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Category: Scandinavia

  • MIL-OSI: Annual Report 2024 published

    Source: GlobeNewswire (MIL-OSI)

    Malmö – ZetaDisplay AB (publ) announces that the Annual Report for 2024 (in Swedish), provided by the board of directors, is now published and available in electronic format on the Group’s Investor Relations website https://ir.zetadisplay.com/financial-reports. A shorter translated English version Yearbook is also available.

    Malmö, 30 April 2025

    This information is information that ZetaDisplay AB (publ) is obliged to make public pursuant to the EU Market Abuse Regulation. The information was submitted for publication, through the agency of Anders Olin, at 08:00 CET on 30 April 2025

    For further questions, please contact:

    Anders Olin, President & CEO
    Mobile: +46 076-101 14 88
    E-Mail: anders.olin@zetadisplay.com

    Claes Pedersen, CFO
    Mobile: +45 23-68 86 58
    E-Mail: claes.pedersen@zetadisplay.com

     

    ABOUT ZETADISPLAY
    More than 20 years of leadership and innovation in digital signage.
    ZetaDisplay was founded 2003 in Sweden as one of the early pioneers of digital signage. We are one of the leading European corporations in the digital signage market and a leading force in the European digital signage industry. Our proprietary software platform, digital business development and consulting services, innovative digital signage solutions, and creative concepts regularly inspire- influence and guide millions of people every day in retail environments, in restaurants, on advertising screens, in factories, on trains, on cruise ships, in stadiums, in workplaces and in all types of public spaces indoor and outdoor. ZetaDisplay is one of the largest leading European full service digital signage companies with direct operations in eight European countries and the US with +125,000 active installations in more than 50 countries globally. We are the digital signage business partner of choice for many of the worlds most respected blue-chip brands and companies.

    ZetaDisplay is based in Malmö-Sweden, has a turnover of SEK +630 million and employs approx. 240 co-workers. ZetaDisplay is owned by the investment company Hanover Investors. More information at www.ir.zetadisplay.com and www.hanoverinvestors.com.

    Attachments

    • Annual Report 2024 (Full Swedish edition)
    • Yearbook Annual Report 2024 (Short English edition)

    The MIL Network –

    April 30, 2025
  • MIL-OSI: Ress Life Investments A/S to divest most of its current life insurance portfolio

    Source: GlobeNewswire (MIL-OSI)

    Ress Life Investments
    Nybrogade 12
    DK-1203 Copenhagen K
    Denmark
    CVR nr. 33593163
    www.resslifeinvestments.com

    To: Nasdaq Copenhagen
    Date: 30 April 2025

    Corporate Announcement 16/2025

    Ress Life Investments A/S to divest most of its current life insurance portfolio

    Ress Life Investments A/S (RLI) has entered into an agreement whereby RLI will sell its life insurance portfolio to a market counterparty at a price corresponding to the Net Asset Value (NAV) of the portfolio.

    The objective of the transaction is to enable RLI to purchase new policies and thereby capitalize on attractive opportunities in the secondary market for US life insurance policies whilst providing short-term liquidity.

    The transaction is completed in separate quarterly tranches until the end of Q3 2026. The price of the policies delivered in each tranche is pre-agreed at signing of the agreement. As part of the transaction, RLI will maintain a percentage of the policy pay-outs until the completion of the last tranche, the percentage depending on the number of tranches completed at the time of the pay-out. Further, RLI will maintain a portion of future portfolio performance above a threshold even past the end of Q3 2026.

    The transaction structure enables RLI to reinvest the proceeds and purchase new policies as the sale of each tranche completes during 2025 and 2026, without having to maintain an excessive liquidity reserve.

    RLI continues to pursue its long-term strategy of building a diversified and resilient portfolio of US life insurance policies which has been in place since 2011.

    Questions related to this announcement can be made to the company’s AIF-manager, Resscapital AB.

    Contact person:
    Gustaf Hagerud
    gustaf.hagerud@resscapital.com

    Note: The terms for subscription of shares, minimum subscription amount and redemption of shares are provided in the Articles of Association, Information Brochure and in the Key Information Document available on the Company’s website, www.resslifeinvestments.com.

    Attachment

    • Ress Life Investments AS – Company Announcement 16-2025

    The MIL Network –

    April 30, 2025
  • MIL-Evening Report: Older Australians are also hurting from the housing crisis. Where are the election policies to help them?

    Source: The Conversation (Au and NZ) – By Victoria Cornell, Research Fellow, Flinders University

    shutterstock beeboys/Shutterstock

    It would be impossible at this stage in the election campaign to be unaware that housing is a critical, potentially vote-changing, issue. But the suite of policies being proposed by the major parties largely focus on young, first home buyers.

    What is glaringly noticeable is the lack of measures to improve availability and affordability for older people.

    Modern older lives are diverse, yet older people have become too easily pigeonholed. No more so than in respect to property, where a perception has flourished that older people own more than their fair share of housing wealth.

    While the value of housing has no doubt increased, home ownership rates among people reaching retirement age has actually declined since the mid-1990s.

    Older people can also face rental stress and homelessness – with almost 20,000 homeless people in Australia aged over 55. Severe housing stress is a key contributing to those homelessness figures.

    It’s easy to blame older Australians for causing, or exacerbating, the housing crisis. But doing so ignores the fact that right now, our housing system is badly failing many older people too.

    No age limits

    Owning a home has traditionally provided financial security for retirees, especially ones relying on the age pension. This is so much so, that home ownership is sometimes described as the “fourth pillar” of Australia’s retirement system.

    But housing has become more expensive – to rent or buy – for everyone.

    Falling rates of home ownership
    combined with carriage of mortgage debt into retirement, restricted access to shrinking stocks of social housing, and lack of housing affordability in the private rental market have a particular impact on older people.

    Housing rethink

    Housing policy for older Australians has mostly focused on age-specific options, such as retirement villages and aged care. Taking such a limited view excludes other potential solutions from across the broader housing system that should be considered.

    Furthermore, not all older people want to live in a retirement village, and fewer than 5% of older people live in residential aged care.

    More than 20,000 older Australians are homeless, blamed in part on severe housing stress.
    Michael Heim/Shutterstock

    During my Churchill Fellowship study exploring alternative, affordable models of housing for older people, I discovered three cultural themes that are stopping us from having a productive conversation about housing for older people.

    • Australia’s tradition of home ownership undervalues renting and treats housing as a commodity, not a basic need. This disadvantages older renters and those on low income.

    • There’s a stigma regarding welfare in Australia, which influences who is seen as “deserving” and shapes the policy responses.

    • While widely encouraged, “ageing-in-place” means different things to different people. It can include formal facilities or the family home that needs modifications to make it habitable as someone ages.

    These themes are firmly entrenched, often driven by policy narratives such as the primacy of home ownership over renting. In the past 50 years or so, many have come to view welfare, such as social housing, as a last resort, and have aimed to age in their family home or move into a “desirable” retirement village.

    Variety is key

    A more flexible approach could deliver housing for older Australians that is more varied in design, cost and investment models.

    The promises made so far by political parties to help younger home buyers are welcome. However, the housing system is a complex beast and there is no single quick fix solution.

    First and foremost, a national housing and homelessness plan is required, which also involves the states and territories. The plan must include explicit consideration of housing options for older people.

    Funding for housing developments needs to be more flexible in terms of public-private sector investment and direct government assistance that goes beyond first home buyer incentives.

    International models

    For inspiration, we could look to Denmark, which has developed numerous co-housing communities.

    Co-housing models generally involve self-managing communities where residents have their own private, self-contained home, supported by communal facilities and spaces. They can be developed and designed by the owner or by a social housing provider. They can be age-specific or multi-generational.

    Australian policy makers could look to the success of social housing developments in Copenhagen, Denmark.
    ToniSo/Shutterstock

    Funding flexibility, planning and design are key to their success. Institutional investors include

    • so-called impact investors, who seek social returns and often accept lower financial returns

    • community housing providers

    • member-based organisations, such as mutuals and co-operatives.

    Government also plays a part by expediting the development process and providing new pathways to more affordable ownership and rental options.

    Europe is also leading the way on social housing, where cultural attitudes are different from here.

    In Vienna, Austria, more than 60% of residents live in 440,000 socially provided homes. These homes are available for a person’s entire life, with appropriate age-related modifications permitted if required.

    At over 20% of the total housing stock, social housing is also a large sector in Denmark, where the state and municipalities support the construction of non-profit housing.

    Overcoming stereotyes

    Our population is ageing rapidly, and more older people are now renting or facing housing insecurity.

    If policymakers continue to ignore their housing needs, even more older people will be at risk of living on the street, and as a result will suffer poor health and social isolation.

    Overcoming stereotypes – such as the idea that all older people are wealthy homeowners – is key to building fairer, more inclusive solutions.

    This isn’t just about older Australians. It’s about creating a housing system that works for everyone, at every stage of life.

    Victoria Cornell is employed by Flinders University, and received The AV Jennings Churchill Fellowship to investigate alternative, affordable models of housing that could help older Australians to age-in-place

    – ref. Older Australians are also hurting from the housing crisis. Where are the election policies to help them? – https://theconversation.com/older-australians-are-also-hurting-from-the-housing-crisis-where-are-the-election-policies-to-help-them-255391

    MIL OSI Analysis – EveningReport.nz –

    April 30, 2025
  • MIL-OSI: Equinor first quarter 2025 results

    Source: GlobeNewswire (MIL-OSI)

    Equinor (OSE:EQNR, NYSE:EQNR) delivered adjusted operating income* of USD 8.65 billion and USD 2.25 billion after tax in the first quarter of 2025. Equinor reported net operating income of USD 8.87 billion and net income at USD 2.63 billion. Adjusted net income* was USD 1.79 billion, leading to adjusted earnings per share* of USD 0.66.

    Strong financial and operational performance

    • Strong financial results and cash flow
    • Solid oil and gas production

    Strategic progress

    • Successful start-up of the Johan Castberg and Halten East fields
    • Final investment decision on Northern Lights phase 2

    Capital distribution

    • First quarter cash dividend of USD 0.37 per share
    • Proposed second tranche of share buy-back of up to USD 1.265 billion
    • Expected total capital distribution for 2025 of up to USD 9 billion

    Anders Opedal, President and CEO of Equinor ASA:

    “Equinor delivers strong financial results in the first quarter. I am pleased to see the good operational performance and solid production capturing higher gas prices. With the current market uncertainties, Equinor’s core objective is safe, stable and cost efficient operations and resilience through a strong balance sheet.”

    “We maintain a competitive capital distribution and expect to deliver a total of USD 9 billion in 2025.”

    “The production start-up of the Johan Castberg field strengthens Norway’s role as a reliable energy exporter to Europe. The field opens a new region in the Barents Sea and is expected to contribute to energy supply, value creation and ripple effects for at least 30 years to come.”

    “We have invested in Empire Wind after obtaining all necessary approvals, and the order to halt work now is unprecedented and in our view unlawful. This is a question of the rights and obligations granted under legally issued permits, and security of investments based on valid approvals. We seek to engage directly with the US Administration to clarify the matter and are considering our legal options.”

    Solid production

    Equinor delivered a total equity production of 2,123 mboe per day in the first quarter, down from 2,164 mboe in the same quarter last year.

    The operational performance for most of the fields on Norwegian continental shelf is strong, including the Johan Sverdrup and Troll fields. This almost offsets the negative production impact from the shut-in at Sleipner B after the fire in fourth quarter 2024 and planned and unplanned maintenance at Hammerfest LNG.

    In the US, production increased from the same period last year. This was due to increased production from the fields and transactions increasing Equinor’s ownership interest in onshore gas assets in 2024.

    The production from the international upstream segment, excluding US, is down compared to the same quarter last year, due to exits from Nigeria and Azerbaijan in 2024.

    The total power generation from the renewable portfolio was 0.76 TWh, on par with the same period last year.

    In the quarter, Equinor completed five offshore exploration wells on the NCS with two commercial discoveries.

    Strong financial results

    Equinor delivered adjusted operating income* of USD 8.65 billion. and USD 2.25 billion after tax* in the first quarter of 2025. The results are driven by solid gas production and higher gas prices.

    Equinor realised a European gas price of USD 14.8 per mmbtu and realised liquids prices were USD 70.6 per bbl in the first quarter.

    Adjusted operating and administrative expenses* increased from the same quarter last year driven by overlift, higher maintenance activity and some one-off costs. This was partially offset by active measures to reduce costs for business development and early phase projects in renewables and low carbon solutions.

    A strong operational performance generated a cash flow from operating activities, before taxes paid and working capital items, of USD 10.6 billion for the first quarter. Equinor paid one NCS tax instalment of USD 3.09 billion in the quarter.

    Cash flow from operations after taxes paid* ended at USD 7.39 billion.

    Organic capital expenditure* was USD 3.02 billion for the quarter, and total capital expenditures were USD 4.50 billion.

    Equinor continues to demonstrate capital discipline and strengthen financial robustness with a net debt to capital employed adjusted ratio* of 6.9% at the end of the first quarter, compared to 11.9% at the end of the fourth quarter of 2024.

    Empire Wind 1

    After quarter close, Equinor received a halt work order from the US government on the offshore construction on the outer continental shelf for the Empire Wind project. The lease was obtained in 2017 and the project was fully permitted in 2024. It has a potential for delivering power to half a million New York homes, and is approximately 30% to completion.

    Equinor is complying with the order and is seeking dialogue with the proper authorities and assessing legal options. The Empire Wind project has per 31 March 2025 a gross book value of around USD 2.5 billion, including South Brooklyn Marine Terminal.

    Strategic progress

    A major milestone was reached when production was started from the Johan Castberg field in the Barents Sea on 31 March. Production also started at the Halten East development in the Norwegian Sea, with   estimated recoverable reserves of 100 million boe and one year pay-back time.

    Equinor continues to optimise and strengthen long-term value creation on the NCS, and was awarded 27 new production licenses in the Awards in Predefined Areas round (APA) in January. The ambition is to drill around 250 exploration wells on the NCS by 2035.

    In the quarter, the Bacalhau floating production, storage and offloading vessel (FPSO) arrived at its destination in the Santos Basin in Brazil’s pre-salt region. First oil is expected in 2025.

    Within low carbon solutions, Equinor together with partners Shell and TotalEnergies made a final investment decision to progress phase two of the groundbreaking Northern Lights carbon transport and storage development in Øygarden. The NOK 7.5 billion investment is expected to increase the total injection capacity from 1.5 million tonnes of CO2 per year (Mtpa) to at least 5 Mtpa and further develop the commercial market for transport and storage of CO2.

    The appraisal wells for carbon storage at Smeaheia were completed in the quarter on time and on cost.

    Competitive capital distribution

    The board of directors has decided a cash dividend of USD 0.37 per share for the first quarter 2025, in line with communication at the Capital Markets Update in February.

    Expected total capital distribution for 2025 is USD 9 billion, including a share buy-back programme of up to USD 5 billion. The board has decided to initiate a second tranche of the share buy-back programme of up to USD 1.265 billion. The second tranche is subject to an authorisation from the company’s annual general meeting 14 May 2025 and will commence after this. The tranche will end no later than 21 July 2025.

    The first tranche of the share buy-back programme for 2025 was completed on 24 March 2025 with a total value of USD 1.2 billion.

    All share buy-back amounts include shares to be redeemed by the Norwegian State.

    – – –

    *For items marked with an asterisk throughout this report, see Use and reconciliation of non-GAAP financial measures in the Supplementary disclosures.

    – – –

    Further information from:

    Investor relations
    Bård Glad Pedersen, Senior vice president Investor relations
    +47 918 01 791 (mobile)

    Press
    Sissel Rinde, Vice president Media relations
    +47 412 60 584 (mobile)

    This information is subject to the disclosure requirements pursuant to Section 5-12 of the Norwegian Securities Trading Act

    Attachments

    • Equinor 1Q 2025 Financial Statements and Review
    • CFO presentation – 1Q 2025 results

    The MIL Network –

    April 30, 2025
  • MIL-OSI USA: Senator Coons condemns President Trump’s disastrous first 100 days in speech on Senate floor

    US Senate News:

    Source: United States Senator for Delaware Christopher Coons
    WASHINGTON – U.S. Senator Chris Coons (D-Del.) delivered a floor speech tonight criticizing President Donald Trump’s first 100 days in office, describing a period marked by weakened global alliances, harsh cuts to foreign aid, and an overhaul of key federal agencies. 
    Today marks the 100th day of President Trump’s second term, and Senator Coons’ early review of his presidency is that he has made Americans less prosperous and less secure, both at home and abroad. Trump has disrupted long-standing diplomatic relationships and global partnerships by recklessly imposing tariffs on nearly every country and asserting that he will take over Canada, Greenland, and the Panama Canal. Our closest allies and partners have responded with unease and outright resistance. In his speech, Senator Coons remarked on Prime Minister Mark Carney’s victory in Canada’s national election yesterday, an outcome viewed as a rejection of Trump’s policies. 
    He also expressed concern over the administration’s dismantling of foreign aid and health programs, warning that it makes Americans less safe and creates an opportunity for our adversaries like China. Additionally, Senator Coons highlighted his visit to Taiwan this month to bolster U.S.-Taiwan relations and stand against China’s attempts to limit Taiwan’s role on the global stage. 
    Senator Coons also called for Congress to reassert its constitutional responsibilities as Trump pushes the boundaries of executive power. 
    A video and transcript of Senator Coons’ comments are available below.
    WATCH HERE
    Senator Coons: In a hundred days – in a hundred days – what can a president accomplish?
    The last hundred days, President Trump has made Americans less safe, less prosperous, and less free.
    He has chosen to move us in a direction at home and abroad that is the opposite of what those who voted for him expected, and that is aligned with what those of us who worked against him feared. 
    What I’ve heard my whole life, whether in business or in foreign policy, as a lawyer or in my community as a local elected official – folks need trust, and they need predictability. Businesses say they need predictability in order to decide what to invest in, who to hire, where to grow. Other countries around the world say that they need to know they can trust us, that they can rely on us. And in the last hundred days, President Trump has shattered both of them. I’m going to speak for a few minutes about foreign policy because so many of my colleagues in my caucus have stood to talk about the disastrous cuts led by Elon Musk and DOGE, and the ways they’ve impacted Americans all over the country. 
    But if you think about our reputation globally –statement after statement, tweet after tweet by President Trump has puzzled, concerned, even alarmed our allies. He’s going to invade Greenland, a NATO ally. He’s going to take back the Panama Canal. He’s going to take over the Gaza Strip and make it ‘Mar-a-Gaza.’ He’s going to turn Canada into the 51st State. One of my Republican colleagues said, ‘don’t pay so much attention to what he says, look what he does.’ Well, lots of our partners and allies looked at what he has done by imposing tariffs on allies and partners, and recoiled. 
    In an election in Canada last night, where Trump was the issue, [they] elected a new prime minister, Mark Carney, who ran on a platform of standing up to America, of standing up to Donald Trump. Look, folks, the actions he’s taken, in slashing foreign aid, in abandoning decades-old bipartisan programs around the world that save lives, and that help other countries to trust and rely on us, have weakened us abroad and created openings for our pacing threat – the People’s Republic of China. I was recently in the Philippines, a nation that faces more natural disasters than any country on Earth – more typhoons, more earthquakes, more volcanoes. And for decades, they’ve relied on the United States and the help of USAID, volunteers, nonprofits – coordinated through our government – to respond to these disasters. It has built a long and close partnership of trust. Gone. 
    I was recently in Taiwan, a country looking to decide whether they can rely on us should China make real their threats to reunite Taiwan with the mainland by force. Can they trust us? Well, what I’m going to say is that in a hundred days, President Trump has shown weakness in Europe and created openings for China. We have long relied on a global network of allies and partners to keep us safe and strong, to make us prosperous, and to build our role in the world. China doesn’t have that. They have nervous neighbors and client states, countries that can’t count on them and view them as predatory. Yet, now through the actions of President Trump, Elon Musk and DOGE, and the silence and collaboration of Republicans in this chamber, even our closest, most trusted allies, like Canada, question whether they can count on us. 
    Back to the Reagan days, Republicans have talked about ‘peace through strength.’ What we’ve seen from Donald Trump in a hundred days: ‘weakness through chaos.’ A hundred days in, he’s not stopping Putin, he’s preparing to sell out Ukraine and Europe to Putin. A hundred days in, he’s not deterring Xi Jinping––he’s backing down every time he says he’s going to stand up to him. At the end of the day, these first hundred days have shown that we are weaker. The world is less stable. Americans are less safe.
    And I have to say, Madam President, a hundred days is more than enough time for my Republican colleagues to have seen enough, to stand up to this president, and to restore the role of this Senate and return our position of strength to the world. Thank you. 

    MIL OSI USA News –

    April 30, 2025
  • MIL-OSI USA: Shaheen: Trump’s First 100 Days Marred by Chaos, High Costs and Global Retreat

    US Senate News:

    Source: United States Senator for New Hampshire Jeanne Shaheen
    (Washington, DC) – U.S. Senator Jeanne Shaheen (D-NH) released the following statement marking President Trump’s first 100 days in office:  
    “On the campaign trail, Donald Trump promised to ‘immediately’ bring prices down, starting on day one. One hundred days in, it is painfully obvious—to the Granite Staters I serve, to working families across this country, to manufacturers and small businesses getting crushed by sweeping tariffs, to organizations that facilitate life-changing programs that our communities rely on—that President Trump has done the exact opposite. The President choosing to raise prices on everyday Americans is bad enough, but it’s much more insidious that it’s part of a larger strategy to give the wealthiest among us tax breaks that shortchange our hardworking friends, loved ones and neighbors. And the fact that President Trump is pairing those tax giveaways to the wealthiest while planning sweeping cuts to Medicaid that working families rely on is unconscionable. 
    “The President’s sweeping, indiscriminate tariffs that are driving costs through the roof also have dire national security and defense consequences. The reckless tariffs targeting our trading partners are driving our allies right into China’s arms – and with the integration of our defense supply chains, American manufacturing companies that supply the Pentagon and bolster our military readiness are facing higher prices and uncertainty. It follows an alarming trend of this administration putting America last on the global stage – because when we retreat, our adversaries step up to fill the void. 
    “On many occasions President Trump also promised to bring Russia’s war in Ukraine to an end within ‘24 hours’ of assuming office. One hundred days later, he has not come close. Instead, he’s parroted Putin’s talking points and given away key leverage in negotiations that leaves Ukraine hanging in the balance. The President appears to be much more interested in meaninglessly changing the name of the Gulf of Mexico and flirting with purchasing Greenland than he is in strengthening America’s leadership and influence. He’s opted instead to dismantle our diplomatic infrastructure, treat our allies like our adversaries and undo decades of progress, which has made America less safe, less secure and less prosperous. 
    “Simply put, President Trump’s first 100 days in office have been marred by chaos, incompetence, high costs and global retreat. From Elon Musk—the richest man in the world—slashing programs and jobs he doesn’t know the first thing about, to the Secretary of Defense disclosing sensitive operations on military strikes, to the administration flagrantly ignoring court orders and flouting the rule of law, the American people deserve better than an individual who creates and encourages crises at the expense of our country’s wellbeing. 
    “I remain ready to work with anyone – including my Republican colleagues – to help make meaningful progress on the number of pressing challenges facing New Hampshire, America and the world. Here’s hoping the President soon joins us.” 

    MIL OSI USA News –

    April 30, 2025
  • MIL-Evening Report: Peace in our time? Why NZ should resist Trump’s one-sided plan for Ukraine

    Source: The Conversation (Au and NZ) – By Robert G. Patman, Professor of International Relations, University of Otago

    GettyImages Getty Images

    Is it possible to reconcile increased international support for Ukraine with Donald Trump’s plan to end the war? At their recent meeting in London, Christopher Luxon and his British counterpart Keir Starmer seemed to think so.

    Starmer thanked New Zealand for its “support” for a “coalition of the willing” that would safeguard the implementation of a potential peace deal concluded by the Trump administration.

    But unless something drastically changes in the near future, all the signs point to the US president envisaging a Ukraine peace settlement on Russian president Vladimir Putin’s terms.

    According to that view, peace can only be achieved if Ukraine is prepared to accept that territories wholly or partially annexed by Russia now belong to Moscow.

    In 2014, Russia seized Crimea on the Black Sea. Following the illegal 2022 invasion, Russia claimed four parts of eastern and southern Ukraine as its own – Donetsk, Luhansk, Kherson and the Zaporizhzhia region.

    At the same time, Trump’s peace deal includes a provision that rules out NATO membership for Ukraine. This meets a key Russian demand that seeks to deny Ukraine’s sovereign right to choose its own security arrangements.

    According to Trump, Putin’s major concession is the promise that Russia will not annex the rest of Ukraine – something Moscow has been trying to do for the past three years.

    To accept this, however, liberal democracies such as New Zealand and Britain would be tacitly signalling they share common values and interests with the Trump administration and its apparent enthusiasm for a geopolitical partnership with Putin’s dictatorship.

    And in some ways, Trump’s Ukraine peace initiative is a bigger challenge for New Zealand than it is for Britain.

    Keir Starmer and Christopher Luxon speak to the media during a visit to a UK military base training Ukrainian troops, April 22.
    Getty Images

    Lessons of the past

    Like Britain, New Zealand fought in two world wars in the 20th century to advance, among other things, certain key international principles. These included state sovereignty and a prohibition on the use of force to change borders, principles subsequently enshrined in the United Nations Charter.

    But unlike Britain, New Zealand is a relatively small state that does not have a veto in the UN Security Council to protect its interests. Consequently, it is even more dependent on an international rules-based order for its security and prosperity.

    For New Zealand, Trump’s current Ukraine peace plan is a clear and present danger because it would set such a terrible precedent.

    Under the 1994 Budapest Memorandum, Ukraine gave up its nuclear weapons (left over from when it was part of the Soviet Union) in return for assurances from Russia, the US and UK that recognised Ukrainian independence and the inviolability of its existing borders.

    The Trump administration’s plan, however, insists Ukraine must accept the illegal and partial dismemberment of its territory to attain peace with Russia.

    Rewarding Russian aggression in this way is tantamount to a failure to learn the historical lessons of the 20th century. In particular, it seems to forget the period during the 1930s when Britain tried in vain to appease an expansionist Nazi regime in Germany.

    Trump’s peace plan basically endorses the idea that “might is right” and that it is fine for great powers or big countries to steal land from smaller countries.

    Adjusting NZ foreign policy

    In Trump’s top-down world view, multilateral institutions and international law are regarded as superfluous at best and an enemy at worst.

    In such a world, relatively small powers such as New Zealand, with “no cards to play” at the top table, must either submit to the dominance of great powers (including the US) or suffer the consequences.

    Moreover, there is a real risk that Trump’s stance toward Putin’s regime will be viewed as weakness by China, Russia’s most important backer. This could embolden Beijing to increasingly assert itself in the Indo-Pacific, including the Pacific Islands region, where New Zealand has core strategic interests.

    Trump’s plan for Ukraine brings into sharp focus what has already been evident from other recent trends: a domestic slide toward autocracy in Washington, the unilateral imposition of tariffs, and territorial threats against close allies Canada and Denmark.

    As European Union Commission President Ursula von der Leyen put it, “The West as we knew it no longer exists.”

    The transactional nature of Trump’s leadership – including that peace in Ukraine can be bought with mineral rights and territorial trade-offs – suggests the US can no longer be relied on to provide a security guarantee for liberal democracies in Europe or elsewhere.

    The current New Zealand government needs to find the self-confidence and resolve to admit Trump is backing Putin’s imperial project in Ukraine. And it needs to adjust its foreign policy accordingly.

    This does not mean Wellington should weaken its traditional friendship with the US.

    On the contrary, many Americans might expect and welcome the prospect of New Zealand clearly and publicly standing against their president’s dangerous alignment with an authoritarian regime at Ukraine’s expense.

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

    – ref. Peace in our time? Why NZ should resist Trump’s one-sided plan for Ukraine – https://theconversation.com/peace-in-our-time-why-nz-should-resist-trumps-one-sided-plan-for-ukraine-255495

    MIL OSI Analysis – EveningReport.nz –

    April 30, 2025
  • MIL-Evening Report: Renewables, coal or nuclear? This election, your generation’s energy preference may play a surprising role

    Source: The Conversation (Au and NZ) – By Magnus Söderberg, Professor & Director, Centre for Applied Energy Economics and Policy Research, Griffith University

    Christie Cooper/Shutterstock

    In an otherwise unremarkable election campaign, the major parties are promising sharply different energy blueprints for Australia. Labor is pitching a high-renewables future powered largely by wind, solar, hydroelectricity and batteries. The Coalition wants more gas and coal now, and would build nuclear power later.

    So how might these two competing visions play out as Australia goes to the polls this Saturday?

    Research shows clear generational preferences when it comes to producing electricity. Younger Australians prefer renewables while older people favour coal and gas. The one exception is nuclear power, which is split much more on gender lines than age – 51% of Australian men support it, but just 26% of women.

    While many voters are focused squarely on the cost of living, energy prices feed directly into how much everything costs. Research has shown that as power prices rise, the more likely it is an incumbent government will be turfed out.

    Coal, renewables or nuclear?

    About half of young Australians (18–34) want the country powered by renewables by 2030, according to a 2023 survey of energy consumers. Only 13% of the youngest (18–24) group think there’s no need to change or that it’s impossible. But resistance increases directly with age. From retirement age and up, 29% favour a renewable grid by 2030 while 44% think there’s no need or that it’s impossible.

    On nuclear, the divide is less clear. The Coalition has promised to build Australia’s first nuclear reactors if elected, and Coalition leader Peter Dutton has claimed young people back nuclear. That’s based on a Newspoll survey showing almost two-thirds (65%) of Australians aged 18–34 supported nuclear power.

    But other polls give a quite different story: 46% support for nuclear by younger Australians in an Essential poll compared to 56% support by older Australians. A Savanta poll put young support at just 36%.

    There’s a gender component too. The demographic most opposed to nuclear are women over 55.

    Younger voters remain strongly committed to environmental goals – but they’re also wary of cost blowouts and electricity price rises. Some see nuclear as a zero emissions technology able to help with the clean energy transition.

    Older Australians are more likely to be sceptical of nuclear power. This is likely due to nuclear disasters such as Chernobyl as well as the prospect of nuclear war during the Cold War.

    It’s an open question how robust support for nuclear would be if the Coalition was elected and began the long, expensive process of construction. New findings by the National Climate Action Survey shows almost 40% of Australians would be “extremely concerned” if a nuclear power plant was built within 50 kilometres of their homes and another 16% “very concerned”.

    These energy preferences aren’t just found in Australia. In recent research my co-authors and I found a clear divide in Sweden: younger favour renewables and nuclear, older favour fossil fuels. Why the difference? Sweden already gets about 40% of its power from nuclear, while renewables now provide about 40% of Australia’s power.

    We found younger Swedes strongly favoured renewables – but also supported nuclear power, especially when electricity prices rose. That is because nuclear is perceived to stabilise the supply of electricity. They wanted clean energy, as long as it was reliable and affordable. Our study found older people were not necessarily pro-fossil fuels, but were more focused on keeping energy affordable – especially for businesses and industry.

    When electricity prices rose in Sweden, our survey respondents broadly became less concerned about climate change and more likely to be favourable to nuclear energy.

    In Australia, the cost of the clean energy transition has crept up. While solar and wind offer cheap power once built, there are hidden costs.

    If electricity prices keep rising, we should expect to see declining support for the clean energy transition.

    Overcoming the energy divide

    During Australia’s decade-long climate wars from roughly 2012 to 2022, climate change was heavily politicised and energy became a political football. Under a Coalition government in 2014, Australia became the first nation to abolish a carbon tax.

    Labor took office in 2022 pledging to end the climate wars and fast-track the clean energy transition. But the Coalition has opened up a new divide on energy by proposing nuclear power by the 2040s and more gas and coal in the meantime.

    This election, the cost of living is the single biggest issue for 25% of voters in the ABC’s Vote Compass poll. But climate change is still the main concern for about 8% of voters, energy for 4% and the environment 3.5%. Here, Coalition backing for fossil fuels and nuclear may attract some older and younger voters but repel others. Labor’s renewable transition may attract younger voters but lose older energy traditionalists.

    Energy preferences could play out through a cost of living lens. Parties pushing too hard on green policies this election risk alienating older voters concerned about rising costs. But going nuclear would be very expensive, and keeping old coal plants going isn’t cheap. Downplaying climate action or dismissing nuclear outright could alienate some younger Australians, who are climate-conscious and energy-savvy.

    Policymakers should resist framing energy as a zero-sum game. There is a path forward which can unite generations: coupling ambitious climate targets with pragmatic policies to protect consumers. Transitional supports such as energy rebates, time-of-use pricing or community-scale renewables and batteries can soften any economic impact while building public trust.

    Our research suggests electricity price rises can quickly erode support even for well-designed energy policies.

    As Australia navigates a complex and costly transition, keeping both younger and older generations on board may be the greatest political – and moral – challenge of all.

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

    – ref. Renewables, coal or nuclear? This election, your generation’s energy preference may play a surprising role – https://theconversation.com/renewables-coal-or-nuclear-this-election-your-generations-energy-preference-may-play-a-surprising-role-253832

    MIL OSI Analysis – EveningReport.nz –

    April 30, 2025
  • MIL-OSI Global: Donald Trump’s first 100 days have badly damaged trust in America both economically and as an ally

    Source: The Conversation – UK – By Steve Dunne, PhD researcher, Department of Politics and International Studies, University of Warwick

    As in life, trust matters in international politics. Vital for cooperation and reciprocation, trusting someone nevertheless leaves one vulnerable should they break faith and pursue self-serving goals. As US political scientist Andrew Kydd recognised, trust is the belief that someone “prefers mutual cooperation to exploiting and suckering others”.

    Two versions of trust matter in international relations. Strategic trust, in the form of institutionalised agreements and organisations which provide certainty – as well as material incentives – to encourage people and nations to honour their commitments. And moralistic trust, based on what social scientists call an “implicit theory of personality” that involves people making everyday judgements regarding a person’s character and integrity.

    A brief look at the liberal post-war economic order shows how trust has proved fundamental. The Bretton Woods system of multilateral institutions that developed after the second world war, including the International Monetary Fund, World Bank and World Trade Organization, created a rules-based consistency for mutual benefit.

    The WTO, for example, promised members that economic conditions between countries would not opportunistically and suddenly change. If they did, independent recourse was available through its appellate body.

    This certainty encouraged many otherwise hesitant states to engage. The collapse of the appellate body in 2019 – after the US, under then-president, Donald Trump, blocked further appointees, thus denying it the required quorum – was a critical first step towards the present crisis in trust.



    How is Donald Trump’s presidency shaping up after 100 days? Here’s what the experts think. If you like what you see, sign up to receive our weekly World Affairs Briefing newsletter.


    Across the opening 100 days of his second term, Trump has broken both these conceptions of trust. In doing so, he has devastated – perhaps irreparably – economic confidence in the US.

    In terms of strategic trust, look no further than Trump’s attacks on Canada and Mexico. On February 1, Trump threatened near-universal 25% tariffs on exports from America’s two largest trading partners. These tariffs entered into effect on March 4 and were followed by additional duties on aluminum, steel and auto parts.

    Viewed from Canada and Mexico, Trump’s actions were an unambiguous breach of trust and the US-Mexico-Canada agreement, which Trump had personally signed in 2020. Canada’s prime minister, Mark Carney, reacted by forewarning that “its clear the US is no longer a reliable partner” and predicted a “fundamentally different relationship” between the two countries going forwards.

    When it comes to moralistic trust, Trump was on weak ground before even becoming president. Beyond his business dealings – which have historically involved unpaid vendors and fraudulent practices – as well as serious allegations of abuse, Trump’s first term was marked by numerous reputational failings. These included a historic two impeachments, the second for his role in the January 6 insurrection that attempted to unlawfully overturn the 2020 election result.

    “Liberation Day” on April 2, which was when Trump announced the details of his tariffs, delivered a singular blow. The heavy targeting of poorer countries such as Cambodia and Lesotho – while exempting Russia – strengthened reservations about Trump’s character. Equally, the blatant idiocy of many tariffs – most prominently the Heard and McDonald Islands, which are uninhabited save for penguins – further limited confidence in his administration’s competency and judgement.

    Combined with Trump’s imperialistic bullying of other nations, from Greenland, to Panama to Ukraine, his remaining integrity in economic affairs has imploded. Although the full effects (and damage) of Trump’s actions on America’s reputation are not yet known, adverse consequences should be expected in both the short and longer terms.

    The long and the short

    In the short term, decreased economic trust will prolong market volatility. April 3-4 saw the largest-ever two-day loss, as US$6.6 trillion (£5 trillion) was erased from US stocks. Trump’s tariffs are also expected to depress growth, both at home and abroad.

    JP Morgan now rates the likelihood of a recession this year at 60% – more than double when Trump took office. Consumer confidence, meanwhile, is at its second lowest since records began.

    Increased prices for groceries – two-thirds of US vegetable imports come from Mexico – as well as energy bills – the US imports 61% of its oil from Canada – is also likely. Higher tariffs on goods from China will similarly impact domestic spending.

    In the longer-term, diminished economic trust will continue to weaken bond markets, hampering America’s ability to service its colossal national debt. The increased cost of dollar-denominated goods could also spark a debt crisis reminiscent of the 1980s, when Latin America defaulted en masse, causing widespread economic turmoil.

    Perhaps most significantly, declining global trust will accelerate processes of de-dollarisation and reduce reliance on the dollar as a reserve currency. The ending of the “exorbitant privilege” – the advantage enjoyed by the US thanks to the dollar being the global reserve currency – could spell disaster vis-à-vis borrowing costs and, ultimately, risk a balance of payments crisis. More broadly, de-dollarisation would leave the US economically marginalised in a more multipolar global economy.

    Extending beyond economics, however, Trump’s trade policy will eviscerate American soft power unless corrected. With trust in the US dwindling, an increase in coercive forms of bargaining with international trade partners over more cooperative approaches becomes inevitable. Despite the demonstrable superiority of the latter approach, mutual trust is required to facilitate successful collaboration.

    Without trust, negotiation itself becomes an impossibility. And if trust is consistently broken, even those predisposed towards cooperation will be deterred.

    The US under Trump is fast becoming untrustworthy. American reliability must now be broadly questioned, from collective security to the rule of law. The effect of this widespread loss of trust – embodied by Trump’s indiscriminate and ill-mannered economic attacks – will be the neutering of US soft power.

    The foundation of American strength for decades, its ability to attract and appeal to its allies as an alternative to coercion, is now on life support. Meanwhile, China – purportedly “the greatest threat to America today” – is actively exploiting this decline and accelerating its own soft power initiatives.

    If Trump truly wishes to make America great again, then betraying allies through coercive mistreatment is not the answer. Honest engagement that builds trust is.

    Steve Dunne receives funding from the Equality and Human Rights Commission.

    – ref. Donald Trump’s first 100 days have badly damaged trust in America both economically and as an ally – https://theconversation.com/donald-trumps-first-100-days-have-badly-damaged-trust-in-america-both-economically-and-as-an-ally-255150

    MIL OSI – Global Reports –

    April 30, 2025
  • MIL-OSI: Immediate attention required for LocalBitcoins.com users

    Source: GlobeNewswire (MIL-OSI)

    HELSINKI, Finland, April 29, 2025 (GLOBE NEWSWIRE) — LocalBitcoins.com, a peer-to-peer cryptocurrency trading platform, has ceased its operations. Users who have previously maintained accounts on the platform are strongly advised to promptly check their account balances.

    It is critical to verify if there are any remaining funds in your LocalBitcoins account, unless you have already done so. Should you find a remaining balance, please immediately initiate a withdrawal request to ensure the secure transfer of your assets.

    LocalBitcoins.com emphasizes that users act without delay to safeguard their cryptocurrency holdings.

    For assistance or further information, users should contact LocalBitcoins customer support directly through the website Localbitcoins.com.

    About LocalBitcoins

    Founded in 2013 and headquartered in Helsinki, Finland, LocalBitcoins Oy was a pioneer in the peer-to-peer cryptocurrency space. The company provided a global online marketplace that enabled users to buy and sell Bitcoin directly with one another in a secure and user-friendly environment. The closure of its services was officially announced on February 16, 2023.

    Media contact:
    Nikolaus Kangas, CEO
    nikolaus.kangas@localbitcoins.com

    Disclaimer: This is a paid post and is provided by LocalBitcoins. The statements, views, and opinions expressed in this content are solely those of the content provider and do not necessarily reflect the views of this media platform or its publisher. We do not endorse, verify, or guarantee the accuracy, completeness, or reliability of any information presented. We do not guarantee any claims, statements, or promises made in this article. This content is for informational purposes only and should not be considered financial, investment, or trading advice. Investing in crypto and mining-related opportunities involves significant risks, including the potential loss of capital. It is possible to lose all your capital. These products may not be suitable for everyone, and you should ensure that you understand the risks involved. Seek independent advice if necessary. Speculate only with funds that you can afford to lose. Readers are strongly encouraged to conduct their own research and consult with a qualified financial advisor before making any investment decisions. However, due to the inherently speculative nature of the blockchain sector—including cryptocurrency, NFTs, and mining—complete accuracy cannot always be guaranteed. Neither the media platform nor the publisher shall be held responsible for any fraudulent activities, misrepresentations, or financial losses arising from the content of this press release. In the event of any legal claims or charges against this article, we accept no liability or responsibility. GlobeNewswire does not endorse any content on this page.

    Legal Disclaimer: This media platform provides the content of this article on an “as-is” basis, without any warranties or representations of any kind, express or implied. We assume no responsibility for any inaccuracies, errors, or omissions. We do not assume any responsibility or liability for the accuracy, content, images, videos, licenses, completeness, legality, or reliability of the information presented herein. Any concerns, complaints, or copyright issues related to this article should be directed to the content provider mentioned above.

    A photo accompanying this announcement is available at https://www.globenewswire.com/NewsRoom/AttachmentNg/b2c1630a-a2e7-4e3e-bbe2-75a1436990f8

    The MIL Network –

    April 30, 2025
  • MIL-OSI Global: Putin’s three-day ceasefire isn’t a genuine move towards peace, but Ukraine has to play along

    Source: The Conversation – UK – By Natasha Lindstaedt, Professor in the Department of Government, University of Essex

    The Russian leader, Vladmir Putin, has announced a three-day ceasefire in Ukraine to commence on May 8, coinciding with the 80th anniversary of the Soviet Union’s victory in the second world war. The Kremlin says “all hostilities will be suspended” during this period and has made it clear it expects Ukraine to follow suit.

    Ukraine responded by calling for an immediate month-long ceasefire and questioned Russia’s commitment to lasting peace. In a post on social media, Ukraine’s foreign secretary, Andrii Sybiha, wrote: “If Russia truly wants peace, it must cease fire immediately … Why wait until May 8th?”

    The ceasefire announcement followed two important developments. On April 18, the US secretary of state, Marco Rubio, claimed that President Donald Trump was growing impatient and was likely to abandon peace efforts within days if there was no progress.

    Trump then made a rare rebuke of Putin on social media, writing “Vladmir, STOP” after a Russian air attack on Kyiv on April 24 killed 12 people and injured more than 80 others.




    Read more:
    Why is Donald Trump failing to bring peace to Ukraine like he promised?


    A temporary ceasefire allows Putin to do just enough to keep Trump thinking he is committed to a peace deal, hoping this will lead to eventual sanctions relief. But it also has clear benefits for Russia on the battlefield.

    Many aggressors use ceasefires to regroup, rearm and improve their positioning. Analysts have warned that Russia will use the pause to reorganise in order to pursue larger territorial ambitions, particularly in southern and eastern Ukraine.

    According to Ukraine, the broken “Easter truce” helped Russian forces in the Lyman sector of Donetsk Oblast regroup and launch a large-scale infantry assault shortly after its end. The Ukrainian president, Volodymyr Zelensky, says the Easter ceasefire was violated by Russia around 3,000 times.

    While Trump appears frustrated by these recent developments, he has remained committed to maintaining a solid relationship with Putin. And in spite of the fact that only 2% of Americans are sympathetic to Russia, Trump has done little to hide his admiration for the Russian leader.

    Bloomberg news examined more than 300 of Trump’s public comments and over 3,000 social media posts since August 2024 and found that Trump has been echoing Russian talking points. The latest evidence of this occurred just days ago.

    When asked by a journalist on April 25 about what concessions Putin has made in the negotiation process, Trump claimed his Russian counterpart was making a “pretty big concession” by not taking over all of Ukraine.

    And while most western leaders condemned the Russian invasion of Ukraine in 2022, Trump referred to it initially as “genius” and “savvy”.

    Trump not only respects Putin but sees their relationship as mutually beneficial. Putin has enticed Trump with potential investment opportunities in Russia, such as a Trump Tower project in Russia, and has supported his administration’s desire to take over Greenland.

    Though Putin occasionally flatters Trump, this is mostly to manipulate him. It was easy to see through Putin’s intentions with his commissioning of a laudatory portrait of Trump in the aftermath of his assassination attempt, standing triumphantly with the Statue of Liberty and American flag in the background. But, apparently, Trump was touched by it.

    This flattery seems to be working. Trump has recently announced that he supported Putin’s claims on Crimea, which Russia seized in 2014, representing a huge departure from decades of US foreign policy.

    By doing so, Trump is reneging on the 1994 Budapest Memorandum, where the US committed to support Ukraine’s sovereignty. This constitutes a breach of international law and will also make peace in Ukraine harder to achieve.

    The recognition of Russian sovereignty over Crimea is considered a red line for Ukraine and would be politically unpopular. Zelensky has made it clear that Crimea belongs to Ukraine, and that Russian annexation violates Ukraine’s current constitution. The constitution cannot be changed when the country is at war and under martial law.

    Ukraine’s limited options

    In spite of the unfavourable terms of any looming peace agreement, Zelensky has little choice at this point but to support a ceasefire. Nearly 90% of Ukrainians polled have faced stress due to the war and another poll, published in March, showed that 77% of Ukrainians back a ceasefire.




    Read more:
    Are Ukrainians ready for ceasefire and concessions? Here’s what the polls say


    The other issue is that Zelensky can no longer count on the US. And research from 2023 shows that for parties that have lost international support, moving towards a ceasefire is much more likely.

    With the US making clear that long-term support for Ukraine is not guaranteed, and Trump not approving a single military aid package since taking office, Zelensky has few options but to support a ceasefire agreement.

    Ceasefires are fairly common occurrences in conflict – over 230 ceasefires have taken place since 1990. But they are frequently broken. Russia in particular, has not been the most trustworthy partner in peace. According to Zelensky, Putin has broken 25 peace agreements over the past decade.

    This doesn’t leave one with much confidence that the latest ceasefire is a genuine move towards peace for Putin, or that the ceasefire will lead to anything more substantial.

    With Trump impatient to get a deal done rather than address the root cause of the conflict (Russia’s imperial ambitions), Russia will continue to manipulate the peace process and block future security guarantees for Ukraine.

    Putin is an expert at committing to agreements that he will renege on. By doing so, he can exact more concessions in the process, all the while blaming Ukraine for the breakdown in peace.

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

    – ref. Putin’s three-day ceasefire isn’t a genuine move towards peace, but Ukraine has to play along – https://theconversation.com/putins-three-day-ceasefire-isnt-a-genuine-move-towards-peace-but-ukraine-has-to-play-along-255463

    MIL OSI – Global Reports –

    April 30, 2025
  • MIL-OSI: Nokia Corporation’s Board of Directors’ Assembly Meeting Decisions and Dividend

    Source: GlobeNewswire (MIL-OSI)

    Nokia Corporation
    Stock Exchange Release
    29 April 2025 at 16.15 EEST

    Nokia Corporation’s Board of Directors’ Assembly Meeting Decisions and Dividend 

    Composition of the Board and Committees
    In its assembly meeting, the Board of Directors of Nokia Corporation elected Sari Baldauf as Chair and Timo Ihamuotila as Vice Chair of the Board.
    The following Board members were elected to the Board’s Committees:

    • Thomas Dannenfeldt was elected as Chair and Pernille Erenbjerg, Lisa Hook and Mike McNamara as members of the Audit Committee.
    • Timo Ihamuotila was elected as Chair and Sari Baldauf, Pernille Erenbjerg and Thomas Saueressig as members of the Corporate Governance and Nomination Committee.
    • Thomas Dannenfeldt was elected as Chair and Timo Ahopelto, Sari Baldauf and Elizabeth Crain as members of the Personnel Committee.
    • Kai Öistämö was elected as Chair and Timo Ahopelto, Mike McNamara and Thomas Saueressig as members of the Technology Committee.
    • Elizabeth Crain was elected as Chair and Sari Baldauf, Lisa Hook, Timo Ihamuotila and Kai Öistämö as members of the Strategy Committee.

    Dividend
    The Board of Directors has resolved, on the basis of the authorization by the Annual General Meeting 2025, on a dividend of EUR 0.04 per share. The dividend will be paid to a shareholder registered in the Company’s shareholders’ register maintained by Euroclear Finland Oy. on the record date of the payment, on 5 May 2025. The dividend will be paid on 12 May 2025. The actual dividend payment date outside Finland will be determined by the practices of the intermediary banks transferring the dividend payments. Following this announced dividend, the Board’s remaining asset distribution authorization is a maximum of EUR 0.10 per share.

    About Nokia
    At Nokia, we create technology that helps the world act together.

    As a B2B technology innovation leader, we are pioneering networks that sense, think and act by leveraging our work across mobile, fixed and cloud networks. In addition, we create value with intellectual property and long-term research, led by the award-winning Nokia Bell Labs, which is celebrating 100 years of innovation.

    With truly open architectures that seamlessly integrate into any ecosystem, our high-performance networks create new opportunities for monetization and scale. Service providers, enterprises and partners worldwide trust Nokia to deliver secure, reliable and sustainable networks today – and work with us to create the digital services and applications of the future.

    Inquiries:
    Nokia Communications
    Phone: +358 10 448 4900
    Email: press.services@nokia.com
    Maria Vaismaa, Head of External Communications

    Nokia
    Investor Relations
    Phone: +358 931 580 507
    Email: investor.relations@nokia.com  

    The MIL Network –

    April 30, 2025
  • MIL-OSI: cBrain aims to create and lead two new global solution niches

    Source: GlobeNewswire (MIL-OSI)

    Company Announcement no. 05/2025

    cBrain aims to create and lead two new global solution niches

    Copenhagen, April 29, 2025

    The faster-than-anticipated shift in the government IT market toward COTS government software presents new strategic opportunities for cBrain. As a result, cBrain (NASDAQ: CBRAIN) has announced to adjust its growth strategy during the first half of 2025 to capitalize on these market changes.

    Consequently, the growth strategy is extended by adding a focus on two market niches with global potential. Utilizing a strong financial position, cBrain is now building two new units, dedicated to achieving global leadership in two global solution areas, referred to as Paperless Ministry and Environmental Permitting.

    Solid development in Denmark and internationally

    cBrain has entered the year as planned with continued development in Denmark and international markets.

    In January, cBrain announced an agreement to deliver the F2 Digital platform for the new Danish Ministry of Resilience and Preparedness. The F2 solution was configured for the ministerial work, ready-to-go-live, in 3 weeks.

    In March cBrain announced the successful delivery of the F2 Digital platform for the Danish Energy Agency. F2 has been configured as a grant management solution to support the heat pump subsidy program. At launch the agency said the new solution exceeded all expectations, with almost 70% of all applications being processed fully automatically, and the first 930 citizen applications approved within only minutes of launching the subsidy program.

    In Germany, cBrain continues deploying F2 with the agency that administrates public pensions. Several thousand users have gone live during the first months of the year, and cBrain has won a new tender extending the scope of work.

    In Romania, cBrain’s partner has won a public tender to deliver a new national platform for administrating citizen pensions. F2 is now being configured as the case management and processing kernel, supporting close to 100 different administrative processes and integrating with multiple other systems. cBrain sees the project as a milestone both technically and strategically, demonstrating the power of the F2 Service Builder and the early success of the F2-for-Partner strategy.

    Taking leadership within Paperless Ministry and Environmental Permitting

    The long-term cBrain growth strategy is founded on a vision and a business case to provide standard software for government. Working in close collaboration with Danish government for 15 years, cBrain has invested more than 450,000 hours in developing the F2 platform.

    Today, almost all Danish ministries, and more than 75 Danish authorities in total, use F2 as their digital platform. Internationally, cBrain has delivered F2 to government organizations across five continents. With Denmark ranked number one in the United Nations E-Government Survey for the past eight years, this offers cBrain a strong first-mover advantage and a solid reference position.

    Leveraging the F2 software platform, cBrain is executing an ambitious international growth plan with the aim of becoming a global leader in the fast emerging market for Commercial Off-The-Shelf (COTS) software built for government.

    With the 2024 Annual Report, cBrain stated that the transition from custom-built IT solutions to standardized platforms seems to emerge faster than anticipated. This assumption seems to be continuously validated throughout the spring. An increasing number of competitors are repositioning themselves as COTS suppliers, and the White House issued an executive order in April directing the administration to prioritize the procurement of commercial off-the-shelf solutions rather than procuring custom products and developing systems.

    The faster-than-anticipated shift in the government IT market toward COTS government software presents new strategic opportunities for cBrain. As a result, cBrain has announced an adjustment to its growth strategy during the first half of 2025 to capitalize on these market changes.

    The core of cBrain’s growth strategy is built on serving large government clients, securing steady, sustainable growth through long-term software subscriptions, and accelerating international growth through the F2-for-Partners concept.

    The growth strategy is now being extended by adding a focus on two market niches with global potential. Utilizing a strong financial position, cBrain is now building two new units, dedicated to achieving global leadership in two global solution areas, referred to as Paperless Ministry and Environmental Permitting.

    The F2 Paperless Ministry Solution

    cBrain has built a strong home market position in Denmark. This position has been achieved by taking leadership as the supplier of the F2 Paperless Ministry solution, which today is the digital platform for almost all Danish ministries.

    In the autumn 2024 the Danish government announced 3 new ministries, and in January cBrain announced that all 3 new ministries have now chosen F2 as their digital platform. The F2 ministry solution was installed and configured, ready to go live within only 3 weeks. The new ministerial projects demonstrate the power of Commercial Off-The-Shelf (COTS) for government solutions and consolidate cBrains unique position in the Danish market.

    Building from the paperless ministry leadership position, cBrain has successfully been able to expand outside the ministerial solution niche into the broad Danish government market. Today serving more than 75 Danish government organizations with a large catalog of citizen-facing solutions, from tax solutions and auditing to grants management, inspections, licensing, and family affairs.

    A key pillar of the expanded growth strategy is to replicate the Danish success by establishing bridgeheads in new international markets, based on a focused, vertical go-to-market approach centered around the Paperless Ministry offering. The ultimate goal is to achieve global niche leadership, thereby securing a strong foundation for future growth.

    cBrain is currently testing and validating the new strategic Paperless Ministry initiative, with market initiatives in Europe and Africa.

    In Europe, cBrain is still working to establish contacts with ministries in selected countries. In Africa, the initial market activities have led to a pilot project, where the Danish Paperless Ministry solution was configured and made ready to go live for a Kenyan ministry in just 10 weeks.

    cBrain is now developing a go-to-market plan for the African region, working closely with Danish embassies in Africa and aligning with the UNDP Digital Offer for Africa strategy. This builds on the partnership with UNDP announced in November 2024. cBrain sees the African Paperless Ministry solution, leveraging Danish government experience, as a unique tool to help African governments achieve fast digital transformation.

    Environmental Permitting

    As a second pillar of its expanded growth strategy, and in parallel with the Paperless Ministry initiative, cBrain has launched an ambitious initiative to position the F2 Environmental Permitting solution as a strategic niche offering, aiming to take a leading international market position.

    The importance of environmental assessment and permitting is growing worldwide. Government review and permitting processes are required for many infrastructure projects, including roads, bridges, mines, factories, and power plants. In April 2025, the White House issued an executive order stating that executive departments and agencies shall make maximum use of technology in environmental review and permitting processes for infrastructure projects of all kinds.

    In close collaboration with the Danish Environmental Protection Agency (EPA), cBrain has developed an F2 based Environmental Permitting solution that eliminates the use of paper-based applications and accelerates case processing time and quality.

    In July 2024, the White House Council on Environmental Quality (CEQ) issued a report to Congress that assesses and recommends technologies to improve environmental reviews and permitting processes. In this report, the cBrain F2 Platform is highlighted as a successful process and AI tool for environmental permitting.

    cBrain therefore views environmental permitting as a potential niche entry point into the U.S. market, at both the federal and state levels, supporting its decision to invest in this area as the second pillar of its expanded growth strategy.

    cBrain maintains its financial guidance for 2025

    cBrain has provided financial guidance for the year, with an expected revenue growth of 10-15% and EBT (Earnings Before Tax) of 18-23%. cBrain maintains its financial guidance for 2025.

    The allocation of leadership and delivery resources to support the new niche initiatives may temporarily slow current activities. However, the expanded growth strategy is expected to drive new business and accelerate overall growth over time. Depending on the pace of success, executing the expanded growth strategy therefore introduces uncertainty to the 2025 revenue outlook, both on the upside and downside.

    In the 2025 budget cBrain has allocated extra one-time costs to market expansion of approximately 4 million Euro to support the revised strategy. These costs are fully included in the financial outlook for 2025 but are conditional on the validation to ensure disciplined growth.

    Best regards

    Per Tejs Knudsen, CEO

    Inquiries regarding this Company Announcement may be directed to

    Ejvind Jørgensen, CFO & Head of Investor Relations, cBrain A/S, ir@cbrain.com, +45 2594 4973

    Attachment

    • Company Announcement no. 2025-05 (Q1 announcemement)

    The MIL Network –

    April 30, 2025
  • MIL-OSI Global: Co-working spaces aren’t just about convenience – they bring a whole range of benefits for employees and communities

    Source: The Conversation – UK – By Mariachiara Barzotto, Senior Lecturer in Management Strategy and Organisation, University of Bath

    Master1305/Shutterstock

    When you think of co-working spaces – where workers from different industries come together to share a convenient workplace – you might picture a group of young freelancers hunched over laptops. But today’s co-working spaces have evolved into something more powerful – particularly in a world still reshuffling office work practices in the wake of the COVID pandemic.

    As workplaces adapt to new ways of operating, from hybrid to “digital nomadism”, co-working spaces can do more than simply offer flexibility. They can support workers’ wellbeing and work–life balance by enhancing a sense of community, building trust and new friendships, and encouraging continuous learning.

    Research I undertook with colleagues shows these spaces may also play a role in addressing societal challenges. They can provide support for workers with family or caring responsibilities and enhance digital connectivity in under-served areas by offering faster, stable internet access. They can also encourage knowledge-sharing around new technology – while reducing the need for long commutes, which brings environmental benefits.

    Other research shows that co-working staff tend to report higher levels of job satisfaction and wellbeing, particularly compared with those working at home. There are various reasons for this.

    The ability to choose how and where to work, to exchange knowledge with others on-site, and to avoid long commutes all contribute to better mental health, happiness and wellbeing.

    Productivity can also be boosted by, for example, the social support and interactions encouraged by open architecture and flexible workstations, as well as by a workplace that is much closer to home.

    Some co-working spaces have gone a step further, integrating childcare, wellness programmes and even care for older dependants. One example is COWORCare, a European initiative linking co-working spaces with family support such as kindergartens and elderly-care services. This helps parents (especially mothers) participate more fully in the labour market.

    Workers often need to update their skills to stay competitive. While informal learning happens in traditional offices too, co-working spaces can offer advantages by connecting professionals, entrepreneurs and freelancers across industries. This encourages knowledge-sharing between sectors.

    Many also host training sessions, workshops and networking events, making it easier to develop skills than when working from home or in more homogeneous office settings.

    Some of these spaces also create opportunities, both formal and informal, for young people to learn from more skilled and experienced workers. They can also help youngsters who are not in education, employment or training (NEET) into the workforce.

    This all matters because the shift to greener and more digital economies – known as the “twin transition” – is creating both opportunities and risks. Many workers, especially in rural and older populations, could be left behind without access to training or digital infrastructure. Co-working spaces specifically for older people are ideally placed to address this.

    Such spaces can act as “infrastructures of care” by helping workers feel like part of a community. Perhaps one of the most underrated benefits of co-working is how it can combat loneliness and boost morale for staff who might otherwise be working from home or face a long commute to their employer’s office.

    Remote working can be lonely – and people in the early stages of their career can miss out on chances to learn from more experienced workers.
    fizkes/Shutterstock

    During the pandemic, many people realised how much they missed casual chats and social interaction. Co-working can bring that back – even for remote workers. In fact, co-working spaces can create the kind of “light-touch” community that encourages inclusion without being overwhelming.

    Left-behind places

    Co-working isn’t just for buzzing city centres. Some of the most exciting developments are happening in small towns and rural areas.

    Governments across Europe are supporting this shift. Ireland’s Connected Hubs scheme has built a national network of remote-working hubs, aiming to revitalise rural communities and reduce the urban-rural divide.

    These hubs can provide better internet than workers may have at home, and keep talented young people in the region. They can also spark local entrepreneurship, especially when paired with funding and mentoring. For example, the Youth Re-Working Rural project across Norway, Italy, Spain, Greece, Latvia and Slovenia supports youth and creative industries through co-working and digital training.

    But these spaces aren’t a silver bullet. Our research also shows they are most effective when public investment simultaneously targets specific areas.

    This could be extending high-speed broadband to rural areas, improving transport connections and providing vocational and digital skills training. Policies that support back-to-work programmes – for example, mentoring for unemployed people, parents returning after career breaks, or those who have lost jobs reintegrating into the labour market – are crucial, alongside access to affordable housing.

    Co-working spaces can be part of the solution to making work better – not just more convenient and efficient, but more human. They can improve wellbeing, encourage new skills, and bring life back into places that have been left behind after traditional local industries declined.

    Rethinking the future of work in the face of multiple transitions – digital, green and demographic – means also thinking about the kind of spaces that make learning, connection and wellbeing possible.

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

    – ref. Co-working spaces aren’t just about convenience – they bring a whole range of benefits for employees and communities – https://theconversation.com/co-working-spaces-arent-just-about-convenience-they-bring-a-whole-range-of-benefits-for-employees-and-communities-255281

    MIL OSI – Global Reports –

    April 30, 2025
  • MIL-OSI: Resolutions of Nokia Corporation’s Annual General Meeting

    Source: GlobeNewswire (MIL-OSI)

    Nokia Corporation
    Stock Exchange Release
    29 April 2025 at 15.45 EEST

    Resolutions of Nokia Corporation’s Annual General Meeting

    Espoo, Finland – The Annual General Meeting (AGM) of Nokia Corporation took place today 29 April 2025 in Helsinki, Finland. The AGM approved all the proposals of the Board of Directors to the AGM.

    The AGM adopted the Company’s financial statements, discharged the members of the Board and the President and Chief Executive Officer from liability for the financial year 2024 and adopted the Company’s Remuneration Report and Remuneration Policy. In addition, the AGM adopted the following resolutions.

    Authorization to the Board to decide on the asset distribution 
    The AGM decided that no dividend is distributed by a resolution of the Annual General Meeting and authorized the Board to resolve on the distribution of an aggregate maximum of EUR 0.14 per share as dividend from the retained earnings and/or as assets from the reserve for invested unrestricted equity.

    The authorization is valid until the opening of the next Annual General Meeting. The Board will resolve separately on the amount and timing of each distribution of the dividend and/or assets from the reserve for invested unrestricted equity so that the preliminary record and payment dates will be as set out below. The Company shall make a separate announcement of each such Board resolution confirming the relevant record and payment dates. 

    Preliminary record dates    Preliminary payment dates

    5 May 2025 12 May 2025
    29 July 2025 7 August 2025
    28 October 2025 6 November 2025
    3 February 2026 12 February 2026

    Each installment based on the resolution of the Board of Directors will be paid to a shareholder registered in the Company’s shareholders’ register maintained by Euroclear Finland Oy on the record date of the payment.

    Composition of the Board of Directors
    The AGM resolved to elect ten members to the Board. The following eight members of the Board were re-elected for the term ending at the close of the next Annual General Meeting: Timo Ahopelto, Sari Baldauf, Elizabeth Crain, Thomas Dannenfeldt, Lisa Hook, Mike McNamara, Thomas Saueressig and Kai Öistämö. In addition, the AGM resolved to elect Pernille Erenbjerg and Timo Ihamuotila as new members of the Board of Directors for the same term of office. The qualifications and career experience of the elected Board members are available on the Company’s website at https://www.nokia.com/about-us/company/leadership-and-governance/board-of-directors/meet-the-board/.

    Board members’ remuneration
    The AGM resolved that the annual fees to be paid to the members of the Board for the term ending at the close of the next Annual General Meeting are as follows:

    • EUR 440 000 for the Chair of the Board; 
    • EUR 210 000 for the Vice Chair of the Board;  
    • EUR 185 000 for each member of the Board; 
    • EUR 30 000 each for the Chairs of the Audit Committee and the Personnel Committee and EUR 20 000 each for the Chairs of the Technology Committee and the Strategy Committee as an additional annual fee; and 
    • EUR 15 000 for each member of the Audit Committee and Personnel Committee and EUR 10 000 for each member of the Technology Committee and Strategy Committee as an additional annual fee. 

    The AGM resolved that approximately 40% of the annual fee will be paid in Nokia shares. The rest of the annual fee would be paid in cash to cover taxes arising from the remuneration. The members of the Board shall retain until the end of their directorship such number of shares that they have received as Board remuneration during their first three years of service on the Board. If the term of a Board member terminates before the Annual General Meeting of 2026, the Board has a right to decide upon potential reclaim of the annual fees as it deems appropriate.

    The AGM also resolved to pay a meeting fee of EUR 5 000 per meeting requiring intercontinental travel and EUR 2 000 per meeting requiring intracontinental travel for Board and Committee meetings to all Board members. The meeting fee is paid for a maximum of seven meetings per term. Only one meeting fee is paid if the travel entitling to the fee includes several meetings of the Board and the Committees. The AGM also resolved that the members of the Board of Directors shall be compensated for travel and accommodation expenses as well as other costs directly related to Board and Committee work. 

    Auditor and Sustainability Reporting Assurer
    The AGM re-elected audit firm Deloitte Oy as the auditor for Nokia for the financial year 2026. In addition, the AGM elected authorized sustainability audit firm Deloitte Oy as the sustainability reporting assurer for Nokia Corporation for the financial year 2026. Deloitte Oy has informed the Company that the key audit partner and key sustainability partner will be Authorized Public Accountant (KHT) and Authorized Sustainability Auditor (KRT) Jukka Vattulainen.

    The AGM resolved, in accordance with the Board proposal, that the auditor and the sustainability reporting assurer elected for 2026 be reimbursed based on the purchase policy approved by the Board’s Audit Committee and the invoices approved by the Company

    Authorizations to resolve on the repurchase of the Company’s own shares and on the issuance of shares and special rights entitling to shares 
    The AGM authorized the Board to resolve to repurchase a maximum of 530 million Nokia shares by using funds in the unrestricted equity. Shares may be repurchased to be cancelled, held to be reissued, transferred further or for other purposes resolved by the Board. The shares may be repurchased otherwise than in proportion to the shares held by the shareholders (directed repurchase). The authorization is effective until 28 October 2026 and it terminated the corresponding repurchase authorization granted by the Annual General Meeting on 3 April 2024 to the extent that the Board has not previously resolved to repurchase shares based on the respective authorization.

    The AGM authorized the Board to resolve to issue a maximum of 530 million shares through issuance of shares or special rights entitling to shares under Chapter 10, Section 1 of the Finnish Companies Act in one or more issues. The authorization may be used to develop the Company’s capital structure, diversify the shareholder base, finance or carry out acquisitions or other arrangements, settle the Company’s equity-based incentive plans, or for other purposes resolved by the Board. Under the authorization, the Board may issue new shares or treasury shares held by the Company. The authorization includes the right for the Board to resolve on all the terms and conditions of the issuance of shares and special rights entitling to shares, including issuance of shares or special rights in deviation from the shareholders’ pre-emptive rights within the limits set by law. The authorization is effective until 28 October 2026 and it terminated the corresponding authorization granted by the Annual General Meeting on 3 April 2024. 

    Minutes of the Annual General Meeting 
    The minutes of the AGM will be available on the Company’s website latest on 13 May 2025.

    About Nokia
    At Nokia, we create technology that helps the world act together.

    As a B2B technology innovation leader, we are pioneering networks that sense, think and act by leveraging our work across mobile, fixed and cloud networks. In addition, we create value with intellectual property and long-term research, led by the award-winning Nokia Bell Labs, which is celebrating 100 years of innovation.

    With truly open architectures that seamlessly integrate into any ecosystem, our high-performance networks create new opportunities for monetization and scale. Service providers, enterprises and partners worldwide trust Nokia to deliver secure, reliable and sustainable networks today – and work with us to create the digital services and applications of the future.

    Inquiries:
    Nokia Communications
    Phone: +358 10 448 4900
    Email: press.services@nokia.com
    Maria Vaismaa, Head of External Communications

    Nokia
    Investor Relations
    Phone: +358 931 580 507
    Email: investor.relations@nokia.com  

    The MIL Network –

    April 30, 2025
  • MIL-OSI Security: NATO experts discuss nuclear deterrence challenges in Helsinki

    Source: NATO

    NATO’s annual Nuclear Policy Symposium kicked off in Helsinki, Finland, on Tuesday (29 April 2025). Held annually since 1992, it is the Alliance’s main nuclear policy event. The symposium brings together outside experts as well as NATO and Allied senior officials to discuss pressing nuclear challenges facing the Alliance.

    “This year’s symposium is taking place at a critical moment for NATO’s nuclear deterrence” said Mr Jim Stokes, NATO’s Director of Nuclear Policy, who co-hosts the two-day event with Mr Janne Kuusela, Director General for Defence Policy at the Ministry of Defence of Finland. “The Alliance is facing an increasingly complex and rapidly changing security environment.”

    Mr Stokes added that NATO Allies reiterate their determination to take all necessary steps to ensure the credibility, effectiveness, safety and security of the nuclear deterrence mission. “Raising our collective awareness of nuclear policy issues, and having an opportunity to discuss implications, is key outcome from the symposium,” he said.

    “The commitment of NATO and its member states to credible and effective deterrence and defence is now more important than ever, said Antti Häkkänen, Minister of Defence of Finland. He emphasised that the Nuclear Policy Symposium supports achieving this aim. “This is a unique event which increases our understanding of pivotal topics in nuclear policy. The best experts in this field will be in attendance. I wish everyone a productive symposium”, Minister Häkkänen added.

    This year’s Nuclear Policy Symposium will address High North perspectives on deterrence, as well as the implications of nuclear threats and challenges across the Euro-Atlantic and Indo-Pacific regions.

    MIL Security OSI –

    April 30, 2025
  • MIL-OSI: SUTNTIB AB Tewox audited consolidated and separate annual financial statements for 2024

    Source: GlobeNewswire (MIL-OSI)

    Vilnius, Lithuania, April 29, 2025 (GLOBE NEWSWIRE) —

    AB Tewox (the Company) publishes its audited annual consolidated and separate financial statements for 2024 together with Company’s and Group’s annual management report for 2024.

    Financial results

    The objective of the Company is to earn a return to shareholders through investments in individual income-generating real estate objects – either under development or already developed – intended for retail or other (commercial and/or residential) purposes in the Baltic Sea Region countries – Lithuania, Latvia, Estonia, Finland, Sweden, Denmark, Poland and Germany. The main financial indicators for the period were:

    • As at 31 December 2024, the Company’s total assets were EUR 75,648 thousand, total equity was EUR 43,448 thousand, and total liabilities were EUR 32,200 thousand.
    • As at 31 December 2024, the Company’s investment assets at fair value through profit or loss were EUR 69,908 thousand, which compared to 31 December 2023, grew by EUR 4,029 thousand (or 6.21 %).
    • From January to December 2024, The Company earned EUR 3.344 thousand in total comprehensive income.

    Key events of 2024:

    • In 2024, the Company, through its managed subsidiaries, acquired investment property with a total acquisition value of approximately EUR 23.9 million:
      • Commercial building, located at 83 Dariaus ir Girėno g., Jurbarkas, Lietuva;
      • Commercial building, located at 2 Chrobrego, Radom, Lenkija;
      • Commercial building, located at 211 Zgierska, Łódź, Lenkija;
      • Land plot, located at 46 Artojų g., Kaunas, Lietuva.
    • In 2024 the Company issued private bonds with nominal value of EUR 9.974 million and redeemed private bonds with a nominal value of EUR 26.570 million.
    • On 13 August 2024, the Group’s prospectus for a public bond offering of EUR 35 million was approved. During 2024, the Company issued bonds with a nominal value of EUR 23.774 million.

    Key events after the end of the financial year:

    • On January 19, 2025, the third tranche of the public bond issuance was completed, during which the Company issued bonds with a total nominal value of EUR 11.226 million.
    • At the end of January 2025, the Company executed an early redemption of bonds in accordance with applicable early redemption terms, redeeming private bonds with a nominal value of EUR 7.474 million.
    • In March 2025, the Company, through its subsidiary, has completed a transaction for the acquisition of two Lidl store buildings in Panevėžys and Jurbarkas, for which it received EUR 6.7 million in financing from a credit institution.

    Shareholder’s meeting

    According to the Law on Companies of Republic of Lithuania, the annual financial statements prepared by the Management are authorised by the General Shareholders’ meeting. The shareholders hold the power not to approve the annual financial statements and the right to request new financial statements to be prepared. 

    The shareholders of the Company will vote on approving the Group’s and Company’s 2024 financial statements at a shareholders’ meeting to be held on 30 April 2025. The meeting will also consider a proposal for the distribution of profits, it is proposed to allocate profits as follows:

    Article Amount, EUR
    Retained earnings (loss) – at the beginning of financial year (4,339,664)
    Change in accounting policy 2,979,859
    Retained earnings (loss) – at the beginning of financial year after the change in accounting policy (1,360,105)
    Comprehensive income (loss) for the reporting period – net profit for the current year 3,344,405
    Interim dividends paid in 2024 (400,000)
    Profit transfer to the legal reserve –
    Retained earnings (loss) – at the end of financial year 1,584,300
    Profit distribution:  
    Profit transfer to the legal reserve (167,220)
    Profit transfer to other reserves –
    Profit to be paid as dividends (1,274,534)
    Retained earnings (loss) at the end of the financial year for 2024 and previous financial periods 142,546

    Additional agenda items of the shareholders’ meeting – the amendment of the Company’s Articles of Association, the establishment of the Audit Committee, the and approval of its guidelines.

    Contact person for further information:

    Paulius Nevinskas

    Manager of the Investment Company

    paulius.nevinskas@lordslb.lt

    https://lordslb.lt/tewox_bonds/

    Attachments

    The MIL Network –

    April 30, 2025
  • MIL-OSI United Nations: New Data: Since 2014, 52,000 Migrants Died Fleeing Humanitarian Crises; IOM Urges Collective Action 

    Source: International Organization for Migration (IOM)

    Berlin/Geneva, 29 April 2025 – A new report from the International Organization for Migration (IOM) reveals that most people who die while migrating are not taking dangerous journeys purely out of choice, but out of desperation – fleeing insecurity, conflict, disaster, and other humanitarian crises.  

    Since 2014, more than 52,000 people have died while trying to escape crisis-affected* countries. That’s nearly three-quarters (72%) of all migrant deaths recorded globally during this period. These include over 39,000 people who died within crisis zones, often while trapped in unsafe conditions, and more than 13,500 who died while trying to flee conflict or disaster.  

    “These numbers are a tragic reminder that people risk their lives when insecurity, lack of opportunity, and other pressures leave them with no safe or viable options at home,” said IOM Director General Amy Pope. “We must invest to create stability and opportunity within communities, so that migration is a choice, not a necessity. And when staying is no longer possible, we must work together to enable safe, legal, and orderly pathways that protect lives.” 

    Crisis Zones: The Deadliest Places for Migrants  

    More than half (54%) of all recorded migrant deaths since 2014 occurred in or near countries affected by conflict or disaster. For example:  

    • In Afghanistan, over 5,000 people have died in transit, including thousands who perished while fleeing the country following the 2021 political upheaval.  
    • Among the Rohingya people from Myanmar, more than 3,100 people have died – many in shipwrecks or while crossing into Bangladesh.  
    • The Central Mediterranean remains the deadliest single migration route worldwide, with nearly 25,000 people lost at sea.  

    A Call for Stronger Global Cooperation  

    Despite the scale of the crisis, migrants are often overlooked in humanitarian planning. Needs assessments and aid appeals frequently fail to include targeted efforts to protect those on the move – even though nearly one in four missing migrants came from a crisis-affected country.

    “Too often, migrants fall through the cracks,” said Julia Black, coordinator of IOM’s Missing Migrants Project and the report’s author. “And due to data gaps – especially in war zones and disaster areas – the true death toll is likely far higher than what we’ve recorded.”  

    IOM is urging States and humanitarian partners to work together to ensure migrants are not excluded from crisis responses. This means expanding legal pathways, improving access to aid and healthcare, and investing in data systems that can better track and protect those at risk.  

    Note to Editor:  

    * For the purposes of this report, “countries in crisis” refers to 40 countries with an active Crisis Response Plan (CRP) or Humanitarian Response Plan (HRP) listed by IOM and/or UN OCHA as of December 2024.   

    Click here to access the Missing Migrants Project 2024 annual report.  

    The analysis in this press release is based on data available as of 1 March 2025. For the latest figures, click here.   

    IOM’s Missing Migrants Project is currently maintained with financial support of the governments of Switzerland, Norway, Denmark and the European Union. The preparation of this year’s report was co-funded through IOM’s Flexible Funding Mechanism (FFM), enabling the use of data and evidence to save lives and protect people affected by humanitarian crises. IOM appreciates the generous unearmarked and softly earmarked voluntary contributions from our donors to the Flexible Funding Mechanism, which made this initiative possible.  

    For more information, please contact IOM Media Centre  

    MIL OSI United Nations News –

    April 29, 2025
  • MIL-OSI: Municipality Finance issues a EUR 175 million tap under its MTN programme

    Source: GlobeNewswire (MIL-OSI)

    Municipality Finance Plc
    Stock exchange release
    29 April 2025 at 11:00 am (EEST)

    Municipality Finance issues a EUR 175 million tap under its MTN programme

    On 30 April 2025 Municipality Finance Plc issues a new tranche in an amount of EUR 175 million to an existing benchmark issued on 26 April 2023. With the new tranche, the aggregate nominal amount of the benchmark is EUR 1.650 billion. The maturity date of the benchmark is 29 July 2030. The benchmark bears interest at a fixed rate of 3.125 % per annum.

    The new tranche is issued under MuniFin’s EUR 50 billion programme for the issuance of debt instruments. The offering circular, the supplemental offering circular and final terms of the notes are available in English on the company’s website at https://www.kuntarahoitus.fi/en/for-investors.

    MuniFin has applied for the new tranche to be admitted to trading on the Helsinki Stock Exchange maintained by Nasdaq Helsinki. The public trading is expected to commence on 30 April 2025. The existing notes in the series are admitted to trading on the Helsinki Stock Exchange.

    J.P. Morgan SE acts as the Dealer for the issue of the new tranche.

    MUNICIPALITY FINANCE PLC

    Further information:

    Joakim Holmström
    Executive Vice President, Capital Markets and Sustainability
    tel. +358 50 444 3638

    MuniFin (Municipality Finance Plc) is one of Finland’s largest credit institutions. The owners of the company include Finnish municipalities, the public sector pension fund Keva and the State of Finland.
    The Group’s balance sheet is over EUR 53 billion.

    MuniFin builds a better and more sustainable future with its customers. MuniFin’s customers include municipalities, joint municipal authorities, wellbeing services counties, corporate entities under their control, and non-profit organisations nominated by the Housing Finance and Development Centre of Finland (ARA). Lending is used for environmentally and socially responsible investment targets such as public transportation, sustainable buildings, hospitals and healthcare centres, schools and day care centres, and homes for people with special needs.

    MuniFin’s customers are domestic but the company operates in a completely global business environment. The company is an active Finnish bond issuer in international capital markets and the first Finnish green and social bond issuer. The funding is exclusively guaranteed by the Municipal Guarantee Board.

    Read more: https://www.kuntarahoitus.fi/en/

    Important Information

    The information contained herein is not for release, publication or distribution, in whole or in part, directly or indirectly, in or into any such country or jurisdiction or otherwise in such circumstances in which the release, publication or distribution would be unlawful. The information contained herein does not constitute an offer to sell or the solicitation of an offer to buy, nor shall there be any sale of, any securities or other financial instruments in any jurisdiction in which such offer, solicitation or sale would be unlawful prior to registration, exemption from registration or qualification under the securities laws of any such jurisdiction.

    This communication does not constitute an offer of securities for sale in the United States. The notes have not been and will not be registered under the U.S. Securities Act of 1933, as amended (the “Securities Act”) or under the applicable securities laws of any state of the United States and may not be offered or sold, directly or indirectly, within the United States or to, or for the account or benefit of, U.S. persons except pursuant to an applicable exemption from, or in a transaction not subject to, the registration requirements of the Securities Act.

    The MIL Network –

    April 29, 2025
  • MIL-OSI Europe: ECB Consumer Expectations Survey results – March 2025

    Source: European Central Bank

    29 April 2025

    Compared with February 2025:

    • median consumer perceptions of inflation over the previous 12 months remained unchanged, as did expectations for inflation five years ahead (reported for the first time this month), while median inflation expectations for both the next 12 months and three years ahead increased;
    • expectations for nominal income growth over the next 12 months remained unchanged, while expectations for spending growth over the next 12 months decreased;
    • expectations for economic growth over the next 12 months were unchanged (remaining somewhat negative), while the expected unemployment rate in 12 months’ time decreased;
    • expectations for growth in the price of homes over the next 12 months increased, while expectations for mortgage interest rates 12 months ahead remained unchanged.

    Inflation

    The median rate of perceived inflation over the previous 12 months remained unchanged at 3.1% in March. This is its lowest level since September 2021. Median expectations for inflation over the next 12 months increased by 0.3 percentage points to 2.9%, the highest level since April 2024, while expectations for three years ahead edged up by 0.1 percentage points to 2.5%, the highest level since March 2024. Expectations for inflation five years ahead, which are being reported for the first time this month, were unchanged for the fourth consecutive month at 2.1%. For more information on this new measure of inflation expectations, please see the box entitled “Consumers’ long-term inflation expectations: an overview” in the Economic Bulletin, Issue 3, ECB, 2025. Inflation expectations at the one-year, three-year and five-year horizons thus remained below the perceived past inflation rate. Uncertainty about inflation expectations over the next 12 months remained unchanged in March at its lowest level since January 2022. While the broad evolution of inflation perceptions and expectations remained relatively closely aligned across income groups, over the previous year and a half inflation perceptions and short-horizon expectations for lower income quintiles were, on average, slightly above those for higher income quintiles. Younger respondents (aged 18-34) continued to report lower inflation perceptions and expectations than older respondents (those aged 35-54 and 55-70), albeit to a lesser degree than in previous years. (Inflation results)

    Income and consumption

    Consumers’ nominal income growth expectations over the next 12 months remained unchanged at 1.0%. Perceived nominal spending growth over the previous 12 months increased to 5.0%, from 4.9% in February. Expected nominal spending growth over the next 12 months decreased to 3.4% in March, from 3.5% in February and 3.6% in January. This decrease was observed across most income groups. (Income and consumption results)

    Economic growth and labour market

    Economic growth expectations for the next 12 months were stable in March, standing at -1.2%. Expectations for the unemployment rate 12 months ahead decreased to 10.4%, from 10.5% in February. Consumers continued to expect the future unemployment rate to be only slightly higher than the perceived current unemployment rate (10.0%), implying a broadly stable labour market. Expectations for both economic growth and the unemployment rate remained broadly stable over the previous four months, fluctuating within a narrow range. (Economic growth and labour market results)

    Housing and credit access

    Consumers expected the price of their home to increase by 3.1% over the next 12 months, which was slightly higher than in February. Households in the lowest income quintile continued to expect higher growth in house prices than those in the highest income quintile (3.3% and 2.8% respectively), although the difference between them narrowed in recent months. Expectations for mortgage interest rates 12 months ahead remained unchanged from February at 4.4%. As in previous months, the lowest income households expected the highest mortgage interest rates 12 months ahead (5.1%), while the highest income households expected the lowest rates (4.0%). The net percentage of households reporting a tightening (relative to those reporting an easing) in access to credit over the previous 12 months increased, while the net percentage of those expecting a tightening over the next 12 months declined. (Housing and credit access results)

    The microdata underlying the aggregate results are available on the Consumer Expectations Survey (CES) web page in the Data and methodological information section.

    The release of the Consumer Expectations Survey (CES) results for April is scheduled for 28 May 2025.

    For media queries, please contact: Benoit Deeg, tel.: +49 172 1683704.

    Notes

    • Unless otherwise indicated, the statistics presented in this press release refer to the 2% winsorised mean. For further details, see ECB Consumer Expectations Survey – Guide to the computation of aggregate statistics.
    • The CES is a monthly online survey of, currently, around 19,000 adult consumers (i.e. aged 18 or over) from 11 euro area countries: Belgium, Germany, Ireland, Greece, Spain, France, Italy, the Netherlands, Austria, Portugal and Finland. The main aggregate results of the CES are published on the ECB’s website every month. The results are used for policy analysis and complement other data sources used by the ECB.
    • Further information about the survey and the data collected is available on the CES web page. Detailed information can also be found in the following two publications: Bańkowska, K. et al., “ECB Consumer Expectations Survey: an overview and first evaluation”, Occasional Paper Series, No 287, ECB, Frankfurt am Main, December 2021; and Georgarakos, D. and Kenny, G., “Household spending and fiscal support during the COVID-19 pandemic: Insights from a new consumer survey”, Journal of Monetary Economics, Vol. 129, Supplement, July 2022, pp. S1-S14.
    • The survey results do not represent the views of the ECB’s decision-making bodies or staff.

    MIL OSI Europe News –

    April 29, 2025
  • MIL-OSI: Planisware – Q1 2025 revenue

    Source: GlobeNewswire (MIL-OSI)

    Q1 2025 revenue: € 47.5 million; +16.0%

    • Revenue up +14.3% in constant currencies, in line with FY planned trajectory
    • Strong commercial dynamic despite still elongated sales cycles
    • Growing pipeline fueled by high demand for advanced solutions providing visibility and agility
    • 2025 objectives confirmed:
      • Mid-to-high teens revenue growth in constant currencies
      • c. 35% adjusted EBITDA margin1
      • Cash Conversion Rate*of c. 80%

    Paris, France, April 29, 2025 – Planisware, a leading B2B provider of SaaS in the rapidly growing Project Economy market, announces today its Q1 2025 revenue. Up by +16.0% in current currencies Revenue amounted to € 47.5 million, mainly led by the continued success of the Group’s market-leading SaaS platform. In constant currencies, revenue growth reached +14.3% (€+5.9 million), in line with the planned trajectory to achieve a mid-to-high teens revenue growth in 2025. Recurring revenue amounted to € 43.9 million (92% of total revenue) and was up by +16.2% in constant currencies.

    Loïc Sautour, CEO of Planisware, commented: “Although we are not directly impacted by tariffs, we are still observing elongated customers’ decision-making process. So we continue to leverage the close connection with our existing customers, but also to initiate commercial relationships with new clients. This approach enabled Planisware to deliver a robust revenue growth in Q1 2025, in line with the planned trajectory for the year.

    Facing a significant level of macroeconomic uncertainties, our clients and prospects express greater needs for advanced solutions to manage their portfolio of strategic projects and gain better visibility and agility to navigate in this challenging environment.

    In this context, we confirm our mid-to-high teens revenue growth objective for the year while staying vigilant to potential further deterioration in the global economy, particularly in the short term. We also remain disciplined on resources allocation to maintain a strong profitability and best-in-class cash conversion rate while ensuring we keep investing in our long-term growth.”

    Q1 2025 revenue by revenue stream

    In € million Q1 2025 Q1 2024 Variation
    YoY
    Variation
    in cc*
    Recurring revenue 43.9 37.2 +18.0% +16.2%
    SaaS & Hosting 22.7 18.9 +20.4% +18.5%
    Evolutive support 13.2 10.8 +21.8% +20.0%
    Subscription support 3.0 2.8 +6.7% +4.1%
    Maintenance 4.9 4.6 +6.4% +5.2%
    Non-recurring revenue 3.6 3.8 -3.3% -4.4%
    Perpetual licenses 0.8 1.1 -24.1% -25.4%
    Implementation & others non-recurring 2.8 2.7 +5.5% +4.4%
    Total revenue 47.5 40.9 +16.0% +14.3%

    * Revenue evolution in constant currencies, i.e. at Q1 2024 average exchange rates

    Reaching € 47.5 million in Q1 2025, revenue was up by +16.0% in current currencies and +14.3% in constant currencies. The exchange rates effect was almost fully related to the appreciation of the US dollar versus the euro. In order to reflect the underlying performance of the Company independently from exchange rate fluctuations, the following analysis refers to revenue evolution in constant currencies, applying Q1 2024 average exchange rates to Q1 2025 revenue figures, unless expressly stated otherwise.

    Recurring revenue

    Representing 92% of Q1 2025 total revenue, up by c. 150 basis points versus 91% in Q1 2024, recurring revenue reached € 43.9 million, up by +16.2%.

    Revenue growth was led by +17.8% growth of Planisware’s SaaS model (i.e. SaaS & Hosting, Annual licenses, and Evolutive & Subscription support), of which SaaS & Hosting revenue was up by +18.5% thanks to contracts secured with new customers as well as continued expansion within the installed base. Revenue of support activities (Evolutive & Subscription support), intrinsically related to Planisware’s SaaS offering, grew by +16.7%.

    Maintenance revenue was up by +5.2% in the context of the Group’s shift from its prior Perpetual license model to a SaaS model and reflecting the strong demand for licenses in the start of 2024 from customers with specific on-premises needs, in particular in the defense industry.

    Non-recurring revenue

    Non-recurring revenue was down by -4.4% in Q1 2025, with a contrasted trend of Perpetual licenses down by -25.4% and Implementation up by +4.4%.

    Implementation activity was high in Q1 2025 with the start of several large SaaS contracts signed end of 2024, leading to +4.4% revenue growth. On the other hand, the Group sold several Perpetual licenses extensions and upgrades to customers with specific on-premises needs but posted a revenue decline by €-0.3 million compared to Q1 2024 which represented a particularly high comparative basis.

    Commercial dynamic

    In Q1 2025, despite sales cycles remaining longer than a year before, clients and prospects expressed greater needs for advanced solutions to manage their portfolio of strategic projects and gain better visibility and agility to navigate in the current uncertain environment. Planisware continued to support its existing customers in adapting and reorganizing themselves to a rapidly changing environment, while maintaining or enhancing their operational efficiency. As a result, key clients such as Philips or Boston Scientific expanded their usage of Planisware’s solutions and support practices. This was particularly the case in the automotive industry with clients such as Fox Factory in the US in PD&I, Continental in Germany, as well as Forvia in France.

    The relevance of Planisware’s multi-specialist approach has been demonstrated in many sectors, from retail in Australia with Coles or the pharmaceutical industry in Japan with Takeda, to automotive in the USA and Sweden with Dana and HADV Group, which now uses Orchestra to manage its product development portfolio.

    2025 objectives confirmed

    Taking into account its strong commercial pipeline and acknowledging a high level of uncertainties that may drive further elongation of sales cycles and delays in the start of new contracts, Planisware confirms its 2025 objectives:

    • Mid-to-high teens revenue growth in constant currencies
    • c. 35% adjusted EBITDA margin*
    • Cash Conversion Rate* of c. 80%

    Appendices

    Investors & Analysts conference call

    Planisware’s management team will host an international conference call on April 29, 2025 at 8:00am CET to details Q1 2025 performance and key achievements, by means of a presentation followed by a Q&A session. The webcast and its subsequent replay will be available on planisware.com.

    Upcoming event

    • June 19, 2025:                 Annual General Meeting of shareholders
    • July 31, 2025:                 H1 2025 results publication
    • October 21, 2025:         Q3 2025 revenue publication

    Contact

    About Planisware

    Planisware is a leading business-to-business (“B2B”) provider of Software-as-a-Service (“SaaS”) in the rapidly growing Project Economy. Planisware’s mission is to provide solutions that help organizations transform how they strategize, plan and deliver their projects, project portfolios, programs and products.

    With circa 750 employees across 16 offices, Planisware operates at significant scale serving around 600 organizational clients in a wide range of verticals and functions across more than 30 countries worldwide. Planisware’s clients include large international companies, medium-sized businesses and public sector entities.

    Planisware is listed on the regulated market of Euronext Paris (Compartment A, ISIN code FR001400PFU4, ticker symbol “PLNW”).

    For more information, visit: https://planisware.com/ and connect with Planisware on LinkedIn.

    Disclaimer

    Forward-looking statements

    This document contains statements regarding the prospects and growth strategies of Planisware. These statements are sometimes identified by the use of the future or conditional tense, or by the use of forward-looking terms such as “considers”, “envisages”, “believes”, “aims”, “expects”, “intends”, “should”, “anticipates”, “estimates”, “thinks”, “wishes” and “might”, or, if applicable, the negative form of such terms and similar expressions or similar terminology. Such information is not historical in nature and should not be interpreted as a guarantee of future performance. Such information is based on data, assumptions, and estimates that Planisware considers reasonable. Such information is subject to change or modification based on uncertainties in the economic, financial, competitive or regulatory environments.

    This information includes statements relating to Planisware’s intentions, estimates and targets with respect to its markets, strategies, growth, results of operations, financial situation and liquidity. Planisware’s forward-looking statements speak only as of the date of this document. Absent any applicable legal or regulatory requirements, Planisware expressly disclaims any obligation to release any updates to any forward-looking statements contained in this document to reflect any change in its expectations or any change in events, conditions or circumstances, on which any forward-looking statement contained in this document is based. Planisware operates in a competitive and rapidly evolving environment; it is therefore unable to anticipate all risks, uncertainties or other factors that may affect its business, their potential impact on its business or the extent to which the occurrence of a risk or combination of risks could have significantly different results from those set out in any forward-looking statements, it being noted that such forward-looking statements do not constitute a guarantee of actual results.

    Rounded figures

    Certain numerical figures and data presented in this document (including financial data presented in millions or thousands and certain percentages) have been subject to rounding adjustments and, as a result, the corresponding totals in this document may vary slightly from the actual arithmetic totals of such information.

    Variation in constant currencies

    Variation in constant currencies represent figures based on constant exchange rates using as a base those used in the prior year. As a result, such figures may vary slightly from actual results based on current exchange rates.

    Non-IFRS measures

    This document includes certain unaudited measures and ratios of the Group’s financial or non-financial performance (the “non-IFRS measures”), such as “recurring revenue”, “non-recurring revenue”, “gross margin”, “Adjusted EBITDA”, “Adjusted EBITDA margin”, “Adjusted Free Cash Flow”, and “cash conversion rate”. Non-IFRS financial information may exclude certain items contained in the nearest IFRS financial measure or include certain non-IFRS components. Readers should not consider items which are not recognized measurements under IFRS as alternatives to the applicable measurements under IFRS. These measures have limitations as analytical tools and readers should not treat them as substitutes for IFRS measures. In particular, readers should not consider such measurements of the Group’s financial performance or liquidity as an alternative to profit for the period, operating income or other performance measures derived in accordance with IFRS or as an alternative to cash flow from (used in) operating activities as a measurement of the Group’s liquidity. Other companies with activities similar to or different from those of the Group could calculate non-IFRS measures differently from the calculations adopted by the Group.

    Non-IFRS measures included in this document are defined as follows:

    • Adjusted EBITDA is calculated as Current operating profit including share of profit of equity-accounted investees, plus amortization and depreciation as well as impairment of intangible assets and property, plant and equipment, plus either non-recurring items or non-operating items.
    • Adjusted EBITDA margin is the ratio of Adjusted EBITDA to total revenue.
    • Adjusted FCF (Free Cash Flow) is calculated as cash flows from operating activities, plus IPO costs paid, if any, less other financial income and expenses classified as operating activities in the cash-flow statement, and less net cash relating to capital expenditures.
    • Cash Conversion Rate is defined as Adjusted FCF divided by Adjusted EBITDA.

    1 Non-IFRS measure. Non-IFRS measures included in this document are defined in the disclaimer at the end of this document.

    Attachment

    • Planisware – Q1 2025 revenue – PR

    The MIL Network –

    April 29, 2025
  • MIL-OSI: eQ Plc’s interim report Q1 2025 – eQ’s operating profit EUR 5.8 million

    Source: GlobeNewswire (MIL-OSI)

    eQ Plc interim report
    29 April 2025 at 8:00 AM

      
    January to March 2025 in brief

    • During the period under review, the Group’s net revenue totalled EUR 14.0 million (EUR 16.5 million from 1 Jan. to 31 Dec. 2024). The Group’s net fee and commission income was EUR 14.5 million (EUR 16.0 million).
    • The Group’s operating profit fell by 34% to EUR 5.8 million (EUR 8.8 million).
    • The Group’s profit was EUR 4.6 million (EUR 7.0 million).
    • The consolidated earnings per share were EUR 0.11 (EUR 0.17).
    • The net revenue of the Asset Management segment decreased by 5% to EUR 14.4 million (EUR 15.1 million) and the operating profit by 11% to EUR 7.9 million (EUR 8.9 million). The management fees of the Asset Management segment fell by 4% to EUR 13.5 million (EUR 14.0 million) and the performance fees fell by 19% to EUR 1.1 million (EUR 1.4 million). During the review period, the assets managed by eQ Asset Management grew to EUR 13.6 billion (EUR 13.4 billion on 31 Dec. 2024).
    • The net revenue of the Corporate Finance segment was EUR 0.1 million (EUR 0.8 million) and the operating profit was EUR -0.8 million (EUR 0.1 million).
    • The operating profit of the Investments segment was EUR -0.6 million (EUR 0.2 million). Operating profit was negatively impacted by the value changes of residential property funds.
    • The net cash flow from the Group’s own private equity and real estate fund investment operations was EUR -0.8 million (EUR 0.1 million).
    Key ratios 1-3/25 1-3/24 Change 1-12/24
    Net revenue, Group, MEUR 14.0 16.5 -15 % 65.6
    Net revenue, Asset Management, MEUR 14.4 15.1 -5 % 58.5
    Net revenue, Corporate Finance, MEUR 0.1 0.8 -91 % 5.3
    Net revenue, Investments, MEUR -0.6 0.2 -374 % 1.1
    Group administration and eliminations        
    Net revenue, MEUR 0.1 0.3   0.8
             
    Operating profit, Group, MEUR 5.8 8.8 -34 % 34.5
    Operating profit, Asset Management, MEUR 7.9 8.9 -11% 33.7
    Operating profit, Corporate Finance, MEUR -0.8 0.1 -1259% 1.5
    Operating profit, Investments, MEUR -0.6 0.2 -374 % 1.1
    Operating profit, Group administration, MEUR -0.6 -0.4   -1.8
             
    Profit for the period, MEUR 4.6 7.0 -35 % 27.4
           
    Key ratios 1-3/25 1-3/24 Change 1-12/24
    Earnings per share, EUR 0.11 0.17 -36 % 0.66
    Equity per share, EUR 1.23 1.25 -2 % 1.77
    Cost/income ratio, Group, % 58.3 46.6 25 % 47.4
             
    Liquid assets, MEUR 26.5 34.9 -24 % 17.0
    Private equity and real estate fund investments, MEUR 17.2 16.7 3 % 17.0
    Interest-bearing loans, MEUR 0.0 0.0 0 % 0.0
             
    Assets under management excluding reporting services, EUR billion 10.2 10.2 0 % 10.4
    Assets under management, EUR billion 13.6 13.3 2 % 13.4

    Acting CEO Janne Larma

    Global capital markets have been in turmoil in the early part of the year. In the first two months of the year, US stock markets remained at year-end levels, while stock prices in Europe rose by around 15%. In March, share prices fell in the US and remained flat in Europe. After the review period in April, share prices fell sharply in both Europe and the US following President Trump’s announcement of tariffs. The stock market slump eased briefly after President Trump announced a 90-day tariff freeze for several countries, excluding China.

    The tariffs were published only after the end of the review period, so they had no impact on the market development during the review period. The tariff war and geopolitical challenges have a significant impact on capital markets and uncertainty is currently very high. Uncertainty is always a negative factor for investors and this tends to lead to less risk-taking and fewer new positions. The customs war and the associated uncertainty are having a negative impact on economic development worldwide, inc. Europe. Similarly, interest rates have fallen significantly, especially in Europe, with the ECB cutting its deposit rate to 2.25% in April. This has a positive impact on financing costs and yield requirements, which in turn supports both the real estate market and equity investments.

    eQ’s operating profit EUR 5.8 million

    The net revenue of the Group during the period under review was EUR 14.0 million and the operating profit was EUR 5.8 million. Net revenue fell by 15 per cent and operating profit by 34 per cent from the previous year. Both Advium and the Investments segment made a negative result, which had a significant impact on the decrease in profit.

    eQ Asset Management’s operating profit EUR 7.9 million

    During the period under review, the net revenue of the Asset Management segment fell by 5 per cent to EUR 14.4 million. The decrease in net revenue, EUR 0.8 million, is explained by real estate asset management’s lower management fees. Private Equity management fees increased from last year, and equity and fixed income fees remained at the previous year’s level. During the review period, eQ Asset Management’s operating profit fell by 11 per cent to EUR 7.9 million.

    During the review period, we raised USD 143 million for our newest private equity fund, eQ PE XVII US. After the review period, in April we did another closing and the fund size rose to USD 168 million. We also signed new Private Equity programme fund agreements during the period. The challenging market situation is making fund raising difficult, but our strong and good track record allows us to fundraise this well. After the review period, we reorganised our residential funds. We established the eQ Residential III fund, to which we transferred two of our previous residential funds and raised EUR 37 million in subscriptions. We will continue fundraising for both the eQ PE XVII US and eQ Residential III funds.

    For open-ended real estate funds, the market situation has not changed much since the beginning of the year. The fall in interest rates is certainly improving the operating conditions in the real estate market, but market activity is still low. Most of the postponed redemptions of the eQ Community Properties Fund from the end of last year will be paid by 30 April 2025. eQ Commercial Properties Fund does not yet have the liquidity to pay the redemptions at the moment.

    Our aim is to serve our clients as well as possible, both in terms of returns and service. With this in mind, eQ Asset Management has reorganised itself at the beginning of the year. This has also included some recruitments and appointments to key positions. I strongly believe that our new organisation will enable better service and growth, as well as a more efficient and modern way of working.

    Advium suffered from weak market situation

    The number of mergers and acquisitions and real estate transactions in Finland was very low at the beginning of 2025. Advium did not complete any assignments in the review period. During the period under review, Advium’s net revenue totalled EUR 0.1 million (EUR 0.8 million). Operating profit was EUR -0.8 million (EUR 0.1 million).

    Given the market situation, Advium’s order book is at a good level. However, the completion of transactions is largely dependent on the overall capital market situation and its development.

    Investment’s profit fell

    The operating profit of the Investments segment fell from last year and was EUR -0.6 million (EUR 0.2 million). The profit was negative due to value changes of the investments. Private equity funds rose in value in the first quarter of the year, but residential funds fell. The balance sheet value of equity and real estate fund investments at the end of the reporting period was EUR 17.2 million (EUR 17.0 million at 31 December 2024). During the review period, eQ Plc made an investment commitment of USD 1 million to the eQ PE XVII US and EUR 1 million to the Residential III funds. Net cash flow during the period was EUR -0.8 million (EUR 0.1 million).

    Outlook (unchanged)

    The difficult market situation in the Finnish real estate market continued in 2024. Our assessment is that the real estate market levelled off towards the end of the year and that yield requirements generally stopped rising in the final quarter of the year. However, market liquidity remained at a very low level. The real estate market in general remains challenging. In several Finnish open-ended real estate funds, redemptions have not been completed on time and investors have had to wait for their money. Funds for redemption payments are mainly raised by selling properties and, as the transaction market remains quiet, redemption payments have had to be postponed. Lower interest rates and economic growth are having a positive impact on the real estate market. The market expects interest rates in Europe to continue to fall and the economy to gradually start to recover. If these estimates materialise, we expect 2025 to be a better year for the real estate market than 2024. 

    Due to the current situation, eQ’s real estate fund management fees are expected to decrease in 2025 compared to the previous year.

    Sales of eQ’s Private Equity products has continued to be strong, and we believe that Finnish asset management clients will increase the Private Equity allocations in their portfolios in the coming years. We estimate that eQ’s Private Equity fees will increase in 2025 compared to last year. The exit market for private equity funds was quieter than expected in 2024. As a result, the timing of Private Equity performance fees accruing to eQ has moved forward. Performance fees are expected to increase starting from 2026, with a number of private equity products expected to move into the performance fee phase.

    In traditional asset management, we believe we have a good market position. The development of fees is largely dependent on market development.

    ***

    eQ’s interim report 1 January to 31 March 2025 is enclosed to this release and it is also available on the company website at www.eQ.fi.

    eQ Plc

    Additional information:
    Janne Larma, acting CEO, tel. +358 9 6817 8920
    Antti Lyytikäinen, CFO, tel. +358 9 6817 8741

    Distribution: Nasdaq Helsinki, www.eQ.fi, media

    eQ is a Finnish group that concentrates on asset management and corporate finance business. eQ Asset Management offers a wide range of asset management services (including private equity funds and real estate asset management) for institutions and private individuals. The assets managed by the Group total approximately EUR 13.6 billion. Advium Corporate Finance, which is part of the Group, offers services related to mergers and acquisitions, real estate transactions and equity capital markets. The parent company eQ Plc’s shares are listed on Nasdaq Helsinki. More information about the Group is available on our website www.eQ.fi.

    Attachment

    • eQ Plc interim report Q1 2025

    The MIL Network –

    April 29, 2025
  • MIL-Evening Report: The government plans to regulate carbon capture technologies – but who will be the regulating agency?

    Source: The Conversation (Au and NZ) – By Barry Barton, Professor of Law, University of Waikato

    The Icelandic company Carbfix has developed a technology to store carbon dioxide. Shutterstock/Oksana Bali

    Newly released documents add more detail to the government’s plans for a regulatory framework to enable carbon capture and storage.

    But they show indecision on two key matters – the legal framework and the agency that would be in charge.

    The plan relates primarily to conventional carbon capture and storage technologies, which remove carbon dioxide from an industrial gas flow and dispose of it deep underground.

    It also covers some methods of carbon dioxide removal, an emerging but as yet commercially untested suite of technologies such as enhanced rock weathering, bio-energy capture and direct air capture.

    The latter technologies are not predicated on fossil fuel consumption and could operate in many different situations.

    Neither kind of carbon removal is a simple answer to the climate challenge and the priority remains on cutting emissions. But we need to have regulatory frameworks in place for both reduction and removal technologies of all kinds, and soon.

    Earning credits from emissions trading

    Both types of technologies will benefit from the government’s decision to allow companies to get credits in the New Zealand Emissions Trading Scheme (ETS) for the disposal of carbon dioxide from any source. Credits will not be tied to any one technology, according to the released policy discussion documents.

    It’s also a positive development that an operator can get credits as a separate removal activity, not merely as a reduction of an existing emissions liability (although official advice was initially against separate credits). This allows for diversity in the players and the systems for removals.

    The government has decided it will assume liability for any carbon dioxide leaks from geological storage, but only after verification that fluids in the subsurface are behaving as expected after closure, and no sooner than 15 years after closure.

    Leaks this long after injection are unlikely, but we nevertheless need strong regulation, financial assurance to guarantee remedial action and clear liability rules.

    Companies will be able to earn credits for the permanent disposal of carbon dioxide.
    Shutterstock/VectorMine

    The government also states ETS credits will only be available for removals that can be recognised internationally against New Zealand’s commitments to cut emissions. This would apply only to geological storage but not deep-ocean deposition or rock weathering.

    But that’s not quite right. The general international rules already allow the inclusion in a national greenhouse gas inventory of removals from any process. Detailed methodologies for carbon dioxide removal are likely to become available within the next few years.

    With change underway, New Zealand’s new regime should allow a wide range of removal methods to receive credits.

    A new regulatory regime

    The documents acknowledge that New Zealand needs a broader regulatory regime, beyond the ETS, to cover the entire process of carbon dioxide removal. The suitability of a disposal site must be verified, a detailed geological characterisation is required and the project design and operation need to be approved.

    Approval is also required for closure and post-closure plans, and systematic monitoring. Monitoring is everything; it must be accurate and verifiable but also cost effective. The operator will have to pay for monitoring for decades after site closure.

    In agreeing on these features, the government is following the examples of many countries overseas, including Australia, Canada, the UK and the EU.

    However, it is intriguing that the government hasn’t decided where this new regime should sit in the statute book, and who should manage it. Much of the apparently relevant text in the documents has been redacted.

    Given that carbon dioxide would be stored underground, the Crown Minerals Act is one possibility. But this legislation is all about extraction, not disposal. Although the New Zealand petroleum and minerals unit at the Ministry for Business, Innovation and Employment has expertise in regulating subsurface operations, it focuses largely on oil and gas, not on innovative climate projects.

    The Resource Management Act certainly provides a regulatory approval regime, but it is awaiting reform and would need much more than the currently proposed changes to deal with carbon capture and storage or removal properly. So would legislation covering activities within New Zealand’s exclusive economic zone.

    Indeed each act would require a whole new part to be added, with its own principles and procedures. There is a lot to be said for a standalone new act, in a form that would fit with the emerging Natural Environment Act that will replace the Resource Management Act.

    The new legislation and regulation regime could be administered by the Environmental Protection Authority, which is already involved in Resource Management Act call-ins and fast-track approvals, the legislation covering the exclusive economic zone and the ETS.

    One can only guess there might be tensions between contending factions in government. What we should ask for is a legislative and institutional arrangement that allows carbon capture and storage or removal technologies to evolve and grow without being a mere offshoot of the oil and gas industry or any other existing sector.

    As part of our efforts to reduce emissions, we must make sure all kinds of removal technologies are available that truly suit New Zealand.

    Barry Barton is part of the project “Derisking Carbon Dioxide Removal at Megatonne Scale in Aotearoa” which is funded by the MBIE’s Endeavour Fund. In the past, he has received funding from MBIE and the gas industry for research on CCS legal issues.
    He is a director of the Environmental Defence Society.

    – ref. The government plans to regulate carbon capture technologies – but who will be the regulating agency? – https://theconversation.com/the-government-plans-to-regulate-carbon-capture-technologies-but-who-will-be-the-regulating-agency-254696

    MIL OSI Analysis – EveningReport.nz –

    April 29, 2025
  • MIL-OSI United Kingdom: Youth Mobility Scheme for Uruguayan and British citizens: 2025

    Source: United Kingdom – Executive Government & Departments

    World news story

    Youth Mobility Scheme for Uruguayan and British citizens: 2025

    • English
    • Español de América Latina

    The Youth Mobility Scheme allows 500 visas, both for Uruguayan and British nationals, to live, study, work and travel in the UK and Uruguay respectively.

    In 2025, 500 British and 500 Uruguayan nationals aged 18 to 30 years old will be able to experience life and culture in each other’s country for up to 2 years, as established in the agreement that came into effect in both countries on 31 January 2024.

    Uruguayan citizens who would like to travel to the UK under this scheme need to apply for a Youth Mobility Scheme (YMS) visa. British citizens who would like to travel to Uruguay should apply for a Working Holiday temporary residency.

    The scheme desires to foster close relations between British and Uruguayan nationals, intending to promote and facilitate access to opportunities that enable youth to gain a better understanding of the other participant’s culture, society, and languages through travel, work, and life experience abroad.

    This is the first YMS between the UK and a South American Country. The agreement was signed in August 2023 at the Uruguayan Ministry of Foreign Affairs, during the visit of FCDO Minister for the Americas and Caribbean David Rutley MP to Uruguay.

    UK has YMS agreements in place with Andorra, Australia, Canada, Republic of Korea, Hong Kong, Iceland, Japan, Monaco, New Zealand, San Marino, Taiwan and Uruguay.

    Uruguay has Working Holiday programmes with Australia, France, Germany, Japan, Netherlands, New Zealand, Sweden, and United Kingdom.

    Find below information about the scheme and how to apply, for British and Uruguayan nationals.

    Information for British nationals

    British citizens interested in applying for a Working Holiday temporary residency must attend the Uruguayan Consulate in London and submit the following documents:

    • valid passport in good condition, with an expiry date at least one year in the future
    • a medical certificate from the country of residence where it states that you do not have medical conditions that would make it impossible for you to reside in Uruguay
    • evidence of a Police Certificate from the country of origin and from any country that you have lived in for the past 5 years. This should be apostilled or legalised, whichever is appropriate. In the UK you can apply for this at: http://www.gov.uk/copy-of-police-records. The six must have been issued within the 6 months prior to the filing of the application
    • documents that demonstrate that they have sufficient financial resources to meet their needs (such as salary payslips, bank statements, pensions, etc.) issued within 30 days of the application date
    • declaration of the intended time they will remain in Uruguay, which will be up to 2 years
    • apostille or legalised birth certificate (whichever is the case, if the person was born outside the UK) and translated (by a certified Uruguayan translator, by Consul or by consular intervention, depending on the case) will be required in Uruguay in order to obtain the Uruguayan National Identity card

    Once the documentation is submitted, the Consulate will inform the Ministry of Foreign Affairs’ International Migration Direction, which will notify the National Migration Office. A decision will be made within a maximum of 15 working days.

    If the application is successful, the Consulate will let you will know. You will then need to enter Uruguay within 180 days from the notification day. If you need a visa, the Consulate will issue a tourist visa without consulting with the National Migration Office, referring to the temporary residency granted.

    Once you are in Uruguay, you will need to go in person to the National Migration Office and the National Civil Identification Office to apply for the National Identity card and pay the required fees. If youneed more information, please contact the Uruguayan Consulate or Uruguayan Embassy: cdlondres@mrree.gub.uy or urureinounido@mree.gub.uy, or call: +44 (0)207 584 4200

    Information for Uruguayan nationals:

    • applications to the Youth Mobility Scheme are online. You can apply from any country in the world, except from the UK
    • you can apply if you are a Uruguayan National aged 18-30 years old and hold a Uruguayan passport
    • you can spend up to 2 years in the UK, with multiple entries
    • you can work but it is not compulsory. You can travel, study short courses or volunteer
    • you do not need any language, job or skill requirements
    • you must apply for a visa and pay the Immigration Health Surcharge
    • you need to demonstrate you have the equivalent to £2,530 in a bank account for at least the past 28 days before applying
    • you need to get a Criminal Record Certificate. Please request it for Consulate- Ministry of Foreign Affairs, not the British Embassy
    • you cannot apply if you have any dependants living with you or who are financially dependent on you at the time of application
    • you must not have not previously taken part in the scheme

    Applicants will usually get a decision on their visa within 3 weeks.

    For more information, please go to Youth Mobility Scheme visa: Overview – GOV.UK or contact: public.enquiries@homeoffice.gov.uk.

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    Published 28 April 2025

    MIL OSI United Kingdom –

    April 29, 2025
  • MIL-OSI Economics: Investing in American leadership in quantum technology: the next frontier in innovation

    Source: Microsoft

    Headline: Investing in American leadership in quantum technology: the next frontier in innovation

    Artificial intelligence has captured the public imagination—and with good reason. It’s transforming how we work, create, learn, and navigate the world. But as AI carries the headlines, we also are on the cusp of another technological frontier: quantum computing. Long the domain of theory, quantum technologies are edging closer to reality, with profound implications for the world and American national competitiveness and security. As basic research and private sector advancements accelerate, a new global race is picking up steam. Now is the time for the United States and its allies to double down and invest in their strengths to claim the quantum frontier.

    Quantum technologies harness the mysterious and powerful behaviors of particles at the atomic level, offering unprecedented capabilities in computing, communication, and sensing. A single quantum computer at scale could offer more computing power than collectively exists in all of today’s computers. And like AI, quantum computing not only has the potential to transform entire sectors of our economy, but tackle previous insurmountable problems, opening pathways in science, medicine, and technology. The possibilities for chemistry, drug discovery, materials, energy, and agriculture provide promise in solving some of the defining challenges of our time.

    Microsoft’s recent quantum breakthrough adds to the breadth and pace of quantum science innovation. The development of our Majorana quantum chip leverages the unique properties of so-called “Majorana quasiparticles,” creating qubits that are more stable and less prone to decoherence. This approach promises to overcome one of the biggest challenges in quantum computing, enabling the construction of scalable and more efficient quantum systems. We believe it’s the type of advancement that can help accelerate the timeline for practical quantum applications.

    Countries around the world understand the criticality of quantum technology to their own economic competitiveness and security. During his confirmation hearing earlier this year, Michael Kratsios, the White House Director of the Office of Science and Technology Policy (OSTP), rightfully emphasized that the shape of the global order “will be defined by whomever leads across AI, quantum, nuclear, and other critical and emerging technologies.” It is no surprise that over the past decade, governments around the world have poured resources into the fiercely competitive global quantum race. China, in particular, seeks to challenge American leadership in quantum through significant investments in infrastructure, research, and workforce skilling.

    The Trump administration’s long-standing leadership in quantum science

    Since the earliest days of quantum sciences, the United States has led the research and development of this technology. While most believe that the United States still holds the lead position, we cannot afford to rule out the possibility of a strategic surprise or that China may already be at parity with the United States. Simply put, the United States cannot afford to fall behind, or worse, lose the race entirely.

    The Trump administration understands well the national imperative and the risks of falling behind. During his first term, President Trump set the foundation for sustained leadership in the quantum sciences. This included the passage of the National Quantum Initiative Act in December 2018 (currently up for reauthorization), which accelerated quantum research and development. The Trump administration inaugurated the National Quantum Coordination Office (NQCO) within the OSTP. This office was empowered to oversee interagency coordination, serve as a central point of contact for federal quantum activities, and promote public outreach and early application of quantum technologies. These initiatives underscored the administration’s commitment to maintaining the American leadership and fostering quantum innovation.

    Last month, President Trump emphasized that actions during his first term “established the foundation for national quantum supremacy” and tasked newly confirmed Director Kratsios to “blaze a trail to the next frontiers of science.” Meeting the moment demands another round of decisive action—one that must be rooted in the very principles that gave rise to the past century of American primacy in the sciences.

    Harnessing America’s heritage of scientific innovation

    For the last 80 years, the United States has led the world with its scientific and technological prowess, resulting in transformative products and capabilities. This federally funded science and technology ecosystem is essentially America’s golden goose. It generates immense wealth and benefits for society by supporting scientific progress that in turn drives economic growth, extends life expectancy, and boosts national power. In many respects, it is the envy of the world.

    The United States has not always prioritized federal funding in scientific research. In fact, before World War II, the United States played a minor role in supporting research at U.S. colleges and universities. Instead, research institutions relied on philanthropic endowments or funding from private companies, often with vested interests. “Curiosity-driven” science, a cornerstone of discovery and innovation, was stymied in the process.

    This limitation changed dramatically after World War II when the federal government recognized the strategic importance of scientific research. In November 1944, thinking ahead to the end of the war, President Franklin D. Roosevelt wrote to Director of the Office of Scientific Research and Development, Vannevar Bush, asking how the successful application of scientific knowledge to wartime problems could be carried over into peacetime—and requesting recommendations on a national policy for science. This initiative led to the creation of many of the research institutions and funding mechanisms that have driven American innovation for decades.

    For 80 years, American innovation has been driven by two critical ingredients. The first is basic research. This is based on curiosity rather than a profit motive, supported by federal funding, and pursued mostly by scientists at our universities and national labs. The second is private sector investment in product development by companies of all sizes. The United States, more than any other country, has mastered the process of bringing these together.

    This combination has led to spectacular discoveries with profound implications for our health, safety, and quality of life. Innovative cancer treatments, the laser, MRI, touchscreens, GPS, the internet, and even artificial intelligence are just a few of the successes from federal investment in research. These innovations have not only advanced science and improved lives but have also created entirely new industries and millions of jobs.

    The United States will need this extraordinary combination of resources more than ever to sustain its quantum leadership, especially as China invests more in its own quantum work.

    China’s focus on gaining quantum supremacy

    Since at least 2000, China has made quantum technology a cornerstone of its national technological strategy and has invested heavily to assert dominance in the quantum sciences. Over this time, China’s public spending on overarching R&D has grown 16-fold, placing it second in the world behind the United States for total spending. It surpassed Japan in 2009 and the combined R&D expenditures of the European Union countries over a dozen years ago, in 2013.

    The scale and focus of China’s efforts continue to accelerate. Last year alone, China announced a 10 percent increase in R&D with public reports indicating that China has increased government spending in quantum research to approximately $15 billion. This represents more than double what the European Union has pledged in quantum spending and eight times what the U.S. government previously planned to allocate. And earlier this year, China launched a government-backed venture fund worth 1 trillion yuan (approximately $138 billion) to support high-risk, long-term projects across various sectors, including quantum computing.

    In addition to state-directed quantum R&D funding, China has prioritized quantum infrastructure and domestic capabilities. The creation of the National Laboratory for Quantum Information Sciences, backed by over $1 billion, alongside a separate $10 billion investment in key projects such as the Micius satellite[1], and the Beijing–Shanghai backbone, underscores China’s ambition to dominate quantum technology—with the Chinese government hoping this institutional infrastructure will provide it with a significant advantage in developing and deploying quantum technologies at scale.[2] Moreover, during the last five years, China has methodically nationalized quantum efforts to pursue strategic, government-coordinated efforts that transition scientific breakthroughs into practical applications.[3]

    The importance of the federal research triad

    Given these coordinated efforts in China, sustained American quantum leadership will require continuing support across the federal government. Coordinated in substantial part by OSTP, American strength rests in substantial part on three federal agencies that collectively serve as the driving force of this leadership. The Department of Defense (DOD), the Department of Energy (DOE), and the National Science Foundation (NSF) possess the legislative authority and institutional capability to advance quantum technology research and development under existing Congressional mandates. This “research triad” provides a resilient science and technology research infrastructure as a bulwark against threats to our technological superiority. Indeed, perhaps more than any military capability, this American research triad is largely responsible for the preeminence of the United States’ global leadership over the past century.

    Each prong of this triad uniquely and collectively contributes to ensuring American technological superiority.

    For example, DOD, through the military labs and defense industrial base, provides a strong and reliable foundation for military readiness and battlefield dominance. There are several notable examples of research efforts funded by DOD for military applications that eventually found enormous civilian uses—the internet, GPS, and voice recognition are among countless other breakthrough technologies.

    DOE, through the network of national laboratories and university partnerships, provides a vital link to state and local communities across a range of national security priorities, such as maintenance of our strategic weapons (e.g., our nuclear weapons arsenal), energy security and innovation, and high-performance computing.

    And the NSF is perhaps the most robust frontline agency that supports workforce development goals in addition to promoting hugely important translational research through federal grants. Specifically, the NSF provides critical incentives for U.S. students to enter STEM fields from early education through post-graduate schooling by way of subsidizing their apprenticeships in research laboratories in colleges and institutions so they can learn from leading scientists and engineers who otherwise would not have the funds or resources to take on students.

    Three strategic actions to ensure American quantum leadership

    Winning the quantum race will require us to deploy and reinvest in our greatest American strengths: our intellect, our curiosity, and our drive to innovate and build. All these qualities are carried forward by the three great and enduring federal agencies that comprise our research triad. We will need to activate all three to succeed in the race to develop next-generation quantum technologies. More specifically, to win this race, we must deploy our research triad in three key areas: driving innovation through robust government-funded quantum research and innovation; developing quantum talent and a skilled quantum workforce; and directing efforts to secure the quantum supply chain.

    These strategic actions—described more fully below—will require DOD, DOE, and the NSF to work together to ensure our competitive edge in the face of intense global competition.

    1. Increase funding for quantum research and development

    To ensure leadership in quantum research, the U.S. government should consider prioritizing federal funding in quantum technologies through a directed approach. A survey by the Information Technology and Innovation Foundation (ITIF), a Washington-based think tank, suggested that China’s centralized funding approach might offer comparative advantages over the fragmented approach in the United States, where competing priorities can hinder systemic progress.

    To start with, the United States cannot win the quantum race without significant and sustained federally funded quantum research. While federal funding in quantum sciences more than doubled between 2019 and 2022 (from $456M in FY 2019 to $1,041M in FY2022), this funding started to decline during the last three years of the Biden Administration (from $1,041M in FY2022 to $998M in President Biden’s requested budget authority for FY25).[4] This means that the United States is not keeping pace—either with itself or with our global competitors.

    The first and most important step this Administration must take is fully funding research and grant programs in the basic and fundamental sciences across DOD, DOE national labs, and the NSF. As noted above, this research triad has been largely responsible for the sustained period of American technological leadership. We cannot make strides in the quantum race without reinvesting and building on these critical capabilities.

    Specific to the quantum sciences, Congress can begin by reauthorizing the National Quantum Initiative Act and this administration should work to ensure that all its programs are fully funded. This must include the Quantum Leap Challenge Institutes funded through the NSF, as well as the important work being led by the DOE’s National Quantum Initiative Centers. These initiatives were established through the National Quantum Initiative Act and are already demonstrating results, with each dollar of federal funding typically leveraging additional private sector investment. Expanding these proven programs would spur innovation in every region of the country while advancing American leadership in critical technologies of strategic importance.

    But even as we expand federal funding for the basic sciences and quantum research, the administration must simultaneously increase funding for government evaluation and validation programs that are focused on identifying scientific breakthroughs and supporting their continued development. DARPA’s Quantum Benchmarking Initiative (QBI) is the nation’s flagship program and must be expanded as public and private sector investments in quantum technology begin to bear fruit and achieve tangible results.

    2. Promote workforce and talent development

    Winning the quantum race requires the world’s best talent. While the United States and its institutions—both public and private—have thus far been able to leverage unique, highly skilled technical talent, the state of the domestic talent pipeline is alarming and requires immediate action. At a topline level, the U.S. science, technology, engineering, and mathematics (STEM) workforce is comprised of 36.8 million people of which foreign-born individuals make up 43 percent of doctorate-level scientists and engineers. That number is likely to increase given the wide gap between the United States and global competitors at the undergraduate level. In 2000, for example, the United States awarded 900,000 undergraduate degrees in STEM fields, compared to 2 million degrees in China and 2.5 million in India.[5]

    It is therefore no surprise that, when including all education levels, India and China were the leading birthplaces of foreign-born STEM workers in the United States, accounting for 29 percent and 12 percent respectively. The good news is that many international students have chosen to stay in the United States after completing their studies, contributing to the country’s technology innovation ecosystem. For example, according to the 2024 State of U.S. Science and Engineering Report, from 2018-2021, temporary visa holders—primarily from China or India—represented 37 percent of U.S. science and engineering research doctorate recipients. Over 70 percent of these doctorate recipients expressed an intention to reside in the United States following graduation. The same report indicated that when these doctorate recipients were surveyed in 2021 across all countries of citizenship and degree fields, the 5-year stay rate for those who were on temporary visas at graduation was 71 percent and the 10-year stay rate was 65 percent.

    In the quantum fields specifically, the number of quantum job postings globally outstrips qualified talent by as much as three to one. Currently, the European Union has the highest concentration of quantum talent, followed by India, China, and then the United States.[6] The United States faces a critical shortage of quantum-ready talent, particularly as other nations invest significant resources in their own national quantum programs and quantum research capabilities. Without concerted action by the federal government to address this skilling gap, even the most advanced quantum research programs will fail to translate into practical capabilities or economic benefits.

    The Trump administration can begin by launching a series of concerted efforts to expand the domestic pipeline. One historical analog is the National Defense Education Act of 1958, enacted in response to the Sputnik challenge. The NDEA provides a useful precedent for how targeted federal investment in technical education can rapidly address strategic workforce gaps.

    For starters, comprehensive STEM education programs must be introduced at all levels of education, from primary schools to universities, to develop a robust domestic pipeline of talent. Research has shown that elementary and secondary education in mathematics and science are the foundation for entry into postsecondary STEM majors and STEM-related occupations. To develop this pipeline, the Trump administration can leverage the existing strength and reach of the NSF. NSF programs, such as those specifically focused on the quantum sciences like the National Q-12 Education Partnership, are ready-made vehicles to promote awareness of STEM and quantum technology in K-12 institutions.

    Second, the United States can provide grants for quantum research and education to encourage students to pursue careers in this field, focusing not only on traditional four-year colleges but also community colleges and vocational programs that are often entry points for many Americans pursuing higher education. In 2021, the U.S. government supported 15 percent of full-time STEM graduate students (mostly doctoral degree students), a decline from the most recent high of 21 percent in 2004. Here, again, the administration should activate and expand NSF research initiatives, including the NSF Research Experiences for Undergraduates (REU) and Research Experiences for Teachers (RET) programs,[7] as well as those focused specifically on the quantum sciences such as the Next Generation Quantum Leaders Pilot Program envisioned by the CHIPS and Science Act. The National Quantum Virtual Laboratory is another promising initiative that would create shared research infrastructure and make quantum education more accessible to students and researchers across the country. Collectively, these national incentives enable the best and brightest of the world to conduct their cutting-edge research in the labs of the United States as opposed to the labs of our adversaries.

    Beyond looking to the NDEA to attract and develop the unique talent to lead the world in quantum development, the Trump administration can focus on three additional priorities.

    First, building on the themes described above, the administration should address the current talent gap in the current STEM workforce. Although there is no substitute for graduate degree programs to drive innovation in the quantum sciences, the broader quantum ecosystem would benefit greatly from an increase in the STEM workforce. To this end, the administration can again utilize the reach of the NSF to promote adult education, retraining, and professional development programs to facilitate current workers’ transition into quantum-related roles.

    Second, research universities also play a pivotal role as powerful economic engines in their communities, often ranking among the largest employers in their congressional districts while generating high-tech spin-off companies that create well-paying jobs. The presence of federally-funded research and development centers (FFRDCs) and university-affiliated research centers (UARCS)—which are not-for-profit organizations established to meet special long-term engineering, research, development, or other analytic needs—also attract private sector investment and create innovation clusters. But most importantly, these entities lead to organic skilling initiatives to up-level the existing labor market.

    Finally, with regard to foreign talent, it’s imperative that the United States continue to attract the world’s best and brightest. This requires developing fast-track immigration pathways for highly skilled individuals with unique technical expertise in the quantum sciences, and expanding the number of visas available to employ quantum STEM PhDs trained at American institutions. This also requires the United States to promote, coordinate, and potentially fund international research initiatives with strategic allies to facilitate cross-pollination of expertise and develop the talent pool within a sphere of select, like-minded countries.

    This includes deepening ties with strategic allies to advance our collective success in the quantum race. Denmark, for example, has continued the great legacy of Niels Bohr by creating a vibrant hub for quantum innovation—one that benefits not only Denmark, but the entire Nordic region and the United States. Through a steady, long-term strategy that has brought together the government, academic, private sector, and startup communities—including multilateral institutions, such as NATO’s Deep Tech Lab-Quantum hosted at the Niels Bohr Institute—Denmark has become a hotbed for quantum talent, as well as quantum research and early commercialization. For our part, Microsoft has benefited greatly from this rich ecosystem of talent and innovation through the Microsoft Quantum Lab on the outskirts of Copenhagen, where later this year we will expand our presence by opening a new state-of-the-art quantum research center.

    3. Ensure supply chain security for quantum technologies

    Securing our leadership in quantum technology requires a reliable supply chain and onshoring of key capabilities within the United States. This is a complex task that cannot be achieved without direct action by the federal government that tightly aligns to specific strategic objectives. To that end, the Trump administration could task the National Quantum Initiative Advisory Committee or another board of advisors to develop a detailed national strategy and execution plan aimed at de-risking the quantum supply chain. This strategy would focus on making the supply chain more independent, increasing the availability of quantum components, lowering prices, and introducing incentives to encourage the private sector to make the necessary investments in the United States for chip fabrication and assembly.

    More specifically, the U.S. strategy to secure the quantum supply chain must include at least three critical action items. First, the federal government can take a direct role through the Departments of Commerce and Energy to promote the diversification of essential quantum components and materials. This can be achieved through government-organized long-term purchase agreements and the deployment of strategic capital for widely needed components such as dilution refrigerators, superconducting cables, amplifiers, circulators, attenuators, lasers, and fiber at frequencies relevant for quantum technologies.

    Second, the administration should work to establish specialized facilities dedicated to the fabrication, packaging, prototyping, and manufacturing of quantum systems and their essential components, such as cryogenic systems, lasers, and advanced chips. By developing, testing, and ultimately producing essential components domestically, this initiative would reduce our dependence on foreign sources and work to mitigate the risk of supply chain disruptions.

    Finally, and most importantly, it is imperative to onshore domestic manufacturing of advanced technologies tailored for quantum devices and additional capabilities needed by American companies and research organizations. This includes design and fabrication of advanced lasers and optics, amplifiers, and advanced chip design and fabrication. It also includes critical capabilities for domestic cryogenic electronics fabrication and design, advanced metrology to characterize chips for quantum computing, and advanced packaging and 3D integration for quantum components.

    The way forward

    At the start of his second term, President Trump signed an executive order to advance American leadership in artificial intelligence. President Trump should now do the same with quantum by setting national priorities that support robust funding, promote a skilled workforce, and protect supply chain security through incentivized onshoring. Taken together, these strategic actions will not only bolster our nation’s security and competitive edge against competitors and adversaries, but it will also drive innovation and economic growth at home towards a new frontier of American prosperity.


    [1] Karen Kwon, “China Reaches New Milestone in Space-Based Quantum Communications,” Scientific American, June 29, 2020, https://www.scientificamerican.com/article/china-reaches-new-milestone-in-space-based-quantum-communications.

    [2] One likely goal of these massive projects is undoubtedly to signal that the People’s Republic of China backs these investments, thereby attracting and retaining skilled professionals. According to the 2024 State of U.S. Science and Engineering Report developed, a regular report mandated by Congress, China is the top overall producer of science and engineering publications and international patents. For decades, the United States was the unparalleled leader in science and engineering doctorate awards until 2019 when we were surpassed by China. That being said, the United States remains the destination of choice for internationally mobile students, hosting 15% of all international students worldwide in 2020. National Science Board, The State of U.S. Science and Engineering 2024, March 2024, https://ncses.nsf.gov/pubs/nsb20243/talent-u-s-and-global-stem-education-and-labor-force.

    [3] Hodan Omaar and Martin Makaryan, How Innovative is China, Information Technology & Innovation Foundation, September 2024, https://www2.itif.org/2024-chinese-quantum-innovation.pdf.

    [4] National Science and Technology Council:  Subcommittee on Quantum Information Science, National Supplement to the President’s FY 2025 Budget, April 24, 2025, https://nqi.gov/supplement-fy2025-budget.

    [5] National Science Board, “The State of U.S. Science and Engineering 2024,” March 2024, https://ncses.nsf.gov/pubs/nsb20243/talent-u-s-and-global-stem-education-and-labor-force.

    [6] McKinsey & Company, “Quantum Technology Monitor,”  April 2023,  https://www.mckinsey.com/~/media/mckinsey/business functions/mckinsey digital/our insights/quantum technology sees record investments progress on talent gap/quantum-technology-monitor-april-2023.pdf (defining quantum talent as “[g]raduates of master’s level or equivalent in 2019 in biochemistry, chemistry, electronics and chemical engineering, information and communications technology, mathematics and statistics, and physics.”).

    [7] National Science Foundation, “NSF Research Experiences for Undergraduates,” accessed April 24, 2025, https://www.nsf.gov/funding/initiatives/reu; National Science Foundation, “NSF 24-503: Research Experiences for Teachers in Engineering and Computer Science,” accessed April 24, 2025, https://www.nsf.gov/funding/opportunities/research-experiences-teachers-engineering-computer-science/nsf24-503/solicitation.

    Tags: AI, quantum, STEM, Technology, United States

    MIL OSI Economics –

    April 29, 2025
  • MIL-OSI Europe: Mercator Ocean’s transition to a European intergovernmental organization for ocean modeling (28.05.25)

    Source: Republic of France in English
    The Republic of France has issued the following statement:

    On April 22 and 23, 2025, the Ministry for Europe and Foreign Affairs and the Ministry for the Ecological Transition, Biodiversity, Forests, Marine Affairs and Fisheries held an international conference to transition the non-profit organization Mercator Ocean International to an intergovernmental organization (IGO). This decision follows on from the commitments made at the One Ocean Summit, which was held on February 10, 2022, in Brest.

    Since it was founded by major French institutes 30 years ago, Mercator Ocean has become a European champion of ocean modeling and marine forecasting. Its transformation into an intergovernmental organization will allow Mercator to continue developing its work, in particular by digitizing ocean movements. This tool will boost ocean analysis and prediction capabilities in order to prevent climate risks. The new organization will advise governments, offer innovative services to those working in the maritime economy, and help raise citizens’ awareness about protecting the marine environment.

    The conference brought together representatives from Belgium, Spain, France, Greece, Italy, Malta, Norway, the Netherlands and Portugal and saw the adoption of the text of the convention establishing Mercator International Centre for the Ocean (MICO), which will be open for signature at the third United Nations Ocean Conference (UNOC3). France and Costa Rica will co-chair UNOC3, which will be held in Nice from June 9-13.

    The establishment of the future organization’s headquarters in Toulouse reflects France’s policy of attracting international organizations and reinforces Toulouse’s role in the field of planetary space observation and scientific research to advance global priorities.

    MIL OSI Europe News –

    April 29, 2025
  • MIL-OSI Europe: OSCE supports Ukraine in fighting illicit trafficking of firearms and explosives

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

    Headline: OSCE supports Ukraine in fighting illicit trafficking of firearms and explosives

    Panellists at an expert roundtable on preventing and combating illicit trafficking of weapons, ammunition and explosives (WAE) in Ukraine, Kyiv, 25 April 2025. (OSCE) Photo details

    The OSCE, in partnership with Ukraine’s Ministry of Interior, convened an expert roundtable to discuss various aspects of preventing and combating illicit trafficking of weapons, ammunition and explosives (WAE) in Ukraine on 25 April.
    The roundtable focused on the development of Ukraine’s national control system over firearms, which is a permit-based system that streamlines proper storage and adherence to public carry restrictions of civilian firearms. More than 50 representatives of Ukrainian law enforcement sector, parliament and international organizations that provide subject matter support to Ukraine attended the event held in Kyiv.
    “Counteracting the illicit trafficking of weapons cannot be postponed to later – our joint actions today define safety and security of our communities tomorrow. Even during the war, we introduce systemic solutions for better tracing and thus control over firearms, which is a unique experience by itself,” said Ihor Klymenko, Ukraine’s Minister of Interior in his opening address.
    Reflecting on the threats illicit weapons currently pose in Ukraine, the participants shared their thoughts on appropriate response measures, such as improving national legislation on firearms, strengthening inter-agency co-ordination, implementing awareness raising campaigns, as well as enhancing capabilities of Ukraine’s law enforcement agencies in detection and investigation of illicit WAE. How to work closely with the Ukrainian society in curbing illicit circulation of firearms in the country was also discussed.
    “The recently launched mechanism for voluntary declaration of unregistered weapons and further digitalization of this process is a tangible step of the Ukrainian government towards reducing the risks of gun violence in Ukraine. Understanding deep trauma caused by the war and people’s natural desire of self-protection, it is important to build trustful relations between competent authorities and the population against illicit possession of firearms,” said Petr Mareš, the Special Representative of the OSCE Chairpersonship – Project Co-ordinator in Ukraine.
    The crucial role of the international support and synergy among all assistance providers on combating illicit WAE and affiliated threats in Ukraine was emphasized to ensure tailored address for Ukraine’s needs. Shawn DeCaluwe, Deputy Director of the OSCE Conflict Prevention Centre highlighted the OSCE’s role in providing training, specialized equipment and a platform for regular co-ordination among the organizations supporting Ukraine’s efforts in combating illicit WAE.
    The event was held as part of the OSCE extrabudgetary project “In support of strengthening the capacities of Ukrainian authorities in preventing and combating illicit trafficking of weapons, ammunition and explosives in all its aspects”, financed by the European Union, Finland, France, Germany, Slovakia and Poland.

    MIL OSI Europe News –

    April 29, 2025
  • MIL-OSI Global: Winning hearts and power: how Mali’s military regime gained popular support

    Source: The Conversation – Africa – By Morten Bøås, Research Professor, Norwegian Institute of International Affairs

    Mali’s interim president, Colonel d’Armée Assimi Goïta, who came to power in a coup on 18 August 2020, enjoys remarkably strong public support. Survey data from pan-African research network Afrobarometer and the Mali-Métre survey, run by Germany’s Friedrich-Ebert-Stiftung since 2012, indicate high levels of satisfaction with junta rule. In the 2024 Mali-Métre, nine out of ten respondents considered the country to be moving in the right direction.

    Yet economic conditions are worsening for Malians. In a recent analysis the World Bank pointed out that the junta was finding it difficult to deliver services amid sluggish growth, high inflation and extreme poverty.

    That Malians still seem to be very satisfied with their leader needs some explanation.

    In a recent paper, we draw on our extensive fieldwork experience in Mali. We argue that Goïta has crafted a new social contract based on a strongman narrative, portraying himself as Mali’s defender. The regime has used dissatisfaction with international interventions to frame Goïta as an “exceptional man” in “exceptional times”, in ways that resonate with Malian myths and traditions.

    We show how the regime’s new social contract is based not on public services but on the idea of Goïta as Mali’s defender and liberator. In this way, the regime has established a social bond with the population that places dignity above all.

    A new social bond

    In 2012, Mali experienced a severe crisis triggered by a separatist rebellion in the northern regions of the country. Jihadist insurgent groups took over the rebellion, leading to a military coup. International interventions followed. The regional grouping Ecowas, the UN and France made efforts to restore security, stability and peace.

    But the deployment of 5,000 French troops and 15,000 UN peacekeepers failed to prevent a deterioration in security.

    At the same time, Mali’s democratic institutions failed to restore territorial control and address corruption and poverty, despite regular elections being held.

    Mass protests calling for the resignation of President Ibrahim Boubacar Keïta paved the way for the 2020 military takeover.

    These failures offered the junta a rich repertoire to draw on for its own legitimacy. With Goïta came a new narrative, not about liberal state-building and development, but about restoring Malian sovereignty and dignity.

    These ideas are conveyed through speeches at forums like the UN general assembly and public addresses shared through the media, along with an organised network of online influencers.

    Public debates about fighting the forces of neocolonialism and reclaiming sovereignty predate the junta. The regime has harnessed these sentiments. It contrasts decades of indignity, weakness, and dependence on France with a glorified vision of Mali’s ancient past.

    Popular protest movements such as Yerewolo Debout sur le Remparts have long done the same.

    Now, so the narrative goes, Goïta has emerged as a hero capable of leading his people towards a new age in which Mali is treated with respect.

    This framing has rekindled the legacy of Thomas Sankara, the late military leader of Burkina Faso (1983–1987). Often dubbed Africa’s Che Guevara, Sankara was a charismatic revolutionary known for his passionate speeches, bold stance against corruption, and efforts to challenge former colonial powers. He was assassinated in a coup in 1987, but his legacy continues to inspire young Africans.

    Regime figures, particularly foreign minister Abdoulaye Diop, often refer to legends and historical narratives as part of this myth-making:

    • references to the ancient cities of Gao and Timbuktu with their libraries, mosques and places of worship

    • tales of the hunter guilds, or dozo of the Bambara and Dogon people – heroes both feared and respected

    • legends like Sunjata Keita, the hero and founder of the Mali Empire.

    According to recent survey data from the Mali-Mètre, 70% of Malians identified combating insecurity as their highest priority. This indicates how many Malians feel they face a threat similar to the one that existed when the Malinke people pleaded with Sunjata to be their saviour.

    Thus, in an environment of chaos, war, confusion and despair, a hunter-warrior hero is needed. This agent can not only save society, but re-set it in an orderly and just manner, bringing dignity to his people if they undergo the necessary sacrifices.

    This story requires a villain. Finding culprits in Mali was not difficult. All it required was harnessing of social frustrations already directed against France and other external forces failing to combat insurgents and restore security.

    A unifying enemy

    As shown by Afrobarometer and Mali-Mètre, many Malians, as poor and destitute as they may be, take comfort from the regime’s confrontations with and – as it is presented to them – victories over such formidable adversaries as France and the UN.

    With nearly 60% of its population under the age of 25, Mali is one of the youngest countries in the world. The Malian case shows a youthful African population that is desperate for social change and willing to endure hardship to reach their promised land.

    The current political landscape in Mali, and in neighbouring Burkina Faso and Niger where conditions are similar, is an invitation to reconsider local agency. Citizens actively and rationally respond to their political contexts. Writing off people as ignorant or stupid will not advance understanding of the new political terrain.

    Our journal article is part of a forthcoming special issue in the Journal of Intervention and Statebuilding.

    Morten Bøås receives funding for the research that this article is based on from the Research Council of Norway – grant number 325236

    Viljar Haavik receives funding from the Research Council of Norway: Grant Number 325236.

    – ref. Winning hearts and power: how Mali’s military regime gained popular support – https://theconversation.com/winning-hearts-and-power-how-malis-military-regime-gained-popular-support-254518

    MIL OSI – Global Reports –

    April 29, 2025
  • MIL-OSI: Aktsiaselts Infortar 2024 audited Annual Report

    Source: GlobeNewswire (MIL-OSI)

    The Supervisory Board of Aktsiaselts Infortar approved the audited annual report for 2024 and will submit it to the Annual General Meeting for approval.

    Major events

    Maritime transport

    In the summer, Infortar invested €110 million in acquiring Tallink Grupp (Tallink) shares, increasing its shareholding in Tallink to 68.5%.

    The total number of passengers in 2024 reached 5.6 million. As of the end of the financial year, Tallink operated 14 vessels. Three vessels were chartered out during the year. The number of transported cargo units exceeded 303,000, and passenger vehicles transported totalled 777,000.

    Energy

    Infortar’s subsidiary, Elenger Grupp (Elenger), signed a €120 million agreement with the German energy conglomerate EWE AG to acquire EWE Group’s business operations in Poland. The transaction included natural gas assets, a distribution network in Western Poland, and all energy sales segments.

    In 2024, Elenger sold a total of 18.4 TWh of energy (15.9 TWh in 2023). Sales in Estonia accounted for 16% of the total energy sales in 2024. The company’s market share in gas sales across the Finland-Baltic gas market for the year was 24.3%.

    Real estate

    Infortar’s real estate portfolio has expanded from 100,000 to 141,000 square meters over the past year. At the end of last year, the Rimi logistics centre in Saue received its occupancy permit. This summer, a new bridge in Pärnu will be completed, followed by the opening of Lasnamäe’s second DEPO store in Estonia next year. In early 2028, the Kangru-Saku section of the Rail Baltica main route will also be completed.

    Key figures of financial year

    Key figures 12 months 2024 12 months 2023
    Sales revenue. m€ 1 371.775 1 084.626
    Gross profit. m€ 128.628 149.473
    EBITDA. m€ 145.275 143.283
    EBITDA margin (%) 10.6% 13.2%
    Operating profit. EBIT. m€ 77.024 123.628
    Total profit(-loss). m€1,2 193.670 293.830
    EPS (euros)2 9.36 14.62
    Total equity m€ 1 166.221 820.210
    Total liabilities m€3 1 223.287 441.160
    Net debt m€4 1 055.708 354.045
    Investment loans to EBITDA (ratio)5 3.0x 1.7x

    1.The 2024 financial year total profit includes a one-off revaluation of €94 million, mainly arising from the acquisition of Tallink. The 2023 financial year profit includes a one-off revaluation of €159 million, mainly arising from the acquisition of Gaso.

    2. In the Q4 and 12-month annual results reported on 25 February 2025, the consolidated total profit for the financial year was €173.351 million, and earnings per share (EPS) amounted to €8.46. Adjustments have been made in the audited figures, mainly related to the purchase price allocation of Tallink Grupp, resulting in an increase of €20.319 million in the total profit for the annual year and an increase of earnings per share (EPS) by 0.9 euros.

    3–4. The significant increase in liabilities and net debt is due to the consolidation of Tallink’s loans into Infortar’s financial statements in 2024.

    5. Infortar Group’s investment loans / EBITDA ratio. For 2024 Tallink’s 12-month EBITDA (€265.447 million) has been used for comparability purposes

    Revenue

    2024. financial year, the group´s consolidated sales revenue increased by €287.149 million reaching €1 371.775 million (compared to €1 084.626 million in 2023). A significant impact was made by the consolidation of Tallink Grupp’s results into Infortar’s consolidated financial statements starting from August 1, 2024.

    EBITDA and Segment Reporting

    Maritime transport Segment: The EBITDA for the maritime transport segment in 2024 financial year was €175.181 million (compared to €214.528 million in the 2023 financial year). In segment reporting 100% Tallink results are presented.

    Tallink´s financial results were affected by difficult economic environment across all our home markets, and the lowest consumer confidence levels in a decade.

    Energy Segment: The EBITDA for the energy segment of the 2024 financial year was €77.235 million (compared to €135.999 million in 2023). Warmer winter led to a decrease in sales volumes, which in turn impacted profitability in the fourth quarter.

    Real Estate Segment: The profitability assessment considers the EBITDA of individual real estate companies. The EBITDA for the real estate segment of the 2024 financial year was €13.567 million (compared to €12.39 million in 2023). Three new buildings at Liivalaia 9, Tähesaju 9, and Tähesaju 11 were included in the accounting for the 2023 financial year.

    Total Profit

    The consolidated total profit for the 2024 financial year was €193.67 million (compared to €293.83 million in the 2023 financial year). One-off significant impacts included the effects related to the acquisition of Tallink in 2024 and Latvian gas distribution company Gaso in 2023. The consolidated operating profit for the 2024 financial year was €77.024 million (compared to €123.628 million in 2023).

    Investments

    Infortar entered the agricultural sector by acquiring one of Estonia’s largest dairy farms in Halinga and began constructing a biomethane plant next to the farm for local biomethane production. Infortar invested €110 million in purchasing Tallink shares, increasing its shareholding in Tallink to 68,5%.

    Infortar subsidiary Elenger signed a €120 million agreement with the German energy group EWE AG to acquire EWE Group’s entire Polish business. The transaction includes the natural gas distribution network in Western Poland as well as all energy sales operations.

    Financing

    Loan and lease liabilities amounted to €1 223.287 million in 2024 financial year (compared to €441.16 million in 2023 financial year). Significant increase in the 2024 financial year is primarily due to the line-by-line consolidation of Tallink Grupp, which resulted in the full inclusion of Tallink’s liabilities among the group’s obligations.

    Proportionally to the growth in assets, Infortar’s net debt increased by €701.663 million, reaching €1 055.708 million (compared to €354,045 million in 2023 financial year). The net debt to EBITDA ratio was 3.4.

    Dividends

    According to the dividend policy, the objective is to pay dividends of at least 1 euro per share per financial year. Dividend payments are made semi-annually. Infortar Group’s management proposes to pay a dividend of 3 euros per share for the 2024 financial year results.

    Consolidated statement of profit or loss and other comprehensive income

    (in thousands of EUR) 12 months 2024 12 months 2023
    Revenue 1 371 775 1 084 626
    Cost of goods (goods and services) sold -1 243 034 -934 811
    Write-down of receivables -113 -342
    Gross profit 128 628 149 473
    Marketing expenses -21 086 -1 620
    General administrative expenses -50 438 -22 085
    Profit (loss) from biological assets -139 0
    Profit (loss) from the change in the fair value of the investment property -949 -4 074
    Profit (loss) from changes in the fair value of fixed assets -8 691  
    Unsettled gain/loss on derivative financial instruments 26 672 1 969
    Other operating revenue 4 682 2 523
    Other operating expenses -1 655 -2 558
    Operating profit 77 024 123 628
    Profit (loss) from investments accounted for by equity method 22 974 39 639
    Financial income and expenses 13 392 0
    Other financial investments -50 -4
    Interest expense -38 274 -22 573
    Interest income 4 979 2 765
    Profit (loss) from changes in exchange rates 100 -173
    Gain from bargain purchase 93 659 159 158
    Total financial income and expenses 73 806 139 173
    Profit before tax 173 804 302 440
    Corporate income tax 19 866 -8 610
    Profit for the financial year 193 670 293 830
    including:    
    Profit attributable to the owners of the parent company 191 253 293 778
    Profit attributable to non-controlling interest 2 417 52
    Other comprehensive income    
    Items that will not be reclassified to profit or loss    
    Revaluation of post-employment benefit obligations -141 -44
    Items that may be subsequently reclassified to the income statement:    
    Revaluation of risk hedging instruments -45 792 -58 189
    Exchange rate differences attributable to foreign subsidiaries 53 -42
    Total of other comprehensive income -45 880 -58 275
    Total income 147 790 235 555
    including:    
    Comprehensive profit attributable to the owners of the parent company 145 514 235 503
    Comprehensive profit attributable to non-controlling interest 2 417 52
    Ordinary earnings per share (in euros per share) 9,36 14,62
    Diluted earnings per share (in euros per share) 9,12 14,15

    Consolidated statement of financial position

    (in thousands of EUR) 31.12.24 31.12.23
    Current assets    
    Cash and cash equivalents 167 579 87 115
    Short-term derivatives 8 333 28 728
    Settled derivative receivables 676 5 958
    Other prepayments and receivables 155 351 162 575
    Prepaid taxes 3 831 925
    Trade and other receivables 38 517 20 185
    Prepayments for inventories 2 498 3 493
    Inventories 215 914 146 884
    Biological assets 941 0
    Total current assets 593 640 455 863
    Non-current assets    
    Investments to associates 16 603 346 014
    Long-term derivative instruments 3 214 1 125
    Long-term loans and other receivables 35 163 9 072
    Investment property 67 931 176 024
    Property, plant and equipment 1 909 458 446 748
    Intangible assets 38 874 14 366
    Right-of-use assets 47 598 11 300
    Biological assets 2 753 0
    Total non-current assets 2 121 594 1 004 649
    TOTAL ASSETS 2 715 234 1 460 512
         
    (in thousands of EUR) 31.12.24 31.12.23
    Current liabilities    
    Loan liabilities 497 162 184 259
    Rental liabilities 9 020 1 766
    Payables to suppliers 87 941 74 751
    Tax obligations 49 354 32 822
    Buyers’ advances 31 126 3 099
    Settled derivatives 8 728 1 463
    Other current liabilities 63 431 10 851
    Short term derivatives 27 704 3 659
    Total current liabilities 774 466 312 670
    Non-current liabilities    
    Long-term provisions 9 946 8 399
    Deferred taxes 2 816 33 233
    Other long-term liabilities 43 209 30 679
    Long-term derivatives 1 471 186
    Loan-liabilities 676 670 246 410
    Rental liabilities 40 435 8 725
    Total non-current liabilities 774 547 327 632
    TOTAL LIABILITIES 1 549 013 640 302
         
    (in thousands of EUR) 31.12.24 31.12.23
    Equity    
    Share capital 2 117 2 105
    Own shares -72 -95
    Share premium 32 484 29 344
    Reserve capital 212 205
    Option reserve 6 223 3 864
    Hedging reserve* -21 674 24 118
    Unrealised exchange rate differences 45 -39
    Post-employment benefit obligation reserve -185 -44
    Retained earnings from previous periods 890 167 759 918
    Total equity attributable to equity holders of the Parent 909 317 819 376
    Minority interests 256 904 834
    Total equity 1 166 221 820 210
         
    TOTAL LIABILITIES AND EQUITY 2 715 234 1 460 512

    Consolidated statement of cash flows

    Cash flows from operating activities    
    (in thousands of EUR) 12 months
    2024
    12 months
    2023
    Profit for the financial year 193 670 293 830
    Adjustments:    
    Depreciation, amortisation, and impairment of non-current assets 68 251 19 655
    Change in the fair value of the investment property -22 974 -39 639
    Change in the value of derivatives -1 483 54 122
    Other financial income/expenses -112 030 -161 965
    Calculated interest expenses 38 274 22 573
    Profit/loss from non-current assets sold -955 -91
    Income from grants recognised as revenue -643 784
    Corporate income tax expense -19 866 8 610
    Income tax paid -10 551 -267
    Change in receivables and prepayments related to operating activities 52 023 54 540
    Change in inventories -12 831 -61 914
    Change in payables and prepayments relating to operating activities -81 275 -406
    Change in biological assets -322 0
    Total cash flows from operating activities 89 288 189 832
         
    Cash flows from investing activities    
    Purchases of associates 0 -10 314
    Purchases of subsidiaries -111 684 -103 414
    Received dividends 20 862 0
    Given loans 1 918 6 652
    Interest gain 4 953 2 691
    Purchases Investment property -10 352 -18 304
    Purchases of property, plant and equipment -27 835 -18 143
    Proceeds from sale of property 1 561 -252
    Total cash flows used in investing activities -120 577 -141 084
         
    Cash flows used in financing activities 12 months
    2024
    12 months
    2023
    Proceeds from targeted financing 225 0
    Changes in overdraft 12 863 14 348
    Proceeds from borrowings 358 731 287 606
    Repayments of borrowings -151 790 -312 846
    Repayment of finance lease liabilities -11 300 -2 233
    Interest paid -39 153 -22 224
    Dividends paid -60 997 -15 750
    Gain from share emission 3 174 29 464
    Total cash flows used in financing activities 111 753 -21 635
         
    TOTAL NET CASH FLOW 80 464 27 113
    Cash at the beginning of the year 87 115 60 002
    Cash at the end of the period 167 579 87 115
    Net (decrease)/increase in cash 80 464 27 113

    The 2024 Annual Report of Aktsiaselts Infortar is attached to this notice and will be made available on the website Reports | Infortar.

    Infortar operates in seven countries, the company’s main fields of activity are maritime transport, energy and real estate. Infortar owns a 68.47% stake in Tallink Grupp, a 100% stake in Elenger Grupp and a versatile and modern real estate portfolio of approx. 141,000 m2. In addition to the three main areas of activity, Infortar also operates in construction and mineral resources, agriculture, printing, and other areas. A total of 110 companies belong to the Infortar group: 101 subsidiaries, 4 affiliated companies and 5 subsidiaries of affiliated companies. Excluding affiliates, Infortar employs 6,228 people.

    Additional information:

    Kadri Laanvee
    Investor Relations Manager
    Phone: +372 5156662
    e-mail: kadri.laanvee@infortar.ee
    www.infortar.ee/en/investor

    Attachments

    • 2024_majandusaasta aruanne ENG
    • AS Infortar 2024 audit

    The MIL Network –

    April 29, 2025
  • MIL-OSI Economics: CPMI-IOSCO assesses that the EU has implemented the Principles for financial market infrastructures for two FMI types, but recommends some improvements

    Source: Bank for International Settlements

    • The EU’s framework for systemically important payment systems and central securities depositories/securities settlement systems is complete and consistent with the CPMI-IOSCO Principles for financial market infrastructures (PFMI) in most aspects.
    • The CPMI-IOSCO assessment identified some areas for improvement where implementation was broadly or partly consistent or not consistent with the PFMI.
    • The assessment reflects status of implementation as of October 2019. A separate assessment is to be conducted for the United Kingdom.

    The EU’s implementation of the framework for systemically important payment systems (PSs) and central securities depositories (CSDs)/ securities settlement systems (SSSs) is consistent with the Principles for financial market infrastructures (PFMI) issued by the Bank for International Settlements’ Committee on Payments and Market Infrastructures (CPMI) and the International Organization of Securities Commissions (IOSCO).

    Implementation monitoring of PFMI: Level 2 assessment report for the EU – PSs and CSDs/SSSs – a CPMI-IOSCO report released today – assesses the completeness and consistency of the legal, regulatory and oversight framework in place as of 30 October 2019 for these types of financial market infrastructure.

    Developments in the legal and regulatory framework following the Level 2 assessment date are not in the scope of this report.

    The report finds that the implementation of the PFMI is complete and consistent for all Principles for PSs. The legal, regulatory and oversight frameworks in the EU for CSDs/SSSs are complete and consistent with the Principles in most aspects.

    However, the assessment identified some areas for improvement, particularly in aspects where implementation was broadly, partly, or not consistent, including risk and governance principles.

    Given that there are separate regulatory frameworks for PSs in the euro area and in Sweden, and that these are also separate from the EU-wide regime for CSDs/SSSs, the assessment team has assessed each of these separately.

    The United Kingdom was part of the EU before the cut-off date for this review. However, CPMI-IOSCO decided to conduct a separate Level 2 assessment for the UK and therefore the UK’s framework was not evaluated in this report.

    The assessment report for EU central counterparties and trade repositories was published in February 2015.

    MIL OSI Economics –

    April 29, 2025
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