Porti & ambiente — le notizie raccolte

13 May 2026- Alstom, global leader in smart and sustainable mobility, reports financial results for the fiscal year FY 2025/26. Martin Sion, Chief Executive Officer of Alstom, said: ‚ÄúMarket momentum is strong, and we have made good progress in recent years, including strong Services performance, improved order quality and strengthened balance sheet. While our teams deliver successfully every day across our portfolio, execution on some major rolling stock contracts continues to weigh on near-term margins and cash generation. This is why our priority is to improve execution quality, including tighter day‚ÄĎto‚ÄĎday project management, reinforced planning discipline and improved coordination across engineering, supply chain and manufacturing. Alstom‚Äôs strategy and operational plan will be presented at a Capital Markets Dayearly 2027. The disciplined implementation of this plan is intended to support a progressive improvement in adjusted EBIT margin towards 8‚Äď10% over time as well as improved cash generation.‚ÄĚ Key figures ¬†¬† FY 2025/26 detailed review Commercial performance During the fiscal year 2025/26, the Group achieved significant commercial success across multiple geographies, particularly in Europe, in the Americas and in Asia/Pacific, and product lines, mostly in rolling stock and systems. The order intake reached ‚ā¨27.6 billion, a 39% increase compared to ‚ā¨19.8 billion in the fiscal year 2024/25. InEurope, Alstom recorded an order intake of ‚ā¨15.6 billion during the fiscal year 2025/26, compared to ‚ā¨13.1 billion in the previous fiscal year. InPortugal, Alstom secured a ‚ā¨1.03 billion contract with Comboios de Portugal (CP) to supply 153 Adessia Stream‚ĄĘ trains, supporting the renewal of Portugal‚Äôs rail fleet and the expansion of capacity on key passenger routes. InPoland, Alstom signed a landmark agreement with PKP Intercity, Poland‚Äôs national long-distance rail operator, to deliver 42 Coradia Max‚ĄĘ double-deck electric multiple units (EMUs) along with 30 years of full-service maintenance. The contract is worth approximately ‚ā¨1.6 billion. InFrance, The SNCF Voyageurs Board of Directors has approved an additional order for 30 new-generation Avelia Horizon‚ĄĘ very high-speed trains for around ‚ā¨1.4 billion. The new Avelia Horizon‚ĄĘ trains will be operated by Eurostar and will travel through the Channel Tunnel, a first for a double-deck high-speed train. Moreover, Alstom has won an additional order for 15 new-generation Avelia Horizon‚ĄĘ very high-speed trains, worth approximately ‚ā¨600 million. Alstom has secured a contract to supply SNCF Voyageurs with 96 additional RER NG trainsets, valued at approximately ‚ā¨1.7‚ÄĮbillion, following the financing agreement by √éle-de-France Mobilit√©s. InSerbia, Alstom will deliver a fully integrated, turnkey metro solution, including 32 Metropolis trains. The contract is worth approximately ‚ā¨915 million. Last year's performance in Europe was predominantly driven by significant orders from customers in Germany, France, United Kingdom, and Italy. In the Americas, Alstom reported an order intake of ‚ā¨7.9 billion in the fiscal year 2025/26, compared to ‚ā¨3.4 billion in the 2024/25 fiscal year. In theUnited StatesAlstom won two major contracts. The first contract, valued at ‚ā¨2.0‚ÄĮbillion, involves the manufacture of 316 commuter rail cars for the Long Island Rail Road (LIRR) and Metro North Railroad. The second major contract in United States was signed to supply NJ TRANSIT with an additional 200 Multilevel III commuter rail cars and 12 ALP-45 dual-power locomotives to modernize its fleet. This new rolling stock purchase is valued at ‚ā¨1.0 billion. This fleet will serve passengers traveling within the state and commuting to New York City and Philadelphia. InCanada, Alstom will manufacture 70 state-of-the-art, six-car Metropolis‚ĄĘ metro trains for the Toronto Transit Commission (TTC). The agreement includes new subway trains to replace the fleet on Toronto‚Äôs Line‚ÄĮ2 and to support subway extension projects. The contract is worth approximately ‚ā¨1.4‚ÄĮbillion. Last year's performance in the Americas was driven by significant orders from Metrolinx and from the Port Authority of New York and New Jersey (PANYNJ). In Asia/Pacific, the order intake reached ‚ā¨2.9 billion in the fiscal year 2025/26, compared to ‚ā¨1.7 billion in fiscal year 2024/25. InAustralia, Alstom, as part of the TransitLinX Alliance, has been awarded a ‚ā¨1.0 billion share of a ‚ā¨4.9 billion contract by the Suburban Rail Loop Authority in Melbourne. The share includes 13 automated Metropolis‚ĄĘ metro trains with 15-year maintenance, the Urbalis Communications Based Train Control (CBTC) system, cybersecurity, wired and wireless communications, stations platform screen doors, as well as overall system integration. InNew Zealand, Alstom has secured a ‚ā¨538 million contract in Wellington for 18 Adessia Stream B‚ĄĘ battery trains and 35 years of maintenance. Last year‚Äôs performance in Asia/Pacific was driven by significant contract with the Public Transport Authority of Western Australia (PTA) in Australia. InAfrica/Middle East/Central Asia, the Group reported ‚ā¨1.3 billion order intake compared to ‚ā¨1.6 billion over the same period last fiscal year. Alstom has signed a systems contract in the AMECA region, as part of a consortium. Alstom‚Äôs share represents approximately 30% of the total contract value, corresponding to approximately ‚ā¨700 million. Last year's performance in Africa/Middle East/Central Asia was predominantly driven by significant order from the Moroccan National Railway Office (ONCF). As of 31 March 2026, the backlog stood at ‚ā¨104 billion, providing the Group with strong visibility over future sales. This represents a 10% increase on an actual basis and an 11% increase on an organic basis as compared to 31 March 2025. The increase in backlog is mostly driven by a favourable book-to-bill ratio of 1.4 over the fiscal year 2025/26. The gross margin in backlog stood at 18.0% as of 31 March 2026, up 20bps compared to March 2025. Negative revisions to margin at completion for some rolling stock contracts, were offset by margin-accretive new orders. Operational milestones In France, Alstom‚ÄôsMF19 new-generation metroentered service on Line 10 of the Paris Metro in October 2025, marking a major milestone in the modernisation of the √éle-de-France Mobilit√©s network. MF19 will replace three generations of rolling stock across eight lines. Alstom‚Äôs latest CBTC-based on-board speed control system, developed in partnership with RATP and meeting its Octys standards, has been successfully launched on Line 10. In Spring 25, Alstom also delivered the first trainset forLine‚ÄĮ18 of the Grand Paris Express,marking the start of testing on the new line‚Äôs infrastructure. Following an extensive testing programme, the submission of theTGV Mauthorisation for placing on the market to the European Union Agency for Railways (ERA) in December 2025 marks the start of the final phase of the approval process ahead of the launch of commercial service. In the United States, Alstom marked the launch ofAmtrak‚Äôs NextGen Acelaservice on the Northeast Corridor in August 2025, bringing America‚Äôs fastest trains into commercial operation at speeds of up to 160 mph. Built in the United States, the new fleet offers increased capacity and enhanced passenger comfort while modernising the country‚Äôs busiest rail corridor. At North American airports, Alstom demonstrated strong execution inAutomated People Movers(APMs). In March‚ÄĮ2026, new Innovia R vehicles entered passenger service at Tampa International Airport as part of a major modernisation of the airport‚Äôs system. In February‚ÄĮ2026, the Group also completed delivery of the initial 26 car Innovia APM fleet for Denver International Airport, with an additional 19 vehicles ordered in 2025 to further expand and renew the system. In December 2025, Alstom delivered Australia‚Äôs first brownfield CBTC installation with the opening ofMelbourne‚Äôs Metro Tunnel.The project deploys Urbalis‚ÄĮFlo CBTC on an existing network, enabling higher frequency services and reduced headways. The new tunnel and signalling system more than double Melbourne‚Äôs underground rail network. In India, Alstom‚Äôs metro trains entered commercial service inBhopalin December 2025, marking a major step in the country‚Äôs urban transport modernisation, integrating the latest generation of CBTC signalling technology to ensure enhanced safety, reliability, and operational efficiency. InDelhi, Metro Line 7 and Line 8 extensions commenced revenue service in March 2026 with Alstom‚Äôs Metropolis trains, and Alstom‚Äôs CBTC based signalling was delivered for the Line 7 extension. In the fiscal year 2025/26, Alstom produced 4,284 cars, down 2% compared to 4,383 in the prior fiscal year. In particular, following a broadly flat performance over the first nine months of the fiscal year 2025/26, the Group produced 1,206 cars in the fourth quarter down 6% compared to 1,282 over the same period in the prior fiscal year. ¬† Sales Alstom‚Äôs sales amounted to ‚ā¨19.2 billion for the fiscal year 2025/26, representing 4% growth on an actual basis and 7% on an organic basis as compared to the prior fiscal year. InEurope, sales reached ‚ā¨11.6 billion, accounting for 61% of the Group‚Äôs total sales and representing an increase of 11% on an actual basis. It was mainly driven by the continued execution of large rolling stock contracts, including the RER NG trains for √éle-de-France Mobilit√©s network, the Regio 2N regional trains, the Avelia‚ĄĘ high-speed trains for SNCF, the Coradia Stream‚ĄĘ regional trains for Trenitalia in Italy and the double-deck M7-type multifunctional coaches for SNCB in Belgium. The ramp-up of Coradia Max‚ĄĘ contracts in Germany has also been a strong growth contributor. On the other hand, large rolling stock contracts such as trains for the Paris Metro for RATP in France is close to completion, therefore generating lower level of sales as compared to the same period in the prior fiscal year. InAmericas, sales stood at ‚ā¨3.2 billion, accounting for 17% of the Group‚Äôs sales, with 9% in the United States alone. This marks a 12% decrease compared to same period last fiscal year on an actual basis, and a 3% decrease on an organic basis. The decline in organic revenue was mainly driven by the ramp-down in the Latin Americas, in particular Tren Maya project for the National Fund for the Promotion of Tourism in Mexico reaching the end of its manufacturing phase, together with the Metropolis‚ĄĘ trains for S√£o Paulo Metropolitan Train System in Brazil. The projects of San Francisco Bart and Multilevel III commuter cars for NJ Transit remain key sales contributors within the North America region. Reported sales were also impacted by the disposal of the North American signalling business during the prior fiscal year. InAsia/Pacific, sales amounted to ‚ā¨2.6 billion, accounting for 13% of the Group‚Äôs sales and representing a decrease of 5% compared to last year on an actual basis and an increase of 1% on an organic basis. Organic growth was delivered mainly in Systems, driven by the North-South Commuter Railway Extension project in Philippines and the Wanda line project in Taiwan, and in Services with the ramp-up of maintenance contract for VLocityTM regional trains fleet in Victoria in Australia. InAfrica/Middle East/Central Asia, sales stood at ‚ā¨1.8 billion, contributing to 9% to the Group‚Äôs total sales and representing an increase of 7% compared to the prior fiscal year on an actual basis and 12% on an organic basis. The rolling stock contract for the X‚ÄôTrapolis‚ĄĘ Mega commuter trains in South Africa as well as the Prima‚ĄĘ freight locos for Kazakh Railways are the main sales contributors within the region. Innovation Research and development gross costs amounted to ‚ā¨(742) million in the fiscal year 2025/26, reflecting the Group‚Äôs continuous investment in innovation to develop smarter and greener mobility solutions. Net R&D amounted to ‚ā¨(573) million before PPA amortisation in the fiscal year 2025/26, up from ‚ā¨(522) million in the prior fiscal year. InRolling Stock, Alstom continues to advance its major platforms. NextGen Acela‚ĄĘ, part of the Avelia range and the first high‚ÄĎspeed trains built in the United States, entered commercial service with Amtrak in August 2025. In Europe, the Avelia Horizon‚ĄĘ homologation programme is nearing completion, targeting entry into service in summer 2026 with SNCF. This double‚ÄĎdeck high‚ÄĎspeed platform offers higher capacity, improved energy efficiency and enhanced passenger comfort. Alstom has initiated the renewal of its commuter train portfolio with Adessia‚ĄĘ, with early commercial successes in Germany and New‚ÄĮZealand, including a dual‚ÄĎmode electric‚ÄĎbattery solution. The Coradia Stream‚ĄĘ range is being extended with longer cars, new traction solutions and battery‚ÄĎelectric versions. Metro, tramway and locomotive platforms are also being adapted to better meet the needs of key markets, notably India and North America. InServices, Alstom remains focused on improving reliability, availability and lifecycle costs. The deployment of HealthHub‚ĄĘ fleet monitoring is expanding across projects, supporting more predictive, condition‚ÄĎbased maintenance. Digitalisation of depots, automation and data‚ÄĎdriven tools continue to enhance operational efficiency, reduce costs and improve asset performance. AlstomSignallingdevelopments are structured around digitalisation, automation and cyber‚ÄĎsecurity, across both mainline and urban applications. Investment continues in next‚ÄĎgeneration train control, CBTC, operational control centres and maintenance diagnostics. Innovation efforts also progress in autonomous operations, remote driving, AI‚ÄĎbased solutions and system resilience, supporting safer, more sustainable and more efficient mobility. Profitability Adjusted EBIT was ‚ā¨1,168 million in the fiscal year 2025/26, compared to ‚ā¨1,177 million in the prior fiscal year. Adjusted EBIT margin decreased to 6.1% in the fiscal year 2025/26 from 6.4% in the fiscal year 2024/25. The adjusted EBIT margin was impacted by unfavourable foreign exchange for (20)bps, scope impact for (10)bps due to sale of North American Signalling business, R&D investment for (20)bps and projects execution for (60)bps. This was partially compensated by a positive performance of joint ventures for 40bps and reduction of Selling and Administrative costs for 40bps. Alstom‚Äôs other expenses for the fiscal year 2025/26 amounted to ‚ā¨(155) million, a ‚ā¨43¬†million decrease compared to the prior fiscal year. This includes restructuring and rationalisation charges, mainly related to the adaptation to the means of production in France and Belgium, as well as industrial footprint transformation costs in Germany and legal fees. There have been no more Integration costs related to Bombardier Transportation‚Äôs entities integration since 1 April 2025. Taking into consideration restructuring and rationalisation charges, capital gains on disposal of business, impairment loss and others, Alstom‚Äôs EBIT before amortisation and impairment of assets exclusively valued when determining the purchase price allocation (‚ÄúPPA‚ÄĚ) stood at ‚ā¨797 million. This compares to ‚ā¨831 million in the last fiscal year. Net financial expenses of the period amounted to ‚ā¨(165) million as compared to ‚ā¨(214) million in the same period in the prior fiscal year, driven by lower net interest expenses mainly due to decreasing interest rates, reduction in Bank Fees, net favourable FX hedging, partially offset by lower interest income. The Group recorded an income tax charge of ‚ā¨(199) million in the fiscal year 2025/26, corresponding to an effective tax rate before PPA of 35%, compared to ‚ā¨(182) million for the last fiscal year and an effective tax rate of 35%. Consistent with the medium-term projections, the Group anticipates a decrease in its effective tax rate, based on a structural rate of approximately 27%, with potential further benefits contingent upon the recovery of profitability in countries where deferred tax assets have not yet been recognized for fiscal year 2025/26. The share in net income from equity investments amounted to ‚ā¨191 million, excluding the amortisation of the purchase price allocation (‚ÄúPPA‚ÄĚ) mainly from joint ventures of ‚ā¨(8) million, compared to ‚ā¨128 million in the prior fiscal year. This reflects strong performance from CASCO joint venture as well as Alstom Sifang (Qingdao) Transportation Ltd. and Jiangsu Alstom NUG Propulsion System Co. Ltd. Adjusted net profit, representing the group‚Äôs share of net profit from continued operations excluding PPA and impairment net of tax, amounts to ‚ā¨559 million for the fiscal year 2025/26. This compares to an adjusted net profit of ‚ā¨498 million in the prior fiscal year. As a result, the Group‚Äôs net profit (Group share) stood at ‚ā¨324 million in fiscal year 2025/26, compared to ‚ā¨149 million in the prior fiscal year. Free Cash Flow The Group‚Äôs Free Cash Flow amounted to ‚ā¨336 million in the fiscal year 2025/26, compared to ‚ā¨502 million during the prior fiscal year. Funds From Operations declined to ‚ā¨507 million, compared to ‚ā¨553 million in the prior fiscal year. While EBITDA before PPA remained broadly stable compared to the same period last year, Funds From Operations was mainly impacted by higher capital expenditures of ‚ā¨370 million. Working capital consumption was ‚ā¨171 million in fiscal year 2025/26, compared to ‚ā¨51 million outflow during the prior fiscal year. Contract Working Capital represented a ‚ā¨290 million headwind in the fiscal year 2025/26, as downpayments received from new orders were more than offset by Contract Working Capital headwinds, partly driven by large rolling stock platforms currently in ramp-up phase. By contrast, Trade Working Capital represented a ‚ā¨119 million cash inflow, improved by ‚ā¨60 million versus previous fiscal year, benefiting from tighter trade working capital management in the second half of the fiscal year. Financial structure As of 31 March 2026, the Group recorded a net debt position of ‚ā¨404 million, down compared to ‚ā¨434 million net debt as of 31 March 2025. ‚ā¨336 million Free Cash Flow generated in fiscal year 2025/26 was partly offset by ‚ā¨(81) million of dividend and subordinated perpetual securities coupon pay-out, ‚ā¨(172) million of lease evolution, and ‚ā¨(53) millions of other items including FX. In addition to its available cash and cash equivalents, amounting to ‚ā¨2,297 million as of 31 March 2026, the Group benefits from strong liquidity with: As of 31 March 2026, the short-term Revolving Credit Facility remained undrawn. As per Group‚Äôs conservative liquidity policy, the ‚ā¨1.75 billion Revolving Credit Facility serves as a back-up of the Group ‚ā¨2.5 billion NEU CP program in place. One Alstom team Decarbonisation is central to Alstom‚Äôs strategy as the group continues to strive to lead the societies to a low carbon future. The Group is actively reducing its own direct and indirect emissions (Scope 1 & 2: 110.9¬†Ktco2e in FY2025/26) thanks to our target of 100% electricity from renewable energy sources successfully reached by end of 2025. Alstom is also deepening its collaboration with customers (Scope 3: 49 Mtco2e in FY2025/26) to contribute significantly towards its SBTi commitments. Engaging with suppliers¬†is key to decarbonise the components used for trains. ¬†Alstom and Outokumpu have started a partnership to supply stainless steel with up to 93% lower carbon footprint than the global industry average. The first delivery for Alstom‚Äôs latest Metropolis metro trains is expected in 2026, supporting Alstom‚Äôs goals for eco-design and a 30% carbon emissions reduction from purchased goods and services by 2030.¬† By March 2026, all our solutions were eco‚ÄĎdesigned, with recycled content reaching 27.3%, while continuous energy‚ÄĎefficiency gains in our passenger trains contributed to a 5% reduction in carbon intensity . This year, Alstom has been awarded a contract by the Greater Wellington Regional Council (New Zealand) for the design, manufacture and supply of 18 Adessia Stream B battery-electric multiple unit (BEMU) 5-car trains, aiming to replace the current diesel locomotive-hauled trains and enabling zero direct GHG emissions operations on non-electrified segments of the Wellington rail network. In addition, Alstom published for the 3rd year European Taxonomy-aligned KPIs about Sales, Capex and Opex, pursuing strong analysis supported by automation tool. EU Taxonomy-aligned sales amounted to 70%¬† for 2025/26 ( +4 pts vs 2024/25), reflecting a strong positioning of its portfolio to support sustainable mobility and climate change mitigation. Furthermore, gender balance is key component under the 2030 Sustainability and CSR strategy. Alstom is progressing towards the target of 32% women in MEP and has achieved 26.6% in 2025/26 (+1pt vs 2024/25). The group will continue to accelerate its efforts in coming months. Alstom‚Äôs Corporate Social Responsibility performance is regularly evaluated by various rating agencies. The group strongly improved its performance in the EcoVadis questionnaire with a score of 93/100 (+6 points). This was complemented by a ‚ÄúPlatinum‚ÄĚ distinction, thereby ranking Alstom in the top 1% of the most engaged companies in environmental, sustainable procurement, ethics, human rights, and social terms. Alstom also improved its score with MSCI, moving from AA to AAA positioning.¬† Alstom is in the best possible ESG category under this assessment. These results reflect Alstom‚Äôs robust performance and strategic focus on sustainability, solidifying its position as a leader in the industry. FY 2026/27 outlook As the basis for its FY 2026/27 guidance, the Group assumes no additional disruptions linked to the geopolitical context, in the Middle East in particular, and its continuous ability to mitigate fluctuating tariffs. The Group is confirming the outlook for FY 2026/27 released on 16 April 2026: Financial ambitions The Group operates in a compelling rail market. Following a fiscal year 2025/26 in which profitability fell short of expectations, the Group‚Äôs priority is to restore consistent execution across all product lines. The Group will present a comprehensive operational plan and medium-term ambitions at a Capital Markets Day in early 2027. Its disciplined implementation will be essential to converting the 18.0% gross margin in backlog as of March 2026 into progressive adjusted EBIT margin expansion towards 8-10% and cash generation improvement. Financial Calendar Conference Call Alstom will be hosting a conference call presenting its full year for Fiscal Year 2025/26 on Wednesday 13 May at 8:30 am (Paris local time), hosted by Martin Sion, CEO, and Bernard Delpit, EVP and CFO. A live audiocast will also be available on Alstom‚Äôs website:Alstom‚Äôs Full Year results for FY 2025/26 Results To participate in the Q&A session (audio only), please registerhere. You will then receive all necessary information by e-mail. We strongly advise connecting at least 10 minutes in advance. The management report and the consolidated financial statements, as approved by the Board of Directors, in its meeting heldon 12 May 2026, are available on Alstom‚Äôs website at www.alstom.com. These financial statements were audited by the Statutory Auditors whose certification report is in the process of being issued. ALSTOM‚ĄĘ and Adessia‚ĄĘ, Adessia Stream‚ĄĘ, Avelia‚ĄĘ, Avelia Horizon‚ĄĘ, Coradia Stream‚ĄĘ, Coradia Max‚ĄĘ, HealthHub‚ĄĘ, Innovia‚ĄĘ, Metropolis‚ĄĘ, Prima‚ĄĘ, Urbalis‚ĄĘ and X‚ÄôTrapolis‚ĄĘ are protected trademarks of the Alstom Group. This press release contains forward-looking statements which are based on current plans and forecasts of Alstom‚Äôs management. Such forward-looking statements are relevant to the current scope of activity and are by their nature subject to a number of important risks and uncertainty factors (such as those described in the documents filed by Alstom with the French AMF) that could cause reported results to differ from the plans, objectives and expectations expressed in such forward-looking statements. Such forward-looking statements speak only as of the date on which they are made, and Alstom undertakes no obligation to update or revise any of them, whether as a result of new information, future events or otherwise. This press release does not constitute or form part of a prospectus or any offer or invitation for the sale or issue of, or any offer or inducement to purchase or subscribe for, or any solicitation of any offer to purchase or subscribe for any shares or other securities in the Company in France, the United Kingdom, the United States or any other jurisdiction. Any offer of the Company‚Äôs securities may only be made in France pursuant to a prospectus having received the approval from the AMF or, outside France, pursuant to an offering document prepared for such purpose. The information does not constitute any form of commitment on the part of the Company or any other person. Neither the information nor any other written or oral information made available to any recipient, or its advisers will form the basis of any contract or commitment whatsoever. In particular, in furnishing the information, the Company, the Joint Global Coordinators, their affiliates, shareholders, and their respective directors, officers, advisers, employees or representatives undertake no obligation to provide the recipient with access to any additional information. Appendix 1 ‚Äď Reconciliation between consolidated income statement and the MD&A management view as of 31 March 2026 Cf. table in attachment Adjustments 31 March 2026: Appendix 2 ‚Äď Reconciliation between consolidated income statement and the MD&A management view as of 31 March 2025 ¬†Cf. table in attachment Adjustments as of 31 March 2025: Appendix 3 ‚Äď Non-GAAP Financial Indicators Definitions This section presents financial indicators used by the Group that are not defined by accounting standard setters. Orders received A new order is recognised as an order received only when the contract creates enforceable obligations between the Group and its customer. When this condition is met, the order is recognised at the contract value. If the contract is denominated in a currency other than the functional currency of the reporting unit, the Group requires the immediate elimination of currency exposure using forward currency sales. Orders are then measured using the spot rate at inception of hedging instruments. Book-to-Bill The book-to-bill ratio is the ratio of orders received to the amount of sales traded for a specific period. Gross margin % on backlog Gross Margin % on backlog is a KPI that presents the expected performance level of firm contracts in backlog. It represents the difference between the sales not yet recognized and the cost of sales not yet incurred from the contracts in backlog. This % is an average of the portfolio of contracts in backlog and is meaningful to project mid- and long-term profitability. Adjusted Gross Margin before PPA Adjusted Gross Margin before PPA is a KPI that presents the level of recurring operational performance. It represents the sales minus the cost of sales, adjusted to exclude the impact of amortisation of assets exclusively valued when determining the PPA in the context of business combination as well as significant, non-recurring ‚Äúone off‚ÄĚ items that are not expected to occur again in subsequent years. EBIT before PPA Following the Bombardier Transportation acquisition and with effect from the fiscal year 2021/22 condensed consolidated financial statements, Alstom decided to introduce the ‚ÄúEBIT before PPA‚ÄĚ KPI aimed at restating its Earnings Before Interest and Taxes (‚ÄúEBIT‚ÄĚ) to exclude the impact of amortisation of assets exclusively valued when determining the PPA in the context of business combination. This KPI is also aligned with market practice. Adjusted EBIT Adjusted EBIT (‚ÄúaEBIT‚ÄĚ) is a KPI that presents the level of recurring operational performance. This KPI is also aligned with market practice and comparable to the Group‚Äôs direct competitors. Since September 2019, Alstom has opted for the inclusion of the share in net income of the equity-accounted investments into the aEBIT even though this component is part of the operating activities of the Group (because there are significant operational flows and/or common project execution associated with these entities). This mainly includes Chinese joint ventures, namely CASCO joint venture for Alstom as well as, following the integration of Bombardier Transportation, Alstom Sifang (Qingdao) Transportation Ltd., Jiangsu Alstom NUG Propulsion System Co. Ltd. aEBIT corresponds to Earning Before Interests and Tax adjusted for the following elements: A non-recurring item is a significant, ‚Äúone-off‚ÄĚ exceptional item that is not expected to occur again in subsequent years. Adjusted EBIT margincorresponds to Adjusted EBIT expressed as a percentage of sales. EBITDA before PPA + JV dividends EBITDA before PPA plus dividends from joint ventures is the EBIT before PPA, before depreciation and amortisation, with the addition of the dividends received from joint ventures. Adjusted net profit The ‚ÄúAdjusted Net Profit‚ÄĚ KPI restates Alstom‚Äôs net profit from continued operations (Group share) to exclude the impact of amortisation of assets exclusively valued when determining the PPA in the context of business combination, net of the corresponding tax effect. This indicator is also aligned with market practice. Free cash flow Free Cash Flow is deÔ¨Āned as net cash provided by operating activities less capital expenditures including capitalised development costs, net of proceeds from disposals of tangible and intangible assets. Free Cash Flow does not include any proceeds from disposals of activity. The most directly comparable financial measure to Free Cash Flow calculated and presented in accordance with IFRS is net cash provided by operating activities. Funds from Operations Funds from Operations ‚ÄúFFO‚ÄĚ in the EBIT before PPA to Free Cash Flow statement refers to the Free Cash Flow generated by Operations, before Working Capital variations. Contract and Trade Working Capital Contract Working Capital is the sum of: Trade Working Capital is the Working Capital that is not strictly contractual, hence not included in Project Working Capital. It includes: Net cash/(debt) The net cash/(debt) is defined as cash and cash equivalents, marketable securities and other current financial asset, less borrowings. Pay-out ratio The pay-out ratio is calculated by dividing the amount of the overall dividend with the ‚ÄúAdjusted Net profit from continuing operations attributable to equity holders of the parent, Group share‚ÄĚ as presented in the management report in the consolidated financial statements. Organic basis This press release includes KPIs presented on an actual basis and on an organic basis. Figures given on an organic basis eliminate the impact of changes in scope of consolidation and changes resulting from the translation of the accounts into Euro following the variation of foreign currencies against the Euro. The Group uses figures prepared on an organic basis both for internal analysis and for external communication, as it believes they provide means to analyse and explain variations from one period to another. However, these figures are not measurements of performance under IFRS ¬† 1Non-GAAP. See definition in the appendix¬†2Non-GAAP. See definition in the appendix ¬† Attachment

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The Studio Display is barely changed from 2022, but now it has competition. If you buy something from a Verge link, Vox Media may earn a commission.See our ethics statement. If you buy something from a Verge link, Vox Media may earn a commission.See our ethics statement. For the better part of 12 years, Apple owned the 5K monitor world — primarily because it made basically the only options.LG’s 5K UltraFinewas a solid, if bland choice, but many people bought a27-inch iMacfrom 2014 for its 5K screen alone. Then in 2022, Apple finally gave the people what they wanted by releasing the $1,599Studio Display(which was essentially the iMac’s screen as a separate monitor with a webcam and speakers) andremoved the LG from its store. It wasn’t until late 2024 that companies like BenQ and Asus finally began releasing their own 27-inch 5K monitors. And while the Studio Display was the best built and best looking — its aluminum chassis and stand are solid and sleek — the competitors offered things the Studio Display didn’t, like more adjustable stands, better port variety, and the ability to connect to multiple computers at once. They work with Windows, too. And even though they use the same dated 5K panel as the Studio Display (or a very similar one), they are much cheaper, ranging from $1,100 down to just $550. 6 Verge Score Accurate picture modesGreat built-in cameraSpeakers sound goodSeamless Mac integration Tilt-only stand (unless you pay $400 more)Only Thunderbolt 5/USB-C portsNo multi-computer supportWildly expensive for a 60Hz IPS monitor in 2026 That meant Apple was primed to strike back. This year, Applefinallyreleased a Studio Display with a proper panel upgrade. It has a mini-LED backlight instead of edge lighting, with a quantum-dot-based optical stack for up to 2,000 nits of brightness. It supports up to 120Hz refresh rate, has 14 very accurate reference modes, and includes two modes that use Apple’s newly developed CMF (color matching function) for color consistency across display technologies. I’m referring, of course, to the $3,300Studio Display XDR. For the regular Studio Display, Apple just slapped a better webcam and faster ports on the same 12-year-old IPS panel and called it a day. And it’sstill$1,600. Unfortunately for Apple, it’s not 2022 anymore, and the Studio Display now has more competition. I spent a few weeks testing the new Studio Display alongside theBenQ PD2730S($1,100) andMA270S($1,000), theAsus ProArt PA27JCV($700), and theKTC H27P3($550), swapping them out regularly. Most of them do at least something better than the Studio Display, if not multiple things, and they are hundreds of dollars cheaper. To be fair, the new non-XDR Studio Displayisbetter than the 2022 model. It has a much better camera, thankfully, and instead of one Thunderbolt 3 and three USB-C ports it now has two Thunderbolt 5 ports (one upstream and one downstream with support for daisy-chaining) and two USB-C. The speakers are better, and it has an A19 chip instead of the A13 Bionic (which really doesn’t matter for a monitor). But it’s still built around the same ancient edge-lit 60Hz panel with 600 nits of brightness. Color accuracy has always beenone of the strengths of Apple’s monitors. Much like the 2022 Studio Display, the 2026 version is very color accurate — particularly in sRGB mode, which is excellent. The BenQ PD2730S is visibly as accurate as the Studio Display (and comes with a calibration report). The BenQ MA270S and Asus monitor aren’t quite as close in measurements, but they’re both great for all but the most critical color grading. The Studio Display has issues with its black level looking more gray than black, particularly in a dark room. The BenQ monitors have far deeper blacks than the Studio Display; the Asus ProArt isn’t quite as strong there, but still better than the Studio Display. The standard glass of the Studio Display handles reflections well (better than the “nano gloss” of the BenQ MA270S), but the $300-extra nano-texture finish option is superior for brightly lit rooms. BenQ’s PD2730S has a matte panel that cuts reflections almost as well as Apple’s nano-texture glass upgrade, but also unfortunately lifts black level slightly when compared to the other BenQ. The build quality on the Studio Display is excellent, with an all-aluminum frame, but the $1,600 base model’s placement options are frustrating. It comes with either a tilt-only stand or VESA mount option that includes no stand (but not both; they’re separate models). If you want a stand that’s both tilt-andheight-adjustable, it’s another $400. The stand moves smoothly and stays in position, but it doesn’t rotate or pivot. All stand decisions need to be made at checkout, too, as there’s no way to remove the stand or add a VESA mount yourself. Apple’s competitors allow for far more flexibility in placement, with removable stands that allow for VESA mounting. The BenQ MA270S and PD2730S and Asus ProArt PA27JCV all have stands that pivot, rotate, are tilt- and height-adjustable, and can even be removed entirely, if you prefer to use a VESA arm or stand. Now, none of the stands are quite as robust or good-looking as Apple’s, as they all include some plastic, but the extra flexibility makes up for it. And the BenQ MA270S has a nice rubber pad on the front to place your phone or earbuds case without worrying about it slipping off. 8 Verge Score Great port selectionAccurate colorGood black levelHighly adjustable stand Glossy panel is pretty reflectiveNo webcam 8 Verge Score Very accurate colorLots of portsHighly adjustable standMatte panel defuses light well Black level is a bit raisedNot that brightNo webcam Port selection is improved on this year’s Studio Display, but it’s still optimized for people living in the exact world that Apple wants you to live in. The upgraded Thunderbolt connectivity is nice if you intend to daisy-chain displays, but you can still only connect a single computer at a time. There’s still no HDMI, DisplayPort, USB-A, audio out, KVM, or any controls whatsoever. Everything is done in the settings menu on the connected Mac, and there’s no power button to turn it off. The BenQs, Asus, and even the KTC H27P3 have more connectivity options. While none have Thunderbolt 5, the BenQs both include Thunderbolt 4, and they all have at least one HDMI port. The Asus and BenQ monitors also have a KVM for using a single set of peripherals with multiple computers. During my time with all the monitors, the BenQ MA270S was the one I always went back to. It’s the one I’m typing this on now. The picture looks great. It fits on my desk better; the Studio Display, even with the height-adjustable stand, doesn’t get low enough for me. I can connect the BenQ to both my M4 Macbook Air and Windows PC at the same time and swap between them quickly, or even use one on each side of the monitor. I can hit the power button to turn it off, and I can still adjust its brightness and color modes from my computers. Plus, it’s only $1,000, which is half the price of the Studio Display with the tilt- and height-adjustable stand. The BenQ MA270S does have a glossy screen, which isn’t everyone’s favorite. The matte screens on the PD2730S or Asus ProArt are better for people who need more reflection handling. (Of the two, I prefer the BenQ matte, but both perform well). Any of the three is great for professional color work. 7 Verge Score Bright imageAccurate colorsMatte coating handles reflections wellGood port selection Blacks look washed out at higher brightnessNo ThunderboltNo webcam 6 Verge Score Crisp picture qualityRegularly selling for under $600Three ways to connect video sources No KVM switch, just a USB hubNot the best-looking designInaccurate colorsHigh response timeNo webcam Just having a 5K panel isn’t enough to compete with the Studio Display. While the $550 KTC H27P3 has a sharp image like the Studio Display (and the other three monitors), its stand is tilt-only and wobbly, and the port selection is more limited than the BenQ and Asus monitors. As the cheapest of the 5K monitors here, it’s fine for daily use, but color inaccuracies make it unsuitable for color work. Apple missed an opportunity with the Studio Display. It could have made improvements to the backlight, offered a more flexible stand option, or changed the panel for one with a higher refresh rate. But instead all we really got were Thunderbolt 5 ports and a better camera with an old, dated panel. There isn’t enough to justify the $1,600 price when all of its competitors are hundreds of dollars less and most have similar color accuracy and much better ergonomics and features. All of the competitors I’ve tested so far use panels similar to the 60Hz edge-lit IPS one Apple’s been using since 2014. But now that the Studio Display XDR exists, the competitors have more options too. New monitors — like theLG 27GM950BandAsus ROG Strix XG27JCG— use mini-LED backlighting with high refresh rate panels that have similar specs to the one in the XDR. Plus, they cost $1,200 or less, making the regular Studio Display feel even more out of touch with 2026. We’re also getting close to seeing a 120Hz 27-inch 5K OLED monitor, as bothLG DisplayandSamsung Displayhave shown off the technology. While the 2022 Studio Display had its limitations, it was the best option if you wanted a 27-inch 5K monitor. But times have changed. The 2026 Studio Display isn’t the only 5K monitor anymore, and it’s not the best 5K option, either. I couldn’t tell you why Apple is still charging the same price for the same ancient panel as it did four years ago. What I can tell you is that, unless you prioritize Apple’s design above all, you’re better off saving your money with something else. Photography by John Higgins / The Verge A free daily digest of the news that matters most. This is the title for the native ad

Sta volgendo alla conclusione la procedura negoziata avviata dal Comando Generale del Corpo delle Capitanerie di porto per dotare la Guardia Costiera di tre nuove unità Sar (search and rescue) d’altura non prototipiche, con eventuale opzione per ulteriori 21 mezzi dello stesso tipo. Unico operatore in gara nel procedimento – dall’importo unitario di 5,4 milioni di euro e complessivo di 16,3 milioni (più 500mila euro per la proprietà intellettuale del progetto, per un totale di 16,8 milioni) – è Piloda Shipyard. Il cantiere napoletano, si apprende da un documento pubblicato pochi giorni fa, si è fatto avanti con una offerta del valore di 16,533 milioni di euro, di cui 16,038 per le tre unità e 495mila per il progetto. Seguirà ora la fase della verifica del possesso dei requisiti e, in caso tutto risultasse regolare, in tempi non troppo lontani l’aggiudicazione provvisoria. Il passaggio appena concluso arriva al termine di un iter piuttosto articolato. Un primo tentativo del Comando Generale delle Capitanerie di porto per dotarsi dei tre mezzi aveva avuto inizio già nel 2023, con l’avvio di una prima gara (dal budget unitario di 3,85 milioni di euro e una opzione per 22 altri mezzi), poi andata deserta. Alla procedura aveva fatto seguito nel gennaio 2024 una seconda gara dal budget già rialzato a 5,4 milioni per unità (ma riduzione a 21 unità in opzione) che pure si era conclusa senza successo. Per ultimo il corpo delle Capitanerie di Porto aveva quindi giocato, a fine 2024, la carta della procedura negoziata a invito. Se tutto procederà senza intoppi, la prima unità verrà consegnata entro quindici mesi dalla data di esecutività del contratto, mentre la seconda dovrà arrivare entro venti mesi; infine la terza dovrà essere consegnata entro ventiquattro mesi dalla data di esecutività del contratto. F.M. ISCRIVITI ALLA NEWSLETTER QUOTIDIANA GRATUITA DI SHIPPING ITALY SHIPPING ITALY E’ ANCHE SU WHATSAPP: BASTA CLICCARE QUI PER ISCRIVERSI AL CANALE ED ESSERE SEMPRE AGGIORNATI

U.K. Prime MinisterKeir Starmerinsisted Tuesday that he has no intention of resigning as calls grew louder within his Labour Party for him to step down and some junior members of his government quit in protest. Starmer tried to shore up support within his Cabinet following a feverish few days in the wake ofhefty lossesfor the Labour Party in local elections last week, which if repeated in a national election that has to be held by 2029 would see it overwhelmingly ejected from power. Though no Cabinet member has quit or publicly stated the prime minister should step aside for a change in leader, the resignations of several junior ministers stoked speculation Starmer could suffer the fate of Boris Johnson in 2022 when dozens of ministers quit en masse andforced his departure. While more than 100 members of Parliament signed a letter saying it was “no time for a leadership contest,” about 90 others saidStarmer should stand downor at least set out a timetable for his departure. That’s not enough to trigger a leadership contest, though, as no candidate has issued a challenge to the prime minister. Under Labour party rules, a fifth of its lawmakers in the House of Commons, or 81 members, must publicly give their backing to a single candidate for a leadership election to take place. On Tuesday, several junior ministers, some of whom were elected for the first time inLabour’s landslide election victoryin July 2024, resigned and urged Starmer to do the same. Miatta Fahnbulleh, minister of housing, communities and local government, was the first to quit, urging Starmer “to do the right thing for the country.” She was followed by Jess Phillips, the safeguarding minister and a prominent member of the Labour Party. In her resignation letter, she described Starmer as a “good man fundamentally” but unable to make bold changes. “I know you care deeply, but deeds, not words are what matter,” Phillips said. “I’m not sure we are grasping this rare opportunity with the gusto that’s needed and I cannot keep waiting around for a crisis to push for faster progress.” Despite the party’s dominant win driving out the Conservatives after 14 years in power, Labour’s popularity has plunged and Starmer is getting much of the blame. The reasons include a series of policy missteps, a perceived lack of vision on the prime minister’s part, a struggling British economy and questions over his judgment. Starmer’s choice of Peter Mandelson as U.K. ambassador to Washington despite ties to the convicted sex offenderJeffrey Epsteinhas continued to haunt him. At the start of the weekly Cabinet meeting on Tuesday, Starmer said he took responsibility for the losses in last week’s elections but would fight on. Labour was squeezed from the right and the left, losing votes to both anti-immigrant Reform UK and the Green Party, as well as nationalist parties in Scotland and Wales. The result reflects the increasing fragmentation of U.K. politics, long dominated by Labour and the Conservatives. Starmer told his Cabinet that there’s a process to oust a leader and it hadn’t been triggered. “The country expects us to get on with governing,” Starmer said. “The past 48 hours have been destabilizing for government and that has a real economic cost for our country and for families.” That cost was evident in financial markets on Tuesday, with the interest rate charged on British government bonds up by more than those of comparable nations. That shows investors think it’s increasingly risky to hold British government debt. As Cabinet members left 10 Downing Street, some voiced their support for the embattled prime minister. Works and Pensions Secretary Pat McFadden said nobody publicly challenged Starmer at the meeting, while Business Secretary Peter Kyle said the prime minister was showing “really steadfast leadership.” Later, Deputy Prime Minister David Lammy warned Labour lawmakers that the only beneficiary of the party’s “navel-gazing” over Starmer’s position is the populist right. “He has my full support, and what I say to colleagues is, look, let’s just step back,” he said. “Take a breath.” Starmer’s efforts to save his position as prime minister came a day ahead of the state opening of Parliament, when the government will present its legislative program for the coming year. Health Secretary Wes Streeting, long believed to be preparing for a leadership challenge against Starmer, was among senior ministers who dodged a barrage of shouted questions from a gaggle of reporters outside. “Wes Streeting, do you want the job, or not?” a man yelled from across the street. “Are you measuring the curtains?” The other two names often touted as possible successors areAngela Rayner, the former deputy prime minister who had to quit last year over an unpaid tax bill. She has long set herself apart as a different kind of politician with a compelling personal story, brought up in social housing and leaving school at 16 as a teen mother. Andy Burnham, the popular mayor of Greater Manchester, is widely perceived to be one of the strongest candidates but is not currently eligible because he’s not in Parliament. To get in the race, he’ll have to find a seat where he can be elected. That may involve a close ally of Burnham’s in the northwest of England vacating their seat for him to stand for election. However, he may be blocked as was the case earlier this year or could even lose, if last week’s results are any guide. ___ Danica Kirka and Sylvia Hui in London contributed to this report.

Topic:World Politics Wed 13 May 2026 at 6:05am Catherine West was born country Victoria, but has served as an MP in north London for more than a decade.(BBC: Jeff Overs via Reuters)

ATLANTA,May 12, 2026/PRNewswire/ -- Norfolk Southern Corporation (NYSE:NSC) President and CEO Mark George and Executive Vice President and Chief Financial Officer Jason Zampi will present at the Wolfe Research 19thAnnual Global Transportation & Industrials Conference. Details on how to listen to the discussion are below. What:Wolfe Research 19th Annual Global Transportation & Industrials ConferenceWhen:Tuesday, May 19, 2026, at 12:50 p.m. ETWhere:Via Webcast The presentation will be posted atnorfolksouthern.comon theInvestorspage. About Norfolk SouthernSince 1827, Norfolk Southern Corporation (NYSE:NSC) and its predecessor companies have safely moved the goods and materials that drive the U.S. economy. Today, it operates a 22-state freight transportation network. Committed to furthering sustainability, Norfolk Southern helps its customers avoid approximately 15 million tons of yearly carbon emissions by shipping via rail. Its dedicated team members deliver approximately 7 million carloads annually, from agriculture to consumer goods. Norfolk Southern also has the most extensive intermodal network in the eastern U.S. It serves a majority of the country's population and manufacturing base, with connections to every major container port on the Atlantic coast as well as major ports across the Gulf Coast and Great Lakes. Learn more by visitingwww.NorfolkSouthern.com. SOURCE Norfolk Southern Corporation

El juez federal Julián Ercolini procesó a la ex fiscal Viviana Fein por la contaminación corroborada en el departamento donde se encontraba sin vida el entonces titular de la UFI AMIA, Alberto Nisman.El delito atribuido es el de encubrimiento agravado. Después de haber sido indagada tras un pedido del fiscal federal Eduardo Taiano, el magistrado encontró penalmente responsable de no haber preservado la escena del crimen:fue la justicia federal la que determinó que Alberto Nisman cuyo cuerpo yacía en el baño del departamento de Puerto Madero, fue víctima de un homicidio. En su momento, cuando el fiscal Taiano la imputó, consideró que su accionar fue “deficiente sobre la escena del crimen” y le atribuyó un conjunto de comportamientos que derivaron en el procesamiento. Se la responsabilizó por la “excesiva tardanza en llegar al lugar; permitir a su llegada que el descontrol previo continuara; entrar sin la vestimenta adecuada; permitir la libre circulación de personas por el departamento sin identificarlos ni saber qué función cumplían allí, y manipular y permitir la manipulación de pruebas sin el correcto resguardo e ignorar la existencia de otros elementos que podrían haber aportado pistas”. "Luego de 10 años se me achaca a mi sola semejante delito.Me pregunto si eso es porque soy jubilada, retirada y no tengo cargo público ni político", había dicho Fein en su último descargo ante el juez Julián Ercolini y apuntó contra el fiscal al señalar que “el acusador me toma como chivo expiatorio”. Viviana Fein fue responsable de la primera investigación por la muerte de Nisman-encontrado muerto el 18 de enero de 2015 con un disparo en la cabeza en el baño de su departamento- hasta que se jubiló y el expediente pasó a la justicia federal. Mientras la justicia federal, el juez Ercolini y el fiscal Taiano, determinaron que la muerte del ex titular de la UFI AMIA, se trató de un homicidio, se inició en paralelo, una causa para investigar si en la escena de la muerte de cometieron irregularidades por no preservar el lugar. Junto con Fein están acusados Manuel de Campos, el primer juez del caso, el entonces secretario de Seguridad de la Nación Sergio Berni, el ex funcionario del ministerio de Seguridad Darío Ruiz y ex jefes de la Policía Federal y de la Prefectura Naval. El 1 de abril el fiscal Taiano solicitó formalmente al juez el procesamiento de Viviana Beatriz Fein. Entre los puntos centrales el representante del Ministerio Público se refirió al rol como “directora del procedimiento original” y que en ese marco “no preservó debidamente la escena del crimen ni recolectó todas las pruebas necesarias”. Entre las faltas específicas que se le atribuyen figuran: la tardanza de una hora y media al lugar pese a haber sido notificada debidamente. Hubo una “escena descontrolada”, ya que al llegar, “no habría tomado medidas para restringir la presencia de personas injustificadas (había unas 20 dentro del departamento y más de 30 en el complejo)”. "Sus decisiones como fiscal implicaron que se restringiera la zona de estudio a ese sector y a otros mínimos sitios, en perjuicio de la posibilidad de obtener otras pruebas en los distintos ambientes en base a otras hipótesis más amplias; todo lo cual habría generado un grave perjuicio para la investigación de un homicidio", determinó Ercolini. La entonces fiscal ingresó a la 1.39 hs al complejo la fiscal Fein y luego, al departamento a la 1.42 h. Durante toda la madrugada ingresó y egresó personal de diversas áreas, al inmueble donde se encontraba, ya sin vida, Alberto Nisman. La representante del Ministerio Público, fue captada por última vez en las inmediaciones del edificio a las 09.49 h. En la resolución de 114 páginas a la que accedióClarín, el juez consideró que Viviana Fein todas las irregularidades detectadas en el procedimiento, “se encuentran estrechamente concatenadas e interrelacionadas dando muestra de que se retroalimentaban entre sí”. Como consecuencia de esto, si bien el estudio se centra en un único suceso, “el mismo debe ser entendido desde la perspectiva de cada una de esas anomalías en función de las características que les resultan propias”. Se refirió en estos aspectos a la falta de delimitación del lugar para no alterar la escena central de lo que después se corroboró, fue un crimen. “Hay un mandato de conservar inalterablemente al máximo -en la medida de lo posible- el escenario del crimen” que no se respetó. Se hizo referencia al conocimiento que tuvo la fiscal en aquel momento, de los hechos que estaban desde que se enteró, a su cargo. Del orden cronológico de los hechos surge que Fein habría tenido “conocimiento del deceso del fiscal Nisman a partir de las comunicaciones telefónicas que mantuvo con el secretario de su fiscalía, a las 00.15.30 y a las 00.15.38 h del 19 de enero de 2015, respectivamente”. Desde ese preciso momento, estaba a cargo del proceso y contaba con las facultades pertinentes para manejar el caso y dar las órdenes pertinentes a las fuerzas auxiliares de la justicia. Pero fue recién 01:39 cuando la fiscal arribó al Complejo Le Parc, “una hora y media después, advirtiéndose una demora en su arribo pese a tener conocimiento de la gravedad de lo acontecido y de las características de la víctima”. No puede dejar de señalarse -añadió el magistrado-, “que era de público conocimiento que, cuatro días antes, había efectuado una denuncia dirigida contra la entonces presidenta de la nación por encubrir a los iraníes acusados del atentado a la AMIA mediante el memorándum de entendimiento con Irán”. Para entonces la madre de Nisman ya había ingresado al departamento junto a otras personas que se encontraban allí. Relata el fallo: “Lo expuesto da cuenta de la concurrencia de personas en el lugar que transitaban con libertad sin control alguno. No obstante, tras tomar conocimiento del hecho, se deberían haber dispuesto medidas concretas con la finalidad de resguardar ese sitio dada su importancia en torno a la investigación relativa a establecer las causas del deceso de Nisman”. Aun cuando Fein estuvo en el lugar, señala el procesamiento, “no dispuso otras medidas concretas ni ampliadas -sólo lo hizo respecto del baño y de la documentación- con el objeto de circunscribir la escena del hecho -paso inicial fundamental- e identificar áreas de tránsito permitidas (las que debían ser restrictivas, claras y expresamente establecidas)”. En el devenir de los argumentos, el juez Ercolini explicó que Fein no tomó a tiempo una decisión trascendental, que es la de definir el lugar crítico. Algo que sólo circunscribió al baño donde se encontraba el cuerpo de Alberto Nisman. De esta forma “no se aplicó la protección que merecían los demás ambientes del departamento y sus zonas circundantes, lo que permitió que se utilizara el living del departamento como “centro de operaciones” o que se usara la cocina para que algunos efectivos consumieran alimentos -circunstancias que tendrán tratamiento en el acápite pertinente-, todo lo cual contaminó el sitio en detrimento de la investigación”. El baño principal del departamento, sitio clave para la investigación -ya que fue donde se halló el cuerpo sin vida de Nisman, el arma homicida y un sinnúmero de rastros hemáticos- “si bien fue señalado como lugar de interés, tampoco resultó resguardado de forma correcta”, explicitó el magistrado. En consecuencia, dice la resolución, “la circunscripción del lugar se efectuó de manera deficiente y que ello constituía una irregularidad que la fiscal conocía y podía corregir, existen otras particularidades que ayudan a robustecer esa conclusión”. Se omitió en ese procedimiento, la determinación de la tercera vía de acceso/escape que existía dentro del departamento de Nisman y que consistía en un pasillo interno -con equipos de aire acondicionado- que conectaba su unidad funcional con la del vecino, puntualizó el juez. Lo expuesto, “da cuenta de que esa recolección debería haberse efectuado en tiempo y forma, es decir, el mismo día en el que se llevó a cabo el procedimiento, sin las dilaciones acontecidas como producto de la mala aplicación de principios de actuación básicos”. Por consiguiente, el accionar de Fein -amplía el fallo-, “no sólo fue deficiente por no impartir directivas para que quienes estaban bajo su mando circunscribieran correctamente el lugar, sino que ella misma no identificó, ni hizo asegurar o analizar la puerta que permitía ingresos y egresos hacia un sector que conectaba con otro departamento”. El juez comenzó a detallar todos los espacios contaminados con huellas de prefecto, pelos de otras personas, pisadas del charco de sangre en el baño y dijo, “aún frente a la gravedad de las deficiencias mostradas hasta el momento, es claro que el baño en dónde el fiscal general fue hallado sin vida debería haber recibido un cuidado más riguroso y profesional”. Sin embargo, “esto no fue así. En primer lugar, fueron varias las actividades cuestionables realizadas allí con relación al arma de fuego encontrada junto al cadáver del fiscal Nisman”. De hecho, las filmaciones han posibilitado observar que lo primero que hizo uno de los peritos luego de levantar el arma fue “limpiarle la parte de la corredera con uno de sus dedos con el fin de eliminar la sangre que se hallaba impresa en la misma”. Se desconocen los motivos ciertos que lo llevaron a realizar tal actividad, “aunque se puede conjeturar que habría sido a los efectos de determinar su numeración, pese a que ello podía ser realizado con posterioridad en un ambiente controlado y propicio a tal fin”. Pero los deficientes manejos del arma no culminaron allí, “puesto que luego se extrajo el cargador que llevaba puesto y fue apoyado sin más en el piso del baño, mientras que el arma fue colocada dentro del bidet -al que manchó con sangre-, previo manejo y limpieza que se hiciera de la misma utilizando el papel higiénico del propio baño”. En efecto, resolvió el juez "se ha verificado que mientras Fein actuó como fiscal a cargo del procedimiento iniciado por el homicidio de N. Alberto Nisman, no preservó de modo debido la escena del hecho lo que suscitó que acontecieran diversas inconsistencias". Esto implicó que, entre otras cosas, "no se recolectaran todos los posibles elementos probatorios allí presentes y que se alterara la escena del crimen, tanto por su propio accionar como por el de quienes se encontraban allí presentes bajo su control y mando, afectando directamente el correcto desarrollo de la investigación y su resultado". Finalmente, se detalló en el procesamiento que el conjunto de inconsistencias determinadas “permiten deducir que el abordaje inicial se realizó voluntariamente hacia la hipótesis de que Nisman se había quitado la vida”. Ello en tanto el foco de atención y protección se habría “centrado casi exclusivamente en el baño del departamento, dado que allí se había encontrado el cuerpo de la víctima; pese a las irregularidades detectadas también en ese lugar, lo cual facilitó la campaña mediática de la instalación pública contraria al homicidio”. Redactora de la sección Política, especializada en noticias judiciales.lsalinas@clarin.com Newsletter Clarín Recibí en tu mail todas las noticias, historias y análisis de los periodistas de Clarín