NewzIntel.com

Category: Health

  • MIL-OSI Africa: Services continue following second fire incident at Tembisa Hospital

    Source: South Africa News Agency

    The Deputy Minister of Health, Dr Joe Phaahla, has reassured the public that services will continue despite a second fire incident at the main outpatient department at the Tembisa Provincial Tertiary Hospital in Gauteng.

    According to the National Department of Health, firefighters from Ekurhuleni’s Fire Department responded quickly to Wednesday morning’s incident. 

    They extinguished the fire, and by 8am yesterday, smoke had been cleared from the main outpatient department area using positive pressure ventilation.

    “It is important to indicate that the main outpatient department was already cordoned off and the power supply was isolated after the first fire incident reported on Saturday afternoon, therefore, it was not operating, and there were no patients in the area at the time of the incident,” the department explained. 

    However, the smoke spread to the Eye Clinic and the nearby pharmacy, impacting areas that had initially been cleared from Saturday’s fire. 

    This included the surgical outpatient department, medical outpatient department, family medicine, and the administration block, which were intended to serve as alternative accident and emergency service areas.

    According to the department, these areas are currently undergoing a re-clearing process that includes air quality assessments and the issuance of new electrical certificates of compliance to ensure they are available for full use.

    Currently, the cause of the fire incidents in both the outpatient department and the accident and emergency unit is still under investigation by various law enforcement teams and regulatory bodies.

    “The department appeals for calmness and patience during this time. As things stand, all patients receiving care at the hospital are safe. There is a business continuity plan to enable the department to continue rendering health services.

    “Arrangements have been made to ensure that all patients can continue to access the much-needed healthcare services with minimal interruptions,” Phaahla said on Wednesday, reassuring the community. 

    The department has announced that the hospital is currently diverting ambulances for emergencies. 

    While walk-in patients can still receive care, they are encouraged to visit their local clinics first for healthcare needs and only come to the hospital if they have been referred.

    “In addition, the critical services are continuing in designated areas or departments within the hospital.”

    A help desk has been established to provide information and assist patients and members of the public on-site. 

    Family members of patients admitted to the hospital can visit them during regular visiting hours from 2 pm and 4 pm, using Gate 4.
    The Deputy Minister has urged various organisations interested in conducting oversight visits at the hospital to allow investigators and relevant governance structures to carry out their work according to their mandates.

    Regular updates will be provided through public platforms and existing governance structures. – SAnews.gov.za
     

    MIL OSI Africa –

  • MIL-OSI Africa: Launch of Desmond Tutu School of Medicine at NWU lauded

    Source: South Africa News Agency

    The unveiling of the Desmond Tutu School of Medicine at the North West University (NWU) has been welcomed by the Provincial Legislature Portfolio Committee on Health and Social Development, Chaired by Karabo Tebogo Magagane.

    According to the committee, the event marks the culmination of over 20 years of visioning and planning.

    The university announced this week that the new medical school will be named the NWU Desmond Tutu School of Medicine. 

    This decision was made in consultation with and approved by the Archbishop Desmond Tutu IP Trust.

    The NWU Desmond Tutu School of Medicine will be the 11th medical school in South Africa. 

    This initiative is a collaborative effort involving the NWU, the North West Department of Health, and private sector stakeholders. 

    The school aims to address the significant shortage of healthcare practitioners in the province while also providing a foundation for the development of the country’s medical expertise.

    Magagane stated that this significant development not only honours the legacy of Nobel Laureate Archbishop Desmond Tutu, who was born in Klerksdorp in 1931, but also positions the province at the forefront of academic medicine, health innovation, and inclusive service delivery.

    “Naming the school after Archbishop Tutu is a fitting tribute to his enduring contributions to humanity and reflects the university’s commitment to social justice, human dignity, and nation-building,” the Chairperson said. 

    According to the committee, the NWU Desmond Tutu School of Medicine will be anchored in the core pillars of NWU – teaching, learning, research, and community engagement.

    The committee believes the school will harness the strength of a growing network of hospitals and clinics across the province, with Klerksdorp/Tshepong Tertiary Hospital serving as a key clinical training site. 

    “The Klerksdorp/Tshepong Hospital, which previously partnered with Wits University, has already set national benchmarks in healthcare innovation, including becoming the first institution in South Africa to cure Extreme Drug-Resistant Tuberculosis (XDR-TB) and successfully performing the first-ever pump cardiac bypass surgeries in its new catheterisation laboratory last year.” 

    The establishment of the medical school not only aligns with the transformative goals of the National Health Insurance (NHI) Act, recently signed into law, but also strengthens the province’s health systems in preparation for universal health coverage. 

    “By equipping future health professionals through high-quality education and immersive clinical training, the School of Medicine will be instrumental in advancing accessible, equitable, and quality health care for all residents of the province,” Magagane added. 

    The development is a catalyst for economic diversification in the City of Matlosana, which has been negatively affected by the decline of the mining sector. 

    “The growth of the health and academic research sectors offers promising new pathways for local economic revitalisation, employment, and innovation.” 

    The committee said it remains committed to supporting initiatives that strengthen public health infrastructure, education, and service delivery, as part of its ongoing oversight work to uphold the values enshrined in the Constitution and the spirit of the NHI Act. 

    The first intake of students for the NWU Desmond Tutu School of Medicine is scheduled for 2028. – SAnews.gov.za
     

    MIL OSI Africa –

  • MIL-OSI United Kingdom: Patients with asthma reminded of the increased risk of severe asthma attacks from overusing blue inhalers

    Source: United Kingdom – Government Statements

    Press release

    Patients with asthma reminded of the increased risk of severe asthma attacks from overusing blue inhalers

    The Medicines and Healthcare products Regulatory Agency (MHRA) is reminding patients with asthma of the importance of using their preventer (anti-inflammatory) inhaler regularly as prescribed, and to avoid relying on their blue inhaler alone. This is because without regular use of a preventer inhaler, symptoms could worsen and increase the risk of severe asthma attacks.

    This reminder follows updates to product information and the National Institute for Health and Care Excellence (NICE) guidance for short-acting beta 2 agonists (SABAs), including salbutamol and terbutaline, which are used to relieve sudden asthma symptoms such as chest tightness, wheezing, coughing and breathlessness.

    Patients are advised to continue using their daily preventer inhaler as prescribed, and to speak to a healthcare professional if they find themselves needing their blue inhaler more than twice a week.

    If asthma symptoms, such as chest tightness, wheezing, coughing or difficulty breathing, worsen or are not relieved by the blue inhaler, patients are advised to seek urgent medical help. Any suspected side effects should be reported to the MHRA via the Yellow Card scheme.

    Dr Alison Cave, Chief Safety Officer at the MHRA, said:

    “Patient safety is our top priority and we continue to monitor all medicines to ensure their benefits outweigh any risks.

    “Patients should use their preventer inhaler as prescribed by their doctor, even if their asthma feels under control. Blue inhalers are important for treating symptoms during an asthma attack, but should not be used as the only treatment to manage asthma.

    “We advise patients to speak to a healthcare professional if they find themselves needing their blue inhaler more than twice a week. Preventer inhalers should be taken as prescribed, even when symptoms appear under control.  

    “If asthma symptoms worsen or are not relieved by their blue inhaler, such as chest tightness, wheezing, coughing or difficulty breathing, patients should seek urgent medical help. Any suspected side effects should be reported through our Yellow Card scheme.”

    Advice for asthma patients:

    • Use your preventer inhaler as prescribed, even if your asthma feels under control and the blue inhaler is rarely or never needed. Without regular use of a preventer inhaler, symptoms could worsen and increase the risk of severe asthma attacks.
    • If you have been prescribed a blue inhaler to use during asthma attacks, you should also be prescribed a separate preventer inhaler for daily use.
    • Follow your asthma action plan, or speak to your healthcare professional, if you need your blue inhaler more than twice a week – this may indicate your asthma is not well controlled.
    • If your blue inhaler does not have a dose counter, manually track the doses used and ensure you always have access to a spare blue inhaler before your current inhaler runs out or expires.
    • Seek urgent medical help if your symptoms are not relieved by your blue inhaler, such as chest tightness, wheezing, coughing or difficulty breathing.
    • Your healthcare professional can provide advice on recommended alternative or additional treatments (to the blue inhaler) for people over 12 years of age with poorly controlled asthma.

    Notes to editors:

    • The MHRA has issued a Drug Safety Update for healthcare professionals to remind of the risk from overusing blue inhalers which includes a full summary of the evidence and asthma prescribing guideline changes.
    • NICE published updated national asthma guidance (NG245) in November 2024, which no longer recommends prescribing short-acting beta 2 agonists (SABA) alone for any age group. NICE now recommends that the majority of patients should be treated using combination inhalers containing both preventer (anti-inflammatory) and reliever medicines  as Anti-inflammatory Reliever (AIR) or Maintenance and Reliever Therapy (MART).
    • The MHRA updated UK product information for SABAs in 2024 to strengthen warnings on the risk of asthma deterioration due to SABA overuse. These changes are reflected in the updated Summaries of Product Characteristics (SmPC) for salbutamol and terbutaline.
    • A December 2024 report from the UK National Child Mortality Database (NCMD) found that: 87% (47 out of 54) of children who died from asthma had 3 or more SABA inhalers dispensed in the previous year. There is a known association across all asthma severities between having 3 or more SABA prescriptions in 1 year and experiencing severe asthma exacerbations.
    • 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.
    • The MHRA is an executive agency of the Department of Health and Social Care.
    • The Yellow Card scheme is the MHRA’s system of monitoring the safety of medicines in the UK and it acts as an early warning system to identify new, and strengthen existing, safety information about medicines. Yellow Cards are used alongside other scientific safety information to help the MHRA  take action, if necessary, to make changes to the warnings given to people taking a medicine or review the way the medicine is used to maximise benefit and minimise the risk to the patient.
    • For media enquiries, please contact the newscentre@mhra.gov.uk, or call on 020 3080 7651.

    Updates to this page

    Published 24 April 2025

    MIL OSI United Kingdom –

  • MIL-OSI Asia-Pac: DH supports World Immunisation Week by urging public to get vaccinated on time against serious threats posed by vaccine preventable diseases

    Source: Hong Kong Government special administrative region

    In support of World Immunisation Week organised by the World Health Organization (WHO) in the last week of April every year, the Centre for Health Protection (CHP) of the Department of Health (DH) today (April 24) reminded the public that timely vaccinations can safeguard individual and community health from serious threats posed by vaccine-preventable diseases.
     
    “Immunisation is a safe and effective public health measure. Over the past 50 years, vaccines are effective against diseases that have saved more than 150 million lives worldwide. Hong Kong has long been providing vaccinations for children since the 1950s. Building on the WHO’s Expanded Programme on Immunisation and scientific evidence, the Hong Kong Childhood Immunisation Programme has been making continuous progress in terms of vaccine variety, vaccination schedules and service network coverage. With the support of parents, schools and the healthcare sector, Hong Kong maintains a very high vaccination coverage rate, which not only keeps most of the vaccine-preventable diseases under control, but also contributed to the eradication of smallpox and poliomyelitis in Hong Kong in 1980 and 2000 respectively, followed by successful elimination of measles and rubella (German measles) in Hong Kong in 2016 and 2021 respectively. In addition, the DH has been actively adopting a public-private partnership approach in providing vaccination services through private doctors to help parents and children receive the vaccines to increase the overall vaccination coverage. Taking the seasonal influenza vaccine as an example, the uptake rate of the vaccine for most age groups in the current season has increased as compared with the previous one,” the Controller of the CHP of the DH, Dr Edwin Tsui said.
     
    The Scientific Committee on Vaccine Preventable Diseases (SCVPD) under the CHP makes recommendations on vaccines for different groups (e.g. children, pregnant women, the elderly etc) based on local epidemiology and the latest scientific evidence from a public health perspective. With reference to the recommendations of the SCVPD, the Government provides different types of vaccines and boosters for children from birth to Primary Six to protect them from 12 communicable diseases, as well as other vaccination services such as seasonal influenza vaccine, pneumococcal vaccine, and the COVID-19 vaccines for people in high-risk groups to boost their immunity and reduce the risk of infection or severe complications.
     
    “Due to a drop in vaccination coverage during the COVID-19 pandemic, there has been a recent resurgence of outbreaks of vaccine-preventable diseases outside Hong Kong. For example, measles cases in Europe, the United States and neighboring countries, such as Japan, Vietnam and Cambodia, are on the rise, where children who have not yet completed their vaccinations or have unknown vaccination status were mainly affected. For pertussis, the number of cases reported in Japan, the United States and New Zealand this year are also higher than that of the same period in previous years, with most of the affected cases being infants and adolescents, underscoring the importance of timely vaccinations for maintaining a high vaccination rate and herd immunity,” Dr Tsui said.
     
    He reminded the public to make sure that they have completed their required immunisation if they plan to visit places with outbreaks or high incidences of vaccine-preventable diseases. Anyone who has not completed immunisation or with an unknown vaccination history should consult his/her family doctor at least two weeks before travelling.
     
    The incubation period of measles is seven to 21 days. Symptoms include fever, skin rash, cough, runny nose and red eyes. While for pertussis, the infected person may initially be sneezing and have a runny nose, a low-grade fever and a mild cough. The cough gradually becomes more severe and may even lead to seizures and coma in severe cases. If such symptoms appear after returning from places where measles and pertussis are endemic, people should wear surgical masks, stay home from work or school, avoid crowded places and seek medical advice as soon as possible.
     
    For more information on the World Immunisation Week 2025, please visit the CHP website.

    MIL OSI Asia Pacific News –

  • MIL-OSI Asia-Pac: Union Health Minister Shri J P Nadda launches National Zero Measles-Rubella Elimination Campaign on the occasion of World Immunization Week

    Source: Government of India

    Union Health Minister Shri J P Nadda launches National Zero Measles-Rubella Elimination Campaign on the occasion of World Immunization Week

    Measles-Rubella elimination campaign 2025-26 marks an opportunity to achieve 100% immunization coverage to provide high quality life to children by administering them with two doses of Measles and Rubella vaccine: Shri J P Nadda

    “332 districts across the country have reported zero Measles cases and 487 districts have reported zero Rubella cases during January- March 2025 which underscores the progress achieved in the goal of M-R elimination”

    “With the ‘ACT NOW’ policy, we have to target the elimination of M-R in the same way as Polio and Maternal and Neonatal Tetanus elimination was achieved, so that no child is left behind”

    Currently India’s MR vaccination coverage stands at 93.7% for the first dose and 92.2% for the second dose, as per 2024-25 HMIS data

    Posted On: 24 APR 2025 2:26PM by PIB Delhi

    Union Minister of Health and Family Welfare, Shri Jagat Prakash Nadda today virtually launched the National Zero Measles-Rubella Elimination campaign 2025-26 on the first day of the World Immunization Week (24-30 April), marking a significant step towards India’s goal of eliminating Measles and Rubella by 2026.

    On the occasion, Union Health Minister released multi-language M-R IEC materials (posters, radio jingles, MR elimination and official U-WIN launch film) for creating awareness in the communities. These IEC materials were also shared with all States/UTs for adaptation and rollout during the MR Elimination Campaign 2025-26. 

    Addressing the occasion, Shri J P Nadda stated that, “today is momentous occasion as the launch of Measles-Rubella elimination campaign 2025-26 marks an opportunity to achieve 100% immunization coverage to provide high quality lifestyle to children by administering them with the two doses of Measles and Rubella vaccine.” Noting that this disease is of a highly contagious nature that hampers not only children’s life but also cause misery to their parents, Shri Nadda underlined the importance of ensuring that not even a single child is left behind.

    The Union Health Minister congratulated the Ministry for getting recognition with the prestigious Measles and Rubella Champion Award by the Measles and Rubella Partnership in 2024. He highlighted that “332 districts in the country have reported zero measles cases and 487 districts have reported zero rubella cases during January- March 2025 which underscores the progress achieved in the goal of M-R elimination.”

    Shri Nadda highlighted the need for keeping the IDSP activated and strengthening surveillance. “We have to target the elimination of M-R in the same way as Polio and Maternal and Neonatal Tetanus elimination was achieved”, he stated. He urged the states and UTs to be attentive, alert, and proactive and work with a ‘ACT NOW’ policy.

    Shri Nadda also urged the State Ministers and Chief Medical Officers to hold public and press meetings where people at large can be informed about the vaccination drive through active Jan Bhagidari. He also called upon States for an inclusive participation of all MLAs, MPs, local and Panchayat heads to spread awareness about the vaccination against Measles and Rubella. He also urged the frontline workers to reach out to remote and hard to reach areas, slums, migratory population, areas with frequent outbreaks. “We have to reach out to people in the last mile to ensure that we achieve 100% coverage”, he stated. He also emphasized on the need for coordinating with line ministries. He concluded his address by stating that “if we work and act from today, we will be able to achieve success tomorrow.”

    Background:

    Measles and Rubella are highly infectious viral diseases that can lead to serious illnesses, lifelong complications, and even death. Due to their high infection rate, India has set a goal to eliminate these diseases by 2026. Under the Universal Immunization Programme (UIP), two doses of the Measles-Rubella (MR) vaccine are provided free of cost to all eligible children, at 9-12 months and 16-24 months of age, respectively. Currently, India’s MR vaccination coverage stands at 93.7% for the first dose (2024-25 HMIS data) and 92.2% for the second dose.

    In 2024, India has recorded a remarkable decline of 73% in Measles cases and a 17% reduction in Rubella cases in comparison with 2023.

    India’s plan for eliminating measles and rubella includes a comprehensive framework:

    1. Immunization: Achieve and maintain high population immunity with > 95% vaccination coverage with 2 doses of measles and rubella containing vaccines in each district of the country.
    1. Surveillance: Sustain a sensitive and timely case-based surveillance system for measles & rubella.
    2. Outbreaks: Ensure adequate preparedness and timely response to measles and rubella outbreaks.
    3. Linkages: Strengthen support and linkages to achieve the above strategic objectives.
    4. Demand Generation for Vaccination: Focused mass awareness campaigns to mitigate the risks of non-vaccination and dispel myths related to MR vaccine for addressing vaccine hesitancy and increasing coverage.

    In recognition of country’s exceptional efforts in prevention of Measles and Rubella, India was awarded the prestigious Measles and Rubella Champion Award by the Measles and Rubella Partnership at the American Red Cross Headquarters in Washington D.C. on March 6, 2024. 

    Under the Universal Immunization Programme (UIP), India runs world’s largest vaccination programme for pregnant women and children – reaching out to 2.9 crore pregnant women and 2.6 crore newborns annually. This provides protection against 12 vaccine preventable diseases (VPDs) such as Polio, Measles, Rubella, Diphtheria, Tetanus, Rotavirus diarrhoea, Hepatitis B among others. U-WIN digital platform for vaccination, launched by the Hon’ble Prime Minister is being utilized extensively to record vaccination events, generate vaccination certificate and book appointment for vaccination across the country.

    India’s Universal Immunization Programme, has been instrumental in reducing mortality rates and controlling infectious diseases among children under five years of age. From 2014 to 2020, under-5 mortality rates dropped from 45 to 32 per 1,000 live births (Sample Registration System – 2020).  Since 2014, under UIP, over 6 new vaccines have been introduced including MR vaccine.

    Smt. Punya Salila Srivastava, Union Health Secretary; Dr Rajiv Bahl, Secretary, Dept. of Health Research and DG, ICMR; Smt. Aradhana Patnaik, Addl. Secretary and Mission Director (NHM), Union Health Ministry; Smt. Meera Srivastava, Joint Secretary, Union Health Ministry, Additional Commissioner (Immunization), Additional Chief Secretaries, Principal Secretaries (Health), Mission Directors (NHM) and State Immunization Officers from States/UTs had joined the virtual launch event.

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    MIL OSI Asia Pacific News –

  • MIL-OSI Asia-Pac: AIIMS Raipur successfully performs its first Swap Kidney Transplant; becomes the first among the newer AIIMS institutions and the first government hospital in the state of Chhattisgarh to carry out this complex and life-saving procedure

    Source: Government of India

    AIIMS Raipur successfully performs its first Swap Kidney Transplant; becomes the first among the newer AIIMS institutions and the first government hospital in the state of Chhattisgarh to carry out this complex and life-saving procedure

    It is estimated that Swap Kidney Transplants can increase the number of transplants by up to 15%

    AIIMS Raipur has also been first amongst the newer AIIMS to start Deceased Donor Organ Donation and Deceased Donor Kidney Transplantation; it is also the first in the state to start Deceased donor Paediatric Kidney Transplantation

    Till date, AIIMS Raipur has performed 54 kidney transplants with a graft survival rate of 95% and patient survival rate of 97%, reflecting its clinical excellence and commitment to high-quality patient care

    Posted On: 24 APR 2025 9:39AM by PIB Delhi

    Under the guidance of the Ministry of Health & Family Welfare, AIIMS Raipur successfully performed its first Swap Kidney Transplant, also known as a Kidney Paired Transplant (KPT). With this achievement, AIIMS Raipur becomes the first among the newer AIIMS institutions and the first government hospital in the state of Chhattisgarh to carry out this complex and life-saving procedure. This significant milestone underscores the institute’s commitment to advancing healthcare and providing innovative treatment solutions for patients suffering from end-stage kidney disease.

    It is estimated that Swap Kidney Transplant lead to a 15% increase in the number of transplants. Recognizing its potential, the National Organisation and Tissue Transplant Organisation (NOTTO) has recommended for the implementation of Swap donor transplantation to all the states and Union Territories as this option could increase the number of donors. NOTTO has also decided to have a ‘uniform one nation one swap transplant programme’ to facilitate these transplants more effectively across the country.

    In a Swap Transplant, a patient with renal failure who has a willing living donor—but is unable to receive the kidney due to an incompatible blood group or the presence of HLA antibodies—can still undergo a transplant by exchanging donors with another incompatible pair. Through this arrangement, both recipients receive compatible kidneys, resulting in successful transplants for both pairs.

    In the landmark case at AIIMS Raipur, two male ESRD patients, aged 39 and 41 from Bilaspur, had been on dialysis for three years. Both were advised to undergo kidney transplantation. Their respective wives came forward as living donors. However, due to blood group incompatibility – one pair having B+ and O+, and the other O+ and B+ – direct donation was not possible. To overcome this challenge, the transplant team at AIIMS Raipur coordinated a successful swap transplant. Each donor gave her kidney to the other recipient, ensuring blood group compatibility and enabling both patients to receive life-saving organs. The surgery was conducted on 15th March 2025, and all four individuals – both donors and recipients – are currently recovering well under close observation in the Transplant ICU. This milestone reflects AIIMS Raipur’s growing capabilities in advanced medical care and its commitment to providing innovative solutions for patients battling chronic kidney disease.

    The Swap Transplant team consisted of Dr Vinay Rathore (Transplant Physician); Dr Amit R Sharma, Dr Deepak Biswal and Dr Satyadeo Sharma (Transplant Surgeons); Dr Subrat Singha, Dr Mayank, Dr Jitendra and Dr Sarita Ramchandani (Anaethesiologists) and other Transplant Co-ordinator team members and OT and Transplant Nursing staff.

    AIIMS Raipur has played a pivotal role in the development of Organ Transplant in Chhattisgarh. The institute has successfully developed a renal transplant program, encompassing both living and deceased donor transplants. Six deceased donors have donated their organs in last two years.

    AIIMS Raipur has also been first amongst the newer AIIMS to start Deceased Donor Organ Donation and Deceased Donor Kidney Transplantation. It is also the first in the state to start Deceased donor Paediatric Kidney Transplantation. To date, the institute has performed 54 kidney transplants with a graft survival rate of 95% and patient survival rate of 97%, reflecting its clinical excellence and commitment to high-quality patient care.

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    MIL OSI Asia Pacific News –

  • MIL-OSI United Nations: 22 April 2025 Departmental update WHO’s rapid response to sustain HIV, hepatitis and STI services

    Source: World Health Organisation

    In response to unprecedented suspensions and reductions in official development assistance (ODA) for health and HIV programmes, WHO’s Department of Global HIV, Hepatitis and STIs Programmes (HHS) has stepped up with a strategic response plan to protect essential health services for HIV, viral hepatitis and sexually transmitted infections (STIs). This critical initiative aims to ensure that vital services continue uninterrupted despite the growing challenges.

    Recognizing the urgency, HHS swiftly mobilized a dedicated operational team to provide immediate technical support and coordinate efforts across 5 key pillars: strategic information and analytics; service delivery; country support; community engagement; and communication. This structured response enables WHO, in coordination with its country offices and ministries of health, not only to tackle immediate disruptions but also to streamline long-term solutions, enhance data-driven decision-making and ensure integrated, community-supported service continuity.

    “Now more than ever, we have an opportunity to support ministries of health by offering timely guidance, tools and global collaboration tailored to country needs,” said Dr Meg Doherty, Director of HHS. “Our focus remains clear: ensuring essential services reach those most in need, even in times of financial uncertainty.” 

    Strategic information and analytics 

    A rapid survey conducted by HHS in February 2025 assessed the continuity of essential HIV, hepatitis and STIs services across 55 countries that rely heavily on funding from the Government of the United States of America. Preliminary results from 36 countries, revealed evidence of service disruptions in key populations, pre-exposure and post-exposure services, testing and treatment services, and health information systems. These findings are used to estimate the impact on HIV-related mortality and new infections in both short and long term.

    Additionally, a rapid WHO country office stock take on impact of suspensions, conducted with 108 of its country and field offices between March and April 2025 shows that 71% of countries experienced interruptions in at least one health service area. Moderate to severe levels of disruptions are being reported in HIV services in 48 % (43 of 90) countries, STIs services in 43% (37 of 86) countries, and viral hepatitis services in 38% (33 of 87) countries. 

    Moderate to severe disruptions have also been reported on the availability of medicines and health products, impacting HIV in 36% (32 of 88 countries, STIs in 34% (30 of 87), and viral hepatitis in 29% (25 of 86).

    Furthermore, job losses among health-care workers and increased out-of-pocket costs for patients were among the key consequences observed. 

    Read more about the stock take outcomes here.

    Tailored support on sustaining service delivery

    To mitigate disruptions and adapt essential services package, WHO has issued multilingual internal guidance to support WHO country offices, ministries of health and civil society partners, aiming to reduce disruptions and sustain essential HIV, hepatitis and STIs treatment and care services for people at major risk. WHO country staff shared how the guidance helped them for developing mitigation plans to sustain provision of life-saving treatment and care interventions for people in need. A technical extended version of this guidance will be released soon.

    Community-led response and engagement

    An informal community reference group has been established to ensure the voices of affected populations guide WHO’s response. Key support priorities from these communities have been identified and integrated into WHO’s approach, fostering a more inclusive and effective response. The priorities include enhancing communication; supporting innovative approaches to secure new access points for HIV services; developing strategies for affordability; leveraging innovations like long-acting PrEP; and ensuring stronger global coordination.

    Communities of people living with HIV have been instrumental in monitoring the extent of service disruptions and continue to provide guidance and peer support to those affected. In response to their feedback and lived experiences, WHO developed and published a Questions and Answers on managing interruptions in antiretroviral treatment due to service disruptions, drug shortages, or stockouts. 

    Country support

    A real-time coordination hub, powered by the HIV Country Intelligence dashboard, tracks evolving needs and facilitates rapid response across WHO’s global structure. Regular capacity-building webinars are conducted to equip WHO country staff with the necessary skills to address ongoing and emerging challenges. 

    Communication and partnership

    WHO is actively engaging countries and communities to develop mitigation plans, mobilize resources and strengthen service delivery. Internal coordination across WHO programmes and regular meetings organized with partners ensure a unified approach to both short-term resilience and long-term sustainability. WHO staff focal points in-country maintain ongoing communication with ministries of health and local stakeholders to ensure alignment and collaborative action.

    As the situation evolves rapidly, WHO remains steadfast in its commitment to working with countries, communities and partners to achieve global health equity, ensuring that no one is left behind due to financial constraints. Amid funding uncertainties, WHO stands as a reliable partner, safeguarding the rights and well-being of those most affected by HIV, hepatitis and STIs.

    MIL OSI United Nations News –

  • MIL-OSI Economics: Create Better Sleeping Habits with the Samsung Galaxy Ring

    Source: Samsung

    With the recently launched Galaxy Ring, Samsung is redefining wearable technology by combining sleek design, advanced health sensors, and powerful insights into one simple, elegant device. The cutting-edge wearable is designed to transform the way we approach sleep management and overall wellness. Boasting advanced technology and powerful health features, the Galaxy Ring provides users with personalised insights that promote better sleep habits and a more mindful, healthier lifestyle.

    Revolutionise Your Sleep Routine
    The Galaxy Ring isn’t just another sleep tracker – it’s your personal sleep assistant. Equipped with Samsung Health, the Galaxy Ring offers tailored sleep suggestions based on your unique sleep patterns, habits, and conditions. By analysing both your sleep quality and daily routines, it recommends the most suitable bedtime to ensure you get the rest you deserve.
     
    Sleep Tracking and Insights
    The Galaxy Ring goes beyond basic sleep analysis, providing actionable insights for improving sleep hygiene. It suggests optimal bedtimes and tracks sleep quality to help users establish healthy routines. Plus, with snore detection capabilities, you’ll be able to assess your sleep environment and discover how to address potential disruptions.
     

     
    Sleep Score
    The Galaxy Ring offers personalised Sleep Scores, a comprehensive assessment of your sleep quality. By evaluating various factors, such as how long you stay in deep sleep versus lighter stages, the ring provides suggestions on how to improve your nightly rest, empowering you to make data-driven decisions for better sleep health.
     
    Exceptional Design and Advanced Health Features
    Crafted with precision, the Galaxy Ring features a sleek and slim curved body made from durable, lightweight titanium[1]. Available in three stylish colours, silver, gold, and black, it is designed to be worn comfortably on any finger. The smart ring also includes LED lights, which indicate its charging progress, so you always know how much battery life remains. The ring combines cutting-edge health technology to track more than just sleep. It’s your go-to device for monitoring your daily activities, including heart rate, skin temperature, and movement.
     
    Heart Rate Monitoring
    With its built-in heart rate monitor sensor[2], the Galaxy Ring filters out any body movement for more accurate readings, allowing users to make better-informed decisions about their health and well-being.
     
    Mindfulness Tracker
    Take your mental health to the next level with the mindfulness tracker. By monitoring your mood, the Galaxy Ring enables you to use Samsung Health’s curated breathing exercises and meditations. All these tools are conveniently accessible in a single tracker, giving you a holistic approach to managing your stress and improving your sleep quality.
     
    Energy Score
    The Galaxy Ring also calculates your Energy Score[3] using Galaxy AI. This score reflects your physical readiness for the day, based on sleep quality, heart rate, and activities from the previous day. It helps you understand how well-rested and prepared you are to tackle the day ahead.
     
    Long-Lasting Power
    The Galaxy Ring features an impressive battery life of up to seven days on a single charge[4], so you can focus on your health and sleep without worrying about frequent recharges. It’s all about less charging and more tracking—keeping you on top of your health and wellness without the interruptions.
     

     
    The Galaxy Ring is available in Samsung stores, online, the Samsung Shop App, as well as participating retailers and operators, at a recommended retail price of R7,999[5].
     
    [1] Titanium is only applied on Galaxy Ring device frame.
    [2] The heart rate software functions are not intended for use in the diagnosis of disease or other conditions, or in the cure, mitigation, treatment or prevention of disease.
    [3] Energy Score insights track data and require compatible Samsung Galaxy AI phone, Samsung Health app and Samsung account.
    [4] Based on the battery life of a size 13 product. Battery life will vary depending on ring size.
    [5] Recommended Retail Price Only. Prices may vary per retailer.

    MIL OSI Economics –

  • MIL-OSI Africa: Kenya’s luxury hospitality sector soars despite challenges

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

    NAIROBI, Kenya, April 24, 2025/APO Group/ —

    The sector is experiencing significant growth, driven by international visitors and a stable economy. Experts at the upcoming EAPI Summit in Nairobi will address challenges, while exploring opportunities for investment in this thriving market.

    Kenya’s luxury hospitality sector is experiencing significant growth, spurred by an increasing arrival of international visitors, a stable economy, and a rising middle class. Industry experts attribute this surge to the country’s unique blend of natural beauty, strategic location, and supportive government policies — all of which are attracting substantial investment in high-end tourism and hospitality.

    The dynamics of this thriving sector will be a key focus at the upcoming East Africa Property Investment (EAPI) Summit, a premier real estate event. The 12th annual summit, to be held in Nairobi on May 7-8, 2025, will gather over 450 global investors, developers, and real estate professionals. Participants will explore opportunities to capitalize on investment potential in Kenya, Tanzania (including Zanzibar), Uganda, Rwanda, and Ethiopia — countries showing promising signs of economic recovery and political stabilization.

    Speaking on the growth of the hospitality industry, Bani Haddad, Founder and Managing Director of Aleph Hospitality, highlights Kenya’s untapped potential.

    “Kenya presents a great opportunity for hospitality investment due to its unique combination of untapped potential, economic stability, strategic location, and government incentives. Add to that a 35% increase in international visitors and a growing middle class with disposable income. It’s clear that the demand for quality hospitality services will continue to rise, offering promising opportunities for local and international investors,” says Haddad.

    Haddad’s Aleph Hospitality is the largest independent hotel management company in the Middle East and Africa.

    Mark Dunford, CEO of Knight Frank Kenya, adds that improved air connectivity is critical to sustaining this growth and the influx of tourists into Kenya. “Jomo Kenyatta International Airport must remain a hub for Sub-Saharan Africa region with additional long-haul flights to support along with further investment in the other local airports,” says Dunford.

    Jomo Kenyatta International Airport is an international airport serving Nairobi, the capital and largest city of Kenya.

    Fiona Craw, Vice President of the Hotels & Hospitality Group at JLL Africa, notes that Kenya’s hospitality sector attracts significant investment, particularly in Nairobi and the Masai Mara area. This growth is driven by robust demand across sectors including corporate, leisure, MICE (Meetings, Incentives, Conferences, and Exhibitions), and government.

    Nairobi’s position as a key economic and transit hub in Africa, coupled with Masai Mara’s global reputation as a premier safari destination, further fuels this investment trend.

    Craw says the ongoing infrastructure development in Kenya, especially in Nairobi, is enhancing accessibility and supporting the country’s efforts to establish itself as a leading MICE tourism destination. “This strategic positioning is driving demand for high-quality accommodation and state-of-the-art meeting facilities,” says Craw.

    Despite promising opportunities, experts acknowledge several challenges hobbling the industry’s growth.

    “Kenya’s hospitality industry, while exhibiting resilience and growth, faces several challenges such as security concerns, regulatory hurdles, supply chain disruptions, and human resource challenges. The high cost of financing and inflation-driven operational costs further strain businesses,” says Aleph Hospitality’s Haddad.

    He adds: “For Kenya to solidify its position as a premier global investment destination, collaboration with government and private sectors is key to improving infrastructure and security. Streamlining land acquisition and development approvals will cut delays and costs, making business easier. Diversifying suppliers can ease supply chain issues while investing in talent retention will boost efficiency and service quality”.

    Visa complexities are another hurdle that could stunt the growth of Kenya’s luxury hospitality sector. However, visa complexities are not unique to Kenya as many countries in the rest of the African continent face similar challenges.

    Visa complexities in Africa are marked by limited visa-free travel, with only a small percentage of countries offering such options to fellow African nations. The process is often expensive and bureaucratic, requiring lengthy procedures and embassy visits. There is also a significant disparity in passport strength across the continent, with some countries enjoying extensive visa-free access while others face severe restrictions. Political instability and security concerns further complicate mobility for citizens from certain regions.

    Says Dunford of Knight Frank Kenya: “There are a number of issues facing the industry at present. The easiest of these issues to overcome would be the simplification of the visa/entry process to tangibly encourage visitors.”

    Another issue that potential investors should be mindful of is the oversupply of hotel rooms in Nairobi, which heightens competition among hotel operators.  JLL Africa’s Craw estimates that Nairobi recently experienced a significant supply increase, with over 2,000 new hotel rooms introduced in just 18 months. “As a result, market performance is expected to face downward pressure throughout 2025 as the sector works to absorb this new inventory,” she says.

    Daniel Trappler, Senior Director of Development for Sub-Sahara Africa at Radisson Hotel Group, partly agrees with Craw about the oversupply of hotel rooms, in some urban Nairobi areas. Trappler says, however, that there are certain nodes that represent pockets of value that are not yet adequately supplied, and with the correct brand could certainly capture market share in Nairobi and lure guests easily, especially with brands that RHG does not yet have operational in the city. Investors that have access to the right capital are therefore in a good position to leverage from this market opportunity. Trappler further adds that both the entry level luxury brand Radisson Collection, and the lifestyle upscale brand Radisson RED, would serve owners with strong returns if built at the right locations. The group is eager to expand in Nairobi in this regard.

    Despite the oversupply of hotel rooms and intense competition, there are pockets of growth and excellence. Marriott International, which has a presence in Kenya as it operates city hotels in Nairobi and safari lodges in the Masai Mara, says it is seeing strong growth in its business.

    Jugal Khushalani, Marriott International’s Senior Director for Development in the East Africa region, says: “There remains an increased appetite for high-end experiences in the market, positioning us to further expand our portfolio of luxury brands through urban hotels and safari lodges. Kenya is positioned for sustained growth across all segments, and we remain committed to growing our footprint in the country and supporting the growth of its tourism sector.”

    The experts agree that despite short-term challenges, the long-term outlook for Kenya’s hospitality sector remains positive. They have proposed innovative strategies to address these challenges while ensuring sustained growth in the luxury market. The solutions for sustained growth include:

    Alternative financing models: Public-private partnership and government-backed incentives can reduce financing costs for new developments.

    Sustainable tourism practices: High-end resorts are adopting eco-friendly initiatives such as solar energy usage and marine conservation programs to align with global trends favouring sustainable luxury tourism.

    Enhanced air connectivity: Continued investment in Jomo Kenyatta International Airport and regional airports will improve access for long-haul travellers.

    Bespoke experiences: Personalization remains key in luxury travel. Exclusive offerings like private safaris, tailored cultural tours, and secluded beachfront villas cater to affluent travellers seeking unique experiences.

    With strategic investments and collaborative efforts between government entities and private stakeholders, Kenya is well-positioned to solidify its reputation as a premier destination for luxury travel in Africa. The country’s diverse offerings — from world-class safaris to coastal retreats — continue to attract discerning travellers seeking unforgettable experiences.

    The 12th East Africa Property Investment Summit meeting will take place on 7 and 8 May 2025 at Pullman, Upper Hill, Nairobi, Kenya. For more information and to book to attend the EAPI Summit visit https://EAPISummit.com.

    MIL OSI Africa –

  • MIL-OSI Africa: Beating malaria: what can be done with shrinking funds and rising threats

    Source: The Conversation – Africa – By Taneshka Kruger, UP ISMC: Project Manager and Coordinator, University of Pretoria

    Healthcare in Africa faces a perfect storm: high rates of infectious diseases like malaria and HIV, a rise in non-communicable diseases, and dwindling foreign aid.

    In 2021, nearly half of the sub-Saharan African countries relied on external financing for more than a third of their health expenditure. But donor fatigue and competing global priorities, such as climate change and geopolitical instability, have placed malaria control programmes under immense pressure. These funding gaps now threaten hard-won progress and ultimately malaria eradication.

    The continent’s healthcare funding crisis isn’t new. But its consequences are becoming more severe. As financial contributions shrink, Africa’s ability to respond to deadly diseases like malaria is being tested like never before.

    Malaria remains one of the world’s most pressing public health threats. According to the World Health Organization there were an estimated 263 million malaria cases and 597,000 deaths globally in 2023 – an increase of 11 million cases from the previous year.

    The WHO African region bore the brunt, with 94% of cases and 95% of deaths. It is now estimated that a child under the age of five dies roughly every 90 seconds due to malaria.

    Yet, malaria control efforts since 2000 have averted over 2 billion cases and saved nearly 13 million lives globally. Breakthroughs in diagnostics, treatment and prevention have been critical to this progress. They include insecticide-treated nets, rapid diagnostic tests, artemisinin-based combination therapies (drug combinations to prevent resistance) and malaria vaccines.

    Since 2017, the progress has been flat. If the funding gap widens, the risk is not just stagnation; it’s backsliding. Several emerging threats such as climate change and funding shortfalls could undo the gains of the early 2000s to mid-2010s.

    New challenges

    Resistance to drugs and insecticides, and strains of the malaria parasite Plasmodium falciparum that standard diagnostics can’t detect, have emerged as challenges. There have also been changes in mosquito behaviour, with vectors increasingly biting outdoors, making bed nets less effective.

    Climate change is shifting malaria transmission patterns. And the invasive Asian mosquito species Anopheles stephensi is spreading across Africa, particularly in urban areas.

    Add to this the persistent issue of cross-border transmission, and growing funding shortfalls and aid cuts, and it’s clear that the fight against malaria is at a critical point.

    As the world observes World Malaria Day 2025 under the theme “Malaria ends with us: reinvest, reimagine, reignite”, the call to action is urgent. Africa must lead the charge against malaria through renewed investment, bold innovation, and revitalised political will.

    Reinvest: Prevention is the most cost-effective intervention

    We – researchers, policymakers, health workers and communities – need to think smarter about funding. The economic logic of prevention is simple. It’s far cheaper to prevent malaria than to treat it. The total cost of procuring and delivering long-lasting insecticidal nets typically ranges between US$4 and US$7 each and the nets protect families for years. In contrast, treating a single case of severe malaria may cost hundreds of dollars and involve hospitalisation.

    In high-burden countries, malaria can consume up to 40% of public health spending.

    In Tanzania, for instance, malaria contributes to 30% of the country’s total disease burden. The broader economic toll – lost productivity, work and school absenteeism, and healthcare costs – is staggering. Prevention through long-lasting insecticidal nets, chemoprevention and health education isn’t only humane; it’s fiscally responsible.

    Reimagine: New tools, local solutions

    We cannot fight tomorrow’s malaria with yesterday’s tools. Resistance, climate-driven shifts in transmission, and urbanisation are changing malaria’s patterns.

    This is why re-imagining our approach is urgent.

    African countries must scale up innovations like the RTS,S/AS01 vaccine and next-generation mosquito nets. But more importantly, they must build their own capacity to develop, test and produce these tools.

    This requires investing in research and development, regional regulatory harmonisation, and local manufacturing.

    There is also a need to build leadership capacity within malaria control programmes to manage this adaptive disease with agility and evidence-based decision-making.

    Reignite: Community and collaboration matters

    Reigniting the malaria fight means shifting power to those on the frontlines. Community health workers remain one of Africa’s greatest untapped resources. Already delivering malaria testing, treatment and health education in remote areas, they can also be trained to manage other health challenges.

    Integrating malaria prevention into broader community health services makes sense. It builds resilience, reduces duplication, and ensures continuity even when external funding fluctuates.

    Every malaria intervention delivered by a trusted, local health worker is a step towards community ownership of health.

    Strengthened collaboration between partners, governments, cross-border nations, and local communities is also needed.

    The cost of inaction is unaffordable

    Africa’s malaria challenge is part of a deeper health systems crisis. By 2030, the continent will require an additional US$371 billion annually to deliver basic primary healthcare – about US$58 per person.

    For malaria in 2023 alone, US$8.3 billion was required to meet global control and elimination targets, yet only US$4 billion was mobilised. This gap has grown consistently, increasing from US$2.6 billion in 2019 to US$4.3 billion in 2023.

    The shortfall has led to major gaps in the coverage of essential malaria interventions.

    The solution does not lie in simply spending more, but in spending smarter by focusing on prevention, building local innovation, and strengthening primary healthcare systems.

    The responsibility is collective. African governments must invest boldly and reform policies to prioritise prevention.

    Global partners must support without dominating. And communities must be empowered to take ownership of their health.

    – Beating malaria: what can be done with shrinking funds and rising threats
    – https://theconversation.com/beating-malaria-what-can-be-done-with-shrinking-funds-and-rising-threats-255126

    MIL OSI Africa –

  • MIL-OSI: WTW Reports First Quarter 2025 Earnings

    Source: GlobeNewswire (MIL-OSI)

    • Revenue1decreased 5% over prior year to $2.2 billion for the quarter due to the sale of TRANZACT
    • Organic Revenue growth of 5% for the quarter
    • Diluted Earnings per Share was $2.33 for the quarter, up 27% over prior year
    • Adjusted Diluted Earnings per Share was $3.13 for the quarter, comparable to prior year2
    • Operating Margin was 19.4% for the quarter, up 740 basis points over prior year
    • Adjusted Operating Margin was 21.6% for the quarter, up 100 basis points from prior year2

    LONDON, April 24, 2025 (GLOBE NEWSWIRE) — WTW (NASDAQ: WTW) (the “Company”), a leading global advisory, broking and solutions company, today announced financial results for the first quarter ended March 31, 2025.

    “We had a solid start to the year, delivering results in line with our expectations and making strong progress on our strategy to accelerate our performance, enhance our efficiency and optimize our portfolio,” said Carl Hess, WTW’s chief executive officer. “We are well-positioned to help our clients navigate economic uncertainty and highly focused on driving continued growth and margin expansion, and we are confident in our outlook. I’m proud of our team’s dedication and look forward to achieving our strategic and financial goals together.”

    Consolidated Results

    As reported, USD millions, except %

    Key Metrics Q1-25 Q1-242 Y/Y Change
    Revenue1 $2,223 $2,341 Reported (5)% | CC (4)% | Organic 5%
    Income from Operations $432 $280 54%
    Operating Margin % 19.4% 12.0% 740 bps
    Adjusted Operating Income $480 $483 (1)%
    Adjusted Operating Margin % 21.6% 20.6% 100 bps
    Net Income $239 $194 23%
    Adjusted Net Income $316 $325 (3)%
    Diluted EPS $2.33 $1.83 27%
    Adjusted Diluted EPS $3.13 $3.13 0%
    1 The revenue amounts included in this release are presented on a U.S. GAAP basis except where stated otherwise. The segment discussion is on an organic basis.
    2 Refer to “WTW Non-GAAP Measures” below and the Q1-25 Supplemental Slides for recast of historical Non-GAAP measures.
       

    Revenue was $2.22 billion for the first quarter of 2025, a decrease of 5% as compared to $2.34 billion for the same period in the prior year. Excluding the impact of foreign currency, revenue decreased 4%. On an organic basis, revenue increased 5%. See Supplemental Segment Information for additional detail on book-of-business settlements and interest income included in revenue.

    Net Income for the first quarter of 2025 was $239 million compared to Net Income of $194 million in the prior-year first quarter. Adjusted EBITDA for the first quarter was $532 million, or 23.9% of revenue, a decrease of 3%, compared to Adjusted EBITDA of $546 million, or 23.3% of revenue, in the prior-year first quarter. The U.S. GAAP tax rate for the first quarter was 21.5%, and the adjusted income tax rate for the first quarter used in calculating adjusted diluted earnings per share was 22.7%.

    Cash Flow and Capital Allocation

    Cash flows used in operating activities were $35 million for the quarter ended March 31, 2025, compared to cash flows from operating activities of $24 million for the prior year. Free cash flow for the quarters ended March 31, 2025 and 2024 was $(86) million and $(36) million, respectively, a decrease of $50 million, primarily driven by the absence of cash collections related to TRANZACT, which the Company sold on December 31, 2024, and increased compensation payments in the current-year quarter as compared to the prior-year quarter. During the quarter ended March 31, 2025, the Company repurchased 607,221 of its outstanding shares for $200 million.

    First Quarter 2025 Segment Highlights

    Health, Wealth & Career (“HWC”)

    As reported, USD millions, except %

    Health, Wealth & Career Q1-25 Q1-24 Y/Y Change
    Total Revenue $1,165 $1,336 Reported (13)% | CC (12)% | Organic 3%
    Operating Income $311 $336 (7)%
    Operating Margin % 26.7% 25.1% 160 bps
           

    The HWC segment had revenue of $1.17 billion in the first quarter of 2025, a decrease of 13% (12% decrease constant currency and organic growth of 3%) from $1.34 billion in the prior year. Health delivered organic revenue growth in all regions driven by solid client retention, new business and geographic expansion. Wealth generated organic revenue growth from higher levels of Retirement work in Europe and International, alongside growth in our Investments business due to the success of our LifeSight solution and capital market improvements. Career had modest revenue growth as increased advisory work was tempered by some postponements amid economic uncertainty. Benefits Delivery & Outsourcing revenue grew primarily from increased project and core administration work.

    Operating margins in the HWC segment increased 160 basis points from the prior-year first quarter to 26.7%, primarily due to the sale of TRANZACT and savings from the Transformation program. Please refer to the Supplemental Slides for TRANZACT’s standalone historical financial results.

    Risk & Broking (“R&B”)

    As reported, USD millions, except %

    Risk & Broking Q1-25 Q1-24 Y/Y Change
    Total Revenue $1,027 $978 Reported 5% | CC 7% | Organic 7%
    Operating Income $226 $203 11%
    Operating Margin % 22.0% 20.8% 120 bps
           

    The R&B segment had revenue of $1.03 billion in the first quarter of 2025, an increase of 5% (7% increase constant currency and organic) from $978 million in the prior year. Corporate Risk & Broking (CRB) had organic revenue growth driven by higher levels of new business activity and strong client retention globally. Insurance Consulting and Technology (ICT) had organic revenue growth for the quarter driven by the Consulting and Technology practices.

    Operating margins in the R&B segment increased 120 basis points from the prior-year first quarter to 22.0%, due primarily to operating leverage driven by strong organic revenue growth and savings from the Transformation program which were partially offset by headwinds from decreased interest income and foreign currency fluctuations.

    Select 2025 Financial Considerations

    Changes to Non-GAAP financial measures:

    • All reported non-GAAP metrics will exclude non-cash net periodic pension and postretirement benefits
    • Free cash flow and free cash flow margin will capture cash outflows for capitalized software costs
    • Refer to Supplemental Slides for recast of historical Non-GAAP measures

    Business mix:

    • TRANZACT business, which contributed $1.14 to adjusted diluted earnings per share in 2024, is no longer part of the business portfolio following the completion of the TRANZACT sale in the fourth quarter of 2024
    • Reinsurance joint venture with Bain Capital expected to be a headwind on adjusted diluted earnings per share of approximately $0.25 to $0.35

    Free cash flow:

    • Expect cash outflows in 2025 from the payment of accrued costs related to the Transformation program which concluded in 2024
    • Cash taxes related to receipt of earnout from reinsurance divestiture will be classified as Cash Flows from Operating Activities on Statement of Cash Flows

    Capital allocation:

    • Expect share repurchases of ~$1.5 billion, subject to market conditions and potential capital allocation to organic and inorganic investment opportunities

    Foreign exchange:

    • Expect a foreign currency impact on adjusted diluted earnings per share to be neutral in 2025 at today’s rates

    Adjusted operating margin outlook:

    • ~100 basis points of average annual margin expansion over next 3 years in R&B
    • Incremental annual margin expansion at HWC and enterprise levels

    The 2025 Financial Considerations above include Non-GAAP financial measures. We do not reconcile forward-looking Non-GAAP measures for reasons explained under “WTW Non-GAAP Measures” below.

    Conference Call

    The Company will host a live webcast and conference call to discuss the financial results for the first quarter 2025. It will be held on Thursday, April 24, 2025, beginning at 9:00 a.m. Eastern Time. A live broadcast of the conference call will be available on WTW’s website here. The conference call will include a question-and-answer session. To participate in the question-and-answer session, please register here. An online replay will be available at www.wtwco.com shortly after the call concludes.

    About WTW

    At WTW (NASDAQ: WTW), we provide data-driven, insight-led solutions in the areas of people, risk and capital. Leveraging the global view and local expertise of our colleagues serving 140 countries and markets, we help organizations sharpen their strategy, enhance organizational resilience, motivate their workforce and maximize performance. Working shoulder to shoulder with our clients, we uncover opportunities for sustainable success—and provide perspective that moves you. Learn more at www.wtwco.com.

    WTW Non-GAAP Measures

    In order to assist readers of our consolidated financial statements in understanding the core operating results that WTW’s management uses to evaluate the business and for financial planning, we present the following non-GAAP measures: (1) Constant Currency Change, (2) Organic Change, (3) Adjusted Operating Income/Margin, (4) Adjusted EBITDA/Margin, (5) Adjusted Net Income, (6) Adjusted Diluted Earnings Per Share, (7) Adjusted Income Before Taxes, (8) Adjusted Income Taxes/Tax Rate, (9) Free Cash Flow and (10) Free Cash Flow Margin.

    We believe that those measures are relevant and provide pertinent information widely used by analysts, investors and other interested parties in our industry to provide a baseline for evaluating and comparing our operating performance, and in the case of free cash flow, our liquidity results.

    Within the measures referred to as ‘adjusted’, we adjust for significant items which will not be settled in cash, or which we believe to be items that are not core to our current or future operations. Some of these items may not be applicable for the current quarter, however they may be part of our full-year results. Additionally, we have historically adjusted for certain items which are not described below, but for which we may adjust in a future period when applicable. Items applicable to the quarter or full year results, or the comparable periods, include the following:

    • Restructuring costs and transaction and transformation – Management believes it is appropriate to adjust for restructuring costs and transaction and transformation when they relate to a specific significant program with a defined set of activities and costs that are not expected to continue beyond a defined period of time, or significant acquisition-related transaction expenses. We believe the adjustment is necessary to present how the Company is performing, both now and in the future when the incurrence of these costs will have concluded.
    • Gains and losses on disposals of operations – Adjustment to remove the gains or losses resulting from disposed operations that have not been classified as discontinued operations.
    • Net periodic pension and postretirement benefits – Adjustment to remove the recognition of net periodic pension and postretirement benefits (including pension settlements), other than service costs. We have included this adjustment as applicable in our prior-period disclosures in order to conform to the current-period presentation.

    We evaluate our revenue on an as reported (U.S. GAAP), constant currency and organic basis. We believe presenting constant currency and organic information provides valuable supplemental information regarding our comparable results, consistent with how we evaluate our performance internally.

    We consider Constant Currency Change, Organic Change, Adjusted Operating Income/Margin, Adjusted EBITDA/Margin, Adjusted Net Income, Adjusted Diluted Earnings Per Share, Adjusted Income Before Taxes, Adjusted Income Taxes/Tax Rate and Free Cash Flow to be important financial measures, which are used to internally evaluate and assess our core operations and to benchmark our operating and liquidity results against our competitors. These non-GAAP measures are important in illustrating what our comparable operating and liquidity results would have been had we not incurred transaction-related and non-recurring items. Reconciliations of these measures are included in the accompanying tables with the following exception: The Company does not reconcile its forward-looking non-GAAP financial measures to the corresponding U.S. GAAP measures, due to variability and difficulty in making accurate forecasts and projections and/or certain information not being ascertainable or accessible; and because not all of the information, such as foreign currency impacts necessary for a quantitative reconciliation of these forward-looking non-GAAP financial measures to the most directly comparable U.S. GAAP financial measure, is available to the Company without unreasonable efforts. For the same reasons, the Company is unable to address the probable significance of the unavailable information. The Company provides non-GAAP financial measures that it believes will be achieved, however it cannot accurately predict all of the components of the adjusted calculations and the U.S. GAAP measures may be materially different than the non-GAAP measures.

    Our non-GAAP measures and their accompanying definitions are presented as follows:

    Constant Currency Change – Represents the year-over-year change in revenue excluding the impact of foreign currency fluctuations. To calculate this impact, the prior year local currency results are first translated using the current year monthly average exchange rates. The change is calculated by comparing the prior year revenue, translated at the current year monthly average exchange rates, to the current year as reported revenue, for the same period. We believe constant currency measures provide useful information to investors because they provide transparency to performance by excluding the effects that foreign currency exchange rate fluctuations have on period-over-period comparability given volatility in foreign currency exchange markets.

    Organic Change – Excludes the impact of fluctuations in foreign currency exchange rates, as described above and the period-over-period impact of acquisitions and divestitures on current-year revenue. We believe that excluding transaction-related items from our U.S. GAAP financial measures provides useful supplemental information to our investors, and it is important in illustrating what our core operating results would have been had we not included these transaction-related items, since the nature, size and number of these transaction-related items can vary from period to period.

    Adjusted Operating Income/Margin – Income from operations adjusted for amortization, restructuring costs, transaction and transformation and non-recurring items that, in management’s judgment, significantly affect the period-over-period assessment of operating results. Adjusted operating income margin is calculated by dividing adjusted operating income by revenue. We consider adjusted operating income/margin to be important financial measures, which are used internally to evaluate and assess our core operations and to benchmark our operating results against our competitors.

    Adjusted EBITDA/Margin – Net Income adjusted for provision for income taxes, interest expense, depreciation and amortization, restructuring costs, transaction and transformation, gains and losses on disposals of operations, net periodic pension and postretirement benefits, and non-recurring items that, in management’s judgment, significantly affect the period-over-period assessment of operating results. Adjusted EBITDA Margin is calculated by dividing adjusted EBITDA by revenue. We consider adjusted EBITDA/margin to be important financial measures, which are used internally to evaluate and assess our core operations, to benchmark our operating results against our competitors and to evaluate and measure our performance-based compensation plans.

    Adjusted Net Income – Net Income Attributable to WTW adjusted for amortization, restructuring costs, transaction and transformation, gains and losses on disposals of operations, net periodic pension and postretirement benefits, and non-recurring items that, in management’s judgment, significantly affect the period-over-period assessment of operating results and the related tax effect of those adjustments and the tax effects of internal reorganizations. This measure is used solely for the purpose of calculating adjusted diluted earnings per share.

    Adjusted Diluted Earnings Per Share – Adjusted Net Income divided by the weighted-average number of ordinary shares, diluted. Adjusted diluted earnings per share is used to internally evaluate and assess our core operations and to benchmark our operating results against our competitors.

    Adjusted Income Before Taxes – Income from operations before income taxes and interest in earnings of associates adjusted for amortization, restructuring costs, transaction and transformation, gains and losses on disposals of operations, net periodic pension and postretirement benefits, and non-recurring items that, in management’s judgment, significantly affect the period-over-period assessment of operating results. Adjusted income before taxes is used solely for the purpose of calculating the adjusted income tax rate.

    Adjusted Income Taxes/Tax Rate – Provision for income taxes adjusted for taxes on certain items of amortization, restructuring costs, transaction and transformation, gains and losses on disposals of operations, net periodic pension and postretirement benefits, the tax effects of significant adjustments and non-recurring items that, in management’s judgment, significantly affect the period-over-period assessment of operating results, divided by adjusted income before taxes. Adjusted income taxes is used solely for the purpose of calculating the adjusted income tax rate. Management believes that the adjusted income tax rate presents a rate that is more closely aligned to the rate that we would incur if not for the reduction of pre-tax income for the adjusted items and the tax effects of internal reorganizations, which are not core to our current and future operations.

    Free Cash Flow – Cash flows from operating activities less cash used to purchase fixed assets and software. Free Cash Flow is a liquidity measure and is not meant to represent residual cash flow available for discretionary expenditures. Management believes that free cash flow presents the core operating performance and cash-generating capabilities of our business operations. As a result of our change in presentation, free cash flow for the prior period has been adjusted to conform to the current period, which includes the deduction of our capitalized software costs.

    Free Cash Flow Margin – Free Cash Flow as a percentage of revenue, which represents how much of revenue would be realized on a cash basis. We consider this measure to be a meaningful metric for tracking cash conversion on a year-over-year basis due to the non-cash nature of our pension income, which is included in our GAAP and Non-GAAP earnings metrics presented herein.

    These non-GAAP measures are not defined in the same manner by all companies and may not be comparable to other similarly titled measures of other companies. Non-GAAP measures should be considered in addition to, and not as a substitute for, the information contained within our condensed consolidated financial statements.

    WTW Forward-Looking Statements

    This document contains ‘forward-looking statements’ within the meaning of Section 27A of the Securities Act of 1933, and Section 21E of the Securities Exchange Act of 1934, which are intended to be covered by the safe harbors created by those laws. These forward-looking statements include information about possible or assumed future results of our operations. All statements, other than statements of historical facts, that address activities, events or developments that we expect or anticipate may occur in the future, including such things as: our outlook; the potential impact of natural or man-made disasters like health pandemics and other world health crises; future capital expenditures; ongoing working capital efforts; future share repurchases; financial results (including our revenue, costs or margins) and the impact of changes to tax laws on our financial results; existing and evolving business strategies including those related to acquisition and disposition; demand for our services and competitive strengths; strategic goals; the benefits of new initiatives; growth of our business and operations; the sustained health of our product, service, transaction, client, and talent assessment and management pipelines; our ability to successfully manage ongoing leadership, organizational and technology changes, including investments in improving systems and processes; our ability to implement and realize anticipated benefits of any cost-savings initiatives generated from our now-completed multi-year operational transformation program or other expense savings initiatives; our recognition of future impairment charges; and plans and references to future successes, including our future financial and operating results, short-term and long-term financial goals, plans, objectives, expectations and intentions, including with respect to free cash flow generation, adjusted net revenue, adjusted operating margin and adjusted earnings per share, are forward-looking statements. Also, when we use words such as ‘may’, ‘will’, ‘would’, ‘anticipate’, ‘believe’, ‘estimate’, ‘expect’, ‘intend’, ‘plan’, ‘continues’, ‘seek’, ‘target’, ‘goal’, ‘focus’, ‘probably’, or similar expressions, we are making forward-looking statements. Such statements are based upon the current beliefs and expectations of the Company’s management and are subject to significant risks and uncertainties. Actual results may differ from those set forth in the forward-looking statements. All forward-looking disclosure is speculative by its nature.

    There are important risks, uncertainties, events and factors that could cause our actual results or performance to differ materially from those in the forward-looking statements contained in this document, including the following: our ability to successfully establish, execute and achieve our global business strategy as it evolves; our ability to fully realize the anticipated benefits of our growth strategy, including inorganic growth through acquisitions; our ability to achieve our short-term and long-term financial goals, such as with respect to our cash flow generation, and the timing with respect to such achievement; the risks related to changes in general economic conditions, business and political conditions, changes in the financial markets, inflation, credit availability, increased interest rates, changes in trade policies, increased tariffs and retaliatory actions; the risks to our short-term and long-term financial goals from any of the risks or uncertainties set forth herein; the risks relating to the adverse impacts of macroeconomic trends, including those relating to changes in trade policies and tariffs, as well as political events, war, such as the Russia-Ukraine and Israel-Hamas wars, and other international disputes, terrorism, natural disasters, public health issues and other business interruptions on the global economy and capital markets, such as uncertainty in the global markets, inflation, changes in interest rates and recessionary trends, changes in spending by government agencies and contractors, which could have a material adverse effect on our business, financial condition, results of operations and long-term goals; our ability to successfully hedge against fluctuations in foreign currency rates; the risks relating to the adverse impacts of natural or man-made disasters such as health pandemics and other world health crises on the demand for our products and services, our cash flows and our business operations; material interruptions to or loss of our information processing capabilities, or failure to effectively maintain and upgrade our information technology resources and systems and related risks of cybersecurity breaches or incidents; our ability to comply with complex and evolving regulations related to data privacy, cybersecurity and artificial intelligence; the risks relating to the transitional arrangements in effect subsequent to our now-completed sale of TRANZACT; significant competition that we face and the potential for loss of market share and/or profitability; the impact of seasonality and differences in timing of renewals and non-recurring revenue increases from disposals and book-of-business sales; the insufficiency of client data protection, potential breaches of information systems or insufficient safeguards against cybersecurity breaches or incidents; the risk of increased liability or new legal claims arising from our new and existing products and services, and expectations, intentions and outcomes relating to outstanding litigation; the risk of substantial negative outcomes on existing or potential future litigation or investigation matters; changes in the regulatory environment in which we operate, including, among other risks, the impacts of pending competition law and regulatory investigations; various claims, government inquiries or investigations or the potential for regulatory action; our ability to make divestitures or acquisitions, including our ability to integrate or manage acquired businesses or carve-out businesses to be disposed, as well as our ability to identify and successfully execute on opportunities for strategic collaboration; our ability to integrate direct-to-consumer sales and marketing solutions with our existing offerings and solutions; our ability to successfully manage ongoing organizational changes, including as a result of our recently-completed multi-year operational transformation program, investments in improving systems and processes, and in connection with our acquisition and divestiture activities; disasters or business continuity problems; our ability to successfully enhance our billing, collection and other working capital efforts, and thereby increase our free cash flow; our ability to properly identify and manage conflicts of interest; reputational damage, including from association with third parties; reliance on third-party service providers and suppliers; risks relating to changes in our management structures and in senior leadership; the loss of key employees or a large number of employees and rehiring rates; our ability to maintain our corporate culture; doing business internationally, including the impact of global trade policies and retaliatory considerations as well as foreign currency exchange rates; compliance with extensive government regulation; the risk of sanctions imposed by governments, or changes to associated sanction regulations (such as sanctions imposed on Russia) and related counter-sanctions; our ability to effectively apply technology, data and analytics changes for internal operations, maintaining industry standards and meeting client preferences; changes and developments in the insurance industry or the U.S. healthcare system, including those related to Medicare, and any other changes and developments in legal, regulatory, economic, business or operational conditions that could impact our businesses; the inability to protect our intellectual property rights, or the potential infringement upon the intellectual property rights of others; fluctuations in our pension assets and liabilities and related changes in pension income, including as a result of, related to, or derived from movements in the interest rate environment, investment returns, inflation, or changes in other assumptions that are used to estimate our benefit obligations and their effect on adjusted earnings per share; our capital structure, including indebtedness amounts, the limitations imposed by the covenants in the documents governing such indebtedness and the maintenance of the financial and disclosure controls and procedures of each; our ability to obtain financing on favorable terms or at all; adverse changes in our credit ratings; the impact of recent or potential changes to U.S. or foreign laws, and the enactment of additional, or the revision of existing, state, federal, and/or foreign laws and regulations, recent judicial decisions and development of case law, other regulations and any policy changes and legislative actions, including those that may impose additional excise taxes or impact our effective tax rate; U.S. federal income tax consequences to U.S. persons owning at least 10% of our shares; changes in accounting principles, estimates or assumptions; our recognition of future impairment charges; risks relating to or arising from environmental, social and governance (‘ESG’) practices; fluctuation in revenue against our relatively fixed or higher-than-expected expenses; the risk that investment levels increase; the laws of Ireland being different from the laws of the U.S. and potentially affording less protections to the holders of our securities; and our holding company structure potentially preventing us from being able to receive dividends or other distributions in needed amounts from our subsidiaries.

    The foregoing list of factors is not exhaustive and new factors may emerge from time to time that could also affect actual performance and results. For more information, please see Part I, Item 1A in our Annual Report on Form 10-K, and our subsequent filings with the SEC. Copies are available online at http://www.sec.gov or www.wtwco.com.

    Although we believe that the assumptions underlying our forward-looking statements are reasonable, any of these assumptions, and therefore also the forward-looking statements based on these assumptions, could themselves prove to be inaccurate. Given the significant uncertainties inherent in the forward-looking statements included in this document, our inclusion of this information is not a representation or guarantee by us that our objectives and plans will be achieved.

    Our forward-looking statements speak only as of the date made and we will not update these forward-looking statements unless the securities laws require us to do so. With regard to these risks, uncertainties and assumptions, the forward-looking events discussed in this document may not occur, and we caution you against unduly relying on these forward-looking statements.

    Contact

    INVESTORS
    Claudia De La Hoz | Claudia.Delahoz@wtwco.com

       
      WTW
    Supplemental Segment Information
    (In millions of U.S. dollars)
    (Unaudited)
       
    REVENUE  
                Components of Revenue Change(i)
                      Less:       Less:    
      Three Months Ended
    March 31,    		   As Reported   Currency   Constant
    Currency    		   Acquisitions/   Organic
      2025   2024   % Change   Impact   Change   Divestitures   Change
                                   
    Health, Wealth & Career                              
    Revenue excluding interest income $ 1,158     $ 1,327       (13)%       (1)%       (12)%       (14)%       3%  
    Interest income   7       9                      
    Total   1,165       1,336       (13)%       (1)%       (12)%       (14)%       3%  
                                   
    Risk & Broking                              
    Revenue excluding interest income $ 1,005     $ 950       6%       (2)%       8%       0%       8%  
    Interest income   22       28                      
    Total   1,027       978       5%       (2)%       7%       0%       7%  
                                   
    Segment Revenue $ 2,192     $ 2,314       (5)%       (2)%       (4)%       (8)%       5%  
    Corporate, reimbursable expenses and other   21       21                      
    Interest income   10       6                      
    Revenue $ 2,223     $ 2,341       (5)%       (1)%       (4)%       (8)%     5%(ii)
    (i) Components of revenue change may not add due to rounding.
    (ii) Interest income did not contribute to organic change for the three months ended March 31, 2025.
       

    BOOK-OF-BUSINESS SETTLEMENTS AND INTEREST INCOME

      Three Months Ended March 31,
      HWC   R&B   Corporate   Total
      2025   2024   2025   2024   2025   2024   2025   2024
    Book-of-business settlements $ 2     $ —     $ —     $ 2     $ —     $ —     $ 2     $ 2  
    Interest income   7       9       22       28       10       6       39       43  
    Total $ 9     $ 9     $ 22     $ 30     $ 10     $ 6     $ 41     $ 45  
                                                                   

    SEGMENT OPERATING INCOME (i)

      Three Months Ended
    March 31,
      2025   2024
               
    Health, Wealth & Career $ 311     $ 336  
    Risk & Broking   226       203  
    Segment Operating Income $ 537     $ 539  
    (i) Segment operating income excludes certain costs, including amortization of intangibles, restructuring costs, transaction and transformation expenses, certain litigation provisions, and to the extent that the actual expense based upon which allocations are made differs from the forecast/budget amount, a reconciling item will be created between internally-allocated expenses and the actual expenses reported for U.S. GAAP purposes.
       

    SEGMENT OPERATING MARGINS

      Three Months Ended March 31,
      2025   2024
    Health, Wealth & Career   26.7%       25.1%  
    Risk & Broking   22.0%       20.8%  
                   

    RECONCILIATION OF SEGMENT OPERATING INCOME TO INCOME FROM OPERATIONS BEFORE INCOME TAXES

      Three Months Ended March 31,
      2025   2024
               
    Segment Operating Income $ 537     $ 539  
    Amortization   (48 )     (60 )
    Restructuring costs   —       (18 )
    Transaction and transformation(i)   —       (125 )
    Unallocated, net(ii)   (57 )     (56 )
    Income from Operations   432       280  
    Interest expense   (65 )     (64 )
    Other (loss)/income, net   (64 )     26  
    Income from operations before income taxes and interest in earnings of associates $ 303     $ 242  
    (i) In addition to legal fees and other transaction costs, includes primarily consulting fees and compensation costs related to the Transformation program.
    (ii) Includes certain costs, primarily related to corporate functions which are not directly related to the segments, and certain differences between budgeted expenses determined at the beginning of the year and actual expenses that we report for U.S. GAAP purposes.
       
    WTW
    Reconciliations of Non-GAAP Measures
    (In millions of U.S. dollars, except per share data)
    (Unaudited)
         
    RECONCILIATION OF NET INCOME ATTRIBUTABLE TO WTW TO ADJUSTED DILUTED EARNINGS PER SHARE
         
      Three Months Ended March 31,
      2025   2024
               
    Net income attributable to WTW $ 235     $ 190  
    Adjusted for certain items:          
    Amortization   48       60  
    Restructuring costs   —       18  
    Transaction and transformation   —       125  
    Net periodic pension and postretirement benefits   75       (22 )
    Gain on disposal of operations   (14 )     —  
    Tax effect on certain items listed above(i)   (28 )     (46 )
    Adjusted Net Income $ 316     $ 325  
               
    Weighted-average ordinary shares, diluted   101       104  
               
    Diluted Earnings Per Share $ 2.33     $ 1.83  
    Adjusted for certain items:(ii)          
    Amortization   0.48       0.58  
    Restructuring costs   —       0.17  
    Transaction and transformation   —       1.21  
    Net periodic pension and postretirement benefits   0.74       (0.21 )
    Gain on disposal of operations   (0.14 )     —  
    Tax effect on certain items listed above(i)   (0.28 )     (0.44 )
    Adjusted Diluted Earnings Per Share(ii) $ 3.13     $ 3.13  
    (i) The tax effect was calculated using an effective tax rate for each item.
    (ii) Per share values and totals may differ due to rounding.
       

    RECONCILIATION OF NET INCOME TO ADJUSTED EBITDA

      Three Months Ended March 31,        
      2025       2024    
                               
    Net Income $ 239       10.8%     $ 194       8.3%  
    Provision for income taxes   65               48          
    Interest expense   65               64          
    Depreciation   54               59          
    Amortization   48               60          
    Restructuring costs   —               18          
    Transaction and transformation   —               125          
    Net periodic pension and postretirement benefits   75               (22 )        
    Gain on disposal of operations   (14 )             —          
    Adjusted EBITDA and Adjusted EBITDA Margin $ 532       23.9%     $ 546       23.3%  
                                   

    RECONCILIATION OF INCOME FROM OPERATIONS TO ADJUSTED OPERATING INCOME

      Three Months Ended March 31,    
      2025           2024    
                       
    Income from operations and Operating margin $ 432       19.4%     $ 280       12.0%  
    Adjusted for certain items:                  
    Amortization   48               60      
    Restructuring costs   —               18      
    Transaction and transformation   —               125      
    Adjusted operating income and Adjusted operating income margin $ 480       21.6%     $ 483       20.6%  
                                   

    RECONCILIATION OF GAAP INCOME TAXES/TAX RATE TO ADJUSTED INCOME TAXES/TAX RATE

      Three Months Ended March 31,
      2025   2024
               
    Income from operations before income taxes and interest in earnings of associates $ 303     $ 242  
               
    Adjusted for certain items:          
    Amortization   48       60  
    Restructuring costs   —       18  
    Transaction and transformation   —       125  
    Net periodic pension and postretirement benefits   75       (22 )
    Gain on disposal of operations   (14 )     —  
    Adjusted income before taxes $ 412     $ 423  
               
    Provision for income taxes $ 65     $ 48  
    Tax effect on certain items listed above(i)   28       46  
    Adjusted income taxes $ 93     $ 94  
               
    U.S. GAAP tax rate   21.5 %     19.9 %
    Adjusted income tax rate   22.7 %     22.3 %
    (i) The tax effect was calculated using an effective tax rate for each item.
       

    RECONCILIATION OF CASH FLOWS FROM OPERATING ACTIVITIES TO FREE CASH FLOW

      Years Ended December 31,
      2025   2024
               
    Cash flows (used in)/from operating activities $ (35 )   $ 24  
    Less: Additions to fixed assets and software   (51 )     (60 )
    Free Cash Flow $ (86 )   $ (36 )
                   
    WILLIS TOWERS WATSON PUBLIC LIMITED COMPANY
    Condensed Consolidated Statements of Income
    (In millions of U.S. dollars, except per share data)
    (Unaudited)
         
      Three Months Ended
    March 31,
      2025   2024
    Revenue $ 2,223     $ 2,341  
               
    Costs of providing services          
    Salaries and benefits   1,324       1,342  
    Other operating expenses   365       457  
    Depreciation   54       59  
    Amortization   48       60  
    Restructuring costs   —       18  
    Transaction and transformation   —       125  
    Total costs of providing services   1,791       2,061  
               
    Income from operations   432       280  
               
    Interest expense   (65 )     (64 )
    Other (loss)/income, net   (64 )     26  
               
    INCOME FROM OPERATIONS BEFORE INCOME TAXES AND INTEREST IN EARNINGS OF ASSOCIATES   303       242  
               
    Provision for income taxes   (65 )     (48 )
               
    INCOME FROM OPERATIONS BEFORE INTEREST IN EARNINGS OF ASSOCIATES   238       194  
               
    Interest in earnings of associates, net of tax   1       —  
               
    NET INCOME   239       194  
               
    Income attributable to non-controlling interests   (4 )     (4 )
               
    NET INCOME ATTRIBUTABLE TO WTW $ 235     $ 190  
               
    EARNINGS PER SHARE          
    Basic earnings per share $ 2.34     $ 1.84  
    Diluted earnings per share $ 2.33     $ 1.83  
               
    Weighted-average ordinary shares, basic   100       103  
    Weighted-average ordinary shares, diluted   101       104  
                   
    WILLIS TOWERS WATSON PUBLIC LIMITED COMPANY
    Condensed Consolidated Balance Sheets
    (In millions of U.S. dollars, except share data)
    (Unaudited)
               
      March 31,   December 31,
      2025   2024
    ASSETS          
    Cash and cash equivalents $ 1,507     $ 1,890  
    Fiduciary assets   10,293       9,504  
    Accounts receivable, net   2,366       2,494  
    Prepaid and other current assets   1,295       1,217  
    Total current assets   15,461       15,105  
    Fixed assets, net   667       661  
    Goodwill   8,841       8,799  
    Other intangible assets, net   1,255       1,295  
    Right-of-use assets   487       485  
    Pension benefits assets   550       530  
    Other non-current assets   803       806  
    Total non-current assets   12,603       12,576  
    TOTAL ASSETS $ 28,064     $ 27,681  
    LIABILITIES AND EQUITY          
    Fiduciary liabilities $ 10,293     $ 9,504  
    Deferred revenue and accrued expenses   1,499       2,211  
    Current debt   549       —  
    Current lease liabilities   120       118  
    Other current liabilities   923       765  
    Total current liabilities   13,384       12,598  
    Long-term debt   4,761       5,309  
    Liability for pension benefits   552       615  
    Provision for liabilities   359       341  
    Long-term lease liabilities   498       502  
    Other non-current liabilities   296       299  
    Total non-current liabilities   6,466       7,066  
    TOTAL LIABILITIES   19,850       19,664  
    COMMITMENTS AND CONTINGENCIES          
    EQUITY(i)          
    Additional paid-in capital   11,017       10,989  
    Retained earnings   51       109  
    Accumulated other comprehensive loss, net of tax   (2,935 )     (3,158 )
    Total WTW shareholders’ equity   8,133       7,940  
    Non-controlling interests   81       77  
    Total Equity   8,214       8,017  
    TOTAL LIABILITIES AND EQUITY $ 28,064     $ 27,681  
         
    (i) Equity includes (a) Ordinary shares $0.000304635 nominal value; Authorized 1,510,003,775; Issued 99,210,847 (2025) and 99,805,780 (2024); Outstanding 99,210,847 (2025) and 99,805,780 (2024) and (b) Preference shares, $0.000115 nominal value; Authorized 1,000,000,000 and Issued none in 2025 and 2024.
         
    WILLIS TOWERS WATSON PUBLIC LIMITED COMPANY
    Condensed Consolidated Statements of Cash Flows
    (In millions of U.S. dollars)
    (Unaudited)
         
      Years Ended March 31,
      2025   2024
    CASH FLOWS (USED IN)/FROM OPERATING ACTIVITIES          
    NET INCOME $ 239     $ 194  
    Adjustments to reconcile net income to total net cash from operating activities:          
    Depreciation   54       59  
    Amortization   48       60  
    Non-cash restructuring charges   —       11  
    Non-cash lease expense   25       27  
    Net periodic cost/(benefit) of defined benefit pension plans   88       (4 )
    Provision for doubtful receivables from clients   5       8  
    Benefit from deferred income taxes   (23 )     (9 )
    Share-based compensation   37       24  
    Net gain on disposal of operations   (14 )     —  
    Non-cash foreign exchange loss/(gain)   9       (1 )
    Other, net   9       8  
    Changes in operating assets and liabilities, net of effects from purchase of subsidiaries:          
    Accounts receivable   162       113  
    Other assets   1       (53 )
    Other liabilities   (691 )     (426 )
    Provisions   16       13  
    Net cash (used in)/from operating activities   (35 )     24  
               
    CASH FLOWS USED IN INVESTING ACTIVITIES          
    Additions to fixed assets and software   (51 )     (60 )
    Acquisitions of operations, net of cash acquired   (1 )     (15 )
    (Purchase)/sale of investments   (32 )     1  
    Net cash used in investing activities   (84 )     (74 )
               
    CASH FLOWS FROM FINANCING ACTIVITIES          
    Senior notes issued   —       746  
    Debt issuance costs   —       (7 )
    Repayments of debt   (1 )     (1 )
    Repurchase of shares   (200 )     (101 )
    Net proceeds from fiduciary funds held for clients   315       1,011  
    Cash paid for employee taxes on withholding shares   (2 )     (5 )
    Dividends paid   (88 )     (86 )
    Acquisitions of and dividends paid to non-controlling interests   —       (1 )
    Net cash from financing activities   24       1,556  
               
    (DECREASE)/INCREASE IN CASH, CASH EQUIVALENTS AND RESTRICTED CASH   (95 )     1,506  
    Effect of exchange rate changes on cash, cash equivalents and restricted cash   80       (47 )
    CASH, CASH EQUIVALENTS AND RESTRICTED CASH, BEGINNING OF PERIOD (i)   4,998       3,792  
    CASH, CASH EQUIVALENTS AND RESTRICTED CASH, END OF PERIOD (i) $ 4,983     $ 5,251  
    (i) The amounts of cash, cash equivalents and restricted cash, their respective classification on the condensed consolidated balance sheets, as well as their respective portions of the increase or decrease in cash, cash equivalents and restricted cash for each of the periods presented have been included in the Supplemental Disclosure of Cash Flow Information section.
       

    SUPPLEMENTAL DISCLOSURE OF CASH FLOW INFORMATION

      Years Ended March 31,
      2025   2024
               
    Supplemental disclosures of cash flow information:          
    Cash and cash equivalents $ 1,507     $ 1,893  
    Fiduciary funds (included in fiduciary assets)   3,476       3,358  
    Total cash, cash equivalents and restricted cash $ 4,983     $ 5,251  
               
    (Decrease)/increase in cash, cash equivalents and other restricted cash $ (411 )   $ 487  
    Increase in fiduciary funds   316       1,019  
    Total (i) $ (95 )   $ 1,506  
    (i) Does not include the effect of exchange rate changes on cash, cash equivalents and restricted cash.
       

    The MIL Network –

  • MIL-OSI NGOs: The first 72 hours of a cholera outbreak

    Source: Médecins Sans Frontières –

    Infectious diseases specialist Diyani Dewasurendra was on assignment in Malakal, South Sudan, when a cholera outbreak began. She goes through what happened during the first 72 hours and explains why vaccination is important for bringing outbreaks under control.

    Diyani Dewasurendra, infectious disease specialist Every epidemic begins with a suspicion – a sudden rise in illness, recurring symptoms and the first severely ill patients. In crisis zones, infectious diseases can spread at lightning speed. Every minute counts when trying to contain them. The first 72 hours are critical: we need to act fast and strategically to save lives and prevent a disaster.

    Infectious diseases specialist Diyani Dewasurendra checks on a child at the MSF hospital in Malakal. South Sudan, 2023.

    Hour 0–12: first signs and initial measures

    At our hospital in Malakal, we suddenly saw a spike in children arriving with severe diarrhoea. In a region with limited access to safe water, that’s a red flag. On top of that, it was March – the final month of the dry season. Since November, there had been almost no rainfall and many water sources had dried up.

    We knew cholera was a possibility – but we had to be sure.

    We collected samples and sent them to the lab. At the same time, we began monitoring case numbers. As soon as the first tests came back positive for cholera, we had to act quickly. The outbreak was now officially confirmed – and every minute counted.

    In a region where many people lack access to clean water, a disease like cholera can escalate quickly. One of the most dangerous aspects is that the only available water source is often a river – the same river where animals bathe, where people wash themselves, and from which they drink. In situations like this, contamination with germs can have catastrophic consequences. 

    Hour 12–24: isolation and protection measures

    The top priority is to stop the disease from spreading further. We immediately set up a cholera isolation ward at the hospital. In Malakal, this was especially challenging, as we already had a separate isolation area for measles. We had to ensure that patients with the two highly contagious diseases wouldn’t come into contact and that other patients would remain protected from infection.

    At the same time, we started prevention efforts: we installed additional handwashing stations and educated the public about the importance of hygiene and handwashing.

    Our health promoters went into surrounding communities to explain the early symptoms of cholera and when to seek treatment. Cholera is a severe diarrhoeal illness and diseases like this are especially dangerous for small children. Though treatable, an infection can lead to death within just a few hours if left untreated.

    Hour 24–48: treating patients and identifying the source

    While treating the first patients, we also assessed the water supply. In many parts of South Sudan, there are no wells or pumps – people collect water from rivers or ponds, which are often contaminated.

    I remember one situation where a mass cattle die-off occurred and hundreds of carcasses were left lying along the riverbank. Yet people had no choice – they had to continue drinking from the river. Many didn’t realise that the water could be dangerous.

    Together with the World Health Organization (WHO) and other partners, we tested the water quality and investigated potential sources of contamination. We knew we couldn’t just treat the disease – we had to prevent more people from getting infected.

    That’s why we started distributing clean water. In some villages, we used charcoal filters or chlorine treatment to improve the water supply in the long term. We also installed sanitation facilities like latrines.

    Hour 48–72: vaccination campaign and epidemic control

    Now the goal was not just to slow down the outbreak, but to bring it under control. In addition to treating those already infected, the next major step was vaccination. Cholera can be contained with an oral vaccine – a major advantage, as it allows us to quickly and efficiently vaccinate large groups of people.

    Before starting the vaccination campaign for the community, we had to protect our medical teams. Doctors, nurses and support staff are in direct contact with patients, so vaccination is essential for their survival. Only after that could we begin the large-scale rollout for the affected communities.

    Education also played a crucial role. In crisis areas, people are not generally sceptical of vaccines – but often, they simply don’t know that a vaccine exists. As soon as we explained the purpose and benefits of the vaccine to the first groups, acceptance increased rapidly.

    Acting fast saves lives

    The first 72 hours of an epidemic determine whether it can be contained or spirals into a disaster. In the case of the 2023 cholera outbreak, we were able to respond quickly and limit the number of cases to 1,471. After 90 days, on 16 May 2023, intervention was closed as the cases decreased significantly and the outbreak was contained.

    This outbreak once again showed how crucial are early diagnosis, isolation, identifying the source of infection and fast vaccination. Each of these steps is vital to saving lives.

    We work under extremely difficult conditions in crisis zones, but access to vaccines remains one of our most powerful tools in the fight against epidemics. At the same time, we must not forget that long-term solutions – such as access to clean water – are just as important to prevent future outbreaks.

    MIL OSI NGO –

  • MIL-OSI United Kingdom: Emma Caldwell Public Inquiry Chair announced

    Source: Scottish Government

    Lord Scott to lead review of 2005 murder investigation.

    Lord Scott KC will lead the independent Public Inquiry into the investigation of Emma Caldwell’s murder.

    Justice Secretary Angela Constance announced the appointment of Lord Scott, a Senator of the College of Justice, in an update to the Scottish Parliament.

    Emma, 27, was murdered in April 2005. In February last year her killer was convicted and given a life sentence for Emma’s murder and violent offences against other women.

    The Justice Secretary said:

    “In March last year, I announced that there would be a Public Inquiry into the investigation of Emma’s murder in 2005 to provide answers to the victims and survivors involved and ensure that lessons are learned for the future. The other victims, as well as Emma’s mother Margaret and the rest of the family, deserve nothing less after the unbearable loss, pain and grief they have suffered.

    “Lord Scott has a strong track record on human rights and I am pleased that someone of his experience, expertise and legal standing will lead this inquiry. Importantly, Emma’s family support his appointment.

    “I will now consult Lord Scott on the terms of reference and seek the views of Emma’s family and others on the inquiry’s remit. I will update Parliament on the terms of reference and the timescale for the inquiry’s formal setting-up date in due course.”

    Lord Scott said:

    “I am aware of the significant public interest in this inquiry and the importance it holds for Emma Caldwell’s family. I will discharge my duties as chair independently, thoroughly and to the best of my ability.

    “I come to this role with three years of experience as a judge of the Court of Session and High Court of Justiciary. This followed over 20 years in the voluntary sector, primarily in the area of human rights, as well as over 30 years in private practice as a criminal defence lawyer and work in several reviews which scrutinised the use of various powers by the Police Service of Scotland.

    “I look forward to discussing the terms of reference with the Cabinet Secretary and to establishing and working with an inquiry team to start our work as soon as possible.”

    Background

    Lord Scott, a graduate of the University of Glasgow, qualified as a solicitor in 1987. He was appointed a Queen’s Counsel in 2011 and a judge in 2022.

    He chaired the Scottish Human Rights Centre from 1997 to 2005; convened the Howard League for Penal Reform in Scotland from 2006 until 2018; and chaired Justice Scotland in 2014.

    In 2015, Lord Scott chaired an Independent Advisory Group on police ‘Stop and Search’ powers and he chaired independent reviews into biometrics in policing in Scotland and the impact on communities of policing of the miners’ strike in 1984-85.

    Lord Scott chaired the Scottish Mental Health Law Review from May 2019 and submitted the Review’s final report to Scottish Ministers in September 2022.

    In 2020, he chaired a group providing independent scrutiny on Police Scotland’s use of emergency powers under Coronavirus legislation.

    Read the Justice Secretary’s statement to Parliament on 7 March 2024 announcing plans for a statutory Public Inquiry

    Government Initiated Question confirming that Lord Scott has agreed to chair the independent Public Inquiry into the investigation of Emma Caldwell’s murder.

    MIL OSI United Kingdom –

  • MIL-OSI New Zealand: Govt News – Minister listens to industry on training

    Source: MinEx, Health and Safety in NZ Extractives

    Vocational Education Minister Penny Simmonds has been praised for having listened to industry voices and giving them the lead on work-based training.
    MinEx, the national Health and Safety Council for the extractives sector, was among a number of industry bodies which feared the Government would dominate its new industry skills boards (ISBs) in organising industry training and let polytechs do most of the delivery.
    MinEx CEO, Wayne Scott, says Ms Simmonds deserves real credit for her announcement today that industries will get more control over how they train people.
    “We were concerned departmental officials wanted the new ISBs to coordinate industry training and polytechnics to deliver much of it.
    “We asked for it to be work-based, led and owned by industries like ours which are really connected to their trainees and the skills they need to develop.”
    He says the new ISBs that set training standards, endorse programmes and moderate assessments are welcomed and necessary so long as industry representatives dominate board positions.
    “That’s what the Minister seems to be saying.”
    “For too long under successive Governments, the needs of industry have been ignored, and officials who thought they knew better have decided what training was needed by workplaces.
    “This saw some private organisations precluded from providing training with particular impacts on smaller and more remote employers who wanted to upskill their staff on-site or nearby.”
    Wayne Scott says Cabinet has listened to industry and Ms Simmonds deserves particular credit, given she was a polytech CEO before entering Parliament in 2023.
    Ms Simmonds says the Government is making changes to work-based learning so industries have more influence over how they train apprentices and trainees.
    She says industry representatives made it clear that the current work-based learning model is not delivering because it has become overly centralised through Te Pūkenga, the national network for polytechnics.
    “As a result, the training of apprentices and other workers is often disconnected from the realities of the jobs they are working towards. “
    “Beginning next year, the Government will introduce a new, independent and industry-led model for work-based learning.
    “This means vocational education and training providers will be able to manage all aspects of an apprenticeship or traineeship at an industry level, rather than taking direction from a centralised behemoth.
    “This is great for learners because it makes their learning more relevant to their employment, and it is beneficial to businesses who will gain access to more capable workers to boost their productivity and deliver economic growth.
    “Public and industry consultation clearly showed that this model was the preferred option, and this Government is proud to deliver the changes that we called for,” Ms Simmonds says.
    From 1 January 2026:
    – New ISBs will be set up to set training standards, endorse programmes and moderate assessments.
    – Apprentices and trainees currently with Te Pūkenga will move to the ISBs for up to two years.
    – New students will enrol directly with new work-based learning private providers, polytechnics, or wānanga.
    – ISBs will be able to enrol new learners until other providers are set up to deliver work-based learning.
    “So, if you’re a learner or an employer – keep going. Your qualifications are essential, and your training is valuable. There will be no disruption, your training stays on track,” Ms Simmonds says.

    MIL OSI New Zealand News –

  • MIL-OSI New Zealand: Unicef – Increases in vaccine-preventable disease outbreaks threaten years of progress, warn WHO, UNICEF, Gavi

    Source: UNICEF Aotearoa NZ

     Immunization efforts are under growing threat as misinformation, population growth, humanitarian crises, and funding cuts jeopardize progress and leave millions of children, adolescents, and adults at risk, warn WHO, UNICEF, and Gavi during World Immunization Week, 24-30 April.
    Outbreaks of vaccine-preventable diseases such as measles, meningitis, and yellow fever are rising globally, and diseases like diphtheria, which have long been held at bay or virtually disappeared in many countries, are at risk of re-emerging. In response, the agencies are calling for urgent and sustained political attention and investment to strengthen immunization programmes and protect significant progress achieved in reducing child mortality over the past 50 years.
    “Vaccines have saved more than 150 million lives over the past five decades,” said WHO Director-General, Dr Tedros Adhanom Ghebreyesus. “Funding cuts to global health have put these hard-won gains in jeopardy. Outbreaks of vaccine-preventable diseases are increasing around the world, putting lives at risk and exposing countries to increased costs in treating diseases and responding to outbreaks. Countries with limited resources must invest in the highest-impact interventions – and that includes vaccines.”
    Rising outbreaks and strained health systems
    Measles is making an especially dangerous comeback. The number of cases has been increasing year on year since 2021, tracking the reductions in immunization coverage that occurred during and since the COVID-19 pandemic in many communities. Measles cases reached an estimated 10.3 million in 2023, a 20 per cent increase compared to 2022.
    The agencies warn that this upward trend likely continued into 2024 and 2025, as outbreaks have intensified around the world. In the past 12 months, 138 countries have reported measles cases, with 61 experiencing large or disruptive outbreaks – the highest number observed in any 12-month period since 2019.
    Meningitis cases in Africa also rose sharply in 2024, and the upward trend has continued into 2025. In the first three months of this year alone, more than 5,500 suspected cases and nearly 300 deaths were reported in 22 countries. This follows approximately 26,000 cases and almost 1,400 deaths across 24 countries last year.
    Yellow fever cases in the African region are also climbing, with 124 confirmed cases reported in 12 countries in 2024. This comes after dramatic declines in the disease over the past decade, thanks to global vaccine stockpiles and the use of yellow fever vaccine in routine immunization programmes. In the region of the Americas, yellow fever outbreaks have been confirmed since the beginning of this year, with a total of 131 cases in 4 countries.
    These outbreaks come amidst global funding cuts. A recent WHO rapid stock take with 108 country offices of WHO-mostly in low- and lower-middle-income countries-shows that nearly half of those countries are facing moderate to severe disruptions to vaccination campaigns, routine immunization, and access to supplies due to reduced donor funding. Disease surveillance, including for vaccine-preventable diseases, is also impacted in more than half of the countries surveyed.
    At the same time, the number of children missing routine vaccinations has been increasing in recent years, even as countries make efforts to catch up children missed during the pandemic. In 2023, an estimated 14.5 million children missed all of their routine vaccine doses-up from 13.9 million in 2022 and 12.9 million in 2019. Over half of these children live in countries facing conflict, fragility, or instability, where access to basic health services is often disrupted.
    “The global funding crisis is severely limiting our ability to vaccinate over 15 million vulnerable children in fragile and conflict-affected countries against measles,” said UNICEF Executive Director Catherine Russell. “Immunization services, disease surveillance, and the outbreak response in nearly 50 countries are already being disrupted-with setbacks at a similar level to what we saw during COVID-19. We cannot afford to lose ground in the fight against preventable diseases.”
    Continued investment in the ‘Big Catch-Up initiative’, launched in 2023 to reach children who missed vaccines during the COVID-19 pandemic, and other routine immunization programmes will be critical.
    How immunization addresses these challenges
    Joint efforts by WHO, UNICEF, Gavi and partners have helped countries expand access to vaccines and strengthen immunization systems through primary health care, even in the face of mounting challenges. Every year, vaccines save nearly 4.2 million lives against 14 diseases – with nearly half of these lives saved in the African region.
    Vaccination campaigns have led to the elimination of meningitis A in Africa’s meningitis belt, while a new vaccine that protects against five strains of meningitis holds promise for broader protection, with efforts underway to expand its use for outbreak response and prevention.
    Progress has also been made in reducing yellow fever cases and deaths through increasing routine immunization coverage and emergency vaccine stockpiles, but recent outbreaks in Africa and in the Region of the Americas highlight the risks in areas with no reported cases in the past, low routine vaccination coverage and gaps in preventive campaigns.
    In addition, the past two years have seen substantial progress in other areas of immunization. In the African region, which has the highest cervical cancer burden in the world, HPV vaccine coverage nearly doubled between 2020 and 2023 from 21 per cent to 40 per cent, reflecting a concerted global effort towards eliminating cervical cancer. The progress in immunization also includes increases in global coverage of pneumococcal conjugate vaccines, particularly in the South-East Asia Region, alongside introductions in Chad and Somalia, countries with high disease burden.
    Another milestone is the sub-national introduction of malaria vaccines in nearly 20 African countries, laying the foundation to save half a million additional lives by 2035 as more countries adopt the vaccines and scale-up accelerates as part of the tools to fight malaria.
    Call to action
    UNICEF, WHO, and Gavi urgently call for parents, the public, and politicians to strengthen support for immunization. The agencies emphasize the need for sustained investment in vaccines and immunization programmes and urge countries to honour their commitments to the Immunization Agenda 2030 (IA2030).
    As part of integrated primary healthcare systems, vaccination can protect against diseases and connect families to other essential care, such as antenatal care, nutrition or malaria screening. Immunization is a ‘best buy’ in health with a return on investment of $54 for every dollar invested and provides a foundation for future prosperity and health security.
    “Increasing outbreaks of highly infectious diseases are a concern for the whole world. The good news is we can fight back, and Gavi’s next strategic period has a clear plan to bolster our defences by expanding investments in global vaccine stockpiles and rolling out targeted preventive vaccination in countries most impacted by meningitis, yellow fever and measles,” said Dr Sania Nishtar, CEO of Gavi, the Vaccine Alliance. “These vital activities, however, will be at risk if Gavi is not fully funded for the next five years and we call on our donors to support our mission in the interests of keeping everyone, everywhere, safer from preventable diseases.”
    Gavi’s upcoming high-level pledging summit taking place on 25 June 2025 seeks to raise at least US$ 9 billion from our donors to fund our ambitious strategy to protect 500 million children, saving at least 8 million lives from 2026-2030.

    MIL OSI New Zealand News –

  • MIL-OSI United Kingdom: Membership of the Building Control Independent Panel

    Source: United Kingdom – Government Statements

    News story

    Membership of the Building Control Independent Panel

    The government has announced the appointment of five members to the Building Control Independent Panel.

    Today (24 April), the government has announced the appointment of five members to the Building Control Independent Panel.

    This delivers on a Grenfell Tower Inquiry recommendation, accepted by the government, to set up a panel to carry out a review of whether to change the way in which building control is delivered in England. 

    The panel will be chaired by Dame Judith Hackitt, whose leadership of the Independent Review of Building Regulations and Fire Safety has already helped to shape vital reforms across the sector. An engineer by profession, Dame Judith currently serves as an adviser on building standards to both the UK and Australian Governments and is a member of the International Building Quality Council (IBQC).  She will be joined by four experts with extensive experience in the regulation and use of the building control sector: Elaine Bailey, Ken Rivers, Rt Hon Nick Raynsford and Dr David Snowball. 

    The panel members’ collective expertise will support a thorough and independent review of the current building control model, including on the Inquiry’s recommendations to consider the issue of commercial incentives from the system and exploring alternative options and approaches. The panel is expected to provide a report to the government this autumn.

    Minister for Building Safety, Alex Norris MP, said:  

    “The appointment of this independent panel is a significant step in our response to the Grenfell Tower Inquiry. We need a building control system that puts safety first and supports our plans to accelerate remediation. It must also help to deliver 1.5 million safe, high-quality homes over this Parliament, and be equipped to meet the demands of a modern construction sector.   

    “Their work will play a vital role in shaping a safer, more accountable building industry, and I look forward to receiving the panel’s recommendations as they take this important work forward.”

    The Chair for the Building Control Independent Panel, Dame Judith Hackitt said:  

    “The panel stands ready to get to work on this important review.  We will work at speed but we come at this issue with an open mind and a determination to further raise standards”. 

    Background on the Building Control system   

    The building control system is there primarily to oversee key safety standards set in legislation and ensure that buildings are checked and safe in areas such as fire and structural safety. Following concerns raised by the Grenfell Tower Inquiry, especially around conflicts of interest in the system, a new panel has been appointed to look at whether changes are required.    

    Notes to Editors  

    • The establishment of the panel was announced in the Government’s response to the Grenfell Tower Inquiry on February 26, 2025.  

    • The Grenfell Tower Inquiry recommended that the Government establish an independent panel to consider whether to remove commercial interest from building control and whether to move to a national authority decision model.  

    • The panel’s role is advisory and independent.  The aim is a report to Government in the autumn with a response before the end of the year.  

    • Further updates, including the panel’s Terms of Reference, will be published on GOV.UK shortly.  

    Panel members:

    Elaine Bailey  

    Elaine Bailey is a member of the Industry Safety Steering Group and was formerly the CEO of Hyde Housing (2014-2019). Elaine holds several non-executive directorships, including at MJ Gleeson plc, a house builder operating in the North and Midlands; McCarthy&Stone Shared Ownership (MCSSO), a For Profit Registered Provider of older persons’ housing with a strategic partnership with Homes England; and Andium Housing, Jersey’s largest provider of sub-market value homes for rent and purchase.  

    Ken Rivers  

    Ken is a non-executive director at the HSE, alongside his role as a member of the Industrial Safety Steering Group. Prior to that he chaired the Control of Major Accident Hazards Regulations Strategic Forum and led the tripartite group since its inception, bringing industry and regulators together to identify and address important matters of managing major hazard in the UK. He spent 38 years of his career working at Shell, through various different positions and was President of the Institution of Chemical Engineers.  

    Rt Hon Nick Raynsford MP  

    Nick Raynsford was a Labour MP for 24 years. During this time he held positions as Minister of State for Housing and Planning, Minister for Construction, Minister for London and Minister of State for Local and Regional Government. The latter included responsibility for the Fire and Rescue Service. Since then he has had a number of advisory and non-executive roles in the private, voluntary and public sectors. This included chairing CICAIR (CIC Approved Inspectors Register), the organisation responsible until April 2024 for registering private sector Building Control bodies. Nick is a member of the New Towns Taskforce, working with MHCLG.   

    Dr. David Snowball  

    David spent his working career in the Health and Safety Executive, joining as a Factory Inspector in 1984 and retiring 35 years later. He held senior posts in operational divisions overseeing HSE intervention and enforcement and was also responsible, as Director Regulation, for the quality of operational work. He spent 15 months as Acting Chief Executive before his retirement. He now sits on the Industry Safety Steering Group alongside Dame Judith and is a non-executive director at the Gangmaster and Labour Abuse Authority (Feb 2022- present).

    Updates to this page

    Published 24 April 2025

    MIL OSI United Kingdom –

  • MIL-OSI: GPTBots Highlights Enterprise AI Agent Platform Capabilities at Inaugural GITEX Asia 2025

    Source: GlobeNewswire (MIL-OSI)

    HONG KONG, April 24, 2025 (GLOBE NEWSWIRE) — GPTBots.ai, a leading enterprise AI agent platform provider under Aurora Mobile (NASDAQ: JG), is showcasing its cutting-edge AI solutions at the inaugural GITEX Asia 2025 in Singapore (April 23-25). As Asia’s premier technology and innovation event and the Asian debut of GITEX GLOBAL, the summit themed “AI Everything Singapore,” attracts senior executives seeking innovative technologies. GPTBots stands out by offering tailored AI applications that empower enterprises to streamline operations, enhance customer experiences, and drive growth through custom-built AI agents.

    GITEX Asia: A Hub for AI and Innovation
    The first GITEX Asia convenes over 700 global enterprises and startups, 25,000+ tech buyers, and 250+ investors from over 70 countries. With a strong focus on AI, fintech, and digital transformation, the event features tech giants like Ericsson, Oracle, and NVIDIA, alongside influential government and industry speakers, fostering global collaboration and showcasing the latest technological advancements.

    GPTBots’ Tailored AI Solutions for Complex Enterprise Needs
    At the summit, GPTBots engaged with leaders facing specific challenges that require advanced, customized AI solutions beyond the capabilities of off-the-shelf products.

    • A Leading Smart Medical Device Manufacturer (Commanding 80% Market Share in Singapore’s Hospitals):
      As a dominant player in the healthcare industry, this manufacturer manages vast volumes of sensitive data, including patient records, hospital operations, and device performance metrics. However, the organization faced significant challenges in harnessing this wealth of information effectively, struggling with fragmented reporting, underutilized insights, and the inability to automate critical processes like maintenance tracking and operational forecasting.
      Given the strict regulatory requirements that mandate all data remain within hospital premises, GPTBots’ private deployment capability provided a transformative solution. By enabling the creation of AI agents for advanced data analytics, predictive maintenance, and automated reporting, GPTBots empowered the manufacturer to unlock actionable insights from their data ecosystem. This not only enhanced operational efficiency and decision-making but also ensured uncompromised data privacy and security within each hospital’s environment. With GPTBots, the company has set a new standard for leveraging data-driven innovation in the healthcare sector.

    Why GPTBots Stands Out
    GITEX Asia 2025 highlights GPTBots’ unique value proposition for enterprises seeking actionable AI solutions:

    • Tailored AI Applications: Specializing in creating custom AI agents that address specific enterprise needs, from automating complex workflows to building specialized knowledge assistants.
    • Enterprise-Grade Capabilities: Offering features like multi-language support (90+ languages), knowledge base integration, seamless system compatibility, and crucially, flexible private deployment options to meet stringent data security and compliance requirements.
    • Proven Expertise & Reliability: Demonstrating the ability to build robust, specialized AI agents that outperform generic models for specific business tasks, ensuring accuracy and efficiency.

    Driving the Future of Enterprise AI
    As GITEX Asia 2025 showcases the transformative potential of AI, GPTBots is proud to be at the forefront, enabling businesses to move beyond generic AI tools and deploy strategic, custom-built AI agents that deliver tangible results in efficiency, innovation, and growth.

    About GPTBots
    GPTBots.ai, developed by Aurora Mobile (NASDAQ: JG), is a leading AI development platform that empowers businesses to build and deploy enterprise-grade AI solutions. With a focus on customization, scalability, private deployment, and ease of use, GPTBots enables companies to streamline operations, enhance customer experiences, and unlock new growth opportunities.

    For more information, visit www.gptbots.ai.

    Media Contact:
    Silvia
    Senior Marketing Manager
    marketing@gptbots.ai

    The MIL Network –

  • MIL-OSI Global: Beating malaria: what can be done with shrinking funds and rising threats

    Source: The Conversation – Africa – By Taneshka Kruger, UP ISMC: Project Manager and Coordinator, University of Pretoria

    Healthcare in Africa faces a perfect storm: high rates of infectious diseases like malaria and HIV, a rise in non-communicable diseases, and dwindling foreign aid.

    In 2021, nearly half of the sub-Saharan African countries relied on external financing for more than a third of their health expenditure. But donor fatigue and competing global priorities, such as climate change and geopolitical instability, have placed malaria control programmes under immense pressure. These funding gaps now threaten hard-won progress and ultimately malaria eradication.

    The continent’s healthcare funding crisis isn’t new. But its consequences are becoming more severe. As financial contributions shrink, Africa’s ability to respond to deadly diseases like malaria is being tested like never before.

    Malaria remains one of the world’s most pressing public health threats. According to the World Health Organization there were an estimated 263 million malaria cases and 597,000 deaths globally in 2023 – an increase of 11 million cases from the previous year.

    The WHO African region bore the brunt, with 94% of cases and 95% of deaths. It is now estimated that a child under the age of five dies roughly every 90 seconds due to malaria.

    Yet, malaria control efforts since 2000 have averted over 2 billion cases and saved nearly 13 million lives globally. Breakthroughs in diagnostics, treatment and prevention have been critical to this progress. They include insecticide-treated nets, rapid diagnostic tests, artemisinin-based combination therapies (drug combinations to prevent resistance) and malaria vaccines.

    Since 2017, the progress has been flat. If the funding gap widens, the risk is not just stagnation; it’s backsliding. Several emerging threats such as climate change and funding shortfalls could undo the gains of the early 2000s to mid-2010s.

    New challenges

    Resistance to drugs and insecticides, and strains of the malaria parasite Plasmodium falciparum that standard
    diagnostics can’t detect, have emerged as challenges. There have also been changes in mosquito behaviour, with vectors increasingly biting outdoors, making bed nets less effective.

    Climate change is shifting malaria transmission patterns. And the invasive Asian mosquito species Anopheles stephensi is spreading across Africa, particularly in urban areas.

    Add to this the persistent issue of cross-border transmission, and growing funding shortfalls and aid cuts, and it’s clear that the fight against malaria is at a critical point.

    As the world observes World Malaria Day 2025 under the theme “Malaria ends with us: reinvest, reimagine, reignite”, the call to action is urgent. Africa must lead the charge against malaria through renewed investment, bold innovation, and revitalised political will.

    Reinvest: Prevention is the most cost-effective intervention

    We – researchers, policymakers, health workers and communities – need to think smarter about funding. The economic logic of prevention is simple. It’s far cheaper to prevent malaria than to treat it. The total cost of procuring and delivering long-lasting insecticidal nets typically ranges between US$4 and US$7 each and the nets protect families for years. In contrast, treating a single case of severe malaria may cost hundreds of dollars and involve hospitalisation.

    In high-burden countries, malaria can consume up to 40% of public health spending.

    In Tanzania, for instance, malaria contributes to 30% of the country’s total disease burden. The broader economic toll – lost productivity, work and school absenteeism, and healthcare costs – is staggering. Prevention through long-lasting insecticidal nets, chemoprevention and health education isn’t only humane; it’s fiscally responsible.

    Reimagine: New tools, local solutions

    We cannot fight tomorrow’s malaria with yesterday’s tools. Resistance, climate-driven shifts in transmission, and urbanisation are changing malaria’s patterns.

    This is why re-imagining our approach is urgent.

    African countries must scale up innovations like the RTS,S/AS01 vaccine and next-generation mosquito nets. But more importantly, they must build their own capacity to develop, test and produce these tools.

    This requires investing in research and development, regional regulatory harmonisation, and local manufacturing.

    There is also a need to build leadership capacity within malaria control programmes to manage this adaptive disease with agility and evidence-based decision-making.

    Reignite: Community and collaboration matters

    Reigniting the malaria fight means shifting power to those on the frontlines. Community health workers remain one of Africa’s greatest untapped resources. Already delivering malaria testing, treatment and health education in remote areas, they can also be trained to manage other health challenges.

    Integrating malaria prevention into broader community health services makes sense. It builds resilience, reduces duplication, and ensures continuity even when external funding fluctuates.

    Every malaria intervention delivered by a trusted, local health worker is a step towards community ownership of health.

    Strengthened collaboration between partners, governments, cross-border nations, and local communities is also needed.

    The cost of inaction is unaffordable

    Africa’s malaria challenge is part of a deeper health systems crisis. By 2030, the continent will require an additional US$371 billion annually to deliver basic primary healthcare – about US$58 per person.

    For malaria in 2023 alone, US$8.3 billion was required to meet global control and elimination targets, yet only US$4 billion was mobilised. This gap has grown consistently, increasing from US$2.6 billion in 2019 to US$4.3 billion in 2023.

    The shortfall has led to major gaps in the coverage of essential malaria interventions.

    The solution does not lie in simply spending more, but in spending smarter by focusing on prevention, building local innovation, and strengthening primary healthcare systems.

    The responsibility is collective. African governments must invest boldly and reform policies to prioritise prevention.

    Global partners must support without dominating. And communities must be empowered to take ownership of their health.

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

    – ref. Beating malaria: what can be done with shrinking funds and rising threats – https://theconversation.com/beating-malaria-what-can-be-done-with-shrinking-funds-and-rising-threats-255126

    MIL OSI – Global Reports –

  • MIL-OSI Russia: Applications are now being accepted for the II Competition for Young Scientists

    Translation. Region: Russian Federal

    Source: State University of Management – Official website of the State –

    The Sistema Charitable Foundation and the Russian Academy of Sciences (RAS) launched the 2nd Competition for Young Scientists, implemented within the framework of the Decade of Science and Technology with the support of the Federal Service for Intellectual Property (Rospatent) and a number of leading Russian technology companies.

    The competition is aimed at supporting applied innovative scientific developments and the latest research in priority sectors of the economy. Its goal is to promote the popularization of Russian science and education, and to create conditions for the development of students and young scientists in science-intensive areas.

    Citizens of the Russian Federation can take part in the Competition – one young scientist or a team of students and young scientists up to three people, presenting their scientific developments and research results in one of ten nominations:

    “Artificial Intelligence and Quantum Technologies”; “Hydrogen as the Basis of Green Energy”; “Digital Energy and Intelligent Systems”; “Genomic Technologies and Medicine of the Future”; “Bioinnovations: Technologies for Life”; “Space Exploration and Unmanned Systems: A Look into the Future”; “Microelectronics: From Chips to Smart Devices”; “The East is a Delicate Matter: Technological Breakthroughs in Asia”; “New Horizons in the Construction Industry”; “Chemical Technologies, Innovative Materials and Processes”.

    Applications for the Competition will be accepted on the Lift to the Future platform and will last until July 20, 2025. The names of the winners, selected based on the results of a two-stage examination, will be announced by November 1, 2025. The authors of the best innovative solutions and research results, in addition to funds, will receive information and expert support. The winners of the Competition in the “space” nomination will receive a special prize – their name will be sent into space on one of the satellites launched by the partner of the direction – Sputnix Group of Companies.

    Subscribe to the tg channel “Our State University” Announcement date: 04/24/2025

    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 Submissions: Palestinians in Gaza are enduring one of the darkest chapters of the war

    Source: Medecins Sans Frontieres/Doctors Without Borders (MSF)

     23 April 2025 – Flash Quote by Franz Luef,  Medecins Sans Frontieres/Doctors Without Borders (MSF) Emergency Coordinator in Gaza:

    “Palestinians in Gaza are enduring one of the darkest chapters of the war since its onset in October 2023. With hostilities reigniting on March 18th, Israeli forces have intensified their military operations across the Strip, while forcibly displacing people en masse with evacuation orders, and attacks and killings of medical and humanitarian workers. These actions, combined with the ongoing full siege of the Gaza Strip for over 50 days, are not isolated—they represent a systematic effort to dismantle its health system and any effective and principled humanitarian response.

    MSF, like most humanitarian actors operating inside Gaza, faces daily operational dilemmas in a very volatile and unpredictable context. Do we move our teams from one place to another without receiving acknowledgement from Israeli forces after we notified them? Do we continue to operate in medical facilities that are being continuously attacked? How do we scale up our activities with no supplies or fuel entering the Strip and critical equipment and infrastructure being bombed?

    The situation for Palestinians and those trying to help them in Gaza has become hell. With no end in sight, we are rushing towards the abyss. Israeli strikes are also targeting utility and construction vehicles, including bulldozers, water tankers, and sewage trucks. Without access to such essential tools, we cannot ensure minimum access to clean water and sanitation and prevent further health risks for the population in Gaza.

    Since the war started, Israeli forces imposed imperfect mechanisms to protect civilians and humanitarian workers. But they have been nothing more than smoke and mirrors, with over 50,000 Palestinians killed according to the Ministry of health and at least 409 aid workers killed, according to the UN. Today, even these nominal systems are no longer in place. Evacuation orders by Israeli forces are forcibly transferring Palestinians into densely packed, makeshift zones, and humanitarians have no safety guarantees.

    The Israeli authorities’ use of aid as a political weapon, coupled with the imposition of arbitrary restrictions on international humanitarian actors, while maintaining the illusion of humanitarian access, is coercing humanitarian and medical actors to compromise on their safety and their principles.”

    MIL OSI – Submitted News –

  • MIL-OSI United Kingdom: UK and Ukraine deepen community ties as part of 100 Year Partnership

    Source: United Kingdom – Executive Government & Departments

    Press release

    UK and Ukraine deepen community ties as part of 100 Year Partnership

    Thousands of school children across the UK and Ukraine have applied to take part in a landmark 100 Year Partnership programme between the two countries.

    • UK and Ukrainian schools flood applications for 100 Year Partnership programme as Prime Minister invites children to No10 to celebrate close links
    • Prime Minister says “partnership will deliver brighter futures for children in both countries”
    • Schools from Wales and Warwickshire to visit Downing Street tomorrow (Friday 25 April) to write to partnered schools in Ukraine
    • Comes as Ukraine launches a new stamp to mark special friendship between the two countries

    Thousands of school children across the UK and Ukraine have applied to take part in a landmark 100 Year Partnership programme between the two countries, further cementing the unbreakable ties between the two countries.

    Following the launch of the UK-Ukraine 100 Year Partnership in January, more than 750 schools from across the UK and Ukraine applied to take part in the programme, fostering classroom friendships, cultural understanding and inspiring future generations of world leaders, diplomats and business leaders.

    Thirty schools, including Number 219 School in Kyiv and All Saints Catholic Primary School in Anfield, who the Prime Minister joined a lesson between during his visit to Ukraine in January, have piloted the hugely successful programme.

    A further 70 are being paired in the coming days, while the remainder will be supported through the British Council’s UK-Ukraine School Partnerships programme until further spots become available.

    Children from several schools participating in the 100 Year Partnership school twinning programme will visit Downing Street tomorrow (Friday 25 April). The children, from YGG Pontybrenin, St Marie’s Catholic Primary School & Nursery and English Martyrs Catholic Primary School, will write letters to exchange with partnered schools in Ukraine, many of whom have spent hours attending school in bunkers during Russian drone and missile attacks.

    The children will also mark the launch of a new commemorative stamp, designed by both the UK and Ukrainian governments, which will be entered into circulation by the Ukrainian postal service Ukrposhta from the end of this month.

    Prime Minister Keir Starmer said:

    The unbreakable bond between the UK and Ukraine is often best reflected in the friendships formed among our children. These young minds are the architects of our future and security, fostering connections that transcend borders and cultures, and this partnership will deliver brighter futures for children in both countries.

    Our support is not only about providing military assistance, which remains crucial in ensuring Ukraine’s ability to defend itself, but also about standing by Ukraine for generations to come, as it seeks a just and lasting peace.

    That’s why our support matters not only now, but for our future, as all ages stand up for the values we hold dear, which are fundamental to our national security and Plan for Change.

    This unique initiative supports schools to build lasting international partnerships, and explore reading as a tool to expand horizons, build confidence, and boost mental wellbeing.

    In Kyiv, the British Embassy’s Chargée d’affaires, Charlotte Surun, attended the official launch ceremony of the new limited-edition stamp at the headquarters of the Ukrainian Post Office.

    The launch was attended by children from Kyiv School Number 219 which the Prime Minister visited in January. The children wrote messages on postcards to the students at their twinned school, Liverpool All Saints, as well as messages to the Prime Minister and Foreign Secretary.

    Head of UK Schools at the British Council Shannon West said: 

    Creating opportunities for young people has been at the heart of the work of the British Council for the last 90 years.

    We are delighted to be working with so many schools on this programme, which will give young people the international outlook and skills to thrive in our global society and strengthen ties between the UK and Ukraine.

    The unbreakable bonds between the UK and Ukraine have been formalised through the landmark new 100 Year Partnership between the two countries, broadening and deepening the relationship across defence and non-military areas and enabling closer community links, such as this initiative.

    Supporting Ukraine to defend itself from Russia’s barbaric invasion and rebuild a prosperous, sovereign future, is vital to this government’s foundation of security and our Plan for Change.

    Updates to this page

    Published 24 April 2025

    MIL OSI United Kingdom –

  • MIL-OSI United Kingdom: UKHSA urges Hajj and Umrah pilgrims to get meningitis vaccination

    Source: United Kingdom – Executive Government & Departments

    News story

    UKHSA urges Hajj and Umrah pilgrims to get meningitis vaccination

    UKHSA is reminding travellers to the Kingdom of Saudi Arabia (KSA) for Umrah and the upcoming Hajj pilgrimages to ensure they are vaccinated against meningitis.

    The UK Health Security Agency (UKHSA) is urging travellers to the Kingdom of Saudi Arabia (KSA) for Umrah and the upcoming Hajj pilgrimages to ensure they are vaccinated against meningococcal disease with the MenACWY vaccine, due to ongoing outbreaks of serogroup W (MenW) disease associated with travel to KSA.

    UKHSA has confirmed 5 cases of MenW disease between February and March 2025 in people who had recently returned from KSA or in their close contacts in England and Wales.

    Invasive meningococcal disease is rare but serious and is caused by meningococcal bacteria. Meningococcal meningitis (inflammation of the lining of the brain and spinal cord) and septicaemia (blood poisoning) are severe conditions that can kill or leave people with life-changing disabilities.

    Those undertaking Hajj or Umrah, along with seasonal workers, are required to present a valid certificate of MenACWY vaccination issued between 10 days and 3 to 5 years before arrival, depending on the type of MenACWY vaccine previously received. The World Health Organization (WHO) and the National Travel Health Network and Centre (NaTHNaC) advise, however, that all travellers to KSA should consider receiving the quadrivalent meningococcal (MenACWY) vaccine, especially during the current MenW outbreak.

    While abroad and in the 2 weeks after returning to the UK, pilgrims and travellers returning from KSA should monitor for symptoms such as:

    • fever
    • severe headache
    • vomiting
    • stiff neck
    • rash
    • extreme sleepiness
    • seizures

    Symptoms may resemble flu initially and can appear in any order, but can lead to serious illness within hours. Anyone who has symptoms and becomes concerned about their own or someone else’s health should seek immediate medical advice or dial 999 in a medical emergency.

    Dr Shamez Ladhani, Consultant Epidemiologist at UKHSA, said:

    The MenACWY vaccination is essential for pilgrims travelling to KSA for Umrah and Hajj, particularly given recent cases among UK returnees and their families. Meningococcal disease can be fatal and may leave survivors with serious lifelong conditions including hearing loss, brain damage and limb amputations.

    Pilgrims should ensure vaccination at least ten days before travel and remain vigilant for symptoms like sudden fever, severe headache, stiff neck, or rash. If you or anyone at home becomes unwell with any symptoms of meningitis within two weeks of returning from Saudi Arabia, contact your GP or NHS 111, mentioning your recent travel history, or dial 999 in case of emergency.

    Dr Sahira Dar, President of the British Islamic Medical Association, said: 

    During Hajj and Umrah, millions of people gather in very close proximity during the pilgrim rights, in accommodation sites and on public transport.  This means that there is a much higher risk of contracting infectious diseases such as meningitis which is a serious illness.  We highly recommend that everyone going on Hajj and Umrah receive their MenACWY vaccine which could protect them and their loved ones back home.

    UKHSA is also advising pilgrims about Middle East Respiratory Syndrome coronavirus (MERS-CoV). While risk to UK travellers remains low, pilgrims should:

    • avoid consuming raw or undercooked animal products
    • avoid contact with camels and animal waste
    • practise good hygiene, particularly washing hands after visiting farms, barns or markets

    Should fever, coughing or breathing difficulties develop within 2 weeks of leaving Saudi Arabia, contact a GP or NHS 111, mentioning recent travel history and any contact with respiratory cases, healthcare facilities or camels during travel.

    Further information on vaccinations and travel health precautions for KSA is available on the NaTHNaC website.

    Updates to this page

    Published 24 April 2025

    MIL OSI United Kingdom –

  • MIL-OSI Russia: Interior finishing work has begun at the educational and scientific center of the Institute of Medicine and Medical Technologies of NSU

    Translation. Region: Russian Federal

    Source: Novosibirsk State University – Novosibirsk State University –

    In the educational and scientific center of the Institute of Medicine and Medical Technologies (IMMT) of NSU, which is one of the second-stage facilities modern campus of NSU, which is being built within the framework of the national project “Youth and Children”, the interior decoration of the premises has begun. Work is underway to insulate the building, install partitions, lay the floor, and level the walls. In the building of the UNC IMMT NSU, an atrium skylight and mirrored ventilated facades have already been installed. In the near future, it is planned to prepare the space for the placement of laboratory equipment. The technical readiness of the facility has exceeded 30%.

    — In 2024-2025, we began implementing a large-scale program to transform medical education at the university, whose history goes back more than 20 years. We created the Institute of Medicine and Medical Technologies, received a license for new educational programs: bachelor’s degree in the direction of “Medical Cybernetics” and a master’s degree in the direction of “Industrial Pharmacy”. These are network programs that we implement jointly with the Engineering School of Moscow State University. The new educational and scientific center of the NSU IMMT will create the infrastructure to bring medical education to a fundamentally new level, increase the number of students – more than 700 people will be able to study in the new building, and conduct research in advanced biomedical areas, – commented the rector of NSU, academician of the Russian Academy of Sciences Mikhail Fedoruk.

    The building of the NSU IMMT UNC will house 8 laboratories in various fields, including molecular pharmacology, metabolomic research, medical chemistry, molecular virology and oncology, etc. It is important to note that the project for the development of medical education and scientific research at NSU “Creation of a center for the integration of personalized biomedicine, pharmacy and synchrotron, binary technologies” received support within the framework of the “Priority 2030” program.

    The construction of the NSU research center, which is also a second-stage facility, continues. The work on laying walls and partitions is 75% complete, the installation of stained glass windows and the installation of an external ventilated facade is 2/3 complete. The technical readiness of the facility is 28%.

    The general contractor for the construction of the second stage of the facilities is the company “MONOTEK STROY”.

    Let us recall that, on the instructions of President Vladimir Putin, a network of modern campuses is being created in Russia. By 2030, a constellation of 25 campuses should appear in the country. Work in this area is being carried out by the Government of the Russian Federation and the Ministry of Education and Science of Russia. Currently, 24 such campuses are being designed and built with the support of the national project “Youth and Children”. One of them has already been completely built in Moscow on the basis of the Bauman Moscow State Technical University. By 2036, the number of campuses will increase to 40. The project is being financed from the federal and regional budgets, as well as from extra-budgetary sources.

    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 USA: Gov. Kemp Announces New DDS Commissioner

    Source: US State of Georgia

    ATLANTA – Governor Brian P. Kemp today announced that the Georgia Department of Driver Services (DDS) Board of Directors has approved Angelique McClendon as the Commissioner of DDS, effective May 1. McClendon has been serving the department as General Counsel and Assistant Deputy Commissioner of Legal and Regulatory Affairs, where she has been a subject matter expert on all legal and regulatory issues relating to the agency’s statutory responsibilities. She will succeed Spencer Moore, who has dedicated over 30 years of service to the people of our state.

    “On behalf of hardworking Georgians, I want to congratulate Angelique McClendon on her promotion to Commissioner of the Department of Driver Services,” said Governor Brian Kemp. “With an extensive career serving both DDS and the people of our state, I know she will be a great asset in ensuring that those who interact with one of our most prominent state agencies have an efficient and smooth experience.”

    “Marty, the girls, and I also want to thank Spencer Moore for his many years of service to our state,” continued Governor Kemp. “His efforts as DDS Commissioner have helped grow our nationally-ranked logistics network, put state government’s best foot forward when serving the hardworking people of Georgia, and modernize operations at an agency that directly interacts with citizens in every community of our state.”

    Angelique McClendon will become Commissioner of the Georgia Department of Driver Services (DDS) on May 1, 2025. She first joined DDS as General Counsel in 2015 and was later promoted to Assistant Deputy Commissioner of Legal and Regulatory Affairs. Her legal career began in 2005 as an Assistant Solicitor in DeKalb County. From 2008 to 2015, McClendon served as an Assistant Attorney General for the State of Georgia. McClendon has provided legal guidance on several large-scale state initiatives and modernization efforts, including Georgia’s Digital Driver’s License. She has served in leadership roles with the American Association of Motor Vehicle Administrators, where she helped create national policy and track trends related to driver’s license administration and identity management.

    McClendon is a proud mother of two, a native of Decatur, and a Rockdale County resident. She graduated from Xavier University of Louisiana with a Bachelor of Science in Chemistry and earned her Juris Doctorate from Georgia State University College of Law.

    MIL OSI USA News –

  • MIL-OSI Europe: Penitentiary professionals gain skills in medical standards of torture documentation

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

    Headline: Penitentiary professionals gain skills in medical standards of torture documentation

    A total of some 45 forensic experts and medical staff of penitentiary system from five regions of Uzbekistan learned about international mechanisms for documenting torture, as well as national laws governing the treatment of those in detention, during training events in Termez and Ferghana on 21-22 April and 24-25 April.
    The OSCE Project Co-Ordinator in Uzbekistan (PCUz), in co-operation with the National Center for Human Rights (NCHR), the Directorate for the Execution of Punishments under the Ministry of Internal Affairs of Uzbekistan and the Republican Scientific and Practical Center for Forensic Medicine, organized the two-day courses, which covered the Istanbul Protocol – the international standard for the medical documentation of torture.
    “Our main task in ending torture is to improve the skills of medical personnel, arming them with effective tools in accordance with international standards, one of which is the Istanbul Protocol. Protecting human dignity is not only a legal but also a moral duty. In this regard, together with our reliable partner, the OSCE PCUz, we are implementing important initiatives”, said Professor Akmal Saidov, Director of the NCHR.
    Ambassador Antti Karttunen, Head of Office of the PCUz, said, “Since 2017, Uzbekistan has demonstrated a serious commitment to identifying and addressing gaps in torture prevention and strengthening the protection of human rights. The OSCE PCUz is proud to support Uzbekistan’s initiatives that promote human rights within Uzbekistan’s penitentiary system. Over the years, our office has provided capacity-building support to governmental and civil society actors and conducted several trainings on torture prevention.”
    Participants in the training events, from Republican Scientific and Practical Centre for Forensic Medicine and Uzbekistan’s penitentiary system, were taught how to correctly identify and document both physical and psychological signs of torture, as well as how to comply with legal and ethical standards when conducting forensic examinations in detention facilities, such as pretrial detention centres and prisons. 
    This initiative reflects a continuing commitment by Uzbekistan to advance human rights protection mechanisms and support professionals in upholding legal and ethical standards in the treatment of individuals in detention.

    MIL OSI Europe News –

  • MIL-OSI Russia: Residents of the Technopolis Moscow SEZ have launched 37 new drugs on the market

    Translation. Region: Russian Federal

    Source: Moscow Government – Government of Moscow –

    Pharmaceutical enterprises of the special economic zone (SEZ) Technopolis Moscow brought 37 new drugs to the market in 2024. Among them are drugs for the treatment of cancer, multiple sclerosis, chronic myelogenous leukemia and others. This was reported by the Deputy Mayor of Moscow for Transport and Industry Maxim Liksutov.

    “The capital plays a key role in the development of the domestic pharmaceutical industry and strengthening the country’s medicinal sovereignty. On the instructions of Sergei Sobyanin, the city has created a set of effective tools to support the industry, which allows for the regular introduction of popular drugs to the market and an increase in production volumes. Today, eight resident enterprises produce vital drugs in the Technopolis Moscow special economic zone; during their operation, they have produced products worth over 74 billion rubles. In 2024, three companies from the capital’s SEZ brought 37 new drugs to the market for the treatment of socially significant diseases,” said Maxim Liksutov.

    The production facilities of pharmaceutical enterprises are located at two sites: Alabushevo and Pechatniki. In addition, they are participants in the largest pharmaceutical cluster in the country.

    “Offset contracts are concluded with pharmaceutical companies from the Moscow SEZ, under the terms of which the enterprises produce innovative drugs, and the city guarantees their purchase. The enterprises have high-tech production lines, modern laboratories, invest in research and development work. All this contributes to the creation of new effective drugs,” said the Minister of the Moscow Government, head of the capital’s Department of Investment and Industrial Policy

    Anatoly Garbuzov.

    In March 2023, the Russian Ministry of Health registered the first Russian original drug for the treatment of multiple sclerosis, developed by scientists from the Russian biotechnology company Biocad and the Russian National Research Medical University named after N.I. Pirogov. The innovative drug reduces the immune-inflammatory process in the central nervous system, which reduces the number of exacerbations in patients with multiple sclerosis.

    The resident of the SEZ Technopolis Moscow invested more than one billion rubles in the development and research of the drug. Production successfully began last year on the territory of the Alabushevo site. Since then, the enterprise has produced more than seven thousand packages of the product.

    The company “R-Opra” (the group of companies “R-Pharm”) is also actively developing new types of drugs for the treatment of oncological, autoimmune, asthmatic and other diseases.

    The project to create a modern pharmaceutical production complex at the capital’s SEZ site became possible thanks to an offset contract, said Gennady Degtyarev, General Director of the Technopolis Moscow special economic zone. In 2024, the resident opened a production site for the production of drugs in the form of soft gelatin capsules, which are used in the treatment of oncological diseases. In addition, last year the company mastered more than 10 new medicinal products for the treatment of socially significant diseases.

    Another company, a resident of the Moscow SEZ, Amedart, opened import-substituting production of 26 new drugs at the Pechatniki site in 2024. Among them are, for example, drugs for the treatment of oncological diseases and the therapy of the human immunodeficiency virus (HIV). The start of production of these critically important drugs is a significant step in providing Russian patients with affordable and high-quality medicines.

    New modern equipment allows the resident to annually produce up to 10 million packages of antiretroviral drugs for HIV therapy and up to one million packages of antitumor drugs. The company’s portfolio includes a total of more than 100 items included in the list of vital drugs. Their production capacity reaches 15 million packages per year.

    Sobyanin opened the Kalashnikov concern complex in Technopolis MoscowSobyanin told what new industrial enterprises will open in Moscow

    SEZ Technopolis Moscow is a territory with a special legal status, where a preferential regime of entrepreneurial activity for investors operates. The area of the facilities where high-tech enterprises are located exceeds 390 hectares. SEZ Technopolis Moscow has been a leader in international and national industry ratings for several years.

    Get the latest news quickly official telegram channel the city of Moscow.

    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.

    Please Note; This Information is Raw Content Directly from the Information Source. It is access to What the Source Is Stating and Does Not Reflect

    https: //vv.mos.ru/nevs/ite/153087073/

    MIL OSI Russia News –

  • MIL-OSI Russia: NSU held a telethon with colleagues from the National University of Uzbekistan

    Translation. Region: Russian Federal

    Source: Novosibirsk State University – Novosibirsk State University –

    Novosibirsk State University held a telethon with colleagues from the National University of Uzbekistan named after Mirzo Ulugbek “Heroes of Science and the Front: Memory of Teachers and Scientists”, dedicated to the 80th anniversary of the Victory in the Great Patriotic War.

    The telethon was organized by partners in the Consortium of Researchers of the History of North and Central Asian Countries, the Humanitarian Institute of NSU and the Faculty of History of the Mirzo Ulugbek National University of Uzbekistan.

    Opening the meeting, Professor, Doctor of Historical Sciences Andrey Zuyev emphasized: “A lot of time has passed, but we must not forget about this, the most grandiose event of the 20th century for our history. Representatives of all peoples and social groups of the Soviet Union took part in the war. And our event is dedicated to preserving the memory of the teachers and scientists who contributed to the common Victory.”

    Professor of the National University of Uzbekistan, Doctor of Historical Sciences Akhmadjon Khalikulov, who spoke in response, shared the same point of view.

    The telethon program opened with a report by Academician of the Russian Academy of Sciences, Professor Vyacheslav Molodin, “Scientists of Siberia on the Front of the Great Patriotic War and in the Post-War Period,” which became the basis for a chapter in a collective monograph on this topic, prepared by the Siberian Branch of the Academy of Sciences.

    He recalled that during the war, many scientists were already working in Novosibirsk, where the Novosibirsk Committee of Scientists was created in early 1942, with Academician S.A. Chaplygin becoming its honorary chairman. A year later, a branch of the USSR Academy of Sciences was formed, consisting of the following institutes: Mining and Geology, Transport and Energy, Chemical and Metallurgical, and Medical and Biological.

    “Among the priority tasks facing the institutes of the Siberian branch of the Academy of Sciences was the use of natural resources of the Urals and Siberia in the interests of the country’s defense, since many sources of strategic raw materials ended up in enemy-occupied territories,” Molodin said. And, as the academician showed in his report, the geologists successfully coped with it.

    It is difficult to overestimate the contribution to the victory of the future founders of Akademgorodok. Mikhail Alekseevich Lavrentyev developed the theory of cumulation and decoding the actions of cumulative shells, on the basis of which a number of effective anti-tank ammunition was created, which played, among other things, a significant role in the outcome of the Battle of Kursk. The research of Sergei Alekseevich Khristianovich helped to increase the accuracy of shooting of another important class of weapons of that war – multiple launch rocket systems. The third co-founder of Akademgorodok Sergei Lvovich Sobolev worked on the development of computational mathematics during the war, and the results of his work later found expression in the successful implementation of the atomic and space projects of the Soviet Union.

    Many of the future famous scientists of the Siberian Branch of the Academy of Sciences went through the Great Patriotic War as soldiers and officers of the Red Army. Among them were the founder of the Institute of Nuclear Physics G.I. Budker, the founder of the Institute of Semiconductor Physics A.V. Rzhanov, one of the founders of the Institute of Thermal Physics S.S. Kutateladze, the author of the famous experiment on domesticating foxes and one of those who revived genetics in the USSR D.K. Belyaev, the future founder of the Physics and Mathematics School and one of the fathers of Soviet cybernetics A.A. Lyapunov and many others, whose names were also mentioned in Academician Molodin’s report.

    Also, as part of the telethon, PhD in History Stanislav Egorov presented a digital exhibition “From the War Fronts to the Scientific and Teaching Front: NSU Humanities Scientists — Participants in the Great Patriotic War.”

    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 USA: Congressman Jake Auchincloss Announces Guest for President Trump’s Joint Address to Congress

    Source: United States House of Representatives – Representative Jake Auchincloss (Massachusetts, 4)

    March 03, 2025

    Washington, D.C. – Congressman Jake Auchincloss (D, MA-04) is announcing former Assistant Administrator for Global Health at the U.S. Agency for International Development (USAID), Dr. Atul Gawande, MD, MPH, as his guest for President Trump’s address to a Joint Session of Congress on Tuesday, March 4th. 

    Dr. Gawande is a renowned surgeon, writer, and public health leader. Prior to leading global health at USAID, he was a practicing general and endocrine surgeon at Brigham and Women’s Hospital and a professor at Harvard Medical School and the Harvard T.H. Chan School of Public Health. He was the founder and chair of Ariadne Labs, a joint center for health systems innovation, and of Lifebox, a nonprofit organization working to make surgery safer globally.

    At USAID, Dr. Gawande oversaw global health efforts, providing access to preventative treatment and care. Since taking office on January 20, Trump has dismantled USAID and eliminated over ninety percent of 6,300 USAID awards, including health programs that help millions battling diseases such as malaria, tuberculosis, and HIV.

    “The global vaccination efforts of Dr. Gawande and the public health officials at USAID have saved millions of lives and prevented unnecessary suffering. For the first time since 2003, a child in the U.S. has died from measles. Trump’s dismantling of USAID and his promotion of anti-vaccine conspiracy theorist Robert F. Kennedy Jr. – who refuses to unequivocally recommend the measles vaccine – as our nation’s top health officer is reversing decades of progress in eradicating the world’s deadliest diseases,” said Congressman Jake Auchincloss

    “The experience of USAID shows what doing surgery with a chainsaw on the US government looks like. It is a bloodbath. The dismantling of USAID is costing tens of thousands of American jobs, massive loss of life, and mismanagement of billions of taxpayer dollars — the exact opposite of addressing fraud, waste, and abuse. The American people deserve to hear an explanation for why he’s firing public servants who keep America secure and cutting programs that save lives,” said Dr. Atul Gawande.

    ###

    MIL OSI USA News –

  • MIL-OSI: Dassault Systèmes: Solid start to the year with strong subscription growth, EPS at the high end of guidance

    Source: GlobeNewswire (MIL-OSI)

    Press Release

    VELIZY-VILLACOUBLAY, France — April 24, 2025

    Dassault Systèmes: Solid start to the year with strong subscription growth, EPS at the high end of guidance

    Dassault Systèmes (Euronext Paris: FR0014003TT8, DSY.PA) today reports its IFRS unaudited estimated financial results for the first quarter 2025 ended March 31, 2025. The Group’s Board of Directors approved these estimated results on April 23, 2025. This press release also includes financial information on a non-IFRS basis and reconciliations with IFRS figures in the Appendix.

    Summary Highlights1  

    (unaudited, non-IFRS unless otherwise noted,
    all growth rates in constant currencies)

    • 1Q25: Software revenue increased by 5% driven by recurring revenue up 7%;
    • 1Q25: Strong subscription growth of 14%, bringing New business up 7%;
    • 1Q25: 3DEXPERIENCE software revenue growth of 17%;
    • 1Q25: Diluted EPS up 5% (6% as reported) to €0.32;
    • 1Q25: Cash flow from operations grew 21%, as reported, to €813 million (IFRS);
    • FY25: Full year objectives unchanged, total revenue growth of 6-8% and diluted EPS of €1.36-€1.39.

    Dassault Systèmes’ Chief Executive Officer Commentary

    Pascal Daloz, Dassault Systèmes’ Chief Executive Officer, commented:

    “In February this year we announced Gen 7, the new generation of representation of our customers’ virtual universes – we call it 3D UNIV+RSES. This seventh generation of MODSIM data, powered by AI and spatial computing, makes the 3DEXPERIENCE the next-generation platform for knowledge and know-how, establishing it as a global IP management platform. Early customer feedback confirms that platform-based AI leveraging virtual twins creates competitive advantage. 

    We’ve had a solid start to the year. In the first quarter, the Manufacturing Industries sector performed well led by Aerospace & Defense and High Tech, along with Transportation & Mobility in China, Japan and US. At the same time, we’re accelerating in Sovereign Infrastructure, where energy, security, and AI capabilities – through high-performance data centers – are becoming strategic imperatives for nations and territories.

    We are committed to being the trusted partner for our customers – helping them stay ahead, while strengthening our leadership position for the long term and raising barriers to entry.”

    Dassault Systèmes’ Chief Financial Officer Commentary

    (revenue, operating margin and diluted EPS (‘EPS’) growth rates in constant currencies,
    data on a non-IFRS basis)

    Rouven Bergmann, Dassault Systèmes’ Chief Financial Officer, commented:

    “In the first quarter, our revenue is driven by strong subscription growth of 14%. As a result, recurring revenue now represents 86% of software revenue, highlighting the resilience of our business model. Regarding operational efficiency, we reached the upper end of our EPS guidance and saw strong growth in operating cash flow, increasing by 21% as reported.

    Entering 2025, our approach was to provide a risk-adjusted financial outlook. Since then, the introduction of new tariffs has created a more volatile market environment, which could lead to longer decision-making cycles. That said, our pipeline remains solid, and our current visibility aligns with the midpoint of our full year guidance.

    Therefore, we keep our 2025 outlook of 6-8% total revenue growth and 7-10% EPS growth unchanged. In addition, we are slightly adjusting our operating margin target, expecting a year-over-year expansion of 50-70 basis points, versus 70-100 basis points prior, to gain additional flexibility and invest in Gen 7 to support our long-term growth.”

    Financial Summary

    In millions of Euros,
    except per share data and percentages    		   IFRS   Non-IFRS
      Q1 2025 Q1 2024 Change Change in constant currencies   Q1 2025 Q1 2024 Change Change in constant currencies
    Total Revenue   1,573.0 1,499.7 5% 4%   1,573.0 1,499.7 5% 4%
    Software Revenue   1,432.7 1,352.8 6% 5%   1,432.7 1,352.8 6% 5%
    Operating Margin   19.4% 21.6% (2.3)pts     30.9% 31.1% (0.2)pt  
    Diluted EPS   0.20 0.21 (9)%     0.32 0.30 6% 5%

    First Quarter 2025 Versus 2024 Financial Comparisons

    (unaudited, IFRS and non-IFRS unless otherwise noted,
    all revenue growth rates in constant currencies)

    • Total Revenue: Total revenue in the first quarter grew by 4% to €1.57 billion, and software revenue increased by 5% to €1.43 billion. Subscription & support revenue rose by 7%; recurring revenue represented 86% of software revenue, up 2 basis points versus last year. Licenses and other software revenue declined by 10% to €198 million. Services revenue was down 6% to €140 million, during the quarter.
    • Software Revenue by Geography: Revenue in the Americas increased by 7% to represent 43% of software revenue. This growth acceleration is driven by Aerospace & Defense, Transport & Mobility and High-Tech. Despite tariff uncertainty, Europe increased by 1%, led by good growth in Aerospace & Defense. Europe represented 36% of software revenue. In Asia, revenue increased by 5%, driven by India, Southeast Asia and Korea. Asia represented 22% of software revenue.
    • Software Revenue by Product Line:
      • Industrial Innovation software revenue increased by 8% to €793 million. This strong broad-based performance was led by CATIA, ENOVIA, DELMIA and NETVIBES. Industrial Innovation software represented 55% of software revenue.
    • Life Sciences software revenue was stable at €293 million, accounting for 20% of software revenue. MEDIDATA was impacted by continued CRO2 headwinds, while benefiting from the steady dynamic with Large Pharma and Mid-Market.
    • Mainstream Innovation software revenue increased by 2% to €347 million. SOLIDWORKS had a slow start to the year, but saw solid bookings and good momentum in 3DEXPERIENCE adoption. CENTRIC PLM was impacted by timing of renewals, after an exceptional year of growth in 2024. Mainstream Innovation represented 24% of software revenue, during the period.
    • Software Revenue by Industry: Aerospace & Defense, High Tech and Industrial Equipment were among the best performers during the quarter.
    • Key Strategic Drivers: 3DEXPERIENCE software revenue increased by 17%, driven by Aerospace & Defense, High Tech and Transportation & Mobility, along with opportunities in the sovereign infrastructure domain. 3DEXPERIENCE software revenue represented 39% of 3DEXPERIENCE eligible software revenue. Cloud software revenue grew by 7% and represented 25% of software revenue during the period. 3DEXPERIENCE Cloud software revenue increased by 41%.
    • Operating Income and Margin: IFRS operating income declined by 6% to €304 million, as reported. Non-IFRS operating income increased by 3% in constant currencies to €486 million (up 4% as reported). The IFRS operating margin stood at 19.4% compared to 21.6% in the first quarter of 2024. The non-IFRS operating margin totaled 30.9% versus 31.1% during the same period last year.
    • Earnings per Share: IFRS diluted EPS was €0.20, down 9% as reported. Non-IFRS diluted EPS grew to €0.32, up 6% as reported, or 5% in constant currencies.
    • Cash Flow from Operations (IFRS): Cash flow from operations totaled €813 million, an increase of 21% relative to the same period last year with strong cash collection. Cash flow from operations was principally used for the acquisition of ContentServ for €191 million (net of €11 million of cash acquired), repurchase of Treasury Shares for €80 million, repayment of debt for €59 million and €56 million for investments in CAPEX.
    • Balance Sheet (IFRS): Dassault Systèmes had a net cash position of €1.79 billion as of March 31, 2025, an increase of €0.33 billion, compared to €1.46 billion for the year ending December 31, 2024. Cash and cash equivalents totaled €4.24 billion at the end of March 2025.

    Financial Objectives for 2025

    Dassault Systèmes’ second quarter and 2025 financial objectives presented below are given on a non-IFRS basis and reflect the principal 2025 currency exchange rate assumptions for the US dollar and Japanese yen as well as the potential impact from additional non-Euro currencies:

               
          Q2 2025 FY 2025  
      Total Revenue (billion) €1.520 – €1.580 €6.567 – €6.667  
      Growth 2 – 6% 6 – 7%  
      Growth ex FX 3 – 7% 6 – 8%  
               
      Software revenue growth * 3 – 7% 6 – 8%  
        Of which licenses and other software revenue growth * (6) – 1% 2 – 6%  
        Of which recurring revenue growth * 5 – 8% 7 – 8%  
     

    Services revenue growth *

    3 – 7%

    		 4 – 6%  
               
      Operating Margin 29.8% – 29.9% 32.3% – 32.6%  
               
      EPS Diluted €0.30 – €0.31 €1.36 – €1.39  
      Growth (1) – 3% 7 – 9%  
      Growth ex FX 1 – 5% 7 – 10%  
               
      US dollar $1.10 per Euro $1.09 per Euro  
      Japanese yen (before hedging) JPY 155.0 per Euro JPY 156.4 per Euro  
      * Growth in Constant Currencies      

    These objectives are prepared and communicated only on a non-IFRS basis and are subject to the cautionary statement set forth below.

    The 2025 non-IFRS financial objectives set forth above do not take into account the following accounting elements below and are estimated based upon the 2025 principal currency exchange rates above: no significant contract liabilities write-downs; share-based compensation expenses, including related social charges, estimated at approximately €213 million (these estimates do not include any new stock option or share grants issued after March 31, 2025); amortization of acquired intangibles and of tangibles reevaluation, estimated at approximately €353 million, largely impacted by the acquisition of MEDIDATA and lease incentives of acquired companies at approximately €1 million.

    The above objectives also do not include any impact from other operating income and expenses, a net principally comprised of acquisition, integration and restructuring expenses, and impairment of goodwill and acquired intangible assets; from one-time items included in financial revenue; from one-time tax effects; and from the income tax effects of these non-IFRS adjustments. Finally, these estimates do not include any new acquisitions or restructuring completed after March 31, 2025.

    Corporate Announcements

    Today’s Webcast and Conference Call Information

    Today, Thursday, April 24, 2025, Dassault Systèmes will host, from Paris, a webcasted presentation at 9:00 AM London Time / 10:00 AM Paris time, and will then host a conference call at 8:30 AM New York time / 1:30 PM London time / 2:30 PM Paris time. The webcasted presentation and conference calls will be available online by accessing investor.3ds.com.

    Additional investor information is available at investor.3ds.com or by calling Dassault Systèmes’ Investor Relations at +33.1.61.62.69.24.

    Investor Relations Events

    • Capital Markets Day: June 6, 2025
    • Second Quarter 2025 Earnings Release: July 24, 2025
    • Third Quarter 2025 Earnings Release: October 23, 2025
    • Fourth Quarter 2025 Earnings Release: February 11, 2026

    Forward-looking Information

    Statements herein that are not historical facts but express expectations or objectives for the future, including but not limited to statements regarding the Group’s non-IFRS financial performance objectives are forward-looking statements. Such forward-looking statements are based on Dassault Systèmes management’s current views and assumptions and involve known and unknown risks and uncertainties. Actual results or performances may differ materially from those in such statements due to a range of factors.

    The Group’s actual results or performance may be materially negatively affected by numerous risks and uncertainties, as described in the “Risk Factors” section 1.9 of the 2024 Universal Registration Document (‘Document d’enregistrement universel’) filed with the AMF (French Financial Markets Authority) on March 18, 2025, available on the Group’s website www.3ds.com.

    In particular, please refer to the risk factor “Uncertain Global Environment” in section 1.9.1.1 of the 2024 Universal Registration Document set out below for ease of reference:

    “In light of the uncertainties regarding economic, business, social, health and geopolitical conditions at the global level, Dassault Systèmes’ revenue, net earnings and cash flows may grow more slowly, whether on an annual or quarterly basis, mainly due to the following factors:

    • the deployment of Dassault Systèmes’ solutions may represent a large portion of a customer’s investments in software technology. Decisions to make such an investment are impacted by the economic environment in which the customers operate. Uncertain global geopolitical, economic and health conditions and the lack of visibility or the lack of financial resources may cause some customers, e.g. within the automotive, aerospace, energy or natural resources industries, to reduce, postpone or cancel their investments, or to reduce or not renew ongoing paid maintenance for their installed base, which impact larger customers’ revenue with their respective sub-contractors;
    • the political, economic and monetary situation in certain geographic regions where Dassault Systèmes operates could become more volatile and negatively affect Dassault Systèmes’ business, and in particular its revenue, for example, due to stricter export compliance rules or the introduction of new customs barriers or controls on the exchange of goods and services;
    • continued pressure or volatility on raw materials and energy prices could also slow down Dassault Systèmes’ diversification efforts in new industries;
    • uncertainties regarding the extent and duration of costs inflation could adversely affect the financial position of Dassault Systèmes; and
    • the sales cycle of the Dassault Systèmes’ products – already relatively long due to the strategic nature of such investments for customers – could further lengthen.

    The occurrence of crises – health and political crises in particular – could have consequences both for the health and safety of Dassault Systèmes’ employees and for the Company. It could also adversely impact the financial situation or financing and supply capabilities of Dassault Systèmes’ existing and potential customers, commercial and technology partners, some of whom may be forced to temporarily close sites or to cease operations. A deteriorating economic environment could generate increased price pressure and affect the collection of receivables, which would negatively affect Dassault Systèmes’ revenue, financial performance and market position.

    Dassault Systèmes makes every effort to take into consideration this uncertain outlook. Dassault Systèmes’ business results, however, may not develop as anticipated. Furthermore, due to factors affecting sales of Dassault Systèmes’ products and services, there may be a substantial time lag between an improvement in global economic and business conditions and an upswing in the Company’s business results.

    In preparing such forward-looking statements, the Group has in particular assumed an average US dollar to euro exchange rate of US$1.10 per €1.00 as well as an average Japanese yen to euro exchange rate of JPY155.0 to €1.00, before hedging for the second quarter 2025. The Group has assumed an average US dollar to euro exchange rate of US$1.09 per €1.00 as well as an average Japanese yen to euro exchange rate of JPY156.4 to €1.00, before hedging for the full year 2025. However, currency values fluctuate, and the Group’s results may be significantly affected by changes in exchange rates.   

    Non-IFRS Financial Information

    Readers are cautioned that the supplemental non-IFRS financial information presented in this press release is subject to inherent limitations. It is not based on any comprehensive set of accounting rules or principles and should not be considered in isolation from or as a substitute for IFRS measurements. The supplemental non-IFRS financial information should be read only in conjunction with the Company’s consolidated financial statements prepared in accordance with IFRS. Furthermore, the Group’s supplemental non-IFRS financial information may not be comparable to similarly titled “non-IFRS” measures used by other companies. Specific limitations for individual non-IFRS measures are set forth in the Company’s 2024 Universal Registration Document filed with the AMF on March 18, 2025.

    In the tables accompanying this press release the Group sets forth its supplemental non-IFRS figures for revenue, operating income, operating margin, net income and diluted earnings per share, which exclude the effect of adjusting the carrying value of acquired companies’ deferred revenue, share-based compensation expense and related social charges, the amortization of acquired intangible assets and of tangibles reevaluation, certain other operating income and expense, net, including impairment of goodwill and acquired intangibles, the effect of adjusting lease incentives of acquired companies, certain one-time items included in financial revenue and other, net, and the income tax effect of the non-IFRS adjustments and certain one-time tax effects. The tables also set forth the most comparable IFRS financial measure and reconciliations of this information with non-IFRS information.

    FOR MORE INFORMATION

    Dassault Systèmes’ 3DEXPERIENCE platform, 3D design software, 3D Digital Mock Up and Product Lifecycle Management (PLM) solutions: http://www.3ds.com

    ABOUT DASSAULT SYSTÈMES

    Dassault Systèmes is a catalyst for human progress. Since 1981, the company has pioneered virtual worlds to improve real life for consumers, patients and citizens.
    With Dassault Systèmes’ 3DEXPERIENCE platform, 370 000 customers of all sizes, in all industries, can collaborate, imagine and create sustainable innovations that drive meaningful impact.
    For more information, visit www.3ds.com

    Dassault Systèmes Investor Relations Team                        FTI Consulting

    Beatrix Martinez: +33 1 61 62 40 73                                Arnaud de Cheffontaines: +33 1 47 03 69 48

                                                                    Jamie Ricketts : +44 20 3727 1600

    investors@3ds.com

    Dassault Systèmes Press Contacts

    Corporate / France        Arnaud MALHERBE        

    arnaud.malherbe@3ds.com        

    +33 (0)1 61 62 87 73

    © Dassault Systèmes. All rights reserved. 3DEXPERIENCE, the 3DS logo, the Compass icon, IFWE, 3DEXCITE, 3DVIA, BIOVIA, CATIA, CENTRIC PLM, DELMIA, ENOVIA, GEOVIA, MEDIDATA, NETVIBES, OUTSCALE, SIMULIA and SOLIDWORKS are commercial trademarks or registered trademarks of Dassault Systèmes, a European company (Societas Europaea) incorporated under French law, and registered with the Versailles trade and companies registry under number 322 306 440, or its subsidiaries in the United States and/or other countries. All other trademarks are owned by their respective owners. Use of any Dassault Systèmes or its subsidiaries trademarks is subject to their express written approval.

    APPENDIX TABLE OF CONTENTS

    Due to rounding, numbers presented throughout this and other documents may not add up precisely to the totals provided and percentages may not precisely reflect the absolute figures.    

    Glossary of Definitions

    Non-IFRS Financial Information

    Acquisitions and Foreign Exchange Impact

    Condensed consolidated statements of income

    Condensed consolidated balance sheet

    Condensed consolidated cash flow statement

    IFRS – non-IFRS reconciliation

    DASSAULT SYSTÈMES – Glossary of Definitions

    Information in Constant Currencies

    Dassault Systèmes has followed a long-standing policy of measuring its revenue performance and setting its revenue objectives exclusive of currency in order to measure in a transparent manner the underlying level of improvement in its total revenue and software revenue by activity, industry, geography and product lines. The Group believes it is helpful to evaluate its growth exclusive of currency impacts, particularly to help understand revenue trends in its business. Therefore, the Group provides percentage increases or decreases in its revenue and expenses (in both IFRS as well as non-IFRS) to eliminate the effect of changes in currency values, particularly the U.S. dollar and the Japanese yen, relative to the euro. When trend information is expressed “in constant currencies”, the results of the “prior” period have first been recalculated using the average exchange rates of the comparable period in the current year, and then compared with the results of the comparable period in the current year.

    While constant currency calculations are not considered to be an IFRS measure, the Group believes these measures are critical to understanding its global revenue results and to compare with many of its competitors who report their financial results in U.S. dollars. Therefore, Dassault Systèmes includes this calculation for comparing IFRS revenue figures as well non-IFRS revenue figures for comparable periods. All information at constant currencies is expressed as a rounded percentage and therefore may not precisely reflect the absolute figures.

    Information on Growth excluding acquisitions (“organic growth”)

    In addition to financial indicators on the entire Group’s scope, Dassault Systèmes provides growth excluding acquisitions effect, also named organic growth. In order to do so, the data relating to the scope is restated excluding acquisitions, from the date of the transaction, over a period of 12 months.

    Information on Industrial Sectors

    The Group provides broad end-to-end software solutions and services: its platform-based virtual twin experiences combine modeling, simulation, data science and collaborative innovation to support companies in the three sectors it serves, namely Manufacturing Industries, Life Sciences & Healthcare, and Infrastructure & Cities.

    These three sectors comprise twelve industries:

    • Manufacturing Industries: Transportation & Mobility; Aerospace & Defense; Marine & Offshore; Industrial Equipment; High-Tech; Home & Lifestyle; Consumer Packaged Goods – Retail. In Manufacturing Industries, Dassault Systèmes helps customers virtualize their operations, improve data sharing and collaboration across their organization, reduce costs and time-to-market, and become more sustainable;
    • Life Sciences & Healthcare: Life Sciences & Healthcare. In this sector, the Group aims to address the entire cycle of the patient journey to lead the way toward precision medicine. To reach the broader healthcare ecosystem from research to commercial, the Group’s solutions connect all elements from molecule development to prevention to care, and combine new therapeutics, medical practices, and Medtech;
    • Infrastructure & Cities: Infrastructure, Energy & Materials; Architecture, Engineering & Construction; Business Services; Cities & Public Services. In Infrastructure & Cities, the Group supports the virtualization of the sector in making its industries more efficient and sustainable, and creating desirable living environments.

    Information on Product Lines

    The Group’s product lines financial reporting include the following financial information:

    • Industrial Innovation software revenue, which includes CATIA, ENOVIA, SIMULIA, DELMIA, GEOVIA, NETVIBES, and 3DEXCITE brands;
    • Life Sciences software revenue, which includes MEDIDATA and BIOVIA brands;
    • Mainstream Innovation software revenue which includes SOLIDWORKS, as well as its CENTRIC PLM and 3DVIA brands.

    Starting from 2022, OUTSCALE became a brand of the Group, extending the portfolio of software applications. As the first sovereign and sustainable operator on the cloud, OUTSCALE enables governments and corporations from all sectors to achieve digital autonomy through a Cloud experience and with a world-class cyber governance.

    GEOs

    Eleven GEOs are responsible for driving the development of the Company’s business and implementing its customer‑centric engagement model. Teams leverage strong networks of local customers, users, partners, and influencers.

    These GEOs are structured into three groups:

    • the “Americas” group, made of two GEOs;
    • the “Europe” group, comprising Europe, Middle East and Africa (EMEA) and made of four GEOs;
    • the “Asia” group, comprising Asia and Oceania and made of five GEOs.

    3DEXPERIENCE Software Contribution

    To measure the relative share of 3DEXPERIENCE software in its revenues, Dassault Systèmes calculates the percentage contribution by comparing total 3DEXPERIENCE software revenue to software revenue for all product lines except SOLIDWORKS, MEDIDATA, CENTRIC PLM and other acquisitions (defined as “3DEXPERIENCE Eligible software revenue”).

    Cloud revenue

    Cloud revenue is generated from contracts that provide access to cloud-based solutions (SaaS), infrastructure as a service (IaaS), cloud solution development and cloud managed services. These offerings are delivered by Dassault Systèmes through its own cloud infrastructure or by third-party cloud providers. They are available through different deployment methods: Dedicated cloud, Sovereign cloud and International cloud. Cloud solutions are generally offered through subscription-based models or perpetual licenses with support and hosting services.

    New business

    New business is the combination of subscription revenue and licenses & other software revenue.

    DASSAULT SYSTÈMES

    NON-IFRS FINANCIAL INFORMATION

    (unaudited; in millions of Euros, except per share data, percentages, headcount and exchange rates)

    Non-IFRS key figures exclude the effects of adjusting the carrying value of acquired companies’ contract liabilities (deferred revenue), share-based compensation expense, including related social charges, amortization of acquired intangible assets and of tangible assets revaluation, lease incentives of acquired companies, other operating income and expense, net, including the acquisition, integration and restructuring expenses, and impairment of goodwill and acquired intangible assets, certain one-time items included in financial loss, net, certain one-time tax effects and the income tax effects of these non-IFRS adjustments.

    Comparable IFRS financial information and a reconciliation of the IFRS and non-IFRS measures are set forth in the separate tables within this Attachment.

    In millions of Euros, except per share data, percentages, headcount and exchange rates Non-IFRS reported
    Three months ended
    March 31,

    2025

    		 March 31,

    2024

    		 Change Change in constant currencies
    Total Revenue € 1,573.0 € 1,499.7 5% 4%
             
    Revenue breakdown by activity        
    Software revenue 1,432.7 1,352.8 6% 5%
    Of which licenses and other software revenue 198.1 218.5 (9)% (10)%
    Of which subscription and support revenue 1,234.6 1,134.3 9% 7%
    Services revenue 140.2 146.8 (4)% (6)%
             
    Software revenue breakdown by product line        
    Industrial Innovation 793.1 731.4 8% 8%
    Life Sciences 292.6 284.7 3% 0%
    Mainstream Innovation 347.1 336.7 3% 2%
             
    Software Revenue breakdown by geography        
    Americas 611.1 553.6 10% 7%
    Europe 513.2 503.2 2% 1%
    Asia 308.4 296.0 4% 5%
             
    Operating income € 486.1 € 466.5 4%  
    Operating margin 30.9% 31.1%    
             
    Net income attributable to shareholders € 420.1 € 397.2 6%  
    Diluted earnings per share € 0.32 € 0.30 6% 5%
             
    Closing headcount 26,225 25,780 2%  
             
    Average Rate USD per Euro 1.05 1.09 (3)%  
    Average Rate JPY per Euro 160.45 161.15 (0)%  

    DASSAULT SYSTÈMES

    ACQUISITIONS AND FOREIGN EXCHANGE IMPACT

    (unaudited; in millions of Euros)

    In millions of Euros Non-IFRS reported o/w growth at constant rate and scope o/w change of scope impact at current year rate o/w FX impact on previous year figures
    March 31,

    2025

    		 March 31,

    2024

    		 Change
    Revenue QTD 1,573.0 1,499.7 73.3 52.6 0.9 19.8

    DASSAULT SYSTÈMES

    CONDENSED CONSOLIDATED STATEMENTS OF INCOME

    (unaudited; in millions of Euros, except per share data and percentages)

    In millions of Euros, except per share data and percentages IFRS reported
    Three months ended
    March 31, March 31,
    2025 2024
    Licenses and other software revenue 198.1 218.5
    Subscription and Support revenue 1,234.6 1,134.3
    Software revenue 1,432.7 1,352.8
    Services revenue 140.2 146.8
    Total Revenue € 1,573.0 € 1,499.7
    Cost of software revenue (1) (129.2) (111.9)
    Cost of services revenue (131.1) (131.8)
    Research and development expenses (348.6) (311.4)
    Marketing and sales expenses (446.5) (420.3)
    General and administrative expenses (120.4) (105.1)
    Amortization of acquired intangible assets and of tangible assets revaluation (88.3) (93.3)
    Other operating income and expense, net (4.4) (1.8)
    Total Operating Expenses (1,268.5) (1,175.6)
    Operating Income € 304.5 € 324.1
    Financial income (loss), net 30.3 30.2
    Income before income taxes € 334.8 € 354.2
    Income tax expense (75.5) (68.3)
    Net Income € 259.4 € 286.0
    Non-controlling interest 1.2 (0.3)
    Net Income attributable to equity holders of the parent € 260.5 € 285.7
    Basic earnings per share 0.20 0.22
    Diluted earnings per share € 0.20 € 0.21
    Basic weighted average shares outstanding (in millions) 1,312.3 1,313.6
    Diluted weighted average shares outstanding (in millions) 1,332.2 1,331.1

            (1) Excluding amortization of acquired intangible assets and of tangible assets revaluation.

    IFRS reported

     

    		 Three months ended March 31, 2025
    Change (2) Change in constant currencies
    Total Revenue 5% 4%
    Revenue by activity    
    Software revenue 6% 5%
    Services revenue (4)% (6)%
    Software Revenue by product line    
    Industrial Innovation 8% 8%
    Life Sciences 3% 0%
    Mainstream Innovation 3% 2%
    Software Revenue by geography    
    Americas 10% 7%
    Europe 2% 1%
    Asia 4% 5%

                    (2) Variation compared to the same period in the prior year.

    DASSAULT SYSTÈMES

    CONDENSED CONSOLIDATED BALANCE SHEET

    (unaudited; in millions of Euros)

    In millions of Euros IFRS reported
    March 31, December 31,
    2025 2024
    ASSETS    
    Cash and cash equivalents 4,242.9 3,952.6
    Trade accounts receivable, net 1,709.5 2,120.9
    Contract assets 34.3 30.1
    Other current assets 464.8 464.0
    Total current assets 6,451.5 6,567.6
    Property and equipment, net 928.7 945.8
    Goodwill and Intangible assets, net 7,597.6 7,687.1
    Other non-current assets 358.9 345.5
    Total non-current assets 8,885.2 8,978.3
    Total Assets € 15,336.7 € 15,545.9
    LIABILITIES    
    Trade accounts payable 199.5 259.9
    Contract liabilities 1,716.0 1,663.4
    Borrowings, current 411.4 450.8
    Other current liabilities 1,109.7 1,147.4
    Total current liabilities 3,436.6 3,521.5
    Borrowings, non-current 2,043.3 2,042.8
    Other non-current liabilities 887.9 900.9
    Total non-current liabilities 2,931.3 2,943.7
    Non-controlling interests 14.3 14.1
    Parent shareholders’ equity 8,954.5 9,066.6
    Total Liabilities € 15,336.7 € 15,545.9

    DASSAULT SYSTÈMES

    CONDENSED CONSOLIDATED CASH FLOW STATEMENT

    (unaudited; in millions of Euros)

    In millions of Euros IFRS reported
    Three months ended
    March 31, March 31, Change
    2025 2024
    Net income attributable to equity holders of the parent 260.5 285.7 (25.2)
    Non-controlling interest (1.2) 0.3 (1.4)
    Net income 259.4 286.0 (26.6)
    Depreciation of property and equipment 50.5 47.6 2.8
    Amortization of intangible assets 89.6 95.2 (5.6)
    Adjustments for other non-cash items 16.1 37.7 (21.6)
    Changes in working capital 397.4 204.4 193.0
    Net Cash From Operating Activities € 813.0 € 670.9 € 142.1
           
    Additions to property, equipment and intangibles assets (55.9) (57.2) 1.2
    Payment for acquisition of businesses, net of cash acquired (193.8) (4.5) (189.2)
    Other (37.8) 22.3 (60.1)
    Net Cash Provided by (Used in) Investing Activities € (287.5) € (39.4) € (248.1)
           
    Proceeds from exercise of stock options 22.2 21.3 0.8
    Repurchase and sale of treasury stock (80.1) (131.1) 51.0
    Acquisition of non-controlling interests (0.2) (2.6) 2.5
    Repayment of borrowings (58.9) (0.1) (58.8)
    Repayment of lease liabilities (22.6) (24.0) 1.4
    Net Cash Provided by (Used in) Financing Activities € (139.6) € (136.5) € (3.0)
           
    Effect of exchange rate changes on cash and cash equivalents (95.7) 32.7 (128.4)
           
    Increase (decrease) in cash and cash equivalents € 290.3 € 527.7 € (237.4)
           
           
    Cash and cash equivalents at beginning of period € 3,952.6 € 3,568.3  
    Cash and cash equivalents at end of period € 4,242.9 € 4,095.9  

    DASSAULT SYSTÈMES
    SUPPLEMENTAL NON-IFRS FINANCIAL INFORMATION
    IFRS – NON-IFRS RECONCILIATION
    (unaudited; in millions of Euros, except per share data and percentages)

    Readers are cautioned that the supplemental non-IFRS information presented in this press release is subject to inherent limitations. It is not based on any comprehensive set of accounting rules or principles and should not be considered as a substitute for IFRS measurements. Also, the Group’s supplemental non-IFRS financial information may not be comparable to similarly titled “non-IFRS” measures used by other companies. Further specific limitations for individual non-IFRS measures, and the reasons for presenting non-IFRS financial information, are set forth in the Group’s Document d’Enregistrement Universel for the year ended December 31, 2024 filed with the AMF on March 18, 2025. To compensate for these limitations, the supplemental non-IFRS financial information should be read not in isolation, but only in conjunction with the Group’s consolidated financial statements prepared in accordance with IFRS.

    In millions of Euros, except per share data and percentages Three months ended March 31, Change
    2025 Adjustment(1) 2025 2024 Adjustment(1) 2024 IFRS Non-IFRS(2)
    IFRS Non-IFRS IFRS Non-IFRS
    Total Revenue € 1,573.0 – € 1,573.0 € 1,499.7 – € 1,499.7 5% 5%
    Revenue breakdown by activity                
    Software revenue 1,432.7 – 1,432.7 1,352.8 – 1,352.8 6% 6%
    Licenses and other software revenue 198.1 – 198.1 218.5 – 218.5 (9)% (9)%
    Subscription and Support revenue 1,234.6 – 1,234.6 1,134.3 – 1,134.3 9% 9%
    Recurring portion of Software revenue 86%   86% 84%   84%    
    Services revenue 140.2 – 140.2 146.8 – 146.8 (4)% (4)%
    Software Revenue breakdown by product line                
    Industrial Innovation 793.1 – 793.1 731.4 – 731.4 8% 8%
    Life Sciences 292.6 – 292.6 284.7 – 284.7 3% 3%
    Mainstream Innovation 347.1 – 347.1 336.7 – 336.7 3% 3%
    Software Revenue breakdown by geography                
    Americas 611.1 – 611.1 553.6 – 553.6 10% 10%
    Europe 513.2 – 513.2 503.2 – 503.2 2% 2%
    Asia 308.4 – 308.4 296.0 – 296.0 4% 4%
    Total Operating Expenses € (1,268.5) € 181.6 € (1,086.9) € (1,175.6) € 142.4 € (1,033.2) 8% 5%
    Share-based compensation expense and related social charges (88.5) 88.5 – (46.7) 46.7 –    
    Amortization of acquired intangible assets and of tangible assets revaluation (88.3) 88.3 – (93.3) 93.3 –    
    Lease incentives of acquired companies (0.4) 0.4 – (0.7) 0.7 –    
    Other operating income and expense, net (4.4) 4.4 – (1.8) 1.8 –    
    Operating Income € 304.5 € 181.6 € 486.1 € 324.1 € 142.4 € 466.5 (6)% 4%
    Operating Margin 19.4%   30.9% 21.6%   31.1%    
    Financial income (loss), net 30.3 0.6 30.9 30.2 1.0 31.2 1% (1)%
    Income tax expense (75.5) (21.6) (97.1) (68.3) (31.6) (99.9) 11% (3)%
    Non-controlling interest 1.2 (0.9) 0.2 (0.3) (0.3) (0.5) N/A (141)%
    Net Income attributable to shareholders € 260.5 € 159.6 € 420.1 € 285.7 € 111.5 € 397.2 (9)% 6%
    Diluted Earnings Per Share (3) € 0.20 € 0.12 € 0.32 € 0.21 € 0.08 € 0.30 (9)% 6%

    (1) In the reconciliation schedule above, (i) all adjustments to IFRS revenue data reflect the exclusion of the effect of adjusting the carrying value of acquired companies’ contract liabilities (deferred revenue); (ii) adjustments to IFRS operating expense data reflect the exclusion of the amortization of acquired intangible assets and of tangible assets revaluation, share-based compensation expense, including related social charges, lease incentives of acquired companies, as detailed below, and other operating income and expense, net including acquisition, integration and restructuring expenses, and impairment of goodwill and acquired intangible assets; (iii) adjustments to IFRS financial loss, net reflect the exclusion of certain one-time items included in financial loss, net, and; (iv) all adjustments to IFRS income data reflect the combined effect of these adjustments, plus with respect to net income and diluted earnings per share, certain one-time tax effects and the income tax effect of the non-IFRS adjustments.

    In millions of Euros, except percentages Three months ended March 31, Change
    2025

    IFRS

    		 Share-based compensation expense and related social charges Lease incentives of acquired companies 2025

    Non-IFRS

    		 2024

    IFRS

    		 Share-based compensation expense and related social charges Lease incentives of acquired companies 2024

    Non-IFRS

    		 IFRS Non-

    IFRS
    Cost of revenue (260.3) 4.9 0.1 (255.2) (243.8) 2.9 0.2 (240.6) 7% 6%
    Research and development expenses (348.6) 32.5 0.1 (316.0) (311.4) 17.9 0.3 (293.2) 12% 8%
    Marketing and sales expenses (446.5) 24.5 0.1 (421.9) (420.3) 13.7 0.1 (406.5) 6% 4%
    General and administrative expenses (120.4) 26.6 0.0 (93.8) (105.1) 12.3 0.0 (92.7) 15% 1%
    Total   € 88.5 € 0.4     € 46.7 € 0.7      

    (2) The non-IFRS percentage increase (decrease) compares non-IFRS measures for the two different periods. In the event there is non-IFRS adjustment to the relevant measure for only one of the periods under comparison, the non-IFRS increase (decrease) compares the non-IFRS measure to the relevant IFRS measure.
    (3) Based on a weighted average 1,332.2 million diluted shares for Q1 2025 and 1,331.1 million diluted shares for Q1 2024, and, for IFRS only, a diluted net income attributable to the sharehorlders of € 260.5 million for Q1 2025 (€ 285.7 million for Q1 2024). The Diluted net income attributable to equity holders of the Group corresponds to the Net Income attributable to equity holders of the Group adjusted by the impact of the share-based compensation plans to be settled either in cash or in shares at the option of the Group.

    1 IFRS figures for 1Q25: total revenue at €1.57 billion, operating margin of 19.4% and diluted EPS at €0.20.

    2 Contract Research Organizations

    Attachment

    The MIL Network –

  • MIL-OSI China: Modernization in motion as China’s ‘city of the future’ takes shape rapidly

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

    XIONG’AN, Hebei Province, April 24 — At the end of March, a new sports center with a seating capacity of over 40,000 opened in Xiong’an New Area in northern China’s Hebei Province, filling a key gap in the region’s capacity to host large-scale sports and cultural events.

    The Xiong’an New Area, located about 100 kilometers southwest of Beijing, was established on April 1, 2017. It aims to relieve Beijing of non-essential functions related to its status as the nation’s capital, while also advancing the coordinated development of the Beijing-Tianjin-Hebei region. The process explores a new model of development in densely populated areas.

    According to Chinese authorities, Xiong’an has entered a pivotal stage, where large-scale infrastructure projects are advancing in tandem with accelerated relocation efforts. The focus has now shifted toward promoting high-quality development, high-standard management, and coordinated, efficient resettlement. As the much-anticipated “city of the future,” Xiong’an is taking shape at remarkable speed.

    MAJOR BREAKTHROUGHS

    At the end of 2021, Jia Mengshuang relocated from Beijing to Xiong’an for work. Her company is based in an internet industry park in the new area, which now accommodates more than 600 on-site employees.

    From the terrace of Jia’s office building, the view offers a striking glimpse of Xiong’an’s remarkable transformation. Just next door, the headquarters of China Satellite Network Group Co., Ltd. (CSCN) — the first centrally-administered state-owned enterprise (SOE) to establish a presence in the new area — officially began operations late last year. Meanwhile, the gleaming facades of two other centrally-administered SOEs’ nearly completed headquarters now rise prominently on the emerging skyline.

    As more SOEs establish a presence in Xiong’an, a series of emerging industrial clusters are driving the development of this futuristic city. Having lived and worked in Xiong’an for over half a year, Li Maofan, an employee at CSCN, is increasingly convinced that “dreams can be realized here.”

    Leveraging the presence of the satellite company and an innovation alliance for aerospace information and satellite internet, Xiong’an is developing an industrial ecosystem that spans satellite internet, spatiotemporal information, aerospace vehicles, and the intelligent manufacturing of commercial satellites. So far, it has attracted around 60 enterprises in the aerospace information sector.

    Driven by its commitment to becoming an innovation hub, the new area is also rapidly consolidating scientific and technological resources across industries such as next-generation information technology, artificial intelligence (AI), and new materials.

    Since its establishment, Xiong’an has seen the successful implementation of a series of landmark relocation projects. Four headquarters of centrally-administered SOEs, including CSCN, have already settled in the new area. Four others, including China Datang Corporation Ltd., are set to begin construction this year.

    Currently, over 4,000 Beijing-based enterprises have established operations in Xiong’an, and centrally-administered SOEs have opened over 300 branches and subsidiaries in the area.

    Supportive projects in education and healthcare are also progressing rapidly in the new area. Construction is accelerating on campus buildings for four Beijing-based universities, as well as the site for Peking University People’s Hospital, one of Beijing’s leading hospitals. Meanwhile, the Xiong’an branch of Peking Union Medical College Hospital, one of China’s most prestigious medical institutions, is set to begin construction soon.

    According to the reform and development bureau of Xiong’an, total completed investments in the new area had surpassed 860 billion yuan (about 119.25 billion U.S. dollars) by the end of February. Liu Jia, deputy director of the bureau, said that the implementation of the second batch of relocation projects is being expedited.

    SUSTAINABLE DEVELOPMENT

    Xiong’an is focusing not only on rapid development but also on prioritizing people in its approach to modernization, ensuring that ecological sustainability is integrated throughout the entire process.

    Huang Yuqiang, general manager of a tech firm, relocated his company from Beijing to Xiong’an four years ago. Huang’s company — now a national high-tech enterprise — has secured several invention patents. Its autonomous UAV inspection platform has been applied to various scenarios, including road defect inspections and park security.

    Benefiting from the local government’s robust talent attraction initiatives, Huang now enjoys a refreshingly carefree life after work. Not only did he move into a subsidized rental apartment at a 30-percent discount, but he also received a “Xiong’an talent card,” which grants him benefits related to business ventures, household registration, transportation, healthcare and children’s education.

    Content with the present and optimistic about the future, Huang transferred his family’s household registration to Xiong’an, where they now live. “We feel extremely comfortable, and our sense of happiness has greatly improved,” he said.

    Huang’s story reflects Xiong’an’s remarkable population growth. Since 2017, the new area has seen a consistent influx of residents, with its permanent population reaching 1.36 million by 2024, highlighting its increasing appeal as a hub for talent and opportunities.

    Much like Huang, Jia has gradually relocated her family to Xiong’an over two years. “Every morning, it’s just a five-minute walk to drop my child off at the kindergarten near home, followed by another 10-minute walk to the office,” said Jia, noting that it’s a simple pleasure she could never have imagined during her years in Beijing.

    Spanning an area of 1,770 square kilometers, the new area aims to create favorable living conditions for residents, with parks, recreational facilities, schools and convenience stores all within a 15-minute walk. The plan is to dedicate only 30 percent of the city’s space to urban development, leaving the rest for water and greenery, an exceptionally rare approach in China’s urban development history.

    Since 2017, Xiong’an has added a total of 481,000 mu (about 32,067 hectares) of trees, raising its forest coverage rate from 11 to 35 percent. Notably, the local country park, with a total area of approximately 18 square kilometers, is about five times the size of New York City’s Central Park.

    Baiyangdian Lake, one of northern China’s major wetlands, has undergone its largest systematic ecological restoration in history, with water quality reaching the highest level since monitoring began in 1988 after water replenishment. The lake is now home to 295 wild bird species, an increase of 89 species compared to the period before the new area was established.

    Designed to be smart, sustainable and free from “urban ills,” Xiong’an is China’s first city to achieve the synchronized development of both its digital and physical urban spaces on a citywide scale.

    One feature that consistently impresses nearly all visitors to Xiong’an is its cutting-edge smart mobility solutions. It has developed 153 kilometers of digital roads equipped with smart lampposts that integrate traffic lights and various sensors. By analyzing real-time traffic flow data, the intelligent system automatically adjusts signal timing to minimize red-light stops, significantly enhancing traffic efficiency, explained Song Laiqiang, product manager at China Telecom Digital City Technology Co., Ltd.

    Smart technology is also being used to tackle common urban challenges. According to Wang Kun, deputy director of the Rongdong administrative committee’s urban operations center, over 1,000 AI-equipped cameras across roads and neighborhoods in Rongdong district of Xiong’an can automatically detect 19 types of municipal issues, from overflowing trash bins to illegal parking. The center’s management platform then reports these issues to community workers, who resolve them promptly.

    At the heart of these smart systems is the Xiong’an urban computing center, often referred to as the city’s “brain,” which drives the construction and management of this smart city. “It integrates technologies such as the Internet of Things, big data, AI and cloud computing to enable real-time, refined and intelligent urban management,” said Li Nan, a supervisor at Xiong’an Cloud Network Technology Co., Ltd.

    “All these innovations have enabled residents to enjoy a higher quality of life in a smarter city,” Li added.

    MIL OSI China News –