Category: Artificial Intelligence

  • MIL-OSI USA: DLNR News Release – Incidents on Hawai’i Island Shed Light on Hawaiian Hawk Abuse, June 2, 2025

    Source: US State of Hawaii

    DLNR News Release – Incidents on Hawai’i Island Shed Light on Hawaiian Hawk Abuse, June 2, 2025

    Posted on Jun 2, 2025 in Latest Department News, Newsroom

     

    STATE OF HAWAIʻI

    KA MOKU ʻĀINA O HAWAIʻI

     

    JOSH GREEN, M.D.

    GOVERNOR

    KE KIAʻĀINA

     

    DEPARTMENT OF LAND AND NATURAL RESOURCES

    KA ‘OIHANA KUMUWAIWAI ‘ĀINA

     

    DAWN N.S. CHANG

    CHAIRPERSON

    KA LUNA HOʻOKELE

     

     

    INCIDENTS ON HAWAIʻI ISLAND SHED LIGHT ON HAWAIIAN HAWK ABUSE

     

     

    FOR IMMEDIATE RELEASE

    June 2, 2025

    HILO, Hawaiʻi – Threats to Hawaiʻi’s endangered wildlife usually come in the form of habitat loss and degradation, disease, or predators. Recent incidents on Hawai‘i Island involving the ‘io, or Hawaiian hawk, shed light on another hazard:  human interactions. Last month, a Mountain View community member found an emaciated ‘io on her property. It was missing the upper portion of its beak. This was reported to the Hawai‘i Wildlife Center (HWC) which contacted the DLNR Divisions of Conservation and Resources Enforcement (DOCARE) and Forestry and Wildlife (DOFAW).

    Raymond McGuire, a wildlife biologist with DOFAW, collected the ‘io and transferred it to the HWC. Examination of the hawk determined the injury wasn’t natural, but human caused. No longer able to feed itself, the bird had to be euthanized.

    HWC received a tip the previous week about a posting on Craigslist that offered a free hawk in Mountain View. Posted photos of that bird showed similar feather, eye and cere (lump above the beak) color to the hawk they admitted, though it still had its full beak. The post has since been deleted. It hasn’t been determined if the two incidents are related.

    “I just want to make people aware that these types of abuses are happening in our backyards and if community members see something, please say something,” said McGuire.

    In Hawaiʻi, endangered wildlife like the ‘io carry state protections. Hawai‘i Revised Statutes prohibit the “taking” of endangered or threatened species, which includes harming, killing, or otherwise disrupting them.

    McGuire added: “We’ve received several reports in recent years of shootings and other harmful misconduct aimed at Hawaiian hawks. We can all contribute to the protection of our native ʻio and stop the trend of abuse if we keep our eyes open and speak up.”

    To report suspected illegal activity, call the DLNR enforcement hotline at 808-643-3567 or use the DLNRTip app. For information on raptor rehabilitation and rescue, reach out to the HWC at 808-884-5000.

    # # # 

     

    RESOURCES 

    (All images/video courtesy: DLNR) 

     

    Photographs – Hawaiian Hawk Incidents (May 2025):

    https://www.dropbox.com/scl/fo/nvpbm391lja4o8mpfkwlr/ABKckPyvmYT_u9QPkaEyqN4?rlkey=4q7wnd1vxoxgdflfbi1zdntvx&st=712cw4mm&dl=0

     

    Hawai‘i Island DOFAW offices:

    Hilo office: 808-974-4221

    Kamuela office: 808-887-6063

     

    Hawai‘i Wildlife Center website: https://www.hawaiiwildlifecenter.org/

     

     

    Media Contact: 

    Ryan Aguilar

    Communications Specialist

    Department of Land and Natural Resources, State of Hawai‘i

    Phone: 808-587-0396

    Email: [email protected]

     

    MIL OSI USA News

  • MIL-OSI USA: Governor Green Welcomes New State Fire Marshal

    Source: US State of Hawaii

    Governor Green Welcomes New State Fire Marshal

    Posted on Jun 2, 2025 in Featured, Latest Department News, Newsroom, Office of the Governor Press Releases

    STATE OF HAWAIʻI 
    KA MOKU ʻĀINA O HAWAIʻI 

     
    JOSH GREEN, M.D. 
    GOVERNOR
    KE KIAʻĀINA 

     

    GOVERNOR GREEN WELCOMES NEW STATE FIRE MARSHAL
    The Position was Abolished Nearly 46 Years Ago

    FOR IMMEDIATE RELEASE
    June 2, 2025

    HONOLULU — Governor Josh Green, M.D., today announced the appointment of Dori Booth as Hawai‘i’s new State Fire Marshal, reviving a critical public safety position that has been vacant for nearly 46 years. The original Office of the State Fire Marshal was abolished by Act 241 of the 1978 Session Laws of Hawaiʻi, with its responsibilities devolved to the counties as of July 1, 1979.

    This appointment marks a historic return to a centralized approach to statewide fire protection — one that was strongly recommended by independent wildfire investigation reports following the devastating 2023 Maui wildfires.

    “Dori Booth steps into this role at a moment of incredible urgency — and with a mission that’s nothing short of transformative,” said Governor Green. “We are rebuilding an entire fire safety infrastructure at the state level, and Dori is at the center of it. She’ll need to navigate the complex division of responsibilities between the counties and the state, set up a new operational structure, and immediately implement top-priority reforms to protect our communities. It may sound like bureaucracy — but the goal is simple: save lives, protect property and keep Hawai‘i safe.”

    Fire Marshal Booth has familiarized herself with the wildfires investigation reports by the Fire Safety Research Institute and will be leading the charge on executing the 10 priorities identified in the Phase II report.

    “It’s an honor to step into this role at such a critical time for Hawaiʻi,” Booth said. “The lessons from the Maui wildfires are still fresh, and our responsibility is clear: We must do everything in our power to prevent future tragedies. That means stronger coordination, smarter planning, and a relentless focus on community safety. And when wildfires or other disasters cannot be prevented, we must be resilient — to protect Hawaiʻi’s most precious resources: its people, history, culture and places of deep significance. I’m committed to working with community members, county, state and federal partners — as well as our first responders — to build a fire protection system that reflects the strength and resilience of Hawaiʻi’s people.”

    Booth brings more than two decades of leadership in fire safety and public service. Prior to her appointment, she served as Division Chief of Community Risk Reduction for the Sedona Fire District, and previously rose to Deputy Fire Marshal with the Phoenix Fire Department. In these roles, she led major fire prevention programs, high-risk inspections, hazardous materials response, and public safety planning for large venues and airports. A U.S. Army veteran, Booth served in Iraq, Kuwait and Afghanistan, where she specialized in civil-military operations and infrastructure stability. Her service earned her the Bronze Star Medal and Combat Action Badge.

    She holds a Master’s degree in Public Safety Leadership Administration and a Bachelor’s in Sustainable Tourism Development and Management, both from Arizona State University. Booth also serves in a national leadership role with the International Code Council, chairing the Fire Sprinkler Exam Development Committee.

    “The Fire Marshal will have a very important role in protecting our communities,” said Department of Law Enforcement Director Mike Lambert. “The Department of Law Enforcement looks forward to helping Dori be successful and we are honored that we have been entrusted to work with her side by side to keep Hawai‘i among the safest states in the nation.”

    The fire marshal position was initially recreated by the 2024 Legislature in order to address the post-Maui wildfires third-party investigation reports initiated by the Department of the Attorney General, recommending a prioritized list of action items of changes to be made to improve Hawai‘i’s response to wildfires for the state and all counties. The 2024 legislation was amended in the most recent session to, among other changes, place the office of the State Fire Marshal under the Department of Law Enforcement.

    A headshot of Dori Booth can be found here.
    Additional photos, courtesy the Office of the Governor, can be found here.

    # # #


    Media Contacts:  
    Erika Engle
    Press Secretary
    Office of the Governor, State of Hawai‘i
    Office: 808-586-0120
    Email: [email protected] 

    Makana McClellan
    Director of Communications
    Office of the Governor, State of Hawaiʻi
    Cell: 808-265-0083
    Email: [email protected]

    MIL OSI USA News

  • MIL-OSI Asia-Pac: Bus Safety Excellence Award commends multidisciplinary staff and encourages trade to promote safety awareness (with photos/video)

    Source: Hong Kong Government special administrative region

    Bus Safety Excellence Award commends multidisciplinary staff and encourages trade to promote safety awareness (with photos/video)Issued at HKT 17:20

    The Transport Department (TD) today (June 3) held the Bus Safety Excellence Award Ceremony 2025 to commend multidisciplinary staff of franchised bus operators (FBOs) with excellent performances in enhancing bus safety in daily operations, with a view to encouraging the trade to promote safety awareness with ongoing efforts. About 200 participants attended the ceremony.

    Officiating at the ceremony, the Permanent Secretary for Transport and Logistics, Mr Kevin Choi, said that continuously enhancing bus safety is a shared priority of the Government and FBOs, which requires both hardware equipment and staff training to complement each other. While bus captains shoulder the important duty of safe driving, the dedication of and collaboration among professional teams behind them are equally indispensable in ensuring stable services. Mr Choi expressed gratitude to the contributions of staff at different positions, who upheld professionalism in delivering safe and reliable bus services. He looked forward to ongoing efforts of the trade in fostering a safety culture and the importance of vehicle safety extensively, thereby providing a safe commute for passengers at large.

    Also officiating at the ceremony were Legislative Council (LegCo) Member (Transport) Mr Frankie Yick; the Chairman of the LegCo Panel on Transport, Mr Chan Siu-hung; the Deputy Chairman of the LegCo Panel on Transport, Mr Yiu Pak-leung; the Commissioner for Transport, Ms Angela Lee; the Chairman of the Transport Advisory Committee, Professor Stephen Cheung; Independent Expert Member of the Committee on Enhancement of Franchised Bus Safety Professor Wong Sze-chun; and the Chief Superintendent of Police (Traffic) of the Hong Kong Police Force, Mr Leung Shun. The officiating guests hosted the kick-off ceremony and urged road users to take heed of safety tips, including “staying courteous and alert”, “obeying traffic regulations”, “keeping a safe distance” and “driving attentively, no speeding”.

    The Excellence Award this year gave recognition to a total of 57 staff members, comprising 28 bus captains, six driving instructors, 12 inspectors/regulators and 11 engineers/mechanics from five teams. Among them, the engineer/mechanic teams competed in bus safety projects for the first time, with their entries assessed by the TD based on safety benefits, creativity and technological application. The winning entries, such as a predictive bus maintenance system and the application of an AI digital video recording system on both buses and emergency rescue vehicles, effectively made good use of technologies in enhancing safety and efficiency.

    Awardees in the other categories were nominated by FBOs and assessed by the TD. Regarding the assessment criteria, bus captains should have a clean traffic accident record and no driving offence records, and their driving attitude and skills were assessed. Driving instructors should provide effective safety training for bus captains while inspectors/regulators should maintain effective management of buses’ daily operations. At the ceremony, special guest Matthew Ho had interactive quiz games with bus trade representatives, strengthening their understanding of a proper driving attitude and bus safety tips.

    The list of awardees this year is set out in the Annex.

    Ends/Tuesday, June 3, 2025
    Issued at HKT 17:20

    MIL OSI Asia Pacific News

  • MIL-OSI: Draganfly Announces Delivery of Flex FPV Systems to Major U.S. Prime Defense Contractor

    Source: GlobeNewswire (MIL-OSI)

    Tampa, Florida, June 03, 2025 (GLOBE NEWSWIRE) — Draganfly Inc. (NASDAQ: DPRO) (CSE: DPRO) (FSE: 3U8), an award-winning, industry-leading drone solutions and systems developer, is pleased to announce the first deliveries of its revolutionary Flex FPV (First Person View) systems under an order from a major U.S. military prime contractor supporting land systems operations for allied forces.

    The Draganfly Flex FPV system is built around a modular core architecture that allows operators to seamlessly switch between different arm and propeller sizes in seconds—without specialized tools. This adaptability enables a single Flex Core to support a variety of mission profiles ranging from reconnaissance and training to tactical payload delivery.

    Capable of speeds exceeding 149 Kilometres per hour, the Flex FPV is designed to support traditional FPV flight and assisted modes, including autonomous waypoint missions. With the ability to carry payloads up to 10 lbs, including via picatinny rail or custom mounts, the system delivers unmatched agility and flexibility in high-intensity environments.

    “This delivery marks an important milestone for the Flex FPV platform,” said Cameron Chell, President and CEO of Draganfly. “The system was born out of our work supporting frontline operations in Ukraine and has been refined through rigorous testing by multiple defense partners. We’re incredibly proud to see it deployed by one of the world’s top defense contractors. .”

    The Flex FPV was officially launched in 2024 and has since undergone evaluation by a variety of militaries and end-users across training, defense, and public safety applications. This order includes a mix of core units and modular components selected to meet the specific needs of the end user.

    Draganfly continues to experience growing demand across defense and public safety sectors as organizations seek out trusted, North American-developed UAS platforms capable of adapting to the evolving realities of modern warfare.

    For more information about Draganfly, visit draganfly.com.

    About Draganfly

    Draganfly Inc. (NASDAQ: DPRO; CSE: DPRO; FSE: 3U8) is a global leader in drone technology, AI, and autonomous systems, providing innovative solutions for public safety, defense, agriculture, and industrial applications. With over 25 years of experience, Draganfly is recognized for its groundbreaking contributions to the UAV industry and commitment to delivering cutting-edge, North American-made technology.

    CSE Listing
    NASDAQ Listing
    Frankfurt Listing

    Media Contact
    Erika Racicot
    Email: media@draganfly.com

    Company Contact
    Email: info@draganfly.com

    Forward-Looking Statements

    This release contains certain “forward looking statements” and certain “forward-looking ‎‎‎‎information” as ‎‎‎‎defined under applicable securities laws. Forward-looking statements ‎‎‎‎and information can ‎‎‎‎generally be identified by the use of forward-looking terminology such as ‎‎‎‎‎“may”, “will”, “expect”, “intend”, ‎‎‎‎‎“estimate”, “anticipate”, “believe”, “continue”, “plans” or similar ‎‎‎‎terminology. Forward-looking statements ‎‎‎‎and information are based on forecasts of future ‎‎‎‎results, estimates of amounts not yet determinable and ‎‎‎‎assumptions that, while believed by ‎‎‎‎management to be reasonable, are inherently subject to significant ‎‎‎‎business, economic and ‎‎‎‎competitive uncertainties and contingencies. Forward-looking statements ‎‎‎‎include, but are not ‎‎‎‎limited to, statements with respect to the Flex FPV system’s ability to support a variety of mission profiles ranging from reconnaissance and training to tactical payload delivery and delivering unmatched agility and flexibility in high-intensity environments. Forward-‎‎‎‎looking statements and information are subject to various ‎known ‎‎and unknown risks and ‎‎‎‎‎uncertainties, many of which are beyond the ability of the Company to ‎control or ‎‎predict, that ‎‎‎‎may cause ‎the Company’s actual results, performance or achievements to be ‎materially ‎‎different ‎‎‎‎from those ‎expressed or implied thereby, and are developed based on assumptions ‎about ‎‎such ‎‎‎‎risks, uncertainties ‎and other factors set out here in, including but not limited to: the potential ‎‎‎‎‎‎‎impact of epidemics, ‎pandemics or other public health crises, including the ‎COVID-19 pandemic, on the Company’s business, operations and financial ‎‎‎‎condition; the ‎‎‎successful integration of ‎technology; the inherent risks involved in the general ‎‎‎‎securities markets; ‎‎‎uncertainties relating to the ‎availability and costs of financing needed in the ‎‎‎‎future; the inherent ‎‎‎uncertainty of cost estimates; the ‎potential for unexpected costs and ‎‎‎‎expenses, currency ‎‎‎fluctuations; regulatory restrictions; and liability, ‎competition, loss of key ‎‎‎‎employees and other related risks ‎‎‎and uncertainties disclosed under the ‎heading “Risk Factors“ ‎‎‎‎in the Company’s most recent filings filed ‎‎‎with securities regulators in Canada on ‎the SEDAR ‎‎‎‎website at www.sedar.com and with the United States Securities and Exchange Commission (the “SEC”) on EDGAR through the SEC’s website at www.sec.gov. The Company undertakes ‎‎‎no obligation to update forward-‎looking ‎‎‎‎information except as required by applicable law. Such forward-‎‎‎looking information represents ‎‎‎‎‎managements’ best judgment based on information currently available. ‎‎‎No forward-looking ‎‎‎‎statement ‎can be guaranteed and actual future results may vary materially. ‎‎‎Accordingly, readers ‎‎‎‎are advised not to ‎place undue reliance on forward-looking statements or ‎‎‎information.‎

    The MIL Network

  • MIL-OSI China: China rejects US claims of violating consensus in Geneva talks

    Source: People’s Republic of China – State Council News

    Chinese Foreign Ministry spokesperson Lin Jian on Tuesday rejected the repeated U.S. claims that China is violating the consensus reached during the China-U.S. economic and trade talks in Geneva, urging the United States to stop spreading disinformation.

    China has acted in a responsible manner, taking the consensus reached in the Geneva talks seriously and implementing it rigorously, Lin stated at a regular press briefing.

    The United States has seriously undermined the consensus by successively introducing multiple discriminatory restrictive measures against China, including issuing guidance on AI chip export controls, halting sales of chip design software to China, and announcing the revocation of visas for Chinese students, Lin said.

    The U.S. move has harmed China’s legitimate rights and interests, and China firmly opposes this and has lodged stern representations, the spokesperson said.

    Stressing that pressure and coercion are not the correct ways to deal with China, he urged the United States to respect the facts, stop spreading disinformation, correct its own mistakes and take concrete actions to safeguard the consensus reached during the Geneva talks. 

    MIL OSI China News

  • MIL-OSI Russia: China publicly destroys 1,590kg of drugs to commemorate fight against opium smuggling

    Translation. Region: Russian Federal

    Source: People’s Republic of China in Russian – People’s Republic of China in Russian –

    Source: People’s Republic of China – State Council News

    HAIKOU, June 3 (Xinhua) — About 1,590 kg of drugs were publicly destroyed in south China’s Hainan Province on Tuesday to crack down on drug crimes and commemorate the country’s fight against opium smuggling in the 19th century.

    Drugs including heroin, methamphetamine, ketamine and new drugs such as etomidate, as well as unregulated addictive substances that were seized in drug cases by Hainan courts in recent years, were burned in an incinerator at a local new energy power plant.

    The drug destruction campaign, which was carried out in strict compliance with environmental protection principles, was timed to coincide with the 186th anniversary of a famous historical event during the Qing Dynasty (1644-1911). On June 3, 1839, high-ranking official Lin Zexu ordered the destruction of about 1,000 tons of smuggled opium confiscated from foreign traders in Humen, Guangdong Province (South China). His move was seen as the beginning of China’s fight against opium.

    The centralized drug destruction demonstrated the province’s determination to strengthen drug control and combat drug crimes, according to the Hainan Provincial Public Security Bureau. -0-

    MIL OSI Russia News

  • MIL-OSI Russia: China, Egypt sign agreement to operate CBD in Egypt’s new administrative capital

    Translation. Region: Russian Federal

    Source: People’s Republic of China in Russian – People’s Republic of China in Russian –

    Source: People’s Republic of China – State Council News

    CAIRO, June 3 (Xinhua) — Egypt’s New Urban Communities Authority and a Chinese-Egyptian joint venture have signed an agreement on the comprehensive operation and maintenance of the Central Business District (CBD) in Egypt’s New Administrative Capital.

    Under the agreement, Horizon Operations Management /Egypt/ will be responsible for the implementation of the project in the CBD, initially focusing on property management and municipal administration.

    According to a statement from the Egyptian cabinet, during preliminary talks on the signing, Egyptian Housing Minister Sherif El-Sherbini said the agreement covers the maintenance and management of important facilities, as well as the provision of comprehensive urban services to residents, tourists and businesses in the CBD.

    Sh. El-Sherbini stressed that this step represents a significant change in Egypt’s approach to managing public facilities – from traditional models to results-oriented management based on quality and sustainability.

    Also present at the signing ceremony on Sunday were Egyptian Prime Minister Mostafa Madbouly, China’s Vice Minister of Housing and Urban-Rural Development Dong Jianguo and representatives of China State Construction Engineering Corporation, which oversaw the construction of the Central Business District.

    Situated in the heart of the desert, about 50 km east of the capital Cairo, the Central Business District is one of the key projects jointly built by China and Egypt under the Belt and Road Initiative. The project includes 20 commercial and residential skyscrapers, as well as supporting municipal infrastructure, including the 385.8 m Iconic Tower, the tallest building in Africa. –0–

    MIL OSI Russia News

  • MIL-OSI United Nations: First Global Early Warnings for All Multi-Stakeholder Forum launches with call to accelerate universal protection from disasters

    Source: UNISDR Disaster Risk Reduction

    Geneva, Switzerland, 2 June 2025 – The inaugural Global Early Warnings for All Multi-Stakeholder Forum opened today with a resounding call to accelerate the implementation of life-saving early warning systems worldwide. Co-led by the United Nations Office for Disaster Risk Reduction (UNDRR) and the World Meteorological Organization (WMO), the forum brings together governments, international organizations, civil society, private sector actors, and communities to advance the UN Secretary-General’s Early Warnings for All (EW4All) initiative.

    As part of the preparatory days for the Global Platform for Disaster Risk Reduction, the two-day forum aims to ensure that every person on Earth is protected by early warning systems by the end of 2027. With disasters projected to increase by 40% between 2015 and 2030, and economic losses from disasters in 2023 estimated at $250 billion, the urgency for effective early warning systems has never been greater.

    The forum’s opening session featured a comprehensive stock-take of global early warning system progress, highlighting that 108 countries report that they have multi-hazard early warning systems. Building on outcomes from five regional Early Warnings for All Multi-Stakeholder Fora held across Asia-Pacific, Africa, Europe & Central Asia, the Americas & Caribbean, and Arab States, the global gathering captures lessons learned and identifies pathways to close remaining gaps.

    Community-centered approaches and innovation at the forefront

    Graphic recording of thematic session on community empowerment.

    The forum’s first day emphasized the critical importance of people-centered approaches to early warning systems. Thematic sessions explored how communities can be empowered through user-tailored early warnings and early action, with particular attention to the unique challenges faced in fragile and conflict settings.

    Mr. Kamal Kishore, Special Representative of the UN Secretary-General for Disaster Risk Reduction, reinforced this message, stating, “Leave no one behind comes very important in the context of early warning systems. Women, children and persons with disabilities are not passive recipients of services, they are active participants.”

    Participants examined effective governance models that support multi-hazard early warning systems, recognizing that successful implementation requires institutionalized chains of responsibility and multi-stakeholder engagement including South-South and Triangular Cooperation mechanisms. The forum highlighted that early warning systems are strongest when at-risk communities and sectors co-develop and co-own these systems, ensuring trust, timely action, and long-term sustainability.

    Innovation emerged as a key theme, with experts showcasing how science, technology, and local knowledge can advance multi-hazard early warning systems. Discussions covered the integration of artificial intelligence, satellite systems, Information of Things (IoT) technologies, and traditional knowledge systems to enhance forecasting accuracy and improve warning dissemination to vulnerable populations.

    Ambassador Julien Thöni, Deputy Permanent Representative of Switzerland to the United Nations and other Organisations in Geneva, highlighted the dual nature of innovation: “Early Warning Systems can go hand-in-hand with innovation. New technologies from satellite data to mobile alerts help us predict more accurately and reach people faster. But innovation also means finding smarter ways to work together, adapt to local needs, and make sure no one is left behind.”

    Building partnerships for resilient futures

    Graphic recording of opening session & stock take on collaborative action and multilateralism.

    The forum underscored that no single entity can build and maintain effective early warning systems alone. Participants emphasized the need for stronger partnerships across sectors, levels of government, and international boundaries to achieve Early Warnings for All, by All.

    Professor Celeste Saulo, Secretary-General of the World Meteorological Organization, emphasized the critical importance of collaboration: “No warning, however early, is effective unless it reaches the right people at the right time. And that is why we are here today. To cement our partnerships and trust which are essential to early action…Alone we can do very little. But together, we can do so much.”

    Early warning systems provide a ten-fold return on investment and are recognized as among the most cost-effective adaptation measures. However, their full socio-economic benefits remain under-documented, highlighting the need for better evidence and advocacy to scale up investments.

    The forum’s diverse organizing committee, including the International Telecommunication Union (ITU), the International Federation of Red Cross and Red Crescent Societies (IFRC), the CREWS Secretariat, the Risk-informed Early Action Partnership (REAP), the United Nations Development Programme (UNDP), the United Nations Environment Program (UNEP), the Food and Agriculture Organization (FAO), United Nations Office for the Coordination of Humanitarian Affairs (OCHA), Group on Earth Observations (GEO), the United Nations Educational, Scientific, and Cultural Organization (UNESCO), the World Food Programme (WFP), Stakeholder Engagement Mechanism (SEM), the Global Network of Civil Society for Disaster Reduction (GNDR), and the Executive Office of the Secretary-General Climate Action Team, reflects the multi-stakeholder approach essential for success.

    Path forward: cooperation and finance

    Graphic recording of session on effective governance to support multi-hazard early warning systems.

    As the Forum continues, participants will focus on accelerating Early Warnings for All through international, regional and national cooperation and partnerships, alongside solutions for scaling and sustaining investments in multi-hazard early warning systems and building resident capacity.

    The Forum will produce an outcome statement sharing overarching needs and priorities, as well as emerging opportunities identified by participants at the global level. These outcomes will feed directly into the Global Platform’s thematic session on early warnings and early action.

    With Target G of the Sendai Framework calling for substantial increases in the availability and access to multi-hazard early warning systems, the Global Early Warnings for All Multi-Stakeholder Forum represents a critical milestone in the journey toward universal protection from disasters.

    The Global Early Warnings for All Multi-Stakeholder Forum continues on 3 June 2025, focusing on international cooperation and financing solutions for early warning systems.

    MIL OSI United Nations News

  • MIL-OSI United Nations: GPDRR 2025 highlights: Monday 2 June 2025

    Source: UNISDR Disaster Risk Reduction

    The 8th Global Platform on Disaster Risk Reduction 2025 (GPDRR2025) began with preparatory events on Monday, 2 June, ahead of the upcoming official programme with highlevel meetings from 4-6 June in Geneva, Switzerland. GPDRR 2025 is organized by the UN Office for Disaster Risk Reduction (UNDRR) and hosted by the Government of Switzerland. Two parallel events took place on Monday: the Third Stakeholder Forum and the Global Early Warning for All (EW4All) MultiStakeholder Forum.

    Third Stakeholder Forum

    Opening

    The Third Stakeholder Forum opened with statements by the Governments of Switzerland and Indonesia and senior UN leaders under the theme “United for Resilience.” Speakers highlighted progress on the Bali Agenda for Resilience, an outcome of the 7th Global Platform in 2022, and the opportunities for inclusive disaster risk reduction (DRR).

    Mirjam Macchi, Swiss Agency for Development and Cooperation, appreciated stakeholders’ solidarity around the evacuation and assistance to the historic village of Blatten, destroyed last week by a glacial landslide 200 km from Geneva. She noted that even livestock were cared for-a powerful reminder that “resilience begins with local people” and inclusive solutions are more effective when those directly affected by disasters bring vital knowledge to action.

    Achsanul Habib, Permanent Representative of Indonesia to the UN, reaffirmed Indonesia’s commitment to risk-informed policies and inclusive approaches. He encouraged all participants to use the Stakeholder Forum as “not only a platform to listen and share, but a platform to act together.”

    The event also showcased the Sendai Framework Voluntary Commitments online platform (SFVC), where stakeholders can register their commitments, and users can identify areas of activity as well as gaps. Yuki Matsuoka, Head, UNDRR Office in Japan, noted that 729 individual organizations so far have registered their commitments.

    Celeste Saulo, Secretary-General, World Meteorological Organisation

    Whole-of-society approach for the Sendai Framework on DRR: A collective responsibility

    Sarah Wade-Apicella, UNDRR, moderated the session. On effective methods to implement inclusive DRR, Marcie Roth, World Institute on Disability, underscored the need for people with disabilities to be involved early in co-development of disaster risk strategies, and for foresight processes to incorporate diverse voices. Major Hamad Sabah Al-Sawar, Director of Crisis and Disaster Management, Bahrain, described Bahrain’s communication platform providing diverse modes of information sharing in multiple languages, the use of a phone application, and a common hashtag used to mobilize public action.

    On intersectional and intergenerational knowledge sharing, Tom Colley, HelpAge International, drew attention to the wide network of older people associations worldwide as opportunities to engage this age group in DRR. He noted these associations can also harness and serve as channels for bringing Indigenous Peoples’ knowledge into DRR strategies. Barrise Griffin, Disaster Risk Management Authority, The Bahamas, emphasized moving away from one-off, extractive approaches to information gathering, and instead facilitating ongoing dialogue. Josefina Miculax Sincal, Huairou Commission, called for frameworks and trainings to strengthen good practices at the community level.

    A slide showing the numbers of internal displacement by hazard for 2015- 2024.

    Participants then heard comments and questions from the floor on the role of national DRR platforms in community-level participation, engagement, and school programs for children; managing conflicts of interest; looking beyond immediate impacts of DRR; measuring the effectiveness of stakeholder engagement; shifting risk ownership to local communities to handle disasters; and securing resources.

    Data and financing for disaster displacement as loss and damage

    Steven Goldfinch, Asian Development Bank (ADB), moderated this session.

    Christelle Cazabat, Internal Displacement Monitoring Centre, explained that research into Hurricane Milton’s impacts in the US shows how people’s aspirations change when displacement stretches into the long term. She noted 2024 saw the highest number of people displaced in a single year globally (45.8 million), as well as the highest number of people continuing to live in displacement (9.8 million).

    Noralene Uy, Department of Environment and Natural Resources, the Philippines, noted that her country ensures children have access to child-friendly spaces during displacement, and that national protocols guide national and local assessments and reporting. Isoa Talemaibua, Ministry for Maritime and Rural Development, Fiji, highlighted Fiji’s risk assessment activities and stressed the value of financial tools such as green and blue bonds, and parametric insurance that enables rapid payouts based on environmental triggers.

    Hoang Phuong Thao, ActionAid Vietnam, highlighted the organization’s work with marginalized and remote communities to use smartphones for receiving early warnings, as well as for reporting on local conditions, thereby informing the government’s trend analysis. Catalina Díaz Escobar, Corporación Antioquia Presente, emphasized that data collection itself is a political process and should be conducted in an ethical and respectful manner.

    From Paris to Sendai: the fundamental connection of climate and DRR

    Jamie Cummings, Sendai Stakeholder Engagement Mechanism, moderated the session. Animesh Kumar, UNDRR, underlined that risk is a common denominator across the Sendai Framework, Paris Agreement, and Sustainable Development Goals (SDGs), stating that all these global frameworks share the goal of resilience. He encouraged the institutionalization of the agreements at the national level and highlighted the need to localize them. On technical assistance, he stressed that funding applications under the Santiago Network -a mechanism to support countries recovering from loss and damage due to climate change -should be designed to catalyze downstream impacts. Hisan Hassan, National Disaster Management Authority, Maldives, described his country’s focus on EW4All and slow-onset losses. Manon Robin, UN Framework Convention on Climate Change (UNFCCC) Secretariat, discussed integration of national adaptation plans and DRR strategies and emphasized, supported by Le-Anne Roper, UNDRR, the need to focus on coordinating actors on different aspects of climate resilience. Amber Fletcher, University of Regina, emphasized that slow-onset disaster management and funding are crucial for food producers, and stressed the significance of non-economic loss and damage.

    View of the panel during the “From Paris to Sendai: the Fundamental Connection of Climate and DRR” event.

    Innovative financing and private sector leadership in DRR

    Camila Tapias, UNDRR ARISE Global Board Member, moderated the session. Manisha Gulati, ODI Global, noted that most funding goes toward emergency response after disasters occur. She highlighted that when the private sector invests in critical services, DRR becomes an outcome, not only a target.

    Yezid Niño, Private Sector Liaison, UNDRR Americas, emphasized the relevance of understanding that DRR is part of the development of the countries and pointed toward the role of regulatory frameworks in involving the private sector in financing DRR. Terry Kinyua, Co-Chair of the ARISE Global Board, stressed that the resilience of communities amounts to the resilience of a country.

    Through digital interaction, attendees identified cost-benefit analysis, data gaps, and trust as the major barriers to private sector investment in DRR. Among the actions leaders can take to accelerate investment in resilience, attendees mentioned political incentives, regulatory alignment, resilience as a national priority, and the involvement of local leaders.

    View of the panel during the “Innovative Financing and Private Sector Leadership in DRR” event.

    Implementation of climate and DRR gender action plans at the national level-Synergies and strategies

    Mwanahamisi Singano, Women’s Environment and Development Organization (WEDO), moderated this panel discussion unpacking synergies between the different Gender Action Plans (GAPs) under multiple conventions and frameworks, including the Sendai GAP. She noted the need to avoid duplication and ensure cost effectiveness.

    Mary Picard, Humanitarian and Development Consulting, gave a keynote address describing the actions leading to the launch of the Sendai GAP in 2024. Panelists mentioned key lessons from their experiences with governments in implementing the GAPs, including the challenge of competing priorities and political preferences among different ministries when attempting to coordinate the different GAPs. Other interventions focused on holding governments and agencies accountable for implementing GAPs and enhancing communication among women’s networks, particularly those involved in DRR. Following interventions on regional mapping tools and GAP observatories that monitor implementation progress, Singano invited participants to provide inputs towards developing a universal DRR gender equality observatory.

    Community-led action for resilience, building partnerships for inclusive action

    Maité Rodríguez, Fundación Guatemala, moderated this session. The panel featured grassroot women leaders and related international organizations. Godavari Dange, Swayam Shikshan Prayog, a women-led organization of farmer-producers, highlighted women farmers’ work in drought preparedness to cultivate and stockpile animal fodder. She also highlighted technology training conducted during the COVID-19 pandemic for women to use online platforms. Norma Choc Botzoc, Community Practitioners’ Platform for Resilience in Guatemala, described grassroot women’s own development of risk and vulnerability assessments, which, she noted, are being used as tools for advocacy to local authorities to direct resources appropriately. Speakers from ADB and the Centre for Coordination of Disasters in Central America and the Dominican Republic (CEPREDENAC) affirmed the central importance of cooperation and co-design of programs for climate resilience and recovery after disasters.

    Disaster preparedness and risk reduction in urban areas—Building back better

    Ladeene Freimuth, The Freimuth Group, moderated the session. Guilherme Simões, National Secretary for Peripheries, Ministry of Cities, Brazil, outlined the Live Peripheries program, which provides access to better urban infrastructure, social services, and opportunities; and the Peripheries Without Risk strategy, a community-based risk reduction and climate adaptation plan.

    Marcie Roth, World Institute on Disability, highlighted EWS as one of the best-proven and cost-effective methods for reducing disaster deaths and losses. She drew attention to “Infinite Access,” a communication platform designed to deliver emergency alerts in multiple accessible formats.

    Mario Flores, Habitat for Humanity International, discussed the challenges and opportunities of urban environments, stressing the need to build better in the first place; to have risk-informed development; and to consider housing as a platform for a peoplecentered resilience approach.

    Debbra Johnson, ARISE-US Network, addressed the report “Navigating the sustainability-resilience nexus,” which brings together the SDGs, the Paris Agreement, and the DRR Sendai Framework.

    Breaking the DRR financing silos: A systematic shift in DRR financing for localization of inclusive resilience

    Camila Tapias, UNDRR ARISE Global Board Member, moderated the session. Noting that financial capital existed but is not reaching local levels, Tanjir Hossain, Stakeholder Engagement Mechanism, called for breaking down silos so funding is not sitting around while millions of people suffer. Steve Goldfinch, ADB, described the National Disaster Management Fund of Pakistan that finances projects with high economic benefits using a 70% – 30% funding model from provincial governments. He also highlighted the National Disaster Risk Management Fund of the Philippines that encourage local governments to invest in disaster response, relief, preparedness and risk reduction measures. Emma Haight, UNDRR Investor Advisory Board, described the adoption of a green sewer design, first developed in Washington DC, which proved so successful that the design was replicated in London, UK, Cape Town, South Africa, and Quito, Ecuador, highlighting its environmental and financial risk reduction, and over USD 200 million in cost savings. Michelle Chivunga, Global Policy House, discussed using artificial intelligence to shift DRR responses, optimize data utilization in local governments, track and mobilize funding, and to use digital capital during humanitarian crisis to make up for funding shortfalls. Sara Hoeflich, United Cities and Local Government, recommended investment in basic services such as water supply, street cleaning, and sewer solutions to ensure clean cities as an investment and risk mitigation measure. Marcos Concepción Raba, Global Network of Civil Society Organisations for Disaster Reduction, discussed effective localization.

    Global Early Warning for All (EW4All) Multistakeholder Forum

    Opening

    Julien Thöni, Ambassador and Deputy Permanent Representative to the UN, Switzerland, said timely early warning action should provide critical time to act and respond, and noted that innovation better predicts and reaches people faster. Celeste Saulo, Secretary-General, World Meteorological Organization (WMO), suggested key criteria for improving early warning systems (EWS), including that science must connect people; and systems and partnerships must include actors “outside the DRR tent,” especially those most at risk. Kamal Kishore, Special Representative of the United Nations Secretary-General for Disaster Risk Reduction, and Head of UNDRR, said EWS should not be regarded as a once-off intervention. He said national ownership must be strengthened, and the concept of leaving no one behind should be embedded into all efforts. Selwin Hart, Special Adviser to the Secretary-General on Climate Action and Just Transition, via video, suggested EWS is the most basic tool for saving and protecting lives, and called for high-level political support, a boost in technology access, and public and private finance at scale.

    Fireside chat: The state of EWS

    Johan Stander, WMO, drew attention to national ownership, stakeholder engagement, and the involvement of funding partners when investing in EW4All. Sujit Kumar Mohanty, Chief of Branch, UNDRR, emphasized co-design and co-ownership approaches to meaningfully engage stakeholders for successful EW4All.

    Good practices: Stakeholder perspectives on EWS

    Interventions during this panel session included: calls to integrate women and youth in all decisions focused on EWS; investing in women’s leadership, particularly those with disabilities; ensuring young people are equitably involved; reaching those living in remote rural areas and conflict zones; and leveraging the communication power of mobile networks through private-public partnerships.

    UNDRR Disability Leaders gather at the end of the day.

    Perspectives from across regions on EWS

    Panelists in this session focused on: successful collaboration and EWS progress in Zimbabwe after the 2019 Cyclone Idai; institutionalization of the community-based approach to EWS in Barbados; main challenges to integrate scientific tools and remote sensing into EWS in Lebanon; integration of the private sector in EWS decision-making process in Makati, the Philippines; and the role of cross-border cooperation, knowledge sharing, and educating people for effective EWS in Poland.

    Thematic Sessions 

    Four thematic sessions took place during the day. These were:

    MIL OSI United Nations News

  • MIL-OSI: YieldMax® ETFs Announces Distributions on BIGY, RNTY and SOXY

    Source: GlobeNewswire (MIL-OSI)

    CHICAGO, MILWAUKEE and NEW YORK, June 03, 2025 (GLOBE NEWSWIRE) — YieldMax® today announced distributions for the YieldMax® Target 12™ ETFs listed in the table below. The Fund seeks to generate income with a 12% target annual income level.

    ETF
    Ticker
    1
    ETF Name Distribution Frequency Distribution
    per Share
    Distribution
    Rate
    2
    30-Day
    SEC Yield3
    ROC4 Ex-Date & Record Date Payment
    Date
    BIGY YieldMax®Target 12™ Big 50 Option Income ETF Monthly $0.4803 12.00% 0.20% 94.52% 6/4/25 6/5/25
    RNTY YieldMax®Target 12™ Real Estate Option Income ETF Monthly $0.5209 12.00% 2.21% 93.65% 6/4/25 6/5/25
    SOXY YieldMax®Target 12™ Semiconductor Option Income ETF Monthly $0.4720 12.00% 0.17% 100.00% 6/4/25 6/5/25


    Standardized Performance and Fund details can be obtained by clicking the ETF Ticker in the table above or by visiting us at
    www.yieldmaxetfs.com

    You are not guaranteed a distribution under the ETFs. Distributions for the ETFs (if any) are variable and may vary significantly from period to period and may be zero.

    Investors in the Funds will not have rights to receive dividends or other distributions with respect to the underlying reference asset(s).

    1Each ETF’s strategy will cap potential gains if its reference asset’s shares increase in value, yet subjects an investor to all potential losses if the reference asset’s shares decrease in value. Such potential losses may not be offset by income received by the ETF.

    2The Distribution Rate shown is as of close on June 2, 2025. The Distribution Rate is the annual distribution rate an investor would receive if the most recent distribution, which includes option income, remained the same going forward. The Distribution Rate is calculated by annualizing an ETF’s Distribution per Share and dividing such annualized amount by the ETF’s most recent NAV. The Distribution Rate represents a single distribution from the ETF and does not represent its total return. Distributions may also include a combination of ordinary dividends, capital gain, and return of investor capital, which may decrease an ETF’s NAV and trading price over time. As a result, an investor may suffer significant losses to their investment. These Distribution Rates may be caused by unusually favorable market conditions and may not be sustainable. Such conditions may not continue to exist and there should be no expectation that this performance may be repeated in the future.

    3The 30-Day SEC Yield represents net investment income, which excludes option income, earned by such ETF over the 30-Day period ended May 31, 2025, expressed as an annual percentage rate based on such ETF’s share price at the end of the 30-Day period.

    4ROC Each ETF’s strategy (except those of the Short ETFs) will cap potential gains if its reference asset’s shares increase in value, yet subjects an investor to all potential losses if the reference asset’s shares decrease in value. Such potential losses may not be offset by income received by the ETF. Each Short ETF’s strategy will cap potential gains if its reference asset decreases in value, yet subjects an investor to all potential losses if the reference asset increases in value. Such potential losses may not be offset by income received by the ETF.

    5 ROC refers to Return of Capital. The ROC percentage indicates how much the distribution reflects an investor’s initial investment. The figures shown for each Fund in the table above are estimates and may later be determined to be taxable net investment income, short-term gains, long-term gains (to the extent permitted by law), or return of capital. Actual amounts and sources for tax reporting will depend upon the Fund’s investment activities during the remainder of the fiscal year and may be subject to changes based on tax regulations. Your broker will send you a Form 1099-DIV for the calendar year to tell you how to report these distributions for federal income tax purposes.

    Each Fund has a limited operating history and while each Fund’s objective is to provide current income, there is no guarantee the Fund will make a distribution. Distributions are likely to vary greatly in amount.

    Important Information
    Investors should consider the investment objectives, risks, charges and expenses carefully before investing. For a prospectus or summary prospectus with this and other information about each Fund, visit our website at www.YieldMaxETFs.com. Read the prospectus or summary prospectus carefully before investing.

    There is no guarantee that any Fund’s investment strategy will be properly implemented, and an investor may lose some or all of its investment in any such Fund.

    This material must be preceded or accompanied by the prospectus. For all prospectuses, click here.

    Tidal Financial Group is the adviser for all YieldMax® ETFs.

    THE FUND, TRUST, AND ADVISER ARE NOT AFFILIATED WITH ANY UNDERLYING REFERENCE ASSET.

    Risk Disclosures

    Investing involves risk. Principal loss is possible.

    Call Writing Strategy Risk. The path dependency (i.e., the continued use) of the Fund’s call writing strategy will impact the extent that the Fund participates in the positive price returns of the underlying reference asset and, in turn, the Fund’s returns, both during the term of the sold call options and over longer periods.

    Counterparty Risk. The Fund is subject to counterparty risk by virtue of its investments in options contracts. Transactions in some types of derivatives, including options, are required to be centrally cleared (“cleared derivatives”). In a transaction involving cleared derivatives, the Fund’s counterparty is a clearing house rather than a bank or broker. Since the Fund is not a member of clearing houses and only members of a clearing house (“clearing members”) can participate directly in the clearing house, the Fund will hold cleared derivatives through accounts at clearing members.

    Derivatives Risk. Derivatives are financial instruments that derive value from the underlying reference asset or assets, such as stocks, bonds, or funds (including ETFs), interest rates or indexes. The Fund’s investments in derivatives may pose risks in addition to, and greater than, those associated with directly investing in securities or other ordinary investments, including risk related to the market, imperfect correlation with underlying investments or the Fund’s other portfolio holdings, higher price volatility, lack of availability, counterparty risk, liquidity, valuation and legal restrictions.

    Options Contracts. The use of options contracts involves investment strategies and risks different from those associated with ordinary portfolio securities transactions. The prices of options are volatile and are influenced by, among other things, actual and anticipated changes in the value of the underlying instrument, including the anticipated volatility, which are affected by fiscal and monetary policies and by national and international political, changes in the actual or implied volatility or the reference asset, the time remaining until the expiration of the option contract and economic events.

    Distribution Risk. As part of the Fund’s investment objective, the Fund seeks to provide current income. There is no assurance that the Fund will make a distribution in any given period. If the Fund does make distributions, the amounts of such distributions will likely vary greatly from one distribution to the next.

    High Portfolio Turnover Risk. The Fund may actively and frequently trade all or a significant portion of the Fund’s holdings. A high portfolio turnover rate increases transaction costs, which may increase the Fund’s expenses.

    Liquidity Risk. Some securities held by the Fund, including options contracts, may be difficult to sell or be illiquid, particularly during times of market turmoil.

    Non-Diversification Risk. Because the Fund is “non-diversified,” it may invest a greater percentage of its assets in the securities of a single issuer or a smaller number of issuers than if it was a diversified fund.

    New Fund Risk. The Fund is a recently organized management investment company with no operating history. As a result, prospective investors do not have a track record or history on which to base their investment decisions.

    Price Participation Risk. The Fund employs an investment strategy that includes the sale of call option contracts, which limits the degree to which the Fund will participate in increases in value experienced by the underlying reference asset over the Call Period.

    Inflation Risk. Inflation risk is the risk that the value of assets or income from investments will be less in the future as inflation decreases the value of money. As inflation increases, the present value of the Fund’s assets and distributions, if any, may decline.

    YieldMax® ETFs are distributed by Foreside Fund Services, LLC. Foreside is not affiliated with Tidal Financial Group, or YieldMax® ETFs.

    © 2025 YieldMax® ETFs

    The MIL Network

  • MIL-OSI: Xtract One Announces Updates on One Gateway Launch

    Source: GlobeNewswire (MIL-OSI)

    TORONTO, June 03, 2025 (GLOBE NEWSWIRE) — Xtract One Technologies Inc. (TSX: XTRA) (OTCQX: XTRAF) (FRA: 0PL) (“Xtract One” or the “Company”) a leading technology-driven threat detection and security solution company that prioritizes the patron access experience by leveraging AI, today announced that its new innovative security platform, Xtract One Gateway, is on track to start shipping on schedule, in July. Inventory is currently being built for at least five different customers, with an aggregate order value of approximately $6.7 million. The product has already been certified in the U.S. and Canada, with additional international markets anticipated to follow later this quarter. The Company has hosted numerous demonstrations and product trials with customers of all types – education, healthcare, manufacturing and distribution companies, etc.

    “I’m pleased to say that market response to the demonstrations of Xtract One Gateway has been strong. Shipments are set to begin shortly, and demand continues to rise, as we work on additional contracts following customer engagement,” stated Peter Evans, Chief Executive Officer of Xtract One. “We’ve shown our unique threat detection capabilities to dozens of companies and are excited to see this product put to use in the very near future, in multiple applications and markets. After experiencing Xtract One Gateway, potential clients are thrilled at the way we can improve overall efficiency and safety by accurately, and quickly, alerting staff to dangerous items instead of just anything made of metal. The future of threat detection starts now.”

    Xtract One Gateway is designed specifically for scanning individuals and their belongings, allowing seamless passage through checkpoints and eliminating the need for separate bag searches, thereby reducing screening times dramatically. The system unobtrusively scans individuals, their pockets, their bags and backpacks for potential mass casualty weapons while distinguishing harmless personal items like laptops, tablets, three-ring binders, notebooks, eyeglass cases, keys, and phones, streamlining access into and out of facilities without disrupting the flow of movement.

    About Xtract One Technologies

    Xtract One Technologies is a leading technology-driven threat detection and security solution leveraging AI to provide seamless and secure patron access control experiences. The Company makes unobtrusive weapons and threat detection systems that are designed to assist facility operators in prioritizing- and delivering improved “Walk-right-In” experiences while enhancing safety. Xtract One’s innovative portfolio of AI-powered Gateway solutions excels at allowing facilities to discreetly screen and identify weapons and other threats at points of entry and exit without disrupting the flow of traffic. With solutions built to serve the unique market needs for schools, hospitals, arenas, stadiums, manufacturing, distribution, and other customers, Xtract One is recognized as a market leader delivering the highest security in combination with the best individual experience. For more information, visit www.xtractone.com or connect on Facebook, Twitter, and LinkedIn

    For further information, please contact:

    Xtract One Inquiries: info@xtractone.com, http://www.xtractone.com
    Media Contact: Kristen Aikey, JMG Public Relations, 212-206-1645, kristen@jmgpr.com
    Investor Relations: Chris Witty, Darrow Associates, 646-438-9385, cwitty@darrowir.com

    CAUTIONARY STATEMENT REGARDING FORWARD-LOOKING INFORMATION:

    This news release contains forward-looking statements within the meaning of applicable securities laws. All statements that are not historical facts, including without limitation, statements regarding the deployment of the Company’s new Xtract One Gateway product, as well as future estimates, plans, programs, forecasts, projections, objectives, assumptions, expectations or beliefs of future performance, are “forward-looking statements”. Forward looking statements can be identified by the use of words such as “plans”, “expects” or “does not expect”, “is expected”, “estimates”, “intends”, “anticipates” or “does not anticipate”, or “believes”, or variations of such words and phrases or statements that certain actions, events or results “may”, “could”, “would”, “might” or “will” be taken, occur or be achieved. Such forward-looking statements involve known and unknown risks, uncertainties and other factors that may cause actual results, events or developments to be materially different from any future results, events or developments expressed or implied by such forward-looking statements. Such risks and uncertainties include, but are not limited to, the risks detailed from time to time in the continuous disclosure filings made by the Company with securities regulations. These factors should be considered carefully, and readers are cautioned not to place undue reliance on such forward-looking statements. Although the Company has attempted to identify important risk factors that could cause actual actions, events or results to differ materially from those described in forward-looking statements, there may be other risk factors that cause actions, events or results to differ from those anticipated, estimated or intended. There can be no assurance that forward-looking statements will prove to be accurate, as actual results and future events could differ materially from those anticipated in forward-looking statements. The forward-looking statements herein are made as of the date hereof, and the Company undertakes no obligation to update any forward-looking statement, even if new information becomes available as a result of future events, new information or for any other reason, except as required by law.

    The MIL Network

  • MIL-OSI: FactSet Announces CEO Succession Plan

    Source: GlobeNewswire (MIL-OSI)

    Sanoke Viswanathan Appointed Chief Executive Officer Effective Early September 2025

    Phil Snow to Retire After Accomplished 30-Year Career with FactSet, Including 10 Years as CEO

    NORWALK, Conn., June 03, 2025 (GLOBE NEWSWIRE) — FactSet (NYSE: FDS | NASDAQ: FDS), a global financial digital platform and enterprise solutions provider, today announced that its Board of Directors has appointed Sanoke Viswanathan as Chief Executive Officer, effective early September 2025. He will succeed Phil Snow, who will retire as CEO and a member of the Board at that time. Snow will serve as a senior advisor up to the end of the calendar year to support the transition.

    Viswanathan is a respected global business leader in strategy, innovation, and operations across banking, capital markets, and wealth management. He is a 15-year veteran of JPMorgan Chase, most recently serving as CEO of International Consumer and Wealth and as a member of JPMorgan’s Operating Committee. In this role, Viswanathan launched the international consumer business and led strategic acquisitions and alliances in global wealth management and digital banking, positioning these businesses for long-term growth across global markets. Prior to that, Viswanathan served as Chief Strategy and Growth Officer as well as Chief Administrative Officer of JPMorgan’s Corporate and Investment Bank. He began his career at McKinsey & Company, where he became the Co-Head of the Global Corporate and Investment Banking Practice, serving buy-side and sell-side financial institutions around the world.

    “We are excited to welcome Sanoke as FactSet’s next CEO,” said Robin A. Abrams, Independent Director and Chair of the FactSet Board of Directors. “With a proven track record of leading and transforming global organizations and implementing technology-driven growth strategies at scale, he is ideally positioned to lead FactSet into the future. Sanoke’s background in international wealth management services complements the success FactSet has achieved in this area of financial services. He brings expertise in areas central to our strategy including AI, research and analytics, and has a unique understanding of our customer base.”

    Abrams continued, “On behalf of the Board, I would like to thank Phil for his unwavering leadership as FactSet’s CEO. Over his three decades of dedicated service, Phil has made invaluable contributions to the Company’s success. Under his leadership over the last decade, FactSet has more than doubled its revenue and delivered annualized double-digit EPS growth and total shareholder return. Phil has successfully positioned FactSet for its next era, and we wish him well in his retirement.”

    Snow said, “I am incredibly proud of what we have achieved together over the past 30 years. The Board and I have been diligently planning for my succession, and with a foundation that has never been stronger, I am confident that now is the right time for FactSet to transition to a new leader to take the Company into the future. Sanoke brings the strategic vision and innovation-first mindset that FactSet needs to build on its momentum and sustain itself as the leader in data-driven finance. As I look ahead to retirement, I’d like to thank the entire FactSet team for bringing their passion to work, always putting our clients first and tirelessly advancing our capabilities to supercharge financial intelligence.”

    Viswanathan said, “It’s an honor to have been selected to lead FactSet’s remarkable team. I was drawn to FactSet given its central role in global financial markets and ability to create value for clients with its cutting-edge technology and tools. FactSet is recognized throughout the industry for the quality and depth of its data and excellence in client service. I look forward to supporting the evolution of FactSet’s unique value proposition as a leading data and workflow solutions provider, and delivering new products and services to drive sustainable growth. I’m excited to work closely with Phil and the entire management team to ensure a seamless transition.”

    About Sanoke Viswanathan

    Viswanathan has held a range of leadership roles, most recently served as the Chief Executive Officer of International Consumer and Wealth of JPMorgan and as a member of JPMorgan’s Operating Committee where he oversaw international consumer businesses as well as the International Private Bank and Workplace Solutions. Prior to that, Viswanathan served as JPMorgan’s Chief Strategy and Growth Officer from 2022 to 2024 and Chief Administrative Officer of the Corporate and Investment Bank. Earlier in his career, he was a Managing Director and Head of Corporate Strategy for JPMorgan and a Partner and Co-Head of Global Corporate and Investment Banking for McKinsey & Company.

    About FactSet

    FactSet (NYSE:FDS | NASDAQ:FDS) supercharges financial intelligence, offering enterprise data and information solutions that power our clients to maximize their potential. Our cutting-edge digital platform seamlessly integrates proprietary financial data, client datasets, third-party sources, and flexible technology to deliver tailored solutions across the buy-side, sell-side, wealth management, private equity, and corporate sectors. With over 47 years of expertise, a presence in 20 countries, and extensive multi-asset class coverage, we leverage advanced data connectivity alongside AI and next-generation tools to streamline workflows, drive productivity, and enable smarter, faster decision-making. Serving more than 8,600 global clients and nearly 220,000 individual users, FactSet is a member of the S&P 500 dedicated to innovation and long-term client success. Learn more at www.factset.com and follow us on X and LinkedIn.

    Forward-Looking Statements

    This news release contains forward-looking statements based on management’s current expectations, estimates, forecasts, and projections about industries in which FactSet operates and the beliefs and assumptions of management. All statements that address expectations, guidance, outlook, or projections about the future, including statements about the Company’s strategy for growth, product development, revenues, future financial results, anticipated growth, market position, subscriptions, expected expenditures, trends in FactSet’s business and financial results, are forward-looking statements. Forward-looking statements may be identified by words like “expects,” “believes,” “anticipates,” “plans,” “intends,” “estimates,” “projects,” “should,” “indicates,” “continues,” “may” and similar expressions. These statements are not guarantees of future performance and involve a number of risks, uncertainties, and assumptions. Many factors, including those discussed more fully elsewhere in this release and in FactSet’s filings with the Securities and Exchange Commission, particularly its latest annual report on Form 10-K and quarterly reports on Form 10-Q, as well as others, could cause results to differ materially from those stated. Forward-looking statements speak only as of the date they are made, and FactSet assumes no duty to and does not undertake to update forward-looking statements. Actual results could differ materially from those anticipated in forward-looking statements and future results could differ materially from historical performance.

    Contacts

    Investor Relations:
    Kevin Toomey
    +1.212.209.5259
    kevin.toomey@factset.com

    Media Relations:
    Kelsey Goldsmith
    +1.207.712.9726
    Kelsey.Goldsmith@factset.com

    The MIL Network

  • MIL-OSI: Bitget Launches Second Year of Anti-Scam Month Campaign to Fight Growing Cyber Fraud

    Source: GlobeNewswire (MIL-OSI)

    VICTORIA, Seychelles, June 03, 2025 (GLOBE NEWSWIRE) — Bitget, the leading cryptocurrency exchange and Web3 company, has officially launched the second year of its Anti-Scam Month, a global initiative run to spread crypto security awareness. In a world where scams have become as sophisticated as the technologies meant to prevent them, Bitget is taking a cultural stand: security is no longer just a backend function; it’s a mindset shared between platforms and people.

    Blockchain and Web3 have evolved rapidly, but so have the threats. From phishing links disguised as giveaways to malicious smart contracts concealed behind social media hype, scams have become increasingly creative and less detectable. In 2024 alone, cryptocurrency-related scams resulted in losses exceeding $9.9 billion, representing a 24% annual growth since 2020, according to reports.

    Despite Bitcoin reaching new all-time highs and crypto adoption accelerating, the darker corners of the space remain dangerous for the unprepared. This surge of crypto scams, fueled by AI-generated deception and advanced social engineering tactics, shows the urgent need for heightened security awareness and more proactive defenses across the crypto ecosystem.

    Since 2024, Bitget has marked every June as Anti-Scam Month to raise security awareness and protect users’ digital assets and personal data. Throughout this June, Bitget is flipping the script, from fear to empowerment. Under the theme Smarter Eyes, Stronger Shields, Bitget’s Anti-Scam Month campaign combines gamified education, community storytelling, and high-engagement content to cultivate a culture of vigilance. The campaign features the launch of the Bitget Anti-Scam Hub, a dedicated microsite that houses interactive resources, the “PFP Smarter Glasses” social media movement, a multi-part Security Blog Series, and the “Smarter Eyes Challenge” mini game.

    But this isn’t a solo mission. Bitget has teamed up with a growing network of security experts to amplify the message and build a safer blockchain future. Key collaborators in this initiative include top-tier security firms such as GoPlus, SlowMist, OneKey, BlockSec, and Security Alliance—leaders in identifying vulnerabilities, analyzing on-chain threats, and building protective infrastructure.

    In parallel, the campaign is supported by strategic collaborations with other prominent Web3 players such as Bitget Wallet, Morph, and Tapswap. These platforms represent the wider ecosystem’s commitment to a safer Web3, ensuring that users across wallets, apps, and social experiences are empowered with knowledge and protected by design.

    But this isn’t just about tools—it’s about trust. “Scams may adapt, but so will we,” said Gracy Chen, CEO of Bitget. “We’re building for a Web3 future where security isn’t something users hope for—it’s something they’re part of. Anti-Scam Month aligns with our belief that protecting users isn’t just a technical mandate, it’s a shared mission.”

    In addition to user-focused engagement, Bitget will publish its 2025 Anti-Scam Report with partners, cybersecurity firm Slowmist, and compliance intelligence platform Elliptic, providing a data-driven examination of the evolving fraud landscape, common attack vectors, and how Bitget’s internal systems are being upgraded to address these threats effectively.

    Anti-Scam Month signifies Bitget’s long-term commitment: safety is foundational to the future of cryptocurrency. And in the “dark forest” of Web3, awareness may be the strongest armor we have. The industry is growing, and it’s time our approach to security did too.

    During its inaugural Anti-Scam campaign in 2024, Bitget released a report on how Deepfakes may account for 70% of crypto crimes in two years, in addition to running social campaigns in Vietnam to warn about crypto scams and risks. This year, as the cryptospace hits a new benchmark for scams and adoption at the same time, Bitget pledges to work with the global community and renowned security institutions to spread awareness and education.

    To join the campaign, visit the Bitget Anti-Scam Hub here.

    About Bitget

    Established in 2018, Bitget is the world’s leading cryptocurrency exchange and Web3 company. Serving over 120 million users in 150+ countries and regions, the Bitget exchange is committed to helping users trade smarter with its pioneering copy trading feature and other trading solutions, while offering real-time access to Bitcoin price, Ethereum price, and other cryptocurrency prices. Formerly known as BitKeep, Bitget Wallet is a world-class multi-chain crypto wallet that offers an array of comprehensive Web3 solutions and features including wallet functionality, token swap, NFT Marketplace, DApp browser, and more.
    Bitget is at the forefront of driving crypto adoption through strategic partnerships, such as its role as the Official Crypto Partner of the World’s Top Football League, LALIGA, in EASTERN, SEA and LATAM markets, as well as a global partner of Turkish National athletes Buse Tosun Çavuşoğlu (Wrestling world champion), Samet Gümüş (Boxing gold medalist) and İlkin Aydın (Volleyball national team), to inspire the global community to embrace the future of cryptocurrency.

    For more information, visit: Website | Twitter | Telegram | LinkedIn | Discord | Bitget Wallet

    For media inquiries, please contact: media@bitget.com

    Risk Warning: Digital asset prices are subject to fluctuation and may experience significant volatility. Investors are advised to only allocate funds they can afford to lose. The value of any investment may be impacted, and there is a possibility that financial objectives may not be met, nor the principal investment recovered. Independent financial advice should always be sought, and personal financial experience and standing carefully considered. Past performance is not a reliable indicator of future results. Bitget accepts no liability for any potential losses incurred. Nothing contained herein should be construed as financial advice. For further information, please refer to our Terms of Use.

    A photo accompanying this announcement is available at https://www.globenewswire.com/NewsRoom/AttachmentNg/f58f1d39-3bd0-4000-9f97-c9f4f277a78a

    The MIL Network

  • MIL-OSI Economics: Olli Rehn: Macroeconomic policy in times of global political upheaval

    Source: Bank for International Settlements

    Ladies and Gentlemen, Colleagues and Friends,

    Welcome to the sunny, spring-time Helsinki. On behalf of the Bank of Finland and the Centre for Economic Policy Research, it is my great pleasure to open this year’s research conference on monetary economics – which again has an excellent and a most fascinating programme!

    Let me begin with a mission statement – and a confession. Our slogan at the Bank of Finland is: “Securing stability – in science we trust.” That is, we lean on evidence- and theory-based economic analysis and policy-relevant research to support our stability mission.

    However, I must make a confession. In this turbulent world, it is comforting to return to a familiar setting and reflect on policy challenges alongside leading economists. Although only eight months have passed since our last gathering, it feels like the global landscape has shifted dramatically.

    And the confession is this, in front of you as researchers, scholars, scientists, leading economists; in these times of pervasive uncertainty, we need plenty of judgment and scenario analysis to supplement our economic and econometric research and regression equations, thus making monetary policy, by necessity, is as much an art as a science. Such is life in these strange times – but finally, at least, it dis make me understand why the Governor at Bank of Finland is, ex officio, also the chair of the arts committee of the Bank!

    Talking about geopolitics and its effects, just look at the ECB’s evolving language. Uncertainty went from “increased” to “high,” then “pervasive,” and now, per President Lagarde, “exceptional.” This isn’t linguistic inflation. It reflects how genuinely hard forecasting has become, with markets pricing in risk at levels not seen in years.

    Risks abound: from trade wars to faltering global alliances. For central bankers and researchers alike, this is no time for complacency. Instead of dissecting every new risk, today I want to focus on three key areas:

    • Lessons from the recent inflation surge;
    • Open questions around fiscal policy, particularly defence spending;
    • And finally, the role of productivity and innovation.

    Low inflation – past and future

    Let’s nevertheless recall there are some good news. The European economy is recovering. Unemployment is at 6.1%, the lowest since the euro’s creation. Inflation has been hovering just above 2% since late 2023, allowing the ECB to cut rates seven times.

    The energy shock that hit Europe in spring 2022 has played out very differently than in the 1970s, with the economic cost being much lower this time. Thanks to increased labour supply and lower working hours, wage-price spirals were avoided. Today’s labour market is more flexible, less unionised, and better educated.

    Importantly, inflation expectations were much better anchored before the recent inflation surge. This underlies the importance of central bank independence and a strong commitment to the inflation target. The ECB has focused firmly on maintaining these, and will continue to do so.

    Before Covid, the main challenge was that inflation remained stubbornly below the target. Most risks to the inflation outlook were deflationary, including population ageing and the related increase in savings, and the low investment demand. And before the ECB’s 2021 review and move to a symmetric 2% target over the medium term, which has worked well, the inflation target was perceived as a ceiling, creating a downward bias.

    From around 2021, inflationary pressures reappeared. First this was due to the pandemic-broken supply chains and stimulus-fuelled demand, then due to the energy shocks arising from Russia’s invasion of Ukraine.

    We learned how demand and supply shocks can be deeply intertwined. But we still face many unknowns in that regard. Current geopolitical tensions may expose us to new surprises that we have little historical experience of. Preferably, the spectre of a prolonged trade war with the US will dissipate sooner rather than later, as an economic conflict between long-standing friends and allies is the last thing we need in a world challenged by dictatorial impulses and by a neocolonial mentality.

    Furthermore, what if China shifts exports away from the US to Europe, slashing prices to compete? That could bring deflationary forces and industrial strain to the EU. Would it benefit consumers or hurt our economy overall? The policy response would not be straightforward.

    Let’s hope we don’t have to answer these questions through crisis. Whatever the challenge, the ECB will remain focused on price stability and its symmetric 2% inflation target over the medium term.

    Defence spending – new pressures

    Since the pandemic, fiscal spending pressures have risen. Now, security concerns are adding fuel. Russia’s aggression and doubts about US defence commitments are prompting big spending shifts across Europe. Germany is paving the way and has eased its constitutional debt limits.

    We can assume that with normal execution lags the most substantial fiscal impact will start to be felt from next year 2026 and 2027 onwards. This implies that the fiscal impact on the growth and inflation outlook will take effect in the medium term, as an ordinary citizen perceives is, although this timespan of fiscal impulse will mostly be beyond the projection horizon of medium term as understood in monetary policy. Our assessment indicate a moderately significant impact on growth and limited impact on inflation in the relevant timespan.

    Waking up and substantially increasing defence spending is welcome. Security is the bedrock of economic stability. Peace and security within European borders are fundamental to the European project and its economy.  Defence should be seen as a European public good. Further support for Ukraine should also be seen in the same light.

    But what does this mean for inflation? Historical comparisons to war-time money printing don’t apply here. Independent central banks like the ECB remain focused on keeping inflation expectations anchored.

    Still, we need to understand what type of shock defence spending represents. Is it demand or supply driven? Likely both, depending on how and where the money is spent.

    We also face the question of how to pay for it. EU-level spending would offer more stability and efficiency. That might mean higher membership fees, new revenue sources, or even treaty changes. Defence bonds – as safe assets – are one option, but only if backed by solid future income.

    Meanwhile, demands on public budgets are rising across the board: infrastructure, climate policy, aging populations.

    What guidance do we have so far from economics research?

    There is a large body of literature on fiscal multipliers, which incidentally often uses defence spending as a natural experiment or exogenous shock. These multipliers are frequently estimated to be below one, because public spending or investment usually crowds out private one.

    However, evidence suggests that multipliers tend to be larger in times of recession and economic slack. Moreover, some of the best evidence on the magnitude of fiscal multipliers is based on US data, where the multiplier may be smaller. This is simply because the US defence industry is very large compared to its European counterpart and is thus more likely to face diminishing marginal returns.

    All these issues mean that for European defence spending to be successful and sustainable, we must make every euro count. The additional defence spending should focus on investment in building up industrial network capacity and R&D, rather than simply procurement of defence equipment, which may be largely imported.

    Then there is also the aspect of defence efficiency. For this, we need sound planning and coordination at the European level, as well as a common market for defence, as stressed in last year’s Letta Report. Recent experience has shown that training in the use of unfamiliar weapons and problems with shortages of spare parts can become critical bottlenecks. Therefore, further harmonisation of technical standards and types of arms and equipment across European defence forces is key.

    With a history of independent and diminished national defence industries, the EU has some considerable catching up to do. We need to increase both national and EU-level defence spending, e.g. as Bruegel has suggested, by establishing a European Defence Mechanism formed by a coalition of the capable and willing. Such a fund would bypass the limitations to raising EU-level income, be resilient to any intra-EU obstruction and could also accommodate countries from outside the European Union, like the United Kingdom and Norway.

    In short: defence spending won’t necessarily be inflationary. But to be effective, it must be efficient. We need smart investments – in industrial capacity, innovation, and R&D – not just procurement. And we must avoid fragmented efforts. A European Defence Mechanism, built by a coalition of the capable and willing, could also help to pursue these goals.

    Innovation – defence and civilian

    Let’s now turn to innovation. Defence spending often yields big returns beyond the battlefield. Its effectiveness should be assessed from a long-term perspective, not only via short-run multipliers. Historically, it has given rise to technological breakthroughs that have not only found direct civilian applications but created whole new non-defence industries.

    Walkie-talkies were created during the Second World War at Motorola for infantry and artillery communication. Radar gave us microwave ovens. Military satellites gave us GPS and digital imaging. Jet engines, nuclear energy, the internet – all have military origins. Dual-use in action.

    Yes, these are cherry-picked examples. But they highlight that basic research often needs public support. The private sector tends to shy away from “unknown unknowns.”

    Modern defence is about technology, not just steel and troops. And there’s often more pressure to innovate efficiently. Look at Ukraine – it has rapidly developed drone tech, despite scarce resources.

    We know that Europe needs a productivity boost. For years, we depended on cheap energy from Russia, cheap goods from China and the security shield from the U.S. abroad. That stability was a mirage, if not a hallucination.

    To maintain our living standards and sovereignty, we must double down on innovation by investing on human capital and creating a conducive environment for research and researchers. Whether it’s AI, clean tech, green transition or digitalisation, we can’t afford to lag behind. Innovation is not optional; it’s vital for Europe’s future – a necessary condition for sustaining Europe’s quality of life and democratic values.

    Why not use the EU Horizon programme to create a scholarship and visa programme for returning and moving scientists to attract talent to Europe, where critical thinking and academic freedom in universities are encouraged and safeguarded?

    Dear friends,

    Let me conclude. Europe finds itself in a puzzling paradox, which would be funny if it were not purely pathetic. As Polish PM Donald Tusk put it starkly recently by quipping as follows: “500 million Europeans are asking 300 million Americans to protect them from 140 million Russians.”

    We need to put an end to that paradox. Europe must take responsibility for its own external security, in today’s harsh geopolitical world.

    This isn’t just about military strength. It’s about cohesion, economic resilience and long-term growth. We need to spark Europe’s industrial renewal, reinforce technological leadership, and enhance productivity.

    As history shows, Europe tends to move forward in times of crisis. In every crisis there is an opportunity – this time round we must use it particularly wisely to make Europe more resilient and capable of thriving again.

    Thank you.

    MIL OSI Economics

  • MIL-OSI Europe: Answer to a written question – Potential financing of EU projects by USAID – E-000928/2025(ASW)

    Source: European Parliament

    The Commission currently does not possess any information regarding the ‘63 George Soros-linked NGOs’ mentioned by the Honourable Member.

    As for any funding awarded to entities, reference is being made to the publicly accessible Financial Transparency System (FTS)[1] where information is available on beneficiaries of funding from the EU budget implemented directly by the Commission and other EU bodies such as executive agencies.

    The Commission received United States Agency for International Development (USAID) funding as a contribution through external assigned revenues for the following projects:

    — Under the European Development Fund, USD 7 million (EUR 6.52 million) in 2016-2017 for the project TZ/FED/2016/023-851, ‘EU Support programme to the South Agriculture Growth Corridor of Tanzania (SAGCOT) Initiative’;

    — Under the EU General Budget, USD 9.5 million (EUR 8.5 million) in 2016, for the project ENERGY/2014/37651, ‘GPGC — Delivering access to modern, affordable and sustainable energy/renewable energy to 6 million people’.

    In well-functioning democracies, transparent and accountable representation of interests is a fundamental and legitimate activity. Ensuring transparency about these activities and entities involved is essential for maintaining both EU citizens’ trust in the democratic process and decision-makers’ ability to exercise their responsibilities.

    In 2023, the Commission introduced the Defence of Democracy package[2] which includes a legislative proposal designed to improve transparency and democratic accountability of interest representation activities on behalf of third countries seeking to influence policies, decision making and the democratic space. This proposal is currently under discussion by the co-legislators.

    • [1] https://ec.europa.eu/budget/financial-transparency-system/index.html ; the annual publications are based on Article 38 of the Financial Regulation (OJ L 2024/2509, 26.9.2024, p. 1-239), and in accordance with the third paragraph of the article, information on recipients is not disclosed in specific cases outlined therein.
    • [2] https://eur-lex.europa.eu/legal-content/EN/TXT/?uri=CELEX%3A52023DC0630.
    Last updated: 3 June 2025

    MIL OSI Europe News

  • MIL-OSI Banking: From Cities to Heartlands: Samsung Solve for Tomorrow Sparks Innovation in Bihar and Jharkhand

    Source: Samsung

     
    As Samsung Solve for Tomorrow Season 4 sweeps across the nation, its message is clear – innovation is not confined to metro cities; it belongs to every young dreamer with a problem to solve. After energizing campuses in the North, South, and North-East, the programme has now reached the states of Bihar and Jharkhand, drawing hundreds of students into the fold of purposeful innovation.
     
    At the heart of this new chapter were three prestigious institutions in Ranchi Gossner College, St. Xavier’s College, and Marwari College where design thinking open houses transformed classrooms into idea labs. Meanwhile, students from IIT Patna joined virtually, proving that geography is no barrier when it comes to shaping India’s future.
     
    For Suraj, a student from Marwari College, the workshop was an eye-opener. “It was the first time I saw how structured thinking could turn the problems around me into actual projects. I’ve always been aware of local issues — lack of sanitation, waste management — but now I feel equipped to do something about them,” he said, his notebook filled with early sketches of a waste-segregation solution designed for small towns.
     
    At Gossner College, the energy was electric as students engaged in empathy mapping and rapid prototyping. Neha, who is pursuing her graduation, couldn’t stop smiling as she shared her idea to build a low-cost, solar-powered attendance system for rural schools. “This workshop showed me how ideas can grow when you collaborate and think beyond the obvious,” she said. “It gave me the courage to believe my solution can work — not just in Ranchi but in every village with a chalkboard.”
     
    Samsung Solve for Tomorrow is a nationwide contest designed to inspire students to create innovative solutions to address some of society’s most pressing challenges by leveraging technology.
     
    Samsung ‘Solve for Tomorrow 2025’ will provide INR 1 crore to the top four winning teams to support the incubation of their projects, along with hands-on prototyping, investor connects, and expert mentorship from Samsung leaders and IIT Delhi faculty.
     
    Prashant, who joined the online session from IIT Patna, was deeply moved by the larger purpose behind Solve for Tomorrow. “It’s not just about tech or startups. It’s about building the India we want to live in. I want to create a platform that helps farmers access real-time data about soil health and crop cycles — something my own family has struggled with,” he shared.
     
    In every city Solve for Tomorrow has touched, it has brought with it not just tools and techniques, but also belief. In St. Xavier’s College, Adnan, a computer science undergraduate, found his mission. “There’s so much talk about AI and automation — but very little about using it for people at the margins. I’m working on a chatbot that can assist elderly people in accessing government healthcare schemes. This programme made me realise that innovation is not just a Silicon Valley word. It belongs to us too.”
     
    A Movement for Nation Building
     
    Since its launch on April 29, Solve for Tomorrow has rapidly grown from a competition to a nation-building movement. With students from metros, towns, and heartland cities like Ranchi and Patna now thinking critically, ideating boldly, and designing empathetically, the next generation of changemakers is rising — from every corner of the country.
     
    Samsung Solve for Tomorrow is not just nurturing ideas — it’s nurturing a mindset. A belief that young Indians, no matter where they come from, have what it takes to solve for India and the world.

    MIL OSI Global Banks

  • MIL-OSI: Hyperscale Data Reports Approximately $8.7 Million In Bitcoin Mining Revenue Year to Date, Including Approximately $1.9 Million for May 2025

    Source: GlobeNewswire (MIL-OSI)

    LAS VEGAS, June 03, 2025 (GLOBE NEWSWIRE) — Hyperscale Data, Inc. (NYSE American: GPUS), a diversified holding company (“Hyperscale Data” or the “Company”), today announced that its wholly owned subsidiary Sentinum, Inc. (“Sentinum”) received approximately 17.4 Bitcoin in the month of May 2025 and approximately 90 Bitcoin year to date from the mining pool to which Sentinum provides hash calculation services. Revenue is calculated daily based upon the number of Bitcoin earned that day at the value of Bitcoin on such date.

    Milton “Todd” Ault III, Founder and Executive Chairman of Hyperscale Data, commented, “These results reflect strong execution from the Sentinum team as they continue to focus on operational excellence. Further, the recent increase in the price of Bitcoin has given the Company greater optionality in the deployment of its mining fleet. It is my belief that we have an opportunity to capitalize on the price increase through selective miner deployment as opposed to the selling of miners in the secondary market, which has recently been strongly considered. The Company is thrilled with the current price of Bitcoin and is happy with the current contributions from Sentinum.”

    The Company would also like to remind its stockholders that Sentinum plans to resume Bitcoin mining operations at its Montana facilities in the month of June. This site is expected to increase Bitcoin mining capacity with approximately ten megawatts of power capacity coming online, which is sufficient to operate approximately 3,200 S19j Pro Antminers (“Antminers”).   Sentinum will initially recommence mining operations on approximately 2,600 Antminers and expects to increase operations to full capacity of approximately 3,200 Antminers, during July 2025.

    For more information on Hyperscale Data and its subsidiaries, Hyperscale Data recommends that stockholders, investors and any other interested parties read Hyperscale Data’s public filings and press releases available under the Investor Relations section at hyperscaledata.com or available at www.sec.gov.

    About Hyperscale Data, Inc.

    Through its wholly owned subsidiary Sentinum, Hyperscale Data owns and operates a data center at which it mines digital assets and offers colocation and hosting services for the emerging artificial intelligence (“AI”) ecosystems and other industries. Hyperscale Data’s other wholly owned subsidiary, Ault Capital Group, Inc. (“ACG”), is a diversified holding company pursuing growth by acquiring undervalued businesses and disruptive technologies with a global impact.

    Hyperscale Data expects to divest itself of ACG on or about December 31, 2025 (the “Divestiture”). Upon the occurrence of the Divestiture, the Company would solely be an owner and operator of data centers to support high-performance computing services, though it may at that time continue to mine Bitcoin. Until the Divestiture occurs, the Company will continue to provide, through ACG and its wholly and majority-owned subsidiaries and strategic investments, mission-critical products that support a diverse range of industries, including an AI software platform, social gaming platform, equipment rental services, defense/aerospace, industrial, automotive, medical/biopharma and hotel operations. In addition, ACG is actively engaged in private credit and structured finance through a licensed lending subsidiary. Hyperscale Data’s headquarters are located at 11411 Southern Highlands Parkway, Suite 190, Las Vegas, NV 89141.

    On December 23, 2024, the Company issued one million (1,000,000) shares of a newly designated Series F Exchangeable Preferred Stock (the “Series F Preferred Stock”) to all common stockholders and holders of the Series C Convertible Preferred Stock on an as-converted basis. The Divestiture will occur through the voluntary exchange of the Series F Preferred Stock for shares of Class A Common Stock and Class B Common Stock of ACG (collectively, the “ACG Shares”). The Company reminds its stockholders that only those holders of the Series F Preferred Stock who agree to surrender such shares, and do not properly withdraw such surrender, in the exchange offer through which the Divestiture will occur, will be entitled to receive the ACG Shares and consequently be stockholders of ACG upon the occurrence of the Divestiture.

    Forward-Looking Statements

    This press release contains “forward-looking statements” within the meaning of Section 27A of the Securities Act of 1933, as amended, and Section 21E of the Securities Exchange Act of 1934, as amended. These forward-looking statements generally include statements that are predictive in nature and depend upon or refer to future events or conditions, and include words such as “believes,” “plans,” “anticipates,” “projects,” “estimates,” “expects,” “intends,” “strategy,” “future,” “opportunity,” “may,” “will,” “should,” “could,” “potential,” or similar expressions. Statements that are not historical facts are forward-looking statements. Forward-looking statements are based on current beliefs and assumptions that are subject to risks and uncertainties.

    Forward-looking statements speak only as of the date they are made, and the Company undertakes no obligation to update any of them publicly in light of new information or future events. Actual results could differ materially from those contained in any forward-looking statement as a result of various factors. More information, including potential risk factors, that could affect the Company’s business and financial results are included in the Company’s filings with the U.S. Securities and Exchange Commission, including, but not limited to, the Company’s Forms 10-K, 10-Q and 8-K. All filings are available at www.sec.gov and on the Company’s website at hyperscaledata.com.

    Hyperscale Data Investor Contact:
    IR@hyperscaledata.com or 1-888-753-2235

    The MIL Network

  • MIL-OSI: Viper Energy, Inc., a Subsidiary of Diamondback Energy, Inc., to Acquire Sitio Royalties Corp. in All-Equity Transaction; Increases Base Dividend

    Source: GlobeNewswire (MIL-OSI)

    MIDLAND, Texas, June 03, 2025 (GLOBE NEWSWIRE) — Viper Energy, Inc. (NASDAQ:VNOM) (“Viper” or the “Company”), a subsidiary of Diamondback Energy, Inc. (NASDAQ:FANG) (“Diamondback”), and Sitio Royalties Corp. (NYSE:STR) (“Sitio”) today announced that they have entered into a definitive agreement under which Viper will acquire Sitio in an all-equity transaction valued at approximately $4.1 billion, including Sitio’s net debt of approximately $1.1 billion as of March 31, 2025. The consideration will consist of 0.4855 shares of Class A common stock of a new holding company (“pro forma Viper”) for each share of Sitio Class A common stock, and 0.4855 units of Viper’s operating subsidiary, Viper Energy Partners LLC, for each unit of Sitio’s operating subsidiary (along with a corresponding amount of Class B common stock of pro forma Viper for each share of Sitio Class C common stock), representing an implied value to each Sitio stockholder of $19.41 per share based on the closing price of Viper common stock on June 2, 2025. The transaction was unanimously approved by the Board of Directors of each company and has been approved by the written consent of Diamondback as Viper’s majority stockholder. Stockholders holding an aggregate of approximately 48% of Sitio’s outstanding voting power, including Kimmeridge, its largest stockholder, have agreed to vote in favor of the transaction. The transaction is subject to customary regulatory approvals and is expected to close in the third quarter of 2025.

    The Company today also announced that the Board of Directors of Viper approved a 10% increase to its base dividend to $1.32 per share annually ($0.33 per share quarterly).

    STRATEGIC RATIONALE

    • Size and Scale: Adds substantial scale and inventory depth that will support pro forma Viper’s durable production profile and free cash flow growth over the next decade
    • Meaningful Financial Accretion and Higher Cash Returns: Expected to be approximately 8 – 10% accretive to cash available for distribution per Class A share immediately upon closing
    • Lower Breakeven: Lowers pro forma Viper’s base dividend breakeven by approximately $2 per barrel to <$20 WTI; increased base dividend of $1.32/share represents approximately 45% of cash available for distribution at $50 WTI
    • Significant Synergies: Estimated to be in excess of $50 million annually, primarily attributable to general and administrative and cost of capital savings
    • Access to Capital: Pro forma Viper is expected to maintain its Investment Grade status; pro forma leverage expected to be approximately 1.2x at closing at strip pricing and decreasing thereafter; near-term net debt target of $1.5 billion which equates to less than 1.0x leverage at $60 WTI
    • Diamondback Relationship: Diamondback is expected to own approximately 41% of pro forma Viper’s outstanding common stock after closing and will continue to drive meaningful long-term oil production growth from the Company’s acreage

    SITIO HIGHLIGHTS

    • Approximately 25,300 net royalty acres in the Permian Basin, plus an additional ~9,000 net royalty acres in other major basins (DJ, Eagle Ford, Williston); total acreage of approximately 34,300 net royalty acres
    • Roughly 50% overlap with existing Viper gross producing horizontal wells in the Permian Basin
    • Q1 2025 average production of 18.9 mbo/d (42.1 mboe/d); Q1 2025 average Permian production of 14.5 mbo/d (31.9 mboe/d)
    • Approximately 16.1 existing net DUCs and permits with an average lateral length of ~9,500 feet

    PRO FORMA HIGHLIGHTS

    • Approximately 85,700 net royalty acres in the Permian Basin; ~43% operated by Diamondback
    • Pro forma Viper owns an average 1.8% NRI in approximately 33,300 gross producing horizontal wells (~608 net wells)
    • Approximately 75.4 existing net DUCs and permits with an average lateral length of ~10,800 feet; Diamondback is the largest operator of these net locations with 41.1 DUCs and permits with an average lateral length of ~12,400 feet
    • Estimated Q4 2025 average production of 64 – 68 mbo/d (122 – 130 mboe/d); expect full year 2026 average production to increase by a mid-single digit percentage from these levels assuming current commodity prices, line of sight trajectory, and industry activity levels

    “The combination of Viper and Sitio signifies an important moment for mineral and royalty interests,” stated Kaes Van’t Hof, Chief Executive Officer of Viper. “This combination creates a leader in size, scale, float, liquidity and access to investment grade capital in the highly fragmented minerals industry. Pro forma Viper is now clearly a must-own public mineral and royalty company in North America, with attractive size and scale in the Permian Basin. This transaction positions Viper to compete for capital with mid and large cap North American E&Ps; except with higher margins, minimal operating costs, and the lowest dividend breakeven in the space.”

    Mr. Van’t Hof continued, “While this transaction will reduce Diamondback’s ownership in pro forma Viper to 41%, it does not reduce the significance of the relationship between Diamondback and Viper. The Diamondback drillbit remains Viper’s biggest competitive advantage and the most visible source of long-term production growth at Viper. Mineral interests offer the highest form of security and upside in the oil field, and any and all benefits an operator manages to unlock accrues directly to the mineral holder without any capital risk, forever.”

    “We are excited to announce the combination of two leading minerals companies with a shared strategic vision of integrating the highest quality assets to create a truly differentiated investment opportunity for shareholders,” said Sitio CEO Chris Conoscenti. “This transaction provides Sitio’s shareholders with exposure to an entity with significantly greater size, future development visibility, and all of the benefits of the economies of scale unique to the minerals business – higher margins, lower cost of capital, strong positioning for future M&A opportunities, and the ability to return more capital to shareholders. I want to thank all of the Sitio team members, whose innovation and relentless pursuit of continuous improvement made building Sitio such an amazing and rewarding experience.”

    “This transaction is the next logical step in Sitio’s evolution,” stated Noam Lockshin, Chairman of the Sitio Board of Directors. “By adding Sitio’s coverage of the Delaware Basin to Viper’s position in the Midland Basin, the combined company will be well positioned in the Permian for years to come.”

    Advisors

    Moelis & Company LLC is serving as financial advisor to Viper and Wachtell, Lipton, Rosen & Katz is serving as its legal advisor.

    J.P. Morgan Securities LLC is serving as exclusive financial advisor to Sitio and Vinson & Elkins LLP is serving as its legal advisor.

    Conference Call

    Viper will host a conference call and webcast for investors and analysts to discuss this transaction on Tuesday, June 3, 2025 at 7:00 a.m. CT. Access to the webcast, and replay which will be available following the call, may be found here. The live webcast of the conference call will also be available via Viper’s website at www.viperenergy.com under the “Investor Relations” section of the site.

    About Viper Energy, Inc.

    Viper is a corporation formed by Diamondback to own, acquire and exploit oil and natural gas properties in North America, with a focus on owning and acquiring mineral and royalty interests in oil-weighted basins, primarily the Permian Basin. For more information, please visit www.viperenergy.com.

    About Diamondback Energy, Inc.

    Diamondback is an independent oil and natural gas company headquartered in Midland, Texas focused on the acquisition, development, exploration and exploitation of unconventional, onshore oil and natural gas reserves primarily in the Permian Basin in West Texas. For more information, please visit www.diamondbackenergy.com.

    About Sitio Royalties Corp.

    Sitio is a shareholder returns-driven company focused on large-scale consolidation of high-quality oil & gas mineral and royalty interests across premium basins, with a diversified set of top-tier operators. With a clear objective of generating cash flow from operations that can be returned to stockholders and reinvested, Sitio has accumulated approximately 34,300 net royalty acres through the consummation of over 200 acquisitions, as of March 31, 2025. More information about Sitio is available at www.sitio.com.

    Forward-Looking Statements

    This communication relates to a proposed business combination transaction (the “Mergers”) between Viper and Sitio and the information included herein includes forward-looking statements within the meaning of the federal securities laws, which involve certain risks, uncertainties and assumptions that could cause the results to differ materially from such statements. All statements, other than historical facts, that address activities that Viper or Sitio assumes, plans, expects, believes, intends or anticipates (and other similar expressions) will, should or may occur in the future, or statements regarding the proposed Mergers, the likelihood that the conditions to the consummation of the Mergers will be satisfied on a timely basis or at all, Viper’s and Sitio’s ability to consummate the Mergers at any time or at all, the benefits of the Mergers and the post-combination company’s future financial performance following the Mergers, the post-combination company’s strategy, future operations, financial position, estimated revenues, and losses, projected costs, prospects, plans and objectives of management, are forward-looking statements. When used herein, the words “may,” “could,” “believe,” “anticipate,” “intend,” “estimate,” “expect,” “project” and similar expressions and the negative of such words and similar expressions are intended to identify forward-looking statements, although not all forward-looking statements contain such identifying words. The forward-looking statements are based on Viper’s and Sitio’s management’s current beliefs, based on currently available information, as to the outcome and timing of future events.

    Factors that could cause the outcomes to differ materially include (but are not limited to) the following: the risk associated with Sitio’s ability to obtain the approvals of its stockholders required to consummate the Mergers; risks related to the timing of the closing of the Mergers, including the risk that the conditions to the Mergers are not satisfied on a timely basis or at all or the failure of the Mergers to close for any other reason or to close on the anticipated terms, including the anticipated tax treatment; the risk that any regulatory approval, consent or authorization that may be required for the Mergers is not obtained or is obtained subject to conditions that are not anticipated; the post-combination company’s ability to successfully integrate Sitio’s and Viper’s businesses and technologies; the risk that the expected benefits and synergies of the Mergers may not be fully achieved in a timely manner, or at all; the risk that Sitio or Viper will not, or that following the Mergers, the post-combination company will not, be able to retain and hire key personnel; unanticipated difficulties or expenditures relating to the Mergers, the response of business partners and retention as a result of the announcement and pendency of the Mergers; Viper’s ability to finance the combined company on acceptable terms or at all; uncertainty as to the long-term value of the post-combination company’s common stock; the diversion of Sitio’s and Viper’s management’s time on transaction-related matters; and those risks described in Viper’s periodic filings with the U.S. Securities and Exchange Commission (“SEC”), including in Item 1A of Viper’s Annual Report on Form 10-K for the year ended December 31, 2024, filed with the SEC on February 26, 2025, subsequent Forms 10-Q and 8-K and other filings Viper makes with the SEC, which can be obtained free of charge on the SEC’s website at http://www.sec.gov and Viper’s website at www.viperenergy.com/investors/overview, and in Sitio’s periodic filings with the SEC, including in Item 1A of Sitio’s Annual Report on Form 10-K for the year ended December 31, 2024, filed with the SEC on February 26, 2025, subsequent Forms 10-Q and 8-K and other filings Sitio makes with the SEC, which can be obtained free of charge on the SEC’s website at http://www.sec.gov and Sitio’s website at investors.sitio.com.

    In light of these factors, the events anticipated by Viper’s and Sitio’s forward-looking statements may not occur at the time anticipated or at all. Moreover, Viper and Sitio conduct their businesses in a very competitive and rapidly changing environment and new risks emerge from time to time. Viper and Sitio cannot predict all risks, nor can they assess the impact of all factors on their businesses or the extent to which any factor, or combination of factors, may cause actual results to differ materially from those anticipated by any forward-looking statements they may make. Accordingly, you should not place undue reliance on any forward-looking statements. All forward-looking statements speak only as of the date of this communication or, if earlier, as of the date they were made. Viper and Sitio do not intend to, and disclaim any obligation to, update or revise any forward-looking statements unless required by applicable law.

    Additional Information and Where to Find It

    In connection with the Merger, New Cobra Pubco, Inc. (“New Parent”) will file with the SEC a registration statement on Form S-4, which will include a proxy statement of Sitio, an information statement of Viper and a prospectus of New Parent. The Mergers will be submitted to Sitio’s stockholders for their consideration. Viper, Sitio and New Parent may also file other documents with the SEC regarding the Mergers. After the registration statement has been declared effective by the SEC, a definitive joint information statement/proxy statement/prospectus will be mailed to the stockholders of Viper and Sitio. This communication is not a substitute for the registration statement and joint information statement/proxy statement/prospectus that will be filed with the SEC or any other documents that Viper, Sitio or New Parent may file with the SEC or send to stockholders of Viper or Sitio in connection with the Mergers. INVESTORS AND STOCKHOLDERS OF SITIO AND VIPER ARE URGED TO READ THE REGISTRATION STATEMENT AND JOINT INFORMATION STATEMENT/PROXY STATEMENT/PROSPECTUS WHEN IT BECOMES AVAILABLE AND ALL OTHER RELEVANT DOCUMENTS THAT ARE FILED OR WILL BE FILED WITH THE SEC, AS WELL AS ANY AMENDMENTS OR SUPPLEMENTS TO THESE DOCUMENTS, CAREFULLY AND IN THEIR ENTIRETY BECAUSE THEY WILL CONTAIN IMPORTANT INFORMATION ABOUT THE MERGERS AND RELATED MATTERS.

    Investors and stockholders will be able to obtain free copies of the registration statement and the joint information statement/proxy statement/prospectus (when available) and all other documents filed or that will be filed with the SEC by Viper, Sitio or New Parent, through the website maintained by the SEC at http://www.sec.gov.

    Participants in the Solicitation

    Viper, Sitio, New Parent and their respective directors and executive officers may be deemed to be participants in the solicitation of proxies from Sitio stockholders in connection with the Mergers.

    Information regarding the directors and executive officers of Viper, including a description of their direct or indirect interests, by security holdings or otherwise, is set forth in Viper’s definitive proxy statement for its 2025 Annual Meeting of Stockholders, including under the headings “Proposal 1: Election of Directors”, “Executive Officers”, “Compensation Discussion and Analysis”, “Compensation Tables”, “Stock Ownership” and “Certain Relationships and Related Party Transactions,” which was filed with the SEC on April 10, 2025 and is available at https://www.sec.gov/ix?doc=/Archives/edgar/data/1602065/000119312525077960/d884560ddef14a.htm, To the extent holdings of Viper’s securities by its directors or executive officers have changed since the amounts set forth in Viper’s definitive proxy statement for its 2025 Annual Meeting of Stockholders, such changes have been or will be reflected on Initial Statement of Beneficial Ownership of Securities on Form 3, Statement of Changes in Beneficial Ownership on Form 4, or Annual Statement of Changes in Beneficial Ownership on Form 5 filed with the SEC, which are available at EDGAR Search Results https://www.sec.gov/cgi-bin/browse-edgar?action=getcompany&CIK=0001602065&type=&dateb=&owner=only&count=40&search_text=.

    Information regarding the directors and executive officers of Sitio, including a description of their direct or indirect interests, by security holdings or otherwise, is set forth (i) in Sitio’s definitive proxy statement for its 2025 Annual Meeting of Stockholders, including under the headings “Proposal 1 – Election of Directors”, “Executive Officers”, “Security Ownership of Certain Beneficial Owners and Management”, “Certain Relationships and Interested Transactions”, “Compensation Discussion and Analysis”, “Summary Compensation Table” and “2024 Director Compensation”, which was filed with the SEC on March 28, 2025 and is available at https://www.sec.gov/ix?doc=/Archives/edgar/data/1949543/000162828025015343/str-20250328.htm. To the extent holdings of Sitio’s securities by its directors or executive officers have changed since the amounts set forth in Sitio’s definitive proxy statement for its 2025 Annual Meeting of Stockholders, such changes have been or will be reflected on Initial Statement of Beneficial Ownership of Securities on Form 3, Statement of Changes in Beneficial Ownership on Form 4, or Annual Statement of Changes in Beneficial Ownership on Form 5 filed with the SEC, which are available at EDGAR Search Results https://www.sec.gov/cgi-bin/browse-edgar?action=getcompany&CIK=1949543&type=&dateb=&owner=only&count=40&search_text=.

    Other information regarding the participants in the proxy solicitation and a description of their direct and indirect interests, by security holdings or otherwise, will be contained in the joint information statement/proxy statement/prospectus and other relevant materials to be filed with the SEC when they become available. You may obtain free copies of these documents through the website maintained by the SEC at http://www.sec.gov.

    No Offer or Solicitation

    This communication is for informational purposes only and does not constitute an offer to sell or the solicitation of an offer to buy any securities, or a solicitation of any vote or approval, pursuant to the Mergers or otherwise, nor shall there be any sale of securities in any jurisdiction in which such offer, solicitation or sale would be unlawful prior to registration or qualification under the securities laws of any such jurisdiction. No offer of securities shall be made except by means of a prospectus meeting the requirements of Section 10 of the Securities Act.

    Non-GAAP Financial Measures

    Adjusted EBITDA is a supplemental non-GAAP financial measure that is used by management and external users of our financial statements, such as industry analysts, investors, lenders and rating agencies. Viper defines Adjusted EBITDA as net income (loss) attributable to Viper Energy, Inc. plus net income (loss) attributable to non-controlling interest (“net income (loss)”) before interest expense, net, non-cash stock-based compensation expense, depletion expense, non-cash (gain) loss on derivative instruments, and instruments, (gain) loss on extinguishment of debt, if any, other non-cash operating expenses, other non-recurring expenses and provision for (benefit from) income taxes, if any. Management believes Adjusted EBITDA is useful because it allows it to more effectively evaluate Viper’s operating performance and compare the results of its operations from period to period without regard to its financing methods or capital structure. Adjusted EBITDA should not be considered as an alternative to, or more meaningful than, net income, royalty income, cash flow from operating activities or any other measure of financial performance or liquidity presented as determined in accordance with GAAP. Certain items excluded from Adjusted EBITDA are significant components in understanding and assessing a company’s financial performance, such as a company’s cost of capital and tax structure, as well as the historic costs of depreciable assets, none of which are components of Adjusted EBITDA. Viper defines cash available for distribution generally as an amount equal to its Adjusted EBITDA for the applicable quarter less cash needed for income taxes payable, debt service, contractual obligations and fixed charges and reserves for future operating or capital needs that the Board may deem appropriate, lease bonus income, net of tax, dividend equivalent rights payments and preferred dividends, if any. Management believes cash available for distribution is useful because it allows them to more effectively evaluate Viper’s operating performance excluding the impact of non-cash financial items and short-term changes in working capital. Viper defines free cash flow margin as cash flow from operations less capital expenditures divided by total barrels of oil equivalents. Viper defines cash margins as unhedged realized price per Boe less production and ad valorem taxes, cash G&A, and interest expense divided by unhedged realized price. Viper defines pre-tax income attributable to Viper as income (loss) before income taxes less net income (loss) attributable to non-controlling interest. Viper believes this measure is useful to investors given it provides the basis for income taxes payable by Viper, which is an adjustment to reconcile Adjusted EBITDA to cash available for distribution to Viper’s shareholders. Viper defines net debt as debt (excluding debt issuance costs, discounts and premiums) less cash and cash equivalents. Net debt should not be considered an alternative to, or more meaningful than, total debt, the most directly comparable GAAP measure. Management uses net debt to determine Viper’s outstanding debt obligations that would not be readily satisfied by its cash and cash equivalents on hand. Viper believes this metric is useful to analysts and investors in determining Viper’s leverage position because Viper has the ability to, and may decide to, use a portion of its cash and cash equivalents to reduce debt. Viper’s computations of Adjusted EBITDA, cash available for distribution, pre-tax income attributable to Viper, free cash flow margins, cash margins, and net debt may not be comparable to other similarly titled measures of other companies or to such measure in its credit facility or any of its other contracts. For a reconciliation of Adjusted EBITDA, cash available for distribution and net debt to the most comparable GAAP measures, please refer to the materials furnished by Viper to the Securities and Exchange Commission.

    Furthermore, this communication includes or references certain forward‐looking, non‐GAAP financial measures, such as estimated free cash flow for 2025, distributable cash flow per Class A shareholder for 2025 and certain related estimates regarding future performance, results and financial position. Because Viper provides these measures on a forward‐looking basis, it cannot reliably or reasonably predict certain of the necessary components of the most directly comparable forward‐looking GAAP measures, such as any future impairments and future changes in working capital. Accordingly, Viper is unable to present a quantitative reconciliation of such forward‐looking, non‐GAAP financial measures to the respective most directly comparable forward‐looking GAAP financial measures. The unavailable information could have a significant impact on our ultimate results. However, Viper believes these forward‐looking, non‐GAAP measures may be a useful tool for the investment community in comparing Viper’s forecasted financial performance to the forecasted financial performance of other companies in the industry.

    Oil and Gas Reserves

    The SEC generally permits oil and gas companies, in filings made with the SEC, to disclose proved reserves, which are reserve estimates that geological and engineering data demonstrate with reasonable certainty to be recoverable in future years from known reservoirs under existing economic and operating conditions, and certain probable and possible reserves that meet the SEC’s definitions for such terms. Viper discloses only estimated proved reserves in its filings with the SEC. Viper’s estimated proved reserves as of December 31, 2024 contained in this communication were prepared by Viper’s internal reservoir engineers and audited by Ryder Scott Company, L.P., an independent petroleum engineering firm, and comply with definitions promulgated by the SEC. Additional information on Viper’s estimated proved reserves is contained in Viper’s filings with the SEC. In this communication, Viper may use the terms “resources,” “resource potential” or “potential resources,” which the SEC guidelines prohibit Viper from including in filings with the SEC. “Resources,” “resource potential” or “potential resources” refer to Viper’s internal estimates of hydrocarbon quantities that may be potentially discovered through exploratory drilling or recovered with additional drilling or recovery techniques. Such terms do not constitute reserves within the meaning of the Society of Petroleum Engineer’s Petroleum Resource Management System or SEC rules and do not include any proved reserves. Actual quantities that may be ultimately recovered by the operators of Viper’s properties will differ substantially. Factors affecting ultimate recovery include the scope of the operators’ ongoing drilling programs, which will be directly affected by the availability of capital, drilling and production costs, availability of drilling services and equipment, drilling results, lease expirations, transportation constraints, regulatory approvals and other factors; and actual drilling results, including geological and mechanical factors affecting recovery rates. Estimates of potential resources may change significantly as development of our properties by our operators provide additional data. In addition, our production forecasts and expectations for future periods are dependent upon many assumptions, including estimates of production, decline rates from existing wells and the undertaking and outcome of future drilling activity, which may be affected by significant commodity price declines or drilling cost increases.

    Investor Contact

    Viper Energy:
    Chip Seale
    +1 432.247.6218
    cseale@viperenergy.com

    Sitio Royalties:
    Alyssa Stephens
    +1 281.407.5204
    IR@sitio.com

    Source: Viper Energy, Inc.; Diamondback Energy, Inc.

    The MIL Network

  • Break big smuggling syndicates, curb narcotics trade: FM Sitharaman tells DRI

    Source: Government of India

    Source: Government of India (4)

    Finance Minister Nirmala Sitharaman on Tuesday asked the Directorate of Revenue Intelligence (DRI) to adopt a holistic and technology-driven approach to tackle smuggling and narcotics trade amid increasingly complex geopolitical environment and security threats.

    In her address at the inaugural event of the DRI’s new headquarters, the Finance Minister said there was a need to go beyond surface-level enforcement and focus on uncovering deeper systemic threats.

    “Investigate holistically, keeping the big picture in mind, leverage all available resources to uncover deeper systemic risks and threads by connecting the dots,” she said.

    She emphasised that dismantling the entire smuggling syndicates must be the end-goal of any investigation, which must not stop at peripheral seizures.

    “It’s no good if you catch the small fish. The bigger smuggling chain has to be tracked and acted upon. We must take down those nefarious chains,” she added.

    Sitharaman identified narcotics as the most serious national threat and called for urgent coordination with state law enforcement agencies to prevent schools and colleges from being targeted by drug traffickers.

    She also underlined the importance of internal collaboration: “Internal coordination, when well managed, makes outcomes better.”

    The Finance Minister cited PM Modi’s ‘Reform, Perform and Transform’ mantra as the spirit with which the enforcement agencies should move forward.

    She spelt out three guiding principles for the agency’s approach: the rules must be applied fairly, public confidence in the trade system must be maintained, and the enforcement must be intelligent and high-impact.

    “Value- and trust-based compliance is important, not fear-induced compliance,” Sitharaman pointed out.

    She highlighted the need for deeper and faster integration of modern technology into enforcement frameworks. “There’s a lot of talk around AI, but I now want to see concrete output using AI,” she said, pressing for data-driven, intelligence-led action. “More modern technology use needs to be deeply and well integrated into the system – data analytics and so on,” she added.

    (With inputs from IANS)

     

  • MIL-OSI: Tower Semiconductor to Present at IMS 2025 Highlighting Recent Innovations in RF Foundry Technology

    Source: GlobeNewswire (MIL-OSI)

          

    Presenting a joint white paper with pSemi nominated for Best Industry Paper Award highlighting next-generation RF switch technology

    MIGDAL HAEMEK, Israel, June 3, 2025 – Tower Semiconductor (NASDAQ/TASE: TSEM), a leading foundry of high-value analog semiconductor solutions, today announced its participation in the upcoming International Microwave Symposium (IMS) 2025, taking place June 16–21 in San Francisco, California, highlighting its advanced RF & HPA technology platform and latest advancements in RF switch technology. As part of the event’s technical program, Tower will present a jointly developed white paper with pSemi, titled “A Low-Loss, Wideband, 0–110 GHz SPDT Using PCM RF Switches with Integrated CMOS Drivers” nominated for the Best Industry Paper Award at IMS2025.

    This paper highlights a record-breaking wideband single-pole, double-throw (SPDT) switch utilizing Tower Semiconductor’s monolithically integrated PCM RF switches in an RFSOI CMOS process. The key features include ultra-wideband performance (true DC to 110 GHz with less than 2 dB of insertion loss), digital control using integrated CMOS drivers with MIPI RFFE interface (available in the PDK), 30 dBm measured power handling, and 15-20 dB better linearity performance than RFSOI CMOS SPDTs currently available. This combination of ultra low-loss wideband performance, power handling, and full CMOS/digital integration simplifies implementation for end users and enables advanced circuits for 5G, future 6G, SatCom, beamforming, and millimeter-wave applications.

    Presentation schedule:
    A Low-Loss, Wideband, 0-110 GHz SPDT Using PCM RF Switches with Integrated CMOS Drivers
    By Dr. Nabil El-Hinnawy, Principal R&D Engineer, Tower Semiconductor

    As part of the Th1B session: Innovative RF Switches, Varactor and Modulator Technologies (full program details available here).

    Date & Time: June 19, 2025 at 8:20AM
    Location: 205

    To meet with Tower’s engineering team during the conference, visit the Company’s booth #655.
    For additional details on IMS 2025, please visit the event webpage here.
    For additional information about the Company’s RF platform offering, visit here.

    About Tower Semiconductor         
    Tower Semiconductor Ltd. (NASDAQ/TASE: TSEM), the leading foundry of high-value analog semiconductor solutions, provides technology, development, and process platforms for its customers in growing markets such as consumer, industrial, automotive, mobile, infrastructure, medical and aerospace and defense. Tower Semiconductor focuses on creating a positive and sustainable impact on the world through long-term partnerships and its advanced and innovative analog technology offering, comprised of a broad range of customizable process platforms such as SiGe, BiCMOS, mixed-signal/CMOS, RF CMOS, CMOS image sensor, non-imaging sensors, displays, integrated power management (BCD and 700V), photonics, and MEMS. Tower Semiconductor also provides world-class design enablement for a quick and accurate design cycle as well as process transfer services including development, transfer, and optimization, to IDMs and fabless companies. To provide multi-fab sourcing and extended capacity for its customers, Tower Semiconductor owns one operating facility in Israel (200mm), two in the U.S. (200mm), two in Japan (200mm and 300mm) which it owns through its 51% holdings in TPSCo, shares a 300mm facility in Agrate, Italy with STMicroelectronics as well as has access to a 300mm capacity corridor in Intel’s New Mexico factory. For more information, please visit: www.towersemi.com.

    Safe Harbor Regarding Forward-Looking Statements
    This press release includes forward-looking statements, which are subject to risks and uncertainties. Actual results may vary from those projected or implied by such forward-looking statements. A complete discussion of risks and uncertainties that may affect the accuracy of forward-looking statements included in this press release or which may otherwise affect Tower’s business is included under the heading “Risk Factors” in Tower’s most recent filings on Forms 20-F, F-3, F-4 and 6-K, as were filed with the Securities and Exchange Commission (the “SEC”) and the Israel Securities Authority. Tower does not intend to update, and expressly disclaim any obligation to update, the information contained in this release. 

    ###

    Tower Semiconductor Company Contact: Orit Shahar | +972-74-7377440 | oritsha@towersemi.com
    Investor Relations Contact: Liat Avraham | +972-4-6506154 | liatavra@towersemi.com

    Attachment

    The MIL Network

  • MIL-OSI: Quavo Fraud & Disputes Named “Best Dispute Management & Resolution Solution” by Fintech Futures

    Source: GlobeNewswire (MIL-OSI)

    WILMINGTON, Del., June 03, 2025 (GLOBE NEWSWIRE) — Quavo Fraud & Disputes has been recognized as the winner of the “Best as-a-Service Solution – Dispute Management & Resolution” category at the 2025 Banking Tech Awards USA, hosted by Fintech Futures. The award honors Quavo’s QFD® platform, an end-to-end SaaS solution purpose-built to transform and streamline dispute management for financial institutions and deliver a seamless experience for accountholders.

    This prestigious accolade underscores Quavo’s continued commitment to innovation in fraud and dispute resolution, enabling financial institutions to reduce operational costs, ensure regulatory compliance, and deliver trust-building experiences that foster loyalty among accountholders.

    “This award is a testament to our team’s relentless focus on customer experience, compliance, and AI advancements,” said Chief Product Officer and Co-Founder, David Chmielewski. “By building QFD® with intelligence from the ground up, we’ve created a platform that adapts to change, scales with demand, and earns trust with every interaction.”

    Quavo’s flagship solution, QFD®, is an AI-powered platform built exclusively for financial institutions to automate and streamline the entire dispute lifecycle. The platform delivers a compliant, scalable, and highly automated experience, enabling financial institutions to act quickly and accurately while empowering consumers with transparency and control.

    Now in its fourth year, the Banking Tech Awards USA celebrates the most innovative and impactful achievements across banking and fintech. This year’s competition featured more than 80 leading banks, credit unions, and technology providers across 40+ categories, including technology excellence, leadership, and project implementation.

    About Quavo, Inc.

    Quavo is a leading technology partner and strategic advisor, helping financial institutions (FIs) build trust-driven customer relationships through faster, more transparent dispute resolutions. Our mission is to restore financial trust by simplifying fraud and disputes. Quavo’s award-winning technology automates the entire dispute lifecycle, from intake to resolution. FIs can pair this end-to-end solution with our expert-led back-office investigation team in one turnkey managed service. Scalable for institutions of all sizes, Quavo’s solutions reduce losses, ensure compliance, and enhance customer loyalty. Learn more at www.quavo.com.

    Media Contact:
    Julia Lum
    PR & Events Specialist
    Julia.Lum@quavo.com

    The MIL Network

  • MIL-OSI: MEXC to Serve as Major Sponsor at Solana Summit APAC 2025, Reinforcing Commitment to SOL Ecosystem Growth

    Source: GlobeNewswire (MIL-OSI)

    VICTORIA, Seychelles, June 03, 2025 (GLOBE NEWSWIRE) — MEXC, a leading global cryptocurrency exchange, will participate as one of the Major Sponsors at the upcoming Solana Summit APAC 2025, taking place June 5-7 in Da Nang, Vietnam. The summit will showcase MEXC’s deepening commitment to the Solana ecosystem and introduce innovative community engagement initiatives designed to strengthen partnerships with builders and developers across the region.

    Building Strategic Partnerships in the SOL Ecosystem

    MEXC’s participation at Solana Summit APAC will reinforce the exchange’s position as a trusted partner for Solana builders and innovators. The company’s presence at the summit embodies their core message: “Build on SOL, grow with MEXC.” This strategic positioning will set the stage for an upcoming SOL ecosystem promotion campaign scheduled to launch in late July 2025.

    The three-day summit will attract developers, founders, venture capitalists, and crypto enthusiasts from across the global Solana ecosystem, providing MEXC with a premier platform to engage with key stakeholders and expand its presence within the developer community.

    Interactive On-Site Activations and Community Engagement

    MEXC will launch an innovative Treasure Hunt Activation during the summit, featuring five unique sticker designs incorporating the MEXC logo and QR codes linking to the company’s official social media channels. Participants who locate all five stickers hidden throughout the event venue will be eligible to redeem exclusive co-branded merchandise at the MEXC booth. This gamified approach reflects MEXC’s commitment to fostering meaningful community interactions and creating memorable experiences for summit attendees while amplifying the company’s regional presence.

    Thought Leadership and Industry Expertise

    On June 5, Yuky Tran, COO of MEXC Vietnam, will participate in a panel discussion addressing critical industry challenges. The session, scheduled from 11:05-11:35 AM, will explore “What roles do DEX’s or launchpads play in protecting retail investors from scams?” Tran will join industry leaders including representatives from Outlaw, HawkFi, SecondSwap, and Meteora to discuss investor protection strategies and platform responsibilities.

    Additionally, YY, Head of Listing of MEXC Ventures, will be at the exclusive VC Demo Day on June 7, a curated four-hour event designed to explore Vietnam’s emerging role as a launchpad for Decentralized Physical Infrastructure Networks (DePIN). The invite-only gathering will bring together 70-100 attendees, including DePIN builders, Solana ecosystem leaders, venture capitalists, and Web2 companies from AI, IoT, energy, logistics, and XR sectors seeking to integrate real-world DePIN applications.

    Strengthening the Global Solana Community

    MEXC’s major sponsorship of the Solana Summit APAC demonstrates the exchange’s strategic commitment to supporting the broader Solana ecosystem while establishing stronger connections with the developer community across Asia-Pacific markets. The summit participation will serve as a launching pad for expanded regional initiatives and partnerships throughout 2025.

    The Solana Summit APAC 2025 will bring together the region’s most innovative blockchain projects, developers, and industry leaders, making it an ideal venue for MEXC to showcase its dedication to fostering growth within the Solana ecosystem.

    About MEXC
    Founded in 2018, MEXC is committed to being “Your Easiest Way to Crypto.” Serving over 40 million users across 170+ countries, MEXC is known for its broad selection of trending tokens, everyday airdrop opportunities, and low trading fees. Our user-friendly platform is designed to support both new traders and experienced investors, offering secure and efficient access to digital assets. MEXC prioritizes simplicity and innovation, making crypto trading more accessible and rewarding.
    MEXC Official WebsiteXTelegramHow to Sign Up on MEXC

    Source

    Contact:
    Lucia Hu
    lucia.hu@mexc.com

    Disclaimer: This is a paid post and is provided by MEXC. The statements, views, and opinions expressed in this content are solely those of the content provider and do not necessarily reflect the views of this media platform or its publisher. We do not endorse, verify, or guarantee the accuracy, completeness, or reliability of any information presented. We do not guarantee any claims, statements, or promises made in this article. This content is for informational purposes only and should not be considered financial, investment, or trading advice.Investing in crypto and mining-related opportunities involves significant risks, including the potential loss of capital. It is possible to lose all your capital. These products may not be suitable for everyone, and you should ensure that you understand the risks involved. Seek independent advice if necessary. Speculate only with funds that you can afford to lose. Readers are strongly encouraged to conduct their own research and consult with a qualified financial advisor before making any investment decisions. However, due to the inherently speculative nature of the blockchain sector—including cryptocurrency, NFTs, and mining—complete accuracy cannot always be guaranteed.Neither the media platform nor the publisher shall be held responsible for any fraudulent activities, misrepresentations, or financial losses arising from the content of this press release. In the event of any legal claims or charges against this article, we accept no liability or responsibility. Globenewswire does not endorse any content on this page.

    Legal Disclaimer: This media platform provides the content of this article on an “as-is” basis, without any warranties or representations of any kind, express or implied. We assume no responsibility for any inaccuracies, errors, or omissions. We do not assume any responsibility or liability for the accuracy, content, images, videos, licenses, completeness, legality, or reliability of the information presented herein. Any concerns, complaints, or copyright issues related to this article should be directed to the content provider mentioned above.

    A photo accompanying this announcement is available at https://www.globenewswire.com/NewsRoom/AttachmentNg/fac6fd02-02a3-4e73-be9a-e869d8162d32

    The MIL Network

  • MIL-OSI Asia-Pac: LegCo Panel on Environmental Affairs visits innovative technology projects of CLP (with photos)

    Source: Hong Kong Government special administrative region

    LegCo Panel on Environmental Affairs visits innovative technology projects of CLP  
         Upon arriving at the CLP’s Shatin Centre, Members received a briefing from the management of the CLP on its progress in accelerating transport electrification. Members noted that the CLP had been offering technical support to charging service operators to expedite the development and installation of charging facilities to promote the use and popularization of electric vehicles. Moreover, Members noted that the CLP had signed memorandums pleading its participation in the development of the Northern Metropolis. The power company had reserved power system capacity to meet the area’s current and future developments, including innovation and technology, industry and commerce, housing, etc.
     
         Members then watched a demonstration of a “beyond visual line of sight” (BVLOS) drone for inspecting power facilities. The BVLOS drone project was one of the first batch of pilot projects under the Government’s Low-altitude Economy Regulatory Sandbox. The CLP had been conducting trials with BVLOS drones on designated flight routes to evaluate their feasibility, safety and effectiveness in checking critical power supply facilities to increase inspection efficiency.
     
         Afterwards, Members learnt about the CLP’s Grid-Visualization (Grid-V), an advanced management system introduced for monitoring the operation of the power company’s critical power facilities to further enhance the reliability of power supply. Utilizing AI, the Grid-V management system integrates and monitors real-time signals from about 3 000 sensors and cameras across the power company’s electricity networks in Hong Kong, alerting engineering personnel to respond to incidents immediately when potential risks are detected.
      
         A total of 10 members and non-members of the Panel on Environmental Affairs participated in the visit.
    Issued at HKT 18:00

    NNNN

    MIL OSI Asia Pacific News

  • Dutch far-right leader Wilders quits coalition, toppling government

    Source: Government of India

    Source: Government of India (4)

    Dutch far-right leader Geert Wilders’ PVV party left the governing coalition on Tuesday, in a move that is set to topple the right wing government and will likely lead to new elections.

    Wilders said his coalition partners were not willing to support his ideas on halting asylum migration.

    “No signature under our asylum plans. The PVV leaves the coalition,” Wilders said in a post on X.

    Wilders said he had informed Prime Minister Dick Schoof that all ministers from his PVV party would quit the government. Schoof has not yet reacted to the resignation.

    Wilders’ surprise move ends an already fragile coalition which has struggled to reach any consensus since its installation last July.

    It will likely bring new elections in a few months, adding to political uncertainty in the euro zone’s fifth-largest economy.

    It will likely also delay a decision on a possibly historic increase in defense spending to meet new NATO targets.

    And it will leave the Netherlands with only a caretaker government when it receives NATO country leaders for a summit to decide on these targets in The Hague later this month.

    DISBELIEF, ANGER

    Wilders’ coalition partners responded with disbelief and anger.

    “This is making us look like a fool,” the leader of the conservative VVD party Dilan Yesilgoz said. “There is a war on our continent. Instead of meeting the challenge, Wilders is showing he is not willing to take responsibility.”

    “This is incredible,” leader of the centrist NSC party Nicolien van Vroonhoven said. “It is irresponsible to take down the government at this point.”

    With PVV out, the others parties have the theoretical option to try and proceed as a minority government. They are not expected to, and have yet to confirm it.

    Wilders won the most recent election in the Netherlands, but recent polls show he has lost support since joining government.

    Polls now put his party at around 20% of the votes, roughly at par with the Labour/Green combination that is currently the second-largest in parliament.

    Wilders had last week demanded immediate support for his proposals to completely halt asylum migration, send Syrian refugees back to their home country and to close asylum shelters.

    Coalition partners did not embrace his idea, and had said it was up to the migration minister from Wilders’ own party to work on specific proposals. Wilders was not part of the government himself as its leader or a minister.

    He was convicted for discrimination after he insulted Moroccans at a campaign rally in 2014 and only managed to strike a coalition deal with three other conservative parties last year after he gave up his bid to become prime minister.

    Instead, the cabinet was led by the independent and unelected Schoof, a career bureaucrat who had led the Dutch intelligence agency AIVD and was the senior official at the ministry of justice.

    (Reuters)

  • MIL-OSI United Kingdom: Ambitious five-year plan unveiled to transform Adult Social Care

    Source: City of Coventry

    Coventry City Council has revealed an ambitious new five-year plan for Adult Social Care that will guide the transformation and improvement of essential support services.

    The comprehensive strategy comes as Adult Social Care continues to be a significant pillar of the city’s economy, with an annual investment of approximately £115 million and supporting employment for around 9,500 people across the sector in Coventry.

    The Council currently provides vital support to around 4,000 adults per week with a range of care and support needs, including physical disabilities, learning disabilities/autism, sensory impairments and mental health conditions.

    Additionally, the service supports around 2,000 unpaid carers annually, helping them continue their crucial caring roles while maintaining their own wellbeing.

    Councillor Linda Bigham, Cabinet Member for Adult Services, said: “Adult Social Care is facing significant changes, including potential national reforms and local challenges from increasing demand.

    “This Five-Year Plan ensures we’re prepared to enhance our support for Coventry residents to meet these challenges head-on.

    “Our aim is to improve services that help people achieve maximum independence, while ensuring support for specific groups such as unpaid carers and neurodivergent individuals.

    “This plan reflects the priorities of everyone we work with – those we support, their families, their carers, our dedicated staff, NHS colleagues, and voluntary sector partners.

    “Coventry’s Adult Social Care service is built around helping people maintain their independence through our skilled Social Work and Occupational Therapy teams, our Provider Services, and strong partnerships with independent care providers.

    “This plan will be regularly reviewed so that we continue adapting to the evolving needs of our community.”

    The five-year plan focuses on six key priority areas:

    1. Personalising the experience of care and support – Working with providers to offer more individualised, strength-based approaches
    2. Always improving – Ensuring consistent application of policies and best practices across all services
    3. New models of support – Developing innovative care services beyond traditional delivery methods
    4. Prevention – Expanding successful initiatives like the Improving Lives programme with UHCW hospital
    5. Use of technology – Maximising opportunities from AI and digital solutions to enhance care delivery
    6. Integrated care with health partners – Strengthening collaboration with NHS services for seamless support

    The plan builds on existing successes, including pioneering initiatives such as the Coventry Dementia Partnership Hub and the POD mental health recovery and inclusion service, which serve as models of innovation in care provision.

    The service currently handles over 10,000 requests for support annually and manages over 6,000 safeguarding concerns each year, while supporting 4,000 adults with care needs weekly and assisting 2,000 unpaid carers per year.

    The plan emphasises the Council’s commitment to promoting independence and enabling people to live meaningful lives within their communities, while adapting to evolving challenges and opportunities in the care sector.

    The Adult Social Care five-year plan will be considered by Cabinet on 10 June 2025 and Full Council on 24 June 2025.

    MIL OSI United Kingdom

  • MIL-OSI China: 2nd Belt and Road Conference on Science and Technology Exchange to open in Chengdu

    Source: People’s Republic of China – State Council News

    The 2nd Belt and Road Conference on Science and Technology Exchange will be held in Chengdu, southwestern China’s Sichuan province, from June 10 to 12. The conference will feature 38 events, covering topics including industrial innovation, tech-powered poverty relief, and artificial intelligence, said Chen Jiachang, vice minister of science and technology, at a Tuesday press conference. 

    MIL OSI China News

  • MIL-OSI: Aurora Mobile’s Subsidiaries EngageLab and GPTBots.ai Achieve SOC 2 Type II Certification, Setting a New Benchmark for Global Data Security

    Source: GlobeNewswire (MIL-OSI)

    SHENZHEN, China, June 03, 2025 (GLOBE NEWSWIRE) — Aurora Mobile Limited (NASDAQ: JG) (“Aurora Mobile” or the “Company”), a leading provider of customer engagement and marketing technology services in China, today announced that its flagship platforms, EngageLab and GPTBots.ai, have both successfully achieved SOC 2 Type II certification. This milestone underscores Aurora Mobile’s unwavering commitment to the highest international standards of data security, privacy, and operational excellence.

    SOC 2 Type II, developed by the American Institute of Certified Public Accountants (AICPA), is a globally recognized auditing standard that rigorously evaluates the design and operational effectiveness of a company’s controls over a defined period. This certification covers five key trust service criteria: security, availability, processing integrity, confidentiality, and privacy.

    What This Means for Our Clients and Partners:

    • Enterprise-Grade Security: Aurora Mobile, through its platforms EngageLab and GPTBots.ai, safeguards client data with industry-leading security controls and continuous monitoring, ensuring protection across critical areas such as security, availability, and confidentiality.
    • Global Compliance: SOC 2 Type II certification supports our clients’ regulatory and business requirements worldwide, facilitating secure business expansion.
    • Operational Excellence: The certification validates our ability to deliver reliable, secure, and scalable solutions for mission-critical applications across industries.

    “Data security and privacy are at the heart of Aurora Mobile’s mission,” said Chris Lo, CEO at Aurora Mobile. “Achieving SOC 2 Type II certification for both EngageLab and GPTBots.ai is a testament to our ongoing investment in security and compliance, empowering our clients to innovate and grow with absolute confidence.”

    With this achievement, Aurora Mobile further strengthens its position as a trusted technology partner for enterprises seeking secure, compliant, and intelligent customer engagement and AI solutions on a global scale.

    About EngageLab
    EngageLab is a world-leading AI-powered omnichannel customer engagement solution provider, unites technology and versatility to offer seamless customer interactions across every channel, including Email, AppPush, WebPush, OTP, SMS and WhatsApp Business. It empowers businesses to build lasting relationships and achieve higher conversions and retention. With a strong focus on innovation and performance, EngageLab supports businesses in over 220 countries and regions, delivering more than 1 million messages every second across various channels.

    About GPTBots.ai
    GPTBots.ai is an enterprise AI agent platform that empowers businesses to streamline operations, enhance customer experiences, and drive growth. Offering end-to-end AI solutions across customer service, knowledge search, data analysis, and lead generation, GPTBots.ai enables enterprises to harness the full potential of AI with ease. With seamless integration into various systems, and support for scalable, secure deployments, GPTBots.ai is dedicated to reducing costs, accelerating growth, and helping businesses thrive in the AI era.

    For more information, please visit www.engagelab.com and www.gptbots.ai.

    About Aurora Mobile Limited

    Founded in 2011, Aurora Mobile (NASDAQ: JG) is a leading provider of customer engagement and marketing technology services in China. Since its inception, Aurora Mobile has focused on providing stable and efficient messaging services to enterprises and has grown to be a leading mobile messaging service provider with its first-mover advantage. With the increasing demand for customer reach and marketing growth, Aurora Mobile has developed forward-looking solutions such as Cloud Messaging and Cloud Marketing to help enterprises achieve omnichannel customer reach and interaction, as well as artificial intelligence and big data-driven marketing technology solutions to help enterprises’ digital transformation.

    For more information, please visit https://ir.jiguang.cn/.

    Safe Harbor Statement

    This announcement contains forward-looking statements. These statements are made under the “safe harbor” provisions of the U.S. Private Securities Litigation Reform Act of 1995. These forward-looking statements can be identified by terminology such as “will,” “expects,” “anticipates,” “future,” “intends,” “plans,” “believes,” “estimates,” “confident” and similar statements. Among other things, the Business Outlook and quotations from management in this announcement, as well as Aurora Mobile’s strategic and operational plans, contain forward-looking statements. Aurora Mobile may also make written or oral forward-looking statements in its reports to the U.S. Securities and Exchange Commission, in its annual report to shareholders, in press releases and other written materials and in oral statements made by its officers, directors or employees to third parties. Statements that are not historical facts, including but not limited to statements about Aurora Mobile’s beliefs and expectations, are forward-looking statements. Forward-looking statements involve inherent risks and uncertainties. A number of factors could cause actual results to differ materially from those contained in any forward-looking statement, including but not limited to the following: Aurora Mobile’s strategies; Aurora Mobile’s future business development, financial condition and results of operations; Aurora Mobile’s ability to attract and retain customers; its ability to develop and effectively market data solutions, and penetrate the existing market for developer services; its ability to transition to the new advertising-driven SAAS business model; its ability to maintain or enhance its brand; the competition with current or future competitors; its ability to continue to gain access to mobile data in the future; the laws and regulations relating to data privacy and protection; general economic and business conditions globally and in China and assumptions underlying or related to any of the foregoing. Further information regarding these and other risks is included in the Company’s filings with the Securities and Exchange Commission. All information provided in this press release and in the attachments is as of the date of the press release, and Aurora Mobile undertakes no duty to update such information, except as required under applicable law.

    For more information, please contact:

    Aurora Mobile Limited
    E-mail: ir@jiguang.cn

    Christensen

    In China
    Ms. Xiaoyan Su
    Phone: +86-10-5900-1548
    E-mail: Xiaoyan.Su@christensencomms.com

    In US
    Ms. Linda Bergkamp
    Phone: +1-480-614-3004
    Email: linda.bergkamp@christensencomms.com

    The MIL Network

  • MIL-OSI: MoonFox Data Releases New Report: Instant Retail Becomes the Next Battleground as JD.com and Meituan Intensify Food Delivery Competition in China

    Source: GlobeNewswire (MIL-OSI)

    Shenzhen, June 03, 2025 (GLOBE NEWSWIRE) — [Shenzhen, China] – [June 3, 2025] – MoonFox Data, a leading provider of market intelligence and data analytics, today released its latest report, “Instant Retail Remains a Long-Term Battle, and the Food Delivery Battle Is Just the Beginning.” The report reveals how China’s instant retail sector is entering a new phase of fierce competition, with JD.com and Meituan at the forefront, leveraging food delivery as a critical driver of user growth and market expansion in 2025.

    In 2025, JD.com and Meituan engaged in several rounds of online “cross-platform jabs” over their food delivery services. Topics such as “Food Delivery Battle” and “Meituan Issues Another Statement” trended on social media. Amid the ensuing “war of words” and mounting public debate, both platforms’ ambitions in the “instant retail” space were laid bare.

    Tracing back their development, it is evident that JD.com and Meituan have been investing in instant retail for over a decade. As early as 2018, Meituan internally launched the “Flash Sale” brand focused on instant delivery of retail items. However, after 7 years and multiple rounds of fierce competition in community group purchase, “Meituan Flash Sale” was only officially launched as an independent brand in 2025. Meanwhile, from 2015 to 2023, JD.com steadily bolstered its capabilities in supply chain, digitalization, and logistics. By integrating diverse service segments, including JD Health, JD Car Care, and convenience supermarkets, the company established a robust localized service chain. In 2024, building on this integrated capacity, JD.com officially unveiled “JD Instant Delivery” as its flagship instant delivery service.

    Table 1: Development History of Instant Retail Business on Various Platforms

    JD.com Meituan
    2015: Launched “JD Home Delivery” service 2018: Internally launched “Meituan Flash Sale”
    2019: Launched “Meituan Vegetable Shopping”, rapidly expanding into first-tier cities and entering the community group purchase market
    2021: JD.com and DADA jointly launched “JD Hourly Purchase” 2020:

    In July, launched “Meituan Selected” to capture community e-commerce in lower-tier markets

    In September, began deploying “Meituan Flash Warehouse” in first-tier cities

    2022: JD became the controlling shareholder of DADA Group Upgraded “Meituan Vegetable Shopping” to “Xiaoxiang Supermarket” in December 2023, expanding supply from fresh produce to daily retail goods
    2024:

    Integrated “JD Hourly Delivery”, “JD Home Delivery”, etc., and launched “JD Instant Delivery” with a primary entrance on the JD homepage in May

    JD’s fresh food business “7FRESH” opened its first pre-warehouse in Beijing and commenced operations in September

    2024:

    Xiaoxiang Supermarket increased its proportion of self-operated products, benchmarking against Freshippo and Sam’s Club, featuring single-portion/small-quantity offerings for differentiation

    Meituan initiated a “Ten Thousand Warehouses for Thousand Cities” network layout; by October, the number of Flash Warehouses exceeded 30,000

    2025:

    Launched food delivery on the JD platform in February

    Rebranded “JD Vegetable Shopping” to “JD 7FRESH” in March, transitioning to a platform model to offer fresh food access from Sam’s Club, Pagoda, Dingdong Vegetable Shopping, and others

    JD launched “Self-operated Instant Delivery” e-commerce service in April; over 100,000 JD-branded offline stores have connected to Instant Delivery; Starbucks Delivery and HLA Group officially came on board

    Official launch of Meituan Flash Sale as an independent brand in April 2025

    Data Source: Public information, compiled by MoonFox Research Institute

    I. Instant Retail Shows Strong Potential, but Sustained Survival Remains Challenging

    To begin with, it’s essential to clarify the concepts of local life services and instant retail: Local life services refer to the use of online channels to display information about local brick-and-mortar businesses, with transactions completed offline services (through in-store visits or home). This model emphasizes “geographic relevance”. Instant retail, as a key component of local life services, involves delivering products from local retail models (such as supermarkets, warehouses, and storefronts) directly to consumers through same-city delivery. It covers a wide range of categories, including food & beverages, fresh produce, electronics, and pharmaceuticals. Services like hourly delivery, half-day delivery, community group purchase, and food delivery all fall within the scope of instant retail. Its high time sensitivity is the key factor distinguishing it from traditional e-commerce and parcel delivery.

    The local life services sector is constantly seeing the emergence of new entrants. However, most of these newcomers tend to focus on “in-store” business models rather than delivery-heavy services, as the latter demand robust and fast-changing delivery ecosystems that many find difficult to sustain.

    For example, Douyin launched “Beckoning Food Delivery” in 2021 and formed strategic partnerships with service providers like Ele.me, DADA, and SF Express. However, after lukewarm results, Douyin Life Services pivoted its local service strategy to focus on the business from group purchase to in-store visits. Kwai trialed food delivery through selected local life service merchants in 2023 but did not scale up, maintaining its focus on in-store deals of group purchase. DiDi attempted to launch food delivery twice in China but failed both times and has since shifted its food delivery ambitions to overseas markets in 2025. Community group purchase brands like Nice Tuan, Chengxin Selected and MissFresh shut down around 2023 due to operational difficulties…

    Despite these setbacks, instant retail still holds vast potential within China, especially in lower-tier markets.

    Industry statistics show that in 2024, China’s instant retail market reached approximately RMB 780 billion, accounting for only 6% of total online retail of physical goods. The market distribution between major cities and county-level areas is roughly 7:3. By 2030, the market is expected to surpass RMB 2 trillion.

    Table 2: Instant Retail Market Growth in China (2018 – 2030)

    Year Instant Retail Market Transaction Volume (RMB 100 million) Transaction Volume YoY Growth Share of Online Retail Transaction Volume of Physical Goods
    2018 690 88 % 1.0 %
    2019 1,180 71 % 1.4 %
    2020 2,150 82 % 2.3 %
    2021 2,350 9 % 2.2 %
    2022 5,040 114 % 4.5 %
    2023 6,500 29 % 5.3 %
    2024 7,800 20 % 6.0 %
    2025E 10,030 29 % 7.1 %
    2026E 11,750 17 % 7.7 %
    2023E 20,000 10.1 %

    Data Source: Chinese Academy of International Trade and Economic Cooperation, National Bureau of Statistics, Reports from SDIC Securities, compiled by MoonFox Research Institute.

    II. Platforms Face Growth Anxiety and Urgently Need New Growth Curves

    For JD.com, local life services remain fertile ground with significant untapped potential. Among them, instant retail, characterized by high purchase frequency and rapid conversion, is undoubtedly a critical lever for driving business growth and attracting UV.

    Table 3: Comparison of Different Retail Models (In Terms of Profitability Efficiency: Instant Retail > Traditional E-commerce > Offline Retail)

    Type Instant Retail Traditional E-commerce In-store Visits of Group Purchase Offline Retail
    Consumer Behavior Place order online, with hourly delivery or flash delivery Place order online → shipped via express → received Order online, redeem in-store Browse and purchase in-store, offline payment
    B2B Requirements High-frequency demand; rich product supply is essential

    Low return rate

    Instant fulfillment

    High-frequency demand

    High return rate

    Long fulfillment cycle

    Pre-purchase vouchers

    Redemption rates fluctuate

    Unstable fulfillment window

    Low-frequency demand

    Low return rate

    Instant fulfillment

    Traditional e-commerce has passed its high-growth phase. In recent years, large-scale promotional events such as “618” and “D11” have lost their earlier traction, signaling consumer fatigue towards excessive discounting and promotional gimmicks. In response, e-commerce platforms such as Taobao, JD.com, and Vipshop have extended promotional periods and introduced “Billion-RMB Subsidy” to maintain total sales growth. However, Pinduoduo’s rapid rise and the increasing competitiveness of emerging e-commerce platforms like Douyin and Kwai have created new challenges. JD.com’s dominance, particularly in the electronics product category, is now under threat from multiple fronts.

    During Meituan’s Q3 2024 financial report audio conference, founder Wang Xing commented on industry trends, stating that instant retail will eventually account for over 10% of the total e-commerce market, and that Meituan Flash Sale’s growth has exceeded expectations. The 2024 financial report noted: “In 2024, ‘Meituan Flash Warehouses’ experienced significant growth, particularly in lower-tier markets, where they have become a key growth channel for many retailers. A number of major traditional retail companies have adopted ‘Meituan Flash Warehouse’ model… As our instant delivery business expands, we remain committed to building a sustainable ecosystem.”

    According to Meituan’s financial reports from 2022 to 2024, the platform’s gross profit margin has grown by over 30% YoY for three consecutive years, with its gross margin increasing from 28% to 38%. Core local services revenue maintained a YoY growth rate exceeding 20%, and new business income continued to accelerate. Although Meituan Flash Sale had not yet officially launched, it was repeatedly highlighted in annual financial reports over the past 5 years as a key growth engine for the platform.

    III. JD.com’s Surprise PR Offensive: Rapid Expansion into Meituan’s Core Territory

    In early April, JD.com CEO Xu Ran stated in an interview with 36Kr that the food delivery business could help JD.com increase both user base and purchase frequency, extending its service scenarios.

    On April 15, a leaked 7-minute internal meeting audio recording of Liu Qiangdong revealed his views on the domestic food delivery industry: Food delivery platform commissions can reach as high as 25% (sometimes over 30%), which he attributed to monopolistic practices that force small and medium-sized merchants to cut food quality, negatively impacting the consumer experience. He also proposed differentiated insurance policies for full-time and part-time couriers to better safeguard their rights.

    As early as 2022, Meituan’s financial report showed that its food delivery business had reached a peak of over 60 million orders per day. Although there is still a significant gap in order volume between the two platforms, JD Food Delivery achieved over 10 million in a single day on April 22, reflecting rapid growth.

    Comparing the daily new user growth for merchant and courier platforms since the start of 2025, JD Instant Delivery Merchant Edition and DADA Instant Delivery Courier Edition apps saw a UV surge. According to MoonFox Data, JD Instant Delivery Merchant Edition app peaked in daily new user numbers on April 24. Both platform initiatives and market responses clearly indicate that JD is making a bold incursion into Meituan’s food delivery “stronghold”.

    Table 4: New Daily User Growth on Merchant & Courier Platforms (2025)

    Average Daily New Users Meituan Food Delivery Merchant Edition App Meituan Courier Edition App Meituan Crowdsourcing DADA Instant Delivery Courier Edition App JD Instant Delivery Merchant Edition App
    January 13,236 18,069 18,624 12,345 2,671
    February 14,186 26,081 33,413 69,820 45,454
    March 16,606 23,781 34,178 47,042 50,499
    April 17,256 21,021 31,207 181,658 64,538

    Data Source: MoonFox iApp, Data Cycle: January 1, 2025 – April 27, 2025

    For users, switching between food delivery apps has low friction. With a clear intent to order, pricing and delivery time are often the only decisive factors. Last summer, Ele.me attracted UV via its “Answer to Win Free Meal” campaign, which relied on extremely low discounts and simple, engaging interactions. While Meituan launched “Meal Group Buying”, significantly lowering average order value to retain users through volume sales, though at the cost of some dining experience. In addition, Ele.me also tied its premium membership to Taobao’s 88VIP, leveraging high member stickiness from Taobao to boost Ele.me order frequency.

    For platforms, the fast migration of users and high usage frequency makes food delivery the best UV lever for JD.com to grow its instant retail business. But before that, onboarding a large number of restaurant merchants and recruiting a sufficient courier fleet are essential. Since launching JD Food Delivery on February 11, the platform has used a range of PR tactics to become a major industry topic, quickly moving beyond its cold start into a phase of explosive growth.

    • Late February: JD took the lead in advocating reform in the food delivery sector, focusing on courier welfare. This proactive stance gave JD the upper hand in the initial “war of words”. With value-driven messaging and concrete policy support, JD.com gained public recognition and courier endorsement.
    • In April, JD.com and Meituan entered a second round of confrontation. JD.com issued an open letter condemning Meituan’s various “misdeeds” and simultaneously rolled out new support policies and promotional benefits, once again pushing “JD Food Delivery” into the spotlight across the internet. The following day, “Liu Qiangdong Takes on Food Delivery” showcased JD’s strong commitment to developing its food delivery business. With a light-hearted and humorous public image, Liu won over netizens, who jokingly dubbed his delivery persona “GG Bond”. This, coupled with the platform’s swift marketing response, sparked a new wave of viral attention.

    During this second “war of words” wave, although Meituan responded swiftly with rebuttals, and some couriers questioned the accuracy of JD’s claims on social media, the incentives offered by JD helped counterbalance earlier criticism. However, overall, the various incentives released by the platform are helping to offset the negative public opinion caused by early-stage issues. JD has still managed to earn the trust of most merchants and couriers.

    Table 5: Platform-level New User Scale Growth

    Average Daily New Users Meituan App JD App
    January 2,031,496 862,633
    February 1,168,203 807,748
    March 1,265,657 889,403
    April 1,331,168 1,484,954

    Data Source: MoonFox iApp, Data Cycle: January 1, 2025 – April 27, 2025

    Table 6: Key Events in the 2025 “Food Delivery Battle”

    Key Date JD.com Actions Meituan Responses
    February 24 JD Food Delivery announced “Three Key Policies”: no commission all year, full social insurance for full-time couriers, and mandatory dine-in capability for merchants Meituan launched the “City Defense Plan”, lowering core merchant commissions from 23% to 6% – 8%.
    April 14 JD launched “Self-operated Instant Delivery” Meituan Flash Sale launched.
    April 21 JD issued an open letter: accusing Meituan of forcing couriers to choose one platform and announced plans to recruit 100,000 full-time couriers and offer a “late delivery, free meal” policy. Meituan denied the accusations and ramped up subsidies.
    April 22 JD Food Delivery surpassed 10 million daily orders; “Liu Qiangdong Takes on Food Delivery” trended online.

    IV. The “Food Delivery Battle” Ushers in a New Era of Instant Retail Competition

    In April, amid the intense “Food Delivery Battle” between JD.com and Meituan, both Meituan “Flash Sale” and JD’s “Self-operated Instant Delivery” services were launched simultaneously.

    Just ahead of the Labor Day holiday, “Taobao Flash Sale” went live in 50 cities, followed by a nationwide rollout on May 2. To drive up order frequency during the holiday, Taobao partnered with Ele.me to issue substantial consumer subsidies such as free-order card and treat-voucher card.

    According to MoonFox Data, since April 2025, JD.com’s daily new user volume has continuously increased, and has surpassed Meituan’s since April 16. Since the launch of its food delivery service, JD.com has also seen a steady rise in average user online time. As of April 23, average daily online time reached 14.27 minutes per user, increased by 54% compared with the same period last year.

    Table 7: Changes in JD.com’s Active User Online Time

    Month Average Usage Time (mins/month)

    MoM Changes

    2024-4 276.31 -4.3 %
    2024-5 300.10 8.6 %
    2024-6 310.27 3.4 %
    2024-7 292.11 -5.9 %
    2024-8 291.60 -0.2 %
    2024-9 309.98 6.3 %
    2024-10 337.85 9.0 %
    2024-11 332.55 -1.6 %
    2024-12 319.87 -3.8 %
    2025-1 329.24 2.9 %
    2025-2 310.20 -5.8 %
    2025-3 343.47 10.7 %
    2025-4 384.93 12.1 %

    Data Source: MoonFox iApp, Data Cycle: April 28, 2024 – April 23, 2025

    Despite reports of issues such as “inefficient processes” and “system bugs” with JD Food Delivery, there are still many shortcomings in the courier operation procedures that need to be addressed. However, driven by benefits related to commission rates and employee protection, a large number of couriers are switching platforms, while food delivery merchants and offline stores are also accelerating their entry into “JD Instant Delivery”. With intensified investment in business development models, infrastructure construction, and supporting policies, both JD and Meituan are stepping up efforts to seize market share.

    Table 8: Platform Characteristics Comparison

    Infrastructure JD Instant Delivery Meituan Flash Sale
    Warehouse Mode Centralized Warehouses (self-operated) + Branded Stores (as front warehouses) Flash Warehouse + Offline Retail Stores
    Delivery Service DADA Instant Delivery(contracted couriers) + JD Logistics Third-party Service Provider Contracted Couriers
    Introduction Stage

    Policy Advantages

    0% commission for select premium merchants

    “Billion-RMB Subsidy” campaign for JD Food Delivery users

    Job & insurance support for couriers

    0% commission for Flash Warehouse franchising (initial investment > RMB 300K)

    Exclusive UV privilege, “Climbing Plan” course and customized support for new merchants

    Digital Platform JD Instant Delivery Open Platform Meituan Morning Glory System
    Coverage Area As of May 2024, JD Instant Delivery has covered 2,300 counties/cities, with 500K+ partner stores As of October 2024, Meituan has had over 30K flash warehouses
    UV Entrance JD App (homepage + search bar) Meituan Homepage + Meituan Food Delivery

    Data Source: Public information, compiled by MoonFox Research Institute

    Meituan’s instant retail business is an extension of its food delivery capabilities, relying on third-party franchises and offline retail store partnerships for warehousing, and service-provider-based courier models. This asset-light strategy plays to Meituan’s platform operation strengths, enabling rapid territorial expansion across cities.

    JD’s instant retail business places greater emphasis on its “self-operated” model, leveraging its early investments in e-commerce warehousing as a key foundation. It expands operations based on regional fulfillment centers while strengthening partnerships with offline stores, particularly branded chain stores, to enhance delivery efficiency and ensure product quality, a strategy that aligns with users’ existing perception of JD’s authenticity and logistics capabilities in e-commerce. The supply of local couriers primarily relies on contracted riders from DADA Instant Delivery. In recent years, JD Group’s increasing equity stake in DADA has further strengthened its influence over last-mile delivery in the instant retail sector.

    The attention generated by the “Food Delivery Battle” and the boom of instant retail has created invisible pressure for traditional e-commerce giants like Taobao. Taobao, backed by Alibaba’s vast ecosystem, including Tmall Supermarket, Amap, Ele.me, Freshippo, and Alipay, has promising opportunities in the local life service sector. However, the coordination between different business units and the logistics efficiency within the last 3 to 5 kilometers remain key challenges that the platform must overcome to scale its instant retail business.

    At present, Taobao Flash Sale appears to be a combination of Ele.me’s original food delivery services and Taobao’s previous “hourly delivery” feature, swiftly entering the competition to drive UV and user engagement. During the Labor Day holiday, topics such as #Taobao Flash Sale Crashed# even trended on social media platforms.

    For Meituan, instant retail represents a new growth engine; For JD.com, it is a strategic lever to drive growth across its entire e-commerce ecosystem. Compared with the overt and covert competition between the two giants, the rapid launch of Taobao Flash Sale is more of a defensive move. Its long-term prospects remain to be seen. For now, all major platforms are still focused on strengthening infrastructure and optimizing operational efficiency, with instant retail shaping up to be a long-term battle.

    About MoonFox Data

    As a sub-brand of Aurora Mobile, MoonFox Data is a leading expert in data insights and analysis services across all scenarios. With a comprehensive, stable, secure and compliant mobile big data foundation, as well as professional and precise data analysis technology and AI algorithms, MoonFox Data has launched iAPP, iBrand, iMarketing, Alternative Data and professional research and consulting services of MoonFox Research, aiming to help companies gain insights into market growth and make accurate business decisions.

    About Aurora Mobile

    Aurora Mobile (NASDAQ: JG) established in 2011, is a leading customer engagement and marketing technology service provider in China. Its business includes notification services, marketing growth, development tools, and data products.

    For Media Inquiries:

    Contact: zhouxt@jiguang.cn | Website: http://www.moonfox.cn/en

    The MIL Network

  • MIL-OSI United Kingdom: Birmingham joins global cities Kyoto and Jaipur as World Craft City status awarded

    Source: City of Birmingham

    Birmingham has officially been recognised as a World Craft City – making it one of just eight in Europe to receive the prestigious designation from the World Crafts Council.

    This signifies a landmark moment for Birmingham and the wider West Midlands, placing the city’s historic Jewellery Quarter – home to an internationally renowned community of jewellers, makers and creative businesses – firmly on the global stage.

    Led by the Jewellery Quarter Development Trust (JQDT) and co-applicants Birmingham City University, a bid for World Craft City status was supported by Birmingham City Council and the Goldsmiths Company and submitted in October 2024.

    A rigorous application and judging process took place, with an international panel of judges visiting Birmingham in April 2025.

    During the judging visit, the international panel experienced the Quarter’s vibrant ecosystem of heritage and innovation first-hand. Their tour included a visit to the iconic School of Jewellery at Birmingham City University – established in 1890 and housed in a stunning Grade II-listed building on Vittoria Street – where they took part in a silversmithing workshop, viewed the artistry and craftsmanship of current students, and attended a special presentation delivered by BCU staff, the Lord Lieutenant of the West Midlands Derrick Anderson CBE, and representatives from world-renowned local jewellery firms.

    Elsewhere in the Jewellery Quarter, judges stopped at the Birmingham Assay Office, Cooksongold, and the historic Coffin Works. Across the three-day visit, dozens of businesses, institutions and individuals came together to demonstrate the area’s exceptional craft culture and its commitment to both preserving and evolving traditional skills.

    Cllr Saima Suleman, Birmingham City Council cabinet member for Digital, Culture, Heritage and Tourism, said:

    “Being named a World Craft City is brilliant recognition for Birmingham and especially for the Jewellery Quarter. The Jewellery Quarter has long been celebrated for its craftsmanship and innovation, and this designation recognises the area’s heritage and enduring excellence.

    “This recognition will help bring new opportunities for investment, tourism and international partnerships. We are proud to support the creative communities driving this forward and look forward to seeing how this recognition will positively shape the city’s future”

    Matthew Bott, Chair, Jewellery Quarter Development Trust (JQDT), said:

    “This is a moment of real pride – not just for the Jewellery Quarter, but for Birmingham and the West Midlands. We’ve always known the value of what happens here, and now the world does too. Our thanks go to everyone who helped us reach this point, and we look forward to working with partners old and new to build on this incredible foundation.”

    David Mba, Vice Chancellor, Birmingham City University, said:

    “This is such exciting news. Being recognised as a World Craft City puts a global spotlight on the skills, creativity and community we have here in Birmingham. At the School of Jewellery, we already attract talented students and practitioners from across the world – but this recognition will help us go even further. It will strengthen our international reputation, open up new collaborations, and inspire even more promising students to come here to study, work and create – a perfect example of our strategic ambition to develop the talent for tomorrow”

    With the designation now confirmed, the JQDT, supported by City Curator Alex Nicholson-Evans, will use this recognition as a springboard for further ambition. Starting with launching the Birmingham Jewellery Biennial, the UK’s jewellery festival. Envisaged as a citywide celebration, plans for the Biennial include open studios, jewellery fairs, heritage tours, a trade conference and a flagship exhibition – shining a spotlight on both internationally acclaimed artists and emerging talent, selected through a UK-wide open call.

    The new status also opens the door to international partnerships, funding opportunities and collaborative projects – not just for the Jewellery Quarter, but for the city and wider region. With both the Jewellery Quarter and Stoke-on-Trent now recognised as World Craft Cities, the West Midlands is fast becoming a national leader in championing craft as culture. From Birmingham’s world-renowned jewellery sector and Stourbridge’s glass industry, to Walsall’s historic leather trade and Sandwell’s specialist textile industries, the region boasts extraordinary depth and density in making and manufacturing.

    The World Craft City designation is awarded by the World Crafts Council – a UNESCO-affiliated organisation – to places that demonstrate exceptional craft heritage, a strong maker community, and a clear commitment to developing craft into the future. The title is independently verified and peer-reviewed, making it a meaningful and credible marker of quality.

    WCC AISBL President, Mr Saad Al-Qaddumi, said:

    “The World Crafts Council AISBL International (WCC AISBL) is very happy to recognise Birmingham as a WCC-World Craft City for Jewellery and allied-trades. This title celebrates the city’s rich heritage, skilled artisans, creative designers, proud makers, and innovative contributions to the jewellery industry. It is a reflection of Birmingham’s continued leadership in heritage craftsmanship and its role in shaping the future of the jewellery trade and creative economy across the UK and globally.”

    To stay in the loop on the Birmingham Jewellery Biennial, you can register your interest by visiting: www.birminghamjewellerybiennial.com

    MIL OSI United Kingdom

  • MIL-OSI: Minimum income (minimumsudlodning) 2025

    Source: GlobeNewswire (MIL-OSI)

    Privately taxed investors in funds managed by Storebrand Asset Management AS are subject to minimum income tax (minimumsudlodning) for 2025.

    Investors who owned units in the equity funds below on 30 April 2025 (value date 2 May) will be taxed as follows:

    Fund name and share class Symbol SE-number Technical distribution pr unit in DKK (Aktieindkomst)
    SKAGEN Focus A NO0010735129 13 34 14 27 26,69
    SKAGEN Global A NO0008004009 13 34 12 65 0
    SKAGEN Kon-Tiki A NO0010140502 13 34 14 19 128,12
    SKAGEN Vekst A NO0008000445 13 34 12 57 240,19
    Storebrand Global Multifactor A5 NO0010841596 13 34 15 67 185,32
    Storebrand Global Plus A5 NO0010841604 13 34 17 10 0
    Storebrand Global Plus B5 NO0012882333 13 38 33 67 6,18
    Storebrand Global Plus C5 NO0012882341 13 37 68 24 0
    Storebrand Global Solutions A5 NO0010841612 13 34 16 64 98,89
    Storebrand Indeks – Alle Markeder A5 NO0010841588 13 34 16 21 38,77
    Storebrand Indeks – Alle Markeder B5 NO0012882101 13 37 67 27 21,48
    Storebrand Indeks – Alle Markeder C5 NO0012882119 13 37 67 51 21,37
    Storebrand Indeks – Nye Markeder A5 NO0010841570 13 34 16 56 48,36

    Note that the dividend is not paid out but remains in the fund.

    For tax purposes, the technical distribution (non-effective payment) should be added to the purchase price of original units. The amount is considered to have been acquired at the same time as the original units, and with a sum that corresponds to the technical distribution.

    Regards
    Storebrand Asset Management AS

    Contacts:

    Henrik Budde Gantzel, Director, henrik.budde.gantzel@storebrand.no
    Frode Aasen, Product Manager, fdc@storebrand.com

    Storebrand is Norway’s largest private asset manager with an AuM of around DKK 900 billion, and a leading Nordic provider of sustainable pensions and savings. The company has been a global pioneer in ESG investing for over 30 years, offering broad and scalable solutions for both institutional and private investors in the Nordic region and other European countries. In Denmark, Storebrand delivers sustainable investment solutions and client value through a multi-boutique platform, with the brands Storebrand Funds, SKAGEN Funds, Cubera Private Equity, Capital Investment and a majority ownership of AIP.

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