G7 France: The Évian Summit

The Évian Summit

2026

GLOBAL REALIGNMENT Navigating instability, strategic competition and systemic change

MULTILATERAL RENEWAL Rebuilding trust, partnerships and global engagement

ECONOMIC SECURITY Addressing imbalances, growth and financial stability

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The Évian Summit 2026

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// G7 FRANCE: THE ÉVIAN SUMMIT 2026

EDITOR’S INTRODUCTION CONTENTS

LEADERS’ VIEWS

WELCOME MESSAGE

18 Promising potential for a productive Évian Summit John Kirton, director, G7 Research Group ADVOCACIES 08 How strategy, technology and discipline are shaping Eni’s growth trajectory Interview with Claudio Descalzi, CEO, Eni 36 Innovative medicines as drivers of economic security – a strategic imperative for G7 economies A new era of global health leadership begins in Africa Axel Radlach Pries, President, World Health Summit 90 Innovation will move at the speed of trust: a call to action for the G7 on responsible AI in health Dr David Reddy, Director General, IFPMA 84 Dr Ricardo Baptista Leite, CEO, HealthAI 106 Article 6 can lower the cost of capital in emerging markets to address global imbalances Ely Sandler, Managing Partner, Article Six Group

For balanced, shared and inclusive growth Emmanuel Macron, president, France

US strategy is coalescing around economic strength, military power and global competition Donald Trump, president, United States

Canada is advancing strategic autonomy through resources, alliances and global trade Mark Carney, prime minister, Canada

Alliances and deterrence underpin the UK’s evolving strategy Sir Keir Starmer, prime minister, United Kingdom

Security, competitiveness and unity define Germany’s strategic reset Friedrich Merz, chancellor, Germany

A unified Italian approach to security, migration and geopolitical risk Giorgia Meloni, prime minister, Italy

Japan’s strategy for security and growth Takaichi Sanae, prime minister, Japan

Principles, partnerships and power: the EU’s response in challenging times António Costa, president, European Council

Security, resilience and strategic autonomy define Europe’s global agenda Ursula von der Leyen, president, European Commission

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// CONTENTS

2 ECONOMIC SECURITY

From lapse to leadership: what the G7 must do to keep digital trade duty-free Simon J Evenett, IMD Business School Trade under pressure: what to expect from Évian Peter Draper, executive director, Institute for International Trade, The University of Adelaide, and Andreas Freytag, professor of economics, Friedrich Schiller University Jena // FINANCIAL CRIME Illicit finance in a digital age: closing the global enforcement gap Elisa de Anda Madrazo, president, Financial Action Task Force G7 Évian 2026: future-proofing the fight against organised crime and illicit flows Denisse Rudich, director, G7 and G20 Research Groups (London) // LABOUR AND EMPLOYMENT Ensuring decent work in the age of artificial intelligence

// TOURISM AND CULTURE Tourism is one of the world’s largest industries. But how well is it actually delivering? Shaikha Al Nowais, secretary- general, UN Tourism Peace begins with people: why UNESCO – with the G7 – must champion education, knowledge and trust in a fragmented world Khaled El-Enany, director-general, UNESCO Sustainable tourism and the next phase of global growth Gloria Guevara, president and CEO, World Travel & Tourism Council

SECURITY

// REGIONAL SECURITY G7 performance on Ukraine Alisa Yudina, researcher, G7 Research Group

// MACROECONOMIC AND FINANCIAL POLICY G7 performance on macroeconomic policy Alisha Aslam, researcher, G7 Research Group Restoring confidence, strengthening the foundations for resilience and growth Mathias Cormann, OECD secretary-general Global imbalances: the limits of G7 coordination Financial Institutions Forum China, currency policy and the limits of G7 action Brad W Setser, Council for Foreign Relations Salvaged but not saved: how the G7 can still shape the future of the global minimum tax Mark Sobel, US chair, Official Monetary and Michael Motala, director of taxation, G7 Research Group Improving financial stability in an era of persistent global uncertainty Chiara Oldani, professor, monetary economics, Università degli Studi della Tuscia // TRADE AND INVESTMENT G7 performance on trade Joanna Davies, senior researcher, G7 Research Group Securing the supply chains that sustain us: the strategic role of customs

// RUSSIA, UKRAINE AND EUROPE

NATO’s defence industrial revolution: a transatlantic endeavour for our shared security

Mark Rutte, NATO secretary-general

// MIDDLE EAST, IRAN AND THE GULF From conflict to order: the G7 and the future of the Vali Nasr, Majid Khadduri Professor of International Affairs and Middle East Studies, Johns Hopkins University School of Advanced International Studies Rethinking an Iran strategy and the challenge for global stability Middle East //INTERVIEW

3 DEVELOPMENT

DEVELOPMENT AND DEBT RELIEF G7 performance on development Sonja Dobson, research

Ali Vaez, director, Iran Project, International Crisis Group

associate, G7 Research Group The world has the money – here’s how to start leveraging it Alexander De Croo, administrator, United Nations Development Programme La Francophonie towards a renewed multilateral approach Louise Mushikiwabo, secretary-general, International Organization of La Francophonie Strengthening the global finance architecture: empowering national development banks for long-term growth Edgardo Alvarez, secretary- general, Latin American Association for Development Financing Institutions

Gilbert Houngbo, director-general, International Labour Organization // GENDER EQUALITY G7 performance on gender equality Julia Kulik, director of strategic initiatives and public engagement, G7 Research Group Gender equality at a

// INDO-PACIFIC AND CHINA Reinforcing stability in the Indo-Pacific: a G7 imperative George S Takach, author, Inspired by Taiwan // TERRORISM Counterterrorism without compromises: reasserting human rights in a fractured order Ben Saul, United Nations Special Rapporteur on the Promotion and Protection of Human Rights and Fundamental Freedoms while Countering Terrorism

crossroads: accelerating change, moving beyond resistance Catherine Ladousse, member, Gender Equality Task Force, and member, Haut Conseil à l’Égalité entre les femmes et les hommes

Ian Saunders, secretary- general, World Customs Organization

// G7 FRANCE: THE ÉVIAN SUMMIT 2026

DIGITALISATION, ARTIFICIAL INTELLIGENCE AND QUANTUM

128

Strengthening nuclear safety in a fragmented world //INTERVIEW Rafael Mariano Grossi, director-general, International Atomic Energy Agency // CRITICAL MINERALS Beyond supply security: why the G7 needs global partnerships and circularity for resilient critical minerals systems Patrick Schröder, senior research fellow, Chatham House // CLIMATE CHANGE G7 performance on climate change Natasha Pirzada, senior researcher, G7 Research Group From forecast to resilience: governing climate risk in a warming world //INTERVIEW Celeste Saulo, secretary- general, World Meteorological Organization Climate action at a crossroads //INTERVIEW Catherine McKenna, founder and CEO, Climate and Nature resilience: placing disaster risk at the core of the G7 agenda Kamal Kishore, special representative of the Secretary-General for Disaster Risk Reduction and head, United Nations Office for Disaster Risk Reduction Biodiversity at a critical turning point //INTERVIEW Astrid Schomaker, executive secretary, Convention on Biological Diversity // ENVIRONMENT AND BIODIVERSITY From vulnerability to

The Évian moment: turning the tide on drugs and organised crime John Brandolino, director, Division for Treaty Affairs, United Nations Office on Drugs and Crime

// INTERNATIONAL FINANCIAL ARCHITECTURE G7 performance on international financial institution reform Maria Fernanda Erthal, researcher, G7 Research Group // FOOD SECURITY Hunger, conflict and the cost of inaction Cindy McCain, executive director, World Food Programme // HEALTH G7 performance on health Brittaney Warren, senior researcher, G7 Research Group Global health cooperation in a fractured world Tedros Adhanom Ghebreyesus, director- general, World Health Organization One Health, one system: why animal health matters for global resilience Emmanuelle Soubeyran, director-general, World Organisation for Animal Health Brain health: the key to prosperity Guy Rouleau, director, Montreal Neurological Insti- tute-Hospital, and Stéphanie Debette, director, Paris Brain Institute // ENERGY G7 performance on energy Ella Kokotsis, director of research, G7 Research Group Crisis as catalyst: advancing the global energy transition Francesco La Camera, director-general, International Renewable Energy Agency

// DIGITALISATION G7 performance on artificial intelligence, information technology and digitalisation Nancy E Scott, legal director, G7 Research Group Children’s safety in digital environments is a G7 issue Ilona Kickbusch, director, Digital Transformations for Health Lab, University of Geneva // ARTIFICIAL INTELLIGENCE Coordinating control: governing agentic artificial intelligence Kenddrick Chan, head, Technology and International Affairs project, LSE IDEAS, Chris Alden, professor of international relations, London School of Economics and Political Science, and Corneliu Bjola, head, Oxford Digital Diplomacy Research Group From commitments to coordination: advancing G7 AI governance Federica Marconi, researcher in the Multilateralism and Global Governance programme, Istituto Affari Internazionali // QUANTUM Shaping the next frontier of quantum cooperation Tim Smith, Open Quantum Institute The quantum imperative: from vision to industrial reality Lisa Lambert, chief executive officer, Quantum Industry Canada

114

// MIGRATION AND REFUGEES Managing migration

130

100

through development: a new agenda for the G7 Amy Pope, director-general, International Organization for Migration

116

// TRANSNATIONAL REPRESSION

132

Confronting transnational repression: a necessity for democracies Chloé Ridel, member, European Parliament; member, Committee on Foreign Affairs and Subcommittee on Human Rights

102

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7 STRENGTHENING THE G7 SYSTEM

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G7 compliance from Kananaskis to Évian amid shifting priorities Ilya Goheen and Petrina van Nieuwstadt, co-chairs, summit studies, G7 Research Group Évian, Miami and beyond: reframing the G7–G20 agenda Christopher Sands, director, Center for US-Canada Relations, Johns Hopkins University School of Advanced International Studies The Évian Summit: diplomacy in the shadow of war Elizabeth Sidiropoulos, chief executive, South African Institute of International Affairs

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4 ENERGY, CLIMATE & ENVIRONMENT

124

138

6 BORDER

112

SECURITY

// BORDER SAFETY Transnational crime: why cooperation must deliver Valdecy Urquiza, secretary-general, Interpol

126

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For balanced, shared and inclusive growth

Emmanuel Macron , President, France

“The G7 was created fifty years ago to solve economic crises. It must become again a driving force for balance in the face of global transformations” *

M ore than fifty years after the crea- tion of the G6 in Rambouillet, now the G7, the French Presidency is taking place at a time of high interna- tional tensions and rising financial risks. This is why I want economic issues at the root of these tensions to be at the heart of the Évian Summit to ensure conditions for balanced, shared and inclusive growth. We will also help manage the current international crises, and address concrete and operational issues that are crucial to protect our economies and people. India, Brazil, South Korea and Kenya are invited to the Évian Summit to take part in these global discussions and to help deliver on its priorities. I invited them as they are major economies that share the main characteristics of the G7: they are free-market economies and democracies. COORDINATION FOR A BALANCED AND SHARED GLOBAL GROWTH The G7 Évian Summit is taking place while our global economy is threatened by large and persistent macroeconomic imbalances. We must avoid the next financial crisis and stop the escalation of the trade war. To do this, we need to discuss the conditions for balanced and durable global growth and engage to reduce global imbalances. Economic growth is only sustainable if it is shared. We should rely on the International Mon- etary Fund to monitor and support our collective actions.

RENEWAL OF INTERNATIONAL PARTNERSHIPS

This summit should also be an oppor- tunity to launch a new dynamic of North/South cooperation, following the Paris Pact for People and the Planet, by transforming development aid into inter- national partnerships. The first step was the Africa Forward Summit in Nairobi in May. The traditional system of devel- opment aid is not delivering enough growth and must better address global challenges. Its tools, designed after the Second World War, have been efficient, but need to be updated, or they will no longer be relevant. We must not forget about solidarity and better target the most vulnerable in sectors essential to their development, such as health, early development and resilience against cli- mate change. DIVERSIFICATION OF CRITICAL MINERALS’ VALUE CHAINS Critical minerals’ value chains are too concentrated and are not resilient to shocks. Recent export restrictions have shown our economies’ vulnerabilities. That is why we must diversify our critical minerals’ value chains. To this end, the G7 is a great microeconomic coordina- tion forum. Building on the production Alliance launched last year in Kananaskis, we will extend it into a Resilience alli- ance, which encompasses coordinated investments and actions across all parts of the value chain: exploration, extrac-

// G7 FRANCE: THE ÉVIAN SUMMIT 2026

tion, refining, recycling and storage. We must also protect our markets from unfair competition and increase traceability to give us the means to do so, while promoting innovation and the circular economy. COOPERATION ON CANCER We must pursue our efforts to fight cancer. About ten mil- lion people die of cancer every year, representing one in five deaths worldwide. Progress made over the past two decades in prevention, screening and therapeutic innovations has led to a reduction in mortality, particularly notable in G7 countries. How- ever, major challenges remain, especially for cancers with poor prognoses, paediatric cancers, and those affecting adolescents and young adults. This is why it is essential to facilitate data sharing within the G7 for paediatric and young adult cancers, allowing better research powered by artificial intelligence. The eradication of cervical cancer through HPV vaccination should also be achievable. FIGHTING NARCOTRAFFICKING AND ILLICIT FINANCIAL FLOWS

G7 countries must cooperate to fight against transnational threats, notably drugs, and the financing of terror- ism. While 70% of drugs enter our territories through ports, the G7 will continue the work started on se- curing ports against drug trafficking by reinforcing our port coordina- tion. In addition, by organising the fifth edition of the No Money for Terror Summit in Paris in May, we renewed our commitment to fight illicit financial flows diverted by terrorist organisations and that derives from their criminal activities.

PROTECTION OF MINORS ONLINE

As digital technologies increas- ingly shape economic and social interactions, both locally and

globally, policymakers face more complex choices. The impacts on our lives as individuals and societies are profound and multifaceted, affect- ing some more than others, such as the youngest. The G7 Évian summit will take place in continuity with the AI Action Sum- mit held in 2025 in Paris. It will be crucial to engage tech companies and states in ensuring a safe and secure digital space for minors, notably with discussions on age-appropriate features and the design of social media and conversational AI agents. * Quote extracted from President Emmanuel Macron’s launch of the 2026 French G7 Presidency, 15 December 2025

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// ADVOCACY

Interview with Claudio Descalzi, CEO, Eni

Q: Amid ongoing volatility and geopo- litical tension, what is the core principle currently guiding Eni’s strategy? A: The key principle is consistency. In a volatile and fragmented world, consistency becomes a competitive advantage. Over the past decade, we have built a model that is increasingly less dependent on market cycles, but based on a clear industrial logic that works in any scenario. This is what has allowed us to deliver strong results even in the most complex phases of the market. Our strategy is not a sum of decisions. It is a system: what matters is not the single element, but how all the components work together. Exploration creates value, which we bring into production through execu- tion, supported by technology that reduces risk and a financial approach – based on the early monetisation of our major upstream discoveries and the creation of high-potential business combinations – that ensures industrial strength combined with rapid value creation. As we look ahead, this system gives us strong visibility on cash generation and allows us to maintain a solid financial structure, with disciplined capital alloca- tion and a low level of leverage. Flexibility matters, but only if it is built on structure. Consistency and discipline are what allow us to remain resilient in any market condition. Q: How do upstream, transition and financial strategy fit together in your overall model? A: Besides our E&P business, another cor- nerstone of our strategy is the development of transition businesses. Upstream, transi- tion businesses and financial strategy are fully integrated and work together within the model, which is based on innovation and technological development. Upstream generates strong cash flows over the plan, providing the foundation for growth and returns. As for transition-related busi- nesses, over the years we have undertaken an industrial transformation based on technology that has enabled us to lay the foundations for their creation: renewables, biorefining and CCS. We carved out the renewables and biorefining businesses from Eni’s perim- eter, integrating them with the retail business, and created two satellite com-

How strategy, technology and discipline are shaping Eni’s growth trajectory

Amid geopolitical volatility and a shifting energy landscape, Eni’s strategy is built on consistency, integration and disciplined capital allocation

panies – Plenitude and Enilive – capable of growing independently and attracting capital from leading international funds. The same applies to the company dedi- cated to our CCS projects, which has also seen the entry of another major inter- national fund. Plenitude and Enilive, in particular, are now worth nearly €24 bil- lion and generate around €3 billion in EBITDA. Until just a few years ago, they did not even exist. In our view, this is the only real way to deliver the energy transition, combined with a constant commitment to reducing emissions also across our traditional upstream activities. Q: Oil and gas remain central to your plan. How do you see the role of E&P going forward? A: Demand is growing, security of supply is

The Coral South project, Mozambique

critical, and upstream remains our main value generator. Since 2014, our exploration activities have led to the discovery of more than 11 billion barrels of resources, ena- bling a reserve replacement ratio of 167% in 2025, with the expectation of averaging over 140% across the 2026–2030 period. Today we have the strongest portfolio of E&P projects in our history, supporting a significant increase in production, driven by a strong project pipeline. The strength of this portfolio lies in its diversifica- tion – both geographic and technological – which reduces risk and gives us flex- ibility in execution. A key part of this model relies on our business combina- tions like Searah, our joint venture with

// G7 FRANCE: THE ÉVIAN SUMMIT 2026

convert discoveries into value and to maintain capital discipline. In our operations, deployment of innovative technologies, including digital- isation of our plants, drilling automation and AI, increases our efficiency and reduces non-productive and overall drill- ing time, contributing to more robust and safer operations and leading to both eco- nomic and emissions improvements. At the same time, technology is ena- bling the scaling of new energy solutions. From biofuels and renewable power to carbon capture and storage, and to breakthrough technologies such as mag- netic confinement fusion, where we are actively working with partners to accelerate industrialisation, clearly inno- vation is fully embedded in our industrial approach. This means that technology is not a standalone factor, but a fully inte- grated driver of growth, efficiency and transformation across both our tradi- tional and transition businesses. Q: Your “satellite model” is often described as innovative. How does it support your growth? A: The satellite model is fundamentally about capital allocation and expanding

the financing capacity of each business according to its specific growth profile, capital intensity and risk characteristics. The energy transition requires simulta- neous investment across very different activities: upstream, renewables, biofuels, mobility, retail and new technologies. A fully centralised structure would inev- itably constrain growth, because all businesses would compete for the same pool of capital and be valued through a single corporate lens. Our model is designed to overcome this limitation. We create focused and strategically coherent entities that remain industrially integrated with Eni – leverag- ing our technology, trading capabilities, project execution and operational exper- tise – while gaining access to dedicated pools of capital and investors aligned with their own business models and growth tra- jectories and anticipating cash generation. This approach allows each business not only to accelerate its development, but also to optimise its cost of capital and capture the valuation multiples most appropriate to its sector or geography, particularly in areas with strong growth potential. In the transition businesses, for example, Pleni- tude combines renewable generation – with 5.8 GW installed today and a target of 15 GW by 2030 – with a growing retail base of more than 11 million customers. Enilive integrates bio-refining, sustainable mobil- ity and an extensive European distribution network, targeting 5 million tonnes of bio- fuel production capacity. In upstream, we applied the same logic through entities such as Vår Energi in Norway, Azule Energy in Angola, Searah in Indonesia and Ithaca Energy in the UK – structures designed to unlock value, maximise regional growth opportunities and expand financing capac- ity without placing the full burden on Eni’s balance sheet. Since 2019, the model has generated around €15 billion of value through portfo- lio optimisation, partnerships, dividends and the development of these businesses. But beyond the financial contribution, the real strategic advantage is flexibility: the ability to grow multiple businesses simul- taneously, attract differentiated capital, and maintain strict financial discipline while preserving balance sheet resilience.

Petronas which combines assets in Indo- nesia and Malaysia, and will boast more than 300,000 barrels of production per day from day one, over 3 billion barrels of discovered resources and significant exploration potential. Another important element is pro- ject execution, and Congo LNG is a clear example: production started just one year after final investment decision with Phase 1, leveraging existing infrastructure and fast-track development. Phase 2, based on the Nguya FLNG unit, delivered its first LNG cargo in February 2026, ahead of schedule, increasing overall capacity to around 3 million tonnes per year. This is what differentiates our model: combining resource strength with speed of execution and capital efficiency. Q: Technology is often cited as a differentiating factor for Eni. What does that mean in practice? A: Technology is a core part of our strat- egy. We chose to keep key capabilities in-house and invest in them consistently. This gives us control, speed and a better understanding of risk. We invest around €200 million per year in R&D alone, with seven research centres, more than 1,000 researchers and around 10,000 patents. If we take into consideration total spending on innovation (including investments in Open Innovation vehicles and the devel- opment of digital solutions, including HPC systems and frontier technologies) we are in the region of half a billion euros per year. However, it’s not only about scale. It’s about how technology is integrated across the entire value chain. Advanced com- puting is central to our model. Our HPC systems improve subsurface understand- ing, reduce risk and increase success rates, supporting faster development and more efficient execution across the portfo- lio. This capability is now evolving further, with the integration of new computing paradigms such as quantum computing, which will enable us to tackle increasingly complex problems in areas like materials discovery, system optimisation and simu- lation of physical systems. In the Oil & Gas domain, our develop- ment model is based on 'appraise while developing', a phased approach that includes reuse of assets, allowing us to accelerate execution and improve effi- ciency. Technology is a core part of this model, supporting our ability to quickly

// CLAUDIO DESCALZI Claudio Descalzi has been the CEO of Eni, a global energy tech company operating in over 62 countries, since May 2014.

X-TWITTER @eni  eni.com

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// LEADERS' VIEWS DONALD TRUMP, PRESIDENT, UNITED STATES

US strategy is coalescing around economic strength, military power and global competition

I n 1 year, our agenda has produced a transformation like America has not seen in over 100 years … With tariffs, we’ve radically reduced our ballooning trade deficit, which was the largest in world history … We’ve made historic trade deals with partners covering 40 percent of all U.S. trade … Under my leadership, U.S. natural gas production is at an all time high, by far. U.S. oil production is up by 730,000 barrels a day … And we’re leading the world in AI [artificial intelligence] by a lot. We’re leading China by a lot … We want strong allies, not seriously weakened ones. We want Europe to be strong. Ultimately, these are matters of national security, and perhaps no cur- rent issue makes the situation more clear than what’s currently going on with Greenland … But I also inherited a mess with Ukraine and Russia … I know [Russian president Vladimir] Putin very well. He and I would discuss Ukraine. It was the apple of his eye. But he wasn’t going to do anything … Until I came along, NATO [the North Atlantic Treaty Organization] was only supposed to pay 2 percent of GDP [gross domestic product], but they weren’t paying. Most of the countries weren’t paying anything … I got NATO to pay 5 percent … Thousands of businesses are being built … Hundreds of big factories, car plants are moving back to the United States. They’re coming in from Canada. They’re coming in from Mexico, from Japan. Japan is coming in and build- ing plants here in order to avoid tariffs. They’re coming in from China. They’re coming in from all over the world … I’ve always had a very good relation- ship with [China’s] President Xi [Jinping] and with President Putin … I’ve always had a very good relationship with Presi- dent Xi of China … We’re helping them with Ukraine.

Without us, I think Putin would have gone all the way … World Economic Forum, 21 January 2026 This July 4th, we will mark two and a half centuries of liberty and triumph, progress and freedom, in the most incredible and exceptional nation ever to exist on the face of the Earth. And you’ve seen nothing yet … This is the golden age of America … One of the primary reasons for our country’s stunning economic turnaround, the biggest in history … were tariffs … Many of the wars I settled was because of the threat of tariffs … I believe the tariffs, paid for by foreign countries, will, like in the past, substan- tially replace the modern-day system of income tax … As President, I will make peace wher- ever I can, but I will never hesitate to confront threats to America wherever we must. That’s why in a breakthrough operation last June, the United States mil- itary obliterated Iran’s nuclear weapons program with an attack on Iranian soil, known as Operation Midnight Hammer. For decades, it had been the policy of the United States never to allow Iran to obtain a nuclear weapon, many decades. Since they seized control of that proud nation 47 years ago, the regime and its murderous proxies have spread nothing but terrorism and death and hate. They’ve killed and maimed thousands of Amer- ican service members and hundreds of thousands and even millions of people … They’ve already developed missiles that can threaten Europe and our bases overseas and they’re working to build missiles that will soon reach the United States of America … After Midnight Hammer, they were warned to make no future attempts to rebuild their weapons program in particu- lar, nuclear weapons, yet they continue starting it all over … And are … again pur- suing their sinister ambitions. My preference … is to solve this prob- lem through diplomacy. But one thing is certain, I will never allow the world’s

number one sponsor of terror, which they are by far to have a nuclear weapon … We’re also restoring American security and dominance in the Western Hemi- sphere, … from violence, drugs, terrorism and foreign interference. For years, large swaths of territory in our region, includ- ing large parts of Mexico, … have been controlled by murderous drug cartels. That’s why I designated these cartels as foreign terrorist organizations, and I declared illicit fentanyl as a weapon of mass destruction. And with our new military campaign, we have stopped record amounts of drugs coming into our country … In January, elite American warriors carried out one of the most complex spectacular feats of military competence and power in world history … And it also opens up a bright new begin- ning for the people of Venezuela. We’re working closely with the new president of Venezuela, Delcy Rodriguez, to unleash extraordinary economic gains for both of our countries and to bring new hope to those who have suffered so terribly … When God needs a nation to work his miracles, He knows exactly who to ask … For our destiny is written by the hand of Providence and these first 250 years were just the beginning. State of the Union Address, 24 February 2026. Transcript courtesy of Miller Center, University of Virginia

10 // G7 FRANCE: THE ÉVIAN SUMMIT 2026

// LEADERS' VIEWS

MARK CARNEY, PRIME MINISTER, CANADA

Canada is advancing strategic autonomy through resources, alliances and global trade E very day we are reminded that we live in an era of great power rivalry. That the rules-based order is fading … As a result, many countries are Canada and our international part- ners have called consistently upon the Iranian regime to end its nuclear pro- gram including at the 2025 G7 Leaders’ Summit in Kananaskis, Alberta, and with the United Nations’ reimposition of

Canada, like Australia, has one of the largest critical minerals reserves in the world … Together, we produce more than one third of global lithium, a third of uranium supply, more than 40% of iron ore, and a combined $25 billion war chest to fast- track projects. Globally, we are number one and number two as the most attrac- tive mining investment jurisdictions in the world … Lowy Institute, 4 March 2026 Our lands stretch out to form the second-largest country in the world, bor- dered by the world’s longest coastline. Canada is home to 20% of the world’s freshwater, 25% of global wetlands, almost a quarter of boreal forests, and more than 80,000 species … The scale of our natural heritage makes our choices consequential for the world, and we have been a world leader in protecting global nature. In 2022 at the United Nations Biodi- versity Conference in Montréal, Canada helped secure the landmark agreement to halt and reverse nature loss – the Kunming-Montréal Global Biodiversity Framework. As part of it, we committed to one of the world’s biggest conservation goals – protecting 30% of our lands and waters by 2030 … Launch of Canada’s Strategy to Protect Nature, 31 March 2026 We have secured more than 20 eco- nomic and security partnerships across five continents in less than a year. We’re re-engaging with global giants like India, China, and Brazil, and deep- ening our partnerships with our closest allies, including the European Union, the Nordic countries, and Australia. As a result, we’re attracting the strongest new investment in the G7, and we’re on track to double our non- U.S. exports within a decade. That’s $300 billion in new orders for Canadian resources, goods, and expertise … We have signed 56 agreements on critical minerals with more than 10 countries … Today, I am proud to announce a new pillar of our plan: the Canada Strong Fund – Canada’s first national sovereign wealth fund. Launch of Canada Strong Fund, 27 April 2026

drawing the same conclusions. They must develop greater strategic auton- omy: in energy, food, critical minerals, in finance, and supply chains … Canada was amongst the first to hear the wake-up call … We are rapidly diversifying abroad. We have agreed a comprehen- sive strategic partnership with the European Union, including joining … Europe’s defence procurement arrangements … On Ukraine, we are a core member of the Coalition of the Willing and one of the largest per-capita contributors to its defence and security. On Arctic sovereignty, we stand firmly with Greenland and Denmark and fully support their unique right to determine Greenland’s future … On plurilateral trade, we are cham- pioning efforts to build a bridge between the Trans-Pacific Partnership and the European Union, creating a new trading block of 1.5 billion people. On critical minerals, we are form- ing buyer’s clubs anchored in the G7 so that the world can diversify away from concentrated supply. On AI [artificial intelligence], we are cooperating with like-minded democ- racies to ensure we will not ultimately be forced to choose between hegem- ons and hyperscalers … Canada has what the world wants. We are an energy superpower. We hold vast reserves of critical minerals. We have the most educated population in the world. Our pension funds are amongst the world’s largest and most sophisticated investors. We have cap- ital, talent, and a government with the immense fiscal capacity to act decisively. World Economic Forum, 20 January 2026

sanctions this past September … Our government has cut taxes on income, capital gains, and business investment … These measures reduce our marginal effective tax rate for investment to just 13% … That’s 4.5 per- centage points below the United States and it is one half of the G7 average … We retain the best trade deal with the US. Our average tariff rate is less than 5% and more than 85% of our trade enters the US tariff-free … We are aiming much higher … And that’s why, last year … I invited Prime Minister Modi to the 2025 G7 Leaders’ Summit in Canada … At the G20 Leaders’ Summit in Johan- nesburg, Prime Minister Modi and I launched a landmark partnership with Australia on critical minerals and technology … Remarks to business leaders, Mumbai, 28 February 2026

11 globalgovernancemedia.org

SIR KEIR STARMER, PRIME MINISTER, UNITED KINGDOM // LEADERS' VIEWS

Alliances and deterrence underpin the UK’s evolving strategy T he UK and the US are close allies and close partners. That relation- ship matters profoundly – not just to our security, but to the prosper- ity and the stability that people here at home depend on … Mature alliances are not about pre- tending differences don’t exist; they

approach is rooted in a simple belief: that we must use every tool of government – domestic and interna- tional – to fight for the interests of ordinary people. Statement on international affairs and cost of living, 19 January 2026 Russia has proved its appetite for aggression, bringing terrible suffering to the Ukrainian people … We must be able to deter aggres- sion. And yes, if necessary, we must be ready to fight … We must move forward together to create a more European NATO [North Atlantic Treaty Organization] … Europe is a sleeping giant. Our economies dwarf Russia more than ten times over … And we have shown that we can coordinate in great effect, as was just set out. Supporting Ukraine in a way that Putin never really imagined. Cre- ating the Coalition of the Willing,

That remains the primary aim of the United Kingdom and our allies. Statement on Iran, 28 February 2026 We cannot allow the war in the Gulf to turn into a windfall for Putin. Now, it’s clear the US operation has massively weakened the military capa- bility of the abhorrent regime in Iran … When the fighting stops we are going to need some sort of negotiated agree- ment to constrain the threat posed by Iran, to limit their ability… to rebuild their nuclear programme … To pose a ballis- tic missile threat… And arm their proxy militias – And limit the threat they can pose to international shipping – Which is hitting global supplies of oil, of gas and fertiliser which is pushing up prices here at home … So, we are working with all of our allies, including our European partners, to bring together a viable, collective plan… That can restore freedom of naviga- tion in the region as quickly as possible … And ease the economic impacts … Because until we get ourselves off the rollercoaster of international oil and gas markets … And onto clean, homegrown British energy … Tyrants like Putin and the Ayatollahs will be free to attack our energy security. Press conference, Downing Street, 16 March 2026 The most effective way we can support the cost of living in Britain is to push for de-escalation in the Middle East and a re-opening of the Strait of Hormuz … The Foreign Secretary and the Chan- cellor have met their counterparts in the G7 … And the UK has now brought together 35 nations around our statement of intent to push, as one, for maritime security across the Gulf … To restore freedom of navigation, guarantee the safety of trapped ships and seafarers and to resume the move- ment of vital commodities. To look at how we can marshal our capabilities … And make the Strait accessible and safe after the fighting has stopped. Press conference, Downing Street, 1 April 2026

are about addressing them directly, respectfully, and with a focus on results … Any decision about the future status of Greenland belongs to the people of Green- land and the Kingdom of Denmark alone. That right is fundamental, and we will support it … In the Middle East,

which now covers almost all of Europe, as well as Canada and our friends in the Asia-Pacific … We want to bring our

leadership in defence, tech and AI [artificial intelligence] together with Europe to multiply our strengths and build a shared industrial base across our continent which could turbocharge our defence production. That requires lead-

we welcome President Trump’s focus on sus- taining the ceasefire in Gaza and moving onto Phase 2 … On Ukraine, ... we strongly support efforts to bring the killing to an end and to secure a ceasefire as soon as possible. We … will work closely with the United States, Ukraine, and our other allies to apply pressure where it belongs: on [Russian president Vladimir] Putin … In today’s world, geopolitics is not something that happens some- where else. It shapes the cost of energy, the price of food, the security of jobs, and the stability that families rely on to plan their lives. When war drives up fuel prices, it is households who feel it first … That is why this Government’s

ership. To drive greater coherence and coordina- tion across Europe. That is what we’re doing with Germany and France … working closely with EU partners, particularly Italy and Poland as well as with Norway, Canada and Turkey … So we must look at where we can move closer to the single market in other sectors as well … Munich Security Conference, 14 February 2026 The regime in Iran is utterly abhorrent. They have murdered thousands of their own people, brutally crushed dis- sent, and sought to destabilise the region … They must never be allowed to develop a nuclear weapon.

12 // G7 FRANCE: THE ÉVIAN SUMMIT 2026

// LEADERS' VIEWS

FRIEDRICH MERZ, CHANCELLOR, GERMANY

A new era has already begun. Russia’s war of aggression drastic expression so far … China, with strategic foresight, has worked its way into the ranks of the great powers. The United States’ global pole posi- tion is being challenged. And Washington reacts by radically reshaping its foreign and security policy … Our power today rests on three pillars: our security, our competitiveness, and our unity. against Ukraine has been the most First, we must invest massively in our ability to defend ourselves. And we are doing this. Second, we must rapidly make our economies competitive. And we are doing this. Third, we must stand closer together, among Europeans and among like-minded partners. We are doing this … Germany has to regain economic strength … We want to make Europe a key player again – in global politics, economi- cally and particularly in defence … We must continue supporting Ukraine in its fight for a just peace. We must become capable of defending ourselves on our own in Europe. We want to reduce dependencies that currently make us vul- nerable. And … we want to ensure that our economy can tap into its full potential for innovation and growth. This will only work if we work together as ONE European Union. And … Germany pledges to take a special responsibility here. That is why we decided right at the start of my tenure to increase Germany’s defence spending up to five percent of GDP [gross domestic product] … There is no room for isolationism and pro- tectionism in this agenda. Instead, we

Security, competitiveness and unity define Germany’s strategic reset

tariffs. Tariffs again have to be replaced by rules, and those rules need to be respected by trading partners. On this, the EU is making great progress … At the heart of our efforts lies digi- tal transformation. Artificial intelligence requires industrial scale. Germany has one of the world’s largest pools of indus- trial data. That is just one reason why we are investing in high performance AI gigafactories, speeding up the expansion of data centres and creating the digital infrastructure for a competitive AI econ- omy in Germany. World Economic Forum, 22 January 2026 Russia’s gross domestic product cur- rently stands at around two trillion euro. The European Union’s GDP is almost ten times higher than that. And yet Europe today is not ten times stronger than Russia … We are strengthening NATO’s [North Atlantic Treaty Organization’s] eastern flank, with our brigade in Lithuania … the first time in the history of the Bundeswehr that an entire large formation will be based outside our own territory. We will ensure greater security in the High North … We are laying the groundwork for new laws to make our grids and critical infra-

Atlantic, we need to come to the conclu- sion that we are stronger together. We Europeans know the enormous value of the trust on which NATO is based. In an era of great powers, the US will also need this trust … We are building on a strong network of global partnerships … Canada, Japan, Turkey, India, Brazil, as well as South Africa, the Gulf states and other countries will play a key role here … Munich Security Conference, 13 February 2026 We recognize the seriousness of climate change, and Germany is determined to make a strong contribution to addressing it. Our commitment to the Paris Agree- ment and to our climate goals is firm. Innovation and technology are at the heart of our approach. Effective and forward‑looking climate policy depends on integrating climate, economic, energy, and innovation policy. Wher- ever we succeed in this, climate policy becomes, at the same time, a policy for global security and prosperity … In these days of ongoing crisis in the Middle East, we must expect the geopolit- ical – and therefore also the geoeconomic situation – to remain turbulent for the foreseeable future … Another central element of Euro- pean and German climate policy remains carbon pricing … Germans make up roughly one per- cent of the global population, yet we are responsible for around two percent of global CO 2 [carbon dioxide] emissions. Our goal is to contribute our fair share to the solution … We will continue to be an important donor for public climate finance. With the Just Energy Transition Partnerships and other business and energy cooperation formats we are already supporting the energy transition in many countries … When multilateral processes move slowly, concrete alliances of the willing can take us a long way. Petersberg Climate Dialogue, 22 April 2026

structure more resistant against hybrid attacks. We are forging resil- ient supply chains and reducing unilateral dependencies on raw materials, key products and technologies … We adhere to climate agreements and the World Health Organiza- tion because we firmly believe that we will only be able to tackle global tasks by work- ing together … On both sides of the

are talking about stra- tegically coordinated ties worldwide … We want to strengthen the rules for fair trade and a level- playing field. Europe must be the antithe- sis to state-sponsored, unfair trade practices, raw-material- protectionism, tech pro- hibition and arbitrary

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