Category: Transport

  • MIL-OSI Asia-Pac: 2025 Taiwan International Geothermal Conference A New Era of Geothermal Energy: Technological Innovation and Sustainable Development

    Source: Republic of China Taiwan

    The 2025 Taiwan International Geothermal Conference, hosted by the Ministry of Economic Affairs, is taking place from April 24-25 in Taipei. Now in its third edition, the conference brings together leading geothermal experts, government representatives, and industry leaders from the United States, New Zealand, Canada, the Philippines, and other countries to explore cutting-edge technologies and the future development of geothermal energy. Held in a hybrid format with both in-person sessions and online streaming, the conference has attracted more than 700 participants from around the world, including representatives from academia, industry, government, and research institutions. The event aims to advance Taiwan’s geothermal industry and enhance its global competitiveness in the green energy sector.

    Government Drives Geothermal Development and Industry Collaboration Shapes a Sustainable Future
    In his opening remarks, Vice Minister of Economic Affairs Lai Chien-Hsin emphasized that amid the global climate change, the government is committed to implementing a range of carbon reduction measures to ensure sustainable energy transition. Promoting renewable energy, he noted, is critical to achieving these goals.

    Vice Minister Lai highlighted geothermal energy’s pivot role in Taiwan’s energy transition. With Taiwan’s favorable geological conditions, it has completed the construction of six geothermal power plants. This year, more geothermal power plants will be connected to the grid. He sincerely welcomes all geothermal scholars, developers and experts to participate in 2025 Taiwan International Geothermal Conference, believing that through collaboration between international enterprises and local Taiwanese companies, they can contribute to achieving net-zero emission goals and jointly address the challenges of extreme climate.

    International Experts Convene to Foster Technology Exchange and Industry Collaboration
    The conference features a broad range of topics, including the status of geothermal energy development in Taiwan, international industry trends, advanced technologies and innovative applications, and the role of local governments in promoting geothermal power development. The Energy Administration and the Geological Survey and Mining Management Agency presented Taiwan’s geothermal policies and exploration progress. Meanwhile, the CPC Corporation and Taiwan Power Company delivered special reports on development strategies and recent technical breakthroughs, which have attracted investment interest from domestic and international companies.

    Afternoon sessions focused on cutting-edge project management and international drilling experiences, exploring how to leverage advanced technology and optimized practices to support local developers, accelerate geothermal plant construction, and enhance industry competitiveness.

    High-Level Dialogue on the Future of Geothermal Energy and Strengthening International Partnerships
    The first day of the conference concluded with a high-level dialogue moderated by the Acting Director-General of the Energy Administration Lee Chun-Li joined by representatives from the global geothermal industry, research institutes, and government sectors. The discussion centered on “The Future Outlook for Geothermal Power in Taiwan,” highlighting strategies to attract international investment, expand the geothermal industry value chain, and strengthen Taiwan’s presence in the global green energy market.

    Workshops and Site Visits Promote Practical Engagement
    On April 25, the second day of the conference, three professional workshops will be held on “Geothermal Drilling Technology,” “Development Solutions,” and “Exploration and Equipment Applications.” The conference will also feature a technical site visit for international guests to CPC Corporation’s Yuanshan No.1 Well, Taiwan’s first deep geothermal exploratory well. Jointly developed by Academia Sinica and CPC and currently drilled to a depth of 1,820 meters, this well marks a key milestone for Taiwan’s deep geothermal progress, offering international stakeholders a firsthand look at Taiwan’s geothermal potential and supportive development environment.

    Through this international platform, Taiwan aims to strengthen global partnerships, foster innovation, accelerate the growth of its geothermal sector, and advance toward the long-term goal of sustainable energy.

    Spokesperson:
    Mr. Chih-wei Wu, Deputy Director General, Energy Administration, Ministry of Economic Affairs
    Tel: +886-2-2775-7750 / +886-922-339-410
    Email: cwwu@moeaea.gov.tw

    Contact Person:
    Ms. Hsiu-fen Tsai, Director, Energy Administration, Ministry of Economic Affairs
    Tel: +886-2-2775-7730
    Email: hftsai@moeaea.gov.tw

    MIL OSI Asia Pacific News

  • MIL-OSI China: China speeding up standard-setting for autonomous driving safety

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

    BEIJING, April 29 — China will accelerate the development of mandatory national standards in its quest to improve autonomous driving safety, an official document showed.

    The document, released Monday by the Ministry of Industry and Information Technology, outlined key priorities for automotive standardization work for this year.

    Among the plans, the country will advance the approval and implementation of standards for autonomous driving design operating conditions, automated parking systems and simulation testing.

    China will also step up efforts to implement battery safety standards for electric vehicles and speed up relevant standard-setting to enhance the safety of driver-assistance products, the document said.

    MIL OSI China News

  • MIL-Evening Report: Did ‘induced atmospheric vibration’ cause blackouts in Europe? An electrical engineer explains the phenomenon

    Source: The Conversation (Au and NZ) – By Mehdi Seyedmahmoudian, Professor of Electrical Engineering, School of Engineering, Swinburne University of Technology

    The lights are mostly back on in Spain, Portugal and southern France after a widespread blackout on Monday.

    The blackout caused chaos for tens of millions of people. It shut down traffic lights and ATMs, halted public transport, cut phone service and forced people to eat dinner huddled around candles as night fell. Many people found themselves trapped in trains and elevators.

    Spain’s prime minister, Pedro Sánchez, has said the exact cause of the blackout is yet to be determined. In early reporting, Portugal’s grid operator REN was quoted as blaming the event on a rare phenomenon known as “induced atmospheric vibration”. REN has since reportedly refuted this.

    But what is this vibration? And how can energy systems be improved to mitigate the risk of widespread blackouts?

    How much does weather affect electricity?

    Weather is a major cause of disruptions to electricity supply. In fact, in the United States, 83% of reported blackouts between 2000 and 2021 were attributed to weather-related events.

    The ways weather can affect the supply of electricity are manifold. For example, cyclones can bring down transmission lines, heatwaves can place too high a demand on the grid, and bushfires can raze substations.

    Wind can also cause transmission lines to vibrate. These vibrations are characterised by either high amplitude and low frequency (known as “conductor galloping”), or low amplitude and high frequency (known as “aeolian vibrations”).

    These vibrations are a significant problem for grid operators. They can place increased stress on grid infrastructure, potentially leading to blackouts.

    To reduce the risk of vibration, grid operators often use wire stabilisers known as “stock bridge dampers”.

    What is ‘induced atmospheric vibration’?

    Vibrations in power lines can also be caused by extreme changes in temperature or air pressure. And this is one hypothesis about what caused the recent widespread blackout across the Iberian peninsula.

    As The Guardian initially reported Portugal’s REN as saying:

    Due to extreme temperature variations in the interior of Spain, there were anomalous oscillations in the very high voltage lines (400 kV), a phenomenon known as “induced atmospheric vibration”. These oscillations caused synchronisation failures between the electrical systems, leading to successive disturbances across the interconnected European network.

    In fact, “induced atmospheric vibration” is not a commonly used term, but it seems likely the explanation was intended to refer to physical processes climate scientists have known about for quite some time.

    In simple terms, it seems to refer to wavelike movements or oscillations in the atmosphere, caused by sudden changes in temperature or pressure. These can be triggered by extreme heating, large-scale energy releases (such as explosions or bushfires), or intense weather events.

    When a part of Earth’s surface heats up very quickly – due to a heatwave, for example – the air above it warms, expands and becomes lighter. That rising warm air creates a pressure imbalance with the surrounding cooler, denser air. The atmosphere responds to this imbalance by generating waves, not unlike ripples spreading across a pond.

    These pressure waves can travel through the atmosphere. In some cases, they can interact with power infrastructure — particularly long-distance, high-voltage transmission lines.

    These types of atmospheric waves are usually called gravity waves, thermal oscillations or acoustic-gravity waves. While the phrase “induced atmospheric vibration” is not formally established in meteorology, it seems to describe this same family of phenomena.

    What’s important is that it’s not just high temperatures alone that causes these effects — it’s how quickly and unevenly the temperature changes across a region. That’s what sets the atmosphere into motion and can cause power lines to vibrate. Again, though, it’s still unclear if this is what was behind the recent blackout in Europe.

    Atmospheric waves can sometimes be seen in clouds.
    Jeff Schmaltz/NASA

    More centralised, more vulnerable

    Understanding how the atmosphere behaves under these conditions is becoming increasingly important. As our energy systems become more interconnected and more dependent on long-distance transmission, even relatively subtle atmospheric disturbances can have outsized impacts. What might once have seemed like a fringe effect is now a growing factor in grid resilience.

    Under growing environmental and electrical stress, centralised energy networks are dangerously vulnerable. The increasing electrification of buildings, the rapid uptake of electric vehicles, and the integration of intermittent renewable energy sources have placed unprecedented pressure on traditional grids that were never designed for this level of complexity, dynamism or centralisation.

    Continuing to rely on centralised grid structures without fundamentally rethinking resilience puts entire regions at risk — not just from technical faults, but from environmental volatility.

    The way to avoid such catastrophic risks is clear: we must embrace innovative solutions such as community microgrids. These are decentralised, flexible and resilient energy networks that can operate independently when needed.

    Strengthening local energy autonomy is key to building a secure, affordable and future-ready electricity system.

    The European blackout, regardless of its immediate cause, demonstrates that our electrical grids have become dangerously sensitive. Failure to address these structural weaknesses will have consequences far worse than those experienced during the COVID pandemic.

    Mehdi Seyedmahmoudian 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. Did ‘induced atmospheric vibration’ cause blackouts in Europe? An electrical engineer explains the phenomenon – https://theconversation.com/did-induced-atmospheric-vibration-cause-blackouts-in-europe-an-electrical-engineer-explains-the-phenomenon-255497

    MIL OSI AnalysisEveningReport.nz

  • MIL-OSI New Zealand: Advisory: Police exercise at Mānawa Bay is now live

    Source: New Zealand Police (National News)

    Police can advise that a planned training exercise at Mānawa Bay, near Auckland Airport is now under way.

    The public are reminded that they may see tactical Police staff and other emergency services outside the centre.

    There is no cause for alarm.

    This exercise is taking place outside of Mānawa Bay’s operating hours.

    Mānawa Bay and its car park are closed to the general public.

    Police will issue a further advisory once the exercise is completed.

    ENDS

    Jarred Williamson/NZ Police

    MIL OSI New Zealand News

  • MIL-OSI: Apollo Funds to Acquire Pan-European, Highly Interconnected Colocation Data Center Business from STACK Infrastructure, a portfolio company of Blue Owl Digital Infrastructure

    Source: GlobeNewswire (MIL-OSI)

    LONDON and NEW YORK, April 29, 2025 (GLOBE NEWSWIRE) — Apollo (NYSE: APO) today announced that Apollo-managed infrastructure funds (the “Apollo Funds”) have agreed to acquire the European colocation business (the “Company”) developed and managed by STACK Infrastructure, a portfolio company of Blue Owl Digital Infrastructure Advisors LLC (“BODI”) in a carve-out transaction.

    The Company comprises seven data center assets in strategic, highly interconnected locations across five key European markets – Stockholm, Oslo, Copenhagen, Milan and Geneva – serving the data center and connectivity needs of a diverse portfolio of blue-chip enterprise clients, including telecommunications carriers, IT and services companies and financial institutions.

    Sherif Rizkalla, CEO of the Company, said: “We are delighted to partner with Apollo to accelerate growth of our business as a new, standalone company. Leveraging Apollo’s expertise in infrastructure, significant access to resources and support, we believe we are extraordinarily well-positioned to capitalize on our industry’s tailwinds and bring even more value to our customers, employees and other stakeholders.”

    Adam Petrie, Partner at Apollo, said: “We are strong believers in the fundamental tailwinds behind the demand for data center infrastructure. In particular, we believe high-quality, interconnected colocation businesses with differentiated value propositions like the Company’s offer an attractive, secular growth opportunity for the long-term. We are very excited to partner with Sherif and his team in taking this business to the next level and expanding its presence across Europe.”

    “A client-first approach is at the heart of STACK, which is why we established a dedicated enterprise colocation business unit in EMEA last year,” said John Eland, Chief Executive Officer, STACK EMEA. “The strategic creation of the colocation business unit enabled us to support the specialised requirements of the hyperscale sector, whilst also enabling our colocation experts to deliver exclusively on the needs of the enterprise sector. As STACK EMEA evolves to focus primarily on hyperscale clients, this transaction solidifies our commitment to hyperscale data center development and operations whilst our former enterprise colocation clients will continue to receive the highest standard of performance and support from dedicated experts.”

    As part of the carve-out transaction, the management team and all employees currently operating the EMEA colocation business within STACK are expected to migrate with the Company, which will be re-branded and will no longer bear the “STACK Infrastructure” name or logo. STACK will continue its growth trajectory with a focus on hyperscale development and operations across key EMEA markets.

    The transaction is subject to satisfaction of certain closing conditions, including regulatory approvals.

    Latham & Watkins LLP served as legal counsel to the Apollo Funds.

    About Apollo

    Apollo is a high-growth, global alternative asset manager. In our asset management business, we seek to provide our clients excess return at every point along the risk-reward spectrum from investment grade credit to private equity. For more than three decades, our investing expertise across our fully integrated platform has served the financial return needs of our clients and provided businesses with innovative capital solutions for growth. Through Athene, our retirement services business, we specialize in helping clients achieve financial security by providing a suite of retirement savings products and acting as a solutions provider to institutions. Our patient, creative, and knowledgeable approach to investing aligns our clients, businesses we invest in, our employees, and the communities we impact, to expand opportunity and achieve positive outcomes. As of December 31, 2024, Apollo had approximately $751 billion of assets under management. To learn more, please visit www.apollo.com.

    About BODI

    BODI is part of Blue Owl’s Real Assets platform and a leading manager of global real estate private equity funds focused exclusively on investing in the digital infrastructure sector. BODI makes investments in digital infrastructure assets, including data center assets and other technology and connectivity-related assets and service providers all on a global basis. As of December 31, 2024, the funds managed by BODI had approximately $14.2 billion in assets under management. Blue Owl is a global alternative asset manager with $251.1 billion AUM as of December 31, 2024.

    About STACK Infrastructure

    STACK provides digital infrastructure to scale the world’s most innovative companies. With a client-first approach, STACK delivers a comprehensive suite of campus, build-to-suit, colocation, and powered shell solutions in the Americas, EMEA, and APAC regions. With robust existing and flexible expansion capacity in the leading availability zones, STACK offers the scale and geographic reach that rapidly growing hyperscale and enterprise companies need. The world runs on data. Data runs on STACK.

    For more information about STACK, please visit: www.stackinfra.com.

    Apollo Contacts
    Noah Gunn
    Global Head of Investor Relations Apollo Global Management, Inc.
    (212) 822-0540
    IR@apollo.com

    Joanna Rose
    Global Head of Corporate Communications Apollo Global Management, Inc.
    (212) 822-0491
    Communications@apollo.com

    STACK Infrastructure Contacts
    Stephanie Srikandarajah
    press-emea@stackinfra.com

    The MIL Network

  • MIL-OSI: Production report for February and March 2025

    Source: GlobeNewswire (MIL-OSI)

    Oslo, 29 April 2025

             March 2025 February 2025
    Operated Boepd (1) Bopd (1) Boepd (1) Bopd (2)
    Colombia 631 448 584 410
    Argentina 1,873 281 1,493 215
    Total operated 2,504 729 2,077 625
    Total equity 1,226 413 1,028 357

    (1)   Barrels of oil equivalents per day (includes liquid and gas)
    (2)   Barrels of oil per day (represents only liquids)
    [boepd]: barrels of oil equivalents per day (includes liquid and gas)
    [Operated]: 100% field production operated by Interoil
    [Equity]        : Interoil’s share production net of royalties.

    Production Summary

    • Interoil’s daily average total operated production for March was 2,504 boepd, reflecting a improvement of +428 boepd when compared with February.
    • Operated production increased significantly in both Argentina (+380 boepd) and Colombia (+47 boepd).

    Country-Specific Highlights

    Argentina

    Gas production was primarily affected by the breakdown of two compressor engines. These required the custom fabrication of replacement parts, which arrived at the field in February. As a result, gas production experienced a sustained decrease from January until the repair of the damaged compressors in February. Furthermore in March, a surface equipment maintenance and recovery campaign was carried out, restoring approximately 90bopd of oil production.

    Colombia

    During March, the Vikingo-1 well averaged 141 boepd. At Puli C, production increased by 51 boepd following the reactivation of previously shut-in wells, which were successfully intervened using a workover rig demobilized on March 27. As of the date of this report, seven wells have been brought back online, delivering a combined flow of 117 bopd—slightly above expectations—and 82,000 scfpd of gas. These gas volumes are expected to gradually increase as the wells stabilize over the coming weeks.

    Additional information

    Further details about production performance are shown in the attached document. The graphs and tables illustrate both operated and equity production of oil and gas by country. “Operated production” refers to the total output from fields operated by Interoil, while “Equity production” refers to Interoil’s share of production, net of royalties.

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

    ***************************
    Please direct any further questions to ir@interoil.no
    Interoil Exploration and Production ASA is a Norwegian based exploration and production company – listed on the Oslo Stock Exchange with focus on Latin America. The Company is operator and license holder of several production and exploration assets in Colombia and Argentina with headquarter in Oslo.

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

    Attachment

    The MIL Network

  • MIL-OSI Russia: Polytechnic University Wins Gazprom Neft Universities League Prize

    Translation. Region: Russian Federal

    Source: Peter the Great St Petersburg Polytechnic University – Peter the Great St Petersburg Polytechnic University –

    The Science. Business. Education strategic partnership forum was held in St. Petersburg, where experts discussed joint strategies for personnel and technological transformation. Among the key participants was the team from Peter the Great St. Petersburg Polytechnic University. It presented the university’s projects and initiatives in the field of digitalization of education and interaction with partners. The main event of the forum was the presentation of the Gazprom Neft University League Prize. The SPbPU program in the field of innovative engineering for oil industry enterprises won in the Great Prospects nomination. It was developed taking into account the current challenges of the industry, including the tasks of creating digital models and technologies for their application in various industries.

    Our task is not just to train, but to form engineers of the future, capable of solving problems of technological leadership. Winning the award is recognition of the efforts of the entire team, – noted the head of the program Ivan Kurta.

    The project is being implemented in partnership with Gazprom Neft and has become the first additional professional education program in Russia transferred for use by other organizations under a license agreement. This partnership has provided the conditions for its implementation in the leading educational and industrial centers of the country.

    The program in the field of innovative engineering for oil industry enterprises was successfully tested in 2024 as part of a case championship, in which students from leading technical universities of St. Petersburg participated. SPbPU provided the organization of training, thereby confirming the practical value of the program.

    The interaction of science and industry is a necessity. By joint efforts we can form unique competencies, – emphasized Irina Rudskaya, Director of the Scientific and Educational Center for Information Technologies and Business Analysis of Gazprom Neft.

    In the nomination “Science of Enlightenment”, the winner of the competition was the project “Purchase Management at Oil and Gas Complex Enterprises”, developed by the Polytechnic team. The head of the program is Mikhail Afanasyev, professor at the Higher School of Industrial Management. The program trains specialists for key functions in the oil and gas industry, including for procurement at Gazprom Neft.

    We see a consistently high interest in our programs from both industrial partners and educational and scientific organizations. This confirms the demand and potential for scaling up Polytechnic’s educational solutions. The forum showed that we are moving in the right direction, – noted Dmitry Tikhonov, Vice-Rector for Continuing and Pre-University Education at SPbPU.

    The second day of the forum was devoted to discussing strategic directions for the development of the scientific and educational space in Russia. The focus was on issues of training engineering personnel, integrating science, education and business, and forming technological leadership in the regions. The agenda included panel discussions, sessions on franchising educational solutions, the academic mobility program, developing world-class campuses and mechanisms for supporting university technological entrepreneurship.

    The work of the sections “Designing network educational projects with regional universities” and “Franchising educational solutions in the field of industrial safety” should be separately noted. They presented proposals for new joint initiatives, and supported projects that are planned to be implemented in the field of additional education in 2025-2026. These decisions strengthen the position of the Polytechnic University as a reliable partner in the implementation of national priorities in education.

    Participation in the forum confirmed SPbPU’s status as a leader in the field of additional professional education and its key role in training engineering personnel for the industry of the future.

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

    MIL OSI Russia News

  • MIL-OSI Asia-Pac: President Lai meets Japanese Diet Member and former Minister of State for Economic Security Takaichi Sanae

    Source: Republic of China Taiwan

    Details
    2025-04-23
    President Lai delivers remarks at International Holocaust Remembrance Day event
    On the afternoon of April 23, President Lai Ching-te attended an International Holocaust Remembrance Day event and delivered remarks, in which he emphasized that peace is priceless, and war has no winners, while morality, democracy, and respect for human rights are powerful forces against violence and tyranny. The president stated that Taiwan will continue to expand cooperation with democratic partners and safeguard regional and global peace and stability, defending democracy, freedom, and human rights. He said we must never forget history, and must overcome our differences and join in solidarity to ensure that the next generations live in a world that is more just and more peaceful. Upon arriving at the event, President Lai heard a testimony from the granddaughter of a Holocaust survivor, followed by a rabbi’s recitation of the prayer “El Maleh Rachamim.” He then joined other distinguished guests in lighting candles in memory of the victims. A transcript of President Lai’s remarks follows: To begin, I want to thank the Israel Economic and Cultural Office (ISECO) in Taipei, German Institute Taipei, Taiwan Foundation for Democracy, and Ministry of Foreign Affairs for co-organizing this deeply significant memorial ceremony again this year. I also want to thank everyone for attending. We are here today to remember the victims of the Holocaust, express sympathy for the survivors, honor the brave individuals who protected the victims, and acknowledge all who were impacted by this atrocity. It was deeply moving to hear Ms. [Orly] Sela share the story of how her grandmother, Yehudit Biksz, escaped the Nazi regime. I want to thank her specially for traveling so far to attend this event. From the 1930s through World War II, the Nazi regime sought to exclude Jewish people from society. In their campaign, they perpetrated systematic genocide driven by their ideology. Policies and directives under the authoritarian Nazi regime resulted in the deaths of approximately 6 million Jews. Millions of others were persecuted, including Romani people, persons with disabilities, the gay community, and anyone who disagreed with Nazi ideology. It is one of the darkest chapters in human history. Many countries, including Taiwan, have enacted anti-massacre legislation, and observe a remembrance day each year. Those occasions help us remember the victims, preserve historical memory, and most importantly, reinforce our resolve to fight against hatred and discrimination. Twenty-three years ago, Chelujan (車路墘) Church in Tainan founded the Taiwan Holocaust Memorial Museum. It is the first Jewish museum in Taiwan, and the second Holocaust museum in Asia. Its founding mission urges us to forget hatred and love one another; put an end to war and advocate peace. Many of the exhibition items come from Jewish people, connecting Taiwan closer with Israel and helping Taiwanese better understand the experiences of Jewish people. In this way, we grow to more deeply cherish peace. When I was mayor of Tainan, I took part in an exhibition event at Chelujan Church. I was also invited by the Israeli government to join the International Mayors Conference in Israel, where I visited the World Holocaust Remembrance Center. I will never forget how deeply that experience moved me, and as a result, peace and human rights became even more important issues for me. These issues are valued by Taiwan and our friends and allies. They are also important links connecting Taiwan with the world. Peace is priceless, and war has no winners. We will continue to expand cooperation with democratic partners and safeguard regional and global peace and stability. We will also continue to make greater contributions and work with the international community to defend democracy, freedom, and human rights. This year also marks the 80th anniversary of the end of World War II. However, we still see wars raging around the world. We see a resurgence of authoritarian powers, which could severely impact global democracy, peace, and prosperous development. Today’s event allows for more than reflection on the past; it also serves as a warning for the future. We are reminded of the threats that hatred, prejudice, and extremism pose to humanity. But we are also reminded that morality, democracy, and respect for human rights are powerful forces against violence and tyranny. We must never forget history. We must overcome our differences and join in solidarity for a better future. Let’s work together to ensure that the next generations live in a world that is more just and more peaceful. Also in attendance at the event were Member of the Israeli Knesset (parliament) and Taiwan friendship group Chair Boaz Toporovsky, ISECO Representative Maya Yaron, and German Institute Taipei Deputy Director General Andreas Hofem.

    Details
    2025-04-23
    President Lai pays respects to Pope Francis  
    On the morning of April 23, President Lai Ching-te visited the Taipei Archdiocesan Curia to pay respects in a memorial ceremony for His Holiness Pope Francis. As officiant of the ceremony, President Lai burned incense and presented flowers, fruits, and wine to pay his respects to Pope Francis. At the direction of the master of ceremonies, the president then bowed three times in front of Pope Francis’s memorial portrait, conveying his grief and deep respect for the late pope. After hearing of Pope Francis’s passing on April 21, President Lai promptly requested the Ministry of Foreign Affairs to express sincere condolences from the people and government of Taiwan to the Vatican. The president also instructed Minister of Foreign Affairs Lin Chia-lung (林佳龍) to convey condolences to the Holy See’s Apostolic Nunciature in Taiwan.  

    Details
    2025-04-23
    President Lai meets US CNAS NextGen fellows
    On the morning of April 23, President Lai Ching-te met with fellows from the Shawn Brimley Next Generation National Security Leaders Program (NextGen) run by the Center for a New American Security (CNAS). In remarks, President Lai thanked the government of the United States for continuing its arms sales to Taiwan over the years, supporting Taiwan’s efforts to enhance its national defense capabilities and jointly maintaining peace and stability in the Indo-Pacific region. The president pointed out that we will promote our “Taiwan plus one” policy, that is, new arrangements for Taiwan plus the US, and form a “Taiwan investment in the US team” to expand investment and bring about even closer Taiwan-US trade cooperation, allowing us to reduce the trade deficit and generate development that benefits both sides. A translation of President Lai’s remarks follows: Ms. Michèle Flournoy, chair of the CNAS Board of Directors, is a good friend of Taiwan, and she has made major contributions to Taiwan-US relations through her long-time efforts on various aspects of our cooperation. I am happy to welcome Chair Flournoy, who is once again leading a NextGen Fellowship delegation to Taiwan. CNAS is a prominent think tank focusing on US national security and defense policy based in Washington, DC. Its NextGen Fellowship has fostered talented individuals in the fields of national security and foreign affairs. This year’s delegation is significantly larger than those of the past, demonstrating the increased importance that the next generation of US leaders attach to Taiwan. On behalf of the people of Taiwan, I extend my sincerest welcome to you all. The Taiwan Strait, an issue of importance for our guests, has become a global issue. There is a high degree of international consensus that peace and stability across the Taiwan Strait are indispensable elements in global security and prosperity. Facing military threats from China, Taiwan proposed the Four Pillars of Peace action plan. First, we are actively implementing military reforms, enhancing whole-of-society defense resilience, and working to increase our defense budget to more than 3 percent of GDP. Second, we are strengthening our economic resilience. As Taiwan’s economy must keep advancing, we can no longer put all our eggs in one basket. We are taking action to remain firmly rooted in Taiwan while expanding our global presence and marketing worldwide. In these efforts, we are already seeing results. Third, we are standing side-by-side with other democratic countries to demonstrate the strength of deterrence and achieve our goal of peace through strength. And fourth, Taiwan is willing, under the principles of parity and dignity, to conduct exchanges and cooperate with China towards achieving peace and stability in the Taiwan Strait. This April 10 marked the 46th anniversary of the enactment of the Taiwan Relations Act. We thank the US government for continuing its arms sales to Taiwan over the years, supporting Taiwan’s efforts to enhance its national defense capabilities and jointly maintaining peace and stability in the Indo-Pacific region. We look forward to Taiwan and the US continuing to strengthen collaboration on the development of both our defense industries as well as the building of non-red supply chains. This will yield even more results and further deepen our economic and trade partnership. The US is now the main destination for outbound investment from Taiwan. Moving forward, we will promote our “Taiwan plus one” policy, that is, new arrangements for Taiwan plus the US. And our government will form a “Taiwan investment in the US team” to expand investment. We hope this will bring Taiwan-US economic and trade cooperation even closer and, through mutually beneficial assistance, allow us to generate development that benefits both our sides while reducing our trade deficit. In closing, thank you once again for visiting Taiwan. We hope your trip is fruitful and leaves you with a deep impression of Taiwan. We also hope that going forward you continue supporting Taiwan and advancing even greater development for Taiwan-US ties.  Chair Flournoy then delivered remarks, first thanking President Lai for making time to receive their delegation. Referring to President Lai’s earlier remarks, she said that it is quite an impressive group, as past members of this program have gone on to become members of the US Congress, leading government experts, and leaders in the think-tank world and in the private sector. She remarked that investing in this group is a wonderful privilege for her and that they appreciate President Lai’s agreeing to take the time to engage in exchange with them. Chair Flournoy emphasized that they are visiting Taiwan at a critical moment, when there is so much change and volatility in the geostrategic environment, a lot of uncertainty, and a lot of unpredictability. She stated that given our shared values, our shared passion for democracy and human rights, and our shared interests in peace and stability in the Indo-Pacific region, this is an important time for dialogue, collaboration, and looking for additional opportunities where we can work together towards regional peace and stability.

    Details
    2025-04-18
    President Lai meets US delegation from Senate Foreign Relations Subcommittee on East Asia and the Pacific
    On the afternoon of April 18, President Lai Ching-te met with a delegation led by Senator Pete Ricketts, chairman of the United States Senate Foreign Relations Subcommittee on East Asia, the Pacific, and International Cybersecurity Policy. In remarks, President Lai said we hope to promote our Taiwan plus one policy, that is, new industrial arrangements for Taiwan plus the US, to leverage the strengths of both sides and reinforce our links in such areas as the economy, trade, and technological innovation. The president said that by deepening cooperation, Taiwan and the US will be better positioned to work together on building non-red supply chains. He said a more secure and sustainable economic and trade partnership will allow us to address the challenges posed by geopolitics, climate change, and the restructuring of global supply chains. A translation of President Lai’s remarks follows: I warmly welcome you all to Taiwan. I want to take this opportunity to especially thank Chairman Pete Ricketts and Ranking Member Chris Coons for their high regard and support for Taiwan. Chairman Ricketts has elected to visit Taiwan on his first overseas trip since taking up his new position in January. Ranking Member Coons made a dedicated trip to Taiwan in 2021 to announce a donation of COVID-19 vaccines on behalf of the US government. He also visited last May, soon after my inauguration, continuing to deepen Taiwan-US exchanges. Thanks to support from Chairman Ricketts and Ranking Member Coons, the US Congress has continued to introduce many concrete initiatives and resources to assist Taiwan through the National Defense Authorization Act and Consolidated Appropriations Act, bringing the Taiwan-US partnership even closer. For this, I want to again express my gratitude. There has long been bipartisan support in the US Congress for maintaining security in the Taiwan Strait. Faced with China’s persistent political and military intimidation, Taiwan will endeavor to reform national defense and enhance whole-of-society defense resilience. We will also make special budget allocations to ensure that our defense budget exceeds 3 percent of GDP, up from the current 2.5 percent, so as to enhance Taiwan’s self-defense capabilities. We look forward to Taiwan and the US continuing to work together to maintain peace and stability in the region. We will also promote our Taiwan plus one policy, that is, new industrial arrangements for Taiwan plus the US. We hope to leverage the strengths of both sides and reinforce our links in such areas as the economy, trade, and technological innovation, jointly promoting prosperity and development. We believe that by deepening cooperation through the Taiwan plus one policy, Taiwan and the US will be better positioned to work together on building non-red supply chains. A more secure and sustainable economic and trade partnership will allow us to address the challenges posed by geopolitics, climate change, and the restructuring of global supply chains. In closing, I wish Chairman Ricketts and Ranking Member Coons a smooth and successful visit. Chairman Ricketts then delivered remarks, first thanking President Lai for his hospitality. He said that he and his delegation have had a wonderful time meeting with government officials, industry representatives, and the team at the American Institute in Taiwan. Highlighting that Taiwan has long been a friend and partner of the US, he said their bipartisan delegation to Taiwan emphasizes long-time bipartisan support in the US Congress for Taiwan, and though administrations change, that bipartisan support remains. Chairman Ricketts stated that the US is committed to peace and stability in the Indo-Pacific and that they want to see peace across the Taiwan Strait. He also stated that the US opposes any unilateral change in the status of Taiwan and that they expect any differences between Taiwan and China to be resolved peacefully without coercion or the threat of force. To that end, he said, the US will continue to assist Taiwan in its self-defense and will also step up by bolstering its own defense capabilities, noting that there is broad consensus on this in the US Congress. Chairman Ricketts stated that they want to see Taiwan participate in international organizations and memberships where appropriate, and encourage Taiwan to reach out to current and past diplomatic allies to strengthen those bilateral relationships. He pointed out that the long economic relationship between the US and Taiwan is important for our as well as the entire world’s security and prosperity. He also noted that there are many opportunities for us to continue to grow the economic relationship that will help create more prosperity for our respective peoples and ensure that we are more secure in the world. Chairman Ricketts emphasized that they made this trip early on in the new US administration to work with Taiwan to develop three points: security, diplomatic relations, and the economy. He stated that in the face of rising aggression from communist China, the US will provide commensurate help to Taiwan in self-defense and that they will continue to provide the services and tools needed. In closing, Chairman Ricketts once again thanked President Lai for the hospitality and said he looks forward to dialogue on how we can continue these relationships. Ranking Member Coons then delivered remarks. Mentioning that their delegation also visited the Philippines on this trip, he said that there and in Taiwan, they have been focused on peace, stability, and security, and the ways for deepening and strengthening economic and security relations. He noted that 46 years ago, the US Senate passed the Taiwan Relations Act, adding that it was strongly bipartisan when enacted and that support for it is still strongly bipartisan today. Its core commitment, he said, is that the US will be engaged and will be a partner in ensuring that any dispute or challenge across the strait will be resolved peacefully, and that Taiwan will have the resources it needs for its self-defense. Ranking Member Coons said that between people, friendships are deepest and most enduring when they are based not just on interests but on values, and that the same is true between the US and Taiwan. Free press, free enterprise, free societies, democracy – these core shared values, he said, anchor our friendship and partnership, making them deeper. He remarked that they are grateful for the significant investment in the US being made by companies from Taiwan, but what anchors our partnership, in addition to these important investments and investments being made by Taiwan in its own security, are the values that mobilize our free-enterprise spirit and our commitment to free societies. In Europe in recent years, Ranking Member Coons said, an aggressive nation has tried to change boundaries and change history by force. He said that the US and dozens of countries committed to freedom have come to the aid of Ukraine to defend it, help it stabilize, and secure its future. So too in this region of the world, he added, the US and a bipartisan group in the US Senate are committed to stable, secure, peaceful relations and to deterring any unilateral effort to change the status quo by force. In closing, he said he is grateful for a chance to return to Taiwan after the pandemic and that he looks forward to our conversation, our partnership, and the important work we have in front of us. The delegation was accompanied to the Presidential Office by American Institute in Taiwan Taipei Office Director Raymond Greene.

    Details
    2025-04-17
    President Lai meets New Zealand delegation from All-Party Parliamentary Group on Taiwan  
    On the morning of April 17, President Lai Ching-te met with a delegation from New Zealand’s All-Party Parliamentary Group on Taiwan. In remarks, President Lai thanked the government of New Zealand for reiterating the importance of peace and stability across the Taiwan Strait on multiple occasions since last year. He also stated that this year, the Taiwan-New Zealand economic cooperation agreement (ANZTEC) is being implemented in its complete form. The president expressed hope that deeper collaboration in such fields as smart agriculture, food manufacturing, biomedicine, the digital economy, and clean energy, as well as exchanges among our indigenous peoples, will allow our economies and industries to continue evolving as they adapt to the challenges arising from global changes. A translation of President Lai’s remarks follows: I extend a warm welcome to all of our guests. New Zealand’s All-Party Parliamentary Group on Taiwan was established in 2023, marking a significant milestone in the deepening of Taiwan-New Zealand relations. I would like to thank Members of Parliament Stuart Smith and Tangi Utikere for leading this delegation, and thank all our guests for demonstrating support for Taiwan through action. We currently face a rapidly changing international landscape. Authoritarian regimes continue to converge and expand. Democracies must actively cooperate and jointly safeguard peace, stability, and the prosperous development of the Indo-Pacific region. Since last year, the government of New Zealand has on multiple occasions reiterated the importance of peace and stability across the Taiwan Strait. On behalf of the people of Taiwan, I would like to express our sincere gratitude for these statements and demonstrations of support. This year, ANZTEC is being implemented in its complete form. We look forward to exploring even more diverse markets with New Zealand. Deeper collaboration in such fields as smart agriculture, food manufacturing, biomedicine, the digital economy, and clean energy, as well as exchanges among indigenous peoples, will allow our economies and industries to continue evolving as they adapt to the challenges arising from global changes. Taiwan and New Zealand share the universal values of democracy, freedom, and respect for human rights, and parliamentary diplomacy is a tradition practiced by democracies around the world. Looking ahead, our parliamentary exchanges and mutual visits are bound to become more frequent. This will enable us to explore even more opportunities for cooperation and further deepen and solidify the democratic partnership between Taiwan and New Zealand. Thank you once again for making the long journey to visit us. I wish you a fruitful and successful trip. I also hope that everyone can take time to see more of Taiwan, try our local cuisine, and learn more about our culture. I hope our guests will fall in love with Taiwan. MP Smith then delivered remarks, saying that it is a great pleasure and an honor to be received by President Lai. The MP, noting that President Lai already covered many of the points he planned to make, went on to say that New Zealand and Taiwan share many values. He indicated that both are trading nations that rely on easy access for imports and exports, and that is why freedom of navigation is so important. That is why New Zealand had a naval vessel sail through the Taiwan Strait, he said, to underline the importance of freedom of navigation and our mutual security. MP Smith said that they look forward to building stronger relationships and enhancing the trade between our two nations. He added that New Zealand has much to offer in the field of geothermal energy to assist Taiwan, and mentioned that New Zealand is third largest in terms of the number of rocket launchers for satellites, which could assist Taiwan with communications in the future. New Zealand has other products as well, he said, but looks for assistance from Taiwan’s technology and technological sector. Lastly, MP Smith stated that he looks forward to a long and prosperous relationship between Taiwan and New Zealand. MP Utikere then delivered remarks, indicating that like Taiwan, New Zealand is a nation that is surrounded by ocean, which means that they rely on strong partnerships with communities of interest all around the globe. He said that the all-party parliamentary friendship group that was established and that they are a part of goes a long way in ensuring that a secure relationship between our two parliaments can continue to prosper. The MP also thanked Taiwan’s Representative to New Zealand Joanne Ou (歐江安) and her team for their work, which has ensured the success of the delegation’s visit. He said that the delegation experienced meetings with ministers in Taiwan’s government, members of the legislature, and those from the non-government organization sector as well. He also said that they enjoyed the opportunity to visit Wulai, and that the strength of the connections between the indigenous peoples of Taiwan and the indigenous peoples of Aotearoa New Zealand is something that certainly landed with members of the delegation. MP Utikere noted that he will take up President Lai’s offer on experiencing more of Taiwan, and will spend a few extra days in Tainan, which he understands has a very special place in the president’s heart, adding that he looks forward to his time and experiences there. The MP concluded his remarks by saying that this will be a relationship that continues to go from strength to strength. After their remarks, the New Zealand delegation sang the Māori song “Tutira Mai Nga Iwi” to extend best wishes to Taiwan. Also in attendance at the meeting were New Zealand Members of Parliament Jamie Arbuckle, Greg Fleming, Hamish Campbell, Cameron Luxton, and Helen White.  

    Details
    2025-04-06
    President Lai delivers remarks on US tariff policy response
    On April 6, President Lai Ching-te delivered recorded remarks regarding the impact of the 32 percent tariff that the United States government recently imposed on imports from Taiwan in the name of reciprocity. In his remarks, President Lai explained that the government will adopt five response strategies, including making every effort to improve reciprocal tariff rates through negotiations, adopting a support plan for affected domestic industries, adopting medium- and long-term economic development plans, forming new “Taiwan plus the US” arrangements, and launching industry listening tours. The president emphasized that as we face this latest challenge, the government and civil society will work hand in hand, and expressed hope that all parties, both ruling and opposition, will support the measures that the Executive Yuan will take to open up a broader path for Taiwan’s economy. A translation of President Lai’s remarks follows: My fellow citizens, good evening. The US government recently announced higher tariffs on countries around the world in the name of reciprocity, including imposing a 32 percent tariff on imports from Taiwan. This is bound to have a major impact on our nation. Various countries have already responded, and some have even adopted retaliatory measures. Tremendous changes in the global economy are expected. Taiwan is an export-led economy, and in facing future challenges there will inevitably be difficulties, so we must proceed carefully to turn danger into safety. During this time, I want to express gratitude to all sectors of society for providing valuable opinions, which the government regards highly, and will use as a reference to make policy decisions.  However, if we calmly and carefully analyze Taiwan’s trade with the US, we find that last year Taiwan’s exports to the US were valued at US$111.4 billion, accounting for 23.4 percent of total export value, with the other 75-plus percent of products sold worldwide to countries other than the US. Of products sold to the US, competitive ICT products and electronic components accounted for 65.4 percent. This shows that Taiwan’s economy does still have considerable resilience. As long as our response strategies are appropriate, and the public and private sectors join forces, we can reduce impacts. Please do not panic. To address the reciprocal tariffs by the US, Taiwan has no plans to adopt retaliatory tariffs. There will be no change in corporate investment commitments to the US, as long as they are consistent with national interests. But we must ensure the US clearly understands Taiwan’s contributions to US economic development. More importantly, we must actively seek to understand changes in the global economic situation, strengthen Taiwan-US industry cooperation, elevate the status of Taiwan industries in global supply chains, and with safeguarding the continued development of Taiwan’s economy as our goal, adopt the following five strategies to respond. Strategy one: Make every effort to improve reciprocal tariff rates through negotiations using the following five methods:  1. Taiwan has already formed a negotiation team led by Vice Premier Cheng Li-chiun (鄭麗君). The team includes members from the National Security Council, the Office of Trade Negotiations, and relevant Executive Yuan ministries and agencies, as well as academia and industry. Like the US-Mexico-Canada free trade agreement, negotiations on tariffs can start from Taiwan-US bilateral zero-tariff treatment. 2. To expand purchases from the US and thereby reduce the trade deficit, the Executive Yuan has already completed an inventory regarding large-scale procurement plans for agricultural, industrial, petroleum, and natural gas products, and the Ministry of National Defense has also proposed a military procurement list. All procurement plans will be actively pursued. 3. Expand investments in the US. Taiwan’s cumulative investment in the US already exceeds US$100 billion, creating approximately 400,000 jobs. In the future, in addition to increased investment in the US by Taiwan Semiconductor Manufacturing Company, other industries such as electronics, ICT, petrochemicals, and natural gas can all increase their US investments, deepening Taiwan-US industry cooperation. Taiwan’s government has helped form a “Taiwan investment in the US” team, and hopes that the US will reciprocate by forming a “US investment in Taiwan” team to bring about closer Taiwan-US trade cooperation, jointly creating a future economic golden age.  4. We must eliminate non-tariff barriers to trade. Non-tariff barriers are an indicator by which the US assesses whether a trading partner is trading fairly with the US. Therefore, we will proactively resolve longstanding non-tariff barriers so that negotiations can proceed more smoothly. 5. We must resolve two issues that have been matters of longstanding concern to the US. One regards high-tech export controls, and the other regards illegal transshipment of dumped goods, otherwise referred to as “origin washing.” Strategy two: We must adopt a plan for supporting our industries. For industries that will be affected by the tariffs, and especially traditional industries as well as micro-, small-, and medium-sized enterprises, we will provide timely and needed support and assistance. Premier Cho Jung-tai (卓榮泰) and his administrative team recently announced a package of 20 specific measures designed to address nine areas. Moving forward, the support we provide to different industries will depend on how they are affected by the tariffs, will take into account the particular features of each industry, and will help each industry innovate, upgrade, and transform. Strategy three: We must adopt medium- and long-term economic development plans. At this point in time, our government must simultaneously adopt new strategies for economic and industrial development. This is also the fundamental path to solutions for future economic challenges. The government will proactively cooperate with friends and allies, develop a diverse range of markets, and achieve closer integration of entities in the upper, middle, and lower reaches of industrial supply chains. This course of action will make Taiwan’s industrial ecosystem more complete, and will help Taiwanese industries upgrade and transform. We must also make good use of the competitive advantages we possess in such areas as semiconductor manufacturing, integrated chip design, ICT, and smart manufacturing to build Taiwan into an AI island, and promote relevant applications for food, clothing, housing, and transportation, as well as military, security and surveillance, next-generation communications, and the medical and health and wellness industries as we advance toward a smarter, more sustainable, and more prosperous new Taiwan. Strategy four: “Taiwan plus one,” i.e., new “Taiwan plus the US” arrangements: While staying firmly rooted in Taiwan, our enterprises are expanding their global presence and marketing worldwide. This has been our national economic development strategy, and the most important aspect is maintaining a solid base here in Taiwan. We absolutely must maintain a solid footing, and cannot allow the present strife to cause us to waver. Therefore, our government will incentivize investments, carry out deregulation, and continue to improve Taiwan’s investment climate by actively resolving problems involving access to water, electricity, land, human resources, and professional talent. This will enable corporations to stay in Taiwan and continue investing here. In addition, we must also help the overseas manufacturing facilities of offshore Taiwanese businesses to make necessary adjustments to support our “Taiwan plus one” policy, in that our national economic development strategy will be adjusted as follows: to stay firmly rooted in Taiwan while expanding our global presence, strengthening US ties, and marketing worldwide. We intend to make use of the new state of supply chains to strengthen cooperation between Taiwanese and US industries, and gain further access to US markets. Strategy five: Launch industry listening tours: All industrial firms, regardless of sector or size, will be affected to some degree once the US reciprocal tariffs go into effect. The administrative teams led by myself and Premier Cho will hear out industry concerns so that we can quickly resolve problems and make sure policies meet actual needs. My fellow citizens, over the past half-century and more, Taiwan has been through two energy crises, the Asian financial crisis, the global financial crisis, and pandemics. We have been able to not only withstand one test after another, but even turn crises into opportunities. The Taiwanese economy has emerged from these crises stronger and more resilient than ever. As we face this latest challenge, the government and civil society will work hand in hand, and I hope that all parties in the legislature, both ruling and opposition, will support the measures that the Executive Yuan will take to open up a broader path for Taiwan’s economy. Let us join together and give it our all. Thank you.

    MIL OSI Asia Pacific News

  • MIL-OSI Security: Eight countries launch Operational Taskforce to tackle violence-as-a-service

    Source: Europol

    The exploitation of young perpetrators to carry out criminal acts has emerged as a fast-evolving tactic used by organised crime. This trend was underlined in the European Union Serious and Organised Crime Threat Assessment 2025 (EU-SOCTA), which identified the deliberate use of youngsters as a way to avoid detection and prosecution.Recruitment, manipulation, exploitationViolence-as-a-service refers to the outsourcing of violent acts…

    MIL Security OSI

  • MIL-OSI Europe: Piero Cipollone: Navigating a fractured horizon: risks and policy options in a fragmenting world

    Source: European Central Bank

    Speech by Piero Cipollone, Member of the Executive Board of the ECB, at the conference on “Policy challenges in a fragmenting world: Global trade, exchange rates, and capital flow” organised by the Bank for International Settlements, the Bank of England, the ECB and the International Monetary Fund

    Frankfurt am Main, 29 April 2025

    I’m honoured to welcome you to this conference, jointly organised by the Bank for International Settlements (BIS), the Bank of England, the European Central Bank (ECB) and the International Monetary Fund (IMF).[1]

    Today, we come together to discuss the urgent challenges posed by global fragmentation – a growing risk to our interconnected world. Earlier this month, the President of the United States announced tariff hikes, sending shockwaves through the global economy – a stark reminder that the fractures we face are no longer hypothetical, but real.

    This announcement is but the latest chapter in a series of four major shocks that have been reshaping our world in recent years.

    First, since 2018 the intensifying power struggle between the United States and China has led to tit-for-tat tariffs affecting nearly two-thirds of the trade between these two economic giants. Second, starting in 2020, the pandemic caused unprecedented disruptions to supply chains, which prompted a re-evaluation of the balance between global integration and resilience. Third, in 2022 Russia’s unjustified invasion of Ukraine not only triggered an energy crisis but also deepened a geopolitical divide that continues to have worldwide repercussions. And fourth, we are now facing the rising risk of economic fragmentation within the western bloc itself, as new trade barriers threaten long-standing international partnerships.

    The data paint a sobering picture. Geopolitical risk levels have surged to 50% above the post-global financial crisis average, and uncertainty surrounding trade policy has risen to more than eight times its average since 2021.[2] What we are experiencing is not merely a temporary disruption – it is a profound shift in how nations interact economically, financially and diplomatically. So, it does not come as a surprise that financial markets have experienced considerable volatility in recent weeks. It remains to be seen if, for markets to find a stable equilibrium, it will be enough to step back from the current international economic disorder towards a more stable, predictable and reliable trading system – a development that appears elusive in the short term. Against this backdrop, recent moves in exchange rates, bond yields and equities, suggest that US markets have not been playing their usual role as a safe haven in this particular episode of stress. This potentially has far-reaching longer-term implications for capital flows and the international financial system.

    Today I will focus on three key points. First, we are seeing increasing signs of fragmentation becoming visible across the economy and financial system. Second, the implications of this accelerating fragmentation could extend far beyond the immediate disruptions, with consequences for growth, stability and prosperity. Third, in this evolving economic landscape, central banks must adapt their approaches yet retain a steadfast focus on their core mandates, while striving to preserve international cooperation.

    The emerging reality of fragmentation

    Let me begin by addressing a common belief – still held by many until recently – that, despite rising geopolitical tensions, globalisation appears largely resilient. Headline figures in trade and cross-border investment, for example, do indeed appear to support this belief. In 2024 world trade expanded to a record USD 33 trillion – up 3.7% from 2023. Similarly, the global stock of foreign direct investment reached an unprecedented USD 41 trillion.[3] However, these surface-level indicators may not reflect the underlying realities, creating a misleading sense of stability when important changes are already underway. In reality, fragmentation is already happening in both the global economy and the financial system.

    Fragmentation of the real economy

    Fragmentation is most evident in rebalancing trade, driven by escalating geopolitical tensions. Take, for instance, the escalating US-China trade tensions that have been intensifying since 2018. Studies show the impact of geopolitical distance on trade has become notably negative. A doubling of geopolitical distance between countries – akin to moving from the position of Germany to that of India in relation to the United States – decreases bilateral trade flows by approximately 20%.[4]

    The series of shocks to the global economy in recent years have also contributed to this fragmentation. According to gravity model estimates, trade between geopolitically distant blocs has significantly declined. Trade between rivals is about 4% lower than it might have been without the heightened tensions post-2017, while trade between friends is approximately 6% higher.[5] Global value chains are being reconfigured as companies respond to these new realities. In 2023 surveys already indicated that only about a quarter of leading firms operating in the euro area[6] that sourced critical inputs from countries considered subject to elevated risk had not developed strategies to reduce their exposure.[7]

    However, these shifting trade patterns have not yet been reflected in overall global trade flows. Non-aligned countries have played a crucial role as intermediaries, or connectors, helping to sustain global trade levels even as direct trade between rival blocs declines.[8] But this stabilising influence is unlikely to endure as trade fragmentation deepens and geopolitical alliances continue to shift.

    The tariffs announced by the US Administration are far-reaching and affect a substantial share of global trade flows. The effects on the real economy are likely to be material. In its World Economic Outlook, published last week, the International Monetary Fund revised down global growth projections for 2025-26 by a cumulative 0.8 percentage points and global trade by a cumulative 2.3 percentage points.[9] This notably reflects a negative hit from tariffs that ranges between 0.4% to 1% of world GDP by 2027.[10] In particular, IMF growth projections for the United States have been revised down by a cumulative 1.3 percentage points in 2025-26. The cumulative impact on euro area growth is smaller, at 0.4 percentage points.

    Financial fragmentation

    The fragmentation we are witnessing in global trade is mirrored in the financial sector, where geopolitical tensions are also reshaping the landscape.

    In recent years, global foreign direct investment flows have increasingly aligned with geopolitical divides. Foreign direct investment in new ventures has plunged by nearly two-thirds between countries from different geopolitical blocs. However, strong intra-bloc investments have helped sustain overall foreign direct investment levels globally, masking some of the fragmentation occurring beneath the surface.[11]

    But, as with trade flows, this dynamic is unlikely to persist as geopolitical tensions grow within established economic blocs. For instance, increased geopolitical distance is shown to curtail cross-border lending. A two standard deviation rise in geopolitical distance – akin to moving from the position of France to that of Pakistan in relation to Germany – leads to a reduction of 3 percentage points in cross-border bank lending.[12]

    The impact of fragmentation in global financial infrastructure is perhaps even more revealing. Since 2014 correspondent banking relationships – crucial for facilitating trade flows across countries – have declined by 20%. While other factors – such as a wave of concentration in the banking industry, technological disruptions and profitability considerations – have played a role[13], the contribution of the geopolitical dimension can hardly be overstated. The repercussions of this decline can be profound. Research shows that when correspondent banking relationships are severed in a specific corridor, a firm’s likelihood of continuing to export between the two countries of that corridor falls by about 5 percentage points in the short term, and by about 20 percentage points after four years.[14]

    Contributing to this trend, countries such as China, Russia and Iran have launched multiple initiatives to develop alternatives to established networks such as SWIFT, raising the possibility of a fragmented global payment system.[15] Geopolitical alignment now exerts a stronger influence than trade relationships or technical standards in connecting payment systems between countries.[16] This poses risks of regional networks becoming more unstable, increased trade costs and settlement times, and reduced risk sharing across countries.

    Additionally, we are witnessing a noticeable shift away from traditional reserve currencies, with growing interest in holding gold. Central banks purchased more than 1,000 tonnes of gold in 2024, almost double the level of the previous decade, with China being the largest purchaser, at over 225 tonnes. At market valuations, the share of gold in global official reserves has increased, reaching 20% in 2024, while that of the US dollar has decreased. Survey data suggest that two-thirds of central banks invested in gold to diversify, 40% to protect against geopolitical risk and 18% because of the uncertainty over the future of the international monetary system.[17] There are further signs that geopolitical considerations increasingly influence decisions to invest in gold. The negative correlation of gold prices with real yields has broken down since 2022, a phenomenon we have also observed in recent weeks. This suggests that gold prices have been influenced by more than simply the use of gold to hedge against inflation. Moreover, countries geopolitically close to China and Russia have seen more pronounced increases in the share of gold in official foreign reserves since the last quarter of 2021.

    The looming consequences of fragmentation

    Accelerating fragmentation is resulting in the immediate disruptions we are now seeing, but this is likely to only be the beginning – potentially profound medium and long-term consequences for growth, stability and prosperity can be expected.

    Medium-term impacts

    The initial consequences of fragmentation are already evident in the form of increased uncertainty. In particular, trade policy uncertainty has led to a broader rise in global economic policy instability, which is stifling investment and dampening consumption. Our research suggests that the recent increase in trade policy uncertainty could reduce euro area business investment by 1.1% in the first year and real GDP growth by around 0.2 percentage points in 2025-26[18]. Consumer sentiment is also under strain, with the ECB’s Consumer Expectations Survey revealing that rising geopolitical risks are leading to more pessimistic expectations, higher income uncertainty and ultimately a lower willingness to spend.[19] Moreover, ECB staff estimates suggest that the observed increase in financial market volatility might imply lower GDP growth of about 0.2 percentage points in 2025.

    Over the medium term, tariffs are set to have an unambiguously recessionary effect, both for countries imposing restrictions and those receiving them. The costs are particularly high when exchange rates fail to absorb tariff shocks, and some evidence suggests exchange rates have become less effective in this role.[20]

    The Eurosystem’s analysis of potential fragmentation scenarios suggests that such trade disruptions could turn out to be significant. In the case of a mild decoupling between the western (United States-centric) and the eastern (China-centric) bloc, where trade between East and West reverts to the level observed in the mid-1990s, global output could drop by close to 2%.[21] In the more extreme case of a severe decoupling – essentially a halt to trade flows – between the two blocs, global output could drop by up to 9%. Trade-dependent nations would bear the brunt of these trade shocks, with China potentially suffering losses of between 5% and 20%, and the EU seeing declines ranging from 2.4% to 9.5% in the mild and severe decoupling scenarios respectively. The analysis also shows that the United States would be more significantly affected if it imposed additional trade restrictions against western and neutral economies – with real GDP losses of almost 11% in the severe decoupling scenario – whereas EU losses would increase only slightly in such a case.[22]

    The inflationary effects of trade fragmentation are more uncertain. They depend mainly on the response of exchange rates, firms’ markups and wages. Moreover, they are not distributed equally. While higher import costs and the ensuing price pressures are likely to drive up inflation in the countries raising tariffs, the impact is more ambiguous in other countries as a result of the tariffs’ global recessionary effects, which push down demand and commodity prices, as well as of the possible dumping of exports from countries with overcapacity. The short to medium-term effects may even prove disinflationary for the euro area, where real rates have increased and the euro has appreciated following US tariff announcements.

    In fact, a key feature of most model-based assessments is that higher US tariffs lead to a depreciation of currencies against the US dollar, moderating the inflationary effect for the United States and amplifying it for other countries. But so far we have seen the opposite: the risk-off sentiment in response to US tariff announcements and economic policy uncertainty have led to capital flows away from the United States, depreciating the dollar and putting upward pressure on US bond yields. Conversely, the euro area benefited from safe haven flows, with the euro appreciating and nominal bond yields decreasing.

    Long-term structural changes

    The long-term consequences of economic fragmentation are inherently difficult to predict, but by drawing on historical examples and recognising emerging trends, it’s clear that we are on the verge of significant structural changes. Two areas stand out.

    The first one is structurally lower growth. On this point, international economic literature has reached an overwhelming consensus.[23] Quantitatively, point estimates might vary. For example, research of 151 countries spanning more than five decades of the 20th century reveals that higher tariffs have typically led to lower economic growth. This is largely due to key production factors – labour and capital – being redirected into less productive sectors.[24]

    However, data from the late 19th and early 20th centuries, a period which tariff supporters often look back to, seem to tell a different story. At that time, trade barriers across countries were high – the US effective tariff rate, for example, reached almost 60%, twice as high as after the 2 April tariffs. And sometimes countries imposing higher trade barriers enjoyed higher growth, which may provide motivation for current policymakers’ trade tariff policies. But these episodes need to be read in historical context. Before 1913, tariffs mostly shielded manufacturing, a high-productivity sector at the time, attracting labour from other, less productive sectors, like agriculture. Therefore, their negative effects were mitigated by the expansion of industries at the frontier of technological innovation. Moreover, the interwar years offer further nuance – the Smoot-Hawley tariffs of the 1930s had relatively limited direct effects on US growth, mainly because trade accounted for just 5% of the economy.

    But today’s tariffs are unlikely to replicate the positive effects seen in the 19th century. Instead, they risk creating the same inefficiencies observed in the course of the 20th century, by diverting resources from high-productivity sectors to lower-productivity ones. This contractionary effect could lead to persistently lower global growth rates. In fact, the abolition of trade barriers within the EU and the international efforts towards lower trade barriers in the second half of the 20th century were a direct response to the economic and political impact of protectionism,[25] which had played a key role in worsening and prolonging the Great Depression[26] and had contributed to the formation of competing blocs in the run-up to the Second World War.[27]

    The second long-term shift driven by fragmentation might be the gradual transition from a US-dominated, global system to a more multipolar one, where multiple currencies compete for reserve status. For example, if the long-term implications of higher tariffs materialise, notably in the form of higher inflation, slower growth and higher US debt, this could undermine confidence in the US dollar’s dominant role in international trade and finance.[28] Combined with a further disengagement from global geopolitical affairs and military alliances, this could, over time, undermine the “exorbitant privilege” enjoyed by the United States, resulting in higher interest rates domestically.[29]

    Moreover, as alternative payment systems gain traction, regional currencies may start to emerge as reserves within their respective blocs. This could be accompanied by the rise of competing payment systems, further fragmenting global financial flows and international trade. Such shifts would increase transaction costs and erode the capacity of countries to share risks on a global scale, making the world economy more fragmented and less efficient.

    The central bank’s role in a fragmented world

    So, as these tectonic shifts reshape the global economic landscape, central banks must adapt their approaches while remaining steadfast in their core mandates. The challenges posed by fragmentation require a delicate balance between confronting new realities and working to preserve the benefits of an integrated global economy. In order to navigate the present age of fragmentation, it is necessary to take action in four key areas.

    First, central banks must focus on understanding and monitoring fragmentation. Traditional macroeconomic models often assume seamless global integration and may not fully capture the dynamics of a fragmenting world. Enhanced analytical frameworks that incorporate geopolitical factors and how businesses adjust to these risks will be essential for accurate forecasting and effective policy formulation. The Eurosystem is reflecting on these issues.

    Second, monetary policy must adapt to the new nature of supply shocks generated by fragmentation. The effects of the greater frequency, size and more persistent nature of fragmentation-induced shocks and their incidence on prices require a careful calibration of our monetary responses. In this respect, our communication needs to acknowledge the uncertainty and trade-offs we face while giving a clear sense of how we will react depending on the incoming data. This can be done by making use of scenario analysis and providing clarity about our reaction function, as emphasised recently by President Lagarde.[30]

    Third, instead of building walls, we must forge unity. Even as political winds shift, central banks should strengthen international cooperation where possible. Through forums such as those provided by the BIS and the Financial Stability Board, we can keep open channels of cooperation that transcend borders. Our work on cross-border payments stands as proof of this commitment in line with the G20 Roadmap[31]. The ECB is pioneering a cross-currency settlement service through TARGET Instant Payment Settlement (TIPS) – initially linking the euro, the Swedish krona and the Danish krone. We are exploring connections between TIPS and other fast-payment systems globally, both bilaterally and on the basis of a multilateral network such as the BIS’ Project Nexus.[32]

    And fourth, central banks must enhance their capacity to address financial stability risks arising from fragmentation. The potential for sudden stops in capital flows, payment disruptions and volatility in currency markets requires robust contingency planning and crisis management frameworks. Global financial interlinkages and spillovers highlight the importance of preserving and further reinforcing the global financial safety net so that we can swiftly and effectively address financial stress, which is more likely to emerge in a fragmenting world.[33]

    In fact, the lesson from the 1930s is that international coordination is key to avoiding protectionist snowball effects, where tit-for-tat trade barriers multiply as each country seeks to direct spending to merchandise produced at home rather than abroad.[34] In order to avoid this, the G20 countries committed to preserving open trade could call an international trade conference to avoid beggar-thy-neighbour policies[35] and instead agree on other measures, such as macroeconomic policies that can support the global economy in this period of uncertainty and contribute to reduce global imbalances.

    Let me finally emphasise that the current situation also has important implications for the euro area. If the EU upholds its status as a reliable partner that defends trade openness, investor protection, the rule of law and central bank independence, the euro has the potential to play the role of a global public good. This requires a deep, trusted market for internationally accepted euro debt securities. That is why policy efforts to integrate and deepen European capital markets must go hand in hand with efforts to issue European safe assets.[36]

    Conclusion

    Let me conclude.

    As we stand at this crossroads of global fragmentation, we must confront an uncomfortable truth: we are drifting toward a fractured economic and financial landscape where trust is eroded and alliances are strained.

    Central banks now face a double challenge: to be an anchor of stability in turbulent economic waters while reimagining their role in a world where multiple economic blocs are forming. The question is not whether we adapt, but how we mitigate the costs of fragmentation without sacrificing the potential of global integration.

    Our greatest risk lies not in the shocks we anticipate, but in the alliances we neglect, the innovations we overlook and the common ground we fail to find. The future of global prosperity hinges on our ability to use fragmentation as a catalyst to reinvent the common good.

    MIL OSI Europe News

  • MIL-OSI Australia: Death following St Leonards crash on 17 April

    Source: New South Wales Community and Justice

    Death following St Leonards crash on 17 April

    Tuesday, 29 April 2025 – 4:30 pm.

    Sadly, police can confirm a 32-year-old man has died in Southern Tasmania.
    The man was the passenger in a vehicle involved in a crash on Johnston Road at St Leonards on 17 April.
    Following the crash the man was flown to hospital in a serious condition and has since passed away.
    Sadly the 27-year-old woman who was the driver of the vehicle died at the scene of the crash.
    Our thoughts are with everyone affected by the crash.
    A report will be prepared for the Coroner.

    MIL OSI News

  • MIL-OSI: Anoto introduces ‘inq’ – A New Era of Handwriting for the Digital Age.

    Source: GlobeNewswire (MIL-OSI)

    www.inq.shop

    Anoto Group AB (publ) (“Anoto”) is excited to introduce a completely re-imagined lineup of smartpens, notebooks, accessories and software under a bold new consumer brand – inq. Merging the timeless magic of ink with next-generation technology, inq seeks to redefine how we write in the digital age in a way that’s never been done before.

    For too long, handwriting has lived solely on paper, disconnected from our digital lives. That changes now. With AI now smart enough to read handwriting better than most people can, inq is introducing new products that are the perfect companions for your phone, designed for the way we think, live, and work today.

    Our new smartpens represent a step-change in quality: the thinnest, most comfortable digital pens we’ve ever built. These are iconic pens you’ll want to carry with you, all the time. Lightweight, stylish and responsive, they write beautifully on paper while syncing everything you create instantly to your phone, tablet, or laptop.

    The inq app uses advanced AI handwriting recognition to digitize your notes with incredible precision; capturing pressure, color, audio, and even converting your scribbles to searchable, shareable text with a single tap. Whether you’re a student, professional, or creative, inq keeps your ideas safe, accessible, and ready to use the moment the ink dries.

    We’ve also designed a range of notebooks and accessories to support every kind of user and every budget. From premium paper to beautifully crafted notebooks, everything is made sustainably and built to elevate your writing experience. These products aren’t just tools, they’re the perfect gift, whether for yourself or someone who values thoughtful design and function.

    Pre-orders open today in the US, with fulfilment beginning in early May.

    inq is more than just a smartpen — it’s the future of handwriting,” said Kevin Adeson, Chairman. “Our team has worked incredibly hard to deliver something truly new and market leading: beautifully designed products and software that let you write naturally, while unlocking the benefits of digital connection. With our obsessive focus on customer experience, this is just the beginning of our journey.

    For more information and to pre-order, visit www.inq.shop.

    For further information, please contact:

    Kevin Adeson, Chairman of the board of Anoto Group AB (publ)

    For more information about Anoto, please visit www.anoto.com or email ir@anoto.com

    Anoto Group AB (publ), Reg.No. 556532-3929, Flaggan 1165, 116 74 Stockholm

    This information constitutes inside information as Anoto Group AB (publ) is obliged to disclose under the EU Market Abuse Regulation 596/2014. The information was provided by the contact person above for publication on 29 April 2025 at 08:30 CEST.

    About Anoto Group
    Anoto Group AB (Nasdaq Stockholm: ANOT) is a publicly held Swedish technology company and the original inventor of the digital pen and dot pattern technology. Anoto develops intelligent pens, paper and software that seamlessly bridge handwritten input and the digital world. Its core business lines include ‘inq’ and ‘Livescribe’ retail products as well as enterprise workflow solutions. Anoto’s smartpens are used globally by students, professionals, and organizations to enhance productivity, creativity, and data capture. With a renewed focus on high-quality design, software innovation, and customer experience, Anoto is driving the next generation of digital writing.

    Attachments

    The MIL Network

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

    Source: GlobeNewswire (MIL-OSI)

    OCTOPUS FUTURE GENERATIONS VCT PLC

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

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

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

    Chair’s statement

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

    Helen Sinclair
    Chair

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

    Portfolio Manager’s review

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

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

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

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

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

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

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

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

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

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

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

    A selection of our completed investments

    Revitalising Healthcare

    Pencil Biosciences is a gene editing technology platform.

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

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

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

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

    Empowering people

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

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

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

    Building a sustainable planet

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

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

    Q&A

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

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

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

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

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

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

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

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

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

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

    Portfolio case studies

    CoMind
    CoMind is building revolutionary brain sensing technologies.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

    Top 10 investments in detail1

    1

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

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

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

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

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

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

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

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

    5

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

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

    6

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

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

    7

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

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

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

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

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

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

    10

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

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

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

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

    D&I policy status
    Policy in place: 100%

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

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

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

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

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

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

    Simon King
    Partner and Lead Fund Manager for Future Generations VCT

    Risks and risk management

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

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

    Emerging risks

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

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

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

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

    Principal risks

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

    Viability statement

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

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

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

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

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

    Directors’ responsibilities statement

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

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

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

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

    In so far as each of the Directors is aware:

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

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

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

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

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

    On behalf of the Board

    Helen Sinclair
    Chair

    Income statement

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

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

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

    Balance sheet

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

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

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

    Helen Sinclair
    Chair
    Company No: 13750143

    Statement of changes in equity

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

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

    Cash flow statement

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

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

    Notes to the financial statements

    1. Principal accounting policies

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

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

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

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

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

    2. Investment income
    Accounting policy

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

    Disclosure

      18 months to  
      31 December 2024

        30 June 2023

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

    3. Investment management fees
    Accounting policy

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

    Disclosure

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

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

    4. Other expenses
    Accounting policy

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

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

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

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

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

    5. Tax on ordinary activities
    Accounting policy

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

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

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

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

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

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

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

    6. (Loss)/earnings per share

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

    323

    (3,217)

    (2,894)

    (250)

    (528)

    (778)

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

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

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

    7. Net asset value per share

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

    8. Transactions with the Manager and Portfolio Manager

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

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

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

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

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

    9. Related party transactions

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

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

    10. 2024 financial information

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

    11. 2023 financial information

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

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

    13. General information

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

    14. Directors

    Helen Sinclair (Chair), Joanna Santinon and Ajay Chowdhury

    15. Secretary and registered office   

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

    The MIL Network

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

    Source: GlobeNewswire (MIL-OSI)

    OCTOPUS TITAN VCT PLC

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

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

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

    Key financials

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

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

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

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

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

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

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

    Strategic Review

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

    Tom Leader
    Chair

    Spotlight on the review of strategy

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

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

    Co-ordinating information packs for the external advisers.

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

    Internal review committee submits scope of work to the Board.

    External advisers, Smith Square Partners, appointed.

    Board reviews Octopus’ scope of work.

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

    Board reviews information pack on sustainability and fund performance.

    Board reviews external advisers’ analysis of performance and benchmarking.

    One Board meeting
    Jan 2025 Survey results analysed.

    External specialists commence review of Consumer Duty.

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

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

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

    Survey results analysed.

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

    Results of Consumer Duty Review analysed.

    Unaudited NAV released with update on progress of review.

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

    Proposal submitted to Board regarding ongoing fees.

    External advisers’ interim report shared with the Board.

    Annual report published.

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

    Board commences fee negotiations with Octopus.

    Two Board meetings

    Summary of the Manager’s internal review workstreams:

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

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

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

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

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

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

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

    Octopus Ventures’ new CEO

    Erin Platts joined Octopus Ventures as CEO in January 2025.

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

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

    Portfolio Manager’s review

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

    Case studies

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

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

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

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

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

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

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

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

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

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

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

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

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

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

    • Operating in over 90 cities across Europe

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

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

    Top 10 investments in detail1
    1
    Skin+Me

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

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

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

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

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

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

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

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

    5
    Vitesse

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

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

    6
    ManyPets

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

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

    7
    Pelago

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

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

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

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

    9
    Orbex

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

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

    10
    Token

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

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

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

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

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

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

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

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

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

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

    Risks and risk management

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

    Emerging and principal risks, and risk management

    Emerging risks

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

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

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

    Principal risks

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

    Viability statement

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

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

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

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

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

    Directors’ responsibilities statement

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

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

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

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

    Insofar as each of the Directors is aware:

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

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

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

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

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

    On behalf of the Board

    Tom Leader
    Chair

    Income statement

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

    Titan has no other comprehensive income for the period.

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

    Balance sheet

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

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

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

    Tom Leader, Chair
    Company Number 06397765

    Statement of changes in equity

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

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

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

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

    Cash flow statement

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

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

    Notes to the financial statements

    1. Principal accounting policies

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

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

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

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

    Basis of preparation

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

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

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

    Disclosure

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

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

    3. Investment management fees
    Accounting policy

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

    Disclosure

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

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

    4. Other expenses
    Accounting policy

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

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

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

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

    5. Tax on ordinary activities
    Accounting policy

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

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

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

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

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

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

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

    6. Dividends
    Accounting policy

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

    Disclosure

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

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

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

    7. Earnings per share

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

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

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

    8. Net asset value per share

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

    9. Transactions with the Manager and Portfolio Manager

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

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

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

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

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

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

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

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

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

    10. Related party transactions

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

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

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

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

    The Directors received the following dividends from Titan:

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

    11. 2024 financial information

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

    12. 2023 financial information

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

    13. Annual Report and financial statements

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

    14. General information

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

    15. Directors

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

    16. Secretary and registered office   

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

    The MIL Network

  • MIL-OSI: Forbion leads €18M Series A Financing in Textile Recycling Technology company EEDEN

    Source: GlobeNewswire (MIL-OSI)

    NAARDEN, The Netherlands, April 29, 2025 (GLOBE NEWSWIRE) — Forbion, a leading venture capital firm with deep biotech expertise in Europe announces it has led the €18 million Series A financing round through its BioEconomy fund of German tech startup EEDEN GmbH, a company which has developed a groundbreaking textile recycling technology. Also joining as new investors are Henkel Ventures, and NRW.Venture, the Venture Fund of NRW.BANK, North Rhine-Westphalia´s development bank. All existing investors reinvested in the round, including the venture capital investors TechVision Fund (TVF), High-Tech Gründerfonds (HTGF) and D11Z.Ventures. The funding will enable EEDEN to build its demonstration plant in Münster, optimize large-scale processing, and establish commercial projects with key players in the textile industry.

    Ongoing challenges including rising costs, scarcity of resources, material volatility, and growing regulatory hurdles continue to strain the textile industry. To remain competitive, brands and manufacturers are increasingly looking for textile materials that combine high performance, scalability, and circularity at price parity. EEDEN addresses this need with its breakthrough in chemical recycling technology that recovers pure cellulose and PET building blocks (monomers) from cotton-polyester blends. Their products can be used to produce virgin-quality lyocell, viscose, and polyester fibers thereby offering a resource-efficient alternative to conventional fibers and unlocking new circular value chains.

    Alex Hoffmann, General Partner at Forbion noted, “EEDEN has developed a pioneering solution that can make large-scale textile recycling not only technologically feasible, but also commercially viable in the near future. We see tremendous potential in their approach and are excited to support the team as they bring this breakthrough technology to industrial scale.”

    Steffen Gerlach, CEO & Co-Founder of EEDEN explained, “Over the past few years, we have developed a proven solution that has the potential to meet the industry’s long-term need for cost-efficient and high-performing circular materials. We are proud that our new and existing investors believe in our approach and share our vision. With their support, we are ready to scale our technology and turn textile waste into materials the industry truly needs.”

    With increasing textile waste comes increased regulation. As of January 2025, EU member states are required to implement separate collection systems for used textiles. EEDEN’s technology provides a pragmatic solution that is capable of processing complex blended materials.

    The new EEDEN demonstration facility in Münster, Germany follows the successful technology validation of its pilot plant with industrial partners. This €18 million Series A financing will enable the company to optimize large-scale processing and establish commercial projects with key players in the textile industry.

    About EEDEN
    EEDEN is a tech company based in Münster, Germany, pioneering the chemical recycling of cotton-polyester textiles. Founded in 2019, EEDEN has developed a breakthrough technology that efficiently separates and recovers cellulose and PET monomers, which fiber producers transform into virgin-quality lyocell, viscose, and polyester fibers – enabling the transition toward a fully circular textile industry. Find out more at eeden.world

    About Forbion BioEconomy Fund I
    BioEconomy Fund I’s focus on using biotechnology and green chemistry to deliver sustainable B2B solutions in Food, Agriculture, Materials, and Environmental Technologies is best exemplified by its initial investments in Solasta Bio and Novameat. These portfolio companies illustrate Forbion’s commitment to scalable, biotech-enabled innovation. Solasta Bio develops sustainable insect control solutions as alternatives to chemical insecticides, while Novameat advances plant-based meat production with proprietary technology designed for scalability and high-quality texture. By building on Forbion’s expertise in biotechnology, the fund aligns its investments with UN Sustainable Development Goals, including SDG 9 (industry, innovation, and infrastructure), SDG 12 (responsible consumption and production), and SDG 13 (climate action). Forbion BioEconomy Fund I aims to deliver strong financial returns while driving impactful solutions to pressing planetary challenges. Forbion BioEconomy Fund I surpasses €150 million target, raising €164.5 million with strong institutional LP support.

    About Forbion
    Forbion is a leading global venture capital firm with deep expertise in Europe and offices in Naarden, The Netherlands, Munich, Germany and Boston, USA. Forbion invests in innovative biotech companies, managing approximately €5 billion across multiple fund strategies that cover all stages of (bio-) pharmaceutical drug development. In addition, Forbion leverages its biotech expertise beyond human health to address ‘planetary health’ challenges through its BioEconomy fund strategy, which invests in companies developing sustainable solutions in food, agriculture, materials, and environmental technologies. Forbion’s team consists of over 30 investment professionals that have built an impressive performance track record since the late nineties with 128 investments across 11 funds. Forbion’s record of sourcing, building and guiding life sciences companies has resulted in many approved breakthrough therapies and valuable exits. Forbion typically selects impactful investments that will positively affect the health and well-being of people and the planet, as well as meet its financial return objectives. The firm is a signatory to the United Nations Principles for Responsible Investment. Forbion operates a joint venture with BGV, the manager of seed and early-stage funds, especially focused on Benelux and Germany.

    The MIL Network

  • MIL-OSI Russia: Victory of the State University of Management: Our Students Conquered the All-Russian Festival of Social Projects

    Translation. Region: Russian Federal

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

    Projects by students of the Institute of Marketing of the State University of Management became winners and prize-winners of the annual All-Russian student festival of social projects “Media Class”.

    The festival has been uniting creative youth of Russia for over 20 years. The theme of this year’s festival was thinking in code.

    The projects of our university students revealed aspects of the implementation of new technologies, the possibilities of artificial intelligence, and ways of solving social problems using neural networks.

    GUU teams that became winners of the “Media Class” festival

    Nomination “Audio”

    1st place – project “Get offline”. Authors: Natalia Kruglova, Nina Smirnova (students of the “RISSO in business 3-3” group). Leader – Alexandra Timokhovich.

    1st place – project “Take a break and come back to life”. Authors: Anisimova Ioanna, Petrosyan Diana (students of the group “PNB 3-1”). Leader – Alexandra Timokhovich.

    “Our audio clip is dedicated to the problem of digital burnout, excessive involvement of children and young people in the digital space and social networks. We set ourselves the task of not only identifying the problematic situation, but also offering optimal solutions. We used the dialogization technique to make the impact of the text on the target audience more focused!”, shared student Ioanna Anisimova.

    2nd place – project “The Terrible Truth”. Authors: Daria Yezhova, Elizaveta Fedoseeva (students of the “RISSO in Business 3-1” group). Leader – Alexandra Timokhovich.

    2nd place – project “Quarter-life crisis”. Author: Tatyana Letunova (student of the “RISSO in business 3-1” group). Supervisor – Alexandra Timokhovich.

    “Many people think that youth is a time of entertainment, carelessness, frivolity. But this is not so. Many young people experience stress from social pressure, anxiety due to uncertainty, lack of confidence due to the need to choose their future profession. In the audio clip, I urge young people to reduce their anxiety level, stop to think about the present and the future,” admitted Tatyana Letunova.

    3rd place – project “Save the Silence of the Forest”. Authors: Ksenia Ignatyeva, Anna Vaslyaeva (students of the “RISSO in Business 3-1” group). Leader – Alexandra Timokhovich.

    3rd place – project “Say no to energy drinks”. Authors: Ulyana Sorokina, Sofia Alekseeva (students of the “RISSO in business 3-3” group). Leader – Alexandra Timokhovich.

    Nomination “Text”

    1st place – project “Artificial Intelligence”. Author: Maria Markosyan (student of the “PNB 1-1” group). Supervisor – Alexandra Timokhovich.

    “In my essay, I discussed how artificial intelligence can help solve social and environmental problems. I looked at different problem situations that people face and outlined the capabilities that artificial intelligence has for solving various problems, the main thing is to learn how to use it correctly,” said Maria Markosyan.

    Nomination “Complex social project”

    1st place – project “Never abandon your pets”. Authors: Anna Badayeva, Ksenia Stavtseva (students of the “RISSO in business 3-1” group). Leader – Alexandra Timokhovich.

    2nd place – projects “Digital pensioners”, “Leaving online?”, “Modern farm”. Author: Marina Zotkina (master’s student of the “Producing advertising communications 1-1” group). Supervisors – Elena Dianina, Alexandra Timokhovich.

    “I am very happy that the social projects that we develop and implement during our studies are recognized and supported. When choosing the bachelor’s and master’s degree programs related to advertising and PR communications, I set myself the goal of contributing to the development of society. Thanks to my project managers, Elena Dianina and Alexandra Timokhovich, I can move forward and implement new ideas,” said Marina Zotkina.

    3rd place – project “Loneliness among youth”. Authors: Adamova Nelli, Yarmukhamedova Kamiliya (students of the group “RISSO in business 3-1”). Leader – Alexandra Timokhovich.

    We congratulate the winners and leaders of student projects, wishing them creative inspiration and further success!

    Subscribe to the TG channel “Our GUU” Date of publication: 04/29/2025

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

    MIL OSI Russia News

  • MIL-OSI Global: Game change Canadian election: Mark Carney leads Liberals to their fourth consecutive win

    Source: The Conversation – Canada – By Fiona MacDonald, Associate Professor, Political Science, University of Northern British Columbia

    Canada’s 2025 federal election will be remembered as a game-changer. Liberal Leader Mark Carney pulled off a dramatic reversal of political fortunes after convincing voters he was the best candidate to fight annexation threats from United States President Donald Trump.

    “Together we will build a Canada worthy of our values,” he told cheering supporters in his victory speech in Ottawa.

    Canadians gave the Liberals their fourth mandate since 2015, although the race against the Conservatives was much closer than polls predicted.

    Nonetheless, only four months ago, Conservative Leader Pierre Poilievre had a 25-point lead in public opinion polls and a fairly secure path to victory.

    Yet Poilievre’s lead soon vanished due to shifting voter sentiments defined less by the official campaign period and more by the months that preceded it. Justin Trudeau’s early January resignation announcement and Carney’s confirmation that he was officially in the Liberal leadership race dramatically changed the political landscape.




    Read more:
    After stunning comeback, centre-left Liberals likely to win majority of seats at Canadian election


    Within a matter of weeks, Liberal support surged when Carney became party leader and Trump continued to make threats about Canada becoming a 51st American state — and to levy punishing on-again, off-again tariffs against the country.

    The party went from being 20 percentage points behind the Conservatives to overtaking them, putting the party on track to secure its fourth consecutive victory. A shift described by longtime pollster Frank Graves as “unprecedented.”

    Poilievre’s messaging

    The emerging “Canada strong” and “elbows up” narratives, linked to the widespread anti-Trump sentiment, proved a major advantage for the Liberals, who made the most out of this political gift.

    This shift, alongside Carney’s elimination of the carbon tax, left Poilievre on the back foot as his longstanding messaging on Trudeau and his “axe the tax” slogan became largely irrelevant.




    Read more:
    Who really killed Canada’s carbon tax? Friends and foes alike


    The impact of these shifts in electoral fortunes extended beyond the two main parties. As the election became increasingly a two-party race between the Liberals and Conservatives, the smaller parties struggled for relevance.

    Election campaign polling and early results indicated steep losses for the NDP, with Jagmeet Singh losing his own seat in Burnaby, B.C. and then resigning as party leader. This could be due to voters on the left responding to calls to vote strategically to prevent Conservative victories in various ridings.

    The Bloc Québecois also lost ground, as did the Green Party of Canada and the People’s Party of Canada (PPC). Neither the Greens nor the PPC fielded full slates of candidates or participated in the leaders’ debates and therefore played comparatively limited roles in this election.

    Advance voting in a gendered election

    Another notable feature of this election was the record advance voting turnout, which surged to 7.3 million Canadians, up sharply from 5.8 million in 2021.

    Early voting has now become a central part of party campaign strategy, with campaigns “getting out the vote” at every opportunity, not just on Election Day. This trend raises questions not only about whether overall turnout will rise, but also whether party platforms remain as influential given so many votes were cast before all parties released their platforms.

    While many Canadians take in elections with a focus on party leaders and seat counts, there are other important ways to contemplate election outcomes in terms of inclusion and voice. What does this election tell us about gender and diversity representation in Canada’s Parliament?

    This was a deeply gendered election. The major party leaders are all men, with the exception of Elizabeth May, the Green Party co-leader.

    Preliminary candidate data showed a decrease in the number of women candidates compared to 2021.

    The NDP nominated the highest proportion of women candidates — the majority of its candidates are women — and fielded the most diverse slate of candidates in terms of Indigenous people, Black people, racialized people and LGBTQ+ candidates. But the party’s dramatic losses mean these gains will not translate into more diverse representation in Parliament.

    Furthermore, one of Carney’s first actions as prime minister was to eliminate the sex-balanced cabinet and to reduce the size of the cabinet. He eliminated the Ministry of Women and Gender Equality (WAGE) as well as ministerial portfolios focused on youth, official languages, diversity, inclusion, disability and seniors.

    These decisions reverse previous efforts taken to institutionalize gender and diversity leadership in Canada’s Parliament.

    Party platforms also reflected diverging approaches when it came to women. The Conservative platform only mentioned women four times, and three of those mentions were in the context of opposition to transgender rights.




    Read more:
    Pierre Poilievre’s ‘More Boots, Less Suits’ election strategy held little appeal to women


    The role of young working-class men

    Polling also revealed intersections of generation, gender and class are increasingly relevant. Like the last federal election, young working-class men are increasingly drawn to the Conservatives. This trend appears to be driven less by fiscal conservatism and more by concerns about rapid social change, a trend also observed in the 2024 American presidential election.

    Many of these young men are expressing frustrations over housing affordability and job security, and what they view as the Liberal and NDP’s “woke culture,” which they view as eroding traditional values that have traditionally benefited men. In contrast, Canadian women of all ages continue to favour parties they view as more progressive — the Liberals and the NDP.

    Theoretical explanations for this include young men feeling left behind by the Liberals, while the Conservatives have seemingly figured out a way to connect with them.

    This may reflect campaign rhetoric about returning to traditional expectations and values around gender roles and men’s rights to well-paying jobs, an affordable home and taking care of their families.

    Electoral reform needed?

    In the aftermath of the election, there are avenues through which current gaps in representation can be addressed. Organizations like the United Nations’ Inter-parliamentary Union and the Commonwealth Parliamentary Association, as well as gender and politics scholarship, propose various reforms to continue to strengthen diversity in Parliament.

    These reforms are understood to be essential for enhancing the legitimacy, responsiveness and effectiveness of Canada’s parliamentary system. Research on gender-and diversity-sensitive parliaments consistently shows that when legislative bodies reflect the diversity of the societies they govern, they are more likely to produce policies that are equitable, inclusive and trusted by the public.

    Overall, this Canadian election was characterized by transformative twists and turns that shed more light on important ongoing questions about representation and the potential need for democratic reform if Canadians want to avoid a two-party system.

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

    ref. Game change Canadian election: Mark Carney leads Liberals to their fourth consecutive win – https://theconversation.com/game-change-canadian-election-mark-carney-leads-liberals-to-their-fourth-consecutive-win-253721

    MIL OSI – Global Reports

  • MIL-OSI Global: What Liberal Mark Carney’s election win in Canada means for Europe

    Source: The Conversation – Canada – By Katerina Sviderska, PhD Candidate in Slavonic Studies, University of Cambridge

    Just months ago, Canada’s Conservatives were leading the polls, surfing the wave of radical right ideas and rhetoric sweeping across the globe. But with the election victory of Mark Carney’s Liberal Party, Canada now stands out as a liberal anchor in a fractured West.

    This election may not only shape Canada’s domestic trajectory, but also carries significant implications for its international partnerships amid rising geopolitical uncertainty.

    As some European countries and the United States head towards isolationism, authoritarianism and turn to the East — even flirting with Russia — Canada’s continued Liberal leadership reinforces its position as a key ally for the European Union. Carney’s centrist and pro-EU attitude provides stability and relief for Europeans.

    From defence to trade and climate, Canada and the EU share deep economic and strategic ties. With a Liberal government, these connections will strengthen, offering both sides what they need the most: a reliable, like-minded partner at a time of transatlantic unpredictability.

    What does Carney’s victory mean specifically for the Canada-EU relationship?

    Trade as a strategic anchor

    Carney’s election offers new momentum for Canada-EU collaboration. His “blue liberalism” brings Canada ideologically closer to Europe’s current leadership — from Emmanuel Macron’s centrist France to the Christian Democratic Union-led coalition in Germany — providing fertile ground for pragmatic co-operation.

    Trade remains the foundation of the Canada-EU relationship, and both sides should aim to build on it. At the heart of this partnership is the Comprehensive Economic and Trade Agreement (CETA), which has increased EU-Canada trade by 65 per cent since 2017.

    European Council President António Costa has called the deal a success story providing clear proof “trade agreements are clearly better than trade tariffs.”

    As the U.S. speeds toward toward economic nationalism, CETA has become more than a commercial agreement — it’s a strategic anchor in the global liberal order. One of the Liberal government’s early priorities is likely to consolidate and strengthen CETA. In doing so, Canada can position itself as an ambitious partner, ready to seize new opportunities as European countries seek to reduce their reliance on the American market.

    Climate and energy: A balanced agenda

    Climate and energy, too, offer new opportunities for co-operation. Both Canada and the EU are navigating the tensions between pursuing ambitious decarbonization goals and managing economic and inflationary pressures. After scrapping Canada’s carbon tax on his first day in office, Carney has already hinted at a more pragmatic environmental stance.

    While pledging to maintain key climate policies — including the emissions cap on oil and gas — Carney’s government may recalibrate Canada’s approach to energy. This would mirror shifts among some European allies’ climate policies.

    This evolving transatlantic consensus — less about abandoning climate goals, more about making them economically viable — paves the way for closer co-operation based on a common goal: bolstering economic competitiveness while maintaining environmental credibility.

    Both Carney and the EU view the investment in new technologies as the path forward.

    As Europe accelerates its green agenda and implements new sustainability rules, only countries with strong environmental standards qualify as long-term partners. Canada, provided it stays the course on climate policies, is well-positioned to be a key partner in Europe’s green transition.

    Transatlantic defence co-operation

    Beyond trade and energy, defence co-operation between Canada and the EU is expected to surge. A key priority for the new Liberal government is to finally reach NATO’s benchmark of spending two per cent of gross domestic product on defence, a longstanding commitment that has eluded previous administrations.




    Read more:
    What does Donald Trump’s NATO posturing mean for Canada?


    This signal of rearmament reflects not only alignment with NATO expectations but also a broader understanding that liberal democracies must be prepared to defend themselves. Nowhere is this more pressing than in Ukraine, the epicentre of Europe’s geopolitical storm.

    Canada has been among the most reliable supporters of Ukraine since the onset of Russia’s full-scale invasion, aligning itself with Europe’s most committed nations — France, Poland, the Baltics and, increasingly, Germany.

    But as threats evolve, the battlefield also extends beyond Ukraine’s frontlines. Hybrid attacks — cyber, disinformation campaigns and foreign interference in democratic processes — now wash up on all shores. Canada’s National Cyber Threat Assessment 2025–26 identifies state-sponsored cyber operations as one of the most serious threats to democratic stability, particularly from Russia and China.




    Read more:
    Foreign interference threats in Canada’s federal election are both old and new


    In strengthening its defence collaboration, Ottawa is hoping to get a seat in the fight against autocracies. The question is no longer whether to engage, but how to lead in this era of layered and compounding threats coming from rivals like Russia and China — and now from the U.S., a historical Canadian ally.

    Under Carney’s leadership, Canada is likely to pursue a pragmatic and globally engaged liberalism definitively aligned with Europe. As Canada and the EU are both looking for reliable allies to weather the storm, this renewed western alliance could solidify around Ottawa and Brussels — anchored in shared democratic values and pragmatic leadership.

    Katerina Sviderska receives funding from Fonds de Recherche du Québec and the Gates Cambridge Foundation.

    Leandre Benoit receives funding from the Social Sciences and Humanities Research Council of Canada.

    ref. What Liberal Mark Carney’s election win in Canada means for Europe – https://theconversation.com/what-liberal-mark-carneys-election-win-in-canada-means-for-europe-254775

    MIL OSI – Global Reports

  • MIL-OSI New Zealand: Police officer unjustified in driving into and punching a man in Whitianga

    Source: Independent Police Conduct Authority

    8 April 2025

    The Independent Police Conduct Authority has found that a Police officer was unjustified in ramming a man with his patrol car and punching him seven times, after the man used a skateboard to smash the patrol car’s windscreen and window. Both the officer and the man were injured.

    The incident occurred on 9 March 2023, when two officers went to an apartment complex in Whitianga to arrest the man for aggravated robbery. One officer drove to the scene while the second approached on foot from another direction. As the first officer drove into the carpark, the man walked towards him, yelling and raising his skateboard before striking the windscreen and the driver’s window.

    The officer was covered in shattered glass which got into his eyes. He said he feared for his life. Although he initially started driving away, he decided to turn back. He says he did this out of concern that the man would attack the second officer. Upon seeing the man again walking towards him holding the skateboard, the officer rammed him with the patrol car. The man became airborne before landing between the car and a fence. The officer then got out of his car and punched the man seven times in the head area before the second officer arrived and handcuffed the man. The incident was captured on CCTV.

    Police charged the man with intentional damage and intentionally injuring the officer. On 12 June 2023, the man was convicted on both charges.

    Police also charged the officer with common assault and assault with intent to injure. The case was tried before a judge and jury on 16 May 2024, and the officer was acquitted.

    While the Authority accepts that the officer acted in defence of himself and the second officer when ramming the man with his car, we found that the officer’s response was a disproportionate and unjustified use of force, considering that the slightest miscalculation or loss of control could have resulted in a fatality.

    In respect of the punches, the Authority did not accept that the officer genuinely believed the man still posed a threat. This use of force was, therefore, also unjustified.

    Public Report 

    Use of Police vehicle as a weapon and punching in Whitianga unjustified (PDF 408 KB)

    MIL OSI New Zealand News

  • MIL-OSI New Zealand: Police breach policy during fatal fleeing driver incident at Manukau

    Source: Independent Police Conduct Authority

    10 April 2025

    The Independent Police Conduct Authority has found that officers at Manukau breached policy when involved in a fleeing driver incident that resulted in a crash and death of a man (Mr Z).

    At about 11.42pm on 17 June 2024, a Police unit in the Manukau CBD stopped and briefly spoke to Mr Z due to his car having stolen number plates. Mr Z drove away at speed. Within a minute, another Police unit signalled Mr Z to stop but he failed to do so. Officers in that second unit failed to comply with policy when they did not abandon a pursuit by way of stopping and turning off their emergency lights.

    Two other officers were a short distance away on Lambie Drive and heard events on the Police radio. They decided to set up road spikes to try to stop the car. The Authority found that these officers breached policy by not informing Comms of their plan, although we acknowledge the event was fast moving.

    When an officer stepped out from behind a signboard to throw the spikes onto the road, Mr Z swerved and lost control of the car, which struck a tree and caught fire. Officers summoned assistance and used fire extinguishers to put out the fire, before assisting Mr Z and his female passenger. Their actions in this respect were commendable.

    Mr Z died at the scene and his passenger was seriously injured.

    It transpired that the car was stolen (separately from the stolen number plates), Mr Z had methamphetamine in his system, he was breaching a court-imposed curfew, and he was driving dangerously. However, we found that if officers had complied with existing Police policy, this crash might have been avoided.

    This case highlights the need for officers to understand the ‘Fleeing Driver’ and ‘Tyre Deflation Devices’ policy requirements and the reasons behind them, which are for their own safety as well as the safety of others. We did not recommend that Police consider charging any of the officers involved with a criminal offence.

    The Authority acknowledges this matter involves the death of a man and injury to a woman and we extend our sympathy to those involved.

    Public Report

    Police breach policy during fatal fleeing driver incident at Manukau (PDF 562 KB)

    MIL OSI New Zealand News

  • MIL-OSI New Zealand: Fatal crash following Police pursuit near Otaki

    Source: Independent Police Conduct Authority

    Fatal crash following Police pursuit near Ōtaki

    15 April 2025

    On 26 April 2024, Police began a brief pursuit of a stolen Ford Courier ute traveling south from Levin on State Highway 1, because it had been involved in an aggravated robbery in Ōtaki. The pursuit was abandoned promptly due to the excessive speed.

    Subsequently, the ute was observed driving north in the southbound lane of the expressway. The ute ultimately collided head-on with a Toyota Fortuner SUV north of Ōtaki. The driver of the Ute, 16-year-old Reihana Hawea, was pronounced dead at the scene. Another passenger, Tama Whakarau, later succumbed to injuries at the hospital, while a third passenger sustained serious injuries but survived the incident. The four occupants of the Toyota Fortuner sustained injuries ranging from serious to moderate, but all survived.

    The Authority conducted an independent investigation, which concluded that, overall, the Police managed the fleeing driver incident appropriately. Notably, the Police considered closing the road to minimise risks to other road users. However, this option was ultimately deemed unfeasible given the circumstances.

    We identified some minor breaches of the ‘Fleeing driver’ policy, including:

    • Officer B, who was a crew member in the leading pursuit vehicle, should have managed the radio communications;

    • Officer D should not have followed the fleeing vehicle with his warning lights activated, as this briefly recommenced the pursuit; and

    • Officer A should not have activated his warning lights without first obtaining permission from the pursuit controller.

    The Authority is recommending that Police amend their ‘Fleeing driver’ policy to specify that when a Police vehicle is carrying crew members, those crew members are responsible for managing Police communications during pursuits.

    Public Report

    Fatal crash following Police pursuit near Ōtaki (PDF 625 KB)

    MIL OSI New Zealand News

  • MIL-OSI New Zealand: Custody officer uses unjustified force in Manukau Custody Unit

    Source: Independent Police Conduct Authority

    Custody officer used unjustified force in Manukau Custody Unit

    17 April 2025

    The Independent Police Conduct Authority has found that a custody officer used unjustified force on a male prisoner in the Counties Manukau Custody Unit.

    On 14 November 2023, a 19-year-old man was received into the District Custody Unit at Manukau. While in a holding cell, he began banging his head backwards against a concrete wall. Custody officers told him to stop and warned him that he would otherwise be placed in a restraint chair. However, the man banged his head a further three times.

    While a restraint chair was being prepared, Custody Officer A went into the cell alone and pulled the man to his feet. The man resisted and moved into a corner of the cell, where Custody Officer A struck him while attempting to restrain him.

    Two other custody officers entered and assisted in removing the man from the cell. As they escorted him towards the door, Custody Officer A punched the man in the face, saying that he believed the man was about to spit at him.

    We found that custody officers should have made further attempts to stop the man from banging his head before looking to use a restraint chair, which should only be used as a last resort. Custody officers also failed to seek authority from a supervisor before using the restraint chair, as is required by Police policy.

    We found that Custody Officer A should not have intervened on his own as there was no immediate threat to the man’s safety, and that it was unreasonable and unjustified for him to strike the man while in the corner of the cell.

    Custody Officer A was justified in using force to stop the man from spitting at him. However, by punching him in the face, he used excessive force to do so.

    Police completed their own investigation. They concluded it was not in the public interest to charge Custody Officer A but conducted a disciplinary process regarding his use of excessive force. We agree with this process and outcome.

    The Authority completed its investigation in July 2024 but was obliged to wait for Police processes before publishing its report.

    Public Report

    MIL OSI New Zealand News

  • MIL-OSI New Zealand: Horotiu Road closed, serious crash

    Source: New Zealand Police (District News)

    Horotiu Road south of Te Kowhai is blocked due to a serious crash.

    Police were called to the crash, in which a single vehicle hit a power pole, about 4:40pm.

    Traffic is being diverted at Woolrich Road.

    Initial indications are that there are critical injuries.

    The Serious Crash Unit has been advised and contractors are on site for the power pole.

    ENDS

    MIL OSI New Zealand News

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

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

    New Africa, Shutterstock

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

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

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

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

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

    The solution: ‘fan-first’ cooling

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

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

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

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

    Don’t fans still use electricity to run?

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

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

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

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

    The problem with over-reliance on aircon

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

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

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

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

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

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

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

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

    Using fans safely and effectively

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

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

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

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

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

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

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

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

    Take action now

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

    1. consider buying pedestal or ceiling fans

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

    3. wear light clothing and stay hydrated

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

    5. enjoy a reduced energy bill and increased comfort.

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

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

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

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

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

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

    MIL OSI AnalysisEveningReport.nz

  • MIL-OSI Economics: Lufthansa Group improves adjusted EBIT in the first quarter and confirms positive outlook for the full year

    Source: Lufthansa Group

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

    “Global demand for air travel continues to grow. Despite all the geopolitical uncertainties, we therefore remain on course for growth, are optimistic about the summer, and are sticking to our positive outlook for 2025. In the first quarter, our airlines were able to sell their expanded capacity at higher yields in the market. Our revenue improved by ten percent compared with the previous year, with Lufthansa Cargo and Lufthansa Technik also contributing with their strong performance. On the North Atlantic, the number of guests rose by more than seven percent in the first quarter, with higher load factors and better yields. Demand continues to be robust for the second quarter. I am pleased that our guests are benefiting from significantly improved punctuality and stability, particularly with our core brand Lufthansa. Operationally, we had our best start to the year in ten years. I would therefore like to express my special thanks to all crew members, technicians, and employees at the airports and in the operations centers of our airlines, who contributed to this success with their great commitment.”

    Results for the first quarter of 2025

    The Lufthansa Group increased its revenue in the first quarter of 2025 by ten percent compared to the previous year to 8.1 billion euros (previous year: 7.4 billion euros). The company posted an operating loss (adjusted EBIT) of 722 million euros; a significant improvement compared to the previous year (previous year: -849 million euros).

    The adjusted EBIT margin improved to -8.9 percent (previous year: -11.5 percent). The Group result fell to -885 million euros (previous year: -734 million euros).

    Significantly improved punctuality and operational stability

    The Group’s airlines expanded their capacity by almost five percent compared with the first quarter of the previous year. Load factors declined slightly to 78.7 percent. Thanks to moderate growth compared with previous years, the operational stability and punctuality of the passenger airlines improved significantly despite the rising number of flights. In operational terms, the core brand Lufthansa had its best start to a year in ten years. At the Frankfurt hub alone, 20,000 fewer hotel beds had to be booked for guests in the first quarter than in the same period in 2024. Direct compensation payments for flight delays and cancellations fell groupwide by 52 percent to EUR 47 million (previous year: EUR 98 million) due to significantly improved operational stability.

    Cost increases weigh on passenger airline results

    Revenue from passenger airlines rose by six percent in the first quarter to 5.9 billion euros (previous year: 5.6 billion euros). The operating result of the Lufthansa Group Passenger Airlines declined slightly with an adjusted EBIT of -934 million euros compared to the previous year (previous year: adjusted EBIT: -918 million euros).

    Yields rose by 0.4 percent on average year-on-year driven by consistently high demand. Unit revenues (RASK) were 2.7 percent higher than in the previous year, partly due to significantly lower compensation payments to passengers compared with the strike-hit first quarter of the previous year.

    Unit costs (CASK) excluding fuel and emissions expenses rose by 3.1 percent compared with the same quarter last year due to general cost increases. The main cost drivers were fee increases at system partners such as air traffic control (+19 percent) and airports, as well as high-cost inflation for maintenance services.

    In addition, the seasonal shift of the usually strong Easter travel season, which fell in the first quarter last year, also had an impact on earnings development. Without this shift, the passenger airlines would have significantly improved their earnings compared with the previous year.

    Strong first quarter on the North Atlantic

    Demand for air travel to and from North America remained strong in the first quarter. The number of passengers rose by 7.1 percent compared with the previous year. Load factors were also higher than in the previous year, with the seat load factor 0.7 percentage points above the 2024 figure. Average revenues for flights to and from North America also developed positively in the first quarter. They rose by 6.7 percent compared with the first three months of the previous year.

    Currently, demand in the US sales region continues to rise. In March, Lufthansa Group airlines carried around 25 percent more passengers from the US to Europe than in the same month last year.

    Lufthansa Technik and Lufthansa Cargo continue positive trends

    Demand for maintenance, overhaul and repair services and other products offered by Lufthansa Technik remains high. Revenue rose by 18 percent compared with the previous year to 2.0 billion euros (previous year: 1.7 billion euros). Adjusted EBIT rose by 49 percent to a new record level of 161 million euros (previous year: 108 million euros [1]).

    In the logistics segment, capacity increased by seven percent due to the expansion of freight capacity in passenger aircraft because of a further increase in traffic volume and the addition of another Boeing 777 freighter, while sales also increased by nine percent. Average revenues rose by around 12 percent compared with the same quarter last year. Unit costs were reduced slightly thanks to successful cost management. As a result, Lufthansa Cargo generated a significantly improved adjusted EBIT of 62 million euros in the first quarter (previous year: -22 million euros).

    Positive adjusted free cash flow further reduces net debt

    Operating cash flow rose to around 1.8 billion euros in the first quarter (previous year: 1.3 billion euros). The change is mainly due to improved working capital in relation to a seasonal increase in ticket sales. Including a decline in net capital expenditure, Adjusted free cash flow improved to 835 million euros (previous year: 305 million euros).

    The Group further strengthened its balance sheet in the first quarter of 2025. Net debt decreased to 5.3 billion euros compared with the end of 2024 (December 31, 2024: 5.7 billion euros). Net pension obligations fell to 2.2 billion euros due to interest rates (December 31, 2024: 2.6 billion euros). At the end of March 2025, the company had total liquidity of 11.4 billion euros (December 31, 2024: 11.0 billion euros).

    Till Streichert, Chief Financial Officer of Deutsche Lufthansa AG:

    “We are in a period of high volatility. In this environment, it is good news that we are making progress as planned on issues within our control, such as our turnaround program at Lufthansa Airlines. At the same time, we are keeping an eye on market risks. We are well prepared to respond should these materialize. However, it is not just about risks, but also about positive factors that are already supporting our earnings performance today, such as favorable fuel prices and exchange rates. These can help to offset the financial effects of any changes in demand. Overall, we therefore remain confident that we will be able to achieve a full-year result significantly above the previous year’s level.”

    Outlook

    Global demand for air travel remains strong. The Lufthansa Group therefore expects another strong summer travel season overall.

    The most popular vacation destinations are Mediterranean destinations, especially Spain, Italy, and Greece. Demand for long-haul travel also remains steady. This also applies to flights to and from North America, where ticket sales for the second quarter are up on the previous year.

    Nevertheless, macroeconomic uncertainties, particularly the trade tensions between the US, the EU and other regions, are making it difficult to forecast the coming quarters accurately. Visibility for the third quarter remains limited.

    The Lufthansa Group has set up a task force to closely monitor current developments and, if necessary, respond quickly and flexibly to any weakening in demand, for example by adjusting capacity. The company also believes that potential market changes offer opportunities. For example, a further decline in kerosene prices could counteract temporary fluctuations in demand.

    Despite the uncertainties, the Lufthansa Group is confirming its forecast for the full year with an operating result (adjusted EBIT) significantly above the previous year (1,645 million euros).

    Further information

    Further information on the results of individual business segments will be published in the report for the first quarter of 2025. This will be published simultaneously with this press release on April 29, 2025, at 7:00 a.m. CEST at https://investor-relations.lufthansagroup.com/en/investor-relations.html.

    The traffic figures for the first quarter of 2025 will also be published at 07:00 CEST at https://investor-relations.lufthansagroup.com/en/publications/traffic-figures.html.


    [1] Since the beginning of the 2025 fiscal year, Lufthansa Industry Solutions, which was previously part of the MRO division, has been allocated to the other companies and Group functions. The previous year’s figures have been adjusted accordingly.

    MIL OSI Economics

  • MIL-OSI Global: Game change Canadian election: Mark Carney projected to lead Liberals to their fourth consecutive win

    Source: The Conversation – Canada – By Fiona MacDonald, Associate Professor, Political Science, University of Northern British Columbia

    Canada’s 2025 federal election will be remembered as a game-changer. Liberal Leader Mark Carney is projected to have pulled off a dramatic reversal of political fortunes after convincing voters he was the best candidate to fight annexation threats from United States President Donald Trump.

    Only four months ago, Conservative Leader Pierre Poilievre had a 25-point lead in public opinion polls and a fairly secure path to victory.

    Yet Poilievre’s lead soon vanished due to shifting voter sentiments defined less by the official campaign period and more by the months that preceded it. Justin Trudeau’s early January resignation announcement and Carney’s confirmation that he was officially in the Liberal leadership race dramatically changed the political landscape.




    Read more:
    After stunning comeback, centre-left Liberals likely to win majority of seats at Canadian election


    Within a matter of weeks, Liberal support surged when Carney became party leader and Trump continued to make threats about Canada becoming a 51st American state — and to levy punishing on-again, off-again tariffs against the country.

    The party went from being 20 percentage points behind the Conservatives to overtaking them, putting the party on track to secure its fourth consecutive victory. A shift described by longtime pollster Frank Graves as “unprecedented.”

    Poilievre’s messaging

    The emerging “Canada strong” and “elbows up” narratives, linked to the widespread anti-Trump sentiment, proved a major advantage for the Liberals, who made the most out of this political gift.

    This shift, alongside Carney’s elimination of the carbon tax, left Poilievre on the back foot as his longstanding messaging on Trudeau and his “axe the tax” slogan became largely irrelevant.




    Read more:
    Who really killed Canada’s carbon tax? Friends and foes alike


    The impact of these shifts in electoral fortunes extended beyond the two main parties. As the election became increasingly a two-party race between the Liberals and Conservatives, the smaller parties struggled for relevance.

    Election campaign polling and early results indicated steep losses for the NDP, with Leader Jagmeet Singh’s own seat in Burnaby, B.C., under threat. This could be due to voters on the left responding to calls to vote strategically to prevent Conservative victories in various ridings.

    The Bloc Québecois also lost ground, as did the Green Party of Canada and the People’s Party of Canada (PPC). Neither the Greens nor the PPC fielded full slates of candidates or participated in the leaders’ debates and therefore played comparatively limited roles in this election.

    Advance voting in a gendered election

    Another notable feature of this election was the record advance voting turnout, which surged to 7.3 million Canadians, up sharply from 5.8 million in 2021.

    Early voting has now become a central part of party campaign strategy, with campaigns “getting out the vote” at every opportunity, not just on Election Day. This trend raises questions not only about whether overall turnout will rise, but also whether party platforms remain as influential given so many votes were cast before all parties released their platforms.

    While many Canadians take in elections with a focus on party leaders and seat counts, there are other important ways to contemplate election outcomes in terms of inclusion and voice. What does this election tell us about gender and diversity representation in Canada’s Parliament?

    This was a deeply gendered election. The major party leaders are all men, with the exception of Elizabeth May, the Green Party co-leader.

    Preliminary candidate data showed a decrease in the number of women candidates compared to 2021.

    The NDP nominated the highest proportion of women candidates — the majority of its candidates are women — and fielded the most diverse slate of candidates in terms of Indigenous people, Black people, racialized people and LGBTQ+ candidates. But the party’s dramatic losses mean these gains will not translate into more diverse representation in Parliament.

    Furthermore, one of Carney’s first actions as prime minister was to eliminate the sex-balanced cabinet and to reduce the size of the cabinet. He eliminated the Ministry of Women and Gender Equality (WAGE) as well as ministerial portfolios focused on youth, official languages, diversity, inclusion, disability and seniors.

    These decisions reverse previous efforts taken to institutionalize gender and diversity leadership in Canada’s Parliament.

    Party platforms also reflected diverging approaches when it came to women. The Conservative platform only mentioned women four times, and three of those mentions were in the context of opposition to transgender rights.




    Read more:
    Pierre Poilievre’s ‘More Boots, Less Suits’ election strategy held little appeal to women


    The role of young working-class men

    Polling also revealed intersections of generation, gender and class are increasingly relevant. Like the last federal election, young working-class men are increasingly drawn to the Conservatives. This trend appears to be driven less by fiscal conservatism and more by concerns about rapid social change, a trend also observed in the 2024 American presidential election.

    Many of these young men are expressing frustrations over housing affordability and job security, and what they view as the Liberal and NDP’s “woke culture,” which they view as eroding traditional values that have traditionally benefited men. In contrast, Canadian women of all ages continue to favour parties they view as more progressive — the Liberals and the NDP.

    Theoretical explanations for this include young men feeling left behind by the Liberals, while the Conservatives have seemingly figured out a way to connect with them.

    This may reflect campaign rhetoric about returning to traditional expectations and values around gender roles and men’s rights to well-paying jobs, an affordable home and taking care of their families.

    Electoral reform needed?

    In the aftermath of the election, there are avenues through which current gaps in representation can be addressed. Organizations like the United Nations’ Inter-parliamentary Union and the Commonwealth Parliamentary Association, as well as gender and politics scholarship, propose various reforms to continue to strengthen diversity in Parliament.

    These reforms are understood to be essential for enhancing the legitimacy, responsiveness and effectiveness of Canada’s parliamentary system. Research on gender-and diversity-sensitive parliaments consistently shows that when legislative bodies reflect the diversity of the societies they govern, they are more likely to produce policies that are equitable, inclusive and trusted by the public.

    Overall, this Canadian election was characterized by transformative twists and turns that shed more light on important ongoing questions about representation and the potential need for democratic reform if Canadians want to avoid a two-party system.

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

    ref. Game change Canadian election: Mark Carney projected to lead Liberals to their fourth consecutive win – https://theconversation.com/game-change-canadian-election-mark-carney-projected-to-lead-liberals-to-their-fourth-consecutive-win-253721

    MIL OSI – Global Reports

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

    Source: Health Coalition Aotearoa

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

    MIL OSI New Zealand News

  • MIL-OSI USA: Public school educators are still underpaid, four new NEA reports show

    Source: US National Education Union

    By: Joshua Horwich

    Published: April 29, 2025

    WASHINGTON — U.S. educators still suffer from too-low wages and a lack of professional respect, according to four new reports examining educator pay and school funding from pre-K through college. The National Education Association’s annual reports today show salaries continue to lag behind inflation. These poor wages are not without consequence: Too-low pay exacerbates the national teacher shortage, making it difficult for school districts to attract and retain quality educators while also worsening educator morale.

    Thanks to strong advocacy by NEA members and some elected leaders stepping up, teachers received the most significant year-over-year pay increase in more than a decade. States such as California, Colorado, Maryland, Nevada, New Mexico, and Oregon demonstrated significant progress in teacher pay, putting more money into educators’ pockets. Meanwhile, states like Montana and Rhode Island led the way in increasing pay for K-12 education support professionals. At the same time, Maryland, Nevada, and Wisconsin showed the largest increases in faculty pay at public four-year universities.

    Despite this progress, much work remains to eliminate the teacher pay penalty, address inadequate pay for all educators, and finally make the investments necessary at the state and local levels to attract and retain quality educators in public schools. Additionally, in places like Arkansas, the increases in teacher pay were tied to legislation that took money out of public education and put it into the hands of billionaires eager to line their pockets, hurting students in the long run.

    “In some states, educators are seeing long-overdue pay increases, thanks to union-led advocacy, but overall, educator pay is still not keeping up with inflation. This hard-won progress is now under threat from the Trump administration’s careless, callous, and reckless actions, and students will pay the price,” said NEA President Becky Pringle. “Their plans to gut public education will rip funding from public schools and roll back these very same gains to help provide competitive and professional pay to educators. These resources are desperately needed to ensure every student has access to every opportunity needed to succeed. What is happening at the federal level is not just an attack on educators—it’s an attack on every student and every family in every community of this country.”

    The data released today includes “Rankings and Estimates,” a report NEA has produced since the 1960s, which is widely cited as an authoritative source on average teacher salaries and per-student expenditures. NEA’s “Teacher Salary Benchmark Report” provides information from over 12,000 school districts on starting teacher salaries and salaries at other points of the teaching career continuum. The “Education Support Professional Earnings Report” offers a pay breakdown for school support staff, also known as education support professionals, working in K-12 public schools and higher education. NEA’s “Higher Education Faculty Salary Analysis” examines full-time faculty and graduate assistant salaries at the national, state, and institutional levels. Additionally, NEA released financial snapshots for four demographics: teachers at the preK-12 level, higher education faculty, and support staff at both the preK-12 and higher education levels.

    Data highlights and trends:   

    • In 2023–2024, the national average public school teacher salary rose by 3.8% to $72,030, with a projected 3.0% increase for 2024–2025.
    • Despite these increases, average teacher pay has not kept up with inflation over the last decade, resulting in a 5% decrease in real earnings.
    • The average starting teacher salary was $46,526, marking a 4.4% increase, the largest in 15 years, yet it’s still $3,728 below 2008–2009 levels.
    • 16.6% of U.S. school districts offer starting salaries less than $40,000, a drop of over 10 percentage points from the prior year. However, approximately 69.9% of school districts still pay starting salaries below $50,000. Only 20.7% of school districts offer teacher salaries over $100,000.
    • 87% of teachers expressed concern over low pay, and 40% work extra jobs. Nearly 30% of full-time K-12 support professionals earn under $25,000.
    • Full-time faculty on 9- or 10-month contracts averaged $101,955, a 4.2% increase, yet 6.8% below pre-pandemic levels after adjusting for inflation.
    • Faculty at Historically Black Colleges and Universities earn 75 cents for every dollar non-HBCU educators make.
    • Unionized teachers earn 24% more on average in states with collective bargaining, and education support professionals earn 7% more.
    • Starting salaries and top pay for teachers and support staff are higher in states with bargaining laws compared to those without.

    “As Donald Trump and Elon Musk attempt to take a chainsaw to public education so that billionaires can get another tax cut, our students will pay the price,” added Pringle. “Parents and educators know what works. We need to invest in smaller class sizes, more tools and resources, and build on the progress educators, unions, and state leaders have recently made to increase educator pay. Those pay increases have also been instrumental in addressing and mitigating the educator shortages plaguing our public schools. America’s 50 million public school students deserve strong and well-funded public schools—not the chaos and destruction Trump and Musk are unleashing on their education.”

    For additional information about Rankings and Estimates and related NEA salary data reports, please visit www.nea.org/educatorpay

    Follow us on Bluesky at https://bsky.app/profile/neapresident.bsky.social and https://bsky.app/profile/neatoday.bsky.social

    # # #

    The National Education Association is the nation’s largest professional employee organization, representing more than 3 million elementary and secondary teachers, higher education faculty, education support professionals, school administrators, retired educators, students preparing to become teachers, healthcare workers, and public employees. Learn more at www.nea.org.

    MIL OSI USA News

  • MIL-OSI Australia: New Home Energy Empowerment Program aims to help local residents

    Source: New South Wales Ministerial News

    The City in collaboration with the Central Victoria Greenhouse Alliance (CVGA) and Bendigo Sustainability Group have developed a Home Energy Empowerment Program to help local homeowners and renters to improve the energy efficiency of their homes.

    City of Greater Bendigo Climate Change and Environment Manager Michelle Wyatt said the Home Energy Empowerment Program has been developed to support local households to improve the comfort and energy efficiency of their home, plan for the short and long term, and save on their energy bills.

    “Everyone is feeling the impact of rising energy costs and the City and our partners want to empower residents with the information they need to know to make their homes energy efficient and to ultimately save money,” Ms Wyatt said.

    The program is free and will commence on Sunday May 4, 2025 with an in-person home energy efficiency planning session at the Old Church on the Hill 36 Russell Street, Quarry Hill from 10.30am to 12pm.

    It will then continue through to October with fortnightly short webinars on:

    • Energy Efficiency for renters
    • Draught proofing
    • Efficient heating and cooling
    • Insulation
    • Hot water heat pumps
    • Solar panels
    • Windows and blinds for comfort and efficiency
    • Electric vehicles and e-bikes

    To register, visit:

    MIL OSI News

  • MIL-OSI New Zealand: Falling leaves much softer than falling rocks

    Source: New Zealand Transport Agency

    With the leaves falling in Central Otago and Queenstown Lakes Districts, the autumn rockfall scaling programme at the Nevis Bluff, on SH6 between Cromwell and Queenstown, will get underway shortly, says NZ Transport Agency Waka Kotahi (NZTA).

    The rock scaling occurs every autumn and spring with abseilers, suspended on ropes, inspecting the rocky face and removing loosened rocks that are hazardous to highway users many metres below.

    Sensor installation on Arch Column, part of the Nevis Bluff, spring of 2024.

    Wayo Carson, one of the most experienced rock scalers working on the Nevis Bluff, doing an extensometer measurement in 2021 (An extensometer provides an accurate measuring tape in millimetres to 4 decimal places).

    “People should be ready for delays up to about ten minutes and allow some extra travel time for journeys between Cromwell and Queenstown,” says Peter Standring, NZTA Maintenance and Contract Manager in Central Otago.

    The work is scheduled to take place over three weeks from Monday, 5 May, through to Friday, 23 May, 8 am to 5 pm weekdays, subject to weather conditions.

    “We know these delays can be frustrating, but we’re asking people to be patient and to understand that they are necessary to ensure their safety, which is our number one concern,” says Mr Standring.

    Abseilers working over the rocky schist faces aim to release rock, loosened by the ongoing erosion, in a controlled way when there is no traffic on the highway.

    This work is part of NZTA’s ongoing monitoring and management programme for the Nevis Bluff, which is continuously monitoring movement and changes on the geologically complex bluff.

    The Nevis Bluff is about half-way between Cromwell and Queenstown – 25 minutes from Cromwell, 35 minutes from Queenstown.

    Work on the cycle trail, currently under construction, will be paused for a few days while the abseilers are overhead.

    NZTA thanks everyone for their patience and for taking care while this important safety work is completed leading into the busy winter period.

    MIL OSI New Zealand News