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  • Arcadis nominates Simon Crowe as new CFO and EB

    Arcadis nominates Simon Crowe as new CFO and EB

    Amsterdam, 5 August 2025 – Arcadis (EURONEXT: ARCAD), a global leader in sustainable design, engineering, and consultancy solutions, today announces that its Supervisory Board has nominated Simon Crowe for the position of Chief Financial Officer (CFO) and member of the Executive Board, succeeding Virginie Duperat-Vergne, who left Arcadis on 31 May 2025.

    The Supervisory Board will propose Simon’s appointment as CFO and member of the Executive Board at an extraordinary General Meeting, to be held on 30 September 2025.

    Simon is a proven Group CFO with more than 30 years of experience leading finance functions in both NYSE-listed and private equity-backed businesses. He has operated across Europe, Asia, North America, and Africa, and has a strong track record of delivering value through strategic growth, operational efficiency, M&A execution, a private equity exit and a successful NYSE Initial Public Offering.

    Most recently, Simon served as CFO at Wood Mackenzie, a global provider of data and analytics solutions for the energy, renewables, and natural resources sectors. Prior to that, he was CFO at ERM, where he played a pivotal role in transforming the business, orchestrating the execution and integration of over a dozen acquisitions, driving sustained double-digit annual growth, and supporting its sale from OMERS & AIMCo to KKR in a landmark transaction valued at approximately 20x EBITDA.

    Earlier in his career, Simon held the role of Group CFO at Acergy managing a $5 billion global business and overseeing the complex finance integration following its merger with Subsea7. He began his career at Rhône Poulenc and subsequently held senior finance roles at National Power, Aquila, Transocean and GasLog LNG. Simon holds British nationality and a degree in Physics from the University of Liverpool.

    Simon will join Arcadis on 15 September as CFO Nominee for the interim period leading up to the EGM.

    Alan Brookes, Chief Executive Officer of Arcadis, commented:

    Simon will be a fantastic addition to our leadership team at Arcadis. His transparent leadership style and strong track record make him a great fit for our business. With deep commercial and financial insight, and international experience across consulting, infrastructure, and energy, Simon brings the capabilities we need to align our financial strategy with our global ambitions and support our continued growth. I also want to thank Willem Baars for providing continuity and leadership as interim CFO during this important transition.

    Michiel Lap, Chairman of the Arcadis Supervisory Board, added:

    After a thorough search and selection process, we are very pleased to nominate Simon as our new CFO. He has worked in our industry, and brings significant global controlling, corporate finance and capital markets experience, as well as a track record of creating long term value. On behalf of the Supervisory Board, I would like to thank Willem Baars for stepping in as interim CFO and fulfilling this role with such competence.

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  • Polio eradication stalled by fake records, imperfect vaccine, and mismanagement

    Polio eradication stalled by fake records, imperfect vaccine, and mismanagement

    KARACHI, Pakistan (AP) — For the past decade, Sughra Ayaz has traveled door to door in southeastern Pakistan, pleading with parents to allow children to be vaccinated against polio as part of a global campaign to wipe out the paralytic disease. She hears their demands and fears. Some are practical – families need basics like food and water more than vaccines. Others are simply unfounded – the oral doses are meant to sterilize their kids.

    Amid rampant misinformation and immense pressure for the campaign to succeed, Ayaz said, some managers have instructed workers to falsely mark children as immunized. And the vaccines, which must be kept cold, aren’t always stored correctly, she added.

    “In many places, our work is not done with honesty,” Ayaz said.

    The World Health Organization and partners embarked on their polio campaign in 1988 with the bold goal of eradication — a feat seen only once for human diseases, with smallpox in 1980. They came close several times, including in 2021, when just five cases of the natural virus were reported in Pakistanand Afghanistan. But since then, cases rebounded, hitting 99 last year, and officials have missed at least six self-imposed eradication deadlines.

    Afghanistan and Pakistan remain the only countries where transmission of polio — which is highly infectious, affects mainly children under 5, and can cause irreversible paralysis within hours — has never been interrupted. The worldwide campaign has focused most of its attention and funding there for the past decade.

    But in its quest to eliminate the disease, the Global Polio Eradication Initiative has been derailed by mismanagement and what insiders describe as blind allegiance to an outdated strategy and a problematic oral vaccine, according to workers, polio experts and internal materials obtained by The Associated Press.

    Officials have falsified vaccination records, selected unqualified people to dole out drops, failed to send out teams during mass campaigns, and dismissed concerns about the oral vaccinesparking outbreaks, according to documents shared with AP by staffers from GPEI – one of the largest and most expensive public health campaigns in history, with over $20 billion spent and nearly every country in the world involved.

    In Afghanistan and Pakistan – which share a border, harbor widespread mistrust of vaccines, and have weakened healthcare systems and infrastructure – local staffers like Ayaz have for years flagged problems to senior managers. But those issues, along with concerns by staffers and outside health officials, have long gone unaddressed, insiders say.

    Officials tout the successes – 3 billion children vaccinated, an estimated 20 million people who would have been paralyzed spared – while acknowledging challenges in Pakistan and Afghanistan. Remote villages are hard to reach, some cultural and religious authorities instruct against vaccination, and hundreds of polio workers and security staff have been killed because of their alignment with a Western-led initiative.

    Dr. Jamal Ahmed, WHO’s polio director, defended progress in those two countries, citing workers’ tailored response in resistant pockets.

    “There’s so many children being protected today because of the work that was done over the past 40 years,” he said. “Let’s not overdramatize the challenges, because that leads to children getting paralyzed.”

    Ahmed said he believes authorities will end the spread of polio in the next 12 to 18 months. Its latest goal for eradication is 2029. The campaign says about 45 million children in Pakistan and 11 million in Afghanistan must be vaccinated this year. Children typically need four doses of two drops each to be considered fully immunized.

    Dr. Zulfiqar Bhutta, who has served on advisory groups for WHO, the Gates Foundation and others, said campaign officials should listen to the criticism of its tactics.

    “Continuing blindly with the same strategies that we have relied on since eradication began is unlikely to lead to a different result,” he said.

    Documents show yearslong problems on polio vaccination teams

    Internal WHO reports reviewing vaccination drives in Afghanistan and Pakistan over the past decade – given to AP by current and former staffers – show that as early as 2017, local workers were alerting significant problems to senior managers.

    The documents flagged multiple cases of falsified vaccination records, health workers being replaced by untrained relatives and workers improperly administering vaccines.

    On numerous occasions, WHO officials noted, “vaccinators did not know about vaccine management,” citing failure to keep doses properly cold. They also found sloppy or falsified reporting, with workers noting “more used vaccine vials than were actually supplied.”

    According to an August 2017 report from Kandahar, Afghanistan, local government authorities and others interfered in choosing vaccinators, “resulting in the selection of underage and illiterate volunteers.”

    Vaccination teams worked “in a hurried manner,” reports said, with “no plan for monitoring or supervision.” A team in Nawzad, Afghanistan, covered just half of the intended area in 2017, with 250 households missed entirely. Village elders said no one visited for at least two years.

    Vaccine workers and health officials in Afghanistan and Pakistan confirmed the issues in the documents and told AP it’s hard for campaign leadership to grasp the difficulties in the field. Door-to-door efforts are stymied by cultural barriers, unfounded stories about vaccines, and the region’s poverty and transience.

    “Most of the time when we go to vaccinate and knock on the door, the head of the house or the man is not at home,” said one worker, speaking on condition of anonymity because they weren’t authorized to talk to the press. “Many people find it offensive that a stranger knocks on the door and talks to a woman.”

    Some workers find families have moved. Occasionally, they say, the encounter abuse.

    “We have shared these problems with our senior officials,” the worker told AP. “They know about it.”

    In an email response to AP’s questions about officials’ knowledge of the issues, WHO polio director Ahmed noted “operational challenges” in Afghanistan and Pakistan and said the program has “robust monitoring and evaluation processes.”

    Worker Ayaz described “fake finger marking” — placing the ink used to show a child is vaccinated on their pinky even when no vaccine has been given.

    “There is so much pressure,” Ayaz said.

    Critics point to continued use of the oral polio vaccine

    Before the first polio vaccine was developed in 1955, the disease — spread mostly from person to person, through contaminated water and via fecal particles — was among the world’s most feared, paralyzing hundreds of thousands of children annually. People avoided crowded places during epidemics, and hospital wards filled with children encased in iron lungs after the virus immobilized their breathing muscles.

    Polio is mainly spread when people are exposed to water infected with the virus. In countries with poor sanitation, children often become infected when they come into contact with contaminated waste.

    WHO says that as long as a single child remains infected, kids everywhere are at risk.

    Eradication demands near-perfection – zero polio cases and immunizing more than 95% of children.

    But public health leaders and former WHO staffers say campaign efforts are far from perfect, and many question the oral vaccine.

    The oral vaccine – proven to be safe and effective — has been given to more than 3 billion children. But there are some extremely rare side effects: Scientists estimate that for every 2.7 million first doses given, one child will be paralyzed by the live polio virus in the vaccine.

    In even rarer instances, the live virus can mutate into a form capable of starting new outbreaks among unimmunized people where vaccination rates are low.

    Worldwide, several hundred vaccine-derived cases have been reported annually since at least 2021, with at least 98 this year.

    Most public health experts agree the oral vaccine should be pulled as soon as possible. But they acknowledge there simply isn’t enough injectable vaccine — which uses no live virus and doesn’t come with the risks of the oral vaccine — to wipe out polio alone. The injectable vaccine also is more expensive and requires more training to administer.

    More than two dozen current and former senior polio officials told AP the agencies involved haven’t been willing to even consider revising their strategy to account for some of the campaign’s problems.

    Dr. Tom Frieden, a former director of the U.S. Centers for Disease Control and Prevention who sits on an independent board reviewing polio eradication, said it would be impossible to eliminate polio without the oral vaccine. But he’s urged authorities to find ways to adapt, such as adopting new methods to identify polio cases more quickly. Since 2011, he and colleagues have issued regular reports about overall program failures.

    “There’s no management,” he said, citing a lack of accountability.

    Last year, former WHO scientist Dr. T. Jacob John twice emailed WHO Director-General Tedros Adhanom Ghebreyesus calling for a “major course correction.” John shared the emails with AP and said he’s received no response.

    “WHO is persisting with polio control and creating polio with one hand and attempting to control it by the other,” John wrote.

    In his response to AP, WHO polio director Ahmed said the oral vaccine is a “core pillar” of eradication strategy and that “almost every country that is polio-free today used (it) to achieve that milestone.”

    “We need to step back and really care for the people,” he said. “The only way we can do that in large parts of the world is with oral polio vaccine.”

    Ahmed also pointed to the success WHO and partners had eliminating polio from India, once considered a nearly impossible task. In the four years before polio was wiped out there, health workers delivered about 1 billion doses of the oral vaccine to more than 170 million children.

    Today, nearly all of the world’s polio cases — mostly in Africa and the Middle East — are mutated viruses from the oral vaccine, except for Afghanistan and Pakistan.

    Scott Barrett, a Columbia University professor, called for an inquiry into how things went so wrong – particularly with a failed effort in 2016, when authorities removed a strain from the oral vaccine. They miscalculated, leading to outbreaks in more than 40 countries that paralyzed more than 3,000 children, according to an expert report commissioned by WHO. Last year, a mutated virus traced to that effort paralyzed a baby in Gaza.

    “Unless you have a public inquiry where all the evidence comes out and WHO makes serious changes, it will be very hard to trust them,” he said.

    Mistrust of the polio eradication effort persists

    With an annual budget of about $1 billion, the polio initiative is among the most expensive in all of public health. This year, the U.S. withdrew from WHO, and President Donald Trump has cut foreign aid. WHO officials have privately admitted that sustaining funding would be difficult without success.

    Some say the money would be better spent on other health needs.

    “We have spent more than $1 billion (in external polio funding) in the last five years in Pakistan alone, and it didn’t buy us any progress,” said Roland Sutter, who formerly led polio research at WHO. “If this was a private company, we would demand results.”

    Villagers, too, have protested the cost, staging hundreds of boycotts of immunization campaigns since 2023. Instead of polio vaccines, they ask for medicine, food and electricity.

    In Karachi, locals told AP they didn’t understand the government’s fixation on polio and complained of other issues — dirty water, heroin addiction. Workers are accompanied by armed guards; Pakistani authorities say more than 200 workers and police assigned to protect them have been killed since the 1990s, mostly by militants.

    The campaign also is up against a wave of misinformation, including that the vaccine is made from pig urine or will make children reach puberty early. Some blame an anti-vaccine sentiment growing in the U.S. and other countries that have largely funded eradication efforts and say it’s reaching even remote areas of Afghanistan and Pakistan.

    In suburban southwest Pakistan, Saleem Khan, 58, said two grandchildren under 5 were vaccinated over his family’s objections.

    “It results in disability,” said Khan, without citing evidence for his belief. “They are vaccinated because officials reported our refusal to authorities and the police.”

    Svea Closser, professor of international health at Johns Hopkins University, said Pakistan and Afghanistan were less resistant to immunization decades ago. Now, people are angry about the focus on polio and lack of help for diseases like measles or tuberculosis, she said, spurring conspiracy theories.

    “Polio eradication has created a monster,” Closser said. It doesn’t help, she added, that in this region, public trust in vaccine campaigns was undermined when the CIA organized a fake hepatitis drive in 2011 in an attempt to get DNA and confirm the presence of Osama bin Laden or his family.

    Workers see that continued mistrust every day.

    In a mountainous region of southeastern Afghanistan where most people survive by growing wheat and raising cows and chickens, a mother of five said she’d prefer that her children be vaccinated against polio, but her husband and other male relatives have instructed their families to reject it. They believe the false rumors that it will compromise their children’s fertility.

    “If I allow it,” the woman said, declining to be named over fears of family retribution, “I will be beaten and thrown out.”

    _____

    Cheng reported from London.

    The Associated Press Health and Science Department receives support from the Howard Hughes Medical Institute’s Department of Science Education and the Robert Wood Johnson Foundation. The AP is solely responsible for all content.


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  • Fresenius Medical Care delivers strong organic revenue growth and double-digit operating income growth in the second quarter of 2025

    Fresenius Medical Care delivers strong organic revenue growth and double-digit operating income growth in the second quarter of 2025

    Strategic execution on track 

    Fresenius Medical Care, the world’s leading provider of products and services for individuals with renal disease, maintained strong focus on the execution of its strategic plan. During the second quarter of 2025, the FME25+ transformation program continued its positive momentum, delivering EUR 58 million additional sustainable savings while related one-time costs, treated as special items, amounted to EUR 53 million. The Company confirms its full year FME25+ target of around EUR 180 million additional annual savings, totaling to EUR 1,050 million by year end 2027. The Company assumes related one-time costs of EUR 100 million to 150 million in 2025 and EUR 1,000 million to 1,050 million for the total program.

    The Company continues the execution of its portfolio optimization plan to exit non-core and margin-dilutive assets. Special items associated with portfolio optimization amounted to negative EUR 6 million in the second quarter.

    All transactions that were realized as part of Fresenius Medical Care’s portfolio optimization plan in 2024 are estimated to negatively impact full year 2025 Group revenue growth by around one percent. Related costs will be treated as special items in operating income.

    As part of the new capital allocation framework, as presented at its recent Capital Markets Day, Fresenius Medical Care commits to return excess capital to shareholders. The Company announced an initial share buyback of EUR 1 billion within two years. The Company intends to initiate the first tranche of the program in August.  

    Organic revenue growth1 across all segments 

    In the second quarter 2025, Group revenue increased by 1% (+5% at constant currency, +7% organic1) to EUR 4,792 million. Divestitures realized as part of the portfolio optimization plan affected the revenue development by -110 basis points.

    Care Delivery revenue decreased by 3% (+1% at constant currency, +4% organic1) to EUR 3,381 million. Divestitures realized as part of the portfolio optimization plan affected the revenue development by -190 basis points.

    In Care Delivery U.S., revenue decreased by 2% (+3% at constant currency, +3% organic1) to EUR 2,817 million. Reimbursement rate increases and a favorable payor mix development had a positive impact while exchange rates developed unfavorably. The severe flu season in the U.S. in the first months of the year resulted in significantly increased mortality compared to the elevated mortality level in the prior year. This impacted the treatment numbers in the second quarter and for the remainder of the year. The effect was partially offset in the second quarter by an accelerated number of patient new starts. Therefore, U.S. same market treatment growth came in flat year-on-year.

    In Care Delivery International, revenue decreased by 8% (-8% at constant currency, +5% organic1) to EUR 564 million. The effect of closed or sold operations, mainly related to portfolio optimization, were partially offset by organic growth1. Same market treatment growth amounted to +1.7%.

    Fresenius Medical Care now reports Value-Based Care, previously part of Care Delivery, as a standalone segment. The new segmentation reflects the growing importance of this business and the Company’s clear commitment towards enhancing financial reporting transparency. Value-Based Care revenue grew by 22% (+28% at constant currency, +28% organic1) to EUR 506 million, mainly driven by significantly higher number of member months due to contract expansion, while exchange rates developed unfavorably. 

    Care Enablement revenue declined by 1% (+3% at constant currency, +3% organic1) to EUR 1,348 million. Volume growth and continued positive pricing momentum was offset by unfavorable exchange rate effects.

    Within Inter-segment eliminations4, revenue for services provided and products transferred between the operating segments at fair market value came in 10% below prior year at negative EUR 443 million (-6% at constant currency). In line with the new segment reporting, services provided by the Care Delivery segment for patients managed under the Value-Based Care segment are now being included within inter-segment eliminations.

    In the first half 2025, Group revenue increased by 2% (+3% at constant currency, +6% organic¹) to EUR 9,673 million. Divestitures realized as part of the portfolio optimization plan impacted the revenue development by  190 basis points. Care Delivery revenue decreased by 2% (-1% at constant currency, +3% organic1) to EUR 6,828 million, with Care Delivery U.S. growing by 1% (+2% at constant currency, +2% organic1) to EUR 5,709 million and Care Delivery International decreasing by 14% (-14% at constant currency, +5% organic1) to EUR 1,119 million. Divestitures realized as part of the portfolio optimization plan affected the revenue development of Care Delivery by -300 basis points and the revenue development of Care Delivery International by -1,600 basis points. U.S. same market treatment growth came in flat while International same market treatment growth improved to 2.1%. Value-Based Care revenue increased by 24% (+25% at constant currency, +25% organic1) to EUR 1,035 million. Care Enablement revenue increased by 2% (+4% at constant currency, +4% organic1) to EUR 2,715 million. Inter-segment eliminations decreased by 7% (-6% at constant currency) to a deduction of EUR 905 million.

    Double-digit operating income growth and further margin expansion 

    In the second quarter 2025, Group Operating income remained stable (+3% at constant currency) at EUR 425 million, resulting in a margin of 8.9% (Q2 2024: 8.9%). Operating income excluding special items increased by 9% (+13% at constant currency) to EUR 476 million, resulting in a margin2 of 9.9% (Q2 2024: 9.1%). Divestitures realized during the second quarter were neutral on operating income margin development.

    Operating income in Care Delivery increased by 3% (+9% at constant currency) to EUR 346 million, resulting in a margin of 10.2% (Q2 2024: 9.6%). Operating income excluding special items came in flat (+5% at constant currency) at EUR 378 million, resulting in a margin2 of 11.2% (Q2 2024: 10.9%). Compared to previous year, operating income development was driven by positive price effects, the impact from phosphate binders, and savings from the FME25+ program. The development was negatively impacted by higher personnel expenses due to planned merit increases and unfavorable medical benefit costs as well as other inflationary cost increases. 

    Operating income in Value-Based Care amounted to a loss of EUR 9 million, compared to a loss of EUR 6 million in the prior year, resulting in a margin of -1.7% (Q2 2024: -1.5%). Identically, operating income excluding special items amounted to a loss of EUR 9 million, compared to a loss of EUR 6 million in the prior year, resulting in a margin2 of -1.7% (Q2 2024: -1.5%). The development was mainly driven by an unfavorable savings rate and inflation, while the effect from an increase in member months contributed positively. 

    Operating income in Care Enablement increased by 36% (+39% at constant currency) to EUR 89 million, resulting in a margin of 6.6% (Q2 2024: 4.8%). Operating income excluding special items significantly increased by 76% (+79% at constant currency) to EUR 117 million, resulting in a margin2 of 8.7% (Q2 2024: 4.9%). The improvement compared to the previous year’s quarter was mainly driven by globally higher volumes and positive pricing developments as well as savings from the FME25+ program. These positive effects were partially offset by inflationary cost increases, which developed in line with expectations.

    Operating income for Corporate amounted to EUR 7 million (Q2 2024: EUR 36 million). Humacyte remeasurements, treated as special items in the Corporate line, amounted to EUR 10 million and virtual power purchase agreements contributed EUR 15 million. Operating income excluding special items amounted to a loss of EUR 2 million (Q2 2024: EUR 5 million). 

    In the first half 2025, Group operating income increased by 13% (13% at constant currency) to EUR 757 million, resulting in a margin of 7.8% (H1 2024: 7.1%). Operating income excluding special items increased by 11% (+12% at constant currency) to EUR 933 million, resulting in a margin2 of 9.6% (H1 2024: 8.8%). Divestitures realized during the half year were neutral on operating income margin development. In Care Delivery, operating income increased by 33% (+34% at constant currency) to EUR 666 million, resulting in a margin of 9.8% (H1 2024: 7.2%). Operating income excluding special items increased by 4% (+5% at constant currency) to EUR 734 million, resulting in a margin2 of 10.7% (H1 2024: 10.1%). In Value-Based Care operating income amounted to a loss of EUR 6 million compared to an income of EUR 15 million in the prior year, resulting in a margin of -0.5% (H1 2024: 1.8%). Operating income excluding special items amounted to a loss of EUR 5 million compared to an income of EUR 15 million in the prior year, resulting in a margin2 of -0.5% (H1 2024: 1.8%). In Care Enablement, operating income increased by 35% (+36% at constant currency) to EUR 183 million, resulting in a margin of 6.8% (H1 2024: 5.1%). Operating income excluding special items increased by 62% (+63% at constant currency) to EUR 231 million, resulting in a margin2 of 8.5% (H1 2024: 5.4%).  

    Net income3 increased by 20% (+23% at constant currency) to EUR 225 million in the second quarter 2025. Net income excluding special items increased by 26% (+30% at constant currency) to EUR 268 million. 

    In the first half 2025, net income3 increased by 46% (+46% at constant currency) to EUR 376 million. Net income excluding special items increased by 28% (+29% at constant currency) to EUR 514 million.

    Basic earnings per share (EPS) increased by 20% (+23% at constant currency) to EUR 0.77 in the second quarter 2025. Basic EPS excluding special items increased by 26% (+30% at constant currency) to EUR 0.91. 

    In the first half 2025, basic EPS increased by 46% (+46% at constant currency) to EUR 1.28. Basic EPS excluding special items increased by 28% (+29% at constant currency) to EUR 1.75. 

    Strong cash flow development and further improved net leverage ratio 

    In the second quarter 2025, Fresenius Medical Care improved operating cash flow by 75% to EUR 775 million (Q2 2024: EUR 442 million), resulting in a margin of 16.2% (Q2 2024: 9.3%). The operating cash flow development was mainly driven by a favorable working capital development and phasing of federal income tax payments in the U.S. In the first half 2025, operating cashflow improved by 65% to EUR 938 million (H1 2024: EUR 570 million), resulting in a margin of 9.7% (H1 2024: 6.0%). 

    Free cash flow5 significantly increased by 117% to EUR 628 million in the second quarter 2025 (Q2 2024: EUR 289 million), resulting in a margin of 13.1% (Q2 2024: 6.1%). In the first half 2025, Fresenius Medical Care generated free cash flow of EUR 649 million (H1 2024: EUR 287 million), resulting in a margin of 6.7% (H1 2024: 3.0%). 

    Total net debt and lease liabilities were further reduced to EUR 9,315 million (Q2 2024: EUR 10,658 million). The net leverage ratio (net debt/EBITDA) improved to 2.7x in Q2 2025 (Q1 2025: 2.8x). Upon maturity, the Company redeemed a EUR 500 million bond on July 11, 2025. 

    Patients, clinics and employees

    As of June 30, 2025, Fresenius Medical Care treated 300,339 patients in 3,676 dialysis clinics worldwide and had 112,445 employees (headcount) globally, compared to 112,035 employees as of March 31, 2025.

    Outlook 2025 confirmed

    Fresenius Medical Care confirms its outlook for fiscal 2025 and expects revenue growth to be positive to a low-single digit percent rate compared to prior year. The Company expects operating income excluding special items to grow by a high-teens to high-twenties percent rate compared to prior year.

    The expected growth rates for 2025 are at constant currency, excluding special items in operating income. The 2024 basis for the revenue outlook is EUR 19,336 million and for the operating income outlook is EUR 1,797 million.

    Media conference call

    Fresenius Medical Care will host a media conference call to discuss the results of the second quarter and first half of 2025 today, August 5, 2025, at 9:30 a.m. CEST / 3:30 a.m. EDT. The media conference call is for journalists, who can register via the following link: Registration. Details on the media conference call are also available here. Attendees who would like to follow the presentation parallel to the conference call can register here for the webcast. The webcast will only be broadcasted in “listen only” mode.

    Investor conference call

    Fresenius Medical Care will host a conference call for analysts and investors to discuss the results of the second quarter 2025 today, August 5, 2025, at 2:00 p.m. CEST / 8:00 a.m. EDT. Details are available here. A replay and a transcript will be available shortly after the call.

    Please refer to our statement of earnings included at the end of this press release and to the attachments as separate PDF files for a complete overview of the results of the second quarter 2025. Our form 6-K disclosure provides more details.

     

    1At constant currency, adjusted for certain reconciling items including revenue from acquisitions, closed or sold operations and differences in dialysis days

    2Adjusted for special items; for further details please see the reconciliation attached to the press release 

    3Net income attributable to shareholders of Fresenius Medical Care AG

    4The Company transfers products from the Care Enablement segment to the Care Delivery segment at fair market value. Services provided by the Care Delivery segment for patients managed under the Value-Based Care segment are also provided at fair market value. The associated internal revenues and expenses and all other consolidation of transactions are included within “Inter-segment eliminations”. 

    5Net cash provided by / used in operating activities, after capital expenditures, before acquisitions, investments, and dividends

     

    About Fresenius Medical Care:
    Fresenius Medical Care is the world’s leading provider of products and services for individuals with renal diseases of which around 4.2 million patients worldwide regularly undergo dialysis treatment. Through its network of 3,676 dialysis clinics, Fresenius Medical Care provides dialysis treatments for approx. 300,000 patients around the globe. Fresenius Medical Care is also the leading provider of dialysis products such as dialysis machines or dialyzers. Fresenius Medical Care is listed on the Frankfurt Stock Exchange (FME) and on the New York Stock Exchange (FMS).

    Disclaimer:
    This release contains forward-looking statements that are subject to various risks and uncertainties. Actual results could differ materially from those described in these forward-looking statements due to various factors, including, but not limited to, changes in business, economic and competitive conditions, legal changes, regulatory approvals, results of clinical studies, foreign exchange rate fluctuations, uncertainties in litigation or investigative proceedings, and the availability of financing. These and other risks and uncertainties are detailed in Fresenius Medical Care’s reports filed with the U.S. Securities and Exchange Commission. Fresenius Medical Care does not undertake any responsibility to update the forward-looking statements in this release.

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  • Herbalife’s Formula 1 plays a key weight management role, shows real-world study

    Herbalife’s Formula 1 plays a key weight management role, shows real-world study


    The results of the study were published in the international, peer-reviewed journal Metabolites and suggest that the consumption of Herbalife meal replacements may help to achieve greater weight loss amongst patients with obesity.



    The real-world clinical trial contrasted two groups of participants attending Specialist Weight Management Services (SWMS); one group in Dublin and the other in various locations across the UK.


    Both sets of participants had a BMI of 35+, which would classify them as having Class II obesity, a more severe form of obesity and at least one obesity related complication.


    All participants were given the same advice on weight loss from a clinical physician, with a suggestion to reduce their calorie intake by 500 kcal a day and to undertake an exercise or physical activity for at least 150 minutes per week.


    The Dublin group were also asked to take Herbalife’s Formula 1 meal replacement for both breakfast and lunch and was given access to a gym facility.


    After Year 1 of the trial, the Dublin group had achieved an average weight loss of 6.1%, whereas the UK group had seen a reduction in weight by 1.3%.


    After 2 years, the remaining participants in the UK cohort had gained an average of 0.7 kg, whereas the Dublin cohort had lost an average of 5.7 kg.


    Professor Carel le Roux, Head of Metabolic Medicine at University College Dublin, Herbalife Nutrition advisory board member and one of the authors of the study, said: “This study is further evidence of the effectiveness of using meal replacements to help treat the disease of obesity, particularly in those with more severe forms of the disease.”



    Andrea Bertocco, PhD, Senior Principal Scientist at Herbalife, said: “With more than 45 years of experience developing best-in-class meal replacement shakes and nutritional supplements, we understand how difficult the challenge of weight loss can be.”



    “It’s fantastic to see the results of this study and just how beneficial meal replacement shakes can be when coupled with exercise and a reduction in calorie consumption.”

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  • Vesta lines up with two stars

    Vesta lines up with two stars

    Asteroid Vesta stands in line with two of Libra’s stars this evening, making the trio an easy-to-spot target in binoculars or any telescope.

    • Asteroid 4 Vesta is currently traversing the constellation Libra, exhibiting an apparent magnitude of 7.3.
    • Optimal viewing of Vesta occurs in the early evening after nightfall, before Libra descends significantly in the southwestern sky.
    • Vesta’s location can be determined by using Alpha Librae (magnitude 2.3) and Mu Librae (magnitude 5.3) as reference points, subsequently locating Xi1 Librae (magnitude 5.6), which lies less than half a degree from Vesta.
    • Vesta forms a near-linear alignment with Xi1 Librae and Xi2 Librae (magnitude 5.5), with Xi2 situated northeast of Vesta.

    Asteroid 4 Vesta is making its way through northwestern Libra, visible in the evening hours as the region slowly sets. Tonight it is passing near the star Xi11) Librae, making it a bit easier to identify. It is also not far from Xi2 Lib.

    The best time to look for Vesta is earlier in the evening, after darkness has fallen but before Libra gets too low in the southwest. Around 10 P.M., Vesta is still 20° high. To find it easily, first stop at magnitude 2.3 Alpha Lib, a wide double star. From this pair, it’s a short skip of just under 2° due north to magnitude 5.3 Mu (μ) Lib. Then move 2.5° north-northeast, and you’ll land right on magnitude 5.6 Xi1, which tonight is less than half a degree northeast of Vesta. Note that nearby is similarly bright magnitude 5.5 Xi2 Lib, which lies about 0.7° northeast of Xi1. Together with Vesta, the three form a roughly straight line this evening, with Xi2 in the northeast and Vesta in the southwest. At magnitude 7.3, Vesta is by far the faintest of the trio. 

    Sunrise: 6:02 A.M.
    Sunset: 8:09 P.M.
    Moonrise: 6:04 P.M.
    Moonset: 1:51 A.M.
    Moon Phase: Waxing gibbous (86%)
    *Times for sunrise, sunset, moonrise, and moonset are given in local time from 40° N 90° W. The Moon’s illumination is given at 12 P.M. local time from the same location.

    For a look ahead at more upcoming sky events, check out our full Sky This Week column. 

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  • How an obscure SEC proposal could boost listings on European stock exchanges

    How an obscure SEC proposal could boost listings on European stock exchanges

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  • Desk Paws’ Latest Free Update Adds 10 More Pets to Collect!

    Desk Paws’ Latest Free Update Adds 10 More Pets to Collect!

    Developed by GinkgoGames and published by Captcha Games, Desk Paws is a desktop idler that players can run to accompany them throughout the day. These cute little sprites don’t just prance around the screen — they have their homes (which players can decorate) as well as go out on adventures. At release, there were 100 of them to collect, with a total of 400 through breeding.

    In the latest Steam post, the developer announced that the latest update adds a few more pets as well as some quality-of-life improvements! Here’s all the free new content you can expect from Desk Paws:

    • 10 new pets (each with their own offspring).
    • A new feature: Pet Gift Box, which will gift players a random base-level pet after purchase.
    • Pets in the backpack now displayUnclaimed final form reward tokenif they haven’t earned it.
    • The claw machine has the 10 new pets.

    Sounds interesting? Desk Paws is available now on Steam for £4.99. At the time of writing, there’s also a demo available (which you can find on Steam’s right-hand side menus).

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  • Surge in Deaths Involving Co-Use of Stimulants Plus Opioids

    Surge in Deaths Involving Co-Use of Stimulants Plus Opioids

    TOPLINE:

    Drug-related deaths involving co-use of stimulants and opioids has surged in the US and Canada, with a higher annual rise in drug-related mortality than use of opioids or stimulants alone, a new study showed. Researchers said the findings point to a “silent epidemic” that warrant action by policymakers to increase awareness.

    METHODOLOGY:

    • US data regarding opioid and stimulant overdose-related trends for unintentional and intentional deaths from 1999 to 2021 were collected from the National Institute on Drug Abuse.
    • Canadian data on opioid (2016-2022) and stimulant (2018-2022) overdose-related trends for unintentional and intentional deaths were obtained from the Public Health Agency of Canada and Alberta Substance Use Surveillance System.
    • Google Trends relative search interest (RSI) was used to measure public interest over time (2004-present) for search terms related to opioids and psychostimulants.
    • Opioid- and stimulant-related death trends and the potential relationship between RSI and drug-related deaths were evaluated.

    TAKEAWAY:

    • Deaths involving the use of both opioids and stimulants surged in the US, with the annual percent change (APC) increasing from 10.03 for 1999-2006 to 31.99 for 2013-2021. The APC for co-use deaths in Canada for 2018-2022 was 21.38.
    • In the US, deaths related to opioid use alone increased in the US from an APC of 11.07 for 1999-2006 to 26.05 for 2019-2021, while deaths related to stimulant use alone rose from 11.65 for 1999-2006 to 26.24 for 2013-2021. In Canada, the APCs were 17.60 for opioid-related deaths for 2016-2022 and 18.24 for stimulant-related deaths for 2018-2022.
    • Google search trends did not correlate with the APCs as opioids had a higher overall RSI vs stimulants.
    • The highest peak of opioid-related search interest occurred in 2016 in the US and 2015 in Canada, while cocaine-related searches peaked in 2004 and 2005, respectively.

    IN PRACTICE:

    “There is a need for increased awareness and understanding of the evolving nature of the opioid crisis and the deleterious effects of stimulant co-involvement, especially among the general population,” the investigators wrote.

    “These findings are a call to action for public health policymakers to develop strategies for addressing both opioid and stimulant use epidemics simultaneously,” they added.

    SOURCE:

    The study was led by Yutong Li, University of Alberta, Edmonton, Canada. It was published online on July 16 in PLOS Mental Health.

    LIMITATIONS:

    Key limitations included insufficient data from Canada because collection only started in 2016, not accounting for substance use beyond opioid and stimulant co-involvement and potential discrepancies between recorded data and actual substance use, which may have led to underestimation of prevalence and overdose incidents. Regional variations in substance use trends and reporting inconsistency were not fully accounted for in national-level data. Additionally, the continuously evolving landscape of substance use, with new synthetic drugs and contaminants, may not have been adequately captured in surveillance data.

    DISCLOSURES:

    The study was funded by the Canadian Institutes of Health Research, Alberta Innovates, Canada Research Chairs program, Institute for Advancements in Mental Health, Mental Health Foundation, Mental Health Research Canada, MITACS Accelerate program, Simon & Martina Sochatsky Fund for Mental Health, Howard Berger Memorial Schizophrenia Research Fund, Abraham & Freda Berger Memorial Endowment Fund, Alberta Synergies in Alzheimer’s and Related Disorders program, the University Hospital Foundation, and the University of Alberta. The investigators reported having no relevant conflicts of interest.

    This article was created using several editorial tools, including AI, as part of the process. Human editors reviewed this content before publication.

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  • 2025 One Hertz Challenge: Analog Clock For Microsoft Windows

    2025 One Hertz Challenge: Analog Clock For Microsoft Windows

    Our hacker [glgorman] sent in their submission for the One Hertz Challenge: an analog software clock for Microsoft Windows.

    I guess we’d have to say that this particular project is a work-in-progress. There is no final clock, yet. But a number of yak’s have been shaved. For instance, we have code for computing geometric objects without using branch instructions, including points and lines and circles and such.

    The notes dive deep into various rabbit holes. At one point we find ourselves computing the angle to the sun in the sky, that we may be able to cast the shadow of the clock hands on our clock face. The notes include miscellaneous source code snippets and various screenshots of geometric renderings which have been achieved so far.

    We thought it was fun that the geometric software references Euclid’s Elements, which, as you probably know, is the famous geometry book from Ancient Greece, the second most published book of all time, second only to the Bible.

    If you’re interested in analog clocks you might like this one which displays the date, not the time or this one which uses colors instead of hands.

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  • The Spelthorne Shed in Staines marks a decade of community work

    The Spelthorne Shed in Staines marks a decade of community work

    Bob Dale

    BBC News, South East

    Spelthorne Shed Mike Wallin stands in the Spelthorne Shed. He is wearing a grey t-shirt and grey work trousers. He leans against a work bench, with a circular saw to his left and several racks of woodworking tools to his right. He is a bald middle-aged man and is smiling.Spelthorne Shed

    Michael Wallin took over running the Spelthorne Shed after it was founded by his father

    A community group which offers people an opportunity to use their skills to help the local community has celebrated its 10th birthday.

    The Spelthorne Shed, in Staines-upon-Thames, Surrey, offers tools, equipment and workspace.

    The idea was based on the Men’s Sheds movement, created to tackle isolation and poor mental health through working together.

    Volunteers at the Spelthorne Shed create items such as bird boxes, bug hotels, benches and memorial plaques for local parks.

    The shed is run by Michael Wallin, who took over from his father Fred.

    “Men’s Sheds had started in Australia and he’d seen an article about them and decided it would be something good to do in the community here,” said Mr Wallin.

    “The local council provided us with a shed in Fordbridge Park, it took us a year or two to get it fitted out and we opened our doors in 2015.”

    Spelthorne Shed The interior of the Spelthorne Shed, with several volunteers standing at workbenches, of which there are many, covered with tools.Spelthorne Shed

    The shed provides volunteers with the equipment and space they need to be creative

    He said the projects being worked on by members are many and varied, with those with more skills and experience happy to teach others.

    “Some are restoring old cars and motorbikes, some are restoring or making furniture,” he said.

    “A few people sell the items and we use the money to keep the shed going.

    “We have a few members who don’t do anything, they come down and use the facility as a community hub, we’ve got a tearoom with plenty of tea, coffee and biscuits and cakes, people use it as a place to come and take a break from life, a place where they can share common interests and have a bit of camaraderie.”

    Spelthorne Shed Rick Callingham, Syd McDonald, Ann Pritchard, Steve Barton stand shoulder to shoulder in the Spelthorne Shed, with racks of tools in the background. The men all wear t-shirts and jeans, while Ann wears a blue blouse and grey cable knit sweater.Spelthorne Shed

    (l-r) Rick Callingham, Syd McDonald, Ann Pritchard, Steve Barton are among those who use the Shed’s facilities

    Having marked the 10-year milestone, Mr Wallin is hoping the shed will become even busier.

    “Our membership numbers are gradually increasing and we’ve gone from when we first started to opening a couple of afternoons a week.

    “Now we’re open most weekdays apart from Wednesdays. I’m hoping over the next few years we can get to the position where we’re opening full time five days a week between 10 and four.”

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