Akur8 lève 120 millions de dollars en série C pour accélérer la croissance de sa plateforme actuarielle nouvelle génération

PARIS et LONDRES et NEW YORK, 16 sept. 2024 (GLOBE NEWSWIRE) — Akur8, la plateforme de tarification assurantielle et de reserving basée sur le machine learning, a annoncé aujourd'hui qu'elle avait obtenu un financement de 120 millions de dollars en série C, ce qui porte son investissement total à 180 millions de dollars. Ce dernier tour de table a été mené par One Peak, une société d'investissement de premier plan qui investit dans des entreprises technologiques en phase d'expansion, avec la participation de Partners Group, l'une des plus grandes sociétés du secteur des marchés privés mondiaux, et l’investisseur historique Guidewire Software, Inc. (NYSE:GWRE). Cette nouvelle levée de fonds renforcera considérablement la capacité d'Akur8 à élargir son portefeuille de produits et à alimenter sa croissance sur les principaux marchés mondiaux.

Spécialement développée pour les assureurs, Akur8 révolutionne depuis 2019 la tarification de l'assurance non–vie avec une Intelligence Artificielle (IA) transparente. Sa plateforme, entièrement intégrée et basée sur le cloud, apporte aux assureurs une rapidité sans précédent au cours du processus de tarification, permettant d’influencer directement les résultats financiers et d’améliorer l'évaluation des risques. Avec la récente acquisition de la plateforme de reserving Arius (lire le communiqué), Akur8 élargit encore son portefeuille de produits et sa base de clients, amplifiant ainsi la valeur offerte aux compagnies d'assurance dans le monde entier.

Le nouveau financement sera utilisé pour :

  • Alimenter l'innovation en matière de produits : Akur8 investira en R&D afin d'enrichir sa plateforme de tarification assurantielle de deux nouveaux modules :
    (1) Optim, qui permet aux assureurs de déterminer la stratégie de tarification optimale pour atteindre leurs objectifs commerciaux, et
    (2) Deploy, le nouveau moteur de tarification d'Akur8, qui permet aux équipes de tarification de mettre leurs tarifs en production de manière transparente.
  • Stimuler la croissance en tirant profit de la récente acquisition d'Arius par Akur8 : En entrant dans le secteur du reserving, Akur8 ciblera stratégiquement de nouveaux segments de marché et comblera le fossé entre le reserving et la tarification. Grâce à son expertise en matière de SaaS et d'IA, Akur8 accélérera le développement du produit de la plateforme Akur8 Reserving.
  • Accélérer l'expansion mondiale : Outre la R&D, ce financement jouera un rôle déterminant dans l'expansion stratégique d'Akur8 sur les principaux marchés de croissance, en particulier en Amérique du Nord. En renforçant sa position dans cette région, Akur8 pénétrera de nouveaux segments de clientèle et adaptera ses offres pour répondre aux demandes uniques de ces marchés.

« Nous nous réjouissons de collaborer étroitement avec nos nouveaux investisseurs One Peak et Partners Group, deux sociétés d'investissement de premier plan qui partagent notre vision de l'innovation et de l'excellence. Avec leur soutien, nous sommes prêts à accélérer nos efforts de développement de nos produits et à rester à la pointe des tendances du secteur afin d’offrir une plateforme actuarielle intégrée et inégalée aux assureurs du monde entier », a déclaré Samuel Falmagne, CEO et cofondateur d'Akur8.

Brune de Linares, Chief Client Officer et cofondatrice d'Akur8, a ajouté : « Cette dernière levée de fonds nous permettra de mieux répondre aux besoins en constante évolution de nos clients, d'améliorer leur efficacité opérationnelle et de les équiper avec des outils innovants pour réussir dans environnement de plus en plus concurrentiel. Nous sommes ravis des opportunités de croissance et des avancées que cet investissement va débloquer pour la poursuite de notre succès. »

Humbert de Liedekerke Beaufort, cofondateur et Managing Partner de One Peak, a déclaré : « Akur8 offre une plateforme actuarielle tout–en–un basée sur le cloud qui est vraiment unique et exploite des algorithmes d'apprentissage automatique exclusifs pour injecter de la vitesse et de la précision dans le processus de tarification assurantielle, tout en garantissant une transparence, une auditabilité et un contrôle sur les modèles créés. Nous avons été particulièrement impressionnés par l'interface user–friendly d'Akur8, sa simplicité de déploiement et sa réputation parmi les principaux assureurs mondiaux pour son service client exceptionnel. Nous sommes impatients de collaborer étroitement avec l'équipe dirigeante très expérimentée d'Akur8, alors qu'ils tracent le prochain chapitre de l'expansion mondiale de l'entreprise, de son leadership sur le marché et de son parcours en matière d'innovation. »

Pierre Curis, Private Equity Technology, chez Partners Group, commente : « Akur8 a développé une plateforme de tarification différenciée de nouvelle génération qui bénéficie de la volonté croissante de sophistication des assureurs et de l'adoption croissante des nouvelles technologies. Nous sommes ravis de soutenir une équipe de direction ambitieuse, engagée dans l'innovation et la satisfaction des clients, alors qu'elle s'apprête à entamer une nouvelle phase de croissance passionnante. »

Walter Billet Avocats a été le conseiller juridique d'Akur8 dans cette transaction et conseille la société depuis sa création. Perella Weinberg Partners a été le conseiller financier d'Akur8 dans cette transaction.

A propos d’Akur8
Akur8 transforme le secteur de l'assurance non–vie grâce à ses solutions innovantes de tarification et de provisionnement.
Notre plateforme de tarification et de provisionnement de nouvelle génération associe une technologie de pointe à l'excellence actuarielle pour générer de la valeur commerciale, en apportant rapidité, performance, transparence et fiabilité aux assureurs de toutes tailles.
Akur8 compte plus de 250 clients dans plus de 40 pays, dont AXA, Generali, Munich Re, MAPFRE, HDI, Tokio Marine et MS&AD. Plus de 3 000 actuaires utilisent Akur8 quotidiennement pour construire leurs modèles de tarification et leurs projections de provisionnement dans toutes les branches d'activité.

A propos de One Peak
One Peak est une société d'investissement spécialisée dans la croissance, avec 2 milliards de dollars d'actifs sous gestion, qui investit dans des entreprises technologiques en phase d'expansion. One Peak apporte un financement de croissance, une expertise opérationnelle et ouvre l'accès à son vaste réseau à des entrepreneurs exceptionnels, dans le but d'aider à transformer des entreprises innovantes et à croissance rapide en leaders durables qui définissent leur catégorie. En plus d ‘Akur8, One Peak a investi dans Ardoq, Coro, Cymulate, Deepki, Docplanner, Keepit, Lucca, Neo4J, Pandadoc, Spryker et bien d'autres encore. Pour en savoir plus, visitez le site www.onepeak.tech.

A propos de Partners Group
Partners Group est l'une des plus grandes sociétés du secteur des marchés privés mondiaux, avec environ 1 800 professionnels et quelque 150 milliards de dollars d'actifs sous gestion. La société dispose de programmes d'investissement et de mandats personnalisés couvrant le capital–investissement, le crédit privé, les infrastructures, l'immobilier et les redevances. Avec son héritage Suisse et sa présence principale au Colorado pour les Amériques, Partners Group est construit différemment du reste de l'industrie. La société s'appuie sur sa culture différenciée et son approche opérationnelle pour identifier des thèmes d'investissement attrayants et pour faire des entreprises et des actifs des leaders du marché. Pour plus d'informations, veuillez consulter le site www.partnersgroup.com ou nous suivre sur LinkedIn.

Contacts Média :

Akur8
Vera Buttinger
Marketing Director
vera.buttinger@akur8.com
+33 7 66 31 47 58

One Peak
Lauren Sharman
Head of Platform
lauren@onepeak.tech
+44 7393 569004

Partners Group
Henry Weston
Communications Manager
henry.weston@partnersgroup.com
+44 77 4876 0944

Des photos accompagnant ce communiqué sont disponibles au :
https://www.globenewswire.com/NewsRoom/AttachmentNg/74999edf–41b0–4b6b–8dcf–799caaa22aac/fr
https://www.globenewswire.com/NewsRoom/AttachmentNg/1938a004–3cd3–4e5e–8426–95eae0d432f4/fr
https://www.globenewswire.com/NewsRoom/AttachmentNg/b992f447–2289–4df6–88f9–a21bb20e9d1e/fr


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How Much is Too Much for Mount Everest? Isn’t it Time For Sagarmatha to Rest

Mt. Everest base camp in the second week of May 2024. In recent years, the number of climbers has been increasing. In the spring climbing seasons, the base camp looks like a colorful settlement of the mountaineering community. Credit: Tanka Dhakal/IPS

Mt. Everest base camp in the second week of May 2024. In recent years, the number of climbers has been increasing. In the spring climbing seasons, the base camp looks like a colorful settlement of the mountaineering community. Credit: Tanka Dhakal/IPS

By Tanka Dhakal
KATHMANDU, Sep 16 2024 – “That’s Mt. Everest!” I overheard this from a trekking guide to his trekkers team. I stopped and asked him—which one! He was not our guide, but I approached. He pointed a finger and showed me Mt. Everest and I cried—I don’t know why. I was overwhelmed and humbled to finally witness the world’s tallest mountain—it was not from the base camp but from Thyangboche while returning.

Whenever I think about mountains, I immediately go to that time when I was filled with emotions and the numbers of people going there. The Khumbu region, which is home to some of the world’s highest mountains, including Sagarmatha (Mt. Everest), is seeing an influx of climbers and trekkers, especially in the spring season, and concern is growing.

Last May, I had the chance to visit and report from the region. One thing I noticed was the concern about the increasing number of climbers and trekkers. I was stunned by the number of people returning and going towards the base camp—this made me think: Is it sustainable for the region, which is already vulnerable to the impact of rising temperatures?

Kancha Sherpa at his home in Namche—the only living member of the 1953 first successful Mt. Everest expedition team. Credit: Tanka Dhakal/IPS

Kancha Sherpa at his home in Namche—the only living member of the 1953 first successful Mt. Everest expedition team. Credit: Tanka Dhakal/IPS

In recent years, the number of climbers and trekkers has been consistently high, and the influx has led to incidents of “traffic jams” on Everest. Every year, more than 450 climbers from around the world get permits from the Nepal government to climb Mt. Everest, and this number is constantly growing. More than 50,000 people trek to the base camp every year, which I believe is too much for an ecologically and geographically vulnerable area like Khumbu.

There I met Kancha Sherpa, 92, the only living member of the 1953 first successful Mt. Everest expedition team. He voiced his fears, saying the mountain needs “rest” and “respect.”

“For the government, Mt. Everest is only about money,” Sherpa said. “And for climbers these days, it is only about creating records.” In his home in Namche, Solukhumbu, Sherpa shared his frustration over increased and largely commercialized mountaineering activities.

For sherpas, the mountain is their goddess, their home. They worship her. I remember Kancha Sherpa compassionately saying, “We are grateful. But our goddess is tired from human waste; she needs rest for some time.”

During my entire reporting trek and after returning, Kancha Sherpa’s voice was constantly echoing in my mind–the mountain needs rest and respect.

Yes, tourism and mountaineering activities are not only a way of livelihood for communities in Khumbu but also a major source of revenue for the government of Nepal. It is creating opportunities-even though locals are mainly forced to be a guide or helping hands to trekkers and climbers’ exploration.

But at what cost, or is it sustainable? I don’t believe it is. Science has been telling us for a long time now that the impact of rising temperatures is higher in the mountains. Reports are saying the impact of climate change in the mountains of the Hindu Kush Himalayan (HKH) region, which hosts the Sagarmatha range too, is unprecedented and largely irreversible. It means that changes to the glaciers, snow, and permafrost driven by global warming are extremely worrisome and need urgent action.

But the overflow of people in the Everest region is acting as a catalyst to the already vulnerable region and making it more prone to forthcoming worst situations.

Sagarmatha range from Thyangboche village en route to the base camp. Climbers and trekkers use this route. Credit: Tanka Dhakal/IPS

Sagarmatha range from Thyangboche village en route to the base camp. Climbers and trekkers use this route. Credit: Tanka Dhakal/IPS

Glaciers are retreating at a faster rate and creating glacial lakes, which may explode in the future and could sweep away everything in their path. The growing number of trekkers and climbers may be contributing to this disturbance of natural phenomena.

In the region, not only experienced climbers like Sherpa but also visitors are voicing their concerns—Dr. Alex Balauta was one of them.

Balauta, who traveled from Austria, said, “It was a secret place for so many years, but now it has become very commercial and crowded.” He expressed concern regarding the possible impact of overcrowding in the region and wished there would be appropriate intervention by the government to protect the sanctity of the Everest region.

I completely agree with his concern. To give rest to the fragile geography and keep it clean and secret, respecting local communities’ beliefs, there should be some kind of cap on the number of people allowed to climb and trek in the region every year.

And there is hope for people like us, which came as a mandamus order from court on April 26 (2024) the Supreme Court of Nepal said that the number of climbers and the climbing time should be permitted according to the mountain’s carrying capacity.

I strongly believe this verdict is historical and it opens the way to set a cap on the number of climbers in mountains, including Sagarmatha. The government needs to act promptly because it has already been late, and we all need to think critically, analyze, and decide on the urgent question: How much is too much for Mt. Everest?

I hope we all prioritize the needs of the mountains ahead of our quest to conquer them. And hope the government will listen to the decorated Sherpa’s loud voice: “Mountain needs rest!”

This opinion piece is published with the support of Open Society Foundations.

IPS UN Bureau Report

 


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Odious Debts: What Can Bangladesh Learn from Ecuador?

By Anis Chowdhury and Khalilur Rahman
SYDNEY, NEW YORK, Sep 16 2024 – Bangladesh’s White Paper committee will review foreign loan deals signed by the fallen kleptocratic regime. We recommend that it identifies and declares the loans or portions of loans that did not benefit the nation as unpayable, because they were siphoned off the country by corrupt politically powerful elites, or worse used to buy deadly weapons and surveillance equipment to oppress people. Such loans are “odious” – they stink and are detestable.

Anis Chowdhury

It is not clear if sufficient courage will be summoned to even include the loans from the international organisations and significant and powerful donor countries. However, this is vital as nearly 45% of Bangladesh’s debt is owed to multilateral organisations, such as the Asian Development Bank (ADB), the World Bank and the International Monetary Fund (IMF), whereas about 27% of the total loans is from bilateral donor countries, such as Japan and European Union.

These multilateral organisations and countries continued to irresponsibly provide life-lines to the autocratic Hasina regime despite fully knowing the regime’s wide-scale corruption and gross abuse of human rights, including suppression of democracy. It was public knowledge that the kleptocrats took large sums of ill-gotten money illegally out of the country.

Bangladesh can learn from Ecuador in dealing with these powerful organisations and significant donor countries with a view to cancelling or substantially reducing its odious debt burden.

Ecuador’s bold steps
Ecuador provides an example of a government which officially decided to investigate the process of indebtedness in order to identify its illegitimate debts and to make its debts sustainable for the sake of development. In July 2007, about seven months after winning the Presidency, President Rafael Correa created the Comisión para la Auditoria Integral de la Deuda Pública (CAIC – Comprehensive Public Credit Audit Commission). Rafael Correa’s idea was to take action to end repayment of a portion of the debt identified as fraudulent and illegitimate.

The Commission included representative of Ecuador’s social movements (e.g., indigenous peoples, feminists, labour unions and social-environmental activists) as well as international campaigners for cancellation of illegitimate debts. The government side was represented by the Ministry of Finance, the Comptroller’s Office, the Anti-Corruption Commission and the Public Prosecutors’ office.

Khalilur Rahman

The CAIC’s mandate was to conduct a comprehensive audit of the debts accumulated by Ecuador between 1976 and 2006. The term “comprehensive” is very important because the audit needed to avoid being limited to an accounting analysis of the country’s indebtedness. It was fundamental to measure the human and environmental impact of the policy of indebtedness.

Starting in November 2008, Ecuador suspended repayment of a large part of its debt deemed “odious”. Specifically, the country ended payment of interest due on the Ecuadorian securities traded on Wall Street amounting to approximately US$3.2 billion.

Quite unsurprisingly, the international financial press fed a lot of negative publicity and fear mongering that the action would severely impact Ecuador’s credit rating and foreign investment. However, in June 2009, the holders of 91% of the bonds in question accepted the Ecuador government’s proposal to buy them back at 35% of face value.

Thus, Ecuador repurchased US$3.2 billion worth of debt while disbursing US$900 million. This meant a saving of US$2 billion on the capital due, and the savings on the interest that would no longer had to be paid. The total amount saved is a little over US$7 billion.

Rafael Correa declared in his inaugural speech on 10 August 2009 that this “means a gain of more than US$300 million annually over the next 20 years – amounts that will go not into the creditors’ portfolios but will go to national development”.

Positive impacts
The debt reduction enabled the government to greatly increase social expenditures, in particular in the areas of health and education. Between 2007 and 2017, the Correa Government doubled social spending. By 2016, poverty had been reduced by 41.6%. Inequality, measured by the Gini coefficient, had fallen by 16.7%.

Despite predictions of chaotic and painful days ahead by the international financial press, nothing bad happened. Ecuador’s victory over its private foreign creditors was total. When the country decided a few years later to issue new debt securities on the financial markets, the investors crowded in to buy them. That is because they were convinced that the country’s situation had improved.

Lessons for Bangladesh
Bangladesh is not included in the list of debt-distressed countries and the latest IMF-World analysis finds Bangladesh’s external debt sustainable. The World Bank’s Country Director Abdoulaye Seck has recently said that the Bank is not concerned about Bangladesh’s debt payments.

However, concerned observers believe that the situation can quickly turn into a debt crisis. Thus, urgent actions are needed, including identifying odious debts and refusing the illegitimate obligation to repay them.

It is arguably unprecedented for a sovereign with a sustainable level of debt to refuse to honour existing obligations. President Rafael Correa asserted that this action was justified because these obligations were illegitimate.

Bangladesh must argue the same. We have good reasons to believe it will. Unlike Sheikh Hasina’s former Finance Minister Abul Maal Muhith, who famously declared that embezzlement in the order of US$ 40 million from the banks amounted to nothing, the Head of the Interim Government Prof. Yunus regards every taxpayer penny as valuable. We trust he will not hesitate to lead from the front.

In pursuing the matter, the government must not be discouraged to act for fear of pushbacks, especially when the parties mostly affected involve multilateral financial institutions.

Nevertheless, Bangladesh does not have to take a hostile position as Ecuador did when it declared the World Bank’s country representative as a person non-grata and expelled him, and withdrew from the World Bank’s International Centre for Settlement of Investment Disputes (ICSID). A more measured approach involving quiet negotiations should yield considerable benefits.

As a practical step, the Interim Government should immediately request the UN Secretary-General to set up an UN-led independent commission to review all debts incurred by the repressive autocratic regime that it replaced.

Actions on odious debt are absolutely doable and will not only provide Bangladesh additional fiscal resources for urgent social programmes, but also will incentivise all types of lenders to act responsibly. It will also give the lenders an opportunity to clear their names.

While Ecuador’s case was unique in dealing with commercial lenders in contemporary history, Bangladesh’s firm stance on odious debt will be an exceptional case involving official lenders – both multilateral and bilateral. Both Bangladesh and Ecuador cases can be powerful examples of ensuring developing countries’ debt sustainability and continued socio-economic progress.

Anis Chowdhury, Emeritus Professor, Western Sydney University (Australia) & former Director of UN-ESCAP’s Macroeconomic Policy & Development Division.

Khalilur Rahman, former head of economic, social and development affairs at the Executive Office of the UN Secretary-General; former head of UNCTAD’s Technology Division and Trade Analysis Branch and its New York Office; founder of East West University, Bangladesh.

IPS UN Bureau

 


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Young People from Around the World Invited to Create Innovative Solutions to Sustainable Development Goal-focused Challenges

NEW YORK, NY, Sept. 16, 2024 (GLOBE NEWSWIRE) — Interested in solving some of the biggest challenges humanity faces? Starting today, young people ages 5 to 24 can compete for prizes in the annual World Series of Innovation (WSI), presented by the Network for Teaching Entrepreneurship (NFTE) and Aramco.

Prizes range in value from $300 to $1,500 with challenges focused on advancing the UN Sustainable Development Goals (SDGs). Eligible teams and individuals worldwide can sign up at innovation.nfte.com.

Each year, WSI harnesses the potential of young innovators, empowering them to unleash their creativity and drive positive change. This year, with Aramco's support, the competition offers two distinct tracks: the WSI Imagination League (for ages 5 to 12) and the WSI Impact League (for ages 13 to 24). NFTE and Aramco have helped to expand the competition’s reach in multiple languages, including English, Spanish, Arabic, Simplified Chinese, and Hindi. NFTE is more committed than ever to nurturing an entrepreneurial mindset, the driving force behind transformative change. Thousands of young minds around the globe will present innovative ideas and master essential entrepreneurial and design–thinking skills, equipping them to tackle the world's most pressing challenges with creativity and confidence.

“We are thrilled to launch this year's NFTE World Series of Innovation, an event that consistently showcases the incredible creativity and problem–solving abilities of young people around the globe,” said Dr. J.D. LaRock, NFTE president & CEO. “Past competitions have brought forward groundbreaking ideas, such as a platform that leverages AI to connect patients with medical professionals, an innovative process that transforms discarded rice husks into clean–burning fuel, and new technology designed to improve traffic efficiency and road safety. By introducing the WSI competition to an even larger audience through expanded ages and languages, we are empowering more young visionaries to address global challenges. We look forward to seeing the remarkable innovations that this diverse group of participants will bring to the table.”

“Aramco aims to support STEM education, innovation, and entrepreneurship by equipping young people with 21st century skills through outstanding programs such as WSI,” said Hadeel Al–Eisa, Aramco Corporate Citizenship Manager. “We are excited to learn more about the great ideas to be developed during this year’s challenge. We hope these inspiring, innovative solutions will help to make meaningful impacts in global communities.”

Each fall, NFTE announces new WSI challenges leading up to Global Entrepreneurship Week. The competition concludes on December 8, with winners for the Imagination League announced on February 18, 2025, and winners for the Impact League announced on April 14, 2025.

This year’s online challenges will advance the following UN SDGs

WSI Imagination League Challenges (ages 5–12):

  • SDG 6: Clean Water Challenge, Aramco
  • SDG 8: Youth Economic Advancement Challenge
  • SDG 3: Good Health and Well–being Challenge

WSI Impact League Challenges (ages 13–24): 

  • SDG 6: Clean Water Challenge, Aramco
  • SDG 9: Solar Innovation Challenge, CBT Technology Institute
  • SDG 8: Youth Economic Advancement Challenge
  • SDG 4: Quality Education Challenge, Comerica Bank
  • SDG 16: Responsible AI Challenge, EY
  • SDG 4: Game Based Financial Learning Challenge
  • SDG 3: Good Health and Well–being Challenge
  • SDG 13: Climate Action Challenge, Zuora

Learn more about the latest set of NFTE WSI innovation challenges, the sponsoring organizations, and the prizes being offered at innovation.nfte.com.

See some of the winning entries from previous challenges at innovation.nfte.com/results.

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For media inquiries, please contact Angelika Seaman, 603–504–8554, or Denise Berkhalter, APR, 917–281–4362, at mediainquiries@nfte.com.

About NFTE 

Network for Teaching Entrepreneurship (NFTE) ignites the entrepreneurial mindset with unique learning experiences that empower students to own their futures. A global nonprofit founded in 1987, NFTE provides high–quality entrepreneurship education to middle school, high school and postsecondary students. NFTE brings the power of entrepreneurship to students, regardless of family income, community resources, special needs, gender identity, race, or ethnicity. NFTE has educated more than a million students, delivering our programs in school, out of school, in–person, online, or through hybrid models. Visit nfte.com to learn more. 

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