial statements – Full-year 2024

    Consolidated income statement

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

    • Minority interests
    		 1 1
    • Net attributable income
    		 66 69

    Simplified consolidated balance sheet

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

    Simplified cash flow statement

     

    In €millions

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

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

    Attachment

    The MIL Network –

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

    Source: GlobeNewswire (MIL-OSI)

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

    Establishing a Research-Driven Future for Blockchain Development

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

    Key areas of focus include:

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

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

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

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

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

    Partnerships with Universities and Industry Experts

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

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

    Accelerating Open-Source Innovation

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

    Initial projects under development include:

    A modular testing environment for smart contract stress testing.

    A decentralized benchmarking tool for cross-chain bridges.

    An open AI oracle system for autonomous smart contract execution.

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

    Bitcoinese’s Commitment to Long-Term Technological Advancement

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

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

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

    The MIL Network –

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

    Source: United Nations MIL OSI b

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

    MIL OSI United Nations News –

  • MIL-OSI United Kingdom: Spring Statement 2025 speech

    Source: United Kingdom – Executive Government & Departments 3

    Speech

    Spring Statement 2025 speech

    Spring Statement 2025 speech as delivered by Chancellor Rachel Reeves.

    Mr Speaker, [political content redacted]. 

    To provide security for working people. 

    And to deliver a decade of national renewal. 

    That work began in July – and I am proud of what we have delivered in just nine months. 

    Restoring stability to our public finances…  

    … giving the Bank of England the foundation to cut interest rates…  

    … three times since the General Election.  

    Rebuilding our public services… 

    … with record investment in our NHS… 

    … bringing waiting lists down for 5 months in a row.   

    And increasing the National Living Wage… 

    … to give 3 million people a pay rise from next week.  

    Now our task is to secure Britain’s future… 

    … in a world that is changing before our eyes.  

    The threat facing our continent was transformed when Putin invaded Ukraine. 

    It has since escalated further…  

    … and continues to evolve rapidly.  

    At the same time, the global economy has become more uncertain…  

    … bringing insecurity at home… 

    … as trading patterns become more unstable… 

    … and borrowing costs rise for many major economies.  

    Mr Speaker, the job of a responsible government is not simply to watch this change. 

    This moment demands an active government. 

    A government not stepping back, but stepping up.  

    A government on the side of working people…  

    … helping Britain to reach its potential.  

    We have the strengths to do just that… 

    … as one of the world’s largest economies … 

    … an ally to trading partners across the globe…  

    … and a hub for global innovation.  

    These strengths… 

    … and the progress we have made so far… 

    … mean we can act quickly and decisively in a more uncertain world… 

    … to secure Britain’s future… 

    … and to deliver prosperity for working people. 

    Mr Speaker, as I set out at the Budget last year… 

    … I am today returning to the House to provide an update on our public finances… 

    … supported by a new forecast from the independent Office for Budget Responsibility… 

    … ahead of a full Spending Review in June. 

    I will then return to the House in the autumn to deliver a budget… 

    … in line with our commitment to deliver just one major fiscal event a year. 

    So let me turn now to the OBR’s forecasts… 

    … and I want to thank Richard Hughes and his team for their dedicated work. 

    The increased global uncertainty has had two consequences. 

    First, on our public finances. 

    And second, on our economy. 

    I will take each in turn.  

    In the autumn, I set out new fiscal rules that would guide this government. 

    These fiscal rules are non-negotiable. 

    They are the embodiment of this government’s unwavering commitment… 

    … to bring stability to our economy… 

    … and to ensure security for working people. 

    [political content redacted]

    But we must earn that trust every single day.  

    The two fiscal rules that I set out at the Budget were… 

    First, our “Stability Rule”, which ensures that public spending is under control… 

    … balancing the current budget by 2029-30… 

    … so that day-to-day spending is met by tax receipts.  

    Second, our “Investment Rule” to drive growth in the economy… 

    … ensuring that net financial debt falls by the end of the forecast period…  

    … while enabling us to invest alongside business. 

    Turning first to the Stability Rule, the OBR’s forecast shows that… 

    … before the steps that I will take in this statement…  

    … the current budget would have been in deficit by £4.1bn in 2029-30… 

    … having been in surplus by £9.9bn in the autumn…  

    … as the UK, alongside our international peers like France and Germany… 

    … has seen the cost of borrowing rise during this period of heightened uncertainty in global markets. 

    As a result of the steps that I am taking today… 

    … I can confirm that I have restored in full our headroom against the “stability rule”…  

    … moving from a deficit of £36.1bn in 2025-26 and £13.4bn in 2026-27… 

    … to a surplus of £6.0bn in 2027-28, £7.1bn in 2028-29 and a surplus of £9.9bn in 2029-30. 

    [political content redacted]

    That means that we are continuing to meet the Stability Rule two years early…  

    … building resilience to shocks in this, a more uncertain world.  

    The OBR forecast that the “investment rule” is also met two years early… 

    … with net financial debt of 82.9% of GDP in 2025-26 and 83.5% in 2026-27… 

    … before falling from 83.4% in 2027-28, to 83.2% in 2028-29 and 82.7% in 2029-30…  

    … providing headroom of £15.1bn in the final year of the forecast… 

    … broadly unchanged from the autumn.  

    [political content redacted]

    … debt interest payments now stands at £105.2bn this year… 

    … Mr Speaker, that is more than we allocate on Defence, the Home Office and Justice combined. 

    [political content redacted]

    So the responsible choice is to reduce our levels of debt and borrowing in the years ahead… 

    … so that we can spend more on the priorities of working people. And that is exactly what this government will do. 

    Mr Speaker. 

    I said that our fiscal rules were non-negotiable. 

    And I meant it. 

    I will always deliver economic stability. 

    And I will always put working people first.  

    [political content redacted]

    I said it at the Budget. 

    And I say it again today. 

    Let me now set out the steps the government has taken.  

    At the Budget we protected working people… 

    … by keeping our promise not to raise their rates of National Insurance, income tax or VAT. 

    At the same time, we began to rebuild our public services…  

    [political content redacted]

    Ours were the right choices, the right choices for stability and the right choices for renewal… 

    … funded by the decisions that we took on tax.  

    As I promised in the autumn, this Statement does not contain any further tax increases.  

    But when working people are paying their taxes, while still struggling with the cost-of-living…  

    …it cannot be right that others are still evading what they rightly owe in tax.  

    In the Budget, I delivered the most ambitious package of measures that we have ever seen… 

    … to cut down on tax evasion… 

    … raising £6.5bn per year by the end of the forecast.  

    Today, I go further… 

    … continuing our investment in cutting-edge technology … 

    … investing in the HMRC’s capacity to crack down on tax avoidance… 

    … and setting out plans to increase the number of tax fraudsters charged every year by 20%. 

    These changes raise a further £1bn… 

    … taking the total revenue raised from reducing tax evasion under this [political content redacted] government to £7.5bn… 

    … figures verified by the Office for Budget Responsibility…  

    … and I want to thank my Honourable Friend the Exchequer Secretary for his continued work in this area.  

    Mr Speaker, last week my Right Honourable Friend the Secretary of State for Work and Pensions, set out this government’s plans to reform the welfare system.  

    [political content redacted]

    We believe that if you can work, you should work… 

    … but if you can’t work, you should be properly supported.  

    This government inherited a broken system.  

    More than 1,000 people are qualifying for Personal Independence Payments. 

    And 1 in 8 young people are not in employment, education or training. 

    If we do nothing, we are writing off an entire generation.  

    That cannot be right and we will not stand it.  

    It is a waste of their potential and it is a waste of their futures and we will change it. 

    As my Right Honourable Friend said in her statement last week… 

    … the final costings would be subject to the OBR’s assessment. 

    Today, the OBR have said… 

    … that they estimate the package will save £4.8bn in the welfare budget… 

    … reflecting their judgements on behavioural effects and wider factors. 

    This also reflects final adjustments to the overall package… 

    … consistent with the Secretary of State’s statement last week… 

    … and the government’s Pathways to Work Green Paper. 

    The Universal Credit Standard Allowance will increase from £92 per week in 2025-26 to £106 per week by 2029-30… 

    … while the Universal Credit Health element will be cut for new claimants by 50% and then frozen.  

    On top of this, we are investing £1bn to provide guaranteed, personalised employment support to help people back into work… 

    … and £400m to support the Department for Work and Pensions and our Job Centres to deliver these changes effectively and fairly… 

    … taking total savings after that for the package to £3.4bn. 

    Whilst spending on disability and sickness benefits will continue to raise, these plans 

    mean that welfare spending as a share of GDP will fall between 2026-27 and the end of the forecast period.  

    [political content redacted]

    We are reforming our welfare system… 

    … making it more sustainable… 

    … protecting the most vulnerable… 

    … and supporting more people back into secure work lifting them out of poverty.  

    Mr Speaker, at the Budget, I fixed the foundations of our economy to deliver on the promise of change. 

    That work has already begun. 

    2 million extra appointments in our NHS. 

    Waiting lists down.  

    New breakfast clubs opening across England. 

    The largest settlements in real terms for Scotland, Wales and Northern Ireland in the history of devolution.  

    Asylum costs, falling. 

    Promises made, promises kept.  

    [political content redacted]

    At the Budget… 

    … alongside providing an increase in funding for this year and next… 

    … I set the envelope for the Spending Review… 

    … which we will deliver in June… 

    led by my RHF the Chief Secretary to the Treasury 

    … to set departmental budgets until 2028-29 for day-to-day spending… 

    … and until 2029-30 for capital spending.  

    Today, I am reflecting two steps that we have taken in our spending plans.  

    First, because we are living in an uncertain world… 

    … as the Prime Minister has set out… 

    … we will increase defence spending to 2.5% of GDP, reducing overseas aid to 0.3% of Gross National Income. 

    This means we save £2.6bn in day-to-day spending in 2029-30… 

    … to fund our more capital-intensive defence commitments.  

    Second, in recent months, we have begun to fundamentally reform the British state… 

    … driving efficiency and productivity across government… 

    … to deliver tangible savings… 

    … and improve services across our country. 

    Earlier this month, the Prime Minister set out our plans to abolish the arms-length body NHS England… 

    … and ensure that money goes directly to improving the service for patients. 

    My Right Honourable Friend the Health Secretary is driving forward vital reforms to increase NHS productivity… 

    … bearing down on costly agency spend… 

    … to save money so that we can improve patient care. 

    And my Right Honourable Friend the Chancellor of the Duchy of Lancaster is taking forward work to significantly reduce the costs of running government… 

    … by 15%, worth £2bn, by the end of the decade. 

    This work shows that we can make our state leaner, and more agile… 

    … delivering more resources to the frontline…  

    … while ensuring we control day-to-day spending to meet our fiscal rules. 

    Today, I build on that work… 

    … by bringing forward £3.25bn of investment… 

    … to deliver the reforms that our public services need…  

    … through a new Transformation Fund.  

    That is money brought forward now… 

    … to bring down the costs of running government by the end of the forecast period…   

    … by making public services more efficient, more productive and more foucssed on the user. 

    I can confirm today the first allocations from this fund… 

    … including funding for Voluntary Exit Schemes to reduce the size of the Civil Service… 

    … pioneering AI tools to modernise the state… 

    … investment in technology for the Ministry of Justice to deliver probation services more effectively… 

    … and up-front investment so we can support more children in foster care… 

    … to give them the best possible start in life… 

    … and reduce cost pressures in the future. 

    Our work to make government leaner… 

    … more productive… 

    … and more efficient… 

    … will help deliver a further £3.5bn of day-to-day savings by 2029-30. 

    Overall, day-to-day spending will be reduced by £6.1bn by 2029-30…  

    … and it will now grow by an average of 1.2% a year above inflation…  

    … compared to 1.3% in the Autumn. 

    Mr Speaker, I can confirm to the House that day-to-day spending will increase in real terms, above inflation, in every single year of the forecast.  

    And in the Spending Review, apart from the reduction in overseas aid… 

    … day-to-day spending across government has been fully protected.   

    I can also confirm our approach to capital investment.  

    In the Autumn Budget I announced £100bn of additional capital spending…  

    … to crowd in investment from the private sector… 

    … to fix our crumbling infrastructure…  

    … and to create jobs in every corner of our country. 

    [political content redacted]

    Today, I am instead increasing capital spending … 

    … by an average of £2bn per year compared to the Autumn…  

    … to drive growth in our economy… 

    … and to deliver in full our vital commitments on defence. 

    This government will ensure that every pound we spend will deliver for the British people… 

    … by increasing productivity… 

    … driving growth in our economy… 

    … and improving our frontline public services.  

    Mr Speaker, let me turn now to the impact of increased uncertainty on our economy. 

    To deliver economic stability, we must work closely with the Bank of England… 

    … supporting the independent Monetary Policy Committee to meet their 2% inflation target.  

    There have been three interest rate cuts since the General Election and today’s data showed that inflation fell in February. 

    [political content redacted]

    … the OBR forecast that CPI inflation will average 3.2% this year… 

    … before falling rapidly to 2.1% in 2026 and meeting the 2% target from 2027 onwards… 

    … giving families and businesses the security that they need… 

    … and providing our economy with the stable platform it needs to grow. 

    Mr Speaker… 

    … earlier this month, the OECD downgraded this year’s growth forecast for every G7 economy, including the UK. 

    And the OBR have today revised our growth forecast for 2025… 

    … from 2% in the autumn… 

    … to 1% today. 

    I am not satisfied with these numbers. 

    That is why we on this side of the house are serious about taking the action needed to grow our economy.  

    Backing the builders, not the blockers…  

    … with a third runway at Heathrow Airport… 

    … and the Planning and Infrastructure Bill.  

    Increasing investment… 

    … with reforms to our pension system… 

    … and a new National Wealth Fund.  

    And tearing down regulatory barriers… 

    … in every sector of our economy. 

    That is a serious plan for growth. 

    That is a serious plan to improve living standards.  

    That is a serious plan to renew our country.  

    Mr Speaker, a changing world presents challenges.  

    But it also presents new opportunities.  

    For new jobs. 

    … and new contracts… 

    … in our world-class defence industrial centres… 

    … from Belfast to Deeside, and from Plymouth to Rosyth. 

    In February, the Prime Minister set out our government’s commitment to increase spending on defence to 2.5% of GDP from April 2027… 

    The biggest sustained increase in defence spending since the end of the Cold War 

    …and an ambition to spend 3% of GDP on defence in the next parliament. 

    That was the right decision in a more insecure world… 

    … putting an extra £6.4bn into defence spending by 2027. 

    But we have to move quickly in this changing world. 

    And that starts with investment. 

    So today I can confirm that I will provide an additional £2.2bn for the Ministry of Defence in the next financial year… 

    … a further downpayment on our plans to deliver 2.5% of GDP by 2027.  

    This additional investment is not just about increasing our national security…  

    … but increasing our economic security, too.  

    As defence spending rises, I want the whole country to feel its benefits. 

    So I will set out the immediate steps that we are taking to boost Britain’s defence industry… 

    … and to make the UK a defence industrial superpower.  

    We will spend a minimum of 10% of the Ministry of Defence’s equipment budget on novel technologies … 

    … including drones and AI enabled technology… 

    … driving forward advanced manufacturing production in places like Glasgow, in Derby and in Newport… 

    … creating demand for highly skilled engineers and scientists… 

    … and delivering new business opportunities for UK tech firms and start-ups.  

    We will establish a protected budget of £400m within the Ministry of Defence… 

    … a budget that will rise over time for UK Defence Innovation… 

    … with a clear mandate to bring innovative technology to the front line at speed. 

    We will reform our broken defence procurement system… 

    … making it quicker, more agile and more streamlined…. 

    … and giving small businesses across the UK better access to Ministry of Defence contracts. 

    Something welcomed by the Federation of Small Businesses. 

    We will take forward our Plan for Barrow, a town at the heart of our nuclear security… 

    … working with my Honourable Friend the Member for Barrow and Furness…  

    … and providing £200m, supporting the creation of thousands of jobs there. 

    We will regenerate Portsmouth naval base, securing its future…   

    … as called for by my Honourable Friend the Member for Portsmouth South. 

    We will secure better homes for thousands of military families… the homes that they deserve [political content redacted]. 

    … homes for our military families in the constituencies of my Honourable Friends for Plymouth Moor View, Plymouth Sutton & Devonport, York Outer and in Aldershot.  

    That is the difference that this [political content redacted] government is making.  

    Finally, Mr Speaker, we will provide £2bn of increased capacity for UK Export Finance… 

    … to provide loans for overseas buyers of UK defence goods and services… 

    Because I want to do more with our defence budget so we can buy and make and sell things here in Britain.  

    … giving further opportunities for our world leading defence companies and those who work in them… 

    … to grow and create jobs here in Britain… 

    … as military spending rises right across Europe.  

    To oversee all of this vital work… 

    … my Right Honourable Friend the Defence Secretary and I will establish a new Defence Growth Board… 

    … to maximise the benefits from every pound of taxpayers’ money that we spend. 

    And we will put defence at the heart of our modern industrial strategy… 

    … to drive innovation that can deliver huge benefits back into the British economy. 

    Mr Speaker, that is how we make our country a defence industrial superpower… 

    … so the skills of the future… 

    … the jobs of the future… 

    … and the opportunities of the future… 

    … can be found right here in the United Kingdom.  

    Mr Speaker, [political content redacted] there are no shortcuts to economic growth. 

    It will take long-term decisions.  

    It will take hard yards. 

    It will take time for the reforms that we are introducing to be felt in the everyday economy. 

    It is right that the Office for Budget Responsibility consider the evidence… 

    … and look carefully at measures before recognising a growth impact in their forecast.  

    But, Mr Speaker, I can announce to the House…  

    … that the OBR have considered – and have scored – one of the central planks of our plan for growth.  

    In my first week as Chancellor, I announced that we were pursuing the most ambitious set of planning reforms in decades… 

    … to get Britain building again. 

    And in December – we published changes to the National Planning Policy Framework… 

    … driven forward tirelessly by my Right Honourable Friend the Deputy Prime Minister…  

    … reintroducing mandatory housing targets… 

    … and bringing “grey belt” land into scope.  

    The OBR have today concluded that these reforms will permanently increase the level of real GDP… 

    … by point 0.2% by 2029-30… 

    … an additional £6.8bn in our economy… 

    … and by point 0.4% of GDP within 10 years… 

    … an additional £15.1bn in our British economy. 

    Mr Speaker, that is the biggest positive growth impact that the OBR have ever reflected in their forecast, for a policy with no fiscal cost.  

    And taken together with our plans to increase capital spending that we set out in the Budget last year… 

    … this government’s policies will increase the level of real GDP by point 0.6% in the next ten years.  

    Mr Speaker, that is the difference that this [political content redacted] government is making. 

    Policies to grow our economy.

    [political content redacted]

    The OBR have concluded that our reforms will lead to housebuilding reaching a forty-year high… 

    …  of 305,000 a year by the end of the forecast period.  

    And changes to the National Planning Policy Framework alone… 

    … will help build over 1.3 million homes in the UK over the next five years… 

    … taking us within touching distance…  

    … of delivering our manifesto promise to build 1.5 million homes in England in this parliament. 

    [political content redacted]

    The impact on our economy goes further still.  

    [political content redacted]

    We need economic growth.  

    So I can today confirm… 

    … that the effect of our growth policies… 

    … including our planning reforms… 

    … means an additional £3.4 billion to support our public finances and our public services by 2029-30. 

    The proceeds of growth. 

    [political content redacted]

    Mr Speaker, earlier this week…  

    … we provided an additional £2bn of investment in social and affordable homes next year… 

    … delivering up to 18,000 new homes… 

    … and allowing local areas to bid for new developments across our country… 

    … including sites in Thanet, in Sunderland and in Swindon.  

    More security for families across our country. 

    [political content redacted]

    And to build these new homes… 

    … we need people with the right skills. 

    Earlier this week, my Right Honourable Friend the Education Secretary announced more than £600m… 

    … to train up 60,000 more construction workers…  

    … including with 10 new Technical Excellence colleges across every region of our country… 

    … giving working people the chance to fulfil their potential.  

    New opportunities for our young people. 

    [political content redacted]

    Mr Speaker, all this is just the start.  

    The Planning and Infrastructure Bill passed its second reading on Monday. 

    [political content redacted]

    Once this Bill completes its passage… 

    … it will help deliver the homes and infrastructure our country badly needs. 

    [political content redacted] 

    And today, I can confirm to the House… 

    … that the OBR have upgraded their growth forecast next year… 

    … and every single year thereafter…  

    … with GDP growth of 1.9% in 2026, 1.8% in 2027, 1.7% in 2028, and 1.8% in 2029.  

    Mr Speaker, 

    By the end of the forecast… 

    … our economy is larger compared to the OBR’s forecast at the time of the Budget.

    [political content redacted]

    But Mr Speaker, this isn’t just about lines on a graph. 

    It is about improving people’s lives. 

    Working people are still feeling the pinch after a cost of living crisis [political content redacted] that saw prices spiral. 

    So I am pleased that the OBR confirm today … 

    … that Real Household Disposable Income…  

    … will now grow this year at almost twice the rate expected in the autumn.  

    [political content redacted]

    … and after taking into account inflation… 

    … the OBR say today… 

    … that people will be on average over £500 a year better off under this [political content redacted] government. 

    That will mean more money in the pockets of working people. Higher living standards. 

    [political content redacted]

    Mr Speaker, the world is changing. 

    We can see that… 

    … and we can feel it. 

    A changing world demands a government that is on the side of working people. 

    Acting in their interest. 

    Acting in the national interest.  

    Not retreating from challenges.  

    Not stepping back.  

    But a government with the courage to step up…  

    … to secure Britain’s future…  

    … and to seize the opportunities that are out there before us. 

    I am impatient for change, the British people are impatient for change, [political content redacted].

    And we are beginning to see change happen.  

    Our Plan for Change is working. 

    Defence spending is rising. 

    Waiting lists are falling. 

    Wages are up.  

    Interest rates are cut. 

    [political content redacted]

    And today, Mr Speaker… 

    … the OBR confirm… 

    … that our plan to get Britain building… 

    … will drive growth in our economy… 

    … and put more money in people’s pockets. 

    There are no quick fixes. 

    But we have taken the right choices.  

    [political content redacted]

    Delivering security for our country and security for working people.  

    That is what drives this government. 

    That is what drives me as Chancellor. 

    And that is what drives the choices that I have set out today.  

    And I commend this statement to the House.

    Updates to this page

    Published 26 March 2025

    MIL OSI United Kingdom –

  • MIL-OSI Global: Politicians’ attacks on immigrants lack solid evidence: New data set the record straight

    Source: The Conversation – Canada – By Edward Koning, Associate professor, University of Guelph

    Immigration dominated recent election campaigns in countries that include the United Kingdom, France, Germany and the United States.

    The subject sparked particularly fierce debates over welfare. While some politicians called for more support for typically economically vulnerable immigrant populations, others argued that welfare systems are already too generous and accommodating to newcomers.

    Unfortunately, many debates on this subject lack solid evidence. A newly launched data set could change that. The data, which provides systematic information on immigrants’ access to social programs across different countries and different time periods, can help ground some of these discussions in empirical reality.

    The data set reveals key insights. One striking observation is that the countries where politicians most frequently complain that immigrants are treated too generously are among the most exclusionary from a comparative perspective.

    It also shows that although most welfare systems were moving towards greater inclusion up until the 2010s, since then social programs in many countries have become more inclusive in some respects but more exclusive in others.

    A new data set for 22 countries

    The data set, called the Immigrant Exclusion from Social Programs Index (IESPI), measures how much immigrants’ access to pensions, health care, unemployment benefits, housing benefits, social assistance and active labour market programs compares to that of native-born citizens.

    The index uses 32 indicators to measure factors like whether immigrants have to have resided in the country for a certain period of time, held a specific type of residence status, or met standards of successful integration before they can access social programs.

    The data covers the years 1990 to 2023 and includes information for 22 countries.

    Complaints about inclusion

    In the United States, President Donald Trump has voiced concerns about immigrants’ welfare access repeatedly, both during his first term and since taking office again this year.

    In last year’s British election, a staple of Rishi Sunak’s campaign was the insistence that immigrants threaten the sustainability of the welfare state.

    On the other side of the North Sea, the political party that won the Dutch elections made the argument that immigrants are “pampered” a central feature of its election platform.

    Ironically, all three of these countries are among the most exclusionary, according to the most recent IESPI data, as the graph below illustrates. (Note that the IESPI is organized such that a value of 0 is maximally inclusionary and 100 is maximally exclusionary.)

    Inclusionary trends have ended

    A second observation is that the era of social welfare systems becoming more inclusive for immigrants has ended.

    From 1990 until the 2010s, most western welfare systems were removing barriers for immigrant access to social programs. But since then, levels of immigrant welfare exclusion have not changed dramatically over time.

    Closer inspection shows that this picture of stability since the 2010s hides negative trends in different social programs.

    On the one hand, health-care programs and active labour market policies have gradually become more inclusionary. More and more countries have been making health-care services accessible for vulnerable immigrant populations, and rolling out targeted programs to improve newcomers’ chances on the labour market.

    On the other hand, social assistance policies have generally become more exclusionary over time. Many countries have intensified restrictions for recent arrivals, migrants without permanent residence status and migrants who cannot demonstrate successful integration.

    Large differences in historical trajectories

    When we look beyond aggregate trends, we also note very different trajectories in different countries.

    In some countries (Austria, Germany, Finland, Iceland, Malta, New Zealand, Portugal and Spain), social programs have become consistently more inclusionary.

    Other countries (Canada, Luxembourg and Sweden) have also undergone an inclusionary development, although at a more modest pace of change.

    In a third set of countries (Australia, Belgium, Denmark, France, Ireland, Italy, Norway and Switzerland), policies initially became more inclusionary but this trend was halted or reversed around 2010. The social programs of three other countries (the Netherlands, the United Kingdom and the United States), finally, have consistently become more exclusionary over time.

    These comparisons within the IESPI data set hopefully enable us to make sense of the frequently charged nature of discussions about immigrants’ access to social programs.

    Most obviously, they show we should be cautious when listening to some of the politicians who are most critical of immigrant welfare access, like Donald Trump, Rishi Sunak and Geert Wilders.

    If their arguments that exclusionary reforms in their countries are nothing but reasonable adjustments to overly generous approaches ever had any merit, that merit is quickly evaporating.

    Edward Koning received funding from the Social Science and Humanities Research Council of Canada to collect the data for this project.

    – ref. Politicians’ attacks on immigrants lack solid evidence: New data set the record straight – https://theconversation.com/politicians-attacks-on-immigrants-lack-solid-evidence-new-data-set-the-record-straight-251853

    MIL OSI – Global Reports –

  • MIL-OSI Economics: pellertrading.online: BaFin warns of website and points to suspected identity fraud

    Source: Bundesanstalt für Finanzdienstleistungsaufsicht – In English

    The operator of the website appears only under the name PellerTrading, without mentioning a legal form. He claims to be based in Zurich, Switzerland, at LLB Swiss Investments AG and in London, United Kingdom.

    BaFin has no information indicating that LLB Swiss Investments AG, a company registered in the Swiss commercial register and with the Swiss Financial Market Supervisory Authority (FINMA), has any connection to the offers on the pellertrading.online website or to the operator of the website. It is assumed that this is an identity fraud at the expense of LLB Swiss Investments AG.

    Recently, BaFin has become aware of other websites with almost identical content, which BaFin has also warned against. In all cases, the presentation on the websites begins with the following sentence: “Step up your trading with [name of operator]”.

    Anyone offering financial or investment services or crypto-securities services in Germany requires the permission of BaFin. However, some companies offer such services without the necessary permission. You can find information on whether a particular company is authorized by BaFin in the database of companies.

    BaFin’s information is based on Section 37 (4) of the German Banking Act (KWG) and Section 10 (7) of the German Crypto Markets Supervision Act (KMAG).

    Please be aware:

    BaFin, the German Federal Criminal Police Office (Bundeskriminalamt – BKA) and the German state criminal police offices (Landeskriminalämter) recommend that consumers seeking to invest money online should exercise the utmost caution and do the necessary research beforehand in order to identify fraud attempts at an early stage.

    MIL OSI Economics –

  • MIL-OSI United Nations: Secretary-General’s remarks to the Virtual High-Level Segment of the 16th Petersberg Climate Dialogue [as delivered]

    Source: United Nations secretary general

    Thank you for this opportunity — and for your focus today on collective climate action and acceleration of implementation. 

    This could not be more timely. 

    There is much uncertainty and instability in our world.

    But today we meet in the wake of some good news.

    Just this morning, the International Renewable Energy Agency officially confirmed that 2024 was a record year for renewables additions to global power capacity. 

    Renewables represented more than 92 per cent of all new electricity generation capacity installed last year.
     
    The amount of renewables added represents more than the total electricity capacity of Brazil and Japan combined.

    Europe’s capacity grew by 9 per cent – with Germany contributing more than one-quarter of that growth. Africa’s capacity grew by almost 7 per cent.

    All of this is another reminder of a 21st century truth:

    Renewables are renewing economies. 

    They are powering growth, creating jobs, lowering energy bills, and cleaning our air. 
     
    And every day, they become an even smarter investment. 

    Since 2010, the average cost of wind power has plunged 60%.  Solar is 90% cheaper. 

    In 2023, clean energy sectors accounted for five per cent of economic growth in India and six in the US. It accounted for a fifth of China’s GDP growth, and a third of the EU’s.

    The economic case for – and opportunities of – climate action have become ever clearer – particularly for those who choose to lead. 

    And leadership is what we need – as today’s IRENA report shows:

    To accelerate the shift to renewables…

    And to correct the imbalances in the transition, which is still starving developing countries – outside China – of the investment needed to fully embrace clean energy. 

    Excellencies, dear friends,

    As the title of this session puts it so well: we are indeed at a turning point to the future.

    In the ten years since Paris, we have seen other important progress.

    Ninety percent of global emissions are now covered by net-zero targets. 

    A decade ago, the planet was on course for a global temperature rise of over four degrees Celsius.

    Today, countries’ national climate plans – or NDCs – if fully delivered – will take us closer to a 2.6-degree rise.

    At the same time, climate challenges are piling up.  

    It seems records are shattered at every turn — the hottest day of the hottest month of the hottest year of the hottest decade ever. 

    All of this is hitting the vulnerable hardest, and everyday people in their pockets – with higher living costs, higher insurance premiums, and higher food prices.

    Just last week, the World Meteorological Organization confirmed that 2024 was another alarming year:

    Almost every climate indicator reached new and increasingly dangerous heights – inflaming displacement and food insecurity and inflicting huge economic losses.

    And, for the first time, the annual global temperature was 1.5 degrees Celsius hotter than pre-industrial times.

    Scientists are clear – it is still possible to meet the long-term 1.5 degree limit.

    But it requires urgent action. And it requires leadership.

    Excellencies, dear friends,

    I see two critical fronts to drive action. 

    First, new national climate plans – or NDCs – due by September.

    Investors need certainty and predictability.

    These new plans are a unique opportunity to deliver – and lay out a coherent vision for a just green transition.

    They must align with the 1.5-degree limit, as agreed at COP28. And cover all emissions and the whole economy.

    Together, they must reduce global emissions 60% by 2035 – compared to 2019…

    And contribute to the COP28 global energy transition goals.

    All this must be achieved in line with the principle of common but differentiated responsibilities and respective capabilities, in the light of national circumstances but everybody, everybody must do more.

    The G20 – the largest emitters and economies – must lead.

    Every country must step up and play their part.

    The United Nations is with you all.

    President Lula and I are working to secure the highest ambition from the largest economies.

    The United Nations Climate Promise is supporting a hundred countries to prepare their new climate plans.

    And we will convene a special event in September to take stock of the plans of all countries, push for action to keep 1.5 within reach, and deliver climate justice.

    Second, we must drive finance to developing countries.

    The COP29 finance agreement must be implemented in full.

    I count on the leadership of the COP29 and COP30 Presidencies to deliver a credible roadmap to mobilize $1.3 trillion a year by 2035.

    We need new and innovative sources of financing, and credible carbon pricing.

    Developed countries must honour their promise to double adaptation finance to at least $40 billion a year, by this year.

    And we need serious contributions to the fund for responding to Loss and Damage, and to get it up and running.
    Excellencies,

    We can only meet these goals with stronger collaboration – between governments, and across society and sectors.

    Those that will lag behind need to be not a reason for us to be discouraged but an increase in our commitment to move forward.

    The rewards are there for the taking, for all those ready and willing to lead the world through these troubled times.

    We are at a turning point.  I urge you to seize this moment; and seize the prize.

    Thank you.
     

    MIL OSI United Nations News –

  • MIL-OSI: Turbo Energy Aims to ‘Set the Record Straight’ with Lawsuit Filed Against China-Based Sigenergy, Claiming False Advertising Regarding “World’s First 5-1 Energy Storage System”

    Source: GlobeNewswire (MIL-OSI)

    VALENCIA, Spain, March 26, 2025 (GLOBE NEWSWIRE) — Turbo Energy, S.A. (NASDAQ:TURB) (“Turbo Energy” or the “Company”), a global provider of leading-edge, AI-optimized solar energy storage technologies and solutions, today announced that it has filed a lawsuit in the Mercantile Court of Madrid in the Kingdom of Spain against Sigenergy International S.L. in an action for the cessation and rectification of illegal advertising relating to its baseless claim that its product marketed as SigenStor is the “world’s first highly integrated 5-in-1 energy storage system.”

    On June 12, 2023, China-based Sigenergy announced that it was “set to astound the world with its all-scenario energy solution, featuring the world’s first highly integrated 5-in-1 energy storage system,” at the EES Europe industry conference which was held in Munich, Germany that same week. Over the next year, Sigenergy followed with the implementation of a multi-channel promotional campaign, routinely broadcasting its claim to be the “world’s first…” on YouTube, its social media sites, its website and website blog and at industry trade show and conferences.

    By way of the lawsuit, Turbo Energy is alleging that Sigenergy’s promotional statements were blatantly false and misleading, particularly in light of the fact that Turbo Energy has been marketing its patented SUNBOX EV product, a highly integrated, all-in-one energy storage system, since its announced launch on April 22, 2022 and its official debut at the InterSolar Europe industry event held in Europe on May 11-13, 2022 – more than one year ahead of the introduction of SigenStor. 

    Mariano Soria, Chief Executive Officer of Turbo Energy, stated, “While it is our belief that Turbo Energy’s SUNBOX EV may indeed be the world’s first all-in-one energy storage innovation, we know for a fact that Sigenergy’s competing product, SigenStor, is not.  Therefore, we have filed this lawsuit with the objective of compelling Sigenergy to set the record straight by first acknowledging that the promotional statements they have made were unlawful and misleading, by publishing formal corrections in the press and on their website and by agreeing to refrain from continuing its unlawful advertising practices in the future.”

    Continuing, Soria said, “Turbo Energy is a global company defined, guided and inspired by our pioneering spirit, technological innovation and deeply embedded core values. Further, we recognize that we have chosen to pursue leadership in one of the fastest growing sectors of the sustainable energy industry – solar energy storage solutions — which has attracted a wide range of competitors to the space. Turbo Energy actually welcomes competitive pressure, because it serves to challenge us to be that much better and to reach further, faster.  What we don’t appreciate – and will not stand for — are competitors who elect to use deceptive advertising practices to misinform and mislead the customers we are all out there competing to win.”

    About Turbo Energy, S.A.

    Founded in 2013, Turbo Energy is a globally recognized pioneer of proprietary solar energy storage technologies and solutions managed through Artificial Intelligence. Turbo Energy’s elegant all-in-one and scalable, modular energy storage systems empower residential, commercial and industrial users expanding across Europe, North America and South America to materially reduce dependence on traditional energy sources, helping to lower electricity costs, provide peak shaving and uninterruptible power supply and realize a more sustainable, energy-efficient future. A testament to the Company’s commitment to innovation and industry disruption, Turbo Energy’s introduction of its flagship SUNBOX represents one of the world’s first high performance, competitively priced, all-in-one home solar energy storage systems, which also incorporates patented EV charging capability and powerful AI processes to optimize solar energy management. Turbo Energy is a proud subsidiary of publicly traded Umbrella Global Energy, S.A., a vertically integrated, global collective of solar energy-focused companies. For more information, please visit www.turbo-e.com.

    Forward-Looking Statements

    Statements in this press release about future expectations, plans and prospects, as well as any other statements regarding matters that are not historical facts, may constitute “forward-looking statements” within the meaning of The Private Securities Litigation Reform Act of 1995. Forward-looking statements are neither historical facts nor assurances of future performance. Instead, they are based only on current beliefs, expectations and assumptions regarding the future of the business of the Company, future plans and strategies, projections, anticipated events and trends, the economy and other future conditions. The words “anticipate,” “believe,” “continue,” “could,” “estimate,” “expect,” “intend,” “may,” “plan,” “potential,” “predict,” “project,” “should,” “target,” “will,” “would” and similar expressions are intended to identify forward-looking statements, although not all forward-looking statements contain these identifying words. Because forward-looking statements relate to the future, they are subject to inherent uncertainties, risks and changes in circumstances that are difficult to predict and many of which are outside of our control, including the risks described in our registration statements and annual report under the heading “Risk Factors” as filed with the Securities and Exchange Commission. Actual results and financial condition may differ materially from those indicated in the forward-looking statements. Therefore, you should not rely on any of these forward-looking statements. Any forward-looking statements contained in this press release speak only as of the date hereof, and Turbo Energy, S.A. specifically disclaims any obligation to update any forward-looking statement, whether as a result of new information, future events or otherwise.

    For more information, please contact:

    At Turbo Energy, S.A.                                                 
    Dodi Handy, Director of Communications                       
    Phone: 407-960-4636                                                   
    Email: dodihandy@turbo-e.com 

    The MIL Network –

  • MIL-OSI United Nations: Public Information Intern

    Source: UNISDR Disaster Risk Reduction

    Apply here

    Work Location

    Bonn or remote

    Expected duration

    6 months

    Duties and Responsibilities

    Created in December 1999, the United Nations Office for Disaster Risk Reduction (UNDRR) is the designated focal point in the United Nations system for the coordination of efforts to reduce disasters and to ensure synergies among the disaster reduction activities of the United Nations and regional organizations and activities in both developed and less developed countries. Led by the United Nations Special Representative of the Secretary-General for Disaster Risk Reduction (SRSG), UNDRR has over 150 staff located in its headquarters in Geneva, Switzerland, and in regional offices. Specifically, UNDRR guides, monitors, analyses and reports on progress in the implementation of the Sendai Framework for Disaster Risk Reduction 2015-2030, supports regional and national implementation of the Framework and catalyses action and increases global awareness to reduce disaster risk working with U.N. Member States and a broad range of partners and stakeholders, including civil society, the private sector, parliamentarians and the science and technology community.

    The internship is for a maximum period of 6 months. The internship is UNPAID and full-time, in -person. The modality can be handled flexibly. Interns work five days per week under the supervision of the Website Officer in the Content and Channels team. This internship position is located in the United Nations Office for Disaster Risk Reduction (UNDRR) in Bonn, Germany. The successful candidate will join three other colleagues from the Content and Channels team on the Bonn UN Campus.

    The Intern will:

    • Perform Internet-based research to identify disaster risk reduction (DRR) content and sources for publication on PreventionWeb.net in English (other languages, if applicable) to extend PreventionWeb’s coverage of country/region, thematic and hazard sections.
    • Enter relevant DRR documents, events, jobs, news and policy into the PreventionWeb’s Drupal content management system for publication on the website (keyword selection, abstract writing in English [other languages, if applicable], and web formatting).
    • Validate and enter relevant DRR source organizations and assist in maintaining their DRR organization profiles.
    • Assist in responding to PreventionWeb user comments and requests by sending appropriate communication and assisting in user experience research activities.
    • Undertake quality control of information as necessary, including analysis of gaps and targeted research.
    • Contribute to the improvement and development of the PreventionWeb editorial guidelines.
    • Identify content for promotion on social media and share it during the dedicated weekly meetings.
    • Assist in preparing social media content by drafting texts and short video scripts and designing cards.
    • Assist in reviewing social media and web analytics to identify and optimize performance of content.
    • Perform online research on topics that may be of interest for various purposes such as social media promotion, presentations and briefs.
    • Store key pieces of information and data on Zotero.
    • Support, and participate in, other information management related tasks and projects matching academic background.

    Qualifications/special skills

    To qualify for an internship with the United Nations, applicants must meet one of the following requirements:

    • Be enrolled in or have completed the final academic year of a first university degree programme (minimum Bachelor’s level or equivalent).
    • Be enrolled in or have completed a graduate school programme (second university degree or equivalent or higher such as Master’s degree or equivalent, Ph.D. or postgraduate degree).
    • Applicants to the UN Internship Programme are not required to have professional work experience. However, a field of study that is closely related to the type of internship that you are applying for is required.
    • Be computer literate in standard software applications.
    • Have strong internet research skills.
    • Knowledge of basic HTML and photo, audio or video editing a plus.
    • Interest in disaster risk reduction issues.
    • Have a demonstrated keen interest in the work of the United Nations and have a personal commitment to the ideals of the Charter.
    • Have a demonstrated ability to successfully interact with individuals of different cultural backgrounds and beliefs, which include willingness to try and understand and be tolerant of differing opinions and views.
    • Applicants must be a student in the final year of the first university degree (bachelor or equivalent), Master’s or Ph.D. Programme or equivalent, or have completed a Bachelor’s, Master’s or PH.D. Programme.

    Do you meet any of the above criteria? If yes, please indicate which one and attach proof to the application. Please note that you will have to provide an official certificate at a later stage.

    Languages

    English and French are the working languages of the United Nations Secretariat. Fluency in spoken and writtten English is required for this internship. Knowledge of French or Spanish is an advantage.

    Additional Information

    Due to the high volume of applications received, only successful candidates will be contacted

    Intern Specific text

    Interns are not financially remunerated by the United Nations. Costs and arrangements for travel, visas, accommodation and living expenses are the responsibility of interns or their sponsoring institutions. Interns who are not citizens or permanent residents of the country where the internship is undertaken, may be required to obtain the appropriate visa and work/employment authorization. Successful candidates should discuss their specific visa requirements before accepting the internship offer.

    No Fee

    THE UNITED NATIONS DOES NOT CHARGE A FEE AT ANY STAGE OF THE RECRUITMENT PROCESS (APPLICATION, INTERVIEW MEETING, PROCESSING, OR TRAINING). THE UNITED NATIONS DOES NOT CONCERN ITSELF WITH INFORMATION ON APPLICANTS’ BANK ACCOUNTS.

    Apply here

    MIL OSI United Nations News –

  • MIL-OSI United Nations: Africa Policy Research Institute

    Source: UNISDR Disaster Risk Reduction

    Mission

    APRI – Africa Policy Research Institute is an independent and nonpartisan African think tank with registered offices in Berlin, Germany, and Abuja, Nigeria.

    It researches key policy issues affecting African countries and the African continent, and provides insights to the German and European Union policy making process on Africa. APRI also conducts research that can provide policy options to African policymakers.

    MIL OSI United Nations News –

  • MIL-OSI Europe: Answer to a written question – US restrictions on AI chip exports to EU Member States – P-000495/2025(ASW)

    Source: European Parliament

    The United States (US) Interim Final Rule on a Framework on Artificial Intelligence (AI) Diffusion[1] (‘AI Diffusion measures’) restricts the export of advanced AI models and semiconductors. Exemptions to the restrictions depend on the ‘Tier’ or ‘category’ of country.[2]

    The AI Diffusion measures go against the principles of the Single Market: the free movement of goods (advanced AI semiconductors) and services (AI-enabled services).

    The Commission believes that it is also in the US’ economic and security interest that the EU buys advanced AI chips from the US without limitations. The EU cooperates closely, in particular in the field of security, and represents an economic opportunity for the US, not a security risk.

    The Commission shared its concerns about these measures in a statement issued on 13 January 2025[3] immediately after the adoption of the US AI Diffusion measures.

    The Commission is committed to the integrity of the Single Market and ensuring that trade restrictions do not undermine its functioning or the EU’s legitimate technological ambitions in the field of AI.

    The Commission works closely with the Member States to prepare a reply to the US Bureau of Industry and Security within the consultation period until 15 May 2025, and will further engage in discussions with the US administration to find an appropriate solution.

    In its engagement with the US, the Commission advocates for a non-discriminatory approach for EU Member States, which is key to safeguarding the integrity of the EU Single Market and the future of the AI ecosystem.

    At the same time, recognising the strategic importance of building AI chip capabilities in Europe, the Commission already supports initiatives in AI chip design and is committed to driving their manufacturing, as set out in the Competitiveness Compass.

    • [1] https://www.federalregister.gov/documents/2025/01/15/2025-00636/framework-for-artificial-intelligence-diffusion
    • [2]  Tier 1: Belgium, Denmark, Finland, France, Germany, Ireland, Italy, the Netherlands, Spain and Sweden.
      Tier 2: Austria, Bulgaria, Croatia, Cyprus, Czechia, Estonia, Greece, Hungary, Latvia, Lithuania, Luxembourg, Malta, Poland, Portugal, Romania, Slovakia, Slovenia.
    • [3] https://ec.europa.eu/commission/presscorner/detail/en/statement_25_255
    Last updated: 26 March 2025

    MIL OSI Europe News –

  • MIL-OSI Europe: An autonomous Europe in times of geopolitical tension: the role of the financial system | Guest contribution in the Handelsblatt

    Source: Deutsche Bundesbank in English

    The world has been turned on its head and Germany’s economy is stagnating. But in times of geopolitical tensions, a strong German economy is critically important for an autonomous Europe. Public investment will rise sharply now that the special funds have been adopted. While this will unleash positive growth effects, it won’t be enough to significantly expand the economy over a medium to long-term horizon. The German economy itself needs to get match fit to compete internationally – by becoming more agile, more digitalised and more innovative. To achieve this, it is also going to require a great deal more private investment, and that means mobilising vast swathes of private capital. A strong European financial ecosystem is critically important for an autonomous Europe that can be relied on in turbulent geopolitical times.
    In this context, “autonomous” means a European real economy capable of obtaining funding via the European financial ecosystem and reducing its dependencies on non-European sources of capital. Bearing this in mind, a strong financial centre in Germany and Europe is crucially important, as is a more robust capital market culture.
    Germany’s potential growth – a measure of the country’s trend rate of growth – is languishing at a multi-year low. Compared with an average of 1.4% of gross domestic product (GDP) between 2011 and 2019, it is a mere 0.4% today.
    At the same time, Germany is Europe’s number one location for patent applications, and also ranks among the leading countries worldwide on this score – fifth, to be precise. However, much of Germany’s innovation is playing out in sectors characterised by lower growth potential, one of which is the automotive sector.
    What is more, China has emerged as more than just a strong rival in these middle technology sectors, as they are known. Overcapacities in the Chinese economy, including in the car industry, are also rippling out to the European market, exacerbating the competition and price wars further still.
    Why the United States is a high tech leader
    When it comes to high tech sectors boasting strong potential growth, there’s no getting around the United States. Much of this success is down to the fact that capital (including venture capital, which is all important for funding innovation) is far easier to mobilise in US markets. While 0.8% of GDP gets invested in venture capital in the United States, it is only 0.19% in Germany. Incentives would make sense here. In Italy, pension funds benefit from tax relief if they invest 5% or 10% in venture capital funds. Generally speaking, it is important to make it easier for firms to access financing via capital markets. Fingers crossed, then, that measures like the ones envisaged in Germany under the second Future Financing Act (Zukunftsfinanzierungsgesetz II) will be taken up again. These include, for example, making it easier for firms to go public and improving the general tax rules for investment in growth and innovation capital. 
    There are a great many growth markets offering a wealth of opportunities for German firms, like cleantech, pharmaceuticals, bioscience or artificial intelligence. In this respect, it is very welcome to see businesses, associations and government team up as part of the WIN Initiative (Growth and Innovation Capital for Germany) to channel up to €12 billion into the venture capital ecosystem. 
    Sweden: four times more IPOs than Germany
    But what Germany needs besides more venture capital activity is funded pensions. Sweden is a great example of how important this can be for capital markets. That Nordic country, with a population of roughly ten million, has seen 474 IPOs in total since 2015. Germany, with its much larger population, has had just 115. Sweden ranks first in the EU in the number of SME IPOs.
    This striking capital market culture is due, in part, to the country’s funded pension scheme, introduced back in the 1990s. Since its launch, Sweden’s AP7 pension fund has generated an average return of more than 10%. The Netherlands also has an adequate pension system, which is mainly built around capital-funded occupational pensions.
    There are many more countries I could mention that have taken similarly successful measures. A common feature is that two effects come about. First, as society ages, these models take the pressure off government budgets.
    Second, a country’s economy benefits from the capital market activities of its own population, which smooths the domestic funding of innovation and growth.
    German households were holding €9 trillion in capital at the end of last September – that’s a huge amount of potential investment. At present, though, only 17% of the population aged 14 and over hold shares, equity funds or ETFs.
    A strong capital market would benefit the domestic economy, the general public and government alike. It would enable the economy to be funded by the region, for the region, and add substantially to Europe’s autonomy. The general public would get better provision for their old age, one that is furthermore placed on a broader footing. Also, the pressure on government budgets would be reduced, which will be significant in view of the rising expenditure burden.
    In times of distinct geopolitical uncertainty, it is important for Germany and Europe to be autonomous. The capital market has a key role to play in this regard.

    MIL OSI

    MIL OSI Europe News –

  • MIL-OSI: HUMAN Drives Momentum in EMEA with Key Leadership Appointments and Channel Expansion to Drive Growth

    Source: GlobeNewswire (MIL-OSI)

    NEW YORK, March 26, 2025 (GLOBE NEWSWIRE) — HUMAN Security, a leading cybersecurity company committed to safeguarding every step of the customer’s online journey by defending against bots, fraud, and digital risk, today announced key leadership appointments and channel expansion to strengthen its commitment to clients and partners across the UK, France, and Germany. These investments underscore HUMAN’s dedication to further bolstering its go-to-market (GTM) strategy and expanding its regional presence in EMEA.

    “HUMAN’s commitment to EMEA is stronger than ever as we scale our operations and deepen our partnerships,” said Chris Scanlan, CRO at HUMAN. “With Mark Phillips, a long-standing HUMAN employee, promoted to Vice President of Sales, EMEA, and Bal Lakha joining as Head of Channel Partnerships, EMEA, we are accelerating our efforts to protect organisations from bots and fraud while delivering a seamless data journey and client experience. As we continue investing in our next growth stage, their expertise in cybersecurity sales and strategic alliances will be instrumental in strengthening our partner ecosystem, expanding our product capabilities, and driving impactful, scalable solutions for our clients across the region.”

    Mark Phillips, Vice President of Sales, EMEA, brings over 25 years of industry experience, including over two decades in cybersecurity. Phillips has a proven track record of success at leading security firms such as FireEye, Trend Micro, and Malwarebytes. Most recently, he served as Vice President of Global Sales Engineering at Bitdefender, leading worldwide technical sales initiatives. Phillips will oversee sales and presales teams across EMEA in his new role at HUMAN, shaping the region’s GTM strategy. With deep expertise and a commitment to innovation, he remains focused on empowering HUMAN’s customers and delivering impactful solutions that protect organisations across the EMEA region.

    Bal Lakha, Head of Channel Partnerships, EMEA, is an accomplished Global Sales and Partner Alliances leader with deep expertise in network security, managed security services, and partner management. Currently spearheading Channel Partnerships – EMEA at HUMAN, Lakha has held pivotal roles at FireEye, Forescout, and Cybereason, where he successfully drove strategic alliances and revenue growth. With proven performance in cybersecurity sales, he remains focused on building high-impact global partnerships and advancing innovative security solutions that strengthen HUMAN’s market presence.

    The leadership announcements come on the heels of several global milestones for HUMAN:

    • $50+ Million Growth Funding: This latest investment accelerates platform growth, integrating advanced AI techniques to enhance digital account protection and media security solutions, including defences against click fraud and advertising integrity for platforms, agencies, and brands.
    • Announced HUMAN Advantage Program: The new programme offers high rewards and margins through a three-tier structure, designed to stay in tune with evolving market economics and centered on three key factors: annualised bookings, training, and retention.
    • Recognition in The Forrester Wave™: Bot Management Software, Q3 2024: HUMAN was named a Leader, achieving top scores in nine categories, including “Detection Models,” “Mobile App and API Protection,” and “Vision.”
    • Voice of the Customer: HUMAN was ranked the #1 vendor in all G2 Grids for Bot Detection and Mitigation in both 2024 and 2025.

    The Human Defense Platform solves enterprise-wide pain points through its product offerings across the entire customer journey:

    • Advertising Protection: Protects programmatic inventory from bots, fraud, malvertising, and ad quality violations, ensuring brand reputation and revenue by fostering a trusted buying experience.
    • Application Protection: Protects against account takeover, scraping, transaction abuse, fake interactions, and client-side supply chain attacks by fostering a trusted application environment where users feel safe to interact and transact.
    • Account Protection: Protects accounts from automated credential stuffing and brute force account takeover attacks, fake accounts used by fraudsters to exploit platforms and services, and remediates accounts that have been compromised.

    HUMAN customers leveraging The Human Defense Platform include some of the world’s foremost online travel planning and booking services, top-tier e-commerce platforms, and global insurance leaders such as Allianz Technology. HUMAN’s solutions have earned widespread acclaim from major enterprises, including those in the railroad and transportation sectors, citing “great defence against bot attacks” and affirming that “HUMAN has a very good rate of identifying malicious requests.” An IT Security & Risk leader from the travel and hospitality industry states in a Gartner Peer Insights review that “HUMAN is one of the best anti bot protection service you can find”.

    About HUMAN
    HUMAN is a leading cybersecurity company committed to protecting the integrity of the digital world. We ensure that every digital interaction, transaction, and connection is authentic, secure, and human. The Human Defense Platform safeguards the entire customer journey with high-fidelity decision-making that defends against bots, fraud, and digital threats. Each week, HUMAN verifies 20 trillion digital interactions, providing unparalleled telemetry data to enable rapid, effective responses to even the most sophisticated threats. Recognised by our customers as a G2 Leader, HUMAN continues to set the standard in cybersecurity. To ensure your digital connections are trusted, visit www.humansecurity.com

    Contact information:
    Masha Krylova, Director of Communications
    press@humansecurity.com

    A photo accompanying this announcement is available at https://www.globenewswire.com/NewsRoom/AttachmentNg/deb9d109-f546-4c8a-b41b-74dad285775d

    The MIL Network –

  • MIL-OSI: Deutsches Forschungsnetz selects Nokia to accelerate scientific research with a high-capacity green IP network 

    Source: GlobeNewswire (MIL-OSI)

    Press Release
    Deutsches Forschungsnetz selects Nokia to accelerate scientific research with a high-capacity green IP network 

    • IP network upgrade allows Deutsches Forschungsnetz e.V. (DFN) to provide seamless access to critical resources and facilitate faster and more efficient collaboration.
    • Expansion delivers interface speeds up to 800 Gigabits per second to meet future capacity growth
    • Modernized IP core network offers higher bandwidth, increased capacity and up to 75% reduced power consumption

    26 March 2025
    Espoo, Finland – Nokia has renewed and expanded DFN’s, the German National Research and Education Network, IP core router network in Germany. Nokia’s IP router solution will give DFN access to higher bandwidth, increased network capacity and reduce power consumption in its network up to 75%.

    The DFN Association offers a comprehensive suite of services designed to meet the evolving needs of the scientific research community. By providing high-throughput connectivity, DFN ensures that researchers can seamlessly access critical resources, such as supercomputers and large-scale data repositories, enabling faster and more efficient collaboration. This is particularly vital for projects that require extensive data transfers or collaboration with international research institutions.

    The DFN Association operates the national research and education network and develops the communication infrastructure for universities, research institutes and R&D companies across Germany, connecting approximately 850 locations throughout the country. It is considered one of the largest and most powerful non-commercial networks in the world with a total length of 10,250 km of optical fiber in the backbone and a multi-terabit core network spanning 65 core network locations.

    DFN selected Nokia to swap out existing equipment from another vendor and provide IP core network routers to ten locations in Germany. This upgrade will increase connectivity from DFN’s current 100G interfaces to 400G, with runway to further upgrade to 800G as demand warrants. Nokia deployed its scalable 7750 Service Routers which are based on the company’s FP5 routing silicon.

    The deal includes a full suite of professional services, training and technical consultancy throughout the deployment and operation. All existing DFN applications were successfully migrated into Nokia’s service routers ahead of deployment.

    “Nokia’s solution offered the performance and scalability we need for our IP core network in Germany, and the results speak for themselves. With the implemented solution, we are already equipped for 800G and can now further scale and expand our services according to the requirements of our participants in research and higher education in Germany. We are very satisfied with the collaboration with Nokia and the results achieved so far,” said Dr. Stefan Piger, Head of Network and Communication Services at DFN.

    “As the developer and operator of the communications infrastructure linking universities and research institutes in Germany, DFN plays a vital role in fostering growth for the broader scientific community across the country. This collaboration with world class research and education network underscores the value of our IP routing technology in providing a robust, agile and adaptable core network with the headroom to scale efficiently into the future”, added Matthieu Bourguignon, Senior Vice President, Europe, Network Infrastructure at Nokia.

    Multimedia, technical information and related news 
    Product Page: FP5 network processor
    Product Page: 7750 Service Router
    Web Page: Nokia Research and Education Networks

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

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

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

    About Deutsches Forschungsnetz e.V. – DFN
    The DFN Association is responsible for the operation and expansion of the German research network and related IT services. DFN operates and develops the communication infrastructure for research institutes in Germany. It connects universities, non-university research institutions and research-related commercial enterprises at around 850 locations throughout Germany.

    The science network has a total length of 10,250 km of optical fiber in the backbone and a multi-terabit core network spanning 65 core network locations; it is one of the largest and most powerful non-commercial communication networks in the world.

    DFN operates not only nationally but also connects to European and global scientific networks and the general Internet via high-performance exchange points.

    https://www.dfn.de/netz/

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