Category: Health

  • MIL-OSI United Kingdom: HPV health poster design competition launched for WHO Immunisation Week

    Source: City of Salford

    • Salford launches design a HPV vaccination poster competition for young people to support WHO Immunisation Week.
    • The HPV vaccine plays an important role in preventing cervical cancer, as almost all cases of cervical cancer are caused by HPV.
    • The poster design competition is free to enter and open to all young people aged 11 to 16 who live in Salford or attend a Salford school. 

    In a strong pledge of global public health initiatives, the World Health Organization’s (WHO) World Immunisation Week campaign, “Immunisation for All is Humanly Possible,” highlights the vital impact of vaccines in saving lives. 

    WHO recommends that at least 95% of children should be immunised against vaccine-preventable diseases targeted for elimination or control, including diphtheria, tetanus, pertussis, polio, Hib, measles, mumps, and rubella.

    Following this campaign, Salford City Council Health Protection team are working with a group of young people from across the city to take part in an exciting creative health competition to design a poster promoting the HPV vaccination in schools.

    Human papillomavirus (HPV) is the name of a very common group of viruses. Teenage boys and girl are offered the HPV vaccination at high school, in year 8.  The HPV vaccine plays an important role in preventing cervical cancer, as almost all cases of cervical cancer are caused by HPV.

    This competition aims to improve health literacy among secondary school pupils in Year 8. By involving students, we can empower them to become champions for the HPV vaccine and own the importance of protecting their health and the health of others.

    Cllr John Merry, Deputy City Mayor and Lead Member for Adult Services, Health, and Wellbeing, said: “I’m genuinely excited to see creative approaches to health, like the HPV poster competition. I encourage all children to get involved and hope more Salford high schools join our HPV School’s Education Programme.

    We have already seen excellent outcomes with flu vaccination for children aged 2 to 3 in Swinton, Pendlebury, Walkden and Little Hulton Primary Care Networks (PCN). In addition, the Salford University GP service organised vaccination catch-up clinics for students and staff, ensuring our university community remains well-protected.

    The more Salford’s public health colleagues, service providers, and key stakeholders work together to boost the immunisation rates, the greater the opportunity to reduce health inequalities and protect the whole community.”

    Councillor Arnold Saunders, Vice Chair of the Community and Neighbourhoods Scrutiny Panel, also shared: “While immunisation rates in Salford have declined since 2013, it’s encouraging to note that vaccination rates in children aged five have increased for the first time in over a decade.

    Offers of local health events and clinics in Broughton community settings, including evening and weekend sessions have increased, and means more people can now access services at the right time and right place.

    Broughton is a diverse community so programmes that educate residents and service providers about vaccinations and other health priorities are vital to encouraging higher vaccine uptake and better community health for all.”

    The HPV health poster design competition is free to enter and open to all young people aged 11 to 16 who live in Salford or attend a Salford school. 

    For information on how to enter, the prizes, and terms and conditions, visit www.salford.gov.uk/hpvposterdesign

    Submissions open on 25 April 25 and close on 16 June 2025.

    Salford City Council is committed to creating a fairer, greener, healthier and more inclusive city for all. To achieve this vision, it has set out seven interconnected priorities as the focus for our work from 2024 to 2028.

    • Good growth
    • A good home for all
    • Tackling poverty and inequality
    • Creating places where people want to live
    • A child friendly city
    • Responding to climate change
    • Healthy lives and quality of care for all.

    Find out more about our ambitions and how we intend to deliver them in our corporate plan, This is our Salford, at www.salford.gov.uk/this-is-our-salford. The plan builds on past successes and continues to find new and innovative ways to improve residents’ lives.

    Salford continues its remarkable story of transformation with already much to celebrate as a city – more well-paid jobs, new affordable and social homes, thriving local schools, award-winning green spaces, iconic infrastructure, cleaner transport, more integrated health and care and a vibrant cultural scene. 

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    Date published
    Tuesday 29 April 2025

    Press and media enquiries

    MIL OSI United Kingdom

  • MIL-OSI United Kingdom: Resistance emerges to newest antibiotic

    Source: United Kingdom – Executive Government & Departments

    News story

    Resistance emerges to newest antibiotic

    A new study published by UKHSA shows some bacteria have already become resistant to one of the newest antibiotics introduced to the NHS.

    A new study published by the UK Health Security Agency (UKHSA) shows that some bacteria have already become resistant to one of the newest antibiotics introduced to the NHS. Thankfully the levels of resistance are still low, but the data is an important reminder to ensure that antibiotics are used appropriately to slow down the development of resistance.

    Ceftazidime/avibactam is an antibiotic used in the NHS since 2017.

    Ceftazidime/avibactam is used to treat some of the most serious infections in hospitals, such as bloodstream infections, typically in individuals who are infected with known multi-drug resistant bacteria or after other antibiotics have failed. The study, which analysed data from 2016 to 2020, found that 6.3% of bacteria tested in routine surveillance showed resistance to the drug. Percentage resistance per bacterial species varied over time, stabilising as routine surveillance testing was established.

    The antibiotic was used by 69.5% of NHS Trusts during the study period.

    As a ‘Reserve’ classified antibiotic, it should be prescribed only in exceptional circumstances based on how difficult the infection is to treat.

    Antibiotic resistance occurs naturally, but use of antibiotics, whether appropriate or not, accelerates this process.

    Antibiotic-resistant bacteria are less likely to respond to treatment, causing serious complications, including bloodstream infections, sepsis and hospitalisation. This is why it is important to take antibiotics only where necessary and when they are prescribed. UKHSA has recently launched a new digital campaign to help keep antibiotics working and tackle the threat of antibiotic resistance.

    Dr Colin Brown, UKHSA Deputy Director responsible for AMR, said:

    This study reminds us how important resistance surveillance is. Research like this means clinicians and prescribers can access the most relevant information available to prescribe the best antibiotics for their patients, while protecting the long-term effectiveness of antibiotics for future use.   

    We aren’t going to be able to tackle antibiotic resistance solely by finding new drugs. While we continue to support innovation in developing new treatments, resistance will emerge and so it’s important that we all work together to keep antibiotics working.

    While Ceftazidime/avibactam is only prescribed in specific situations in hospitals, UKHSA’s new campaign to help keep antibiotics working highlights that everyone has a role in reducing antibiotic resistance.

    Over the course of the 6-week long campaign, ‘Andi Biotic’ will embark on a mission to answer people’s uncertainties about when and how to take antibiotics to help preserve their effectiveness today and for future generations. ‘Andi’ will come to the rescue in a variety of scenarios to make sure people are taking antibiotics in the right way, including:

    • not taking antibiotics for colds and flu, which they don’t work for
    • only taking antibiotics when you have been prescribed them and taking them as directed by a healthcare professional
    • not saving antibiotics for future use

    Updates to this page

    Published 29 April 2025

    MIL OSI United Kingdom

  • MIL-OSI New Zealand: Health – History shows patients at risk from Physician Associates – NZNO

    Source: New Zealand Nurses Organisation

    Avoidable harm caused to patients both in New Zealand and in the United Kingdom shows the introduction of physician associates is a risk to patient safety, New Zealand Nurses Organisation Tōpūtanga Tapuhi Kaitiaki o Aotearoa (NZNO) says.
    Health Minister Simeon Brown has announced that physician associates will be regulated as a new profession in New Zealand.
    NZNO President Anne Daniels says the introduction of the new, overseas trained workforce, leaves patients vulnerable to misdiagnoses or worse. Similar concerns have also been raised by the Resident Doctors’ Association.
    “Here in New Zealand there have been concerns physician associates have failed to take a patient’s blood pressure, leading to a brain bleed and loss of vision.
    “In the United Kingdom where physician associates have been part of the health sector for the past 20 years, there has been a litany of issues including the misdiagnosis of an aggressive breast cancer resulting in the death of a young mother, opiates illegally prescribed, failure to detect a deadly pulmonary embolism and a drain left in a patient’s abdomen.”
    Anne Daniels says nurses are focused on providing the safe, high-quality and culturally appropriate care New Zealanders expect and deserve.
    “The introduction of physician associates is an unnecessary quick and cheap fix to the doctor shortage when we have a competent and experienced nurse practitioner workforce available to do this work. The Minister must immediately stop the introduction and regulation of physician associates here,” she says. 

    MIL OSI New Zealand News

  • MIL-OSI Australia: Award winners impress with dedication and resilience

    Source: Northern Territory Police and Fire Services

    Ms Vando Celestina Emmy Rabi is the 2024 Young Canberran Citizen of the Year.


    In brief:

    • The 2024 Young Canberra Citizen of the Year Award recipients have been announced.
    • The Awards celebrate Canberrans aged 12 to 25 who have made a significant contribution to the community.
    • There are seven categories in this year’s Awards.

    A young African-Australian community leader has won the 2024 Young Canberran Citizen of the Year Award.

    Ms Vando Celestina Emmy Rabi is an Executive Youth Leader at the African Australian Council ACT. She uses her lived experience to be a role model for young people.

    In 2019, Ms Rabi emigrated from South Sudan, aged 15. She had lost both her parents at a young age.

    Today she encourages celebrating African culture in Canberra. She promotes social cohesion and engagement in the broader community.

    Her advocacy promotes inclusivity. It also fosters a greater understanding of the experiences and contributions of African Australians.

    Winners and commendations

    The Young Canberra Citizen of the Year Awards celebrate Canberrans aged 12 to 25 who have made a significant contribution to the ACT community.

    The awards celebrate young people for achievements in fields such as sport, education, science, culture, the arts and the environment.

    There were seven categories in this year’s Awards.

    Young Canberra Citizen of the Year Award

    Winner: Ms Vando Celestina Emmy Rabi

    Ms Rabi is an Executive Youth Leader at the African Australian Council ACT. She is a powerful advocate for African-Australian youth. She celebrates African culture and promotes social cohesion, helping to reduce isolation and the impact of racial abuse, while encouraging broader community engagement.

    Commendation: Ms Tahalianna Mahanga

    Young Achiever Award

    Winner: Mr Seth Burr

    Seth Burr is a Leadership group member at his school. He is also a mentor for younger students and a member of ACT Scouts. He participates in ANZAC Day marches, Gang Shows, peer monitoring, school musicals and fundraising events. 

    Commendation: Ms Emma Booth

    Personal Achievement Award

    Winner: Miss Jasmine Eldridge

    Jasmine Eldridge, a single mother, has overcome many personal challenges. She has gained a diploma in Educational Studies. Through lived experience she advocates for young people with disabilities.

    Commendation: Ms Jemma Rule

    Individual Community Service Award 

    Winner: Mx Madison (Casey) Barancewicz

    Mx Barancewicz is actively involved in Youth Advocacy Groups, projects. These include the ACT Youth Advisory Council, Disability Youth Reference Group, Unruly Girls Youth Ethics Advisory Group, Member and The ACT Child and Youth Mental Health Sector Alliance, the Youth Mental Health Youth Reference Group (YRG). 

    Commendation: Miss Sonali Varma

    Environment and Sustainability Award

    Winner: Ms Anjali Sharma

    Ms Sharma is a climate activist. She introduced a Bill with Senator David Pocock, called the Climate Change Amendment (Duty of Care and Intergenerational Equity) Bill. She did this to compel the Federal Government to take the health of young people into consideration when approving developments that may release greenhouse gases.

    Commendation: Ms Yuna Rougeaux

    Commendation: Ms Neve Larsen

    Arts and Multimedia Award 

    Winner: Ms Tahalianna Mahanga

    Ms Mahanga is a proud young Wiradjuri and Tongan woman. She performs as a solo vocalist. She is also a youth advocate, including the ACT Student Representative at the National School Reform Agreement Ministerial Reference Group. She was involved with The Mindyigari Centre for Excellence at Erindale College and the Gugan Gulwan Youth Association.

    Commendation: Ms Grace Flanagan

    Group Achievement Award

    Winner: St Mary MacKillop College

    The Year 12 cohort at St Mary MacKillop College designed the ‘Relay Your Way’ event. This local community initiative celebrates cancer survivorship, honours those we’ve lost, and spurs on the fight against cancer. They raised over $75,000 for the Relay for Life this year, the highest fundraising total for Relay for Life across Australia.

    Commendation: ACT Child and Youth Mental Health Sector Alliance Youth Reference Group

    Nomination and assessment

    Anyone can nominate a young person for an award. People can also self-nominate.

    The nominations are assessed by representatives from the:

    • ACT Youth Advisory Council
    • ACT Government
    • award category sponsor.

    View past award winners.

    Find out more about the Awards.

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    MIL OSI News

  • MIL-OSI United Kingdom: Twelve arrested in MHRA’s biggest ever crackdown on organised medicines trafficking

    Source: United Kingdom – Government Statements

    Press release

    Twelve arrested in MHRA’s biggest ever crackdown on organised medicines trafficking

    Dawn raids in four counties across the West Midlands and the Northwest of England this morning (29 April) dismantle major criminal network trafficking unlicensed medicines.

    Some of the medicines seized in raids today. Credit: MHRA

    Twelve suspects have been arrested in dawn raids in four counties across the West Midlands and the Northwest of England this morning (29 April) in the largest criminal investigation into organised medicines trafficking in the history of the Medicines and Healthcare products Regulatory Agency (MHRA).

    The individuals have been arrested on suspicion of participating in the activities of an organised crime group, conspiracy to sell or supply controlled drugs and unlicensed medicines, and money laundering. Suspects are being held for questioning at police stations across the two regions.

    The raids across the West Midlands, Greater Manchester, Staffordshire and Merseyside follow a lengthy intelligence-led investigation, codenamed ‘Operation Subaru’, by the MHRA’s Criminal Enforcement Unit. Around 150 officers were deployed in today’s operation, with MHRA staff supported by West Midlands and North West Regional Organised Crime Unit, the National Crime Agency, Staffordshire Police and Greater Manchester Police.

    In searches of 22 residential and commercial premises, hundreds of thousands of doses of medicines have been seized including controlled drugs such as opioid painkillers and anti-anxiety medicines, around £100,000 in cash, luxury watches and suspected criminal assets held in cryptocurrency. The MHRA has also obtained restraint orders for more than £3.5 million in assets suspected to be linked to criminal activity.

    Andy Morling, head of the MHRA’s Criminal Enforcement Unit, said:

    “Today’s search and arrest operation follows a long, complex and thorough investigation by the MHRA’s Criminal Enforcement Unit. Operation Subaru is the largest investigation we’ve ever undertaken and demonstrates the MHRA’s commitment to protecting the public by dismantling the organised international criminal networks that cause so much harm.

    “Trafficking in medicines destroys lives and places a huge financial burden on wider society. Our dedicated team will stop at nothing to tackle this illegal trade by taking potentially harmful medicines off the street and bringing those responsible to justice. As today’s operation shows, there is nowhere to hide.”

    “I’m extremely grateful to each of our law enforcement partners involved today for their substantial, enthusiastic and unwavering support.

    “I would also urge the public to be extremely cautious when buying medicines online. Medicines should only be obtained from a registered pharmacy against a prescription issued by a healthcare professional. Taking medicines sourced in any other way carries serious risks to your health – there are no guarantees about what they contain, and some may even be contaminated with toxic substances.

    The MHRA #FakeMeds website offers helpful guidance and advice for staying safe when buying medicines online.

    This operation is the latest step in the MHRA’s crackdown on illegal medicines trafficking. In 2024, the Agency’s Criminal Enforcement Unit and its partners in the Home Office’s Border Force removed more than 17.5m doses of trafficked medicines from circulation. The seized medicines, including painkillers, sleeping tablets and erectile dysfunction treatments, had a potential street value of more than £40 million.

    Notes to editors 

    1. The Criminal Enforcement Unit is the MHRA’s in-house law enforcement function, leading the Agency’s response to medicines crime. Its strategic mission is to protect the public, maintain confidence in regulation and uphold the rule of law by preventing offending where it can, disrupting offending where it cannot, and bringing offenders to justice where it should. It uses the full range of its powers and capabilities, including intelligence analysis, online disruption, covert techniques and asset recovery to tackle criminal threats to the UK public, working closely with the police and law enforcement agencies in the UK and overseas.

    2. Anyone who suspects they are having a side effect from a medicine are encouraged to talk to their doctor, pharmacist or nurse and report it directly to the MHRA Yellow Card scheme, either through the Yellow Card website or by searching the Google Play or Apple App stores for MHRA Yellow Card.

    3. The MHRA’s Accredited Financial Investigators are authorised by the National Crime Agency under the Proceeds of Crime Act 2002 (POCA). They support investigations by tracing, freezing, and confiscating assets linked to crime, including money laundering and the illegal supply of medicines. Their work includes seizing cash, valuable items, and freezing bank accounts or cryptocurrency suspected of criminal origins. The Home Office’s Asset Recovery Incentivisation Scheme (ARIS) allows a proportion of the proceeds of crime recovered under POCA, to be redistributed to agencies involved in the asset recovery process.

    4. The Medicines and Healthcare products Regulatory Agency (MHRA) is responsible for regulating all medicines and medical devices in the UK by ensuring they work and are acceptably safe.  All our work is underpinned by robust and fact-based judgements to ensure that the benefits justify any risks.

    5. The MHRA is an executive agency of the Department of Health and Social Care.

    6. For media enquiries, please contact the newscentre@mhra.gov.uk, or call on 020 3080 7651.

    Updates to this page

    Published 29 April 2025

    MIL OSI United Kingdom

  • MIL-OSI USA: Governor Newsom proclaims Workers’ Memorial Day 2025

    Source: US State of California 2

    Apr 28, 2025

    Sacramento, California – Governor Gavin Newsom today issued a proclamation declaring April 28, 2025 as “Workers’ Memorial Day.”

    The text of the proclamation and a copy can be found below:

    PROCLAMATION

    On Workers’ Memorial Day, we acknowledge, remember, and honor all those who lost their lives or were injured on the job, and renew our commitment to securing safe and healthy working conditions for all workers.

    Our diverse workforce has helped make California’s economy the envy of the world, and the contributions of our workers help all Californians to live and thrive in the state. Workers serving in our state’s many industries put themselves at risk of serious injury every day. California is profoundly grateful to these women and men and is committed to protecting those who support all of us.

    Our state has a long history of championing important safeguards and rights for our workers. In 1991, California became the first state in the nation to adopt an Injury and Illness Prevention Program standard, and in recent years, our state has adopted strong public health standards to further protect workers and their families.

    In recent years, we have advanced landmark actions to improve working conditions and wages for fast-food workers, protect warehouse workers from unsafe production quotas, end unfair pay practices impacting garment industry workers, and protect the health of workers in the stone fabrication industry. These vital efforts would not have been possible without the leadership of workers who have spoken out and led the charge for safer conditions for themselves and their co-workers.

    As we recognize Workers’ Memorial Day and pay tribute to our fallen workers, let us recommit to supporting the welfare of our workforce and ensuring healthy and safe workplaces for all Californians.

    NOW THEREFORE I, GAVIN NEWSOM, Governor of the State of California, do hereby proclaim April 28, 2025 as “Workers’ Memorial Day.”

    IN WITNESS WHEREOF I have hereunto set my hand and caused the Great Seal of the State of California to be affixed this 18th day of April 2025.
     

    GAVIN NEWSOM
    Governor of California

    ATTEST:
    SHIRLEY N. WEBER, Ph.D.
    Secretary of State

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    MIL OSI USA News

  • MIL-OSI Asia-Pac: DH telephone enquiry services resume as normal

    Source: Hong Kong Government special administrative region

    ​A spokesman for the Department of Health (DH) said today (April 29) that emergency repairs to its telephone system, which broke down this morning, have been completed. Some of the DH’s telephone enquiry services were temporarily suspended due to the incident, but all services have resumed as normal.

    MIL OSI Asia Pacific News

  • MIL-OSI Asia-Pac: Prime Minister Shri Narendra Modi addresses YUGM Innovation conclave

    Source: Government of India

    Prime Minister Shri Narendra Modi addresses YUGM Innovation conclave

    Our endeavour is to empower the youth with skills that make them self-reliant and position India as a global innovation hub: PM

    We are modernizing the country’s education system according to the needs of the 21st century: PM

    A new National Education Policy has been introduced in the country, It has been prepared keeping in mind the global standards of education: PM

    One Nation, One Subscription has given the youth the confidence that the government understands their needs, today students pursuing higher education have easy access to world class research journals: PM

    India’s university campuses are emerging as dynamic centres where Yuvashakti drives breakthrough innovations: PM

    The trinity of Talent, Temperament and Technology will transform India’s future: PM

    It is crucial that the journey from idea to prototype to product is completed in the shortest time possible: PM

    We are working on the vision of Make AI in India, And our aim is- Make AI work for India: PM

    Posted On: 29 APR 2025 12:44PM by PIB Delhi

    Prime Minister Shri Narendra Modi addressed the YUGM Innovation Conclave at Bharat Mandapam in New Delhi today. Addressing the gathering on the occasion, he highlighted the significant gathering of government officials, academia, and science and research professionals, emphasizing the confluence of stakeholders as a “YUGM”—a collaboration aimed at advancing future technologies for a developed India. The Prime Minister expressed confidence that the efforts to enhance India’s innovation capacity and its role in deep-tech would gain momentum through this event. He remarked on the inauguration of super hubs at IIT Kanpur and IIT Bombay, focusing on AI, intelligent systems, and biosciences, biotechnology, health, and medicine. He also mentioned the launch of the Wadhwani Innovation Network, which reaffirms the commitment to advancing research in collaboration with the National Research Foundation. The Prime Minister congratulated the Wadhwani Foundation, IITs, and all stakeholders involved in these initiatives. He also extended a special appreciation to Shri Romesh Wadhwani for his dedication and active role in fostering positive changes in the country’s education system through collaboration between the private and public sectors.

    Quoting the scriptures in Sanskrit meaning true life is lived in service and selflessness, Shri Modi remarked that science and technology should also serve as mediums for service. He expressed his satisfaction  witnessing institutions like the Wadhwani Foundation, and the efforts of Shri Romesh Wadhwani and his team, steering science and technology in the right direction in India. He highlighted Mr. Wadhwani’s remarkable journey, marked by struggles, including the aftermath of partition, displacement from his birthplace, battling polio in childhood, and rising above these challenges to build a massive business empire. Shri Modi commended Shri Wadhwani for dedicating his success to India’s education and research sectors, calling it an exemplary act. He acknowledged the foundation’s contributions to school education, Anganwadi technologies, and Agri-Tech initiatives. He noted his earlier participation in events like the establishment of the Wadhwani Institute of Artificial Intelligence and expressed confidence that the foundation would continue achieving numerous milestones in the future and extended his best wishes to the Wadhwani Foundation for their endeavors.

    Underlining that the future of any nation depends on its youth and marking the importance of preparing them for the future, the Prime Minister remarked that the education system plays a crucial role in this preparation and underscored efforts to modernize India’s education system to meet 21st-century needs. He highlighted the introduction of the New National Education Policy, designed with global education standards in mind, and noted the significant changes it has brought to the Indian education system. He remarked on the development of the National Curriculum Framework, Learning Teaching Material, and new textbooks for classes one to seven. He highlighted the creation of AI-based and scalable digital education infrastructure platform – ‘One Nation, One Digital Education Infrastructure’ under PM e-Vidya and DIKSHA platforms, enabling the preparation of textbooks in over 30 Indian languages and seven foreign languages. The Prime Minister remarked that the National Credit Framework has made it easier for students to study diverse subjects simultaneously, providing modern education and opening new career paths. He stressed the importance of strengthening India’s research ecosystem to achieve national goals, highlighting the doubling of gross expenditure on R&D from ₹60,000 crore in 2013-14 to over ₹1.25 lakh crore, the establishment of state-of-the-art research parks, and the creation of Research and Development Cells in nearly 6,000 higher education institutions. He remarked on the rapid development of an innovation culture in India, citing the increase in patent filings from around 40,000 in 2014 to over 80,000, reflecting the support provided by the intellectual property ecosystem to the youth. The Prime Minister further highlighted the establishment of the ₹50,000 crore National Research Foundation to promote research culture and the One Nation, One Subscription initiative, which has facilitated access to world-class research journals for higher education students. He emphasised on the Prime Minister’s Research Fellowship, which ensures that talented individuals face no obstacles in advancing their careers.

    Shri Modi highlighted that the youth today excel not only in Research & Development but have become Ready and Disruptive themselves, emphasizing the transformative contributions of India’s young generation to research across various sectors. He cited milestones like the commissioning of the world’s longest hyperloop test track, a 422-meter hyperloop developed at IIT Madras in collaboration with Indian Railways. He remarked on groundbreaking achievements such as nanotechnology developed by scientists at IISc Bangalore to control light at the nano-scale and the ‘brain on a chip’ technology, capable of storing and processing data across 16,000+ conduction states in a molecular film. He further highlighted the development of India’s first indigenous MRI machine just weeks ago. “India’s university campuses are emerging as dynamic centres where Yuvashakti drives breakthrough innovations”, said Shri Modi, showcasing India’s representation in Higher Education Impact Rankings, with over 90 universities listed among 2,000 institutions globally. He noted the growth in QS world rankings, where India moved from having nine institutions in 2014 to 46 in 2025, alongside the increasing representation of Indian institutions among the world’s top 500 higher education institutes over the past decade. He also remarked on Indian institutions establishing campuses abroad, such as IIT Delhi in Abu Dhabi, IIT Madras in Tanzania, and upcoming IIM Ahmedabad in Dubai. He underscored that leading global universities are also opening campuses in India, promoting academic exchange, research collaboration, and cross-cultural learning opportunities for Indian students.

    “The trinity of Talent, Temperament and Technology will transform India’s future”, stressed the Prime Minister, highlighting initiatives such as Atal Tinkering Labs, with 10,000 labs already operational, and the announcement of 50,000 more in this year’s budget to provide early exposure to children. He noted the launch of the PM Vidya Lakshmi scheme to provide financial support to students and the establishment of internship cells in over 7,000 institutions to transform students’ learning into real-world experience. He remarked that every effort is being made to develop new skills among the youth, whose combined talent, temperament, and technological strength will lead India to the pinnacle of success. 

    Underscoring the importance of meeting the goal of a developed India within the next 25 years, the Prime Minister said, “it is crucial that the journey from idea to prototype to product is completed in the shortest time possible”. He stressed that reducing the distance from lab to market ensures faster delivery of research outcomes to the people, motivates researchers, and provides tangible incentives for their work. This accelerates the cycle of research, innovation, and value addition. The Prime Minister called for a robust research ecosystem, urging academic institutions, investors, and industry to support and guide researchers. He highlighted the potential role of industry leaders in mentoring youth, providing funding, and collaboratively developing new solutions. He reaffirmed the government’s commitment to simplifying regulations and fast-tracking approvals to further these efforts.

    Emphasising the need to consistently promote AI, quantum computing, advanced analytics, space tech, health tech, and synthetic biology, Shri Modi highlighted India’s leading position in AI development and adoption. He mentioned the launch of the India-AI Mission to build world-class infrastructure, high-quality datasets, and research facilities. He remarked on the increasing number of AI Centres of Excellence being developed with the support of leading institutions, industries, and startups. He reiterated the commitment to the vision of “Make AI in India” and the goal to “Make AI work for India.” He further noted the budgetary decision to expand IIT seat capacities and introduce Meditech courses, combining medical and technology education, in collaboration with IITs and AIIMS. The Prime Minister urged the timely completion of these initiatives, with a focus on positioning India among the “best in the world” in future technologies. Concluding his address, the Prime Minister remarked that initiatives like YUGM, a collaboration between the Ministry of Education and Wadhwani Foundation, can revitalize India’s innovation landscape. He expressed gratitude to the Wadhwani Foundation for their continued efforts and highlighted the significant impact of today’s event in furthering these objectives.

    Union Ministers Shri Dharmendra Pradhan, Dr. Jitendra Singh, Shri Jayant Chaudhary, Dr. Sukanta Majumdar were present among others at the event.

    Background

    YUGM (meaning “confluence” in Sanskrit) is a first-of-its-kind strategic conclave convening leaders from government, academia, industry, and the innovation ecosystem. It will contribute to India’s innovation journey, driven by a collaborative project of around Rs 1,400 crore with joint investment from the Wadhwani Foundation and Government Institutions.

    In line with Prime Minister’s vision of a self-reliant and innovation-led India, various key projects will be initiated during the conclave. They include Superhubs at IIT Kanpur (AI & Intelligent Systems) and IIT Bombay (Biosciences, Biotechnology, Health & Medicine); Wadhwani Innovation Network (WIN) Centers at top research institutions to drive research commercialization; and partnership with Anusandhan National Research Foundation (ANRF) for jointly funding late-stage translation projects and promoting research and innovation.

    The conclave will also include High-level Roundtables and Panel Discussions involving government officials, top industry and academic leaders; action-oriented dialogue on enabling fast-track translation of research into impact; a Deep Tech Startup Showcase featuring cutting-edge innovations from across India; and exclusive networking opportunities across sectors to spark collaborations and partnerships.

    The Conclave aims to catalyze large-scale private investment in India’s innovation ecosystem; accelerate research-to-commercialization pipelines in frontier tech; strengthen academia-industry-government partnerships; advance national initiatives like ANRF and AICTE Innovation; democratize innovation access across institutions; and foster a national innovation alignment toward Viksit Bharat@2047.

     

     

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    MIL OSI Asia Pacific News

  • MIL-OSI Asia-Pac: Commerce Secretary Shri Sunil Barthwal Engages with Croatian Counterparts to Strengthen Bilateral Economic Cooperation

    Source: Government of India

    Commerce Secretary Shri Sunil Barthwal Engages with Croatian Counterparts to Strengthen Bilateral Economic Cooperation

    India and Croatia Discuss Collaboration in Railways, EVs, Defence, Healthcare,  Renewable Energy, and Food Processing Sectors

    Posted On: 29 APR 2025 11:16AM by PIB Delhi

    Commerce Secretary, Government of India, Shri Sunil Barthwal, visited the Republic of Croatia from 22–23 April 2025, where he held bilateral discussions with Mr. Zdenko Lucić, State Secretary for Foreign Trade and Development, Ministry of Foreign and European Affairs, and Mr. Ivo Milatić, State Secretary, Ministry of Economy. The meetings focused on advancing India-Croatia trade and investment relations, promoting sectoral collaboration, and reinforcing India’s engagement with the Central European region.

    During the meeting with Mr. Zdenko Lucić, State Secretary for Foreign Trade and Development,discussions centered around taking forward the EU-India Free Trade Agreement (FTA) and enhancing bilateral trade cooperation.The discussions focused on taking forward the EU-India FTA and strengthening bilateral trade relations. The Commerce Secretary mentioned the visit of EU President and 27 Commissioners to India as the first visit of the College of Commissioners outside the European continent since the start of their new mandate and also the first such visit in the history of India-EU bilateral ties. Commerce Secretary mentioned about the areas of collaboration between the two countries like Railways, Global Capability Centers, Electric Vehicles, IT etc. Croatian side apprised about their interest of investment in Defence sector (about flagship products of India), solar cells production, food processing technology, Automobiles, knowledge sharing amongst other sectors.

    In the meeting of Commerce Secretary with Mr. Ivo Milatić, State Secretary, Ministry of Economy, discussion was focused on promoting investment flows, and enhancing cooperation across key sectors including Healthcare, Education, Tourism, Entertainment (mentioned about WAVES summit), Supply-Chain integration, Logistics, Transports, Pharmaceuticals, Digital Technology, Renewable Energy and Manufacturing. For the 3rdSession of Joint Commission on Economic Cooperation which is due, both sides exchanged their views on improving the work of the commission with more frequent meetings and directly connecting the entrepreneurs of both the countries for a stronger and faster progress.

    The Commerce Secretary also participated in a business interaction event “Exploring Economic Cooperation Opportunities between India and Croatia” organized by the Croatian Chamber of Economy (CCE), where he met with the heads of various industry associations and leading Croatian business representatives. A presentation on the Croatian Economy, the trade and investment relations between India and Croatia and Industries potential on key sectors of mutual interest was shown. The event provided a platform to explore opportunities for collaboration, address trade facilitation measures, and promote mutual business interests. Successful business cases of Croatian Companies in the Indian Market were also presented.

    The visit reaffirmed India’s commitment to strengthening engagement with the Central European region and underscored the shared interest in expanding commercial partnerships between Indian and Croatian enterprises.

    ***

    Abhishek Dayal/Abhijith Narayanan

    (Release ID: 2125059) Visitor Counter : 32

    MIL OSI Asia Pacific News

  • MIL-OSI Russia: The first joint seminar with NSU for residents and postgraduate students on immunology issues

    Translation. Region: Russian Federal

    Source: Novosibirsk State University – Novosibirsk State University – Center for Postgraduate Medical Education of the Institute of Medicine and Medical Technologies of NSU, Research Institute of Clinical and Experimental Lymphology, branch of the Institute of Cytology and Genetics of the Siberian Branch of the Russian Academy of Sciences, Research Institute of Fundamental and Clinical Immunology and Novosibirsk State Medical University held the first joint interdisciplinary seminar for young specialists.

    The meeting took place at the NIIKEL site. Opening the seminar, the head of NIIKEL, Maxim Aleksandrovich Korolev, spoke about the work of the institute and outlined the topic of the meeting – psoriatic arthritis and skin psoriasis.

    – There are diseases that cannot be treated alone. And we chose the topic of psoriatic arthritis and skin psoriasis for the first interdisciplinary seminar precisely because dermatologists, rheumatologists, and immunologists participate in the diagnosis and treatment of these diseases. And multidisciplinarity is the basic principle that allows for success in treating such diseases, – explained Maxim Aleksandrovich.

    The introductory lecture on the mechanisms of autoimmune diseases for the participants of the seminar was given by Academician of the Russian Academy of Sciences, Scientific Director of the Research Institute of Physical Culture and Informatics Vladimir Aleksandrovich Kozlov. Then young doctors, immunologists, dermatologists and rheumatologists – residents and postgraduates of NSU and the Research Institute of Physical Culture and Informatics – made presentations.

    The prize for the best presentation of her work following the seminar was awarded to Galina Voronina, an allergist-immunologist at the Immunopathology Clinic of the Research Institute of Physical Culture and Infection.

    As noted by the Director of the Center for Preventive Medical Research of the Institute of Medical Technologies of NSU Irina Gennadyevna Sergeeva, such meetings are very useful for young specialists. They allow them to present the results of their work, hear constructive criticism and get acquainted with the topics that colleagues from related fields of medicine are working on.

    – In the future, we plan to hold similar seminars twice a year at various educational venues in the city so that young specialists can communicate and get acquainted not only with professional problems, but also with each other.

    Please note: This information is raw content directly from the source of the information. It is exactly what the source states and does not reflect the position of MIL-OSI or its clients.

    MIL OSI Russia News

  • MIL-OSI: Annual report and financial statements for the period ended 31 December 2024

    Source: GlobeNewswire (MIL-OSI)

    OCTOPUS FUTURE GENERATIONS VCT PLC

    Annual report and financial statements for the period ended 31 December 2024

    Octopus Future Generations VCT plc (‘Future Generations VCT’ or the ‘Company’) is backing businesses that aim to address some of society’s biggest challenges, providing an opportunity for investors to share in the growth of ambitious, purpose‑driven companies.

    The Company is managed by Octopus AIF Management Limited (the ‘Manager’), which has delegated investment management to Octopus Investments Limited (‘Octopus’ or ‘Portfolio Manager’) via its investment team Octopus Ventures.

    Chair’s statement

    I am pleased to present the financial report and audited accounts for the Company for the 18 months to 31 December 2024.

    I would like to welcome all of our new shareholders to the Company. Future Generations VCT invests in exciting early-stage companies which aspire to address current environmental and societal issues. In 2023, the Board reviewed and approved a proposal to move the Company’s year end from 30 June to 31 December. As a result, shareholders are receiving this annual report covering an extended 18-month period and will thereafter receive a half-year report as at June, and annual report and audited financial statements for the years ending December thereafter.

    The NAV per share at 31 December 2024 was 88.8p, which represents a net decrease of 5.5p per share from 30 June 2023. In the 18 months to 31 December 2024, we utilised £10.1 million of our cash resources, including £8.2 million which was invested into 16 new and follow‑on opportunities. The cash balance of £20.1 million (excluding cash awaiting allotment) as at 31 December 2024 represents 42% of net assets at that date. The loss made in the period to 31 December 2024 was £2.9 million. This decline is reflective of some company specific performance challenges and the difficult funding conditions in the early-stage space which have led to downward movements in some valuations. Given the Company is still a relatively young VCT, many of its portfolio companies are at the beginning of their journey and will likely require further funding to succeed, so it is to be expected to see under performance or even failures before any growth in value of companies which are ultimately successful. The decline is also accentuated by the running costs of the Company exceeding returns from investments, which is to be anticipated at this stage.

    We look forward to deploying further capital into attractive new investment opportunities, and we ultimately intend the profile of the Company to comprise 80% to 90% in VCT qualifying investments and 10% to 20% in permitted non-VCT qualifying investments or cash.

    Fundraise
    We raised £3.6 million in the fundraise which closed on 31 October 2024. The 2023/2024 VCT fundraise market was highly competitive, ranking as the third highest on record with £882 million raised. In this environment, newer VCTs such as ours faced challenges in raising funds, as we compete with more established funds.

    On 3 February 2025, to further support the Company’s growth, the Board launched an initial offer to raise up to £5 million. The offer closed for new applications on 1 April 2025 for the 2024/2025 tax year having successfully raised £5.0 million.

    As investors will be aware, the intention is to invest in businesses which meet one of three key themes, which we hope will demonstrate excellent investment prospects as well as having the potential to transform the world we live in for the better.

    VCT status
    In November 2023, a ten-year extension was announced to the ‘sunset clause’ (a retirement date for the VCT scheme), meaning that VCT tax reliefs will be available until 5 April 2035. This extension passed through Parliament in February 2024 and on 3 September 2024 His Majesty’s Treasury brought the extension into effect through The Finance Act 2024.

    Board of Directors
    As announced in the half-yearly report to 31 December 2023, Emma Davies announced her retirement from the Board of Directors with effect from 31 March 2024 and Ajay Chowdhury was appointed with effect from 1 March 2024 and was elected by shareholders at the Annual General Meeting (AGM) held in December. We are already benefiting from his extensive experience in the early-stage venture ecosystem.

    All the other Directors have indicated their willingness to remain on the Board and will be seeking re-election at the AGM.

    Portfolio Manager
    In September 2024, Octopus Titan VCT PLC, a fund which the Company has co-invested alongside to date, announced a review of strategy, due to the ongoing performance issues it has faced. This review (which benefits from independent external advice) is ongoing, and when concluded, the results will be shared with the Board of the Company and via any public announcements that the Board of Octopus Titan VCT PLC may make.

    During this period, the investment team has prioritised much of its resource towards those portfolio companies which they believe have the potential to drive the greatest returns. This has affected your Company’s investment rate into new opportunities.

    In the meantime, there have been a significant number of leavers from the broader Octopus Ventures team which invests capital from both the Company and other funds under management. Simon King, Octopus’ Lead Fund Manager for Future Generations, has unfortunately resigned to pursue a new opportunity after 13 years with Octopus. He will continue to take an active role as Lead Fund Manager of the Company until late summer. I would like to take this opportunity to thank Simon for his contribution and to wish him well for the future. We will provide you with updates in due course regarding his potential successor.

    Erin Platts was appointed as new Chief Executive Officer (CEO) of Octopus Ventures in January 2025. Previously, she was CEO of HSBC Innovation Banking UK, formerly Silicon Valley Bank UK and worked at the heart of the UK and European tech ecosystem. Erin will be looking to scale the Octopus Ventures business, including ensuring there is appropriate investment and portfolio management resource to support the ongoing success of the Company.

    AGM
    The AGM will take place on 4 June 2025 from 10am and will be held at 33 Holborn, London EC1N 2HT. Full details of the business to be conducted at the AGM are given in the Notice of the AGM. We will have a Portfolio Manager’s update at the AGM, supported by a filmed update from the Portfolio Manager which will be available on the website at www.octopusinvestments.com/futuregenvct/.

    Shareholders’ views are important, and the Board encourages shareholders to vote on the resolutions within the Notice of the AGM using the proxy form, or electronically at www.investorcentre.co.uk/eproxy. The Board has carefully considered the business to be approved at the AGM and recommends shareholders to vote in favour of all the resolutions being proposed, as the Board will be doing.

    Outlook
    In the 18-month reporting period, the sharpest decline in NAV was seen in the first half of 2024 with a 7.1% drop. This was reflective of some of the portfolio companies struggling to scale, secure customer wins and successfully fundraise, meaning they were not achieving the milestones set at the time the Company invested. With companies not able to prove their business models, we will unfortunately see some fail. The Board is mindful that such performance is not an unusual outcome for a VCT at this stage of its investment life cycle, with any failures likely preceding valuation growth which is usually expected once the portfolio matures. The portfolio has been operating in a volatile macro environment since the Company launched and global geo-political and economic pressures continue to hamper some of their growth plans. However, we are satisfied to see a stabilisation in the NAV, with the portfolio showing a positive return in the six months from June to December 2024.

    The Mergers and Acquisitions (M&A) environment has started to thaw with startups experiencing the highest annual M&A transaction levels since 2019¹. We are delighted to have been able to realise the Company’s first full and partial exits in the reporting period. These exits within just three years of launch we hope provide validation of Future Generations VCT’s investment strategy, demonstrating the ability of Octopus to identify and back high-potential companies while delivering early returns to the VCT and brings confidence that it is well positioned to generate long-term, sustainable value for shareholders.

    The long-term target is to pay an annual dividend of 5% of the NAV. However, given the expected holding period of target portfolio companies and restrictions imposed on VCTs, it is very unlikely that the Company will be able to pay dividends before 2026. During this time, any growth in value will increase the net asset value of the Company. Dividends are likely to be generated from successful exits, so the Company is unlikely to pay significant dividends until more portfolio companies have time to mature and realisations are secured.

    I would like to conclude by thanking both my Board colleagues and the Octopus team on behalf of all shareholders for their hard work. The Board’s long-term view of early-stage venture capital remains positive, and I am looking forward to seeing what 2025 brings for your Company.

    Helen Sinclair
    Chair

    1 https://carta.com/uk/en/data/state-of-private-markets-q4-2024/#key-trends

    Portfolio Manager’s review

    At Octopus, our focus is on managing your investments and providing investors with clear and transparent communication. Our annual and half-yearly updates are designed to keep you informed about the progress of your investment.

    Focus on Future Generations VCT’s performance
    The NAV per share at 31 December 2024 was 88.8p, which represents a decrease in NAV of 5.5p per share versus a NAV of 94.3p per share as at 30 June 2023. The Company invests in three key areas that we believe demonstrate excellent investment prospects and have potential to transform our world for the better.

    Below is a breakdown of the 36 investments held as at 31 December 2024, showing the proportion and value of the portfolio in each investment theme:

    Proportion by number of portfolio companies in each theme
    Revitalising healthcare: 53%
    Empowering people: 28%
    Building a sustainable planet: 19%

    Value of the portfolio in each theme
    Revitalising healthcare: £13.3m
    Empowering people: £8.0m
    Building a sustainable planet: £5.5m

    The decline in valuation over the 18-month period has been in large part driven by the downward valuation movements across 11 companies which saw a collective decrease in valuation of £7.9 million. The businesses which contributed most significantly to this were Tympa Health, Pear Bio and Elo Health. Tympa Health over‑invested in growth and had to make significant cost cuts and changes to senior management whilst running a fundraise process. It has successfully concluded a further investment round, but at a reduced valuation and the Company’s shareholding now sits behind a large preference stack, meaning that other investors get paid back first before the Company would see any returns. Pear Bio also had to significantly reduce its cash burn but has limited runway and needs to further fundraise, so the valuation has been reduced to reflect the risk to its future. Elo Health struggled to find a market fit and execute on the investment thesis, so to extend its cash runway it had to raise an investment round at a reduced valuation. These three valuation movements account for 86% of the total decline in the reporting period. The total investment cost of these three companies was £7 million.

    Octopus Ventures believes that some of the companies which have seen decreased valuations in the 18 months have the potential to overcome the issues they face and get their growth plans back on track. We will continue to work with them to help them realise their ambitions. In some cases, if a company is achieving its performance milestones, the support offered could include further funding, to ensure a business has the capital it needs to execute on its strategy. At this early stage of the Company’s life cycle, it is to be anticipated that failures will likely precede valuation growth, which takes longer as the portfolio companies must achieve their agreed milestones and mature.

    Conversely, 12 companies saw an increase in unrealised valuation in the period, delivering a collective increase in valuation of £4.4 million. These valuation increases reflect businesses which have successfully concluded further funding rounds, grown revenues or met certain important milestones. Notable strong performers in the portfolio include Apheris and Manual, both of which have shown impressive capital efficient growth. These strong performers demonstrate that there are opportunities available for companies to scale.

    The interest on Future Generation’s uninvested cash reserves was £1.4 million in the 18 months to 31 December 2024 (30 June 2023: gain of £0.4 million), driven by returns on money market funds. The Board’s objective for these investments is to generate sufficient returns through the cycle to cover costs, at limited risk to capital.

    Disposals
    In September 2024, as part of a Series A funding round, Octopus sold a portion of the Company’s shares in Neat. Then in November, Pluxee (a global leader in employee benefits) acquired Cobee. The two exits combined offer the Company a return of 1.5x, including contingent deferred proceeds.

    Overview of investments
    The Company completed 16 investments in the 18 months to 31 December 2024 (comprising a total of £8.2 million) and 4 further investments after the reporting date totalling £2.4 million. More information on some of these businesses can be found below:

    A selection of our completed investments

    Revitalising Healthcare

    Pencil Biosciences is a gene editing technology platform.

    Awell Health automates routine clinical tasks, synchronising data between systems and driving seamless coordination between care teams and patients.

    Cellvoyant is an artificial intelligence (AI) first biotechnology company creating novel stem cell-based therapies for chronic diseases.

    Manual provides easy access to advice and medical support for diagnosis, custom treatment plans and holistic care to induce long-term behaviour change.

    Nanosyrinx has developed a targeted biologic therapeutic delivery platform (a nano-syringe).

    Empowering people

    Correcto is an AI writing and grammar tool for the Spanish language.

    Remofirst is an Employer of Record (EOR) and compliance platform that allows companies to hire and pay employees globally.

    Swiipr has developed a digital payments platform specifically for the airline industry.

    Building a sustainable planet

    Metris Energy has created a platform that allows landlords of multi-unit buildings to monetise modular renewable energy projects through a single billing platform to charge tenants.

    Drift is designing sailing vessels and routing algorithms required to capture deep water wind energy and convert it into onboard hydrogen gas for transportation back to shore using a fully integrated desalination, electrolysis and storage system.

    Q&A

    Q. How do you value a portfolio company?
    A. Future Generations VCT’s unquoted portfolio companies are valued in accordance with UK Generally Accepted Accounting Practice (UK GAAP) accounting standards and the International Private Equity and Venture Capital (IPEV) valuation guidelines.

    This means we value the portfolio at fair value, with all companies being valued at least twice yearly, for our half-year (June) and annual accounts (December).

    Q. What do you mean by ‘fair value’?
    A. When we say fair value, we mean the price we expect people would be willing to buy or sell an asset for, assuming they understand the asset and market conditions, are knowledgeable parties, act independently, and that the transaction is carried out under the normal course of business (i.e. is not rushed and proper marketing has taken place).

    Q. Who values the portfolio, what is the process and what oversight is there to make sure this is right?
    A. The Octopus Investment Managers involved with the portfolio companies, either in the capacity of a Director or observer on the board, or the primary contact, will provide commentary including, but not limited to, recent developments with the portfolio and the wider market in which they operate, progress towards milestones, management team changes, board dynamics and technical progress. This is combined with the latest available financial accounts and budget provided by the portfolio company which will be summarised into Key Performance Indicators (KPIs).

    From this information, a member of the separate Valuations team drafts the initial proposal. This will highlight any material changes, key asset level assumptions used and KPIs, and discuss portfolio company performance as well as the rationale underpinning the selected valuation methodology. A peer review exercise then takes place, where the proposals are challenged and reviewed. The peer reviewer is an investment professional from the Fund Manager (typically the Lead Fund Manager) who has not been involved in preparing the valuations.

    This will then be reviewed and approved by the Octopus Valuations Committee which comprises individuals with appropriate expertise and experience in valuations. Those individuals are not involved in the investment decisions and as such can independently review and challenge. The Future Generations VCT Board will then meet to discuss them in detail, revise as necessary and ultimately approve them.

    There are also more valuation checkpoints throughout the year in advance of allotments and other share-related transactions, which means that the portfolio’s valuation is reviewed to ensure NAV is fairly represented prior to these corporate actions.

    As part of our continuous improvement processes, we periodically review the actual realised value of our investments compared to their last holding value and refine our valuation methodologies accordingly. This, combined with the high proportion of valuations that are based on the terms of further funding rounds led by new external investors, firmly underpins the robustness of the valuation process.

    Valuations
    The table illustrates the split of valuation methodology (shown as a percentage of portfolio value and number of companies). ‘External price’ includes valuations based on funding rounds that typically completed in the last 18 months to the period end or shortly after the period end, and exits of companies where terms have been agreed with an acquirer. ‘Multiples’ is predominantly used for valuations that are based on a multiple of revenues for portfolio companies. Where there is uncertainty around the potential outcomes available to a company, a probability weighted ‘scenario analysis’ is considered.

    Valuation methodology By value By number of companies
    Multiples 18% 3
    External price 44% 12
    Scenario analysis 14% 7
    Milestone analysis 24% 10
    Write-off 4

    Portfolio case studies

    CoMind
    CoMind is building revolutionary brain sensing technologies.

    Their mission is to redefine the way the brain is measured and treated at every stage of care. One of the first applications of CoMind’s core technology is in measuring intracranial brain pressure using an adhesive sensor and advanced signal processing. This will be a step change from the current standard of having to drill through the skull to measure intracranial pressure in patients impacted by traumatic brain injury, stroke, and/or other neurocritical conditions.

    While other companies are trying to create noninvasive technology in this sector, we believe CoMind has a distinct competitive advantage. CoMind has developed an advanced optical sensing technique that has opened up new possibilities in monitoring brain health. Unlike existing methods, CoMind’s technology is more similar to the “LiDAR” (Light Detection and Ranging) systems used in self-driving cars. This allows CoMind’s devices to give a unique, detailed view of brain health, helping doctors deliver more personalised and targeted treatments to patients at every stage of care.

    >250 subjects were measured in 2024.
    Several devices are currently being used in hospitals for clinical trials.

    Swiipr
    Passengers get quick, easy-to-use compensation, airlines save on processing costs while improving service.

    When flights are disrupted, compensating passengers is a hassle for both airlines and travellers. Swiipr’s platform simplifies this by automating payment verification and processing through a system designed specifically for airlines. The company provides passengers with virtual and physical prepaid cards, offering instant, flexible spending compared to outdated paper vouchers or slow payments. Swiipr also supports airlines with solutions for crew, operational, and crisis payments, enabling fast, direct payouts to staff. Passengers get quick, easy-to-use compensation, airlines save on processing costs while improving service, and retailers benefit from instant payment settlement. Swiipr also integrates with airline Customer Relationship Management systems, making it an essential partner for the industry.

    Octopus Ventures is excited about Swiipr’s travel-focused digital payments solution and its potential to revolutionise how airlines handle pay-outs. Swiipr’s innovative product aims to transform compensation payments and speed up management processes for airlines and beyond. By enabling digital payments, Swiipr seeks to boost efficiency, enhance customer experiences, and provide automated processes that are transparent and compliant with regulations.

    With over 500 million passengers affected by travel disruptions each year, simplifying the path to compensation has the potential to significantly improve customer satisfaction, build trust, and foster loyalty in the industry.

    Only 1–2% of disrupted passengers currently receive compensation.
    Billions of dollars lost by passengers in outdated, inefficient pay-out processes every year.
    Pay360 Payment Award winner: Best B2B Programme and Best Customer Facing Experience at the 2024 awards.

    DRIFT
    DRIFT aims to drive the clean energy transition worldwide with high-performance sailing vessels that harness deep ocean wind to produce green hydrogen at sea and deliver it globally.

    It does this using a unique, AI-enabled vessel routing system that enables the vessels to find and stay in optimum weather conditions. The growing demand for clean hydrogen to accelerate the decarbonisation of sectors such as heavy industry, transportation and manufacturing is sparking innovation in the sector. DRIFT’s solution is mobile, resilient and works outside of existing infrastructure. The company is developing renewable energy partnerships that will benefit coastal and island communities around the world.

    DRIFT is leading the way in developing a truly innovative new class of mobile renewable energy, building the world’s first net-positive ships and unlocking a new era of clean fuel generation capable of covering 70% of the globe. The company’s technology uniquely unlocks the planet’s greatest resource, overcoming supply challenges and enabling a fair and equitable clean energy transition.

    €10 trillion: Goldman Sachs estimates that the green hydrogen market could reach €10 trillion by 2050.

    24%: Bank of America predicts that clean hydrogen could provide 24% of global energy needs by 2050.

    COP 28 winner: DRIFT is a COP 28 award-winning DeepTech company and winner of the Monaco Prize for Innovation in Renewable Hydrogen and Transportation 2024.

    Top 10 investments
    Here, we set out the cost and valuation of the top 10 holdings, which account for over 58% of the value of the portfolio.

    Portfolio company Investment cost Valuation at
    31 December 2024
    Investment Theme
    1. HelloSelf Limited £2.6m £2.6m Revitalising healthcare
    2. Remofirst, Inc £1.2m £1.7m Empowering people
    3. Infinitopes Ltd £1.6m £1.6m Revitalising healthcare
    4. Neat SAS £0.6m £1.5m Building a sustainable planet
    5. TYTN Ltd (t/a TitanML) £0.5m £1.5m Building a sustainable planet
    6. Apheris AI GmbH £1.5m £1.5m Empowering people
    7. Menwell Limited (t/a Manual) £0.9m £1.5m Revitalising healthcare
    8. Mr & Mrs Oliver Ltd (t/a Skin + Me) £1.0m £1.4m Revitalising healthcare
    9. Intrinsic Semiconductor Technologies Ltd £0.9m £1.2m Empowering people
    10. CoMind Technologies Ltd £0.8m £1.0m Revitalising healthcare

    Top 10 investments in detail1

    1

    HelloSelf Limited
    A digital, personalised psychological therapy and coaching platform.
    www.helloself.com

    Initial investment date: January 2023
    Investment cost: £2.6m
      (2023: £2.6m)
    Valuation: £2.6m
      (2023: £2.6m)
    Last submitted accounts: 31 March 2024
    Turnover: Not available2
    (2023: Not available2)
    Profit/(loss) before tax: Not available2
      (2023: Not available2)
    Net assets: £(15.5)m
      (2023: £(9.8)m)
    Valuation methodology: Calibration

    2
    Remofirst, Inc.
    Global payroll and compliance system for remote teams.
    www.remofirst.com

    Initial investment date: February 2024
    Investment cost: £1.2m
      (2023: n/a)
    Valuation: £1.7m
      (2023: n/a)
    Last submitted accounts: Not available2
    Turnover: Not available2
      (2023: Not available2)
    Profit/(loss) before tax Not available2
      (2023: Not available2)
    Net assets: Not available2
      (2023: Not available2)
    Valuation methodology: Last Round

    3
    Infinitopes Ltd
    Has built an antigen discovery platform to develop cancer vaccines that provide better treatment outcomes.
    www.infinitopes.com

    Initial investment date: December 2022
    Investment cost: £1.6m
      (2023: £1.6m)
    Valuation: £1.6m
      (2023: £1.6m)
    Last submitted accounts: 31 December 2023
    Turnover: Not available2
      (2023: Not available2)
    Profit/(loss) before tax Not available2
      (2023: Not available2)
    Net assets: £9.3m
      (2023: £8.1m)
    Valuation methodology: Last Round

    4
    Neat SAS
    An embedded insurance platform that gives merchants the ability to provide insurance bundles to their customers at a competitive rate.
    mobility.neat.eu

    Initial investment date: November 2022
    Investment cost: £0.6m
      (2023: £0.8m)
    Valuation: £1.5m
      (2023: £0.8m)
    Last submitted accounts: Not available2
    Turnover: Not available2
      (2023: Not available2)
    Profit/(loss) before tax: Not available2
      (2023: Not available2)
    Net assets: Not available2
      (2023: Not available2)
    Valuation methodology: Last round

    5

    TYTN Ltd (t/a TitanML)
    An artificial intelligence company which is developing a one-stop-shop for Natural Language Processing AI Optimisation, allowing enterprises to generate value from their data.
    www.titanml.co

    Initial investment date: February 2023
    Investment cost: £0.5m
      (2023: £0.5m)
    Valuation: £1.5m
      (2023: £0.5m)
    Last submitted accounts: 30 April 2024
    Turnover: Not available2
      (2023: Not available2)
    Profit/(loss) before tax: Not available2
      (2023: Not available2)
    Net assets: £1.5m
      (2023: £2.0m)
    Valuation methodology: Last Round

    6

    Apheris AI GmbH
    An end-to-end federated learning platform enabling data scientists to conduct analysis over sensitive data without compromising the privacy or security of the data subjects.
    www.apheris.com

    Initial investment date: November 2022
    Investment cost: £1.5m
      (2023: £1.2m)
    Valuation: £1.5m
      (2023: £1.2m)
    Last submitted accounts: Not available2
    Turnover: Not available2
      (2023: Not available2)
    Profit/(loss) before tax: Not available2
      (2023: Not available2)
    Net assets: Not available2
      (2023: Not available2)
    Valuation methodology: Last round

    7

    Menwell Limited (t/a Manual)
    Making high-quality healthcare more accessible and stigma-free
    www.manual.co

    Initial investment date: May 2024
    Investment cost: £0.9m
    (2023: n/a)
    Valuation: £1.5m
      (2023: n/a)
    Last submitted accounts: 31 December 2023
    Turnover: £54.7m
    (2023: £22.4m)
    Profit/(loss) before tax: £(7.9)m
    (2023: £(10.6)m)
    Net assets: £11.8m
    (2023: £8.0m)
    Valuation methodology: Last round

    8
    Mr & Mrs Oliver Ltd (t/a Skin + Me)
    A direct to consumer, personalised skin care company.
    www.skinandme.com

    Initial investment date: December 2022
    Investment cost: £1.0m
      (2023: £1.0m)
    Valuation: £1.4m
      (2023: £1.3m)
    Last submitted accounts: 31 August 2023
    Turnover: £28.7m
      (2023: £14.3m)
    Profit/(loss) before tax: £1.8m
      (2023: £(3.3)m)
    Net assets: £12.8m
      (2023: £(0.7)m)
    Valuation methodology: Revenue Multiple

    9
    Intrinsic Semiconductor Technologies Ltd
    Solid state memory technology that is simple to integrate and faster than current alternatives like Flash.
    www.intrinsicsemi.com

    Initial investment date: December 2023
    Investment cost: £0.9m
      (2023: n/a)
    Valuation: £1.2m
      (2023: n/a)
    Last submitted group accounts: 31 December 2023
    Turnover: Not available2
    (2023: Not available2)
    Profit/(loss) before tax: Not available2
    (2023: Not available2)
    Consolidated net assets: £4.0m
      (2023: £5.5m)
    Valuation methodology: Scenario Analysis

    10

    CoMind Technologies Ltd
    Development of non-invasive brain sensing technology for monitoring of medical conditions.
    comind.io

    Initial investment date: November 2023
    Investment cost: £0.8m
      (2023: n/a)
    Valuation: £1.0m
      (2023: n/a)
    Last submitted group accounts: 31 December 2023
    Turnover: Not available2
    (2023: Not available2)
    Profit/(loss) before tax: Not available2
    (2023: Not available2)
    Net assets: £17.1m
      (2023: £4.1m)
    Valuation methodology: Milestone Analysis

    1. These are numbers per latest public filings. More recent figures have not yet been disclosed.
    2. Information not publicly available.

    Portfolio engagement
    As part of our strategy, we require portfolio companies to put in place a Diversity and Inclusion policy (D&I) and an Anti-Harassment policy. We also engage with each company to help them understand their greenhouse gas (GHG) emissions and support them to take action to minimise them. You can see how we are progressing with these goals below, as at the date of this report:

    D&I policy status
    Policy in place: 100%

    Engaged in monitoring 2023 greenhouse gas emissions1
    Signed up: 16
    Introduced: 19
    In progress: 1

    1 As of 31 December 2024, only 2023 carbon emissions data was available.

    Outlook
    Despite the declining NAV in the reporting period, we are reassured to see an increase in the NAV per share of the fund in the last six months. This, combined with the two profitable realisations in the period, is offering us early proof points of the Company’s investment strategy to deliver sustainable growth as it moves into its third year of deployment. With a more diversified portfolio, in terms of both stage and sector, this also offers a clearer path for the Company to enter a growth phase.

    As is to be expected at this stage in the Company’s lifecycle, it has started to make its first follow-on investments into portfolio companies which are achieving their agreed milestones and successfully gaining new external lead funders. The Company made two follow-on investments in the reporting period and three after.

    This strategy of reinvesting into existing portfolio companies aims to increase the Company’s stake in portfolio companies that have achieved market fit and are scaling successfully, supporting its overall growth plan. Along with further financial support, Octopus’ resources are directed in the most impactful way, both through Octopus-appointed non-executive Directors or monitors on the boards and our in-house People and Talent team. This team works directly with the portfolio company management teams, offering training and recruitment support to ensure the best talent pool is being explored to help drive success.

    We are excited to have the opportunity to continue to scale the Company, support its ambition to make the world a better place for future generations, and hope to deliver attractive returns to shareholders.

    Simon King
    Partner and Lead Fund Manager for Future Generations VCT

    Risks and risk management

    The Board assesses the risks faced by Future Generations VCT, reviews the mitigating controls and monitors the effectiveness of these controls.

    Emerging and principal risks, and risk management
    The Board is mindful of the ongoing risks and will continue to make sure that appropriate safeguards are in place. The Board carries out a regular review of the risk environment in which the Company operates.

    Emerging risks

    The Board has considered emerging risks. The Board seeks to mitigate risks by setting policy, regularly reviewing performance and monitoring progress and compliance. In the mitigation and management of these risks, the Board applies the principles detailed in the Financial Reporting Council’s Guidance on Risk Management, Internal Control and Related Financial and Business Reporting.

    The following are some of the potential emerging risks management and the Board are currently monitoring:

    • adverse changes in global macroeconomic environment;
    • challenging market conditions for private company fundraising and exits;
    • geo‑political instability; and
    • climate change.

    Detailed below are the principal risks of Future Generations VCT, and the mitigating actions in relation to those risks.

    Principal risks

    Risk Mitigation Change
    Investment performance:    
    The focus of Future Generations VCT investments is into early-stage, unquoted, small and medium‑sized VCT qualifying companies which, by their nature, entail a higher level of risk and shorter cash runway than investments in larger quoted companies. Octopus has significant experience of investing in early-stage unquoted companies, and appropriate due diligence is undertaken on every new investment. A member of the Octopus Ventures team is appointed to the board of a portfolio company using a risk-based approach, considering the size of the company within the Future Generations VCT portfolio and the engagement levels of other investors. This arrangement, in conjunction with its Portfolio Talent team’s active involvement, allows Future Generations VCT to play a prominent role in a portfolio company’s ongoing development and strategy. Increased exposures reflected in the previous period remain unchanged due to the difficult macro environment and challenging trading conditions for some portfolio companies continuing.
    Risk Mitigation Change
    VCT qualifying status:    
    Future Generations VCT is required at all times to observe the conditions for the maintenance of approved VCT status. The loss of such approval could lead to Future Generations VCT and its investors losing access to the various tax benefits associated with VCT status and investment. Octopus tracks Future Generations VCT’s qualifying status throughout the period, and reviews this at key points, including at the point of investment and realisation. This status is reported to the Board at each Board meeting. The Future Generations VCT Board has also engaged external independent advisers to undertake an independent VCT status monitoring role. VCT status monitoring by independent advisers continues to reduce the risk of an issue causing a loss of VCT status.
    Risk Mitigation Change
    Loss of key people:    
    The loss of key investment staff by the Portfolio Manager could lead to poor fund management and/or performance due to lack of continuity or understanding of Future Generations VCT. The Portfolio Manager has a broad team experienced in and focused on early-stage investing. This mitigates the risk of any one individual with the required skill set and knowledge of venture capital investing, and the portfolio specifically, leaving. Key investment staff are also incentivised via the performance incentive fee. The increase is attributed to the departure of key personnel from the Octopus Ventures team and risk exposure reflects a reduction in performance fees potentially increasing attrition.
    Risk Mitigation Change
    Operational:    
    The Future Generations VCT Board is reliant on the Portfolio Manager to manage investments effectively, and manage the services of a number of third parties, in particular the registrar, depositary and tax advisers. A failure of the systems or controls at Octopus or third‑party providers could lead to an inability to provide accurate reporting and accounting and to ensure adherence to VCT rules. The Future Generations VCT Board reviews the system of internal controls, both financial and non-financial, operated by Octopus (to the extent the latter are relevant to Future Generations VCT’s internal controls). These include controls designed to make sure that Future Generations VCT assets are safeguarded and that proper accounting records are maintained. No overall change in risk exposure on balance.
    Risk Mitigation Change
    Information security:    
    A loss of key data could result in a data breach and fines. The Future Generations VCT Board is reliant on Octopus and third parties to take appropriate measures to prevent a loss of confidential customer information. Annual due diligence is conducted on third parties which includes a review of their controls for information security. Octopus has a dedicated Information Security team and a third party is engaged to provide continual protection in this area. A security framework is in place to help prevent malicious events. The appropriateness of mitigants in place are continuously reassessed to adapt to new risk exposures, such as those posed by artificial intelligence. No overall change on balance, although cyber threat remains a significant risk area faced by all providers.
    Risk Mitigation Change
    Economic:    
    Events such as an economic recession, movement in interest rates, inflation and rising living costs could adversely affect some smaller companies’ valuations, as they may be more vulnerable to changes in trading conditions of the sectors in which they operate. This could result in a reduction in the value of Future Generations VCT assets. Future Generations VCT aims to invest in a diverse portfolio of companies, across a range of sectors, which helps to mitigate against the impact on any one sector. Future Generations VCT also maintains adequate liquidity to make sure that it can continue to provide follow‑on investment to those portfolio companies which require it and which are supported by the individual investment case. Increased exposures reflected in the previous periods remain as economic uncertainty persists through high inflation, high interest rates and other economic factors.
    Risk Mitigation Change
    Legislative:    
    A change to the VCT regulations could adversely impact Future Generations VCT by restricting the companies Future Generations VCT can invest in under its current strategy. Similarly, changes to VCT tax reliefs for investors could make VCTs less attractive and impact Future Generations VCT’s ability to raise further funds. The Portfolio Manager engages with HM Treasury and industry bodies to demonstrate the positive benefits of VCTs in terms of growing early-stage companies, creating jobs and increasing tax revenue, and to help shape any change to VCT legislation. Risk exposure has reduced following the extension of the sunset clause to 2035 being agreed.
    Risk Mitigation Change
    Liquidity:    
    The risk that Future Generations VCT’s available cash will not be sufficient to meet its financial obligations. Future Generations VCT invests into smaller unquoted companies, which are inherently illiquid as there is no readily available market for these shares. Therefore, these may be difficult to realise for their fair market value at short notice. Future Generations VCT’s liquidity risk is managed on a continuing basis by Octopus in accordance with policies and procedures agreed by the Board. Future Generations VCT’s overall liquidity risks are monitored on a quarterly basis by the Board, with frequent budgeting and close monitoring of available cash resources. Future Generations VCT maintains sufficient investments in cash and readily realisable securities to meet its financial obligations. At 31 December 2024, these resources were valued at £20,084,000. Risk exposures continue to increase, reflecting the potential knock-on effects of economic uncertainty, impacting fundraising and increasing the risk of disposal failure.

    Viability statement

    In accordance with the FRC UK Corporate Governance Code published in 2018 and provision 36 of the AIC Code of Corporate Governance, the Directors have assessed the prospects of Future Generations VCT over a period of five years, consistent with the expected investment holding period of an investor. A fundraise with an initial offer to raise up to £5 million was launched on 3 February 2025. The offer closed for new applications on 1 April 2025 for the 2024/2025 tax year having successfully raised £5 million. Under VCT rules, subscribing investors are required to hold their investment for a five‑year period in order to benefit from the associated tax reliefs. The Board regularly considers strategy, including investor demand for Future Generations VCT’s shares, and a five-year period is considered to be a reasonable time horizon for this.

    The Board carried out a robust assessment of the emerging and principal risks facing Future Generations VCT and its current position. This includes risks which may adversely impact its business model, future performance, solvency or liquidity, and focused on the major factors which affect the economic, regulatory and political environment. Particular consideration was given to the Company’s reliance on, and close working relationship with, the Investment Manager. The principal risks faced by the Company and the procedures in place to monitor and mitigate them are set out above.

    The Board has carried out robust stress testing of cash flows, which included assessing the resilience of portfolio companies, including the requirement for any future financial support.

    The Board has additionally considered the ability of Future Generations VCT to comply with the ongoing conditions to make sure it maintains its VCT qualifying status under its current Investment policy.

    Based on this assessment, the Board confirms that it has a reasonable expectation that Future Generations VCT will be able to continue in operation and meet its liabilities as they fall due over the five-year period to 31 December 2029. The Board is mindful of the ongoing risks and will continue to make sure that appropriate safeguards are in place, in addition to monitoring the cash flow forecasts to make sure Future Generations VCT has sufficient liquidity.

    Directors’ responsibilities statement

    The Directors are responsible for preparing the Strategic Report, the Directors’ Report, the Directors’ Remuneration Report and the Financial Statements in accordance with applicable law and regulations. They are also responsible for ensuring that the annual report and financial statements include information required by the UK Listing Rules of the Financial Conduct Authority.

    Company law requires the Directors to prepare financial statements for each financial year. Under that law the Directors have elected to prepare the financial statements in accordance with United Kingdom Generally Accepted Accounting Practice (GAAP), including Financial Reporting Standard 102 – The Financial Reporting Standard Applicable in the United Kingdom and Republic of Ireland (FRS 102), United Kingdom accounting standards and applicable law. Under company law the Directors must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of affairs and profit or loss of the Company for that period. In preparing these financial statements, the Directors are required to:

    • select suitable accounting policies and then apply them consistently;
    • make judgements and accounting estimates that are reasonable and prudent;
    • state whether applicable UK accounting standards have been followed, subject to any material departures disclosed and explained in the financial statements;
    • prepare the financial statements on the going concern basis unless it is inappropriate to presume that the Company will continue in business; and
    • prepare a Strategic Report, Directors’ Report and Directors’ Remuneration Report which comply with the requirements of the Companies Act 2006.

    The Directors are responsible for keeping adequate accounting records that are sufficient to show and explain the Company’s transactions and disclose with reasonable accuracy at any time the financial position of the Company and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the Company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

    In so far as each of the Directors is aware:

    • there is no relevant audit information of which the Company’s auditor is unaware; and
    • the Directors have taken all steps that they ought to have taken to make themselves aware of any relevant audit information and to establish that the auditor is aware of that information.

    The Directors are responsible for preparing the annual report and financial statements in accordance with applicable law and regulations. Having taken advice from the Audit Committee, the Directors are of the opinion that this report as a whole provides the necessary information to assess the Company’s performance, business model and strategy and is fair, balanced and understandable.

    The Directors are responsible for the maintenance and integrity of the corporate and financial information included on the Company’s website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.

    The Directors confirm that, to the best of their knowledge:

    • the financial statements, prepared in accordance with United Kingdom Generally Accepted Accounting Practice, including FRS 102, give a true and fair view of the assets, liabilities, financial position and profit or loss of the Company; and
    • the annual report and financial statements (including the Strategic Report), give a fair review of the development and performance of the business and the position of the Company, together with a description of the principal risks and uncertainties that it faces.

    On behalf of the Board

    Helen Sinclair
    Chair

    Income statement

        18 months to 31 December 2024 Year to 30 June 2023
        Revenue Capital Total Revenue Capital Total
        £’000 £’000 £’000 £’000 £’000 £’000
    Gain on disposal of fixed asset investments   1,382 1,382
    Net loss on valuation of fixed asset investments   (3,564) (3,564) (6) (6)
    Investment management fee   (345) (1,035) (1,380) (174) (522) (696)
    Investment income   1,427 1,427 424 424
    Other expenses   (759) (759) (500) (500)
    Earnings/(loss) before tax   323 (3,217) (2,894) (250) (528) (778)
    Tax  
    Earnings/(loss) after tax   323 (3,217) (2,894) (250) (528) (778)
    Earnings/(loss) per share – basic and diluted   0.6p (6.3)p (5.7)p (0.6)p (1.3)p (1.9)p
    • The ‘Total’ column of this statement is the profit and loss account of Future Generations VCT; the supplementary revenue return and capital return columns have been prepared under guidance published by the Association of Investment Companies.
    • All revenue and capital items in the above statement derive from continuing operations.
    • Future Generations VCT has only one class of business and derives its income from investments made in shares and securities and from bank and money market funds.

    Future Generations VCT has no other comprehensive income for the period.

    The accompanying notes form an integral part of the financial statements.

    Balance sheet

        As at 31 December 2024 As at 30 June 2023  
        £’000 £’000 £’000 £’000  
    Fixed asset investments     26,769   24,895  
    Current assets:            
    Debtors   1,166   379    
    Applications cash1   100   370    
    Cash at bank   112   152    
    Money market funds   19,972   20,140    
          21,350   21,041  
    Creditors: amounts falling due within one year   (196)   (518)    
    Net current assets     21,154   20,523  
    Net assets     47,923   45,418  
    Share capital     54   48  
    Share premium     51,854   46,461  
    Capital reserve realised     (328)   (640)  
    Capital reserve unrealised     (3,526)   3  
    Revenue reserve     (131)   (454)  
    Total equity shareholders’ funds     47,923   45,418  
    NAV per share     88.8p   94.3p  
    1. Cash received from investors but not yet allotted.

    The accompanying notes form an integral part of the financial statements.

    The statements were approved by the Directors and authorised for issue on 28 April 2025 and are signed on their behalf by:

    Helen Sinclair
    Chair
    Company No: 13750143

    Statement of changes in equity

      Share capital
    £’000
    Share premium
    £’000
    Capital reserve realised1
    £’000
    Capital reserve unrealised
    £’000
    Revenue reserve1
    £’000
    Total
    £’000
    As at 1 July 2023 48 46,461 (640) 3 (454) 45,418
    Comprehensive income for the period:            
    Management fees allocated as capital expenditure (1,035) (1,035)
    Current year gain on disposal of fixed asset investments 1,382 1,382
    Net loss on fair value of fixed asset investments (3,564) (3,564)
    Gain after tax 323 323
    Total comprehensive loss for the period 347 (3,564) 323 (2,894)
    Contributions by and distributions to owners:            
    Share issue 6 5,506 5,512
    Share issue costs (113) (113)
    Total contributions by and distributions to owners 6 5,393 5,399
    Other movements:            
    Prior year fixed asset loss unrealised (35) 35
    Total other movements (35) 35
    Balance as at 31 December 2024 54 51,854 (328) (3,526) (131) 47,923
      Share capital
    £’000
    Share premium
    £’000
    Capital reserve realised1
    £’000
    Capital reserve unrealised
    £’000
    Revenue reserve1
    £’000
    Total
    £’000
    As at 1 July 2022 33 31,572 (118) 9 (204) 31,292
    Comprehensive income for the period:            
    Management fees allocated as capital expenditure (522) (522)
    Net loss on fair value of fixed asset investments (6) (6)
    Loss after tax (250) (250)
    Total comprehensive loss for the period (522) (6) (250) (778)
    Contributions by and distributions to owners:            
    Shares issued 15 15,164 15,179
    Share issue costs (275) (275)
    Total contributions by and distributions to owners 15 14,889 14,904
    Balance as at 30 June 2023 48 46,461 (640) 3 (454) 45,418
    1. Reserves are available for distribution, subject to the restrictions.

    The accompanying notes form an integral part of the financial statements.

    Cash flow statement

        18 months to
    31 December 
    Year to
    30 June
        2024 2023
        £’000 £’000
    Cash flows from operating activities      
    Loss before tax1   (2,894) (778)
    Decrease/(increase) in debtors   173 (325)
    Decrease in creditors   (52) (103)
    Gain on disposal of fixed assets   (1,382)
    Loss on valuation of fixed asset investments   3,564 6
    Outflow from operating activities   (591) (1,200)
    Cash flows from investing activities      
    Purchase of fixed asset investments   (8,162) (23,238)
    Sale of fixed asset investments   3,146
    Outflow from investing activities   (5,016) (23,238)
    Cash flows from financing activities      
    Movement in applications account   (270) (1,544)
    Proceeds from share issues   5,512 15,179
    Share issue costs   (113) (275)
    Inflow from financing activities   5,129 13,360
    Decrease in cash and cash equivalents   (478) (11,079)
    Opening cash and cash equivalents   20,662 31,741
    Closing cash and cash equivalents   20,184 20,662
    Cash and cash equivalents comprise      
    Cash at bank   112 152
    Money market funds   19,972 20,140
    Applications cash   100 370
    Closing cash and cash equivalents   20,184 20,662
    1. Loss before tax includes cashflows from dividends of £1.4 million (2023: £0.4 million).

    The accompanying notes form an integral part of the financial statements.

    Notes to the financial statements

    1. Principal accounting policies

    Octopus Future Generations VCT plc (‘Future Generations VCT’) is a Public Limited Company (plc) incorporated in England and Wales and its registered office is at 6th Floor, 33 Holborn, London EC1N 2HT.

    Future Generations VCT has been approved as a Venture Capital Trust by HMRC under Section 259 of the Income Taxes Act 2007. The shares of Future Generations VCT were first admitted to the Official List of the UK Listing Authority and trading on the London Stock Exchange on 5 April 2022 and can be found under the TIDM code OFG. Future Generations VCT is premium listed.

    The principal activity of Future Generations VCT is to invest in a diversified portfolio of UK smaller companies in order to generate capital growth over the long term as well as an attractive tax-free dividend stream.

    The financial statements are presented in GBP (£) to the nearest £’000. The functional currency is also GBP (£). Some accounting policies have been disclosed in the respective notes to the financial statements.

    Basis of preparation
    The financial statements have been prepared on a going concern basis under the historical cost convention, except for the measurement at fair value of certain financial instruments, and in accordance with UK Generally Accepted Accounting Practice (GAAP), including Financial Reporting Standard 102 – ‘The Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland’ (FRS 102), the Companies Act 2006 and the Statement of Recommended Practice (SORP) ‘Financial Statements of Investment Trust Companies and Venture Capital Trusts (July 2022)’.

    2. Investment income
    Accounting policy

    Investment income comprises interest earned on money market funds. Dividend income is shown net of any related tax credit. Dividends receivable are brought into account when Future Generation’s right to receive payment is established and there is no reasonable doubt that payment will be received. Fixed returns on debt and money market funds are recognised so as to reflect the effective interest rate, provided there is no reasonable doubt that payment will be received in due course.

    Disclosure

      18 months to  
      31 December 2024

        30 June 2023

      £’000 £’000
    Money market funds 1,427 424
    Total investment income 1,427 424

    3. Investment management fees
    Accounting policy

    For the purposes of the revenue and capital columns in the Income Statement, the management fee has been allocated 25% to revenue and 75% to capital, in line with the Board’s expected long-term return in the form of income and capital gains respectively from Future Generations VCT’s investment portfolio.

    Disclosure

      18 months to 31 December 2024 Year to 30 June 2023
      Revenue Capital Total Revenue Capital Total
      £’000 £’000 £’000 £’000 £’000 £’000
    Investment            
    management fee 345 1,035 1,380 174 522 696
    Total 345 1,035 1,380 174 522 696

    The Portfolio Manager provides investment management services through agreements with Octopus AIF Management Limited and Future Generations VCT. It also provides accounting and administration services to Future Generations VCT under a Non-Investment Services Agreement (NISA). No compensation is payable if the agreement is terminated by either party, if the required notice period is given. The fee payable, should insufficient notice be given, will be equal to the fee that would have been paid should continuous service be provided, or the required notice period was given.

    4. Other expenses
    Accounting policy

    Other expenses are accounted for on an accruals basis and are charged wholly to revenue.

    The transaction costs incurred when purchasing or selling assets are written off to the Income Statement in the period that they occur.

      18 months to Year to
      31 December 30 June
      2024 2023
      £’000 £’000
    NISA fees 213 122
    Directors’ remuneration1 157 77
    Audit fees2 78 63
    Directors and Officers (D&O) insurance 74 15
    Depositary fees 62 57
    Listing fees 46 58
    Registrars fees 28 21
    Director recruitment & expenses 27
    Report and account fees 26 38
    Other fees 48 49
    Total 759 500

    1. Includes employers’ NI.
    2. Includes VAT.

    Total ongoing charges are capped at 3.0% of net assets. For the period to 31 December 2024, the ongoing charges exceeded this cap and a rebate was paid from the Portfolio Manager for the amount of £39,000. For the 18 months to 31 December 2024 the ongoing charges were 3.0% (2023: 3.0%) of net assets. This is calculated by summing the annualised expenses incurred in the period (excluding non-recurring expenses) divided by the average NAV throughout the period.

    5. Tax on ordinary activities
    Accounting policy

    Corporation tax payable is applied to profits chargeable to corporation tax, if any, at the current rate. The tax effect of different items of income/gain and expenditure/loss is allocated between capital and revenue return on the ‘marginal’ basis as recommended in the SORP.

    Deferred tax is recognised in respect of all timing differences at the reporting date. Timing differences are differences between taxable profits and total income as stated in the financial statements that arise from the inclusion of income and expenses in tax assessments in periods different from those in which they are recognised in financial statements.

    Disclosure
    The corporation tax charge for the period was £nil.

      18 months to Year to
      31 December 30 June
      2024 2023
      £’000 £’000
    Loss on ordinary activities before tax (2,894) (778)
    Current tax at 25% (2023: 20.5%) (724) (159)
    Effects of:    
    Non-taxable income (357)
    Non-taxable capital gains 546 1
    Non-deductible expenses 1
    Excess management expenses on which deferred tax not recognised 534 193
    Tax rate differences1 (35)
    Total current tax charge

    1. Tax rate difference due to tax charge for the period being calculated at 20.5% and excess management expenses on which deferred tax is not recognised being calculated at 25%.

    Unrelieved tax losses of £3,231,000 (2023: £1,094,000) are estimated to be carried forward at 31 December 2024 (subject to completion of Future Generations VCT’s tax return) and are available for offset against future taxable income, subject to agreement with HMRC. Future Generations VCT has not recognised the deferred tax asset of £808,000 (2023: £273,000) in respect of these tax losses because there is insufficient forecast taxable income in excess of deductible expenses to utilise these losses carried forward.

    Approved VCTs are exempt from tax on capital gains. As the Directors intend for Future Generations VCT to continue to maintain its approval as a VCT through its affairs, no current deferred tax has been recognised in respect of any capital gains or losses arising on the revaluation or disposal of investment.

    6. (Loss)/earnings per share

      18 months to 31 December 2024 Year to 30 June 2023
      Revenue Capital Total Revenue Capital Total
      £’000 £’000 £’000 £’000 £’000 £’000
    Earnings/(loss) attributable to Ordinary shareholders (£’000)

    323

    (3,217)

    (2,894)

    (250)

    (528)

    (778)

    Earnings/(loss) per Ordinary share (p) 0.6 (6.3) (5.7) (0.6) (1.3) (1.9)

    The Earnings/(loss) per share is based on 51,727,417 (2023: 40,987,788) Ordinary shares, being the weighted average number of Ordinary shares in issue during the period.

    There are no potentially dilutive capital instruments in issue and so no diluted return per share figures are relevant. The basic and diluted earnings per share are therefore identical.

    7. Net asset value per share

      31 December 30 June
      2024 2023
    Net assets (£’000) 47,923 45,418
    Shares in issue 53,941,104 48,138,337
    NAV per share (p) 88.8 94.3

    8. Transactions with the Manager and Portfolio Manager

    Future Generations VCT is classified as a full-scope Alternative Investment Fund under the Alternative Investment Fund Management Directive (the ‘AIFM Directive’). Future Generations VCT has appointed Octopus AIF Management Limited to provide the services of an AIFM of a full-scope AIF. In accordance with its power to do so under AIFMD, Octopus AIF Management Limited has delegated investment management to Octopus Investments Limited, whilst retaining the obligations of a risk manager.

    Future Generations VCT paid Octopus AIF Management Limited £1,380,000 (2023: £696,000) in the period as a management fee, after applying a rebate to maintain the total ongoing charges below the 3% cap. The annual management charge (AMC) is based on 2% of Future Generations VCT’s NAV. The AMC is payable quarterly in advance and calculated using the latest published NAV of Future Generations VCT and the number of shares in issue at each quarter end. Once the quarter has ended, an adjustment will be made if the NAV at the end of the current quarter is calculated and which differs from the NAV as at the end of the previous quarter. The Manager will donate 10% of the management fee to the Octopus Giving Charitable Foundation, which was set up in 2014 to help charities make the world a better place and which, since inception, has donated more than £1 million to such worthy causes.

    Octopus also provides Non-Investment Services to Future Generations VCT, payable quarterly in advance. The fee is 0.3% of Future Generations VCT’s NAV, calculated at quarterly intervals. The NISA fee is calculated using the latest published NAV of Future Generations VCT and the number of shares in issue at each quarter end. As with the AMC, an adjustment will be made once the quarter has ended if the NAV at the end of the current quarter is calculated and which differs from the NAV as at the end of the previous quarter. During the period £213,000 (2023: £122,000) was paid to Octopus for Non‑Investment Services. In addition, Octopus is entitled to performance-related incentive fees, subject to Future Generations VCT’s total return at year end exceeding the total return at the previous year end when an incentive fee was paid, or 97p if the first incentive fee has not yet been paid (the ‘Excess’), equal to 20% of the Excess. No performance fee will be paid prior to the financial year ending on 31 December 2025, dividends (paid or declared) being equal to or greater than 10p per Ordinary share and the total return exceeding 120p.

    The cap relating to Future Generations VCT’s total expense ratio, that is the regular, recurring costs of Future Generations VCT expressed as a percentage of its NAV, above which Octopus has agreed to pay, is 3.0%, and is calculated in accordance with the AIC Guidelines.

    Octopus AIF Management Limited remuneration disclosures (unaudited)
    Quantitative remuneration disclosures required to be made in this annual report in accordance with the FCA Handbook FUND 3.3.5 are available on the website: https://www.octopusinvestments.com/remuneration-disclosures/.

    9. Related party transactions

    Several members of the Octopus investment team hold non-executive directorships as part of their monitoring roles in Future Generations VCT’s portfolio companies, but they have no controlling interests in those companies.

    Emma Davies, a Non-Executive Director of Future Generations VCT, previously held the role of co-CEO of Octopus Ventures and she also holds shares in Octopus Capital Ltd. On 24 March 2023, Emma Davies ceased to be employed by Octopus Capital Limited and therefore she is no longer considered a related party. Emma retired as a Non-Executive Director of Future Generations VCT on 31 March 2024. No dividends have been paid to the Directors of Future Generations VCT in the period (2023: £nil).

    10. 2024 financial information

    The figures and financial information for the period ended 31 December 2024 are extracted from the Company’s annual financial statements for the period and do not constitute statutory accounts. The Company’s annual financial statements for the period to 31 December 2024 have been audited but have not yet been delivered to the Registrar of Companies. The Auditors’ report on the 2024 annual financial statements was unqualified, did not include a reference to any matter to which the auditors drew attention without qualifying the report, and did not contain any statements under Sections 498(2) or 498(3) of the Companies Act 2006.

    11. 2023 financial information

    The figures and financial information for the year ended 30 June 2023 are compiled from an extract of the published financial statements for the period and do not constitute statutory accounts. Those financial statements have been delivered to the Registrar of Companies and included the Auditors’ report which was unqualified, did not include a reference to any matter to which the auditors drew attention without qualifying the report, and did not contain any statements under Sections 498(2) or 498(3) of the Companies Act 2006.

    12. Annual Report and financial statements
    The Annual Report and financial statements will be posted to shareholders in early May and will be available on the Company’s website, https://octopusinvestments.com/our-products/venture-capital-trusts/octopus-future-generations-vct/.
    The Notice of Annual General Meeting is contained within the Annual Report.

    13. General information

    Registered in England & Wales. Company No. 13750143
    LEI: 213800AL71Z7N2O58N66

    14. Directors

    Helen Sinclair (Chair), Joanna Santinon and Ajay Chowdhury

    15. Secretary and registered office   

    Octopus Company Secretarial Services Limited
    6th Floor, 33 Holborn, London EC1N 2HT

    The MIL Network

  • MIL-OSI: Annual report and financial statements for the year ended 31 December 2024

    Source: GlobeNewswire (MIL-OSI)

    OCTOPUS TITAN VCT PLC

    Annual report and financial statements for the year ended 31 December 2024

    Octopus Titan VCT plc announces the final results for the year to 31 December 2024 as below.

    Octopus Titan VCT plc (‘Titan’ or the ‘Company’) is managed by Octopus AIF Management Limited (the ‘Manager’), which has delegated investment management to Octopus Investments Limited (‘Octopus’ or ‘Portfolio Manager’) via its investment team Octopus Ventures.

    Key financials

      2024 2023
    Net assets (£’000) £831,358 £993,744
    Loss after tax (£’000) £(147,649) £(149,499)
    NAV per share 50.5p 62.4p
    Total value per share1 155.6p 164.4p
    Total return per share2 (8.8)p (9.5)p
    Total return per share %3 (14.1)% (12.4)%
    Dividends paid in the year 3.1p 5.0p
    Dividend yield %4 5.0% 6.5%
    Dividend declared 0.5p 1.9p
    1. Total value per share is an alternative performance measure, calculated as NAV plus cumulative dividends paid since launch, as described in the glossary of terms.
    2. Total return per share is an alternative performance measure, calculated as movement in NAV per share in the period plus dividends paid in the period, as described in the glossary of terms.
    3. Total return % is an alternative performance measure, calculated as total return/opening NAV, as described in the glossary of terms.
    4. Dividend yield is an alternative performance measure, calculated as dividends paid/opening NAV, as described in the glossary of terms.

    Chair’s statement
    Titan’s total return for the year to 31 December 2024 was -14.1% with net assets at the end of the period totalling £831 million.

    The Net Asset Value (NAV) per share at 31 December 2024 was 50.5p which, adjusting for dividends paid in the year, represents a net decrease of 8.8p per share from 31 December 2023 or a total return of –14.1%.

    This further decline in value has been driven by several factors, including company-specific performance issues and tougher trading conditions, which have reduced revenue growth across a range of sectors. As a result, many companies in the portfolio have not met performance expectations, leading to lower valuation multiples being applied compared to those at recent points of investment. This situation has been exacerbated by a continued slow private market fundraising environment, leading to more limited capital availability. Consequently, companies have prioritised extending their cash runway, aiming to achieve profitability or delay fundraising until market conditions improve. In the short term, this has led to reduced valuations due to slower growth, but in the long run, the disciplined focus on sustainable growth should be beneficial.

    With this further decline in NAV, the 5-year tax-free annual compound return for shareholders is now -3.5%. Since the high watermark as at 31 December 2021, Titan’s total return per share has been –39.8% with which the Board and Manager are, and shareholders will be, deeply disappointed. The scale of shareholder dissatisfaction has been made abundantly clear following the recently conducted survey.

    In the 12 months to 31 December 2024, the Company utilised £137 million of its cash resources, comprising £30 million in new and follow-on investments, £44 million in dividends (net of the Dividend Reinvestment Scheme (DRIS)), £38 million in share buybacks and £25 million in annual investment management fees and other running costs. The cash and corporate bond balance of £184 million at 31 December 2024 represented 22% of net assets at that date, compared to 20% at 31 December 2023.

    The total value (NAV plus cumulative dividends paid per share since launch) at the end of the period was 155.6p (31 December 2023: 164.4p). Titan’s one-year total return of -8.8p (-14.1%) five-year total return of -15.6p (-16.4%) and ten-year total return of 6.7p (6.6%) evidences the disappointing decline in performance in recent years.

    Strategic Review

    As shareholders will be aware, in the half-yearly report issued at the end of September 2024, we announced a review of strategy to ensure a thorough retrospective analysis took place and a plan be drawn up for how the Company can be best structured for sustainability and improved performance in the future. A significant amount of work has been undertaken by Octopus and our appointed external advisers, Smith Square Partners LLP, across a number of different workstreams. This includes a detailed analysis of historical investment performance, ongoing sustainability, the forward-looking pipeline for realisations, future investment strategy, investment team resources and, finally, investment manager’s culture and governance. The significant performance challenges and the early-stage nature of much of the portfolio mean that it will take some time for changes to have an impact on performance and a longer-term approach to shaping the future of the Company is needed. We are making reasonably good progress, and more can be read about the steps which have been taken in the Spotlight section. The response to our shareholder survey is included below. From this it is clear that there is widespread and deep dissatisfaction with the past performance of Titan, both in absolute and relative terms and an understandable frustration with the lack of capital growth in recent years. The Board also acknowledges the recent press coverage, particularly in respect of shareholders’ views on the fees that Titan pays. We would like to thank those that participated in the survey, as well as those that have provided their feedback to both the Board and Octopus. The Board wishes to assure shareholders that it is considering the results and feedback alongside the review.

    We expect to provide a further update on the review at, or prior to, our Annual General Meeting (AGM) on 19 June 2025. However, we do not anticipate the process to be completed by this point, so any proposals for the future of the Company will likely be put to shareholders at a later date.

    Performance incentive fees
    As the 2024 total return has been negative, and total value per share has declined since 31 December 2021, no performance fee is payable. To remind you, the performance fee is calculated as 20% on net gains above the high-water mark (the highest total value per share as at previous year ends), which is currently set as 197.7p as at 31 December 2021.

    Dividends
    Following careful consideration and recognising the value that shareholders’ place on receiving tax-free dividends, I am pleased to confirm that the Board has decided to declare a second interim dividend of 0.5p per share (2023: 1.9p per share). This will be paid on 29 May 2025 to shareholders on the register as at 25 April 2025. This second interim dividend, in addition to the 1.2p per share interim dividend paid in December 2024 brings the total dividends declared to 1.7p per share in respect of 2024. However, this 0.5p per share dividend is lower than that paid in previous years because of the ongoing performance challenges and dividends are typically a distribution of achieved performance. Considering dividends paid during 2024 (totalling 3.1p), the total dividend yield for the year is 5%, therefore meeting the Company’s target.

    Dividends, whether paid in cash or reinvested under the DRIS, are always at the discretion of the Board, are never guaranteed, and are subject to regular review reflecting the returns generated by the Company, the timing of investment realisations, cash and distributable reserves and continuing compliance with VCT rules.

    The Board will consider any further dividends to be paid in 2025 in the second half of the year at, or around, the release of the interim accounts for the six months ending 30 June 2025, subject to Titan’s performance, both realised and unrealised, improving and, as ever, Titan holding sufficient cash reserves.

    As with the dividend paid to shareholders on 19 December 2024, and in light of the ongoing review of Titan’s strategy, the Board continues to suspend the Company’s dividend reinvestment scheme for the dividend to be paid on 29 May 2025, with the dividend being paid to shareholders in cash.

    Fundraise and buybacks
    We were pleased to raise over £107 million in the fundraise which closed on 5 April 2024. As stated in the half-yearly review, the Board will decide on the approach to future fundraising at the conclusion of the review of strategy.

    During the year, Titan repurchased 67 million shares for £38 million (representing 4.2% of the net asset value as at 31 December 2023). Further details can be found in Note 14 of the financial statements. Details of the share buybacks undertaken during the year can be found in the Directors’ Report.

    VCT status
    In November 2023, a ten-year extension was announced to the ‘sunset clause’ (a retirement date for the VCT scheme), meaning VCT tax reliefs will be available until 5 April 2035. This extension passed through Parliament in February 2024 and on 3 September 2024, His Majesty’s Treasury brought the extension into effect through The Finance Act 2024. The Board is delighted that this has brought clarity to the status of VCTs.

    Board of Directors
    Rupert Dickinson was appointed to the Board with effect from 1 May 2024 and was elected by shareholders at the AGM held in June 2024. Rupert has over 20 years’ experience in the wealth and investment management industries. We are already benefitting from his extensive experience.

    All the other Directors have indicated their willingness to remain on the Board, and Jane O’Riordan and Lord Rockley will be seeking re-election at the AGM.

    Portfolio Manager and team
    In March 2024, Malcolm Ferguson, Octopus’ lead Fund Manager for Titan, resigned and Jo Oliver was appointed as lead Fund Manager and Adviser to the Board on fund and strategy on an interim basis. In August 2024, Jo stepped down from this interim role. We wish to take this opportunity to thank both Jo and Malcolm for their contributions to the Company and wish them well for the future. We are pleased that, despite Malcolm’s resignation, he continues to support with portfolio management on a contractual basis. The process to appoint a replacement lead Fund Manager will commence once the review of strategy is completed.

    Shareholders may be aware that there has been considerable turnover over the past twelve months in the Octopus Ventures team, which is responsible for managing Titan. As part of the on-going strategic review, Octopus is assessing the team structure, size, culture and experience to ensure it is aligned with its future investment strategy proposals. In the interim, the Octopus Ventures team is receiving additional senior support from across the business to ensure adequate resources are available.

    AGM and shareholder event
    The AGM will take place on 19 June 2025 from 12.00 noon and will be held at the offices of Octopus Investments Limited, 33 Holborn, London, EC1N 2HT. Full details of the business to be conducted at the AGM are given in the Notice of AGM.

    Shareholders’ views are important, and the Board encourages shareholders to vote on the resolutions within the Notice of AGM using the proxy form, or electronically at www.investorcentre.co.uk/eproxy. Shareholders are invited to send any questions they may have via email to TitanAGM@octopusinvestments.com. The Board has carefully considered the business to be approved at the AGM and recommends shareholders to vote in favour of all the resolutions being proposed, as the Board will be doing.

    Currently, we do not anticipate the strategic review process will have been fully completed by the date of the AGM. As a result, we will issue a further communication to shareholders in due course setting a date for a shareholder event and, if applicable, a General Meeting at which shareholders will be able to vote on any proposals for the future direction of the Company.

    Outlook
    The further decline in NAV to 31 December 2024 is extremely disappointing, especially when set against the backdrop of the recent recovery of some of the comparable markets and other VCTs. This decline has been primarily driven by specific portfolio performance issues and sectoral downturns, leading to cash constraints exacerbated by a challenging fundraising environment. Some portfolio companies attempted to raise funds but were unsuccessful, resulting in several being placed into administration or accepting acquisition offers on unfavourable terms. More details on these disposals can be found in the Portfolio Manager’s review. Others had to complete funding rounds at lower valuations or in ways that negatively impacted the value of the Company’s shareholding.

    The Company returned £29 million in cash proceeds from exits in 2024, in addition to £12.4 million distributed from Zenith Holding Company to Titan. This is a disappointing outcome as it is below the level achieved in 2023, and does not accomplish the Company’s long-term sustainability target. Despite the Manager’s initiatives to increase the number of realisations of portfolio companies and return cash proceeds to Titan, we have not yet seen any profitable realisations in 2025. This sustained focus on achieving regular liquidity is an important step towards ensuring the ongoing sustainability of the Company.

    Despite this, the Board retains a degree of optimism about the potential of some of the companies within what is undoubtedly a diversified portfolio, with over 135 companies spanning a wide range of sectors, business models and investment stages. Furthermore, Titan’s portfolio remains well funded with circa 42% of the portfolio NAV being comprised of companies not expecting to need further funding. This figure rises to 67% when including those companies with more than 12 months’ cash runway.

    I would like to conclude by thanking both the Board and the Octopus team on behalf of all shareholders for their hard work during this very challenging period.

    Tom Leader
    Chair

    Spotlight on the review of strategy

    On 30 September 2024, the Board, in conjunction with the Manager, announced a strategic review. This was catalysed by the ongoing challenges in the early-stage venture market to which the Company is exposed and the resultant performance issues faced. Since this date, the Board and Manager have undertaken numerous actions to identify the areas of focus and potential changes which could be made to drive the best performance for the Company and outcome for shareholders. Below is a summary of the steps taken to date by both the Board and Manager.

    Date Investment Manager’s actions Titan VCT Board’s actions Board meetings held
    Sep 2024   Announcement of review of strategy. Four Board meetings
    Oct 2024 Establish internal review committee comprised of different areas of the business.

    Co-ordinating information packs for the external advisers.

    External adviser selection process concluded and terms agreed.  
    Nov 2024 Recruitment process for senior Portfolio Management roles commences.

    Internal review committee submits scope of work to the Board.

    External advisers, Smith Square Partners, appointed.

    Board reviews Octopus’ scope of work.

    Two Board meetings
    Dec 2024 Internal review committee submits information pack on sustainability and fund performance workstreams to the Board. Shareholder and adviser survey launched.

    Board reviews information pack on sustainability and fund performance.

    Board reviews external advisers’ analysis of performance and benchmarking.

    One Board meeting
    Jan 2025 Survey results analysed.

    External specialists commence review of Consumer Duty.

    Internal review committee submits information pack on team and culture and risk and governance work streams to the Board.

    Board reviews external advisers’ progress report including analysis of the realisations pipeline.

    Board reviews information pack on team and culture and risk and governance work streams.

    Survey results analysed.

    Two Board meetings
    Feb 2025 Internal review committee presents first part of the go-forward investment strategy and further sustainability analysis and metrics. Board reviews go‑forward strategy and sustainability analysis and metrics. One Board meeting
    Mar 2025 Results of Consumer Duty Review analysed. Board reviews external advisers’ progress report.

    Results of Consumer Duty Review analysed.

    Unaudited NAV released with update on progress of review.

    Two Board meetings
    Apr 2025 Internal review committee presents follow up detail on the go-forward investment strategy, as well as proposals for future team and resourcing plan.

    Proposal submitted to Board regarding ongoing fees.

    External advisers’ interim report shared with the Board.

    Annual report published.

    Board considers proposal on future team and resourcing strategy and fees.

    Board commences fee negotiations with Octopus.

    Two Board meetings

    Summary of the Manager’s internal review workstreams:

    1. Fund performance
    Working to understand the most appropriate investment and divestment strategy looking at past performance metrics, benchmarks and future objectives.

    2. Fund strategy
    Investigating potential future options for Titan’s strategy which could drive improved performance. Some potential options were included in the shareholder survey to canvas views.

    3. Sustainability
    Working on past performance and future forecasting to ensure Titan operates sustainably, returning funds through realisations.

    4. Team & culture
    Reviewing the team structure, size, culture and experience (past and present) and how it maps to the successful management of the Company. Full Octopus Ventures strategy refresh in line with new Chief Executive Officer (CEO) Erin Platts joining.

    5. Consumer Duty
    External consultants appointed to carry out a review of Consumer Duty. This is to understand shareholders’ expected outcomes and assessing how the Company has delivered against them.

    6. Risk & governance
    Work led by the compliance team updating Titan’s risk register. Review and enhancement of governance processes and procedures, where relevant.

    What’s next
    1. Final Smith Square Partners report presented to the Board.
    2. Finalise fee proposal, as well as review of the Investment Management Agreement and Non-Investment Services Agreement.

    Octopus Ventures’ new CEO

    Erin Platts joined Octopus Ventures as CEO in January 2025.

    Previously, she held the role of CEO at HSBC Innovation Banking UK, formerly Silicon Valley Bank UK & EMEA. Over two decades in leadership roles with the institution, she established Silicon Valley Bank UK as a standalone, regulated subsidiary before leading the organisation through the transition period following its sale to HSBC in 2023, scaling operations to over 800 people, across six countries and into the market leading position across the sector.

    With a career spent in the US, UK and European tech ecosystems, Erin is an active and vocal spokesperson, championing Diversity, Equity and Inclusion through partnerships with organisations including Tech Nation, Founders Forum and the Newton Venture Program.

    Portfolio Manager’s review

    At Octopus, our focus is on managing your investments and providing open communication. Our annual and half-year updates are designed to keep you informed about the progress of your investment.

    Focus on performance
    The NAV of 50.5p per share at 31 December 2024 represents a decrease in NAV of 8.8p per share versus a NAV of 62.4p per share as at 31 December 2023, after adding back dividends paid during the year of 3.1p (2023: 5p) per share, a negative total return per share of 14.1% in the year.

    The performance over the five years to 31 December 2024 is shown below:

      Year ended Year ended Year ended Year ended Year ended
      31 December 31 December 31 December 31 December 31 December
      2020 2021 2022 2023 2024
    NAV, p 97.0 105.7 76.9 62.4 50.5
    Cumulative dividends paid, p 81.0 92.0 97.0 102.0 105.1
    Total value, p 178.0 197.7 173.9 164.4 155.6
    Total return1 7.1% 20.3% (22.5)% (12.4)% (14.1)%
    Dividend yield2 5.3% 11.3% 4.7% 6.5% 5.0%

    1. Total return % is an alternative performance measure, calculated as total return/opening NAV.
    2. Dividend yield is an alternative performance measure, calculated as dividends paid/opening NAV.

    We are deeply disappointed by the negative total return of 14.1% in 2024 which has been driven by a decline of £193 million across 72 companies. The businesses that contributed most significantly to this decline were Pelago, Many Pets and Big Health. Whilst these companies continue to look to scale, they have underperformed the high expectations set at their last funding round, and so have seen their valuations decline.

    These three valuation movements account for around a third of the total decline in NAV over the twelve-month reporting period.

    Octopus Ventures believes that many of the companies which have seen decreased valuations in the period have the potential to overcome the issues they face and get their growth plans back on track. Octopus Ventures continues to work with them to help them realise their potential. In some cases, the support offered could include further funding to ensure a business has the capital it needs to execute on its strategy. Our in-house Talent team is being utilised to build high-performing teams and support on key recruitment initiatives. This team, as well as our expert network of consultants, support companies on project work and can also work part-time with the businesses.

    More positively, 39 companies saw an increase in valuation in the period, delivering a collective increase in valuation of £56 million. These valuation increases reflect businesses which have successfully concluded further funding rounds at increased valuations, grown revenues or met certain important milestones. Notable strong performers in the portfolio include Legl, Taster and Katkin – all of which have increased their market reach through new product launches. These strong performers demonstrate that there are opportunities available for companies to thrive, and Titan’s diverse portfolio allows different routes for each company to succeed in their market.

    The gain on Titan’s uninvested cash reserves was £9.2 million in the year to 31 December 2024, primarily driven by a fair value movement of £4.4 million in the corporate bond portfolio and a return of £4.2 million on the money market funds. The objective for the money market funds is to earn appropriate market rates on highly liquid treasury holdings, with limited risk to capital.

    Titan total value growth from inception
    The table below highlights the compound annual growth rate across different holding periods.

    Despite the reduction in NAV in the year, the total value has seen an increase since the end of Titan’s first year, from 89.9p to 155.6p at 31 December 2024. Since Titan launched, a total of over £557 million has been distributed back to shareholders in the form of tax-free dividends. This includes dividends reinvested as part of the DRIS.

    Holding period Total return Tax-free compound
    annual growth rate
    Since October 2008 73.1% 3.4%
    10 years 6.6% 0.6%
    5 years (16.4)% (3.5)%
    1 year (14.1)% (14.1)%

    Disposals
    Disposals and deferred proceeds have returned £29 million in cash during the period. In addition, £12.4 million was distributed from Zenith Holding Company to the Company.

    Exits
    In June, Taxfix (a European focused tax return technology platform) acquired TaxScouts, for a combination of cash and equity, which has allowed it to enter the UK market. As a result, Titan now holds shares in Taxfix.

    In July, Foodsteps was acquired by Registrar Corp (a provider of regulatory and compliance software for the food, cosmetic and life sciences industry). This transaction was also for a combination of cash and equity and has offered Registrar Corp access to Foodsteps’ global market platform of over 32,000 companies in 190 countries.

    In November, Cobee was acquired by Pluxee Group (an employee benefits and engagement platform) as part of its strategic growth plan. Pluxee is a global leader in employee benefits and engagement, operating in 31 countries with over 5,000 employees. Pluxee is uniquely positioned to support Cobee’s continued growth.

    In November, nCino (a cloud-based software company that provides a platform for financial institutions to manage their business lines) acquired FullCircl. This will enhance nCino’s data and automation capabilities and allow it to expand its reach across the UK and Europe.

    In December, Behavox (a leading provider of AI powered archiving, compliance and security solutions) acquired Mosaic Smart Data.

    Partial exits
    Two partial exits completed in October with Neat (an embedded insurance platform that enables merchants to offer tailored insurance bundles to their customers at competitive rates) completing a €50 million Series A funding round, and Vitesse (a global domestic settlement and liquidity management system to hold funds and execute cross-border payments) completing a $93 million Series C investment round. As part of both of these rounds, Titan sold a portion of its shares. We are pleased to have realised some value for shareholders in these transactions, but also excited to maintain a holding in the companies and to be able to continue to support their growth journeys.

    Deferred proceeds
    In the year, Titan also received deferred proceeds from the sale of Calastone (to The Carlyle Group in 2020) which was held via Octopus Zenith Holding Company, iSize (to Sony Interactive Entertainment in 2023), Conversocial (to Verint), Glofox (to ABC Fitness), Comma (to Weavr) and Foodsteps (to Registrar).

    Exits at a loss
    There have been four disposals made at a loss: Titan sold its remaining shares in Cazoo, which was listed on the New York Stock Exchange, Unmade was acquired by High-Tech Apparel, and Titan’s shares in Appear Here were converted to deferred shares and divested, as there was not seen to be a chance of recovery of any funds. Vinter was acquired by Kaiko (a leading provider of cryptocurrency market data, analytics and indices) for equity. As a result, Titan now holds shares in Kaiko, which are currently valued below Titan’s initial cost of investment, but these will be subject to re-valuation at least twice annually as per our normal process. In aggregate, these losses generated negligible proceeds compared to an investment cost of £19 million.

    Companies placed into administration
    Unfortunately, Audiotelligence, Stackin (now fully dissolved), Contingent, Phoelex, Excession, Dead Happy, Pulse Platform and Allplants were placed into administration having all been unsuccessful in securing further funding and having explored and exhausted all available options. In aggregate, the investment cost of the companies placed into administration totalled £26 million.

    In the year to 31 December 2024, Third Eye and LifeBook were fully dissolved having been placed into administration in previous reporting periods.

    The underperformance of a portfolio company is always disappointing for Octopus and shareholders alike, but it is an inherent characteristic of a venture capital portfolio, and we believe the successful disposals will continue to outweigh the losses over the medium to long-term.

      Year ended 31 December 2020 Year ended 31 December 2021 Year ended 31 December 2022 Year ended 31 December 2023 Year ended 31 December 2024 Total
    Disposal proceeds1 (£’000) 23,915 221,504 62,213 45,637 41,432 394,701

    1.This table includes cash and retention proceeds received in the period.

    New and follow-on investments
    Titan completed 8 new investments and made 14 follow-on investments in the reporting period. Together, these totalled £30 million (made up of £19 million into new companies and £11 million invested into the existing portfolio).

    Please see a summary of some of the new investments we made in the year.

    • DRIFT Energy: Designing sailing vessels and routing algorithms required to capture deep water wind energy and convert it into onboard hydrogen gas for transportation back to shore.
    • ExpressionEdits: Using a proprietary AI algorithm to design DNA sequences and intronization technology to enhance the expression of proteins in mammalian cells.
    • Forefront: Developing a tuneable Radio Frequency Front-End (RFFE) module for mobile devices which is smaller, cheaper, and more flexible than currently available products sold.
    • LabGenius: A next-generation platform leveraging machine learning to develop novel therapeutic antibodies.
    • Manual: Provides innovative treatments for a range of health conditions.
    • Remofirst is an Employer of Record (EOR) and compliance platform that allows companies to hire and pay employees globally.
    • SWiiPR: Developed a digital payments platform specifically for the airline industry.

    As explained in the half-yearly report, the Octopus Ventures team is focused on improving performance from the existing portfolio and driving improved returns to shareholders. Given Titan’s scale, the greatest returns are expected to be driven by its existing, largest holdings. Over the last nine months, Titan has focused on building value in its existing portfolio, allowing capital and time to be prioritised on existing companies. No term sheets for new investments have been signed since the summer of 2024. The five follow-on investments which completed in the second half of 2024 have all increased in value in the December valuation round, on average seeing an increase of 10%. We believe that this focus will drive positive future NAV performance as these portfolio companies are more established, so have a greater potential to secure further investment, or are closer to an exit.

    Shareholder survey results
    Octopus regularly seeks feedback from Titan’s investor and adviser base either through local Business Development Managers or after webinars with the Investment Managers. Considering the ongoing review of Titan’s strategy, which is looking at a wide range of areas such as investment strategy, fundraising and dividend policies, Octopus and the Board wanted to give investors and advisers an extra opportunity to share feedback and help shape the future strategic direction of Titan. In conjunction with an external research firm, between December 2024 and January 2025, Octopus surveyed Titan’s investor and adviser base to try to better understand investors’ priorities, areas of concern and opportunities which may be of interest.

    We were pleased to see significant engagement, having received over 3,000 responses from investors and advisers. As stated in the Chair’s statement, the results emphasise that the greatest areas of dissatisfaction are around past performance and the capital growth opportunity, as highlighted below. Octopus and the Board share investors’ frustration with the recent poor performance, and have been reviewing Titan’s investment strategy with the aim to improve shareholder returns. The Board intends to communicate to investors any strategic changes once they are agreed in due course.

    To understand investors’ priorities when making their investment decision we asked the following:

    When you first chose to invest in Titan VCT, how important were the following factors?
    The results were as follows in order of importance:

    1. Tax reliefs available on your investment (income tax relief, tax free dividends and tax free capital gains)
    2. 5% annual target dividend
    3. Capital growth opportunity
    4. Past performance of fund
    5. Access to early-stage, unlisted tech enabled companies with high growth potential
    6. Ability to sell your shares back to the VCT via the share buyback facility
    7. Size of fund
    8. Fees and charges

    Octopus asked investors to rank their level of satisfaction against each of the top eight factors and the results were as follows:

      Satisfied Dissatisfied Neutral or not sure
    Tax reliefs available on your investment 88% 2% 10%
    5% annual target dividend 50% 22% 28%
    Capital growth opportunity 18% 60% 22%
    Past performance of fund 21% 52% 27%
    Access to early-stage, unlisted tech enabled companies with high growth potential 39% 10% 51%
    Ability to sell your shares back to the VCT via the share buyback facility 29% 8% 63%
    Size of fund 34% 6% 60%
    Fees and charges 22% 18% 60%

    Survey results based on responses from 1,093 direct investors and 2,195 advised investors, does not include responses from advisers.

    Valuations
    Titan’s unquoted portfolio companies are valued in accordance with UK GAAP accounting standards and the International Private Equity and Venture Capital (IPEV) valuation guidelines. This means we value the portfolio at Fair Value, which is the price we expect people would be willing to buy or sell an asset for, assuming they had all the information available that we do, are knowledgeable parties with no pre-existing relationship, and that the transaction is carried out under the normal course of business.

    The table below illustrates the split of valuation methodology (shown as a percentage of portfolio value and number of companies). ‘External price’ includes valuations based on funding rounds that typically completed by the year end or shortly after the year end, and exits of companies where terms have been issued with an acquirer. ‘External price’ also includes quoted holdings, which are held at their quoted price as at the valuation date. As at 31 December 2024, Titan only held one quoted holding. ‘Multiples’ is predominantly used for valuations that are based on a multiple of revenues for portfolio companies. Where there is uncertainty around the potential outcomes available to a company, a probability-weighted ‘scenario analysis’ is considered.

    Valuation methodology By value By number of companies
    External price 17% 25
    Multiples 53% 30
    Scenario analysis 16% 33
    Milestone analysis 14% 25
    Write-off 25

    Case studies

    MANUAL
    https://www.manual.co/
    Making high-quality care more accessible and stigma-free

    MANUAL provides innovative treatments for a range of conditions, from hair loss and low testosterone to weight management and diagnostics.

    With over 800,000 patients served across the UK and Brazil, MANUAL continues to expand its impact. The company’s weight loss brand, Voy, has helped over 70,000 people lose weight. In 2024, MANUAL acquired Menopause Care – the UK’s second largest menopause clinic – furthering its mission to support underserved areas of health.

    Following the company’s £29 million Series B raise in 2024, the company is accelerating its growth, with a 140% revenue Compound Annual Growth Rate (CAGR) since 2019. With this investment, MANUAL is scaling its reach and pioneering new healthcare solutions, ensuring more people get the treatments they need to improve their quality of life.

    • Nearly 90% of men do not seek help unless they have a serious problem
    • Served more than 800,000 patients to date

    Legl
    https://legl.com/
    Revolutionising Legal Services with AI and Data-Driven Insights

    Legl delivers a world-class client experience for UK law firms by reducing risk, improving cash flow, and enabling them to bill and collect payments faster. With actionable client intelligence, their customers are empowered to make smarter decisions and drive business growth.

    By leveraging cutting-edge technology and data insights, Legl creates seamless onboarding experiences and superior payment processing capabilities. Beyond onboarding, they provide intelligence and audit functionality to help firms manage risk intelligently in a complex and ever-changing environment. Its embedded finance stack, which has been built specifically for law firms, makes collecting payments, reducing debt, and fostering exceptional client relationships effortless. In turn, providing a step-change for internal cash flow and treasury management.

    • Helped firms manage risk for over one million clients
    • Processed over $500 million in payments

    BondAval
    https://www.bondaval.com/
    Transforming non-payment risk protection

    Founded in 2020, B2B insurtech Bondaval protects companies when their customers buy now, but don’t pay later, and is already serving some of the largest companies in the world. While existing options are opaque, inflexible or limited, Bondaval’s range of insurance products are made more powerful via their proprietary technology platform, which translates policy obligations into clear tasks, helps aggregate and monitor risk signals, and makes limit management effortless for credit managers. With their receivables secured, businesses can grow faster with more peace of mind, achieve more predictable financial performance, and even access new lines of financing.

    • Offices in London, New York and Dallas
    • Licensed in 30+ countries

    Taster
    https://taster.com/
    Food innovators redefining quick-service dining

    Taster was founded with the goal of revolutionising the quick-service food experience globally. In 2017, the company raised €8 million, and by 2021, they secured an additional €30 million. By the end of 2023, Taster had grown to 400 online restaurants, with its franchise network expanding across France, the UK, Spain, the Netherlands, and Belgium. Taster collaborates closely with co-creators and kitchen partners, from launching new brands to creating special edition menu items. Their strategy focuses on building social media-first brands that engage audiences and cultivate communities around their digital restaurants.

    • Operating in over 90 cities across Europe

    We are disappointed to report a net decrease in the value of the portfolio of £137 million since 31 December 2023, excluding additions and disposals. This represents a decline of 17% on the value of the portfolio at the start of the year. Here, we set out the cost and valuation of the top 20 holdings, which account for 61% of the value of the portfolio and 47% of the total NAV.

      Portfolio: Investment focus: Investment cost: Total valuation including cost:
    1 Skin+Me Health £11.5m £44.9m
    2 Amplience B2B Software £13.6m £35.0m
    3 Permutive B2B Software £19.0m £31.0m
    4 Elliptic Fintech £9.9m £26.2m
    5 Vitesse Fintech £8.8m £25.8m
    6 ManyPets Fintech £10.0m £24.6m
    7 Pelago1 Health £17.9m £23.2m
    8 Legl B2B Software £7.3m £18.6m
    9 Orbex Deep tech £12.0m £17.8m
    10 Token Fintech £12.6m £16.5m
    11 Taster Consumer £8.1m £15.4m
    12 vHive Deep tech £8.0m £14.9m
    13 Ometria B2B Software £11.5m £14.0m
    14 SeatFrog Consumer £9.6m £13.5m
    15 KatKin Consumer £8.2m £13.2m
    16 Automata Health £12.3m £12.4m
    17 XYZ Consumer £15.3m £10.7m
    18 BondAval Fintech £7.1m £10.6m
    19 Iovox B2B Software £7.2m £10.4m
    20 Ibex Health £11.8m £9.5m
    1. Digital Therapeutics, Inc., formerly Quit Genius, has rebranded as Pelago.

    Top 10 investments in detail1
    1
    Skin+Me

    Skin+Me offers direct-to-consumer, personalised skincare.
    www.skinandme.com

    Initial investment date: September 2019
    Investment cost: £11.5m
      (2023: £11.5m)
    Valuation: £44.9m
      (2023: £48.5m)
    Last submitted accounts: 31 August 2023
    Turnover: £28.7m
    (2023: £14.3m)
    Profit/(loss) before tax: £1.8m
      (2023: £(3.3)m)
    Net assets: £12.8m
      (2023: £(0.7m)
    Valuation methodology: Multiple
    2023: Multiple

    2
    Amplience
    Amplience is a leading headless content management system, which powers retailers’ digital channels.
    www.amplience.com

    Initial investment date: December 2010
    Investment cost: £13.6m
      (2023: £13.6m)
    Valuation: £35.0m
      (2023: £41.8m)
    Last submitted accounts: 30 June 2024
    Turnover: £16.0m
      (2023: £14.9m)
    Loss before tax: £(5.5)m
      (2023: £(8.1)m)
    Net assets: £(22.8)m
      (2023: (£17.4m)
    Valuation methodology: Multiple
    2023: Multiple

    3
    Permutive
    Permutive’s publisher data platform gives its customers an in-the-moment view of everyone on their site.
    www.permutive.com

    Initial investment date: May 2015
    Investment cost: £19.0m
      (2023: £19.0m)
    Valuation: £31.0m
      (2023: £41.2m)
    Last submitted accounts: 31 January 2023
    Turnover: Not available2
      (2023: £9.8m)
    Loss before tax: Not available2
      (2023: £(19.3)m)
    Net assets: Not available2
      (2023: £(40.2)m)
    Valuation methodology: Multiple
      2023: Multiple

    4
    Elliptic
    Crypto compliance and forensic investigation solutions used by financial institutions, crypto businesses, law enforcement, and regulators to detect and prevent financial crime.
    www.elliptic.co

    Initial investment date: July 2014
    Investment cost: £9.9m
      (2023: £9.9m)
    Valuation: £26.2m
      (2023: £19.0m)
    Last submitted accounts: 31 March 2024
    Turnover: £13.7m
      (2023: £9.6m)
    Loss before tax: £(16.4)m
      (2023: £(27.1)m)
    Net assets: £(3.8)m
      (2023: £10.6m)
    Valuation methodology: Multiple
    2023: Multiple

    5
    Vitesse

    A settlement and liquidity management platform to hold funds and deliver international payments globally, using domestic, in-country processing.
    www.vitesse.io/

    Initial investment date: June 2020
    Investment cost: £8.8m
      (2023: £10.1m)
    Valuation: £25.8m
      (2023: £26.6m)
    Last submitted accounts: 31 March 2024
    Consolidated turnover: £24.8m
      (2023: £11.2m)
    Consolidated profit/(loss) before tax: £0.6m
      (2023: £(5.7)m)
    Net assets: £17.3m
      (2023: £16.2m)
    Valuation methodology: Multiple
    2023: Last Round

    6
    ManyPets

    An award-winning insurtech company with a specific focus on providing better pet insurance for everyone.
    www.manypets.com

    Initial investment date: October 2016
    Investment cost: £10.0m
      (2023: £10.0m)
    Valuation: £24.6m
      (2023: £47.1m)
    Last submitted accounts: 31 March 2024
    Turnover: £29.6m
      (2023: £35.9m)
    Loss before tax: £(34.1)m
      (2023: £(67.5)m)
    Net assets: £79.9m
      (2023: £110.6m)
    Valuation methodology: Multiple
    2023: Multiple

    7
    Pelago

    A digital health solution for managing substance use disorders.
    www.pelagohealth.com

    Initial investment date: January 2020
    Investment cost: £17.9m
    (2023: £17.9m)
    Valuation: £23.2m
      (2023: £38.6m)
    Last submitted accounts: Not available2
    Turnover: Not available2
    2023: Not available2:
    Loss before tax: Not available2
    2023: Not available2
    Net assets: Not available2
    2023: Not available2
    Valuation methodology: Multiple
    2023: Last round

    8
    Legl
    Cloud based legal workflow automation platform.
    www.legl.com

    Initial investment date: January 2021
    Investment cost: £7.3m
      (2023: £7.3m)
    Valuation: £18.6m
      (2023: £13.8m)
    Last submitted accounts: 31 December 2023
    Turnover: Not available2
      2023: Not available2
    Profit/(loss) before tax: $1.5m
      (2023: $(0.1)m)
    Net assets: $30.4m
      (2023: $28.8m)
    Valuation methodology: Multiple
    2023: Multiple

    9
    Orbex

    Focused on providing low-cost orbital launch services for small satellites.
    www.orbex.space

    Initial investment date: December 2020
    Investment cost: £12.0m
      (2023: £10.3m)
    Valuation: £17.8m
      (2023: £15.3m)
    Last submitted group accounts: 31 December 2023
    Turnover: Not available2
    2023: Not available2
    Consolidated loss before tax: £(17.2)m
    (2023:(8.8)m)
    Consolidated net assets: £16.3m
      (2023: £31.8m)
    Valuation methodology: Scenario Analysis
    2023: Scenario Analysis

    10
    Token

    A leading open banking solution, focused on payments.
    www.token.io

    Initial investment date: March 2017
    Investment cost: £12.6m
      (2023: £12.6m)
    Valuation: £16.5m
      (2023: £17.1m)
    Last submitted group accounts: 31 December 2023
    Turnover: Not available2
    2023: Not available2
    Loss before tax: Not available2
    2023: Not available2
    Net assets: £0.9m
      (2023: £0.7m)
    Valuation methodology: Multiple
    2023: Multiple

    1. These are numbers per latest public filings. More recent figures have not yet been disclosed.
    2. Information not publicly available.

    Outlook
    Our portfolio companies have been navigating a turbulent few years and global geo‑political and economic conditions remain uncertain. Due to the early‑stage nature of the portfolio companies, any improvement in conditions will not be felt immediately.

    The fundraising environment remains challenging for portfolio companies, with 2024 seeing both a decline in the number of investments completed at the seed and Series A stages and many rounds completing at decreased valuations. This is largely a function of a reset in venture-backed valuations which began in 2022, with many companies having no option but to accept a reduced valuation to bring in new capital to survive or scale. We have also seen in the year that the venture landscape has been reshaped by AI, which captured a 37% share in all funding in 2024 and 17% of all deals.1 However, when AI investments are excluded, global deal activity dropped to its lowest levels since 2016.

    With some of our portfolio companies struggling to secure new investors and requiring significant investment to develop, many have had to focus on cash preservation and limit their growth. As such, the valuation multiples being applied have declined in line with this. We have also seen some companies being unable to achieve the milestones Octopus set out when the initial investment was completed and so we have seen more declines in value.

    Looking to the future, the Octopus Ventures team has been focusing on driving both improved performance and distributions to Titan. In the year, we have been able to realise £29 million in cash proceeds to the Company from exits. This includes deferred amounts received in cash relating to disposals from previous periods. In addition, £12.4 million was distributed from Zenith Holding Company to the Company. The team is actively involved in its portfolio companies and during the year developed specific workstreams to support the portfolio with value-adding activities, as summarised below:

    • Capital allocation: aims to optimise financial planning by fostering stronger alignment between each company’s strategic objectives and their financial plans, reducing the risk of unexpected cash issues and value-eroding insolvencies or emergency down-rounds. Improving financial planning will ensure efficient resource allocation, minimise risks and enhance profitability, ultimately leading to sustainable growth and long-term success.
    • Return: looking to drive exits or other liquidity events as part of a clear aim of regularly recycling capital back into the Company.
    • Raise: to improve fundraising outcomes for portfolio companies, through initiatives such as supporting the creation of fundraising material, network introductions for potential investors or timeframe planning. Raising additional funding is crucial to provide the necessary capital to expand operations, invest in new technologies and seize available growth opportunities, ensuring a company’s long-term viability and competitive edge.
    • Talent and board: to drive performance in companies by supporting and influencing the build of high performing leadership teams and effective boards. This workstream is driven by Octopus Ventures in-house People and Talent team. Building talented teams drives innovation, enhances productivity and contributes to a positive work culture, all of which lead to a company’s overall success.

    Titan’s capital and resources have been prioritised on those portfolio companies which have the potential to drive the greatest returns. This portfolio focus has been leveraging the advantages Titan has of being a very large and mature VCT holding a highly diversified portfolio. Having made over 80 investments in the preceding few years, there remains the opportunity for long-term returns to the Company. The ongoing focus for the team will be optimising growth plans for the portfolio and taking advantage of exit opportunities.

    1. https://www.cbinsights.com/research/report/venture-trends-2024/

    Risks and risk management

    The Board assesses the risks faced by Titan and, as a board, reviews the mitigating controls and actions, and monitors the effectiveness of these controls and actions.

    Emerging and principal risks, and risk management

    Emerging risks

    The Board has considered emerging risks. The Board seeks to mitigate emerging risks and those noted below by setting policy, regular review of performance and monitoring progress and compliance. In the mitigation and management of these risks, the Board applies the principles detailed in the Financial Reporting Council’s Guidance on Risk Management, Internal Control and Related Financial and Business Reporting.

    The following are some of the potential emerging risks that management and the Board are currently monitoring:

    • adverse changes in global macroeconomic environment;
    • challenging market conditions for private company fundraising and exits;
    • geo-political instability; and
    • climate change.

    Principal risks

    Risk Mitigation Change
    Investment performance:    
    The focus of Titan’s investments is into unquoted, small and medium‑sized VCT qualifying companies which, by their nature, entail a higher level of risk and shorter cash runway than investments in larger quoted companies. Octopus has significant experience of investing in early-stage unquoted companies, and appropriate due diligence is undertaken on every new investment. A member of the Octopus Ventures team is appointed to the board of a portfolio company using a risk-based approach, considering the size of the company within the Titan portfolio and the engagement levels of other investors. Regular board reports are prepared by the portfolio company’s management and examined by the Manager. This arrangement, in conjunction with its Portfolio Talent team’s active involvement, allows Titan to play a prominent role when necessary in a portfolio company’s ongoing development and strategy. The overall risk in the portfolio is mitigated by maintaining a wide spread of holdings in terms of financing stage, age, industry sector and business model. The Board reviews the investment portfolio with the Portfolio Manager on a regular basis. The Portfolio Manager is incentivised via a performance incentive fee for exceeding certain performance hurdles. The Board and Octopus are reviewing the fee structure. Risk exposures continue to increase due to the difficult macro environment and challenging trading conditions for some portfolio companies continuing.
    Risk Mitigation Change
    VCT qualifying status:    
    Titan is required at all times to observe the conditions for the maintenance of approved VCT status. The loss of such approval could lead to Titan and its investors losing access to the various tax benefits associated with VCT status and investment. Octopus tracks Titan’s qualifying status regularly throughout the year, and reviews this at key points including investment realisation. This status is reported to the Board at each Board meeting. The Board has also engaged external independent advisers to undertake an independent VCT status monitoring role. Decreased exposures reflected in the previous period remain. VCT status monitoring by independent advisers continues to reduce the risk of an issue causing a loss of VCT status.
    Risk Mitigation Change
    Loss of key people:    
    The loss of key investment staff by the Portfolio Manager could lead to poor fund management and/or performance due to lack of continuity or understanding of Titan. The Portfolio Manager has a broad team, experienced in and focused on early-stage
    investing and portfolio company management. Various mitigants exist to assist in managing key person risk. These include frameworks that review succession, remuneration and career progression. Workforce planning is continuous and reviews skillsets and team structures. To reduce the exposure further, the core team is also supplemented by part-time venture partners with sector or functional specialism.
    The increased exposures reflected in the previous period remain due to the loss of the lead fund manager and other leadership positions at the Portfolio Manager. The absence of a performance fee and lack of new investments or deal-making opportunities compared to previous periods are also factors.
    Risk Mitigation Change
    Operational:    
    The Board is reliant on the Portfolio Manager to manage investments effectively, and manage the services of a number of third parties, in particular the registrar, depositary and tax advisers. A failure of the systems or controls at Octopus or third-party providers could lead to an inability to provide accurate reporting and accounting and to ensure adherence to VCT rules. The Board reviews the system of internal controls, both financial and non-financial, operated by Octopus (to the extent the latter are relevant to Titan’s internal controls). These include controls designed to make sure that Titan’s assets are safeguarded and that proper accounting records are maintained. No overall change in risk exposure on balance.
    Risk Mitigation Change
    Information security:    
    A loss of key data could result in a data breach and fines. The Board is reliant on Octopus and third parties to take appropriate measures to prevent a loss of confidential customer information. Annual due diligence is conducted on third parties which includes a review of their controls for information security. Octopus has a dedicated information security team and a third party is engaged to provide continual protection in this area. A security framework is in place to help prevent malicious events. No overall change on balance, although cyber threat remains a significant risk area faced by all service providers. The appropriateness of mitigants in place are continuously reassessed to adapt to new risk exposures, such as those posed by artificial intelligence.
    Risk Mitigation Change
    Economic:    
    Events such as an economic recession and movement in interest rates could adversely affect some smaller companies’ valuations, as they may be more vulnerable to changes in trading conditions or the sectors in which they operate. This could result in a reduction in the value of Titan’s assets. Titan invests in a diverse portfolio of companies, across a range of sectors, which helps to mitigate against the impact on any one sector. Titan also maintains adequate liquidity to make sure it can continue to provide follow‑on investment to those portfolio companies which require it and which is supported by the individual investment case. Increased exposures reflected in the previous periods remain and have heightened further as economic uncertainty persists through high inflation, high interest rates and other economic factors.
    Risk Mitigation Change
    Legislative:    
    A change to the VCT regulations could adversely impact Titan by restricting the companies Titan can invest in under its current strategy. Similarly, changes to VCT tax reliefs for investors could make VCTs less attractive and impact Titan’s ability to raise further funds. The Portfolio Manager engages with HM Treasury and industry bodies to demonstrate the positive benefits of VCTs in terms of growing early-stage companies, creating jobs and increasing tax revenue, and to help shape any change to VCT legislation. Risk exposure has continued to reduce since the previous period following the extension of the sunset clause to 2035 being agreed.
    Risk Mitigation Change
    Liquidity:    
    The risk that Titan’s available cash will not be sufficient to meet its financial obligations. Titan invests in smaller unquoted companies, which are inherently illiquid as there is no readily available market for these shares. Therefore, these may be difficult to realise for their fair market value at short notice. Titan’s liquidity risk is managed on a continuing basis by Octopus in accordance with policies and procedures agreed by the Board. Titan’s overall liquidity risks are monitored on a quarterly basis by the Board, with frequent budgeting and close monitoring of available cash resources. Titan maintains sufficient investments in cash and readily realisable securities to meet its financial obligations. At 31 December 2024, these investments were valued at £183,770,000 (2023: £199,841,000), which represents 22% (2023: 20%) of the net assets of Titan. The Board also reviews the cash runway in the portfolio. Risk exposure has continued to increase, reflecting economic uncertainty, the impact on fundraising and the risk of failing to exit portfolio companies.
    Risk Mitigation Change
    Valuation:    
    The portfolio investments are valued in accordance with International Private Equity and Venture Capital (IPEV) valuation guidelines. This means companies are valued at fair value. As the portfolio comprises smaller unquoted companies, establishing fair value can be difficult due to the lack of a readily available market for the shares of such companies and the potentially limited number of external reference points. Valuations of portfolio companies are performed by appropriately experienced staff, with detailed knowledge of both the portfolio company and the market it operates in. These valuations are then subject to review and approval by Octopus’ Valuation Committee, comprised of staff who are independent of Octopus Ventures with relevant knowledge of unquoted company valuations, as well as Titan’s Board of Directors. Risk exposure remains unchanged from the previous period due to economic uncertainty within valuation modelling.
    Risk Mitigation Change
    Foreign currency exposure:    
    Investments held and revenues generated in other currencies may not generate the expected level of returns due to changes in foreign exchange rates. Octopus and the Board regularly review the exposure to foreign currency movement to make sure the level of risk is appropriately managed. Investments are primarily made in GBP, EUR and USD so exposure is limited to a small number of currencies. On realisation of investments held in foreign currencies, cash is converted to GBP shortly after receiving the proceeds to limit the amount of time exposed to foreign currency fluctuations. Risk exposure has not changed since the previous period.

    Viability statement

    In accordance with the FRC UK Corporate Governance Code published in 2018 and provision 36 of the AIC Code of Corporate Governance, the Directors have assessed the prospects of Titan over a period of five years, consistent with the expected investment hold period of a VCT investor. Under VCT rules, subscribing investors are required to hold their investment for a five-year period in order to benefit from the associated tax reliefs. The Board regularly considers strategy, including investor demand for Titan’s shares, and a five-year period is considered to be a reasonable time horizon for this.

    The Board carried out a robust assessment of the emerging and principal risks facing Titan and its current position, including risks which may adversely impact its business model, future performance, solvency or liquidity, and focused on the major factors which affect the economic, regulatory and political environment. Particular consideration was given to Titan’s reliance on, and close working relationship with, the Portfolio Manager.

    The Board has carried out robust stress testing of cash flows which included assessing the resilience of portfolio companies, including the requirement for any future financial support and the ability to pay dividends, and buybacks.

    The Board has additionally considered the ability of Titan to comply with the ongoing conditions to make sure it maintains its VCT qualifying status under its current Investment policy.

    Based on this assessment the Board confirms that it has a reasonable expectation that Titan will be able to continue in operation and meet its liabilities as they fall due over the five-year period to 31 December 2029. The Board is mindful of the ongoing risks and will continue to make sure that appropriate safeguards are in place, in addition to monitoring the cash flow forecasts to ensure Titan has sufficient liquidity.

    Directors’ responsibilities statement

    The Directors are responsible for preparing the Strategic Report, the Directors’ Report, the Directors’ Remuneration Report and the financial statements in accordance with applicable law and regulations. They are also responsible for ensuring that the annual report and financial statements include information required by the Listing Rules of the Financial Conduct Authority.

    Company law requires the Directors to prepare financial statements for each financial year. Under that law the Directors have elected to prepare the financial statements in accordance with United Kingdom Generally Accepted Accounting Practice (GAAP), including Financial Reporting Standard 102 – ‘The Financial Reporting Standard Applicable in the United Kingdom and Republic of Ireland’ (FRS 102), (United Kingdom accounting standards and applicable law). Under company law the Directors must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of affairs and profit or loss of the Company for that period. In preparing these financial statements, the Directors are required to:

    • select suitable accounting policies and then apply them consistently;
    • make judgements and accounting estimates that are reasonable and prudent;
    • state whether applicable UK Accounting Standards have been followed, subject to any material departures disclosed and explained in the financial statements;
    • prepare the financial statements on the going concern basis unless it is inappropriate to presume that the Company will continue in business; and
    • prepare a Strategic Report, Directors’ Report and Directors’ Remuneration Report which comply with the requirements of the Companies Act 2006.

    The Directors are responsible for keeping adequate accounting records that are sufficient to show and explain the Company’s transactions and disclose with reasonable accuracy at any time the financial position of the Company and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the Company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

    Insofar as each of the Directors is aware:

    • there is no relevant audit information of which the Company’s auditor is unaware; and
    • the Directors have taken all steps that they ought to have taken to make themselves aware of any relevant audit information and to establish that the auditor is aware of that information.

    The Directors are responsible for preparing the annual report and financial statements in accordance with applicable law and regulations. Having taken advice from the Audit Committee, the Directors are of the opinion that this report as a whole provides the necessary information to assess the Company’s performance, business model and strategy and is fair, balanced and understandable.

    The Directors are responsible for the maintenance and integrity of the corporate and financial information included on the Company’s website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.

    The Directors confirm that, to the best of their knowledge:

    • the financial statements, prepared in accordance with United Kingdom Generally Accepted Accounting Practice, including FRS 102, give a true and fair view of the assets, liabilities, financial position and profit or loss of the Company; and
    • the annual report and financial statements (including the Strategic Report), give a fair review of the development and performance of the business and the position of the Company, together with a description of the principal risks and uncertainties that it faces.

    On behalf of the Board

    Tom Leader
    Chair

    Income statement

        Year to 31 December 2024 Year to 31 December 2023
        Revenue Capital Total Revenue Capital Total
        £’000 £’000 £’000 £’000 £’000 £’000
    Gain/(loss)/gain on disposal of fixed asset investments   5,184 5,184 (1,870) (1,870)
    Gain on disposal of current asset investments   563 563 355 355
    Loss on valuation of fixed asset investments   (136,894) (136,894) (131,655) (131,655)
    Gain on valuation of current asset investments   4,439 4,439 8,098 8,098
    Investment income   4,215 4,215 4,467 4,467
    Investment management fee   (954) (18,125) (19,079) (1,054) (20,028) (21,082)
    Other expenses   (6,072) (6,072) (6,264) (6,264)
    Foreign exchange translation   (5) (5) (1,548) (1,548)
    Loss before tax   (2,811) (144,838) (147,649) (2,851) (146,648) (149,499)
    Tax  
    Loss after tax   (2,811) (144,838) (147,649) (2,851) (146,648) (149,499)
    Loss per share – basic and diluted   (0.2)p (8.8)p (9.0)p (0.2)p (9.7)p (9.9)p
    • The ‘Total’ column of this statement is the profit and loss account of Titan. The supplementary revenue return and capital return columns have been prepared under guidance published by the Association of Investment Companies.
    • All revenue and capital items in the above statement derive from continuing operations.
    • Titan has only one class of business and derives its income from investments made in shares and securities, and from bank and money market funds.

    Titan has no other comprehensive income for the period.

    The accompanying notes form an integral part of the financial statements.

    Balance sheet

        As at 31 December 2024 As at 31 December 2023  
        £’000 £’000 £’000 £’000  
    Fixed asset investments     640,797   791,403  
    Current assets:            
    Money market funds   93,523   91,172    
    Corporate bonds   90,247   108,669    
    Applications cash1   22   17,842    
    Cash at bank   213   2,970    
    Debtors   8,412   1,218    
          192,417   221,871  
    Creditors: amounts falling due within one year   (1,856)   (19,530)    
    Net current assets     190,561   202,341  
                 
    Net assets     831,358   993,744  
                 
    Share capital     1,647   1,594  
    Share premium       45,780  
    Capital redemption reserve     141   74  
    Special distributable reserve     1,056,537   1,025,614  
    Capital reserve realised     (125,444)   (89,570)  
    Capital reserve unrealised     (57,285)   51,674  
    Revenue reserve     (44,238)   (41,422)  
                 
    Total equity shareholders’ funds     831,358   993,744  
                 
    NAV per share     50.5p   62.4p  
    1. Funds raised from investors since Titan opened for new investment which have not been allotted as at year end.

    The accompanying notes form an integral part of the financial statements.

    The statements were approved by the Directors and authorised for issue on 28 April 2025 and are signed on their behalf by:

    Tom Leader, Chair
    Company Number 06397765

    Statement of changes in equity

          Capital Special Capital Capital    
      Share Share redemption distributable reserve reserve Revenue  
      capital premium reserve reserve1 realised1 unrealised reserve1 Total
      £’000 £’000 £’000 £’000 £’000 £’000 £’000 £’000
    As at 1 January 2024 1,594 45,780 74 1,025,614 (89,570) 51,674 (41,422) 993,744
    Comprehensive income for the year:                
    Management fees allocated as capital expenditure (18,125) (18,125)
    Current year gain on disposal of fixed asset investments 5,184 5,184
    Current year gain on disposal of current asset investments 563 563
    Loss on fair value of fixed asset investments (136,894) (136,894)
    Gain on fair value of current asset investments 4,439 4,439
    Loss after tax (2,811) (2,811)
    Foreign exchange translation (5) (5)
    Total comprehensive income for the year (12,378) (132,455) (2,816) (147,649)
    Contributions by and distributions to owners:                
    Share issue (includes DRIS) 120 76,664 76,784
    Share issue costs (1,893) (1,893)
    Repurchase of own shares (67) 67 (37,986) (37,986)
    Dividends paid (includes DRIS) (51,642) (51,642)
    Total contributions by and distributions to owners 53 74,771 67 (89,628) (14,737)
    Other movements:                
    Share premium cancellation (120,551) 120,551
    Prior year fixed asset gains now realised 7,473 (7,473)
    Prior year current asset losses now realised (74) 74
    Transfer between reserves (30,895) 30,895
    Total other movements (120,551) 120,551 (23,496) 23,496
    Balance as at 31 December 2024 1,647 141 1,056,537 (125,444) (57,285) (44,238) 831,358
    1. Reserves are available for distribution, subject to the restrictions.

    The accompanying notes form an integral part of the financial statements.

          Capital Special Capital Capital    
      Share Share redemption distributable reserve reserve Revenue  
      capital premium reserve reserve1 realised1 unrealised reserve1 Total
      £’000 £’000 £’000 £’000 £’000 £’000 £’000 £’000
    As at 1 January 2023 1,368 92,896 27 887,288 (53,430) 160,634 (37,023) 1,051,760
    Comprehensive income for the year:                
    Management fees allocated as capital expenditure (20,028) (20,028)
    Current year loss on disposal of fixed asset investments (1,870) (1,870)
    Current year gain on disposal of current asset investments 355 355
    Loss on fair value of fixed asset investments (131,655) (131,655)
    Gain on fair value of current asset investments 8,098 8,098
    Loss after tax (2,851) (2,851)
    Foreign exchange translation (1,548) (1,548)
    Total comprehensive income for the year (21,543) (123,557) (4,399) (149,499)
    Contributions by and distributions to owners:                
    Share issue (includes DRIS) 273 207,132 207,405
    Share issue costs (5,737) (5,737)
    Repurchase of own shares (47) 47 (32,422) (32,422)
    Dividends paid (includes DRIS) (77,763) (77,763)
    Total contributions by and distributions to owners 226 201,395 47 (110,185) 91,483
    Other movements:                
    Share premium cancellation (248,511) 248,511
    Prior year current asset losses now realised (355) 355
    Transfer between reserves (14,242) 14,242
    Total other movements (248,511) 248,511 (14,597) 14,597
    Balance as at 31 December 2023 1,594 45,780 74 1,025,614 (89,570) 51,674 (41,422) 993,744
    1. Reserves are available for distribution, subject to the restrictions.

    The accompanying notes form an integral part of the financial statements.

    Cash flow statement

        Year to 31 December Year to 31 December
        2024 2023
        £’000 £’000
    Reconciliation of profit to cash flows from operating activities      
    Loss before tax1   (147,649) (149,499)
    Decrease in debtors2   279 3,671
    Decrease/(increase) in creditors   146 (440)
    Gain on disposal of current asset investments   (563) (355)
    Gain on valuation of current asset investments   (4,439) (8,098)
    Gain on disposal of fixed asset investments   (5,184) (1,111)
    Loss on valuation of fixed asset investments   136,894 131,655
    Outflow from operating activities   (20,516) (24,177)
    Cash flows from investing activities      
    Sale of current asset investments   23,424 4,028
    Purchase of fixed asset investments   (30,011) (97,650)
    Proceeds from sale of fixed asset investments3   41,432 45,637
    Inflow/(outflow) from investing activities   34,845 (47,985)
    Cash flows from financing activities      
    Movement in applications account   (17,820) (5,457)
    Dividends paid (net of DRIS)   (43,881) (58,210)
    Purchase of own shares   (37,986) (32,422)
    Share issues (net of DRIS)   69,025 187,852
    Share issue costs   (1,893) (5,737)
    (Outflow)/inflow from financing activities   (32,555) 86,026
    Increase/(decrease) in cash and cash equivalents   (18,226) 13,864
    Opening cash and cash equivalents   111,984 98,120
    Closing cash and cash equivalents   93,758 111,984
    Cash and cash equivalents comprise      
    Cash at bank   213 2,970
    Applications cash   22 17,842
    Money market funds   93,523 91,172
    Closing cash and cash equivalents   93,758 111,984
    1. Loss before tax includes cashflows from dividends of £4.2 million (2023: £4.2 million).
    2. Movement in debtors, net of disposal proceeds received in the year £41.4 million, with £40.9 million relating to current year disposals and £0.5 million relating to prior year disposals.
    3. Of these proceeds, £12.4 million was distributed from Zenith Holding Company, a wholly owned subsidiary of Titan, to Titan during the year.

    The accompanying notes form an integral part of the financial statements.

    Notes to the financial statements

    1. Principal accounting policies

    Titan is a Public Limited Company (plc) incorporated in England and Wales and its registered office is at 6th Floor, 33 Holborn, London EC1N 2HT.

    Titan has been approved as a Venture Capital Trust by HMRC under Section 259 of the Income Taxes Act 2007. The shares of Titan were first admitted to the Official List of the UK Listing Authority and trading on the London Stock Exchange on 28 December 2007 and can be found under the TIDM code OTV2. Titan is premium listed.

    The principal activity of Titan is to invest in a diversified portfolio of UK smaller companies in order to generate capital growth over the long term as well as an attractive tax-free dividend stream.

    The financial statements are presented in GBP (£) to the nearest £’000. The functional currency is also GBP (£). Some accounting policies have been disclosed in the respective notes to the financial statements.

    Basis of preparation

    The financial statements have been prepared on a going concern basis under the historical cost convention, except for the measurement at fair value of certain financial instruments, and in accordance with UK Generally Accepted Accounting Practice (GAAP), including Financial Reporting Standard 102 – ‘The Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland’ (FRS 102), and with the Companies Act 2006 and the Statement of Recommended Practice (SORP) ‘Financial Statements of Investment Trust Companies and Venture Capital Trusts (July 2022)’.

    2. Investment income
    Accounting policy
    Investment income includes interest earned on money market funds. Dividend income is shown net of any related tax credit.

    Dividends receivable are brought into account when Titan’s right to receive payment is established and there is no reasonable doubt that payment will be received. Fixed returns on debt and money market funds are recognised so as to reflect the effective interest rate, provided there is no reasonable doubt that payment will be received in due course.

    Disclosure

      Year to Year to
      31 December 31 December
      2024 2023
      £’000 £’000
    Money market funds 4,215 4,154
    Loan note interest receivable 313
    Total investment income 4,215 4,467

    In the current year, accrued loan note interest income is treated to be included in the fair value of investments. The opening balance of accrued loan interest has been reclassified to be included in the fair value of investments. This reclassification amends the balance previously reported as of 31 December 2023.

    3. Investment management fees
    Accounting policy

    For the purposes of the revenue and capital columns in the Income Statement, the management fee has been allocated 5% to revenue and 95% to capital, in line with the Board’s expected long-term return in the form of income and capital gains respectively from Titan’s investment portfolio.

    Disclosure

      Year to 31 December 2024 Year to 31 December 2023
      Revenue Capital Total Revenue Capital Total
      £’000 £’000 £’000 £’000 £’000 £’000
    Investment            
    management fee 954 18,125 19,079 1,054 20,028 21,082

    The Portfolio Manager provides investment management services through agreements with Octopus AIF Management Limited and Titan. It also provides non-investment services to Titan under a non-investment services agreement. No compensation is payable if the agreement is terminated by either party, if the required notice period is given. The fee payable, should insufficient notice be given, will be equal to the fee that would have been paid should continuous service be provided, or the required notice period was given. The basis upon which the management fee is calculated is disclosed within the Annual Report and financial statements.

    4. Other expenses
    Accounting policy

    Other expenses are accounted for on an accruals basis and are charged wholly to revenue.

    The transaction costs incurred when purchasing or selling assets are written off to the Income Statement in the period that they occur.

      Year to Year to
      31 December 31 December
      2024 2023
      £’000 £’000
    Ongoing adviser and non-advised charges 2,111 2,370
    Non-investment services fee1 2,078 2,020
    Other fees 780 480
    Directors’ remuneration2 263 192
    Audit fees 204 191
    Registrar’s fees 196 200
    Depositary fees 187 270
    Listing fees 136 401
    Directors and Officers (D&O) insurance 117 123
    Impairment of accrued loan note interest receivable 17
    Total 6,072 6,264
    1. For further information please see note 9.
    2. Includes employers’ NI.

    Total ongoing charges are capped at 2.5% of net assets. For the year to 31 December 2024, the ongoing charges were 2.5% of net assets (2023: 2.4%). This is calculated by summing the expenses incurred in the period (excluding ongoing IFA charges and non‑recurring expenses) divided by the average NAV throughout the period.

    5. Tax on ordinary activities
    Accounting policy

    Corporation tax payable is applied to profits chargeable to corporation tax, if any, at the current rate. The tax effect of different items of income/gain and expenditure/loss is allocated between capital and revenue return on the ‘marginal’ basis as recommended in the SORP.

    Deferred tax is recognised in respect of all timing differences at the reporting date. Timing differences are differences between taxable profits and total income as stated in the financial statements that arise from the inclusion of income and expenses in tax assessments in periods different from those in which they are recognised in financial statements.

    Disclosure
    The corporation tax charge for the period was £nil (2023: £nil).

      Year to Year to
      31 December 31 December
      2024 2023
      £’000 £’000
    Loss on ordinary activities before tax (147,649) (149,499)
    Current tax at 25% (2023: 23.5%) (36,912) (35,163)
    Effects of:    
    Non‑taxable income (1,054) (977)
    Non‑taxable capital loss 31,677 29,418
    Non‑deductible expenses 55 71
    Zenith distribution1 3,100
    Excess management expenses on which deferred tax not recognised 3,134 7,070
    Tax rate differences2 (419)
    Total current tax charge

    1. £12.4 million was distributed from Zenith Holding Company to Titan in the year which is taxable income for Titan.
    2. Tax rate difference in the year to 31 December 2023 due to tax charge for the year being calculated at 19% and excess management expenses on which deferred tax is not recognised being calculated at 25%.

    Unrelieved tax losses of £227,486,000 (2023: £214,949,000) are estimated to be carried forward at 31 December 2024 (subject to completion of Titan’s tax return) and are available for offset against future taxable income, subject to agreement with HMRC. Titan has not recognised the deferred tax asset of £56,871,000 (2023: £53,737,000) in respect of these tax losses because there is insufficient forecast taxable income in excess of deductible expenses to utilise these losses carried forward. There is no expiry period on these deductible expenses under the UK HMRC legislation.

    Approved VCTs are exempt from tax on capital gains. As the Directors intend for Titan to continue to maintain its approval as a VCT through its affairs, no current deferred tax has been recognised in respect of any capital gains or losses arising on the revaluation or disposal of investment.

    6. Dividends
    Accounting policy

    Dividends payable are recognised as distributions in the financial statements when Titan’s liability to make the payment has been established. This liability is established on the record date, the date on which those shareholders on the share register are entitled to the dividend.

    Disclosure

      Year to Year to
      31 December 31 December
      2024 2023
      £’000 £’000
    Dividends paid in the year    
    Previous year’s second interim dividend – 1.9p (2023: 3.0p) 31,876 46,127
    Current year’s interim dividend – 1.2p (2023: 2.0p) 19,767 31,636
    Total 51,643 77,763
         
    Dividends in respect of the year    
    Interim dividend – 1.2p (2023: 2.0p) 19,767 31,636
    Second interim dividend – 0.5p (2023: 1.9p) 8,236 31,876
    Total 28,003 63,512

    The figures above include dividends elected to be reinvested through the DRIS.

    The second interim dividend of 0.5p for the period ending 31 December 2024 will be paid on 29 May 2025 to shareholders on the register on 25 April 2025, this equates to 1% of the Company’s opening NAV per share.

    7. Earnings per share

      Year to 31 December 2024 Year to 31 December 2023
      Revenue Capital Total Revenue Capital Total
    Loss attributable to Ordinary shareholders (£’000) (2,811) (144,838) (147,649) (2,851) (146,648) (149,499)
    Loss per Ordinary share (p) (0.2)p (8.8)p (9.0)p (0.2)p (9.7)p (9.9)p

    The total loss per share is based on 1,644,900,726 (2023: 1,506,111,802) Ordinary shares, being the weighted average number of Ordinary shares in issue during the year.

    There are no potentially dilutive capital instruments in issue and so no diluted return per share figures are relevant. The basic and diluted earnings per share are therefore identical.

    8. Net asset value per share

      31 December 31 December
      2024 2023
    Net assets (£) 831,358,000 993,744,000
    Ordinary shares in issue 1,647,212,355 1,593,601,092
    NAV per share (p) 50.5 62.4

    9. Transactions with the Manager and Portfolio Manager

    Since 1 September 2017, Titan has been classified as a full-scope Alternative Investment Fund under the Alternative Investment Fund Management Directive (the ‘AIFM Directive’). As a result, since 1 September 2017, Titan’s investment management agreement was assigned by way of the deed of novation from Octopus Investments Limited to Octopus AIF Management Limited to act as Manager (an authorised alternative investment fund manager responsible for ensuring compliance with the AIFM Directive). Octopus AIF Management Limited has in turn appointed Octopus Investments Limited to act as Portfolio Manager to Titan (responsible for portfolio management and the day-to-day running of Titan).

    Titan paid Octopus AIF Management Limited £19,079,000 (2023: £21,082,000) in the period as a management fee. The annual management charge (AMC) is based on 2% of Titan’s NAV in respect of existing funds but in respect of funds raised by Titan under the 2018 Offer and thereafter (and subject to Titan having a cash reserve of 10% of its NAV), the AMC on uninvested cash is the lower of either (i) the actual return that Titan receives on its cash and funds that are the equivalent of cash (which currently consist of corporate bonds and money market funds) subject to a 0% floor and (ii) 2% of Titan’s NAV. The AMC is payable quarterly in advance and calculated using the latest published NAV of Titan and the number of shares in issue at each quarter end.

    Octopus provides non-investment services to the Company and receives a fee for these services which is capped at the lower of (i) 0.3% per annum of the Company’s NAV or (ii) the administration and accounting costs of the Company for the year ended 31 December 2020 with inflation increases in line with the Consumer Price Index. During the period, the Company paid £2,078,000 (2023: £2,020,000) to Octopus for the non‑investment services.

    In addition, Octopus is entitled to performance-related incentive fees. The incentive fees were designed to ensure that there were significant tax-free dividend payments made to shareholders as well as strong performance in terms of capital and income growth, before any performance-related fee payment was made.

    Due to performance in the year, the total value has decreased to 155.6p, representing a total loss of 8.8p. Therefore, the high water mark for the 2025 financial year remains at 197.7p.

    If, on a subsequent financial year end, the performance value of Titan falls short of the high water mark on the previous financial year end, no performance fee will arise. If, on a subsequent financial year end, the performance exceeds the previous best high water mark of Titan, the Manager will be entitled to 20% of such excess in aggregate.

    Octopus received £39,000 in the period to 31 December 2024 (2023: £36,000) in regard to arrangement and monitoring fees in relation to investments made on behalf of Titan. Since 31 October 2018, Octopus no longer receives such fees in respect of new investments or any such new fees in respect of further investments into portfolio companies in which Titan invested on or before 31 October 2018, with any such fees received after that time being passed to Titan.

    The cap relating to Titan’s total ongoing charges ratio, that is the regular, recurring costs of Titan expressed as a percentage of its NAV, above which Octopus has agreed to pay, is 2.5%, and is calculated in accordance with the AIC Guidelines.

    Octopus AIF Management Limited remuneration disclosures (unaudited)
    Quantitative remuneration disclosures required to be made in this annual report in accordance with the FCA Handbook FUND 3.3.5 are available on the website: https://www.octopusinvestments.com/remuneration-disclosures/.

    10. Related party transactions

    Titan owns Zenith Holding Company Limited, which owns a share in Zenith LP, a fund managed by Octopus.

    In the year, Octopus Investments Nominees Limited (OINL) has purchased Titan shares from shareholders to correct administrative issues, on the understanding that shares will be sold back to Titan in subsequent share buybacks. As at 31 December 2024, no Titan shares were held by OINL (2023: no shares) as beneficial owner. Throughout the period to 31 December 2024, OINL purchased 65,000 shares (2023: 1,883,000 shares) at a cost of £36,000 (2023: £1,563,000) and sold 65,000 shares (2023: 1,883,000 shares) for proceeds of £34,000 (2023: £1,353,000). This is classed as a related party transaction as Octopus, the Portfolio Manager, and OINL are part of the same group of companies. Any such future transactions, where OINL takes over the legal and beneficial ownership of Company shares, will be announced to the market and disclosed in annual and half‑yearly reports.

    Several members of the Octopus investment team hold non-executive directorships as part of their monitoring roles in Titan’s portfolio companies, but they have no controlling interests in those companies.

    Details of the Directors and their remuneration can be found in the Directors’ Remuneration Report.

    The Directors received the following dividends from Titan:

      Year to Year to
      31 December 31 December
      2024 2023
      £ £
    Jane O’Riordan 4,766 6,901
    Tom Leader 1,464 1,889
    Lord Rockley 2,406 2,776
    Julie Nahid Rahman 138 89
    Gaenor Bagley
    Rupert Dickinson
    738
    901

    11. 2024 financial information

    The figures and financial information for the year ended 31 December 2024 are extracted from the Company’s annual financial statements for the period and do not constitute statutory accounts. The Company’s annual financial statements for the year to 31 December 2024 have been audited but have not yet been delivered to the Registrar of Companies. The Auditors’ report on the 2024 annual financial statements was unqualified, did not include a reference to any matter to which the auditors drew attention without qualifying the report, and did not contain any statements under Sections 498(2) or 498(3) of the Companies Act 2006.

    12. 2023 financial information

    The figures and financial information for the period ended 31 December 2023 are compiled from an extract of the published financial statements for the period and do not constitute statutory accounts. Those financial statements have been delivered to the Registrar of Companies and included the Auditors’ report which was unqualified, did not include a reference to any matter to which the auditors drew attention without qualifying the report, and did not contain any statements under Sections 498(2) or 498(3) of the Companies Act 2006.

    13. Annual Report and financial statements

    The Annual Report and financial statements will be posted to shareholders in early May and will be available on the Company’s website, octopustitanvct.com. The Notice of Annual General Meeting is contained within the Annual Report.

    14. General information

    Registered in England & Wales. Company No. 06397765
    LEI: 213800A67IKGG6PVYW75

    15. Directors

    Tom Leader (Chair), Jane O’Riordan, Lord Rockley, Gaenor Bagley, Julie Nahid Rahman and Rupert Dickinson.

    16. Secretary and registered office   

    Octopus Company Secretarial Services Limited
    6th Floor, 33 Holborn, London EC1N 2HT

    The MIL Network

  • MIL-Evening Report: Tempted to turn on the aircon? Science says use fans until it’s 27°C

    Source: The Conversation (Au and NZ) – By Federico Tartarini, Senior Lecturer, School of Architecture Design and Planning, University of Sydney

    New Africa, Shutterstock

    Many Australians struggle to keep themselves cool affordably and effectively, particularly with rising electricity prices. This is becoming a major health concern, especially for our most vulnerable people such as the elderly, pregnant women and people with cardiovascular diseases.

    Air conditioning is often seen as the only solution to this problem. But relying too heavily on aircon has major downsides. These include hefty electricity bills, increased greenhouse gas emissions, strain on an already weak electricity grid, and dumping heat from buildings to the outside – further heating the outdoor air.

    Our latest research, published in the Medical Journal of Australia, highlights a simple yet effective solution: a “fan-first” cooling approach.

    The approach is simple: use electric fans as your first cooling strategy, and only turn on air conditioning when the indoor temperature exceeds 27°C.

    Fan-First Cooling: The Smart Way to Beat Australia’s Heat Crisis (Federico Tartarini)

    The solution: ‘fan-first’ cooling

    Electric fans can make you feel more comfortable on a hot day simply by moving the air around you. This helps our body release heat in two ways: improving the transfer heat from your body into the air, and increasing the evaporation of sweat from your skin.

    A gentle breeze can make you feel up to 4°C cooler, even when the weather is very hot and humid.

    This allows you to increase the aircon set-point (the temperature at which cooling turns on) from 23-24°C to 27-28°C. This simple change can significantly reduce the amount of time your aircon is running, leading to substantial energy savings.

    For example, in our previous research we showed raising the office air conditioning set-point from 24 to 26.5°C, with supplementary air movement from desk and ceiling fans, reduced energy consumption by 32%, without compromising thermal comfort.

    Don’t fans still use electricity to run?

    Yes fans still use electricity, but it’s as little as 3% of the electricity used to run air conditioning. That means you can run more than 30 fans with the same amount of energy it takes to run a single aircon unit.

    A basic pedestal fan is cheap to buy (A$20 to $150), requires no installation and minimal maintenance, and can be easily moved around to keep you cool in any part of your house. Simply turn on the fan as soon as you start feeling slightly warm.

    Fans cool you, whereas aircon cools the whole space, which is less efficient.

    We also previously showed that using fans rather than airconditioning is a more effective emissions reduction strategy than switching from old-fashioned incandescent light bulbs to LED lighting.

    The problem with over-reliance on aircon

    Globally, the use of air conditioning is rapidly increasing. Aircon units sales have tripled since 1990 and are projected to triple again in 2050. It is becoming the go-to solution to heat management.

    Aircon is effective but is expensive to buy, run and maintain.

    A recent survey showed while most people have aircon, two thirds did not use it due to cost concerns.

    Beyond the financial burden, the environmental impact of aircon is substantial. In Australia, electricity mainly comes from burning fossil fuels, creating greenhouse gas emissions. Even with the growth of renewable energy, the sheer demand for aircon cooling could strain the transition and the grid.

    Furthermore, the refrigerants used in most aircon units are potent greenhouse gases. It will also take time to replace older and less efficient aircon units.

    Aircon units also release heat into the outdoor environment, worsening the urban heat island effect – the phenomenon where cities are significantly warmer than surrounding rural areas.

    Finally, over-reliance on aircon might reduce our ability to cope with heat. If we constantly keep our indoor temperatures very low, our bodies may not acclimatise to warmer summer conditions, making us more vulnerable during power outages.

    Annual sales of air conditioning units have more than tripled globally since 1990.
    aapsky, Shutterstock

    Using fans safely and effectively

    While fans offer numerous benefits, it’s important to use them correctly, especially in very hot indoor conditions.

    There’s a common misconception that fans should be turned off above 35°C because they might blow hot air onto the skin. This ignores the crucial role fans play in evaporating sweat.

    We have established safer and more accurate temperature thresholds for fan use by conducting laboratory studies. Just remember to check the temperature indoors, not outdoors.

    Electric fans can be safely used in indoor temperatures up to:

    • 39°C for young, healthy adults.
    • 38°C for older adults.
    • 37°C for older adults taking anticholinergic medications (which can impair sweating).

    Above these indoor temperatures, fans could worsen heat strain by increasing cardiovascular strain and core body temperature. In such situations, alternative cooling strategies such as wetting the skin, moving to a cooler place, or turning the aircon on are essential.

    Below these thresholds, we have proven, in laboratory studies, that there’s no reason to switch fans off, because they provide further thermal comfort and reduce heat stress.

    Climate change means many people are experiencing hotter summers.
    Zhuravlev Andrey, Shutterstock

    Take action now

    Based on our field and lab research, we suggest five simple steps to using fans for managing heat at home:

    1. consider buying pedestal or ceiling fans

    2. point the fan at your body and adjust the speed to your liking

    3. wear light clothing and stay hydrated

    4. if you have aircon, increase the set-point to 27-28°C

    5. enjoy a reduced energy bill and increased comfort.

    You may also want to ask your employer to install fans at your workplace and share this “fan-first” cooling strategy with family and friends.

    Let’s work together towards a more sustainable future by reducing our reliance on energy-intensive air conditioning. This will lead to lower electricity costs, reduced greenhouse gas emissions, and increased resilience to heat.

    Federico Tartarini is affiliated with the American Society of Heating, Refrigerating and Air-Conditioning Engineers (ASHRAE).

    Angie Bone is a Board Member of Doctors for the Environment Australia.

    Ollie Jay receives funding from National Health and Medical Research Council (NHMRC) and Wellcome Trust (UK).

    ref. Tempted to turn on the aircon? Science says use fans until it’s 27°C – https://theconversation.com/tempted-to-turn-on-the-aircon-science-says-use-fans-until-its-27-c-252018

    MIL OSI AnalysisEveningReport.nz

  • MIL-OSI New Zealand: Health – Protecting our youngest citizens: put people before profit in infant formula rules

    Source: Health Coalition Aotearoa

    Health Coalition Aotearoa is deeply concerned by reports of industry lobbying that appears to have influenced Government decisions to weaken infant formula labelling standards in Aotearoa New Zealand.
    “Multinational dairy companies should not dictate rules that shape the health of our youngest citizens. Caregivers deserve clear, evidence-based information-not marketing spin dressed up as science,” says Sally Mackay from Health Coalition Aotearoa.
    The New Zealand Government opted out of an infant formula standard in August 2024. Media has recently reported on intense industry lobbying to undermine the infant formula standards for Aotearoa. Multinational dairy companies are reported to have convinced Ministers to back away from the rules. More recently, the media reported the Government is now considering a U-turn and is thinking of recommitting to the baby formula standards.
    Health Coalition Aotearoa supports a U-turn in the policy and a recommitment to the infant formula standard. We strongly oppose any move to prioritise corporate profits over population wellbeing. New Zealand health policies need to move away from commercial interests and keep people’s best interests in mind,” says Vanessa Souter from Health Coalition Aotearoa.
    Infant formula companies have a long history of using unproven health claims and misleading labels to suggest their products offer benefits that rival or exceed those of breastfeeding. This is simply not supported by evidence.
    Whānau-particularly those who cannot breastfeed-are vulnerable to this kind of marketing. They deserve protection from tactics that pressure them to buy expensive formula based on false promises.
    Infant caregivers-particularly those who cannot breastfeed-are vulnerable to this kind of marketing.
    The lack of transparency in government decision-making only adds to our concern. Industry lobbying must not come at the cost of public trust or public health.
    The infant formula export market is worth billions-but that should never outweigh our duty to uphold the International Code of Marketing of Breastmilk Substitutes or Te Tiriti o Waitangi. Article 2 of Te Tiriti affirms the need to protect hauora Māori. That includes protecting breastfeeding-an act with proven short and long-term health benefits for māmā and pēpi.
    Now is the time for bold, evidence-based leadership. We urge the Government to strengthen-not roll back-protections for whānau and pēpi. This means putting child health first, committing fully to The Code, and listening to trusted public health voices like the New Zealand Breastfeeding Alliance and the NZ Lactation Consultants Association.
    Let’s build a future where every caregiver has access to honest information, every pēpi gets the healthiest start, and every policy puts wellbeing before profit.

    MIL OSI New Zealand News

  • MIL-OSI New Zealand: Health – Alcohol and mental health symposium at Parliament – 5 May 2025

    Source: Alcohol Healthwatch

    Alcohol Healthwatch are excited to be joining E Tipu E Rea Whānau Services, Takanga A Fohe, Le Va, Ōtākou Whakaihu Waka | University of Otago, Health New Zealand | Te Whatu Ora, and the Australasian Professional Society on Alcohol and Other Drugs (APSAD) deliver a symposium on alcohol and mental health.
    This symposium will take place at the Grand Hall in Parliament, and aims to:
    – Hear from and build on promising practice in prevention, early intervention, and research.
    – Facilitate meaningful relationships supporting the collective goal of taking action on the intersection between alcohol and mental health challenges.
    – Produce an attendee-informed consensus statement reflecting people’s experiences to guide future efforts in this space.
    Boasting a 150 strong audience of health and policy professionals, mental health and alcohol NGOs and importantly, individuals bringing lived experience, the symposium will be an opportunity to identify key action areas for prevention and early intervention in this important area.
    Hosted by Aotearoa New Zealand’s first-ever Minister for Mental Health, Hon. Matt Doocey, the time to act has never been better. We will be bringing a range of people together including those with lived experience, young people, professionals, and community champions from the wide range of sectors impacted by alcohol and mental health challenges.

    MIL OSI New Zealand News

  • MIL-OSI United Nations: 29 April 2025 Departmental update Antibiotics most responsible for drug resistance are overused – WHO report

    Source: World Health Organisation

    The World Health Organization (WHO) today published an analysis of how antibiotics are used globally. The report is based on 2022 data from the Global Antimicrobial Resistance (AMR) and Use Surveillance System (GLASS) dashboard and the WHO Access, Watch, Reserve (AWaRe) system that classifies antibiotics into three categories:

    • Access antibiotics are often recommended as first- or second-choice treatments for common infections because of their safety, low cost, narrow spectrum and low likelihood of causing AMR. At the 2024 UN General Assembly High-Level Meeting on AMR, countries committed to ensuring that Access antibiotics would account for at least 70% of global antibiotic use by 2030.
    • Watch antibiotics have a broader spectrum and are typically more expensive. They are generally recommended as first-choice options for patients with more severe infections.
    • Reserve antibiotics are last-resort antibiotics used to treat multidrug-resistant infections.

    Since GLASS started to cover antimicrobial use in 2020, 90 countries, territories and areas (CTAs) were enrolled by December 2023, of which 74 have reported national data. However, global participation remains below 50%, with gaps in data from non-European and lower-income countries.

    In 2022, overall, 18 out of every 1000 people received an antibiotic every day – based on a median of 18.3 defined daily doses per 1000 inhabitants per day (DID). However, antibiotic use varies by a factor of 10 between the highest-using and the lowest-using CTA. While these variations need to be better understood, they suggest patterns of both overuse and low access to antibiotics.

    Use of Watch antibiotics remains relatively high in many settings and therefore, only one in three CTAs is meeting the UN target calling for 70% of antibiotics to be from the Access category. Watch antibiotics contribute disproportionately to AMR and more must be done to avoid their unnecessary use when no antibiotics are needed or Access antibiotics would suffice.

    Lastly, some low- and middle-income CTAs reported little or no use of Reserve antibiotics, which are needed to treat infections caused by the most drug-resistant bacteria.

    Immediate priorities

    The main findings of the report have immediate implications for policy.

    First, WHO will continue to assist countries in establishing sustainable surveillance systems for collecting high quality antibiotic use data. The WHO Academy will provide an online course to improve measurement, understanding and use of data on antibiotic use to strengthen capacity in CTAs.

    Second, countries need to implement stewardship policies so that prescribers default to using Access instead of Watch antibiotics whenever possible and avoid unnecessary use of antibiotics in the first place. WHO will work closely with partners, including the World Medical Association, the international organization representing physicians, who have a crucial role in taking forward this report’s next steps, particularly those relating to responsible prescribing.

    Third, countries need to ensure access to all essential antibiotics, including those in the Reserve category. WHO is working with partners, such as the Global Antibiotic Research and Development Partnership, to develop a framework to improve availability of essential antibiotics for countries with limited resources.

    AMR occurs when bacteria, viruses, fungi and parasites do not respond to medicines, leading to infections becoming difficult or impossible to treat, increasing the risk of disease spread, severe illness and death. AMR risks reversing many advances in modern medicine. Overuse and misuse of antibiotics and other antimicrobials are major drivers of AMR yet inadequate access to essential medicines remains a problem in many resource-limited settings.

    Interested in learning more?

    Register here to join the report launch webinar on 30 April 2025. This will be an opportunity to delve deeper into the main results highlighted in the report, discuss the implications of the findings, and explore the way forward towards achieving the newly endorsed targets of ensuring that 70% of antibiotics used globally are in the WHO AWaRe Access group and that all countries build national surveillance systems to generate high-quality data on AMU by 2030.

    The webinar will be in English with simultaneous translation in French and Spanish.

    MIL OSI United Nations News

  • MIL-OSI New Zealand: Release: Simeon Brown hid Dunedin Hospital downgrade

    Source: New Zealand Labour Party

    Simeon Brown needs to come clean to the people of Dunedin about why he hid plans to downgrade their new hospital’s Intensive Care Unit.

    The Otago Daily Times today revealed then-Health Minister Dr Shane Reti was told on January 23 this year that the number of ICU beds would be reduced on opening from 30 to 20.

    “Simeon Brown then took over as Health Minister and swooped into Dunedin a week later trying to act the hero on the hospital. But he failed to share this important information about downgrading the number of ICU beds,” Labour acting health spokesperson Peeni Henare said.

    “While attempting to patch up the mess National had made of Dunedin Hospital he hid the fact a third of its planned intensive care beds had been cut.

    “That is hugely disingenuous. I can see why locals, including the former head of the emergency department, are angry,” Peeni Henare said.

    This follows reporting by Stuff at the weekend that New Zealand is nationally 500 hospital beds short.

    “Simeon Brown continues to claim everything is going to be okay despite announcing a health infrastructure plan without a cent of actual funding attached, and stopping hospitals from hiring the workforce they need under the guise of saving money,” Peeni Henare said.

    “National’s track record is to scale back and delay hospital builds as it has done with Nelson and Dunedin hospitals, which will cost New Zealanders more in the long run. Simeon Brown is content kicking the can down the road while people’s health suffers,” Peeni Henare said.


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    MIL OSI New Zealand News

  • MIL-OSI New Zealand: Health – Government focus on physician associates a distraction from real issues

    Source: GenPro

    New workforce regulations in the future are a distraction from what’s needed now to fix the crisis in primary healthcare, says the General Practice Owners Association (GenPro).

    “Planned regulation of small numbers of physician associates is welcome but will do absolutely nothing for reducing waiting times for people wanting to see a GP this week,” said Dr Angus Chambers, Chair of GenPro.

    “Physician associates can be valued health workers, and we congratulate them on gaining recognition of their skills and service, but they’ll be first to agree they’re not a substitute in a face-to-face consultation with a family doctor.

    “Packing these regulations with other minor changes to prescribing rights to suggest that the government is demonstrating a commitment to providing high quality care.is misleading.

    “The biggest change the government can make to improve health care is to immediately invest in general practice to retain the GPs we have now and to make it more attractive for GPs to come to New Zealand. And it needs to overhaul the out-of-date funding model which is driving general practices out of business or restrict hours and service,” Dr Chambers says.

    “A better funding model which reflected actual health needs of people, and true costs of running a general practice, in 2025 would be more effective at cutting waiting times and taking pressure off emergency departments.

    “GenPro appreciates that government finances are restricted but general practice receives just five percent of the $30 billion health budget, which is significantly less than in other developed countries.

    “Meanwhile GenPro is surprised that the government signed off on a new regulated profession in the midst  of a consultation on whether it would be a good idea.

    “Clearly the Ministry of Health’s Putting Patients First: Modernising health workforce regulation risks being seen as a Clayton’s consultation. GenPro will present its views but decisions taken in recent days suggest that the government has already made up its mind on what the future workforce looks like, packaging it as a panacea, and releasing it on a slow news day, when it is actually just tinkering around the edges and avoiding the big calls which need to be made.”

    “It is ironic that the Ministry wants to put patients first, but the Minister doesn’t want to wait to hear from them,” Dr Chambers says.

    GenPro members are owners and providers of general practices and urgent care centres throughout Aotearoa New Zealand. For more information visit  www.genpro.org.nz

    MIL OSI New Zealand News

  • MIL-Evening Report: ER Report: A Roundup of Significant Articles on EveningReport.nz for April 29, 2025

    ER Report: Here is a summary of significant articles published on EveningReport.nz on April 29, 2025.

    Why are political parties allowed to send spam texts? And how can we make them stop?
    Source: The Conversation (Au and NZ) – By Tegan Cohen, Postdoctoral Research Fellow, Digital Media Research Centre, Queensland University of Technology Ti Wi / Unsplash Another election, another wave of unsolicited political texts. Over this campaign, our digital mailboxes have been stuffed with a slew of political appeals and promises, many from the new party

    The Oscars have rolled out the red carpet for generative AI. And surprisingly, viewers don’t seem to mind
    Source: The Conversation (Au and NZ) – By Paul Crosby, Senior Lecturer, Department of Economics, Macquarie University The Oscars have entered the age of artificial intelligence (AI). Last week the Academy of Motion Picture Arts and Sciences explicitly said, for the first time, films using generative AI tools will not be disqualified from the awards.

    Echidna ancestors lived watery lifestyles like platypuses 100 million years ago – new study
    Source: The Conversation (Au and NZ) – By Sue Hand, Professor Emeritus, Palaeontology, UNSW Sydney Mary_May/Shutterstock As the world’s only surviving egg-laying mammals, Australasia’s platypus and four echidna species are among the most extraordinary animals on Earth. They are also very different from each other. The platypus is well adapted for a semi-aquatic lifestyle, spending

    ‘Do something about it before it gets worse’: young people want government action on gambling reform
    Source: The Conversation (Au and NZ) – By Hannah Pitt, Senior Research Fellow – Institute for Health Transformation, Deakin University David P. Smith/Shutterstock Do something about it before it gets worse. This was a response from a 16-year-old boy in one of our recent studies when asked what he would say to the prime minister

    ‘I’m always afraid for the future of my family’: why it’s too hard for some refugees to reunite with loved ones
    Source: The Conversation (Au and NZ) – By Mary Anne Kenny, Associate Professor, School of Law, Murdoch University When refugees flee their home country due to war, violence, conflict or persecution, they are often forced to leave behind their families. For more than 30,000 people who have sought asylum in Australia since arriving more than

    Major survey finds most people use AI regularly at work – but almost half admit to doing so inappropriately
    Source: The Conversation (Au and NZ) – By Nicole Gillespie, Professor of Management; Chair in Trust, Melbourne Business School Matheus Bertelli/Pexels Have you ever used ChatGPT to draft a work email? Perhaps to summarise a report, research a topic or analyse data in a spreadsheet? If so, you certainly aren’t alone. Artificial intelligence (AI) tools

    1 billion years ago, a meteorite struck Scotland and influenced life on Earth
    Source: The Conversation (Au and NZ) – By Chris Kirkland, Professor of Geochronology, Curtin University Stoer Head lighthouse, Scotland. William Gale/Shutterstock We’ve discovered that a meteorite struck northwest Scotland 1 billion years ago, 200 million years later than previously thought. Our results are published today in the journal Geology. This impact now aligns with some

    Arsenic is everywhere – but new detection methods could help save lives
    Source: The Conversation (Au and NZ) – By Magdalena Wajrak, Senior Lecturer in Chemistry, Edith Cowan University Arsenic is a nasty poison that once reigned as the ultimate weapon of deception. In the 18th century, it was the poison of choice for those wanting to kill their enemies and spouses, favoured for its undetectable nature

    Forming new habits can take longer than you think. Here are 8 tips to help you stick with them
    Source: The Conversation (Au and NZ) – By Ben Singh, Research Fellow, Allied Health & Human Performance, University of South Australia SarahMcEwan/Shutterstock If you’ve ever tried to build a new habit – whether that’s exercising more, eating healthier, or going to bed earlier – you may have heard the popular claim that it only takes

    ‘Complaining is career suicide’: the hidden mental health crisis turning our screen industry upside down
    Source: The Conversation (Au and NZ) – By Peter Hegedus, Associate Professor, Griffith Film School, Griffith University Shutterstock The Australian screen industry is often associated with fun, creativity and perhaps even glamour. But our new Pressure Point Report reveals a more troubling reality: a pervasive mental health crisis, which could see the screen industry lose

    New survey shows business outlook is weakening and uncertainty rising as the trade war bites
    Source: The Conversation (Au and NZ) – By John Simon, Adjunct Fellow in Economics, Macquarie University Vivid Brands/Shutterstock Uncertainty is everywhere these days. There is even uncertainty about the uncertainty. The Reserve Bank of Australia, for example, noted in the minutes from its April 1 meeting: The most significant development in the period leading up

    How ICE is becoming a secret police force under the Trump administration
    Source: The Conversation (Au and NZ) – By Lee Morgenbesser, Associate Professor, School of Government and International Relations, Griffith University Secret police are a quintessential feature of authoritarian regimes. From Azerbaijan’s State Security Service to Zimbabwe’s Central Intelligence Organisation, these agencies typically target political opponents and dissidents through covert surveillance, imprisonment and physical violence. In

    Democracy on display or a public eyesore? The case for cracking down on election corflutes
    Source: The Conversation (Au and NZ) – By Andrew Hughes, Lecturer in Marketing, Research School of Management, Australian National University In my time researching political advertising, one common communication method that often generates complaints is the proliferation of campaign corflutes. Politicians love them. Not so, many members of the general public. People are so fed

    Here’s how to make your backyard safer and cooler next summer
    Source: The Conversation (Au and NZ) – By Pui Kwan Cheung, Research Fellow in Urban Microclimates, The University of Melbourne Varavin88, Shutterstock Our backyards should be safe and inviting spaces all year round, including during the summer months. But the choices we make about garden design and maintenance, such as whether to have artificial turf

    Five ways to make cities more resilient to climate change
    Source: The Conversation (Au and NZ) – By Paul O’Hare, Lecturer in Human Geography and Urban Development, Manchester Metropolitan University John_T/Shutterstock Climate breakdown poses immense threats to global economies, societies and ecosystems. Adapting to these impacts is urgent. But many cities and countries remain chronically unprepared in what the UN calls an “adaptation gap”. Building

    Politics with Michelle Grattan: pollster Kos Samaras on how voters are leaving the major parties behind
    Source: The Conversation (Au and NZ) – By Michelle Grattan, Professorial Fellow, University of Canberra As we enter the final days of campaigning, Labor leads with its nose in front on most polls, but the devil is in the detail of particular seats. To help get a read on what the voters are feeling at

    Vanuatu communities growing climate resilience in wake of Cyclone Lola
    Communities in Vanuatu are learning to grow climate resilient crops, 18 months after Cyclone Lola devastated the country. The category 5 storm struck in October 2023, generating wind speeds of up to 215 kmph, which destroyed homes, schools, plantations, and left at least four people dead. It was all the worse for following twin cyclones

    Election Diary: Labor to slash more consultant costs and increase visa charges to pay for fresh election commitments
    Source: The Conversation (Au and NZ) – By Michelle Grattan, Professorial Fellow, University of Canberra The government has dug out last-minute savings of more than A$7 billion, to ensure its election commitments are more than offset in every year of the forward estimates. Its costings, released Monday, include savings of $6.4 billion from further reducing

    Big and small spending included in Labor costings, but off-budget items yet to be revealed
    Source: The Conversation (Au and NZ) – By Stephen Bartos, Professor of Economics, University of Canberra The federal budget will be stronger than suggested in last month’s budget, according to Treasurer Jim Chalmers who released Labor’s costings on Monday. Many of the policies included in the costings were already detailed in either the 2025 Budget

    How much do election promises cost? And why have we had to wait so long to see the costings?
    Source: The Conversation (Au and NZ) – By Stephen Bartos, Professor of Economics, University of Canberra With the May 3 federal election less than a week away, voters have only just received Labor’s costings and are yet to hear from the Coalition. At the 2022 election, the costings were not released for nearly two months

    MIL OSI AnalysisEveningReport.nz

  • MIL-OSI China: China certifies first group of long-term care specialists

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

    NANJING, April 28 — A total of 81 qualified practitioners on Monday received China’s first-ever long-term care specialist certificates in Nantong city in Jiangsu Province, marking the official launch of the newly recognized profession.

    Designed to address the growing needs of an aging population and the social challenges posed by chronic illnesses or disability, the long-term care specialists are expected to alleviate the burden on families struggling with the disability of family members.

    “The aging demographic has created enormous demand for long-term care. This profession will elevate service quality, drive innovation in health and wellness industries, and enhance public satisfaction,” said Li Tao, deputy director of the National Healthcare Security Administration.

    The certification program has three tiers — Level 5 (Elementary), Level 4 (Intermediate) and Level 3 (Advanced) — with exams combining written tests and simulated practical assessments to evaluate both knowledge and skills.

    The inaugural Jiangsu exam saw an 81 percent pass rate among 100 candidates, with applicants aged 20 to over 60.

    “This certificate recognizes my expertise and fuels my confidence in this career. Every senior deserves compassionate care, and I’m committed to serving more families with professionalism and dedication,” said Lu Yayun, a 51-year-old former child care worker.

    To standardize evaluations, Jiangsu has introduced a comprehensive regulatory framework with 21 documents covering exam administration and certification management, among other areas.

    MIL OSI China News

  • MIL-OSI China: SCO health officials push for deeper coordination toward better future

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

    XI’AN, April 28 — Senior health officials from Shanghai Cooperation Organization (SCO) countries on Monday called for deepening public health collaboration, aiming to build a healthier future for all.

    Gathering in Xi’an, the capital of northwest China’s Shaanxi Province, health leaders from SCO member states and dialogue partners, and representatives of the SCO and the World Health Organization (WHO) attended the eighth SCO Health Ministers’ Meeting.

    Under the theme “Promoting Sustainable Health Development and Sharing a Healthy Future,” they discussed strategies for tackling shared global health challenges.

    Central to the discussions was the collective need to strengthen emergency response systems, expand access to primary healthcare, harness digital technologies, and promote the development of traditional medicine across the SCO countries.

    Presiding over the meeting, Lei Haichao, head of China’s National Health Commission, highlighted the role of dialogue and cooperation in pioneering reforms in regional and global health governance systems amid an evolving international landscape with overlapping crises.

    In his address, Lei outlined China’s domestic achievements in improving public health and healthcare reforms, and reaffirmed China’s commitment to advancing policy coordination and technological cooperation with SCO partners.

    He also called for greater use of existing platforms — including the China-SCO Emergency Medical Center, the SCO Hospital Cooperation Alliance, and the SCO Forum on Traditional Medicine — to enhance joint capacity-building efforts in emergency response, primary care, digital healthcare, and traditional medicine across the SCO countries.

    Senior health officials from Belarus, India, Iran, Pakistan, Russia, Kazakhstan and other SCO countries shared updates on their national health initiatives and echoed the need to strengthen cooperation within the SCO framework.

    As the rotating president of the SCO for 2024-2025, China has introduced the theme “SCO Year of Sustainable Development” to guide cooperation efforts across multiple sectors, with public health identified as a key priority.

    Speaking at the opening ceremony, SCO Secretary-General Nurlan Yermekbayev emphasized that building resilient and inclusive healthcare systems is essential to securing a sustainable future.

    “It is also the key to addressing the public health challenges faced by SCO countries, which together represent nearly half of humanity,” he added.

    Hans Henri P. Kluge, WHO Regional Director for Europe, praised China’s leadership in global health and its vision for building a global community of health for all.

    “I am glad to see the SCO evolving into a model of constructive multilateralism, rooted in mutual trust and dialogue,” Kluge said. “The WHO looks forward to deepening its cooperation with the SCO to tackle pressing health challenges together.”

    MIL OSI China News

  • MIL-OSI New Zealand: The Real Culture War

    Source: ACT Party

    The Haps

    Quiet? MPs are having a break from Parliament and the country is having a break from MPs thanks to a three-week Parliament recess. The Government announced $68.5 million of repayable loans to people building electric vehicle chargers. Free Press readers will be outraged by that, but under ACT’s coalition agreement it has come down from National’s version: $257 million of grants. Such are the victories under MMP. Meanwhile the Ministry for Regulation started a clean out of red tape from the $6 billion Early Childhood sector, following Brooke van Velden’s Health and Safety overhaul. Beside the resource management reforms at the start of the month, it’s been a good April for ACT and freedom.

    The Real Culture War

    We are taken with David Seymour’s speech over the Parliamentary recess. In it, Seymour says the real culture war is not about identity or bathrooms, but pioneers vs tall poppy choppers.

    Of course, you should be free to point out the very basic fact of a person’s biological sex at birth. The law should be able to use sex at birth as an identifier, when it matters, such as which prison someone goes to. All of that is correct, but only a fraction of a per cent of people claim anything different. The overwhelming majority people are never close to being harmed in real life by them doing so.

    The real culture war affects all of us, every day. It’s the war between our pioneering spirit and tall poppy syndrome. We, or our ancestors, all made brave voyages to these isolated islands. These were people with real courage who wanted better through their own efforts.

    Then, somewhere along the way, we ended up with one out of every six working-aged people on welfare. Some days half the children don’t show up to their school. We have one of the largest diasporas of people who left a country.

    No good deed goes unpunished. Landlords, small business owners, licensed firearm owners, farmers. Under Labour/NZ First/Green they were always just a patronising lecture and one more expensive regulation away from salvation. Now there is some relief for those long-suffering groups, but the culture carries on. Look out if you spent your life building up an owner-operated supermarket, or work at a bank.

    It’s easy to blame politicians, but in a democracy they ultimately reflect the culture. The treatment of Zuru lately is a classic.

    The toy and home supply company founded by three Kiwis just won Walmart supplier of the year. Walmart is the thirteenth largest company in the world, and by far the largest retailer. It’s difficult to overstate how big this business achievement is. The company put out a press release, which got zero coverage from the New Zealand media. One of the founders building a helipad in Herne Bay gets enough clicks to keep the Herald in business month after month.

    The end result is written in our founding story. People with get-up-and-go can get up and leave again, which they are doing in huge numbers right now. Easy come here, easy go away.

    How do you change a culture? Government should look at its policies by asking a simple question at every decision: Is this a meritocracy policy? It should favour policies that increase the difference people can make in their own lives. It should reject policies that pull down success or reward hectoring, bludging, nuisance behaviour.

    What should happen with taxes? They should be low and flat. If a person earning $20,000 pays $2,400 income tax, how much should a person earning $100,000 pay? If five times the income meant five times the taxes, they’d pay $12,000. Try $22,900, nearly ten times the taxes. Progressive tax rates send the wrong message: if you study, work, save, and invest hard, the IRD will whack you extra hard.

    What should happen with welfare? It’s a policy designed to help someone down on their luck. How long can bad luck last? Surely not 44 years, the tenure of our longest-serving (not really the right word) career beneficiary. There should be lifetime limits, and if you keep having children on the benefit you should get a plastic card with controlled spending. Otherwise, people have to ask themselves: why am I working to make a difference when I can make the same on a benefit?

    What should happen with red tape and regulation? The Government’s starting attitude should be, don’t regulate. Red tape doesn’t just add cost to things that do happen, it stops things that would happen without the extra cost. It doesn’t just stop things that would happen, though, it deprives children of heroes and gives them bad examples. It’s nice if your dad’s an engineer who’s building New Zealand, but he’s probably actually in traffic management.

    What should happen with race and identity? Is your life determined by what you do or what happened long before you were born? The argument against the Treaty being a partnership between races is really an argument for individual self determination. The argument against discrimination by sex, race, sexuality, or anything else you cannot change is really an argument for each person to have a fair chance at living their best life.

    There is a culture war in New Zealand, it’s the children of pioneers vs the blob of mediocrity. If you’re a Free Press reader, we can guess which one you are. Please support ACT since we all need to stick together.

    MIL OSI New Zealand News

  • MIL-Evening Report: ‘Do something about it before it gets worse’: young people want government action on gambling reform

    Source: The Conversation (Au and NZ) – By Hannah Pitt, Senior Research Fellow – Institute for Health Transformation, Deakin University

    David P. Smith/Shutterstock

    Do something about it before it gets worse.

    This was a response from a 16-year-old boy in one of our recent studies when asked what he would say to the prime minister about gambling in Australia.

    This response is not uncommon.




    Read more:
    Gambling in Australia: how bad is the problem, who gets harmed most and where may we be heading?


    Calls for action

    Even before they can legally gamble at the age of 18, young people recognise the harms that the gambling industry (and those who profit from gambling, such as sporting codes) can cause to Australians.

    And they are frustrated by a lack of government action to protect them from these harms.

    They tell us that rather than prioritising the wellbeing of the community, the government is prioritising the profits of a harmful business.

    Politicians are also hearing concerns about gambling from the young people they represent in their communities.

    Urging parliamentary action on gambling advertising, former Australian rugby captain and Independent ACT Senator David Pocock told parliament:

    Talk to parents and young people. They’ll name all the gambling companies. They’ll be able to recite odds. They’ll talk about the odds for the upcoming games of their favourite teams. What I’m hearing from people here in the ACT that I represent is that this is not the direction they want to go in.

    Gambling has become a costly pastime for many young Australians.

    Starting young

    For more than a decade, our team has been talking to young people and their parents about the normalisation of gambling in Australia. We have carried out multiple studies that show how pervasive marketing tactics are normalising gambling for young Australians.

    Young people tell us they see innovative marketing strategies for different gambling products (including betting, lotteries and casinos) everywhere, including during family-friendly television shows, through watching and attending sport and even while walking down the street.

    They increasingly see promotions on social media sites such as TikTok and Snapchat.

    They can name multiple gambling brands from a young age, and think gambling gives you a reason to watch sport.

    When asked why, they say gambling adds to the fun and excitement of the game. Some tell us they would be convinced to gamble if they got a good “deal” from a company.

    Newer forms of app-based gambling also make it is easier for young people to gamble anywhere, anytime when they turn 18.

    As an example, a young person couldn’t sit in a classroom and drink alcohol when they reach the legal age, but it is not unusual for young people to tell us that classmates use apps to bet on major events while at school.

    Some researchers have also documented the extent to which young people gamble before the age of 18.

    One study found 31% of 12- to 17-year-olds had ever gambled and 6% had gambled in the past month. They found 8% were at some level of risk of gambling harm.

    It’s no wonder parents are worried.

    Their concern about the risks of gambling are similar to their concerns about alcohol: 70% are at least somewhat concerned about the risks associated with gambling for their children, and 27.7% are extremely concerned.

    They comment that gambling products are “highly accessible”, “attractive” and “in your face”.

    When parents try to talk to their children about gambling, they say it is almost impossible to “get the message across” given the constant exposure to ads that their children see in their everyday lives. As one father told us:

    It’s advertised to children every day of the week when they watch their favourite sport stars, so they think it’s normal.

    It’s time to act

    Government decisions about how to respond to the gambling industry will have a major impact on young people’s futures. But young people have rarely (if ever) been given an opportunity by the government to put forward their views.

    Research shows when they are given the opportunity to comment on gambling policy (and gambling industry tactics), they carefully consider the issues. They are also able to use their own experiences to suggest strategies that would help protect them and other young people from gambling industry harm.

    The United Nations states children have the right to be consulted about issues that matter to them and impact their futures. This includes strengthening engagement with children and young people, recognising their “agency, resilience and their positive contributions as agents of change”.

    Young people have been central actors in the climate justice movement, and have been key stakeholders in initiatives to respond to the tactics of the junk food and tobacco industries.

    While we talk a lot about the impact of the gambling industry on young people, governments rarely consult them about the policies that are needed to protect them from harm.

    Yet their message to the government in our research is clear. They:

    • are concerned about the influence of gambling marketing on the normalisation of gambling for young people, and its short and long-term impacts

    • believe current restrictions aimed at protecting young people are ineffective

    • are critical of the overwhelmingly positive messages about gambling they are exposed to, with very limited information about the risks and harms associated with the industry and its products.

    The following comment from a 15-year-old sums it up best:

    The wellbeing of the population is more important than the revenue that comes in from these sorts of businesses.

    Dr Hannah Pitt has received funding from the Australian Research Council, Victorian Responsible Gambling Foundation, VicHealth, NSW Office of Responsible Gambling, Department of Social Services, ACT Office of Gambling and Racing Commission, and Deakin University. She is currently a member of the Editorial Board of Health Promotion International.

    Grace Arnot has received funding for gambling related research from the ACT Office of Gambling and Racing Commission, VicHealth, and Deakin University. Grace is currently a member of the Editorial Board of the journal Health Promotion International.

    Professor Samantha Thomas has received funding for gambling and related research from the Australian Research Council, ACT Office of Gaming and Racing, Department of Social Services, VicHealth, Victorian Responsible Gambling Foundation, Healthway, NSW Office of Responsible Gambling, Deakin University. She is currently Editor in Chief for Health Promotion International, an Oxford University Press journal. She receives an honorarium for this role.

    Dr Simone McCarthy has received funding for gambling and related research from ACT Office of Gaming and Racing Commision, the Victorian Responsible Gambling Foundation, VicHealth, Department of Social Services, and Deakin University. She is currently a member of the Editorial Board of Health Promotion International.

    ref. ‘Do something about it before it gets worse’: young people want government action on gambling reform – https://theconversation.com/do-something-about-it-before-it-gets-worse-young-people-want-government-action-on-gambling-reform-251614

    MIL OSI AnalysisEveningReport.nz

  • MIL-OSI New Zealand: Huge benefits available from medical conferences

    Source: New Zealand Government

    Outdated regulations stopping trained medical professionals from learning about new medicines through trade show advertising are out of step with other countries and disadvantage New Zealanders, Regulation Minister David Seymour, Health Minister Simeon Brown and Tourism and Hospitality Minister Louise Upston say.
    “New Zealand’s prohibition on advertising medicines yet to be consented by Medsafe is a barrier to New Zealand’s ability to host medical conferences and trade shows. The opportunity cost of New Zealand missing out on these is huge,” Mr Seymour says.
    These laws will be reformed so medicines yet to be consented by Medsafe can be advertised at medical conferences in New Zealand, instead of New Zealand health professionals needing to travel overseas.
    “Prohibition was introduced in response to the perceived risk that pharmaceutical companies may attempt to circumvent formal medicine approval processes. The Ministry for Regulation has investigated and found this overly cautious approach is out of step with other recognised jurisdictions and is not proportionate to the perceived risk,” Mr Seymour says.
    “Other nations like Australia, Canada, and the European Union allow advertising to generate revenue and provide medical professionals with information on cutting edge medicines. New Zealand doesn’t need to be left behind because of outdated red tape.
    “This change is estimated to generate $90 million in associated revenue over the next few years.
    “Prohibition also contradicts this Government’s efforts to increase medicines access. Allowing these products to be advertised would upskill doctors and give them the knowledge and skills to prescribe these treatments safely to Kiwis who need them.”
    “This Government is committed to removing regulatory barriers so that we can drive economic growth. Removing the red tape around medical conferences will make New Zealand a better destination for conference organisers, while also making it easier for our own healthcare professionals to keep up with the latest innovations in health products and medicines,” Mr Brown says.
    “New Zealand’s current health regulations can be overly bureaucratic, and this is slowing down access to care, increasing costs, and making it harder for patients to get the services they need.
    “Our regulations can also make it harder to attract, train and retain healthcare workers. Workers want to work with top class treatments and patients want to be able to access them.
    “Medical conferences are a great way to expand the collective knowledge and skill of the health workforce through the transfer of ideas and technologies.
    “The Government is investing more than ever into our health system – a record $30 billion each year – and we expect it to deliver more for patients as a result.”
    “Removing these barriers will also give us an opportunity to showcase our new conference facilities, fantastic hotels, and experiences, and pitch New Zealand as a world class location for business events like medical conferences,” Tourism and Hospitality Minister Louise Upston says.
    “Business event participants spend an average of $175 more per day than other visitors, and often travel during the off-peak season, boosting tourism and economic activity year-round.
    “Our message is clear, New Zealand is open for business. We are looking forward to welcoming more medical conferences to New Zealand, and we have great facilities to host them.”

    MIL OSI New Zealand News

  • MIL-OSI New Zealand: Taupō Hospital accredited to train next generation of rural doctors

    Source: New Zealand Government

    Taupō Hospital has become the first hospital in the North Island to receive accreditation to deliver Australian College of Rural and Remote Medicine (ACRRM) training, Health Minister Simeon Brown and Associate Health Minister Matt Doocey have announced.“The Government is committed to growing and strengthening our health workforce, and a strong rural workforce is a key part of that,” Mr Brown says.“In rural settings where access to specialist health services can be limited, generalist doctors – who can work flexibly across multiple disciplines and service areas – play a vital role.“This accreditation is a significant step towards building a stronger rural health workforce in Taupō. It will help increase the number of doctors trained with the broad skills needed to support the surrounding rural communities.“Rural generalists can sustainably manage a broad range of patient needs and work within clinical networks to ensure patients get access to specialist teams when required.“The ACRRM programme will enable registrars to train to work in Taupō Hospital while also developing advanced skills in fields such as obstetrics, anaesthetics, mental health, or endoscopy.Mr Doocey says being an accredited ACRRM training location means Taupō can attract both New Zealand and Australian registrars and graduates and provides an opportunity for some New Zealand doctors working overseas to return home during their training.“One of the five priorities of the National Rural Health Strategy is to create a valued and flexible rural health workforce, and training young doctors as rural generalists directly supports this goal,” Mr Doocey says.“Taupō Hospital’s new accreditation complements the existing pathway for New Zealand doctors through the New Zealand Rural Hospital Medicine Training Programme. “All New Zealanders deserve timely access to quality healthcare, and the Government is committed to improving health outcomes, particularly for the one in five Kiwis living in rural areas.“To improve access and rural health outcomes, we must invest in growing and supporting the rural health workforce. Taupō Hospital’s accreditation is an important step towards that.”

    MIL OSI New Zealand News

  • MIL-OSI USA: Rosen Demands Answers on Elimination of Critical Cybersecurity Personnel at Department of Health and Human Services

    US Senate News:

    Source: United States Senator Jacky Rosen (D-NV)

    WASHINGTON, DC – Today, U.S. Senator Jacky Rosen (D-NV) sent a letter to Secretary of Health and Human Services (HHS) Robert Kennedy Jr. expressing her deep concerns and demanding answers regarding the elimination of critical information technology and cybersecurity personnel and leadership at HHS. In the letter, Rosen highlighted the risks to Americans’ health data if left unprotected.
    “I write to express my deep concerns over the recent reports that the Department of Health and Human Services (HHS) has removed key Information Technology (IT) and cybersecurity personnel and leadership, leaving critical infrastructure unprotected and unmaintained,” wrote Senator Rosen. “I’m concerned the elimination of these key staff was made without clear justification or regard to the risk to cybersecurity, network and system functionality, and the potential for Americans’ health data to go unprotected.”
    “As the second-largest department in the federal government, staff across HHS manage complex and large networks and systems, requiring specialized IT personnel,” she continued. “The reported removal of staff from tech offices across HHS is highly disturbing, as these staff were responsible for managing essential networks and systems, public-facing websites, enterprise services, and cybersecurity contracts.”
    The full letter can be found HERE.
    Since she joined the Senate, Senator Rosen has been working across party lines to strengthen our nation’s cybersecurity infrastructure. Last year, she announced that the Department of Veterans Affairs (VA) implemented her bipartisan law to strengthen the cybersecurity of veterans’ personal information and data. Last Congress, Rosen’s bipartisan legislation to bolster cybersecurity in the health care and public health sectors advanced out of committee.

    MIL OSI USA News

  • MIL-OSI USA: Attorney General Bonta Announces Settlements with Companies Selling Seafood Products in California Regarding Cadmium and Lead in Their Products

    Source: US State of California Department of Justice

    OAKLAND – California Attorney General Rob Bonta today announced settlements with Clearwater Fine Foods USA Inc. (Clearwater), Seaquest Seafood Corporation (Seaquest), and Jayone Foods (Jayone), resolving allegations that the companies sold fresh and/or frozen seafood products in California with elevated levels of the toxic heavy metals lead and/or cadmium without the warnings required for exposures to such contaminants, a violation of Proposition 65 and the Unfair Competition Law. The settlement with Clearwater requires it to pay a total of $304,164.98 in civil penalties, attorneys’ fees, and costs. Clearwater must also adhere to injunctive terms that include implementing heavy metal reduction measures.  A separate settlement requires Seaquest and Jayone to provide warnings, and to pay a total of $81,440 in civil penalties, attorneys’ fees, and costs. The Seaquest and Jayone settlement includes opt-in provisions that will allow other sellers of fresh or frozen seafood products to join in the settlement on similar terms.

    No one should have to question whether their food is safe to eat,” said Attorney General Bonta. “That’s why California law requires businesses to warn our residents about potential harm from significant exposures to toxic contaminants. We appreciate the cooperation of these companies in taking steps to minimize heavy metals in their seafood products, in addition to providing warnings if their products cannot be kept below the applicable regulatory threshold. At the California Department of Justice, we will continue to hold accountable those who fail to warn consumers that they are being exposed to significant levels of toxic contaminants.”

    Cadmium and lead are both toxic heavy metals that accumulate in the body over time, leading to serious health issues. Long-term exposure to cadmium through ingestion can lead to reproductive harm and kidney toxicity. Exposure to lead by ingesting contaminated foods can lead to reproductive and developmental toxicity, resulting in effects such as reduced male fertility and an increased risk of miscarriage and birth defects.

    The settlement with Clearwater, a seafood harvester, resulted from an investigation the Attorney General’s Office conducted after receiving Proposition 65 sixty-day notices from a private enforcer relating to several of Clearwater’s clam products. The data supporting these notices revealed cadmium concentrations in excess of the regulatory “safe harbor” level at which no Proposition 65 warnings are required.

    After testing the Clearwater products to validate the test results, our office confirmed that the clam products at issue contained cadmium levels that exceeded the regulatory Proposition 65 safe harbor level set by the California Office of Environmental Health Hazard Assessment, the implementing agency. The products thus required warnings for reproductive toxicity under Proposition 65, which Clearwater had failed to provide, thereby violating both Proposition 65 and the Unfair Competition Law.

    By entering into the settlement with the Attorney General, Clearwater has agreed to terms that go above and beyond the requirements of Proposition 65, and benefit public health by requiring Clearwater to minimize cadmium levels in its clam products. The settlement resolves the People’s allegations and requires the company to pay civil penalties, attorneys’ fees, and costs, as referenced above, as well as to adhere to injunctive terms. These terms include mandating that Clearwater monitor its clam harvesting, minimize the introduction of heavy metals during processing, retain a food quality auditor to assess the origin of any detected cadmium, and conduct compliance testing to ensure that levels of cadmium in these products are minimized. Clearwater would be required to provide warnings if its fresh or frozen clam products expose California consumers to levels of cadmium above the Proposition 65 warning threshold, or if it elects to discontinue these measures.

    The settlement with Seaquest and Jayone, two distributors of seafood supplied by other companies, stems from a similar investigation conducted by the Attorney General’s Office.  Our office tested multiple seafood products distributed by the two companies and confirmed that the products at issue exceeded the safe harbor levels for lead and/or cadmium. The products thus required warnings for reproductive toxicity under Proposition 65, which neither company had provided, thereby violating both Proposition 65 and the Unfair Competition Law.

    The Seaquest and Jayone settlement resolves the People’s allegations, requires both companies to provide warnings in accordance with Proposition 65, and requires them to ask their suppliers to implement practices that will minimize the introduction of lead and cadmium during processing. It also requires the payment of civil penalties and attorneys’ fees and costs, as referenced above. The settlement includes opt-in provisions that permit similarly situated companies that may be out of compliance with Proposition 65 to join in the settlement on similar terms.

    A copy of the Clearwater settlement can be found here. 

    A copy of the Seaquest and Jayone settlement can be found here.

    MIL OSI USA News

  • MIL-OSI USA: Deluzio Holds Resident Town Hall at Millvale Senior Community

    Source: US Congressman Chris Deluzio (PA)

    Seniors Shared Concern About Cuts to Social Security & Other Critical Federal Programs

    MILLVALE, PA — Today, Congressman Chris Deluzio (PA-17) visited the Lloyd McBride Independent Senior Living Community in Millvale for a town hall meeting with residents. He answered questions about the Trump Administration’s and Congressional Republicans’ attacks on federal programs that residents rely on, like Social Security, Medicare, and Medicaid—and shared how he’s fighting back to stand up for Western Pennsylvanians.

    “The good folks at Lloyd McBride Independent Senior Living Community have earned the right to retire with dignity, and they rightfully expect our government to deliver their hard-earned benefits. It’s outrageous that the Trump Administration and Congressional Republicans are attacking so many of those commitments that seniors rely on,” said Congressman Deluzio. “It’s tough for some seniors to travel to events, so I was glad to come to them in Millvale to hear their concerns, answer their questions, and share a simple message: no matter what they throw at us down in Washington, I’ll keep fighting for all of us in Western PA.” 

    Photos from the event are available for use by the press here

    Below are just a few examples of the federal actions that are causing concern for seniors in Western Pennsylvania and across the country—as well as how Congressman Deluzio is fighting back: 

    • The Social Security Administration has plans to fire thousands of workers, is planning to close field offices around the country, is ending payments by paper check, is pushing seniors to use its unreliable website for customer service instead of in-person assistance, allowed DOGE to access sensitive personal data, has said it will stop responding to Congressional inquiries, and has switched its official messaging to Elon Musk-owned social media platform “X” (formerly known as Twitter) following cuts to communications staff.

      In response, Congressman Deluzio has

    • Congressional Republican’ budget outline targets Medicaid for $880 billion in cuts. Medicaid is a key source of funding for senior living homes. More than 130,000 people that Congressman Deluzio represents in Western PA rely on Medicaid for healthcare. 
    • If Congressional Republicans are successful in rolling back healthcare elements of the Inflation Reduction Act, Americans would lose a key Medicare provision that caps out-of-pocket prescription drug costs for Medicare enrollees at $2,000 per year. This is expected to save PA Medicare enrollees an average of $2,515 this year. 
      • Congressman Deluzio has called attention to this under-discussed threat and will continue doing so.  

    Congressman Deluzio looks forward to discussing many of these issues further at his upcoming Telephone Town Hall focused on protecting Social Security and Healthcare next Tuesday, April 29th at 6:00pm and at his in-person May Town Hall (details forthcoming). 

    ###

    MIL OSI USA News

  • MIL-Evening Report: ‘Complaining is career suicide’: the hidden mental health crisis turning our screen industry upside down

    Source: The Conversation (Au and NZ) – By Peter Hegedus, Associate Professor, Griffith Film School, Griffith University

    Shutterstock

    The Australian screen industry is often associated with fun, creativity and perhaps even glamour. But our new Pressure Point Report reveals a more troubling reality: a pervasive mental health crisis, which could see the screen industry lose a significant number of workers in the near future.

    The two-year study led by Griffith University found burnout levels mirroring those found among healthcare workers.

    Of the 864 survey responses we analysed, 72% said the screen industry is not a mentally healthy place to work, 36% frequently considered quitting in the past six months, and 25% said they would likely quit within the next six months.

    The human toll of creativity

    Working in film and television industry has been glamourised, with many aspiring creatives willing to endure difficult conditions to be part of making screen magic.

    In a fast-paced environment, where budgets and timelines are squeezed, half of the survey respondents reported facing constant unreasonable deadlines, and 57% described themselves as completely drained by the end of the day.

    Even more alarming, 59% struggled with work-life balance, having “little to no life outside of work”, and 62% felt pressured to not claim basic entitlements such as sick leave or holiday pay.

    As one participant told us:

    I’ve missed birthdays, weddings, and my kid’s school events because of impossible deadlines that could have been managed better with proper planning.

    Historically, the industry has relied on workers’ passion to offset poor conditions. However, we’re now seeing a breaking point where even the most dedicated professionals are questioning if it’s worth the personal cost.

    A culture of silence

    The concerning statistics from our study uncover an underlying culture of misconduct by both practitioners and supervisors. Almost half of respondents experienced bullying in the past year, while 35% encountered sexual harassment or discrimination.

    More troubling still, 36% of victims never formally reported incidents. They feared career damage, or that nothing would be done.

    One respondent confided:

    after witnessing how others were treated when they spoke up, I decided to stay quiet about my own experiences. It feels like complaining is career suicide in this industry.

    This response echoes many of the other voices we heard from. Such experiences can lead to a toxic cycle in which unchecked workplace behaviours further damage people’s mental health across the industry.

    Inequality compounds the problem

    Our research demonstrates the mental health burden falls disproportionately on already marginalised groups.

    Women face higher rates of unmanageable workload (54% compared to 38% for men) and poorer work/life balance. They also reported sexual harassment at more than triple the rate of men.

    LGBTQIA+ practitioners are significantly worse off, too. They experience elevated rates of depression and sleep issues.

    Aboriginal and Torres Strait Islander, culturally and linguistically diverse practitioners, and those living with a disability also face significantly higher rates of negative experiences.

    The highest rates of adverse interactions were experienced by neurodivergent professionals and those with pre-existing mental health conditions. Many of them told us that others routinely disregard their professional opinions.

    Beyond ‘wellness workshops’

    “This industry needs more than a quick fix — it needs real, lasting change,” one veteran crew member emphasised. “That means calling out toxic behaviour, backing workers with proper support, and creating fair conditions where people are treated with respect.”

    Our study highlights that surface-level solutions, such as isolated mental health workshops, can’t address the industry’s systemic problems.

    Three-quarters of industry workers reported needing mental health support specifically because of their work. We have also found deep flaws in how productions are structured – and a need for the entire industry to see film sets as workplaces just like any other.

    Genuine structural change is needed to stop the talent drain currently facing the screen industry.

    A wake-up call

    We recently presented our findings at Mental Health Matters: A Screen Leaders’ Summit, to a number of screen industry leaders, from producers to screen funding agency representatives.

    The summit discussed potential reform models from other high-stress industries, including the construction industry’s MATES program and the UK Film and TV Charity’s Whole Picture Toolkit.

    Doing more for Australia’s screen industry matters, not just because it produces entertainment for us — but because it captures our national identity and gives us a global voice.

    An exodus of talent would threaten both the quantity and quality of local content. Australia has worked hard to position itself as a global production hub, attracting major international projects and Hollywood blockbusters that create jobs and build expertise.

    If nearly a quarter of the workforce exits, the industry would severely diminish its capacity to capitalise on these opportunities.

    Peter Hegedus receives funding from Screen Queensland for developing and producing documentaries.

    Bobbi-Lea Dionysius receives funding from Screen Queensland for developing and producing documentaries and VR projects. She is affiliated with Women in Film & TV (WIFT).

    ref. ‘Complaining is career suicide’: the hidden mental health crisis turning our screen industry upside down – https://theconversation.com/complaining-is-career-suicide-the-hidden-mental-health-crisis-turning-our-screen-industry-upside-down-254593

    MIL OSI AnalysisEveningReport.nz

  • MIL-Evening Report: Forming new habits can take longer than you think. Here are 8 tips to help you stick with them

    Source: The Conversation (Au and NZ) – By Ben Singh, Research Fellow, Allied Health & Human Performance, University of South Australia

    SarahMcEwan/Shutterstock

    If you’ve ever tried to build a new habit – whether that’s exercising more, eating healthier, or going to bed earlier – you may have heard the popular claim that it only takes 21 days to form a habit.

    It’s a neat idea. Short, encouraging and full of promise. But there’s just one problem: it’s not true.

    The 21-day myth can be traced back to Maxwell Maltz, a plastic surgeon in the 1960s, who observed it took about three weeks for his patients to adjust to physical changes. This idea was later picked up and repeated in self-help books, eventually becoming accepted wisdom.

    But as psychologists and behavioural scientists have since discovered, habit formation is much more complex.

    How long does it really take?

    A 2010 study followed volunteers trying to build simple routines – such as drinking water after breakfast or eating a daily piece of fruit – and found it took a median of 66 days for the behaviour to become automatic.

    We recently reviewed several studies looking at how long it took people to form health-related habits. We found, on average, it took around two to five months.

    Specifically, the studies that measured time to reach automaticity (when a behaviour becomes second nature) found that habit formation took between 59 and 154 days. Some people developed a habit in as few as four days. Others took nearly a year.

    This wide range highlights that habit formation isn’t one-size-fits-all. It depends on what the behaviour is, how often it’s repeated, how complex it is, and who’s doing it.




    Read more:
    Here’s what happens in your brain when you’re trying to make or break a habit


    What determines whether a habit will stick?

    Habit strength plays a key role in consistency. A 2021 systematic review focused on physical activity and found the stronger the habit (meaning the more automatic and less effortful the behaviour felt) the more likely people were to exercise regularly.

    It’s not entirely surprising that easy, low-effort behaviours such as drinking water or taking a daily vitamin tend to form faster than complex ones like training for a marathon.

    But whatever the habit, research shows sticking to it is not just about boosting motivation or willpower. Interventions that actively support habit formation – through repetition, cues and structure – are much more effective for creating lasting change.

    For example, programs that encourage people to schedule regular exercise at the same time each day, or apps that send reminders to drink water after every meal, help build habits by making the behaviour easier to repeat and harder to forget.

    Small, everyday actions can grow into powerful routines.
    areporter/Shutterstock

    Our research, which drew on data from more than 2,600 people, showed habit-building interventions can make a real difference across a range of behaviours – from flossing and healthy eating to regular exercise.

    But what stood out most was that even small, everyday actions can grow into powerful routines, when repeated consistently. It’s not about overhauling your life overnight, but about steadily reinforcing behaviours until they become second nature.

    8 tips for building lasting habits

    If you’re looking to build a new habit, here are some science-backed tips to help them stick:

    1. Give it time. Aim for consistency over 60 days. It’s not about perfection – missing a day won’t reset the clock.

    2. Make it easy. Start small. Choose a behaviour you can realistically repeat daily.

    3. Attach your new habit to an existing routine. That is, make the new habit easier to remember by linking it to something you already do – such as flossing right before you brush your teeth.

    4. Track your progress. Use a calendar or app to tick off each successful day.

    5. Build in rewards, for example making a special coffee after a morning walk or watching an episode of your favourite show after a week of consistent workouts. Positive emotions help habits stick, so celebrate small wins.

    6. Morning is best. Habits practised in the morning tend to form more reliably than those attempted at night. This may be because people typically have more motivation and fewer distractions earlier in the day, making it easier to stick to new routines before daily demands build up.

    7. Personal choice boosts success. People are more likely to stick with habits they choose themselves.

    8. Repetition in a stable context is key. Performing the same behaviour in the same situation (such as walking right after lunch each day) increases the chances it will become automatic.

    Habits practised in the morning tend to form more reliably than those attempted at night.
    Ground Picture/Shutterstock

    Why the 21-day myth matters

    Believing habits form in 21 days sets many people up to fail. When change doesn’t “click” within three weeks, it’s easy to feel like you’re doing something wrong. This can lead to frustration, guilt and giving up entirely.

    By contrast, understanding the real timeline can help you stay motivated when things feel slow.

    Evidence shows habit formation usually takes at least two months, and sometimes longer. But it also shows change is possible.

    Our research and other evidence confirm that repeated, intentional actions in stable contexts really do become automatic. Over time, new behaviours can feel effortless and deeply ingrained.

    So whether you’re trying to move more, eat better, or improve your sleep, the key isn’t speed – it’s consistency. Stick with it. With time, the habit will stick with you.

    Ashleigh E. Smith receives funding from the National Health and Medical Research Council, the Medical Research Future Fund and a Dementia Australia Research Foundation Henry Brodaty Mid-Career Fellowship.

    Ben Singh 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. Forming new habits can take longer than you think. Here are 8 tips to help you stick with them – https://theconversation.com/forming-new-habits-can-take-longer-than-you-think-here-are-8-tips-to-help-you-stick-with-them-255118

    MIL OSI AnalysisEveningReport.nz