BRUSSELS — Cash-strapped Europeans are struggling to keep their homes cool as the continent’s summers get hotter, a major new survey has found.  More than 38 percent of the 27,000 respondents to a continent-wide poll published Wednesday said they couldn’t afford to keep their house cool enough in the summer. The problem was unevenly split down income lines: Only 9 percent of affluent Europeans said they struggled with overheating homes, while 66 percent of people experiencing financial difficulties reported being unable to afford adequate cooling. The survey, conducted by the European Environment Agency and the European Foundation for the Improvement of Living and Working Conditions, comes as the European Commission drafts a plan for boosting the bloc’s resilience to climate impacts such as heat and extreme weather. The proposal is expected toward the end of the year.  Reacting to the findings, German Green MEP Jutta Paulus called for a “binding EU law on adaptation to natural disasters” that “could set clear rules, assess risks, and make strategies binding.” She added: “Only in this way can we ensure safe living conditions, a stable economy, and a natural environment that protects us.” The report underscores how global warming disproportionately affects those who have fewer resources to prepare.  Around half of respondents said they had installed shading or insulation in their homes, and nearly a third said they had invested in air-conditioning or ventilation. But while nearly 40 percent of well-off households invested in AC or fans, just over 20 percent of cash-strapped Europeans did the same. Accordingly, a larger share of low-income Europeans reported feeling too hot in their home at least once over the last five years. The divide is particularly stark between renters, which make up around a third of the EU’s population, and homeowners: Nearly half of renters said they were unable to afford to keep their home cool, compared to 29 percent of homeowners. As a result, some 60 percent of tenants said they had felt too hot at home at least once over the past five years, versus just over 40 percent of owners. Beyond heat, the survey looked at flooding, wildfires, water scarcity, wind damage and increasing insect bites. In total, 80 percent of respondents said they had been affected by at least one of these impacts over the past five years. But heat waves, which are made more frequent, longer and hotter by climate change, emerged as the top concern, with nearly half of respondents saying they had felt too hot in their home and 60 percent saying they had felt too hot outside. Income and property ownership aren’t the only dividing lines, however.  Europeans in poor health — many of whom may be homebound — are also more likely to be at risk from extreme heat, the polling found. More than half of people describing themselves as being in poor health reported being unable to afford to keep their homes cool, compared to just over a quarter of those who declared themselves to be in good health. Plus, Southern Europeans are far more vulnerable than those in northern Europe. While just 8 percent of respondents across Europe said they had been affected by wildfires, for example, that figure rose to 41 percent in Greece.  Anxiety over climate impacts is also far higher in southern countries: There, twice as many respondents worry about worsening heat, fires and floods compared to Northern Europeans.  Respondents in Central and Eastern Europe also reported high exposure to climate impacts. The highest share of households unable to keep their homes cool in the summer — 46 percent, compared to 37 percent in southern and western Europe and 30 percent in northern countries — was found in this region.  In general, the survey found Europeans to remain under-equipped to deal with extreme weather emergencies. Just 13.5 percent of respondents said they have an emergency kit at home, for example, and less than half have home insurance covering extreme weather.

The UK has historically been a global leader in life sciences innovation, but recent statistics paint a worrying picture for medicines access. The right policy can start to reverse this. We are living in a time where the intersection between breakthrough science, technology and data insights has the potential to transform treatment options for some of the toughest health conditions faced by patients in the UK. The UK has long played a central role in driving innovation when it comes to healthcare, and at Johnson & Johnson (J&J) we were pleased to see some positive signs from the Government at the end of 2025, illustrating an intent to reverse a decade of decline of investment in how the UK values innovative treatments. It was a positive first step, but now the real work begins to enable us to deliver the best possible outcomes for UK patients. To achieve this, our focus must be on ensuring our health system is set up to match the pace and gain the benefits of innovation that science provides. We need a supportive medicines environment that fully fosters growth, because even the most pioneering drugs and therapies are only valuable if they can be accessed by patients when they need them most. > even the most pioneering drugs and therapies are only valuable if they can be > accessed by patients when they need them most. At J&J, we are proud to have been part of the UK’s health innovation story for more than a century. We believe that turning ambition into delivery requires a clearer focus on the foundations that enable innovation to reach patients. We have had a substantial and long-term economic presence, with our expertise serving as the grounds for successful partnerships with patients, healthcare providers, clinical researchers and the NHS. Recent national developments are a step in the right direction The UK Government’s recent announcements on the life sciences industry are an important move to help address concerns around medicines access, innovation and the UK’s international standing. This includes a welcome planned increase to the baseline cost-effectiveness threshold (the first change to be made since its introduction in the early 2000s). While it is crucial to get this implemented properly, this seems like a step in the right direction — providing a starting point towards meaningful policy reform, industry partnership and progress for patients. The true impact of stifling medicine innovation in the UK compared with our peers These positive developments come at a critical time, but they do not fix everything. Over the past decade, spending on branded medicines has fallen in real terms, even as the NHS budget has grown by a third.[i] Years of cost-containment have left the UK health system ill-prepared for the health challenges of today, with short-term savings creating long-term consequences. Right now, access to innovative medicines in the UK lags behind almost every major European country[ii]; the UK ranks 16th and 18th among 19 comparable countries for preventable and treatable causes of mortality.[iii]These are conditions for which effective medicines already exist. Even when new medicines are approved, access is often restricted. One year after launch, usage of innovative treatments in England is just over half the average of comparator countries such as France, Germany and Spain.[iv] The effect is that people living with cancer, autoimmune conditions and rare diseases wait longer to access therapies that are already transforming lives elsewhere in Europe. And even at its new level, the UK’s Voluntary Scheme for Branded Medicines Pricing, Access and Growth (VPAG) clawback rate remains higher than in comparable countries.[v] J&J is committed to working together to develop a new pricing and access framework that is stable, predictable and internationally competitive — enabling the UK to regain its position as a leading destination for life sciences. Seeing the value of health and medicines investment as a catalyst for prosperity and growth Timely access to the right treatment achieves two things; it keeps people healthy and prevents disease worsening so they can participate in society and a thriving economy. New research from the WifOR Institute, funded by J&J, shows that countries that allocate more resources to health — especially when combined with a skilled workforce and strong infrastructure — consistently achieve better outcomes.[vi] > Timely access to the right treatment achieves two things; it keeps people > healthy and prevents disease worsening so they can participate in society and > a thriving economy. The UK Government’s recent recognition of the need for long-term change, setting out plans to increase investment in new medicines from 0.3 percent of GDP to 0.6 percent over the next 10 years is positive. It signals a move towards seeing health as one of our smartest long-term investments, underpinning the UK’s international competitiveness by beginning to bring us nearer to the levels in other major European countries. This mindset shift is critical to getting medicines to patients, and the life sciences ecosystem, including the pharmaceutical sector as a cornerstone, plays a pivotal role. It operates as a virtuous cycle — driven by the generation, production, investment in, access to and uptake of innovation. Exciting scientific developments and evolving treatment pathways mean that we have an opportunity to review the structures around medicines reimbursement to ensure they remain sustainable, competitive and responsive. At J&J, we have the knowledge and heritage to work hand-in-hand with the Government and all partners to achieve this. Together, we can realise the potential of medicine innovation in the UK Patients have the right to expect that science and innovation will reach them when they need it. Innovative treatments can be transformative for patients, meaning an improved quality of life or more precious time with loved ones. We fully support the Government’s ambitions for life sciences and the health of the nation. Now is the moment to deliver meaningful change — the NHS, Government and all system partners, including J&J, must look at what valuing innovation actually means when it comes to modernising the frameworks and mechanisms that support access and uptake. Practical ways to do this include: * Establishing a new pricing and access framework that is stable, predictable and internationally competitive. * Evolving medicines appraisal methods and processes, to deliver on the commitments of the UK-US Economic Prosperity Deal. * Adapting thresholds and value frameworks to ensure they are fit for the future — in the context of wider system pressures, including inflation, and the evolution of medical innovation requiring new approaches to assessment and access. > the NHS, Government and all system partners, including J&J, must look at what > valuing innovation actually means when it comes to modernising the frameworks > and mechanisms that support access and uptake. By truly recognising the value of health as an investment, rather than as a cost, we can return the UK to a more competitive position. The direction of travel is positive. At J&J, we stand ready to work in partnership to help ensure the UK is once again the best place in the world to research, develop and access medicines. Follow Johnson & Johnson Innovative Medicine UK on LinkedIn for updates on our business, our people and our community. CP-562703 | January 2026 -------------------------------------------------------------------------------- [i] House of Commons Library (2026). ‘NHS Funding and Expenditure’ Research Briefing. Available at: https://commonslibrary.parliament.uk/research-briefings/sn00724/ (Accessed January 2026). [ii] IQVIA & EFPIA (2025). EFPIA Patients W.A.I.T Indicator 2024 Survey. Available at: https://efpia.eu/media/oeganukm/efpia-patients-wait-indicator-2024-final-110425.pdf. (Accessed January 2026) [iii] The Kings Fund (2022). ‘How does the NHS compare to the health care systems of other countries?’ Available at: https://www.kingsfund.org.uk/insight-and-analysis/reports/nhs-compare-health-care-systems-other-countries (Accessed January 2026) [iv] Office for Life Sciences (2024). Life sciences competitiveness indicators 2024: summary. Available at: https://www.gov.uk/government/publications/life-sciences-sector-data-2024/life-sciences-competitiveness-indicators-2024-summary (Accessed January 2026). [v] ABPI. VPAG payment rate for newer medicines will be 14.5% in 2026. December 2025. Available at: https://www.abpi.org.uk/media/news/2025/december/vpag-payment-rate-for-newer-medicines-will-be-145-in-2026/. (Accessed January 2026). [vi] WifOR Institute (2025). Healthy Returns: A Catalyst for Economic Growth and Resilience. Available at: https://www.wifor.com/en/download/healthy-returns-a-catalyst-for-economic-growth-and-resilience/?wpdmdl=360794&refresh=6942abe7a7f511765977063. (Accessed January 2026).

“Laws that exist only on paper achieve nothing.” This is not a slogan. It reflects the reality described by small-scale fishers and points to a wide gap between European Union commitments and delivery on the water. More than a decade after the last reform of the Common Fisheries Policy (CFP), the EU is once again debating whether to rewrite this policy, even though the CFP’s framework is fit for purpose and delivers sustainable fisheries — when properly applied. What continues to fail is its implementation. The clearest example is the legal commitment to end overfishing by 2020, a deadline still unmet. > If Europe delays action until after another lengthy reform, it risks losing > the next generation of fishers and hollowing out coastal economies. Nowhere is this gap more visible than in the Mediterranean, and particularly in Cyprus and Greece, where stocks are further weakened by the accelerating effects of the climate crisis and the spread of invasive species. The Mediterranean remains the most overfished sea in the world, and small-scale fishers feel these consequences directly. Yet, Cypriot fishers are not asking for weaker rules or a new policy. They are asking for effective enforcement of existing legislation, and support from national authorities. Without these, the future of fisheries as a profession is at stake. If Europe delays action until after another lengthy reform, it risks losing the next generation of fishers and hollowing out coastal economies. Photo by A.S.S. The experience of Cypriot and Greek fishers mirrors a broader European issue. Before reopening the CFP, Europe should take stock of the real gap, which lies not in the law itself, but in its uneven implementation and enforcement. Calls for reform are driven by familiar pressures: environmental safeguards are increasingly framed as obstacles to economic viability and fleet renewal. Reform is presented as a way to modernize vessels and cut red tape. But this framing overlooks lessons from the past. Europe has been here before. Excess capacity and weak controls pushed fish stocks to the brink of collapse, forcing painful corrections that cost public money and livelihoods. For small-scale fishers in the Mediterranean, these impacts are not theoretical. They are experienced daily, through declining catches, rising costs and increasing uncertainty. The Common Fisheries Policy delivers when implemented Evidence shows that where the CFP has been implemented, it delivers. According to European Commission assessments, the share of stocks subject to overfishing in the North-East Atlantic fell from around 40 percent in 2013 to just over 22 percent by 2025. In the Mediterranean, the figure dropped from 70 percent to 51 percent over the same period. These improvements are closely linked to the application of science-based catch limits, effort restrictions and capacity controls under the CFP. > Europe has been here before. Excess capacity and weak controls pushed fish > stocks to the brink of collapse, forcing painful corrections that cost public > money and livelihoods. Economic and social data tell the same story. EU fishing fleets have become more efficient and more profitable over the past decade. Vessels now generate higher average incomes, with wages per full-time fisher rising by more than a quarter since 2013. In its 2023 policy communication, the Commission concluded that the CFP remains an adequate legal framework, with the real gap lying in its application and enforcement. Those involved in the 2013 reform understand why this matters. The revised policy marked a clear shift away from overcapacity and short-term decision-making toward a science-based approach. The European Commission’s own assessments show that this approach delivered results where it was applied. Parts of the EU fleet became more profitable, labor productivity improved and several fish stocks recovered. The CFP remains the EU’s strongest tool for reversing decline at sea. Implementation results in progress; reform leads to instability and uncertainty Strengthening the CPF’s implementation would deliver tangible benefits, including greater stability for fishers and coastal communities, avoiding years of legislative uncertainty, and allowing faster progress toward sustainability objectives. Firm and consistent implementation can enhance economic resilience while restoring ocean health, without the delays and risks that come with reopening the legislation. Given the time and resources required, another round of institutional reform is neither efficient nor necessary. Priority should instead be given to effectively delivering the agreed CFP commitments. Photo by A.S.S. Cypriot Presidency of the Council: a moment for delivery This debate unfolds as Cyprus assumes the EU Council Presidency, at a moment when choices made in Brussels carry immediate consequences at sea. Holding the Presidency brings responsibility as well as opportunity. It offers a chance to help frame the discussion toward making existing rules work in practice, while addressing current implementation challenges. This is where the credibility of the CFP will be tested. > Sustainability and livelihoods move together, or not at all. Reopening the CFP now may send the wrong signal. It may suggest that missed deadlines carry no consequence and that agreed-upon rules are optional. For fishers, it would prolong uncertainty at a time when stability is already fragile. For Europe, it would undermine trust in its ability to deliver. The EU was not conceived to generate endless processes or delay action through repeated legislative cycles. Its purpose is to deliver common solutions to shared problems, and to support people and communities where national action falls short. The last reform of the CFP was built on a simple principle: healthy fish stocks are the foundation of viable fisheries. Sustainability and livelihoods move together, or not at all. This principle is already reflected in Europe’s agreed framework. The task now is to act on it. Fisheries are a clear test of that promise. The law is already in place. The tools already exist. What Europe needs now is the political resolve to deliver on the commitments it has already made. -------------------------------------------------------------------------------- Disclaimer POLITICAL ADVERTISEMENT * The sponsor is OCEANA * The ultimate controlling entity is OCEANA More information here.

January 2026 I GB-73006 Disclaimer  POLITICAL ADVERTISEMENT  * This is sponsored content from AstraZeneca.  * The advertisement is linked to public policy debates on the future of cardiovascular care in the UK.  * This content has been paid for and developed by AstraZeneca UK  Cardiovascular disease (CVD) has shaped the nation’s health for generations. It remains a leading cause of death and a major driver of long-term sickness, yet it is also one of the most preventable. Today, 8 million people in the U.K. live with CVD, and early deaths from CVD in England have reached a 14-year high.1,2 The reality is stark: without urgent action, one million more could live with CVD by 2030 — and two million by 2040.1  Tackling CVD is not only a moral imperative, it’s an economic necessity. In the U.K., 2.5 million working-age people are economically inactive due to long-term sickness, and CVD contributes to long-term sickness at unprecedented levels3 Each year, CVD costs the U.K. economy an estimated £24 billion, straining public finances, dampening productivity and widening inequalities.4  In July 2023, AstraZeneca convened the CVD-risk coalition — with charities, clinical organizations and patient groups — to shape a coordinated response to these trends.   Today, the coalition has published Getting to the heart of the matter: A national action plan for tackling cardiovascular disease5 — a blueprint for decisive action and a call for the government and the NHS to confront CVD head on. It has a clear message: the tools exist to tackle this challenge, but we need leadership, investment, and a focus on prevention and early intervention to unlock meaningful change.  > the tools exist to tackle this challenge, but we need leadership, investment, > and a focus on prevention and early intervention to unlock meaningful change. Diagnosis and prevention gaps we cannot afford   CVD often arises from detectable and treatable conditions: hypertension, high cholesterol, diabetes, chronic kidney disease. Yet millions remain undiagnosed. Six million people in the U.K. don’t know they have high blood pressure — a silent driver of heart attacks, strokes and kidney disease.6,7   This systemic diagnosis gap is not the result of a lack of evidence or clinical consensus; rather, the longstanding pressure on primary and community care, fragmentation across services, and declining investment in public health. Between 2015/16 and 2023/24, funding for key preventative services — including smoking cessation and adult obesity support — fell sharply in real terms.8  Additionally, secondary prevention remains patchy across England. Despite clear treatment guidance from NICE, less than half of patients with CVD meet recommended cholesterol levels. Almost 30 percent of hypertension patients are not meeting recommended blood pressure targets or don’t have a recent blood pressure measurement in their records.9   The consequences are clear: progress on CVD outcomes has stalled, premature deaths are rising and those in England’s most deprived areas are four times more likely to die prematurely from CVD than those in the least deprived.10  > progress on CVD outcomes has stalled, premature deaths are rising and those in > England’s most deprived areas are four times more likely to die prematurely > from CVD than those in the least deprived We must place prevention at the heart of our health system.  A vision for proactive, personalized cardiovascular care  Early CVD prevention and treatment save lives and money. It benefits patients, reduces NHS pressure and strengthens the UK’s economic resilience.   A 20 percent reduction in CVD incidence could save the NHS £1.1 billion annually within five years and place 60-70,000 more people into work.11 Recent CVDACTION modeling suggests that even modest near-term improvements in treatment could prevent approximately 61,000 events of heart attack, stroke, heart failure admission and end-stage kidney disease in three years.12   This is not theoretical. We know what integrated, proactive models can do.   Unlocking the power of data and digital tools  Platforms like CVDPREVENT and CVDACTION already demonstrate how data-driven insights from GP records can flag undiagnosed or undertreated patients — enabling clinicians to prioritize, optimize treatment and thus prevent avoidable heart attacks and strokes every year.13,14  Additionally, as the NHS App becomes a digital ‘front door’, there is an opportunity to deliver personalized risk information, lifestyle guidance and seamless access to services.  But digital transformation requires investment in workforce capability, interoperability between systems and national procurement frameworks that can scale at pace.  Tom Keith Roach A neighborhood approach to prevention  Joined-up neighborhood services — across community pharmacies, general practice, specialist teams and local authorities — could identify risk earlier, manage long-term conditions holistically and reduce avoidable admissions.   Community pharmacy hypertension screening has delivered over two million blood pressure checks in a single year, identifying thousands previously unaware of their risk.15    The LUCID program, developed as part of a joint working initiative between AstraZeneca and University Hospitals Leicester, has shown that integrated care across nephrology specialists and primary care can identify high-risk chronic kidney disease patients and optimize their treatment, reducing emergency admissions and long-term NHS costs.16    But to truly deliver change, resources must be rebalanced toward primary and community care. Cardiovascular prevention cannot be driven from hospitals alone. The neighborhood service must be properly resourced, with contracts and incentives aligned to prevention and outcomes, not activity.  A whole-system effort to transform lives and the economy  The forthcoming Modern Service Framework for CVD, promised within the Government’s 10 Year Health Plan, presents a critical opportunity. This framework must: * Embed prevention into every level of care  * Enable earlier diagnosis using digital and community-based tools  * Support optimal treatment through data and workforce innovation  * Define clear national priorities backed by accountability  CVD is a health challenge and a national prosperity challenge. We cannot afford rising sickness, worsening inequalities, and an NHS stretched by late-stage, preventable disease. The link between health and wealth has never been clearer: investing in CVD prevention will deliver both immediate and long-term returns.  > The link between health and wealth has never been clearer: investing in CVD > prevention will deliver both immediate and long-term returns. The action plan published today provides a clear, evidence-based roadmap.5 It calls for:  * National clinical and political leadership  * Ambitious targets, including a 20 percent reduction in incidence  * Investment in prevention and the expansion of Health Checks  * Improved uptake of effective treatments, guided by data  * Digital and diagnostic excellence across neighborhoods  * Partnership working at every level  A call to action  CVD has affected too many lives for too long. But progress is within reach. The decisions we make today will determine whether the next decade is defined by a widening crisis or a renewed national effort to prevent avoidable illness.  AstraZeneca stands ready to support the government, the NHS and partners to deliver the change our country needs. The time to act is now.  Find out more at astrazeneca.co.uk   References [1] British Heart Foundation. UK factsheet. January 2026. Available at: https://www.bhf.org.uk/-/media/files/for-professionals/research/heart-statistics/bhf-cvd-statistics-uk-factsheet-jan26.pdf.Last accessed: January 2026. [2] British Medical Journal. Early deaths from cardiovascular disease reach 14 year high in England. British Medical Journal. January 2024. Available at: https://www.bmj.com/content/384/bmj.q176. Last accessed: December 2025.   [3] Rising ill-health and economic inactivity because of long-term sickness, UK: 2019 to 2023. Office for National Statistics. Available at: https://www.ons.gov.uk/employmentandlabourmarket/peoplenotinwork/economicinactivity/articles/risingillhealthandeconomicinactivitybecauseoflongtermsicknessuk/2019to2023. Last accessed: December 2025.   [4] UK Government. UIN HL5942. March 2025. Available at: https://questions-statements.parliament.uk/written-questions/detail/2025-03-18/hl5942. Last accessed: December 2025. [5] Getting to the heart of the matter. A national action plan for tackling cardiovascular disease. AstraZeneca. 2025. Available at: https://qr.short.az/r/Getting-to-the-heart-of-the-matter. Last accessed: January 2026. [6] Blood Pressure UK. Why is know your numbers! needed?. Available at: https://www.bloodpressureuk.org/know-your-numbers/why-is-know-your-numbers-needed/. Last accessed: December 2025.   [7] Department of Health and Social Care. Get your blood pressure checked. March 2024. Available at: https://www.gov.uk/government/news/get-your-blood-pressure-checked. Last accessed: December 2025. [8] The Health Foundation. Investing in the public health grant. February 2025. Available at: https://www.health.org.uk/reports-and-analysis/analysis/investing-in-the-public-health-grant. Last Accessed January 2026.  [9] CVDPREVENT. CVDP Annual Audit Report 2025. March 2025. Available at: https://static1.squarespace.com/static/65eafc36395e4d64e18a3232/t/6937fb8666a6d23761182c05/1765276550824/CVDPREVENT+Fifth+Annual+Report.pdf Last Accessed: January 2026. [10] Public Health England. Health matters: preventing cardiovascular disease. February 2019. Available at: https://www.gov.uk/government/publications/health-matters-preventing-cardiovascular-disease/health-matters-preventing-cardiovascular-disease. Last accessed: December 2025. [11] Tony Blair Institute for Global Change. The economic case for Protect Britain, a preventative health care delivery programme. July 2024. Available at: https://assets.ctfassets.net/75ila1cntaeh/7CcuI38C3mxgps6lC9O2iA/825bf2a41f933cf719459087c1599190/Tony_Blair_Institute_for_Global_Change__The_Economic_Case_for_Protect_Britain__July_2024.pdf Last accessed January 2026 [12] Into-Action.Health. Powering the prevention shift – The CVDACTION impact model.  September 2025. Available at: https://www.into-action.health/_files/ugd/ee4262_81e75612f13e403aab6594727b338771.pdf. Last Accessed January 2026. [13]Data & Improvement Tool. CVDPREVENT. Available at: https://www.cvdprevent.nhs.uk/. Last accessed: December 2025.   [14] Transforming the prevention of CVD. CVDACTION. Health Innovation Network. Available at: https://thehealthinnovationnetwork.co.uk/case_studies/transforming-the-prevention-of-cvd/. Last accessed: December 2025. [15] NHS Business Services Authority. Dispensing contractors’ data. Available at: https://www.nhsbsa.nhs.uk/prescription-data/dispensing-data/dispensing-contractors-data . Last Accessed January 2026 [16] AstraZeneca UK. Executive summary of Joint Working outputs. Pan Leicester Integrated Chronic Kidney Disease (CKD) Transformation Project: a quality improvement project to identify CKD patients in primary care suitable for virtual management to improve patient outcomes. (LUCID). July 2024. Available at: https://www.astrazeneca.co.uk/content/dam/intelligentcontent/unbranded/astrazeneca/uk/en/pdf/work-with-nhs-uk/Executive_Summary_of_Joint_Working_Outputs_Pan_Leicester.pdf. Last Accessed: January 2026

Germany and Italy on Friday backed an organization dedicated to fighting hybrid threats and disinformation, weeks after the United States exited it and called it “wasteful.” Since the start of the war in Ukraine, Russia has hammered Europe with hybrid attacks ranging from cyberattacks, destruction of property and transport links, disinformation, drone incursions and even attempted assassinations. Analysts argue the aim of the hybrid campaign is to reduce European support for Ukraine.  Italian Prime Minister Giorgia Meloni and German Chancellor Friedrich Merz met in Rome to adopt a “plan of action for strategic bilateral and EU cooperation.” In the joint plan, the two countries committed to “strengthening” the European Centre of Excellence for Countering Hybrid Threats. The center was one of dozens of organizations from which U.S. President Donald Trump withdrew in early January on the grounds that they were “wasteful, ineffective, and harmful.” Meloni and Merz committed to “exchange on hybrid threats, information resilience and strategic communications,” as well as prioritizing a wide range of cybersecurity policies such as the protection of critical infrastructure, cyber capacity building projects and tackling cybercrime. They also said they will “prioritize disruptive and dual-use technologies” for cyber defense. The two European leaders also pushed to boost the EU’s intelligence-sharing capacities, in particular the “hybrid fusion cell” within the EU Intelligence and Situation Centre (EU INTCEN).

KYIV — Without electricity for 12 hours a day, the fridge is no longer any use. But it’s a stable minus 10 degrees Celsius on the balcony, so I store my food there. Outside today you’ll find chicken soup, my favorite vegetable salad and even my birthday cake — all staying fresh in the biting chill. This is the latest terror the Russians have inflicted on our capital — during the cruelest winter since their all-out invasion began in February 2022. They have smashed our energy grids and central heating networks with relentless drone attacks; the frost then does the rest, caking power cables and heating pipes in thick ice that prevents repairs.  At times the temperature drops to minus 20 C and the frost permeates my apartment, its crystals covering the windows and invading the walls. Russia’s latest attack disrupted heating for 5,600 residential buildings in Kyiv, including mine.  My daily routine now includes interspersing work with a lot of walking up and down from the 14th floor of my apartment block, carrying liters of water, most importantly to my grandmother. Granny turned 80 last year. Her apartment at least has a gas stove, meaning we can pour boiling water into rubber hot water bottles and tie them to her body. “Why can’t anyone do anything to make Putin stop?” she cries, complaining that the cold gnaws into every bone of her body. The Kremlin’s attempt to freeze us to death has been declared a national emergency, and millions of Ukrainians have certainly had it harder than I. Many have been forced to move out and stay in other cities, while others practically live in malls or emergency tents where they can work and charge their phones and laptops.  FEELING FORGOTTEN Kyiv is crying out for help, but our plight rarely makes the headlines these days. All the attention now seems focused on a potential U.S. invasion of Greenland. Our president, Volodymyr Zelenskyy, complains he now has to fight tooth-and-nail to secure deliveries of air-defense missiles from allies in Europe and America.  “In these times when so many lives are being lost … you still have to fight for all these missiles for various air defenses. You beg for them, squeeze them out by force,” he said.   His outrage that Ukraine’s allies are losing interest has struck a bitter chord this winter. The West’s reluctance to give us security guarantees makes us feel the Kremlin’s crimes are being normalized. Watching Greenland only makes us more afraid. Many Ukrainians no longer believe international law can do anything to rein in the world’s superpowers. Might is right, once again. We are living through what happens when an unchecked superpower is allowed to kill at will. Russia’s goal is to break our defiance, mentally and physically. Weapons designed to sink warships are being turned against our power plants, government buildings and apartments.  KEEP GOING When you’re forced to shiver in the dark for so long, deprived of sleep by nightly missile barrages, you can quickly slide into despair.   “What can I do to cheer you up, Mom?” I asked via a late-night WhatsApp message. “Do something with Putin,” she replied sarcastically, adding she can handle everything else. That means getting up and working every day, no matter how cold or miserable she feels. Veronika Melkozerova/POLITICO Whenever workers manage to restore the grid after yet another attack, the light brings with it a brief moment of elation, then a huge to-do list. We charge our gadgets, fill bottles and buckets with water, cook our food — and then put it out on our balconies.  What’s inspiring is the genuine sense that people will carry on and keep the country running — even though there’s no end in sight to this sub-zero terror. Just do your job, pay your rent, pay your taxes, keep the country afloat. That’s the mission.  So much of the city functions regardless. I can get my granny an emergency dental surgery appointment the same day. Recently, when I went for my evening Pilates — ’cause what else you gonna do in the dark and cold — I saw a woman defiantly getting a manicure in her coat and hat, from a manicurist who wore a flashlight strapped to her head. Bundled-up couriers still deliver food, but the deal is they won’t climb beyond the fifth floor, so those of us up on the 14th have to go down to meet them. Personally, I have access to any kind of food — from our iconic borscht to sushi. I can charge my gadgets and find warmth and shelter at a mall down the street. The eternally humming generators, many of them gifts from Ukrainian businesses and European allies, rekindle memories of a European unity that now seems faded.  Critically, everything comes back to the resilience of the people. Amid all the despair, you see your fellow Ukrainians — people labeled as weak, or bad managers — pressing on with their duties and chores at temperatures where hypothermia and frostbite are a real danger. That’s not to say cracks aren’t showing. The central and local governments have been passing the buck over who failed to prepare Kyiv for this apocalypse. Some streets are covered with ice, with municipal services having to fight frost and the consequences of Russian bombing at the same time. But there’s a real solidarity, a sense that all of us have to dig in — just like our army, our air defenses, our energy workers and rescue services. I find it impossible not to love our nation as it endures endless murderous onslaughts from a superpower. No matter how hard the Russians try to make our lives unbearable, we’re going to make it.

KYIV – General Vasyl Malyuk, chief of the Security Service of Ukraine or SBU, resigned from his post on Monday. Ukrainian President Volodymyr Zelenskyy appointed Major General Yevhen Khmara, head of the top counterintelligence agency’s special operations force Alfa, to serve as the acting head of the entire SBU, reads the decree published on Monday. “Yevhen Khmara is an experienced special forces officer who has been serving in the Special Operations Center ‘A’ of the SBU since 2011, and in 2023 was appointed head of Alfa,” the SBU press service said. Fighters of the Special Operations Center “A” of the SBU conduct unique special operations to destroy military facilities in the deep rear of Russia — airfields, weapons warehouses and arsenals, oil refineries, and factories producing bombs and drones, and other significant targets. Khmara was an architect of Ukraine’s liberation of Snake Island in the Black Sea in 2022. POLITICO first reported that Malyuk was Zelenskyy’s next target as part of an ongoing government reshuffle. But unlike other top spies, Malyuk fought to stay in the SBU, with several Ukrainian military top commanders publicly urging Zelenskyy to let him continue successful operations against Russia, claiming he was effective where he was. Zelenskyy wanted to offer him a top post either at Ukraine’s foreign intelligence service or at the national security council. However, on Monday, it was announced that Malyuk will indeed remain within the SBU but not in the very top position. “I am leaving the position of Head of the Security Service. I will remain within the SBU system to implement world-class asymmetric special operations that will continue to cause maximum damage to the enemy,” Malyuk said in a statement on Monday, refusing to specify his new position. Zelenskyy explained the need for “rotation of everybody” to strengthen the country’s negotiating stance and resilience in the face of what’s coming. “Our country has two paths. The first path is peaceful, diplomatic, and it is a priority for us today. We want to end the war. At some point, if Russia blocks it and the partners do not force Russia to stop the war, there will be another path — to defend ourselves. And at this point, fresh forces will be needed. I will go through a parallel reboot of all structures. Just in case,” Zelenskyy told reporters during a press briefing on Saturday. On Monday, Zelenskyy met with several other top SBU officials to discuss the agency’s future.

KYIV — Ukrainian President Volodymyr Zelenskyy has appointed Chrystia Freeland, a former deputy prime minister of Canada, as his new adviser on Ukraine’s economic development, according to a presidential decree published Monday. “Chrystia is highly skilled in these matters and has extensive experience in attracting investment and implementing economic transformations,” Zelenskyy said in a post on X. Freeland will be working on a freelance basis. “Right now, Ukraine needs to strengthen its internal resilience — both for the sake of Ukraine’s recovery if diplomacy delivers results as swiftly as possible, and to reinforce our defense if, because of delays by our partners, it takes longer to bring this war to an end,” Zelenskyy added. Freeland, 57, served as deputy PM of Canada under former leader Justin Trudeau. More recently, she resigned from her post as transport and internal trade minister in Prime Minister Mark Carney’s Cabinet in September to become Canada’s special envoy on the reconstruction of Ukraine. Freeland has Ukrainian roots through her mother, Halyna Chomiak, and is a prominent pro-Ukraine advocate. Freeland has not commented publicly on the announcement. When contacted, POLITICO received an out-of-office reply, saying she would be back at work later today. Freeland’s appointment is the latest step in Zelenskyy’s reboot of his office. The president recently appointed former military intelligence chief Kyrylo Budanov as his new chief of staff, and former Ukrainian deputy foreign minister and long-term ambassador to the U.N. Sergiy Kyslytsya has been appointed deputy head of the president’s office. The Ukrainian leader explained the reboot was needed to strengthen the country’s negotiating stance and resilience in the face of what’s coming. “Our country has two paths. The first path is peaceful, diplomatic, and it is a priority for us today. We want to end the war. At some point, if Russia blocks it and the partners do not force Russia to stop the war, there will be another path — to defend ourselves. And at this point, fresh forces will be needed. I will go through a parallel reboot of all structures. Just in case,” Zelenskyy told reporters during a press briefing on Saturday.

In the desolate Arctic desert of Kangerlussuaq, Greenland, Europeans are building defenses against a new, up-and-coming security threat: space hacks. A Lithuanian company called Astrolight is constructing a ground station, with support from the European Space Agency, that will use laser beams to download voluminous data from satellites in a fast and secure manner, it announced last month.  It’s just one example of how Europe is moving to harden the security of its satellites, as rising geopolitical tensions and an expanding spectrum of hybrid threats are pushing space communications to the heart of the bloc’s security plans. For years, satellite infrastructure was treated by policymakers as a technical utility rather than a strategic asset. That changed in 2022, when a cyberattack on the Viasat satellite network coincided with Russia’s invasion of Ukraine.   Satellites have since become popular targets for interference, espionage and disruption. The European Commission in June warned that space was becoming “more contested,” flagging increasing cyberattacks and attempts at electronic interference targeting satellites and ground stations. Germany and the United Kingdom warned earlier this year of the growing threat posed by Russian and Chinese space satellites, which are regularly spotted spying on their satellites.  EU governments are now racing to boost their resilience and reduce reliance on foreign technology, both through regulations like the new Space Act and investments in critical infrastructure. The threat is crystal clear in Greenland, Laurynas Mačiulis, the chief executive officer of Astrolight, said. “The problem today is that around 80 percent of all the [space data] traffic is downlinked to a single location in Svalbard, which is an island shared between different countries, including Russia,” he said in an interview. Europe’s main Arctic ground station sits in Svalbard and supports both the navigation systems of Galileo and Copernicus. While the location is strategic, it is also extremely sensitive due to nearby Russian and Chinese activities. Crucially, the station relies on a single undersea cable to connect to the internet, which has been damaged several times. “In case of intentional or unintentional damage of this cable, you lose access to most of the geo-intelligence satellites, which is, of course, very critical. So our aim is to deploy a complementary satellite ground station up in Greenland,” Mačiulis said. THE MUSK OF IT ALL A centerpiece of Europe’s ambitions to have secure, European satellite communication is IRIS², a multibillion-euro secure connectivity constellation pitched in 2022 and designed to rival Elon Musk’s Starlink system. “Today, communications — for instance in Ukraine — are far too dependent on Starlink,” said Anders Fogh Rasmussen, the founding chairman of political consultancy Rasmussen Global, speaking at an event in Brussels in November. “That dependence rests on the shifting ideas of an American billionaire. That’s too risky. We have to build a secure communications system that is independent of the United States.” The European system, which will consist of 18 satellites operating in low and medium Earth orbit, aims to provide Europe with fast and encrypted communication. “Even if someone intercepts the signal [of IRIS² ], they will not be able to decrypt it,” Piero Angeletti, head of the Secure Connectivity Space Segment Office at the European Space Agency, told POLITICO. “This will allow us to have a secure system that is also certified and accredited by the national security entities.” The challenge is that IRIS² is still at least four years away from becoming operational. WHO’S IN CHARGE? While Europe beefs up its secure satellite systems, governments are still streamlining how they can coordinate cyber defenses and space security. In many cases, that falls to both space or cyber commands, which, unlike traditional military units, are relatively new and often still being built out. Clémence Poirier, a cyberdefense researcher at the Center for Security Studies at ETH Zurich, said that EU countries must now focus on maturing them. “European states need to keep developing those commands,” she told POLITICO. “Making sure that they coordinate their action, that there are clear mandates and responsibilities when it comes to cyber security, cyber defensive operations, cyber offensive operations, and also when it comes to monitoring the threat.” Industry, too, is struggling to fill the gaps. Most cybersecurity firms do not treat space as a sector in its own right, leaving satellite operators in a blind spot. Instead, space systems are folded into other categories: Earth-observation satellites often fall under environmental services, satellite TV under media, and broadband constellations like Starlink under internet services. That fragmentation makes it harder for space companies to assess risk, update threat models or understand who they need to defend against. It also complicates incident response: while advanced tools exist for defending against cyberattacks on terrestrial networks, those tools often do not translate well to space systems. “Cybersecurity in space is a bit different,” Poirier added. “You cannot just implement whatever solution you have for your computers on Earth and just deploy that to your satellite.”

Elisabeth Braw is a senior fellow at the Atlantic Council, the author of the award-winning “Goodbye Globalization” and a regular columnist for POLITICO. It was hardly the kind of peace and cheer one hopes to see leading up to Christmas. But on Dec. 7, the second Sunday of Advent, a collection of telecoms masts in Sweden were the site of a strange scene, as a foreign citizen turned up and began taking photographs. The case became widely known two days later, when the CEO of Teracom, a state-owned Swedish telecom and data services provider, posted an unusual update on LinkedIn: Company employees and contracted security had helped detain a foreign citizen, CEO Johan Petersson reported. They had spotted the foreigner taking pictures of a group of Teracom masts, which are sensitive installations clearly marked with “no trespassing” signs. After being alerted by the employees, police had arrested the intruder. “Fast, resolute and completely in line with the operative capabilities required to protect Sweden’s critical infrastructure,” Petersson wrote. But his post didn’t end there: “Teracom continually experiences similar events,” he noted. “We don’t just deliver robust nets — we take full responsibility for keeping them secure and accessible around the clock. This is total defense in practice.” That’s a lot of troubling news in one message: a foreign citizen intruding into an area closed to the public to take photos of crucial communications masts, and the fact that this isn’t a unique occurrence. Indeed, earlier this year, Swedish authorities announced they had discovered a string of some 30 cases of sabotage against telecoms and data masts in the country. How many more potential saboteurs haven’t been caught? It’s a frightening question and, naturally, one we don’t have an answer to. It’s not just communications masts that are being targeted. In the past couple years, there have been fires set in shopping malls and warehouses in big cities. There have been suspicious drone sightings near defense manufacturing sites and, infamously, airports. Between January and Nov. 19 of this year, there were more than 1,072 incidents involving 1,955 drones in Europe, and as a group of German journalism students have established, some of those drones were launched from Russian-linked ships. And of course, there has been suspicious damage to undersea cables and pipelines in the Baltic Sea and off the coast of Taiwan. I’ve written before in this publication that Russia’s goal with such subversive operations may be to bleed our companies dry, and that China seems to be pursuing the same objective vis-à-vis certain countries. But when it comes to critical national infrastructure — in which I could include institutions like supermarkets — we need them to work no matter what. Imagine going a day or two or three without being able to buy food, and you’ll see what I mean. The upside to Teracom’s most recent scare was that the company was prepared and ultimately lost no money. Because its staff and security guards were alert, the company prevented any damage to their masts and operations. In fact, with the perpetrator arrested — whether prosecutors will decide to charge him remains to be seen — Teracom’s staff may well have averted possible damage to other businesses too. Moving forward, companies would do well to train their staff to be similarly alert when it comes to saboteurs and reconnaissance operators in different guises. We can’t know exactly what kind of subversive activities will be directed against our societies, but companies can teach their employees what to look for. If someone suddenly starts taking pictures of something only a saboteur would be interested in, that’s a red flag. Indeed, boards could also start requiring company staff to become more vigilant. If alertness can make the difference between relatively smooth sailing and considerable losses — or intense tangling with insurers — in these geopolitically turbulent times, few boards would ignore it. And being able to demonstrate such preparedness is something companies could highlight in speeches, media interviews and, naturally, their annual reports. Insurers, in turn, could start requiring such training for these very reasons. After serious cyberattacks first took off, insurers paid out on their policies for a long time, until they realized they should start obliging the organizations they insure to demonstrate serious protections in order to qualify for insurance. Insurers may soon decide to introduce such conditions for coverage of physical attacks too. Even without pressure from boards or insurers, considering the risk of sabotage directed at companies, it would be positively negligent not to train one’s staff accordingly. Meanwhile, some governments have understandably introduced resilience requirements for companies that operate crucial national infrastructure. Under Finland’s CER Act, for instance, “critical entities must carry out a risk assessment, draw up a resilience plan and take any necessary measures.” The social contract in liberal democracies is that we willingly give up some of our power to those we elect to govern us. These representatives are ultimately in charge of the state apparatus, and in exchange, we pay taxes and obey the law. But that social contract doesn’t completely absolve us from our responsibility toward the greater good. That’s why an increasing number of European countries are obliging 19-year-olds to do military service. When crises approach, we all still have a part to play. Helping spot incidents and alerting the authorities is everyone’s responsibility. Because the current geopolitical turbulence has followed such a long period of harmony, it’s hard to crank up the gears of societal responsibility again. And truthfully, in some countries, those gears never worked particularly well to begin with. But for companies, however, stepping up to the plate isn’t just a matter of doing the right thing — it’s a matter of helping themselves. Back in the day, the saying went that what was good for Volvo was good for Sweden, and what was good for General Motors was good for the U.S. Today, when companies do the right thing for their home countries, they similarly benefit too. Now, let’s get those alertness courses going.