Organization structure – Ron Bercume http://ronbercume.com/ Sat, 04 Dec 2021 08:59:25 +0000 en-US hourly 1 https://wordpress.org/?v=5.8 https://ronbercume.com/wp-content/uploads/2021/10/icon-23-120x120.png Organization structure – Ron Bercume http://ronbercume.com/ 32 32 Could the ownership structure of Sofina Société Anonyme (EBR: SOF) tell us anything useful? https://ronbercume.com/could-the-ownership-structure-of-sofina-societe-anonyme-ebr-sof-tell-us-anything-useful/ Sat, 04 Dec 2021 08:59:25 +0000 https://ronbercume.com/could-the-ownership-structure-of-sofina-societe-anonyme-ebr-sof-tell-us-anything-useful/ Any investor in Sofina Société Anonyme (EBR: SOF) must know the most powerful groups of shareholders. Large companies usually have institutions as shareholders, and we usually see insiders owning shares in smaller companies. We also tend to see a decrease in the number of insiders in companies that were previously state-owned. With a market capitalization […]]]>

Any investor in Sofina Société Anonyme (EBR: SOF) must know the most powerful groups of shareholders. Large companies usually have institutions as shareholders, and we usually see insiders owning shares in smaller companies. We also tend to see a decrease in the number of insiders in companies that were previously state-owned.

With a market capitalization of 14 billion euros, Sofina Société Anonyme is rather large. We would expect to see institutional investors on the register. Companies of this size are also generally well known to retail investors. In the graph below, we can see that institutional investors have bought into the company. Let’s take a closer look at what the different types of shareholders can tell us about Sofina Société Anonyme.

See our latest analysis for Sofina Société Anonyme

ENXTBR: Distribution of SOF property December 4, 2021

What does institutional ownership tell us about Sofina Société Anonyme?

Institutions typically measure themselves against a benchmark when reporting to their own investors, so they often become more enthusiastic about a stock once it’s included in a major index. . We would expect most businesses to have some institutions listed, especially if they are growing.

Sofina Société Anonyme already has establishments registered in the share register. Indeed, they hold a respectable stake in the company. This may indicate that the company has a certain degree of credibility in the investment community. However, it is better not to rely on the so-called validation that accompanies institutional investors. They too are sometimes wrong. When several institutions hold a stock, there is always a risk that they are in a “crowded trade”. When such a transaction goes awry, several parties may compete with each other to sell shares quickly. This risk is higher in a company without a history of growth. You can see Sofina Société Anonyme’s historical revenue and income below, but keep in mind that there is always more to tell.

profit and revenue growth
ENXTBR: SOF Profits and Revenue Growth on December 4, 2021

Sofina Société Anonyme does not belong to hedge funds. The main shareholder of the company is Société De Participations Industries, held at 25%. Meanwhile, the second and third largest shareholders hold 23% and 7.5% of the outstanding shares, respectively.

A more detailed study of the register of shareholders showed us that 3 of the major shareholders hold a considerable share of the ownership of the company, through their 55% stake.

While it makes sense to study a company’s institutional ownership data, it also makes sense to study analysts’ sentiments to know which way the wind is blowing. We do not see any analyst coverage of the stock at this time, so the company is unlikely to be widely held.

Insider property of Sofina Société Anonyme

The definition of an insider may differ slightly from country to country, but board members still count. The management of the company is accountable to the board of directors and the board must represent the interests of the shareholders. Notably, sometimes senior executives themselves sit on the board.

Most view insider ownership as a positive, as it can indicate that the board is well aligned with other shareholders. However, on some occasions too much power is concentrated within this group.

We note that our data does not show any member of the board of directors owning shares, personally. Since we do not detect insider ownership, we may have missing data. It would therefore be interesting to assess here the remuneration and seniority of the CEO.

General public property

The general public, including retail investors, own 34% of the company’s capital and therefore cannot be easily ignored. This size of ownership, while considerable, may not be enough to change company policy if the decision is not aligned with other large shareholders.

Owned by a private company

We can see that the private companies own 55% of the issued shares. It is difficult to draw conclusions from this fact alone, so it is worth considering who owns these private companies. Sometimes insiders or other related parties have an interest in shares of a public company through a separate private company.

Next steps:

It’s always worth thinking about the different groups that own shares in a company. But to better understand Sofina Société Anonyme, there are many other factors to consider. To do this, you need to know the 1 warning sign we spotted with Sofina Société Anonyme.

If you would rather consult with another company – one with potentially superior finances – then don’t miss this free list of interesting companies, supported by solid financial data.

NB: The figures in this article are calculated from data for the last twelve months, which refer to the 12-month period ending on the last date of the month of date of the financial statement. This may not be consistent with the figures in the annual report for the entire year.

Do you have any feedback on this item? Are you worried about the content? Get in touch with us directly. You can also send an email to the editorial team (at) simplywallst.com.

This Simply Wall St article is general in nature. We provide commentary based on historical data and analyst forecasts using only unbiased methodology and our articles are not intended to be financial advice. It does not constitute a recommendation to buy or sell any stock and does not take into account your goals or your financial situation. Our aim is to bring you long-term, targeted analysis based on fundamental data. Note that our analysis may not take into account the latest announcements from price sensitive companies or qualitative documents. Simply Wall St has no position in any of the stocks mentioned.


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Posco envisages steel industry spin-off to transform into a holding structure https://ronbercume.com/posco-envisages-steel-industry-spin-off-to-transform-into-a-holding-structure/ Thu, 02 Dec 2021 02:42:23 +0000 https://ronbercume.com/posco-envisages-steel-industry-spin-off-to-transform-into-a-holding-structure/ South Korea’s leading steelmaker Posco is exploring an option to become a holding company by splitting its main steelmaking business into a wholly-owned subsidiary under the holding company that would focus on non-steel activities and investing in new ones. engines of growth. According to several sources in the circle of conglomerates on Wednesday, Posco will […]]]>

South Korea’s leading steelmaker Posco is exploring an option to become a holding company by splitting its main steelmaking business into a wholly-owned subsidiary under the holding company that would focus on non-steel activities and investing in new ones. engines of growth.

According to several sources in the circle of conglomerates on Wednesday, Posco will discuss the issue of the transformation into a holding structure during a board meeting scheduled for December 10. The agenda requires shareholder approval, and the next shareholder meeting is scheduled for next January. year.

Posco is considering the option of improving company and shareholder value in response to the rapidly changing business landscape driven by the global net zero movement and the acceleration of technological innovation, said an anonymous official at Posco, adding that the company will announce details upon confirmation. .

Jeon Joong-seon, vice president of strategic planning at Posco, led a task force to look into the holding company issue, sources said.

The most possible scenario is for Posco to separate its main steel business into a subsidiary under a new investment holding company, tentatively named Posco Holdings. The new holding entity will hold a 100 stake in the steel business subsidiary after a spin-off and will focus on investing in new growth and green businesses such as those involving secondary battery materials.

In this scenario, Posco Holdings will be at the top of the management structure with units under its arm – the fully owned Posco steelmaking unit, Posco Chemical (59.72%), Posco International (62.91 %), Posco Engineering & Construction (52.8%), and Posco Énergie (89.02 percent).

The change is expected to help simplify the decision-making process in the steel group and accelerate the growth of each new growing company, a move that should improve the overall value of the company, said an anonymous official in the conglomerate circle. .

But some industry observers expect very limited impact from the plan because Posco, which is at the top of the group’s management decision-making structure, already plays the role of a commercial holding entity, an anonymous expert from the structure of the company.

Some predict that if the split steel unit maintains its unlisted position, the holding entity could benefit from a better valuation of the other subsidiaries.

Therefore, the company is also exploring another option, the stock split that allows existing shareholders to own shares in both the company and investment entities. The bond between the holding company and the business entity will weaken, but the value of the holding company without the steel business will improve. The value of companies that have carried out capital splits this year has increased – that of F&F, SK Telecom and the former Daelim Industrial.

Posco, however, would need additional procedure to meet the requirements to move to a holding company structure through an equity split, as Posco Holdings’ stake in Posco after the equity split would be. 13.26 percent, which is less than the 30 percent required as part of the country’s fair trade. act.

Posco shares were down 0.18% to 276,500 won ($ 234) on Thursday morning.

By Han Woo-ram and Lee Eun-joo

[ⓒ Pulse by Maeil Business News Korea & mk.co.kr, All rights reserved]


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Samsung plans to reorganize its corporate structure to make it more talent-centric https://ronbercume.com/samsung-plans-to-reorganize-its-corporate-structure-to-make-it-more-talent-centric/ Mon, 29 Nov 2021 09:45:00 +0000 https://ronbercume.com/samsung-plans-to-reorganize-its-corporate-structure-to-make-it-more-talent-centric/ Last updated: November 29, 2021 10:45 utc + 00:00 Several Korean media reports suggest that Samsung is working on a complete overhaul of its internal business structure. The company is expected to roll out sweeping reforms aimed at improving some of its archaic practices. He plans to usher in a new era of Samsung led […]]]>

Last updated: November 29, 2021 10:45 utc + 00:00

Several Korean media reports suggest that Samsung is working on a complete overhaul of its internal business structure. The company is expected to roll out sweeping reforms aimed at improving some of its archaic practices. He plans to usher in a new era of Samsung led by young executives.

The initiative, led by Lee Jae-Yong, will remove some of the seniority requirements for senior positions, which in some cases could extend from eight to ten years. From now on, outstanding candidates will be considered for promotion on the basis of their performance alone, presumably to achieve the goal of a “young Samsung”.

The initiative will also allow employees to assess each other through peer review. It also aims to reduce stagnation by allowing people to switch roles after holding a specific position for five years. It will also anonymize the ranks of employees on the internal network so that they can freely communicate their ideas without any hierarchical differences getting in the way.

A new talent exchange program has also been put in place which will allow employees to work abroad. Samsung is also planning to open several satellite offices in major cities to make it easier to work remotely away from the monotony of an office. Finally, there’s also an internal management shake-up in the books, which will be announced soon.

Join the SamMobile Telegram group and subscribe to our Youtube channel for instant updates and in-depth reviews of Samsung devices. You can also subscribe to receive updates from us on Google News and follow us on Twitter.



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RBI changes ownership and corporate structure standards for private banks https://ronbercume.com/rbi-changes-ownership-and-corporate-structure-standards-for-private-banks/ Fri, 26 Nov 2021 13:03:00 +0000 https://ronbercume.com/rbi-changes-ownership-and-corporate-structure-standards-for-private-banks/ The RBI accepted 21 of 33 recommendations submitted by a central bank task force on the ownership and business structure of private sector banks. Among other recommendations, the ceiling for promoters holding a long term of 15 years should be raised to 26% from 15%. Small financing banks must now be on the list within […]]]>
  • The RBI accepted 21 of 33 recommendations submitted by a central bank task force on the ownership and business structure of private sector banks.
  • Among other recommendations, the ceiling for promoters holding a long term of 15 years should be raised to 26% from 15%.
  • Small financing banks must now be on the list within eight years of the start of operations.

IndusInd Bank could benefit from the RBI’s latest change in ownership standards as developer Hinduja Group may finally be able to increase its stake in the bank.

It comes after the Reserve Bank of India (RBI) brought in new guidelines on ownership and corporate structure standards for private sector banks. The central bank accepted 21 of 33 recommendations submitted by a central bank task force.

Among other changes, it raised the limit for promoters’ participation from 15% to 26% of the bank’s paid-up share capital with voting rights.

“This decision will certainly allow developers to increase their stake in the bank to 26% against 15% currently, which is positive. The only question is whether they will really increase their participation, as the stock has corrected too much in recent years and I am not very sure about Hinduja’s financial situation at the moment, ”said Nitin Aggarwal, analyst. research at Motilal Oswal.

In addition, the RBI may introduce a reporting mechanism for the pledging of shares by promoters of private sector banks.

In addition to this, RBI can create an oversight mechanism to ensure that control of the bank’s sponsor / major shareholder entity does not fall into the hands of people who are not deemed fit and appropriate.

Here are some important changes accepted by RBI based on recommendations made by the internal working group:

Changes in Ownership and Business Structure for Indian Private Sector Banks
Ceiling on the promoter’s holding increased to 26% compared to 15% currently
Non-promoter shareholding will be capped at 10%
Participation of individuals and non-financial institutions / entities capped at 15%
Small financial banks will now be listed within eight years of starting operations
Universal banks will be listed within six years of their operations
RBI to Introduce Reporting Mechanism for Pledging of Shares by Promoters of Private Sector Banks
Net worth required to set up a new universal bank increased to ₹ 1000 crore from current ₹ 500 crore
The net worth required to start a new small financing bank has increased to 300 crore from the current 200 crore

SEE ALSO: Tega Industries IPO to Open Next Week with Star Health and Allied Insurance

Foreign investors have withdrawn nearly $ 7 billion in the past two months and more than $ 12 billion since April of this year


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What does the ownership structure of Gabriel Resources Ltd. look like? (CVE: GBU)? https://ronbercume.com/what-does-the-ownership-structure-of-gabriel-resources-ltd-look-like-cve-gbu/ Wed, 24 Nov 2021 10:48:51 +0000 https://ronbercume.com/what-does-the-ownership-structure-of-gabriel-resources-ltd-look-like-cve-gbu/ Each investor in Gabriel Resources Ltd. (CVE: GBU) must know the most powerful groups of shareholders. Institutions often own shares in more established companies, while it is not uncommon to see insiders owning a good number of smaller companies. Companies that have been privatized tend to have low insider ownership. With a market capitalization of […]]]>

Each investor in Gabriel Resources Ltd. (CVE: GBU) must know the most powerful groups of shareholders. Institutions often own shares in more established companies, while it is not uncommon to see insiders owning a good number of smaller companies. Companies that have been privatized tend to have low insider ownership.

With a market capitalization of C $ 213 million, Gabriel Resources is a small cap stock, so it might be overlooked by many institutional investors. Looking at our data on ownership groups (below), it looks like institutional investors bought the company. Let’s dig deeper into each type of owner, to find out more about Gabriel Resources.

See our latest review for Gabriel Resources

TSXV: Breakdown of GBU ownership November 24, 2021

What does institutional ownership tell us about Gabriel resources?

Institutional investors generally compare their own returns to the returns of a commonly tracked index. They therefore generally consider buying larger companies that are included in the relevant benchmark.

We can see that Gabriel Resources has institutional investors; and they own a good portion of the company’s shares. This suggests some credibility among professional investors. But we cannot rely on this fact alone because institutions sometimes make bad investments, like everyone else. If several institutions change their mind about a stock at the same time, you could see the stock price drop quickly. So it’s worth checking out the earnings history of Gabriel Resources below. Of course, the future is what really matters.

profit and revenue growth
TSXV: GBU Profits and Revenue Growth November 24, 2021

It appears that hedge funds hold 55% of the shares of Gabriel Resources. This is interesting, because hedge funds can be quite active and activist. Many are looking for medium-term catalysts that will drive up the share price. Looking at our data, we can see that the largest shareholder is Kopernik Global Investors, LLC with 17% of the shares outstanding. For context, the second largest shareholder owns around 17% of the outstanding shares, followed by 13% ownership by the third largest shareholder.

Looking further, we found that 58% of the shares are owned by the 4 largest shareholders. In other words, these shareholders have a say in the decisions of the company.

Institutional ownership research is a good way to assess and filter the expected performance of a stock. The same can be achieved by studying the feelings of analysts. As far as we can tell, the company is not covered by analysts, so it probably goes unnoticed.

Insider property of Gabriel Resources

The definition of an insider may differ slightly from country to country, but board members still count. The management ultimately reports to the board of directors. However, it is not uncommon for managers to be board members, especially if they are founders or CEOs.

Most view insider ownership as a positive, as it can indicate that the board is well aligned with other shareholders. However, on some occasions too much power is concentrated within this group.

Our information suggests that insiders of Gabriel Resources Ltd. own less than 1% of the company. It appears that the board of directors owns shares valued at approximately C $ 35,000. This compares to a market cap of C $ 213 million. Many tend to prefer to see a board with larger holdings. A good next step might be to take a look at this free insider buying and selling summary.

General public property

The general public, including retail investors, own a 24% stake in the company and therefore cannot be easily ignored. This size of ownership, while considerable, may not be enough to change company policy if the decision is not in line with other large shareholders.

Private shareholders

With a 13% stake, private equity firms could influence the board of directors of Gabriel Resources. Sometimes we see private equity sticking around for the long haul, but generally they have a shorter investment horizon and – as the name suggests – don’t invest much in public companies. After some time, they may look to sell and redeploy their capital elsewhere.

Next steps:

It’s always worth thinking about the different groups that own shares in a company. But to understand Gabriel Resources better, there are many other factors to consider. Note that Gabriel Resources displays 4 warning signs in our investment analysis , and 3 of them are a bit rude …

If you would rather consult with another company – one with potentially superior finances – then don’t miss this free list of interesting companies, supported by solid financial data.

NB: The figures in this article are calculated from data for the last twelve months, which refer to the 12-month period ending on the last date of the month of date of the financial statement. This may not be consistent with the figures in the annual report for the entire year.

This Simply Wall St article is general in nature. We provide commentary based on historical data and analyst forecasts using only unbiased methodology and our articles are not intended to be financial advice. It does not constitute a recommendation to buy or sell shares and does not take into account your goals or your financial situation. Our aim is to bring you long-term, targeted analysis based on fundamental data. Note that our analysis may not take into account the latest announcements from price sensitive companies or qualitative documents. Simply Wall St has no position in the mentioned stocks.

Do you have any feedback on this item? Are you worried about the content? Get in touch with us directly. You can also send an email to the editorial team (at) simplywallst.com.


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What does the ownership structure of Cipla Limited (NSE: CIPLA) look like? https://ronbercume.com/what-does-the-ownership-structure-of-cipla-limited-nse-cipla-look-like/ Tue, 23 Nov 2021 00:45:58 +0000 https://ronbercume.com/what-does-the-ownership-structure-of-cipla-limited-nse-cipla-look-like/ If you want to know who really controls Cipla Limited (NSE: CIPLA) then you will need to look at the makeup of its share register. Large companies usually have institutions as shareholders, and we usually see insiders holding shares in smaller companies. I generally like to see some degree of insider ownership, even if it’s […]]]>

If you want to know who really controls Cipla Limited (NSE: CIPLA) then you will need to look at the makeup of its share register. Large companies usually have institutions as shareholders, and we usually see insiders holding shares in smaller companies. I generally like to see some degree of insider ownership, even if it’s just a little. As Nassim Nicholas Taleb said, “Don’t tell me what you think, tell me what you have in your wallet.

Cipla is a pretty big company. It has a market cap of ₹ 722b. Normally, institutions would own a significant share of a company of this size. Looking at our data on ownership groups (below), it appears that institutions are visible on the share register. Let’s take a closer look at what different types of shareholders can tell us about Cipla.

See our latest review for Cipla

Distribution of the NSEI property: CIPLA 23 November 2021

What does institutional ownership tell us about Cipla?

Institutional investors generally compare their own returns to the returns of a commonly tracked index. They therefore generally consider buying larger companies that are included in the relevant benchmark.

As you can see, institutional investors have a significant stake in Cipla. This suggests some credibility among professional investors. But we cannot rely on this fact alone because institutions sometimes make bad investments, like everyone else. When several institutions hold a stock, there is always a risk that they are in a “crowded trade”. When such a transaction goes awry, several parties may compete with each other to sell shares quickly. This risk is higher in a company without a history of growth. You can see Cipla’s historical income and earnings below, but keep in mind that there is always more to tell.

profit and revenue growth
NSEI: CIPLA Earnings and Revenue Growth 23 November 2021

We note that the hedge funds do not have a significant investment in Cipla. Our data shows that Yusuf Hamied is the largest shareholder with 20% of the shares outstanding. With 5.7% and 4.3% of shares in circulation, respectively, Sophie Ahmed and Mustafa Hamied are the second and third shareholders. Mustafa Hamied, who is the third shareholder, also holds the title of vice-chairman.

A closer look at our ownership figures suggests that the top 11 shareholders have a combined 50% ownership, implying that no shareholder has a majority.

While studying the institutional ownership of a company can add value to your research, it is also recommended that you research analyst recommendations to better understand the expected performance of a stock. Many analysts cover the stock, so it can be interesting to see what they are forecasting as well.

Cipla insider ownership

While the precise definition of an insider can be subjective, almost everyone considers board members to be insiders. The management of the company manages the company, but the CEO will report to the board of directors, even if he is a member of the board.

I generally consider insider ownership to be a good thing. However, there are times when it is more difficult for other shareholders to hold the board accountable for decisions.

Our most recent data indicates that insiders own a reasonable proportion of Cipla Limited. It has a market capitalization of just 722 billion yen and insiders have shares worth 261 billion yen in their name. It is quite important. Most would say it shows a good degree of alignment with shareholders, especially in a company of this size. You can click here to see if these insiders have bought or sold.

General public property

With a 30% stake, the general public, made up mainly of individual investors, has some influence over Cipla. While this property size may not be enough to influence a policy decision in their favor, they can still have a collective impact on company policies.

Next steps:

While it is worth considering the different groups that own a business, there are other factors that are even more important.

I always like to check a history of revenue growth. You can also, by accessing this free table of historical income and earnings in this detailed graphic.

If you’d rather find out what analysts are predicting in terms of future growth, don’t miss this free analyst forecast report.

NB: The figures in this article are calculated from data for the last twelve months, which refer to the 12-month period ending on the last date of the month of date of the financial statement. This may not be consistent with the figures in the annual report for the entire year.

This Simply Wall St article is general in nature. We provide commentary based on historical data and analyst forecasts using only unbiased methodology and our articles are not intended to be financial advice. It does not constitute a recommendation to buy or sell shares and does not take into account your goals or your financial situation. Our aim is to bring you long-term, targeted analysis based on fundamental data. Note that our analysis may not take into account the latest announcements from price sensitive companies or qualitative documents. Simply Wall St has no position in the mentioned stocks.

Do you have any feedback on this item? Are you worried about the content? Get in touch with us directly. You can also send an email to the editorial team (at) simplywallst.com.


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Biophytis obtains a new loan structure of 10M € with Kreos Capital https://ronbercume.com/biophytis-obtains-a-new-loan-structure-of-10m-e-with-kreos-capital/ Mon, 22 Nov 2021 22:20:00 +0000 https://ronbercume.com/biophytis-obtains-a-new-loan-structure-of-10m-e-with-kreos-capital/ PARIS, FRANCE and CAMBRIDGE, MA / ACCESSWIRE / November 22, 2021 / Biophytis SA (NASDAQ: BPTS) (Euronext Growth Paris: ALBPS) (the “Company” or “Biophytis”), a clinical-stage biotechnology company focused on developing therapies that slow down degenerative processes associated with aging, including severe respiratory failure in patients with COVID-19, today announces that the Company has entered […]]]>

PARIS, FRANCE and CAMBRIDGE, MA / ACCESSWIRE / November 22, 2021 / Biophytis SA (NASDAQ: BPTS) (Euronext Growth Paris: ALBPS) (the “Company” or “Biophytis”), a clinical-stage biotechnology company focused on developing therapies that slow down degenerative processes associated with aging, including severe respiratory failure in patients with COVID-19, today announces that the Company has entered into a new loan structure with Kreos Capital.

Stanislas Veillet, CEO of BIOPHYTIS, said: “This transaction allows us to finance the final stages of our phase 2-3 COVA study in COVID-19, mainly for an emergency use authorization registration with the FDA and conditional use with the EMA, and the manufacture of registration lots of Sarconeos (BIO101). This new financing structure with KreosCapital shows the good relations that the two Parties have maintained since 2018. ”

The total loan of 10 million euros was concluded on November 19, 2021 and consists of four tranches of respectively 2.5 million euros, 3.0 million euros, 2.5 million euros and 2.0 million euros. euros. The first two tranches were drawn when the contract was signed on November 19. 2021, the third tranche may be drawn until December 31, 2021, and the last tranche may be drawn until March 31, 2022. In addition, Kreos Capital will receive Biophytis share subscription warrants (“subscription warrants of share “or” BSA “) for a total of approximately € 1 million.

Main characteristics of bonds

Of the € 10m, € 7.75m will be in simple bonds and € 2.25m will be in convertible bonds.

Interest will accrue on the principal outstanding at a fixed interest rate of ten percent (10.00%) per annum for straight bonds and at a fixed interest rate of nine point five percent (9.50%) per year for convertible bonds.

The simple bonds will be repaid in 36 monthly installments, after a deferred repayment of the nominal amount until April 2022.

The Company will redeem the convertible bonds in principal by March 31, 2025 at the latest, except for prior conversion into shares, at the choice of Kreos Capital, at the fixed conversion price of € 0.648 (except in the event that the Company distributes dividends).

The loan is senior unsubordinated financing. As security for its obligations, the Company has pledged certain assets in favor of Kreos Capital.

Main characteristics of BSA

Biophytis will issue to Kreos Capital 2,218,293 share subscription warrants (BSA) giving the right to subscribe to new Biophytis ordinary shares, at the rate of one share for one BSA. Share subscription warrants are exercisable over a period of 7 years after their issue. The exercise price of the BSA was set at € 0.56.

By subscribing to the BSA, Kreos Capital expressly waived the exercise of the 2018 BSA as they were held following their detachment from the bonds subscribed on September 10, 2018 under the 2018 loan structure.

Based on the undiluted number of shares making up the Company’s share capital as of November 18, 2021 of 129,073,235 shares, assuming the full conversion of the convertible bonds into shares, and the full exercise of the share subscription warrants (BSA) , a shareholder holding 1% of the company’s capital before conversion of the bonds and exercise of the warrants, will hold 0.93% of the capital after full conversion of the convertible bonds and full exercise of the warrants.

Legal framework of the transaction

The Company’s Board of Directors approved this loan arrangement and the related agreements at its meeting of October 19, 2021, in accordance with the delegations granted by the General Meeting of Shareholders of May 10, 2021, under the twelfth resolution relating to the completion of an issue with cancellation of preferential subscription rights in favor of a category of beneficiaries, in accordance with Articles L. 225-129 et seq. of the French Commercial Code.

In this context and in accordance with Article 211-3 of the AMF General Regulation, the issue of share subscription warrants for the benefit of Kreos Capital does not require the establishment of a prospectus to be submitted for visa approval. the AMF.

Admission of new ordinary shares by exercise of share subscription warrants (BSA) or conversion of Convertible Bonds.

The admission of the new ordinary shares to trading on the regulated market of Euronext Paris will be requested under the existing ISIN code of Biophytis ordinary shares (ISIN: FR0012816825). The new ordinary shares will be immediately assimilated to the existing ordinary shares. Neither the bonds nor the share subscription warrants will be listed on Euronext Paris.

About BIOPHYTIS

Biophytis SA is a clinical-stage biotechnology company specializing in the development of therapies aimed at slowing the degenerative processes associated with aging and improving the functional outcomes of patients with age-related diseases, including severe respiratory failure in patients with COVID-19. . Sarconeos (BIO101), our lead drug candidate, is an orally administered small molecule under development as a treatment for sarcopenia in a Phase 2 clinical trial in the United States and Europe (SARA -INT). It is also being investigated in a two-part Phase 2-3 (COVA) clinical study for the treatment of severe respiratory manifestations of COVID-19 in Europe, Latin America and the United States. A pediatric formulation of Sarconeos (BIO101) is under development for the treatment of Duchenne muscular dystrophy (DMD). The Company is based in Paris, France, and Cambridge, Massachusetts. The Company’s ordinary shares are listed on Euronext Growth (Ticker: ALBPS -ISIN: FR0012816825) and ADS (American Depositary Shares) are listed on Nasdaq Capital Market (Ticker BPTS – ISIN: US09076G1040). For more information, visit www.biophytis.com

Disclaimer

This press release contains forward-looking statements. Forward-looking statements include all statements that are not historical facts. In some cases, you can identify such forward-looking statements by using words such as “prospect”, “think”, “expect”, “possible”, “continue”, “could”, “will”, “should,” “” could “,” seeks “,” predicts “,” intends “,” trends “,” plans “,” estimates “,” anticipates “or the negative version of these or other words These forward-looking statements are based on what Biophytis believes to be reasonable assumptions. However, there can be no assurance that the statements contained in these forward-looking statements will be verified, which are subject to various risks and uncertainties. Forward-looking statements contained in this press release are also subject to risks not yet known to Biophytis or currently considered insignificant by Biophytis. Therefore, there are or will be significant factors that could cause actual results to differ. t substantially from those indicated in these statements. Please also refer to the section “Risks and uncertainties facing the Company” of the Company’s 2020 annual report available on the BIOPHYTIS website (www.biophytis.com) and as set out in the section “Factors of risk ”of Form 20-F and other forms filed with the SEC (Securities and Exchange Commission, USA). We assume no obligation to update or publicly review any forward-looking statement, whether as a result of new information, future developments or otherwise, except as required by law.

Biophytis Contact for Investor Relations

Evelyne Nguyen, Chief Financial Officer
Investors@biophytis.com

Media contacts

Antoine Denry:antoine.denry@taddeo.fr– +33 6 18 07 83 27
Agathe Boggio:agathe.boggio@taddeo.fr– + 33 7 62 77 69 42

THE SOURCE:

See the source version on accesswire.com:
https://www.accesswire.com/674224/Biophytis-Obtains-a-New-10M-Loan-Structure-With-Kreos-Capital


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Announcement of changes to the organizational structure https://ronbercume.com/announcement-of-changes-to-the-organizational-structure/ https://ronbercume.com/announcement-of-changes-to-the-organizational-structure/#respond Thu, 28 Oct 2021 05:12:12 +0000 https://ronbercume.com/announcement-of-changes-to-the-organizational-structure/ Cosmo Energy Holdings Co., Ltd. (“Cosmo”) announces changes to the organizational structure effective November 1, 2021. Details are as follows: New establishment of the “Corporate DX Strategy Dept.” and the name change of “IT Strategy Dept. at “IT Initiative Dept.” “Department of the company’s DX strategy.” will report directly to the CEO to accelerate the […]]]>

Cosmo Energy Holdings Co., Ltd. (“Cosmo”) announces changes to the organizational structure effective November 1, 2021. Details are as follows:

  • New establishment of the “Corporate DX Strategy Dept.” and the name change of “IT Strategy Dept. at “IT Initiative Dept.”

  • “Department of the company’s DX strategy.” will report directly to the CEO to accelerate the DX strategy of the entire Cosmo Energy group.

(The official language for Cosmo’s filings with the Tokyo Stock Exchange and Japanese authorities, and for communications with Cosmo shareholders, is Japanese. Cosmo has posted English versions of some of this information on this website. Although these English versions have been prepared in good faith, Cosmo accepts no responsibility for the accuracy of the translations and reference should be made to the original documents in Japanese.)

(Contact details for inquiries)
Public Relations Group, Corporate Communications Department, Cosmo Energy Holdings Co., Ltd.
TEL + 81-3-3798-3101 FAX + 81-3-3798-3841

Disclaimer

Cosmo Energy Holdings Co. Ltd. published this content on 28 October 2021 and is solely responsible for the information it contains. Distributed by Public, unedited and unmodified, on October 28, 2021 05:10:03 AM UTC.


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Teva Announces New Organization Structure and Leadership Changes https://ronbercume.com/teva-announces-new-organization-structure-and-leadership-changes/ https://ronbercume.com/teva-announces-new-organization-structure-and-leadership-changes/#respond Sun, 03 Oct 2021 18:02:08 +0000 https://ronbercume.com/?p=98 JERUSALEM–(BUSINESS WIRE)–Teva Pharmaceutical Industries Ltd. (NYSE & TASE:TEVA) announced today a new organization and leadership structure aimed to achieve better commercial focus and drive value creation. The new structure will enable strategic alignment across the portfolio, across regions and between functions, leveraging scale, enhancing agility, extracting efficiencies and providing increased proximity to the markets. This […]]]>

JERUSALEM–(BUSINESS WIRE)–Teva Pharmaceutical Industries Ltd. (NYSE & TASE:TEVA) announced today a
new organization and leadership structure aimed to achieve better
commercial focus and drive value creation. The new structure will enable
strategic alignment across the portfolio, across regions and between
functions, leveraging scale, enhancing agility, extracting efficiencies
and providing increased proximity to the markets. This new structure
will be implemented effective immediately.

Kåre Schultz, Teva’s President and CEO, said, “Teva is taking decisive
and immediate action to address external pressures and internal
inefficiencies. Our new company structure will enable stronger alignment
and integration between R&D, operations and the commercial regions,
allowing us to become a more agile, lean and profitable company.”

Schultz continued, “We will focus on driving sustainable value creation.
The new management team will position Teva for turnaround in the short
to medium term. We are already working on a detailed restructuring plan
for Teva and will share it in mid-December. It remains our absolute
priority to stabilize the company’s operating profit and cash flow in
order to improve our financial situation, while being focused on
short-term revenue and cash generation, and at the same time, ensure we
deliver on our commitment to supply high-quality medicines to patients
around the world.”

New structure

  • The commercial business will no longer have two separate global groups
    for generics and specialty medicines, and will be integrated into one
    commercial organization, operating through three regions – North
    America, Europe and Growth Markets. Each of the regions will manage
    the entire portfolio – including generics, specialty and OTC – with
    full end-to-end P&L accountability. Some of the former global units
    will be integrated into the new structure, while others will be made
    redundant.
  • The former Generic R&D and Specialty R&D organizations will be
    combined into one global group with overall responsibility for all R&D
    activities – generic, specialty and biologics – maximizing ROI through
    better focus and efficiency.
  • A newly formed Marketing & Portfolio function will be responsible for
    overseeing the interface between regions, R&D and operations
    throughout all product lifecycle stages and optimizing generic and
    specialty portfolios across the therapeutic areas.
  • The new structure will enhance alignment and seamless integration
    between Teva’s Global Operations, the commercial regions, R&D and the
    Portfolio function, will increase productivity and simplify the
    organization.
  • The commercial structure will rely on one leaner supporting
    organizational infrastructure that includes Finance, Legal, HR, and
    Global Brand & Communications.

As a result of these changes, Dr. Michael Hayden, Dr. Rob Koremans and
Dipankar Bhattacharjee will retire from Teva, effective December 31,
2017.

New executive management team

Michael (Mike) McClellan is appointed Executive Vice
President, Chief Financial Officer
and will oversee the Finance
Group, Business Development, Investor Relations and Information
Technology. Previously, he served as Interim CFO and as
SVP & CFO Global Specialty Medicines. Prior to joining Teva, Mike was
the U.S. CFO at Sanofi.

Dr. Hafrun Fridriksdottir is appointed Executive Vice
President, Global R&D
. Previously, she served as President of
Global Generics R&D. Prior to joining Teva, Hafrun served as Senior Vice
President and President of Global Generics R&D in Allergan plc.

Brendan O’Grady is appointed Executive Vice President, North
America Commercial
. Brendan has previously served as Chief
Commercial Officer, Global Specialty Medicine, as interim head of Teva’s
European specialty business and as President and CEO for Teva’s North
America generics business and as VP US Market Access and Reimbursement.

Richard Daniell is appointed Executive Vice President,
European Commercial,
after having served as President and CEO, Teva
Generics Europe.

Gianfranco Nazzi is appointed Executive Vice President, Growth
Markets Commercial
. Gianfranco has previously served as President
and CEO of Growth Markets at the Global Generic Medicines group, and
prior to that he was he has served as Senior Vice President, Specialty
Medicines Europe.

Sven Dethlefs is appointed Executive Vice President, Global
Marketing & Portfolio
. He previously served as Global Head of
Respiratory Medicines and as Chief Operating Officer, Teva Global
Operations.

All appointments are effective immediately, while the retiring
executives will stay with Teva to support the transition until the end
of the year.

The following members of Teva’s executive management team will
continue in their current positions
:

Carlo de Notaristefani, Executive Vice President, Global Operations;

Iris Beck-Codner, Executive Vice President, Global Brand &
Communications;

Mark Sabag, Executive Vice President, Global Human Resources;

David Stark, Executive Vice President, Chief Legal Officer.

Kåre Schultz concluded, “I would like to thank Dr. Michael Hayden, Dr.
Rob Koremans and Dipankar Bhattacharjee for their profound contributions
to Teva over the past decade and for their tireless dedication to the
many patients we serve.”

Bios of new appointments

Michael (Mike) McClellan has been serving as Teva Interim Group
CFO since July 2017. Prior to this role, he had served as SVP & CFO
Global Specialty Medicines since July 2015. Prior to joining Teva, Mike
was the U.S. CFO at Sanofi, where his career spanned nearly 20 years in
roles of increased responsibility in global finance and healthcare. Mr.
McClellan received his BSBA, Accounting & Economics from the University
of Missouri Trulaske College of Business.

Dr. Hafrun Fridriksdottir has been serving as Executive Vice
President, President of Global Generics R&D since February 2017, after
serving as Senior Vice President and President of Global Generics R&D
from 2016. Prior to joining Teva, from 2015 to 2016, Ms. Fridriksdottir
served as Senior Vice President and President of Global Generics R&D in
Allergan plc. From 2002 to 2015, she held positions of increasing
responsibility within the Actavis Group, including Senior Vice
President, R&D. From 1997 to 2002, Ms. Fridriksdottir served as
Divisional Manager of Development at Omega Pharma, until its merger with
Actavis. Ms. Fridriksdottir started her career as a scientist for 2
years at a research and development company owned by Pharmacia in
Sweden, after receiving an MS degree in pharmacy and a Ph.D. in physical
pharmacy from the University of Iceland.

Brendan O’Grady has been serving as Chief Commercial Officer,
Global Specialty Medicine division since Aug 2016. In addition, he
currently serves as the interim head of Teva’s European Specialty
business. Prior to these roles, Mr. O’Grady held the position of
President and CEO for Teva’s North America generic business in 2015 and
held various senior roles since he joined Teva in 2011 as Regional
Account Manager. Prior to joining Teva, Mr. O’Grady spent 10 years with
Sanofi predecessor companies in a variety of commercial and medical
affairs roles that began in field sales. He received his B.S. from
Geneseo State University, NY in Management Science/Marketing and holds
an M.B.A. from Baker University in Baldwinsville, Kansas.

Gianfranco Nazzi has been serving as President & CEO of Growth
Markets, Global Generic Medicines Group since March 2017. Mr. Nazzi
joined Teva as Senior Vice President Specialty Medicines Europe in 2014.
Prior to joining Teva, he served 7 years at AstraZeneca in various
senior roles, including Sales and Marketing Vice President Europe,
Global Vice President Respiratory, General Manager of the Balkans and
Vice President Primary Care in Italy. At GlaxoSmithKline he served for
two years as BU Director Metabolic & Cardiovascular and at Eli Lilly and
Company he served for 5 years in various sales and marketing roles in
both Italy and the US. He began his career at Danieli. Mr. Nazzi
received his BA degree in economics from the University of Udine, and
his Masters degree in Management Studies from SDA Bocconi.

Richard Daniell has been serving as President and Chief Executive
Officer, Teva Generics Europe since Dec 2016. Prior to that, he had
served as Chief Integration Officer Leading Actavis-Teva Integration
since Sep 2015 after holding various senior roles, including Chief
Operating Officer, Growth Markets and Regional General Manager for Teva
in the UK and Ireland from 2012 through 2014. Mr. Daniell joined Teva as
Senior Director Teva UK Limited in 2006, following the acquisition of
IVAX Pharmaceuticals UK. Prior to joining Teva, he served three years at
IVAX Pharmaceuticals UK as Director of Generics. Mr. Daniell received
his BSc in chemistry from the University of Auckland.

Sven Dethlefs has been serving as Global Head of Respiratory
Medicines, Global Specialty Medicines since January 2016. Prior to that,
he had served as Chief Operating Officer, Teva Global Operations, since
October 2013. Mr. Dethlefs joined Teva as General Manager, Teva Germany
in 2008. Prior to joining Teva, he served for over 11 years as a partner
at McKinsey & Company. Mr. Dethlefs received his PhD in biochemistry
from the FU Berlin/Pasteur Institute Paris.

About Teva

Teva Pharmaceutical Industries Ltd. (NYSE and TASE: TEVA) is a leading
global pharmaceutical company that delivers high-quality,
patient-centric healthcare solutions used by approximately 200 million
patients in over 60 markets every day. Headquartered in Israel, Teva is
the world’s largest generic medicines producer, leveraging its portfolio
of more than 1,800 molecules to produce a wide range of generic products
in nearly every therapeutic area. In specialty medicines, Teva has the
world-leading innovative treatment for multiple sclerosis as well as
late-stage development programs for other disorders of the central
nervous system, including movement disorders, migraine, pain and
neurodegenerative conditions, as well as a broad portfolio of
respiratory products. Teva is leveraging its generics and specialty
capabilities in order to seek new ways of addressing unmet patient needs
by combining drug development with devices, services and technologies.
Teva’s net revenues in 2016 were $21.9 billion. For more information,
visit www.tevapharm.com.

Cautionary Note Regarding Forward-Looking Statements

This press release contains forward-looking statements within the
meaning of the Private Securities Litigation Reform Act of 1995, which
are based on management’s current beliefs and expectations and are
subject to substantial risks and uncertainties, both known and unknown,
that could cause our future results, performance or achievements to
differ significantly from that expressed or implied by such
forward-looking statements. Important factors that could cause or
contribute to such differences include risks relating to:

  • uncertainties relating to the potential benefits and success of our
    new structure and recent senior management changes as well as the
    potential success and our ability to effectively execute a
    restructuring plan;
  • our generics medicines business, including: that we are
    substantially more dependent on this business, with its significant
    attendant risks, following our acquisition of Allergan plc’s worldwide
    generic pharmaceuticals business (“Actavis Generics”); our ability to
    realize the anticipated benefits of the acquisition (and any delay in
    realizing those benefits) or difficulties in integrating Actavis
    Generics; the increase in the number of competitors targeting generic
    opportunities and seeking U.S. market exclusivity for generic versions
    of significant products; price erosion relating to our generic
    products, both from competing products and as a result of increased
    governmental pricing pressures; and our ability to take advantage of
    high-value biosimilar opportunities;
  • our specialty medicines business, including: competition for our
    specialty products, especially Copaxone
    ®, our
    leading medicine, which faces competition from existing and potential
    additional generic versions and orally-administered alternatives; our
    ability to achieve expected results from investments in our product
    pipeline; competition from companies with greater resources and
    capabilities; and the effectiveness of our patents and other measures
    to protect our intellectual property rights;
  • our substantially increased indebtedness and significantly
    decreased cash on hand, which may limit our ability to incur
    additional indebtedness, engage in additional transactions or make new
    investments, and may result in a downgrade of our credit ratings;
  • our business and operations in general, including: our ability to
    develop and commercialize additional pharmaceutical products;
    manufacturing or quality control problems, which may damage our
    reputation for quality production and require costly remediation;
    interruptions in our supply chain; disruptions of our or third party
    information technology systems or breaches of our data security; the
    failure to recruit or retain key personnel;the restructuring of our
    manufacturing network, including potential related labor unrest; the
    impact of continuing consolidation of our distributors and customers;
    variations in patent laws that may adversely affect our ability to
    manufacture our products; our ability to consummate dispositions on
    terms acceptable to us; adverse effects of political or economic
    instability, major hostilities or terrorism on our significant
    worldwide operations; and our ability to successfully bid for suitable
    acquisition targets or licensing opportunities, or to consummate and
    integrate acquisitions;
  • compliance, regulatory and litigation matters, including: costs and
    delays resulting from the extensive governmental regulation to which
    we are subject; the effects of reforms in healthcare regulation and
    reductions in pharmaceutical pricing, reimbursement and coverage;
    potential additional adverse consequences following our resolution
    with the U.S. government of our FCPA investigation; governmental
    investigations into sales and marketing practices; potential liability
    for sales of generic products prior to a final resolution of
    outstanding patent litigation; product liability claims; increased
    government scrutiny of our patent settlement agreements; failure to
    comply with complex Medicare and Medicaid reporting and payment
    obligations; and environmental risks;
  • other financial and economic risks, including: our exposure to
    currency fluctuations and restrictions as well as credit risks; the
    significant increase in our intangible assets, which may result in
    additional substantial impairment charges; potentially significant
    increases in tax liabilities; and the effect on our overall effective
    tax rate of the termination or expiration of governmental programs or
    tax benefits, or of a change in our business;

and other factors discussed in our Annual Report on Form 20-F for the
year ended December 31, 2016 (“Annual Report”), including in the section
captioned “Risk Factors,” and in our other filings with the U.S.
Securities and Exchange Commission, which are available at
www.sec.gov
and
www.tevapharm.com.
Forward-looking statements speak only as of the date on which they are
made, and we assume no obligation to update or revise any
forward-looking statements or other information contained herein,
whether as a result of new information, future events or otherwise.
You
are cautioned not to put undue reliance on these forward-looking
statements.


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DIA updates systems, strategy and organizational structure https://ronbercume.com/dia-updates-systems-strategy-and-organizational-structure/ https://ronbercume.com/dia-updates-systems-strategy-and-organizational-structure/#respond Wed, 01 Sep 2021 07:00:00 +0000 https://ronbercume.com/dia-updates-systems-strategy-and-organizational-structure/ The Defense Intelligence Agency is reviewing two critical but aging intelligence systems along with its strategy and organizational structure to improve the organization’s ability to provide critical intelligence on military personnel around the world. Lieutenant-General Scott Berrier, United States, director of the agency commonly known as DIA, places the modernization of the Joint Worldwide Intelligence […]]]>

The Defense Intelligence Agency is reviewing two critical but aging intelligence systems along with its strategy and organizational structure to improve the organization’s ability to provide critical intelligence on military personnel around the world.

Lieutenant-General Scott Berrier, United States, director of the agency commonly known as DIA, places the modernization of the Joint Worldwide Intelligence Communications System (JWICS) as a top priority, as well as the further development of the assisted rapid analysis repository. by machine. System (MARS). JWICS is a top secret intranet administered by the DIA for the intelligence community. MARS is a cloud-based system that uses artificial intelligence and machine learning to automatically filter tons of data, perform mundane analysis, and free intelligence analysts to perform more complex analyzes.

The DIA director notes that the agency has a five-year plan to modernize JWICS, which he describes as a top-secret information super superhighway. “It’s a key part of everything we do here. This is the key to the intelligence community and our nation. What we want to do is make sure it’s as secure as possible, that we modernize it with a technology update, and as the Department of Defense moves to its instantiation in the cloud, what whatever it looks like, we keep pace.

JWICS was established about 30 years ago. Retired Lieutenant General James Clapper, USAF, former director of the DIA, approved the development of the system in 1990. Initially, it was only available to a few select users, but was installed in the White House under the President Bill Clinton. Over time, the number of sites has grown to around 50, according to a DIA article, and usage has skyrocketed in recent years.

At this point, suggests General Berrier, JWICS essentially acts as a command and control network as well as an information dissemination system. “Every combat commander has it on their desk, and they use it for a lot more than just disseminating information, so we need to make sure our end users have the right kit at the right time that is up to date and up to date. . ” he explains. “Some of the JWICS kits that we have are a little older than they should be, and I’m not comfortable with that, so the investment is going into new material, going into resilience with the encryption for security, and also to make sure that when the cloud instantiation happens, that we’re in the right position to be able to do it. ”

With more funding, he would also like to modernize the system more quickly. “The president’s budget is the president’s budget. We support this for sure. But if I had more money, we could go faster, and we’re working on it right now with our Under Secretary of Defense for Intelligence. [Ronald Moultrie]», He reports.

When asked how much more money he would like to speed up the modernization of the top secret system, the general refuses to publicly disclose a dollar figure.

If the pressure were to take hold, General Berrier said, he would probably give JWICS priority over MARS. “We see these things evolving on parallel priorities. If I had to pick one now, because JWICS is so essential to our country’s needs for the dissemination of sensitive information, I would say JWICS would be number one, but MARS is definitely a very close number two.

In 2025, MARS is expected to fully replace the current modernized integrated database, known as MIDB. MARS consists of a data environment, an infrastructure module and an order of battle module. The agency announced earlier this year the availability of an early version of the Order of Battle module, which describes the hierarchy of foreign military units in the context of the units’ geographic location, as well as the equipment assigned to them. .

DIA officials plan for additional capacities and work with “key partners” to define these capacities. “We have a plan over the next five years to really populate our intelligence mission data, our cyber module and our space module, and that will complement it,” General Berrier said.

Another aging system is the MIDB, which MARS replaces. “MIDB – still a 30-year-old system – and think of the good old days when analysts looked at information gathered, pencils and truncated maps and Excel spreadsheets for record updates,” suggests General Berrier . “It got better over time, but with MARS it happens automatically. “

MARS also allows the agency “to use all the national technical collection we can to understand everything about fundamental military intelligence for any military installation in the world,” he adds. “So we can also now use efficient and open source tools and data [intelligence] that really enrich every record.

MARS is needed in part because of the explosion of intelligence data available. “What MARS is going to do is completely enrich what MIDB had and although we are experimenting with MARS right now, the number of records for each installation location is increasing exponentially as we look at this data. This will give us a lot more information than in the past, ”the general said.

The modernized JWICS and MARS will help the agency better support the Department of Defense and the intelligence community as the United States focuses on strategic competition with peer or close adversaries such as China, Russia, the United States. North Korea and extremist groups.

Shortly after assuming the leadership of the DIA in October, General Berrier approved a new threat-based strategy, which he describes as a natural evolution of the capability-based strategy and taking into account the threats of his predecessor. .
It also initiated a reorganization that includes the creation of a Global Integration Directorate, which reached initial operational capacity on July 1. It is headed by a deputy director of global integration, who now oversees the agency’s intelligence centers around the world. These centers are linked to the combatants’ commands.

The deputy director for global integration will also have some budgetary authority over other parts of the agency, including the directorates of analysis, operations and science and technology. “It’s a new way of thinking about the problem and taking advantage of all these capacities that we have on a global scale so that we can look at what the Chinese, the Russians and others are doing to us and how we can provide opportunities. to counter that, ”the general said. Berrier says.

The general public, however, will likely never know the benefits offered. “Once we build our direction for global integration, I think you’re going to see quick wins. We probably won’t be able to discuss these quick wins in an unclassified setting, but it is the ability to take sensitive information, bring that information to light, and then present it as opportunities to our key partners, that it is. these are combat commands, whether it is the Ministry of Defense or foreign partners.

China is the most worrying competitor of the United States. “We are talking about the rise of China. I think China has increased. The investments they’ve made and the expansion of their military capability have been pretty amazing when you think about what they’re spending their precious defense money on, and the capabilities they’ve been able to pursue and produce are interesting.

But Russia should not be ignored, he warns. “Right now, China is the threat of stimulus, but I always tell people, ‘Don’t count on Russia.’ When you think of Russia’s nuclear triad, they pose an existential threat to the United States of America. They have proven this through cyber attacks and the fact that they have used chemical and biological weapons on their own citizens inside and outside their own country, this makes it a threat that we need to watch and watch out for. very carefully.

He suggests that the changes will help operationalize the intelligence provided by DIA analysts. So, rather than simply collecting, analyzing and reporting intelligence data, the agency may also offer options for dealing with the information contained in its reports. “It’s about dealing with sensitive information in a timely manner so that it can provide new opportunities for the department that they might not have thought of with the grinding of current information and everything in between,” he said. “So everything I’ve said about JWICS and MARS now really supports strategic competition against China, Russia, North Korea, Iran, and violent extremist organizations.”


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