Arverne Group Has Entered Negotiations With Hydro Energy Invest AS With a View to Increase Arverne Group's Participation in Its Subsidiary Lithium de France
PAU, France, May 26, 2025--(BUSINESS WIRE)--Regulatory News:
Arverne Group (Paris:ARVEN) (ISIN code: FR001400JWR8, mnemonic code ARVEN), a French industrial company specialized in the production of renewable underground resources, announces that it has entered negotiations with Hydro Energy Invest AS (a fully owned subsidiary within the Norsk Hydro group) to increase its stake in its subsidiary Lithium de France.
Nature of the transaction
The contemplated transaction would consist in Hydro Energy Invest contributing its shares in Lithium de France against Arverne Group shares. This transaction would enable Arverne Group to increase its stake in Lithium de France, whilst reinforcing its shareholding structure with a major energy player. If this project is completed the major shareholders of Lithium de France would be Arverne Group and Equinor Ventures.
Lithium de France: an innovative and disruptive geothermal heat and lithium project in Alsace
Lithium de France, created in 2020 by Arverne Group, is a pioneer in accelerating the energy transition by supplying heat to businesses, farmers and local authorities and producing lithium for electric mobility. By 2031, its groundbreaking project aims to produce 2.2 TWh of geothermal heat and an annual production capacity of 27 kt of lithium (LC), i.e. 33% of estimated French demand in 20351. The lithium will be extracted using DLE (Direct Lithium Extraction) technology from the rich geothermal brines in Alsace. The results of the pre-feasibility study (PFS)2 confirmed the competitiveness of geothermal lithium production costs, placing the project in the top quartile worldwide, while respecting the environment and contributing to regional development.
A reinforced ambition: to become the French leader in geothermal energy in all its forms, including geothermal lithium
The proposed transaction will enable Arverne Group to reaffirm its position in the structurally buoyant market for critical metals in the energy transition, particularly lithium. Global demand for lithium, which is essential for electric batteries and energy storage, is set to increase fivefold by 2040, while supply is expected to be insufficient3.
Provisional schedule
Completion of this transaction remains subject to the signature of definitive agreements and to usual conditions in this area. Arverne Group will keep investors informed of significant progress on this project, in accordance with its regulatory obligations.
Next event: June 18, 2025, Combined General Meeting
About Arverne Group
Arverne Group specializes in harnessing underground resources to transform them into environmentally friendly, local and renewable energy, contributing to the prosperity of local communities. As an integrated industrial player, Arverne Group spans the entire underground value chain, from exploration to drilling and production to sales to end-users. Arverne Group aims to become the French leader in geothermal energy and its by-products, including low-carbon geothermal lithium. Founded in Pau in 2018, Arverne Group has structured its business activities around several subsidiaries, notably Lithium de France (geothermal heat and extraction and sale of geothermal lithium), 2gré (sale of geothermal heat), Arverne Drilling Services (drilling operations). A mission-driven company, Arverne Group is listed on the Tech Leaders segment of Euronext Paris (ISIN FR001400JWR8, symbol ARVEN).
www.arverne.earth
About Lithium de France
Lithium de France, a subsidiary of the Arverne Group, mission-driven company listed on the Tech Leaders segment of Euronext Paris, is a French pioneer in low-carbon geothermal heat and lithium. Founded in 2020, Lithium de France's mission is to accelerate the energy transition by supplying heat to businesses, farmers and local authorities alike, and producing lithium for electric mobility. Lithium de France is an innovative leader headquartered in Haguenau, northern Alsace.
www.lithiumdefrance.com
About Hydro
Hydro is a leading aluminium and renewable energy company developing businesses and partnerships for a more sustainable future. It employs 32,000 people at more than 140 sites in 42 countries.
www.hydro.com
______________
1 Source: CA36-OFREMI.pdf
2 Arverne-Group-Interim-2024-results.pdf - the Definitive Feasibility Study (DFS) will refine these results
3 Source Benchmark Mineral Intelligence, Q1 2025 - compared to 2024
View source version on businesswire.com: https://www.businesswire.com/news/home/20250526868290/en/
Contacts
Media Relations: communication@arverne.earth arvernegroup@image7.fr
Investor Relations: investor.relations@arverne.earth alexandre.commerot@seitosei-actifin.com
Hashtags
Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles
Yahoo
24 minutes ago
- Yahoo
VivoPower Closes First Phase of US$121 Million Private Placement
LONDON, June 20, 2025 (GLOBE NEWSWIRE) -- VivoPower International PLC (NASDAQ: VVPR) ('VivoPower' or the 'Company') today announced that it has closed the first phase of the previously announced US$121 million investment round led by His Royal Highness Prince Abdulaziz bin Turki bin Talal Al Saud, and including a consortium of non-U.S. investors pursuant to Regulation S under the U.S. Securities Act of 1933. This first phase is equivalent to gross proceeds of US$60.5 million. The closing was completed within existing authorized share capital parameters. The remaining 50% is expected to close shortly subject to shareholder approval to increase authorized share capital. Proceeds will support VivoPower's Ripple and XRP-focused treasury and decentralized finance solutions strategy and broader transformation initiatives. The private offering was made only to persons other than 'U.S. persons' in compliance with Regulation S under the Securities Act of 1933, as amended (the 'Securities Act'). Any securities described in this press release have not been registered under the Securities Act and may not be offered or sold in the United States or to U.S. persons (as defined in Regulation S under the Securities Act) except in transactions registered under the Securities Act or exempt from, or not subject to, the registration requirements of the Securities Act and applicable U.S. state securities laws. Any share issuance under Regulation S cannot be sold for at least 40 days post registration and consummation of the transactions contemplated hereby are conditioned upon the sale and purchase agreements (Subscription Agreements) not having been validly terminated in accordance with their terms, which include but are not limited to material adverse change for the Company including in relation to its securities, delisting or suspension of the Company's shares and non-performance of obligations by either the Company or the investors. This press release does not constitute an offer to sell, or a solicitation of an offer to buy, any securities in the United States or any other jurisdiction. About VivoPower VivoPower International PLC (NASDAQ: VVPR) is undergoing a strategic transformation into the world's first XRP-focused digital asset enterprise. The Company's new direction centers on the acquisition, management, and long-term holding of XRP digital assets as part of a diversified digital treasury strategy. Through this shift, VivoPower aims to contribute to the growth and utility of the XRP Ledger (XRPL) by supporting decentralized finance (DeFi) infrastructure and real-world blockchain applications. Originally founded in 2014 and listed on Nasdaq since 2016, VivoPower operates with a global footprint spanning the United Kingdom, Australia, North America, Europe, the Middle East, and Southeast Asia. An award-winning global sustainable energy solutions B Corporation, VivoPower has two business units, Tembo and Caret Digital. Tembo is focused on electric solutions for off-road and on-road customized and ruggedized fleet applications as well as ancillary financing, charging, battery and microgrids solutions. Caret Digital is a power-to-x business focused on the highest and best use cases for renewable power, including digital asset mining. Forward-Looking Statements This communication includes certain statements that may constitute 'forward-looking statements' for purposes of the U.S. federal securities laws. Forward-looking statements include, but are not limited to, statements that refer to projections, forecasts or other characterizations of future events or circumstances, including any underlying assumptions. The words 'anticipate,' 'believe,' 'continue,' 'could,' 'estimate,' 'expect,' 'intends,' 'may,' 'might,' 'plan,' 'possible,' 'potential,' 'predict,' 'project,' 'should,' 'would' and similar expressions may identify forward-looking statements, but the absence of these words does not mean that a statement is not forward-looking. Forward-looking statements may include, for example, statements about the achievement of performance hurdles, or the benefits of the events or transactions described in this communication and the expected returns therefrom. These statements are based on VivoPower's management's current expectations or beliefs and are subject to risk, uncertainty, and changes in circumstances. Actual results may vary materially from those expressed or implied by the statements herein due to changes in economic, business, competitive and/or regulatory factors, and other risks and uncertainties affecting the operation of VivoPower's business. These risks, uncertainties and contingencies include changes in business conditions, fluctuations in customer demand, changes in accounting interpretations, management of rapid growth, intensity of competition from other providers of products and services, changes in general economic conditions, geopolitical events and regulatory changes, and other factors set forth in VivoPower's filings with the United States Securities and Exchange Commission. The information set forth herein should be read in light of such risks. VivoPower is under no obligation to, and expressly disclaims any obligation to, update or alter its forward-looking statements whether as a result of new information, future events, changes in assumptions or otherwise. Contact Shareholder Enquiries media@
Forbes
25 minutes ago
- Forbes
Silicon Valley's Leadership Lessons
Leadership lessons from Silicon Valley for future readiness Mature organizations lose their vitality. Complex organizations lose their responsiveness. Successful incumbent market leaders, because they are typically both mature and complex, lose their charm, and become endangered. Not surprisingly, there has long been a search for ways to restore vigor and zest to such organizations. Inevitably, when such discussions arise, the success of Silicon Valley is cited as an alternative example of both energy and imagination; of being able to move fast and change things in a big way. The recent DOGE (Department of Government Efficiency) initiative is one such effort. The advertised idea was to learn from the 'new economy,' and apply those lessons learned to large, bureaucratic, government agencies. That this does not appear to have happened is probably due more to chaotic execution and the mischief of ideologues than to a failure in the promise of Silicon Valley as an organizing inspiration for the rest of us. Not entirely coincidentally, the UK's Advanced Research and Invention Agency (ARIA) is another example. Inspired, in part, by the American Defense Advanced Projects Research Agency (DARPA), which, established in 1958 in response to the Soviet Union's Sputnik, has continually played an influential role in Silicon Valley successes, ARIA's American born Ilan Gur sees his organization as a means of supporting UK innovation, which he refers to as a 'tightly wound spring that's ready to release'. What is it, then, about Silicon Valley that leads it to be seen as a source of managerial lessons for organizational success, and what might those lessons be? To answer these questions, I took the opportunity to interview an old friend and IMD colleague, Jim Pulcrano, engineer, entrepreneur, academic, and who for over 25 years has been an observer of Silicon Valley's inner workings, leading more than 80 executive explorations of the Valley in search of such lessons. What follows is a sense of what leadership lessons Silicon Valley might offer those of us who work in mature, old-economy, industries, and especially those of us associated with successful, incumbent, market-leaders, in such industries: Thinking Differently Jim Pulcrano: I think that the Silicon Valley lessons all begin with one word: '"urgency." Mature firms often become comfortable—they've grown strong, built moats, have big balance sheets. But that comfort is a trap. Silicon Valley thrives on discomfort. Everyone there is asking, 'What's next?' and 'How fast can I disrupt myself before someone else does?' Bill Fischer: And how does that urgency manifest itself? Pulcrano: Through relentless questioning. The best innovators don't start with answers—they start with better questions. What if we made a 10X improvement, not 10%? What if we killed our core product before someone else did? What if our future doesn't look like our past? Fischer: This is a dramatically different way of thinking than we typically see in more traditional organizations. Pulcrano: Revitalization requires daring and courage. Mature companies often cling to what worked in the past; the leaders usually built their legacies on products and systems that have outlived their utility and should be disrupted. In contrast, Silicon Valley is all about 'dream big or stay home.' It teaches us that innovation isn't about fine-tuning yesterday's model—it's about asking bold, even uncomfortable, questions. That culture of relentless curiosity that we hear about so often; it's gold. Fischer: So, it's about more than simply having a flashy R&D team? Pulcrano: Exactly. You need a network that nourishes innovation—not just exploits it. One important lesson is that in the Valley geographic proximity makes a difference. Everything is tightly packed together: venture capital, prototyping labs, universities, and legal experts. Ideas bounce around fast. That 'proximity stew' keeps innovation alive. For incumbents, the question becomes: how do we recreate that bubbling ecosystem internally? In a mature company, you've got to mimic that intensity. Create idea collisions. Flatten silos. Interest engineers in talking to marketers, finance to R&D. In Silicon Valley, the network is the superpower. People move freely—from startup to corporate, from VC to academia, then back. The real learning happens in the spaces between. Incumbents need to stop thinking in organizational charts and start thinking in ecosystems. Who do your innovators know outside your organization? What cross-pollination is happening? Who is the go-to person on X? Are you one of them? Leadership lessons Fischer: how different is the practice of leadership in such organizations? Pulcrano: First, leaders must normalize failure. In the Valley, failing fast and moving on is a badge of honor. Max Levchin, Elon Musk's Paypal cofounder, struggled with his first four startups struggled (and mostly failed). The fifth was PayPal. Most legacy firms? They'd have fired him after the second flop. Fischer: Failure becomes data? Pulcrano: Exactly. In the Valley, failure isn't the opposite of success—it's part of the process. That's a cultural shift. Leaders must model that by sharing their own missteps. Celebrate intelligent risk-taking, not just polished outcomes. Nobody wants to fail, it's f**king awful, but if you're trying to do something new, whether it be the technology, the business model or some combination, failure is likely, so learn from it. Second, diverse thinking isn't a bonus—it's a baseline. The best decisions in VC firms often come after heated debates. The VC firm Greylock Partners has even studied this—their biggest wins were investments that triggered the fiercest internal arguments. So if your executive team always agrees, you're in trouble. Fischer: That's quite a departure from many boardrooms; it reminds me of the adage: 'polite teams get polite results.' Pulcrano: It is. And that leads to another principle: permissionless innovation. In the Valley, junior people prototype without asking for five layers of approval. Those prototypes could be products or sales models. Leaders should ask themselves: "Am I enabling action, or am I an obstacle?" Fischer: What does that look like in practice? Pulcrano: One example is Google X. When a moonshot project failed—after years and millions invested—the team that shut it down got a bonus. Why? Because they made the right call. They stopped something that wasn't going to work and freed resources for better bets. Does Culture Really Eat Strategy for Breakfast? Fischer: Peter Drucker famously told us that 'culture eats strategy for breakfast,' so I'm interested in what you think about organizational culture, and how important it is for success in Silicon Valley? Pulcrano: A few things about culture: First: optimism. Even when Silicon Valley Bank [SVB] collapsed, in 2023, the Valley shrugged and poured money into AI startups the next week. That attitude? 'What if it works?'—it's infectious. Second: role models. Everyone in the Valley knows someone who built something, or at least tried. That proximity to success makes ambition feel doable. Third: constructive promiscuity. At a typical Valley barbecue, people swap business cards before burgers. It's not impolite—it's expected. Fischer: Am I right in thinking that the way you see it in Silicon Valley is that a lot of culture is tactical? Pulcrano: In the Valley, it's curiosity and opportunity rolled together. Everyone is 'on the make' always, but everyone is also looking to help, invest, and collaborate. That ethos is powerful. But it can fade—especially as wealth accumulates, risk aversion creeps in, and firms become protectionist. What does the Future of Silicon Valley Look Like? Fischer: I'm in interested in how durable these lessons might be? Silicon Valley has dominated for over fifty years. But can it continue? What might the next fifty look like? Pulcrano: That's a provocative question. I'm optimistic, but cautiously so. Silicon Valley's strength has always been reinvention. Semiconductors, personal computing, the internet, biotech, social media, AI—wave after wave. Each time, it adapted. But now? Fischer: You're not convinced? Pulcrano: I'm seeing signs of incumbent behavior. Some of the giants—Google, Meta, Apple—are acting like the very firms they once disrupted. Risk-averse. Bureaucratic. More lawyers than engineers. That's worrying. Fischer: So, what would it take to stay relevant? Pulcrano: It needs fresh blood. And that's under threat. Immigration policies, visa restrictions—they're slowing down the global talent pipeline. Remember, 60% of the Valley's tech workforce isn't U.S.-born. Choke that off, and the Valley stops breathing. Fischer: So, the magic is in the mix? Pulcrano: Always has been. People come not just from Harvard and MIT, but from India, China, Nigeria, Slovenia. They bring their ambitions, the chips on their shoulders. That stew of dreams and hunger—that's Silicon Valley's secret sauce. Fischer: Can other regions replicate the magic of Silicon Valley? Pulcrano: Not exactly, but they can recreate parts of it. You need three ingredients: talent, money, and ideas, and they must come together efficiently. But it's the efficiency with which you mix them that makes the difference. Fischer: That efficiency being? Pulcrano: Access. In the Valley, the customer, the VC, the tech shop, the legal expert—they're all accessible within 30 minutes. You pitch an idea at breakfast, and prototype it by dinner. That's hard to reproduce in sprawling ecosystems or hierarchical, process-driven multinationals. Fischer: How can incumbents inside large firms imitate that? Pulcrano: Start small. Create internal innovation hubs where people are free to experiment. Kill bureaucracy. Protect intrapreneurs. Build a real network of mentors. Most importantly, ensure sharing and success are incentivized. If ideas stay locked in departments, or behind IP walls, you've already lost. Final Thoughts Fischer: This has all been very interesting! If you could leave our readers with one challenge—especially leaders in mature firms—what would it be? Pulcrano: Ask yourself: 'Am I creating a space where innovation is possible, or merely tolerated?' Then look around. If your team is afraid to disagree, if failure is punished, if new ideas die in PowerPoint—your culture needs rewiring. And, if you are wondering whether you need to go to California to do this: you don't. The Valley isn't a place—it's a mindset. You just need to think like a rebel—and surround yourself with others who will, too.
Forbes
an hour ago
- Forbes
Le Bourget - A Subdued But Substantial Paris Air Show
Crowds at the 55th edition of the International Paris Air Show at Le Bourget, on June 16, 2025. ... More (Photo by Alain JOCARD / AFP) (Photo by ALAIN JOCARD/AFP via Getty Images) The Paris Air Show is the largest air show in the world as measured by attendees or exhibitors. It has been held every two years (on odd numbered years) since 1949. The first four days are devoted to industry participants from both commercial and defense sectors representing OEM's and companies down through the supply chain and support services. Originated in 1908 as an offshoot of the Paris Motor Show, it was held at the Grand Palais in Paris until 1953 with flying demonstrations at Paris Orly airport. With the advent of commercial aviation growing to the mass market, the Show was moved to Le Bourget field, the landing site of Lindbergh's historic solo transatlantic crossing in May 1927, where he was greeted by a crowd of over one hundred thousand onlookers. The first "Salon du Locomotion Arienne" held in Paris's Grand Palais, 1909. Bleriot and other ... More monoplanes are seen in the foreground. In years past, Air Shows provided a measuring stick for the two major commercial aircraft OEM's, Boeing and Airbus, to keep score in their competition with each other. This was especially true in the 90's and early 00's as Airbus was gradually accumulating market share and eventually overtaking Boeing in aircraft sales and production. Companies would hold orders that had already been inked in previous months in order to boost their count for splashy headlines during the week of the Show. The Show also provided a world stage for the flight demonstration of a new aircraft model or defense system. In 2025, many of those aspects have changed or receded amidst a backdrop of war, recent tragedy and technological plateau. The ongoing hostilities in Ukraine have placed the spotlight on lightweight, agile offensive systems as opposed to the 'big iron' of new expensive weaponry. The tragic loss of an Air India Boeing 787 days before the Show led to the decision for senior Boeing executives to not attend and for the company to keep a low profile. The duopoly of the Airbus A320 and Boeing 737 series continues to build backlog without expectation of a new technology aircraft for at least a decade. A similar development was apparent in the military realm where legacy platforms which were designed years or decades earlier were being adapted to new missions, outfitted with new sensor suites, or positioned as flying 'command posts' for unmanned weapons. Nevertheless, dynamism was apparent in other sectors including Advanced Air Mobility (AAM), space systems and Maintenance Repair and Overhaul (MRO). MRO has continued to be a focus due to the continued demand driven by commercial aircraft that will need to be flown years longer on average, due to the production shortfalls resulting from the pandemic and various Boeing delays. JetZero ("A New Entrant to the Commercial Aerospace Duopoly?" - March 28, 2025) detailed its development plan for it's radical design aircraft that could serve as a next generation airliner or a military tanker. Sustainability, which has been a persistent focus for innovation over the past several years, was still strongly evident in pronouncements and product attributes, but the growing recognition that Sustainable Aviation Fuel (SAF) and hydrogen powered aircraft are not near term environmental solutions reflected the recent waning support from the International Air Transport Association (IATA) and Airbus. Several geopolitical forces were also evident in the concerns of attendees. First, the US Administration's pronouncements indicating weakened support for NATO and the need for European countries to contribute more to their own defense has intensified investment in and activities of defense companies within the EU. This coupled with the Administration's increase of the US defense budget amid global tensions resulted in a much more defense focused show than in years past. The mood was amplified by the Israeli attacks on Iran that began over the weekend when many of the initial receptions and gatherings were being held. Second, the Administration's imposition of tariffs has increased focus on the resiliency of global supply chains and the ability to meet production goals in a much more complex environment. On both the commercial, as well as the military side, the ability to deliver against order books was a paramount concern due to the ongoing ramp in commercial deliveries, and the shortfalls in munitions and missiles from wars in Ukraine and the mid-East. Much as the iPhone has continued to improve capabilities on a platform that debuted eighteen years ago, the sense of the show was not on new product announcements but on enhancements to legacy platforms and proving capability to meet demand expectations in a challenging global environment.
