Category: Artificial Intelligence

  • MIL-OSI: Cosmian covercrypt achieves ETSI standardization for data protection in the post-quantum era.

    Source: GlobeNewswire (MIL-OSI)

    Paris, March 26, 2025 – Cosmian, a leader in securing cloud computing and confidential AI, confirms its technological breakthrough in proactive post-quantum security.
    With its Cosmian covercrypt solution, a high-performance hybrid encryption library designed to integrate seamlessly with security offerings on the market, Cosmian now assures enterprises of the inviolability of their sensitive data in the post-quantum era.

    This transition to post-quantum cryptography (PQC) has become an urgent priority, as highlighted by ANSSI and BSI in their joint statement on securing the future of encryption. The UK’s National Cyber Security Centre (NCSC) has also recently published its PQC migration timelines, aligning closely with the US roadmap. However, recent ANSSI studies highlight the lack of structured offerings in this field, despite the pressing need due to the emergence of quantum computing threats.

    Establishing a Post-Quantum Standard

    As part of the transition to secure encryption in the face of quantum threats, Cosmian has been a member of the ETSI Cyber QSC (Quantum-Safe Cryptography) working group since February 2023. Cosmian participated in the initiative that led to the publication of the report “Efficient Quantum-Safe Hybrid Key Exchanges with Hidden Access Policies”, approved and ratified under the reference ETSI TS 104 015 in February 2025.“With post-quantum threats approaching, encryption must evolve. Cosmian covercrypt is designed to provide enterprises with a future-proof solution that combines high security, efficiency, and ease of integration,” said Chloé Hébant, Cryptographer at Cosmian“By leveraging hybrid cryptography, we ensure that data remains protected against both classical and quantum attackers.”


    Cosmian covercrypt, an essential component in the quantum transition

    Organizations managing sensitive data need to adopt quantum-proof encryption solutions now”, insist ANSSI and BSI. Cosmian covercrypt’s “Encrypt now, decrypt later” strategy guarantees long-term confidentiality and compliance with new cybersecurity standards. Its hybrid nature ensures that both conventional and post-quantum encryption layers need to be compromised to breach data security, significantly enhancing data protection.

    Cosmian covercrypt is based on the KEMAC (Key Encapsulation Mechanism with Access Control) scheme, which enables precise data access control. With KEMAC, an encapsulated session key can only be decapsulated if all the rights defined at the time of encapsulation are respected. This approach enables companies to manage access efficiently: while IT departments define access to directories, KEMAC ensures granular control over who is authorized to decrypt data.

    What’s more, since data encrypted today can be decrypted later (ANSSI, BSI), Cosmian’s KEMAC specification directly integrates PQ/T hybridization, combining pre-quantum and post-quantum protection for lasting security. The ETSI standard supporting Cosmian covercrypt guarantees future-proof encryption by including practical functions for dynamic access policy management, such as efficient user revocation and rights updating.

    “At Cosmian, our mission is to advance cryptographic security with practical and deployable solutions,” said David Pointcheval, Chief Scientific Officer at Cosmian“With the ETSI standardization of our KEMAC approach, we are taking a significant step towards scalable post-quantum security for enterprises worldwide.”Resources & Further Information

    About Cosmian
    Since 2018, Cosmian has been at the forefront of next-generation cryptography, delivering cutting-edge solutions for securing the public cloud and confidential AI. Our suite of data protection solutions, including massive on-the-fly encryption/decryption, confidential virtual machines in the cloud, confidential computing, confidential AI, searchable encryption, empowers organizations to take full control of their data security across both on-premises and cloud environments.For more information, visit cosmian.com/

    Press Contact – Raoul Agency
    Sibylle de Villeneuve – sibylle@agenceraoul.com – +33 (0)6 45 29 58 57

    The MIL Network

  • MIL-OSI: GAM announces 2024 full year results

    Source: GlobeNewswire (MIL-OSI)

    26 March 2025

    PRESS RELEASE

    Ad hoc announcement pursuant to Art. 53 Listing Rules:

    GAM announces 2024 full year results

    Strong progress in implementing turnaround strategy. GAM continues to target profitability in fiscal year 2026.

    Financial Highlights for Full Year 2024

    • IFRS net loss of CHF 70.9 million compared to CHF 82.1 million for FY 2023.
    • Underlying loss before tax of CHF 66.8 million compared to CHF 49.5 million for FY 2023.
    • AuM at CHF 16.3 billion compared to CHF 19.3 billion as at 31 December 2023.
    • Cost optimisation initiatives across the business resulted in a 20% decrease in underlying expenses compared to FY 2023. The full impact of these cost optimisation initiatives will be reflected in FY 2025 and beyond.
    • Successful CHF 100 million rights issue completed in November 2024, which resulted in our anchor shareholder, NJJ Holding SAS (through its holding in Rock Investment SAS (“Rock”)) becoming our majority shareholder.
    • The maturity of the existing CHF 100 million Rock loan facility has been extended until 31 December 2027.
    • GAM is now a highly scalable pure investment platform with strong global distribution capabilities focusing on three core areas to drive sustainable growth and profitability: Specialist Active Investing, Alternative Investing and Wealth Management.
    • GAM continues to target profitability in fiscal year 2026.

    Strategic Highlights

    • Launched GAM Alternatives, providing access to in-house and third-party alternative managers focusing on absolute return strategies and best-in-class talent.
    • A new, high performing and successful European Equity team joins GAM in 2025.
    • Partnering with Sun Hung Kai & Co. Ltd to drive growth and enhance our distribution capabilities across Greater China including Hong Kong, mainland China, Taiwan, and Macau.
    • In 2025, GAM will continue to partner with best-in-class external managers, to include the development of new products and the distribution of their own existing products to GAM clients.

    Elmar Zumbuehl, Group CEO at GAM said: “We have made strong progress in implementing GAM’s turnaround strategy and have now evolved into being a pure play investment management firm, but we are not finished yet. The cost optimisation initiatives implemented in 2024 will yield their full benefit in 2025 and beyond. While we stay focused on further cost optimisation, our main emphasis is growing our AuM and revenues as we continue our turnaround. With an unwavering commitment to our clients, and an expanding suite of innovative and distinctive products, we continue to build positive momentum and strengthen our market position. Backed by our majority shareholder, we continue to target profitability in fiscal year 2026 and remain focussed on delivering for our clients and all our stakeholders.”

    Summary Financials

    In 2024, we reported IFRS net loss after tax of CHF 70.9 million, compared with an IFRS net loss after tax of CHF 82.1 million in 2023. The loss in 2024 was mainly driven by the underlying net loss after tax of CHF 66.9 million.

    Please refer to the ‘Financial Results for FY 2024’ section later in this press release for full information.

    Financial Strength

    In November 2024, GAM completed its CHF 100 million fully underwritten ordinary capital increase by way of a rights issue to support the implementation of GAM’s strategy and provide long-term financial stability. Given Rock’s underwriting commitment, NJJ Holding SA (indirectly) is now the majority shareholder of GAM following the rights issue.

    The existing CHF 100 million Rock loan facility remains in place with its maturity extended to 31 December 2027.

    Strategy Update

    GAM’s strategy is designed to achieve sustainable growth and profitability by delivering best possible investment performance and exemplary service for our clients by focusing on our Investment and Wealth Management capabilities. The four pillars of our strategy remain:

    • Focusing on clients in existing core markets;
    • Amplifying and growing core active equity, fixed income and multi-asset strategies by investing in talent and product ideas;
    • Diversifying into new investment product areas and our Wealth Management offering by leveraging GAM’s heritage in active management, building strategic partnerships, and its alternatives and hedge funds platform; and
    • Enhancing effectiveness by reducing complexity.

    GAM is now focusing exclusively on its Investment (Specialist Active and Alternatives) and Wealth Management businesses, expanding its distribution reach and capabilities, amplifying its core active strategies, and diversifying into new product areas, including building out our higher margin alternatives capabilities.

    We have made strong progress throughout 2024 on our four-pillar strategy to transform GAM into a focused, client-centric, and profitable business.

    Focusing on clients

    Focusing on our clients in our existing core markets has been the most important way to rebuild GAM. In key markets where we have clients, but lack scalable distribution, we have, and will continue to, add partnerships to support our growth strategy and provide a broader range of client’s access to unparalleled investment expertise, opportunities, and exceptional outcomes across specialist active and alternative investment strategies.

    We established a strategic alliance with Sun Hung Kai & Co. Ltd. to grow our client base, distribute our products, and innovate our alternatives offering across the Greater China region, including Hong Kong, mainland China, Taiwan, and Macau.

    We have also enhanced our regional presence and client coverage by hiring new Heads of Distribution across Switzerland, Germany, Austria, Iberia, the UK, Australia, New Zealand, and France to drive our local market presence. This significant investment into our client facing teams will enable GAM to provide clients with excellent local contacts, strong relationship management and access to unparalleled investment expertise targeting exceptional outcomes.

    We additionally expanded our client reach through opening a second US office in Miami to cover the US international and Latin American markets and we are close to gaining customary approvals to open our planned branches in Paris and Milan.

    Amplifying and growing core active equity, fixed income, and multi-asset strategies by investing in talent and product ideas

    We are enhancing our capabilities by recruiting first-class investment talent in alternatives, systematic and equities teams.

    We have established a multi-asset centre of excellence in a global team to optimise all our multi-asset investment capabilities, enhance client outcomes, and align with evolving market dynamics and client needs. The high quality and excellent performance of this team will allow GAM to grow its wealth management business.

    In February 2025, we announced the hiring of three high performing and successful European Equity team members from Janus Henderson Investors. These strategic hires underscore GAM’s steadfast dedication to providing clients with access to unparalleled investment expertise and exceptional outcomes. The team brings extensive experience, having managed over EUR 6.5 billion in European Equity funds on behalf of institutional and retail clients globally.

    In addition, we have strengthened our sustainability and stewardship practices, meeting the principles of the UK and Swiss Stewardship Codes. Today GAM released its 2024 Sustainability Report which is available at www.gam.com

    Diversifying into new investment products while expanding the wealth management offering by leveraging GAM’s heritage in active management, strategic partnerships, and its alternatives and hedge funds platform

    Randel Freeman joined GAM in 2024 as Co-head / Co-CIO of GAM Alternatives to build out our alternative investments platform to meet growing investor demand with differentiated offerings. In addition, in 2025, we hired two senior sales specialists with deep experience in Alternatives distribution.

    In 2024, we launched GAM funds to introduce and distribute Avenue Capital’s Sports Opportunities fund, plus partnered with Arcus Investment to distribute their Japanese long/short equities fund. GAM also partnered with world leading Trafigura Group’s subsidiary Galena Asset Management to manage the GAM Commodities fund providing best-in-class sector expertise. This provides our clients access to exclusive and attractive commodity investment opportunities.

    We are launching the GAM LSA Private Shares strategy in Europe to provide access for European clients to this award-winning evergreen, late-stage private equity fund.

    Throughout 2025, GAM will be assessing M&A opportunities to enhance existing offerings, attracting best-in-class long-term strategic partnerships, and recruiting top talent to our core business areas globally.

    Enhancing effectiveness by reducing complexity

    Following the transfer of our fund services business for third-party funds we also successfully transitioned our Luxembourg, Irish and Swiss fund management company (ManCo) activities to Apex Group and 1741 Group in Q4 2024. In addition, we consolidated our operations onto our cloud based SimCorp investment management platform. GAM now operates on a global platform that delivers operational efficiencies.

    These implementations pave the way to a much less complex operating model underpinning and delivering best outcomes for our clients.

    GAM is now a highly scalable global investment platform with strong global distribution capabilities focusing on three core areas to drive sustainable growth and profitability: Specialist Active Investing, Alternative Investing and Wealth Management.

    Business Areas

    GAM Investments is focused on three core business areas to drive sustainable growth and profitability:

    • GAM Specialist Active: Deep expertise, experience and specialisms unlocking core and niche returns in equities, fixed income, and multi-asset investing;
    • GAM Alternatives: Access to in-house and third-party alternative investment managers focusing on absolute return strategies and best-in-class talent; and
    • GAM Wealth Management: Multi-asset solutions with tailored portfolios for high-net-worth individuals, charities and trusts, utilising best-of-breed GAM and third-party products.

    These three core business areas share and benefit from GAM’s global platform and agile operating model and modern technology.

    Investment Performance

    GAM has continued to deliver strong overall investment performance across our diverse and distinctive products, with 64% of assets under management (AuM) outperforming their three-year benchmark and 89% outperforming their five-year benchmark, as at 31 December 2024. Despite some weaker short-term performance in equities, the longer-term 5-year performance remains strong.

    Percentage of GAM Fund AuM Outperforming Benchmark

        3 years 3 years 5 years 5 years
    Business Area Asset Class 31 Dec 2024 31 Dec 2023 31 Dec 2024 31 Dec 2023
    Specialist Active Fixed income 94% 98% 95% 91%
    Specialist Active Equity 1% 39% 79% 59%
    Alternatives Alternatives 60% 73% 75% 96%
    Total   64% 78% 89% 81%

    % of AuM in funds outperforming their benchmark (excluding mandates and segregated accounts) across our business areas. Three- and five-year investment performance based on applicable AuM of CHF 9.0 billion and CHF 9.0 billion, respectively.

    Compared to our peer group performance remained strong, 66% of AuM outperformed their three-year Morningstar peer group and 82% outperformed their five-year Morningstar peer group, as at 31 December 2024.

    Percentage of GAM Fund AuM Outperforming Morningstar Peer Group

        3 years 3 years 5 years 5 years
    Business Area Asset Class 31 Dec 2024 31 Dec 2023 31 Dec 2024 31 Dec 2023
    Specialist Active Fixed income 61% 53% 60% 50%
    Specialist Active Equity 20% 51% 89% 89%
    Alternatives Alternatives 91% 89% 95% 96%
    Total   66% 66% 82% 76%

    GAM continues to be recognised for its investment performance, including having been awarded the overall best European small group 2025 by Lipper. Four GAM funds (including two funds of our Swiss Equity strategy) won Lipper’s 2025 top performance awards across multiple countries. For the second time, at the Citywire Investment Performance Awards, GAM Multi-asset won the Best Large Firm Award. GAM won the Wealth Management PAM 2024 award for its growth portfolios. GAM’s Sustainable Climate Bond strategy won and was chosen as the best ESG Investment Fund in the Green, Social and Sustainability Bonds category at the ESG Investing Awards 2024. For further details on these and other awards please visit http://www.gam.com/awards.

    Assets Under Management and Net Flows by Business Area

    Total AuM were CHF 16.3 billion as at 31 December 2024, compared to CHF 19.3 billion as at 31 December 2023. Net outflows of CHF 4.4 billion were partially offset by positive market and foreign exchange movements of CHF 2.0 billion.

    Business Area Opening AuM
    1 Jan 2024
    Net
    flows
    Disposal(1) Market/FX
    movements
    Closing AuM
    31 Dec 2024
    Specialist Active 17.5 (3.9) (0.6) 1.9 14.9
    Alternatives 0.9 (0.4)   0.5
    Wealth Management 0.9 (0.1)   0.1 0.9
    Total 19.3 (4.4) (0.6) 2.0 16.3
    (1) In the second half of 2024, the sale of the UK Equity Income Fund to Jupiter Asset Management completed and subsequently is reflected as a disposal. Therefore, net outflows of CHF 0.6 billion in 2024 have been reflected as a disposal.

    Financial Results for FY 2024

    The average management fee margin earned on investment management AuM in 2024 was 40.4 basis points, compared with the average margin for the financial year 2023 of 49.7 basis points. The change in average management fee margin primarily reflects the mix of assets under management across products and sub-advisory agreements with existing and new partners.

    Net management fees and commissions in 2024 totalled CHF 75.9 million, down from CHF 124.4 million in 2023 due primarily to the sale of the third-party fund services business in January 2024, lower average AuM and reduced average management fee margin in investment management.

    Underlying net performance fees totalled CHF 1.9 million, down from CHF 4.8 million in 2023.

    Underlying net other income/expenses includes net interest income and expenses, the impact of foreign exchange movements, net gains and losses on seed capital investments and hedging, as well as fund-related fees and service charges. In 2024, a net loss of CHF 2.3 million was recognised, compared with a CHF 0.4 million net loss in 2023. The 2024 net loss was mainly driven by the interest expenses incurred on the Rock Investment SAS loan facility and the impact of foreign exchange movements. The IFRS net other expense in 2024 amounts to CHF 4.4 million. The difference between the underlying and the IFRS net other expense of CHF 2.1 million mainly relates to a net foreign exchange loss on pension loan note offset by other income driven by the assignment of the UK property lease to a third party.

    Underlying personnel expenses decreased by 26% to CHF 76.6 million in 2024, compared with CHF 96.8 million in 2023. Fixed personnel costs decreased by 28%, driven by lower headcount. Headcount stood at 294 FTEs as at 31 December 2024, compared to 478 FTEs as at 31 December 2023. Variable compensation in 2024 fell to CHF 11.2 million from CHF 13.1 million in 2023, mainly driven by lower management and performance fees which impacted variable compensation arrangements. The underlying personnel expenses compares to IFRS personnel expenses of CHF 81.0 million. The difference between the underlying and the IFRS personnel expenses of CHF 4.4 million primarily relates to a reorganisation charge. (For further information, see note 6 of the condensed consolidated interim financial statements).

    Underlying general expenses in 2024 were CHF 52.1 million, down from CHF 65.0 million in 2023 due to cost optimisations initiatives across the business. This compares to IFRS general expenses of CHF 54.0 million. The difference between the underlying and the IFRS general expenses of CHF 1.9 million mainly relates to the Group’s reorganisation initiatives.

    Underlying depreciation and amortisation charges were CHF 13.8 million in 2024 compared to CHF 16.5 million in 2023. There is no difference between underlying and IFRS amounts.

    The underlying pre-tax loss in 2024 was CHF 66.8 million, compared to a CHF 49.5 million underlying pre-tax loss in 2023. The higher loss was driven mainly by lower net fee and commission income being only partially offset by lower personnel and general expenses. The underlying loss compares to an IFRS net loss before tax of CHF 69.6 million. The difference of CHF 2.8 million mainly relates to the remeasurement of the brand intangible, strategic initiative expenses and foreign exchange loss on pension loan note. (For further information, see note 6 of the condensed consolidated interim financial statements).

    The underlying income taxes in 2024 was a tax expense of CHF 0.1 million compared to a tax expense of CHF 0.3 million in 2023.

    Diluted underlying losses per share in 2024 was a negative CHF 0.25, compared to a negative of CHF 0.32 in 2023. This compares to a diluted IFRS earnings per share of negative CHF 0.27 in 2024. The difference between the diluted underlying and the diluted IFRS earnings per share of CHF 0.02 relates to the lower underlying net loss.

    Cash and cash equivalents as at 31 December 2024 were CHF 65.1 million, down from CHF 87.2 million as at 31 December 2023.This reduction was driven by the losses made by the Group partially offset by the proceeds received from the ordinary capital increase made by way of a rights offering in November 2024.

    Adjusted tangible equity as at 31 December 2024 was CHF 58.5 million, up from CHF 20.9 million as at 31 December 2023.The main contributor to this increase was ordinary capital increase by way of a rights issue that took place in November 2024. See page 17 of our Annual Report 2024 for full definition of adjusted tangible equity.

    The Board of Directors proposes to shareholders that no dividend will be paid for financial year 2024 given the underlying net loss in 2024.

    Outlook

    GAM continues to focus on implementing its strategy. Our priority is to achieve sustainable overall positive net inflows by rebuilding GAM’s distribution capabilities with a focus on our existing products and new product launches. The timeline for achieving these net inflows will be driven by our success in delivering our strategy, subject to market conditions. GAM continues to target profitability in fiscal year 2026.

    Additional information

    Results Centre | [FY2024 year report] | [FY2024 Investor presentation] | [FY2024 Investor workbook] | [2024 Sustainability Report] | [GAM corporate calendar]

    Investor Relations        
    Magdalena Czyzowska        
    T +44 (0) 207 917 2508        
    Media Relations        
    Colin Bennett        
    T +44 (0) 207 393 8544

    Visit us: www.gam.com
    Follow us: X and LinkedIn

    About GAM Investments

    GAM Investments is a highly scalable global investment platform with strong global distribution capabilities focusing on three core areas, Specialist Active Investing, Alternative Investing and Wealth Management, that is listed in Switzerland. It delivers distinctive and differentiated investment solutions across its Investment and Wealth Management businesses. Its purpose is to protect and enhance clients’ financial future. It attracts and empowers brightest minds to provide investment leadership, innovation and a positive impact on society and the environment. Total assets under management were CHF 16.3 billion as of 31 December 2024. GAM Investments has global distribution with offices in 14 countries and is geographically diverse with clients in almost every continent. Headquartered in Zurich, GAM Investments was founded in 1983 and its registered office is at Hardstrasse 201 Zurich, 8037 Switzerland. For more information about GAM Investments, please visit www.gam.com

    Other Important Information

    This release contains or may contain statements that constitute forward-looking statements. Words such as “anticipate”, “believe”, “expect”, “estimate”, “aim”, “project”, “forecast”, “risk”, “likely”, “intend”, “outlook”, “should”, “could”, “would”, “may”, “might”, “will”, “continue”, “plan”, “probability”, “indicative”, “seek”, “target”, “plan” and other similar expressions are intended to or may identify forward-looking statements.

    Any such statements in this release speak only as of the date hereof and are based on assumptions and contingencies subject to change without notice, as are statements about market and industry trends, projections, guidance, and estimates. Any forward-looking statements in this release are not indications, guarantees, assurances or predictions of future performance and involve known and unknown risks, uncertainties and other factors, many of which are beyond the control of the person making such statements, its affiliates and its and their directors, officers, employees, agents and advisors and may involve significant elements of subjective judgement and assumptions as to future events which may or may not be correct and may cause actual results to differ materially from those expressed or implied in any such statements. You are strongly cautioned not to place undue reliance on forward-looking statements and no person accepts or assumes any liability in connection therewith.

    This release is not a financial product or investment advice, a recommendation to acquire, exchange or dispose of securities or accounting, legal or tax advice. It has been prepared without taking into account the objectives, legal, financial or tax situation and needs of individuals. Before making an investment decision, individuals should consider the appropriateness of the information having regard to their own objectives, legal, financial and tax situation and needs and seek legal, tax and other advice as appropriate for their individual needs and jurisdiction.

    Attachment

    The MIL Network

  • MIL-OSI United Nations: Can renewable energy survive climate change?

    Source: United Nations MIL OSI b

    The race towards renewable energy is accelerating, and for all the looming challenges of the climate crisis, signs of progress are there: Solar panels are beginning to blanket deserts, wind turbines dot coastlines, and hydropower dams are harnessing powerful rivers to churn out clean electricity.

    Yet, even as the push for renewables gains momentum – driven by cheaper technology and an urgent need to slash carbon emissions – experts are waving cautionary flags: Because renewable energy sources depend on weather conditions, climate change is increasingly dictating, and jeopardizing, renewable energy production.

    This trend became more pronounced in 2023, marked by a volatility that disrupted renewable energy generation globally. Temperatures soared 1.45°C above pre-industrial levels, and the shift from La Niña to El Niño altered rainfall, wind patterns, and solar radiation.

    Hamid Bastani, a climate and energy expert with the World Meteorological Organization (WMO), provided a stark example of this impact. “In Sudan and Namibia, hydropower output dropped by more than 50 per cent due to unusually low rainfall,” he said in an interview with UN News.

    In Sudan, rainfall totaled just 100 millimeters (less than four inches) in 2023—less than half the national long-term average.

    “This is a country where hydropower makes up around 60 per cent of the electricity mix. These reductions could have significant implications,” Mr. Bastani explained, noting that the power system supports a large and rapidly growing population of about 48 million.

    These shifts were not limited to hydropower. Wind energy, too, showed signs of stress under changing climate conditions.

    China, which accounts for 40 per cent of global onshore wind capacity, saw only a modest 4 to 8 per cent increase in output in 2023, as wind anomalies disrupted generation. In India, production declined amid weaker monsoon winds, while some regions in Africa experienced even sharper losses, with wind output falling by as much as 20 to 30 per cent.

    South America, meanwhile, saw the scale tip in the other direction. Clear skies and elevated solar radiation boosted solar panel performance, particularly in countries like Brazil, Colombia, and Bolivia.

    As such, the region saw a four to six per cent increase in solar generation – a climate-driven bump that translated to roughly three terawatt-hours of additional electricity, enough to power over two million homes for a year at average consumption rates.

    “This is a good example of how climate variability can sometimes create opportunity,” explains Roberta Boscolo, who leads WMO’s New York Office and formerly the agency’s climate and energy work. “In Europe, too, we are seeing more days with high solar radiation, meaning solar power is becoming more efficient over time.”

    Ms. Boscolo and Mr. Bastani are among the contributors to a recent WMO–IRENA study examining how climate conditions in 2023, shaped by El Niño, global warming, and regional extremes, affected both renewable energy generation and energy demand worldwide.

    ADB/Patarapol Tularak

    Solar power accounted for over 73 percent of all new renewable capacity added globally in 2023, making it the fastest-growing source of energy worldwide.​

    Systems built on stability, in a world that is anything but

    Ms. Boscolo, who has spent years working at the intersection of climate science and energy policy, is quick to point out the vulnerability of renewable energy infrastructure. Dams, solar farms, and wind turbines are all designed based on past climate patterns, making them susceptible to the changing climate.

    Take hydropower. Dams rely on predictable seasonal flows, often fed by snowmelt or glacial runoff. “There will be a short-term boost in hydropower as glaciers melt,” she said. “But once those glaciers are gone, so is the water. And that is irreversible – at least on human timescales.”

    This pattern is already unfolding in regions like the Andes and the Himalayas. If the meltwater disappears, countries will need to replace the way they generate power or face long-term energy deficits.

    recent report from the UN Environment Programme (UNEP), for example, pointed out that rising sea levels and stronger storms pose growing risks to energy production facilities, including solar farms located near coastlines.

    Similarly, increasingly intense and frequent wildfires can also take down power lines and black out entire regions, while extreme heat can reduce the efficiency of solar panels and strain grid infrastructure—just as demand for cooling peaks.

    Nuclear power plants are also at risk in the changing climate.

    “We have seen nuclear power plants that could not operate because of the lack of water… for cooling,” Ms. Boscolo said. As heatwaves become more frequent and river levels drop, some older nuclear facilities may no longer be viable in their current locations.

    “This is another thing that should be looked at with different eyes in the future . When we design, when we build, when we project power generation infrastructure, we really need to think about what the climate of the future will be, not what was the climate of the past”.

    IMF/Crispin Rodwell

    Global renewable electricity capacity grew by nearly 50 percent in 2023—the largest annual increase in two decades—with most additions coming from solar and wind.​

    Adapting to the future through data, AI and technology

    The expert underscores that one thing is certain: Our planet is heading towards a future in which electricity, especially from renewable sources, will be central.

    “Our transport is going to be electric; our cooking is going to be electric; our heating is going to be electric. So, if we do not have a reliable electricity system, everything is going to collapse. We will need to have this climate intelligence when we think about how to change our energy systems and the reliability and the resilience of our energy system in the future.”

    Indeed, to adapt, both experts emphasized a need to embrace what they call climate intelligence – the integration of climate forecasts, data, and science into every level of energy planning.

    “In the past, energy planners worked with historical averages,” Mr. Bastani explained. “But the past is no longer a reliable guide. We need to know what the wind will be doing next season, what rainfall will look like next year – not just what it looked like a decade ago.”

    In Chile, for instance, hydropower generation surged by as much as 80 per cent in November 2023, due to unusually high rainfall. While this increase was climate-driven, experts say advanced seasonal forecasting could help dam operators better anticipate such events in the future and manage reservoirs to store water more effectively.

    Similarly, wind farm workers can use forecasts to schedule maintenance during low-wind periods – minimizing downtime and avoiding losses. Grid operators, too, can plan for energy spikes during heatwaves or droughts.

    “We now have forecasts that span from a few seconds ahead to several months,” Mr. Bastani said. “Each one has a specific application – from immediate grid balancing to long-term investment decisions.”

    WMO/Sandro Puncet

    Improved climate forecasting can help energy systems plan days to seasons ahead.

    Artificial intelligence (AI) is lending a hand: Machine learning models trained on climate and energy data can now predict resource fluctuations with higher resolution and accuracy. These tools could help optimize when to deploy battery storage or shift energy between regions, making the system more flexible and responsive.

    “These models can help operators better anticipate fluctuations in wind, rainfall, or solar radiation”, Mr. Bastain explained.

    For example, two recent WMO energy mini projects illustrated how artificial intelligence can be applied in real-world renewable energy planning. In Costa Rica, the agency worked with national energy authorities to develop and implement an AI-based model for short-term wind speed forecasting. The tool is now integrated into the Costa Rican Electricity Institute’s internal energy forecasting platform, helping optimize operations at selected wind farms.

    In Chile, another project focused on floating solar technology, using AI to estimate evaporation rates on reservoirs. The results, now incorporated into Chile’s official Solar Energy Explorer platform, showed that floating solar panels can reduce water evaporation by up to 85 per cent in summer, with a national average of 77 per cent.

    Indeed, the promise and challenge of climate-smart renewable planning are most evident in the Global South. Africa, for instance, boasts some of the best solar potential on the planet, yet only two per cent of the world’s installed renewable capacity is found on the continent.

    Why the gap? Ms. Boscolo points to a lack of data and investment.

    “In many parts of the Global South, there just is not enough observational data to create accurate forecasts or make energy projects bankable,” she said. “Investors need to see reliable long-term projections. Without that, the risk is too high.”

    WMO is working to improve weather and energy monitoring in underserved regions, but progress is uneven. The agency is calling for more funding for local data networks, cross-border energy planning, and climate services tailored to regional needs.

    “This is not just about climate mitigation,” Ms. Boscolo added. “It is a development opportunity. Renewable energy can bring electricity to communities, drive industrial growth, and create jobs if the systems are designed right.”

    Mr. Bastani sees a need for global data sharing between energy companies and climate scientists.

    “There is a huge untapped potential in the data collected by the private sector… integrating historical and real-time observations from power plants – solar, wind, hydropower, even nuclear – can significantly improve weather and climate models. This is a win-win.”

    IMF/Lisa Marie David

    Climate forecasting helps energy companies anticipate weather-driven changes in supply and demand, improving reliability and reducing risk.

    Diversifying the energy portfolio to adapt

    Another key action to guarantee clean energy in the near future is diversification. Relying too heavily on only one renewable source can expose countries to seasonal or long-term shifts in climate, Mr. Bastani explains.

    In Europe, for example, energy planners are increasingly concerned about something called “dunkelflaute”— a period of cloudy, windless weather in winter that undermines both solar power and wind generation. This phenomenon, linked to high-pressure systems known as anticyclonic gloom, has prompted calls for more energy storage and backup power.

    “A diversified mix that includes solar, wind, hydro, battery storage, and even low-carbon sources (like geothermal) is essential,” Mr. Bastani said. “Especially as extreme weather becomes more frequent.”

    Into the future

    As the world races towards a future powered by renewable energy, addressing the challenges posed by climate change is imperative. The volatility experienced in 2023 underscores the need for climate-smart planning and infrastructure that can withstand unpredictable shifts in weather patterns.

    For renewable energy to truly fulfill its promise, the world must invest not only in expanding capacity but also in building a system that is resilient, adaptable, and informed by the best available climate science.

    WMO experts Hamid Bastani and Roberta Boscolo emphasize the importance of integrating climate intelligence into energy systems to ensure their reliability and resilience. By leveraging advanced forecasting and artificial intelligence, we can better anticipate and adapt to these changes, optimizing renewable energy production and safeguarding our future.

    The future of energy is not just about more wind turbines and solar panels, but also about ensuring they can withstand the very forces they are meant to mitigate.

    MIL OSI United Nations News

  • MIL-OSI: Bitget Wallet Adds Native Support for MegaETH Testnet, Unlocking High-Speed Layer 2 Ecosystem

    Source: GlobeNewswire (MIL-OSI)

    SAN SALVADOR, El Salvador, March 26, 2025 (GLOBE NEWSWIRE) — Bitget Wallet, a leading Web3 non-custodial wallet, has announced native integration of the MegaETH testnet, an advanced EVM-compatible Layer 2 network. This move enables users to explore MegaETH’s growing ecosystem directly within Bitget Wallet, ahead of upcoming incentive campaigns from both teams.

    With this integration, users can now add the MegaETH testnet from the wallet’s network list and access a dedicated DApp zone featuring MegaETH-based applications. Within this zone, users can claim test tokens, interact with smart contracts, and provide liquidity—offering a comprehensive onchain testing experience. The native support simplifies onboarding to MegaETH and aligns with Bitget Wallet’s broader strategy to support emerging Layer 2 infrastructures through a seamless, multichain user experience.

    MegaETH is a next-generation Layer 2 solution built on Ethereum, designed to enhance scalability and transaction speed. By reducing gas fees and increasing throughput, MegaETH aims to support high-frequency decentralized applications (DApps) across sectors like DeFi, GameFi, and SocialFi. The collaboration with Bitget Wallet is expected to drive early user adoption, stimulate developer engagement, and foster the growth of MegaETH’s ecosystem.

    Looking ahead, Bitget Wallet remains committed to supporting more promising Layer 2 solutions and providing users with secure, multi-chain access to innovative blockchain technologies. “Integrating MegaETH allows our users to experience the future of high-performance Layer 2 solutions effortlessly,” said Alvin Kan, COO of Bitget Wallet. “This collaboration aligns with our mission to empower users with seamless access to the evolving Web3 landscape.

    About Bitget Wallet
    Bitget Wallet is the home of Web3, uniting endless possibilities in one non-custodial wallet. With over 60 million users, it offers comprehensive onchain services, including asset management, instant swaps, rewards, staking, trading tools, live market data, a DApp browser and crypto payment solutions. Supporting over 130 blockchains, 20,000+ DApps, and millions of tokens, Bitget Wallet enables seamless multi-chain trading across hundreds of DEXs and cross-chain bridges, along with a $300+ million protection fund to ensure safety of users’ assets. Experience Bitget Wallet Lite to start a Web3 journey.

    For more information, visit: X | Telegram | Instagram | YouTube | LinkedIn | TikTok | Discord | Facebook

    For media inquiries, please contact media.web3@bitget.com

    A photo accompanying this announcement is available at https://www.globenewswire.com/NewsRoom/AttachmentNg/026264fe-1370-4e8d-849c-3b4fe3de9336

    The MIL Network

  • MIL-OSI: Capital, Strategy, and Governance: Market Implications of a DFC-Managed Sovereign Wealth Fund

    Source: GlobeNewswire (MIL-OSI)

    NEW YORK, March 25, 2025 (GLOBE NEWSWIRE) — Global Policy Advisors LLC, recognized for devising the first governance and policy roadmap for a U.S. sovereign wealth fund, has released a new report titled Capital, Strategy, and Governance: Market Implications of a DFC-Managed Sovereign Wealth Fund. The analysis explores the Development Finance Corporation (DFC) as a potential institutional home for a prospective U.S. sovereign wealth vehicle.

    The report outlines how a DFC-based sovereign wealth fund could be structured to balance fiduciary objectives with national strategic priorities, while drawing on DFC’s existing investment infrastructure, global networks, and interagency governance model. With ex officio board members including the Secretaries of State, Treasury, and Commerce, the DFC offers a unique governance environment where investment strategy can be evaluated from diverse national interest perspectives, the report says.

    GPA’s president Salar Ghahramani, who has advised clients across finance, policy, and law on sovereign wealth fund developments, stated: “Institutional design will shape the direction, legitimacy, and market impact of any future U.S. sovereign wealth fund. This report underscores the practical and strategic advantages of anchoring the fund within the DFC.”

    GPA’s latest SWF 2050™ report further examines how such a fund could engage with private equity and external asset managers while preserving transparency and avoiding conflicts of interest. The report offers detailed considerations on portfolio allocation strategies, public-private investment models, and the legislative implications of housing the fund within a federal agency.

    As highlighted in recent interviews with Barron’s and Bloomberg, Salar Ghahramani emphasized the importance of transparent governance and multi-perspective oversight in building long-term trust among both market participants and the American public.

    To learn more, contact Global Policy Advisors at:
    Email: inquiries@globalpolicyadvisors.com
    Website: https://www.globalpolicyadvisors.com/

    About Global Policy Advisors

    Global Policy Advisors® LLC is a boutique sovereign wealth fund advisory to corporations, boards of directors, and institutional investors—including hedge funds, private equity firms, pension funds, and SWFs. GPA’s ​expertise is delivering actionable insights, strategy sessions, and executive briefings on the governance, operations, and investment strategies of sovereign wealth funds.

    The MIL Network

  • MIL-OSI USA: Open Industrial Digital Ecosystem Summit

    Source: US Government research organizations

    Credit: NIST

    The Open Industrial Digital Ecosystem Summit is an annual event bringing together thought leaders, experts, practitioners, developers, and users of standards for data semantics. The event is co-hosted by the Systems Integration Division of the National Institute of Standards and Technology (NIST) and the Open Applications Group, Inc. (OAGi), leaders in the data semantics research and development. The objective of the event is to identify and discuss new requirements and advancements in methods, tools, and use cases related to data standards including data schema, ontology, and other related technologies important to save costs, increase productivity, and improve interoperability in enterprise integration projects. This year’s theme is standards and AI. The event features presentations and workshops from organizations such as Airbus, Lockheed Martin, ManTech, and biopharmaceutical companies.

    Visitor Access Requirement:

    • For Non-US Citizens:  Please have your valid passport for photo identification.*
    • For US Permanent Residents: Please have your green card for photo identification.*
    • For US Citizens: Please have your state-issued driver’s license. Regarding Real-ID requirements, all states are in compliance or have an extension through May 2025.*

      NIST also accepts other forms of federally issued identification in lieu of a state-issued driver’s license, such as a valid passport, passport card, DOD’s Common Access Card (CAC), Veterans ID, Federal Agency HSPD-12 IDs, and Military Dependents ID.

      *Use of apps, physical photocopies, and/or digital screenshots of your ID, Passport or Green card will not be accepted.  

    MIL OSI USA News

  • MIL-OSI: Fivecast revolutionizes financial crime investigations with AI-driven online insights

    Source: GlobeNewswire (MIL-OSI)

    LONDON, March 26, 2025 (GLOBE NEWSWIRE) — Fivecast today launched its cutting-edge, AI-driven digital intelligence platform into the financial crime compliance market, enabling financial institutions to radically streamline financial crime investigations, anti-money laundering (AML), know your customer (KYC), and enhanced due diligence (EDD) through online data analytics.

    Fivecast empowers financial investigation teams to swiftly and efficiently assess customer risk across masses of online information. The Fivecast platform delivers relevant and actionable information from a vast range of online data sources, enabling broad digital footprint discovery combined with in-depth, AI-driven multi-media data analysis. Current sources and methods used for financial intelligence investigations are missing critical, risk-based information about customers, leading financial institutions to grossly underestimate their risk exposure.

    The need for accurate, timely, and global data has never been greater. The global regulatory landscape is rapidly changing, demanding new data sources to meet evolving due diligence requirements for AML compliance. This is highlighted in guidance and consent orders from Government agencies and financial regulatory bodies across Europe, the US, and Australia. In 2024, global penalties related to financial crime imposed by U.S. regulators alone surpassed $4.3 billion.

    Duane Rivett, Fivecast Co-founder and VP of Strategic Growth, said: “The vastly superior speed and accuracy of our digital intelligence platform streamlines slow, labor-intensive processes in a highly sensitive area for financial institutions. Just as national security agencies use our solutions to analyze extremist or terrorist networks online, banks are doing the same with a slightly different focus on EDD, AML, and KYC.”

    Fivecast solutions empower financial investigation units to efficiently and accurately assess a customer’s risk profile to rapidly identify predicate crimes and customer risk exposure and adopt a genuine risk-based approach to compliance while minimizing compliance costs.

    About Fivecast:
    Fivecast is a world-leading provider of digital intelligence solutions that enable financial institutions to efficiently and accurately assess a customer’s risk profile, uncovering actionable insights critical to reducing business risk while driving down the cost of compliance. Fivecast was born out of a unique collaboration between government agencies and world-leading research institutions to tackle big data challenges like those facing financial institutions today.
    www.fivecast.com

    Media Contact:
    Monica Brink – Sr Director, Marketing
    Monica.brink@fivecast.com 

    A photo accompanying this announcement is available at https://www.globenewswire.com/NewsRoom/AttachmentNg/c3bca299-cead-4de1-9142-e768a865dc69

    The MIL Network

  • MIL-OSI: Capital, Strategy, and Governance: Market Implications of a DFC-Managed SWF

    Source: GlobeNewswire (MIL-OSI)

    NEW YORK, March 25, 2025 (GLOBE NEWSWIRE) — Global Policy Advisors LLC, recognized for devising the first governance and policy roadmap for a U.S. sovereign wealth fund, has released a new report titled Capital, Strategy, and Governance: Market Implications of a DFC-Managed SWF. The analysis explores the Development Finance Corporation (DFC) as a potential institutional home for a prospective U.S. sovereign wealth vehicle.

    The report outlines how a DFC-based sovereign wealth fund could be structured to balance fiduciary objectives with national strategic priorities, while drawing on DFC’s existing investment infrastructure, global networks, and interagency governance model. With ex officio board members including the Secretaries of State, Treasury, and Commerce, the DFC offers a unique governance environment where investment strategy can be evaluated from diverse national interest perspectives, the report says.

    GPA’s president Salar Ghahramani, who has advised clients across finance, policy, and law on sovereign wealth fund developments, stated: “Institutional design will shape the direction, legitimacy, and market impact of any future U.S. sovereign wealth fund. This report underscores the practical and strategic advantages of anchoring the fund within the DFC.”

    GPA’s latest SWF 2050™ report further examines how such a fund could engage with private equity and external asset managers while preserving transparency and avoiding conflicts of interest. The report offers detailed considerations on portfolio allocation strategies, public-private investment models, and the legislative implications of housing the fund within a federal agency.

    As highlighted in recent interviews with Barron’s and Bloomberg, Salar Ghahramani emphasized the importance of transparent governance and multi-perspective oversight in building long-term trust among both market participants and the American public.

    To learn more, contact Global Policy Advisors at:
    Email: inquiries@globalpolicyadvisors.com
    Website: https://www.globalpolicyadvisors.com/

    About Global Policy Advisors

    Global Policy Advisors® LLC is a boutique sovereign wealth fund advisory to corporations, boards of directors, and institutional investors—including hedge funds, private equity firms, pension funds, and SWFs. GPA’s ​expertise is delivering actionable insights, strategy sessions, and executive briefings on the governance, operations, and investment strategies of sovereign wealth funds.

    The MIL Network

  • MIL-OSI: Mastery Made Easy: A First Look at HIKMICRO’s New Devices at JAGD & HUND 2025

    Source: GlobeNewswire (MIL-OSI)

    DORTMUND, GERMANY, March 25, 2025 (GLOBE NEWSWIRE) — HIKMICRO, a pioneering optics manufacturer, is set to unveil two groundbreaking thermal monoculars at JAGD & HUND Dortmund 2025, reinforcing its commitment to innovation in hunting technology. The FALCON 2.0 and CONDOR LRF 2.0 will be showcased at Germany’s Messe Dortmund from January 28 to February 2, 2025, embodying the company’s “Mastery Made Easy” philosophy.

    These new devices represent a significant leap forward in thermal hunting technology, focusing on one-handed operation and superior image quality. The FALCON 2.0 and CONDOR LRF 2.0 feature a highly sensitive 15mK thermal detector, capturing minute temperature differences and providing rich image details on a 0.49″ display.

    Both models offer precise laser rangefinding capabilities up to 1000 meters and incorporate HIKMICRO’s Shutterless Image System (HSIS) for continuous, uninterrupted viewing.

    Mr. Wang, HIKMICRO’s R&D expert, stated, “We have made comprehensive improvements to the FALCON and CONDOR models with ‘Mastery Performance’ and ‘One-handed, easy operation’ functions. We made these advancements while maintaining high image quality to provide the most comfortable observation, with usability enhancements delivering a simplified and intuitive operating experience.”

    The thermal monoculars boast an optimized 21700 battery, providing over six hours of operation time, and are compatible with external power banks. Both models feature a rear focus wheel and inline button arrangement for intuitive one-handed use, catering to hunters of all ages and handedness preferences.

    HIKMICRO equips the CONDOR LRF 2.0 series with an integral laser rangefinder and sculpts it to cradle the hand. Meanwhile, the FALCON 2.0 maintains a traditional cylindrical shape, and the FQ50L 2.0 model features an in-lens LRF module design. These ergonomic designs guarantee comfortable operation and reduced fatigue during extended use.

    Its commitment to user-centered innovation is evident in the development process of these thermal monoculars. The company conducted extensive market research and rigorous testing, including sending prototypes to professional hunters for real-life scenario evaluations. This meticulous method certifies that the final products meet the highest performance and usability standards.

    The new thermal monoculars also offer enhanced connectivity through the HIKMICRO Sight App, allowing users to live-view, browse and save captured images and videos, share with friends, upgrade products, and track after-sales information. This feature enhances the overall hunting experience and fosters a sense of community among users.

    Stefan Li, the company’s overseas director, emphasized the company’s vision: “We aim to keep blazing the trail by creating more precise, faster, and easier ways to help hunters master the mystery of the night. Our new FALCON 2.0 and CONDOR LRF 2.0 are testament to this commitment, providing hunters with the tools they need to enhance their skills and enjoy their passion to the fullest.

    As HIKMICRO prepares to showcase these innovative devices at JAGD & HUND Dortmund 2025, the company continues to push the boundaries of thermal hunting technology while respecting traditional hunting values and expert craftsmanship.

    About HIKMICRO

    HIKMICRO is a world-leading optics brand committed to “Continually Make Crafted Confidence” for hunters. The company focuses on user-centered innovation, pushing the boundaries of technological performance while respecting traditional hunting values and expert craftsmanship. With a dedication to providing mastery solutions, HIKMICRO aims to make hunting easier and more rewarding for enthusiasts around the globe.

    Contact Information

    Contact: Lina Wang

    Brand: HIKMICRO

    Email Address: wanglina21@hikmicrotech.com

    Website: https://www.hikmicrotech.com/en/

    The MIL Network

  • MIL-OSI Russia: Three NSU teachers became winners of the Potanin Foundation grant competition

    Translartion. Region: Russians Fedetion –

    Source: Novosibirsk State University – Novosibirsk State University –

    The names of the winners of the grant competition for teachers of Russian universities participating in the Vladimir Potanin Scholarship Program in 2024/2025 were recently announced. In total, 1,290 teachers showed interest in the competition this season, 574 applications were received from 68 universities, and 526 applications were admitted to expert evaluation. Based on the results of the selection, 150 teachers will receive a grant for the redesign and transformation of educational products. The total amount of support is 73.8 million rubles.

    The most popular areas for redesign and transformation of educational products: teacher education (11), management (10), computer science and engineering (7), economics (6), information systems and technologies (5), psychology (5), history (5).

    Novosibirsk State University was among the leading universities in terms of the number of applications admitted to the examination; there were 15 of them. Following the results of the competition, three NSU teachers became winners:

    Elina Arnoldovna Biberdorf, redesign of the course “Methods and Applications of Linear Algebra”. Alexander Vladimirovich Bobrovskikh, redesign of the course “Gene Networks: Advanced Approaches to Analysis and Reconstruction”. Ulyana Stanislavovna Zubairova, redesign of the course “Applications of Artificial Intelligence and Data Science in Biology Problems”.

    We spoke to the winners and found out why they decided to apply, what their projects are about, and what emotions they feel when they win.

    Alexander Bobrovskikh, Assistant Professor, Department of Molecular Biology and Biotechnology Faculty of Natural Sciences of NSU, teacher Advanced Engineering School of NSU:

    — I decided to participate in the competition quite spontaneously when I saw the announcement at NSU in December. I didn’t think long about the idea of the application, since I had recently completed the creation of the module “Reconstruction of Gene Networks” for the NSU Advanced Engineering School, which covers basic concepts in this area. I thought that it would be great to expand and deepen the content of this module, making it a full-fledged course with the support of the Vladimir Potanin Foundation. I wrote the application to the Foundation in a few days during the New Year holidays. I am grateful to the NSU Advanced Engineering School for supporting my idea and to the Foundation for the high assessment of my application. I am especially glad that I will be able to implement this within the walls of my native university and support the initiatives of our Advanced Engineering School.

    Ulyana Zubairova, Senior Lecturer, Department of Informatics Systems Faculty of Information Technology NSU:

    — I learned about the competition from the department’s newsletter and immediately realized that this was a great opportunity to update our course “Applications of Artificial Intelligence and Data Science in Biology Problems”. It is located at the intersection of two very rapidly developing fields — biology and artificial intelligence. We have long wanted to make the course more practice-oriented and interdisciplinary, with an emphasis on real-world problems. Nowadays, biologists increasingly work with large data sets, and AI specialists — with problems where it is important to take into account the biological context. Our course is an attempt to combine these two worlds. We want students to not only know how algorithms work, but also to be able to apply them in real biological research: from gene analysis to spatial transcriptomics and medical imaging.

    AI in biology is developing at breakneck speed, and for the course to remain relevant and truly useful, it needs to be regularly revised. Thanks to the grant support, we will be able to seriously update the structure: add cases based on real biological data, develop interactive practical tasks, include blocks on visualizing results and integrate all this with laboratory practice. In addition, we plan to hold several intensive courses where students will be able to work on real scientific projects and apply the knowledge gained in the course in practice. This will help not only to better assimilate the material, but also to feel how modern bioinformatics works “live”.

    I am very happy with the victory! This is not just good news, but an opportunity to take an important step forward. We believe in the power of interdisciplinary education and want the course to be more than just a set of lectures, but a real space where scientific and engineering ideas are born. Special thanks to the Department of Informatics Systems of the Faculty of Information Technology of NSU. The support when submitting the application and in general during the course discussion was both very valuable and humanly warm. When there is a team nearby that believes in the project, it becomes much easier to move forward. And this victory is also a great reason to rethink the very approach to teaching: listen to students, be flexible, adapt the format. And most importantly, do not be afraid to try something new. Participation in the competition itself was a step towards change, and we will definitely not stop there.

    Elina Biberdorf, Associate Professor, Department of Differential Equations Faculty of Mechanics and Mathematics, NSU:

    — I teach a course in the master’s program called “Methods and Applications of Linear Algebra”. I take the fate of this course to heart, because its content is close to the main direction of my scientific work. In addition, this course is the brainchild and legacy of my scientific supervisor, Academician Sergei Konstantinovich Godunov. In order for the material to be interesting and useful for master’s students, it must be regularly updated, improved, and include something new and modern.

    In recent years, most of the course participants have been graduates of other universities and foreign students. This creates a big problem due to the difference in the level of preparation. The teacher needs to make additional methodological efforts to make it interesting and understandable for everyone. That is why I jumped at the chance to participate in the competition and get support to transform my course.

    After this victory, first of all, I will revise the material of practical classes and synchronize the lecture presentations with it. These changes will affect the students of the next year. Later, a new teaching aid will be written, as well as a methodological manual for completing practical assignments.

    Of course, I am glad that the foundation supported my project. But this feeling is mixed with a bit of anxiety, because now there is serious work ahead, which will require quite a lot of effort from me. You could say that I expected to win. It seems to me that my application was quite high-quality and convincing.

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

    MIL OSI Russia News

  • MIL-OSI Security: Wolf Pack sprints through Freedom Shield 25

    Source: United States INDO PACIFIC COMMAND

    KUNSAN AIR BASE, Republic of Korea — The 8th Fighter Wing continues to sharpen its warfighting edge during Freedom Shield 25, reaffirming its ability to generate airpower simultaneously from multiple locations in support of air component objectives March 10-21, 2025.

    MIL Security OSI

  • MIL-OSI China: BMW launches 360-degree full-chain AI strategy in China

    Source: China State Council Information Office

    German automaker BMW on Tuesday announced the launch of its 360-degree full-chain artificial intelligence (AI) strategy in China, aimed at accelerating the integration of AI across its operations in the country.

    The newly unveiled AI strategy has three main pillars of focus: enhancing user experience, empowering business processes to improve efficiency, and fostering win-win supply chain cooperation, according to the German auto behemoth.

    “BMW views AI as a key driver in creating more human-centered, smarter and safer mobility solutions. The Group remains committed to innovation and responsibility, advocating for the responsible use of AI,” said BMW CEO Oliver Zipse, who recently visited China and addressed the China Development Forum 2025.

    The German company said AI-powered large language models (LLMs) and intelligent systems will be integrated into its first China-made, next-generation model, set to launch in 2026, which will enhance the natural and seamless interaction between cars and drivers. Earlier this month, BMW revealed that the next-generation model, Neue Klasse, will feature a smart interconnection solution from Huawei.

    With research and development (R&D) centers in Beijing, Shanghai, Shenyang and Nanjing, BMW has established its largest R&D network outside of Germany in China.

    “As a central focus of our AI strategy, BMW will continue to innovate based on the next-generation technology cluster, consistently enhancing and enriching the all-scenario intelligent experience for Chinese users,” said Sean Green, president and CEO of BMW Group Region China.

    In 2012, BMW became the first automotive client of Chinese battery giant CATL. Moving forward, the German carmaker has announced plans to collaborate with more top Chinese tech companies in cutting-edge areas such as AI LLMs and intelligent voice interaction, jointly developing solutions that best meet the needs of Chinese users.

    Since 2010, BMW’s total investment in its Shenyang production base has totaled 116 billion yuan (about 16.16 billion U.S. dollars), making the city home to BMW’s largest production facility worldwide. 

    MIL OSI China News

  • MIL-OSI China: Europe urged to unite amid US tariffs, rising debt, and big tech challenges

    Source: China State Council Information Office

    European unity is vital to tackling economic challenges ranging from new U.S. tariffs and rising public debt to the expanding influence of big tech firms, Italian political figures and analysts have said at a conference in Rome.

    The conference, titled “Governing Europe and Italy in the Age of Donald Trump,” was hosted by LUISS University on Monday evening and featured prominent speakers, including former Italian Prime Ministers Mario Monti and Giuliano Amato, Finance Minister Giancarlo Giorgetti, European Commission Vice-President Raffaele Fitto, and LUISS professors.

    “What we are seeing today is not the only time Europe has faced big challenges,” said Monti, who served as Italy’s prime minister between 2011 and 2013 during the global sovereign debt crisis. “But we must act together to confront the current challenges.”

    Earlier this month, U.S. President Donald Trump announced a 25-percent tariff on aluminum, steel, and related imports, with another round set to take effect on April 2, though details remain unclear. In response, the European Union initially planned retaliatory tariffs for April 1 but postponed them by at least two weeks following a European Council meeting to allow more time for negotiations.

    On the sidelines of the conference, economics professor Pietro Reichlin told Xinhua that the Trump administration’s unpredictable tariff policies complicate the EU’s response strategies.

    Reichlin stressed the importance of understanding U.S. trade goals to reach an agreement, pointing to the EU’s surplus in goods and the U.S. strengths in services and energy as potential negotiation points.

    Italy’s Finance Minister Giorgetti warned that mounting debt and the growing influence of big tech firms – particularly U.S. giants such as Google and leading players in artificial intelligence, are increasingly limiting the policymakers’ options.

    According to Eurostat, the EU’s average debt stood at 81.6 percent of GDP at the end of the third quarter of 2024 while the eurozone recorded an average ratio of 88.1 percent. Italy’s debt-to-GDP ratio reached 136.3 percent, second only to Greece.

    Speakers stressed the need for greater cohesion within Europe to address external trade pressures, the Ukraine conflict, and internal disputes within the bloc. Amato emphasized that cooperation, not conflict, drives prosperity.

    Reichlin also stressed the importance of adapting to evolving trade dynamics with China. “Adjusting trade relations is crucial, as both sides stand to benefit from deeper engagement,” he said. 

    MIL OSI China News

  • MIL-OSI USA: Hawley Exposes Big Tech as Willing Collaborators in Censorship: ‘They Own It’

    US Senate News:

    Source: United States Senator Josh Hawley (R-Mo)

    Tuesday, March 25, 2025

    Today in a hearing of the U.S. Senate Judiciary Committee’s Subcommittee on the Constitution, U.S. Senator Josh Hawley (R-Mo.) exposed how Big Tech uses its market power to squelch competition, suppress conservative voices, and even sway voters and control elections, such as when they buried the infamous Hunter Biden laptop story just days before the 2020 presidential election. 
    “It was their decision. They own it. And truthfully Facebook and others had a pattern of censoring long before this,” Hawley said, referring to Meta CEO Mark Zuckerberg’s claim that the company was pressured into censorship by the Biden Administration. “They have been avid participants in this censorship campaign.”
    [embedded content]
    “Companies like Facebook, Meta have enormous structural power that Mark Zuckerberg has spent [. . .] billions of dollars amassing. He has worked to destroy competitors who might break that power up or challenge that power in any way. He has used that power to stifle competition. He’s using it to stifle views he doesn’t like,” Senator Hawley continued. “This is a textbook example of what happens when a monopoly that has a political agenda [. . .] uses that monopoly in order to try to control other competitors and also to try to control the information that flows to the American people.” 
    Senator Hawley concluded that until these companies are stripped of their power, nothing will change. 
    Senator Hawley has been vocal about holding Big Tech accountable. Earlier this month, he held a hearing to highlight Big Tech’s role in facilitating child exploitation on their platforms. He has also advocated for those victimized by Big Tech and harmful AI, including having their voice and images used without their consent. 
    Watch the full exchange here.

    MIL OSI USA News

  • MIL-Evening Report: Australia stands firm behind its foreign aid in the budget, but the future remains precarious

    Source: The Conversation (Au and NZ) – By Melissa Conley Tyler, Honorary Fellow, Asia Institute, The University of Melbourne

    This week’s budget will come as a relief to Australia’s neighbours in the Indo-Pacific that rely on development assistance. The Albanese government did not follow the lead of US President Donald Trump and UK Prime Minister Keir Starmer in cutting its foreign aid.

    The Trump administration froze foreign assistance and dismantled the US Agency for International Development (USAID) when it came into office. Meanwhile, the UK announced 40% aid cuts of its own.

    It is to Australia’s credit this has not happened here. Australia’s development budget remains intact this year and in forward estimates.

    Sensible policymakers seem to recognise that Australia’s strategic circumstances are different. As a nation surrounded by low- and middle-income countries, Australia cannot vacate the field on development issues without enormous reputational, diplomatic and strategic damage.

    This budget shows Australia is committed to its region – with 75% of the foreign assistance budget flowing to the Indo-Pacific – and sees development partnerships as a way to solve shared problems.

    What’s in the budget for aid and development

    The details of the development budget show Australia has been listening to its partners to identify critical gaps and reprioritise funds.

    In the Pacific, funding has risen to a historic high, with no country receiving less aid. There have been changes in focus to respond to the US funding cuts, including programs on HIV/AIDS in Papua New Guinea and Fiji and gender-based violence in the Pacific.

    This fits with Australia’s desire to be a partner of choice – and to prevent an increased Chinese presence in the region.

    In Southeast Asia, Australia has increased its aid to all countries and has shifted funding, particularly in health where the US was a major donor.

    This is in Australia’s interest. A new program on Indonesian human and animal health, for example, will help prevent health system failures in areas such as tuberculosis and polio elimination on Australia’s doorstep.

    Funds have also been reallocated to support civil society organisations working in vital areas like media freedom and human rights, which would have been a casualty in the US cuts.

    There was also a shift in humanitarian funding to Myanmar and Bangladesh, where the US aid withdrawal has left Rohingya refugees in a desperate state.

    Importantly, the Department of Foreign Affairs and Trade is helping local organisations survive US cuts by allowing temporary flexibility in the use of grant funding to help them continue to deliver essential services.

    Beyond these reprioritisations, the other heartening thing about the budget is its normality.

    It maintains funding for assistive technology for people with disabilities and an Inclusion and Equality Fund to support LGBTQIA+ civil society organisations and human rights defenders. There are programs on maternal health, including reproductive rights.

    The future is still precarious

    However, it would be wrong to think this budget will fill the gaps left by the US withdrawal.

    The ANU Development Policy Centre estimates that traditional OECD donors will cut at least 25% of their aid by 2027. It said, “when that much of a thing goes missing, it’s clearly at risk of collapse”.

    Some development organisations will close their doors, potentially including household names that Australians have donated to for years. This is a time of huge transformation for the sector.

    Another future problem will be maintaining multilateral institutions that rely on US funding – including the World Health Organization, World Food Programme, World Bank and Asian Development Bank. This will require a concerted effort with other countries.

    So, while the Australian budget shows a government deploying current funding as intelligently as possible, there will eventually be limits to this approach.

    In the “new world of uncertainty” described in the treasurer’s budget speech, it simply won’t be possible to meet Australia’s strategic aims and keep development spending at its current rate. It is still far away from 1% of the federal budget.

    At some point, Australia must rethink the trajectory of its international commitments.

    Analysis by the Development Intelligence Lab, a think tank working on development cooperation in the Indo-Pacific, has shown that over the last 25 years, the international parts of the federal budget – defence, intelligence, diplomacy and development – have held steady at around 10%.

    In a time of disruption, this might need to change. In 1949, for example, Australia invested almost 9% of the federal budget on development and diplomacy alone – not including defence.

    Those in the foreign aid sector can celebrate Australia has not pulled back on its commitments like the US and UK. At the same time, we should expect the next government will inevitably be called on to do more.

    Melissa Conley Tyler is Executive Director at the Asia-Pacific Development, Diplomacy & Defence Dialogue (AP4D), an initiative funded by the foreign affairs and defence portfolios and hosted by the Australian Council for International Development..

    ref. Australia stands firm behind its foreign aid in the budget, but the future remains precarious – https://theconversation.com/australia-stands-firm-behind-its-foreign-aid-in-the-budget-but-the-future-remains-precarious-253028

    MIL OSI AnalysisEveningReport.nz

  • MIL-Evening Report: Leak of US military plans on Signal is a classic case of ‘shadow IT’. It shows why security systems need to be easy to use

    Source: The Conversation (Au and NZ) – By Toby Murray, Professor of Cybersecurity, School of Computing and Information Systems, The University of Melbourne

    Yesterday, The Atlantic magazine revealed an extraordinary national security blunder in the United States. Top US government officials had discussed plans for a bombing campaign in Yemen against Houthi rebels in a Signal group chat which inadvertently included The Atlantic’s editor in chief, Jeffrey Goldberg.

    This is hardly the first time senior US government officials have used non-approved systems to handle classified information. In 2009, the then US Secretary of State Hilary Clinton fatefully decided to accept the risk of storing her emails on a server in her basement because she preferred the convenience of accessing them using her personal BlackBerry.

    Much has been written about the unprecedented nature of this latest incident. Reporting has suggested the US officials involved may have also violated federal laws that require any communication, including text messages, about official acts to be properly preserved.

    But what can we learn from it to help us better understand how to design secure systems?

    A classic case of ‘shadow IT’

    Signal is regarded by many cybersecurity experts as one of the world’s most secure messaging apps. It has become an established part of many workplaces, including government.

    Even so, it should never be used to store and send classified information. Governments, including in the US, define strict rules for how national security classified information needs to be handled and secured. These rules prohibit the use of non-approved systems, including commercial messaging apps such as Signal plus cloud services such as Dropbox or OneDrive, for sending and storing classified data.

    The sharing of military plans on Signal is a classic case of what IT professionals call “shadow IT”.

    It refers to the all-too-common practice of employees setting up parallel IT infrastructure for business purposes without the approval of central IT administrators.

    This incident highlights the potential for shadow IT to create security risks.

    Government agencies and large organisations employ teams of cybersecurity professionals whose job it is to manage and secure the organisation’s IT infrastructure from cyber threats. At a minimum, these teams need to track what systems are being used to store sensitive information. Defending against sophisticated threats requires constant monitoring of IT systems.

    In this sense, shadow IT creates security blind spots: systems that adversaries can breach while going undetected, not least because the IT security team doesn’t even know these systems exist.

    It’s possible that part of the motivation for the US officials in question using shadow IT systems in this instance might have been avoiding the scrutiny and record-keeping requirements of the official channels. For example, some of the messages in the Signal group chat were set to disappear after one week, and some after four.

    However, we have known for at least a decade that employees also build shadow IT systems not because they are trying to weaken their organisation’s cybersecurity. Instead, a common motivation is that by using shadow IT systems many employees can get their work done faster than when using official, approved systems.

    Usability is key

    The latest incident highlights an important but often overlooked lesson in cybersecurity: whether a security system is easy to use has an outsized impact on the degree to which it helps improve security.

    To borrow from US Founding Father Benjamin Franklin, we might say that a system designer who prioritises security at the expense of usability will produce a system that is neither usable nor secure.

    The belief that to make a system more secure requires making it harder to use is as widespread as it is wrong. The best systems are the ones that are both highly secure and highly usable.

    The reason is simple: a system that is secure yet difficult to use securely will invariably be used insecurely, if at all. Anyone whose inbox auto-complete has caused them to send an email to the wrong person will understand this risk. It likely also explains how The Atlantic’s editor-in-chief might have been mistakenly added by US officials to the Signal group chat.

    While we cannot know for certain, reporting suggests Signal displayed the name of Jeffrey Goldberg to the chat group only as “JG”. Signal doesn’t make it easy to confirm the identity of someone in a group chat, except by their phone number or contact name.

    In this sense, Signal gives relatively few clues about the identities of people in chats. This makes it relatively easy to inadvertently add the wrong “JG” from one’s contact list to a group chat.

    Signal is one of the most secure messaging apps, but should never be used to store and send classified information.
    Ink Drop/Shutterstock

    A highly secure – and highly usable – system

    Fortunately, we can have our cake and eat it too. My own research shows how.

    In collaboration with Australia’s Defence Science and Technology Group, I helped develop what’s known as the Cross Domain Desktop Compositor. This device allows secure access to classified information while being easier to use than traditional solutions.

    It is easier to use because it allows users to connect to the internet. At the same time, it keeps sensitive data physically separate – and therefore secure – but allows it to be displayed alongside internet applications such as web browsers.

    One key to making this work was employing mathematical reasoning to prove the device’s software provided rock-solid security guarantees. This allowed us to marry the flexibility of software with the strong hardware-enforced security, without introducing additional vulnerability.

    Where to from here?

    Avoiding security incidents such as this one requires people following the rules to keep everyone secure. This is especially true when handling classified information, even if doing so requires more work than setting up shadow IT workarounds.

    In the meantime, we can avoid the need for people to work around the rules by focusing more research on how to make systems both secure and usable.

    Toby Murray receives funding from the Department of Defence. He is Director of the Defence Science Institute, which is funded by the Victorian, Tasmanian and Commonwealth Governments. He previously worked for the Department of Defence.

    ref. Leak of US military plans on Signal is a classic case of ‘shadow IT’. It shows why security systems need to be easy to use – https://theconversation.com/leak-of-us-military-plans-on-signal-is-a-classic-case-of-shadow-it-it-shows-why-security-systems-need-to-be-easy-to-use-253036

    MIL OSI AnalysisEveningReport.nz

  • MIL-Evening Report: What makes a good search engine? These 4 models can help you use search in the age of AI

    Source: The Conversation (Au and NZ) – By Simon Coghlan, Senior Lecturer in Digital Ethics, Centre for AI and Digital Ethics, School of Computing and Information Systems, The University of Melbourne

    beast01/Shutterstock

    Every day, users ask search engines millions of questions. The information we receive can shape our opinions and behaviour.

    We are often not aware of their influence, but internet search tools sort and rank web content when responding to our queries. This can certainly help us learn more things. But search tools can also return low-quality information and even misinformation.

    Recently, large language models (LLMs) have entered the search scene. While LLMs are not search engines, commercial web search engines have started to include LLM-based artificial intelligence (AI) features into their products. Microsoft’s Copilot and Google’s Overviews are examples of this trend.

    AI-enhanced search is marketed as convenient. But, together with other changes in the nature of search over the last decades, it raises the question: what is a good search engine?

    Our new paper, published in AI and Ethics, explores this. To make the possibilities clearer, we imagine four search tool models: Customer Servant, Librarian, Journalist and Teacher. These models reflect design elements in search tools and are loosely based on matching human roles.

    The four models of search tools

    Customer Servant

    Workers in customer service give people the things they request. If someone asks for a “burger and fries”, they don’t query whether the request is good for the person, or whether they might really be after something else.

    The search model we call Customer Servant is somewhat like the first computer-aided information retrieval systems introduced in the 1950s. These returned sets of unranked documents matching a Boolean query – using simple logical rules to define relationships between keywords (e.g. “cats NOT dogs”).

    Librarian

    As the name suggests, this model somewhat resembles human librarians. Librarian also provides content that people request, but it doesn’t always take queries at face value.

    Instead, it aims for “relevance” by inferring user intentions from contextual information such as location, time or the history of user interactions. Classic web search engines of the late 1990s and early 2000s that rank results and provide a list of resources – think early Google – sit in this category.

    Librarians don’t just retrieve information, they strive for relevance.
    Tyler Olson/Shutterstock

    Journalist

    Journalists go beyond librarians. While often responding to what people want to know, journalists carefully curate that information, at times weeding out falsehoods and canvassing various public viewpoints.

    Journalists aim to make people better informed. The Journalist search model does something similar. It may customise the presentation of results by providing additional information, or by diversifying search results to give a more balanced list of viewpoints or perspectives.

    Teacher

    Human teachers, like journalists, aim at giving accurate information. However, they may exercise even more control: teachers may strenuously debunk erroneous information, while pointing learners to the very best expert sources, including lesser-known ones. They may even refuse to expand on claims they deem false or superficial.

    LLM-based conversational search systems such as Copilot or Gemini may play a roughly similar role. By providing a synthesised response to a prompt, they exercise more control over presented information than classic web search engines.

    They may also try to explicitly discredit problematic views on topics such as health, politics, the environment or history. They might reply with “I can’t promote misinformation” or “This topic requires nuance”. Some LLMs convey a strong “opinion” on what is genuine knowledge and what is unedifying.

    No search model is best

    We argue each search tool model has strengths and drawbacks.

    The Customer Servant is highly explainable: every result can be directly tied to keywords in your query. But this precision also limits the system, as it can’t grasp broader or deeper information needs beyond the exact terms used.

    The Librarian model uses additional signals like data about clicks to return content more aligned with what users are really looking for. The catch is these systems may introduce bias. Even with the best intentions, choices about relevance and data sources can reflect underlying value judgements.

    The Journalist model shifts the focus toward helping users understand topics, from science to world events, more fully. It aims to present factual information and various perspectives in balanced ways.

    This approach is especially useful in moments of crisis – like a global pandemic – where countering misinformation is critical. But there’s a trade-off: tweaking search results for social good raises concerns about user autonomy. It may feel paternalistic, and could open the door to broader content interventions.

    The Teacher model is even more interventionist. It guides users towards what it “judges” to be good information, while criticising or discouraging access to content it deems harmful or false. This can promote learning and critical thinking.

    But filtering or downranking content can also limit choice, and raises red flags if the “teacher” – whether algorithm or AI – is biased or simply wrong. Current language models often have built-in “guardrails” to align with human values, but these are imperfect. LLMs can also hallucinate plausible-sounding nonsense, or avoid offering perspectives we might actually want to hear.

    Staying vigilant is key

    We might prefer different models for different purposes. For example, since teacher-like LLMs synthesise and analyse vast amounts of web material, we may sometimes want their more opinionated perspective on a topic, such as on good books, world events or nutrition.

    Yet sometimes we may wish to explore specific and verifiable sources about a topic for ourselves. We may also prefer search tools to downrank some content – conspiracy theories, for example.

    LLMs make mistakes and can mislead with confidence. As these models become more central to search, we need to stay aware of their drawbacks, and demand transparency and accountability from tech companies on how information is delivered.

    Striking the right balance with search engine design and selection is no easy task. Too much control risks eroding individual choice and autonomy, while too little could leave harms unchecked.

    Our four ethical models offer a starting point for robust discussion. Further interdisciplinary research is crucial to define when and how search engines can be used ethically and responsibly.

    Damiano Spina has received funding from the Australian Research Council and is an Associate Investigator of the ARC Centre of Excellence for Automated Decision-Making and Society (ADM+S).

    Falk Scholer has received funding from the Australian Research Council and is an Associate Investigator of the ARC Centre of Excellence for Automated Decision-Making and Society (ADM+S).

    Hui Chia and Simon Coghlan do not work for, consult, own shares in or receive funding from any company or organisation that would benefit from this article, and have disclosed no relevant affiliations beyond their academic appointment.

    ref. What makes a good search engine? These 4 models can help you use search in the age of AI – https://theconversation.com/what-makes-a-good-search-engine-these-4-models-can-help-you-use-search-in-the-age-of-ai-252927

    MIL OSI AnalysisEveningReport.nz

  • MIL-OSI Australia: Shareholder activism: reflections on the current, and future, landscape

    Source: Allens Insights (legal sector)

    Campaigns keep evolving, with more high stakes ahead 11 min read

    Last year was another big one for shareholder activists globally, with investor sentiment in 2024 taking its cues from disruption across the broader economic and geopolitical landscape. Closer to home, activity was more stable in Australia—as it typically is, owing to our smaller footprint, more stringent company laws and stable markets—but campaigns continue to evolve, with activists refining their strategies to both capitalise on financial opportunities and seek redress for governance concerns.

    We expect high stakes for the rest of the year as the Trump administration’s policies upend commercial and regulatory settings and potentially tip the scales in favour of activists. While shareholder activism is now a standard part of the investment landscape in the US, the practice is reverberating around Australia and the rest of the world.

    In this Insight, we bring together the key takeaways from 2024 and provide our thoughts on what we see ahead.

    A snapshot of the numbers

    Activist activity has well and truly bounced back from the subdued levels brought about by the pandemic.

    Over 1000 companies were targeted by activist campaigns worldwide for the second consecutive year.1 The US continues to be the epicentre of activity, with nearly 600 US-listed companies facing activist demands, marking a 7% increase from 2023 and 16% from 2022. There was a strong showing from non-traditional and first-time activists—a record-breaking 160 different investors launched campaigns in the US in 2024, which included 45 first-time activists, also a record.

    Activity in Asia was similarly strong (particularly in Japan and South Korea), though Europe trended down, owing to ongoing disruption brought about by the conflict in Ukraine and generally subdued economic activity. There, the United Kingdom hosts the lion’s share of activity, with 42% of campaigns targeting British companies.

    Australia saw a modest rise in activity year on year, with 56 companies targeted, up nominally from the 54 campaigns recorded in 2023. While the volume of campaigns remained steady, the effectiveness of Australian activists improved—activists were assessed as having achieved their objectives in 25% of resolved campaigns, up from 16% in 2023.

    Despite this, Australian activists struggled to secure board representation in target companies, with only seven board seats gained in 2024, down significantly from 26 in 2023. This divergence suggests that although activism remains a powerful force for corporate engagement, the dominant institutional investors and influential proxy advisors remain selective and largely hesitant in delivering changes at the board level.

    All up, campaign volumes continue to be strong, though success is trickier to measure. Whether the public demands of activists are met is one tangible way of assessing effectiveness, but the overall impact of a campaign can often manifest in less direct ways. For example, the opportunity cost of management in responding to a campaign, the inherent value derived from the ensuing publicity and any derivative or other trading in the target securities—and, of course, the concessions that play out behind closed doors—often contribute to the effectiveness of shareholder activism.

    Stories from the front line

    These are some of the headline-grabbing campaigns that played out in the last year or so that have set the tone for activist causes.

    One of the most closely watched activist campaigns was Glenview Capital’s attempt to gain board representation at CVS Health. Glenview increased its stake in CVS in the third quarter of 2024 by 31%, making its US$635 million holding (equivalent to 1% of the stock) the largest of all three activist hedge funds with an interest in the company. The intervention came following a 27% drop in share price since the beginning of 2024, a market reaction reportedly attributed to higher medical costs in CVS’s insurance segment caused by an influx of medical procedures delayed by the COVID-19 pandemic. Glenview secured four board seats in November 2024, including Glenview CEO Larry Robbins. It was reported that the board appointments were made amid the prospect of Glenview initiating a public and more aggressive proxy fight. This case highlights the increasing sophistication of activist investors targeting high-profile global companies, and underscores the importance of clear, proactive shareholder engagement strategies—a strategy that Australian boards should observe as activism intensifies.

    The activist campaign led by Elliott Investment Management resulted in a change of CEO at Starbucks and a correspondent increase in share value by 24%, equating to US$26 billion in value and marking the company’s most successful day since its initial public offering in 1992.

    In July 2024, it was reported that Elliott had become one of the largest investors in Starbucks, and sought to leverage its position by presenting a proposal to the board for an overhaul of domestic and international strategy. The move followed the stock price having declined by 24% since the former CEO, Laxman Narasimhan, was appointed in March 2023. While Elliott approached the board in private and did not publicly advocate for a replacement CEO, there were persistent leaks to the media, which commentators assessed as likely prompting the decision. On 13 August 2024, the board announced the appointment of Brian Niccol, former CEO of restaurant chain Chipotle, who is credited with Chipotle’s modernisation and an increase in its stock price by 770% since 2018.

    The campaign illustrates that one response strategy in dealing with activists, particularly high-profile investors, can be to move pre-emptively to instigate change before the issues are forced.

    In June 2024, Elliott also disclosed an 11% economic stake in Southwest Airlines worth US$1.9 billion, and converted enough of its derivate holdings in September to amass a 10% common stock holding that enabled Elliott to call a special meeting. Conversely to its approach for Starbucks, it engaged in a more public campaign, by proposing that ‘enhancing the board, upgrading leadership and a comprehensive business review’ were necessary to increase Southwest’s stock price. In October 2024, it was announced that Southwest would appoint five independent directors nominated by Elliott in addition to another board member, and that the former chief executive and then chairman would accelerate his retirement. Following the announcement of the personnel changes, Elliott withdrew its demand for a special shareholder meeting intended to replace 10 members of Southwest’s 15-person board. Elliott’s influence has continued to grow since then, with Southwest disclosing on 19 February 2025 that the company’s agreement with Elliott has been amended to increase the maximum aggregate economic exposure that Elliott may acquire, from 14.9% to 19.9%, but limit it from acquiring more than 12.49% of outstanding common stock until 1 April 2026. When Elliott disclosed its position in June 2024, the Southwest stock price was US$29.70, and as at 14 March 2025, it was US$31.73.

    Consistent with the sentiments of the Trump administration’s focus on rolling back diversity, equity and inclusion (DEI) programs, a group of Apple shareholders submitted on 25 February 2025 a proposal titled ‘Request to Cease DEI Efforts’. This was rejected at Apple’s shareholder meeting in February 2025, with 97.67% of the vote being against the proposal. The campaign against Apple is one of several anti-DEI proposals that have been levied against prominent companies, including Costco, where the proposal was defeated by 98% of votes, and farm equipment maker John Deere, where the proposal was defeated by 98.7%. These proposals have attracted significant attention, by harnessing viral social media campaigns advocating for customer boycotts, inundating company social media accounts with negative comments, and lobbing the threat of lawsuits alleging that DEI initiatives constitute a breach of fiduciary duty. Despite the spotlight (or perhaps because of it?), shareholders of the world’s most valuable listed company voted overwhelmingly not to abandon its DEI initiatives.

    Activist themes

    We see two broad themes that motivate activists at the moment. For the reasons set out in the next section, we think the global economic and geopolitical settings provide an opportunity to shape activist behaviours.

    First, there is the more traditional activist strategy where professional investors identify companies that they perceive could optimise their performance or enhance their governance structures, and then seek to exert influence to encourage the company to focus on increasing shareholder returns. They do this by pushing for one or a combination of:

    Second, there is the rising influence of public sentiment and political undercurrents playing out in the theatre of public markets, and the volatility that comes with it. Activist campaigns are increasingly becoming a proxy for broader societal dissatisfaction.

    In Australia, this dual-track activism—balancing financial imperatives with political and social influences—reinforces the heightened investor expectations for action and accountability for these issues at the board level.

    For instance, shareholder dissent on pay has markedly increased in Australia recently, seeing over 40 strikes among ASX 300 companies in 2023 and 2024, compared with 22–26 strikes recorded between 2018 and 2022.2 Among those receiving a strike was the Australian Securities Exchange itself, with 26.15% of votes against the adoption of the remuneration report. Commentators assessed that the vote was an expression of shareholder dissatisfaction with the $250 million write-down and anticipated cost of a further $300 million to replace the CHESS technology system. Although 13 companies in the ASX 300 received a second strike in 2024, not a single board spill proposal came close to succeeding, with none receiving more than 20% of votes in favour.3 This demonstrates that while strikes are increasing, this is not being accompanied by momentum to trigger broader change to leadership structures—it would appear that shareholders are looking to use their vote to send a shot across the bow as an appropriate warning, rather than achieve a fundamental governance reset.

    Shareholders and special interest groups have also used the proxy forum to express dissatisfaction regarding climate action, reflecting broader societal concerns around environmental sustainability and climate change. Last year, Market Forces led an activist campaign against Woodside Energy, advocating for an overhaul to its climate transition action plan and encouraging other shareholders to push for further board renewal at the 2025 AGM. At the AGM in April 2024, 58.4% of proxies cast were against the transition strategy, following three hours of questions. Earlier this month, another activist shareholder group, the Australasian Centre for Corporate Responsibility, advised investors to vote against the re-election of all three directors standing at the 2025 AGM and continues to integrate climate concerns into its analysis of shareholder returns.

    There is a similar experience in the UK, where Shell shareholders are still asked to vote on resolutions brought by activists to align the company’s medium-term emissions reduction targets with the 2015 Paris Climate Agreement and to factor ‘Scope 3’ emissions from fuels burnt by consumers into such calculations. Although the resolution received just 18.6% support from shareholders in 2024 (down 1.4% from 2023), the sustained pressure and media exposure may have contributed to the environmental, social and governance (ESG) proposals instead advanced by Shell’s board.

    For a more detailed analysis of the specific tactics that activists deploy pursuing these issues and how companies can prepare, see our earlier Insight.

    Our expectations for the road ahead

    Economic and geopolitical disruption to fuel activity

    The global economy is currently experiencing disruption. The focal point is, of course, the US, where the combination of (promised) tax cuts and deregulation will free up capital for investors to pursue short-term opportunities. As the Australian Prudential Regulation Authority Chair, John Lonsdale, remarked in his recent address at the Australian Financial Review Banking Summit, ‘what happens in the world’s biggest economy has implications for the world, and therefore for Australia’. We thus expect the positive conditions for activists will spill across borders, and perhaps the momentum will too—the Australian Securities and Investments Commission recently outlined its first steps towards easing compliance obligations for directors.

    The hoped-for spike in M&A activity creates the opportunity for shareholder activism, so we anticipate elevated volumes of activity in the near term. At the same time, the imposition of tariffs and other protectionist policies—and the market volatility and trade war they may set off—will create winners and losers, with companies that struggle in the turbulence becoming targets for activists.

    A reckoning on ESG and DEI initiatives

    There has been mounting pushback on ESG and, more recently, DEI policies of corporations, with activists querying their necessity and appropriateness. Critics, who may not be shareholders, will be even more emboldened by the priorities and tone of the Trump administration.

    We expect that activists will continue to seek out opportunities to make high-profile examples of some companies. However, while proponents of these initiatives have attracted significant attention, we haven’t yet seen this noise translate into strong shareholder support for campaigns, as the recent experience with Apple demonstrates.

    The anti-anti-ESG and DEI cause

    While some activists are seeking to challenge ESG and DEI initiatives as a corporate priority, we anticipate others that may already be frustrated with perceived slow progress on sustainability, diversity and broader governance issues will look to double down and push for companies to stay the course.

    This sentiment will be particularly emboldened if governments consider rolling back regulations or shifting priorities. If it is perceived that lawmakers and regulators aren’t creating the framework to manage these issues, then we expect activists to take matters into their own hands by using shareholder meetings as forums or otherwise turning to the courts.

    Scrutiny of board composition and director accountability

    We are seeing investors pay closer attention to the fitness for office of individual board members, by using their vote to signal dissatisfaction and impose accountability for governance missteps when directors stand for election or re-election. This can be in relation to a company that has experienced an issue, or could follow individual directors to unrelated companies.

    Expect to see closer scrutiny of board composition and more protest votes against director elections. Even if candidates still easily obtain the ordinary majority needed to carry the resolution, this is a far cry from the near 100% backing candidates would typically receive, and, particularly for larger companies, shows at least some institutional investors (whose holding may have previously been seen as more passive) are sending a message.

    Leveraging technology and AI in activist strategies

    Artificial intelligence (AI) has transformed a number of different fields, and has a role to play in the shareholder activism space as well, by making campaigns data driven and, as a consequence, more cost effective.

    AI can be deployed by activists to monitor and analyse tremendous amounts of data associated with corporate disclosures and financial performance, and to recognise the vulnerabilities and patterns in would-be candidates for a campaign. As these tools grow in sophistication, we expect to see activists be able to penetrate the market more deeply, and move with greater efficiency and precision in identifying opportunities.

    Activism has never been a simple strategy. We anticipate a continued evolution of the activist playbook in light of the above.

    MIL OSI News

  • MIL-OSI: Qifu Technology, Inc. Announces Pricing of Offering of US$600 Million Cash-par Settled Convertible Senior Notes

    Source: GlobeNewswire (MIL-OSI)

    SHANGHAI, China, March 25, 2025 (GLOBE NEWSWIRE) — Qifu Technology, Inc. (NASDAQ: QFIN; HKEx: 3660) (“Qifu Technology” or the “Company”), a leading AI-empowered Credit-Tech platform in China, today announced the pricing of its previously announced offering (the “Notes Offering”) of convertible senior notes in an aggregate principal amount of US$600 million due 2030 (the “Notes”). The Notes have been offered to persons reasonably believed to be qualified institutional buyers pursuant to Rule 144A under the Securities Act of 1933, as amended (the “Securities Act”). The Company has granted the initial purchasers in the Notes Offering an option to purchase up to an additional US$90 million principal amount of the Notes, exercisable for settlement within a 13-day period beginning on, and including, the date on which the Notes are first issued.

    The Company plans to use the net proceeds from the Notes Offering for repurchasing the American depositary shares (“ADSs”) and/or class A ordinary shares of the Company concurrently with the pricing of the Notes Offering and from time to time after the pricing of the Notes Offering pursuant to a newly established share repurchase plan (the “March 2025 Share Repurchase Plan”) authorized by the board of directors of the Company. The March 2025 Share Repurchase Plan will run in addition to the Company’s existing share repurchase plan announced in November 2024. The Company expects the offering to be immediately accretive to 2025 earnings per ADS (“EPADS”) upon closing, facilitated by the execution of Concurrent Repurchase (as described below) and the cash-par conversion settlement mechanism of the Notes.

    Terms of the Notes

    The Notes will be general unsecured obligations of the Company and bear interest at a rate of 0.50% per year, payable semiannually in arrears on April 1 and October 1 of each year, beginning on October 1, 2025. The Notes will mature on April 1, 2030 unless repurchased, redeemed, or converted in accordance with their terms prior to such date. Holders of the Notes may require the Company to repurchase all or part of their Notes for cash on April 3, 2028 or in the event of certain fundamental changes, in each case, at a repurchase price equal to 100% of the principal amount of the Notes to be repurchased plus accrued and unpaid interest, if any, to, but excluding, the relevant repurchase date.

    Prior to the close of business on the business day immediately preceding the 50th scheduled trading day before the maturity date, the Notes will be convertible at the option of the holders only upon satisfaction of certain conditions and during certain periods. On or after the 50th scheduled trading day before the maturity date until the close of business on the third scheduled trading day immediately preceding the maturity date, holders may convert their Notes at their option at any time. The initial conversion rate of the Notes is 16.7475 ADSs, per US$1,000 principal amount of the Notes, which is equivalent to an initial conversion price of approximately US$59.71 per ADS and represents an approximately 35.0% conversion premium over the closing price of the Company’s ADSs on the Nasdaq on March 25, 2025, which was US$44.23 per ADS. The conversion rate of the Notes is subject to adjustment upon the occurrence of certain events.

    The Notes contemplate cash-par settlement upon conversion. Upon conversion, the Company will pay cash in the aggregate principal amount of the Notes being converted and have the right to elect to settle the conversion consideration for amounts in excess of the aggregate principal amount using cash, ADSs, or a combination of cash and ADSs. Holders may elect to receive class A ordinary shares in lieu of any ADSs deliverable upon conversion, subject to certain conditions and procedures.

    In addition, the Company may redeem for cash all but not part of the Notes in the event of certain changes in the tax laws or if less than 10% of the aggregate principal amount of the Notes originally issued remains outstanding at such time, in each case, at a redemption price equal to 100% of the principal amount of the Notes to be redeemed, plus accrued and unpaid interest, if any, to, but excluding, the related redemption date. Any redemption may occur only prior to the 50th scheduled trading day immediately preceding the maturity date.

    Concurrent and Future Repurchases under the March 2025 Share Repurchase Plan

    The board of directors of the Company has approved the March 2025 Share Repurchase Plan, under which the Company is authorized to use all the net proceeds from the Notes Offering to repurchase the ADSs and/or class A ordinary shares. This includes (i) the Concurrent Repurchase (as described below) and (ii) the repurchase of additional ADSs and/or class A ordinary shares of the Company on the open market and/or through other means after the pricing of the notes and from time to time.

    Under the March 2025 Share Repurchase Plan, concurrently with the pricing of the Notes Offering, the Company plans to repurchase ADSs with an aggregate value of approximately US$230 million from certain purchasers of the Notes in off-market privately negotiated transactions effected through one of the initial purchasers or its affiliates, as the Company’s agent, at a price per ADS equal to US$44.23, the last reported sale price per ADS on the Nasdaq on March 25, 2025 (such transactions, the “Concurrent Repurchase”). The Concurrent Repurchase is expected to facilitate the initial hedges by purchasers of the Notes who desire to hedge their investments in the Notes, as the Company intends to repurchase the entire initial delta of the transaction. This will allow such purchasers of the Notes to establish short positions that generally correspond to commercially reasonable initial hedges of their investments in the Notes.

    In addition to the Concurrent Repurchase, the Company may repurchase additional ADSs and/or class A ordinary shares after the pricing of the Notes Offering and from time to time pursuant to the March 2025 Share Repurchase Plan. The share repurchases may be effected on the open market at prevailing market prices, in privately negotiated transactions, in block trades and/or through other legally permissible means, depending on market conditions and will be implemented in accordance with all applicable rules and regulations, including the requirements of Rule 10b-18 and/or Rule 10b5-1 under the U.S. Securities Exchange Act of 1934, as amended.

    The Concurrent Repurchase and future repurchases pursuant to the Company’s March 2025 Share Repurchase Plan are generally expected to create meaningful EPADS accretion for and offset potential dilution to the holders of the Company’s class A ordinary shares (including in the form of ADSs) upon conversion of the Notes, taking into the account the settlement method of the Notes.

    Other Matters

    Any repurchase activities of the Company, whether the Concurrent Repurchase and future repurchases pursuant to the Company’s March 2025 Share Repurchase Plan or otherwise pursuant to its other share repurchase plan(s) and program(s), could increase, or reduce the magnitude of any decrease in, the market price of the ADSs and/or class A ordinary shares and/or the trading price of the Notes.

    The Company expects that potential purchasers of the Notes may employ a convertible arbitrage strategy to hedge their exposure in connection with the Notes. Any such activities by potential purchasers of the Notes following the pricing of the Notes and prior to the maturity date could affect the market price of the ADSs and/or class A ordinary shares and/or the trading price of the Notes. The effect, if any, of the activities described in this paragraph, including the direction or magnitude, on the market price of the ADSs and/or class A ordinary shares and/or the trading price of the Notes will depend on a variety of factors, including market conditions, and cannot be ascertained at this time.

    The Notes, the ADSs deliverable upon conversion of the Notes, if any, and the class A ordinary shares represented thereby or deliverable upon conversion of the Notes in lieu thereof have not been registered under the Securities Act, or any securities laws of any other places. They may not be offered or sold within the United States or to U.S. persons, except to persons reasonably believed to be qualified institutional buyers in reliance on the exemption from registration provided by Rule 144A under the Securities Act.

    The Company expects to close the Notes Offering on or about March 27, 2025, subject to the satisfaction of customary closing conditions.

    This press release shall not constitute an offer to sell or a solicitation of an offer to purchase any securities, nor shall there be a sale of the securities in any state or jurisdiction in which such an offer, solicitation or sale would be unlawful.

    This press release contains information about the pending Notes Offering, and there can be no assurance that the Notes Offering will be completed.

    About Qifu Technology

    Qifu Technology is a leading AI-empowered Credit-Tech platform in China. By leveraging its sophisticated machine learning models and data analytics capabilities, the Company provides a comprehensive suite of technology services to assist financial institutions and consumers and SMEs in the loan lifecycle, ranging from borrower acquisition, preliminary credit assessment, fund matching and post-facilitation services. The Company is dedicated to making credit services more accessible and personalized to consumers and SMEs through Credit-Tech services to financial institutions.

    For more information, please visit: https://ir.qifu.tech.

    Safe Harbor Statement

    Any forward-looking statements contained in this press release are made under the “safe harbor” provisions of the U.S. Private Securities Litigation Reform Act of 1995. Forward-looking statements can be identified by terminology such as “will,” “expects,” “anticipates,” “future,” “intends,” “plans,” “believes,” “estimates” and similar statements. Qifu Technology may also make written or oral forward-looking statements in its periodic reports to the U.S. Securities and Exchange Commission (the “SEC”), in announcements made on the website of The Stock Exchange of Hong Kong Limited (the “Hong Kong Stock Exchange”), 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 the Company’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, which factors include but not limited to the following: the Company’s growth strategies, the Company’s cooperation with 360 Group, changes in laws, rules and regulatory environments, the recognition of the Company’s brand, market acceptance of the Company’s products and services, trends and developments in the Credit-Tech industry, governmental policies relating to the Credit-Tech industry, general economic conditions in China and around the globe, and assumptions underlying or related to any of the foregoing. Further information regarding these and other risks and uncertainties is included in Qifu Technology’s filings with the SEC and the announcements on the website of the Hong Kong Stock Exchange. All information provided in this press release is as of the date of this press release, and Qifu Technology does not undertake any obligation to update any forward-looking statement, except as required under applicable law.

    For further information, please contact:

    Qifu Technology

    E-mail: ir@360shuke.com

    The MIL Network

  • MIL-OSI China: Chinese VP calls for solid progress in building Hainan Free Trade Port

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

    Chinese Vice Premier Ding Xuexiang, also a member of the Standing Committee of the Political Bureau of the Communist Party of China Central Committee, visits the one-stop aircraft maintenance base of Hainan Free Trade Port in Haikou, south China’s Hainan Province, March 24, 2025. Ding made an inspection tour in Hainan Province from Monday to Tuesday. [Photo/Xinhua]

    HAIKOU, March 25 — Chinese Vice Premier Ding Xuexiang has required solid efforts to promote the building of Hainan Free Trade Port and develop it into a gateway that leads China’s opening up in the new era.

    Ding, also a member of the Standing Committee of the Political Bureau of the Communist Party of China Central Committee, made the remarks during an inspection tour in south China’s Hainan Province on Monday and Tuesday.

    Ding visited an information facility of social management, airport and harbor ports to learn about the work in preparation for the independent customs operation of the free trade port.

    Ding said the independent customs operation will be launched this year, calling for efforts to ensure a smooth, orderly and successful operation.

    He also learned about the implementation of duty-free shopping policies and the building of an international tourism consumption center. Hainan should develop new quality productive forces based on local conditions and accelerate the development of modern industrial system with its own features and advantages, he said.

    Ding also urged greater efforts to develop the sector of commercial spaceflight and ensure quality education in rural areas.

    Chinese Vice Premier Ding Xuexiang, also a member of the Standing Committee of the Political Bureau of the Communist Party of China Central Committee, communicates with teachers while visiting Liandong Middle School in Wenchang, south China’s Hainan Province, March 25, 2025. Ding made an inspection tour in Hainan Province from Monday to Tuesday. [Photo/Xinhua]

    MIL OSI China News

  • MIL-OSI: $HAREHOLDER ALERT: The M&A Class Action Firm Urges Stockholders of AMPS, ML, AMPY, HEES to Act Now

    Source: GlobeNewswire (MIL-OSI)

    NEW YORK, March 25, 2025 (GLOBE NEWSWIRE) —

    Monteverde & Associates PC (the “M&A Class Action Firm”), has recovered millions of dollars for shareholders and is recognized as a Top 50 Firm in the 2024 ISS Securities Class Action Services Report. We are headquartered at the Empire State Building in New York City and are investigating:

    • Altus Power, Inc. (NYSE: AMPS), relating to the proposed merger with TPG. Under the terms of the agreement, Altus Power will be acquired by TPG for $5.00 per share of its Class A common stock in an all-cash transaction.

    ACT NOW. The Shareholder Vote is scheduled for April 9, 2025.

    Click here for more https://monteverdelaw.com/case/altus-power-inc-amps/. It is free and there is no cost or obligation to you.

    • MoneyLion Inc. (NYSE: ML), relating to the proposed merger with Gen Digital Inc. Under the terms of the agreement, shareholders of MoneyLion will receive $82.00 per share in cash, and one contingent value right per share entitling the shareholder to a contingent payment of Gen Digital common stock.

    ACT NOW. The Shareholder Vote is scheduled for April 10, 2025.

    Click here for more https://monteverdelaw.com/case/moneylion-inc-ml/. It is free and there is no cost or obligation to you.

    • Amplify Energy Corp. (NYSE: AMPY), relating to the proposed merger with Juniper Capital. Under the terms of the agreement, Amplify shareholders will retain approximately 61% of Amplify’s outstanding equity.

    ACT NOW. The Shareholder Vote is scheduled for April 14, 2025.

    Click here for more https://monteverdelaw.com/case/amplify-energy-corp-ampy/. It is free and there is no cost or obligation to you.

    • H&E Equipment Services, Inc. (NASDAQ: HEES), relating to the proposed merger with Herc Holdings Inc. Under the terms of the agreement, H&E shareholders will receive $78.75 in cash and 0.1287 shares of Herc common stock for each share they own. H&E’s shareholders will own approximately 14.1% of the combined company.

    ACT NOW. The Tender Offer expires on April 15, 2025.

    Click here for more https://monteverdelaw.com/case/he-equipment-services-inc-hees/. It is free and there is no cost or obligation to you.

    NOT ALL LAW FIRMS ARE THE SAME. Before you hire a law firm, you should talk to a lawyer and ask:

    1. Do you file class actions and go to Court?
    2. When was the last time you recovered money for shareholders?
    3. What cases did you recover money in and how much?

    About Monteverde & Associates PC

    Our firm litigates and has recovered money for shareholders…and we do it from our offices in the Empire State Building. We are a national class action securities firm with a successful track record in trial and appellate courts, including the U.S. Supreme Court. 

    No company, director or officer is above the law. If you own common stock in any of the above listed companies and have concerns or wish to obtain additional information free of charge, please visit our website or contact Juan Monteverde, Esq. either via e-mail at jmonteverde@monteverdelaw.com or by telephone at (212) 971-1341.

    Contact:
    Juan Monteverde, Esq.
    MONTEVERDE & ASSOCIATES PC
    The Empire State Building
    350 Fifth Ave. Suite 4740
    New York, NY 10118
    United States of America
    jmonteverde@monteverdelaw.com
    Tel: (212) 971-1341

    Attorney Advertising. (C) 2025 Monteverde & Associates PC. The law firm responsible for this advertisement is Monteverde & Associates PC (www.monteverdelaw.com).  Prior results do not guarantee a similar outcome with respect to any future matter.

    The MIL Network

  • MIL-OSI: Practice AI™ Expands AI Demands™ with New AI-Powered Lemon Law Demand Letters

    Source: GlobeNewswire (MIL-OSI)

    LOS ANGELES, March 25, 2025 (GLOBE NEWSWIRE) — Practice AI™ is proud to announce the launch of its new Lemon Law Demand Letter feature on AI Demands™, its cutting-edge AI-powered demand letter generation platform. Designed specifically for lemon law attorneys, this innovative tool streamlines the drafting process, allowing lawyers to generate detailed, ready-to-send demand letters in minutes.

    With AI Demands, attorneys can now effortlessly upload repair orders and key documents, enabling the platform to analyze case details and produce a precise demand letter outlining vehicle defects, case facts, and settlement demands. The AI-driven system automatically extracts critical information from repair records, identifies recurring mechanical failures, and structures a compelling legal argument tailored to each case. This ensures demand letters are not only comprehensive but also strategically optimized to support a strong legal claim.

    By automating this complex process, AI Demands significantly reduces the time and effort required to draft effective lemon law claims. Attorneys no longer need to sift through stacks of repair orders manually—AI Demands does the heavy lifting, allowing legal professionals to focus on case strategy and client advocacy. This powerful tool enhances accuracy, ensures legal compliance, and improves overall efficiency, helping attorneys resolve cases faster and achieve better outcomes for their clients.

    Revolutionizing Lemon Law Case Management with AI

    Lemon law cases require meticulous documentation and persuasive demand letters. AI Demands simplifies this process by providing:

    • Instant Demand Letter Creation – Upload repair records and receive a comprehensive demand letter in minutes, including defect summaries, legal justifications, and settlement requests.
    • Enhanced Accuracy and Legal Compliance – AI-driven compliance checks ensure each demand letter is properly formatted and legally sound.
    • AI-Powered Document Summaries – Automated extraction of key details from repair records, identifying recurring defects, and organizing case facts for quick review.

    Why Lemon Law Attorneys Need AI Demands

    AI Demands empowers attorneys with:

    • Speed – Generate high-quality demand letters instantly.
    • Accuracy – Reduce errors and improve legal compliance.
    • Efficiency – Automate tedious tasks and focus on case strategy.
    • Scalability – Handle more cases without increasing workload.

    “We’re thrilled to introduce Lemon Law Demands to our Practice AI platform,” said Hamid Kohan, CEO of Practice AI. “Our goal is to empower lemon law attorneys with the tools they need to work faster and more efficiently while maintaining the highest standards of legal precision.”

    Proven Results: AI Demands in Action

    Since launching the Lemon Law Demand Letter feature, AI Demands has already made a significant impact. One lemon law firm generated 100 demand letters within the first week of using the platform, demonstrating its ability to streamline case management at an unprecedented scale. By automating the drafting process, AI Demands allows firms to handle more cases efficiently, helping them secure faster settlements and maximize productivity.

    Start Using AI Demands Today

    Lemon law attorneys can now experience the future of legal tech with AI-powered demand letters. With the launch of this new feature, AI Demands makes it easier than ever to generate precise and persuasive demand letters based on repair orders and case documentation. By automating the most time-consuming aspects of the demand letter process, attorneys can focus more on case strategy and client advocacy while ensuring every demand is accurate, well-structured, and legally compliant.

    Beyond lemon law, AI Demands is already transforming the way personal injury attorneys handle demand letters. With AI-powered automation, personal injury professionals can generate case-specific demand letters covering motor vehicle accidents, premise liability, dog bites, and more.

    Now, both personal injury and lemon law attorneys have access to cutting-edge AI solutions designed to streamline their workflow, reduce administrative burdens, and maximize case outcomes.

    Discover how AI Demands can revolutionize your practice by signing up.

    For more information about AI Demands, visit Practice AI or contact us below.

    For media inquiries, please contact:
    Practice AI
    Address: 21731 Ventura Blvd. #175, Woodland Hills, CA 91364
    Phone: (424) 476-5858
    Email: sales@mylawfirm.ai

    Visit us on social media:
    Facebook | Instagram | LinkedIn | YouTube | X.com

    The MIL Network

  • MIL-OSI Russia: Moscow Scientists Develop Questionnaire to Assess Doctors’ Trust in Artificial Intelligence Services: A Tool for International Research

    Translartion. Region: Russians Fedetion –

    Source: Center for Diagnostics and Telemedicine – Moscow

    Researchers from Saudi Arabia and the Philippines have expressed interest in a revolutionary method developed by the Center for Diagnostics and Telemedicine. The innovative tool, a survey designed to assess radiologists’ attitudes toward artificial intelligence (AI) in medical imaging, is intended to advance global research into the integration of AI in healthcare.

    The survey assesses responses across four key areas: personal experience with AI, trust level, expectations for future collaboration, and implementation prospects. Taking into account the opinions of healthcare professionals, this study aims to streamline the implementation of AI services in healthcare, increasing efficiency and convenience. A scientific article about the new method was published in the international scientific journal Healthcare.

    Yuri Vasiliev, General Director of the Center for Diagnostics and Telemedicine, Chief Consultant on Radiology at the Moscow Department of Health, emphasized the importance of this initiative:

    “Artificial intelligence has already become an integral part of everyday medical practice in Moscow. Our goal is to make its use as convenient as possible for doctors and at the same time as useful as possible for patients. The questionnaire allows us to take into account the opinion of radiologists during the development process. We are also pleased with the international interest: colleagues from Saudi Arabia and the Philippines want to implement this tool. Moscow remains open to scientific cooperation with other countries.”

    Developing a reliable survey instrument required painstaking scientific work. The Moscow team made sure that the questions were clear, unambiguous, and allowed for reliable results regardless of external factors such as respondents’ mood or time of participation in the survey. The questionnaire was thoroughly tested with the participation of more than 430 radiologists, including retesting in focus groups to confirm its reliability.

    Anton Vladzimirsky, Deputy Director for Research at the Center, noted its practical application:

    “The survey results allow organizers to determine the prevailing attitudes towards AI in radiology and develop targeted interventions. For example, it is possible to develop customized educational programs for radiologists or take measures to reduce concerns about the implementation of AI. This tool is universal – it can be applied at the hospital, regional or even national level.”

    During this time, as part of an experimental initiative dedicated to innovative computer vision technologies for analyzing medical images, neural networks analyzed more than 14 million medical images, successfully identifying signs of pathologies in 39 different areas. The initiative is supported by the Government of Moscow and the Moscow Department of Health and is being implemented at the Center for Diagnostics and Telemedicine. Based on the results of the experiment, 22 national standards for the use of artificial intelligence in healthcare were developed, approved and officially put into effect.

    MIL OSI Russia News

  • MIL-OSI Russia: Moscow Scientists Develop Questionnaire to Evaluate Doctors’ Trust in AI Services: A Tool for International Studies

    Source: Center for Diagnostics and Telemedicine – Moscow

    Researchers from Saudi Arabia and the Philippines have expressed interest in a groundbreaking method developed by the Center for Diagnostics and Telemedicine. This innovative tool, a survey designed to assess radiologists’ attitudes toward artificial intelligence (AI) in medical imaging, is poised to facilitate global studies on the integration of AI in healthcare. 

    The survey evaluates responses across four key aspects: personal experience with AI, level of trust, expectations for future collaboration, and perspectives on implementation prospects. By considering the insights of medical professionals, this research aims to streamline the adoption of AI services in healthcare, enhancing both efficiency and user comfort. A scientific article about the new method was published in the international scientific journal Healthcare.

    Yuri Vasiliev, CEO of the Center for Diagnostics and Telemedicine and Chief Consultant for Radiology at the Moscow Healthcare Department, emphasized the importance of this initiative:

    “Artificial intelligence is already an integral part of daily medical practice in Moscow. Our goal is to make its use as seamless as possible for doctors while maximizing benefits for patients. The questionnaire allows us to incorporate radiologists’ feedback into our development process. We are also excited to see international interest, with colleagues from Saudi Arabia and the Philippines eager to adopt this tool. Moscow remains open to scientific collaboration with other nations.”

    Developing a reliable survey instrument required meticulous scientific effort. The Moscow team ensured that questions were clear, unambiguous, and capable of yielding valid results regardless of external factors like respondents’ mood or timing of participation. The questionnaire underwent rigorous validation processes involving over 430 radiologists, including repeated testing with focus groups to confirm its reliability.

    Anton Vladzimirsky, Deputy Director for Research at the Center, highlighted its practical applications:

    The survey results enable organizers to identify prevailing attitudes toward AI in radiology and design targeted interventions. For instance, personalized educational programs can be developed for radiologists, or measures can be implemented to alleviate concerns about AI adoption. The tool is versatile—it can be applied at hospital, regional, or even national levels.”

     Moscow has been at the forefront of AI integration in medicine for five years. During this period, under the auspices of an experimental initiative focusing on innovative computer vision technologies for medical image analysis, neural networks have analyzed over 14 million medical images, successfully identifying signs of pathologies across 39 different domains. This initiative is supported by the Moscow City Government and the Moscow Healthcare Department, executed at the Center for Diagnostics and Telemedicine. As a result of the experiment’s findings, 22 national standards regarding the application of artificial intelligence in healthcare have been developed, approved, and formally enacted.

    MIL OSI Russia News

  • MIL-OSI: Petrus Resources Announces Fourth Quarter and Year-End 2024 Financial, Operating & Reserves Results

    Source: GlobeNewswire (MIL-OSI)

    CALGARY, Alberta, March 25, 2025 (GLOBE NEWSWIRE) — Petrus Resources Ltd. (“Petrus” or the “Company”) (TSX: PRQ) is pleased to report financial and operating results as at and for the three and twelve months ended December 31, 2024 and to provide 2024 year end reserves information as evaluated by Insite Petroleum Consultants Ltd. (“Insite”). The Company’s Management’s Discussion and Analysis (“MD&A”) and audited consolidated financial statements are available on SEDAR+ (the System for Electronic Document Analysis and Retrieval) at www.sedarplus.ca.

    Q4 2024 HIGHLIGHTS:

    • Dividends – Throughout the fourth quarter Petrus paid a dividend of $0.01 per share per month, totaling $3.7 million. Including the dividend declared on March 3, 2025 payable on March 31, 2025, Petrus will have cumulatively paid $0.18 per share, or $22.4 million in dividends since the company began paying dividends in Q4 2023. Based on the average closing share price at March 24, 2025 of $1.36 per share, the current dividend yield is approximately 9% annually.
    • Production – Production for the fourth quarter of 2024 averaged 9,066 boe/d(1), which was relatively flat compared to 9,215 boe/d in the third quarter of 2024, as natural declines were largely offset by new wells that were brought on production in December 2024.
    • Natural Gas Liquids (NGL) production – NGL production increased to 1,810 bbl/d in the fourth quarter of 2024, up 24% compared to 1,465 bbl/d in the third quarter of 2024. Strategic efforts to improve NGL recoveries resulted in the NGL yield increasing by 25%, from 40 bbl/mmcf of gas in Q4 2023 to 50 bbl/mmcf of gas in Q4 2024.
    • Commodity prices – Total realized price was $26.45/boe in the fourth quarter of 2024, up 10% from $24.07/boe in the third quarter of 2024. Increases were seen across all commodities, with the most notable change in realized natural gas pricing, which was up 101% compared to the prior quarter.
    • Funds flow(2) Petrus generated funds flow of $12.5 million in the fourth quarter of 2024 compared to $10.7 million in the third quarter of 2024. The 17% increase is due to the higher natural gas prices combined with higher NGL production volumes.
    • Net debt(2) Net debt was $60.1 million at the end of Q4 2024, which was down $0.3 million compared to the end of the prior quarter.

    2024 ANNUAL HIGHLIGHTS:

    • Commodity prices – Total realized price was $27.24/boe in 2024, a decrease of 18% from $33.31/boe in 2023. Realized natural gas prices declined by 47% from $3.01/mcf in 2023 to $1.60/mcf in 2024.
    • Capital expenditures – Total capital expenditures were $31.8 million in 2024, down from $86.8 million in 2023 as the Company reduced its capital expenditures program in response to lower natural gas prices.
    • Natural Gas Liquids (NGL) production – NGL production was higher by 3% in 2024, increasing to 1,623 bbl/d compared to 1,575 bbl/d in 2023.
    • Production – Production for 2024 averaged 9,382 boe/d(1), as compared to 10,301 boe/d in 2023. The 9% decrease was primarily due to natural declines and a reduced capital program.
    • Funds flow(2) Petrus generated funds flow of $50.1 million in 2024 compared to $78.0 million in 2023. The 36% decrease was due to a combination of lower natural gas prices and reduced production.
    • Net debt(2) Petrus reduced net debt by $2.5 million from $62.6 million at year end 2023 to $60.1 million at year end 2024.

    2025 OUTLOOK(3)

    In 2025, Petrus will continue to execute its strategy of disciplined capital investment, focusing on projects that sustain production, increase liquids weighting, enhance capital efficiency, and drive free funds flow. On February 12, 2025, we announced our 2025 capital budget and guidance, available under the ‘News & Events’ section of our website.

    The 2025 capital program began early in the year with a return to drilling in Ferrier. Completion operations were carried out in February and new wells were brought on before the end of the first quarter of 2025. Additionally, construction of the 12-kilometer expansion of the North Ferrier pipeline was completed in March. This infrastructure investment will further improve access to undeveloped lands and allow the Company to transport both its own and third-party natural gas to the Petrus’ operated Ferrier gas plant, providing cost-effective processing and the opportunity to generate additional revenue through third-party fees.

    For the balance of 2025, the Company has hedged approximately 53% of forecasted production at an average of $2.67/GJ for natural gas and CAD$94.81/bbl for oil. The Company is well-positioned to carry out its 2025 capital program and achieve guidance targets. As always, Petrus will closely monitor market conditions and is prepared to adjust its capital program as needed, guided by its commitment to delivering sustainable returns to shareholders.

    FOURTH QUARTER AND YEAR-END 2024 CONFERENCE CALL

    Date: March 26, 2025
    Time: 9:00 am (mountain time)
    Please refer to the events page on Petrus’ website for conference call details and links: www.petrusresources.com/events

    ANNUAL GENERAL MEETING

    The Company’s Annual General Meeting will be held on Wednesday May 21, 2025 at 1:30 pm (mountain time).
    Please refer to the events page on Petrus’ website for location details: www.petrusresources.com/events

    For further information, please contact:

    Ken Gray, P.Eng.
    President and Chief Executive Officer
    T: (403) 930-0889
    E: kgray@petrusresources.com

    (1)Disclosure of production on a per boe basis consists of the constituent product types and their respective quantities. Refer to “BOE Presentation” and “Production & Product Type Information” for further details.
    (2)Non-GAAP financial measure or non-GAAP ratio. Refer to “Non-GAAP and Other Financial Measures”.
    (3)Refer to “Advisories – Forward-Looking Statements”.

    SELECTED FINANCIAL INFORMATION

    OPERATIONS Twelve months
    ended
     

    Dec. 31, 2024

    Twelve months
    ended

    Dec. 31, 2023

    Three months
    ended

    Dec. 31, 2024

    Three months
    ended

    Sept. 30, 2024

    Three months
    ended

    Jun. 30, 2024

    Three months
    ended

    Mar. 31, 2024

    Average Production            
    Natural gas (mcf/d) 38,149   42,779   36,178   37,368   38,908   40,174  
    Oil and condensate(1) (bbl/d) 1,400   1,595   1,226   1,522   1,322   1,529  
    NGLs (bbl/d) 1,623   1,575   1,810   1,465   1,664   1,557  
    Total (boe/d) 9,382   10,301   9,066   9,215   9,471   9,783  
    Total (boe)(1) 3,433,994   3,760,004   834,111   847,760   861,838   890,267  
    Liquids weighting 32 % 31 % 33 % 32 % 32 % 32 %
    Realized Prices            
    Natural gas ($/mcf) 1.60   3.01   1.61   0.80   1.41   2.54  
    Oil and condensate(1) ($/bbl) 94.35   95.61   93.60   90.80   103.77   90.38  
    NGLs ($/bbl) 38.44   39.31   36.90   36.81   37.25   43.09  
    Total realized price ($/boe) 27.24   33.31   26.45   24.07   26.81   31.42  
    Royalty income 0.05   0.09   0.03   0.05   0.05   0.07  
    Royalty expense (3.66 ) (4.59 ) (3.85 ) (3.06 ) (3.83 ) (3.89 )
    Gain (loss) on risk management activities   0.40          
    Net oil and natural gas revenue ($/boe) 23.63   29.21   22.63   21.06   23.03   27.60  
    Operating expense (5.93 ) (6.25 ) (5.89 ) (6.10 ) (4.96 ) (6.76 )
    Transportation expense (1.55 ) (1.63 ) (1.44 ) (1.46 ) (1.46 ) (1.81 )
    Operating netback(2)($/boe) 16.15   21.33   15.30   13.50   16.61   19.03  
    Realized gain (loss) on financial derivatives 2.02   2.14   3.04   2.49   (0.36 ) 2.90  
    Other cash income (expense) 0.34   0.02   1.19   0.09   0.05   0.05  
    General & administrative expense (1.54 ) (1.11 ) (2.10 ) (1.43 ) (1.34 ) (1.32 )
    Cash finance expense (1.87 ) (1.28 ) (1.83 ) (1.95 ) (1.91 ) (1.78 )
    Decommissioning expenditures (0.52 ) (0.37 ) (0.61 ) (0.12 ) (0.72 ) (0.61 )
    Funds flow & corporate netback(2)($/boe) 14.58   20.73   14.99   12.58   12.33   18.27  
                 
    FINANCIAL (000s except $ per share) Twelve months
    ended

    Dec. 31, 2024

    Twelve months
    ended

    Dec. 31, 2023

    Three months
    ended

    Dec. 31, 2024

    Three months
    ended

    Sept. 30, 2024

    Three months
    ended

    Jun. 30, 2024

    Three months
    ended

    Mar. 31, 2024

    Oil and natural gas sales 93,721   125,605   22,085   20,446   23,150   28,039  
    Net income (loss) (1,246 ) 50,731   (4,004 ) 5,302   2,789   (5,333 )
    Net income (loss) per share            
    Basic (0.01 ) 0.41   (0.03 ) 0.04   0.02   (0.04 )
    Fully diluted (0.01 ) 0.40   (0.03 ) 0.04   0.02   (0.04 )
    Funds flow(2) 50,058   78,024   12,493   10,665   10,628   16,272  
    Funds flow per share(2)            
    Basic 0.40   0.63   0.10   0.09   0.09   0.13  
    Fully diluted 0.40   0.62   0.10   0.08   0.08   0.13  
    Capital expenditures 31,814   86,843   7,705   4,859   6,907   12,343  
    Weighted average shares outstanding            
    Basic 124,389   123,469   124,497   124,372   124,290   124,299  
    Fully diluted 124,389   126,436   124,497   126,686   126,559   124,299  
    As at period end            
    Common shares outstanding            
    Basic 125,113   124,266   125,113   124,372   124,372   124,259  
    Fully diluted 134,919   134,542   134,919   134,952   134,919   134,484  
    Total assets 420,124   437,842   420,124   421,196   419,584   427,574  
    Non-current liabilities 65,475   60,926   65,475   62,869   59,511   59,995  
    Net debt(2) 60,080   62,596   60,080   60,423   61,848   63,114  

    (1)   Disclosure of production on a per boe basis consists of the constituent product types and their respective quantities. Refer to “BOE Presentation” and “Production & Product Type Information” for further details.
    (2)   Non-GAAP financial measure or non-GAAP ratio. Refer to “Non-GAAP and Other Financial Measures”.


    OPERATIONS UPDATE

    Fourth quarter average production by area was as follows:

    For the three months ended December 31, 2024 Ferrier & North
    Ferrier
    Foothills Central Alberta Total
    Natural gas (mcf/d) 31,052 539 4,587 36,178
    Oil and condensate (bbl/d) 928 54 244 1,226
    NGLs (bbl/d) 1,665 7 138 1,810
    Total (boe/d)(1) 7,768 151 1,147 9,066

    (1)   Disclosure of production on a per boe basis consists of the constituent product types and their respective quantities. Refer to “BOE Presentation” and “Production & Product Type Information” for further details.

    Production for the fourth quarter of 2024 averaged 9,066 boe/d, as compared to 9,474 boe/d in the fourth quarter of 2023. The 4% decrease was primarily due to natural declines and strategic shut-ins due to low natural gas prices and was partially offset by new wells that commenced production in December 2024.

    RESERVES

    Petrus’ 2024 year end reserves were evaluated by its independent reserves evaluator, Insite, in accordance with the definitions, standards and procedures contained in the Canadian Oil and Gas Evaluation Handbook (“COGE Handbook”) and National instrument 51-101 – Standards of Disclosure for Oil and Gas Activities (“NI 51-101”) as of December 31, 2024 (“2024 Insite Report”). Additional reserve information as required under NI 51-101 will be included in our Annual Information Form for the year ended December 31, 2024, which will be available under the Company’s profile on SEDAR (the System for Electronic Document Analysis and Retrieval) at www.sedarplus.com.

    Petrus has a reserves committee, comprised of a majority of independent board members, that reviews the qualifications and appointment of the independent reserves evaluator. The committee also reviews the procedures for providing information to the evaluators. All booked reserves are based upon annual evaluations by the independent qualified reserve evaluator conducted in accordance with the COGE Handbook and NI 51-101. The evaluations are conducted using all available geological and engineering data. The reserves committee has reviewed the reserves information and approved the 2024 Insite Report.

    The following table provides a summary of the Company’s before tax reserves as evaluated by Insite:

    As at December 31, 2024 Total Company Interest (1)(3)
    Reserve Category Conventional
    Natural Gas
    (mmcf)
    Light and
    Medium
    Crude Oil

    (mbbl)
    NGL
    (mbbl)
    Total
    (mboe)
    NPV 0%(2)
    ($000s)
    NPV 5%(2)
    ($000s)
    NPV 10%(2)
    ($000s)
    Proved Developed Producing 72,283 764 4,661 17,472 300,947 242,886 206,936
    Proved Developed Non-Producing 1,434 19 67 325 3,397 2,821 2,335
    Proved Undeveloped 120,479 3,060 7,235 30,375 425,388 255,976 155,680
    Total Proved 194,196 3,843 11,963 48,172 729,733 501,683 362,616
    Proved + Probable Producing 86,694 913 5,598 20,960 382,364 291,613 238,115
    Total Probable 96,481 3,434 5,405 24,919 499,146 294,964 192,562
    Total Proved Plus Probable 290,677 7,277 17,368 73,091 1,228,879 796,647 555,178

    (1)Tables may not add due to rounding.
    (2)NPV 0%, NPV 5% and NPV 10% refer to the risked net present value of the future net revenue of the Company’s reserves, discounted by 0%, 5% and 10%, respectively
    and is presented before tax and based on Insite’s pricing assumptions.
    (3)Total company interest reserve volumes presented therein are presented as the Company’s total working interest before the deduction of royalties (but after including any royalty interests of Petrus).

    The Company produced 3.4 mmboe during 2024 and ended the year with 17.5 mmboe of Proved Developed Producing (“PDP”) reserves (31% oil and liquids).

    Petrus ended 2024 with $206.9 million, $362.6 million and $555.2 million of PDP, Total Proved (“TP”), and Total Proved plus Probable (“P+P”) reserve value before-tax, respectively, discounted at 10%, based on the 2024 Insite Report. In 2024, the Company realized Finding and Development (“F&D”)(1)(2) costs of $12.58/boe for PDP reserves.

    Based on the 2024 Insite Report, the Company’s PDP reserve value before-tax, discounted at 10% is $1.32 per share (134,918,886 fully-diluted common shares outstanding at December 31, 2024). On the same basis, the Company’s P+P reserve value before-tax, discouted at 10%, is $3.90 per share.  

    (1)Refer to “Oil and Gas Disclosures”
    (2)While F&D costs are commonly used in the oil and nature gas industry and have been prepared by management, these terms do not have a standardized meaning and may not be comparable to similar measures presented by other companies and, therefore, should not be used to make such comparisons.


    FUTURE DEVELOPMENT COST

    Future Development Cost (“FDC”) reflects Insite’s best estimate of what it will cost to bring the P+P undeveloped reserves on production. The following table provides a summary of the Company’s FDC as set forth in the 2024 Insite Report:

    Future Development Cost ($000s) Total Proved Total Proved + Probable
    2025 44,349 44,349
    2026 138,485 138,485
    2027 151,518 164,611
    2028 83,030 147,282
    Thereafter 130,453
    Total FDC, Undiscounted 417,381 625,179
    Total FDC, Discounted at 10% 345,611 489,942


    PERFORMANCE RATIOS

    The following table highlights annual performance ratios for the Company from 2020 to 2024(2):

      December 31,
    2024
    December 31,
    2023
    December 31,
    2022
    December 31,
    2021
    December 31,
    2020
    Proved Producing          
    FD&A ($/boe) (1) 12.58 19.67 12.58 15.64 4.83  
    F&D ($/boe) (1) 12.58 19.67 12.70 8.90 4.83  
    Reserve Life Index (yr) (1) 5.24 5.27 5.31 5.41 5.20  
    Reserve Replacement Ratio (1) 0.74 1.15 3.20 0.78 1.20  
    FD&A Recycle Ratio (1) 1.28 1.06 2.91 1.58 2.60  
    Proved Developed          
    FD&A ($/boe) (1) 12.63 19.34 12.50 14.54 4.71  
    F&D ($/boe) (1) 12.63 19.34 12.61 8.53 4.71  
    Reserve Life Index (yr) (1) 5.33 5.36 5.39 5.50 5.20  
    Reserve Replacement Ratio (1) 0.73 1.17 3.22 0.84 1.20  
    FD&A Recycle Ratio (1) 1.28 1.08 2.93 1.70 2.70  
    Total Proved          
    FD&A ($/boe) (1) 17.53 14.50 18.24 10.51 1.29  
    F&D ($/boe) (1) 17.53 14.50 33.99 9.24 1.29  
    Reserve Life Index (yr) (1) 14.4 13.85 12.18 15.30 10.90  
    Reserve Replacement Ratio (1) 0.97 2.98 3.79 4.50 (1.00 )
    FD&A Recycle Ratio (1) 0.92 1.44 2.01 2.35 9.80  
    Future Development Cost (undiscounted) ($000s) 417,381 391,058 313,786 233,684 156,815  
    Total Proved + Probable          
    FD&A ($/boe) (1) 33.63 14.00 15.66 10.57 0.37  
    F&D ($/boe) (1) 33.63 14.00 36.12 8.36 0.37  
    Reserve Life Index (yr) (1) 21.9 21.62 19.68 23.29 17.70  
    Reserve Replacement Ratio (1) 0.33 3.49 6.63 5.10 (1.30 )
    FD&A Recycle Ratio (1) 0.48 1.50 2.34 2.33 33.70  
    Future Development Cost (undiscounted) ($000s) 625,179 618,437 519,823 343,489 252,335  

    (1)Refer to “Oil and Gas Disclosures”
    (2)While FD&A cost and F&D costs, reserve life index, reserve replacement ratio and FD&A recycle ratio are commonly used in the oil and natural gas industry and have been prepared by management, these terms do not have a standardized meaning and may not be comparable to similar measures presented by other companies and, therefore, should not be used to make such comparisons.


    NET ASSET VALUE

    The following table shows the Company’s Net Asset Value (“NAV”), calculated using the 2024 Insite Report and Insite’s December 31, 2024 price forecast. The reader is cautioned that these amounts may not be directly comparable to other companies, as the term “Net Asset Value” does not have a standardized meaning under GAAP or NI 51-101. Management believes that net asset value provides a useful measure to analyze the comparative change in the Company’s estimated value on a normalized basis.

    As at December 31, 2024 ($000s except per share) Proved Developed
    Producing
      Total Proved   Proved + Probable  
    Present Value Reserves, before tax (discounted at 10%) (1) 206,936   362,616   555,178  
    Undeveloped Land Value (2) 30,758   30,758   30,758  
    Net Debt (3) (60,080 ) (60,080 ) (60,080 )
    Net Asset Value 177,614   333,294   525,856  
    Fully Diluted Shares Outstanding 134,919   134,919   134,919  
    Estimated Net Asset Value per Fully Diluted Share $1.32   $2.47   $3.90  

    (1)Based on the 2024 Insite Report, using the forecast future prices and costs.
    (2)Based on the exploration and evaluation assets as per the Company’s December 31, 2024 audited consolidated financial statements.
    (3)Non-GAAP financial measure. See “Non-GAAP and Other Financial Measures”.


    NON-GAAP AND OTHER FINANCIAL MEASURES

    This press release makes reference to the terms “operating netback” (on an absolute and $/boe basis), “corporate netback” (on an absolute and $/boe basis), “funds flow” (on an absolute, per share (basic and fully diluted) and $/boe basis), and “net debt”. These non-GAAP and other financial measures are not recognized measures under GAAP (IFRS) and do not have a standardized meaning prescribed by GAAP (IFRS). Accordingly, the Company’s use of these terms may not be comparable to similarly defined measures presented by other companies. These non-GAAP and other financial measures should not be considered to be more meaningful than GAAP measures which are determined in accordance with IFRS as indicators of our performance. Management uses these non-GAAP and other financial measures for the reasons set forth below.

    Operating Netback
    Operating netback is a common non-GAAP financial measure used in the oil and natural gas industry which is a useful supplemental measure to evaluate the specific operating performance by product type at the oil and natural gas lease level. The most directly comparable GAAP measure to operating netback is oil and natural gas sales. Operating netback is calculated as oil and natural gas sales less royalty expenses, gain (loss) on risk management activities, operating expenses and transportation expenses. See below for a reconciliation of operating netback to oil and natural gas sales.

    Operating netback ($/boe) is a non-GAAP ratio used in the oil and natural gas industry which is a useful supplemental measure to evaluate the specific operating performance by product type at the oil and natural gas lease level. It is calculated as operating netbacks divided by weighted average daily production on a per boe basis. See below.

    Corporate Netback and Funds Flow
    Corporate netback or funds flow is a common non-GAAP financial measure used in the oil and natural gas industry which evaluates the Company’s profitability at the corporate level. Corporate netback and funds flow are used interchangeably. Petrus analyzes these measures on an absolute value and on a per unit (boe) and per share (basic and fully diluted) basis as non-GAAP ratios. Management believes that funds flow and corporate netback provide information to assist a reader in understanding the Company’s profitability relative to current commodity prices. They are calculated as the operating netback less general and administrative expense, cash finance expense and decommissioning expenditures, plus or minus other income (expense) and the realized gain (loss) on financial derivatives. See below for a reconciliation of funds flow and corporate netback to oil and natural gas sales.

    Corporate netback ($/boe) or funds flow ($/boe) is a non-GAAP ratio used in the oil and natural gas industry which evaluates the Company’s profitability at the corporate level. Management believes that funds flow ($/boe) or corporate netback ($/boe) provide information to assist a reader in understanding the Company’s profitability relative to current commodity prices. It is calculated as corporate netbacks or funds flow divided by weighted average daily production on a per boe basis. See below.

    Funds flow per share (basic and fully diluted) is comprised of funds flow divided by basic or fully diluted weighted average common shares outstanding.

      Three months ended

    Dec. 31, 2024

    Three months ended

    Dec. 31, 2023

    Twelve months ended

    December 31, 2024

    Twelve months ended

    December 31, 2023

      $000s $/boe $000s $/boe $000s $/boe $000s $/boe
    Oil and natural gas sales 22,085   26.48   26,747   30.70   93,721   27.29   125,605   33.41  
    Royalty expense (3,212 ) (3.85 ) (4,167 ) (4.78 ) (12,572 ) (3.66 ) (17,255 ) (4.59 )
    Gain (loss) on risk management activities             1,522   0.40  
    Net oil and natural gas revenue 18,873   22.63   22,580   25.92   81,149   23.63   109,872   29.22  
    Transportation expense (1,203 ) (1.44 ) (1,271 ) (1.46 ) (5,316 ) (1.55 ) (6,115 ) (1.63 )
    Operating expense (4,915 ) (5.89 ) (4,419 ) (5.07 ) (20,376 ) (5.93 ) (23,505 ) (6.25 )
    Operating netback 12,755   15.30   16,890   19.39   55,457   16.15   80,252   21.34  
    Realized gain (loss) on financial derivatives 2,539   3.04   1,737   1.99   6,930   2.02   8,051   2.14  
    Other income(1) 991   1.19   (161 ) (0.18 ) 1,156   0.34   79   0.02  
    General & administrative expense (1,752 ) (2.10 ) (319 ) (0.37 ) (5,291 ) (1.54 ) (4,183 ) (1.11 )
    Cash finance expense (1,530 ) (1.83 ) (1,246 ) (1.43 ) (6,418 ) (1.87 ) (4,801 ) (1.28 )
    Decommissioning expenditures (510 ) (0.61 ) (376 ) (0.43 ) (1,776 ) (0.52 ) (1,374 ) (0.37 )
    Funds flow and corporate netback 12,493   14.99   16,525   18.97   50,058   14.58   78,024   20.74  
      Three months ended

    Dec. 31, 2024

    Three months ended

    Sept. 30, 2024

    Three months ended

    Jun. 30, 2024

    Three months ended

    March 31, 2024

      $000s $/boe $000s $/boe $000s $/boe $000s $/boe
    Oil and natural gas sales 22,085   26.48   20,446   24.12   23,150   26.86   28,039   31.50  
    Royalty expense (3,212 ) (3.85 ) (2,593 ) (3.06 ) (3,305 ) (3.83 ) (3,461 ) (3.89 )
    Net oil and natural gas revenue 18,873   22.63   17,853   21.06   19,845   23.03   24,578   27.61  
    Transportation expense (1,203 ) (1.44 ) (1,239 ) (1.46 ) (1,259 ) (1.46 ) (1,615 ) (1.81 )
    Operating expense (4,915 ) (5.89 ) (5,172 ) (6.10 ) (4,271 ) (4.96 ) (6,018 ) (6.76 )
    Operating netback 12,755   15.30   11,442   13.50   14,315   16.61   16,945   19.04  
    Realized gain (loss) on financial derivatives 2,539   3.04   2,115   2.49   (307 ) (0.36 ) 2,583   2.90  
    Other income (expense)(1) 991   1.19   77   0.09   40   0.05   48   0.05  
    General & administrative expense (1,752 ) (2.10 ) (1,209 ) (1.43 ) (1,152 ) (1.34 ) (1,178 ) (1.32 )
    Cash finance expense (1,530 ) (1.83 ) (1,657 ) (1.95 ) (1,650 ) (1.91 ) (1,581 ) (1.78 )
    Decommissioning expenditures (510 ) (0.61 ) (103 ) (0.12 ) (618 ) (0.72 ) (545 ) (0.61 )
    Funds flow and corporate netback 12,493   14.99   10,665   12.58   10,628   12.33   16,272   18.28  


    Net Debt

    Net debt is a non-GAAP financial measure and is calculated as the sum of long term debt and working capital (current assets and current liabilities), excluding the current financial derivative contracts and current portion of the lease obligation and decommissioning obligation. Petrus uses net debt as a key indicator of its leverage and strength of its balance sheet. Net debt is reconciled, in the table below, to long-term debt which is the most directly comparable GAAP measure.

    ($000s) As at Dec. 31, 2024 As at Dec. 31, 2023 As at Sep. 30, 2024 As at Jun. 30, 2024 As at March 31, 2024
    Long-term debt 25,000   25,000   25,000   25,000   25,000  
    Current assets (17,583 ) (30,805 ) (20,258 ) (16,333 ) (21,081 )
    Current liabilities 51,268   61,755   48,458   52,379   61,099  
    Current financial derivatives 2,632   8,374   7,690   1,276   (716 )
    Current portion of lease obligation (164 ) (258 ) (230 ) (237 ) (263 )
    Current portion of decommissioning obligation (1,073 ) (1,470 ) (237 ) (237 ) (925 )
    Net debt 60,080   62,596   60,423   61,848   63,114  


    ADVISORIES

    OIL AND GAS DISCLOSURES
    Our oil and gas reserves statement for the year ended December 31, 2024, which includes disclosure of our oil and natural gas reserves and other oil and natural gas information in accordance with NI 51-101, is contained in the Company’s Annual Information Form for the year ended December 31, 2024 (the “AIF”), which will be filed on SEDAR+ at www.sedarplus.ca. It should not be assumed that the present worth of estimated future amounts presented in the tables above represents the fair market value of the reserves. There is no assurance that the forecast prices and costs assumptions will be attained, and variances could be material. The recovery and reserve estimates contained herein are estimates only and there is no guarantee that the estimated reserves will be recovered. Actual reserves may be greater than or less than the estimates provided herein.

    This release contains metrics commonly used in the oil and natural gas industry which have been prepared by management. These terms do not have a standardized meaning and may not be comparable to similar measures presented by other companies, and therefore should not be used to make such comparisons.

    Management uses oil and gas metrics for its own performance measurements and to provide shareholders with measures to compare Petrus’ operations over time. Readers are cautioned that the information provided by these metrics, or that can be derived from the metrics presented in this release, should not be relied upon for investment or other purposes.

    F&D Costs and FD&A Costs

    FD&A cost is defined as capital costs for the time period including change in FDC divided by change in reserves including revisions and production for that same time period. F&D cost is defined as capital costs for the time period including change in FDC divided by change in reserves including revisions and production for that same time period, excluding acquisitions and dispositions. Both F&D costs and FD&A costs take into account reserves revisions during the year on a per boe basis. The methodology used to calculate F&D costs includes disclosure required to bring the proved undeveloped and probable reserves to production. Annually, changes in forecast FDC occur as a result of Petrus’ development, acquisition and disposition activities, undeveloped reserve revision and capital cost estimates. These values reflect the independent evaluator’s best estimate of the cost to bring the proved and probable undeveloped reserves to production.

    Reserve Life Index

    Reserve life index is defined as total reserves by category divided by the annualized fourth quarter production.

    Reserve Replacement Ratio

    The reserve replacement ratio is calculated by dividing the yearly change in reserves net of production by the actual annual production for the year.

    FD&A Recycle Ratio

    The FD&A recycle ratio is calculated by dividing operating netback by FD&A costs.

    ADVISORIES

    Basis of Presentation

    Financial data presented above has largely been derived from the Company’s financial statements, prepared in accordance with GAAP which require publicly accountable enterprises to prepare their financial statements using IFRS. Accounting policies adopted by the Company are set out in the notes to the audited consolidated financial statements as at and for the twelve months ended December 31, 2024. The reporting and the measurement currency is the Canadian dollar. All financial information is expressed in Canadian dollars, unless otherwise stated.

    Forward-Looking Statements

    Certain information regarding Petrus set forth in this release contains forward-looking statements within the meaning of applicable securities law, that involve substantial known and unknown risks and uncertainties. The use of any of the words “anticipate”, “continue”, “estimate”, “expect”, “may”, “will”, “project”, “should”, “believe” and similar expressions are intended to identify forward-looking statements. Such statements represent Petrus’ internal projections, estimates, beliefs, plans, objectives, assumptions, intentions or statements about future events or performance. These statements are only predictions and actual events or results may differ materially. Although Petrus believes that the expectations reflected in the forward-looking statements are reasonable, it cannot guarantee future results, levels of activity, performance or achievement since such expectations are inherently subject to significant business, economic, competitive, political and social uncertainties and contingencies. Many factors could cause Petrus’ actual results to differ materially from those expressed or implied in any forward-looking statements made by, or on behalf of, Petrus. In particular, forward-looking statements included in this release include, but are not limited to statements with respect to: that in 2025, Petrus will continue to execute its strategy of disciplined capital investment, focusing on projects that sustain production, increase liquids weighting, enhance capital efficiency, and drive free funds flow; that the Company is well-positioned to carry out its 2025 capital program and achieve guidance targets; that Petrus will closely monitor market conditions and is prepared to adjust its capital program as needed, guided by its commitment to delivering sustainable returns to shareholders; the estimated future development costs to bring our undeveloped reserves on production; that we have a unique ability to be dynamic and respond quickly to constantly evolving market conditions; that Petrus will continue paying an industry leading, high-yielding dividend to our shareholders while investing remaining cash flow in high return wells and strategic infrastructure projects; that during periods of low prices, we will maintain production and cash flow and ensure the Company is positioned to quickly pivot to a growth strategy when pricing is more constructive; that our strengths will continue to serve the Company and our shareholders well as we navigate the constant changes and challenges inherent in this business; that the Company utilizes financial derivative contracts and physical commodity contracts to mitigate commodity price risk and provide stability and sustainability to the Company’s economic returns, funds flow, dividend payments and capital development plans; that the Company’s risk management contracts provide protection from significant changes in crude oil and natural gas commodity prices out to 2026; that the Company endeavors to hedge approximately half of its forecasted production for up to 12 months forward, and approximately 25% of its forecasted production for 12 to 24 months forward; that the Company’s hedging strategy is intended to provide stability and sustainability to the Company’s economic returns, funds flow, dividend payments and capital development plans; that the Company does not intend to settle its DSUs for cash; and that the Company expects the working capital deficiency to diminish over the next 12 months as the RLF is paid down by cash flow from operations. In addition, statements relating to “reserves” are deemed to be forward-looking statements, as they involve the implied assessment, based on certain estimates and assumptions, that the reserves described can be profitably produced in the future.

    These forward-looking statements are subject to numerous risks and uncertainties, most of which are beyond the Company’s control, including: the risk that (i) negotiations between the U.S. and Canadian governments are not successful and one or both of such governments implements announced tariffs, increases the rate or scope of announced tariffs, or imposes new tariffs on the import of goods from one country to the other, including on oil and natural gas, (ii) the U.S. and/or Canada imposes any other form of tax, restriction or prohibition on the import or export of products from one country to the other, including on oil and natural gas, and (iii) the tariffs imposed by the U.S., Canada, China and other countries and responses thereto could have a material adverse effect on the Canadian, U.S. and global economies, and by extension the Canadian oil and natural gas industry and the Company; the impact of general economic conditions; volatility in market prices for crude oil, NGL and natural gas; industry conditions; currency fluctuation; changes in interest rates and inflation rates; imprecision of reserve estimates; liabilities inherent in crude oil and natural gas operations; environmental risks; incorrect assessments of the value of acquisitions and exploration and development programs; competition; the lack of availability of qualified personnel or management; changes in income tax laws or changes in tax laws and incentive programs relating to the oil and gas industry; hazards such as fire, explosion, blowouts, cratering, and spills, each of which could result in substantial damage to wells, production facilities, other property and the environment or in personal injury and/or increase our costs, decrease our production, or otherwise impede our ability to operate our business; extreme weather events, such as wild fires, floods, drought and extreme cold or warm temperatures, each of which could result in substantial damage to our assets and/or increase our costs, decrease our production, or otherwise impede our ability to operate our business; stock market volatility; ability to access sufficient capital from internal and external sources; that the amount of dividends that we pay may be reduced or suspended entirely; that we reduce or suspend the repurchase of shares under our NCIB; and the other risks and uncertainties described in our AIF. With respect to forward-looking statements contained in this release, Petrus has made assumptions regarding: that the tariffs that have been publicly announced by the U.S. and Canadian governments (but which are not yet in effect) do not come into effect, but that if such tariffs do come into effect, the potential impact of such tariffs, and that other than the tariffs that have been announced, neither the U.S. nor Canada (i) increases the rate or scope of such tariffs, or imposes new tariffs, on the import of goods from one country to the other, including on oil and natural gas, and/or (ii) imposes any other form of tax, restriction or prohibition on the import or export of products from one country to the other, including on oil and natural gas; the amount of dividends that we will pay; the number of shares that we will repurchase under our NCIB; future commodity prices and royalty regimes; availability of skilled labour; timing and amount of capital expenditures; future exchange rates; the impact of increasing competition; conditions in general economic and financial markets; availability of drilling and related equipment and services; effects of regulation by governmental agencies; the effects of inflation on our costs and profitability; future interest rates; and future operating costs. Management has included the above summary of assumptions and risks related to forward-looking information provided in this release in order to provide investors with a more complete perspective on Petrus’ future operations and such information may not be appropriate for other purposes. Petrus’ actual results, performance or achievement could differ materially from those expressed in, or implied by, these forward-looking statements and, accordingly, no assurance can be given that any of the events anticipated by the forward-looking statements will transpire or occur, or if any of them do so, what benefits that the Company will derive therefrom. Readers are cautioned that the foregoing lists of factors are not exhaustive.

    This release contains future-oriented financial information and financial outlook information (collectively, “FOFI”) about Petrus’ prospective results of operations including, without limitation, the percentage of our forecast production for the 2025 that is hedged, which are subject to the same assumptions, risk factors, limitations, and qualifications as set forth above. Readers are cautioned that the assumptions used in the preparation of such information, although considered reasonable at the time of preparation, may prove to be imprecise and, as such, undue reliance should not be placed on FOFI. Petrus’ actual results, performance or achievement could differ materially from those expressed in, or implied by, these FOFI, or if any of them do so, what benefits Petrus will derive therefrom. Petrus has included the FOFI in order to provide readers with a more complete perspective on Petrus’ future operations and such information may not be appropriate for other purposes.

    These forward-looking statements and FOFI are made as of the date of this release and the Company disclaims any intent or obligation to update any forward-looking statements and FOFI, whether as a result of new information, future events or results or otherwise, other than as required by applicable securities laws.

    BOE Presentation

    The oil and natural gas industry commonly expresses production volumes and reserves on a barrel of oil equivalent (“boe”) basis whereby natural gas volumes are converted at the ratio of six thousand cubic feet to one barrel of oil. The intention is to sum oil and natural gas measurement units into one basis for improved measurement of results and comparisons with other industry participants. Petrus uses the 6:1 boe measure which is the approximate energy equivalence of the two commodities at the burner tip. Boe’s do not represent an economic value equivalence at the wellhead and therefore may be a misleading measure if used in isolation.

    Production & Product Type Information

    References to crude oil (or oil), natural gas liquids (“NGLs”), natural gas and average daily production in this document refer to the light and medium crude oil, conventional natural gas, and NGLs product types, as applicable, as defined in National Instrument 51-101 (“NI 51-101”), except as noted below.

    NI 51-101 includes condensate within the NGLs product type. The Company has disclosed condensate as combined with crude oil and separately from other NGLs since the price of condensate as compared to other NGLs is currently significantly higher and the Company believes that this crude oil and condensate presentation provides a more accurate description of its operations and results therefrom. Crude oil therefore refers to light oil, medium oil, and condensate. NGLs refers to ethane, propane, butane and pentane combined. Natural gas refers to conventional natural gas.

    Abbreviations
    $000’s   thousand dollars
    $/bbl   dollars per barrel
    $/boe   dollars per barrel of oil equivalent
    $/GJ   dollars per gigajoule
    $/mcf   dollars per thousand cubic feet
    bbl   barrel
    mbbl   thousand barrels
    bbl/d   barrels per day
    boe   barrel of oil equivalent
    mboe   thousand barrel of oil equivalent
    mmboe   million barrel of oil equivalent
    boe/d   barrel of oil equivalent per day
    GJ   gigajoule
    GJ/d   gigajoules per day
    mcf   thousand cubic feet
    mcf/d   thousand cubic feet per day
    mmcf/d   million cubic feet per day
    NGLs   natural gas liquids
    WTI   West Texas Intermediate

    The MIL Network

  • MIL-OSI: Element Nominates Paolo Ferrari and Tracey McVicar for Election to the Board of Directors

    Source: GlobeNewswire (MIL-OSI)

    TORONTO, March 25, 2025 (GLOBE NEWSWIRE) — Element Fleet Management Corp. (TSX:EFN) (“Element” or the “Company”), the largest publicly traded, pure-play automotive fleet manager in the world, today announced that Paolo Ferrari and Tracey McVicar have been nominated to stand for election to the Company’s Board of Directors at its Annual General Meeting of Shareholders on May 2, 2025. They are being nominated to replace Andrew Clarke and Arielle-Meloul Wechsler who have decided not to stand for re-election.

    Mr. Ferrari is a seasoned global executive, most recently holding the roles of Chief Executive Officer of Bridgestone Americas, Chief Executive Officer of Bridgestone West, and Joint Global Chief Operations Officer of Bridgestone Corporation. He is also the former Chief Executive Officer of Pirelli North America and Latin America, and held prior executive roles in telecommunications, technology, and investment banking.

    Ms. McVicar is a Partner at CAI Capital Partners, a private equity firm she joined in 2003. She previously held senior positions in investment banking at Raymond James Ltd. and RBC Capital Markets. Ms. McVicar is also a past director of Teck Resources Ltd. where she served as Chair of the Audit Committee and a past director of BC Hydro Corporation where she chaired the Audit and Finance Committee.

    “We are pleased to nominate Paolo Ferrari and Tracey McVicar to our Board,” said Element Board Chair Kathleen Taylor. “Paolo and Tracey bring integral skills, perspectives, and experience, and we are confident they will be tremendous assets to the Company. We would also like to thank our outgoing Board members, Andrew Clarke and Arielle Meloul-Wechsler, for their valuable support and contributions to Element.”

    Further details about Element’s nominated directors can be found in our management information circular, which is available at http://www.sedarplus.ca.

    Delivering Value Through Our Global Growth Strategy

    Continuing to demonstrate how Element is driving growth and delivering value to our clients, shareholders, and team members, the Company also announced the release of its inaugural annual report. The report provides stakeholders with a clear and comprehensive overview of the Company’s strategy, vision, operations, and financial performance for 2024. It also highlights key trends shaping the fleet and mobility industry, and how the strategic investments Element made in 2024 will drive the Company’s continued industry leadership across fleet and mobility, setting a strong foundation for future success. More details are available in Element’s 2024 Annual Report.

    About Element Fleet Management

    Element Fleet Management (TSX: EFN) is the largest publicly traded pure-play automotive fleet manager in the world. As a Purpose-driven company, we provide a full range of sustainable and intelligent mobility solutions to optimize and enhance fleet performance for our clients across North America, Australia and New Zealand. Our services address every aspect of our clients’ fleet requirements, from vehicle acquisition, maintenance, route optimization, risk management, and remarketing, to advising on decarbonization efforts, integration of electric vehicles and managing the complexity of gradual fleet electrification. Clients benefit from Element’s expertise as one of the largest fleet solutions providers in its markets, offering economies of scale and insight used to reduce operating costs and enhance efficiency and performance. At Element, we maximize our clients’ fleet so they can focus on growing their business.

    This press release includes forward-looking statements regarding Element and its business. Such statements are based on the current expectations and views of future events of Element’s management. In some cases the forward-looking statements can be identified by words or phrases such as “may”, “will”, “expect”, “plan”, “anticipate”, “intend”, “potential”, “estimate”, “believe” or the negative of these terms, or other similar expressions intended to identify forward-looking statements, including, among others, statements regarding Element’s expectations for financial performance. No forward-looking statement can be guaranteed. Forward-looking statements and information by their nature are based on assumptions and involve known and unknown risks, uncertainties and other factors which may cause Element’s actual results, performance or achievements, or industry results, to be materially different from any future results, performance or achievements expressed or implied by such forward-looking statement or information. Accordingly, readers should not place undue reliance on any forward-looking statements or information. Such risks and uncertainties include those regarding the fleet management and finance industries, economic factors and many other factors beyond the control of Element. A discussion of the material risks and assumptions associated with this outlook can be found in Element’s annual MD&A, and Annual Information Form for the year ended December 31, 2024, each of which has been filed on SEDAR and can be accessed at www.sedarplus.ca. Except as required by applicable securities laws, forward-looking statements speak only as of the date on which they are made and Element undertakes no obligation to publicly update or revise any forward-looking statement, whether as a result of new information, future events, or otherwise.

    The MIL Network

  • MIL-OSI: Saturn Oil & Gas Inc. Announces Participation in Virtual Investor Conference on March 27th

    Source: GlobeNewswire (MIL-OSI)

    CALGARY, Alberta, March 25, 2025 (GLOBE NEWSWIRE) — Saturn Oil & Gas Inc. (TSX: SOIL) (OTCQX: OILSF) (“Saturn” or the “Company”), a light oil-weighted producer focused on unlocking value through the development of assets in Saskatchewan and Alberta, today announces that on March 27th, 2025, the Company will be participating in a live, online oil and gas investor conference hosted by VirtualInvestorConferences.com. Saturn invites individual and institutional investors, analysts and advisors to attend, with access details outlined below.

    PRESENTATION DETAILS

    The conference will include a presentation from members of Saturn’s leadership team, followed by a live, interactive Q&A with participants. If attendees are not able to join the event live on the day of the conference, an archived webcast will also be made available subsequent to the event, with the replay link posted on Saturn’s website. Requests for 1×1 meetings with the Company can be made through the conference portal.

    • Date: Thursday, March 27, 2025
    • Time: 10:30 am MT (12:30 pm ET)
    • Event Link: Register Here

    It is recommended that online investors pre-register and run the online system check to expedite participation and receive event updates. More information about the event is available at this link.

    ABOUT SATURN OIL & GAS INC.

    Saturn is a returns-driven Canadian energy company focused on the efficient and innovative development of high-quality, light oil weighted assets, supported by an acquisition strategy targeting accretive and complementary opportunities. The Company’s portfolio of free-cash flowing, low-decline operated assets in Saskatchewan and Alberta provide a deep inventory of long-term economic drilling opportunities across multiple zones. With an unwavering commitment to building an entrepreneurial and ESG-focused culture, Saturn’s goal is to increase per share reserves, production and cash flow at an attractive return on invested capital. The Company’s shares are listed for trading on the TSX under ticker ‘SOIL’, and on the OTCQX under the ticker ‘OILSF’. Further information and our corporate presentation are available on Saturn’s website at www.saturnoil.com.

    INVESTOR & MEDIA CONTACTS

    John Jeffrey, MBA – Chief Executive Officer
    Tel: +1 (587) 392-7900
    www.saturnoil.com

    Cindy Gray, MBA – VP Investor Relations
    Tel: +1 (587) 392-7900
    info@saturnoil.com

    ABOUT VIRTUAL INVESTOR CONFERENCES®

    Virtual Investor Conferences (VIC) is the leading proprietary investor conference series that provides an interactive forum for publicly traded companies to seamlessly present directly to investors. Providing a real-time investor engagement solution, VIC is specifically designed to offer companies more efficient investor access. Replicating the components of an on-site investor conference, VIC offers companies enhanced capabilities to connect with investors, schedule targeted one-on-one meetings and enhance their presentations with dynamic video content. Accelerating the next level of investor engagement, Virtual Investor Conferences delivers leading investor communications to a global network of retail and institutional investors.

    VIRTUAL INVESTOR CONFERENCES CONTACT DETAILS

    John M. Viglotti
    SVP Corporate Services, Investor Access
    OTC Markets Group
    (212) 220-2221
    johnv@otcmarkets.com

    The MIL Network

  • MIL-OSI: RAA and Duck Creek Technologies announce new SaaS core insurance delivery technology partnership

    Source: GlobeNewswire (MIL-OSI)

    SYDNEY, March 25, 2025 (GLOBE NEWSWIRE) — Duck Creek Technologies, the global provider defining the future of property and casualty (P&C) and general insurance, has announced a new SaaS core insurance delivery technology partnership with South Australia’s largest personal lines insurer, RAA.

    Duck Creek’s solutions, including Policy, Rating, Billing, Claims and Clarity (data and insights), served via their OnDemand cloud-delivery platform, will replace RAA’s incumbent on-premises legacy technology for their personal motor and home insurance products.

    Duck Creek’s platform, featuring open and flexible architecture, line-of-business kits, local layers, and simple integrations will help RAA improve speed to market for new products, and provide an increasingly modern and seamless digital user experience for their 825,000+ members.

    James Galdes, Chief Technology Officer at RAA said, “We’re excited to welcome Duck Creek as our core insurance technology partner for our personal and motor insurance products. As South Australia’s largest personal lines insurer, our members’ needs and expectations are continually evolving, and we require a more flexible, nimble and sustainable insurance delivery platform. We’ve found this with Duck Creek Technologies. Their future-proof SaaS core insurance delivery technology will help us unlock efficiencies and uplift our staff and members’ experiences now, and into the future.”

    In addition to allowing RAA to deliver its members more innovative products, and more value, RAA will also receive significant operational benefits and increased efficiencies from the new solutions.

    “Duck Creek’s cloud-native SaaS will help reduce our data center footprint whilst improving scalability and availability. It will simplify regulatory compliance thanks to the platform’s security that’s been built for the Australian context. The fortnightly silent updates through active delivery will eliminate disruptive upgrades and costly downtime. This means we can focus more on delivering coverage, confidence, value and greater member experiences, and focus less on technology,” according to Mr. Galdes.

    Christian Erickson, Managing Director APAC, Duck Creek Technologies said the new partnership represents a significant milestone for Duck Creek Technologies.

    “As a member-based organisation, RAA required more than just protection for policyholders. They pride themselves on delivering value to members. RAA has a big vision and high expectations and will be pushing the boundaries of innovation and possibilities. We’re looking forward to the challenge of supporting and enabling this,” said Erickson.

    RAA’s decision came following a thorough evaluation process. “We leveraged our strategic partners in Gartner and Deloitte to lead a comprehensive market evaluation process. Duck Creek’s evergreen architecture, strong partnership ethos, local product support, and pre-built marketplace connectors were recognised as distinct advantages,” according to Mr. Galdes.

    This announcement follows recent news of a new strategic partnership between RAA and Allianz Australia. Under the 20-year partnership, RAA will be responsible for the marketing and distribution of insurance products, while Allianz will be responsible for product, pricing, claims and underwriting.

    About Duck Creek Technologies 

    Duck Creek Technologies is the global intelligent solutions provider defining the future of the property and casualty (P&C) and general insurance industry. We are the platform upon which modern insurance systems are built, enabling the industry to capitalize on the power of the cloud to run agile, intelligent, and evergreen operations. Authenticity, purpose, and transparency are core to Duck Creek, and we believe insurance should be there for individuals and businesses when, where, and how they need it most. Our market-leading solutions are available on a standalone basis or as a full suite, and all are available via Duck Creek OnDemand. Visit www.duckcreek.com to learn more. Follow Duck Creek on our social channels for the latest information – LinkedIn and X

    Media Contacts: 
    Chris Hamilton 
    chris.hamilton@duckcreek.com

    The MIL Network

  • MIL-OSI USA News: Fact Sheet: President Donald J. Trump Modernizes Payments to and from America’s Bank Account

    Source: The White House

    PHASING OUT PAPER CHECKS: Today, President Donald J. Trump signed an Executive Order to modernize how the government handles money, switching from old-fashioned paper-based payments to fast, secure electronic payments.

    • The Order mandates that, effective September 30, 2025, the Federal government will cease issuing paper checks for all disbursements, including intragovernmental payments, benefits, vendor payments, and tax refunds.
    • All executive departments and agencies must transition to modern, electronic funds transfer (EFT) methods like direct deposit, debit/credit card payments, digital wallets, and real-time transfers.
    • Payments made to the Federal government, such as fees, fines, loans, and taxes, must also be processed electronically where permissible under existing law.
    • Treasury will phase out physical lockbox services and expedite electronic collection of Federal receipts.
    • A comprehensive public awareness campaign will be launched to inform Federal payment recipients of the shift to electronic options and offer guidance on setting up digital payments.
    • Exceptions will be made for people without banking or electronic payment access, certain emergency payments, certain law enforcement activities, and other special cases qualifying for an exception under the Order or other existing law.
    • This Executive Order does not establish a Central Bank Digital Currency (CBDC).

    DEFENDING AGAINST FINANCIAL FRAUD AND IMPROPER PAYMENTS: President Trump is cracking down on waste, fraud, and abuse in government by modernizing outdated paper-based payment systems that impose unnecessary costs, delays, and security risks.

    • Paper-based payments, such as checks and money orders, impose unnecessary costs, delays, and risks of fraud, lost payments, theft, and inefficiencies.
    • Mail theft complaints have increased substantially since 2020.
    • Historically, Treasury checks are 16 times more likely to be reported lost or stolen, returned undeliverable, or altered than an electronic funds transfer.
    • Maintaining the physical infrastructure and specialized technology for digitizing paper records cost the American taxpayer over $657 million in fiscal year 2024 alone.
    • Check fraud is becoming more common, with banks issuing about 680,000 reports of check fraud in 2022 – nearly double the number from 2021.
    • Digital payments are more efficient, less costly, and less vulnerable to fraud.

    MODERNIZING THE FEDERAL GOVERNMENT: President Trump is making government work better for the American people.

    President Trump has long championed the need for replacing outdated technology, saying “government needs to catch up with the technology revolution.”

    MIL OSI USA News

  • MIL-OSI USA News: Fact Sheet: President Donald J. Trump Protects the Integrity of American Elections

    Source: The White House

    RESTORING TRUST IN AMERICAN ELECTIONS: Today, President Donald J. Trump signed an Executive Order to protect the integrity of American elections.

    • This Order strengthens voter citizenship verification and bans foreign nationals from interfering in U.S. elections.
      • The Election Assistance Commission will require documentary, government-issued proof of U.S. citizenship on its voter registration forms.
      • Agencies like the Department of Homeland Security (DHS), Social Security Administration and Department of State must provide states with access to Federal databases to verify eligibility and citizenship of individuals registering to vote.
      • The Attorney General will prioritize prosecuting non-citizen voting and related crimes, including through use of DHS records and coordination with state attorneys general.
    • Federal election-related funds will be conditioned on states complying with the integrity measures set forth by Federal law, including the requirement that states use the national mail voter registration form that will now require proof of citizenship.
    • The Order improves the integrity of elections by directing the updating of the Voluntary Voting System Guidelines 2.0 and security standards for voting equipment and prioritizing federal grant funds accordingly.
      • This includes requiring a voter-verifiable paper ballot record and not using ballots in which the counted vote is contained within a barcode or QR code.
    • It directs the Attorney General to enter into information-sharing agreements with state election officials to identify cases of election fraud or other election law violations.
      • Non-compliant states may face prioritized Federal enforcement of election integrity laws and loss of funding given their unwillingness to police fraud.
    • The Attorney General and Secretary of Homeland Security shall prevent non-citizens from any involvement in administering elections.
    • The Attorney General will fully enforce the voter-list maintenance requirements of the National Voter Registration Act and the Help America Vote Act.
    • Given clear Federal law setting a single Election Day deadline, the Attorney General shall take appropriate action against states that count ballots received after Election Day in Federal elections. Federal election funding will be conditioned on compliance.
    • The Attorney General will prioritize enforcement of laws prohibiting foreign nationals from contributing to or donating in U.S. elections.
    • All agencies must report on compliance with undoing Biden Executive Order 14019, which turned Federal agencies into Democratic voter turnout centers.

    SAFEGUARDING THE VOTE: President Trump recognizes that free, fair, and honest elections—unmarred by fraud, errors, or suspicion—are essential to our Constitutional Republic.

    • The United States lags behind other nations in enforcing basic and necessary election protections.
      • India and Brazil tie voter identification to a biometric database, while the United States largely relies on self-attestation for citizenship.
      • Germany and Canada require paper ballots when tabulating votes, while the United States has a patchwork of methods that often lack basic chain-of-custody protections.
      • Denmark and Sweden sensibly limit mail-in voting to those unable to vote in person—and late arrivals do not count—while American elections now feature mass voting by mail, even after Election Day.
    • Without proper enforcement of Federal laws, illegal voting, discrimination, fraud, and other forms of malfeasance and error dilute the votes of lawful American citizens.
    • Federal law establishes a uniform Election Day across the nation for Federal elections, but numerous states fail to comply with those laws by counting ballots received after Election Day.
    • The Biden Administration blocked states from removing aliens from voter rolls, while foreign nationals and non-governmental organizations (NGOs) exploited loopholes to pour millions into influencing U.S. elections.

    MAKING ELECTIONS SECURE AGAIN: Voters deserve elections they can trust, and that confidence is being restored thanks to President Trump. 

    • President Trump is following through on his promise to secure our elections.
      • President Trump: “We’re going to fix our elections so that our elections are going to be honorable and honest and people leave and they know their vote is counted. We are going to have free and fair elections. And ideally, we go to paper ballots, same-day voting, proof of citizenship, very big, and voter ID, very simple.”
      • President Trump: “We will secure our elections, and they will be secure once and for all.”
    • Unlike the Biden Administration, which prioritized political agendas over fair elections, President Trump is putting the American people back in charge.

    MIL OSI USA News