Stenography

RIPE 91 AGM

22 October 2025

4 p.m.

ONDREJ FILIP: Hello. Good afternoon, ladies and gentlemen, let me start the General Meeting. My name is Ondrej Filip, I am the Chair of the RIPE NCC Executive Board and today also the Chair of this General Meeting. So, while I join this role, let me do a quick announcement.

A few administrative matters: First of all, I appointed Athina as the Chief Legal Officer of the RIPE NCC as secretary for this General Meeting. I think she was appointed already some time ago, I apologise. And also let me remind you that the minutes of this General Meeting will be published two working days after the meeting, which means the end is going to be on Friday, so it's going object on Tuesday, 28th October 2025, and the members have three weeks to submit a notice of opinion to the General Meetingness minutes.

The objections will be collected using a tooling to the General Meeting minutes on the website. And the objection system will be available from 28th October. So, then you have three weeks.

Unless we receive a notice of objection signed by at least 100 members within three weeks of publication of the draft minutes, the draft minutes will be final and binding.

Also, let me remind you another thing. That there is an official photographer who is documenting this General Meeting and would I like to ask you to not use your own devices so please, I know you have cameras in every smart device you can think of, but please don't use it this time in this meeting room. Thank you very much.

With that, let me introduce you the agenda. We are currently in point number 1, which is welcome and preliminaries.

Then we will have a report from the RIPE NCC, which will be delivered by CEO, Hans Petter Holen.

Then I will deliver a report from the Executive Board, item number 4 is going to be again Hans Petter with draft RIPE NCC activity plan and budget. This will be a the shorter version of a presentation he has already delivered during the NCC Services Working Group. Then there will be two presentations by Simon Jan Chief Financial Officer, that's going to be financial update and redistribution of the RIPE NCC surplus. And then item number 6, RIPE NCC charging seem update. It's just to go an information update, we will not discuss the concrete proposals or anything like that.

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Then again, presentation which is partially started during Services Working Group by Hans Petter, the RIPE NCC strategy for the years 2027 to 2031. Then I think Carol will explain how to vote on the resolutions and how the voting system works. And after her, I will just read as my beautiful accent the actual resolutions. And I will stop the General Meeting and we will reconvene on Friday, at 10:30 when I will read the results of the voting. Is that clear for everyone?

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Excellent. So with that I'll invite to the stage Hans Petter Holen.

HANS PETTER HOLEN: Thank you. So, as part of the General Meeting, we have the Services Working Group and I have already given two presentations there, one on forward looking on the trajectory and another forward looking on the draft activity plan and budget and we had a panel discussing the possibility of using AI in the RIPE NCC. Now, what I'm going to look, take you through now is a brief update of what we have been doing since the last time.

As you all know, the RIPE NCC was set up as the secretariat of the RIPE NCC community by the RIPE community to support an open, inclusive and engaged community. Then, the community decided that we wanted our own regional Internet registry, so, RIPE NCC was tasked to operate a trusted, efficient and accurate and resilient registry. But then when the RIPE NCC was set up, it was decided in the wisdom by the founders back in the early nineties, that in order to have a strong organisation, the RIPE NCC should do more for the community, we should enable our members and community to operate one secure stable resilient global Internet by doing other activities as well.

And to do all of this we need a stable organisation with robust governance, and this is not possible without engaged, competent and diverse staff. So that's our existing strategy in five simple sentences.

Focus points for 2025 has been registry accuracy and is going to be that for the next year as well. Because that's, you know, something that's very important for members and for the society to know who is using the resources.

Secondly, data measurements and tools be a centre of excellent for data measurement and tools that provide high insight of the Internet and its operations was second on our list. But stability is important in today's world, resilience is also very important in the political changes we see, in the legislation we see, in the regulations that happen and so on and then security and compliance is taking a lot more time. So these are the defined focussed areas that we have this year.

Registry accuracy. I showed you this at the last couple of meetings again. We used to talk about registry accuracy in terms of ARCs completed, so we want to do an assisted registry with all the members every five years, but looking at the realtime accuracy of the registry, 96.4% matched with a business registry. And then looking at why are the 723 not matched? Well, the vast majority of those are not organisational members, but private enterprises, like whatever the legal structure is in a country, that may or may not it be in a business registry, so when you take those out we are at the 99.0 percent that we have matched to a business registry. So we have accuracy there.

E‑mail addresses, we see that 97.5 percent of the e‑mail addresses do not bounce. So, you know, it's the rest that bounced luckily, sometimes, but that's also another level of accuracy, so when people are saying oh but the registry is inaccurate, well it may be that you are unlucky and you are in those two and a half percent of the e‑mail addresses that do bounce, but it could also that whoever is at that address do not respond to you. That can happen.

We have implemented OAuth 2.0 in the RIPE Database and LIR portal. We are strengthening the single sigh on. We now included country codes in transfer statistics so you can identify from which country to which country and transfer happens. This was for all the other RIRs but not in the RIPE NCC one. That's in place.

Also, we are now working on the stop sponsorship work flow. You can talk to our colleagues out here about other automation that we do, but we now, are very close to releasing for end users to say that I don't want to be sponsored by this LIR anymore or this LIR saying I don't want to sponsor that anymore, so we can automate that rather than having manual processes. And then Marco will show case this in the Address Policy Working Group tomorrow at 11, so if you are interested in that, go there.

Moving ARC to self‑service, that's an idea we had for a long time. Now we are laying the ground work to validate members every two years instead of five. Please share the feedback on the the current process to the user research team out here.

Continuous monitoring of end users, we have done this for all the members, that's the provider aggregatable space, the LIRs, the members, but we now also moving this into the end users for provided independent space. Not all the customers of our LIRs, but the proper independent space. Because we have a legal obligation to actually know them as well, so even though there is a responsibility through contact to you our members to verify their data, we have to do that our self as well.

We have published some reports. The state of v4 and evolving transfer landscape, unlocking digital growth, the role of Internet Exchange points in southeast Europe. These are reports published on our data research and analytics since the last RIPE meeting.

We have a new traceroute tool that's been presented here by one of my colleagues. We have brushed up DNSMON, so it that it's on the latest look and feel, and there is a new RIPE stats UI and quite some enthusiasm in that team to drive that to new heights. Please reach out to them and share your experiences with all of these new tools.

Stability:

Draft strategy consultation. There is going to be a BoF tomorrow, I have a presentation on that a bit later. Please take part in that. Please give us input either here or on the net on this.

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Charging scheme models. There was a charging scheme task force, Simon, our CFO is presenting on this a bit later and this will be up for a vote at the May General Meeting.

Resilience: One of the documents that is kind of governing the RIR system is the so‑called ICP 2, that was developed 25 years ago which was the criteria to set up a new RIR. Now, the NRO NC, the RIR CEOs together asked our volunteers on the NRO NC to update, review and update this,ing and there was a BoF on Monday where this was discussed in depth, and if you didn't catch that and you still have feedback to do so, you can still do that until 7th November, and then the numbers Council, together with staff support, will meet again to go through all the comments to the second draft and see if they have substantial, there will be a third draft, unless there is consensus and we can move forward with that.

But we better get this right.

We are also committed to collaboration, we signed a new MoU with AP TLD. We have signed MoUs with Jordan, with Serbia, with the Czechia Republic, and with Tajikistan and also with the UN development programme. And all of these are about capacity building. What we bring to the government there is our knowledge and especially our training courses in deploying, enabling their ISPs to deploy IPv6 or RPKI and other security mechanisms. So this is why we get the seat around the table with governments. We have the training course that is we can bring on the ground and what we get from the governments is that they make sure that the right people actually attend that. If we try that in north western Europe and have the government invite you to a meeting to do something, you know, it wouldn't be that popular, while in other parts of our service region, that is the key to get people to do that. So, the engagement with governments needs to be tailored to the culture and the habits of the region.

Security and compliance: We implemented API keys, and linked them to RIPE NCC's accounts, because honestly having API keys that is kind of living there forever and you have scripts that still have the same API keys after stuff lives, that's a serious security vulnerability. Now it's a hassle to update them, but, you know, security versus convenience, there needs to be a balance there.

LIR accounts, we introduced automated end user monitoring and automated option to stop sponsoring end users.

ISO 27001. It's not a goal in itself, but it's a tool, a framework to make sure that we can document towards external auditors that we have a proper security framework in place so that we can demonstrate to all of our members that needs this or to governments that feels the need to make sure that we operate in a secure way.

In order to give an easy way to find all the information you need about the security and compliance, we have developed a trust portal, as many players in the market has done, where you can find all the information about information security, legal and compliance, law enforcement and especially tailored for law enforcement and so on. We will extend that with new legislation coming out so rather than asking questions, hopefully finding the answers to all your questions in one place there.

We are so close to getting our SOC 2 Type II ISAE 3000 report. We had hoped to have it before this meeting, but we are still in the latest paper shuffling between us and the auditors. So hopefully we'll have that report in a couple of weeks after the RIPE meeting. That's for the RPKI system.

We have redesigned the RIPE community fellowship programme, and that's now in play for this meeting, and really eager to see how that goes. New RIPE meeting websites, so that's now moved to the new common publishing platform to make them more accessible. We have integrated a new system, pretalk. That meant more work not only for staff but also for all Working Group Chairs and Programme Committee. Sorry about that, but hopefully we are now on a platform that we don't have to develop but we can piggyback on the development of that platform and we have to operate it. Hopefully it will then be a more thriving one that we can, we are able to develop ourselves.

New presentation submission system is linked to that.

Database operational update. You can find that in the Database Working Group. DNS update, in the DNS Working Group. The strategic direction. There is a BoF tomorrow. And there is a separate presentation about that later.

Policy updates by the Address Policy Working Group. Registration services updates in the Address Policy Working Group. And a new fellowship programme in the community plenary. Attend those if you want to know more details about those programmes. Questions or comments? Seeing nobody running to the microphones. So then I'll hand back to you then Ondrej for your report then.

ONDREJ FILIP: That was really quick, I hope to have a little bit more time to relax, but thank you.

So with that I will continue the next item which is the report from the RIPE NCC Executive Board which will complement the presentation delivered by Hans Petter.

So, the Executive Board members are all here, you can see them on the screen but also live on the stage. I will introduce them by the order that I have in the presentation, so, first is me, Ondrej Filip, the Chair, then Piotr Strzyzewski, Raymond Jetten, treasurer, Maria Hall, Harald Summa, Sander Stefan and Randy Bush.

In this period, you know, between this and the last General Meeting we were pretty busy, we had a lot of meetings, although most of them were just done by e‑mail. One was in 28th May, and that was. Then second one was on 2 June, also by e‑mail, that was about the moderation. Next one was by 28th June in person, I know it's a little bit unusual destination, but it was because it was connected to IGF and so it was convenient for everyone to meet there. Another e‑mail discussion was on 29th July. And the last physical meeting was two days in September in Amsterdam. As usual we have transparent so you can see all the Board meeting minutes that is on the URL on the screen.

So, what documents did we proof since the last General Meeting?

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We proofed the RIPE NCC LIR account agreement. RIPE Database terms and conditions, RIPE NCC certification service terms and conditions, RIPE NCC certification repository terms and conditions, RIPE NCC publish in parent and repository terms and conditions, RIPE Atlas service terms and conditions, RIPE fellowship terms and conditions. So it was a lot of documents, although of course those are not the most popular documents that you read everyday.

So we passed also several resolutions. We established that RIPE NCC Board follow the proper procedure. So we approved the fact that the process will properly follow that we have are proper election of RIPE Chair, that was the topic of the first e‑mail meeting.

Then also the second one was about moderation of the Members Discuss list. We touched on this topic twice. This time we just started the moderation and approved that one Executive Board and one RIPE staff member designated to moderate that list. It was also part of the second e‑mail discussion from the Board that was Piotr Strzyzewski.

Then during the first physical meeting, we also passed a resolution about the roles of the Executive Board members, so, I already told you three of the positions, but we also appointed Sander Steffann as NRO NC meeting observer, Maria Hall as liaison to academic, and as I said a member discuss moderator, Piotr Strzyzewski.

We also every year reviewed and approved the RIPE NCC Treasurer Institute according to the review cycle.

Another resolution was that RIPE NCC acting as a Sole Member and sole shareholder of RIPE NCC Middle East adopts the audited RIPE NCC Middle East financial statements, and also we resolved two of the following three people can sign on behalf of the RIPE NCC Middle East company.

Also, I think this was already reported. We approved a loan agreement between RIPE NCC and RIPE NCC Middle East, but we had to amend the interest rate according to actual market conditions, so this is more a technical change, this is a loan between the RIPE NCC the Netherlands and RIPE NCC the Middle East, so the interest rate is not a kind of business thing, that's why it had to be set according to the market conditions.

Also, one of our investment partner, DASIM, changed the conditions how they operate so they required us to change for example the bank account, and, you know, on boarding us to a new bank is a complicated process, we have a lot of members from various countries and there is a lot of money flowing from different countries that are not considered okay for some of the banks, you know, we have a lot of members in so called ultimately high countries. That process takes from six to eight months. So that's why we decided to discontinue working with that investment partner, and with the next resolution during the next meeting, we approved selection of a new partner, which is ABN AMRO, which is currently the investment partner for the portfolio.

Naturally, we also approved the publication of the draft RIPE NCC activity plan and budget, that's going to be for discussion during the next item. And also, you know, one of the topics we really think, we work on is business continuity, because we learned a lot of lessons from the other RIRs and also from the current political situation, so, that's why we direct the Managing Director to investigate the use of escrow services of registration data. So that's something the Managing Director and his team is working on.

We also, of course, approved the publication of the draft agenda for this meeting. You'll see the result now. And then we again took, you know, discussed the topic of mailing list moderation, and we amended the document Members Discuss mailing list moderation. So now it's a little bit different procedure where the Executive Board so not involved but can be somebody who is check the validity of the moderation if everything is okay.

We also discussed a lot of other important topic areas. First of all I mentioned it already, RIPE NCC Middle East, sure strategy is one of the main focus of the Board, so we discussed that topic on both physical meetings.

Also, I think I told you last time, we are considering some change of the governance structure, one of the quite visible things is that we are an Executive Board which consists of non‑executive directors, so that's something that we would like to change, and we are considering different options so that's something we are still working on.

Also, the moderation of the mailing list, changes to the investment partners, I already mentioned. Activity plan and budget, again one the most important documents which we work on every year. And also something which is currently an actual topic that's the new charging scheme models for the year 2027 and beyond.

I think you may remember that the last time we increased the charging fees, we promised that those will be sufficient for 2025 and 2026, so we fulfilled that promise, but for the next period, we have to work on a new charging scheme model.

And also we discussed the future of the RIPE NCC offices, the period that the rental was granted is expiring, so we discussed future of this contract, and we suggested to continue in the current place.

So, we are working on building a stable future for the RIPE NCC. Again, we are working on the governance structure. Working with Hans Petter to ensure the good information sharing and high engagement levels and fulfilling corporate governance and fiduciary responsibilities.

So, that's roughly the overview. Now, how you can influence that, please talk to us. There are several opportunities. Usually of course you can speak now, or you can catch us in the corridors. Also there is usually Monday dedicated, Monday evening, dedicated to meet the Board, which I am really happy, I must report it first time in the history. I usually try to speak up and say please find the Board members and talk to them. It never happened. But this time I don't know, it's probably this place, but I had several conversations with the members about interesting topics, so thank you for that. And also other Board members reported that they had several meetings, during the evening, that they discussed something important, something relevant, so that's really appreciated. Thank you for that. And we definitely appreciate your work.

Also of course you can use the Members Discuss list, or we organise Open Houses on some actual topics, like activity plan an budget, strategy and so on. And I know there are also some unofficial channels, like there is a chat on telegram, those are not official channels, we don't monitor them. I sometimes read, sometimes not. If there is something happening, don't expect me or my colleagues to react. It's just the best‑effort basis.

So, the input is welcome of course of any topic but most importantly always about charging scheme, activity plan an budget, strategy, of course those are the topic areas that are really key for the Board.

What do you we do with your input? It's not easy, sometimes to reply on stage because we really try to speak with one voice. So the fact that the Board member tells you interesting, I will talk to my fellow Board members, means that he or she took it seriously, but that he or she couldn't reply immediately because we try to coordinate and give some answer that should be, you know, discussed and proper. So, sometimes it looks that you provide input and nothing happens but it will come later. We definitely take all input seriously, we discuss it, but the fact that we do not answer it immediately doesn't mean that we ignore it, the opposite. We take it seriously and want to talk in one voice.

Also, do not forget that we need to accommodate the entire words and conflicting viewpoints. The fact that he heard something, it doesn't mean that the next five minutes doesn't mean I heard something else that was contrary, we need to hear it all. It's sometimes complicated, it sometimes takes sometime but we really take all your feedback very seriously.

So thank you very much. And now is the time for questions.

(Applause)

AUDIENCE SPEAKER: We have a question online from Dmitry of ANTRU, Who asks "Tell me, will we finally be able to pay not in euros and not to the EU bank next year? Crazy sanctions are getting more and more stupid. I really doubt that we will be able to pay RIPE directly this time. Last year payment was on the end of possibility. This is the third year of promises to do it."

ONDREJ FILIP: I don't think we have promised anything other than a fee structure in euros, so that's the first point. We are definitely trying to explore ways how we could collect the fees, especially from the ultra high country. Again our budget is in euros, so I think we will keep that for the future as well. I don't know the specific case, the country the gentleman is coming from, but I understand there are some restrictions. We are trying to be as open as possible, but I don't think we have ever promised anything other than euros for the fees. But then maybe if he can send me a private message I am happy to look at his case.

BRIAN NISBET: Brian Nisbet. This is very minor compared to the much more serious matter. I wanted to say thank you for putting the members list under permanent moderation, I think it's absolutely needed in a list of that size. I do still think that keeping the messages available for three months is unnecessary, and I think it does allow a vector of potential abuse. Now, we haven't had any, thankfully. I just wanted to say thank you for that, but also the three months seems far too long. I mean I'd be happy with zero, but three months seems a very long time if all, I suppose if what that is being is an opportunity for someone to go, those mean people censored me, here is the evidence. That doesn't need a three‑month period.

ONDREJ FILIP: I understand. You know the purpose, we do that just to show what is moderated and what the not, to see that we are not moderating anything that is just against us, but we are really moderating something which breaks law, the culture, Code of Conduct, stuff like that, so we consider three months I agree might be too long for something, so we will definitely discuss it.

BRIAN NISBET: Yes, because if it does break a law or something, then it shouldn't be kept anywhere for any period of time.

ONDREJ FILIP: That's a good point. I don't see any other questions. So, I think ‑‑ I think the next point is Hans Petter again.

HANS PETTER HOLEN: Thank you, Ondrej. Activity plan and budget 2026. It's actually a new slide deck but it's the same story. So thanks to my COMS people who figured out to freshen it up a bit by giving me different slides and see if I will actually tell the same story this time.

You have seen it all in the Services Working Group. These are the highlights slides there so I won't repeat them. But the main message from this was that the Board is committed to maintaining the current and break‑even budget we promised when the fees were increased two years ago that that would be sufficient for two years, and that is actually what's in the plans as well.

As I mentioned before we are now in the last year of the strategic cycle so it's all about completing the outstanding activities. Information security has been, is still you and is going to be essential to our mission especially as we continue to safeguard the registry and critical services for our members and the wider Internet community.

We will also, you know, look a bit ahead as the strategy work continues and there are elements of the strategy that are kind of like not finalised but highly likely. Of course we will take those into account when we do, when we make decisions already now.

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The six focus points that I want to highlight here is our need to sustain strong compliance and transparency efforts. Through the trust portal and through review of legislation and the ICP 2 implementation. There are going to come new requirements in the RIR governance document that we have to comply to and document compliance to. I'm not saying that we don't. But that will be another level of compliance put upon us.

Operate resilient and defensible security architecture. Reduce risk of cybercrime and other threats. Unfortunately the Internet is not like in the beginning of the nineties when we started this journey. We cannot trust everybody that's connected anymore, so we need to make sure that we build and operate something that is resilient.

Strategy preparation.

I mentioned that already, and then preparing for the charging scheme vote, having Open Houses and engagement leading up to that, so that your questions and the fine‑tuning of the alternatives can be well understood before it's put to a vote.

Prioritise registry accuracy. I talked about that in my previous slide deck as well and automation is a key here, to make sure that we can manage a growing workload in this area.

Reduce technical depth. I talked quite a bit about that in the services working group. It's kind of on all levels in our tech stack, it's libraries that may be have been great ten years ago, but then not that actively maintained today, or software that turned from OpenSource into paid solutions that needs to be replaced. But it's also about upgrading the infrastructure in the data centres and thinking beyond national borders and making sure eventually that we have also data stored outside the Netherlands.

Continue outreach efforts. We have now updated the fellowship programme, and we are going to see how that plays out in the coming year. And then also new courses and exams in our training portfolio.

Budget summary. Projected income remains unchanged from 41.1 million. Then the expenditure is raised from 40 to 41.1 million. This is budget number, this is a plan, as Simon will show you a bit later, it seems to come in quite a bit below the budget this year, and I am not going to promise that we do that next year also, but there is ‑‑ I'm glad to say that the budget is kind of an upper limit not a lower limit of what we are spending.

Although some division budget costs increases, the overall expenditure still fits well within the income.

The main changes. Registry is kind of like 1% increase, it's hardly a change. And we made some changes on software licences, which allows us a bit more freedom to then focus more on efficient processes and increase automation, and have some temp staff to help us with the peaks during the year.

Information securities, that's one the more significant increases, 5 percent. Not really on the FTE side. But then the LIR portal modernisation, implementation of the security measures and work on IT infrastructure is going to be the main topics there. I have talked a bit about self‑service and so on that's going to be increasing focus going forward.

External engagement and community. Budget neutral. Works very well I think, so of course fine‑tuning and improvements where we can, but you know the two RIPE meetings, the three regional meetings, the four plus roundtables, the training course, and webinars as you know them.

Organisational sustainability. Some increase in office records costs and some costs in order to make the RIPE NCC Middle East operational. And then some reshuffling of staff costs but also net increase related to establishing a project management office.

Timeline for comments. We published this in September as a draft. We had an Open House, it was presented at the general meetings. You can comment here, or you can commit comments on the mailing list. And the final version, because comments internally and externally will be incorporated, if we deem them good ideas, the final version will then be approved by the Board in December. So it's still a draft budget.

I have people internally spending that, can you tell me what the budget will be next year? I thought no, we have a draft, we need to wait till December. So we roughly know what it will be like, but it's still possible to improve. Although there are only so many changes that you can do in a year, which actually brings it that it's much more important that you engage in the strategy for the next five years because there you can kind of really make a big difference.

Consultation is open. Please provide feedback.

That was the last one. Comments or questions? No. Then I believe it's numbers, right.

SIMON‑JAN HAYTINK: Okay. So, we're we go.

Hello everybody. I am the CFO of the RIPE NCC, and this is my 10th time presenting at the GM, and as you have may have noticed I like to count.

Let's get into it. A quick recap of our financial strategy. We have a not‑for‑profit funding model, and our strategy aims to generate sufficient income so we can fulfil our obligations in a stable and predictable manner while we maintain a low‑risk profile.

The key messages for this presentation.

Income is over budget with 1%, costs are under budget with 7, resulting in a bigger than budgeted operational result. The forecast operational result is the best information we can provide to the GM to base your redistribution vote on. 2.8 million euro is the forecasted amount at this moment.

Then, the membership fee at risk continues to be an issue. Together with the Executive Board we are working on implementing a solution for our treasury.

Additionally we will be working on a five‑year strategy which we will provide with an indicative budget for that same five‑year period. And new in this presentation is that we are reporting on consolidated numbers, combining incomes for the RIPE NCC and our legal entity to provide you with a true and fair view, which I will explain in a bit with some examples. Lastly, as CFO I am happy to state that we remain financially stable.

The financial update.

Our performance year‑to‑date. Income has set 1% over budget and costs are under with 7. We have 5 percent more active LIR accounts than budgeted at the end of Q3, 2025. Unfortunately our financial result is 13 percent under budget but with over 0.5 million still a decent result.

The financial story so far: Our income is 31.1 million. Expenditures are at 27.6. Providing operation result at the end of September of 3.5 million. A return in our reserves of 523 thousand. Resulting in a current surplus of 4 million.

This means a potential redistribution of 3.5 million as per the end of September.

In this slide I do also show the surplus including and excluding a potential redistribution.

Our balance sheet.

New in this presentation are the consolidated numbers of the RIPE NCC and these will be numbers I will continue to present to the GM in the future.

Consolidated means the total of the two entities but with all intercompany transactions eliminated. A clear example of the intercompany trust anchors is the loan the RIPE NCC in the Netherlands provided to the RIPE NCC Middle East. In the balance sheet, this loan is reported under the fixed financial assets. In the RIPE NCC balance sheet, this is loan is reported on the fixed financial assets. In the consolidated numbers, this loan is eliminated and reported as cash which makes sense as the loan is also cash for the UAE entity. For the overall balance sheet, the differences is compared to September 2024 are explained by the increase in income due to the membership fee increase and the yearly edition of the risk income on the asset and liability side of the balance sheet.

The income details.

A total of 31.1 million as per September.

30.1 million in membership fees compared to 25 .5 million in September 2024.

You may wonder if the number of LIRs is 5 percent over budget, why is the income only 1% over?

This is explained by the income we cannot collect in regards to ultri risk and sanctions. The sign‑up fees are at 559 thousand compared to 667 in 2023. RIPE meeting income from attendees is 1% under budget and other income consisting for the majority of sponsor including RIPE meeting is 36% below budget.

New LIR accounts and closures. We do see continued stable interest in the membership of the RIPE NCC as shown by the inflow of new LIRs.

As you can see, the inflow of with 2025 is comparable to 2024. Looking at the closures, we do see reduced closures compared to 2024, although we still have Q4 to go. And the spike in June is due to the closure of 171 LIR accounts due to non‑payment.

I expect we will end 2025 with between 20 thousand 200 or 205 hundred active LIR accounts. Meaning I do expect about 4 hundred to maximum 7 hundred closures still to come.

Members in LIR. The starting point of the LIR accounts in 2025 was 20991 at the end of September. This is 20940, a reduction of 51 LIR accounts.

So a continued reduction in LIR accounts but as forecasted at the lower pace. Will as are simply less and less members who have multiple LIR accounts which explained the lower pace year over year.

Looking at our members. We started the year with 19993 and have 20016 members at the end of September. Meaning we can report a slight growth in members with 67 since the start of the year. A very stable number of members at the around 20,000.

An ongoing a continuous concern for us it the membership fee at risk. Unfortunately there is no update since the last GM. We continue to investigate all possibilities while we remain conscious of any potential risk associated with any solution. I do hope you all understand that this is a challenging assignment but we will not give up.

For Ukraine and errors in distress, the 2025 invoices have been issued and a due date has been extended to 31 March, 2026. With regard to sanctions when it is confirmed that a member is no longer sanctioned or turned out not to be sanctioned and the invoice has not been issued, we of course issue the invoice and collect the income.

To quantify this membership fee at risk, at this point in time it's 5.8 million euros. This is clearly one of our main concerns, specifically the 5 million from the ultra high‑risk countries. Sanctions related this outstanding amount goes down every time we can collect these funds. The ultri risk position on our balance sheet will be a discussion point with our auditors. We will continue to record the amount but we may have to correct a certain percentage to reflect reality better.

Payment behaviour: As always, we can report positive payment behaviour. We also do still see payments coming in from Ukraine. The online partial payment option for all members is being used more and more and we hope that this continues. The 0.86 percent is the closure of the 171 LIR accounts due to non‑payment.

An update from the 2025 payment extensions requests for areas in distress. We have one request from Palestine and a total of three outstanding invoices, and 57 from the Ukraine, with 86 invoices in total outstanding, meaning 66 percent of the outstanding invoices have actively requested an extension.

Moving on to expenditures.

2025 expenditure year‑to‑date. Total expenditure 27.7, 7% under budget. Payroll and personnel expenses are under budget 4% or 732,000. We employed an average of 189.1 FTE consisting of five employees records and 184.1 FTEs. Compared to a budget of 197.2, which is the explanation for us being under budget on personnel costs. Other operating expenses are 12 percent under budget at 9.4 million. Depreciations and bad debts are 695 thousand.

Zooming in on the budget variances. As per September 2025, we are 2.1 million under budget. All cost categories except travel and bank charges are under budget. Bank charges is 15 thousand over budget, and I expect this to even out over the year. Travel is over budget with 229 thousand, and yes, this is a significant amount, but this overspend is compensated by outreach and PR being under budget by €486,000.

Our average travel cost per trip is a very reasonable €1,920 per trip. Overall the under spend of 2.1 million is explained by us being very careful in how we spend or resources. Additionally with having less FFE than budgeted this limits or spending capacity. Note as per end of September we do have a total of 195.1 FTE under contract. Showing that we are actively recruiting.

Related parties year‑to‑date September 2025. The intent of the related parties is to provide insight to our stakeholders of any potential conflict of interest based on financial transactions with related parties. This overview is specifically for our Board members.

For V G NIC we paid €10,000 for the SW pay note support and 1.5 thousand euros for sponsorship for the CSNog and we had one attendance fee for CSNog organised conference. For the Internet Society we have not had any transactions so far. New in this overview is 6connect which is owned by HillCo. Sander informed us and the Executive Board that he has a new job with 6connect, meaning that we will disclose any financial transaction with his new employer. Since his employment there are not been any transactions with with 6connect.

Treasury:

Overall, an unrealised positive financial result of €523,000. Which is a 1.6 percent return on our reserves. This return is lower than our 2024 result of €678,000. Of this 523 thousand return, 246 is on interest income and includes any expenses related to our investment portfolio. We have a 389 thousand positive result on our investment portfolio which is slightly better than last year.

Unfortunately, we do have a significant negative result on our exchange difference of 112,000. This is partly explained since our Middle East entity has the AED as their functional currency.

And update on our treasury situation.

Our former investment partner made a decision to change I didn't remember back office which resulted that they are changing the banking partner meaning we as the RIPE NCC would have to be on boarded with a new bank. They did not inform us actively of this decision, and this decision has a major impact on us. As the onboarding with UBS took over eight months and the main reason was said is that the bank see the RIPE NCC as a complex organisation, due to our service region, meaning they ramp up the know your customer efforts which simply take time. So during this onboard period, our former partner would not be able to manage our portfolio. This combined with the onboarding, communication issue, made myself and the Executive Board question if we should continue this partnership. And as you see, the resolution as stated on top shows the conclusion of this story.

At that moment, together with Raymond, we planned meetings with parties who could potentially take over their junction. ABN AMRO came out as our preferred option and it was agreed, as the second resolution shows. All investments will be held with a custodial account. One added benefit is that we can further strengthen our relationship with our health bank and we are currently working on sorting out the formalities and I expect to have this up and running before the end of the year.

I am here sharing a screenshot from the UBS account to show that our funds are still safe. I actually can also share that even though the relationship with the partner has ended our portfolio still those a positive development. One risk we currently do have is that the portfolio is not actively managed at this moment. But we expect to solve this issue before the end of the year and hopefully sooner.

The surplus. To start with an overview of the P&L statement as per September year‑to‑date. As mentioned we are currently over budget in income, under budget in expenses leading to operational result of 3.5. Then the financial result.

I added this slide to show the effect of consolidated numbers on the profit and loss statement. On the very right the Dubai LLC profit and loss. I decided to put this down in thousands instead of millions, just to make clear that the amounts are very tiny compared to the RIPE NCC and the consolidated numbers. To show the effect of the consolidation, let's look at the top line income.

The consolidated income is lower than the total of the two columns on the right. The reason for this, is that both non‑consolidated profit and loss statements income have been earned from the other entity, and to be able to provide a true and fair view these intercompany transactions are eliminated from the consolidated numbers.

A quick update on the Middle East LLC. The 2024 audit report of the LLC reported a 34 thousand negative result. This report was unfortunately too late to be included in a 2024 RIPE NCC financial report, meaning that this will be solved in the 2025 administration.

For September year‑to‑date, the LLC has a positive result of €600 but we have confident that from October onwards, the LLC will be profitable based on the intercompany agreement.

The audited 2024 financial reports have been published and we will do the same for 2025 as this is also local regulation which we will of course follow.

Next. The 2025 full year forecast. Please note that in this slide there are three forecast. The first is the one published in the draft activity plan and budget. The second one is the updated forecast including the redistribution and the third includes the redistribution. I did not see any reason for any significant changes in this forecast.

My forecast does expect that the trend of the last nine months will continue but with an increase in spending in the last quarter, but I fully expect a significant operational result eligible for a redistribution at the year end.

I expect a financial result of around €700,000 and I forecast to end the year with about 20,500 active LIR accounts. Overall a healthy financial year and a better operational result. Meaning a potential redistribution of €136 per LIR account.

My favourite slide the capital and liquidity slide. We remain balanced and healthy. We have a clearing house buffer of 33 million to respond to uncertainties. We are solvent and in a robust position financially. Membership fees at risk remains a concern but we are in a better position than the last few years and we are working on implementing the solution for treasury.

Then the redistribution.

The redistribution resolution is exactly similar to last year. The essence of it, approve the resolution, roof the redistribution resolution and the access contribution will be redistributed to our members. In case of deficit, which is incredibly unlikely, which explains the smaller font in my slide, this deficit will be deducted from our reserves. If you think the access contribution should be added to our reserves, then you should not approve this resolution.

So based on the current forecast, you see the two possible outcomes of the vote. Please note that if the resolution is rejected this would result in a corporate income tax position payable position. And as this is in line with our agreement with the Dutch tax authorities.

And with that, I would like to open the floor for any questions.

AUDIENCE SPEAKER: We have a question online Dmitry who asks "I would like to say once again about the need to reallocate our investments in resources located not in EU or US and nominated not in euros, in dollars, are there any real plans on it?"

RAYMOND JETTEN: Okay. We have had this question now already four times, and I am going to give you the same answer as all the other three times. We have been in contact with our investors and they are well aware if there is a situation where we have to do these things. Last time there was also a mentioning about the price of gold, which is at this moment extremely high, will probably only come down, so it's not a good idea to invest in that. Thank you.

BEN CARTWRIGHT‑COX: Hi Ben. A question about you said the outreach budget had gone very low, but the travel budget had gone very high or over, I don't quite understand the slide. What happened there? Surely the travel budget is sort of connected to the outreach budget. This is the root of my question I guess.

SIMON‑JAN HAYTINK: Yeah, it's basically reallocation of the outreach budget to travel. It's a different way to do outreach. So, that's ‑‑

BEN CARTWRIGHT‑COX: It's travel/outreach.

SIMON‑JAN HAYTINK: That's an option.

BEN CARTWRIGHT‑COX: Fair enough. Thank you.

HANS PETTER HOLEN: If I may add to that. A budget is just a plan, right. So we had some money and we used it for travel, then we book it as travel. We don't then book it as outreach because we budget as outreach. That's part of the explanation there. And the way we have budgeted are getting better year‑by‑year so we are getting more and more accurate on this.

BEN CARTWRIGHT‑COX: I don't think this is necessarily bad, I was just curious how that happened. It's not a criticism, I am just curious.

SIMON‑JAN HAYTINK: I see no more questions. Then I shall move onto the second presentation.

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So, my second and last presentation at this GM, the charging scheme update.

To outline what this presentation will focus on. I will share with you our plan phased approach, outlining the process and highlight the concept models we are exploring.

In this presentation I will not share numbers. As we will be sharing these numbers shortly. Together with calculators that are intended to help you better understand these concepts. What would the concept mean for members with a low quantity of resources and members with high quantity of resources. Note this is five months in advance before the next GM, while we usually release these numbers about six weeks before that. The reason for this is, not only do we want your feedback, we also want your help. So I came up with a bit of a catchy vision, together let's shape the future of the charging scheme.

But in all seriousness, this is a complex and important project so we do want to utilise your and our members knowledge and experience in this project. This outcome will affect all members of the RIPE NCC.

A bit of background information. Back in August of 2024, the task force was formed. This task force updated the GM on the progress, they delivered a report to the Executive Board and then published the final report last July, and last October we did a first consultation on the first draft of the models with the task force.

A phased approach.

Our current focus. We are currently drafting charging scheme models that implement the principles of the task force report. The first focus is the membership fee. As according to the principles, this should represent a significant majority of our income and will affect all members. With that, I see this as the basis of our charging scheme, and essential to get this right before expanding further.

Our aims. A three phased approach. Not everything at the same time. To make this complex project as simple as possible. Structure, when Phase One is being discussed myself and the RIPE NCC can start designing the next part of the charging scheme. The goal of this is to have meaningful, phased and focussed feedback at each stage.

Phase 1. Publish draft models A and B. Focus of the models is as said the membership fee. Publication will include an interactive calculator. This will affect all members and will have a major effect on the RIPE NCC's financial stability. As it will represent the significant majority of our income. We aim to publish next month or maybe December.

Phase 2, publish draft proposals on the separate charges. Looking at the task force report, this already states several separate charges. But we will also consider additional charges in this phase.

Also, there are many options on how we can handle these separate fees and we plan to publish these draft proposals in January or February 2026.

Phase 3, publication of the final draft models. As both parts of the charging seem will be working together, therefore all members do need to see, review and comment on the the full picture of the models. Aim for publication is March 2026. Which still provides us time to review and process your feedback. All with the intent to provide two or three models at the next GM that are well understood and align with the principles set by the task force. But also, ensure the financial stability of the RIPE NCC.

An explanation of the two current concepts. Both proposed charging concepts have been developed in line with the task force principles. Each model takes in members perspective, which means charging will no longer be on an LIR basis but member basis. It is based on the a PA resource held by a member and aims for equity over equality. They are designed to be as simple as possible while maintaining fairness and clarity.

Model A, category based on the sub‑net. This uses 25 categories that correspond to the sub‑net in both allocated IPv4 and IPv6. Gradual sliding scales ensure no dramatic increases in fees. A member falls into a category that corresponds with the highest IPv4 or IPv6 sub‑net allocated in total.

This model uses a base fee for all members. One advantage here I see is there is clear price setting, meaning that price or limit changes are clear and obvious and we can simply compare these year over year.

Model B, a formula based alternative. This model calculates a price based on the exact number of PA resources held by a member. Current thinking is that this fee is calculated for IPv4 and IPv6 separately and the higher of the two will apply.

And we have several different variants on the formula in this formula based model.

Also, this model does also have a base fee.

To visualise how both models would work in theory. Intent is how high the number of the resource held by a member, the higher the fee will be. By this differentiation in price we try to accomplish equity. Where the old model treated all members equally. For the category model, please imagine 25 steps replacing the curved line. Understand this is an example, only to illustrate how these concepts are intended to work. We will publish the resource limits and draft pricing as stated earlier. We are asking you for review and feedback on them.

I am already happy to share a sneak preview of the member calculator for which I have to thank Rene of the RIPE NCC for doing the works, so thank you Rene.

As made adamantly clear in this slide with a disclaimer in the example water mark, this is purely intended to show you that work has been done making the publication of these calculators feasible before the end of November. This calculator using a hypothetical fee of 250 euros, and with a factor of 1 and 2 being tunable, we can edit the outcome of price differentiation between the members. The result of this one is shown in the middle of the screenshot. And on the right you see the category option, which also shows the CIDR category limits when putting in the number of resources. When publishing I will provide accompanying data from an overall RIPE NCC point of view as I understand this data is essential.

What is next? Published draft models A and B as soon as possible. Members will be able to compare outcomes across models. Assess individual fees and share feedback, worries over sites and advice. As we will need that to ensure we present the GM with a model that works and are are consensus based.

Before opening the floor for any questions, we would like to thank the task force for the guidance and the membership for the support and we will be publishing Phase 1 as soon as possible.

And with that, I am happy to try and answer any questions you may have.

PETER HESSLER: Peter Hessler, I am co‑chair of the task force, and I would like to encourage the members, both here in the room and those watching online, and participating later on, to definitely please participate in this process, please bring all your feedback. We have heard the discussions during the drafting of the report, and responses from afterwards, and all this will definitely assist in creating a proper charging scheme that we hope that the membership can support and adopt.

(Applause)

TOM STRICKX: I want to thank the task force for putting in the effort so far in kind of engaging with the rest of the community trying to get this across the finish line. I very much understand that none of this was easy and there was definitely quite a bit of drama around it. I also really appreciate the two models being presented here seem entirely sensible to the point where it's a tiny bit annoying that it's so sensible. So thank you for that.

The one thing that I'd be interested to see is when the models are a bit more concrete is projected revenues and projected revenue streams and kind of differentiating where things are kind of steering. I think one the big things that came out of the charging team's task force is the wide differentiation between western Europe and Eastern Europe insofar as income and things are related kind of indicating where the majority of the revenue from the RIPE NCC is coming from on a regionalised basis would be I think interesting to show case that and indicate where the, to your point of quality versus equity component comes into play would be really helpful.

SIMON‑JAN HAYTINK: Okay, I'll definitely see what we can do. Just, for your information, in our financial report, we do publish the income from different regions. Just as information.

TOM STRICKX: That's what we get, right, not what we're going to get. That would be super helpful. Thank you.

SIMON‑JAN HAYTINK: I don't see any additional questions. So I think that wraps up my presentations. Thank you.

(Applause)

HANS PETTER HOLEN: Thank you. Then it's me again. How many listened to my previous strategy presentation? Two, three. How many did not listen to it? Okay, a few. So then I'll do it, and I was thinking of doing the long version this time. So no...

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Short version here is there are four anchors to guide our strategy; Uniqueness and trust. Ensure uniqueness in Internet number resources. That's the value proposition the RIR have. Your numbers are registered in a database that ensures global uniqueness. We need to demonstrate the trust in this system through neutrality, transparency, resilience and having authoritative data.

Provide responsible stewardship. We need to contribute to the Internet security, resilience, scaleability and stability by supporting open standards, promoting best practices and capacity building efforts. Focusing on technical integrity, IPv6 deployment, RPKI routing security and interconnection. This is kind of all that we need to help you to do, right. So we ensure unique numbers and you need to do the rest.

Be a source of authoritative data of. In order for us and for you to, you know, make the right decisions, we provide high quality and neutral measurements through our platforms and tools. And then engage members and renew our community, foster inclusive participation and invest in the next generation of leaders. Once upon a time I was kind of the young guy in the room, I still think I am, but I guess my hair gives me away.

Maintain open transparent bottom up governance that reflects stakeholder needs. I mean that's what we are all built on, the bottom up and openness, rather than a top‑down governance structure from the governments, right.

Focus areas, registry accuracy, you have heard this a couple of times already. Automate processes, modernise technology, strength and fraught detection, enhance self‑service, ensure compliance with global stakeholders and practices, and we just had a panel here before, what about AI?

Internet resilience, scaleability, routing security, in short, through Internet number resource distribution, promotion of IPv6 scaleability, K‑root operations, routing security and RPKI. Data and insights, maintain control of data and use automation responsibly to improve efficiency, support members and keep providing high quality neutral insights.

Community partnership and trust. Renew and diversify participation, uphold openness and inclusivity, build trust through responsible action, training and knowledge sharing.

Agility and execution culture: Foster a culture of delivery and accountability with strong follow through by being adaptive and goal orientated.

So, running a registry is kind of the same thing from 1990 until 2032, so, we need to be stable, but on the other hand, we also need to move where needed, be agile and execute.

What's next? Tomorrow, there is a BoF, then you can really engage and discuss this. You can ask questions and come with suggestions here and now of course, but then we have set aside the time from 6 and onwards. We will then refine the draft strategy based on all input. And then this year we are also going to go one level, this time, go one level lower in the organisation and have a service level strategy for each of the services. So there is something more concrete and tangible for staff working on the given service that they are also part of shaping.

Then the big challenge here to Simon and to all of us is actually building an operational plan and a five‑year budget so that we know, you know, this is the plan, this is what it takes to implement this strategy. Hopefully that's going to be a new thing, a big lift, but hopefully it will shift some of the work from the yearly budget and planning cycle into a five‑year plan and we can two smaller tweaks on the yearly cycle. Because one the awkward things with the RIPE NCC is presenting the budget here at this meeting, and then if you count backwards to the Board meeting and when we have to do the work that's when we normally would have summer vacation. So if we can lighten that planning a bit, that would be great.

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Then we want to finalise the RIPE NCC strategy by March 2026, present it at the General Meeting in May 2026, which means that we can make the 2027 activity plan and budget based on this strategy. It needs to come in here. We started this half a year ago and we have roughly half a year to go, so it's a long process but it's also allowed us to engage staff and now you as members to a large degree.

Tomorrow, strategy BoF. I can't really ask you take out your phones and take pictures, because we said don't do that, but anyway, here is the QR code that you want, because there is a survey, and that survey we will update before the BoF with some of the preliminaries, so you know you get to peek into what's been responded so far. In your opinion does the RIPE NCC need to change the way it provides its registry services for members? And while there are some that thinks there is considerable change, or maybe some is just one, I don't know the scale of this, the vast majority says please, very little change.

Does the RIPE database change RIPE NCC change the way it provides activities. Events, K‑root, training, so on. Is again, very little change.

So, you know, please give us input here before tomorrow. That would be really appreciated. And then also please come tomorrow and engage. If you don't want to go to the microphone, you can send an e‑mail to strategy@ripe.net, and, you know, you can freely speak on your keyboard there. Thank you. Rudiger, a question

RUDIGER VOLK: Just an observation. The survey is only a member survey.

HANS PETTER HOLEN: Correct. It's a strategy where we engage with the members.

RUDIGER VOLK: So kind of in the open meeting pointing to a survey was not fully appropriate.

HANS PETTER HOLEN: Now you are in the General Meeting, so now it is fully appropriate, but yes, it's a call that we made. I don't know if it's that you only need an NCC LIR account or you need to be a member. You need to be a member. So it's a membership survey, you are correct, yes. Any other questions or comments? How many have answered the survey? The rest of you, please do so before tomorrow. Thank you.

(Applause).

KARLA: Hello everyone, I am Karla from the RIPE NCC comms team and I am going to talk you through the voting procedure and platform. If you voted before, you have heard me say this many many times, but hopefully there are some in the room and on meet that have never voted before so this will be useful. Always good to have a refresher.

Thank you to Ondrej, we have electronic voting only. No paper ballots in the room today. Secondly, members who have registered, 1004. It is going down. We do have some analysis on labs from the May one, which looks into this. And we will also, my colleagues, Ulka and Fergal will also publish something after this GM to also look into the data.

Voting on the resolution. Here we go.

So, there is one resolution to vote on. It requires more than 50% of yes votes to be approved. And abstentions are noted, but they do not count towards the result.

So, how do you vote? You should all have two e‑mails sat in your inbox now. One of them will look like this. It has your voting code in it to access the platform. It's also usefully your GM registration number, which is in your confirmation e‑mail from us too.

So, you get this number. And from this e‑mail down here, so if you do look in your spam inbox that's the e‑mail you are looking for. And then you get another e‑mail with the voting link in it. So, you just click "vote now" in that e‑mail. This also has voting code 1 in it, but you don't need to worry about that too much because that's prefilled.

That takes you to this lovely screen. You put that voting code 2 into that lower box, and you go to your ballot, which brings you to the one and only resolution you'll be voting on. So you can choose yes, no or abstain. You must choose one option, It's not going to let you go forward if you don't choose one. And click "confirm selection".

Now, if you have more than one vote, you will get this screen, and you can use these little arrows to go up and down with all the votes that you have got. And then you need to keep doing that and confirm and cast until you have voted with all of your votes. And once you have done that ‑‑ sorry, missed a bit. You just need to keep assigning your votes if you have got more than one vote, and then keep adding a new ballot for yes, no or abstain. Then you can click "continue". And then you get this nice green bar that tells you you have assigned all of your votes and you are very nearly done. So, please check your votes and continue. And then you need to submit your vote. So do check here, because once you have clicked submit vote, that's it. So check them, click submit. And it takes you to this one, where you can track your ballot. So, you have got a tracking code there, You can click that link at the bottom or you can get your phone out, not in here, and go on to that QR code and it will take you to this page, which is where you can see what's happened with your vote. It's just verifying your vote and what's happened to it and what you have done. You can go back there whenever you like if you really want to.

So, what happens next?

So you have got till 9 a.m. UTC plus 3 on Friday to cast your vote. Just noting that UTC plus 3, so whatever time zone you are in, you need to check what time that is that it closes. The results will be also announced at half past ten on Friday. Again UTC plus 3. They are on the live stream, so you have got the Meetecho e‑mail, from me in there is a live stream link, you just need to click that live‑stream link on Friday. If you are here in the room, you can come back in here and Ondrej will present them.

Some extra information. So there is a timer on the platform. So when you enter it will start counting down. That doesn't mean that's it forever. If you leave the platform and you haven't submitted your vote you can go back on and the 40 minute time will start again. It's is only once you have submitted your vote you can't go back.

Troubleshooting. I get a lot of questions in the AGM inbox. Sometimes it's nice to collate some answers if there is lots of questions. Please check your spam for the assembly voting e‑mails. If you are using Safari the voting code 1 in one the e‑mails doesn't always show, so you might have to ‑‑ pre‑fill, so you might have to copy that one. Your e‑mail server does need to be TLS 1.2 compliant, I know not all servers are apparently, So please check that. And there is a tracking pixel in one of the assembly voting e‑mails, but that is literally just used to send that reminder e‑mail for people that haven't voted. We don't use it for anything else, assembly don't use it for anything else, I promise.

Where you can find support: We have been on the desk for a few days, I have probably handed you a sticker. You can find us there tomorrow and Friday if you have got any issues at all. And if you are on Meetecho you are on the live stream, you can e‑mail us at agm@ripe.net.

Please don't leave it too late. I have added this slide this time, because I get so many e‑mails after it's closed asking if people can vote. You really can't. There is no way to open that platform again. Please, please do it soon, and then also you can come and find us for help and we have got enough time to help you as well, which is always nice when you are supporting people.

So that's me done. Anyone with any questions or comments for me? Ed

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No, okay, thank you.

ONDREJ FILIP: Thanks very much. I think the meeting is going to end, I will just fulfil my promise and I will use my accent to read you the resolution.

The first and the last resolutions of today is "The General Meeting approves the redistribution of the excess contribution slash deficit paid in the financial year 2025 in the following way:

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‑‑ in case there is an excess distribution, this will be redistributed to the membership in 2026 according to the RIPE NCC clearing house procedure.

‑‑ in the case of a deficit,ing this will be covered by the RIPE NCC reserves.

Note: If the membership does not approve the resolution, the excess contribution paid will be added to the reserves and the deficit of the contribution paid will be redistributed to the membership in 2026."

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So please pay attention to the voting and vote wisely.

So with that, I declare the voting to be open, I think it will be ‑‑ it will start in a few seconds, and we will postpone the General Meeting so you'll have time to vote, you'll have time to go to strategy BoF, to help us with the strategy, and we will reconvene on Friday, 24th October at 10:30 local time here. Thank you very much.

(Applause)

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