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Category: Germany

  • MIL-OSI: Bitwise Launches Bitcoin & Gold ETP with Diaman Partners, Combining Upside Potential and Market Hedge in Next Best-in-Class Offer

    Source: GlobeNewswire (MIL-OSI)

    • Investors simultaneously benefit from Bitcoin potential, safety of gold: Asset reallocation across Bitcoin & Gold, depending on market direction
    • Sophisticated technology: Market risk is gauged through ULCER indices, sophisticated technical indicators providing finely tuned measures of volatility
    • Strong partnership: Bitwise teams with UCITS Fund Manager specialized in digital assets backed by Italy’s Azimut, a leading European asset manager

    March 6, 2025. Frankfurt, Paris/Amsterdam: Bitwise today announces its latest ETP launch with the listing of the Bitwise Diaman Bitcoin & Gold ETP (ticker BTCG; ISIN DE000A4AKW34), which allows investors to benefit simultaneously from the full transformative potential of Bitcoin as well as the time-tested defensive characteristics of gold. The ETP physically replicates the Diaman Bitcoin & Gold Index, which dynamically reallocates value between Bitcoin and gold, increasing Bitcoin exposure when its risk-adjusted performance improves, and shifting towards gold during Bitcoin downturns. The strategy seeks to take advantage of cyclical trends and relative short-term price dislocations, acting as an efficient contributor to a long-term diversified portfolio for institutional and private investors.

    Bradley Duke, Managing Director, Head of Bitwise Europe, said: “I am excited to see the launch of yet another state-of-the-art product in our European markets. As crypto rapidly enters the mainstream, it is essential that we offer investors the full gamut of options available in traditional markets, including sophisticated hedges such as the ones we have developed in cooperation with Diaman Partners. We’re thrilled to join forces with such an ambitious industry player with the backing of one of the continent’s foremost asset managers, Azimut.”

    BTCG is designed for investors looking for a “store of value” strategy to minimize losses in crypto bear markets, while capitalizing on Bitcoin’s potential during upturns. The ETP rebalances Bitcoin and gold once a month based on ULCER indices, a volatility gauge developed in the late 1980s that measures the downside risk of a given asset. Back-testing shows a clear outperformance of ULCER indices over more static allocation methods, demonstrating the added value of the product. BTCG is fully backed by physical Bitcoin and by Pax Gold (PAXG), a digital token tied to physical gold stored in LBMA vaults in London. Both assets backing the ETP are held securely in cold-storage custody by an institutional custodian, meaning they are not connected to the internet. BTCG is issued and domiciled in Germany and will start trading on Euronext Paris and Amsterdam on March 6th 2025.

    Daniele Bernardi, CEO at Diaman Partners, said: “We are delighted to engage in such a promising partnership with Bitwise. BTCG is an excellent product for the broader investment community, designed to leverage Bitcoin’s strong fundamentals—historically the best-performing asset of the last decade, with minimal correlation to traditional markets—alongside gold’s role as a safe-haven asset in times of economic uncertainty and inflation. Many asset managers are still avoiding Bitcoin due to perceived risk, missing a key opportunity to enhance returns. The Bitwise Diaman Bitcoin & Gold ETP enables confident allocation to both physical bitcoin and digital gold, offering diversification and low correlation to strengthen portfolios in a risk-managed framework.”

    Bitwise has accelerated its activities in Europe since its acquisition of ETC Group last year, rebranding its legacy European Crypto ETP suite last month, and continuing to launch innovative new products regularly, such as the Bitwise Solana or Bitwise Aptos Staking ETPs in November and December of 2024 respectively. Committed to transparency, expert product design, and professional management, Bitwise also publishes a wide variety of market insights to educate and inform investors of the emerging opportunities in the digital assets space.

    Key Product Details

    ETP Name Bitwise Diaman Bitcoin & Gold ETP
    Primary Ticker BTCG
    ISIN DE000A4AKW34
    Primary listing Euronext Paris & Amsterdam
    TER 1.49% p.a.
    Domicile Germany
    Underlying Diaman Bitcoin & Gold Index
    Replication method Physical (full replication)

    More information about the product is provided on the respective product page.

    The full Bitwise product list including all exchange listings and trading information is available at https://etc-group.com/products/.

    About Diaman Partners

    Diaman Partners is an asset management company specializing in UCITS and alternative funds, based in Malta, where it is regulated by MFSA (Malta Financial Services Authority). The company leverages advanced algorithms and human expertise to manage all investment processes effectively. With over 20 years of experience, Diaman Partners began its journey in Northern Italy, where its quantitative models and rigorous processes have consistently delivered tangible results, demonstrating know-how, expertise and professionalism. In July 2022, global asset and wealth manager Azimut, which is listed on the Milan stock exchange, acquired a stake in Diaman Partners to act as Azimut’s digital assets arm of the business.

    About Bitwise

    Bitwise is one of the world’s leading crypto specialist asset managers. Thousands of financial advisors, family offices, and institutional investors across the globe have partnered with us to understand and access the opportunities in crypto. Since 2017, Bitwise has established a track record of excellence managing a broad suite of index and active solutions across ETPs, separately managed accounts, private funds, and hedge fund strategies – spanning both the U.S. and Europe.

    In Europe, for the past four years Bitwise (formerly ETC Group) has developed an extensive and innovative suite of crypto ETPs, including Europe’s most traded bitcoin ETP, or the first diversified Crypto Basket ETP replicating an MSCI digital assets index.

    This family of crypto ETPs is domiciled in Germany and issued under a base prospectus approved by BaFin. We exclusively partner with reputable entities from the traditional financial industry, ensuring that 100% of the assets are securely stored offline (cold storage) through regulated custodians.

    Our European products comprise a collection of carefully designed financial instruments that seamlessly integrate into any professional portfolio, providing comprehensive exposure to crypto as an asset class. Access is straightforward via major European stock exchanges, with primary listings on Xetra, the most liquid exchange for ETF trading in Europe. Retail investors benefit from easy access through numerous DIY/online brokers, coupled with our robust and secure physical ETP structure, which includes a redemption feature. For more information, visit www.bitwiseinvestments.com/eu

    Media contacts:

    JEA Associates
    John McLeod
    00 44 7886 920436
    john@jeaassociates.com

    Important information
    This press release does not constitute investment advice, nor does it constitute an offer or solicitation to buy financial products. This press release is issued by Bitwise Europe GmbH (“BEU”), a limited company domiciled in Germany, for information only and in accordance with all applicable laws and regulations. BEU gives no explicit or implicit assurance or guarantee regarding the fairness, accuracy, completeness, or correctness of this article or the opinions contained therein. It is advised not to rely on the fairness, accuracy, completeness, or correctness of this article or the opinions contained therein. Please note that this article is neither investment advice nor an offer or solicitation to acquire financial products or cryptocurrencies.

    Before investing in crypto Exchange Traded Products (“ETPs”), potential investors should consider the following:
    Potential investors should seek independent advice and consider relevant information contained in the base prospectus and the final terms for the ETPs, especially the risk factors. ETPs issued by BEU are suitable only for persons experienced in investing in cryptocurrencies and risks of investing can be found in the prospectus and final terms available on www.bitwiseinvestments.com./eu. The invested capital is at risk, and losses up to the amount invested are possible. ETPs backed by cryptocurrencies are highly volatile assets and performance is unpredictable. Past performance is not a reliable indicator of future performance. The market price of ETPs will vary and they do not offer a fixed income or match precisely the performance of the underlying cryptocurrency. Investing in ETPs involves numerous risks including general market risks relating to underlying, adverse price movements, currency, liquidity, operational, legal and regulatory risks.

    The MIL Network –

  • MIL-Evening Report: Can the UK prime minister make liberal democracies great again?

    Source: The Conversation (Au and NZ) – By Ben Wellings, Associate Professor in Politics and International Relations, Monash University

    There’s been some “great television” this past week for those who like to watch the end of the West.

    The US president and vice-president effectively sided with Russia in an attempt to bring the war in Ukraine to an end in a way that benefits a) the United States, b) the US president’s vanity, and c) Vladimir Putin.

    Starmer and post-Brexit Britain

    But every crisis also provides an opportunity. The UK prime minister, Keir Starmer, grasped the chance to slough off his uninspiring domestic image as he sought to keep the US engaged in negotiations and preserve a semblance of Ukrainian sovereignty.

    In truth, Starmer’s diplomacy continues the policy of the previous government, which made Ukraine the crucible for Britain’s post-Brexit reintegration into European diplomacy.

    Since the Russian invasion of 2022, Britain distinguished itself as one of Ukraine’s most vociferous backers. It provided strident rhetorical support alongside around £13 billion in aid since the conflict began.

    Like his predecessors, Starmer’s support for Ukraine has offered respite from domestic challenges. His recent advocacy has led to a three-month high in the polls, albeit with a still dismal net approval rating of -28.

    But we shouldn’t be overly cynical. His government has provided us with a framework to understand its approach. According to the doctrine of Progressive Realism, the UK government’s foreign policy reflects a “tough-minded” assessment of Britain’s position within the balance of power as it pursues enlightened ends.

    The initial fit is evident: throughout his advocacy, Starmer’s continued appeals for a US backstop indicate awareness of British limitations while championing Ukrainian self-determination.

    However, increasing Britain’s military budget to counter Russia at the expense of the country’s overseas aid budget is hardly progressive, as both Starmer and UK Foreign Secretary David Lammy have previously noted. Most recently, in Lammy’s case, this concerned Trump’s cuts to USAID last month.

    To his credit, Starmer has recognised that Britain cannot deter Russia alone, and is assembling a “coalition of the willing”. However, even with France and smaller players such as the Scandinavians, Canadians and Australians, this may well be insufficient. Hence the ongoing appeals to the US for security guarantees that it is clearly unwilling to provide.

    If we accept Einstein’s famous definition of insanity as doing the same thing and expecting different results, how should we interpret Starmer’s plans?

    Continuities and change

    Amid all the crisis diplomacy and commentary suggesting this might be the end of the trans-Atlantic alliance, continuity as well as change can be observed.

    One of the most striking examples is the extent to which Starmer emphasises Britain’s longstanding self-perception as a “bridge” between the US and Europe. While recent turmoil has prompted Germany’s new Chancellor Friedrich Merz to declare the need for strategic independence from the US, Starmer continues to depict the US as the “indispensable” ally with whom Britain must strengthen ties.

    Considered alongside Britain’s deep integration in the US’s defence and intelligence architecture, including through AUKUS – with which Trump seemed unfamiliar – it is unlikely Britain will break with America. In fact, it may even strengthen its relationship if Trump’s remarks about a UK-US trade agreement are to be believed.

    For some, these structural explanations suffice when considering Britain’s commitment to the “special relationship” and its identity as the transatlantic bridge. However, psychological factors are also worth considering. Britain’s relationship with the US has been a crucial element of Britain’s pretensions to global leadership since the second world war.

    The uncomfortable truth about bridges is that they get walked over, as was evident when Starmer was blindsided by the US decision to suspend military aid to Ukraine.

    Europe between the US and Russia

    With regard to Europe, it is another case of “plus ça change”. As in 1945, Europe again finds itself caught in the middle between Russia and the US. Critics might say the Europeans should have seen this coming.

    Following the 2022 invasion, Germany, Europe’s most significant economy, proclaimed the moment as one of Zeitenwende, or a “turning point”. However, it subsequently failed to fully substantiate the claim.

    Recently, President of the European Commission and former German Defence Minister Ursula von der Leyen has proposed a “Rearm Europe Plan” that could see up to €800 billion (A$1.36 trillion) allocated to European defence. Whether this materialises remains to be seen.

    France has sought to assume its traditional leading role in advocating for Europe’s strategic autonomy from the US. President Emmanuel Macron has been a prominent figure, but his plan for a partial one-month truce has garnered only lukewarm support.

    However, Putin and Trump do have their admirers in Europe. What is perhaps surprising is that some of this has been too much even for the radical right to stomach – Nigel Farage, for example, leaped to Britain’s defence after Vance’s disparaging remarks. This only underscores the differences in attitudes towards Ukraine between MAGA Americans and Europeans.

    Starmer has undoubtedly secured diplomatic plaudits. However, the structural forces at play suggest that his “coalition of the willing”, if it sticks to outdated ideas, will struggle to make liberal democracy great again, much as that is needed.

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

    – ref. Can the UK prime minister make liberal democracies great again? – https://theconversation.com/can-the-uk-prime-minister-make-liberal-democracies-great-again-251360

    MIL OSI Analysis – EveningReport.nz –

  • MIL-OSI Economics: Lufthansa Group increases its fourth-quarter profit by 66 million to 468 million euros and generates an operating profit of 1.6 billion euros for the full year

    Source: Lufthansa Group

    Carsten Spohr, Chairman of the Executive Board and CEO of Deutsche Lufthansa AG:

    “Aviation is and remains an industry of the future with sustained strong demand. Especially in unstable times, it enables international understanding through cultural and economic exchange. At the Lufthansa Group, we can look back on the strongest year in our history in terms of revenue, with a new load factor record. I would therefore like to thank our guests for their loyalty and all our employees for their great commitment.

    Looking back, 2024 was a year of two halves for the Lufthansa Group. In the first six months, we still had to cope with a significant decline in operating profit – due, among other things, to strikes, delayed aircraft deliveries and operational challenges at our hubs.

    The trend was reversed in the course of the year with two consecutive quarters in which we generated revenue of over 10 billion euros each for the first time, and in the fourth quarter we exceeded the previous year’s profit.

    The further internationalization of the Lufthansa Group through the integration of ITA Airways, the significantly improved stability in flight operations and the growing satisfaction of our customers – all this shows that our strategy is right and our measures are taking effect. However, there is no question that we now also have to achieve an economic turnaround for our core brand Lufthansa. This year, 2025, will be a year of transformation for us with a clear goal: to further strengthen our position as the global number one outside the United States.”

     

    Earnings

    In 2024, the Group increased its revenue by six percent year on year to EUR 37.6 billion (previous year: EUR 35.4 billion), due to the higher flight offering. It was thus the year with the highest revenue in the history of the Lufthansa Group. The Group generated an operating profit (Adjusted EBIT) of EUR 1.6 billion (previous year: EUR 2.7 billion), with an operating margin of 4.4 percent (previous year: 7.6 percent).

    The decline compared to the previous year is due to various effects, particularly in the first half of the year: strikes weighed on the Passenger Airlines with around EUR 450 million. The airlines also had to absorb a significant decline in average yields at the beginning of the summer due to the large industry-wide increase in capacity. Significantly higher costs, especially in Germany, also had a negative impact. Productivity in flight operations also suffered from further delays in aircraft deliveries. Also thanks to lower interest burdens compared to the previous year, the net profit fell less sharply than the operating result and reached EUR 1.4 billion (previous year: EUR 1.7 billion).

     

    Lufthansa Group Passenger Airlines expand capacity

    In 2024, the Lufthansa Group airlines welcomed 131 million guests on board their aircraft, an increase of seven percent over the previous year. The passenger load factor rose to a record level of 83.1 percent (previous year: 82.9 percent). In terms of the passenger load factor, the summer months of July and August were not only the strongest months of last year, with a load factor of almost 88 percent, but also among the strongest in the company’s history.

    Due to industry-wide capacity growth, average yields in 2024 fell by 2.6 percent year on year, with a significant improvement in performance over the course of the year. Average yields varied greatly across the different traffic regions: while the decline was below two percent in most regions, they fell significantly in the Asia/Pacific region, by almost 10 percent. Unit revenues (RASK) benefited from an increased seat load factor compared to 2023, but the underlying revenue was weighed down by high compensation payments due to flight irregularities, causing unit revenues to fall by 4.3 percent overall. Unit costs increased by 1.9 percent year on year due to the effects of strikes and persistent cost inflation, particularly in fees, materials and personnel costs.

    Overall, the Group’s passenger airlines generated Adjusted EBIT of EUR 1.0 billion in 2024 (previous year: EUR 2.0 billion). The decline in the passenger airlines’ operating profit is mainly due to the decline in Lufthansa Airlines’ earnings by EUR 948 million. Delayed deliveries of new aircraft forced Lufthansa Airlines to keep older aircraft in service for longer, which, together with higher location and personnel costs and increased expenses for compensation for flight irregularities, weighed disproportionately on earnings.

    SWISS almost matched its record result from the previous year and exceeded the EUR 800 million Adjusted EBIT mark for the second time. Eurowings repeated its good result from the previous year and again posted an Adjusted EBIT of over EUR 200 million. Brussels Airlines achieved the highest profit in its history at EUR 60 million and Austrian Airlines posted an Adjusted EBIT of EUR 76 million.

     

    Turnaround program at Lufthansa Airlines makes noticeable progress

    Lufthansa Airlines is resolutely pursuing its turnaround program, which was initiated eight months ago, with the aim of improving efficiency, reducing complexity and increasing product quality – to ensure the long-term competitiveness of the airline.  The package of measures is initially focusing on operational stability. In the first two months of 2025, Lufthansa Airlines already saw a noticeable improvement in punctuality and regularity. The establishment of “City Airlines” is proving to be the strategically right cornerstone for operating European short-haul flights more efficiently and cost-effectively.

    The turnaround program will continuously contribute to improving the earnings of Lufthansa Airlines. In 2026, the measures are expected to achieve a gross effect of around EUR 1.5 billion on EBIT, and in 2028 of around EUR 2.5 billion.

     

    Till Streichert, Chief Financial Officer of Deutsche Lufthansa AG, says:

    “This year, we expect moderate capacity growth of around 4 percent. This will help to support our revenue growth, secure valuable market shares, stabilise our earnings and further improve our operations. Nevertheless, current challenges will persist. These include delays in aircraft deliveries and ever-present cost pressures. We therefore regard 2025 as a transition year in which we will lay the foundations for future increases in profitability. Nevertheless, progress will be clearly visible in every respect. This will also be reflected in our Adjusted EBIT, which we expect to be significantly higher than in the previous year.”

     

    Lufthansa Technik and Lufthansa Cargo improve results

    In 2024, Lufthansa Technik benefited from the sustained high volume of air travel and the resulting increase in demand for maintenance, repair and overhaul (MRO) services worldwide. As the global market leader in the MRO sector, Lufthansa Technik was able to capitalize on this and conclude new contracts with a total volume of EUR 7.5 billion. This ensures planning security and revenue growth for the company over the next few years. In the past financial year, Lufthansa Technik generated an Adjusted EBIT of EUR 635 million (previous year: EUR 628 million). By 2027, the company will build a new plant in Portugal for the repair of engine parts and aircraft components. The plan is to create 700 new jobs there.

    The airfreight business continued to recover over the course of 2024. Lufthansa Cargo generated an operating profit of EUR 251 million for the full year (previous year: EUR 219 million), of which EUR 199 million was attributable to the fourth quarter, which is traditionally strong for airfreight (previous year: EUR 30 million). This development not only confirms the expected normalization in the airfreight market but is also the result of strict cost management that enables profitable growth. Lufthansa Cargo benefited particularly from strong e-commerce business from Asia. Thanks to its own freighter fleet, capacities could be shifted from the North Atlantic to Asia/Pacific.

     

    Adjusted free cash flow clearly positive, balance sheet remains strong

    In 2024, the Lufthansa Group generated an operating cash flow of EUR 3.9 billion (previous year: EUR 4.9 billion). Thus, the operating cash flow decreased in the same range as the operating result compared to the previous year. Considering net capital expenditure, primarily on new, fuel-efficient aircraft, the year ended with an adjusted free cash flow of EUR 840 million (previous year: EUR 1.8 billion).

    Compared to the end of the year, available liquidity increased by around half a billion euros to EUR 11.0 billion. At the same time, net debt to banks at year-end 2024 was at the same level as at year-end 2023 at EUR 5.7 billion (December 31, 2023: EUR 5.7 billion). Net pension liabilities decreased slightly to EUR 2.6 billion (December 31, 2023: EUR 2.7 billion). The leverage ratio, measured in terms of the key figure adjusted net debt/adjusted EBITDA, increased slightly from 1.7 to 2.0 due to earnings.

     

    Stable profit participation for shareholders

    As in the previous year, shareholders are to participate in the company’s profits again. For the financial year 2024, the Executive Board and Supervisory Board will propose a dividend of EUR 0.30 per share at the Annual General Meeting on May 6, 2025. This corresponds to the same amount as last year. At almost five percent, the dividend yield on the year-end share price is higher than last year (just under four percent). The payout ratio is 26 percent (previous year: 21 percent). The proposed payout is in line with the Lufthansa Group’s dividend policy, according to which between 20 and 40 percent of net profit (2024: EUR 1.4 billion) is distributed to shareholders.

     

    Fast integration of ITA Airways

    The expansion of the multi-hub, multi-airline and multi-brand model through the integration of ITA Airways, with its strong home market in Italy and its 5-star Rome hub, creates further growth opportunities for the Lufthansa Group in 2025. The complete integration of ITA Airways is expected to be completed after just 18 months. The relocation of ITA Airways in Munich and Frankfurt will be completed by the start of the summer flight schedule at the end of March, in order to facilitate transfer connections. Mutual lounge access, the merger of the frequent flyer programs and the introduction of code shares have already been implemented in recent days and weeks. ITA Airways’ distribution is to be integrated into the Lufthansa Group by the end of 2025. With ITA Airways, the number of employees in the Group will grow by 5,000 and the size of the Group fleet by 100 to 830 aircraft.

     

    Lufthansa Group introduces umbrella brand strategy

    The Lufthansa Group will introduce a new umbrella brand strategy in 2025. The aim is to make the advantages of the Group even more tangible for guests. In addition, the synergies that arise from the interaction of the various airlines are to be made more usable in an integrated way. Today, around half of all transfer passengers at the Lufthansa Group already use more than one of the Group’s airlines. They benefit from the complementary route networks, shared ground infrastructure and the world’s leading app. Under the LUFTHANSA GROUP umbrella brand, the connections between the individual brands and how they interact in the airline group will be made more transparent and clearly recognizable in the future.

     

    Outlook

    The company expects demand for air travel to remain high, which is also reflected in a positive trend in bookings at the beginning of 2025. The order situation in the MRO segment also points to continued strong demand for maintenance services. Lufthansa Cargo expects to benefit from continued growth in e-commerce and an improved cost position.

    At the same time, 2025 will be a year of transition for the Lufthansa Group. The turnaround program at Lufthansa Airlines is a top strategic priority and will lay the foundation for a sustainable increase in earnings. The first measures will already take effect in the current year, but the turnaround program will not yet reach its full potential.

    As part of the largest fleet modernization in its history, the Lufthansa Group expects to take delivery of a new, highly efficient aircraft every two weeks during the current year. Overall, the order list includes around 250 aircraft, of which 100 are long-haul aircraft.

    The renewal of the fleet and the investments in the premium offering have a direct impact on customer satisfaction. Currently, nine Airbus A350s are already equipped with Allegris, seven of which also have the new First Class on board. This year, SWISS is investing more than ever before in improving its Economy Class. In the second half of the year, SWISS Senses will then be introduced on SWISS long-haul routes.

    Based on the strong demand for flight tickets, the Lufthansa Group plans to expand the seating capacity of its passenger airlines by around four percent compared to the previous year. The company expects a further increase in revenue as a result.

    Overall, the Group expects Adjusted EBIT in the 2025 financial year to be significantly higher than in the previous year. For 2025, the Lufthansa Group expects net capital expenditure of between EUR 2.7 and 3.3 billion and free cash flow at the previous year’s level.

     

    Further information

    Further information on the results of individual business segments will be published in the annual report. This will be published at the same time as this press release on March 6, 2025 at 7:00 a.m. CET at https://investor-relations.lufthansagroup.com/en/investor-relations.html

    The annual press conference will be streamed live at Home – Lufthansa Group from 9:30 a.m. CET. The analyst call will be streamed live at https://investor-relations.lufthansagroup.com/en/publications/financial-reports.html from 12:30 p.m. CET.

    The traffic figures for 2024 will also be published at 7:00 a.m. at https://investor-relations.lufthansagroup.com/en/publications/traffic-figures.html.

    MIL OSI Economics –

  • MIL-OSI China: Bayer doubles down on commitment to China pharmacare

    Source: China State Council Information Office

    Germany-based life sciences giant Bayer unveiled Bayer E-Town Open Innovation Center in Beijing on Monday, adding another tier to the company’s long-term commitment to Chinese healthcare.

    “This is another significant milestone for Bayer Pharmaceuticals in China and further strengthens our strategic presence in Beijing,” said Sebastian Guth, chief operating officer of Bayer Pharmaceuticals.

    The center, which broke ground in 2023 in the Beijing Economic-Technological Development Area — aka Beijing E-Town — is the first of its kind in China. Its aim is to foster collaboration among industry, academia and research to expedite advancements in cutting-edge sectors of the biopharmaceutical industry.

    “We’ve been in China for 143 years and in the E-Town for 30 years. With the opening of our Bayer E-Town Open Innovation Center, we’ve established what we describe as ‘dual innovation engines’ in China, aiming to drive innovation at every stage of our biopharmaceutical value chain,” Guth said.

    Bayer Co. Lab, which was put into operation in China in 2024, has become an innovation force focusing on fostering early innovation and biotech startups in life sciences. As for the newly opened center, Guth noted its “unique focus on open innovation with an emphasis on medicines that are in clinical development and digital innovation to facilitate the commercial success of products that we bring to the Chinese market.”

    The COO underscored that the establishment of the innovation center and Co. Lab represents Bayer’s commitment to “doubling down on local innovation”, saying that “local innovation partnerships will play a key role in our development in China”.

    Featuring artificial intelligence-powered and data-driven operation models, the innovation center will also be used to improve healthcare providers’ engagement on the ground. “The innovation center gives us a platform for showcasing local commercial innovation, for example with our women’s health campus and digital clinical service center,” said Guth. “We already have strong pharmaceutical commercial operation capabilities in China, and this center helps us to take it to the next level. We’re excited to co-develop this with Chinese partners right here in Beijing.”

    Long-term dedication

    As one of the first multinational enterprises to enter the Chinese market, Bayer stands out as the only foreign pharmaceutical company to establish both a product supply center and a research and development center in Beijing. In 1995, the company built the first pharmaceutical production and packaging site in Beijing E-Town and expanded it following a capital expenditure of approximately 100 million euros ($104.83 million) in 2016. The facility is now Bayer’s largest pharmaceutical packaging site.

    “The biopharmaceutical industry in China is undergoing a remarkable transformation. Ten, 20 or 30 years ago, we saw ‘me-too’ products that were developed in China but today we are seeing the emergence of first-in-class innovative medicines originating here,” Guth said, adding that the country is the second most important innovation hub in the global biopharmaceutical industry.

    As China develops new quality productive forces as innovative engines that drive high-quality development, Guth said: “We appreciate China’s commitment to innovation, as it ultimately benefits patients. This new strategy is set to further strengthen the life sciences industry as a vibrant engine, especially in cutting-edge technologies. It mirrors our own commitment to innovation as a pharma company.”

    In a vision of “Treat the untreatable. Cure disease. Offer hope to patients”, Bayer has been committed to practicing its dedication to innovation and excellence in healthcare. According to the company, it has brought more than 30 innovative drugs and new indications to China over the past five years.

    “China has become a rising innovation hub with rapidly growing innovative drug approvals. We’re looking at the country as one of the world’s largest contributors to medical advancements and drug pipelines, with a leading position in cutting-edge technologies and modalities like cell and gene therapies,” said Guth. “We want to leverage the vibrant innovation ecosystem to bring innovative medicines to the many patients in China.”

    In 2009, Bayer established its global prescription medicine R&D center in Beijing, and 19 innovative drugs and 36 new drugs or new indications have since been approved in China. Earlier this year, the company filed two new indications, which are expected to be approved soon.

    To advance fundamental scientific research in drug development, Bayer has fostered communication and collaboration with local academic institutions. In 2009 and 2014, the company established long-term research partnerships with Tsinghua University and Peking University, respectively. So far, they have conducted over 100 joint research projects in various areas, including new target discovery, disease mechanism studies, drug screening, and innovative chemical synthesis, setting a benchmark for integrated development and innovation in China’s pharmaceutical sector.

    “We’re proud to be a trusted partner for innovators and industry leaders in the local innovation ecosystem across the country. There are still many unmet medical needs in China, and we continue to bring innovative products to the market to meet the needs of Chinese patients,” said Guth.

    Increasing prospect

    Last month, China issued an action plan on stabilizing foreign investment in 2025, highlighting expanding pilot openings in sectors such as telecommunications, healthcare and education. It calls for facilitating the orderly opening of the biopharmaceutical sector, supporting eligible foreign enterprises in participating in pilot programs for segmented production of biologics, accelerating the process of bringing innovative drugs to market, optimizing volume-based drug procurement and enhancing the predictability of medical device product procurement.

    “It’s heartening to see China’s commitment to openness, and these policies create favorable conditions for foreign companies to innovate, invest and grow,” said Guth.

    “For global pharmaceutical companies like Bayer, this creates positive market expectations and will further accelerate innovative drugs coming to market for Chinese patients.

    “These policies encourage local collaboration, and facilitate domestic and foreign companies working together to expand the innovation ecosystem. More Chinese patients will benefit as a result,” he added.

    MIL OSI China News –

  • MIL-OSI: Ai-Gruppe.com Launches Powerful Yet Simple Tools for Asset Analysis

    Source: GlobeNewswire (MIL-OSI)

    FRANKFURT, Germany, March 06, 2025 (GLOBE NEWSWIRE) — Ai-gruppe.com has introduced a suite of asset analysis tools designed to provide efficiency and accuracy in financial decision-making. The platform offers an intuitive approach to asset evaluation, catering to users seeking comprehensive insights without complexity.

    The newly launched tools focus on delivering clear and structured data to enhance asset analysis. With a streamlined interface and advanced analytical capabilities, the platform ensures a seamless experience for evaluating market trends, asset performance, and financial projections. These tools serve a wide range of users, from industry professionals to individuals exploring data-driven decision-making in asset management.

    Designed with accessibility in mind, the platform enables users to conduct in-depth evaluations without requiring extensive technical expertise. The tools integrate various data points to offer real-time insights, allowing for well-informed asset assessments. By simplifying complex financial data, the system facilitates efficient analysis and strategic planning.

    A key feature of the platform is its ability to process and interpret large volumes of data with speed and precision. This functionality supports users in identifying patterns, trends, and potential risks within various asset classes. Additionally, the platform incorporates automated processes to reduce manual effort, ensuring a more efficient workflow for asset analysis.

    AI-driven algorithms play a crucial role in enhancing the accuracy and reliability of asset assessments. By leveraging artificial intelligence, the tools provide predictive insights that assist in evaluating future market movements. This technology-driven approach enhances the depth of analysis while maintaining user-friendly functionality.

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    Disclaimer: This content is provided by Ai-gruppe. The statements, views, and opinions expressed in this content are solely those of the sponsor and do not necessarily reflect the views of this media platform. We do not endorse, verify, or guarantee the accuracy, completeness, or reliability of any information presented. This content is for informational purposes only and should not be considered as financial, investment, or trading advice. Readers are strongly encouraged to conduct their own research and consult with a qualified financial advisor before investing in or trading cryptocurrency and securities .Please conduct your own research and invest at your own risk.

    The MIL Network –

  • MIL-OSI Economics: The IMF at Eighty

    Source: International Monetary Fund

    Keynote Speech by Deputy Managing Director Nigel Clarke
    at a Symposium on the Future of International Cooperation on the 80th Anniversary of the End of World War II
    Tokyo, Japan, March 6, 2025 

    March 5, 2025

    (As Prepared for Delivery)

    A very good morning to you all. Kudo-san: thank you so much for those kind words. It is a great pleasure to be here in Japan.

    Dear colleagues, let me begin by relaying Managing Director Kristalina Georgieva’s regret for not being able to be with us today. She was very much looking forward to her trip to Tokyo, and has asked me to share with you her best wishes.

    I would like to start with a deep note of appreciation for our host country: a pillar of regional and global stability, a tireless advocate of trade, a technology leader and innovator, and a nation proudly on the move. For the IMF, Japan is a true partner, always generous in its support for our work. To the people of Japan the IMF says: arigatō goza‑i‑mas—thank you.

    As this conference reflects on the state of the world 80 years after the end of World War Two, let me also salute the post-war rebirth of Japan. Who in 1945 could have imagined the economic miracle that would come—and the transformation of former foes into friends and allies? Living proof that prosperity and friendship can triumph.

    So much of the global progress of the post-war decades was the result of a grand experiment in economic cooperation whose roots traced back to a conference of forty nations at Bretton Woods, New Hampshire in July 1944. The core idea at Bretton Woods was both bold and simple: a system where interests would be secured not only by geopolitical heft, but by mutually beneficial cooperation. This is the core principle behind the creation of the IMF. It is the principle we still serve today.

    After the war, reconstruction progressed rapidly, giving rise to new structures, new jobs, new trade, and new members. In 1952, Japan and West Germany were welcomed into the IMF’s family of nations.

    The Fund played its designated part not so much by financing global reconstruction and development—that was the World Bank’s job—but by supporting financial stability. A system of regular peer review of national economic prospects and policies was transformed from the black ink of Article IV of our founding Treaty to a familiar and appreciated reality.

    And thus were established the three core functions of the IMF:

    • First, our macroeconomic surveillance, which would bring in many newly independent nations starting in the late 1950s, followed by the Russian Federation and all the nations of the former Soviet bloc in the 1990s, such that today it spans almost all countries—a global perspective unique to the Fund.
    • Second, our support for macroeconomic programs to restore economic and financial stability to countries rich and poor alike when in distress, combining agreed policy actions to remedy underlying economic weaknesses with IMF lending and reserve creation—the latter again being a unique capacity bestowed upon the Fund.
    • And third, our support for capacity development, most generously financed from the start by Japan, alongside others.

    Through the many post-war episodes of mistrust and confrontation, the IMF has always remained a place where governance works; where information and knowledge are freely exchanged; where policy lessons from one country are shared for the benefit of many others; where efficiency meets effectiveness; and where members at odds with each other sit at one table and discuss matters calmly. This is the tangible, everyday reality of the Fund.

    Over the years we have, of course, had both successes and failures, but I would argue that the former outnumber the latter. I think for instance of our programs with the UK in 1977, India in 1991, or Brazil in 2002, and indeed of the examples being set today by the former program countries of East Asia and the euro area. Successes, yet each difficult in its own way when crisis raged.

    As finance minister of Jamaica during difficult times, I had the opportunity to see the Fund in action from the other side of the table. It was obvious to me then—as it is now—that the IMF teams had the knowledge, the experience, and the systems. They knew what they were doing.

    At the Fund, one foundational reality is well understood: countries are not companies, and in hard times the hardships of the people must always be addressed. It is the IMF that provides the closest thing sovereign states have to a framework to secure a fresh start. It is a unique and vital function for the world.

    And rarely does the IMF see a quiet moment. Today, as we confront a world of low growth, high prices, and high debt, we are warning countries that there is no room for complacency on inflation; advising them on how best to rebuild their macroeconomic buffers for the new shocks that will inevitably come; and getting more granular in our engagement on policies to lift productivity and create better jobs.

    Colleagues, we are at a new time of great flux for the world economy, with many countries reassessing their approaches, including in the face of structural transformations related to technology, demographics, and energy. Across the globe, voters have voiced anger at high prices and, in some cases, mistrust for an internationalist system they perceive as elitist and exclusionary. A chasm has opened between aspiration and reality—and that, in part, is fueling a challenge to the old system, with all the attendant uncertainty.

    So let me conclude by sharing a few forward-looking thoughts on how, as the world navigates these choppy waters, the Fund can help steady the ship.

    Four points:

    • First, in a tightly interconnected world, stability matters to everybody. Our mandate to promote international monetary cooperation sits at the heart of what we do, and has never mattered more than now, after 80 years of ever-closer integration. Like a fireman who douses a fire in one house and thus saves the neighborhood, when the IMF helps stabilize one country, it helps all others—we know how easily something small can become something big. The Fund is a seasoned repository of knowledge on how to do this, and so we shall remain. Whether it be crisis prevention through surveillance, crisis management through policy advice and lending, or resilience through capacity development, stability will remain our core mission. This means helping countries to design well phased and well communicated plans for budget consolidation; to maintain effective monetary policies to contain inflation; to safeguard external stability; to ensure financial systems are robust; and much more. This is our bread and butter.
    • Second, growth requires stability and stability requires growth. Ultimately, the way to ensure that economies can create jobs for their people and shoulder debt is through robust trend growth. And here I mean growth built on productivity gains and efficient resource allocation, not temporary stimulus. At the IMF, helped by our new Advisory Council on Entrepreneurship and Growth, we intend to identify positive lessons wheresoever they may be, and share them across our membership—while also helping countries harness technological advancement, notably in AI. Smaller government footprints will help in some cases, as will smarter tax regimes, more efficient public spending and better infrastructure, stronger bankruptcy frameworks, simpler and better regulations, more flexible labor markets with strong social safety nets, and deeper, more liquid capital markets, including venture capital. It is a broad and ambitious agenda.
    • Third, stability requires global macroeconomic balance. The IMF’s purposes include not only facilitating the expansion of international trade to contribute to the promotion and maintenance of high levels of employment and real income, but helping ensure that trade growth is balanced. Yet we live in an imbalanced world, with excessive external surpluses for some countries and excessive deficits for others, potentially sowing the seeds of future instability. At the Fund we understand that external imbalances reflect domestic imbalances, with some countries consuming or investing too much and others too little: a challenge calling out for the concerted deployment of the full macroeconomic policy toolkit. These are deep-seated problems, reflecting policy-induced distortions, exchange rates, institutional depth, reserve currencies, demographics, wealth and income levels, technology, culture, history, and more. We will continue to work with our members to lessen the degree of disequilibrium in their international balances of payments.
    • Fourth and last, as the global system reconfigures, agility will be key. Already in recent years, as geoeconomic fragmentation set in, many countries coalesced into groupings of common interest. Now, the trend continues, with an increasing emphasis on regional trade and regional financing arrangements. In a variable-geometry world, the IMF will respond as needed, flexibly, including to serve regional needs and explore ways to strengthen the global financial safety net for the good of all. For 80 years, from the gold standard to flexible exchange rates, from engaging with advanced economies to rescuing emerging markets to supporting low-income countries, the Fund has responded to changing circumstances and evolved with the times. We will preserve this tradition.

    In these four points I am offering a vision of an IMF that will remain faithful to, and be guided by, its core purposes as laid out in our 191‑nation Articles of Agreement—yet will be nimble, responding to the changing environment as necessary so that we can continue to serve our membership to good effect. So without further ado, let me leave you to reflect, perhaps, on my four themes—stability, growth, balance, and agility—and how they can fit together to shape a Fund for our changing times.

    I look forward to hearing your discussions today—and will be particularly interested in hearing your thoughts on Japan’s role in this new world as a champion of regional and global economic cooperation.

    Thank you

    IMF Communications Department
    MEDIA RELATIONS

    PRESS OFFICER:

    Phone: +1 202 623-7100Email: MEDIA@IMF.org

    MIL OSI Economics –

  • MIL-OSI Russia: The IMF at Eighty

    Source: IMF – News in Russian

    Keynote Speech by Deputy Managing Director Nigel Clarke
    at a Symposium on the Future of International Cooperation on the 80th Anniversary of the End of World War II
    Tokyo, Japan, March 6, 2025 

    March 5, 2025

    (As Prepared for Delivery)

    A very good morning to you all. Kudo-san: thank you so much for those kind words. It is a great pleasure to be here in Japan.

    Dear colleagues, let me begin by relaying Managing Director Kristalina Georgieva’s regret for not being able to be with us today. She was very much looking forward to her trip to Tokyo, and has asked me to share with you her best wishes.

    I would like to start with a deep note of appreciation for our host country: a pillar of regional and global stability, a tireless advocate of trade, a technology leader and innovator, and a nation proudly on the move. For the IMF, Japan is a true partner, always generous in its support for our work. To the people of Japan the IMF says: arigatō goza‑i‑mas—thank you.

    As this conference reflects on the state of the world 80 years after the end of World War Two, let me also salute the post-war rebirth of Japan. Who in 1945 could have imagined the economic miracle that would come—and the transformation of former foes into friends and allies? Living proof that prosperity and friendship can triumph.

    So much of the global progress of the post-war decades was the result of a grand experiment in economic cooperation whose roots traced back to a conference of forty nations at Bretton Woods, New Hampshire in July 1944. The core idea at Bretton Woods was both bold and simple: a system where interests would be secured not only by geopolitical heft, but by mutually beneficial cooperation. This is the core principle behind the creation of the IMF. It is the principle we still serve today.

    After the war, reconstruction progressed rapidly, giving rise to new structures, new jobs, new trade, and new members. In 1952, Japan and West Germany were welcomed into the IMF’s family of nations.

    The Fund played its designated part not so much by financing global reconstruction and development—that was the World Bank’s job—but by supporting financial stability. A system of regular peer review of national economic prospects and policies was transformed from the black ink of Article IV of our founding Treaty to a familiar and appreciated reality.

    And thus were established the three core functions of the IMF:

    • First, our macroeconomic surveillance, which would bring in many newly independent nations starting in the late 1950s, followed by the Russian Federation and all the nations of the former Soviet bloc in the 1990s, such that today it spans almost all countries—a global perspective unique to the Fund.
    • Second, our support for macroeconomic programs to restore economic and financial stability to countries rich and poor alike when in distress, combining agreed policy actions to remedy underlying economic weaknesses with IMF lending and reserve creation—the latter again being a unique capacity bestowed upon the Fund.
    • And third, our support for capacity development, most generously financed from the start by Japan, alongside others.

    Through the many post-war episodes of mistrust and confrontation, the IMF has always remained a place where governance works; where information and knowledge are freely exchanged; where policy lessons from one country are shared for the benefit of many others; where efficiency meets effectiveness; and where members at odds with each other sit at one table and discuss matters calmly. This is the tangible, everyday reality of the Fund.

    Over the years we have, of course, had both successes and failures, but I would argue that the former outnumber the latter. I think for instance of our programs with the UK in 1977, India in 1991, or Brazil in 2002, and indeed of the examples being set today by the former program countries of East Asia and the euro area. Successes, yet each difficult in its own way when crisis raged.

    As finance minister of Jamaica during difficult times, I had the opportunity to see the Fund in action from the other side of the table. It was obvious to me then—as it is now—that the IMF teams had the knowledge, the experience, and the systems. They knew what they were doing.

    At the Fund, one foundational reality is well understood: countries are not companies, and in hard times the hardships of the people must always be addressed. It is the IMF that provides the closest thing sovereign states have to a framework to secure a fresh start. It is a unique and vital function for the world.

    And rarely does the IMF see a quiet moment. Today, as we confront a world of low growth, high prices, and high debt, we are warning countries that there is no room for complacency on inflation; advising them on how best to rebuild their macroeconomic buffers for the new shocks that will inevitably come; and getting more granular in our engagement on policies to lift productivity and create better jobs.

    Colleagues, we are at a new time of great flux for the world economy, with many countries reassessing their approaches, including in the face of structural transformations related to technology, demographics, and energy. Across the globe, voters have voiced anger at high prices and, in some cases, mistrust for an internationalist system they perceive as elitist and exclusionary. A chasm has opened between aspiration and reality—and that, in part, is fueling a challenge to the old system, with all the attendant uncertainty.

    So let me conclude by sharing a few forward-looking thoughts on how, as the world navigates these choppy waters, the Fund can help steady the ship.

    Four points:

    • First, in a tightly interconnected world, stability matters to everybody. Our mandate to promote international monetary cooperation sits at the heart of what we do, and has never mattered more than now, after 80 years of ever-closer integration. Like a fireman who douses a fire in one house and thus saves the neighborhood, when the IMF helps stabilize one country, it helps all others—we know how easily something small can become something big. The Fund is a seasoned repository of knowledge on how to do this, and so we shall remain. Whether it be crisis prevention through surveillance, crisis management through policy advice and lending, or resilience through capacity development, stability will remain our core mission. This means helping countries to design well phased and well communicated plans for budget consolidation; to maintain effective monetary policies to contain inflation; to safeguard external stability; to ensure financial systems are robust; and much more. This is our bread and butter.
    • Second, growth requires stability and stability requires growth. Ultimately, the way to ensure that economies can create jobs for their people and shoulder debt is through robust trend growth. And here I mean growth built on productivity gains and efficient resource allocation, not temporary stimulus. At the IMF, helped by our new Advisory Council on Entrepreneurship and Growth, we intend to identify positive lessons wheresoever they may be, and share them across our membership—while also helping countries harness technological advancement, notably in AI. Smaller government footprints will help in some cases, as will smarter tax regimes, more efficient public spending and better infrastructure, stronger bankruptcy frameworks, simpler and better regulations, more flexible labor markets with strong social safety nets, and deeper, more liquid capital markets, including venture capital. It is a broad and ambitious agenda.
    • Third, stability requires global macroeconomic balance. The IMF’s purposes include not only facilitating the expansion of international trade to contribute to the promotion and maintenance of high levels of employment and real income, but helping ensure that trade growth is balanced. Yet we live in an imbalanced world, with excessive external surpluses for some countries and excessive deficits for others, potentially sowing the seeds of future instability. At the Fund we understand that external imbalances reflect domestic imbalances, with some countries consuming or investing too much and others too little: a challenge calling out for the concerted deployment of the full macroeconomic policy toolkit. These are deep-seated problems, reflecting policy-induced distortions, exchange rates, institutional depth, reserve currencies, demographics, wealth and income levels, technology, culture, history, and more. We will continue to work with our members to lessen the degree of disequilibrium in their international balances of payments.
    • Fourth and last, as the global system reconfigures, agility will be key. Already in recent years, as geoeconomic fragmentation set in, many countries coalesced into groupings of common interest. Now, the trend continues, with an increasing emphasis on regional trade and regional financing arrangements. In a variable-geometry world, the IMF will respond as needed, flexibly, including to serve regional needs and explore ways to strengthen the global financial safety net for the good of all. For 80 years, from the gold standard to flexible exchange rates, from engaging with advanced economies to rescuing emerging markets to supporting low-income countries, the Fund has responded to changing circumstances and evolved with the times. We will preserve this tradition.

    In these four points I am offering a vision of an IMF that will remain faithful to, and be guided by, its core purposes as laid out in our 191‑nation Articles of Agreement—yet will be nimble, responding to the changing environment as necessary so that we can continue to serve our membership to good effect. So without further ado, let me leave you to reflect, perhaps, on my four themes—stability, growth, balance, and agility—and how they can fit together to shape a Fund for our changing times.

    I look forward to hearing your discussions today—and will be particularly interested in hearing your thoughts on Japan’s role in this new world as a champion of regional and global economic cooperation.

    Thank you

    IMF Communications Department
    MEDIA RELATIONS

    PRESS OFFICER:

    Phone: +1 202 623-7100Email: MEDIA@IMF.org

    https://www.imf.org/en/News/Articles/2025/03/05/sp030625-dmd-imfat80

    MIL OSI

    MIL OSI Russia News –

  • MIL-OSI USA: PREPARED REMARKS: Sanders, Democratic Senators Force Republicans to Confront Hypocrisy on Ukraine and Putin

    US Senate News:

    Source: United States Senator for Vermont – Bernie Sanders

    WASHINGTON, March 5 – Sen. Bernie Sanders (I-Vt.), alongside Sens. Chuck Schumer (D-N.Y.), Dick Durbin (D-Ill.), Chris Van Hollen (D-Md.), Richard Blumenthal (D-Conn.), Peter Welch (D-Vt.) and Michael Bennet (D-Colo.), today asked for unanimous consent on the Senate floor to pass a series of straightforward resolutions condemning Russia’s illegal, unprovoked invasion of Ukraine. The senators offered six resolutions clarifying that the United States stands with the people of Ukraine in defense of their democracy and condemns the dictator Vladimir Putin’s crimes against humanity. Republicans rose in opposition to every one. 

    The senators’ resolutions are statements of fact and principle, backed by evidence and long-standing American foreign policy, including:

    • Clarifying that Russia started the war against Ukraine.
    • Condemning Putin and Russian forces for their widespread war crimes and crimes against humanity in Ukraine.
    • Condemning Russia’s forcible abduction of at least 20,000 Ukrainian children and calls for their return to their families.
    • Reaffirming the support of the United States for Ukraine’s sovereignty in the face of Russia’s invasion.
    • Restating a simple but fundamental principle of international law and global stability: that you do not take the territory of another country by force.
    • Demanding that Putin immediately withdraw Russian forces from Ukraine, cease his attacks, and end this terrible war.

    Sanders’ remarks on the Senate floor were livestreamed here and are available below. 

    I am here tonight with colleagues who have worked extremely hard to protect the sovereignty of Ukraine and to defend democracy in that country and, in fact, throughout the world. 

    And I thank my colleagues for getting on the floor this evening and for the resolutions that they will be bringing forth. 

    M. President, I am not a historian. But I do know that for the last 250 years, since the inception of our great country, despite our imperfections, the United States has stood in the world as a symbol of democracy. And all over the world people have looked to our country as an example of freedom and self-governance to which the rest of the world could aspire. People have long looked to our Declaration of Independence and Constitution as blueprints for how to establish governments of the people, by the people and for the people. 

    M. President, tragically, all of that is now changing. As President Trump moves this country towards authoritarianism, he is aligning himself with dictators and despots who share his disdain for democracy and the rule of law. 

    Just last week, in a radical departure from long-standing U.S. policy, the Trump administration voted against a United Nations resolution which clearly stated that Russia began the horrific war in Ukraine. 

    That U.N. resolution also called on Russia to withdraw its forces from occupied Ukraine, in line with international law. The resolution was brought forward by our closest allies, including the United Kingdom, Australia, Canada, France, Germany, Japan and dozens of other democratic nations. Ninety-three countries at the U.N. voted YES on that resolution. 

    Rather than side with our long-standing allies to preserve democracy and uphold international law, President Trump voted with authoritarian nations like Russia, North Korea, Iran and Belarus to oppose the resolution. Many of the other opponents of that resolution are undemocratic nations propped up by Russian military aid. 

    But it wasn’t just the U.N. vote. Pathetically, President Trump also told an outrageous lie, claiming that it was Ukraine that started the war, not Russia. He also called President Zelensky a dictator, rather than the leader of a democratic nation, as he is. 

    M. President, as we discuss Ukraine tonight, it is terribly important that we not forget who Vladimir Putin is and why he is no friend of the United States, and why we should not be in an alliance with him against Ukraine. 

    Putin is the man who crushed Russia’s movement towards democracy after the end of the Cold War. Putin is a man who steals elections, murders political dissidents and crushes freedom of the press. He has maintained control in Russia by offering the oligarchs there a simple deal: If they grant him absolute power and share the spoils, he would let them steal as much as they wanted from the Russian people. The result: while the vast majority of the Russian population struggles economically, Putin and his fellow oligarchs stash trillions of dollars in offshore tax havens. 

    And so today, 26 years after he took power, Putin is the absolute ruler of Russia. And I think as everyone knows, Russia’s elections are blatantly fraudulent. A sham. 

    And Putin is the man who sparked the bloodiest war in Europe since World War II. 

    More than three years ago, on February 24, 2022, Putin ordered a full-scale invasion of Ukraine, in clear violation of the Charter of the United Nations and international law. Russian land, air and naval forces have attacked and occupied territory across Ukraine. 

    Since that terrible day, more than a million people have been killed or injured because of Putin’s war. Putin’s forces have massacred civilians and kidnapped thousands of Ukrainian children, bringing them back to Russian “re-education” camps. These atrocities led the International Criminal Court to issue an arrest warrant for Putin in 2023 as a war criminal. That’s who we are allying ourselves with. 

    And still, today, Russia continues its attacks, raining down hundreds of missiles and drones on Ukrainian cities. Russian forces illegally occupy about 20 percent of Ukraine’s sovereign territory. 

    M. President, this war could end today if Putin gave up his outrageous effort to conquer a neighboring country. The war could end today. The killing could stop right now, if Putin gave that order. 

    And that, simply, M. President, is what my resolution says to Vladimir Putin: Stop the killing. Obey international law. Withdraw your forces and cease your attacks on Ukraine. And I, honestly, don’t understand how anyone in the United States Senate could object to that simple demand. 

    M. President, now, more than at any time in recent history, it is imperative that the Senate come together in a bipartisan manner to make it clear that we stand for democracy, not authoritarianism; that we stand for international law, not conquest by force; and that we stand with Ukraine and fellow democracies throughout the world, and not with the murderous dictator of Russia. 

    MIL OSI USA News –

  • MIL-OSI Canada: Budget 2025: Investing in Alberta’s future | Budget 2025 : Investir dans l’avenir de l’Alberta

    As Alberta continues work to address increasing domestic and international economic pressures, Budget 2025 works to strengthen Alberta’s economy. This budget helps build communities, secure Alberta’s southern border and boost investments in the province’s economic future.

    “While we work closely with partners to find solutions to a possible trade conflict, we will continue our work to make sure Alberta’s economy is strong – in and outside of the energy sector – so that we can manage any turbulence that comes our way. Budget 2025 carves our path forward in the face of this uncertainty.”

    Nate Horner, President of Treasury Board and Minister of Finance

    Budget 2025: Supporting a strong workforce

    Alberta’s workforce is the backbone of the provincial economy. Budget 2025 continues the commitment to training and developing a skilled and resilient labour force to further grow Alberta’s economy and help businesses succeed, including: 

    • $26.1 billion over three years from the Capital Plan, to support about 26,500 direct and 12,000 indirect jobs each year through 2027-28.
    • $135 million for skilled trade programs such as apprenticeship and adult learning initiatives to help Albertans gain the skills and training needed for successful careers, and support access to job opportunities.
    • $2 billion in 2025-26 to support and expand early learning and child-care system so parents and caregivers can participate in training, education or work opportunities.  

    Budget 2025: Securing our borders

    • Alberta’s government is committed to being a good neighbour and trading partner, and part of this commitment involves taking measures to secure the Alberta-US border. Budget 2025 includes $29 million in 2025-26 for a new Interdiction Patrol Team within the Alberta Sheriffs to tackle illegal drug and gun smuggling, human trafficking, apprehension of persons attempting to cross the border illegally, and other illegal activities along Alberta’s international land border. Budget 2025 also includes a $15 million investment over two years for three new vehicle inspection stations located near borders to the USA.

    Budget 2025: Investing in post-secondary education

    Budget 2025 invests a total of $7.4 billion in post-secondary education, with an operating budget of $6.6 billion in 2025-26. This includes:

    • $78 million per year over the next three years to create more seats in apprenticeship classes across the province to build skilled trades and apprenticeship education that will respond to the needs of industry, support the economy and connect Albertans with jobs.
    • $113 million to support greater demand for scholarships and the Alberta Student Grant, with $60 million funded from the Alberta Heritage Scholarship Fund.
    • $4 million to the First Nations Colleges Grant which is distributed equally across five colleges in rural and remote Indigenous communities.

    “Our government is ensuring that Alberta students have the skills and training they need to meet the needs of today while preparing for the economy of the future. Budget 2025 makes foundational investments to meet the challenge of a rapidly growing population while supporting a sustainable post-secondary education system.”

    Rajan Sawhney, Minister of Advanced Education

    Budget 2025: Building communities

    Alberta’s vibrant communities make Alberta the best place in Canada to live, work and raise a family. Budget 2025 invests in stronger communities across Alberta, including:

    • $17.2 million to increase grants made to municipalities in lieu of property taxes on government-owned property to 75 per cent, up from the current 50 per cent. By next year, the province will cover 100 per cent of the amount that would be paid if the property was taxable.
    • $820 million this year and $2.5 billion over three years in Local Government Fiscal Framework capital funding to help fund local infrastructure priorities.

    Budget 2025: Supporting trade and diversification

    Alberta continues to champion economic growth and policies that support productivity. Through Budget 2025, Alberta’s government will continue to build on current successes through:

    • Attracting more investment through low corporate income taxes. At eight per cent, Alberta’s corporate income tax rate is 30 per cent lower than the next lowest province.
    • Providing greater incentive for small- and medium-sized firms that increase their spending on research and development, with Alberta’s Innovation Employment Grant.
    • Promoting Alberta as a reliable partner in supporting North American and global energy security to investors. The province will optimize new and existing infrastructure to access new markets for Alberta’s energy and mineral resources.
    • Supporting Alberta’s agriculture producers and value-added processors, addressing barriers to trade by cultivating export markets, and working to increase market access for Alberta products.
    • Reinforcing Alberta as a critical contributor to North American energy security by continuing to advocate for our remarkable energy sector across Canada, the U.S., Germany, Japan and the rest of the world.

    Budget 2025: Investing in business and industry

    Budget 2025 continues to find ways to help Alberta’s economy grow through investments in business and industry and help our economy grow, including:

    • Support to attract investment in Alberta’s energy and mineral resource sector to accelerate opportunities in emerging resources.
    • $45 million over three years for the Investment and Growth Fund to attract investment into Alberta’s economy.
    • $1.8 million in Western Crop Innovations for industry-leading crop research.
    • $780,000 to support small- and medium-sized meat processors.
    • $3.1 million for the University of Calgary’s Faculty of Veterinary Medicine to expand toward a full-service veterinary diagnostic laboratory. This will give livestock producers and vets access to quicker, more affordable livestock diagnostics closer to home.

    “Budget 2025 builds a stronger Alberta by growing industries, creating high-quality jobs and expanding opportunities for workers and families. With strategic investments in innovation, infrastructure and workforce development, Alberta is rising to the challenge, strengthening our province for many years to come.”

    Matt Jones, Minister of Jobs, Economy and Trade

    “We are advancing cutting-edge research in agriculture and supporting small and medium-sized businesses. Additionally, we are strengthening our agricultural infrastructure, ensuring quicker and more affordable services for livestock producers and veterinarians. We’re supporting innovation, attracting investment, and building a resilient economy for the future.”

    RJ Sigurdson, Minister of Agriculture and Irrigation

    Budget 2025 is meeting the challenge faced by Alberta with continued investments in education and health, lower taxes for families and a focus on the economy.

    Related information

    • Budget 2025

    Related news

    • Budget 2025: Meeting the challenge (Feb 27, 2025)
    • Budget 2025: Meeting the challenge in health and education (Feb 27, 2025)

    Multimedia

    • Watch the Budget address
    • Watch the news conference
    • Listen to the news conference

    Le budget de 2025 relève le défi de l’incertitude en matière de commerce et de sécurité en mettant l’accent sur l’économie.

    À mesure que l’Alberta continue de répondre aux pressions économiques intérieures et internationales, le budget de 2025 vise à renforcer l’économie albertaine. Il contribue à bâtir des communautés, à assurer la sécurité de la frontière au sud de la province et à renforcer les investissements dans notre avenir économique.

    « Alors que nous travaillons en étroite collaboration avec des partenaires pour trouver des solutions à un différend commercial potentiel, nous poursuivons notre travail pour nous assurer que l’économie de l’Alberta est forte, dans le secteur de l’énergie et ailleurs, afin de pouvoir gérer toute perturbation. Le budget de 2025 trace la voie à suivre face à cette incertitude. »

    Nate Horner, président du Conseil du Trésor et ministre des Finances

    Budget 2025 : Soutenir une main-d’œuvre solide

    La main-d’œuvre albertaine est l’épine dorsale de l’économie provinciale. Le budget de 2025 maintient l’engagement envers la formation et le perfectionnement d’une main-d’œuvre qualifiée et résiliente de sorte à faire croître l’économie et aider les entreprises à réussir : 

    • 26,1 milliards de dollars sur trois ans provenant du plan d’immobilisations afin d’appuyer environ 26 500 emplois directs et 12 000 emplois indirects chaque année jusqu’en 2027-2028.
    • 135 millions de dollars pour des programmes de métiers spécialisés, comme des initiatives d’apprentissages et d’éducation des adultes de sorte à aider les Albertains à acquérir les compétences et à suivre la formation nécessaires pour mener des carrières fructueuses, ainsi qu’à soutenir l’accès aux possibilités d’emploi.
    • 2 milliards de dollars en 2025-26 pour appuyer et élargir le système d’apprentissage et de garde des jeunes enfants afin que les parents et les gardiens tirent parti de possibilités de formation, d’éducation ou d’emploi.  

    Budget 2025 : Assurer la sécurité de nos frontières

    • Le gouvernement de l’Alberta est résolu à être un bon voisin et un bon partenaire commercial, ce qui implique la prise de mesures pour assurer la sécurité de la frontière entre l’Alberta et les États-Unis. Le budget de 2025 prévoit 29 millions de dollars en 2025-26 pour une nouvelle équipe de « patrouille d’interdiction » (Interdiction Patrol Team) qui fait partie des shérifs de l’Alberta et sera chargée de lutter contre le trafic de drogue et d’armes et la traite de personnes, d’appréhender les personnes qui tentent de traverser la frontière illégalement et de surveiller d’autres activités illégales le long de la frontière internationale de la province. Le budget de 2025 comprend en outre un investissement de 15 millions de dollars sur deux ans pour trois nouveaux postes d’inspection de véhicules près de la frontière des États-Unis.

    Budget 2025 : Investir dans l’enseignement postsecondaire

    Le budget de 2025 investit en tout 7,4 milliards de dollars dans l’enseignement postsecondaire, le budget d’exploitation étant de 6,6 milliards de dollars en 2025-2026. Cette somme comprend :

    • 78 millions de dollars par années sur trois ans pour créer un plus grand nombre de places dans les cours d’apprentissage de toute la province en vue de renforcer les métiers spécialisés et les formations en apprentissage qui répondront aux besoins de l’industrie, soutiendront l’économie et mettront les Albertains en rapport avec des emplois.
    • 113 millions de dollars pour contribuer à satisfaire à la demande croissante de bourses et appuyer la bourse aux étudiants de l’Alberta (Alberta Student Grant), dont 60 millions de dollars provenant de l’Alberta Heritage Scholarship Fund.
    • 4 millions de dollars pour la subvention aux collèges des Premières Nations (First Nations Colleges Grant), cette somme étant répartie également entre cinq collèges dans des communautés autochtones rurales et éloignées.

    « Notre gouvernement veille à ce que les étudiants en Alberta possèdent les compétences et la formation nécessaires pour répondre aux besoins actuels, tout en se préparant à l’économie future. Le budget de 2025 réalise des investissements fondamentaux de sorte à relever les défis posés par une population en pleine croissance, tout en appuyant un système d’éducation postsecondaire durable. »

    Rajan Sawhney, ministre de l’Enseignement postsecondaire

    Budget 2025 : Bâtir des communautés

    Les communautés dynamiques de notre province font de l’Alberta le meilleur endroit au Canada où vivre, travailler et élever une famille. Le budget de 2025 investit dans des communautés plus fortes partout en Alberta :

    • 17,2 millions de dollars pour augmenter de 50 % à 75 % les subventions accordées aux municipalités en remplacement d’impôts fonciers à l’égard des propriétés qui appartiennent au gouvernement. D’ici l’année prochaine, la province couvrira 100 $ du montant qui serait versé si la propriété était imposable.
    • 820 millions de dollars cette année et 2,5 milliards de dollars sur trois ans en dépenses en capital du cadre fiscal des administrations locales (Local Government Fiscal Framework) afin d’aider à financer les travaux d’infrastructures prioritaires.

    Budget 2025 : Soutenir le commerce et la diversification

    L’Alberta continue de favoriser la croissance économique et des politiques qui appuient la productivité. Par l’entremise du budget de 2025, le gouvernement de l’Alberta continuera de tirer parti des réussites actuelles en faisant ce qui suit :

    • Attirer plus d’investissements grâce à un faible taux d’imposition sur le revenu des sociétés. En Alberta, le taux de 8 % est de 30 % inférieur à celui de la province qui se classe deuxième.
    • Offrir de plus grands stimulants aux petites et moyennes entreprises qui augmentent leurs dépenses en recherche et développement, par l’entremise de la subvention pour l’emploi et l’innovation (Alberta’s Innovation Employment Grant).
    • Promouvoir l’Alberta en tant que partenaire fiable pour soutenir la sécurité énergétique nord-américaine et mondiale auprès des investisseurs. La province optimisera les infrastructures nouvelles et existantes afin d’accéder à de nouveaux marchés pour les ressources énergétiques et minérales de l’Alberta.
    • Soutenir les producteurs agricoles albertains et les transformateurs à valeur ajoutée de l’Alberta, s’attaquer aux obstacles au commerce en cultivant les marchés d’exportation et s’employer à améliorer l’accès au marché pour les produits de l’Alberta.
    • Renforcer la position de l’Alberta en tant que contributrice essentielle à la sécurité énergétique de l’Amérique du Nord en continuant de promouvoir notre secteur énergétique remarquable au Canada, aux États-Unis, en Allemagne, au Japon et dans le reste du monde.

    Budget 2025 : Investir dans les entreprises et les industries

    Le budget de 2025 continue de trouver des moyens de favoriser la croissance de l’économie albertaine en investissant dans les entreprises et les industries :

    • Soutien visant à attirer des investissements dans le secteur de l’énergie et des ressources minérales de sorte à accélérer les possibilités dans le domaine des ressources émergentes.
    • 45 millions de dollars sur trois ans pour le fonds d’investissement et de croissance (Investment and Growth Fund) en vue d’attirer des investissements dans l’économie albertaine.
    • 1,8 million de dollars versés à Western Crop Innovations au titre de la recherche de pointe sur les cultures.
    • 780 000 $ pour appuyer les petites et moyennes entreprises de transformation de viande.
    • 3,1 millions de dollars pour la Faculté de médecine vétérinaire de l’Université de Calgary en vue d’un agrandissement menant à un laboratoire de diagnostic vétérinaire complet. Les éleveurs de bétail et les vétérinaires auront alors accès à un diagnostic plus rapide, plus abordable et plus proche.

    « Le budget de 2025 bâtit une Alberta plus forte en développant les industries, en créant des emplois de haute qualité et en élargissant les possibilités offertes aux travailleurs et aux familles. Grâce à des investissements stratégiques en innovation, infrastructure et perfectionnement de la main-d’œuvre, l’Alberta relève le défi pour être plus forte pendant de nombreuses années à venir. »

    Matt Jones, ministre de l’Emploi, de l’Économie et du Commerce

    « Nous faisons progresser la recherche de point en agriculture et nous appuyons les petites et moyennes entreprises. De plus, nous renforçons notre infrastructure agricole pour offrir des services plus rapides et plus abordables aux éleveurs de bétail et aux vétérinaires. Nous soutenons l’innovation, nous attirons les investissements et nous bâtissons une économie résiliente pour l’avenir. »

    RJ Sigurdson, ministre de l’Agriculture et de l’Irrigation

    Le budget de 2025 relève le défi auquel fait face l’Alberta grâce à des investissements continus dans l’éducation et la santé, une baisse des impôts pour les familles et un accent sur l’économie.

    Renseignements connexes

    • Budget 2025

    Nouvelles connexes

    • Budget 2025: Meeting the challenge | Budget 2025 : Relever le défi (27 février 2025)
    • Budget 2025: Meeting the challenge in health and education | Budget 2025 :  Relever le défi dans la santé et l’éducation (27 février 2025)

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    MIL OSI Canada News –

  • MIL-OSI Security: Bomber Task Force mission ‘ONYX CROSS’ strengthens readiness and lethality

    Source: United States Strategic Command

    RAMSTEIN AIR BASE, Germany   –  

    U.S. Air Forces in Europe integrated with air forces from Romania, Croatia, and Bulgaria for ONYX CROSS, a Bomber Task Force 25-2 mission over Eastern and Southern Europe on March 3. 

    A U.S. Air Force B-52H Stratofortresses operating out of RAF Fairford in the United Kingdom partnered with Romanian F-16 Vipers, Croatian Rafales, and Bulgarian MiG-29s to execute aerial maneuvers and refine combat tactics.  

    “BTF missions serve as an assurance and deterrence initiative – they aim to provide a strategic element to NATO’s collective defense,” said U.S. Air Force Capt. Aaron Gurley, U.S. Air Forces in Europe – Air Forces Africa BTF planner. 

    The complexity of missions like ONYX CROSS demands agility from all participants, requiring seamless coordination and adaptability across air forces.

    The mission began with B-52s integrating with F-16s for a standoff weapons simulation, practicing an advanced missile release while staying outside an adversary’s threat range. The bombers then executed a simulated bomb drop on pre-planned targets, integrating with Bulgaria for a dynamic targeting objective as MiG-29s provided close-air support. 

    “The B-52 integrates seamlessly with Allied and partner forces through combined operations like ONYX CROSS,” said U.S. Air Force Capt. Jacob “Crash” Carlson, 69th Expeditionary Bomb Squadron pilot. “We refine tactics, communication, and operational coordination. Using secure networks, we share real-time data, ensuring close integration for strategic deterrence, close-air support, and precision strike missions.” 

    Since arriving at RAF Fairford, the 69th Expeditionary Bomb Squadron has flown seven missions, working with Allied and partner forces across multiple theaters. 

    “Operating alongside partners has very much shaped my approach by emphasizing clear communication, adaptability to different frameworks, and leveraging coalition strengths to achieve mission success,” Carlson said. “These experiences have refined how we plan for contingencies, execute complex operations, and assess mission outcomes, ensuring we can operate as one unified force when called upon.” 

    By integrating airpower across nations, missions like ONYX CROSS enhance NATO’s ability to operate as a cohesive force, reinforcing collective defense and stability in the Euro-Atlantic region. 

    For more information, please contact the USAFE-AFAFRICA Public Affairs office at usafepao.pao@us.af.mil.  

    MIL Security OSI –

  • MIL-OSI Europe: Answer to a written question – Enforcement of the Digital Services Act (DSA) vis-à-vis large social network platforms in the light of recent allegations of algorithmic bias and foreign interference – P-000143/2025(ASW)

    Source: European Parliament

    Democracy is a core value of the EU, with free and fair elections at its heart. Member States are responsible for organising elections according to national constitutional rules, legislation, international obligations, and EU law.

    The Commission supports Member States and competent authorities in election matters[1]. For example, ahead of the German federal election in February 2025, the Bundesnetzagentur and the Commission organised an election roundtable[2] and a stress test[3], with very large online platforms (VLOPs) and very large online search engines (VLOSEs), German authorities, and civil society organisations.

    Signatories of the EU Code of Conduct on Disinformation, which also contains commitments related to elections, also activated the Rapid Response System (RRS) for the German elections[4].

    The Commission has opened four proceedings[5] to address risks to civic discourse and elections focusing on the design and functioning of online platforms’ systems .

    The Commission recently ordered the provider of X[6] to preserve documents on future changes to the design and functioning of its recommender algorithms for information on past changes and access to certain technical interfaces to allow fact-finding on content moderation and virality of accounts.

    The Digital Services Act (DSA) requires providers of VLOPs and VLOSEs to give researchers access to public data and more far-reaching data to identify systemic risks. For the latter, the Commission is preparing a delegated act[7].

    • [1] The Commission has published guidelines for providers of VLOPs and VLOSEs on the mitigation of systemic risks for electoral processes, https://digital-strategy.ec.europa.eu/en/library/guidelines-providers-vlops-and-vloses-mitigation-systemic-risks-electoral-processes
    • [2] https://digital-strategy.ec.europa.eu/en/news/digital-services-coordinator-germany-hosts-roundtable-online-platforms
    • [3] https://digital-strategy.ec.europa.eu/en/news/german-digital-services-coordinator-tests-platforms-readiness-under-digital-services-act
    • [4] Previously used in EU, French and Romanian elections, the RRS allows non-platform signatories to swiftly report time-sensitive content, accounts, or trends that they deem to present threats to the integrity of the electoral process and discuss them with the platforms in light of their respective policies.
    • [5] https://digital-strategy.ec.europa.eu/en/policies/list-designated-vlops-and-vloses
    • [6] https://digital-strategy.ec.europa.eu/en/news/commission-addresses-additional-investigatory-measures-x-ongoing-proceedings-under-digital-services
    • [7] Pursuant to DSA Article 40(13).
    Last updated: 5 March 2025

    MIL OSI Europe News –

  • MIL-OSI Europe: Germany: INERATEC secures €70 million financing commitment for Europe’s largest e-Fuel-production plant in Frankfurt

    Source: European Investment Bank

    Ineratec

    • INERATEC agrees up to €40 million venture debt loan with the European Investment Bank and up to €30 million grant from Breakthrough Energy Catalyst to scale-up its e-Fuel production capabilities
    • Landmark investment follows EU-Catalyst Partnership initiated in 2021 and supported by the Innovation Fund through the InvestEU Programme.
    • Backing demonstrates European commitment to clean energy innovation and follows earlier Horizon 2020 support

    Sustainable e-Fuel production pioneer INERATEC today formally agreed a  €40 million venture debt loan with the European Investment Bank (EIB) and €30 million grant with Breakthrough Energy Catalyst. The combined €70 million backing will finance construction of Europe`s largest sustainable e-Fuel production plant in Frankfurt and e-Fuel research and development of future, key steps in decarbonising aviation.

    The new e-Fuel financing was announced at the EIB-Group-Forum taking place this week in Luxembourg and underscores the strategic importance of e-Fuels in decarbonizing hard-to-abate sectors such as aviation. The new investment will enable INERATEC to scale up production capacity and commercialize its innovative reactor technology, which converts green hydrogen and CO2 into synthetic aviation fuel. The committed project funding, confirmed earlier this year, represents a significant step in commercialisation of INERATEC’s Power-to-Liquid technology, accelerating the transition towards a net-zero future.

    Transforming the Energy Landscape with e-Fuels

    INERATEC’s production process uses hydrogen, which is then combined with CO2 from biogenic sources like biogas plants or industrial emissions, using INERATEC’s Power-to-Liquid technology. This approach enables the production of synthetic crude oil, which can be processed into a range of synthetic fuels, including Sustainable Aviation Fuel (SAF), marine fuels and e-Diesel. The use of CO2, which would otherwise be released into the atmosphere, reduces the carbon-footprint of the fuel and will help to cut carbon emissions.

    At the production site outside Frankfurt, the main feedstock is supplied from the industrial park: the CO2 comes from a biogas plant that recycles waste, and the hydrogen is a by-product from an existing chlorine production facility. By utilizing compact and modular production units, INERATEC’s approach ensures efficient scalability and adaptability to different production sites.

    Beyond sustainable fuels for aviation, the synthetic oil that INERATEC produces can also be used as a base chemical for different sustainable products like plastics. This extends the contribution of INERATEC’s technology to sustainable supply for the chemical industry.

    Scaling Up to Meet Market Demand

    After building and operating plants at demonstration and industrial pilot scale, INERATEC now focuses on scaling up production and optimizing commercial deployment. The funding commitment backed by the EIB and Breakthrough Energy Catalyst will enable the company to deliver commercial-scale production, ensuring a steady supply of e-Fuels to meet increasing market demand and is critical in making synthetic fuels economically viable.  

    The plant will produce up to 2,500 tons of e-Fuel annually that will be delivered to the aviation sector, among others. One long haul flight between Frankfurt and New York uses 80 tons of kerosene. e-SAF from INERATEC could make flying on this route more sustainable by replacing fossil kerosene fully or partially on many flights. This clearly shows the importance of increasing the e-SAF production capacities beyond a pioneer plant. 

    The political requirement to shift to more sustainable forms of energy is supported by the European ReFuelEU Aviation-regulation which requires Airlines to use a minimum e-SAF blend of 1.2% by 2030, creating market opportunities.

    Bridging Innovation and Climate Goals

    The collaboration between INERATEC and the EU-Catalyst Partnership demonstrates how public and private sector partnerships can drive the commercialization of innovative and clean climate technologies. By building on past EU grant support and leveraging new investment mechanisms, this partnership provides a blueprint for scaling up other clean energy solutions.

    Accordingly, it shows the EU’s commitment to support innovative technologies that will help EU industry becoming cleaner and stay competitive. The lending by the EIB is made possible thanks to the support of the InvestEU programme, which is backed by an Innovation Fund top-up guarantee. The Innovation Fund is financed by the EU Emissions Trading System.

    The transformation of the European industry to clean technologies is being driven by a number of technological innovations, including the efficient production of hydrogen. EIB supports the latter by also funding an electrolysis-project by the Dresden-based start-up Sunfire. Sunfire and INERATEC were partners in a research project in 2019, when both enterprises for the first time demonstrated the production of sustainable e-Fuels from air-captured CO2 and solar power in a fully integrated plant.

    EIB Vice-President Nicola Beer said: “The EIB is committed to a competitive net-zero economy, especially in hard-to-decarbonize sectors like aviation. Through partnerships such as the EU-Breakthrough Catalyst initiative, we’re enabling a green transition for transport and are ultimately contributing to making prices of e-Fuels more economical.”

    Mario Fernandez, Head of Breakthrough Energy Catalyst: “INERATEC is on a promising path towards demonstrating that e-fuels can be economically produced at scale with the support of catalytic funding. Decarbonizing aviation requires real-world projects to drive down costs and crowd in investment. Breakthrough Energy Catalyst is proud to partner with INERATEC to accelerate deployment and unlock the potential to make e-fuels a reality.”

    INERATEC CEO Dr. Tim Boeltken commented: “This funding marks a new era for INERATEC. With the funding commitment from the EIB and Breakthrough Energy Catalyst, we are accelerating the industrialization of e-Fuel production. This will make a tangible impact in reducing CO2 emissions in sectors where direct electrification is not feasible. The focus now is on scaling up and deploying our technology where it is needed most.”

    Background information

    The EU-Catalyst partnership was launched in 2021 at COP26 in Glasgow by EU-President Ursula von der Leyen, EIB-President Werner Hoyer and Bill Gates, with the aim to develop large-scale green tech projects based in Europe and boost investments in critical climate technologies. The Partnership creates a blueprint for public-private support for clean tech innovative technologies.

    The European Investment Bank, as implementing partner of the Commission under InvestEU, has been tasked to deploy for the benefit of this partnership up to €420 million, made available from both Horizon Europe (EUR 200 million), and the Innovation Fund, which has committed EUR220 million. Breakthrough Energy Catalyst mobilizes equivalent private capital and philanthropic grants to fund the selected projects. The EU-Catalyst Partnership does not exclude potential additional contributions from EU Member States or other private partners that decide to further support the projects. Interested projects can apply for support through the Breakthrough Energy Catalyst website.

    The European Investment Bank (ElB) is the long-term lending institution of the European Union, owned by its Member States. It finances investments that contribute to EU policy objectives. EIB projects bolster competitiveness, drive innovation, promote sustainable development, enhance social and territorial cohesion, and support a just and swift transition to climate neutrality. The EIB Group, which also includes the European Investment Fund (EIF), signed a total of €88 billion in new financing for over 900 projects in 2023.

    All projects financed by the EIB Group are in line with the Paris Climate Accord. The EIB Group does not fund investments in fossil fuels. We are on track to deliver on our commitment to support €1 trillion in climate and environmental sustainability investment in the decade to 2030 as pledged in our Climate Bank Roadmap. Over half of the EIB Group’s annual financing supports projects directly contributing to climate change mitigation, adaptation, and a healthier environment.

    High-quality, up-to-date photos of our headquarters for media use are available here.

    Breakthrough Energy is committed to accelerating the world’s journey to a clean energy future. The organization funds breakthrough technologies, advocates for climate-smart policies, and mobilizes partners around the world to take effective action, accelerating progress at every stage.

    Breakthrough Energy Catalyst is a novel platform that funds and invests in first-of-a-kind commercial projects for emerging climate technologies. By investing in these opportunities, Catalyst seeks to accelerate the adoption of these technologies worldwide and reduce their costs.

    Catalyst currently focuses on five technology areas: clean hydrogen, sustainable aviation fuel, direct air capture, long-duration energy storage, and manufacturing decarbonization. In addition to capital, Catalyst leverages the team’s energy-infrastructure-investing and project-development expertise to work with innovators on advancing their projects from the development stage to funding and ultimately, to construction. Learn more about Breakthrough Energy and Catalyst at breakthroughenergy.org.

    The InvestEU programme provides the European Union with crucial long-term funding by leveraging substantial private and public funds to mobilise private investments for the European Union’s policy priorities, such as the European Green Deal. The programme consists of three components: the InvestEU Fund, the InvestEU Advisory Hub and the InvestEU Portal. The InvestEU Fund is implemented through financial partners that will invest in projects leveraging the EU budget guarantee of €26.2 billion. To this amount, further guarantees have been added from the EU’s Horizon programme and the Innovation Fund to support initiatives such as the EU-Catalyst partnership. 

    The entire budget guarantee will back the investment projects of the implementing partners, increase their risk-bearing capacity and thus mobilise at least €372 billion in additional investment.  

    EIB venture debt is a quasi-equity investment product suitable for early and growth stage ventures, combining a long-term loan with an instrument linking the return to the performance of the company. Since 2015, the EIB has invested €6 billion in Venture Debt, backing over 200 companies and realising over 50 exits. With the backing of InvestEU, the EIB aims to support European ventures and scale-ups in the cleantech, deep-tech and life sciences sectors.

    The Innovation Fund: With an estimated revenue of €40 billion from the EU Emissions Trading System between 2020 and 2030, the Innovation Fund aims to support innovative net-zero technologies and support Europe’s transition to climate neutrality. The Innovation Fund contributes a €220 million top-up guarantee to the InvestEU Programme for the EU Catalyst Partnership, having enabled until now more than €100 million in lending from EIB.

    INERATEC is committed to defossilizing and decarbonizing the world. The company produces e-Fuels and e-chemicals: carbon-neutral fossil fuel substitutes for use in the aviation, shipping and chemical industries.

    Its modular, scalable plants use renewable hydrogen and biogenic CO2 to produce synthetic kerosene, gasoline, diesel, waxes, methanol or natural gas. It is building what will be the world’s largest e-fuels plant to date, in Frankfurt, which will produce up to 2,500 tonnes of ultra-low-carbon aviation fuel per year. The company is based in Karlsruhe, Germany and backed by diverse international investors.

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    MIL OSI Europe News –

  • MIL-OSI United Kingdom: NPT Safeguards Agreement with Iran: Quad statement to the IAEA Board, March 2025

    Source: United Kingdom – Executive Government & Departments 3

    Speech

    NPT Safeguards Agreement with Iran: Quad statement to the IAEA Board, March 2025

    UK Ambassador Corinne Kitsell’s statement on behalf of France, Germany, the UK and United States (the Quad) to the International Atomic Energy Agency (IAEA) Board meeting about Iran’s implementation of its obligations under its Nuclear Non-Proliferation Treaty (NPT) Safeguards Agreement

    Chair,

    France, Germany, the United Kingdom and the United States commend the Agency for its continued efforts to engage Iran to clarify the outstanding issues related to the implementation of Iran’s NPT-required Safeguards Agreement.  We thank the Director General for his report on these issues, which are critical to understanding the nature of Iran’s nuclear programme.

    We deeply regret that, for more than five years, Iran has refused to provide required clarifications regarding nuclear material detected at multiple undeclared locations in Iran. The Director General and the Board have made clear repeatedly that Iran is legally required to provide this cooperation.  Iran has failed to do so despite the concerted efforts of the Director General and this Board to provide Iran every opportunity.  As a result of Iran’s longstanding denials, the Agency is still unable to provide critical assurances that Iran’s nuclear programme is exclusively peaceful and that there are no undeclared nuclear materials or activities in Iran.  These issues are fundamental to Iran’s safeguards obligations and the broader non-proliferation regime.  No State can be allowed to violate its safeguards obligations with impunity.  Iran must fully cooperate, or the Board must be prepared to find Iran in noncompliance.  Until now, Iran has made its choice.  Let us be clear: unless Iran changes course, it will force the Board to make its own choice.  Time is not on Iran’s side.

    This report recalls the IAEA’s assessment of some of the deeply concerning activities that Iran did not declare, at Turquzabad, Varamin, Marivan and Lavisan-Shian.  It is of significant concern that due to the lack of information being provided by Iran, the IAEA concluded it would be unable to continue its efforts to resolve the safeguards issues at Lavisan-Shian.  We note that the IAEA’s technical assessment of the activities at Marivan has not changed, that Iran has not provided technically credible information, and therefore the issue remains unresolved.  We also want to highlight the lack of progress towards resolving the discrepancy issue at Jaber Ibn Hayan Laboratory, which still has to be explained by Iran.  Iran continues to reject and challenge the IAEA’s technical assessment of the activities at these undeclared sites rather than engaging the IAEA constructively towards resolving the outstanding issues.  We reiterate our support for the IAEA’s critical work.  We underscore the value of the IAEA’s technical expertise and authority to investigate these issues to address concerns around the possibility of undeclared nuclear material and activity in Iran today.  

    Chair,

    In his latest report, the Director General reiterates that Iran continues to refuse to provide design information for new nuclear facilities as legally required under modified Code 3.1.  This is in contravention of Iran’s safeguards agreement.  Iran’s unwillingness to provide the Agency with this information should be especially concerning given Iran’s history of building covert nuclear facilities.  We also note that Iran has refused to accept the designation of four additional experienced inspectors.  We recall the Director General’s statement that Iran’s previous decision to withdraw the designations of inspectors seriously affects the Agency’s ability to conduct its verification activities in Iran.  We echo his deep regret that Iran did not accept these new designations.

    Iran’s refusal to cooperate with the IAEA and its refusal to abide by its obligations under its safeguards agreement is deeply concerning in the context of Iran’s continuous escalation of its nuclear programme to levels with no credible civilian justification.  Our concern is intensified by the increasing number of senior Iranian officials who have publicly claimed that Iran has the technical capability to build a nuclear weapon and called for a change to Iran’s so-called “nuclear doctrine”.  We recall that the Director General assessed in his report in May 2024 that such remarks increased his concerns about the correctness and completeness of Iran’s safeguards declarations.

    We commend the Agency’s efforts to engage Iran to seek progress.  However, after years of delay, Iran must finally and fully meet its commitments and obligations rather than dangle promises of discussions in the future which we have heard many times before.

    Chair,

    It is important that the Board supports the IAEA by the strongest means necessary to pursue clarity on the nature of Iran’s nuclear programme.  The Board adopted two resolutions in 2024, which once again urged Iran to cooperate.  Iran ignored these, as it has ignored opportunities in previous years.  We reiterate our call on Iran to resume urgently full cooperation with the IAEA and to implement fully its safeguards agreement.  

    We recall that this Board, in its last resolution of November 2024, mandated the Director General to produce a comprehensive and updated assessment of the possible presence or use of undeclared nuclear material in Iran in connection with past and present outstanding issues.  This document will provide a clear, technical and objective foundation to assess Iran’s compliance with its safeguards agreement.  As the resolution sets out, it will include the Agency’s assessment of its ability to verify the implementation of Iran’s safeguards obligations and the non-diversion of nuclear material.  The assessment will also include a full account of Iran’s cooperation with the Agency on the issues to date.

    It is up to Iran to provide the technically credible explanations and substantive cooperation needed to inform the Agency.  We regret that despite having the time and opportunity to do so, Iran has not made any progress in the four months since this resolution was adopted.  In recognition of the Director General’s last report, which states that “the Agency is at an impasse” with regard to resolving these issues, we believe the comprehensive assessment should be delivered as soon as possible.  It should be based on all information available to the Agency to provide the full picture, in order to inform the Board’s next steps on these issues.  Iran has had many opportunities to resolve the issues.

    Chair,

    Our patience has been long, but it is not unlimited.  We underscore, if there is no concrete, technically credible progress reported by the Director General, the Board must be prepared to consider finding Iran in non-compliance with its safeguards agreement.

    We do not take such a course lightly.  We reiterate that our efforts are intended to provide resolute support to the Agency in its safeguards investigations in Iran, for the sake of international security and the integrity of the global non-proliferation architecture.

    More than ever, there is an urgent need to address the lack of transparency and assurances on the nature of Iran’s advancing nuclear programme.  Iran’s full cooperation with the IAEA on its safeguards obligations is long overdue.  Iran has had many chances over many years to cooperate, but Iran has instead chosen a path of escalation, obfuscation, and delay.  Iran must be held to account if it continues along this path.  

    We again express our thanks for the IAEA’s continued efforts and ask for the report to be made public.

    Thank you, Chair.

    Updates to this page

    Published 5 March 2025

    MIL OSI United Kingdom –

  • MIL-OSI Global: Academic freedom and democracy under siege: how a Nobel peace prize could help defend them

    Source: The Conversation – France – By Stéphanie Balme, Director, CERI (Centre de recherches internationales), Sciences Po

    A rally for science drew a big crowd during the American Geophysical Union’s meeting in San Francisco. MarcioJoseSanchez/AP, CC BY

    March 7 has been recognized as the “Day of the Stand Up for Science Movement”, launched in 2017 in response to the anti-science actions of the first Trump administration. Under the second, attacks on scientists and scientific inquiry have escalated into a systematic assault–tantamount to a coup d’Etat against science itself.

    While Donald Trump is often portrayed as erratic, his policies in this area have followed a consistent trajectory. His new administration has once again declared ‘war’ on evidence-based national policymaking and science diplomacy in foreign affairs as evidenced by several early actions. Immediately after taking office, Donald Trump issued executive orders freezing or canceling tens of billions in research funding. All National Science Foundation projects have been halted pending review, while the National Institutes of Health faces suspensions under Health and Human Services directives. The US has withdrawn from the Paris Agreement and the World Health Organization, alongside a sweeping review of 90% of USAID-funded projects, signaling a major retreat from climate and global health diplomacy. Federal agencies and universities are in turmoil, leaving thousands of research-professors in limbo amid a politically driven funding freeze. The 2025 March simply calls for the restoration of federal research funding and an end to government censorship and political interference in science.

    Du lundi au vendredi + le dimanche, recevez gratuitement les analyses et décryptages de nos experts pour un autre regard sur l’actualité. Abonnez-vous dès aujourd’hui !

    The US is the world’s undisputed scientific superpower–for now

    While the Trump administration is not the sole force undermining academia worldwide, its actions are particularly striking coming from the world’s leading scientific superpower. Moreover, the situation is especially concerning because developments in the United States often have a ripple effect, shaping policies in other regions in the years that follow.

    Neither of the world’s top two scientific superpowers–Washington and Beijing–is positioned to champion academic freedom. China, having failed a liberal constitutional tradition and academic independence since the 1920s, restricts academic freedom to the confines of one-party rule. Caught between these rival scientific giants–both partners and competitors–the “old” Europe and like-minded coutries remain the only actors capable of setting new standards for academic freedom.

    A Nobel prize for academic freedom

    A decisive step toward its legal protection would be formal recognition by the Nobel Committees for Peace and Science of academic freedom’s fundamental role–both in ensuring scientific excellence and as a pillar of free, democratic societies.

    For the past decade, the Scholars at Risk association (SAR) has documented a broader global decline in academic freedom in its annual Free to Think Report. The 2024 edition highlights particularly alarming situations in 18 countries and territories (including the United States), which recorded 391 attacks on scholars, students, or institutions across 51 regions in a year. Data from the Academic Freedom Index in Berlin confirm that more than half of the world’s population lives in regions where academic freedom is either entirely or severely restricted. Some of the most concerning conditions are in emerging scientific ecosystems such as Turkey, Brazil, Egypt, South Africa, or Saudi Arabia. The overall trend is deteriorating: only 10 out of 179 countries have improved, while many democratic regimes are increasingly affected.

    Academic freedom in the European Union remains relatively high compared to the rest of the world. However, nine EU member states fall below the regional average, and in eight of them, it has declined over the past decade–signaling a gradual erosion of this fundamental value. Hungary ranks the lowest among EU countries, placing in the bottom 20–30% worldwide. Recent laws have further weakened university autonomy across the EU: financial autonomy in Austria, Italy, Luxembourg, the Netherlands, and Slovakia; organizational autonomy in Slovenia, Estonia, and Denmark; staffing autonomy in Croatia and Slovakia; and academic autonomy in Denmark and Estonia. Moreover, the European Parliament’s first report on academic freedom (2023) highlights emerging threats in France–political, educational, and societal–that impact the freedom of research, teaching, and study.

    Academic freedom, a professional right granted to a few for the benefit of all

    Freedom of expression, a fundamental pillar of academic freedom, has long been established as a human right, overcoming centuries of censorship and authoritarian control. In contrast, academic freedom is a more recent principle, granting scholars–recognized by their peers–the right and responsibility to research and teach freely in pursuit of knowledge. Like press freedom for journalists, it is a right granted to a few for the benefit of all.

    Rooted in medieval Europe, academic freedom has evolved from a privilege granted to students in the Quartier Latin to a recognized principle in international rights frameworks. It gained a collective and concrete dimension in the late 18th and early 19th centuries with the rise of the modern university. Wilhelm von Humboldt, founder of the modern public university in Berlin (1810), articulated the concept of ‘freedom of science’ (Wissenschaftsfreiheit), later enshrined in the Weimar Constitution of 1919, which declared that “art, science, and education are free.” The rise of American universities around the same time reshaped the concept, giving rise to “professional academic freedom.” This was formalized in the American Association of University Professors’ 1915 Declaration of Principles on Academic Freedom and Tenure, which affirmed the scholar’s primary duty to seek and establish truth. Though its roots lie in Germany, academic freedom ultimately became a cornerstone of American academic discourse.

    In the United States, academic freedom draws from multiple sources, with its protection varying by state laws, customs, institutional practices, and the status of higher education institutions. However, U.S. Supreme Court rulings have gradually reinforced its constitutional foundation, particularly after the McCarthy era, by invoking the First Amendment. Landmark cases such as Adler v. Board of Education (1952), Wieman v. Updegraff (1952), and Sweezy v. New Hampshire (1957) helped establish a constitutional doctrine on academic freedom. Finally, Keyishian v. Board of Regents (1967) extended First Amendment protections to academia, ruling that mandatory loyalty oaths violated both academic freedom and freedom of association.

    Interestingly, the American interpretation of academic freedom is currently more restrictive than the German model in certain respects. Article 5(3) of the 1989 Basic Law affirms the “right to adopt public organizational measures essential to protect a space of freedom, fostering independent scientific activity”. In contrast, the U.S. places greater emphasis on prohibitions and prioritizing individual rights over institutional autonomy.

    The ‘right to be wrong’

    Despite local variations, academic freedom is fundamentally tied to a shared vision of the university that upholds freedom of thought, with rationality and pluralism at its core. It includes the genuine “right to be wrong”–the understanding that a scientific opinion may be incorrect or even proven so does not diminish its protection. This stands in stark contrast to the anti-science, scientistic, or techno-nationalist approach, which views knowledge as a tool of power to serve a predetermined truth and objective of dominance. Authoritarian science, driven by power interests, seeks to diminish critical humanities and social sciences while elevating religion. It tends to reject interdisciplinary work, is exclusively mathematized, and is oriented toward a centralized yet deregulated autocratic tech-utopian state model.

    Since 1945, we have operated under the illusion that academic freedom is an indispensable condition for scientific excellence. However, we have recently learned that no systematic link exists between academic freedom and breakthrough scientific innovation in our era of new technologies. Given these circumstances, this proposal advocates for a nomination for the Nobel Peace Prize, for the first time in its history, in recognition of academic freedom.

    The Nobel Prize Committees for Science and Peace share the responsibility of using their prestigious platforms to uphold fundamental scientific and democratic values. They are uniquely positioned to champion humanist science, reinforcing its importance for scholars, students, and civil societies worldwide. Since the 1950s, around 90% of Nobel Prize laureates in scientific fields have either been US citizens or have studied and worked at Ivy League research institutions.

    While some US scientists are contesting actions of the Trump administration in court, academics worldwide should stand in solidarity with their American colleagues in resisting the erosion of science. To strengthen their efforts, they require the support of the Nobel Prize Committees.

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

    – ref. Academic freedom and democracy under siege: how a Nobel peace prize could help defend them – https://theconversation.com/academic-freedom-and-democracy-under-siege-how-a-nobel-peace-prize-could-help-defend-them-251494

    MIL OSI – Global Reports –

  • MIL-OSI Global: French nuclear deterrence for Europe: how effective could it be against Russia?

    Source: The Conversation – France – By Benoît Grémare, Chercheur associé à l’Institut d’Etudes de Stratégie et de Défense, Université Jean Moulin Lyon 3

    In February 2020, French President Emmanuel Macron said it was time to reflect on the European dimension of French nuclear deterrence. He proposed a strategic dialogue as well as joint nuclear exercises between European partners. Five years later, Germany’s likely next chancellor, Friedrich Merz, responded to this call, advocating an extension of the French nuclear umbrella to Germany – while a US led by President Donald Trump no longer appears to be a reliable partner for protecting Europe.

    But does France have the capacity to defend Europe? Would the deployment of the French nuclear umbrella in Eastern Europe make Europe strategically autonomous, giving it the means to defend itself independently?

    French nuclear deterrence against the Russian threat

    France originally developed its nuclear arsenal in response to the threat of Soviet invasion and to avoid any dependence on the US. According to a stable doctrine that political leaders regularly reaffirmed, the state [would use] its strategic arsenal by air and submarine in the event of an attack against its vital interests.

    But the fact remains that without US support, the balance of power appears largely unfavourable to France, which has a total of 290 nuclear warheads compared to at least 1,600 deployed warheads and nearly 2,800 stockpiled warheads on the Russian side.

    Certainly, the explosive power of thermonuclear warheads, combined with the range of the French M51 strategic sea-to-land ballistic missile, would make it possible to destroy the main Russian cities, including Moscow.

    However, the Russians would only need “200 seconds to atomise Paris”, according to an estimate given on Russian television about “Satan II” thermonuclear missiles.

    These scenarios recall the spectre of adversaries destroying enemy cities in a piecemeal atomic exchange, in which Russia could rely on its vastness to win through attrition. This potential for reciprocity must be kept in mind amid the mutual bet of nuclear deterrence.

    To boost the impact of French nuclear deterrence, a partnership could be envisaged with the United Kingdom. A nuclear power since 1952, London now only has ballistic missiles launched by submarine and has decided, since Brexit, to increase its arsenal to 260 warheads. But although they share common interests, these two European nuclear powers are not equivalent.

    Unlike the UK, which is a member of NATO’s nuclear planning group and whose warheads are designed in the US, France produces its weapons on its own territory and is not subject to any NATO obligations. This gives Paris a great deal of leeway in defining its doctrine. France can also speak on behalf of the European Union, of which it has been a part since its creation.

    French nuclear power: an alternative to US deterrence

    France officially became an atomic power in 1960 by relying on its own resources, with US support fluctuating according to events. The emergence of an independent French strategic force long annoyed Washington, which sought to restrict it by means of international accords such as the 1963 treaty limiting atmospheric nuclear tests and the 1968 Non-Proliferation Treaty. Since 1974, the French nuclear force has officially had a specific dissuasive role within NATO, contributing to the overall security of the transatlantic alliance by complicating the calculations of potential adversaries.

    Almost 60 years ago, US president Lyndon Johnson reinforced doubts about the White House’s determination to fully commit to the defence of Europe. Today, Trump’s desire to end US support for Ukraine confirms these suspicions. Consequently, increasingly insistent voices are calling for the acceptance of a French nuclear force that would extend to the European level.

    A French nuclear umbrella in Eastern Europe

    Merz’s call for the French nuclear umbrella to extend to Germany aligns with Paris’s proposal to establish a dialogue involving Europeans in a common approach. As France’s defence minister has pointed out, the precise definition of vital interest is up to its president. However, the use of nuclear weapons to protect Europe requires a strategic discussion to define the power to be acquired, the interests to be defended and the method of nuclear fire command.

    Moving toward a Europeanisation of nuclear force means increasing deterrent capabilities and, therefore, expanding the French arsenal so it can respond to threats affecting all 27 EU member states. This would require the creation of additional stocks of fissile material and the reactivation of production plants in Pierrelatte and Marcoule, which were dismantled in the late 1990s.

    Dogma about what constitutes a sufficient arsenal must also be questioned. If 290 nuclear warheads represent the value that France places on defending its existence, this price seems to neglect the scale of the European continent, and logic confirms it: continent-sized nuclear powers such as the US and Russia – and soon, China – are deploying an arsenal of around 1,000 thermonuclear warheads.

    Ramping up power would take time and require a budgetary effort to increase the number of missiles and carrier aircraft. In addition to the construction of new infrastructure in European partner countries, the cost could exceed €10 billion per year, not including indirect costs related to maintenance and logistics. This is a lot to take into account, especially since the political and strategic offer of extended nuclear protection evolves according to circumstances.

    Until now, Germany preferred that France assume a role that was simply complementary to the extended deterrence of the US, but Washington’s threatened abandonment of Ukraine increases the Russian threat. As Macron has indicated, France could respond by proposing the pre-positioning of its nuclear forces in Eastern European countries with the idea of eventually replacing the US.

    This French nuclear umbrella would give concrete form to European strategic autonomy through the deployment of nuclear-capable combat aircraft, a sign of European political solidarity that would make Moscow’s calculations more difficult.

    The visible presence of these aircraft in Eastern Europe could prevent Russia from attacking countries in the region with conventional means, as such an attack could provoke a French nuclear response on behalf of Europe.

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

    – ref. French nuclear deterrence for Europe: how effective could it be against Russia? – https://theconversation.com/french-nuclear-deterrence-for-europe-how-effective-could-it-be-against-russia-251512

    MIL OSI – Global Reports –

  • MIL-OSI United Kingdom: IAEA Board of Governors on the JCPoA, March 2025: E3 statement

    Source: United Kingdom – Executive Government & Departments

    Speech

    IAEA Board of Governors on the JCPoA, March 2025: E3 statement

    France, Germany and the UK (E3) gave a joint statement to the International Atomic Energy Agency (IAEA) Board of Governors on Iran’s implementation of its nuclear commitments under the JCPoA

    Chair,

    On behalf of France, Germany and the United Kingdom, I thank Director General Grossi for his latest report on Iran’s nuclear programme.

    Once again, we commend the Agency’s professional, independent and impartial work and their objective reporting on Iran’s nuclear programme. Unfortunately, the Agency’s findings are gravely concerning. The IAEA’s latest report confirms that Iran continues to undertake activities in blatant violation of the JCPoA and that there has been no improvement in its cooperation with the IAEA. The extent of Iran’s enrichment activities is unprecedented for a state without nuclear weapons, and have no credible civilian justification. The IAEA is currently unable to verify that Iran’s escalating nuclear programme is exclusively peaceful. This taken together with the recent statements by high-ranking Iranian officials calling for a change in Iran’s so-called nuclear doctrine, poses a serious threat to international security, and the non-proliferation regime.

    Chair,

    In the reporting period Iran has further expanded its enriched uranium stockpile and enrichment capacity. Iran has increased its stockpile of high enriched uranium by an alarming 50% since the last reporting period. Iran now has six significant quantities of high enriched uranium, which the Agency defines as six times the approximate amount of nuclear material from which the possibility of manufacturing a nuclear explosive device cannot be excluded. Iran’s overall stockpile of enriched uranium is now approximately 40 times the limit Iran committed to in the JCPoA.

    Iran has increased the rate of production of high enriched uranium at the underground Fordow facility by seven times compared to the previous reporting period. And overall, Iran is now producing roughly one significant quantity of highly enriched uranium every six weeks. In addition, Iran has substantially expanded its enriched uranium production capacity by installing and operating new advanced centrifuges. In the reporting period, it has begun operating 5 new cascades in Fordow and 13 cascades in Natanz. It remains particularly concerning that enrichment continues to take place at Fordow, which we recall is a former undeclared enrichment facility.

    As a result of Iran’s continued non-cooperation and lack of transparency, the DG’s latest report restates that the Agency has lost and will not be able to restore continuity of knowledge in relation to the production and inventory of centrifuges, rotors and bellows, heavy water and uranium ore concentrate.

    Iran refuses to re-designate several experienced Agency inspectors. This is a politically motivated decision which seriously affects the IAEA’s ability to conduct its verification in Iran, particularly at its enrichment facilities. We deeply regret that Iran has not accepted the designation of the four additional experienced inspectors after pledging to consider it ahead of the November 2024 Board of Governors meeting.

    The DG’s report also notes that it has been four years since Iran stopped provisionally applying its Additional Protocol, depriving the Agency of complementary access to critical sites and locations in Iran. Alongside this we remain alarmed by Iran’s repeated threats to leave the Nuclear Non-Proliferation Treaty. This poses a serious threat to the non-proliferation system upon which we all rely.

    Chair,

    The E3 have consistently worked towards a diplomatic solution to address Iran’s nuclear programme. In 2022 it was Iran who twice refused a negotiated outcome and instead escalated and expanded its nuclear programme. Let us be clear: Iran has chosen to escalate its nuclear programme, far beyond the limits it committed to in the JCPoA and far beyond any credible civilian use, thereby causing a proliferation crisis.

    We therefore urgently call on Iran to change course, and:

    (i) Halt and reverse its nuclear escalation and refrain from making threats regarding nuclear weapons; (ii) Return to the limits imposed by the JCPoA, in particular those regarding enrichment levels and enriched uranium stockpiles; (iii) Implement the Iran-IAEA March 2023 Joint statement and the commitments it made regarding transparency and cooperation with the IAEA including re-applying all transparency measures that it stopped in February 2021; (iv) Allow the Agency to install surveillance and monitoring equipment where requested; (v) Re-implement and swiftly ratify the Additional Protocol; and (vi) Fully reverse its September 2023 decision to withdraw the designations of experienced inspectors.

    Chair,

    In light of the threat posed by Iran’s nuclear programme, there is an urgent need to address these concerns. The international community must remain united and firm in its determination to prevent Iran from developing nuclear weapons. The E3 will continue to work towards a diplomatic solution, and we stand ready to use all diplomatic levers to achieve this goal.

    We ask the Director General to keep the Board informed on all relevant activities and developments within Iran’s alarming nuclear programme by regular and, if deemed necessary, extraordinary reporting. We ask for this report to be made public.

    Thank you.

    Updates to this page

    Published 5 March 2025

    MIL OSI United Kingdom –

  • MIL-OSI United Kingdom: E3 Foreign Ministers’ statement on humanitarian access in Gaza

    Source: United Kingdom – Executive Government & Departments 3

    Press release

    E3 Foreign Ministers’ statement on humanitarian access in Gaza

    Statement from the Foreign Ministers of the UK, France and Germany on humanitarian access in Gaza

    Joint Statement on behalf of the Foreign Ministers of France, Germany and the UK (E3)

    We, the Foreign Ministers of France, Germany and the United Kingdom recall our continued support for the ceasefire between Israel and Hamas.

    It is vital that the ceasefire is sustained, all the hostages are released, and continued flows of humanitarian aid to Gaza are ensured. We urge all parties to engage constructively in negotiating the subsequent phases of the deal to help ensure its full implementation and a permanent end to hostilities. We welcome Egyptian, Qatari and US efforts in mediating and seeking to agree an extension to the ceasefire.

    The humanitarian situation in Gaza is catastrophic. We express our deep concern at the Government of Israel’s announcement on 2 March to halt all entry of goods and supplies into Gaza. We call on the Government of Israel to abide by its international obligations to ensure full, rapid, safe and unhindered provision of humanitarian assistance to the population in Gaza.  This includes supply of items such as medical equipment, shelter items, and water and sanitation equipment, essential to meet humanitarian and early recovery needs in Gaza, but which face restrictions under Israel’s “dual use” list. A halt on goods and supplies entering Gaza, such as that announced by the Government of Israel would risk violating International Humanitarian Law. Humanitarian aid should never be contingent on a ceasefire or used as a political tool. We reiterate that the civilians of Gaza who have suffered so much must be allowed to return to their homes and rebuild their lives.

    All hostages must be unconditionally released and Hamas must end their degrading and humiliating treatment. We reiterate our unwavering solidarity with their families and with the Israeli people in the face of the terrorist attacks committed by Hamas on 7 October 2023.

    We need all parties to uphold the ceasefire and ensure it leads to a sustainable peace, the reconstruction of Gaza, and to allow for a credible pathway towards a two-state solution in which Israelis and Palestinians can live side by side in peace.

    Updates to this page

    Published 5 March 2025

    MIL OSI United Kingdom –

  • MIL-OSI Security: Captain Vernon’s Patient Informational Minute – Virtual Health

    Source: United States Navy (Medical)

    Captain TaRail A. Vernon, Commanding Officer, U.S. Naval Hospital Sigonella, had the opportunity to discuss Virtual Health options with Lt. Cmdr. Leland Comer and RN Liz Broomfield-Smith on his monthly AFN radio show, Capt. Vernon’s Patient Informational Minute. The team spoke about the convenience of telephone and video enabled virtual health appointments, where patients can have a medical appointment with their primary care physician on health care concerns that do not include diagnostic and hands on physical exams. Patients can have a medical appointment with their provider for a wide variety of topics such as medication refills. Patients can also speak with their physician about established concerns that require specialists throughout the military healthcare network to include, Naples, Bahrain, Souda Bay and Germany. The interview concluded with the team educating patients about the convenience of virtual health, how to book appointments and the coordination of specialty health care.

    U. S. Naval hospital Sigonella is one of The Defense Health Agency’s Overseas Military Treatment Facilities (MTF). The staff are comprised of active duty service members, General Service (GS), contractors, and Local Nationals. It ensures maximum readiness by providing high-quality, safe patient and family-centered care to maximize force health protection for all beneficiaries, to included NATO and transient DoD forces in the U.S. Fifth Fleet and U.S. Sixth Fleet areas of operation.

    MIL Security OSI –

  • MIL-Evening Report: Why some animals defy the odds to thrive in urban areas

    Source: The Conversation (Au and NZ) – By Becky Thomas, Senior Lecturer in Ecology, Royal Holloway University of London

    KreateStuff/Shutterstock

    Cities can be deeply unwelcoming places for wildlife. They are noisy, difficult to get around, full of people and heavily reliant on artificial lighting. Yet some species do better in urban areas than in rural ones.

    Research is showing that animals of the same species that live in cities and the countryside are behaving differently. These disparities will probably grow since
    over half of people worldwide now live in urban areas, and cities and towns are getting bigger.

    A recent study from Tel Aviv University found that Egyptian fruit bats living in urban parts of Israel gave birth two and a half weeks earlier than rural populations. This gives them an advantage as they are more likely to reproduce twice per year.

    In the urban areas in the study there was a higher abundance and diversity of fruit trees. In Tel Aviv, for instance, the trees are watered. This means there is fruit for a longer period across the year, meaning more reliable food supplies for the bats.

    They may also be benefiting from the urban heat island effect, with warmer temperatures reducing the harshness of the winters felt by their rural neighbours.

    Most species perceive humans as predators, so our presence disturbs and distracts them from feeding and breeding. To survive in human-dominated cities, animals must therefore be bold.

    This is something researchers have studied for a while in wildlife like foxes. Urban foxes are often more confident in their response to new food when it is presented in a novel object like a puzzle box.

    City foxes tend to be bolder.
    johnhardingfilm/Shutterstock

    Urban birds, from robins to feral pigeons, are also bolder. In a 2008 study scientists found that urban birds are more tolerant of human disturbance than rural ones), allowing humans to approach them closely.

    The birds that reacted less to approaching humans were descended from a large number of generations since urbanisation, showing a long history of adaptation. This behavioural change helps these animals to adjust their stress responses when they are exposed to new situations. If they did not do this, they would suffer with chronic stress.

    To test whether this boldness in birds is due to evolutionary adaptations, one 2006 experimental study in Germany hand-raised blackbird chicks taken from both an urban centre and a nearby forest.

    They kept all the birds in the same environment until they were adults and then tested their acute stress responses when the birds were caught and handled. The birds from the city had a lower stress response, suggesting that this difference was genetically determined.

    However, urban birds tend to be less successful in raising chicks than those in more natural areas. Although birds can take advantage of food provided by people in many cities and towns across the world – whether directly in bird feeders, or by scavenging on our discarded food – urban areas do not provide enough of the invertebrate prey that many nestlings need.

    One study published in 2020 found that the biggest challenge for urban great tits was the low abundance of nearby insects.

    Urban great tits have their own problems.
    Zestocker/Shutterstock

    Same species, different city

    Many of these changes in urban species are difficult for people to detect, but one in particular becomes clear when you spend time in cities across the world. Have you noticed that whichever city you visit there seem to be many animals of the same species?

    Scientists call this biotic homogenisation. It happens when places start to become increasingly similar over time with the species that you can find there.

    This process begins with the exodus of species that cannot tolerate living alongside humans. Large mammals, often predators, are the first to go as an area becomes increasingly urbanised.

    Then the non-native species begin to move in. Feral pigeons, rats, starlings and many other species are introduced by people over time, whether accidentally or deliberately, until a point is reached when the biodiversity found in one city, say in the US, starts to resemble another in Europe.

    These species often have broader dietary and habitat niches, which makes them good at exploiting urban areas.

    Noticed how the wildlife in cities is pretty similar wherever you go?
    PauliusPeleckis/Shutterstock

    Urbanisation is continually changing our relationship with animals and how we perceive nature. Although scientists debate whether we have entered the Anthropocene (a new geological age based on significant planetary changes caused by humans) it is undeniable that humans have and still are moulding landscapes to suit our needs.

    The growth of cities and other urban areas is set to continue, with future urban expansion predicted to swallow 11-33 million hectares of natural habitat by 2100, an area the size of Norway. Indeed, humans are becoming the largest driving force in the evolution of wildlife.

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

    – ref. Why some animals defy the odds to thrive in urban areas – https://theconversation.com/why-some-animals-defy-the-odds-to-thrive-in-urban-areas-249915

    MIL OSI Analysis – EveningReport.nz –

  • MIL-OSI Global: Why some animals defy the odds to thrive in urban areas

    Source: The Conversation – UK – By Becky Thomas, Senior Lecturer in Ecology, Royal Holloway University of London

    KreateStuff/Shutterstock

    Cities can be deeply unwelcoming places for wildlife. They are noisy, difficult to get around, full of people and heavily reliant on artificial lighting. Yet some species do better in urban areas than in rural ones.

    Research is showing that animals of the same species that live in cities and the countryside are behaving differently. These disparities will probably grow since
    over half of people worldwide now live in urban areas, and cities and towns are getting bigger.

    A recent study from Tel Aviv University found that Egyptian fruit bats living in urban parts of Israel gave birth two and a half weeks earlier than rural populations. This gives them an advantage as they are more likely to reproduce twice per year.

    In the urban areas in the study there was a higher abundance and diversity of fruit trees. In Tel Aviv, for instance, the trees are watered. This means there is fruit for a longer period across the year, meaning more reliable food supplies for the bats.

    They may also be benefiting from the urban heat island effect, with warmer temperatures reducing the harshness of the winters felt by their rural neighbours.

    Most species perceive humans as predators, so our presence disturbs and distracts them from feeding and breeding. To survive in human-dominated cities, animals must therefore be bold.

    This is something researchers have studied for a while in wildlife like foxes. Urban foxes are often more confident in their response to new food when it is presented in a novel object like a puzzle box.

    City foxes tend to be bolder.
    johnhardingfilm/Shutterstock

    Urban birds, from robins to feral pigeons, are also bolder. In a 2008 study scientists found that urban birds are more tolerant of human disturbance than rural ones), allowing humans to approach them closely.

    The birds that reacted less to approaching humans were descended from a large number of generations since urbanisation, showing a long history of adaptation. This behavioural change helps these animals to adjust their stress responses when they are exposed to new situations. If they did not do this, they would suffer with chronic stress.

    To test whether this boldness in birds is due to evolutionary adaptations, one 2006 experimental study in Germany hand-raised blackbird chicks taken from both an urban centre and a nearby forest.

    They kept all the birds in the same environment until they were adults and then tested their acute stress responses when the birds were caught and handled. The birds from the city had a lower stress response, suggesting that this difference was genetically determined.

    However, urban birds tend to be less successful in raising chicks than those in more natural areas. Although birds can take advantage of food provided by people in many cities and towns across the world – whether directly in bird feeders, or by scavenging on our discarded food – urban areas do not provide enough of the invertebrate prey that many nestlings need.

    One study published in 2020 found that the biggest challenge for urban great tits was the low abundance of nearby insects.

    Urban great tits have their own problems.
    Zestocker/Shutterstock

    Same species, different city

    Many of these changes in urban species are difficult for people to detect, but one in particular becomes clear when you spend time in cities across the world. Have you noticed that whichever city you visit there seem to be many animals of the same species?

    Scientists call this biotic homogenisation. It happens when places start to become increasingly similar over time with the species that you can find there.

    This process begins with the exodus of species that cannot tolerate living alongside humans. Large mammals, often predators, are the first to go as an area becomes increasingly urbanised.

    Then the non-native species begin to move in. Feral pigeons, rats, starlings and many other species are introduced by people over time, whether accidentally or deliberately, until a point is reached when the biodiversity found in one city, say in the US, starts to resemble another in Europe.

    These species often have broader dietary and habitat niches, which makes them good at exploiting urban areas.

    Noticed how the wildlife in cities is pretty similar wherever you go?
    PauliusPeleckis/Shutterstock

    Urbanisation is continually changing our relationship with animals and how we perceive nature. Although scientists debate whether we have entered the Anthropocene (a new geological age based on significant planetary changes caused by humans) it is undeniable that humans have and still are moulding landscapes to suit our needs.

    The growth of cities and other urban areas is set to continue, with future urban expansion predicted to swallow 11-33 million hectares of natural habitat by 2100, an area the size of Norway. Indeed, humans are becoming the largest driving force in the evolution of wildlife.

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

    – ref. Why some animals defy the odds to thrive in urban areas – https://theconversation.com/why-some-animals-defy-the-odds-to-thrive-in-urban-areas-249915

    MIL OSI – Global Reports –

  • MIL-OSI Asia-Pac: Text of the Vice-President’s address at the Annual Convocation of Jan Nayak Ch. Devi Lal Vidyapeeth, Sirsa (Excerpts)

    Source: Government of India

    Posted On: 05 MAR 2025 4:29PM by PIB Delhi

    I’m here for my dear students and let me tell you, dear students, those who are in the last benches, there are no back benchers here. Only they sit on back benches so, my greetings to those at the end also.

    It is an absolute privilege and honour to impart convocation address at an institution that bears the name it does. The last century had not seen stalwarts of the nature, very few of them, like Chaudhary Devi Lal. When I look at them, they have served India and done their mission, time for us to resolve, We will do the same, we will serve the Nation. हम भारतीय हैं, भारतीयता हमारी पहचान है, राष्ट्रधर्म सर्वोपरि है।

    We have to put nation first always. There can be no interest higher than national interest. Personal and political interests are insignificant.

    A convocation address is not easy to deliver because students expect something really amazing. I will make an earnest effort. My first sermon to you is, I have throughout been a gold medalist, that was an obsession with me. I was always in fear what will happen if I don’t come at number one. Let me share it with you, कुछ नहीं होता, थोड़ा खेल ज्यादा खेल लेता, दोस्तों से बात कर लेता। Therefore do not be obsessed, allow your life to go like a river not like a canal built by parents.

    ज़माना था बच्चा पैदा हुआ मा बाप ने तय कर दिया डॉक्टर बनेगा, इंजीनियर बनेगा, आईएएस बनेगा।  If you look around, boys and girls, your basket of opportunities is ever-enlarging. It is there in blue economy, it is there in space economy. You are in Bharat at a time when no Nation in last decade has grown as fast and as large as Bharat. Big economic upsurge, phenomenal infrastructure growth, deep digitisation, technological penetration.

    If I share some figures with you, you will be surprised. Per capita internet consumption of Bharat is more than that of China and USA taken together. If we go about our digital transactions, the digital transactions are four times the combined transactions of USA, UK, France, and Germany.

    If you examine our economy, that was very fragile a decade ago. When I with the blessings of Chaudhary Devi Lal, had the occasion to enter Parliament as a Member of Parliament and became a Minister with his blessings and guidance, what was the economic situation? सोने की चिड़िया कहलाने वाले देश का सोना विदेश में गिरवी रखना पड़ा।  It was placed to two banks of Switzerland, airlifted to sustain our credibility. Our foreign exchange reserves today are over 700 billion.

    You are lucky to be living in times when Bharat is dotted with hope and possibility. There is an ecosystem in place of affirmative government policies, hand-holding policies that allow you full legroom to exploit your talent and potential, realise your ambitions and aspirations. Meritocracy prevails now. When that is the scenario, you must think big. Never be under stress, never be under tension. Fear of failure is the worst fear in life because it is a myth. There is nothing like failure, it is an attempt that has not succeeded. Some people were so pessimistic that Chandrayaan-2 was called by them as failure.

    I was governor of the state of West Bengal. I was in the Science City, boys and girls of your age was with me, it was around 2 a.m. I remember September 2019. Chandrayaan-2 came very close to the lunar surface but could not touch it. It was, according to me, more than 90% success. And that is why Chandrayaan-3 became a success and therefore, failure is a myth. Failure gives you an opportunity to further improve. Many greatest accomplishments in history have never succeeded in the first attempt.

    If you have boys and girls, a brilliant idea in your mind, don’t allow that idea to be parked in your mind. That will be the greatest injustice to you and to humanity. Experiment, think out of the box. Look at what has happened in this country, particularly last decade. Startups, unicorns, and of huge dimensions.

    Therefore, never fear, never have tension, never have stress. Go for experimentation; go as per your attitude. You will have enough to contribute for the Nation. If International Monetary Fund called India as a favorite global destination of investment and opportunity, boys and girls, it was not for government jobs. It was on account of the opportunities and those opportunities today are available at sea surface, deep sea, ground, deep ground, sky and space. You only have to think big. Take a leap.

    Convocation is not an end of education because education is always about learning. Let me quote a pre Socrates era, I am quoting Heraclitus. Heraclitus, a great philosopher, gave us one aspect in life which is often quoted. ‘The only constant in life is the change,’ and he buttressed it by an illustration. ‘The same person cannot be in the same river twice, because neither the river is the same, nor the person is the same.’

    So change has to be there, and right now the change is epochal, change is much beyond any hurricane. Disruptive technologies, Artificial Intelligence, Internet of Things, Blockchain, Machine Learning, and every moment we are having paradigm shift. Every moment is a change that brings huge challenges and every challenge has to be converted into an opportunity that is to be done by you, boys and girls.

    When you will step into the new building of Parliament, you will come to know that, in the face of COVID, the greatest pandemic we faced in the century, in less than 30 months the building came up, the entire infrastructure came up. And our 5,000 years of civilizational reflection is there in Parliament.

    Boys and girls, no Nation in the world has grown as fast with such a big leap as Bharat in last decade. This has given one situation, people have tasted development, they have seen development. They are there, for aspirational mode and if people are in aspirational mode, there can be restive situation, there can be restlessness, a problem but that problem has to be addressed by each and every individual.

    Let me give you certain suggestions. Dear boys and girls, always put Civic Duties, Fundamental Duties over rights. Always nurture your family, your teachers, your elders, your neighborhood, because that is our civilizational culture. Believe in the environment, because that is something we are concerned. Alarmingly, a worrisome scenario is there. We do not have another earth to live in. The situation is cliff hanging. We are virtually collapsing. We have to find a way out.

    I will conclude by leaving a thought with you. We all need to promote economic nationalism. Gandhi Ji gave us the slogan Swadesi. The Prime Minister has given, ‘Be Vocal for Local.’ If we do not have avoidable imports, we’ll be saving more than hundreds of billions of dollars in our foreign kitty. That will give work to our people. Entrepreneurship will blossom. You can do it. In this room, if you’ll find out our clothing, you’ll come to know that they are stitched outside the country. Better quality is available here so, national interest, national economic interest can never be compromised on fiscal gains.

    Always take pride in the person, in whose name, in whose memory the institutions are there. People have glorified human beings very rarely, you can get Padma Bhushan, you can get Bharat Ratna, you can get all awards but where do you get title of Rashtrapita? Where do you get title of Sardar? Where do you get title of ‘Tau? Tau is here, Tau oversees us.

    I have been mentored in politics by Tau. What I learned from him is keep on working for development of the society and never ignore rural landscape and the farmers.

    ****

    JK/RC/SM

    (Release ID: 2108497) Visitor Counter : 39

    MIL OSI Asia Pacific News –

  • MIL-OSI: Synaptics Seeks to Alter the Trajectory of the IoT at Embedded World With Contextual Edge AI and Wireless Innovations

    Source: GlobeNewswire (MIL-OSI)

    NUREMBERG, Germany, March 05, 2025 (GLOBE NEWSWIRE) — Synaptics® Incorporated (Nasdaq: SYNA) will showcase its latest innovations in Edge AI and wireless connectivity at Embedded World 2025 in Nuremberg, Germany, unveiling a new family of microcontroller units (MCUs) and a new family of wireless systems-on-chips (SoCs) designed for a wide range of ultra-low-power Internet of Things (IoT) devices that exhibit contextually-aware artificial intelligence (AI) and ultra-reliable connectivity.

    For IoT system designers, they will be able to combine ultra-low-power (ULP), multimodal processing, contextually aware AI, and excellent wireless rate-over-range with reliable interoperability, all with surprisingly low system cost, opening the door to an array of cognitive IoT applications and intuitive user experiences.

    The devices that Synaptics’ new products will support include smartwatches and other wearables, consumer audio, appliances, security cameras, asset trackers, and factory automation systems, with the opportunity to add powerful functions such as predictive maintenance, and enhanced security.

    At EW2025? Join us in Booth #4A-259 to learn about our advances in Edge AI, wireless connectivity, and automotive display technologies. Email press@synaptics.com for an appointment.

    Engineers from Synaptics will be on hand throughout Embedded World to describe new products, capabilities, and features. In-booth demonstrations will include:

    • An illustration of the concept and the value of contextually aware AI, with partners Leedarson, a provider of IoT devices for the home, and the Fraunhofer Institute
    • A demonstration of AI hubs with partner Arcadyan, a provider of 5G, DOCSIS, and Wi-Fi 6 home routers
    • A demonstration of AI-enabled industrial vision systems with partner Arcturus, a specialist in machine vision
    • An introduction to the concept of AI-enabled Wi-Fi sensing, which makes Wi-Fi more than a mere data pipeline

    Synaptics engineers will also demonstrate an automotive dashboard display with local dimming for high contrast and Knob-on-Display capability. This demo is based on the company’s new SB7900 SmartBridge™ advanced automotive display processor integrated with its touch and display controllers, touch sense, and display driver technologies.

    Join Synaptics at Embedded World 2025 at booth 4A-259 from March 11-13 for an exclusive look at the technologies driving the future of the IoT. Engage with expert engineers and discover how edge AI is transforming ultra-low-power devices.

    About Synaptics Incorporated
    Synaptics (Nasdaq: SYNA) is driving innovation in AI at the Edge, bringing AI closer to end users and transforming how we engage with intelligent connected devices, whether at home, at work, or on the move. As a go-to partner for forward-thinking product innovators, Synaptics powers the future with its cutting-edge Synaptics Astra™ AI-Native embedded compute, Veros™ wireless connectivity, and multimodal sensing solutions. We’re making the digital experience smarter, faster, more intuitive, secure, and seamless. From touch, display, and biometrics to AI-driven wireless connectivity, video, vision, audio, speech, and security processing, Synaptics is the force behind the next generation of technology enhancing how we live, work, and play. Follow Synaptics on LinkedIn, X, and Facebook, or visit www.synaptics.com. 

    Synaptics and the Synaptics logo are trademarks of Synaptics in the United States and/or other countries. All other marks are the property of their respective owners.

    For further information, please contact:

    Media Contact
    Patrick Mannion
    Synaptics
    +1-631-678-1015
    patrick.mannion@synaptics.com

    Danielle Burness
    Senior Account Manager
    Publitek Ltd.
    danielle.burness@publitek.com

    The MIL Network –

  • MIL-OSI United Nations: IOM and IHP Expand Humanitarian Hub in Chad to Aid 220,000 Amid Sudan Crisis

    Source: International Organization for Migration (IOM)

    Farchana/ Geneva, 5 March 2025 – The International Organization for Migration (IOM) and the International Humanitarian Partnership (IHP) completed this week the expansion of the humanitarian hub in Farchana, Chad, in a move that will enable as many as 220,000 more people impacted by the escalating crisis in Sudan to receive help.

    The expanded operational and accommodation capacity at the hub will strengthen cross-border interagency humanitarian operations for Sudan, the world’s worst displacement crisis. The expansion comes at a critical time, as the humanitarian crisis in Sudan continues to worsen, with the urgent need for food, shelter, healthcare, and protection at an all-time high. According to recent figures, nearly nine million people in the Darfur region alone require immediate assistance.

    “With the strengthened cross-border operations, IOM has already reached over 82,000 people in Darfur with critical humanitarian aid, and with the expansion of the Farchana hub, we are poised to provide life-saving assistance to an additional 220,000 people in the coming months,” said Pascal Reyntjens, IOM Chief of Mission in Chad. “The hub also enables greater collaboration between humanitarian actors, development agencies, and the government, which is essential for a comprehensive and sustainable response.”

    Since April 2023, more than 11.5 million people have been displaced within Sudan, and an additional 3.5 million have fled across borders, including an estimated 930,000 people who have crossed from Sudan into Chad. The crisis has created unprecedented humanitarian needs in Sudan and neighbouring countries, and the inter-agency humanitarian hub in Farchana, established jointly by IOM and IHP, plays a critical role in coordinating and supporting these cross-border efforts.

    The expansion includes office space, accommodations and other infrastructure that will help increase the operational capabilities of humanitarian organisations working in hard-to-reach field locations in Sudan. These enhancements enable international and national Non-Governmental Organizations (NGOs) and UN agencies to further scale up cross-border operations from Chad into Darfur, where humanitarian needs are rapidly escalating.

    “Establishing a functional compound in eastern Chad was no small feat. The harsh climate, logistical constraints, and remote location pushed our team to its limits,” said Bram Krieps, IHP team leader during the 2024 operation. “But through the strength of IHP’s partnership and the determination of our experts, we turned a challenging environment into a secure and operational base that supports humanitarian cross-border efforts on the ground.”

    Note to editor

    The Farchana humanitarian hub, established in February 2024 with generous support from the governments of Luxembourg, Sweden and Germany through the IHP mechanism, serves as a vital coordination centre for 26 international and national NGOs and UN agencies facilitating cross-border aid delivery into the Darfur region of Sudan. Since its inception, the hub has supported 13 UN agencies, 31 international NGOs, one national NGO, and a government partner in their efforts to reach those most in need.

    Managed by IOM, the expanded humanitarian hub is part of a network of 17 inter-agency humanitarian hubs. These hubs, located across four countries, provide essential office, warehousing and accommodation space for over 1,660 humanitarian personnel, playing a crucial role in facilitating coordinated responses to humanitarian crises worldwide.

    For further information, please contact:

    From IOM:

    In Chad: Christina van Hooreweghe,  iomchadpublicinfo@iom.int

    In Sudan: Lisa George, lgeorge@iom.int

    In Cairo: Joe Lowry, jlowry@iom.int

    In Geneve: Kennedy Okoth, kokoth@iom.int

    From IHP:

    Max Steffen, max.steffen@cgdsi.lu

    MIL OSI United Nations News –

  • MIL-OSI Economics: World Obesity Day: GlobalData highlights need to tackle stigma and raise awareness on obesity’s growing impact

    Source: GlobalData

    World Obesity Day: GlobalData highlights need to tackle stigma and raise awareness on obesity’s growing impact

    Posted in Pharma

    Every year 04 March is observed as World Obesity Day to challenge stigma and misconceptions surrounding obesity. The day aims to raise public awareness about the condition, which affects over 200 million people in the seven major markets (7MM*). Despite advancements in treatment, many face challenges such as limited access to care, making awareness and better support essential for addressing this growing health issue, according to GlobalData, a leading data and analytics company.

    GlobalData’s latest report “Obesity: Seven-Market Drug Forecast and Market Analysis- Update,” reveals that the unmet needs in this space remain, and the arrival of effective weight loss medications onto the market is just one step towards the solution.

    Costanza Alciati, Pharma Analyst at GlobalData, comments: “Many new drugs are expected to reach the obesity market in the next decade: by 2031, GlobalData expects 23 candidates to be approved in the major markets. This will offer a wider range of options for patients, hoping that treatment access will have improved by then.”

    GlobalData forecasts that the number of individuals living with obesity across the 7MM to increase at an annual growth rate (AGR) of 0.7% through 2031.

    Alciati continues: “Some of the biggest issues for patients is access to specialists and affordable treatment. An increased awareness of what this condition entails and what other diseases it can lead to is crucial for people to understand that it is not just some extra weight”.

    The key opinion leaders interviewed by GlobalData are hopeful for the future of obesity treatment, after seeing the improvements over the last five years.

    Alciati concludes: “However, most improvements have come from the pharmaceutical sector, with a lot of investments going into this therapeutic area. Alas, many more changes are still needed in our society and in the food industry to ensure better metabolic health of citizens.”

    *7MM: The US, France, Germany, Italy, Spain, the UK, and Japan.

    MIL OSI Economics –

  • MIL-OSI Economics: Diagnosed prevalent cases of prostate cancer across 8MM to reach 4.24 million in 2033, forecasts GlobalData

    Source: GlobalData

    Diagnosed prevalent cases of prostate cancer across 8MM to reach 4.24 million in 2033, forecasts GlobalData

    Posted in Pharma

    The burden of five-year diagnosed prevalent cases of prostate cancer is expected to increase at an annual growth rate (AGR) of 3.10% from around 3.23 million in 2023 to 4.24 million in 2033 across the eight major markets (8MM*), forecasts GlobalData, a leading data and analytics company.

    GlobalData’s latest report, “Prostate Cancer: Epidemiology Forecast to 2033,” reveals that the increase is partly attributed to the increased survival rate of prostate cancer patients due to modern medicine, combined with underlying demographic changes in the respective markets.

    The prevalence of prostate cancer is known to vary depending on the market region. According to GlobalData epidemiologists, the US had the highest number of five-year diagnosed prevalent cases of prostate cancer in 2023 with 1.11 million cases, whereas Spain had the lowest number of prevalent cases at 128,000.

    Bishal Bhandari, PhD, Associate Director of Epidemiology at GlobalData, comments: “The growth of the five-year diagnosed prevalent cases of prostate cancer in the 8MM is the result of longer life expectancy and an increase in the incidence of the disease. The patient survivals are also steadily rising, due to improved prevention, early diagnosis, and treatment. In 2023, only 25% of the diagnosed prevalent cases of prostate cancer in the 8MM were in advanced stages.”

    GlobalData epidemiologists also observed an age difference in prostate cancer. The biggest risk factor for prostate cancer is advancing age. This forecast reflects the burden in older men; in 2023, more than 85% of cases occurred in men ages 60 years and older. Only 1% of cases occurred in men younger than age 50 years.

    Bhandari concludes: “A major factor that will impact the epidemiology of prostate cancer cases in the coming years will be the role of prostate-specific antigen (PSA) testing for prostate cancer screening. PSA screening can detect prostate cancer early, but it can also result in the detection of non-life-threatening tumors, causing unnecessary anxieties. Therefore, PSA screening guidelines vary between countries and have changed over time. Future changes in PSA screening guidelines would likely have a major impact on the diagnosis of prostate cancer cases.”

    *8MM: The US, France, Germany, Italy, Spain, the UK, Japan, and China

    MIL OSI Economics –

  • MIL-OSI: Tata Electronics, Himax Technologies and Powerchip Semiconductor Manufacturing Corporation Form Alliance to Revolutionize India’s Display and Ultralow Power AI Sensing Product and Technology Ecosystem

    Source: GlobeNewswire (MIL-OSI)

    TAINAN and HSINCHU, Taiwan and MUMBAI, India, March 05, 2025 (GLOBE NEWSWIRE) — Himax Technologies, Inc. (“Himax” or “Company”) (Nasdaq: HIMX), an industry leader in fabless display driver ICs and other semiconductor products, today announced a Memorandum of Understanding (MoU) with Tata Electronics, a pioneering leader in India’s electronics manufacturing sector, and Powerchip Semiconductor Manufacturing Corporation (PSMC), a leading Taiwanese Foundry and Technology Transfer Partner of Tata Electronics, to revolutionize India’s display and ultralow power AI sensing product and technology ecosystem. This MoU marks a significant step forward for Tata Electronics, Himax, and PSMC in expanding their market outreach and jointly exploring the growing market of display semiconductors and ultralow power AI sensing in India as well as globally.

    Tata Electronics, Himax, and PSMC aim to leverage their respective strengths to deliver comprehensive, end-to-end display semiconductor solutions for their mutual customers, from chip design to chip manufacturing and packaging, as well as electronics manufacturing services (EMS) to deliver system-level solutions, to both the Indian and global markets. The parties will collaborate closely to develop solutions focusing on “Made in India” requirements. The partnership also encompasses designing and manufacturing next-generation solutions to meet global demand while enhancing supply chain resilience.

    Building on the landmark 2024 agreement between Tata Electronics and PSMC to establish advanced semiconductor manufacturing capabilities in India, today’s announcement paves the way for innovative display solutions tailored to the domestic market.

    Dr Randhir Thakur, CEO and MD of Tata Electronics, said, “This MoU with Himax and PSMC will enable the development of differentiated solutions for display-related semiconductor products for our mutual customers. By combining Tata Electronics’ capabilities with Himax’s unparalleled expertise in display semiconductors and WiseEye™ ultralow power AI sensing and PSMC’s proven manufacturing solutions, we are creating a powerful ecosystem that addresses both domestic and global needs for the display semiconductor market. Together, we will drive innovation and develop next-generation technologies to meet the growing demands of display and ultralow power AI sensing technologies across key industries while contributing to a resilient semiconductor supply chain.”

    Mr. Jordan Wu, Co-Founder and CEO of Himax Technologies, Inc., said, “We are delighted to join forces with Tata Electronics and PSMC to drive innovation in India’s rapidly expanding display semiconductor market. India is emerging as a key hub for electronics development and manufacturing, presenting immense opportunities for growth and technological advancement. Through this collaboration, we aim to bring Himax’s industry-leading expertise in display semiconductors and WiseEye™ ultralow power AI sensing to support India’s ‘Made in India’ initiative while enhancing global supply chain resilience. This partnership underscores our commitment to delivering cutting-edge display solutions that cater to the evolving needs of both Indian and international markets.” 

    Mr. Martin Chu, President of PSMC, said, “PSMC’s portfolio of semiconductor fabrication technologies is well-suited to meet the growing ‘Made in India’ requirements. We look forward to this partnership with Tata Electronics and Himax, as it provides a unique opportunity to expand our collective footprint and gain significant share in both the domestic and global display semiconductors and ultralow power AI sensing markets.”

    About Tata Electronics Private Limited
    Tata Electronics Pvt. Ltd. is a prominent global player in the electronics manufacturing industry, with fast-emerging capabilities in Electronics Manufacturing Services, Semiconductor Assembly & Test, Semiconductor Foundry, and Design Services. Established in 2020 as a greenfield venture of the Tata Group, the company aims to serve global customers through integrated offerings across a trusted electronics and semiconductor value chain. With a rapidly growing workforce, the company currently employs over 65,000 people and has significant operations in Gujarat, Assam, Tamil Nadu, and Karnataka, India. Tata Electronics is committed to creating a socio-economic footprint by employing many women in its workforce and actively supporting local communities through initiatives in environment, education, healthcare, sports and livelihood.

    About Powerchip Semiconductor Manufacturing Corporation
    Powerchip Semiconductor Manufacturing Corporation (PSMC) is the world’s seventh-largest pure-play foundry, with four 12-inch and two 8-inch fabs in Taiwan, capable of producing over 2.1 million 12-inch equivalent wafers annually. Since its establishment in 1994, the company transitioned successfully from DRAM manufacturing to advanced foundry services for memory and logic chips. Ranked seventh in global semiconductor ESG evaluations, PSMC demonstrates strong governance and environmental commitment. In May 2024, PSMC’s new 12-inch fab in Taiwan’s Tongluo Science Park began operations with a planned capacity of 1.2 million wafers annually, using advanced 28nm and wafer stacking technologies.

    About Himax Technologies, Inc.
    Himax Technologies, Inc. (NASDAQ: HIMX) is a leading global fabless semiconductor solution provider dedicated to display imaging processing technologies. The Company’s display driver ICs and timing controllers have been adopted at scale across multiple industries worldwide including TVs, PC monitors, laptops, mobile phones, tablets, automotive, ePaper devices, industrial displays, among others. As the global market share leader in automotive display technology, the Company offers innovative and comprehensive automotive IC solutions, including traditional driver ICs, advanced in-cell Touch and Display Driver Integration (TDDI), local dimming timing controllers (Local Dimming Tcon), Large Touch and Display Driver Integration (LTDI) and OLED display technologies. Himax is also a pioneer in tinyML visual-AI and optical technology related fields. The Company’s industry-leading WiseEye™ ultralow power AI sensing technology which incorporates Himax proprietary ultralow power AI processor, always-on CMOS image sensor, and CNN-based AI algorithm has been widely deployed in consumer electronics and AIoT related applications. Himax optics technologies, such as diffractive wafer level optics, LCoS microdisplays and 3D sensing solutions, are critical for facilitating emerging AR/VR/metaverse technologies. Additionally, Himax designs and provides touch controllers, OLED ICs, LED ICs, EPD ICs, power management ICs, and CMOS image sensors for diverse display application coverage. Founded in 2001 and headquartered in Tainan, Taiwan, Himax currently employs around 2,200 people from three Taiwan-based offices in Tainan, Hsinchu and Taipei and country offices in China, Korea, Japan, Germany, and the US. Himax has 2,649 patents granted and 402 patents pending approval worldwide as of December 31, 2024.

    http://www.himax.com.tw

    Forward Looking Statements
    Factors that could cause actual events or results to differ materially from those described in this conference call include, but are not limited to, the effect of the Covid-19 pandemic on the Company’s business; general business and economic conditions and the state of the semiconductor industry; market acceptance and competitiveness of the driver and non-driver products developed by the Company; demand for end-use applications products; reliance on a small group of principal customers; the uncertainty of continued success in technological innovations; our ability to develop and protect our intellectual property; pricing pressures including declines in average selling prices; changes in customer order patterns; changes in estimated full-year effective tax rate; shortage in supply of key components; changes in environmental laws and regulations; changes in export license regulated by Export Administration Regulations (EAR); exchange rate fluctuations; regulatory approvals for further investments in our subsidiaries; our ability to collect accounts receivable and manage inventory and other risks described from time to time in the Company’s SEC filings, including those risks identified in the section entitled “Risk Factors” in its Form 20-F for the year ended December 31, 2023 filed with the SEC, as may be amended.

    Himax Contacts

    Eric Li, Chief IR/PR Officer
    Himax Technologies, Inc.
    Tel: +886-6-505-0880
    Fax: +886-2-2314-0877
    Email: hx_ir@himax.com.tw
    www.himax.com.tw
      
    Karen Tiao, Investor Relations
    Himax Technologies, Inc.
    Tel: +886-2-2370-3999
    Fax: +886-2-2314-0877
    Email: hx_ir@himax.com.tw
    www.himax.com.tw

    Mark Schwalenberg, Director
    Investor Relations – US Representative
    MZ North America
    Tel: +1-312-261-6430
    Email: HIMX@mzgroup.us
    www.mzgroup.us

    The MIL Network –

  • MIL-OSI: Atos reports full year 2024 results

    Source: GlobeNewswire (MIL-OSI)

    Press release

    Atos reports full year 2024 results

    Recovery of the commercial activity in Q4 2024

    • Q4 order entry at €2.7 billion
    • Q4 book to bill at 117%, +9 points vs Q4 2023, benefitting from the signature of large multi-year contract renewals and wins
    • FY 2024 book to bill at 82% vs 94% in prior year

    FY 2024 revenue: €9,577 million, down -5.4% organically, impacted by previously-established contract terminations or scope reductions and by market softness in key geographies

    • Eviden: down -6.7% organically
    • Tech Foundations down -4.1% organically

    Operating margin of 2.1% at €199m, with Eviden at 2.0% and Tech Foundations at 2.2%

    • Down -210 bps organically compared with FY 2023, mainly due to the allocation to the business of SG&A costs previously allocated to Other Operating Income & Expenses, as part of the separation project in prior year
    • Operating margin includes circa €40 million of provision for underperforming contracts following negotiations with customers

    Free cash flow at €-2,233 million reflecting the end of one-off working capital optimization actions and higher capex linked to High Performance Computing contracts

    • Working capital optimization at December 2024 of €0.3 billion compared to €1.8 billion in prior year
      • Consisting solely of customer invoices paid in advance without any discount and on a pure voluntary basis;
      • No usage at all of account receivable factoring or specific optimization on trade payables.

    Net income group share of €248 million, including notably:

    • €3,520 million income from the financial restructuring, including a €2,766 million gain on the debt-to-equity swap and €965 million IFRS 9 debt fair value treatment, which will be amortized in subsequent years
    • Goodwill and other non-current assets impairment charge of €2,357 million, reflecting the decrease of the Group’s enterprise value, which takes into account a lower fair value of the financial debts and a lower market capitalization

    Paris, March 5, 2025 – Atos, a global leader in digital transformation, high-performance computing and information technology infrastructure, today announces its 2024 financial results.

    Philippe Salle, Atos Chairman of the Board of Directors and Chief Executive Officer, declared:

    “It was with great enthusiasm and conviction that I have joined the Atos Group in October 2024. Now that our financial restructuring has been successfully completed in December, the Group can focus on its transformation journey and on providing the highest level of support to our customers through innovation and quality of service. I will present my vision for Atos and our mid-term strategy during a Capital Markets Day on May 14.

    During the fourth quarter, our commercial activity recovered thanks to the positive change of perception of our clients, who took note of the improvement of our credit rating. This positive commercial momentum materialized in renewals or extensions of large strategic multi-year contracts.

    I would like to take this opportunity to sincerely thank the teams involved for their outstanding contribution to the financial structuring of the company and to our employees, customers and partners for their continued support.”

    FY 2024 performance highlights

    In € million FY 2024 FY 2023 Var.   FY 2023* Organic Var.
    Revenue 9,577 10,693 -10.4%   10,124 -5.4%
    Operating Margin 199 467 -268   423 -224
    In % of revenue 2.1% 4.4%   -230bps   4.2%    -210bps
    OMDA 722 1,026 -304      
    In % of revenue 7.6% 9.6%   -200bps      
    Net income 248 -3,441 3,689      
    Free Cash Flow -2,233 -1,078 -1,154      
    Net debt excl. IFRS 9 fair value treatment -1,238 -2,230 992      
    Net debt -275 -2,230 1,955      

    *: at constant scope and December 2024 average exchange rates

    FY 2024 performance by Business

    In € million FY 2024
    Revenue    		 FY 2023
    revenue    		 FY 2023
    revenue*    		 Organic variation*
    Eviden 4,604 5,089 4,937 -6.7%
    Tech Foundations 4,972 5,604 5,187 -4.1%
    Total 9,577 10,693 10,124 -5.4%
    In € million FY 2024
    Operating margin    		 FY 2023 Operating margin FY 2023
    Operating margin*    		   FY 2024
    Operating margin %    		 FY 2023 Operating margin% FY 2023 Operating margin%* Organic variation*
    Eviden 90 294 272   2.0% 5.8% 5.5% -350 bps
    Tech Foundations 109 172 151   2.2% 3.1% 2.9% -70 bps
    Total 199 467 423   2.1% 4.4% 4.2% -210 bps

    *: at constant scope and December 2024 average exchange rates

    Group revenue was €9,577 million, down -5.4% organically compared with FY 2023. Overall, Group revenue evolution in 2024 reflects previously-established contract terminations or scope reductions and market softness in key geographies

    Eviden revenue was €4,604 million, down -6.7% organically.

    • Digital activities decreased high single digit. The business was impacted by previously-established contract terminations and contract scope reductions, as well as by the continued market softness in North America, in the UK & Ireland and in Benelux and the Nordics.
    • Big Data & Security (BDS) revenue was roughly stable organically. Advanced Computing grew mid-single digit with large project deliveries in Denmark and Germany particularly during the fourth quarter. Revenue in Digital Security decreased low single digit due to contract terminations and volume decline.

    Tech Foundations revenue was €4,972 million, down -4.1% organically.

    • Core revenue (excluding BPO and value-added resale (“VAR”)) decreased low single digit. Stronger revenue in Major Events (related to the Paris Olympic & Paralympic games and the UEFA) was offset by previously-established contract terminations and completions in North America and by contract scope and volume reduction in the UK.
    • Non-core revenue declined high single digit as planned, reflecting deliberate reduction of BPO activities in the UK and reduced value-added resale for hardware and software products.

    Group operating margin was €199 million representing 2.1% of revenue, down -210 basis points organically compared with 2023:

    • This margin decrease comes mainly from the allocation to the business of €103 million SG&A costs previously allocated to Other Operating Income & Expenses as they related to the separation project conducted in 2023. The profitability of the Group was also impacted by revenue decrease and lower utilization of resources. Operating margin also includes circa €40 million of provision for underperforming contracts following negotiations with customers
    • Eviden’s operating margin was €90 million or 2.0% of revenue, down -350 basis points organically. Beyond the allocation of SG&A costs to the business for €48 million, profitability was also impacted by revenue decrease and lower utilization of resources.
    • Tech Foundations’ operating margin was €109 million or 2.2% of revenue down by -70 basis points organically. The positive impacts from the continued execution of the transformation program and the accelerated reduction of under-performing contracts via renegotiation were offset by higher allocation of SG&A cost to the business for €55 million.

    FY 2024 performance by Regional Business Unit

    In € million FY 2024
    Revenue    		 FY 2023
    revenue    		 FY 2023
    revenue*    		 Organic variation*
    North America 1,909 2,280 2,177 -12.3%
    UK / IR 1,500 1,770 1,763 -14.9%
    Benelux and the Nordics (BTN) 946 911 905 +4.6%
    Central Europe 2,207 2,506 2,253 -2.1%
    Southern Europe 2,080 2,284 2,119 -1.9%
    Growing markets 924 930 893 +3.4%
    Others & Global structures 11 12 13 -16.3%
    Total 9,577 10,693 10,124 -5.4%
    In € million FY 2024
    Operating margin    		 FY 2023 Operating margin FY 2023
    Operating margin*    		   FY 2024
    Operating margin %    		 FY 2023 Operating margin% FY 2023 Operating margin%* Organic variation*
    North America 161 244 229   8.5% 10.7% 10.5% -200 bps
    UK / IR 72 75 77   4.8% 4.2% 4.3% +40 bps
    Benelux and the Nordics (BTN) 7 23 23   0.8% 2.5% 2.5% -170 bps
    Central Europe 10 31 23   0.5% 1.3% 1.0% -60 bps
    Southern Europe 80 99 82   3.9% 4.3% 3.9% +0 bps
    Growing markets 31 92 88   3.4% 9.9% 9.9% -650 bps
    Others & Global structures -163 -97 -98   N/A N/A N/A N/A
    Total 199 467 423   2.1% 4.4% 4.2% -210 bps

    *: at constant scope and December 2024 average exchange rates

    North America revenue was €1,909 million, down -12.3% organically, impacted by contract terminations and general slowdown in market conditions.

    • Eviden revenue was down double digit, impacted by contract terminations and volume decline in Healthcare, Finance, and Transport & Logistics. BDS revenue remained stable.
    • Tech Foundations revenue was down high single digit due to contract completions and terminations in Media and in Insurance, as well as scope reductions with select customers.

    Operating margin was €161 million or 8.5% of revenue, down -200 basis points organically.

    • Eviden’s margin declined, impacted by volume reduction and contract terminations.
    • Tech Foundations margin declined, due to lower utilization of resources and volume reduction.

    UK & Ireland revenue was €1,500 million, down -14.9% organically.

    • Eviden revenue was down double digit. Digital revenue decreased, reflecting contract completions and volume reduction in the Public Sector. BDS revenue decreased as well, following the discontinuation of the low-margin “computing as a service” offering.
    • Revenue in Tech Foundations was down double digit, due to contract completion in Public Sector BPO activities.

    Operating margin was €72 million, or 4.8% of revenue, up +40 basis points organically. Tech Foundations margin benefited from the extension of a large multi-year contract renewed at better financial terms, while Eviden margin was impacted by revenue decline and lower utilization of resources in Digital.

    Benelux and the Nordics revenue was € 946 million, up +4.6% organically

    • Eviden revenue was up double digit, thanks particularly to BDS, with a new supercomputer sold to an innovation center in Denmark.
    • Revenue in Tech Foundations was down low single digit, with contract completions and volume decline in Healthcare and in Utilities.

    Operating margin was €7 million, or 0.8% of revenue, down -170 basis points organically. Profitability was impacted by project overruns and lower utilization of resources in Digital.

    Central Europe revenue was € 2,207 million, down -2.1% organically.

    • Eviden revenue was down low single digit. Decline in Digital due to volume reduction from Manufacturing and Defense customers was partially offset by the ongoing delivery of a large HPC in Germany.
    • Tech Foundations revenue was down low-single digit, reflecting scope reductions in the Banking and Automotive sectors.

    Operating margin was €10 million or 0.5% of revenue, down -60 basis points organically. Tech Foundations’ margin improvement was offset by Eviden’s profitability decrease.

    Southern Europe revenue was €2,080 million, down -1.9% organically.

    • Eviden revenue was down low-single digit. Digital activities declined due to volume reduction in Automotive, Transport & Logistics and Banking sectors. The delivery of a supercomputer project in Spain provided a higher prior year comparison basis for BDS.
    • Tech Foundations revenue declined low single digit due to contract completions with select customers.

    Operating margin was €80 million or 3.9% of revenue, broadly stable organically. BDS’ margin improvement driven by ongoing contracts deliveries was partially offset by Eviden profitability decrease due to lower utilization of resources in Digital.

    Growing Market revenue was €924 million, up +3.4% organically, reflecting stronger contributions related to the Paris Olympic & Paralympic Games and the UEFA contract.

    Operating margin was €31 million or 3.4% of revenue, down -650 basis points reflecting higher marketing expenses for Major Events.

    Others and Global Structures encompass the Group’s global delivery centers and global structures:

    • Global delivery centers net cost was €-72 million, broadly stable compared with last year.
    • Global Structures net cost was €-91 million and increased by €65 million, impacted by higher SG&A costs allocated to Operating margin in 2024 (rather than allocated to Other Operating Income, as part of the separation project in prior year).

    Order entry and backlog

    FY 2024 commercial activity

    Order entry reached €7.9 billion in 2024. Eviden order entry was €4.1 billion and Tech Foundations order entry was €3.8 billion.

    Book-to-bill ratio for the Group was 82% in 2024, down from 94% in 2023.

    • Eviden reported a book-to-bill ratio of 88% in 2024, down from 94% in 2023
    • Tech Foundations reported a book-to-bill ratio of 76% in 2024, down from 94% in 2023

    Q4 2024 commercial activity

    Order entry reached €2.7 billion in Q4 2024 bringing book to bill ratio to 117% for the quarter, benefitting from renewed client confidence thanks to the completion of the financial restructuring.

    Eviden reported a book-to-bill ratio of 111% for the fourth quarter, increasing strongly by +12 points compared with Q4 2023, notably led by a strong performance of Digital with a book to bill at 127%.
    Main contract signatures in the fourth quarter included an application management services contract with a Ministry of Economy, contract renewals in application management and cybersecurity services with a large American retail company and with a large health provider, as well as a High-Performance Computer (HPC) upgrade with a European scientific community.

    Tech Foundations reported a book-to-bill ratio of 122% for the fourth quarter, increasing by +6 points compared with Q4 2023.
    Main contract signatures in the fourth quarter included a 4-years contract extension for IT and digital transformation services with a state-owned savings bank. Several multi-year strategic contracts were renewed, in particular to provide Digital Workplace and Hybrid Cloud & Infrastructure services for North American and UK & Ireland customers in Financial Services, Public Sector, and Transport & Logistic.

    Backlog & commercial pipeline

    At the end of December 2024, the full backlog reached €13.0 billion representing 1.3 years of revenue.

    The full qualified pipeline amounted to €4.3 billion at the end of December 2024, representing 5.1 months of revenue.

    Human resources

    The total headcount was 78,112 at the end of December 2024, decreasing by -17.9% compared with the end of December 2023 and includes:

    • Transfers of 4,900 employees to new providers in Q3 2024 following contract completions in North America and in the UK. Excluding these transfers, headcount has decreased by circa -13%,
    • Worldgrid disposal in Q4 2024 (-973 employees).

    During the year, the Group hired 9,388 staff (of which 93.3% were Direct employees).

    Employe attrition rate remained in line with historical levels, increasing slightly from 14.5% in 2023 to 15.6% in 2024. FY 2024 retention rate for key employees remained high at 92%.

    Net income

    Net income group share was €248 million, primarily due to a €3,520 million financial gain related to the financial restructuring of the Group and a €2,858 million cost recorded in Other Operating Income and Expenses, which included a €2,357 million impairment charges on goodwill and non-current assets.

    Free cash flow

    Free cash flow was €-2,233 million in 2024 reflecting primarily the end of one-off working capital optimization actions resulting in a negative change in working capital requirement for €1,498 million and higher capex linked to HPC contracts for €239 million.

    Net debt and debt covenants

    At December 31, 2024, net debt was €1,238 million (€275 million including IFRS 9 debt fair value treatment), compared to € 2,230 million as of December 31, 2023. and consisted of:

    • Cash and cash equivalents for €1,739 million
    • Short-term financial assets for €93 million
    • Borrowings for €3,069 million (nominal value) or €2,107 million (IFRS fair value)

    The new credit documentation requires the Group to maintain:

    • from 31 March 2025, a minimum liquidity level of €650 million, to be verified at the end of each financial quarter;
    • from 30 June 2027, as from each half-year end, a maximum level of financial leverage (“Total Net Leverage Ratio Covenant”), which is defined as the ratio of Financial indebtedness (mainly excluding IFRS 16 impacts and IFRS 9 debt fair value treatment) to pre-IFRS 16 OMDA; the ceilings thus applicable will be determined no later than 30 June 2026 with reference to a flexibility of 30% in relation to the Business Plan adopted by the Group at that time; these ceilings will in any event remain between 3.5x and 4.0x.

    As at December 31, 2024, the Group financial leverage (as defined above and pre IFRS 9 debt fair value treatment) was 3.16x.

    Going concern and liquidity

    The consolidated financial statements of the Group for the year ended December 31, 2024 have been prepared on a going concern basis.

    The Group’s cash forecasts for the twelve months following the approval of the 2024 consolidated financial statements by the Board of Directors, result in a cash situation that meets its liquidity needs over that period.

    The cash forecasts, which take into account the latest business forecasts, have been prepared based on the assumptions which were in line with the Group updated business plan communicated on September 2, 2024.

    It is reminded that as part of its financial restructuring and following the completion on 18 December 2024 of the final steps of the Accelerated Safeguard Plan approved by the specialized Commercial Court of Nanterre on 24 October 2024, which resulted in:
    (i)      a €2.1 billion gross debt reduction through the equitization of €2.9 billion of existing financial debts and the repayment of €0.8 billion interim financings with the new money debt provided to the Company;

    (ii)      €1.6 billion of new money debt and €0.1 billion of new money equity from the rights issue and the additional reserved capital increase and

    (iii)      no debt maturities before the end of 2029,

    the Group now has the resources and flexibility to execute its midterm strategy.

    Operating margin to Operating income

    In € million 2024 2023
    Operating margin 199 467
    Reorganization -119 -696
    Rationalization and associated costs -37 -38
    Integration and acquisition costs 3 4
    Amortization of intangible assets (PPA from acquisitions) -57 -108
    Equity based compensation -2 -19
    Impairment of goodwill and other non-current assets -2 357 -2 546
    Other items -288 -169
    Operating (loss) -2 659 -3 106

    Non recurring items were a net expense of €2,858 million.

    Reorganization costs amounted to € 119 million.

    • Workforce adaptation measures relating mainly to restructuring plans launched in previous years were €77 million compared with €343 million in 2023, as the Group limited restructuring expenses to manage its cash position in 2024.
    • Separation and transformation related to the 2023 legal carve-out were incurred mostly at the start of the year for €42 million. In 2023, these costs amounted to €353 million, of which about one third corresponded to internal project costs.

    Rationalization and associated costs amounted to € 37 million compared to € 38 million in 2023, mainly corresponding to the continuation of the data centers consolidation program.

    Integration and acquisition costs amounted to € 3 million as certain earn-out and retention schemes did not materialize and were thus released to the income statement.

    Amortization of intangible assets recognized in the purchase price allocation amounted to €57 million and was mainly composed of Syntel customer relationships and technologies.

    Impairment of goodwill and other non-current assets amounted to € 2,357 million and mostly related:

    • To the impairment of goodwill for € 2,240 million in both Eviden (Americas and Northern Europe & APAC) and Tech Foundations (Northern Europe & APAC), and ;
    • To the impairment of customer relationships for € 109 million in Americas as a result of customer contract terminations.

    In 2024, Other items were a net expense of €288 million compared with €169 million in 2023 and included:

    • €74 million of net capital gain related to the sale of Worldgrid offset by additional losses recognized on past transactions ;
    • €160 million of losses related to onerous contracts that were accounted for in OOI in previous years;
    • €96 million of legal fees and settlement related to major litigations, including the settlement concluded with Unisys in December;
    • €78 million of current assets write offs; and
    • €28 million of costs related to early retirement programs in Germany, the UK and France as well as others non-recurring items.

    As a result, operating loss was at €-2,659 million, compared with a loss of €-3,106 million in 2023, reflecting primarily the €2,357 million impairment charge.

    Operating Income to Net income Group Share

    In € million 2024 2023
    Operating (loss) -2,659 -3,106
    Net financial income (expense) 3,121 -227
    Tax charge -214 -112
    Non-Controlling interests – -1
    Share of net profit of equity-accounted investments – 5
    Net income (loss) Group Share 248 -3,441
    Basic earning per share 0.034 -31.04
    Diluted earning per share 0.031 -31.04

    Net financial income was €3,121 million and was composed of:

    • The net cost of financial debt of €178 million, compared with €102 million in 2023. This €76 million increase mainly resulted from:
      • €38 million higher cost on the old debt (additional portions drawn on the RCF and higher interest rates on the Term Loan A);
      • €13m interests on the interim financing;
      • €12m interests on the new financing structure.
    • Other financial items for a net income of € 3,299 million in 2024 compared to net expense of € 125 million in 2023, composed mainly of:
      • The gain related to the financial restructuring of the Group for €3,520 million, detailed as follows:
    In € million 2024
    Fair value gain on the debt converted into equity 2,766
    Fair value gain on the new debt 965
    Fair value of the issued warrants -45
    Subtotal at financial restructuring date 3,686
    Costs and fees reported in the income statement -165
    Impact reported under the other financial income 3,520
    • Other items of €221 million, including notably:
      • €78 million of exit fees on Interim financing loans repaid as part of financial restructuring on December 18, 2024;
      • €36 million lease liability interest (€26 million in 2023). This variation mainly resulted from the increase in discount rates;
      • €30 million financial expense on pensions(€31 million in 2023). This pension financial cost represents the difference between interest costs on pension obligations and the return on plan assets;
      • €29 million of net foreign exchange loss, including hedges (loss of €19 million in 2023);
      • €15 million of prior year transaction costs included in financial debts, which were fully amortized in 2024 in the context of the financial restructuring of the Group.

    The tax charge for 2024 was €214 million, compared with €112 million in 2023. This €+102 million increase was mainly due to:

    • A €59 million impairment charge on deferred tax assets
    • A €37 million expense related to non-recoverable withholding tax

    Net income group share was €248 million, primarily due to a €3,520 million financial gain related to the financial restructuring of the Group and a €2,858 million cost recorded in Other Operating Income and Expenses, which included a €2,357 million impairment charges on goodwill and non-current assets.

    Earnings per share

    Basic earnings per share were €0.034. per share in 2024 and diluted earnings per share were €0.031 per share.

    Free cash flow and net cash

    In € million 2024 2023
    Operating Margin before Depreciation and Amortization (OMDA) 722 1,026
    Capital expenditures -444 -205
    Lease payments -301 -358
    Change in working capital requirement* -1,192 -391
    Cash from operations (CFO)* -1,214 73
    Tax paid -81 -77
    Net cost of financial debt paid -178 -102
    Reorganization in other operating income -245 -605
    Rationalization & associated costs in other operating income -9 -47
    Integration and acquisition costs in other operating income -3 -8
    Other changes** -504 -312
    Free Cash Flow (FCF) -2,233 -1,078
    Net (acquisitions) disposals 162 411
    Capital increase 3,049 –
    Share buy-back -2 -3
    Dividends paid -18 -35
    Change in net (debt) 958 -705
    Opening net cash (debt) -2,230 -1,450
    Change in net cash (debt) 958 -705
    Foreign exchange rate fluctuation on net cash (debt) 34 -75
    Closing net (debt) excl. IFRS fair value treatment -1,238 -2,230
    IFRS Debt fair value treatment 963 –
    Closing net (debt) -275 -2,230

    * Change in working capital requirement excluding the working capital requirement change related to items reported in other operating income and expense.

    ** “Other changes” include other operating income and expense with cash impact (excluding staff reorganization, rationalization and associated costs, integration and acquisition costs) and other financial items with cash impact, net long term financial investments excluding acquisitions and disposals, and profit sharing amounts payable transferred to debt

    Free cash flow was €-2,233 million in 2024 reflecting primarily the end of one-off working capital optimization actions resulting in a negative change in working capital requirement for €1,498 million and higher capex linked to HPC contracts for €239 million.

    Capital expenditures and lease payments totaled €745 million, up €182 million from the prior year reflecting a significant investment in the energy-efficient Exascale technology.

    Change in working capital requirement was €-1,192 million, primarily from €-1,498 million lower working capital optimization compared with end of fiscal 2023. As at December 2024, working capital benefited from invoices paid in advance by customers for € 319 million, without any discount and on a pure voluntary basis. As at December 31, 2023, total specific optimization carried out by the Group to optimize its working capital amounted to € 1,817 million.

    Cash out related to taxes paid increased by € 4 million and amounted to € 81 million in 2024, including € 6 million of taxes paid in connection with carve-out transactions completed in 2024.

    Net cost of financial debt was €178 million as explained above.

    The total of reorganization, rationalization & associated costs and integration & acquisition costs reached €256 million compared with €660 million in 2023 and included:

    • €135 million of reorganization costs in connection with restructuring measures as well as the continuation of the German restructuring plans; and
    • €110 million of costs related to the outstanding activities on the separation of the Group incurred mostly over the first quarter of the year.

    Cash out related to Other changes was €-504 million compared to € -312 million in 2023, and included:

    • €166 million of costs incurred on onerous contracts (purchase commitments and customer contracts);
    • €144 million of transaction costs paid in the context of the financial restructuring;
    • €78 million of exit fees on interim financing
    • Costs related to litigations

    As a result of the above impacts mainly driven by the change in the working capital requirement, the Group Free Cash Flow was € -2,233 million in 2024, compared to € -1,078 million in 2023.

    The net cash impact resulting from disposals was €162 million mainly related to the net cash proceeds from the Worldgrid disposal of €232 million, partly offset by the write-off of a receivable on a past disposal.

    Capital increase amounted to €3,049 million and were made of :

    • €2,904 million of equitization of financial debts; and
    • €145 million of new money equity raised mainly from the Rights Issue

    In the context of the financial restructuring process of the Group.

    No dividends were paid to Atos SE shareholders in 2024. The €18 million cash out (€35 million in 2023) corresponded to taxes withheld on internal dividend distributions and to dividends paid to minority interests.

    Foreign exchange rate fluctuation determined on debt or cash exposure by country represented a decrease in net debt of €34 million.

    As a result, the Group net debt position as of December 31, 2024 was €275 million (€1,238 million excluding the IFRS 9 debt fair value treatment), compared to €2,230 million as of December 31, 2023.

    Consolidated financial statements

    Atos consolidated financial statements for the year ended December 31, 2024, were approved by the Board of Directors on March 4, 2025. Audit procedures on the consolidated financial statements have been completed and the audit report will be issued after the review of the 2024 Universal Registration Document.

    Advance Computing sales process update

    On November 25, 2024, Atos announced that it has received a non-binding offer from the French State for the potential acquisition of 100% of the Advanced Computing activities of its BDS division, based on an enterprise value of €500 million, to be potentially increased to €625 million including earn-outs.

    The offer received from the French State provides for an exclusivity period until May 31, 2025. If the exclusive negotiations lead to an agreement and subject to obtaining the customary commercial, employee and administrative authorizations, a Share Purchase Agreement, subject to work councils’, opinion may be signed by that date. An initial payment of €150 million is expected to be made available to Atos upon signing of the Share Purchase Agreement.

    In addition, Atos has engaged into a sale process for its Mission Critical Systems business.

    Capital Markets Day

    Atos will present an update of its strategy and organization during a Capital Markets Day that will be held in Paris on May 14, 2025.

    Dividend

    Atos Board of Directors decided, in its meeting held on March 4, 2025, not to propose a dividend payment to the next Annual General Meeting.

    Conference call

    Atos’ Management invites you to an international conference call on the Group 2024 results, on Wednesday, March 5th, 2025 at 08:00 am (CET – Paris).

    You can join the webcast of the conference:

    • via the following link: https://edge.media-server.com/mmc/p/5g7hv4ka
    • by telephone with the dial-in, 10 minutes prior the starting time. Please note that if you want to join the webcast by telephone, you must register in advance of the conference using the following link:

    https://register.vevent.com/register/BIa3f9570d64b4412c8f5192ad4ad6d30b

    Upon registration, you will be provided with Participant Dial In Numbers, a Direct Event Passcode and a unique Registrant ID. Call reminders will also be sent via email the day prior to the event.
    During the 10 minutes prior to the beginning of the call, you will need to use the conference access information provided in the email received upon registration.

    After the conference, a replay of the webcast will be available on atos.net, in the Investors section.

    Forthcoming events

    April 25, 2025 (Before Market Opening) First quarter 2025 revenue
    May 14, 2025 Capital Markets Day
    June 13, 2025 Annual General Meeting
       
    August 1st, 2025 (Before Market Opening)  First semester 2025 results

    APPENDIX

    Q4 2024 revenue

    In € million Q4 2024
    Revenue    		 Q4 2023
    Revenue*    		 Organic variation*
    Eviden 1,126 1,280 -12.0%
    Tech Foundations 1,182 1,329 -11.0%
    Total 2,309 2,608 -11.5%
    In € million Q4 2024
    Revenue    		 Q4 2023
    Revenue*    		 Organic variation*
    North America 410 528 -22.3%
    UK / IR 322 447 -28.1%
    Benelux and the Nordics (BTN) 218 232 -6.1%
    Central Europe 586 580 +1.1%
    Southern Europe 519 556 -6.6%
    Growing markets 251 261 -3.9%
    Others & Global structures 2 4 -34.6%
    Total 2,309 2,608 -11.5%

    *: at constant scope and December 2024 average exchange rates

    Group revenue was €2,309 million in Q4, down -11.5% organically compared with Q4 2023.

    Eviden revenue was €1,126 million, down -12.0% organically.

    • Digital activities decreased double digit. The business was impacted by previously-established contract terminations contract scope reductions, as well as the continued market softness in North America and in the UK & Ireland.
    • Big Data & Security (BDS) revenue grew low single digit organically. Advanced Computing grew with large project deliveries in Germany.

    Tech Foundations revenue was €1,182.0 million, down -11.0% organically.

    • Core revenue (excluding BPO and value-added resale (“VAR”)) decreased high-single digit, mainly impacted by contract terminations in North America and previously-established contract scope and volume reduction in UK.
    • Non-core revenue declined double digit reflecting deliberate reduction of BPO activities in the UK and less value-added resale for hardware and software products.

    FY 2023 revenue and operating margin at constant scope and exchange rates reconciliation

    For the analysis of the Group’s performance, revenue and OM for FY 2024 is compared with FY 2023 revenue and OM at constant scope and foreign exchange rates. Reconciliation between the FY 2023 reported revenue and OM, and the FY 2023 revenue and OM at constant scope and foreign exchange rates is presented below, by Business Lines and Regional Business Units.

    FY 2023 revenue
    In € million    		 FY 2023
    published    		 Internal transfers Scope effects Exchange rates effects FY 2023*
    Eviden 5,089 33 -192 7 4,937
    Tech Foundations 5,604 -33 -401 17 5,187
    Total 10,693 0 -592 24 10,124
               
               
    FY 2023 revenue
    In € million    		 FY 2023
    published    		 Internal transfers Scope effects Exchange rates effects FY 2023*
    North America 2,280 -1 -96 -6 2,177
    Benelux and the Nordics (BTN) 911 0 -7 0 905
    UK / IR 1,770 0 -53 47 1,763
    Central Europe 2,506 0 -254 2 2,253
    Southern Europe 2,284 0 -164 0 2,119
    Growing Markets 930 0 -18 -19 893
    Others & Global structures 12 1 0 0 13
    Total 10,693 0 -592 24 10,124

    *: at constant scope and December 2024 average exchange rates

    FY 2023 Operating margin
    In € million    		 FY 2023
    published    		 Internal transfers Scope effects Exchange rates effects FY 2023*
    Eviden 294 0 -25 2 272
    Tech Foundations 172 0 -20 -1 151
    Total 467 0 -45 1 423
               
               
    FY 2023 Operating margin
    In € million    		 FY 2023
    published    		 Internal transfers Scope effects Exchange rates effects FY 2023*
    North America 244 1 -15 -1 229
    Benelux and the Nordics (BTN) 23 0 -1 0 23
    UK / IR 75 4 -5 2 77
    Central Europe 31 -3 -6 0 23
    Southern Europe 99 -2 -16 0 82
    Growing Markets 92 0 -3 -1 88
    Others & Global structures -97 -1 0 0 -98
    Total 467 0 -45 1 423

    *: at constant scope and December 2024 average exchange rates

    Scope effects on revenue amounted to €-592 million and €-45 million on operating margin. They mainly related to the divesture of UCC, EcoAct, Italy, State Street JV, and Worldgrid.

    Currency effects positively contributed to revenue for €+24 million and €+1 million on operating margin. They mostly came from the appreciation of the British pound, partially compensated by the depreciation of the Brazilian real, the US dollar, the Argentinian peso and the Turkish lira.

    Q4 2023 revenue at constant scope and exchange rates reconciliation

    For the analysis of the Group’s performance, revenue for Q4 2024 is compared with 2023 revenue at constant scope and foreign exchange rates.

    In 2023, the Group reviewed the accounting treatment of certain third-party standard software resale transactions following the decision published by ESMA in October 2023 that illustrated the IFRS IC decision and enacted a restrictive position on the assessment of Principal vs. Agent under IFRS 15 for such transactions. The Q4 2023 revenue is therefore restated by € +48 million. The impact affected Eviden in North America RBU.

    Reconciliation between the 2023 reported fourth quarter revenue and the 2023 fourth quarter revenue at constant scope and foreign exchange rates is presented below, by Business Lines and Regional Business Units:

    Q4 2023 revenue
    In € million    		 Q4 2023 published Restatement Q4 2023 restated Internal transfers Scope effects Exchange rates effects Q4 2023*
    Eviden            1,247                   48 1,295     -1 -22 8           1,280   
    Tech Foundations           1,308    –           1,308    1 -1 21           1,329   
    Total 2,555 48 2,602 0 -23 29 2,608
                   
                   
    Q4 2023 revenue
    In € million    		 Q4 2023 published Restatement Q4 2023 restated Internal transfers Scope effects Exchange rates effects Q4 2023*
    North America 483 48 531 -1 -1 -1 528
    Benelux and the Nordics 233 0 233 0 -1 0 232
    UK / IR 433 0 433 0 -3 18 447
    Central Europe 582 0 582 0 -2 0 580
    Southern Europe 571 0 571 0 -16 0 556
    Growing markets 250 0 250 0 0 12 261
    Others & Global structures 3 0 3 1 0 0 4
    Total 2,555 48 2,602 0 -23 29 2,608

    *: at constant scope and December 2024 average exchange rates

    Disclaimer

    This document contains forward-looking statements that involve risks and uncertainties, including references, concerning the Group’s expected growth and profitability in the future which may significantly impact the expected performance indicated in the forward-looking statements. These risks and uncertainties are linked to factors out of the control of the Company and not precisely estimated, such as market conditions or competitors’ behaviors. Any forward-looking statements made in this document are statements about Atos’s beliefs and expectations and should be evaluated as such. Forward-looking statements include statements that may relate to Atos’s plans, objectives, strategies, goals, future events, future revenues or synergies, or performance, and other information that is not historical information. Actual events or results may differ from those described in this document due to a number of risks and uncertainties that are described within the 2023 Universal Registration Document filed with the Autorité des Marchés Financiers (AMF) on May 24, 2024 under the registration number D.24-0429, as updated by chapter 2 “Risk factors” of the first amendment to Atos’ 2023 universal registration document filed with the Autorité des Marchés Financiers (AMF) on November 7, 2024 under the registration number D.24-0429-A01 and by chapter 2 “Risk factors” of the second amendment to Atos’ 2023 universal registration document filed with the Autorité des Marchés Financiers (AMF) on December 11, 2024 under the registration number D.24-0429-A02, and the half-year report filed published on August 6, 2024. Atos does not undertake, and specifically disclaims, any obligation or responsibility to update or amend any of the information above except as otherwise required by law.

    This document does not contain or constitute an offer of Atos’s shares for sale or an invitation or inducement to invest in Atos’s shares in France, the United States of America or any other jurisdiction. This document includes information on specific transactions that shall be considered as projects only. In particular, any decision relating to the information or projects mentioned in this document and their terms and conditions will only be made after the ongoing in-depth analysis considering tax, legal, operational, finance, HR and all other relevant aspects have been completed and will be subject to general market conditions and other customary conditions, including governance bodies and shareholders’ approval as well as appropriate processes with the relevant employee representative bodies in accordance with applicable laws.

    About Atos

    Atos is a global leader in digital transformation with circa 78,000 employees and annual revenue of circa €10 billion. European number one in cybersecurity, cloud and high-performance computing, the Group provides tailored end-to-end solutions for all industries in 68 countries. A pioneer in decarbonization services and products, Atos is committed to a secure and decarbonized digital for its clients. Atos is a SE (Societas Europaea) and listed on Euronext Paris.

    The purpose of Atos is to help design the future of the information space. Its expertise and services support the development of knowledge, education and research in a multicultural approach and contribute to the development of scientific and technological excellence. Across the world, the Group enables its customers and employees, and members of societies at large to live, work and develop sustainably, in a safe and secure information space.

    Contacts

    Investor relations:

    David Pierre-Kahn | investors@atos.net | +33 6 28 51 45 96

    Sofiane El Amri | investors@atos.net | +33 6 29 34 85 67

    Individual shareholders: +33 8 05 65 00 75

    Press contact: globalprteam@atos.net

    Attachment

    The MIL Network –

  • MIL-OSI China: China’s inbound cruise tourism sets sail in 2025

    Source: China State Council Information Office

    Tianjin and Qingdao, two major port cities in China, kicked off the new year with their first inbound international cruise ship of 2025 — the Malta-registered Europa 2, a clear signal of the steady revival of China’s cruise tourism industry.

    The luxury liner, carrying hundreds of passengers from countries including Germany, Austria and Switzerland is on a global voyage. During its China leg, the tour group headed to major destinations including Xiamen, Shanghai and Tianjin.

    After a brief stop in Qingdao in Shandong Province, east China, on March 1, the ship would head to Japan and the Republic of Korea, according to Kristina Jurgawka, a crew member aboard the ship.

    An avid history enthusiast, she was deeply impressed by the Great Wall, a UNESCO World Heritage Site, and enchanted by the skyline of Shanghai. “I’m truly grateful for this once-in-a-lifetime experience,” she said.

    For German tourist Joachin Dopp, the ease of entry into China left the strongest impression. “It’s simple to enter, no need for a visa or all those formalities. It’s great that you can just enter the country and enjoy it [your trip],” he told Xinhua.

    His experience reflects well on China’s effort to rejuvenate the cruise tourism sector. In May last year, a policy was rolled out allowing visa-free entry for foreign tourist groups arriving on cruise ships at any of the country’s cruise ports along the coastline.

    With a coastline stretching 18,000 km, China has seen steady improvements in its port infrastructure. The country boasts abundant tourism resources and is experiencing rapid growth in the service industry, making it a major destination for international cruise liners.

    Wang Hong, president of China Europe International Business School, said in a media interview that the visa-free entry policy for cruise passengers will bring unprecedented development opportunities to China’s tourism and cruise industries. It is expected to attract more foreign visitors to choose cruises as a means of traveling to China, thereby boosting inbound tourism.

    Industry leaders predict a strong rebound in international cruise tourism in China this year.

    On Jan. 3, an international cruise ship carrying 456 passengers docked at Phoenix Island International Cruise Port in Sanya, a popular tropical destination. From 2006 to the end of 2024, the port handled over 1,600 cruise ship voyages and over 2 million passenger trips.

    Days later, the Silver Dawn became the first international cruise ship to arrive in Shanghai this year, bringing over 400 tourists from more than 20 countries, including the United States, Britain, and Australia. During the eight-day Spring Festival holiday, the border inspection authorities in Shanghai reported 22 cruise ship entries and exits, with 72,000 cruise passenger trips.

    Tang Ming, head of a Shanghai-based travel agency, noted that since February 2024, the market has steadily recovered. “We expect to see a 20 to 30 percent increase in international cruise tourists this year,” he said.

    Cruise ports in Qingdao are expected to receive over 40 cruise ship visits in 2025, twice the number recorded in 2024, according to the city’s culture and tourism bureau. Meanwhile, Tianjin International Cruise Home Port is preparing for increased activities, with more than 40 inbound and outbound cruise ship visits anticipated at Dongjiang Port in the first quarter alone.

    Globally, the Cruise Lines International Association estimates that the number of ocean-going cruise passengers will reach 39.5 million by 2027, reflecting sustained demand for cruise voyages.

    By 2035, China’s cruise market is expected to welcome 4.2 million inbound foreign tourist trips annually, with total economic output projected to reach 531.7 billion yuan (about 74.12 billion U.S. dollars), according to a report by the Shanghai Academy of Social Sciences, as cited by Liao Minsheng, a marine tourism expert from Hainan Tropical Ocean University.

    China’s market, Liao said in a media interview, presents unprecedented opportunities for the global cruise and yacht economy.

    “China’s vast market size and growing demand for cruise tourism provide international cruise and yacht companies with ample room for expansion,” he added. “The sector’s growth is expected to drive the development in areas such as ship design and manufacturing, foreign trade, tourism services, port construction and modern maritime services.”

    MIL OSI China News –

  • MIL-Evening Report: Fires used to terrify city residents. New research suggests climate change could see this fear return

    Source: The Conversation (Au and NZ) – By David Bowman, Professor of Pyrogeography and Fire Science, University of Tasmania

    Fire rages in the Pacific Palisades area of Los Angeles in January 2025 eley archives/Shutterstock

    For centuries, fire was one of the major fears for city-dwellers. Dense cities built largely of wood could – and did – burn. In 1666, a fire in a bakery went on to destroy two-thirds of the city of London, leaving 85% of residents homeless. In 1871, fire burned out huge areas of Chicago. In World War II, bombing raids by Allied forces largely destroyed cities such as Dresden in Germany and Tokyo in Japan.

    The threat of large-scale urban fires drove authorities to spend more on urban firefighting and require buildings to use less flammable material. Fire alarms, fire engines and automatic sprinklers have done much to reduce the chance of uncontrolled spread.

    But will our sense of safety endure in the age of climate change? In January, we saw swathes of Los Angeles burn – even in the northern winter. Driven by low humidity and high winds, numerous large fires encroached on the city, destroying outlying suburbs. Climate change made the fires worse, according to climate scientists.

    Now we have new research on the question of whether climate change will make large city fires more likely. A research team from China, Singapore and Australia have gathered a decade’s worth of data on fires from almost 3,000 cities in 20 nations, home to one-fifth of the world’s population.

    The researchers found for every 1°C increase in air temperature, outdoor fires (rubbish and landfill) increase 4.7% and vehicle fires 2.5%. If the world accelerates its burning of fossil fuels under a high emissions scenario compatible with a 4.3°C temperature rise by century’s end, outdoor fires in cities would soar 22% and vehicle fires 11%. But building fires are projected to actually fall 5%. Thankfully, this emissions scenario is now less likely.

    The Great Fire of London destroyed most of the city in 1666.
    HodagMedia/Shutterstock

    What did this research find?

    To make these findings, the researchers aggregated the fire incident data from 2,847 cities located in 20 countries over the 2011–20 decade and analysed them to see how air temperature influences the frequency of three types of fires: outdoor, structural and vehicle. They found a strong correlation.

    Of the 20 nations, New Zealand looks likely to have the highest increase in fires, soaring 140% over 2020 figures by 2100.

    When we think of fires in a city, we usually think of structural fires – a building going up in flames.

    The research suggests building fires would actually decrease 5% by 2100. This is unexpected, and might suggest uncertainty about this finding.

    Interestingly, this research found the fewest structural fires occurred at air temperatures of 24°C, a temperature which humans find optimal. When it’s hotter or cooler than that, more buildings catch fire.

    Why? It’s likely due to our behaviour. We spend more time indoors when it’s very cold or very hot outside, which the authors suggest could make us more likely to accidentally cause fires by using electrical appliances and fireplaces which have a fire risk.

    By contrast, outdoor and vehicle fires do increase linearly as temperatures rise. Most vehicle fires come from an equipment or heat source failure, which are both likely to increase as temperatures rise. We are also more likely to have a car crash when it’s hotter, and vehicle fires often come after a crash.

    Vehicle fires will become more common as the climate changes, according to this research.
    Rodrigo Teixeira/Pexels, CC BY-NC-ND

    Outdoor fires become more likely because heat dries out fuels and favours fire spread. Rubbish dumps can spontaneously catch fire when temperatures are too high – even underground. This happens because chemical reactions are accelerated in warmer temperatures, causing waste materials to heat up faster. If the extra heat isn’t dissipated, waste can become so hot that it catches fire on its own.

    We should take these estimates with a grain of salt. This is because they project recent statistical patterns into an uncertain future, and draw on a data set not perfectly suited to the task. The data set stops in 2020, before the electric vehicle transition gathered speed. EVs have a different risk profile for accidental fires.

    As the authors note, there are large barriers to getting a coherent understanding of fire risk. “Despite multiple efforts, we have been unsuccessful in obtaining fire data from Africa and South America,” they write.

    Their estimates also relate to a high-emissions future which is hopefully becoming less likely, though the general pattern of the results are similar under less severe climate projections.

    Most importantly, it’s not yet clear why temperature influences urban fires. This uncertainty raises questions over whether simple projections of current patterns into the future are realistic or appropriate.

    Cities aflame?

    Arguably the most important contribution of this new research is to show us that our cities are not inherently protected from fire.

    For city authorities, this research points to the need to manage combustible materials, from piles of mulch to dry urban parks and even home gardens. Storage yards, rubbish dumps and recycling centres will also need to be managed.

    Fire used to be a major concern for cities, and it could be again. Cities and fire are uneasy bedfellows, and climate change will worsen the situation.

    David Bowman is an Australian Research Council Laureate Fellow and also receives funding from the New South Wales Bushfire and Natural Hazards Research Centre, and Natural Hazards Research Australia.

    Calum Cunningham receives funding from the Australian Research Council.

    – ref. Fires used to terrify city residents. New research suggests climate change could see this fear return – https://theconversation.com/fires-used-to-terrify-city-residents-new-research-suggests-climate-change-could-see-this-fear-return-251056

    MIL OSI Analysis – EveningReport.nz –