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Category: Americas

  • MIL-OSI Global: The fossil skull that rocked the world – 100 years later scientists are grappling with the Taung find’s complex colonial legacy

    Source: The Conversation – Africa – By Rebecca Ackermann, Professor, Department of Archaeology and Human Evolution Research Institute, University of Cape Town

    Here’s how the story of the Taung Child is usually told:

    In 1924 an Australian anthropologist and anatomist, Raymond Dart, acquired a block of calcified sediment from a limestone quarry in South Africa. He painstakingly removed a fossil skull from this material.

    A year later, on 7 February 1925, he published his description of what he argued was a new hominin species, Australopithecus africanus, in the journal Nature. It was nicknamed the Taung Child, a reference to the discovery site and its young age.

    The international scientific community rebuffed this hypothesis. They were looking outside Africa for human origins and argued that the skull more likely belonged to a non-human primate. Dart was vindicated decades later after subsequent similar fossil discoveries elsewhere in Africa.

    Dart is portrayed as prescient in most retellings. He’s hailed for elevating the importance of Africa in the narrative of human origins.

    But is this a biased and simplified narrative? The discovery played out during a period marked by colonialism, racism and racial segregation and apartheid in South Africa. The history of human origins research is, therefore, intertwined with inequality, exclusion and scientifically unsound ideas.

    Viewed against this backdrop, and with a contemporary lens, the figure of Dart, and palaeoanthropology on the African continent more broadly, is complex and worthy of reflection.

    The South African Journal of Science has published a special issue to mark the centenary of Dart’s original paper.

    A group of African researchers and international collaborators, ourselves among them, contributed papers offering perspectives on the science, history and legacy of palaeoanthropology in South Africa and beyond.

    We were particularly interested in exploring how the history of the discovery of early hominins in South Africa influenced the scientific field of palaeoanthropology. Did it promote or limit scientific enquiry? In what ways? What were its cultural effects? And how do they play out now, a century later?

    The papers in the special issue unpack a number of issues and highlight ongoing debates in the field of human evolution research in Africa and beyond.

    Our goal is to celebrate the remarkable science that the discovery of A. africanus enabled. At the same time we are probing disciplinary legacies through a critical lens that challenges researchers to do science better.

    The marginalisation and erasure of voices

    Several key themes run through the contributions in the special issue.

    One is the unheard voices. The colonial framework in which most palaeoanthropological research in South Africa took place excluded all but a few groups. This is particularly true for Indigenous voices. As a legacy, few African researchers in palaeoanthropology are first authors on prominent research or leading international research teams.

    Too often, African palaeoanthropological heritage is the domain of international teams that conduct research on the continent with little meaningful collaboration from local African researchers. This is “helicopter science”. More diverse teams will produce better future work and those of us in the discipline must actively drive this process.



    Read more:
    Archaeology is changing, slowly. But it’s still too tied up in colonial practices

    The dominance of western male viewpoints is part of the colonial framework. This theme, too, threads through most of the work in the special issue.

    In a bid to redress some of the imbalances, a majority of the authors in the special issue were women, especially African women, and Black Africans more broadly. Many of the papers call for a more considered and equitable approach to the inclusion of African researchers, technicians and excavators in the future: in workshops and seminars, on professional bodies, as collaborators and knowledge creators, and in authorship practices.

    Community and practice

    Colonial legacies also manifest in a lack of social responsiveness – the use of professional expertise for a public purpose or benefit. This is another theme in the special edition. For example, Gaokgatlhe Mirriam Tawane, Dipuo Kgotleng and Bando Baven consider the broader effects of the Taung Child discovery on the Taung community.

    Tawane is a palaeoanthropologist and grew up in the Taung municipality. She and her co-authors argue that, a century after the discovery of the fossil, there is little (if any) reason for the local community to celebrate it. They argue that more must be done not only to give back to the community, which is beset by socio-economic struggles, but also to build trust in science and between communities and scientists.

    Researchers need to understand that there is value in engaging with people beyond academia. This is not merely to disseminate scientific knowledge. It can also enrich communities and co-create a scholarship that is more nuanced, ethical and relevant. Researchers must become more socially responsive and institutions must hold researchers to higher standards of practice.

    Resourcing

    Another theme which emerges from this special issue is the value of and the need for excellent local laboratory facilities in which to undertake research based on the fossils and deposits associated with them.

    Increased investment in local laboratory facilities and capacity development can create a shift towards local work on the content being led by Africans. It can also increase pan-African collaboration, dismantling the currently common practice of African researchers being drawn into separate international networks.

    It is important for international funding bodies to increase investment within African palaeoanthropology. This will facilitate internal growth and local collaborative networks. International and South African investment is also needed to grow local research capacity. Fossil heritage is a national asset.

    This is an edited version of an article in the South African Journal of Science. Yonatan Sahle (Department of Archaeology, University of Cape Town, South Africa and Department of History and Heritage Management, Arba Minch University, Ethiopia) co-authored the academic article.

    Rebecca Ackermann receives funding from the National Science Foundation African Origins Platform (AOP240509218040) and the Wenner-Gren Foundation.

    Lauren Schroeder receives funding from the Natural Sciences and Engineering Research Council of Canada (RGPIN-2020-04159)

    Robyn Pickering receives funding from the NRF African Origins Platform (AOP240509218076) and the DST-NRF Centre of Excellence in Palaeosciences (COE2024-RP)

    – ref. The fossil skull that rocked the world – 100 years later scientists are grappling with the Taung find’s complex colonial legacy – https://theconversation.com/the-fossil-skull-that-rocked-the-world-100-years-later-scientists-are-grappling-with-the-taung-finds-complex-colonial-legacy-248605

    MIL OSI – Global Reports –

  • MIL-OSI USA: PHRC discusses 2024 ‘No Hate in Our State’ Report

    Source: US State of Pennsylvania

    February 05, 2025 – Harrisburg, PA

    PHRC discusses 2024 ‘No Hate in Our State’ Report

    The Pennsylvania Human Relations Commission (PHRC) joined by state and local leaders at the state Capitol, discuss their newly released 2024 ‘No Hate in Our State’ report, which details trending discrimination statistics throughout the Commonwealth. The speakers discussed programs and initiatives offered by the PHRC and others to help eliminate hate and build a community of support and understanding.

    PHRC Executive Director Chad Dion Lassiter said, “As the Commonwealth’s civil rights enforcement agency, it is our responsibility to not only investigate all complaints of discrimination, but to truly live up to our vision, ‘that all people in Pennsylvania will live, work, and learn free from unlawful discrimination.’”

    In 2025, the PHRC will mark 70 years since its creation. It was crafted from two pieces of legislation, the Pennsylvania Fair Employment Act of 1955 (later changed to the Pennsylvania Human Relations Act in 1997) and the Pennsylvania Fair Educational Opportunities Act of 1961. In general, Pennsylvania law prohibits discrimination based on race, color, religious creed, ancestry, age (40 and over), sex, national origin, familial status (only in housing), disability, and the use, handling, or training of support or guide animals for disability. Retaliation for filing a complaint, opposing unlawful behavior, or assisting investigations is also illegal.

    Speakers in Order:
    Amanda Brothman – Communications Director, Pennsylvania Human Relations Commission (PHRC)
    Chad Dion Lassiter – Executive Director, PHRC
    Senator Vincent Hughes – 7th District, Montgomery & Philadelphia Counties
    Michael Hardiman – Commissioner, PHRC
    Ahmet Tekelioglu – Executive Director, CAIR
    Yemi Baitista – Chair, Adams County Advisory Council to the PHRC
    Rep. Christopher Rabb – 200th District, Philadelphia County
    Rev. Marshall Mitchell – Senior Pastor of Salem Baptist Church

    MIL OSI USA News –

  • MIL-OSI USA: Solving the Childcare Shortage: Governor Shapiro Highlights Proposal to Expand Pennsylvania’s Childcare Workforce, Support Parents and Families

    Source: US State of Pennsylvania

    February 06, 2025 – Harrisburg, PA

    Solving the Childcare Shortage: Governor Shapiro Highlights Proposal to Expand Pennsylvania’s Childcare Workforce, Support Parents and Families

    Governor Josh Shapiro and Secretary of Human Services Dr. Val Arkoosh visited CrossPoint Early Learning Center in Dauphin County to highlight the Governor’s 2025-26 proposed budget, which builds on his efforts to make childcare more affordable by expanding and strengthening the childcare workforce. Governor Shapiro has worked to make childcare more affordable over his first two years – and this year’s budget proposal works to make childcare more available for Pennsylvania families.

    The 2025-26 budget proposal builds on Governor Shapiro’s first two budgets with a $55 million investment in workforce recruitment and retention grants to increase childcare availability and pay these dedicated workers more. These grants would provide an additional $1,000 annually per employee working in licensed childcare centers in the Child Care Works (CCW) Program. Since taking office, Governor Shapiro has expanded the Child and Dependent Care Enhancement Tax Credit, delivering $136 million in savings to over 218,000 families, and created the Employer Child Care Contribution Tax Credit to help businesses contribute to employees’ childcare costs. These initiatives have been key in helping to make childcare more affordable for families all across the Commonwealth.

    “My budget proposal places a special emphasis on workforce development – addressing growing workforce shortages across several critical sectors, including childcare,” said Governor Shapiro. “Right now, we have 3,000 unfilled jobs in childcare centers across Pennsylvania and when families can’t find safe, affordable childcare for their kids, it forces them out of our workforce and hurts our economy. That’s why my budget includes $55 million to give childcare workers in Pennsylvania at least $1,000 in recruitment or retention bonuses to invest in our workforce and solve this problem.”

    Listof Speakers:
    Suzanne Brubacher, Director of CrossPoint Early Learning Center
    Governor Josh Shapiro
    Megan Gherrity, a parent whose children attend CrossPoint Early Learning Center
    Jennifer Shirk-Weiss, teacher at CrossPoint Early Learning Center
    Secretary of Human Services Dr. Val Arkoosh
    Senator Patty Kim
    Representative Justin Fleming

    MIL OSI USA News –

  • MIL-OSI USA: Department of Conservation and Natural Resources Opens Historic Underground Railroad Site in Wrightsville to Public for First Time in History

    Source: US State of Pennsylvania

    February 06, 2025 – Wrightsville, PA

    Department of Conservation and Natural Resources Opens Historic Underground Railroad Site in Wrightsville to Public for First Time in History

    For the first time in 225 years, the public will gain access to Mifflin Farm, a documented Underground Railroad site and the location of a pivotal Civil War battle, Department of Conservation and Natural Resources (DCNR) Secretary Cindy Adams Dunn announced today during a visit to the site in honor of Black History Month.

    The 79-acre Mifflin Farm property, expected to open for tours this spring, includes the Mifflin House, a documented stop for freedom seekers on the Underground Railroad. Investments from DCNR, the Department of Community and Economic Development, the National Park Service, The Conservation Fund, several York County organizations, and private donors will open the site to the public for the first time in more than two centuries. The Susquehanna National Heritage Area is planning a discovery center and heritage park at the site, featuring walking trails interpreting the Underground Railroad and the Civil War battle in Wrightsville, with public access beginning this spring.

    “This site is integral in telling the story of Pennsylvania and its fight to end slavery,” said Secretary Dunn. “As we celebrate Black History Month, we must not forget those who fought for their own freedom, risking their lives to travel the Underground Railroad North. We must also remember those who fought for what was right, despite the prevailing norms of the time.”

    Speaker list:
    Nelson Polite, Jr., President, African American Historical Society of South Central Pennsylvania
    Mark Platts, President & CEO, Susquehanna National Heritage Area
    Secretary Cindy Adams Dunn, DCNR
    Neicy Deshields-Moulton, Genealogist
    Doug Hoke, York County Commissioner
    State Senator Kristin Phillips-Hill

    MIL OSI USA News –

  • MIL-OSI: TSplus Headquarters Meeting in Paris Sets the Stage for a Promising 2025

    Source: GlobeNewswire (MIL-OSI)

    PARIS, Feb. 07, 2025 (GLOBE NEWSWIRE) — Last week, the TSplus headquarters team convened in Paris for a pivotal two-day meeting to reflect on the successes of 2024 and outline strategic objectives for 2025. The gathering brought together key members of the global TSplus network and featured insightful discussions on the company’s future growth and innovations.

    TSplus Welcomes New Talent and Celebrates Achievements

    The meeting opened with a warm welcome to new recruits who will play essential roles in advancing TSplus’s global initiatives. Adrien Philippe now leads the worldwide pre-sales team, joined by Michael and Waddi. In China, three new hires—Neo (Sales Development), Chen (Marketing), and Yi (Communications Liaison from France)—have been onboarded to strengthen operations and communication between Shanghai and the headquarters.

    Henri Marlin, COO, shared exciting news as TSplus achieved a significant milestone: for the first time in its history, the company’s turnover has surpassed $10 million. This impressive growth reflects TSplus’s commitment to innovation, customer-centric strategies, and global market expansion.

    Strategic Focus Areas for TSplus in 2025

    Dominique laid out TSplus’ roadmap towards 2030, emphasizing the need for robust reseller networks, innovative products, effective sales strategies, and strong partnerships. He identified six strategic pillars for 2025:

    • Video Production: Enhanced marketing strategies leveraging multimedia content.
    • Expansion in China and the USA: With new hires and development initiatives.
    • Prospection Database: Supporting localized market exploration.
    • Remote Connect Release: Simplified remote support for individual users.
    • RDS-Tools: Continued development and integration.
    • AI Tools: Leveraging artificial intelligence to drive innovation.

    TSplus Technical Developments and Product Innovation

    TSplus’ product development team focused in 2024 on enhancing its flagship solutions, Remote Support and Advanced Security, prioritizing user experience and cross-platform compatibility. For 2025, ambitious plans are in place, including:

    • Further enhancements to the Remote Support Android app and the development of an iOS version.
    • Introduction of unattended access features and extended compatibility with a wide range of mobile devices.
    • Major updates to Remote Access, improving session launch times, enhancing the web application portal, and making it a true corporate platform.
    • Advanced Security improvements focusing on streamlined configuration synchronization and stronger ransomware protection.
    • Release of Server Monitoring version 6, introducing SMS alerts, TLS server monitoring, and data security enhancements.

    Additionally, a complete overhaul of the License Portal will optimize user experience and integrate the SaaS model for all TSplus products, facilitating seamless subscription-based services.

    Marketing and Branding Initiatives to Increase TSplus Notoriety

    David Bismuth, executing video production efforts, aims to create engaging, AI-driven multilingual videos to bolster the company’s social media strategy. These efforts will complement ongoing SEO optimization and content creation initiatives, which drove impressive web traffic growth in 2024.

    TSplus will continue expanding its presence on key platforms, including LinkedIn, Facebook, and potentially Reddit, to increase brand awareness and engagement. The development of a case studies portfolio, leveraging customer insights, is also underway to highlight success stories.

    Insights and Keys to Shine in Remote Access Market in 2025

    A highlight of the event was the keynote speech by Xavier Fontanet, former CEO of Essilor and a renowned business strategist. He shared invaluable advice on thriving as a smaller player in markets dominated by giants like Citrix and Microsoft. Fontanet’s “small fish” strategy emphasized the advantages of specialization and gradual market expansion through niche targeting.

    Looking ahead, TSplus is excited to host its next international meeting in Bali in April 2025. With a clear roadmap, a motivated team, and ambitious goals, TSplus continues its mission to provide innovative, reliable solutions for remote access and cybersecurity.

    TSplus invites IT resellers and professionals to join the TSplus Partner program: https://tsplus.net/partner-program/.

    About TSplus

    TSplus is a global provider of remote access, cybersecurity, and managed services solutions. With a commitment to innovation and customer-centric strategies, TSplus empowers businesses of all sizes to achieve secure and efficient remote operations.

    Media Contact:

    Caleb Zaharris

    Marketing Director,

    Email: caleb.zaharris@tsplus.net

    Photos accompanying this announcement are available at: 

    https://www.globenewswire.com/NewsRoom/AttachmentNg/07579445-2084-422a-b176-e498086e2857

    https://www.globenewswire.com/NewsRoom/AttachmentNg/91a278f2-19d8-4452-b2ee-878337549595

    The MIL Network –

  • MIL-OSI Global: How Putin, Xi and now Trump are ushering in a new imperial age

    Source: The Conversation – UK – By Eric Storm, Senior Lecturer in General History, Leiden University

    Over the past few weeks the new US president, Donald Trump, has repeatedly claimed that the United States should “take back” the Panama Canal and that it should assume control of Greenland – one way or another. He has talked of Canada becoming America’s 51st state and now he even wants to “take over” the Gaza Strip to convert it into a “Riviera” on the eastern Mediterranean.

    It’s as if the US president believes that his country should be an empire. In this Trump seems to be emulating China’s Xi Jinping and Vladimir Putin of Russia, leaders he has said he admires and who have themselves shown some clear imperial tendencies in recent years.

    Under Putin, Russia has supported secessionist regions, such as Transnistria and Abkhazia, fought wars in Georgia and Ukraine and actively interfered in the affairs of Syria and assorted African countries. In 2022 Russia even launched a full-scale invasion of Ukraine, claiming that Ukraine was historically inseparable from Russia, but that hostile western influences were trying to destroy that unity.

    China, meanwhile, has militarised a number of small uninhabited islands in the South China Sea. It has built 27 installations on disputed islands in the Spratly and Paracel island group that are also claimed by other countries including Vietnam, Taiwan, the Philippines and Malaysia. This has prompted a flurry of development, as other countries in the region have raced to establish their own footholds in the disputed, but very resource-rich, region.

    Beijing also maintains its claim over Taiwan, which it says is an inalienable part of China which it wants to “come home”.

    Empires and nation states

    Most people assumed that the age of empires had been relegated to the dustbin of history. But this is by no means a straightforward proposition. Until relatively recently, the rise and fall of empires had dominated much of recorded history. Nation-states only appeared at the end of the 18th century. And as those states rose to prominence many too displayed imperial inclinations.

    So the US, fresh from throwing off the yoke of the British empire, wasted little time in expanding its borders westward, acquiring – whether by conquest or purchase – large swaths of new territory in what effectively turned a small group of east coast states into a continental empire.

    Meanwhile other newly minted nation-states such as Italy and Germany also aspired to acquire overseas empires and involved themselves, with varying success, building what turned out to be relatively shortlived colonial empires in Africa and elsewhere.

    Most traditional dynastic empires, meanwhile, began to adopt various aspects of the nation-state model, such as conscription, legal equality and political participation. The decades following the second world war are often seen by historians as a period of decolonisation by traditional imperial powers such as Britain and France. But the transition from empire to nation-states was far from smooth. Most imperial governments hoped to transform their empires into more egalitarian commonwealths, while retaining a degree of influence.

    This they did with varying degrees of success and often under extreme duress, as with France in Algeria and Vietnam, or under great economic pressure, such as with Britain and India. The real age of the nation-state didn’t begin until the 1960s.

    The return of empire?

    Today, the world consists of about 200 independent countries, the overwhelming majority nation-states. Nonetheless, one could argue that empires – or at least imperial tendencies – have never totally disappeared. France, for instance, frequently interfered in many of its former colonies in Africa. However, these military interventions were not meant to permanently occupy new territories.

    Today, imperial tendencies seem to resurface around the world. The past, however, tends not to repeat itself. Massive wars of conquest or attempts to create new overseas empires are unlikely in the immediate future. Most imperial expansions are currently sought close to home.

    What is striking is that Putin, Xi and Trump all use fierce nationalist rhetoric to justify their imperialist designs. Putin, as we have seen, claims the indivisibility of Ukraine and Russia and blames “Nazis” for trying to turn Russia’s sister state towards the west. He used it as a justification for invading Ukraine in February 2022.

    Xi, in turn, often maintains that Communist China has finally overcome the century of humiliation, in which the country was the plaything of foreign powers. They both seem to yearn for past imperial greatness. The Russian Federation aims to undo the dissolution of the Soviet Union, communist China looks back to the Qing empire. Interestingly, under its increasingly authoritarian leader Recep Tayyip Erdoğan, Turkey – another regional power with imperial inclinations – similarly finds inspiration in the Ottoman Empire.

    The US case seems to be more complex, but in fact is very similar. Thus, Trump argues that the Panama Canal, which has long been administered by the US, was foolishly returned to Panama by Jimmy Carter and claims that it is now controlled by China. He will, he says, return it to the US.

    Trump also refers to America’s “Manifest Destiny”, the 19th-century belief that American settlers were destined to expand to the Pacific coast. These days his aspirations are northwards rather than to the west. The president also wants to plant the US flag on Mars, taking his imperial dreams into outer space.

    If the US joins China and Russia in violating recognised borders, the international, rights-based order could be in danger. The signs are not very positive. Taking steps to illegally annex territories could blow up the entire international edifice.

    Eric Storm does not work for, consult, own shares in or receive funding from any company or organisation that would benefit from this article, and has disclosed no relevant affiliations beyond their academic appointment.

    – ref. How Putin, Xi and now Trump are ushering in a new imperial age – https://theconversation.com/how-putin-xi-and-now-trump-are-ushering-in-a-new-imperial-age-248160

    MIL OSI – Global Reports –

  • MIL-OSI Global: The illusion of equal opportunity for minority NFL coaches

    Source: The Conversation – USA – By Joseph N. Cooper, Endowed Chair of Sport Leadership and Administration, UMass Boston

    On the day after the New England Patriots ended their NFL season with a miserable 4-13 record, team owner Robert Kraft fired Jerod Mayo, the team’s first Black head coach. In a press conference following his decision, Kraft explained that he put Mayo in “an untenable situation” by hiring him to lead an underperforming team.

    Kraft’s assessment reflects an all-too-familiar reality for Black coaches in the NFL. Though Black players account for 53% of all NFL players, only 19% of head coaches are Black men.

    At the beginning of the 2024 season, the NFL set its own league record with nine of its 32 head coaching jobs held by minorities. In addition to Mayo, Las Vegas’ Antonio Pierce, Pittsburgh’s Mike Tomlin, Tampa Bay’s Todd Bowles, Atlanta’s Raheem Morris and Houston’s DeMeco Ryans are Black. They were joined by Carolina’s Dave Canales, who is Mexican American, Miami’s biracial Mike McDaniel and the New York Jets’ Robert Saleh, who is of Lebanese descent.

    By season’s end, three of those coaches were gone, including the Raiders’ Pierce. Pierce, like Mayo, was given one season to turn around a team with a losing record. Saleh was fired during the season.

    In my view as a scholar of race and professional sports, the firings revealed the NFL’s double standard for Black head coaches and suggest that Black men are still valued more for their athletic prowess than their leadership skills.

    During a Fox NFL Sunday show shortly after Mayo’s firing, former Patriots tight end Rob Gronkowski called Mayo’s firing shocking, disappointing and “unfair.”

    ESPN’s Stephen A. Smith was quick to blame the race of Mayo as a factor. “They call it Black Monday for a reason,” Smith said. “Jerod Mayo was clearly not given a lengthy enough opportunity.”

    A checkered history

    In 1921, a year after the NFL’s inaugural season, Fritz Pollard became the first Black head coach when he was hired to lead the Akron Pros. It would take nearly 70 years before the NFL had its second Black head coach – Art Shell of the Oakland Raiders in 1989.

    Since then, Black coaches have had few chances in the NFL. Even fewer have succeeded. Only two Black head coaches have won Super Bowl titles: Tony Dungy of the Indianapolis Colts in 2007 and Mike Tomlin of the Pittsburgh Steelers in 2008.

    To address the lack of Black head coaches, the NFL enacted in 2003 what is known as the Rooney Rule, a hiring practice named after Dan Rooney, the former owner of the Pittsburgh Steelers who sat on the NFL’s diversity committee. The rule requires teams to include two minority candidate during the interview process for head coaching jobs and was later applied to general managers, senior executives and assistant coaches.

    But even with the rule, the percentage of Black coaches has consistently been lower than the percentage of Black players. Research has shown that Black coaches are both less likely to be promoted to head coaching jobs than their white counterparts and less likely to receive a second chance after a losing season.

    In fact, since the Rooney Rule was instituted in 2003, nonwhite coaches have been more than three times as likely to be fired after one season than white coaches, according to data collected by the USA Today NFL Coaches Project.

    Their data did not include the scores of Black assistant coaches who are routinely overlooked for their first head coaching jobs.

    Eric Bieniemy takes the field as a UCLA assistant coach during the 2024 season.
    Jevone Moore/Icon Sportswire via Getty Images

    Eric Bieniemy, for example, shared two Super Bowl championships as offensive coordinator with the Kansas City Chiefs in 2019 and 2022. Given his experience, he was widely expected by NFL analysts to earn a head coaching job.

    In order to pursue that goal, Bieniemy left the Chiefs in 2023 to join the Washington Commanders and was a favorite to become the team’s next head coach. But the Commanders were sold at the end of the 2023 season, and the new owners promptly fired him.

    Bieniemy is back in the NFL after being hired in February 2025 by the Chicago Bears as their running backs coach, a lower rank than his prior position as offensive coordinator.

    The benefit of the doubt

    In 2020, the NFL expressed its support for the Black Lives Matter movement by promoting social justice messages on end zones and players’ helmets. The NFL also hired Roc Nation, Hip-Hop mogul Jay-Z’s company, to manage its music and entertainment.

    A year later, the NFL formally ended their decades-long practice of race norming in which the league routinely gave Black players lower baseline cognitive ratings than white players in legal actions related to concussions and subsequent dementia.

    But those measures, much like the Rooney Rule, have not closed the racial disparities among NFL head coaches and have not stopped white coaches from appearing to be more likely to receive the benefit of the doubt.

    The NFL used goal post pads in 2022 to proclaim the league’s efforts to end racism.
    Rich Graessle/Icon Sportswire via Getty Images

    Still unresolved is a 2022 lawsuit filed by Black head coach Brian Flores. Despite posting two winning seasons during his three-year tenure, he was fired by the Miami Dolphins. Flores filed a suit against the NFL, the Miami Dolphins and two other NFL teams alleging widespread racial discrimination and hiring practices.

    During an interview with reporters before the 2025 Super Bowl, NFL Commissioner Roger Goodell defended the league’s diversity initiatives, saying, “We’ve proven to ourselves that it does make the NFL better.”

    Goodell was quick to point out that the NFL’s diversity efforts do not mean a “quota system” in which a certain number of candidates of each race are hired.

    “There’s no requirement to hire a particular individual on the basis of race or gender,” Goodell said. “This is about opening that funnel and bringing the best talent into the NFL.”

    Joseph N. Cooper does not work for, consult, own shares in or receive funding from any company or organization that would benefit from this article, and has disclosed no relevant affiliations beyond their academic appointment.

    – ref. The illusion of equal opportunity for minority NFL coaches – https://theconversation.com/the-illusion-of-equal-opportunity-for-minority-nfl-coaches-247057

    MIL OSI – Global Reports –

  • MIL-OSI: MREL and MDIV Earn FundGrade A+® Ratings For 2024

    Source: GlobeNewswire (MIL-OSI)

    TORONTO, Feb. 07, 2025 (GLOBE NEWSWIRE) — Middlefield is pleased to announce that two of its core ETFs—Middlefield Real Estate Dividend ETF (MREL) and Middlefield Sustainable Global Dividend ETF (MDIV)—have been awarded the Fundata FundGrade A+® rating for 2024. This prestigious distinction is given to Canadian investment funds that have consistently delivered the best risk-adjusted returns over an entire calendar year.

    “Receiving the FundGrade A+® award for both MREL and MDIV reflects our disciplined investment approach and commitment to delivering consistent, risk-adjusted returns for our investors,” said Dean Orrico, President and CEO of Middlefield. “Real estate and dividend-focused equities help create more resilient portfolios by providing reliable income streams, managing risk, and enhancing stability. In light of the current uncertain market backdrop, we believe these strategies are excellent diversifiers for investor portfolios, and we look forward to building on this success in 2025.”

    About the Award-Winning Funds

    Middlefield Real Estate Dividend ETF (MREL)
    MREL is designed to provide investors with stable monthly income and long-term capital appreciation by investing in a diversified portfolio of high-quality global real estate companies. Since its launch in 2011, the fund has taken an actively managed approach, leveraging the expertise of Middlefield’s investment team to identify leading real estate businesses with growing cash flows and increasing dividends. For the second consecutive year, MREL has earned the FundGrade A+® rating, reinforcing its consistent performance and ability to navigate various market cycles.

    Middlefield Sustainable Global Dividend ETF (MDIV)
    MDIV is a high-conviction portfolio of global companies diversified across geographies and industries, with a focus on businesses that pay and grow dividends. Since its inception in 2013, the fund has prioritized large capitalization, high quality companies with durable business models and a strong track record of earnings growth.

    Additionally, Middlefield’s flagship North American fund, Income Plus Class, finished 2024 with a Fundata FundGrade A® rating, which is awarded to funds that substantially outperform their peers, ranking in the top 10% of their category.

    Learn more about MREL
    Learn more about MDIV
    Learn more about Income Plus

    For any questions or media requests, please contact Cassandra Coleman at ccoleman@middlefield.com.

    Founded in 1979, Middlefield is a Toronto-based asset manager specializing in innovative investment solutions. Over the past 45 years, we have developed a disciplined investment process across six core equity income mandates: Real Estate, Healthcare, Innovation, Infrastructure, Energy, and Diversified Income. We focus on high-quality companies with strong cash flow and dividend growth potential.

    Our investment solutions include award-winning ETFs and Mutual Funds, designed to meet the needs of advisors, institutional investors, and individual investors. Backed by a dedicated team, we strive to deliver superior returns through expertise and disciplined portfolio management.

    Disclosure: FundGrade A+® is used with permission from Fundata Canada Inc., all rights reserved. The annual FundGrade A+® Awards are presented by Fundata Canada Inc. to recognize the “best of the best” among Canadian investment funds. The FundGrade A+® calculation is supplemental to the monthly FundGrade ratings and is calculated at the end of each calendar year. The FundGrade rating system evaluates funds based on their risk-adjusted performance, measured by Sharpe Ratio, Sortino Ratio, and Information Ratio. The score for each ratio is calculated individually, covering all time periods from 2 to 10 years. The scores are then weighted equally in calculating a monthly FundGrade. The top 10% of funds earn an A Grade; the next 20% of funds earn a B Grade; the next 40% of funds earn a C Grade; the next 20% of funds receive a D Grade; and the lowest 10% of funds receive an E Grade. To be eligible, a fund must have received a FundGrade rating every month in the previous year. The FundGrade A+® uses a GPA-style calculation, where each monthly FundGrade from “A” to “E” receives a score from 4 to 0, respectively. A fund’s average score for the year determines its GPA. Any fund with a GPA of 3.5 or greater is awarded a FundGrade A+® Award. For more information, see www.FundGradeAwards.com. Although Fundata makes every effort to ensure the accuracy and reliability of the data contained herein, the accuracy is not guaranteed by Fundata.

    Performance for Funds: Middlefield Real Estate Dividend ETF (MREL) won the 2024 FundGrade A+® in the Real Estate Equity Category, out of 29 funds. The FundGrade A+® performance start date was 12/31/2014 and the FundGrade A+® performance end date was 12/31/2024. Performance for the fund for the period ended December 31, 2024 is as follows: 7.0% (1 year), -3.4% (3 years), 3.4% (5 years), 6.3% (10 years) and since inception 7.2% (since inception – April 20, 2011). Middlefield Sustainable Global Dividend ETF (MDIV) won the 2024 FundGrade A+® in the Global Dividend & Income Equity Category, out of 39 funds. The FundGrade A+® performance start date was 12/31/2014 and the FundGrade A+® performance end date was 12/31/2024. Performance for the fund for the period ended December 31, 2024 is as follows: 43.7% (1 year), 13.1% (3 years), 14.0% (5 years), 11.8% (10 years) and since inception 12.6% (since inception – March 22, 2013). 

    Disclaimer: Please consult your advisor and read the prospectus document before investing. There may be commissions, trailing commissions, management fees and expenses associated with ETF investments. The indicated rates of return are the historical annual compounded total returns including changes in unit value and reinvestment of all distributions and does not take into account sales, redemption, distribution or optional charges or income taxes payable by any securityholder that would have reduced returns. ETFs are not guaranteed, their values change frequently and past performance may not be repeated.

    The MIL Network –

  • MIL-OSI Global: California wildfires force students to think about the connections between STEM and society

    Source: The Conversation – USA – By Erika Dyson, Professor of Religous Studies, Harvey Mudd College

    Satellite imagery shows the front line of the Palisades fire in Los Angeles on Jan. 11, 2025. Maxar Technologies/Contributor

    Uncommon Courses is an occasional series from The Conversation U.S. highlighting unconventional approaches to teaching.

    Title of course:

    “STEM & Social Impact: Climate Change”

    What prompted the idea for the course?

    Harvey Mudd College’s mission is to educate STEM students – short for science, technology, engineering and math – so they have a “clear understanding of the impact of their work on society.” But the “impact” part of our mission has been the most challenging to realize.

    When our college revised its “Core Curriculum” in 2020, our faculty decided we should create a new required impact course for all students.

    What does the course explore?

    The course is taught by a team of eight instructors who share their own disciplinary perspectives and help students critically analyze proposed interventions for increasing wildfire risks.

    Our instructors teach biology, chemistry, computer science and mathematics.

    The class also includes scholars focused on media studies, political science religious studies and science, technology and society.

    The course focuses on California wildfires so students can think critically about the ways STEM and social values shape each other.

    For example, in 1911, U.S. Forest Service deputy F. E. Olmsted applied the Social Darwinist idea of “survival of the fittest” to forest management. Reflecting the prevailing views of his era, he believed that competition was the driving force behind biology, economics and human progress – where the strong thrive and the weak fail.

    Olmsted said it was good forestry and good economics to let the forests grow unchecked. This policy would yield straight and tall “merchantable timber” suitable for sale and the needs of industry.

    He also rejected “light burning,” which Native Americans had used for centuries to manage forest ecosystems and reduce the flammable undergrowth.

    We live with the consequences of such reasoning 100 years later. Fires speed through overgrown land at alarming rates and release enormous amounts of carbon and other particulate matter into the atmosphere.

    Why is this course relevant now?

    Climate change is arguably the most pressing concern of our time. And wildfires are particularly relevant to those of us in fire-prone areas like Southern California.

    Public distrust of science is increasing. Consequently, society needs skilled STEM practitioners who can understand and communicate how scientific interventions will have different consequences and appeal to different stakeholders.

    For example, Los Angeles first responders have been using drones for search and rescue and to gather real-time information about fire lines since at least 2015.

    But the public is not always comfortable with drones flying over populated areas.

    The Los Angeles Fire Department has fielded enough citizen concerns about “snooping drones” and government concerns about data collection that it developed strict drone policies in consultation with regulators and the American Civil Liberties Union.

    The course’s focus on writing, critical thinking and climate change science prepares students to participate in public discussions about such interventions.

    By making students consider the impact of their future work, we also hope they will be proactive about the careers they want to pursue, whether it involves climate change or not.

    What’s a critical lesson from the course?

    Not everyone benefits in the same way from a single innovation.

    For example, low-income and rural Americans are less likely to benefit from the lower operating costs and lower pollution of electric vehicles. That’s because inadequate investment in public charging infrastructure makes owning them less practical.

    The course’s interdisciplinary approach helps to expose these kinds of structural inequities. We want students to get in the habit of asking questions about any technological solution.

    They include questions like: Who is likely to benefit, and how? Who has historically wielded power in this situation? Whose voices are being included? What assumptions have been made? Which values are being prioritized?

    What materials does the course feature?

    We combine popular and scholarly sources.

    Students watch two documentaries about the 2018 Camp Fire in Paradise, California, which killed 85 people.

    The 2018 Camp Fire caused an estimated $US12.5 billion in damages.
    AP Photo/Noah Berger

    They analyze wildfire data using the Pandas library, an open-source data manipulation library for the Python computer programming language.

    They also read a Union of Concerned Scientists report examining fossil fuel companies’ culpability for increased risk of wildfires. And they analyze the environmental historian William Cronon’s classic indictment of the environmentalist movement for romanticizing an idea of a pristine “wilderness” while absolving themselves of the responsibility to protect the rest of nature – humans, cities, farms, industries.

    We also examine poetry by Ada Limón, indigenous ecology and Engaged Buddhism.

    What will the course prepare students to do?

    The final assignment for the course asks students to critically analyze a proposed intervention dealing with growing California wildfire risk using the disciplinary tools they have learned.

    For example, they could choose the increased deployment of “beneficial fires” to reduce flammable biomass in forests.

    For this intervention, we expect that students would address topics like the historical erasure of Indigenous knowledge of prescribed burning, financial liabilities associated with controlled burning, and scientific research on the efficacy of beneficial fires.

    Darryl Yong is a professor at Harvey Mudd College and co-directs Math for America Los Angeles. His work has been funded by the National Science Foundation.

    Erika Dyson does not work for, consult, own shares in or receive funding from any company or organization that would benefit from this article, and has disclosed no relevant affiliations beyond their academic appointment.

    – ref. California wildfires force students to think about the connections between STEM and society – https://theconversation.com/california-wildfires-force-students-to-think-about-the-connections-between-stem-and-society-248286

    MIL OSI – Global Reports –

  • MIL-OSI Global: How AI can help in the creative design process

    Source: The Conversation – USA – By Tilanka Chandrasekera, Professor of Interior Design, Oklahoma State University

    A student works on a design in a fashion merchandising lab. Fashion Merchandising Labs at Oklahoma State University, CC BY-ND

    Generative artificial intelligence tools can help design students by making hard tasks easier, cutting down on stress, and allowing the students more time to explore innovative ideas, according to new research I published with my colleagues in the International Journal of Architectural Computing.

    I study how people think about design and use technology, and my research focuses on how tools such as AI can help make the design process more efficient and creative.

    Why it matters

    Our study found that AI design tools didn’t just make the designs better – they also made the process easier and less stressful for students.

    Imagine trying to come up with a cool idea in response to a design assignment, but it’s hard to picture it in your head. These tools step in and quickly show what your idea could look like, so you can focus on being creative instead of worrying about little details. This made it easier for students to brainstorm and come up with new ideas. The AI tools also made more design variations by introducing new and unexpected details, such as natural shapes and textures.

    A design fueled by artificial intelligence: The left image is the result of the text-to-image technology, and the image on the right is the design completed by the student.
    Oklahoma State University, CC BY-ND
    A design by a student without using artificial intelligence.
    Oklahoma State University, CC BY-ND

    How we did our work

    My colleagues and I worked with 40 design students and split them into two groups.

    One group used AI to help design urban furniture, such as benches and seating for public spaces, while the other group didn’t use AI. The AI tool created pictures of the first group’s design ideas from simple text descriptions. Both groups refined their ideas by either sketching them by hand or with design software.

    Next, the two groups were given a second design task. This time, neither group was allowed to use AI. We wanted to see whether the first task helped them learn how to develop a design concept.

    My colleagues and I evaluated the students’ creativity on three criteria: the novelty of their ideas, the effectiveness of their designs in solving the problem, and the level of detail and completeness in their work. We also wanted to see how hard the tasks felt for them, so we measured something called cognitive load using a well-known tool called the NASA task load index. This tool checks how much mental effort and frustration the students experienced.

    The group of students who used AI in the first task had an easier time in the second task, feeling less overwhelmed compared with those who didn’t use AI.

    The final designs of the AI group also showed a more creative design process in the second task, likely because they learned from using AI in the first task, which helped them think and develop better ideas.

    What’s next

    Future research will look at how AI tools can be used in more parts of design education and how they might affect the way professionals work.

    One challenge is making sure students don’t rely too much on AI, which could hurt their ability to think critically and solve problems on their own.

    Another goal is to make sure as many design students as possible have access to these tools.

    The Research Brief is a short take on interesting academic work.

    Tilanka Chandrasekera receives funding from external funding agencies such as the National Science Foundation (NSF)

    – ref. How AI can help in the creative design process – https://theconversation.com/how-ai-can-help-in-the-creative-design-process-244718

    MIL OSI – Global Reports –

  • MIL-OSI Video: HANG a MORTAR! | U.S. Army

    Source: US Army (video statements)

    : DMD

    About the U.S. Army:
    The Army Mission – our purpose – remains constant: To deploy, fight and win our nation’s wars by providing ready, prompt & sustained land dominance by Army forces across the full spectrum of conflict as part of the joint force.

    Interested in joining the U.S. Army?
    Visit: spr.ly/6001igl5L

    Connect with the U.S. Army online:
    Web: https://www.army.mil
    Facebook: https://www.facebook.com/USarmy/
    X: https://www.twitter.com/USArmy
    Instagram: https://www.instagram.com/usarmy/
    LinkedIn: https://www.linkedin.com/company/us-army
    #USArmy #Soldiers #Military #Mortar

    https://www.youtube.com/watch?v=dk15LMyqLIs

    MIL OSI Video –

  • MIL-OSI: Byrna Technologies Reports Record Results for Fiscal Fourth Quarter and Full Year 2024

    Source: GlobeNewswire (MIL-OSI)

    ANDOVER, Mass., Feb. 07, 2025 (GLOBE NEWSWIRE) — Byrna Technologies Inc. (“Byrna” or the “Company”) (Nasdaq: BYRN), a personal defense technology company specializing in the development, manufacture, and sale of innovative less-lethal personal security solutions, today reported select financial results for its fiscal fourth quarter (“Q4 2024”) and full year ended November 30, 2024.

    Fiscal Fourth Quarter 2024 and Recent Operational Highlights

    • Surpassed 500,000 launchers sold since inception, just five and a half years after the sale of Byrna’s first launcher in June 2019.
    • Increased launcher production in the first fiscal quarter of 2025 by 33% to 24,000 launchers a month to meet growing market demand and support operational growth.
    • Recently opened a new U.S.-based ammunition manufacturing facility in Fort Wayne, Indiana, as part of a re-shoring initiative, significantly expanding Byrna’s domestic production capacity and enhancing the Company’s supply chain for its payload ammunition.
    • Continued to generate a highly accretive return on ad spend (ROAS) above 5.0X through the celebrity endorsement program for the full year 2024 period, leading to a record $28.0 million of sales for the fourth quarter of 2024.
    • Added Megyn Kelly, Charlie Kirk, and Lara Trump as celebrity influencers to continue amplifying brand awareness and further support the normalization of its less-lethal solutions, while continuing to optimize marketing spend for maximum impact.
    • Partnered with the United States Concealed Carry Association (USCCA), gaining access to nearly one million USCCA members to promote less-lethal solutions while introducing Byrna customers to USCCA’s training, education, and self-defense liability insurance offerings.
    • Opened retail stores in the Greater Nashville Area, Scottsdale, Arizona, and Salem, New Hampshire. Byrna plans to open the Fort Wayne, Indiana store in the coming months.
    • Signed a Letter of Intent to launch a pilot store-within-a-store program at eleven Sportsman’s Warehouse locations, expanding Byrna’s retail footprint.

    Fiscal Fourth Quarter 2024 Financial Results
    Results compare Q4 2024 to the 2023 fiscal fourth quarter ended November 30, 2023 unless otherwise indicated.

    Net revenue for Q4 2024 was $28.0 million, compared to $15.6 million in the fiscal fourth quarter of 2023 (“Q4 2023”). The 79% year-over-year increase was primarily due to the transformational shift in Byrna’s advertising strategy implemented in September 2023 and the resulting normalization of Byrna and the less-lethal space generally.

    Gross profit for Q4 2024 was $17.6 million (63% of net revenue), up from $9.0 million (58% of net revenue) in Q4 2023. The increase in gross profit was driven by the increase in the proportion of sales made through the high-margin direct-to-consumer (DTC) channels (Byrna.com and Amazon.com), a reduction in component costs driven through an intensive cost reduction effort focused on “design for manufacturability” spearheaded by Byrna’s engineering team, and the economies of scale resulting from increased production volumes.

    Operating expenses for Q4 2024 were $13.5 million, compared to $9.7 million for Q4 2023, an increase of 39%. The increase in operating expenses was driven by an increase in variable selling costs (such as freight and third-party processing fees), increased marketing spend tied to the Company’s celebrity endorsement strategy, and higher payroll expenses in marketing and engineering as the Company has scaled to handle increased sales and production volumes.

    Net income for Q4 2024 was $9.7 million, compared to a net loss of ($0.8) million for Q4 2023, a $10.5 million improvement. This increase was driven by higher revenue and a $5.6 million income tax benefit. The tax benefit arose from the release of tax valuation allowances related to net operating loss carryforwards incurred in earlier years and other tax assets.

    Adjusted EBITDA1, a non-GAAP metric reconciled below, for Q4 2024 totaled $5.2 million, compared to $0.4 million in Q4 2023.

    Cash and cash equivalents at November 30, 2024 totaled $16.8 million compared to $20.5 million at November 30, 2023. The change in cash and cash equivalents is primarily due to an $8.9 million investment in short-term marketable securities to earn a higher yield on Byrna’s unused cash. Adding cash and short-term marketable securities, total funds available were $25.7 million, an increase of $5.2 million compared to November 30, 2023. Inventory at November 30, 2024 totaled $20.0 million compared to $13.9 million at November 30, 2023. The Company has no current or long-term debt.

    Fiscal Year 2024 Financial Results
    Results compare the 2024 fiscal year ended November 30, 2024 to the 2023 fiscal year ended November 30, 2023 unless otherwise indicated.

    Net revenue for FY 2024 was $85.8 million, a 101% increase from $42.6 million in the fiscal year ended November 30, 2023 (“FY 2023”), driven by the Company’s strategic shift in advertising, increased brand normalization, and higher DTC sales

    Gross profit for FY 2024 was $52.8 million (62% of net revenue), compared to $23.6 million (56% of net revenue) for FY 2023. The increase in gross profit margin was primarily due to a greater proportion of sales through high-margin DTC channels, lower component costs, and economies of scale.

    Operating expenses for FY 2024 were $46.1 million, compared to $31.4 million for FY 2023, reflecting a 47% increase to support growth. The increase was driven by higher variable selling costs, expanded marketing efforts, and additional personnel in marketing and engineering.

    Net income for FY 2024 was $12.8 million, compared to a net loss of ($8.2) million for FY 2023, a $21.0 million improvement. The increase in net income was driven by higher revenue and included a $5.7 million income tax benefit due to the full release of U.S. tax valuation allowances.

    Adjusted EBITDA1 for FY 2024 totaled $11.5 million, compared to a negative ($2.0) million for FY 2023. The increase in adjusted EBITDA was primarily due to an increase in revenue.

    Management Commentary
    Byrna CEO Bryan Ganz stated: “The fourth quarter was the culmination of a remarkable year for Byrna. We successfully generated a record $28.0 million in revenue while also expanding our gross margins to 62.8%. This success allowed us to deliver a 101% increase in revenue from the full year 2023 to 2024 and underscores the overall growth in brand recognition and normalization of the less-lethal space.

    “Our marketing strategy, anchored by the continued success of our celebrity influencer program, has continued to be instrumental in driving DTC sales and expanding brand awareness. For 2024, the program maintained a highly accretive return on ad spend (ROAS) above 5.0X, underscoring the effectiveness of this approach in normalizing less-lethal solutions. Building on this foundation, we have been adding a more robust, multi-channel marketing strategy that now includes traditional media such as cable and broadcast networks. This diversification complements our influencer program, which recently welcomed prominent voices like Megyn Kelly, Charlie Kirk, and Lara Trump.

    As we execute across multiple channels, we will continue to be disciplined in evaluating partnerships and optimizing ad spend to maximize impact and ROAS. We have prioritized celebrity endorsers who demonstrate strong ROAS and have discontinued partnerships that did not meet our minimum ROAS requirements. To date, the celebrity endorsers who were initially successful have continued to perform well, while those we discontinued never met our ROAS benchmarks. Unfortunately, we did lose one very successful celebrity endorser, Governor Mike Huckabee, due to his appointment as U.S. ambassador to Israel.

    “In addition to expanding our online DTC reach, we are making strides in building our brick-and-mortar footprint. With four company-owned stores up and running, we are optimistic that these stores will validate the company-owned store model and open the way to a rollout of Byrna company-owned stores in key markets throughout the United States. Given the high gross margins and the relatively inexpensive operating costs, we believe that these stores can contribute meaningfully to Byrna’s bottom line as they ramp up over the coming quarters. We are also pleased to announce that we have signed a letter of intent to partner with Sportsman’s Warehouse to launch a store-within-a-store model at 11 locations across the United States. Each of these Sportsman’s Warehouse locations will convert their existing archery range into a firing range for customers to experience our launchers, similar to our company-owned stores and premier dealers. If the initial pilot program is successful, Byrna expects to be in 90 more stores by the end of the year, accelerating the rate of our brick-and-mortar presence across the United States.

    “To ensure our production keeps pace with our growth initiatives, we have successfully increased launcher production to 24,000 units as of January at our Fort Wayne, Indiana launcher production facility. Additionally, we have begun producing payload ammunition at a new facility in Fort Wayne, located four miles from our launcher production facility. This state-of-the-art manufacturing facility will house eight advanced dousing and welding machines capable of producing both .68 and .61 caliber payload rounds for our existing launchers as well as our anticipated new Compact Launcher. We will also be able to produce .61 caliber fin-tail payload rounds for our Pepper and Max 12-gauge less-lethal rounds. Once fully operational later this year, these eight machines will collectively produce up to 10 million rounds per month, including 1.5 million fin-tail rounds for the 12-gauge platform. We believe the combination of Byrna Pepper and Max 12-gauge rounds, coupled with the Sportsman’s “store-within-a-store” partnership, will help spur the sale of our less-lethal 12-gauge rounds.

    The onshoring of ammunition production is part of Byrna’s larger ‘Made in America’ strategy. We remain committed to exiting China by mid-year and aim to source nearly 100% of the components for the Byrna SD, LE, and CL models from U.S. suppliers by the end of 2025. We expect that this transition will insulate us from any potential tariffs, create well-paying jobs for American workers, reduce lead times, and eliminate the risks associated with unreliable foreign suppliers. We expect it will also allow us to market the Byrna as ‘Made in America!’

    “Our momentum has carried into the new fiscal year with a strong holiday season in December, including $1.4 million in total product sales on Cyber Monday alone. International adoption has also been robust, particularly in Argentina, where the Cordoba Province committed to purchasing 1.7 million rounds of payload ammunition. This order, which will be shipped in 200,000-round monthly increments through the balance of 2025, reflects the extensive deployment of the 13,500 Byrna launchers purchased by the Cordoba Police Department to apprehend dangerous criminals and maintain the peace.

    “Looking ahead, we remain optimistic about our trajectory. The ongoing success of our marketing efforts has resulted in less-lethal becoming a much more widely accepted personal self-defense category. This is allowing us to advertise on an increasing number of cable and social media platforms. We believe that the market for less-lethal weapons among gun owners in the U.S. is in the tens of millions of consumers. This expanding market, along with our growing online presence, expanding retail presence, and increasing international opportunities, reinforces our confidence in the long-term demand for less-lethal weapons as a whole and for Byrna specifically. While the first quarter historically experiences a seasonal slowdown in consumer spending, we expect to achieve strong year-over-year growth as we continue executing our strategic initiatives. We believe that Byrna is well-positioned to generate additional cash and expand profitability in 2025 and beyond.”

    Conference Call
    The Company’s management will host a conference call today, February 7, 2025, at 9:00 a.m. Eastern time (6:00 a.m. Pacific time) to discuss these results, followed by a question-and-answer period.

    Toll-Free Dial-In: 877-709-8150
    International Dial-In: +1 201-689-8354
    Confirmation: 13750859

    Please call the conference telephone number 5-10 minutes prior to the start time of the conference call. An operator will register your name and organization. If you have any difficulty connecting with the conference call, please contact Gateway Group at 949-574-3860.

    The conference call will be broadcast live and available for replay here and via the Investor Relations section of Byrna’s website.

    About Byrna Technologies Inc.
    Byrna is a technology company specializing in the development, manufacture, and sale of innovative less-lethal personal security solutions. For more information on the Company, please visit the corporate website here or the Company’s investor relations site here. The Company is the manufacturer of the Byrna® SD personal security device, a state-of-the-art handheld CO2 powered launcher designed to provide a less-lethal alternative to a firearm for the consumer, private security, and law enforcement markets. To purchase Byrna products, visit the Company’s e-commerce store.

    Forward-Looking Statements
    This news release contains “forward-looking statements” within the meaning of the securities laws. All statements contained in this news release, other than statements of current and historical fact, are forward-looking. Often, but not always, forward-looking statements can be identified by the use of words such as “plans,” “expects,” “intends,” “anticipates,” and “believes” and statements that certain actions, events or results “may,” “could,” “would,” “should,” “might,” “occur,” or “be achieved,” or “will be taken.” Forward-looking statements include descriptions of currently occurring matters which may continue in the future. Forward-looking statements in this news release include but are not limited to our statements related to our expected sales during 2025, our ability to scale production lines, Byrna’s ability to remain self-sustaining, profitable and cash flow positive, Byrna’s ability to open new retail locations and realize revenue growth from them, the expected scale, timing and benefits of Byrna’s store-within-a-store partnership with Sportsman’s Warehouse, the benefits and continued success of Byrna’s celebrity endorser strategy, Byrna’s ability to re-shore production and cease purchasing parts from China on the anticipated timeline, the expected benefits of re-shoring production, the anticipated growth and potential size of the U.S. less-lethal market, and Byrna’s positioning for sustained growth in 2025 and 2026. Forward-looking statements are not, and cannot be, a guarantee of future results or events. Forward-looking statements are based on, among other things, opinions, assumptions, estimates, and analyses that, while considered reasonable by the Company at the date the forward-looking information is provided, inherently are subject to significant risks, uncertainties, contingencies, and other factors that may cause actual results and events to be materially different from those expressed or implied.

    Any number of risk factors could affect our actual results and cause them to differ materially from those expressed or implied by the forward-looking statements in this news release, including, but not limited to, disappointing market responses to current or future products or services; prolonged, new, or exacerbated disruption of our supply chain; the further or prolonged disruption of new product development; production or distribution disruption or delays in entry or penetration of sales channels due to inventory constraints, competitive factors, increased transportation costs or interruptions, including due to weather, flooding or fires; prototype, parts and material shortages, particularly of parts sourced from limited or sole source providers; determinations by third party controlled distribution channels, including Amazon, not to carry or reduce inventory of the Company’s products; determinations by advertisers or social media platforms, or legislation that prevents or limits marketing of some or all Byrna products; the loss of marketing partners; increases in marketing expenditure may not yield expected revenue increases; potential cancellations of existing or future orders including as a result of any fulfillment delays, introduction of competing products, negative publicity, or other factors; product design or manufacturing defects or recalls; litigation, enforcement proceedings or other regulatory or legal developments; changes in consumer or political sentiment affecting product demand; regulatory factors including the impact of commerce and trade laws and regulations; and future restrictions on the Company’s cash resources, increased costs and other events that could potentially reduce demand for the Company’s products or result in order cancellations. The order in which these factors appear should not be construed to indicate their relative importance or priority. We caution that these factors may not be exhaustive; accordingly, any forward-looking statements contained herein should not be relied upon as a prediction of actual results. Investors should carefully consider these and other relevant factors, including those risk factors in Part I, Item 1A, (“Risk Factors”) in the Company’s most recent Form 10-K and Part II, Item 1A (“Risk Factors”) in the Company’s most recent Form 10-Q, should understand it is impossible to predict or identify all such factors or risks, should not consider the foregoing list, or the risks identified in the Company’s SEC filings, to be a complete discussion of all potential risks or uncertainties, and should not place undue reliance on forward-looking information. The Company assumes no obligation to update or revise any forward-looking information, except as required by applicable law.

    Investor Contact:
    Tom Colton and Alec Wilson
    Gateway Group, Inc.
    949-574-3860
    BYRN@gateway-grp.com

    -Financial Tables to Follow-

    BYRNA TECHNOLOGIES INC.
    Condensed Consolidated Statements of Operations and Comprehensive Income (Loss)
    (Amounts in thousands except share and per share data)
    (Unaudited)    		  
                       
        For the Three Months Ended   For the Twelve Months Ended  
        November 30,   November 30,  
          2024       2023       2024       2023    
    Net revenue   $ 27,979     $ 15,640     $ 85,756     $ 42,644    
    Cost of goods sold     10,417       6,596       32,984       18,997    
    Gross profit     17,561       9,044       52,772       23,647    
    Operating expenses     13,468       9,729       46,101       31,437    
    INCOME (LOSS) FROM OPERATIONS     4,094       (684 )     6,671       (7,790 )  
    OTHER INCOME (EXPENSE)                  
    Foreign currency transaction loss     (195 )     (32 )     (576 )     (270 )  
    Interest income     141       168       1,024       693    
    Loss from joint venture     –       22       (42 )     (603 )  
    Other income (expense)     1       27       7       (57 )  
    INCOME (LOSS) BEFORE INCOME TAXES     4,040       (499 )     7,084       (8,027 )  
    Income tax benefit     5,634       (330 )     5,708       165    
    NET INCOME (LOSS)   $ 9,674     $ (829 )   $ 12,792     $ (8,192 )  
                       
    Foreign currency translation adjustment for the period     (133 )     205       342       (436 )  
    Unrealized gain (loss) on marketable securities     65       –       65       –    
    COMPREHENSIVE INCOME (LOSS)   $ 9,606     $ (624 )   $ 13,199     $ (8,628 )  
                       
    Basic net income (loss) per share   $ 0.43     $ (0.04 )   $ 0.57     $ (0.37 )  
    Diluted net income (loss) per share   $ 0.41     $ (0.04 )   $ 0.55     $ (0.37 )  
                       
    Weighted-average number of common shares outstanding – basic     22,514,644       21,991,313       22,504,938       21,919,624    
    Weighted-average number of common shares outstanding – diluted     23,754,328       21,991,313       23,139,549       21,919,624    
                       
    BYRNA TECHNOLOGIES INC.
    Condensed Consolidated Balance Sheets
    (Amounts in thousands, except share and per share data)
               
        November 30,  
          2024       2023    
    ASSETS          
    CURRENT ASSETS          
    Cash and cash equivalents   $ 16,829     $ 20,498    
    Accounts receivable, net     2,630       2,945    
    Marketable Securities     8,904       —    
    Inventory, net     19,972       13,890    
    Prepaid expenses and other current assets     2,623       868    
    Total current assets     50,958       38,201    
               
    Deposits for equipment     2,665       1,163    
    Right-of-use-asset, net     2,452       1,805    
    Property and equipment, net     3,408       3,803    
    Intangible assets, net     3,337       3,583    
    Goodwill     2,258       2,258    
    Loan to joint venture   —     1,473    
    Deferred tax asset     5,837        
    Other assets     1,007       28    
    TOTAL ASSETS   $ 71,922     $ 52,314    
    LIABILITIES          
    CURRENT LIABILITIES          
    Accounts payable and accrued liabilities   $ 13,108     $ 6,158    
    Operating lease liabilities, current     539       644    
    Deferred revenue     1,791       1,844    
    Line of credit     —       —    
    Notes payable, current     —       —    
    Total current liabilities     15,438       8,646    
               
    Notes payable, non-current          
    Deferred revenue, non-current     17       91    
    Operating lease liabilities, non-current     2,098       1,258    
    Total Liabilities     17,553       9,995    
               
    COMMITMENTS AND CONTINGENCIES (NOTE 19)          
               
    Preferred stock, $0.001 par value, 5,000,000 shares authorized, no shares issued     —       —    
    Common stock, $0.001 par value, 50,000,000 shares authorized. 24,168,014 shares
    issued and 22,002,027 outstanding as of November 30, 2024 and, 24,018,612 shares issued and 21,852,625
    outstanding as of November 30, 2023    		     24       24    
    Additional paid-in capital     133,030       130,426    
    Treasury stock (2,165,987 shares purchased as of November 30, 2024 and 2023)     (21,253 )     (17,500 )  
    Accumulated deficit     (56,783 )     (69,575 )  
    Accumulated other comprehensive loss     (649 )     (1,056 )  
               
    Total Stockholders’ Equity     54,369       42,319    
               
    TOTAL LIABILITIES AND STOCKHOLDERS’ EQUITY   $ 71,922     $ 52,314    
               

    Non-GAAP Financial Measures

    In addition to providing financial measurements based on generally accepted accounting principles in the United States (GAAP), we provide an additional financial metric that is not prepared in accordance with GAAP (non-GAAP) with presenting non-GAAP adjusted EBITDA. Management uses this non-GAAP financial measure, in addition to GAAP financial measures, to understand and compare operating results across accounting periods, for financial and operational decision making, for planning and forecasting purposes and to evaluate our financial performance. We believe that this non-GAAP financial measure helps us to identify underlying trends in our business that could otherwise be masked by the effect of certain expenses that we exclude in the calculations of the non-GAAP financial measure.

    Accordingly, we believe that this non-GAAP financial measure reflects our ongoing business in a manner that allows for meaningful comparisons and analysis of trends in the business and provides useful information to investors and others in understanding and evaluating our operating results, enhancing the overall understanding of our past performance and future prospects.

    This non-GAAP financial measure does not replace the presentation of our GAAP financial results and should only be used as a supplement to, not as a substitute for, our financial results presented in accordance with GAAP. There are limitations in the use of non-GAAP measures, because they do not include all the expenses that must be included under GAAP and because they involve the exercise of judgment concerning exclusions of items from the comparable non-GAAP financial measure. In addition, other companies may use other non-GAAP measures to evaluate their performance, or may calculate non-GAAP measures differently, all of which could reduce the usefulness of our non-GAAP financial measure as a tool for comparison.         

    Adjusted EBITDA

    Adjusted EBITDA is defined as net (loss) income as reported in our condensed consolidated statements of operations and comprehensive (loss) income excluding the impact of (I) depreciation and amortization; (ii) income tax provision (benefit); (iii) interest income (expense); (iv) stock-based compensation expense, (v) impairment loss, and (vi) one time, non-recurring other expenses or income. Our Adjusted EBITDA measure eliminates potential differences in performance caused by variations in capital structures (affecting finance costs), tax positions, the cost and age of tangible assets (affecting relative depreciation expense) and the extent to which intangible assets are identifiable (affecting relative amortization expense). We also exclude certain one-time and non-cash costs. Reconciliation of Adjusted EBITDA to net (loss) income, the most directly comparable GAAP measure, is as follows (in thousands):

          For the Three Months Ended   For the Twelve Months Ended  
          November 30,   November 30,  
            2024       2023       2024       2023    
    Net Income (Loss)   $ 9,673     $ (829 )   $ 12,792     $ (8,192 )  
                         
    Adjustments:                  
      Interest income     (141 )     (168 )     (1,024 )     (693 )  
      Income tax benefit     (5,634 )     330       (5,708 )     165    
      Depreciation and amortization     378       341       1,491       1,262    
    Non-GAAP EBITDA   $ 4,276     $ (326 )   $ 7,551     $ (7,458 )  
                         
    Stock-based compensation expense     788       686       3,403       5,375    
    Severance/Separation/Officer recruiting     93       30       524       82    
    Non-GAAP adjusted EBITDA   $ 5,157     $ 390     $ 11,478     $ (2,001 )  
                         

    1 See non-GAAP financial measures at the end of this press release for a reconciliation and a discussion of non-GAAP financial measures.

    The MIL Network –

  • MIL-OSI USA: Sowing the Seeds of Change in Danbury Schools

    Source: US State of Connecticut

    Gardens welcome students, employees, and visitors at all of Danbury’s schools, thanks to Anne Mead, the director of family, school, and community partnerships for Danbury Public Schools, and the many people and organizations she works with on the school garden initiatives. Her role includes working with partners and developing strategies for families to engage with the schools.

    Mead ’06 (BGS) has a master’s and doctoral degree in educational and organizational systems and the Danbury Schools recruited her to lead the partnerships initiatives in 2008.

    Mead is a UConn Extension Master Gardener volunteer and collaborates with this program and UConn Extension’s Expanded Food and Nutrition Education Program (EFNEP) in her work with Danbury Schools.

    “I came into the district with a farm and garden approach to schools, and we have gardens at many schools now. We have a Farm to School Institute team and are implementing the 3C’s classroom, curriculum, and cafeteria,” she says.

    Students have opportunities for experiential learning through the gardens, including planting, watering, and caring for the plants. This fosters their education, and nutrition awareness as they harvest produce from the garden and help prepare healthy meals.

    Mead’s Extension involvement began as a child, growing up in Redding. Her mother was an avid gardener and healthy cook; a 4-H leader, as well as a cookbook committee member. Mead always loved gardening because of this early introduction. She and her husband live in Danbury and have extensive gardens on their property as well.

    During the pandemic, Mead enrolled in UConn Extension’s Master Gardener Program and earned her certification.

    “The Master Gardeners brought my horticultural understanding to a different level intellectually because of the amount of knowledge you walk away with; you understand the whys, permaculture, and wind patterns.” She also recently became an Advanced Master Gardener.

    In addition to the skills and knowledge she has gained, Mead also appreciates the community connections Extension programming provides. She helps families who visit the Master Gardeners at the farmers market, providing resources and recommendations on types of vegetables to grow and scaling up their garden each year. She continues volunteering with the program and helping people with gardening and food choices, in addition to her role with the schools.

    “I encourage everyone to visit an Extension location; there is one in every county,” Mead says. “Talk to the program coordinator and graduates, spend some time volunteering with the Master Gardeners or sit in on a class. Look at the projects in your community. Becoming a Master Gardener is one way to become informed and spend time in your community.”

    Mead’s building in the Danbury School System is connected to the elementary school building, and this year, she received a grant from the Connecticut Master Gardener Association to add a pollinator garden for butterflies and insects on their playscape. She also serves on the district’s health and wellness committee, and they are developing healthier snacks, cutting down on highly processed, sugar-laden foods, and adding more fresh fruits and vegetables to the menus. The 3- to 5-year-olds participate in making the meals and then filling their plates.

    “Anne Mead is a dynamic partner. She brings in-depth knowledge about greater Danbury and coupled with her knowledge of public education, especially understanding the needs of area students and their families, exemplifies how Extension increases its reach even further as we support and help grow these important initiatives,” Bonnie Burr, the assistant director of UConn Extension says.

    One of her next projects will be helping bring a Green Academy to Danbury High School’s Wall to Wall Academy. This will include gardening aspects and career pathways, and she’s excited to incorporate her horticultural knowledge and Master Gardener experiences in this new initiative.

    The gardening and nutrition projects are one aspect of Mead’s work with Danbury Public Schools, but the impact is far-reaching.

    “We hope to see much better nutrition,” Mead shares. “Gardening with the students is a time without a lot of competition and very little technology, they can be themselves in the garden. The parents are participating too, and it’s building a sense of community with the youth and families.”

    Follow UConn CAHNR on social media

    MIL OSI USA News –

  • MIL-OSI Security: Coast Guard medevacs snorkeler in distress in Atlantic Ocean waters north of Dominican Republic

    Source: United States Coast Guard

     

    02/07/2025 07:04 AM EST

    A Coast Guard Air Station Borinquen MH-60T Jayhawk helicopter aircrew conducted a medevac for a snorkeler from the motor vessel Sea Hunter in Atlantic Ocean waters, approximately 70 nautical miles north of Punta Cana, Dominican Republic, Wednesday.  The snorkeler was a 70-year-old man, U.S. citizen, who experienced a near drowning event while snorkeling off the motor vessel Sea Hunter. “This mission presented a significant challenge, as time was of the essence and required meticulous planning of fuel, communications, and extensive coordination between Sector San Juan and the Sea Hunter crew,” said Lt. William Boardman, Coast Guard MH-60T Jayhawk aircraft commander for the case.   “Our team worked efficiently on scene to ensure a safe return to Puerto Rico. The patient was successfully transferred to Emergency Medical Service personnel and transported to a higher level of care. A huge thank you to everyone involved.”

    For more breaking news follow us on Twitter and Facebook.

    MIL Security OSI –

  • MIL-OSI: Plains All American Reports Fourth-Quarter and Full-Year 2024 Results; Provides Update on Efficient Growth Initiatives and Announces 2025 Guidance

    Source: GlobeNewswire (MIL-OSI)

    HOUSTON, Feb. 07, 2025 (GLOBE NEWSWIRE) — Plains All American Pipeline, L.P. (Nasdaq: PAA) and Plains GP Holdings (Nasdaq: PAGP) today reported fourth-quarter and full-year 2024 results, announced 2025 guidance and provided the following highlights:

    2024 Results

    • Fourth-quarter and full-year 2024 Net income attributable to PAA of $36 million and $772 million, respectively, and 2024 Net cash provided by operating activities of $726 million and $2.49 billion, respectively
    • Delivered strong fourth-quarter and full-year 2024 Adjusted EBITDA attributable to PAA above the top-end of guidance with $729 million and $2.78 billion, respectively
    • Generated full-year 2024 Adjusted Free Cash Flow (excluding changes in Assets & Liabilities; including impact from legal settlements) of $1.17 billion and exited the year with leverage at 3.0x
    • Net income for the quarter includes the impact of a $225 million charge resulting from the write-off of a receivable for Line 901 insurance proceeds and $140 million of non-cash charges related to the write-down of two U.S. NGL terminals

    Efficient Growth Initiatives

    • Closed all three previously announced bolt-on acquisitions for approximately $670 million net to PAA, including the acquisition of Ironwood Midstream Energy
    • Closed on previously announced purchase of approximately 12.7 million units, or 18%, of its Series A Preferred Units for a purchase price of approximately $330 million
    • Continue pursuing a long runway of synergistic and strong return bolt-on opportunities across the asset footprint

    2025 Outlook

    • Expect full-year 2025 Adjusted EBITDA attributable to PAA of $2.80 – $2.95 billion
    • Announced distribution increase of $0.25 per unit payable February 14, 2025, representing a 20% aggregate increase in the annualized distribution versus 2024 levels (new annual distribution of $1.52 per unit)
    • In January, successfully raised $1 billion in aggregate senior unsecured notes at 5.95% due 2035
    • Anticipate leverage ratio to be at or below the low-end of leverage target range of 3.25x to 3.75x, continuing to provide significant balance sheet optionality and flexibility
    • Expect to generate approximately $1.15 billion of Adjusted Free Cash Flow (excluding changes in Assets & Liabilities), which is reduced by approximately $580 million for previously announced bolt-on transactions closed in the first quarter
    • Remain focused on disciplined capital investments, anticipating full-year 2025 Growth Capital of +/- $400 million and Maintenance Capital of +/- $240 million net to PAA

    “We continue delivering strong financial and operating results and increasing return of capital to unitholders. As evidenced by our recently announced acquisitions, we have the ability to leverage our integrated asset base and financial strength to drive accretive transactions and deliver value to our customers and unitholders,” said Plains Chairman and CEO Willie Chiang. “We remain confident entering 2025, with strong operational momentum and focus on executing our efficient growth strategy. Our strong performance and positive outlook combined with the contribution from recent bolt-on acquisitions continues driving meaningful cash flow and underpins increasing returns to unitholders all while maintaining capital discipline and financial flexibility.”

    Plains All American Pipeline

    Summary Financial Information (unaudited)
    (in millions, except per unit data)

        Three Months Ended
    December 31,    		   %     Twelve Months Ended
    December 31,    		   %
    GAAP Results   2024   2023
    		   Change     2024
    		   2023
    		   Change
    Net income attributable to PAA   $ 36     $ 312       (88 )%     $ 772     $ 1,230       (37 )%
    Diluted net income/(loss) per common unit   $ (0.04 )   $ 0.35       (111 )%     $ 0.73     $ 1.40       (48 )%
    Diluted weighted average common units outstanding     704       701       — %       702       699       — %
    Net cash provided by operating activities   $ 726     $ 1,011       (28 )%     $ 2,490     $ 2,727       (9 )%
    Distribution per common unit declared for the period   $ 0.3800     $ 0.3175       20 %     $ 1.3325     $ 1.1200       19 %
                                                       
        Three Months Ended
    December 31,    		   %     Twelve Months Ended
    December 31,    		   %
    Non-GAAP Results (1)   2024   2023
    		   Change     2024
    		   2023
    		   Change
    Adjusted net income attributable to PAA   $ 357     $ 355       1 %     $ 1,318     $ 1,250       5 %
    Diluted adjusted net income per common unit   $ 0.42     $ 0.42       — %     $ 1.51     $ 1.42       6 %
    Adjusted EBITDA   $ 867     $ 875       (1 )%     $ 3,326     $ 3,167       5 %
    Adjusted EBITDA attributable to PAA (2)   $ 729     $ 737       (1 )%     $ 2,779     $ 2,711       3 %
    Implied DCF per common unit and common unit equivalent   $ 0.64     $ 0.68       (6 )%     $ 2.49     $ 2.46       1 %
    Adjusted Free Cash Flow   $ 365     $ 710     **     $ 1,247     $ 1,798       (31 )%
    Adjusted Free Cash Flow after Distributions   $ 79     $ 458     **     $ 102     $ 809       (87 )%
    Adjusted Free Cash Flow (Excluding Changes in Assets & Liabilities) (3)   $ 134     $ 402       **     $ 1,173     $ 1,604       (27 )%
    Adjusted Free Cash Flow after Distributions (Excluding Changes in Assets & Liabilities) (3)   $ (152 )   $ 150     **     $ 28     $ 615       (95 )%
         
    ** Indicates that variance as a percentage is not meaningful.
    (1) See the section of this release entitled “Non-GAAP Financial Measures and Selected Items Impacting Comparability” and the tables attached hereto for information regarding our Non-GAAP financial measures, including their reconciliation to the most directly comparable measures as reported in accordance with GAAP, and certain selected items that PAA believes impact comparability of financial results between reporting periods.
    (2) Excludes amounts attributable to noncontrolling interests in the Plains Oryx Permian Basin LLC joint venture, Cactus II Pipeline LLC and Red River Pipeline LLC.
    (3) Fourth-quarter and full-year 2024 Adjusted Free Cash Flow (Excluding Changes in Assets & Liabilities) includes the negative impact of a $225 million charge resulting from the write-off of a receivable for Line 901 insurance proceeds.
         

    Summary of Selected Financial Data by Segment (unaudited)
    (in millions)

      Segment Adjusted EBITDA
      Crude Oil   NGL
    Three Months Ended December 31, 2024 $ 569     $ 154  
    Three Months Ended December 31, 2023 $ 563     $ 169  
    Percentage change in Segment Adjusted EBITDA versus 2023 period 1 %   (9 )%
               
      Segment Adjusted EBITDA
      Crude Oil   NGL
    Twelve Months Ended December 31, 2024 $ 2,276     $ 480  
    Twelve Months Ended December 31, 2023 $ 2,163     $ 522  
    Percentage change in Segment Adjusted EBITDA versus 2023 period 5 %   (8 )%
               

    Fourth-quarter 2024 Crude Oil Segment Adjusted EBITDA increased 1% versus comparable 2023 results primarily due to higher tariff volumes on our pipelines, tariff escalations and contributions from acquisitions. These items were partially offset by fewer market-based opportunities, as well as an increase in estimated costs for long-term environmental remediation obligations.

    Fourth-quarter 2024 NGL Segment Adjusted EBITDA decreased 9% versus comparable 2023 results primarily due to lower weighted average frac spreads in the fourth quarter of 2024.

    Plains GP Holdings

    PAGP owns an indirect non-economic controlling interest in PAA’s general partner and an indirect limited partner interest in PAA. As the control entity of PAA, PAGP consolidates PAA’s results into its financial statements, which is reflected in the condensed consolidating balance sheet and income statement tables attached hereto.

    Conference Call and Webcast Instructions

    PAA and PAGP will hold a joint conference call at 9:00 a.m. CT on Friday, February 7, 2025 to discuss fourth-quarter performance and related items.

    To access the internet webcast, please go to https://edge.media-server.com/mmc/p/xp2zqt6q/.

    Alternatively, the webcast can be accessed on our website at https://ir.plains.com/news-events/events-presentations. Following the live webcast, an audio replay will be available on our website and will be accessible for a period of 365 days. Slides will be posted prior to the call at the above referenced website.

    Non-GAAP Financial Measures and Selected Items Impacting Comparability

    To supplement our financial information presented in accordance with GAAP, management uses additional measures known as “non-GAAP financial measures” in its evaluation of past performance and prospects for the future and to assess the amount of cash that is available for distributions, debt repayments, common equity repurchases and other general partnership purposes. The primary additional measures used by management are Adjusted EBITDA, Adjusted EBITDA attributable to PAA, Implied Distributable Cash Flow (“DCF”), Adjusted Free Cash Flow and Adjusted Free Cash Flow after Distributions.

    Our definition and calculation of certain non-GAAP financial measures may not be comparable to similarly-titled measures of other companies. Adjusted EBITDA, Adjusted EBITDA attributable to PAA, Implied DCF and certain other non-GAAP financial performance measures are reconciled to Net Income, and Adjusted Free Cash Flow, Adjusted Free Cash Flow after Distributions and certain other non-GAAP financial liquidity measures are reconciled to Net Cash Provided by Operating Activities (the most directly comparable measures as reported in accordance with GAAP) for the historical periods presented in the tables attached to this release, and should be viewed in addition to, and not in lieu of, our Consolidated Financial Statements and accompanying notes. In addition, we encourage you to visit our website at www.plains.com (in particular the section under “Financial Information” entitled “Non-GAAP Reconciliations” within the Investor Relations tab), which presents a reconciliation of our commonly used non-GAAP and supplemental financial measures. We do not reconcile non-GAAP financial measures on a forward-looking basis as it is impractical to do so without unreasonable effort.

    Non-GAAP Financial Performance Measures

    Adjusted EBITDA is defined as earnings before (i) interest expense, (ii) income tax (expense)/benefit, (iii) depreciation and amortization (including our proportionate share of depreciation and amortization, including write-downs related to cancelled projects and impairments, of unconsolidated entities), (iv) gains and losses on asset sales, asset impairments and other, net, (v) gains and losses on investments in unconsolidated entities and (vi) interest income on promissory notes by and among PAA and certain Plains entities, and (vii) adjusted for certain selected items impacting comparability. Adjusted EBITDA attributable to PAA excludes the portion of Adjusted EBITDA that is attributable to noncontrolling interests.

    Management believes that the presentation of Adjusted EBITDA, Adjusted EBITDA attributable to PAA and Implied DCF provides useful information to investors regarding our performance and results of operations because these measures, when used to supplement related GAAP financial measures, (i) provide additional information about our core operating performance and ability to fund distributions to our unitholders through cash generated by our operations and (ii) provide investors with the same financial analytical framework upon which management bases financial, operational, compensation and planning/budgeting decisions. We also present these and additional non-GAAP financial measures, including adjusted net income attributable to PAA and basic and diluted adjusted net income per common unit, as they are measures that investors, rating agencies and debt holders have indicated are useful in assessing us and our results of operations. These non-GAAP financial performance measures may exclude, for example, (i) charges for obligations that are expected to be settled with the issuance of equity instruments, (ii) gains and losses on derivative instruments that are related to underlying activities in another period (or the reversal of such adjustments from a prior period), gains and losses on derivatives that are either related to investing activities (such as the purchase of linefill) or purchases of long-term inventory, and inventory valuation adjustments, as applicable, (iii) long-term inventory costing adjustments, (iv) items that are not indicative of our core operating results and/or (v) other items that we believe should be excluded in understanding our core operating performance. These measures may be further adjusted to include amounts related to deficiencies associated with minimum volume commitments whereby we have billed the counterparties for their deficiency obligation and such amounts are recognized as deferred revenue in “Other current liabilities” in our Consolidated Financial Statements. We also adjust for amounts billed by our equity method investees related to deficiencies under minimum volume commitments. Such amounts are presented net of applicable amounts subsequently recognized into revenue. Furthermore, the calculation of these measures contemplates tax effects as a separate reconciling item, where applicable. We have defined all such items as “selected items impacting comparability.” Due to the nature of the selected items, certain selected items impacting comparability may impact certain non-GAAP financial measures, referred to as adjusted results, but not impact other non-GAAP financial measures. We do not necessarily consider all of our selected items impacting comparability to be non-recurring, infrequent or unusual, but we believe that an understanding of these selected items impacting comparability is material to the evaluation of our operating results and prospects.

    Although we present selected items impacting comparability that management considers in evaluating our performance, you should also be aware that the items presented do not represent all items that affect comparability between the periods presented. Variations in our operating results are also caused by changes in volumes, prices, exchange rates, mechanical interruptions, acquisitions, divestitures, investment capital projects and numerous other factors. These types of variations may not be separately identified in this release, but will be discussed, as applicable, in management’s discussion and analysis of operating results in our Annual Report on Form 10-K.

    Non-GAAP Financial Liquidity Measures

    Management uses the non-GAAP financial liquidity measures Adjusted Free Cash Flow and Adjusted Free Cash Flow after Distributions to assess the amount of cash that is available for distributions, debt repayments, common equity repurchases and other general partnership purposes. Adjusted Free Cash Flow is defined as Net Cash Provided by Operating Activities, less Net Cash Provided by/(Used in) Investing Activities, which primarily includes acquisition, investment and maintenance capital expenditures, investments in unconsolidated entities and the impact from the purchase and sale of linefill, net of proceeds from the sales of assets and further impacted by distributions to and contributions from noncontrolling interests and proceeds from the issuance of related party notes. Adjusted Free Cash Flow is further reduced by cash distributions paid to our preferred and common unitholders to arrive at Adjusted Free Cash Flow after Distributions.

    We also present these measures and additional non-GAAP financial liquidity measures as they are measures that investors have indicated are useful. We present the Adjusted Free Cash Flow (Excluding Changes in Assets & Liabilities) for use in assessing our underlying business liquidity and cash flow generating capacity excluding fluctuations caused by timing of when amounts earned or incurred were collected, received or paid from period to period. Adjusted Free Cash Flow (Excluding Changes in Assets & Liabilities) is defined as Adjusted Free Cash Flow excluding the impact of “Changes in assets and liabilities, net of acquisitions” on our Condensed Consolidated Statements of Cash Flows. Adjusted Free Cash Flow (Excluding Changes in Assets & Liabilities) is further reduced by cash distributions paid to our preferred and common unitholders to arrive at Adjusted Free Cash Flow after Distributions (Excluding Changes in Assets & Liabilities).

           
    PLAINS ALL AMERICAN PIPELINE, L.P. AND SUBSIDIARIES
    FINANCIAL SUMMARY (unaudited)
    CONDENSED CONSOLIDATED STATEMENTS OF OPERATIONS
    (in millions, except per unit data)
           
      Three Months Ended
    December 31,    		   Twelve Months Ended
    December 31,
      2024   2023   2024   2023
    REVENUES $ 12,402     $ 12,698     $ 50,073     $ 48,712  
                   
    COSTS AND EXPENSES              
    Purchases and related costs   11,227       11,558       45,560       44,531  
    Field operating costs (1)   578       363       1,768       1,425  
    General and administrative expenses   93       87       381       350  
    Depreciation and amortization   258       273       1,026       1,048  
    (Gains)/losses on asset sales, asset impairments and other, net   159       (9 )     160       (152 )
    Total costs and expenses   12,315       12,272       48,895       47,202  
                   
    OPERATING INCOME   87       426       1,178       1,510  
                   
    OTHER INCOME/(EXPENSE)              
    Equity earnings in unconsolidated entities   154       92       452       369  
    Gain on investments in unconsolidated entities, net   15       —       15       28  
    Interest expense, net (2)   (112 )     (97 )     (430 )     (386 )
    Other income, net (2)   20       17       65       102  
                   
    INCOME BEFORE TAX   164       438       1,280       1,623  
    Current income tax expense (3)   (52 )     (41 )     (195 )     (145 )
    Deferred income tax benefit   7       2       28       24  
                   
    NET INCOME   119       399       1,113       1,502  
    Net income attributable to noncontrolling interests   (83 )     (87 )     (341 )     (272 )
    NET INCOME ATTRIBUTABLE TO PAA $ 36     $ 312     $ 772     $ 1,230  
                   
    NET INCOME/(LOSS) PER COMMON UNIT:              
    Net income/(loss) allocated to common unitholders — Basic and Diluted $ (27 )   $ 248     $ 514     $ 976  
    Basic and diluted weighted average common units outstanding   704       701       702       699  
    Basic and diluted net income/(loss) per common unit $ (0.04 )   $ 0.35     $ 0.73     $ 1.40  
         
    (1) Field operating costs include $225 million and $345 million for the three and twelve months ended December 31, 2024, respectively, resulting from adjustments related to the Line 901 incident that occurred in May 2015, including the write-off of a receivable for Line 901 insurance proceeds in the fourth quarter of 2024 and settlements in the third quarter of 2024.
    (2) PAA and certain Plains entities have issued promissory notes by and among such entities to facilitate financing. “Interest expense, net” and “Other income, net” each include $17 million and $48 million for the three and twelve months ended December 31, 2024, respectively, related to interest on such notes. These amounts offset and do not impact Net Income or Non-GAAP metrics such as Adjusted EBITDA, Implied DCF and Adjusted Free Cash Flow.
    (3) The increase in current income tax expense for the 2024 periods was largely associated with Canadian withholding tax on dividends from our Canadian entities to other Plains entities driven by timing of dividend payments.
         
    PLAINS ALL AMERICAN PIPELINE, L.P. AND SUBSIDIARIES
    FINANCIAL SUMMARY (unaudited)
    CONDENSED CONSOLIDATED BALANCE SHEET DATA
    (in millions)
           
      December 31,
    2024    		   December 31,
    2023
    ASSETS      
    Current assets (including Cash and cash equivalents of $348 and $450, respectively) $ 4,802     $ 4,913  
    Property and equipment, net   15,424       15,782  
    Investments in unconsolidated entities   2,811       2,820  
    Intangible assets, net   1,677       1,875  
    Linefill   968       976  
    Long-term operating lease right-of-use assets, net   332       313  
    Long-term inventory   280       265  
    Other long-term assets, net   268       411  
    Total assets $ 26,562     $ 27,355  
           
    LIABILITIES AND PARTNERS’ CAPITAL      
    Current liabilities $ 4,950     $ 5,003  
    Senior notes, net   7,141       7,242  
    Other long-term debt, net   72       63  
    Long-term operating lease liabilities   313       274  
    Other long-term liabilities and deferred credits   990       1,041  
    Total liabilities   13,466       13,623  
           
    Partners’ capital excluding noncontrolling interests   9,813       10,422  
    Noncontrolling interests   3,283       3,310  
    Total partners’ capital   13,096       13,732  
    Total liabilities and partners’ capital $ 26,562     $ 27,355  
                   

    DEBT CAPITALIZATION RATIOS
    (in millions)

      December 31,
    2024    		   December 31,
    2023
    Short-term debt $ 408     $ 446  
    Long-term debt   7,213       7,305  
    Total debt $ 7,621     $ 7,751  
           
    Long-term debt $ 7,213     $ 7,305  
    Partners’ capital excluding noncontrolling interests   9,813       10,422  
    Total book capitalization excluding noncontrolling interests (“Total book capitalization”) $ 17,026     $ 17,727  
    Total book capitalization, including short-term debt $ 17,434     $ 18,173  
           
    Long-term debt-to-total book capitalization   42 %     41 %
    Total debt-to-total book capitalization, including short-term debt   44 %     43 %
                   
    PLAINS ALL AMERICAN PIPELINE, L.P. AND SUBSIDIARIES
    FINANCIAL SUMMARY (unaudited)
    COMPUTATION OF BASIC AND DILUTED NET INCOME/(LOSS) PER COMMON UNIT (1)
    (in millions, except per unit data)
           
      Three Months Ended
    December 31,    		   Twelve Months Ended
    December 31,
      2024   2023   2024   2023
    Basic and Diluted Net Income/(Loss) per Common Unit              
    Net income attributable to PAA $ 36     $ 312     $ 772     $ 1,230  
    Distributions to Series A preferred unitholders   (44 )     (44 )     (175 )     (173 )
    Distributions to Series B preferred unitholders   (19 )     (20 )     (78 )     (76 )
    Amounts allocated to participating securities   (1 )     (1 )     (10 )     (10 )
    Other   1       1       5       5  
    Net income/(loss) allocated to common unitholders $ (27 )   $ 248     $ 514     $ 976  
                   
    Basic and diluted weighted average common units outstanding (2) (3)   704       701       702       699  
                   
    Basic and diluted net income/(loss) per common unit $ (0.04 )   $ 0.35     $ 0.73     $ 1.40  
         
    (1) We calculate net income/(loss) allocated to common unitholders based on the distributions pertaining to the current period’s net income. After adjusting for the appropriate period’s distributions, the remaining undistributed earnings or excess distributions over earnings, if any, are allocated to common unitholders and participating securities in accordance with the contractual terms of our partnership agreement in effect for the period and as further prescribed under the two-class method.
    (2) The possible conversion of our Series A preferred units was excluded from the calculation of diluted net income/(loss) per common unit for each of the three and twelve months ended December 31, 2024 and 2023 as the effect was antidilutive.
    (3) Our equity-indexed compensation plan awards that contemplate the issuance of common units are considered potentially dilutive unless (i) they become vested only upon the satisfaction of a performance condition and (ii) that performance condition has yet to be satisfied. Equity-indexed compensation plan awards that are deemed to be dilutive are reduced by a hypothetical common unit repurchase based on the remaining unamortized fair value, as prescribed by the treasury stock method in guidance issued by the FASB.
         
    PLAINS ALL AMERICAN PIPELINE, L.P. AND SUBSIDIARIES
    FINANCIAL SUMMARY (unaudited)
    CONDENSED CONSOLIDATED CASH FLOW DATA
    (in millions)
       
      Twelve Months Ended
    December 31, 2024
      2024   2023
    CASH FLOWS FROM OPERATING ACTIVITIES      
    Net income $ 1,113     $ 1,502  
    Reconciliation of net income to net cash provided by operating activities:      
    Depreciation and amortization   1,026       1,048  
    (Gains)/losses on asset sales, asset impairments and other, net   160       (152 )
    Deferred income tax benefit   (28 )     (24 )
    Change in fair value of Preferred Distribution Rate Reset Option   —       (58 )
    Equity earnings in unconsolidated entities   (452 )     (369 )
    Distributions on earnings from unconsolidated entities   505       458  
    Gain on investments in unconsolidated entities, net   (15 )     (28 )
    Other   107       156  
    Changes in assets and liabilities, net of acquisitions   74       194  
    Net cash provided by operating activities   2,490       2,727  
           
    CASH FLOWS FROM INVESTING ACTIVITIES      
    Net cash used in investing activities (1)   (1,504 )     (702 )
           
    CASH FLOWS FROM FINANCING ACTIVITIES      
    Net cash used in financing activities (1)   (1,077 )     (1,976 )
           
    Effect of translation adjustment   (11 )     —  
           
    Net increase/(decrease) in cash and cash equivalents and restricted cash   (102 )     49  
           
    Cash and cash equivalents and restricted cash, beginning of period   450       401  
    Cash and cash equivalents and restricted cash, end of period $ 348     $ 450  
         
    (1)  PAA and certain Plains entities have issued promissory notes by and among such entities to facilitate financing. For the twelve months ended December 31, 2024, “Net cash used in investing activities” includes a cash outflow of $629 million associated with our investment in related party notes. An equal and offsetting cash inflow associated with our issuance of related party notes is included in “Net cash used in financing activities.”
         

    CAPITAL EXPENDITURES
    (in millions)

      Net to PAA (1)   Consolidated
      Three Months Ended
    December 31,    		   Twelve Months Ended
    December 31,    		   Three Months Ended
    December 31,    		   Twelve Months Ended
    December 31,
      2024
    		   2023
    		   2024
    		   2023
    		   2024
    		   2023
    		   2024
    		   2023
    Investment capital expenditures:                              
    Crude Oil $ 55     $ 75     $ 214     $ 245     $ 80     $ 100     $ 300     $ 334  
    NGL   41       14       115       65       41       14       115       65  
    Total Investment capital expenditures   96       89       329       310       121       114       415       399  
    Maintenance capital expenditures   68       58       242       214       73       63       261       231  
      $ 164     $ 147     $ 571     $ 524     $ 194     $ 177     $ 676     $ 630  
         
    (1)  Excludes expenditures attributable to noncontrolling interests.
         
    PLAINS ALL AMERICAN PIPELINE, L.P. AND SUBSIDIARIES
    FINANCIAL SUMMARY (unaudited)
    NON-GAAP RECONCILIATIONS
    (in millions, except per unit and ratio data)
           
    Computation of Basic and Diluted Adjusted Net Income Per Common Unit (1):
           
      Three Months Ended
    December 31,    		   Twelve Months Ended
    December 31,
      2024   2023   2024   2023
    Basic and Diluted Adjusted Net Income per Common Unit              
    Net income attributable to PAA $ 36     $ 312     $ 772     $ 1,230  
    Selected items impacting comparability – Adjusted net income attributable to PAA (2)   321       43       546       20  
    Adjusted net income attributable to PAA $ 357     $ 355     $ 1,318     $ 1,250  
    Distributions to Series A preferred unitholders   (44 )     (44 )     (175 )     (173 )
    Distributions to Series B preferred unitholders   (19 )     (20 )     (78 )     (76 )
    Amounts allocated to participating securities   (1 )     (1 )     (11 )     (10 )
    Other   1       1       5       5  
    Adjusted net income allocated to common unitholders $ 294     $ 291     $ 1,059     $ 996  
                   
    Basic and diluted weighted average common units outstanding (3) (4)   704       701       702       699  
                   
    Basic and diluted adjusted net income per common unit $ 0.42     $ 0.42     $ 1.51     $ 1.42  
         
    (1) We calculate adjusted net income allocated to common unitholders based on the distributions pertaining to the current period’s net income. After adjusting for the appropriate period’s distributions, the remaining undistributed earnings or excess distributions over earnings, if any, are allocated to the common unitholders and participating securities in accordance with the contractual terms of our partnership agreement in effect for the period and as further prescribed under the two-class method.
    (2) See the “Selected Items Impacting Comparability” table for additional information.
    (3) The possible conversion of our Series A preferred units was excluded from the calculation of diluted adjusted net income per common unit for each of the three and twelve months ended December 31, 2024 and 2023 as the effect was antidilutive.
    (4) Our equity-indexed compensation plan awards that contemplate the issuance of common units are considered potentially dilutive unless (i) they become vested only upon the satisfaction of a performance condition and (ii) that performance condition has yet to be satisfied. Equity-indexed compensation plan awards that are deemed to be dilutive are reduced by a hypothetical common unit repurchase based on the remaining unamortized fair value, as prescribed by the treasury stock method in guidance issued by the FASB.
         

    Net Income/(Loss) Per Common Unit to Adjusted Net Income Per Common Unit Reconciliation:

      Three Months Ended
    December 31,    		   Twelve Months Ended
    December 31,
      2024   2023
    		   2024
    		   2023
    Basic and diluted net income/(loss) per common unit $ (0.04 )   $ 0.35     $ 0.73     $ 1.40  
    Selected items impacting comparability per common unit (1)   0.46       0.07       0.78       0.02  
    Basic and diluted adjusted net income per common unit $ 0.42     $ 0.42     $ 1.51     $ 1.42  
         
    (1)  See the “Selected Items Impacting Comparability” and the “Computation of Basic and Diluted Adjusted Net Income/(Loss) Per Common Unit” tables for additional information.
         
    PLAINS ALL AMERICAN PIPELINE, L.P. AND SUBSIDIARIES
    FINANCIAL SUMMARY (unaudited)
    Net Income to Adjusted EBITDA attributable to PAA and Implied DCF Reconciliation:
           
      Three Months Ended
    December 31,    		   Twelve Months Ended
    December 31,
      2024   2023   2024   2023
    Net Income $ 119     $ 399     $ 1,113     $ 1,502  
    Interest expense, net of certain items (1)   95       97       382       386  
    Income tax expense   45       39       167       121  
    Depreciation and amortization   258       273       1,026       1,048  
    (Gains)/losses on asset sales, asset impairments and other, net   159       (9 )     160       (152 )
    Gain on investments in unconsolidated entities, net   (15 )     —       (15 )     (28 )
    Depreciation and amortization of unconsolidated entities (2)   26       20       84       87  
    Selected items impacting comparability – Adjusted EBITDA (3)   180       56       409       203  
    Adjusted EBITDA $ 867     $ 875     $ 3,326     $ 3,167  
    Adjusted EBITDA attributable to noncontrolling interests   (138 )     (138 )     (547 )     (456 )
    Adjusted EBITDA attributable to PAA $ 729     $ 737     $ 2,779     $ 2,711  
                   
    Adjusted EBITDA $ 867     $ 875     $ 3,326     $ 3,167  
    Interest expense, net of certain non-cash items (4)   (92 )     (92 )     (365 )     (367 )
    Maintenance capital   (73 )     (63 )     (261 )     (231 )
    Investment capital of noncontrolling interests (5)   (24 )     (24 )     (86 )     (87 )
    Current income tax expense   (52 )     (41 )     (195 )     (145 )
    Distributions from unconsolidated entities in excess of/(less than) adjusted equity earnings (6)   —       (15 )     11       (37 )
    Distributions to noncontrolling interests (7)   (114 )     (97 )     (425 )     (333 )
    Implied DCF $ 512     $ 543     $ 2,005     $ 1,967  
    Preferred unit cash distributions paid (7)   (63 )     (64 )     (254 )     (241 )
    Implied DCF Available to Common Unitholders $ 449     $ 479     $ 1,751     $ 1,726  
                   
    Weighted Average Common Units Outstanding   704       701       702       699  
    Weighted Average Common Units and Common Unit Equivalents   775       772       773       770  
                   
    Implied DCF per Common Unit (8) $ 0.64     $ 0.68     $ 2.49     $ 2.47  
    Implied DCF per Common Unit and Common Unit Equivalent (9) $ 0.64     $ 0.68     $ 2.49     $ 2.46  
                   
    Cash Distribution Paid per Common Unit $ 0.3175     $ 0.2675     $ 1.2700     $ 1.0700  
    Common Unit Cash Distributions (7) $ 223     $ 188     $ 891     $ 748  
    Common Unit Distribution Coverage Ratio 2.01x   2.55x   1.97x   2.31x
                   
    Implied DCF Excess $ 226     $ 291     $ 860     $ 978  
         
    (1)  Represents “Interest expense, net” as reported on our Condensed Consolidated Statements of Operations, net of interest income associated with promissory notes by and among PAA and certain Plains entities.
    (2) Adjustment to exclude our proportionate share of depreciation and amortization expense (including write-downs related to cancelled projects and impairments) of unconsolidated entities.
    (3) See the “Selected Items Impacting Comparability” table for additional information.
    (4) Amount excludes certain non-cash items impacting interest expense such as amortization of debt issuance costs and terminated interest rate swaps.
    (5) Investment capital expenditures attributable to noncontrolling interests that reduce Implied DCF available to PAA common unitholders.
    (6)  Comprised of cash distributions received from unconsolidated entities less equity earnings in unconsolidated entities (adjusted for our proportionate share of depreciation and amortization, including write-downs related to cancelled projects and impairments, and selected items impacting comparability of unconsolidated entities).
    (7) Cash distributions paid during the period presented.
    (8) Implied DCF Available to Common Unitholders for the period divided by the weighted average common units outstanding for the period.
    (9) Implied DCF Available to Common Unitholders for the period, adjusted for Series A preferred unit cash distributions paid, divided by the weighted average common units and common unit equivalents outstanding for the period. Our Series A preferred units are convertible into common units, generally on a one-for-one basis and subject to customary anti-dilution adjustments, in whole or in part, subject to certain minimum conversion amounts.
         
    PLAINS ALL AMERICAN PIPELINE, L.P. AND SUBSIDIARIES
    FINANCIAL SUMMARY (unaudited)
    Net Income Per Common Unit to Implied DCF Per Common Unit and Common Unit Equivalent Reconciliation:
           
      Three Months Ended
    December 31,    		   Twelve Months Ended
    December 31,
      2024   2023
    		   2024
    		   2023
    Basic net income/(loss) per common unit $ (0.04 )   $ 0.35     $ 0.73     $ 1.40  
    Reconciling items per common unit (1) (2)   0.68       0.33       1.76       1.07  
    Implied DCF per common unit $ 0.64     $ 0.68     $ 2.49     $ 2.47  
                   
    Basic net income/(loss) per common unit $ (0.04 )   $ 0.35     $ 0.73     $ 1.40  
    Reconciling items per common unit and common unit equivalent (1) (3)   0.68       0.33       1.76       1.06  
    Implied DCF per common unit and common unit equivalent $ 0.64     $ 0.68     $ 2.49     $ 2.46  
         
    (1) Represents adjustments to Net Income to calculate Implied DCF Available to Common Unitholders. See the “Net Income to Adjusted EBITDA attributable to PAA and Implied DCF Reconciliation” table for additional information.
    (2) Based on weighted average common units outstanding for the period of 704 million, 701 million, 702 million and 699 million, respectively.
    (3) Based on weighted average common units outstanding for the period, as well as weighted average Series A preferred units outstanding of 71 million for each of the periods presented.
         
    PLAINS ALL AMERICAN PIPELINE, L.P. AND SUBSIDIARIES
    FINANCIAL SUMMARY (unaudited)
    Net Cash Provided by Operating Activities to Non-GAAP Financial Liquidity Measures Reconciliation:
           
      Three Months Ended
    December 31,    		   Twelve Months Ended
    December 31,
      2024   2023   2024   2023
    Net cash provided by operating activities $ 726     $ 1,011     $ 2,490     $ 2,727  
    Adjustments to reconcile Net cash provided by operating activities to Adjusted Free Cash Flow:              
    Net cash used in investing activities (1)   (264 )     (257 )     (1,504 )     (702 )
    Cash contributions from noncontrolling interests   17       53       57       106  
    Cash distributions paid to noncontrolling interests (2)   (114 )     (97 )     (425 )     (333 )
    Proceeds from the issuance of related party notes (1)   —       —       629       —  
    Adjusted Free Cash Flow (3) $ 365     $ 710     $ 1,247     $ 1,798  
    Cash distributions (4)   (286 )     (252 )     (1,145 )     (989 )
    Adjusted Free Cash Flow after Distributions (3)(5) $ 79     $ 458     $ 102     $ 809  
                   
      Three Months Ended
    December 31,    		   Twelve Months Ended
    December 31,
      2024   2023   2024   2023
    Adjusted Free Cash Flow (3) $ 365     $ 710     $ 1,247     $ 1,798  
    Changes in assets and liabilities, net of acquisitions (6)   (231 )     (308 )     (74 )     (194 )
    Adjusted Free Cash Flow (Excluding Changes in Assets & Liabilities) (7)(8) $ 134     $ 402     $ 1,173     $ 1,604  
    Cash distributions (4)   (286 )     (252 )     (1,145 )     (989 )
    Adjusted Free Cash Flow after Distributions (Excluding Changes in Assets & Liabilities) (7)(8) $ (152 )   $ 150     $ 28     $ 615  
         
    (1)  PAA and certain Plains entities have issued promissory notes by and among such entities to facilitate financing. “Proceeds from the issuance of related party notes” has an equal and offsetting cash outflow associated with our investment in related party notes, which is included as a component of “Net cash used in investing activities.”
    (2)  Cash distributions paid during the period presented.
    (3)  Management uses the non-GAAP financial liquidity measures Adjusted Free Cash Flow and Adjusted Free Cash Flow after Distributions to assess the amount of cash that is available for distributions, debt repayments, common equity repurchases and other general partnership purposes. Adjusted Free Cash Flow after Distributions shortages, if any, may be funded from previously established reserves, cash on hand or from borrowings under our credit facilities or commercial paper program.
    (4)  Cash distributions paid to preferred and common unitholders during the period.
    (5)  Excess Adjusted Free Cash Flow after Distributions is retained to establish reserves for future distributions, capital expenditures, debt reduction and other partnership purposes. Adjusted Free Cash Flow after Distributions shortages may be funded from previously established reserves, cash on hand or from borrowings under our credit facilities or commercial paper program.
    (6)  See the “Condensed Consolidated Cash Flow Data” table.
    (7)   Management uses the non-GAAP financial liquidity measures Adjusted Free Cash Flow (Excluding Changes in Assets & Liabilities) and Adjusted Free Cash Flow after Distributions (Excluding Changes in Assets & Liabilities) to assess the underlying business liquidity and cash flow generating capacity excluding fluctuations caused by timing of when amounts earned or incurred were collected, received or paid from period to period.
    (8)  Fourth-quarter and full-year 2024 Adjusted Free Cash Flow (Excluding Changes in Assets & Liabilities) includes the negative impact of a $225 million charge resulting from the write-off of a receivable for Line 901 insurance proceeds.
         
    PLAINS ALL AMERICAN PIPELINE, L.P. AND SUBSIDIARIES
    FINANCIAL SUMMARY (unaudited)
    SELECTED ITEMS IMPACTING COMPARABILITY
    (in millions)
           
      Three Months Ended
    December 31,    		   Twelve Months Ended
    December 31,
      2024   2023   2024   2023
    Selected Items Impacting Comparability: (1)              
    Derivative activities and inventory valuation adjustments (2) $ (6 )   $ 43     $ (85 )   $ (101 )
    Long-term inventory costing adjustments (3)   17       (62 )     9       (35 )
    Deficiencies under minimum volume commitments, net (4)   41       (8 )     31       (12 )
    Equity-indexed compensation expense (5)   (8 )     (8 )     (36 )     (36 )
    Foreign currency revaluation (6)   1       (11 )     17       (8 )
    Line 901 incident (7)   (225 )     (10 )     (345 )     (10 )
    Transaction-related expenses (8)   —       —       —       (1 )
    Selected items impacting comparability – Adjusted EBITDA $ (180 )   $ (56 )   $ (409 )   $ (203 )
    Gain on investments in unconsolidated entities, net   15       —       15       28  
    Gains/(losses) on asset sales, asset impairments and other, net (9)   (159 )     9       (160 )     152  
    Tax effect on selected items impacting comparability   3       4       13       13  
    Aggregate selected items impacting noncontrolling interests   —       —       (5 )     (10 )
    Selected items impacting comparability – Adjusted net income attributable to PAA $ (321 )   $ (43 )   $ (546 )   $ (20 )
         
    (1)  Certain of our non-GAAP financial measures may not be impacted by each of the selected items impacting comparability. See the “Net Income to Adjusted EBITDA attributable to PAA and Implied DCF Reconciliation” and “Computation of Basic and Diluted Adjusted Net Income Per Common Unit” table for additional details on how these selected items impacting comparability affect such measures.
    (2) We use derivative instruments for risk management purposes and our related processes include specific identification of hedging instruments to an underlying hedged transaction. Although we identify an underlying transaction for each derivative instrument we enter into, there may not be an accounting hedge relationship between the instrument and the underlying transaction. In the course of evaluating our results, we identify differences in the timing of earnings from the derivative instruments and the underlying transactions and exclude the related gains and losses in determining adjusted results such that the earnings from the derivative instruments and the underlying transactions impact adjusted results in the same period. In addition, we exclude gains and losses on derivatives that are related to (i) investing activities, such as the purchase of linefill, and (ii) purchases of long-term inventory. We also exclude the impact of corresponding inventory valuation adjustments, as applicable. For applicable periods, we excluded gains and losses from the mark-to-market of the embedded derivative associated with the Preferred Distribution Rate Reset Option of our Series A preferred units.
    (3) We carry crude oil and NGL inventory that is comprised of minimum working inventory requirements in third-party assets and other working inventory that is needed for our commercial operations. We consider this inventory necessary to conduct our operations and we intend to carry this inventory for the foreseeable future. Therefore, we classify this inventory as long-term on our balance sheet and do not hedge the inventory with derivative instruments (similar to linefill in our own assets). We treat the impact of changes in the average cost of the long-term inventory (that result from fluctuations in market prices) and write-downs of such inventory that result from price declines as a selected item impacting comparability.
    (4) We, and certain of our equity method investees, have certain agreements that require counterparties to deliver, transport or throughput a minimum volume over an agreed upon period. Substantially all of such agreements were entered into with counterparties to economically support the return on capital expenditure necessary to construct the related asset. Some of these agreements include make-up rights if the minimum volume is not met. We record a receivable from the counterparty in the period that services are provided or when the transaction occurs, including amounts for deficiency obligations from counterparties associated with minimum volume commitments. If a counterparty has a make-up right associated with a deficiency, we defer the revenue attributable to the counterparty’s make-up right and subsequently recognize the revenue at the earlier of when the deficiency volume is delivered or shipped, when the make-up right expires or when it is determined that the counterparty’s ability to utilize the make-up right is remote. We include the impact of amounts billed to counterparties for their deficiency obligation, net of applicable amounts subsequently recognized into revenue or equity earnings, as a selected item impacting comparability. We believe the inclusion of the contractually committed revenues associated with that period is meaningful to investors as the related asset has been constructed, is standing ready to provide the committed service and the fixed operating costs are included in the current period results.
    (5) Our total equity-indexed compensation expense includes expense associated with awards that will be settled in units and awards that will be settled in cash. The awards that will be settled in units are included in our diluted net income per unit calculation when the applicable performance criteria have been met. We consider the compensation expense associated with these awards as a selected item impacting comparability as the dilutive impact of the outstanding awards is included in our diluted net income per unit calculation, as applicable. The portion of compensation expense associated with awards that will be settled in cash is not considered a selected item impacting comparability.
    (6) During the periods presented, there were fluctuations in the value of the Canadian dollar to the U.S. dollar, resulting in the realization of foreign exchange gains and losses on the settlement of foreign currency transactions as well as the revaluation of monetary assets and liabilities denominated in a foreign currency. The associated gains and losses are not integral to our results and were thus classified as a selected item impacting comparability.
    (7) Includes costs recognized during the period related to the Line 901 incident that occurred in May 2015. For the 2024 periods, includes the write-off of a receivable for Line 901 insurance proceeds in the fourth quarter of 2024 and the impact of settlements in the third quarter of 2024.
    (8) Includes expenses associated with the Rattler Permian Transaction.
    (9) For the 2024 periods, primarily includes non-cash charges related to the write-down of two U.S. NGL terminals. For the twelve months ended December 31, 2023 primarily includes gains related to the sale of our Keyera Fort Saskatchewan facility.
         
    PLAINS ALL AMERICAN PIPELINE, L.P. AND SUBSIDIARIES
    FINANCIAL SUMMARY (unaudited)
    SELECTED FINANCIAL DATA BY SEGMENT
    (in millions)
             
      Three Months Ended
    December 31, 2024    		     Three Months Ended
    December 31, 2023
      Crude Oil   NGL     Crude Oil   NGL
    Revenues (1) $ 11,959     $ 535       $ 12,187     $ 623  
    Purchases and related costs (1)   (11,019 )     (300 )       (11,306 )     (364 )
    Field operating costs (2)(3)   (503 )     (75 )       (274 )     (89 )
    Segment general and administrative expenses (2) (4)   (74 )     (19 )       (68 )     (19 )
    Equity earnings in unconsolidated entities   154       —         92       —  
                     
    Other segment items: (5)                
    Depreciation and amortization of unconsolidated entities   26       —         20       —  
    Derivative activities and inventory valuation adjustments   (16 )     22         (52 )     9  
    Long-term inventory costing adjustments   (9 )     (8 )       58       4  
    Deficiencies under minimum volume commitments, net   (41 )     —         8       —  
    Equity-indexed compensation expense   8       —         8       —  
    Foreign currency revaluation   (4 )     (1 )       18       5  
    Line 901 incident   225       —         10       —  
    Segment amounts attributable to noncontrolling interests (6)   (137 )     —         (138 )     —  
    Segment Adjusted EBITDA $ 569     $ 154       $ 563     $ 169  
                     
    Maintenance capital expenditures $ 48     $ 25       $ 39     $ 24  
         
    (1) Includes intersegment amounts.
    (2) Field operating costs and Segment general and administrative expenses include equity-indexed compensation expense.
    (3) Field operating costs for the three months ended December 31, 2024 include higher expenses related to (i) $225 million resulting from the write-off of a receivable for Line 901 insurance proceeds and (ii) an increase in estimated costs for long-term environmental remediation obligations.
    (4) Segment general and administrative expenses reflect direct costs attributable to each segment and an allocation of other expenses to the segments. The proportional allocations by segment require judgment by management and are based on the business activities that exist during each period.
    (5) Represents adjustments utilized by our CODM in the evaluation of segment results. Many of these adjustments are also considered selected items impacting comparability when calculating consolidated non-GAAP financial measures such as Adjusted EBITDA. See the “Selected Items Impacting Comparability” table for additional discussion.
    (6) Reflects amounts attributable to noncontrolling interests in the Permian JV, Cactus II Pipeline LLC and Red River Pipeline LLC.
         
    PLAINS ALL AMERICAN PIPELINE, L.P. AND SUBSIDIARIES
    FINANCIAL SUMMARY (unaudited)
    SELECTED FINANCIAL DATA BY SEGMENT
    (in millions)
             
      Twelve Months Ended
    December 31, 2024    		     Twelve Months Ended
    December 31, 2023
      Crude Oil   NGL     Crude Oil   NGL
    Revenues (1) $ 48,720     $ 1,724       $ 47,174     $ 1,935  
    Purchases and related costs (1)   (45,033 )     (898 )       (43,805 )     (1,123 )
    Field operating costs (2)(3)   (1,440 )     (328 )       (1,053 )     (372 )
    Segment general and administrative expenses (2) (4)   (298 )     (83 )       (271 )     (79 )
    Equity earnings in unconsolidated entities   452       —         369       —  
                     
    Other segment items: (5)                
    Depreciation and amortization of unconsolidated entities   84       —         87       —  
    Derivative activities and inventory valuation adjustments   5       80         17       142  
    Long-term inventory costing adjustments   1       (10 )       22       13  
    Deficiencies under minimum volume commitments, net   (31 )     —         12       —  
    Equity-indexed compensation expense   36       —         35       1  
    Foreign currency revaluation   (22 )     (5 )       19       5  
    Line 901 incident   345       —         10       —  
    Transaction-related expenses   —       —         1       —  
    Segment amounts attributable to noncontrolling interests (6)   (543 )     —         (454 )     —  
    Segment Adjusted EBITDA $ 2,276     $ 480       $ 2,163     $ 522  
                     
    Maintenance capital expenditures $ 183     $ 78       $ 145     $ 86  
         
    (1) Includes intersegment amounts.
    (2) Field operating costs and Segment general and administrative expenses include equity-indexed compensation expense.
    (3) Field operating costs for the twelve months ended December 31, 2024 include higher expenses related to (i) $225 million resulting from the write-off of a receivable for Line 901 insurance proceeds, (ii) $120 million associated with settlements related to the Line 901 incident that occurred in May 2015 and (iii) an increase in estimated costs for long-term environmental remediation obligations.
    (4) Segment general and administrative expenses reflect direct costs attributable to each segment and an allocation of other expenses to the segments. The proportional allocations by segment require judgment by management and are based on the business activities that exist during each period.
    (5) Represents adjustments utilized by our CODM in the evaluation of segment results. Many of these adjustments are also considered selected items impacting comparability when calculating consolidated non-GAAP financial measures such as Adjusted EBITDA. See the “Selected Items Impacting Comparability” table for additional discussion.
    (6) Reflects amounts attributable to noncontrolling interests in the Permian JV, Cactus II Pipeline LLC and Red River Pipeline LLC.
         
    PLAINS ALL AMERICAN PIPELINE, L.P. AND SUBSIDIARIES
    FINANCIAL SUMMARY (unaudited)
    OPERATING DATA BY SEGMENT
           
      Three Months Ended
    December 31,    		   Twelve Months Ended
    December 31,
      2024
    		   2023
    		   2024
    		   2023
    Crude Oil Segment Volumes                              
    Crude oil pipeline tariff (by region) (1)                              
    Permian Basin (2)   6,846       6,710       6,731       6,356  
    South Texas / Eagle Ford (2)   421       411       403       410  
    Mid-Continent (2)   478       503       506       507  
    Gulf Coast (2)   214       250       218       260  
    Rocky Mountain (2)   461       452       474       372  
    Western   259       237       256       214  
    Canada   349       340       346       341  
    Total crude oil pipeline tariff (1) (2)   9,028       8,903       8,934       8,460  
                                   
    Commercial crude oil storage capacity (2) (3)   72       72       72       72  
                                   
    Crude oil lease gathering purchases (1)   1,661       1,518       1,586       1,452  
                                   
    NGL Segment Volumes (1)                              
    NGL fractionation   138       127       132       115  
    NGL pipeline tariff   224       188       213       180  
    Propane and butane sales   127       125       92       86  
         
    (1) Average volumes in thousands of barrels per day calculated as the total volumes (attributable to our interest for assets owned by unconsolidated entities or through undivided joint interests) for the period divided by the number of days in the period. Volumes associated with assets acquired during the period represent total volumes for the number of days we actually owned the assets divided by the number of days in the period.
    (2) Includes volumes (attributable to our interest) from assets owned by unconsolidated entities.
    (3) Average monthly capacity in millions of barrels calculated as total volumes for the period divided by the number of months in the period.
         
    PLAINS ALL AMERICAN PIPELINE, L.P. AND SUBSIDIARIES
    FINANCIAL SUMMARY (unaudited)
    NON-GAAP SEGMENT RECONCILIATIONS
    (in millions)
           
    Supplemental Adjusted EBITDA attributable to PAA Reconciliation:      
           
      Three Months Ended
    December 31,    		   Twelve Months Ended
    December 31,
      2024
    		   2023
    		   2024
    		   2023
    Crude Oil Segment Adjusted EBITDA $ 569     $ 563     $ 2,276     $ 2,163  
    NGL Segment Adjusted EBITDA   154       169       480       522  
    Adjusted other income, net (1)   6       5       23       26  
    Adjusted EBITDA attributable to PAA (2) $ 729     $ 737     $ 2,779     $ 2,711  
         
    (1)  Represents “Other income, net” as reported on our Condensed Consolidated Statements of Operations, excluding interest income on promissory notes by and among PAA and certain Plains entities, as well as other income, net attributable to noncontrolling interests, adjusted for selected items impacting comparability. See the “Selected Items Impacting Comparability” table for additional information.
    (2) See the “Net Income to Adjusted EBITDA attributable to PAA and Implied DCF Reconciliation” table for reconciliation to Net Income.
         
    PLAINS GP HOLDINGS AND SUBSIDIARIES
    FINANCIAL SUMMARY (unaudited)
    CONDENSED CONSOLIDATING STATEMENTS OF OPERATIONS
    (in millions, except per share data)
             
      Three Months Ended
    December 31, 2024    		     Three Months Ended
    December 31, 2023
          Consolidating             Consolidating    
      PAA   Adjustments (1)   PAGP     PAA   Adjustments (1)   PAGP
    REVENUES $ 12,402     $ —     $ 12,402       $ 12,698     $ —     $ 12,698  
                             
    COSTS AND EXPENSES                        
    Purchases and related costs   11,227       —       11,227         11,558       —       11,558  
    Field operating costs   578       —       578         363       —       363  
    General and administrative expenses   93       1       94         87       1       88  
    Depreciation and amortization   258       —       258         273       —       273  
    (Gains)/losses on asset sales, asset impairments and other, net   159       —       159         (9 )     —       (9 )
    Total costs and expenses   12,315       1       12,316         12,272       1       12,273  
                             
    OPERATING INCOME   87       (1 )     86         426       (1 )     425  
                             
    OTHER INCOME/(EXPENSE)                        
    Equity earnings in unconsolidated entities   154       —       154         92       —       92  
    Gain on investments in unconsolidated entities, net   15       —       15         —       —       —  
    Interest expense, net   (112 )     17       (95 )       (97 )     —       (97 )
    Other income, net   20       (17 )     3         17       —       17  
                             
    INCOME BEFORE TAX   164       (1 )     163         438       (1 )     437  
    Current income tax expense   (52 )     —       (52 )       (41 )     —       (41 )
    Deferred income tax (expense)/benefit   7       (2 )     5         2       (16 )     (14 )
                             
    NET INCOME   119       (3 )     116         399       (17 )     382  
    Net income attributable to noncontrolling interests   (83 )     (44 )     (127 )       (87 )     (243 )     (330 )
    NET INCOME/(LOSS) ATTRIBUTABLE TO PAGP $ 36     $ (47 )   $ (11 )     $ 312     $ (260 )   $ 52  
                             
    Basic and diluted weighted average Class A shares outstanding     197                 196  
                             
    Basic and diluted net income/(loss) per Class A share   $ (0.05 )             $ 0.27  
         
    (1)  Represents the aggregate consolidating adjustments necessary to produce consolidated financial statements for PAGP.
         
    PLAINS GP HOLDINGS AND SUBSIDIARIES
    FINANCIAL SUMMARY (unaudited)
    CONDENSED CONSOLIDATING STATEMENTS OF OPERATIONS
    (in millions, except per share data)
             
      Twelve Months Ended
    December 31, 2024    		     Twelve Months Ended
    December 31, 2023
          Consolidating             Consolidating    
      PAA   Adjustments (1)   PAGP     PAA   Adjustments (1)   PAGP
    REVENUES $ 50,073     $ —     $ 50,073       $ 48,712     $ —     $ 48,712  
                             
    COSTS AND EXPENSES                        
    Purchases and related costs   45,560       —       45,560         44,531       —       44,531  
    Field operating costs   1,768       —       1,768         1,425       —       1,425  
    General and administrative expenses   381       6       387         350       6       356  
    Depreciation and amortization   1,026       —       1,026         1,048       3       1,051  
    (Gains)/losses on asset sales, asset impairments and other, net   160       —       160         (152 )     —       (152 )
    Total costs and expenses   48,895       6       48,901         47,202       9       47,211  
                             
    OPERATING INCOME   1,178       (6 )     1,172         1,510       (9 )     1,501  
                             
    OTHER INCOME/(EXPENSE)                        
    Equity earnings in unconsolidated entities   452       —       452         369       —       369  
    Gain on investments in unconsolidated entities, net   15       —       15         28       —       28  
    Interest expense, net   (430 )     48       (382 )       (386 )     —       (386 )
    Other income, net   65       (48 )     17         102       —       102  
                             
    INCOME BEFORE TAX   1,280       (6 )     1,274         1,623       (9 )     1,614  
    Current income tax expense   (195 )     —       (195 )       (145 )     —       (145 )
    Deferred income tax (expense)/benefit   28       (37 )     (9 )       24       (68 )     (44 )
                             
    NET INCOME   1,113       (43 )     1,070         1,502       (77 )     1,425  
    Net income attributable to noncontrolling interests   (341 )     (626 )     (967 )       (272 )     (955 )     (1,227 )
    NET INCOME ATTRIBUTABLE TO PAGP $ 772     $ (669 )   $ 103       $ 1,230     $ (1,032 )   $ 198  
                             
    Basic and diluted weighted average Class A shares outstanding     197                 195  
                             
    Basic and diluted net income per Class A share   $ 0.52               $ 1.01  
         
    (1)  Represents the aggregate consolidating adjustments necessary to produce consolidated financial statements for PAGP.
         
    PLAINS GP HOLDINGS AND SUBSIDIARIES
    FINANCIAL SUMMARY (unaudited)
    CONDENSED CONSOLIDATING BALANCE SHEET DATA
    (in millions)
             
      December 31, 2024     December 31, 2023
          Consolidating             Consolidating    
      PAA   Adjustments (1)   PAGP     PAA   Adjustments (1)   PAGP
    ASSETS                        
    Current assets $ 4,802     $ (26 )   $ 4,776       $ 4,913     $ 3     $ 4,916  
    Property and equipment, net   15,424       —       15,424         15,782       —       15,782  
    Investments in unconsolidated entities   2,811       —       2,811         2,820       —       2,820  
    Intangible assets, net   1,677       —       1,677         1,875       —       1,875  
    Deferred tax asset   —       1,220       1,220         —       1,239       1,239  
    Linefill   968       —       968         976       —       976  
    Long-term operating lease right-of-use assets, net   332       —       332         313       —       313  
    Long-term inventory   280       —       280         265       —       265  
    Other long-term assets, net   268       —       268         411       —       411  
    Total assets $ 26,562     $ 1,194     $ 27,756       $ 27,355     $ 1,242     $ 28,597  
                             
    LIABILITIES AND PARTNERS’ CAPITAL                        
    Current liabilities $ 4,950     $ (26 )   $ 4,924       $ 5,003     $ 2     $ 5,005  
    Senior notes, net   7,141       —       7,141         7,242       —       7,242  
    Other long-term debt, net   72       —       72         63       —       63  
    Long-term operating lease liabilities   313       —       313         274       —       274  
    Other long-term liabilities and deferred credits   990       —       990         1,041       —       1,041  
    Total liabilities   13,466       (26 )     13,440         13,623       2       13,625  
                             
    Partners’ capital excluding noncontrolling interests   9,813       (8,462 )     1,351         10,422       (8,874 )     1,548  
    Noncontrolling interests   3,283       9,682       12,965         3,310       10,114       13,424  
    Total partners’ capital   13,096       1,220       14,316         13,732       1,240       14,972  
    Total liabilities and partners’ capital $ 26,562     $ 1,194     $ 27,756       $ 27,355     $ 1,242     $ 28,597  
         
    (1)  Represents the aggregate consolidating adjustments necessary to produce consolidated financial statements for PAGP.
         
    PLAINS GP HOLDINGS AND SUBSIDIARIES
    FINANCIAL SUMMARY (unaudited)
    COMPUTATION OF BASIC AND DILUTED NET INCOME/(LOSS) PER CLASS A SHARE
    (in millions, except per share data)
           
      Three Months Ended
    December 31,    		   Twelve Months Ended
    December 31,
      2024   2023
    		   2024
    		   2023
    Basic and Diluted Net Income/(Loss) per Class A Share              
    Net income/(loss) attributable to PAGP $ (11 )   $ 52     $ 103     $ 198  
    Basic and diluted weighted average Class A shares outstanding   197       196       197       195  
                   
    Basic and diluted net income/(loss) per Class A share $ (0.05 )   $ 0.27     $ 0.52     $ 1.01  
                                   

    Forward-Looking Statements

    Except for the historical information contained herein, the matters discussed in this release consist of forward-looking statements that involve certain risks and uncertainties that could cause actual results or outcomes to differ materially from results or outcomes anticipated in the forward-looking statements. These risks and uncertainties include, among other things, the following:

    • general economic, market or business conditions in the United States and elsewhere (including the potential for a recession or significant slowdown in economic activity levels, the risk of persistently high inflation and supply chain issues, the impact of global public health events, such as pandemics, on demand and growth, and the timing, pace and extent of economic recovery) that impact (i) demand for crude oil, drilling and production activities and therefore the demand for the midstream services we provide and (ii) commercial opportunities available to us;
    • declines in global crude oil demand and/or crude oil prices or other factors that correspondingly lead to a significant reduction of North American crude oil and NGL production (whether due to reduced producer cash flow to fund drilling activities or the inability of producers to access capital, or both, the unavailability of pipeline and/or storage capacity, the shutting-in of production by producers, government-mandated pro-ration orders, or other factors), which in turn could result in significant declines in the actual or expected volume of crude oil and NGL shipped, processed, purchased, stored, fractionated and/or gathered at or through the use of our assets and/or the reduction of the margins we can earn or the commercial opportunities that might otherwise be available to us;
    • fluctuations in refinery capacity and other factors affecting demand for various grades of crude oil and NGL and resulting changes in pricing conditions or transportation throughput requirements;
    • unanticipated changes in crude oil and NGL market structure, grade differentials and volatility (or lack thereof);
    • the effects of competition and capacity overbuild in areas where we operate, including downward pressure on rates, volumes and margins, contract renewal risk and the risk of loss of business to other midstream operators who are willing or under pressure to aggressively reduce transportation rates in order to capture or preserve customers;
    • the successful operation of joint ventures and joint operating arrangements we enter into from time to time, whether relating to assets operated by us or by third parties, and the successful integration and future performance of acquired assets or businesses;
    • the availability of, and our ability to consummate, acquisitions, divestitures, joint ventures or other strategic opportunities and realize benefits therefrom;
    • environmental liabilities, litigation or other events that are not covered by an indemnity, insurance or existing reserves;
    • negative societal sentiment regarding the hydrocarbon energy industry and the continued development and consumption of hydrocarbons, which could influence consumer preferences and governmental or regulatory actions that adversely impact our business;
    • the occurrence of a natural disaster, catastrophe, terrorist attack (including eco-terrorist attacks) or other event that materially impacts our operations, including cyber or other attacks on our or our service providers’ electronic and computer systems;
    • weather interference with business operations or project construction, including the impact of extreme weather events or conditions (including wildfires and drought);
    • the impact of current and future laws, rulings, legislation, governmental regulations, executive orders, trade policies, tariffs, accounting standards and statements, and related interpretations that (i) prohibit, restrict or regulate the development of oil and gas resources and the related infrastructure on lands dedicated to or served by our pipelines, (ii) negatively impact our ability to develop, operate or repair midstream assets, or (iii) otherwise negatively impact our business or increase our exposure to risk;
    • negative impacts on production levels in the Permian Basin or elsewhere due to issues associated with (or laws, rules or regulations relating to) hydraulic fracturing and related activities (including wastewater injection or disposal), including earthquakes, subsidence, expansion or other issues;
    • the pace of development of natural gas or other infrastructure and its impact on expected crude oil production growth in the Permian Basin;
    • the refusal or inability of our customers or counterparties to perform their obligations under their contracts with us (including commercial contracts, asset sale agreements and other agreements), whether justified or not and whether due to financial constraints (such as reduced creditworthiness, liquidity issues or insolvency), market constraints, legal constraints (including governmental orders or guidance), the exercise of contractual or common law rights that allegedly excuse their performance (such as force majeure or similar claims) or other factors;
    • loss of key personnel and inability to attract and retain new talent;
    • disruptions to futures markets for crude oil, NGL and other petroleum products, which may impair our ability to execute our commercial or hedging strategies;
    • the effectiveness of our risk management activities;
    • shortages or cost increases of supplies, materials or labor;
    • maintenance of our credit ratings and ability to receive open credit from our suppliers and trade counterparties;
    • our inability to perform our obligations under our contracts, whether due to non-performance by third parties, including our customers or counterparties, market constraints, third-party constraints, supply chain issues, legal constraints (including governmental orders or guidance), or other factors or events;
    • the incurrence of costs and expenses related to unexpected or unplanned capital or maintenance expenditures, third-party claims or other factors;
    • failure to implement or capitalize, or delays in implementing or capitalizing, on investment capital projects, whether due to permitting delays, permitting withdrawals or other factors;
    • tightened capital markets or other factors that increase our cost of capital or limit our ability to obtain debt or equity financing on satisfactory terms to fund additional acquisitions, investment capital projects, working capital requirements and the repayment or refinancing of indebtedness;
    • the amplification of other risks caused by volatile or closed financial markets, capital constraints, liquidity concerns and inflation;
    • the use or availability of third-party assets upon which our operations depend and over which we have little or no control;
    • the currency exchange rate of the Canadian dollar to the United States dollar;
    • inability to recognize current revenue attributable to deficiency payments received from customers who fail to ship or move more than minimum contracted volumes until the related credits expire or are used;
    • significant under-utilization of our assets and facilities;
    • increased costs, or lack of availability, of insurance;
    • fluctuations in the debt and equity markets, including the price of our units at the time of vesting under our long-term incentive plans;
    • risks related to the development and operation of our assets; and
    • other factors and uncertainties inherent in the transportation, storage, terminalling and marketing of crude oil, as well as in the processing, transportation, fractionation, storage and marketing of NGL as discussed in the Partnerships’ filings with the Securities and Exchange Commission.

    About Plains:

    PAA is a publicly traded master limited partnership that owns and operates midstream energy infrastructure and provides logistics services for crude oil and natural gas liquids (“NGL”). PAA owns an extensive network of pipeline gathering and transportation systems, in addition to terminalling, storage, processing, fractionation and other infrastructure assets serving key producing basins, transportation corridors and major market hubs and export outlets in the United States and Canada. On average, PAA handles over 8 million barrels per day of crude oil and NGL.

    PAGP is a publicly traded entity that owns an indirect, non-economic controlling general partner interest in PAA and an indirect limited partner interest in PAA, one of the largest energy infrastructure and logistics companies in North America.

    PAA and PAGP are headquartered in Houston, Texas. For more information, please visit www.plains.com.

    Contacts:

    Blake Fernandez
    Vice President, Investor Relations
    (866) 809-1291
     
    Michael Gladstein
    Director, Investor Relations
    (866) 809-1291

    The MIL Network –

  • MIL-OSI USA: Sols 4445–4446: Cloudy Days are Here

    Source: NASA

    Earth planning date: Wednesday, Feb. 5, 2025
    Overnight before planning today, Mars reached a solar longitude of 40 degrees. The solar longitude is how we like to measure where we are in a Mars year. Each year starts at 0 degrees and advances to 360 degrees at the end of the year. For those of us on the Environmental Science (ENV) team, 40 degrees is a special time as it marks the beginning of our annual Aphelion Cloud Belt (ACB) observation campaign. During this time of year, the northern polar ice cap is emerging into the sunlight, causing it to sublimate away and release water vapor into the atmosphere. At the same time, the atmosphere is generally colder, since Mars is near aphelion (its furthest distance from the Sun). 
    Together, these two factors mean that Mars’ atmosphere is a big fan of forming clouds during this part of the year. Gale is right near the southern edge of the ACB, so we’re starting to take more cloud movies to study how the ACB changes during the cloudy season. (Jezero Crater, home to Perseverance, is much closer to the heart of the ACB, so keep an eye on their Raw Images page over the next several months as well.
    The drive from Monday’s plan ended early, after just about 4 meters instead of the 38 meters that had been planned (about 13 feet vs. 125 feet). We initially thought this might have been because our left-front wheel ran into the side of a large rock (see the image above), but after we got our hands on the drive data, it turned out that the steering motor on the right front wheel indicated that a rock was in the way on that side too, so Curiosity stopped the drive to await further instruction from Earth. This is a well-understood issue, so we should be back on the road headed west today.
    The cold weather is still creating power challenges, so we had to carefully prioritize our activities today. Despite the drive fault, we received the good news that it was safe to unstow the arm, so we were able to pack in a full set of MAHLI, APXS, and DRT activities. Before that, though, we start as usual with some remote sensing activities, including ChemCam LIBS and Mastcam observations of “Beacon Hill” (some layered bedrock near the rover) and a ChemCam RMI mosaic of the upper portion of Texoli butte.
    After taking a 3½-hour nap to recharge our batteries, we get into the arm activities. These start off with some MAHLI images of the MAHLI and APXS calibration targets, then continue with MAHLI and APXS observations of “Zuma Canyon.” This is followed by DRT, APXS, and MAHLI activities of some bedrock in our workspace, “Bear Canyon.” Although we then take another short nap, we don’t yet stow the arm as we have a pair of lengthy post-sunset APXS integrations. The arm is finally stowed about an hour and a half before midnight.
    The second sol of this plan begins with some more remote sensing activities, starting with ChemCam LIBS on “Mission Point”. This is followed by a series of Mastcam images of “Crystal Lake” (polygonal fractures in the bedrock), “Stockton Flat” (fine lamination in the bedrock), “Mount Waterman,” and Mission Point. We then finish with some ENV activities, including a Mastcam tau and Navcam line-of-sight to measure dust in the atmosphere and a Navcam cloud movie. This plan ends with a (hopefully!) lengthy drive west and many hours asleep to recharge our batteries as much as possible before planning starts again on Friday. Of course, I would be remiss if I didn’t mention that REMS, RAD, and DAN continue to diligently monitor the environment throughout this plan.
    Written by Conor Hayes, Graduate Student at York University

    MIL OSI USA News –

  • MIL-OSI USA: Food 4 Less/Foods Co. and Ralphs Team Up with County of Los Angeles, Federal Emergency Management Agency and Small Business Administration to Support Communities & Businesses Impacted by Wildfires

    Source: US Federal Emergency Management Agency

    Headline: Food 4 Less/Foods Co. and Ralphs Team Up with County of Los Angeles, Federal Emergency Management Agency and Small Business Administration to Support Communities & Businesses Impacted by Wildfires

    Food 4 Less/Foods Co. and Ralphs Team Up with County of Los Angeles, Federal Emergency Management Agency and Small Business Administration to Support Communities & Businesses Impacted by Wildfires

    Los Angeles, CA – Food 4 Less/Foods Co. and Ralphs Grocery Company are continuing their support for local communities impacted by wildfires through a new partnership with the Federal Emergency Management Agency (FEMA), the Small Business Administration (SBA), and County of Los Angeles. The partnership was developed to provide critical recovery resources for businesses, employees, and residents impacted by the recent wildfires. Resource stations will be set up at Ralphs and Food 4 Less stores in Malibu, Venice, and Pasadena—including the Food 4 Less location closest to the heavily impacted Altadena area, where an estimated 9,400 residential and business structures have been affected.As part of this effort, FEMA and SBA representatives will be stationed at the following store locations to offer direct support between 9AM to 5PM PST until Saturday, February 8, 2025:Food 4 Less: 1329 N Lake Ave, Pasadena, CA 91104Ralphs: 910 Lincoln Blvd, Venice, CA 90291Ralphs: 23841 Malibu Rd, Malibu, CA 90265At these locations, FEMA will provide essential information and resources for individuals and families impacted by the fires, while the SBA will assist affected businesses, homeowners and renters with financial guidance and recovery support.​​“We know how overwhelming recovery can be after a disaster, and we want people to know they’re not alone,” said Curtis Brown, Federal Coordinating Officer. “By working with Ralphs and Food 4 Less, we’re bringing support directly to the communities that need it most—making it easier for families and businesses to get the help they need to rebuild and move forward.”This initiative is part of Ralphs and Food 4 Less/Foods Co.’s’ broader commitment to disaster recovery efforts, offering impacted associates and community members a direct link to federal assistance. Our primary role is to serve as a key access point for those seeking support.In addition, Bracken’s Kitchen will be on-site at the Pasadena Food 4 Less throughout the week, continuing their mission to provide free, hot meals to those affected by the fires, offering much-needed nourishment and support to the community*.“As a community-driven organization, we are dedicated to helping our associates, customers, and local businesses recover in the wake of these devastating wildfires,” said Salvador Ramirez, corporate affairs manager at Food 4 Less/ Foods Co. and Ralphs Grocery Company. “By teaming up with FEMA and the SBA, we’re ensuring our stores serve as accessible resource hubs for those in need during this challenging time.”In response to the fires, Food 4 Less/Foods Co., Ralphs Grocery Company, and The Kroger Family of Companies (NYSE:KR) have been working to provide essential support, delivering food, water, and supplies to evacuees, firefighters, and first responders. The Kroger Family of Companies is also raising $1 million for disaster relief and recovery, including $500,000 in company matching funds for customer donations to the American Red Cross and Feeding America’s local food banks.*While supplies last.# # #About Food 4 Less/Foods Co.:We are dedicated to our purpose: to Feed the Human Spirit™. Food 4 Less/Foods Co is more than 9,000 associates serving customers in 121 price-impact, warehouse-format supermarkets under the banners Food 4 Less in Southern California, Illinois and Indiana, and Foods Co in Central and Northern California. From the company’s headquarters in Los Angeles County, Food 4 Less is a recognized leader in community service and giving. The company supports Kroger’s Zero Hunger | Zero Waste initiative aimed at ending hunger in our communities and eliminating waste within our company by the year 2025. Food 4 Less is a subsidiary of The Kroger Co., (NYSE:KR), one of the world’s largest retailers, based in Cincinnati, Ohio. For more information about Food 4 Less/Foods Co, please visit our websites at www.food4less.com and www.foodsco.com.About Ralphs Grocery Company:Ralphs Grocery Company is dedicated to our purpose: to Feed the Human Spirit™. We are more than 18,000 associates serving customers in 184 supermarkets across Southern California. From the company’s headquarters in Los Angeles County, Ralphs is a recognized leader in community service and giving. The company supports Kroger’s Zero Hunger | Zero Waste initiative aimed at ending hunger in our communities and eliminating waste within our company by the year 2025. Ralphs is a subsidiary of The Kroger Co., (NYSE:KR), one of the world’s largest retailers, based in Cincinnati, Ohio. For more about Ralphs, please visit our website at www.ralphs.com.
    brandi.richard…
    Fri, 02/07/2025 – 00:00

    MIL OSI USA News –

  • MIL-OSI USA: NASA’s Aerospace Safety Advisory Panel Releases 2024 Annual Report

    Source: NASA

    The Aerospace Safety Advisory Panel (ASAP), an advisory committee that reports to NASA and Congress, issued its 2024 annual report Thursday examining the agency’s safety performance, accomplishments, and challenges during the past year.
    The report highlights 2024 activities and observations on NASA’s work, including:

    strategic vision and agency governance
    Moon to Mars management
    future of U.S. presence in low Earth orbit
    health and medical risks in human space exploration

    “Over the past year, NASA has continued to make meaningful progress toward meeting the intent of the broad-ranging recommendations the panel has made over the last several years,” said retired U.S. Air Force Lt. Gen. Susan J. Helms, chair of ASAP. “We believe that the agency’s careful attention to vision, strategy, governance, and program management is vital to the safe execution of NASA’s complex and critical national mission.”
    This year’s report reflects the panel’s continued focus on NASA’s strategies for risk management and safety culture in an environment of growing space commercialization. Specifically, the panel cites its 2021 recommendations for NASA on preparing for future challenges in a changing landscape, including the need to evaluate NASA’s approach to safety and technical risk and to evolve its role, responsibilities, and relationships with private sector and international partners.
    Overall, the panel finds NASA is continuing to make progress with respect to the agency’s strategic vision, approach to governance, and integrated program management. The NASA 2040 new agencywide initiative is working to operationalize the agency’s vision and strategic objectives across headquarters and centers. With the establishment of NASA’s Moon to Mars Program Office in 2023, it finds NASA has implemented safety and risk management as a key focus for NASA’s Artemis campaign.
    The 2024 report provides details on the concrete actions the agency should take to fulfill its previous recommendations and spotlights its recommendations for the agency moving ahead. It addresses safety assessments for Moon to Mars and current International Space Station operations, as well as risk-related issues surrounding NASA’s planned transition to commercial low Earth orbit destinations.
    It covers relevant areas of human health and medicine in space and the impact of budget constraints and uncertainty on safety.
    The annual report is based on the panel’s 2024 fact-finding and quarterly public meetings; direct observations of NASA operations and decision-making; discussions with NASA management, employees, and contractors; and the panel members’ experiences.
    Congress established the panel in 1968 to provide advice and make recommendations to the NASA administrator on safety matters after the 1967 Apollo 1 fire claimed the lives of three American astronauts.
    To learn more about the ASAP, and view annual reports, visit:
    https://www.nasa.gov/asap
    -end-
    Jennifer Dooren / Elizabeth ShawHeadquarters, Washington202-358-1600jennifer.m.dooren@nasa.gov / elizabeth.a.shaw@nasa.gov

    MIL OSI USA News –

  • MIL-OSI USA: What You Need To Know About the March 2025 Total Lunar Eclipse

    Source: NASA

    The Moon will pass into Earth’s shadow and appear to turn red on the night of March 13 or early in the morning of March 14, depending on time zone. Here’s what you need to know about the total lunar eclipse.

    [embedded content]
    The March 2025 total lunar eclipse will take place between late night on March 13 and early morning on March 14 across several time zones. In this data visualization, the Moon moves from right to left, passing through Earth’s shadow and leaving in its wake an eclipse diagram with the times (in UTC) at various stages of the eclipse. Credit: NASA’s Scientific Visualization Studio

    What is a lunar eclipse?
    A lunar eclipse occurs when the Sun, Earth, and Moon align so that the Moon passes into Earth’s shadow. In a total lunar eclipse, the entire Moon falls within the darkest part of Earth’s shadow, called the umbra. When the Moon is within the umbra, it turns red-orange. Lunar eclipses are sometimes called “Blood Moons” because of this phenomenon.

    How can I observe the eclipse?
    You don’t need any special equipment to observe a lunar eclipse, although binoculars or a telescope will enhance the view. A dark environment away from bright lights makes for the best viewing conditions.
    This eclipse will be visible from Earth’s Western Hemisphere.

    What can I expect to observe?

    Milestone:
    What’s happening:

    Penumbral eclipse begins (8:57pm PDT, 11:57pm EDT, 03:57 UTC)
    The Moon enters the Earth’s penumbra, the outer part of the shadow. The Moon begins to dim, but the effect is quite subtle.

    Partial eclipse begins (10:09pm PDT, 1:09am EDT, 05:09 UTC)
    The Moon begins to enter Earth’s umbra and the partial eclipse begins. To the naked eye, as the Moon moves into the umbra, it looks like a bite is being taken out of the lunar disk. The part of the Moon inside the umbra will appear very dark.

    Totality begins (11:26pm PDT, 2:26am EDT, 06:26 UTC)
    The entire Moon is now in the Earth’s umbra. The Moon will turn a coppery-red. Try binoculars or a telescope for a better view. If you want to take a photo, use a camera on a tripod with exposures of at least several seconds.

    Totality ends (12:31am PDT, 3:31am EDT, 07:31 UTC)
    As the Moon exits Earth’s umbra, the red color fades. It will look as if a bite is being taken out of the opposite side of the lunar disk as before.

    Partial eclipse ends (1:47am PDT, 4:47am EDT, 08:47 UTC)
    The whole Moon is in Earth’s penumbra, but again, the dimming is subtle.

    Penumbral eclipse ends (3:00am PDT, 6:00am EDT, 10:00 UTC)
    The eclipse is over.

    [embedded content]
    Data visualization showing a telescopic view of the Moon as the March 2025 total lunar eclipse unfolds. Credit: NASA’s Scientific Visualization Studio

    Why does the Moon turn red during a lunar eclipse?
    The same phenomenon that makes our sky blue and our sunsets red causes the Moon to turn reddish-orange during a lunar eclipse. Sunlight appears white, but it actually contains a rainbow of components—and different colors of light have different physical properties. Blue light scatters relatively easily as it passes through Earth’s atmosphere. Reddish light, on the other hand, travels more directly through the air.
    When the Sun is high on a clear day, we see blue light scattered throughout the sky overhead. At sunrise and sunset, when the Sun is near the horizon, incoming sunlight travels a longer, low-angle path through Earth’s atmosphere to observers on the ground. The bluer part of the sunlight scatters away in the distance (where it’s still daytime), and only the yellow-to-red part of the spectrum reaches our eyes.
    During a lunar eclipse, the Moon appears red or orange because any sunlight that’s not blocked by our planet is filtered through a thick slice of Earth’s atmosphere on its way to the lunar surface. It’s as if all the world’s sunrises and sunsets are projected onto the Moon.

    Look to the western sky on the night of the eclipse for a glimpse of planets Jupiter and Mars. The Moon will be in the constellation Leo, under the lion’s hind paw, at the beginning of the eclipse; soon afterward, it will cross into the constellation Virgo. As Earth’s shadow dims the Moon’s glow, constellations may be easier to spot than usual.
    Visit our What’s Up guide for monthly skywatching tips, and find lunar observing recommendations for each day of the year in our Daily Moon Guide.

    Writers: Caela Barry, Ernie Wright, and Molly Wasser

    MIL OSI USA News –

  • MIL-OSI USA: Robot Gets a Grip

    Source: NASA

    Blue tentacle-like arms attached to an Astrobee free-flying robot grab onto a “capture cube” in this image from Feb. 4, 2025. The experimental grippers demonstrated autonomous detection and capture techniques that may be used to remove space debris and service satellites in low Earth orbit.
    The Astrobee system was designed and built at NASA’s Ames Research Center in Silicon Valley for use inside the International Space Station. The system consists of three cube-shaped robots (named Bumble, Honey, and Queen), software, and a docking station used for recharging. The robots use electric fans as a propulsion system that allows them to fly freely through the microgravity environment of the station. Cameras and sensors help them to “see” and navigate their surroundings. The robots also carry a perching arm that allows them to grasp station handrails to conserve energy or to grab and hold items.
    Image credit: NASA/Suni Williams

    MIL OSI USA News –

  • MIL-OSI USA: Governor Newsom signs executive order to further prepare for future urban firestorms, stepping up already nation-leading strategies

    Source: US State of California 2

    Feb 6, 2025

    What you need to know: Governor Newsom signed an executive order to launch key initiatives to continue adapting to future extreme firestorm events in urban communities and leading the way to build a more resilient state.

    Sacramento, California – Adding to California’s nation-leading fire safety  standards, Governor Gavin Newsom today signed an executive order to further improve community hardening and wildfire mitigation strategies to neighborhood resilience statewide. A copy of the executive order is available here.

    We are living in a new reality of extremes. Believe the science – and your own damn eyes: Mother Nature is changing the way we live and we must continue adapting to those changes. California’s resilience means we will keep updating our standards in the most fire-prone areas.

    Governor Gavin Newsom

    The executive order issued by Governor Newsom does the following:

    • Directs the State Board of Forestry to accelerate its work to adopt regulations known as “Zone 0,” which will require an ember-resistant zone within 5 feet of structures located in the highest fire severity zones in the state.
    • Tasks the Office of the State Fire Marshal with releasing updated Fire Hazard Severity Zone maps for areas under local government responsibility, adding 1.4 million new acres of land into the two higher tiers of fire severity, which will update building and local planning requirements for these communities statewide.
    • Requires the Department of Forestry and Fire Protection (CAL FIRE) and the Governor’s Office of Emergency Services (Cal OES) to work with local, federal and tribal partners on improvements to the Federal resource ordering system for wildfire response. 

    Protecting homes 

    Science has shown that combustible material within the immediate five feet of a structure contributes the greatest risk of embers directly or indirectly igniting the home. “Zone 0” regulations under development for new and existing construction would require an ember-resistant zone within the immediate 5-feet of structures in local area Very High Fire Hazard Severity Zones in Local Responsibility Areas, and Fire Hazard Severity Zones in State Responsibility Areas.

    Zone 0 regulations would move forward this year in tandem with financial assistance and relief for homeowners, proposed in the Governor’s January Budget, and to be augmented by the California Conservation Corps supporting work in vulnerable communities and in coordination with local Fire Safe Councils. While it is anticipated that the regulations would apply to new construction upon taking effect, requirements for existing homes would likely be phased in over three years to allow homeowners to prepare and prioritize mitigations and secure financial assistance.

    Research suggests that the cost of building a home with Zone 0 mitigations already incorporated adds little to no cost to building a comparable home without those features. 

    Updating fire hazard severity areas

    To ensure future resiliency against urban firestorms, local government planners and developers will have to factor in wildfire-hardening requirements in building planning, design, and construction within nearly 2.3 million acres of land in areas where local governments are responsible for wildfire prevention and response, known as local responsibility areas.

    The release of updated Fire Hazard Severity Zones for Local Responsibility Area maps would identify new areas where new development is required to adhere to the highest standards of wildfire resilient building codes and land-use planning. These new zones and maps would add approximately 1.4 million new acres of land into the two higher tiers of fire hazard severity. Specifically, they would expand current wildfire building resiliency requirements in the High-Fire Hazard Severity Zone to approximately 1.16 million new acres, and they would expand both current wildfire building and local planning resiliency requirements in the Very High- Fire Hazard Severity Zone to approximately 247,000 new acres. 

    The release of these updated zones and maps, which are expected to be released one region at a time beginning in Northern California, would begin a 120-day clock for local government jurisdictions to adopt local ordinances incorporating the State Fire Marshal’s recommendations.

    The release of these Local Responsibility Area maps would follow last year’s release of equivalent updated zones and maps in the State Responsibility Area, and follow months of planning discussions, including consultation with insurance providers who have developed their own models to determine risk, premiums and coverage that are independent of the state’s Fire Hazard Severity Zone maps.

    Investing in wildfire prevention

    Overall, the state has more than doubled investments in wildfire prevention and landscape resilience efforts, providing more than $2.5 billion in wildfire resilience since 2020, with an additional $1.5 billion from the 2024 Climate Bond to be committed beginning this year for proactive projects that protect communities from wildfire and promote healthy natural landscapes. Of note, since 2021, the State has made strategic investments in at least 61 fuels reduction projects near the Palisades and Eaton fire perimeters through projects treated over 14,500 acres.

    The Newsom Administration has invested $2 billion to support CAL FIRE operations, a 47% increase since 2018, which has helped build CAL FIRE from 5,829 positions to 10,741 in that same period, and the Administration is now implementing shorter workweeks for state firefighters to prioritize firefighter well-being while adding 2,400 additional state firefighters to CAL FIRE’s ranks over the next five years. 

    Augmenting technological advancements and pre-deployment opportunities 

    The Newsom Administration has also overseen the expansion of California’s aerial firefighting fleet, including the addition of more than 16 helicopters with several equipped for night operations, expanded five helitack bases, and assumed ownership of seven C-130 air tankers, making it the largest fleet of its kind globally. 

    California is also leveraging AI-powered tools to spot fires quicker, has deployed the Fire Integrated Real-Time Intelligence System (FIRIS) to provide real-time mapping of wildfires, and has partnered with the U.S. Department of Defense to use satellites for wildfire detection and invested in LiDAR technology to create detailed 3D maps of high-risk areas, helping firefighters better understand and navigate complex terrains. 

    In anticipation of severe fire weather conditions in early January 2025, Cal OES approved the prepositioning of 65 fire engines, as well as more than 120 additional firefighting resources and personnel in Los Angeles, Orange, Santa Barbara, Ventura, Riverside, San Bernardino, and San Diego counties, and CAL FIRE moved firefighting resources to Southern California including 45 additional engines and six hand crews to the region. 

    During the wildfires, California was able to mobilize more than 16,000 personnel including firefighters, National Guard servicemembers, California Highway Patrol officers and transportation teams to support the response to the Los Angeles firestorms, and more than 2,000 firefighting apparatus composed of engines, aircraft, dozers and water tenders to aid in putting out the fires. 

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    gun-violence-San Diego Guns Package 2.18.22_2

    What they’re saying: 

    • Sacramento Mayor Darrell Steinberg, original author of the Mental Health Services Act: “Twenty years ago, I never could have dreamed that we would have the strong leadership we have today, committing billions and making courageous policy changes that question the conventional wisdom on mental health. Now, with the passage of Proposition 1. California is delivering on decades old promises to help people living with brain-based illnesses, to live better lives, to live independently and to live with dignity in our communities. This is a historic moment and the hard work is ahead of us.“
    • Senator Susan Eggman (D-Stockton), author of Senate Bill 326: “Today marks a day of hope for thousands of Californians who are struggling with mental illness – many of whom are living unhoused. I am tremendously grateful to my fellow Californian’s for passing this important measure.  And I am very appreciative of this Governor’s leadership to transform our behavioral health care system!”
    • Assemblymember Jacqui Irwin (D-Thousand Oaks), author of Assembly Bill 531: “This started as an audacious proposal to address the root cause of homelessness and today, Californians can be proud to know that they did the right thing by passing Proposition 1. Now, it’s time for all of us to get to work, and make sure these reforms are implemented and that we see results.”

    Bigger picture: Transforming the Mental Health Services Act into the Behavioral Health Services Act and building more community mental health treatment sites and supportive housing is the last main pillar of Governor Newsom’s Mental Health Movement – pulling together significant recent reforms like 988 crisis line, CalHOPE, CARE Court, conservatorship reform, CalAIM behavioral health expansion (including mobile crisis care and telehealth), Medi-Cal expansion to all low-income Californians, Children and Youth Behavioral Health Initiative (including expanding services in schools and on-line), Older Adult Behavioral Health Initiative, Veterans Mental Health Initiative, Behavioral Health Community Infrastructure Program, Behavioral Health Bridge Housing, Health Care Workforce for All and more.

    More details on next step here

    Recent news

    Feb 6, 2025

    News What you need to know: Building on yesterday’s positive meetings on Capitol Hill and with President Trump, Governor Newsom continued his bipartisan outreach in meetings with House and Senate leadership that focused on securing critical disaster aid for the…

    Feb 6, 2025

    News What you need to know: Governor Gavin Newsom today announced he will issue an executive order to harden communities from wind-propelled wildfires that turn into urban firestorms.  Washington, D.C. — After meeting with key state and federal leaders on recovery…

    Feb 5, 2025

    News What you need to know: Governor Gavin Newsom traveled to Washington, DC to meet with President Trump and members of Congress — focusing on securing critical disaster aid for the survivors of the Los Angeles fires and ensuring impacted families who lost their…

    MIL OSI USA News –

  • MIL-OSI USA: Governor Newsom meets with bipartisan U.S. House and U.S. Senate leaders on disaster relief for LA firestorm survivors

    Source: US State of California 2

    Feb 6, 2025

    What you need to know: Building on yesterday’s positive meetings on Capitol Hill and with President Trump, Governor Newsom continued his bipartisan outreach in meetings with House and Senate leadership that focused on securing critical disaster aid for the survivors of the Los Angeles fires and ensuring impacted families who lost their homes and livelihoods have the support they need to rebuild and recover.

    WASHINGTON, DC — Today, Governor Gavin Newsom continued his efforts to secure critical federal disaster aid to support survivors of last month’s firestorms in the Los Angeles area. On Capitol Hill, Governor Newsom met with members from both sides of the aisle in both the U.S. House of Representatives and the U.S. Senate.

    Supporting Americans in their time of need is what this country has always done, and in California’s time of need we are seeking the same support and commitment we have provided others. This will take all of us, and I am committed, as I always have been, to working with everyone and anyone to see that Californians have the support and resources they need to recover and rebuild.

    Governor Gavin Newsom

    In the morning, Governor Newsom met with Representative Tom Cole (R), Chair of the House Appropriations Committee. The House Appropriations Committee plays a crucial role in disaster aid by determining the level of funding allocated for disaster response, recovery, and preparedness.

    In the afternoon, Governor Newsom met with New York Senator Chuck Schumer (D), Senate Minority Leader.

    Today’s meetings build on a successful day on Capitol Hill and at the White House, where Governor Newsom had a lengthy and very productive meeting with President Donald Trump as well as more than 10 Republicans and Democrats in Congress — including bipartisan meetings with California’s Congressional Delegation.

    The Governor continues to take action to support the survivors across Southern California — cutting red tape, providing key relief, and ensuring bolstered support for those in need.

    Stay up to date on the Governor’s actions here.

    Press Releases, Recent News

    Recent news

    Feb 6, 2025

    News What you need to know: Governor Gavin Newsom today announced he will issue an executive order to harden communities from wind-propelled wildfires that turn into urban firestorms.  Washington, D.C. — After meeting with key state and federal leaders on recovery…

    Feb 5, 2025

    News What you need to know: Governor Gavin Newsom traveled to Washington, DC to meet with President Trump and members of Congress — focusing on securing critical disaster aid for the survivors of the Los Angeles fires and ensuring impacted families who lost their…

    Feb 5, 2025

    News What you need to know: Governor Newsom has taken unprecedented action to cut red tape and remove regulatory barriers to help Los Angeles recover and rebuild quickly – including by suspending CEQA and Coastal Act permitting requirements. LOS ANGELES — In response…

    MIL OSI USA News –

  • MIL-OSI USA: DLNR News Release – Non-Resident Fishing Licenses Expected to Generate $1 Million Annually, Feb. 6, 2025

    Source: US State of Hawaii

    DLNR News Release – Non-Resident Fishing Licenses Expected to Generate $1 Million Annually, Feb. 6, 2025

    Posted on Feb 6, 2025 in Latest Department News, Newsroom

    STATE OF HAWAIʻI

    KA MOKU ʻĀINA O HAWAIʻI

    DEPARTMENT OF LAND AND NATURAL RESOURCES

    KA ʻOIHANA KUMUWAIWAI ‘ĀINA

     

    JOSH GREEN, M.D.
    GOVERNOR

    KE KIAʻĀINA

     

    DAWN CHANG

    CHAIR

     

    NON-RESIDENT FISHING LICENSES EXPECTED TO GENERATE $1 MILLION ANNUALLY

    FOR IMMEDIATE RELEASE

    Feb. 6, 2025

    HONOLULU – Hawai‘i is joining other ocean states and now requires a license for recreational ocean fishing for non-Hawai‘i residents.

    Revenues from license sales will be used exclusively to support fishing in the state. An anticipated $1 million each year will be used to fund fish aggregation devices (FADs), artificial reefs, stock enhancement and other fish restoration projects conducted by the DLNR Division of Aquatic Resources (DAR).

    In June 2021, the Hawai‘i State Legislature passed Act into law, requiring nonresidents of Hawaiʻi to obtain recreational marine fishing licenses. The law was codified at Hawaii Revised Statutes (HRS) §188-72. The DLNR subsequently adopted rules to implement the law, Hawai‘i Administrative Rules (HAR) § 13- 74-11, which took effect on May 2, 2024.

    Licenses cost $20 for one day and $40 for seven days. Annual licenses are available for $70. Nonresident youth under age 15 can fish without licenses, as can active-duty military personnel and their families.

    # # #

     

    RESOURCES

    (All images/video courtesy: DLNR)

    HD video – Kewalo Basin Harbor (June 3, 2021):

    Photographs – Kewalo Basin, O‘ahu charter fishing vessels (June 3, 2021):

    Get licenses at the DLNR/DAR website:

    Website screen shots:

     

    Media contact:

    Dan Dennison

    Communications Director

    Hawai‘i Dept. of Land and Natural Resources

    Phone: 808-587-0396

    MIL OSI USA News –

  • MIL-OSI Europe: AMERICA/COLOMBIA – Bishops on the serious crisis in the country: “We must not let ourselves be deprived of hope”

    Source: Agenzia Fides – MIL OSI

    Friday, 7 February 2025

    CEC

    Bogota (Agenzia Fides) – “We are seriously concerned about the requests for help and the needs of the populations and communities that are seriously affected,” write the Colombian Bishops gathered in Bogota for the Plenary Assembly.”It is urgent to pay special attention to migrants, displaced persons, returnees, victims of the increasing violence in the country’s rural areas.” The Colombian Bishops are referring to the region of Catatumbo, where violence has been raging for some time, plunging the region into the most serious crisis since 2002 (see Fides, 30/1/2025).During the Plenary Assembly, which began on February 3, the Bishops’ Conference drew attention to the President of the Republic, Gustavo Petro, after a controversial cabinet meeting broadcast live on national television. “The country is in a serious crisis,” warned the bishops, calling for “effective responses” to the “profound, urgent and painful problems that afflict the nation.””We declare our solidarity with Catatumbo and other regions of the country,” they declared.”In addition, the problem remains latent, not only of deported migrants, but also of those displaced and expelled due to the violence in the regions,” the bishops said. They therefore strongly appealed to the national government and all state institutions to work in a coordinated manner and focus on the good of the nation, “in order to realize the united and peaceful country that we all long for.””Today more than ever, let us not lose hope, but let us concentrate our efforts and support the initiatives that are being carried out in the communities,” the bishops said. (AP) (Agenzia Fides, 7/2/2025)
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    MIL OSI Europe News –

  • MIL-OSI NGOs: USA: Trump’s sanctions on ICC are ‘vindictive and aggressive’

    Source: Amnesty International –

    ‘The sanctions constitute another betrayal of our common humanity’ – Agnès Callamard

    In response to the executive order announced by President Trump imposing sanctions on the International Criminal Court, Agnès Callamard, Amnesty International’s Secretary General, said:

    “This reckless action sends the message that Israel is above the law and the universal principles of international justice. It suggests that President Trump endorses the Israeli government’s crimes and is embracing impunity. 

    “This executive order is vindictive. It is aggressive. It is a brutal step that seeks to undermine and destroy what the international community has painstakingly constructed over decades, if not centuries: global rules that are applicable to everyone and aim to deliver justice for all. The sanctions constitute another betrayal of our common humanity. 

    “The United States is ready to punish an institution that ensures the individuals most responsible for committing atrocities cannot escape justice. No one responsible for crimes under international law should be protected or aided in their attempts to escape individual accountability, least of all with the assistance of the US government based on President Trump’s political alliances.

    “At an historic moment when we are witnessing a genocide against Palestinians in Gaza, Russia’s aggression against Ukraine, and the global rule of law coming under threat from multiple fronts, institutions like the Court are needed more than ever to advance human rights protections, prevent future atrocities and secure justice for victims.

    “This attack against the ICC seeks to damage the Court’s independent pursuit of international justice. The sanctions issued will harm accountability, a crucial ingredient to global and long-term security. They will embolden perpetrators, present and future. They will negatively impact the interests of all victims globally and those who look to the Court for justice in all the countries where it’s conducting investigations, including Darfur, Libya, the Philippines, Palestine, Ukraine and Venezuela.

    “The ICC performs a vital role by investigating crimes under international law, often committed by the most powerful individuals, in situations where – without its involvement – the perpetrators would benefit from perpetual impunity.

    “The sanctions are also an affront to 125 member states who have collectively resolved that the Court must be able to effectively pursue justice – which means it must be able to undertake independent judicial functions, such as issuing arrest warrants, for example, against Benjamin Netanyahu or Vladimir Putin. 

    “Governments around the world and regional organisations must do everything in their power to mitigate and block the effect of President Trump’s sanctions. Through collective and concerted actions, ICC member states can protect the Court and its staff. Urgent action is needed, like never before.”

    MIL OSI NGO –

  • MIL-OSI NGOs: USA: Sanctions against International Criminal Court betray international justice system 

    Source: Amnesty International –

    In response to the executive order announced today by President Trump imposing sanctions on the International Criminal Court (ICC), Agnès Callamard, Amnesty International’s Secretary General, said:

    “This reckless action sends the message that Israel is above the law and the universal principles of international justice. It suggests that President Trump endorses the Israeli government’s crimes and is embracing impunity.  

    “Today’s executive order is vindictive. It is aggressive. It is a brutal step that seeks to undermine and destroy what the international community has painstakingly constructed over decades, if not centuries: global rules that are applicable to everyone and aim to deliver justice for all. The sanctions constitute another betrayal of our common humanity.  

    “The United States is ready to punish an institution that ensures the individuals most responsible for committing atrocities cannot escape justice. No one responsible for crimes under international law should be protected or aided in their attempts to escape individual accountability, least of all with the assistance of the US government based on President Trump’s political alliances.”

    “At an historic moment when we are witnessing a genocide against Palestinians in Gaza, Russia’s aggression against Ukraine, and the global rule of law coming under threat from multiple fronts, institutions like the Court are needed more than ever to advance human rights protections, prevent future atrocities and secure justice for victims.

    No one responsible for crimes under international law should be protected or aided in their attempts to escape individual accountability, least of all with the assistance of the US government based on President Trump’s political alliances.

    Agnès Callamard, Amnesty International’s Secretary General

    “This attack against the ICC seeks to damage the Court’s independent pursuit of international justice. The sanctions issued will harm accountability, a crucial ingredient to global and long-term security. They will embolden perpetrators, present and future. They will negatively impact the interests of all victims globally and those who look to the Court for justice in all the countries where it’s conducting investigations, including Darfur, Libya, the Philippines, Palestine, Ukraine and Venezuela.

    “The ICC performs a vital role by investigating crimes under international law, often committed by the most powerful individuals, in situations where – without its involvement – the perpetrators would benefit from perpetual impunity. The sanctions are also an affront to 125 member states who have collectively resolved that the Court must be able to effectively pursue justice – which means it must be able to undertake independent judicial functions, such as issuing arrest warrants, for example, against Benjamin Netanyahu or Vladimir Putin.  

    “Governments around the world and regional organizations must do everything in their power to mitigate and block the effect of President Trump’s sanctions. Through collective and concerted actions, ICC member states can protect the Court and its staff. Urgent action is needed, like never before.”

    MIL OSI NGO –

  • MIL-OSI Russia: “The situation in Russian science looks stable and positive”

    Translartion. Region: Russians Fedetion –

    Source: State University Higher School of Economics – State University Higher School of Economics –

    © Higher School of Economics

    On the eve of Russian Science Day, TASS held a press conference dedicated to the results of the third round of the comprehensive study “We do science in Russia” He was conducted Institute for Statistical Research and Economics of Knowledge (ISSEZ) HSE. The authors of the study and experts representing higher education, research institutes and industry spoke about the state of domestic science, the drivers of its development, the dynamics of change and the barriers that need to be overcome.

    The first “Making Science in Russia” study was conducted in 2017, the second round took place in 2022, and the third from October to November 2024.

    Present and future

    As explained by the first vice-rector, director of the HSE ISSEK Leonid Gokhberg, the basis of the study was the results of a survey of the heads of 719 universities and leading scientific organizations, which make up almost the entire core of Russian science. These are “the key players who make the weather in this area and determine its development with their daily practices.”

    The assessment was carried out on 87 factors grouped into 8 large blocks, which made it possible to determine the sentiment index in Russian science. In the second step, the researchers identified 47 measures of state scientific and technical policy, assessed their effectiveness on a number of parameters and rated them.

    “The situation in Russian science looks stable and positive, there is progress compared to previous rounds of the study,” Leonid Gokhberg noted. For example, assessments related to the institutional conditions of functioning of universities and scientific organizations have improved – first of all, we are talking about increasing awareness of policy measures and regulation of important aspects of their daily life (regulation of state assignments and state purchases, tender procedures, etc.).

    Representatives of the scientific sphere assess the prospects for the coming years even more optimistically. Expectations are connected with further increase in the efficiency of scientific research, cooperation with business and stimulation of investment inflow from commercial structures, development of the information base of science.

    At the same time, the situation looks different in different sectors. “Universities are feeling the best, and this correlates with the measures of their support that have been launched in recent years and have had a rather positive impact on the development of university science,” Leonid Gokhberg stated.

    Financing

    The director continued the topic Center for Statistics and Monitoring of Science and Innovation ISSEK Ekaterina Streltsova, touching upon “the most sensitive issue” – funding of science.

    This block received the most restrained assessment from the scientific community, but this does not mean that everything is bad. Science is financed from many sources, and the study showed that the situations with different sources differ for different organizations. Key sources of budgetary financing are assessed more restrainedly in general, since they may not be very relevant for non-profit organizations that participated in the survey (for example, grants from Russian scientific foundations).

    “We see a significant improvement in the situation for all types of organizations compared to 2022, as budget expenditures on science are steadily increasing. This year, almost 3% of federal budget funds are planned to be allocated to support science, this is the highest figure in the last ten years, and we hope that funding for science will continue to increase,” Ekaterina Streltsova emphasized.

    Organizations of all types were skeptical about the provision of funding from state companies and especially from business, and, in her opinion, this is a predictable result given the current structure of funding for Russian science. In recent years, the business sector has provided about 30% of the costs of science, and although this figure has increased compared to 2010, measures are needed to stimulate investment.

    Of all the sources of funds, foreign organizations received the lowest ratings. “It was these ratings that influenced the overall score for the entire area and pulled it down, and this is understandable,” says Ekaterina Streltsova. “Foreign resources have never been significant for the development of Russian science; in the last five to six years, the share of these sources in the total volume of expenses has not exceeded 2.5%.”

    Personnel and equipment

    Ekaterina Streltsova noted that the human resources potential received a positive assessment for most factors: the managers are satisfied with both the quantitative and qualitative characteristics of the scientific personnel they work with. Compared to 2022, some values have improved due to the implementation of a whole range of measures. Difficulties are associated with attracting foreign researchers and participation in international projects.

    The assessment of material and technical conditions is also quite stable: organizations are generally optimistic about the availability of scientific equipment and consumables, but many note the complication of supplies from abroad. The availability of access to specialized domestic software and Russian AI-based systems is assessed cautiously, but it is in this area that expectations are high and positive.

    The weak point remains the commercialization of results – their promotion and implementation in the economy. For example, universities and research organizations are actively involved in patent activities, but their contribution to the development of licensing activities in the domestic market is still limited. Obviously, this is due, among other things, to insufficient dialogue between science and business. “Although the situation has improved somewhat compared to 2022, we see that the intensity of interaction with business in the form of joint laboratories, basic departments, and so on is still assessed rather restrainedly, which, of course, requires further implementation, including of the measures already in force,” concluded Ekaterina Streltsova.

    “A most interesting analysis”

    The results of the study “Making Science in Russia” were commented on by representatives of science, higher education and industry.

    Director of the Joint Institute for Nuclear Research, Academician of the Russian Academy of Sciences Grigory Trubnikov noted that HSE scientists conducted “a most interesting analysis.” In his opinion, over three rounds of research, “analytics has taken off,” it has a large audience, and the data can be trusted.

    Commenting on the conclusions about science funding, he put forward the hypothesis that the problem is not that it should be increased, say, twofold, but that “science should be done faster” — this is the main request of the scientific community. If we remove the obstacles associated with control, procurement procedures, academic mobility, and foreign restrictions, then the competitiveness of Russian science will increase.

    Grigory Trubnikov also noted that in terms of international cooperation, everything depends on the specific organization, and things are going well at his institute in Dubna – cooperation with China, Mexico, Brazil is developing, and this is a noticeable trend in general.

    Stanislav Terekhov, head of the laboratory of antibiotic resistance at the Institute of Bioorganic Chemistry of the Russian Academy of Sciences, highly praised the existing measures to support science, including the creation of youth laboratories (his laboratory is one of them). In his opinion, this allows the best personnel to be retained in the country and students and postgraduates to be integrated into laboratory practice, but state support should be supplemented by private initiatives.

    Science and Business

    Director of the Institute of Translational Medicine and Biotechnology at Sechenov University Vadim Tarasov emphasized the links between science and business in his speech. In his opinion, the Priority 2030 program “gave universities a huge opportunity to be flexible in their interactions with industry,” and now it is necessary to set goals for 10-15 years ahead, understanding what technologies the country needs to ensure sovereignty, and which ones are worth entering foreign markets with.

    First Vice President for MTS Technologies, Head of the MTS Basic Department at HSE Pavel Voronin also highly praised the study, calling it very complete and high-quality.

    In his opinion, science is the foundation for technology, and “the geopolitical situation requires us to invest more in this fundamental part,” but the economic situation forces many companies in the market to approach finances prudently. When it is necessary to monitor expenses more closely, the first thing that is cut is unpredictable, long-term investments. “From a business point of view, it is important not to get caught in these scissors, to correctly determine priorities and leave a certain share of investments for long-term research,” concluded Pavel Voronin.

    Head of the scientific and technical cooperation department of the State Corporation Rosatom Ekaterina Chaban stated that in her corporation “every scientific project is also a business project” and confirmed the researchers’ findings on the successful attraction of young people to science. In the scientific division of Rosatom, out of 2 thousand scientists, 38% are under 35 years old, 48% are under 39 years old, and among the directors of institutes there are scientists and designers under 40 years old. “The corporation does a lot to maintain the influx of young people and retain young personnel,” she explained.

    Please note: This information is raw content directly from the source of the information. It is exactly what the source states and does not reflect the position of MIL-OSI or its clients.

    MIL OSI Russia News –

  • MIL-OSI Video: Urban Search and Rescue (US&R) Task Force 3 operation in LA wildfires

    Source: United States of America – Federal Government Departments (video statements)

    Urban Search and Rescue (US&R) Task Force 3 explains about the search and rescue operation to support the wildfire recovery efforts in Los Angeles.

    https://www.youtube.com/watch?v=C3EavU8T_Vg

    MIL OSI Video –

  • MIL-OSI Europe: OSCE delivers training course on airport security and provides equipment to Moldovan border police

    Source: Organization for Security and Co-operation in Europe – OSCE

    Headline: OSCE delivers training course on airport security and provides equipment to Moldovan border police

    From 3 to 7 February, the OSCE organized a training course in Chisinau, Moldova for aviation security managers from the General Inspectorate of Border Police (GIBP) and Airport Administration of the Republic of Moldova. The course, organized in co-operation with the Permanent Mission of Romania to the OSCE, was conducted by Romanian aviation security experts.
    The course enhanced the participants’ expertise in overseeing and monitoring the implementation of aviation security measures, equipping them with essential competencies aligned with international standards. Sessions covered topics critical to the role of aviation security managers, including threat and risk assessment methodologies, crisis management, duties of security managers and supervisory activities.
    “At a time when aviation security faces increasingly complex challenges, this training course underscores the importance of equipping aviation security managers with necessary skills and knowledge to address them effectively. The OSCE remains committed to supporting Moldova in strengthening its aviation security framework and fostering regional co-operation to ensure safety for all,” said Ambassador Kelly Keiderling, Head of the OSCE Mission to Moldova.
    Throughout the week, the participants engaged in practical exercises, case studies and discussions focused on integrating the International Civil Aviation Organization standards and recommended practices into daily operations.
    “The knowledge gained during this course will enable us to better safeguard our airports and ensure the safety of travellers. The hands-on activities and expert guidance provided invaluable insights for our work,” said Elena Popa, an airport security manager with the GIBP.
    In parallel to this course, the OSCE donated 13 complete computer sets with uninterruptible power supply devices to the GIBP. The equipment will enhance the operational capabilities of the Moldovan Border Police by streamlining data processing, supporting border monitoring activities, and facilitating the implementation of security technologies in compliance with international standards.
    “This donation represents a vital resource for the Moldovan Border Police as we continue to enhance our capacity to address cross-border threats. The new equipment will improve our ability to monitor and analyse border activities, supporting our mission to safeguard Moldova’s borders,” said Ruslan Galușca, Head of the GIBP.
    The training course is part of the OSCE’s extrabudgetary project “Support to the Law Enforcement Agencies in Moldova in Response to the Security Challenges in the Region”. The project focuses on strengthening Moldovan law enforcement’s capacity to combat transnational organized crime both at the border and within the country, with financial support from the France, Germany, Poland, the United Kingdomand the United States of America.

    MIL OSI Europe News –

  • MIL-OSI Canada: Leading in financial literacy: Minister Nicolaides | Leader en matière de littératie financière : Ministre Nicolaides

    “The latest PISA results from 2022 show that Alberta is a world leader in education. Alberta students rank first in financial literacy among Canadian provinces, ahead of Ontario and British Columbia, which tied for second place.

    “Alberta students also performed exceptionally well against international competitors in financial literacy. Globally, Alberta students placed first ahead of Denmark, the top-ranked country.

    “Alberta’s students’ achievement in financial literacy builds off the previously released 2022 PISA results. Across Canada, Alberta students rank first in science, reading and creative thinking and second in mathematics. Globally, Alberta students rank second only to Singapore in science, reading and creative thinking.

    “Ensuring Alberta’s youth can build the financial literacy skills they need to make informed decisions about their finances and their future continues to be a focus for our government.

    “That’s why we have invested $5 million to support practical, hands-on financial literacy programming for students from Kindergarten to Grade 12 and our renewed K–6 curriculum that includes a stronger foundation in financial literacy.

    “As we look forward, we will continue to develop new curriculum for grades 7–12 and ensure financial literacy is incorporated throughout all grades where appropriate.”

    Related information

    • Programme for International Student Assessment 2022 results 
    • Financial literacy grants

    Related news

    • International success for Alberta students: Minister Nicolaides (Dec. 5, 2023) 

    Le ministre de l’Éducation, Demetrios Nicolaides, a fait la déclaration suivante sur les derniers résultats du Programme international pour le suivi des acquis des élèves (PISA) de 2022 : 

    « Les derniers résultats du PISA de 2022 montrent que l’Alberta est un leader mondial en matière d’éducation. Les élèves de l’Alberta se classent au premier rang en matière de littératie financière parmi les provinces canadiennes, devant l’Ontario et la Colombie-Britannique, qui se classent au deuxième rang ex æquo.

    Les élèves de l’Alberta ont également obtenu des résultats exceptionnels par rapport à leurs concurrents internationaux en matière de littératie financière. À l’échelle mondiale, les élèves de l’Alberta se classent premiers, devant le Danemark, le pays le mieux classé.

    Les résultats des élèves de l’Alberta en matière de littératie financière s’appuient sur les résultats du PISA de 2022 déjà publiés. Au Canada, les élèves de l’Alberta se classent premiers en sciences, en lecture et en pensée créative et deuxièmes en mathématiques. À l’échelle mondiale, les élèves de l’Alberta se classent au deuxième rang, après Singapour, en sciences, lecture et pensée créative.

    Veiller à ce que les jeunes de l’Alberta puissent acquérir les compétences en littératie financière dont ils ont besoin pour prendre des décisions éclairées concernant leurs finances et leur avenir continue d’être une priorité pour notre gouvernement.

    C’est pour cela que nous avons investi 5 millions de dollars pour soutenir des programmes pratiques de littératie financière pour les élèves de la maternelle à la 12e année, ainsi que notre programme d’études renouvelé de la maternelle à la 6e année, avec une base plus solide en littératie financière.

    À l’avenir, nous continuerons d’élaborer de nouveaux programmes pour la 7e à la 12e année et nous veillerons à ce que la littératie financière soit intégrée à tous les niveaux, le cas échéant. »

    Renseignements connexes

    • Résultats du Programme international pour le suivi des acquis des élèves de 2022 
    • Subventions pour la littératie financière

    Nouvelles connexes

    • Réussite internationale pour les élèves de l’Alberta : Ministre Nicolaides (5 décembre 2023)

    Translations

    • Arabic
    • Simplified Chinese
    • Traditional Chinese
    • Punjabi
    • Spanish
    • Ukrainian

    MIL OSI Canada News –