Category: Asia Pacific

MIL-OSI Asia-Pac: MOEA Showcases 18 Cutting-Edge Innovations to Accelerate Taiwan’s AI Smart Vehicle Industry at E-Mobility Taiwan

Source: Republic of China Taiwan

The Ministry of Economic Affairs (MOEA) unveiled 18 breakthrough R&D achievements today at the “TARC Pavilion” during 2025 E-Mobility Taiwan Exhibition. In collaboration with 28 industry partners, the showcased technologies spotlight Taiwan’s advancements in AI integration and electrification for smart mobility. The initiative emphasizes not only research excellence but also real-world industrial applications-demonstrating Taiwan’s growing influence in the global smart vehicle ecosystem.

With AI technology rapidly reshaping mobility, this year’s TARC Pavilion focuses on autonomous driving innovations. A highlight of the showcase is the “Level 3 AI self-driving and cybersecurity Integration” developed by the Automotive Research & Testing Center (ARTC), which brings together the expertise of local leaders including Elan, oToBrite, ASUS, DFI, Arcadyan, Chimei Automotive, and Rotatech. This system combines AI-enabled smart driving, intelligent cockpit monitoring, and cybersecurity, and has powered the world’s first Level 3 autonomous electric bus certified under UN R157 regulation-marking a significant step toward safer, smarter mobility.

The integrated system enables advanced features such as self-navigation, lane changing, and obstacle avoidance. It also includes real-time driver monitoring using facial and posture recognition. If a driver becomes unresponsive, the vehicle safely pulls over and alerts backend operators. With OTA (over-the-air) update capabilities and robust cybersecurity, the system is positioned to lead Taiwan’s smart vehicle supply chain onto the international stage.

Another highlight is the Industrial Technology Research Institute’s (ITRI) “Smart Charging Management and Dispatch System,”which has revolutionized electric bus charging methods. Representing a global first in applying fleet charging and dispatch to smart city energy management, this AI-powered solution optimizes power usage and spatial efficiency at depots, as successfully demonstrated in collaboration with Chung Hsing Bus Company and applied at Taipei’s Beitou Shilin Technology Park Depot, Taiwan’s largest electric bus operation center. It enables flexible charging schedules based on each vehicle’s battery level, route, and timetable-significantly reducing electricity contract demand, saving approximately 30% in manpower and operating costs, and extending battery lifespan. The system also features AI-based remote monitoring to prevent risks like overheating or short circuits, thereby boosting overall fleet efficiency.

Both technologies received 2025 Edison Awards, a testament to Taiwan’s innovation prowess in the global smart mobility arena.

In addition, CMC (China Motor Corporation) presented the ET35, Taiwan’s first mass-produced 3.5-ton intelligent electric commercial vehicle. Designed and manufactured entirely with components sourced from local suppliers-with a localization rate of over 90%-the ET35 features domestically developed ADAS Level 2, vehicle-to-everything (V2X) communication, and cloud-based data integration. This all-in-one solution supports enterprise-level decarbonization and smart logistics, and is slated for mass production in Q3 2025.

The TARC Pavilion will run through April 26 on the 4th floor of Hall 1, Taipei Nangang Exhibition Center. Visitors from industry, government, and academia are welcome to explore the forefront of Taiwan’s smart mobility innovation at E-Mobility Taiwan.

MIL OSI Asia Pacific News –

April 24, 2025

MIL-OSI: TransUnion Announces First Quarter 2025 Results

Source: GlobeNewswire (MIL-OSI)

Exceeded first quarter 2025 financial guidance across all key financial metrics
Delivered 8 percent organic constant currency revenue growth (7 percent reported) led by U.S. Financial Services, Emerging Verticals and International
De-levered to 2.9x Leverage Ratio at quarter-end and repurchased $10 million shares through mid-April
Maintaining organic constant currency revenue growth guidance of 4.5 to 6 percent (4 to 5.5 percent reported revenue growth)

CHICAGO, April 24, 2025 (GLOBE NEWSWIRE) — TransUnion (NYSE: TRU) (the “Company”) today announced financial results for the quarter ended March 31, 2025.

First Quarter 2025 Results

Revenue:

Total revenue for the quarter was $1,096 million, an increase of 7 percent (8 percent on a constant currency basis), compared with the first quarter of 2024.

Earnings:

Net income attributable to TransUnion was $148 million for the quarter, compared with $65 million for the first quarter of 2024 primarily due to a $56 million reduction of a previously established accrual for a lawsuit that was dismissed in the first quarter of 2025. Diluted earnings per share was $0.75, compared with $0.33 in the first quarter of 2024. Net income attributable to TransUnion margin was 13.5 percent, compared with 6 percent in the first quarter of 2024.
Adjusted Net Income was $208 million for the quarter, compared with $179 million for the first quarter of 2024. Adjusted Diluted Earnings per Share was $1.05, compared with $0.92 in the first quarter of 2024.
Adjusted EBITDA was $397 million for the quarter, compared with $358 million for the first quarter of 2024, an increase of 11 percent (12 percent on a constant currency basis). Adjusted EBITDA margin was 36.2 percent, compared with 35.1 percent in the first quarter of 2024.

“In the first quarter, TransUnion delivered strong results that again exceeded financial guidance,” said Chris Cartwright, President and CEO. “U.S. Markets revenue grew 9 percent against subdued market conditions, led by strong mortgage and accelerating non-mortgage Financial Services and Emerging Verticals growth. International grew 6 percent on a constant currency basis, with high-single digit growth across most markets and India up low-single digits as anticipated.”

“We are maintaining our 2025 organic constant currency revenue guidance of 4.5 to 6 percent, balancing strong outperformance in the first quarter against increasing market risks. We are actively monitoring conditions but to-date have not experienced softening volumes in our business.”

“We believe we are well-positioned to navigate potential economic softening. We have a proven track record of delivering revenue growth through economic cycles, supported by a diversified and high-growth portfolio across solutions, verticals and geographies. Should conditions deteriorate, we are prepared to prudently manage costs while prioritizing the completion of our business transformation to deliver structural cost savings and accelerate innovation.”

First Quarter 2025 Segment Results

Segment revenue and Adjusted EBITDA for the first quarter of 2025 and the related growth rates compared with the first quarter of 2024 were as follows:

(in millions)	First Quarter 2025		Reported Growth Rate		Constant Currency Growth Rate
U.S. Markets:
Financial Services	$	404	15	%	15	%
Emerging Verticals		315	6	%	6	%
Consumer Interactive		138	(1	)%	(1	)%
Total U.S. Markets Revenue	$	857	9	%	9	%

U.S. Markets Adjusted EBITDA	$	320	12	%	12	%

International:
Canada	$	38	—	%	7	%
Latin America		33	—	%	7	%
United Kingdom		59	9	%	9	%
Africa		17	12	%	10	%
India		69	(3	)%	1	%
Asia Pacific		27	7	%	8	%
Total International Revenue	$	242	2	%	6	%

International Adjusted EBITDA	$	110	3	%	7	%

Liquidity and Capital Resources

Cash and cash equivalents was $610 million at March 31, 2025 and $679 million at December 31, 2024.

For the three months ended March 31, 2025, cash provided by operating activities was $53 million, compared with $54 million in 2024. The decrease in cash provided by operating activities was primarily due to the timing of accounts receivable collections and higher bonus payouts in 2025 compared with 2024, mostly offset by improved operating performance and lower interest expense. For the three months ended March 31, 2025, cash used in investing activities was $87 million, compared with $62 million in 2024. The increase in cash used in investing activities was primarily due to a current year investment in a note receivable and an increase in capital expenditures. For the three months ended March 31, 2025, capital expenditures were $68 million, compared with $62 million in 2024. Capital expenditures as a percent of revenue represented 6% for each of the three months ended March 31, 2025 and 2024. For the three months ended March 31, 2025, cash used in financing activities was $41 million, compared with $31 million in 2024. Cash used in financing activities was higher primarily due to stock buybacks in 2025.

Second Quarter and Full Year 2025 Outlook

Our guidance is based on a number of assumptions that are subject to change, many of which are outside of the control of the Company, including general macroeconomic conditions, interest rates and inflation. There are numerous evolving factors that we may not be able to accurately predict. There can be no assurance that the Company will achieve the results expressed by this guidance.

	Three Months Ended June 30, 2025						Twelve Months Ended December 31, 2025
(in millions, except per share data)	Low			High			Low			High
Revenue, as reported	$	1,076		$	1,095		$	4,358		$	4,417
Revenue growth¹:
As reported		3	%		5	%		4	%		5.5	%
Constant currency^{1, 2}		4	%		6	%		5	%		6	%
Organic constant currency^{1, 3}		3	%		5	%		4.5	%		6	%

Net income attributable to TransUnion	$	69		$	77		$	383		$	411
Net income attributable to TransUnion growth	(18		)%	(9		)%		35	%		44	%
Net income attributable to TransUnion margin		6.5	%		7.1	%		8.8	%		9.3	%

Diluted Earnings per Share	$	0.35		$	0.39		$	1.92		$	2.06
Diluted Earnings per Share growth	(20		)%	(10		)%		33	%		43	%

Adjusted EBITDA, as reported⁵	$	375		$	386		$	1,549		$	1,590
Adjusted EBITDA growth, as reported⁴		—	%		3	%		3	%		6	%
Adjusted EBITDA margin		34.8	%		35.3	%		35.6	%		36.0	%

Adjusted Diluted Earnings per Share⁵	$	0.95		$	0.99		$	3.93		$	4.08
Adjusted Diluted Earnings per Share growth	(4		)%		—	%		—	%		4	%

Additional revenue growth assumptions:

The impact of changing exchange rates is expected to be approximately 1 point of headwind for Q2 2025 and approximately 1 point of headwind for FY 2025.
The impact of the recent acquisition is expected to have approximately 1 point of benefit for Q2 2025 and less than 1 point of benefit for FY 2025.
The impact of mortgage is expected to be approximately 2 points of benefit for Q2 2025 and 2 points of benefit for FY 2025.
Constant currency growth rates assume foreign currency exchange rates are consistent between years. This allows financial results to be evaluated without the impact of fluctuations in foreign currency exchange rates.
Organic constant currency growth rates are constant currency growth excluding inorganic growth. Inorganic growth represents growth attributable to the first twelve months of activity for recent business acquisitions.

Additional Adjusted EBITDA assumptions:

The impact of changing foreign currency exchange rates is expected to have approximately 1 point of headwind for Q2 2025 and approximately 1 point of headwind for FY 2025.
For a reconciliation of the above non-GAAP financial measures to the most directly comparable GAAP financial measures, refer to Schedule 7 of this Earnings Release.

Earnings Webcast Details

In conjunction with this release, TransUnion will host a conference call and webcast today at 8:30 a.m. Central Time to discuss the business results for the quarter and certain forward-looking information. This session and the accompanying presentation materials may be accessed at www.transunion.com/tru. A replay of the call will also be available at this website following the conclusion of the call.

About TransUnion (NYSE: TRU)

TransUnion is a global information and insights company with over 13,000 associates operating in more than 30 countries. We make trust possible by ensuring each person is reliably represented in the marketplace. We do this with a Tru™ picture of each person: an actionable view of consumers, stewarded with care. Through our acquisitions and technology investments we have developed innovative solutions that extend beyond our strong foundation in core credit into areas such as marketing, fraud, risk and advanced analytics. As a result, consumers and businesses can transact with confidence and achieve great things. We call this Information for Good^® — and it leads to economic opportunity, great experiences and personal empowerment for millions of people around the world.

http://www.transunion.com/business

Availability of Information on TransUnion’s Website

Investors and others should note that TransUnion routinely announces material information to investors and the marketplace using SEC filings, press releases, public conference calls, webcasts and the TransUnion Investor Relations website. While not all of the information that the Company posts to the TransUnion Investor Relations website is of a material nature, some information could be deemed to be material. Accordingly, the Company encourages investors, the media and others interested in TransUnion to review the information that it shares on www.transunion.com/tru.

Forward-Looking Statements

This earnings release contains forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995. These statements are based on the current beliefs and expectations of TransUnion’s management and are subject to significant risks and uncertainties. Actual results may differ materially from those described in the forward-looking statements. Any statements made in this earnings release that are not statements of historical fact, including statements about our beliefs and expectations, are forward-looking statements. Forward-looking statements include information concerning possible or assumed future results of operations, including our guidance and descriptions of our business plans and strategies. These statements often include words such as “anticipate,” “expect,” “guidance,” “suggest,” “plan,” “believe,” “intend,” “estimate,” “target,” “project,” “should,” “could,” “would,” “may,” “will,” “forecast,” “outlook,” “potential,” “continues,” “seeks,” “predicts,” or the negatives of these words and other similar expressions.

Factors that could cause actual results to differ materially from those described in the forward-looking statements, or that could materially affect our financial results or such forward-looking statements include:

macroeconomic effects and changes in market conditions, including the impact of tariffs, inflation, risk of recession, and industry trends and adverse developments in the debt, consumer credit and financial services markets, including the impact on the carrying value of our assets in all of the markets where we operate;
our ability to provide competitive services and prices;
our ability to retain or renew existing agreements with large or long-term customers;
our ability to maintain the security and integrity of our data;
our ability to deliver services timely without interruption;
our ability to maintain our access to data sources;
government regulation and changes in the regulatory environment;
litigation or regulatory proceedings;
our approach to the use of artificial intelligence;
our ability to effectively manage our costs;
our efforts to execute our transformation plan and achieve the anticipated benefits and savings;
our ability to maintain effective internal control over financial reporting or disclosure controls and procedures;
economic and political stability in the United States and risks associated with the international markets where we operate;
our ability to effectively develop and maintain strategic alliances and joint ventures;
our ability to timely develop new services and the market’s willingness to adopt our new services;
our ability to manage and expand our operations and keep up with rapidly changing technologies;
our ability to acquire businesses, successfully secure financing for our acquisitions, timely consummate our acquisitions, successfully integrate the operations of our acquisitions, control the costs of integrating our acquisitions and realize the intended benefits of such acquisitions;
our ability to protect and enforce our intellectual property, trade secrets and other forms of unpatented intellectual property;
our ability to defend our intellectual property from infringement claims by third parties;
the ability of our outside service providers and key vendors to fulfill their obligations to us;
further consolidation in our end-customer markets;
the increased availability of free or inexpensive consumer information;
losses against which we do not insure;
our ability to make timely payments of principal and interest on our indebtedness;
our ability to satisfy covenants in the agreements governing our indebtedness;
our ability to maintain our liquidity;
stock price volatility;
our dividend payments;
share repurchase plans;
dividend rate;
our reliance on key management personnel; and
changes in tax laws or adverse outcomes resulting from examination of our tax returns.

There may be other factors, many of which are beyond our control, that may cause our actual results to differ materially from the forward-looking statements, including factors disclosed in our Annual Report on Form 10-K for the year ended December 31, 2024, and any subsequent Quarterly Report on Form 10-Q or Current Report on Form 8-K filed with the Securities and Exchange Commission. You should evaluate all forward-looking statements made in this report in the context of these risks and uncertainties.

The forward-looking statements contained in this earnings release speak only as of the date of this earnings release. We undertake no obligation to publicly release the result of any revisions to these forward-looking statements to reflect the impact of events or circumstances that may arise after the date of this earnings release.


TRANSUNION AND SUBSIDIARIES Consolidated Balance Sheets (Unaudited) (in millions, except per share data)

	March 31, 2025			December 31, 2024
Assets
Current assets:
Cash and cash equivalents	$	609.9		$	679.5
Trade accounts receivable, net of allowance of $24.4 and $19.9		882.3			798.9
Other current assets		326.2			323.4
Total current assets		1,818.4			1,801.8
Property, plant and equipment, net of accumulated depreciation and amortization of $527.6 and $506.3		199.8			203.5
Goodwill		5,162.7			5,144.3
Other intangibles, net of accumulated amortization of $2,421.7 and $2,294.5		3,205.6			3,257.5
Other assets		562.6			577.7
Total assets	$	10,949.1		$	10,984.8
Liabilities and stockholders’ equity
Current liabilities:
Trade accounts payable	$	325.6		$	294.6
Current portion of long-term debt		70.6			70.6
Other current liabilities		492.3			694.4
Total current liabilities		888.5			1,059.6
Long-term debt		5,060.2			5,076.6
Deferred taxes		386.4			415.3
Other liabilities		121.5			114.5
Total liabilities		6,456.6			6,666.0
Stockholders’ equity:
Preferred stock, $0.01 par value; 100.0 million shares authorized; none issued or outstanding as of March 31, 2025 and December 31, 2024, respectively		—			—
Common stock, $0.01 par value; 1.0 billion shares authorized at March 31, 2025 and December 31, 2024, 201.7 million and 201.5 million shares issued at March 31, 2025 and December 31, 2024, respectively, and 195.1 million and 194.9 million shares outstanding as of March 31, 2025 and December 31, 2024, respectively		2.0			2.0
Additional paid-in capital		2,595.1			2,558.9
Treasury stock at cost; 6.7 million and 6.6 million shares at March 31, 2025 and December 31, 2024, respectively		(340.1	)		(334.6	)
Retained earnings		2,484.5			2,357.9
Accumulated other comprehensive loss		(355.7	)		(367.2	)
Total TransUnion stockholders’ equity		4,385.8			4,217.0
Noncontrolling interests		106.7			101.8
Total stockholders’ equity		4,492.5			4,318.8
Total liabilities and stockholders’ equity	$	10,949.1		$	10,984.8


TRANSUNION AND SUBSIDIARIES Consolidated Statements of Operations (Unaudited) (in millions, except per share data)

	Three Months Ended March 31,
		2025			2024
Revenue	$	1,095.7		$	1,021.2
Operating expenses
Cost of services (exclusive of depreciation and amortization below)		445.6			406.3
Selling, general and administrative		256.8			305.6
Depreciation and amortization		138.9			134.0
Restructuring		—			18.2
Total operating expenses		841.4			864.1
Operating income		254.4			157.2
Non-operating income and (expense)
Interest expense		(56.1	)		(68.7	)
Interest income		8.6			5.4
Earnings from equity method investments		4.3			4.7
Other income and (expense), net		(17.4	)		(15.7	)
Total non-operating income and (expense)		(60.6	)		(74.1	)
Income before income taxes		193.8			83.0
Provision for income taxes		(41.0	)		(13.0	)
Net income		152.7			70.0
Less: net income attributable to noncontrolling interests		(4.7	)		(4.9	)
Net income attributable to TransUnion	$	148.1		$	65.1

Basic earnings per common share from:
Net income attributable to TransUnion	$	0.76		$	0.34
Diluted earnings per common share from:
Net income attributable to TransUnion	$	0.75		$	0.33
Weighted-average shares outstanding:
Basic		195.1			194.1
Diluted		197.3			195.3

As a result of displaying amounts in millions, rounding differences may exist in the table above.


TRANSUNION AND SUBSIDIARIES Consolidated Statements of Cash Flows (Unaudited) (in millions)

	Three Months Ended March 31,
		2025			2024
Cash flows from operating activities:
Net income	$	152.7		$	70.0
Adjustments to reconcile net income to net cash provided by operating activities:
Depreciation and amortization		138.9			134.0
Loss on repayment of loans		—			0.7
Deferred taxes		(22.5	)		(27.1	)
Stock-based compensation		30.3			24.1
Other		15.2			(1.2	)
Changes in assets and liabilities:
Trade accounts receivable		(88.9	)		(60.7	)
Other current and long-term assets		3.8			43.7
Trade accounts payable		29.7			28.7
Other current and long-term liabilities		(206.7	)		(158.2	)
Cash provided by operating activities		52.5			54.0
Cash flows from investing activities:
Capital expenditures		(68.4	)		(62.4	)
Proceeds from sale/maturities of other investments		0.2			—
Investments in nonconsolidated affiliates and notes receivable		(20.0	)		(1.2	)
Other		1.6			1.2
Cash used in investing activities		(86.6	)		(62.4	)
Cash flows from financing activities:
Proceeds from term loans		—			264.1
Repayments of term loans		—			(257.1	)
Repayments of debt		(17.7	)		(14.6	)
Debt financing fees		—			(4.7	)
Dividends to shareholders		(22.6	)		(20.8	)
Proceeds from issuance of common stock		10.6			12.4
Employee taxes paid on restricted stock units recorded as treasury stock		(5.5	)		(10.6	)
Repurchase of common stock		(5.4	)		—
Cash used in financing activities		(40.6	)		(31.3	)
Effect of exchange rate changes on cash and cash equivalents		5.1			(2.9	)
Net change in cash and cash equivalents		(69.6	)		(42.6	)
Cash and cash equivalents, beginning of period		679.5			476.2
Cash and cash equivalents, end of period	$	609.9		$	433.6

As a result of displaying amounts in millions, rounding differences may exist in the table above.

TRANSUNION AND SUBSIDIARIES
Non-GAAP Financial Measures

We present Consolidated Adjusted EBITDA, Consolidated Adjusted EBITDA Margin, Adjusted Net Income, Adjusted Diluted Earnings per Share, Adjusted Provision for Income Taxes, Adjusted Effective Tax Rate and Leverage Ratio for all periods presented. These are important financial measures for the Company but are not financial measures as defined by GAAP. These financial measures should be reviewed in conjunction with the relevant GAAP financial measures and are not presented as alternative measures of GAAP. Other companies in our industry may define or calculate these measures differently than we do, limiting their usefulness as comparative measures. Because of these limitations, these non-GAAP financial measures should not be considered in isolation or as substitutes for performance measures calculated in accordance with GAAP, including operating income, operating margin, effective tax rate, net income attributable to the Company, diluted earnings per share or cash provided by operating activities. Reconciliations of these non-GAAP financial measures to their most directly comparable GAAP financial measures are presented in the tables below.

We present Consolidated Adjusted EBITDA, Consolidated Adjusted EBITDA Margin, Adjusted Net Income, Adjusted Diluted Earnings per Share, Adjusted Provision for Income Taxes and Adjusted Effective Tax Rate as supplemental measures of our operating performance because these measures eliminate the impact of certain items that we do not consider indicative of our cash operations and ongoing operating performance. These are measures frequently used by securities analysts, investors and other interested parties in their evaluation of the operating performance of companies similar to ours.

Our board of directors and executive management team use Adjusted EBITDA as an incentive compensation measure for most eligible employees and Adjusted Diluted Earnings per Share as an incentive compensation measure for certain of our senior executives.

Under the credit agreement governing our Senior Secured Credit Facility, our ability to engage in activities such as incurring additional indebtedness, making investments and paying dividends is tied to our Leverage Ratio which is partially based on Adjusted EBITDA. Investors also use our Leverage Ratio to assess our ability to service our debt and make other capital allocation decisions.

Consolidated Adjusted EBITDA

Management has excluded the following items from net income attributable to TransUnion in order to calculate Adjusted EBITDA for the periods presented:

Net interest expense is the sum of interest expense and interest income as reported on our Consolidated Statements of Operations.
Provision for income taxes, as reported on our Consolidated Statements of Operations.
Depreciation and amortization, as reported on our Consolidated Statements of Operations.
Stock-based compensation is used as an incentive to engage and retain our employees. It is predominantly a non-cash expense. We exclude stock-based compensation because it may not correlate to the underlying performance of our business operations during the period since it is measured at the grant date fair value and it is subject to variability as a result of performance conditions and timing of grants. These expenses are reported within cost of services and selling, general and administrative on our Consolidated Statements of Operations.
Operating model optimization program represents employee separation costs, facility lease exit costs and other business process optimization expenses incurred in connection with the transformation plan discussed further in “Results of Operations – Factors Affecting Our Results of Operations” in our Quarterly Report on Form 10-Q for the three months ended March 31, 2025. We exclude these expenses as we believe they are not directly correlated to the underlying performance of our business. Further, these costs will vary and may not be comparable during the transformation initiative as we progress toward an optimized operating model. These costs are reported primarily in restructuring and selling, general and administrative on our Consolidated Statements of Operations.
Accelerated technology investment includes Project Rise and the final phase of our technology investment announced in November 2023. Project Rise was announced in February 2020 and was originally expected to be completed in 2022. Following our acquisition of Neustar in December 2021, we recognized the opportunity to take advantage of Neustar’s capabilities to enhance and complement our cloud-based technology already under development as part of Project Rise. As a result, we extended Project Rise’s timeline to 2024 and increased the total estimated cost to approximately $240 million. In November 2023, we announced our plans to further leverage Neustar’s technology to standardize and streamline our product delivery platforms and to build a single global platform for fulfillment of our product lines. The additional investment is expected to be approximately $90 million during 2024 and 2025 and represents the final phase of the technology investment in our global technology infrastructure and core customer applications. We expect that the accelerated technology investment will fundamentally transform our technology infrastructure by implementing a global cloud-based approach to streamline product development, increase the efficiency of ongoing operations and maintenance and enable a continuous improvement approach to avoid the need for another major technology overhaul in the foreseeable future. The unique effort to build a secure, reliable and performant hybrid cloud infrastructure requires us to dedicate separate resources in order to develop the new cloud-based infrastructure in parallel with our current on-premise environment by maintaining our existing technology team to ensure no disruptions to our customers. The costs associated with the accelerated technology investment are incremental and redundant costs that will not recur after the program has been completed and are not representative of our underlying operating performance. Therefore, we believe that excluding these costs from our non-GAAP measures provides a better reflection of our ongoing cost structure. These costs are primarily reported in cost of services and therefore do not include amounts that are capitalized as internally developed software.
Mergers and acquisitions, divestitures and business optimization expenses are non-recurring expenses associated with specific transactions (exploratory or executed) and consist of (i) transaction and integration costs, (ii) post-acquisition adjustments to contingent consideration or to assets and liabilities that occurred after the acquisition measurement period, (iii) fair value and impairment adjustments related to investments and call and put options, (iv) transition services agreement income, and (v) a loss on disposal of a business. We exclude these expenses as we believe they are not directly correlated to the underlying performance of our business operations and vary depending upon the timing of such transactions. These expenses are reported in costs of services, selling, general and administrative and other income and (expenses), net, on our Consolidated Statements of Operations.
Net other adjustments principally relate to: (i) deferred loan fee expense from debt prepayments and refinancing, (ii) currency remeasurement on foreign operations, (iii) other debt financing expenses consisting primarily of revolving credit facility deferred financing fee amortization and commitment fees and expenses associated with ratings agencies and interest rate hedging, (iv) certain legal and regulatory expenses, net, and (v) other non-operating (income) expense. We exclude these expenses as we believe they are not directly correlated to the underlying performance of our business and create variability between periods based on the nature and timing of the expense or income. These costs are reported in selling, general and administrative and in non-operating income and expense, net as applicable based on their nature on our Consolidated Statements of Operations.

Consolidated Adjusted EBITDA Margin

Management defines Consolidated Adjusted EBITDA Margin as Consolidated Adjusted EBITDA divided by total revenue as reported.

Adjusted Net Income

Management has excluded the following items from net income attributable to TransUnion in order to calculate Adjusted Net Income for the periods presented:

Amortization of certain intangible assets presents non-cash amortization expenses related to assets that arose from our 2012 change in control transaction and business combinations occurring after our 2012 change in control. We exclude these expenses as we believe they are not directly correlated to the underlying performance of our business operations and vary dependent upon the timing of the transactions that give rise to these assets. Amortization of intangible assets is included in depreciation and amortization on our Consolidated Statements of Operations.
Stock-based compensation (see Consolidated Adjusted EBITDA above)
Operating model optimization program (see Consolidated Adjusted EBITDA above)
Accelerated technology investment (see Consolidated Adjusted EBITDA above)
Mergers and acquisitions, divestiture and business optimization (see Consolidated Adjusted EBITDA above)
Net other is consistent with the definition in Consolidated Adjusted EBITDA above except that other debt financing expenses and certain other miscellaneous income and expense that are included in the adjustment to calculate Adjusted EBITDA are excluded in the adjustment made to calculate Adjusted Net Income.
Total adjustments for income taxes relates to the cumulative adjustments discussed below for Adjusted Provision for Income Taxes. This adjustment is made for the reasons indicated in Adjusted Provision for Income Taxes below. Adjustments related to the provision for income taxes are included in the line item by this name on our consolidated statement of operations.

Adjusted Diluted Earnings Per Share

Management defines Adjusted Diluted Earnings per Share as Adjusted Net Income divided by the weighted-average diluted shares outstanding.

Adjusted Provision for Income Taxes

Management has excluded the following items from our provision for income taxes for the periods presented:

Tax effect of above adjustments represents the income tax effect of the adjustments related to Adjusted Net Income described above. The tax rate applied to each adjustment is based on the nature of each line item. We include the tax effect of the adjustments made to Adjusted Net Income to provide a comprehensive view of our adjusted net income.
Excess tax expense (benefit) for stock-based compensation is the permanent difference between expenses recognized for book purposes and expenses recognized for tax purposes, in each case related to stock-based compensation expense. We exclude this amount from the Adjusted Provision for Income Taxes in order to be consistent with the exclusion of stock-based compensation from the calculation of Adjusted Net Income.
Other principally relates to (i) deferred tax adjustments, including rate changes, (ii) infrequent or unusual valuation allowance adjustments, (iii) return to provision, tax authority audit adjustments, and reserves related to prior periods, and (iv) other non-recurring items. We exclude these items because they create variability that impacts comparability between periods.

Adjusted Effective Tax Rate

Management defines Adjusted Effective Tax Rate as Adjusted Provision for Income Taxes divided by Adjusted income before income taxes. We calculate adjusted income before income taxes by excluding the pre-tax adjustments in the calculation of Adjusted Net Income discussed above and noncontrolling interest related to these pre-tax adjustments from income before income taxes.

Leverage Ratio

Management defines Leverage Ratio as net debt divided by Consolidated Adjusted EBITDA for the most recent twelve-month period including twelve months of Adjusted EBITDA from significant acquisitions. Net debt is defined as total debt less cash and cash equivalents as reported on the balance sheet as of the end of the period.

This earnings release presents constant currency growth rates assuming foreign currency exchange rates are consistent between years. This allows financial results to be evaluated without the impact of fluctuations in foreign currency exchange rates. This earnings release also presents organic constant currency growth rates, which assumes consistent foreign currency exchange rates between years and also eliminates the impact of our recent acquisitions. This allows financial results to be evaluated without the impact of fluctuations in foreign currency exchange rates and the impacts of recent acquisitions.

Free cash flow is defined as cash provided by operating activities less capital expenditures and is a measure we may refer to.

Refer to Schedules 1 through 7 for a reconciliation of our non-GAAP financial measures to the most directly comparable GAAP financial measure.


SCHEDULE 1 TRANSUNION AND SUBSIDIARIES Revenue and Adjusted EBITDA growth rates as Reported, CC, and Organic CC (Unaudited)

	For the Three Months Ended March 31, 2025 compared with the Three Months Ended March 31, 2024
	Reported		CC Growth¹		Organic CC Growth²
Revenue:
Consolidated	7.3	%	8.1	%	8.1	%
U.S. Markets	8.6	%	8.6	%	8.6	%
Financial Services	14.7	%	14.7	%	14.7	%
Emerging Verticals	5.8	%	5.8	%	5.8	%
Consumer Interactive	(0.8	)%	(0.8	)%	(0.8	)%
International	2.5	%	6.0	%	6.0	%
Canada	0.4	%	6.9	%	6.9	%
Latin America	(0.5	)%	6.9	%	6.9	%
United Kingdom	8.6	%	9.5	%	9.5	%
Africa	11.9	%	9.5	%	9.5	%
India	(3.3	)%	0.9	%	0.9	%
Asia Pacific	7.0	%	8.0	%	8.0	%

Adjusted EBITDA:
Consolidated	10.9	%	12.3	%	12.3	%
U.S. Markets	12.3	%	12.3	%	12.3	%
International	2.8	%	7.3	%	7.3	%

Constant Currency (“CC”) growth rates assume foreign currency exchange rates are consistent between years. This allows financial results to be evaluated without the impact of fluctuations in foreign currency exchange rates.
We have no inorganic revenue or Adjusted EBITDA for the periods presented. Organic CC growth rate is the CC growth rate less the inorganic growth rate.


SCHEDULE 2 TRANSUNION AND SUBSIDIARIES Consolidated and Segment Revenue, Adjusted EBITDA, and Adjusted EBITDA Margin (Unaudited) (dollars in millions)

	Three Months Ended March 31,
		2025			2024
Revenue:
U.S. Markets gross revenue
Financial Services	$	403.6		$	351.7
Emerging Verticals		314.9			297.5
Consumer Interactive		138.2			139.3
U.S. Markets gross revenue	$	856.6		$	788.6

International gross revenue
Canada	$	37.8		$	37.7
Latin America		32.8			32.9
United Kingdom		58.8			54.2
Africa		16.9			15.1
India		68.8			71.1
Asia Pacific		27.0			25.3
International gross revenue	$	242.2		$	236.3

Total gross revenue	$	1,098.8		$	1,024.9

Intersegment revenue eliminations
U.S. Markets	$	(1.6	)	$	(2.3	)
International		(1.5	)		(1.5	)
Total intersegment revenue eliminations	$	(3.1	)	$	(3.7	)

Total revenue as reported	$	1,095.7		$	1,021.2

Adjusted EBITDA:
U.S. Markets	$	320.1		$	285.2
International		109.8			106.8
Corporate		(32.8	)		(33.9	)
Adjusted EBITDA Margin:¹
U.S. Markets		37.4	%		36.2	%
International		45.3	%		45.2	%

Segment Adjusted EBITDA Margins are calculated using segment gross revenue and segment Adjusted EBITDA. Consolidated Adjusted EBITDA Margin is calculated using total revenue as reported and consolidated Adjusted EBITDA.

	Three Months Ended March 31,
		2025			2024
Reconciliation of Net income attributable to TransUnion to consolidated Adjusted EBITDA:
Net income attributable to TransUnion	$	148.1		$	65.1
Net interest expense		47.5			63.2
Provision for income taxes		41.0			13.0
Depreciation and amortization		138.9			134.0
EBITDA	$	375.5		$	275.4
Adjustments to EBITDA:
Stock-based compensation		30.3			24.1
Mergers and acquisitions, divestitures and business optimization¹		17.9			9.2
Accelerated technology investment²		20.0			18.5
Operating model optimization program³		9.8			24.4
Net other⁴		(56.4	)		6.5
Total adjustments to EBITDA	$	21.7		$	82.8
Consolidated Adjusted EBITDA	$	397.1		$	358.2

Net income attributable to TransUnion margin		13.5	%		6.4	%
Consolidated Adjusted EBITDA margin⁵		36.2	%		35.1	%

As a result of displaying amounts in millions, rounding differences may exist in the tables above and footnotes below.

Mergers and acquisitions, divestitures and business optimization consisted of the following adjustments:

	Three Months Ended March 31,
		2025		2024
Transaction and integration costs	$	5.3	$	2.2
Fair value and impairment adjustments		12.6		0.1
Post-acquisition adjustments		—		6.9
Total mergers and acquisitions, divestitures and business optimization	$	17.9	$	9.2

Represents expenses associated with our accelerated technology investment to migrate to the cloud. There are three components of the accelerated technology investment: (i) building foundational capabilities, which includes establishing a modern, API-based and services-oriented software architecture, (ii) the migration of each application and customer data to the new enterprise platform, including the redundant software costs during the migration period, as well as the efforts to decommission the legacy system, and (iii) program enablement, which includes dedicated resources to support the planning and execution of the program. The amounts for each category of cost are as follows:

	Three Months Ended March 31,
		2025		2024
Foundational Capabilities	$	7.4	$	6.8
Migration Management		12.6		10.1
Program Enablement		—		1.7
Total accelerated technology investment	$	20.0	$	18.5

Operating model optimization consisted of the following adjustments:

	Three Months Ended March 31,
		2025		2024
Employee separation	$	—	$	16.8
Facility exit		—		1.4
Business process optimization		9.8		6.2
Total operating model optimization	$	9.8	$	24.4

Net other consisted of the following adjustments:

	Three Months Ended March 31,
		2025			2024
Deferred loan fee expense from debt prepayments and refinancing	$	(0.1	)	$	3.1
Other debt financing expenses		0.5			0.6
Currency remeasurement on foreign operations		(0.6	)		2.6
Legal and regulatory expenses, net		(56.0	)		—
Other non-operating (income) expense		(0.3	)		0.2
Total other adjustments	$	(56.4	)	$	6.5

Consolidated Adjusted EBITDA margin is calculated by dividing Consolidated Adjusted EBITDA by total revenue.


SCHEDULE 3 TRANSUNION AND SUBSIDIARIES Adjusted Net Income and Adjusted Diluted Earnings Per Share (Unaudited) (in millions, except per share data)

	Three Months Ended March 31,
		2025			2024
Income attributable to TransUnion	$	148.1		$	65.1

Weighted-average shares outstanding:
Basic		195.1			194.1
Diluted		197.3			195.3

Basic earnings per common share from:
Net income attributable to TransUnion	$	0.76		$	0.34
Diluted earnings per common share from:
Net income attributable to TransUnion	$	0.75		$	0.33

Reconciliation of Net income attributable to TransUnion to Adjusted Net Income:
Net income attributable to TransUnion	$	148.1		$	65.1
Adjustments before income tax items:
Amortization of certain intangible assets¹		70.9			72.0
Stock-based compensation		30.3			24.1
Mergers and acquisitions, divestitures and business optimization²		17.9			9.2
Accelerated technology investment³		20.0			18.5
Operating model optimization program⁴		9.8			24.4
Net other⁵		(56.7	)		5.9
Total adjustments before income tax items	$	92.3		$	154.3
Total adjustments for income taxes⁶		(32.7	)		(40.4	)
Adjusted Net Income	$	207.6		$	179.0

Weighted-average shares outstanding:
Basic		195.1			194.1
Diluted		197.3			195.3

Adjusted Earnings per Share:
Basic	$	1.06		$	0.92
Diluted	$	1.05		$	0.92

	Three Months Ended March 31,
		2025			2024
Reconciliation of Diluted earnings per share from Net income attributable to TransUnion to Adjusted Diluted Earnings per Share:
Diluted earnings per common share from:
Net income attributable to TransUnion	$	0.75		$	0.33
Adjustments before income tax items:
Amortization of certain intangible assets¹		0.36			0.37
Stock-based compensation		0.15			0.12
Mergers and acquisitions, divestitures and business optimization²		0.09			0.05
Accelerated technology investment³		0.10			0.09
Operating model optimization program⁴		0.05			0.13
Net other⁵		(0.29	)		0.03
Total adjustments before income tax items	$	0.47		$	0.79
Total adjustments for income taxes⁶		(0.17	)		(0.21	)
Adjusted Diluted Earnings per Share	$	1.05		$	0.92

Each component of earnings per share is calculated independently, therefore, rounding differences exist in the table above.

1.		Consists of amortization of intangible assets from our 2012 change-in-control transaction and amortization of intangible assets established in business acquisitions after our 2012 change-in-control transaction.
2.		Mergers and acquisitions, divestitures and business optimization consisted of the following adjustments:

	Three Months Ended March 31,
		2025		2024
Transaction and integration costs	$	5.3	$	2.2
Fair value and impairment adjustments		12.6		0.1
Post-acquisition adjustments		—		6.9
Total mergers and acquisitions, divestitures and business optimization	$	17.9	$	9.2

Represents expenses associated with our accelerated technology investment to migrate to the cloud. There are three components of the accelerated technology investment: (i) building foundational capabilities which includes establishing a modern, API-based and services-oriented software architecture, (ii) the migration of each application and customer data to the new enterprise platform, including the redundant software costs during the migration period, as well as the efforts to decommission the legacy system, and (iii) program enablement, which includes dedicated resources to support the planning and execution of the program. The amounts for each category of cost are as follows:

	Three Months Ended March 31,
		2025		2024
Foundational Capabilities	$	7.4	$	6.8
Migration Management		12.6		10.1
Program Enablement		—		1.7
Total accelerated technology investment	$	20.0	$	18.5

Operating model optimization consisted of the following adjustments:

	Three Months Ended March 31,
		2025		2024
Employee separation	$	—	$	16.8
Facility exit		—		1.4
Business process optimization		9.8		6.2
Total operating model optimization	$	9.8	$	24.4

Net other consisted of the following adjustments:

	Three Months Ended March 31,
		2025			2024
Deferred loan fee expense from debt prepayments and refinancing	$	(0.1	)	$	3.1
Currency remeasurement on foreign operations		(0.6	)		2.6
Legal and regulatory expenses, net		(56.0	)		—
Other non-operating (income) and expense		—			0.2
Total other adjustments	$	(56.7	)	$	5.9

Total adjustments for income taxes represents the total of adjustments discussed to calculate the Adjusted Provision for Income Taxes.


SCHEDULE 4 TRANSUNION AND SUBSIDIARIES Adjusted Provision for Income Taxes and Adjusted Effective Tax Rate (Unaudited) (dollars in millions)

	Three Months Ended March 31,
		2025			2024
Income before income taxes	$	193.8		$	83.0
Total adjustments before income tax items from Schedule 3		92.3			154.3
Adjusted income before income taxes	$	286.1		$	237.3

Reconciliation of Provision for income taxes to Adjusted Provision for Income Taxes:
Provision for income taxes		(41.0	)		(13.0	)
Adjustments for income taxes:
Tax effect of above adjustments		(32.3	)		(35.0	)
Eliminate impact of excess tax expense for stock-based compensation		0.5			1.0
Other¹		(0.9	)		(6.4	)
Total adjustments for income taxes	$	(32.7	)	$	(40.4	)
Adjusted Provision for Income Taxes	$	(73.7	)	$	(53.4	)

Effective tax rate		21.2	%		15.7	%
Adjusted Effective Tax Rate		25.8	%		22.5	%

As a result of displaying amounts in millions, rounding differences may exist in the table above.

Other adjustments for income taxes include:

	Three Months Ended March 31,
		2025			2024
Deferred tax adjustments	$	(4.6	)	$	(5.1	)
Valuation allowance adjustments		2.3			0.2
Return to provision, audit adjustments and reserves related to prior periods		1.0			(0.9	)
Other adjustments		0.4			(0.5	)
Total other adjustments	$	(0.9	)	$	(6.4	)


SCHEDULE 5 TRANSUNION AND SUBSIDIARIES Leverage Ratio (Unaudited) (dollars in millions)

	Trailing Twelve Months Ended March 31, 2025
Reconciliation of Net income attributable to TransUnion to Consolidated Adjusted EBITDA:
Net income attributable to TransUnion	$	367.3
Net interest expense		221.0
Provision for income taxes		126.9
Depreciation and amortization		542.6
EBITDA	$	1,257.7
Adjustments to EBITDA:
Stock-based compensation	$	127.5
Mergers and acquisitions, divestitures and business optimization¹		35.2
Accelerated technology investment²		85.7
Operating model optimization program³		80.3
Net other⁴		(41.1	)
Total adjustments to EBITDA	$	287.6
Leverage Ratio Adjusted EBITDA	$	1,545.3

Total debt	$	5,130.8
Less: Cash and cash equivalents		609.9
Net Debt	$	4,521.0

Ratio of Net Debt to Net income attributable to TransUnion		12.3
Leverage Ratio		2.9

As a result of displaying amounts in millions, rounding differences may exist in the table above.

Mergers and acquisitions, divestitures and business optimization consisted of the following adjustments:

	Trailing Twelve Months Ended March 31, 2025
Transaction and integration costs	$	14.2
Fair value and impairment adjustments		20.8
Post-acquisition adjustments		0.1
Total mergers and acquisitions, divestitures and business optimization	$	35.2

Represents expenses associated with our accelerated technology investment to migrate to the cloud. There are three components of the accelerated technology investment: (i) building foundational capabilities which includes establishing a modern, API-based and services-oriented software architecture, (ii) the migration of each application and customer data to the new enterprise platform including the redundant software costs during the migration period, as well as the efforts to decommission the legacy system, and (iii) program enablement, which includes dedicated resources to support the planning and execution of the program. The amounts for each category of cost are as follows:

	Trailing Twelve Months Ended March 31, 2025
Foundational Capabilities	$	36.3
Migration Management		45.6
Program Enablement		3.8
Total accelerated technology investment	$	85.7

Operating model optimization consisted of the following adjustments:

	Trailing Twelve Months Ended March 31, 2025
Employee separation	$	7.9
Facility exit		40.7
Business process optimization		31.7
Total operating model optimization	$	80.3

Net other consisted of the following adjustments:

	Trailing Twelve Months Ended March 31, 2025
Deferred loan fee expense from debt prepayments and refinancings	$	14.6
Other debt financing expenses		2.3
Currency remeasurement on foreign operations		(1.1	)
Legal and regulatory expenses, net		(56.0	)
Other non-operating (income) and expense		(1.0	)
Total other adjustments	$	(41.1	)


SCHEDULE 6 TRANSUNION AND SUBSIDIARIES Segment Depreciation and Amortization (Unaudited) (in millions)

	Three Months Ended March 31,
		2025		2024

U.S. Markets	$	101.2	$	100.8
International		36.6		32.2
Corporate		1.1		1.0
Total depreciation and amortization	$	138.9	$	134.0

As a result of displaying amounts in millions, rounding differences may exist in the table above.


SCHEDULE 7 TRANSUNION AND SUBSIDIARIES Reconciliation of Non-GAAP Guidance (Unaudited) (in millions, except per share data)

	Three Months Ended June 30, 2025						Twelve Months Ended December 31, 2025
	Low			High			Low			High
Guidance reconciliation of Net income attributable to TransUnion to Adjusted EBITDA:
Net income attributable to TransUnion	$	69		$	77		$	383		$	411
Interest, taxes and depreciation and amortization		220			224			917			929
EBITDA	$	290		$	302		$	1,299		$	1,340
Stock-based compensation, mergers, acquisitions divestitures and business optimization-related expenses and other adjustments¹		85			85			250			250
Adjusted EBITDA	$	375		$	386		$	1,549		$	1,590

Net income attributable to TransUnion margin		6.5	%		7.1	%		8.8	%		9.3	%
Consolidated Adjusted EBITDA margin²		34.8	%		35.3	%		35.6	%		36.0	%

Guidance reconciliation of Diluted earnings per share to Adjusted Diluted Earnings per Share:
Diluted earnings per share	$	0.35		$	0.39		$	1.92		$	2.06
Adjustments to diluted earnings per share¹		0.60			0.60			2.00			2.01
Adjusted Diluted Earnings per Share	$	0.95		$	0.99		$	3.93		$	4.08

As a result of displaying amounts in millions, rounding differences may exist in the table above.

These adjustments include the same adjustments we make to our Adjusted EBITDA and Adjusted Net Income as discussed in the Non-GAAP Financial Measures section of our Earnings Release.
Consolidated Adjusted EBITDA margin is calculated by dividing Consolidated Adjusted EBITDA by total revenue.

The MIL Network –

April 24, 2025

MIL-OSI Africa: African Mining Week (AMW) to Spotlight Investor Strategies Driving Africa’s Mineral Industrialization

Source: Africa Press Organisation – English (2) – Report:

CAPE TOWN, South Africa, April 24, 2025/APO Group/ —

African Mining Week (AMW) – taking place from October 1–3, 2025, in Cape Town – will connect global investors with high-impact opportunities across Africa’s mining sector, spotlighting the strategies fueling the continent’s mineral industrialization.

A key highlight of the event will be a high-level panel, The Investor Perspective: Financing Africa’s Mineral Industrialization. The session will explore the evolving investment landscape and examine diverse financing mechanisms – including bank loans, private equity, venture capital and impact investing – that are mobilizing capital into African mining.

DFIs Drive Infrastructure Investments

Attracted by strong returns and Africa’s long-term growth potential, development finance institutions (DFIs) are ramping up investments into the continent’s mining infrastructure. In March 2025, the African Development Bank approved a $150 million loan to Mauritania’s state-owned mining company SNIM and committed $500 million to the Lobito Corridor – a strategic railway project linking Angola, the DRC and Zambia to international markets. Meanwhile, the Africa Finance Corporation (AFC) is backing several critical mineral projects, including Nyanza Light Metals’ $780 million PGMs facility in South Africa, Gecamines’ expansion in the DRC, Giyani Metals’ manganese development in Botswana and FG Gold’s project in Sierra Leone. Between 2014 and 2024, AFC invested over $1 billion into Africa’s mining sector. The U.S. International Development Finance Corporation (DFC) is also deepening its commitment, providing more than $750 million toward the Lobito Corridor, $34 million for Pensana’s Longonjo rare earths project in Angola and $3.2 million to Chillerton’s green copper development in Zambia.

Geopolitics and African Prospects

Geopolitical shifts are intensifying the global race for Africa’s critical minerals, vital for the energy transition and digital economy. From 2019 to 2023, companies from the United Arab Emirates committed over $110 billion to African projects. In early 2025, UAE-based Ambrosia Investment Holding acquired a 50% stake in Allied Gold’s projects in Ethiopia and Mali, investing $375 million to scale up gold production. Canadian mining investment on the continent has now surpassed $37 billion, with companies like Ivanhoe Mines, Fortuna Silver, Pioneer Lithium and Trigon Metals leading expansion efforts. Similarly, Australia’s mining footprint in Africa reached $60 billion in asset value in 2024, supported by firms such as Sovereign Metals, Cazaly Resources and Atlantic Lithium.

Private Placements

Private placements are emerging as a preferred capital-raising vehicle for mining ventures across Africa. Companies including Zanaga Iron Ore, Moab Minerals, Global Atomic Corporation, Premier African Minerals and Trigon Metals are leveraging this mechanism to fast-track project development and attract investor interest. As ESG criteria take center stage in investment decision-making, AMW will serve as a platform for financiers and project developers to engage on sustainability metrics, transparency and responsible investing.

MIL OSI Africa –

April 24, 2025
MIL-OSI Africa: Beating malaria: what can be done with shrinking funds and rising threats

Source: The Conversation – Africa – By Taneshka Kruger, UP ISMC: Project Manager and Coordinator, University of Pretoria

Healthcare in Africa faces a perfect storm: high rates of infectious diseases like malaria and HIV, a rise in non-communicable diseases, and dwindling foreign aid.

In 2021, nearly half of the sub-Saharan African countries relied on external financing for more than a third of their health expenditure. But donor fatigue and competing global priorities, such as climate change and geopolitical instability, have placed malaria control programmes under immense pressure. These funding gaps now threaten hard-won progress and ultimately malaria eradication.

The continent’s healthcare funding crisis isn’t new. But its consequences are becoming more severe. As financial contributions shrink, Africa’s ability to respond to deadly diseases like malaria is being tested like never before.

Malaria remains one of the world’s most pressing public health threats. According to the World Health Organization there were an estimated 263 million malaria cases and 597,000 deaths globally in 2023 – an increase of 11 million cases from the previous year.

The WHO African region bore the brunt, with 94% of cases and 95% of deaths. It is now estimated that a child under the age of five dies roughly every 90 seconds due to malaria.

Yet, malaria control efforts since 2000 have averted over 2 billion cases and saved nearly 13 million lives globally. Breakthroughs in diagnostics, treatment and prevention have been critical to this progress. They include insecticide-treated nets, rapid diagnostic tests, artemisinin-based combination therapies (drug combinations to prevent resistance) and malaria vaccines.

Since 2017, the progress has been flat. If the funding gap widens, the risk is not just stagnation; it’s backsliding. Several emerging threats such as climate change and funding shortfalls could undo the gains of the early 2000s to mid-2010s.

New challenges

Resistance to drugs and insecticides, and strains of the malaria parasite Plasmodium falciparum that standard diagnostics can’t detect, have emerged as challenges. There have also been changes in mosquito behaviour, with vectors increasingly biting outdoors, making bed nets less effective.

Climate change is shifting malaria transmission patterns. And the invasive Asian mosquito species Anopheles stephensi is spreading across Africa, particularly in urban areas.

Add to this the persistent issue of cross-border transmission, and growing funding shortfalls and aid cuts, and it’s clear that the fight against malaria is at a critical point.

As the world observes World Malaria Day 2025 under the theme “Malaria ends with us: reinvest, reimagine, reignite”, the call to action is urgent. Africa must lead the charge against malaria through renewed investment, bold innovation, and revitalised political will.

Reinvest: Prevention is the most cost-effective intervention

We – researchers, policymakers, health workers and communities – need to think smarter about funding. The economic logic of prevention is simple. It’s far cheaper to prevent malaria than to treat it. The total cost of procuring and delivering long-lasting insecticidal nets typically ranges between US$4 and US$7 each and the nets protect families for years. In contrast, treating a single case of severe malaria may cost hundreds of dollars and involve hospitalisation.

In high-burden countries, malaria can consume up to 40% of public health spending.

In Tanzania, for instance, malaria contributes to 30% of the country’s total disease burden. The broader economic toll – lost productivity, work and school absenteeism, and healthcare costs – is staggering. Prevention through long-lasting insecticidal nets, chemoprevention and health education isn’t only humane; it’s fiscally responsible.

Reimagine: New tools, local solutions

We cannot fight tomorrow’s malaria with yesterday’s tools. Resistance, climate-driven shifts in transmission, and urbanisation are changing malaria’s patterns.

This is why re-imagining our approach is urgent.

African countries must scale up innovations like the RTS,S/AS01 vaccine and next-generation mosquito nets. But more importantly, they must build their own capacity to develop, test and produce these tools.

This requires investing in research and development, regional regulatory harmonisation, and local manufacturing.

There is also a need to build leadership capacity within malaria control programmes to manage this adaptive disease with agility and evidence-based decision-making.

Reignite: Community and collaboration matters

Reigniting the malaria fight means shifting power to those on the frontlines. Community health workers remain one of Africa’s greatest untapped resources. Already delivering malaria testing, treatment and health education in remote areas, they can also be trained to manage other health challenges.

Integrating malaria prevention into broader community health services makes sense. It builds resilience, reduces duplication, and ensures continuity even when external funding fluctuates.

Every malaria intervention delivered by a trusted, local health worker is a step towards community ownership of health.

Strengthened collaboration between partners, governments, cross-border nations, and local communities is also needed.

The cost of inaction is unaffordable

Africa’s malaria challenge is part of a deeper health systems crisis. By 2030, the continent will require an additional US$371 billion annually to deliver basic primary healthcare – about US$58 per person.

For malaria in 2023 alone, US$8.3 billion was required to meet global control and elimination targets, yet only US$4 billion was mobilised. This gap has grown consistently, increasing from US$2.6 billion in 2019 to US$4.3 billion in 2023.

The shortfall has led to major gaps in the coverage of essential malaria interventions.

The solution does not lie in simply spending more, but in spending smarter by focusing on prevention, building local innovation, and strengthening primary healthcare systems.

The responsibility is collective. African governments must invest boldly and reform policies to prioritise prevention.

Global partners must support without dominating. And communities must be empowered to take ownership of their health.

– Beating malaria: what can be done with shrinking funds and rising threats
– https://theconversation.com/beating-malaria-what-can-be-done-with-shrinking-funds-and-rising-threats-255126

MIL OSI Africa –

April 24, 2025
MIL-OSI New Zealand: Govt News – Minister listens to industry on training

Source: MinEx, Health and Safety in NZ Extractives

Vocational Education Minister Penny Simmonds has been praised for having listened to industry voices and giving them the lead on work-based training.

MinEx, the national Health and Safety Council for the extractives sector, was among a number of industry bodies which feared the Government would dominate its new industry skills boards (ISBs) in organising industry training and let polytechs do most of the delivery.

MinEx CEO, Wayne Scott, says Ms Simmonds deserves real credit for her announcement today that industries will get more control over how they train people.

“We were concerned departmental officials wanted the new ISBs to coordinate industry training and polytechnics to deliver much of it.

“We asked for it to be work-based, led and owned by industries like ours which are really connected to their trainees and the skills they need to develop.”

He says the new ISBs that set training standards, endorse programmes and moderate assessments are welcomed and necessary so long as industry representatives dominate board positions.

“That’s what the Minister seems to be saying.”

“For too long under successive Governments, the needs of industry have been ignored, and officials who thought they knew better have decided what training was needed by workplaces.

“This saw some private organisations precluded from providing training with particular impacts on smaller and more remote employers who wanted to upskill their staff on-site or nearby.”

Wayne Scott says Cabinet has listened to industry and Ms Simmonds deserves particular credit, given she was a polytech CEO before entering Parliament in 2023.

Ms Simmonds says the Government is making changes to work-based learning so industries have more influence over how they train apprentices and trainees.

She says industry representatives made it clear that the current work-based learning model is not delivering because it has become overly centralised through Te Pūkenga, the national network for polytechnics.

“As a result, the training of apprentices and other workers is often disconnected from the realities of the jobs they are working towards. “

“Beginning next year, the Government will introduce a new, independent and industry-led model for work-based learning.

“This means vocational education and training providers will be able to manage all aspects of an apprenticeship or traineeship at an industry level, rather than taking direction from a centralised behemoth.

“This is great for learners because it makes their learning more relevant to their employment, and it is beneficial to businesses who will gain access to more capable workers to boost their productivity and deliver economic growth.

“Public and industry consultation clearly showed that this model was the preferred option, and this Government is proud to deliver the changes that we called for,” Ms Simmonds says.

From 1 January 2026:

– New ISBs will be set up to set training standards, endorse programmes and moderate assessments.

– Apprentices and trainees currently with Te Pūkenga will move to the ISBs for up to two years.

– New students will enrol directly with new work-based learning private providers, polytechnics, or wānanga.

– ISBs will be able to enrol new learners until other providers are set up to deliver work-based learning.

“So, if you’re a learner or an employer – keep going. Your qualifications are essential, and your training is valuable. There will be no disruption, your training stays on track,” Ms Simmonds says.

MIL OSI New Zealand News –

April 24, 2025
MIL-OSI New Zealand: Weather News – Chilly Dawn Service but warm air brings rain through weekend – MetService

Source: MetService

Covering period of Thursday 24 – Sunday 27 April – Most of the country is in for a dry but cool ANZAC Day dawn service with MetService forecasts looking more favourable for outdoors activities around the South Island while warm, humid air brings rain in from the Far North over the weekend.

Cloudier skies and spells of rain are expected for Northland on ANZAC day, however, temperatures for the Dawn Service are likely to hold around the mid-teens. Working our way down the country, hugging the eastern coast of the North Island is where a risk of passing showers exist for Dawn Services so bring a raincoat. Moving away from those areas it will be chilly temperatures that people need to prepare for with 2°C forecast for Taupō, Masterton and Alexandra.

Through the rest of Friday the risk of rain drifts southward and by midday Saturday rain looks likely for areas north of Taupō. The wet weather is linked to an area of warm, humid air so the potential for heavy falls will accompany the rain.

MetService meteorologist Lewis Ferris states, “One area of concern this weekend will be Northland and Auckland, which may see another wet weekend. There is a lot of uncertainty around this weather system and how much rain it may bring so it’s advised to keep up with the latest forecasts.”

This rain may mean a wet pitch but will hopefully not dampen the Auckland FC supporter’s mood for the match on Sunday evening.

South of Taupō, areas of the North Island look to stay dry until the second half of Saturday but by keeping up with the latest forecasts you may still find a time to get out and about without rain on Sunday too.

Generally, the South Island is where the weather is most settled this weekend. After a run of quite gloomy days in Christchurch, where our airport station only detected 7.8 hours of sunshine over 10 days (between Monday 14 and Wednesday 23), they can look forward to a few sunny afternoons for the long weekend with temperatures even climbing into the 20s on Sunday. Match conditions look great for the Warriors game on Friday evening, wrap up warm though as the temperature will plummet once the sun goes down.

Some showers will be sprinkled down the West Coast, maybe a little more widespread on Sunday. People heading out into the hills around Nelson and Tasman will need to keep an eye on the forecast as there’s the possibility of rain setting in on Saturday.

“While some areas will need to keep the raincoats on hand, many parts of the country can look forward to some moments of sunshine. Make sure to keep up with the latest MetService forecast over the long weekend,” Lewis concludes.

MIL OSI New Zealand News –

April 24, 2025
MIL-OSI New Zealand: Energy Resources Aotearoa Welcomes New Industry-Led Work-based Learning Model

Source: Energy Resources Aotearoa

Energy Resources Aotearoa has welcomed Vocational Education Minister Penny Simmonds’ announcement today confirming the introduction of an independent, industry-led model for work-based learning from 1 January 2026.

John Carnegie, Chief Executive of Energy Resources Aotearoa, says the announcement reflects strong industry feedback and is a positive step forward for vocational education in New Zealand.

“It’s great to see the Government listening to industry and confirming the ‘independent learning model’ that we and others have strongly advocated for,” says Carnegie. “This approach recognises the importance of relevant, fit-for-purpose training that meets the real needs of employers and learners.”

Carnegie says the energy sector, in particular, has faced challenges under the current system.

“In the past, the energy industry has had to work across two different standard-setting bodies, creating fragmentation and inefficiencies.

We would like to see a cohesive Industry Skills Board representing the broad energy sector to ensure consistency and coordination across our workforce needs. This is especially important given the skills deficit and the particular challenges the sector faces to deliver secure, reliable and affordable energy to households and businesses.”

Carnegie says the timeframe is tight, but the 2026 start date provides some runway to prepare for the transition.

“We acknowledge that the timeframe is ambitious, but we also appreciate the clarity that changes will take effect from January 2026. This allows industry and training providers to plan for a smooth shift.”

Carnegie also highlights the need for more detail on implementation.

“We would like to see more detail on how the Industry Skills Boards will be appointed and when this process will begin. It’s also important that we get clarity around the structure of these boards, particularly which industries will fall under which board, and how those decisions will be made.

This is especially important given the skills deficit and the particular challenges the sector now faces to deliver secure, reliable and affordable energy to households and businesses.”

Energy Resources Aotearoa looks forward to working closely with Government to ensure the new model delivers high-quality, relevant training that supports a skilled workforce for the energy sector and beyond.

MIL OSI New Zealand News –

April 24, 2025
MIL-OSI New Zealand: Unicef – Increases in vaccine-preventable disease outbreaks threaten years of progress, warn WHO, UNICEF, Gavi

Source: UNICEF Aotearoa NZ

Immunization efforts are under growing threat as misinformation, population growth, humanitarian crises, and funding cuts jeopardize progress and leave millions of children, adolescents, and adults at risk, warn WHO, UNICEF, and Gavi during World Immunization Week, 24-30 April.

Outbreaks of vaccine-preventable diseases such as measles, meningitis, and yellow fever are rising globally, and diseases like diphtheria, which have long been held at bay or virtually disappeared in many countries, are at risk of re-emerging. In response, the agencies are calling for urgent and sustained political attention and investment to strengthen immunization programmes and protect significant progress achieved in reducing child mortality over the past 50 years.

“Vaccines have saved more than 150 million lives over the past five decades,” said WHO Director-General, Dr Tedros Adhanom Ghebreyesus. “Funding cuts to global health have put these hard-won gains in jeopardy. Outbreaks of vaccine-preventable diseases are increasing around the world, putting lives at risk and exposing countries to increased costs in treating diseases and responding to outbreaks. Countries with limited resources must invest in the highest-impact interventions – and that includes vaccines.”

Rising outbreaks and strained health systems

Measles is making an especially dangerous comeback. The number of cases has been increasing year on year since 2021, tracking the reductions in immunization coverage that occurred during and since the COVID-19 pandemic in many communities. Measles cases reached an estimated 10.3 million in 2023, a 20 per cent increase compared to 2022.

The agencies warn that this upward trend likely continued into 2024 and 2025, as outbreaks have intensified around the world. In the past 12 months, 138 countries have reported measles cases, with 61 experiencing large or disruptive outbreaks – the highest number observed in any 12-month period since 2019.

Meningitis cases in Africa also rose sharply in 2024, and the upward trend has continued into 2025. In the first three months of this year alone, more than 5,500 suspected cases and nearly 300 deaths were reported in 22 countries. This follows approximately 26,000 cases and almost 1,400 deaths across 24 countries last year.

Yellow fever cases in the African region are also climbing, with 124 confirmed cases reported in 12 countries in 2024. This comes after dramatic declines in the disease over the past decade, thanks to global vaccine stockpiles and the use of yellow fever vaccine in routine immunization programmes. In the region of the Americas, yellow fever outbreaks have been confirmed since the beginning of this year, with a total of 131 cases in 4 countries.

These outbreaks come amidst global funding cuts. A recent WHO rapid stock take with 108 country offices of WHO-mostly in low- and lower-middle-income countries-shows that nearly half of those countries are facing moderate to severe disruptions to vaccination campaigns, routine immunization, and access to supplies due to reduced donor funding. Disease surveillance, including for vaccine-preventable diseases, is also impacted in more than half of the countries surveyed.

At the same time, the number of children missing routine vaccinations has been increasing in recent years, even as countries make efforts to catch up children missed during the pandemic. In 2023, an estimated 14.5 million children missed all of their routine vaccine doses-up from 13.9 million in 2022 and 12.9 million in 2019. Over half of these children live in countries facing conflict, fragility, or instability, where access to basic health services is often disrupted.

“The global funding crisis is severely limiting our ability to vaccinate over 15 million vulnerable children in fragile and conflict-affected countries against measles,” said UNICEF Executive Director Catherine Russell. “Immunization services, disease surveillance, and the outbreak response in nearly 50 countries are already being disrupted-with setbacks at a similar level to what we saw during COVID-19. We cannot afford to lose ground in the fight against preventable diseases.”

Continued investment in the ‘Big Catch-Up initiative’, launched in 2023 to reach children who missed vaccines during the COVID-19 pandemic, and other routine immunization programmes will be critical.

How immunization addresses these challenges

Joint efforts by WHO, UNICEF, Gavi and partners have helped countries expand access to vaccines and strengthen immunization systems through primary health care, even in the face of mounting challenges. Every year, vaccines save nearly 4.2 million lives against 14 diseases – with nearly half of these lives saved in the African region.

Vaccination campaigns have led to the elimination of meningitis A in Africa’s meningitis belt, while a new vaccine that protects against five strains of meningitis holds promise for broader protection, with efforts underway to expand its use for outbreak response and prevention.

Progress has also been made in reducing yellow fever cases and deaths through increasing routine immunization coverage and emergency vaccine stockpiles, but recent outbreaks in Africa and in the Region of the Americas highlight the risks in areas with no reported cases in the past, low routine vaccination coverage and gaps in preventive campaigns.

In addition, the past two years have seen substantial progress in other areas of immunization. In the African region, which has the highest cervical cancer burden in the world, HPV vaccine coverage nearly doubled between 2020 and 2023 from 21 per cent to 40 per cent, reflecting a concerted global effort towards eliminating cervical cancer. The progress in immunization also includes increases in global coverage of pneumococcal conjugate vaccines, particularly in the South-East Asia Region, alongside introductions in Chad and Somalia, countries with high disease burden.

Another milestone is the sub-national introduction of malaria vaccines in nearly 20 African countries, laying the foundation to save half a million additional lives by 2035 as more countries adopt the vaccines and scale-up accelerates as part of the tools to fight malaria.

Call to action

UNICEF, WHO, and Gavi urgently call for parents, the public, and politicians to strengthen support for immunization. The agencies emphasize the need for sustained investment in vaccines and immunization programmes and urge countries to honour their commitments to the Immunization Agenda 2030 (IA2030).

As part of integrated primary healthcare systems, vaccination can protect against diseases and connect families to other essential care, such as antenatal care, nutrition or malaria screening. Immunization is a ‘best buy’ in health with a return on investment of $54 for every dollar invested and provides a foundation for future prosperity and health security.

“Increasing outbreaks of highly infectious diseases are a concern for the whole world. The good news is we can fight back, and Gavi’s next strategic period has a clear plan to bolster our defences by expanding investments in global vaccine stockpiles and rolling out targeted preventive vaccination in countries most impacted by meningitis, yellow fever and measles,” said Dr Sania Nishtar, CEO of Gavi, the Vaccine Alliance. “These vital activities, however, will be at risk if Gavi is not fully funded for the next five years and we call on our donors to support our mission in the interests of keeping everyone, everywhere, safer from preventable diseases.”

Gavi’s upcoming high-level pledging summit taking place on 25 June 2025 seeks to raise at least US$ 9 billion from our donors to fund our ambitious strategy to protect 500 million children, saving at least 8 million lives from 2026-2030.

MIL OSI New Zealand News –

April 24, 2025
MIL-OSI New Zealand: First Responders – Auckland Hillside Road recycling plant fire update #2

Source: Fire and Emergency New Zealand

Fire and Emergency New Zealand crews have contained a large fire in an Auckland recycling plant to the building.

The officer in charge, Assistant Commander Barry Thomas says crews are now continuing to work on extinguishing the fire within the building.

“Sixteen fire trucks, four ladder trucks, four specialist appliances and twelve support vehicles from across Auckland and from Hamilton, plus around 90 personnel are responding.” he says.

“There are lithium-ion batteries in the fire inside the plant and the fire continues to produce toxic smoke.

“We sent out an emergency message alert around six thirty this evening with instructions for nearby public,” Barry Thomas says.

“We continue to urge people living nearby to stay inside and keep their windows closed. There is no immediate need to evacuate unless advised to do so.

“Roads remain closed in the area. Please stay away so our crews can get on with the job of extinguishing the fire.”

MIL OSI New Zealand News –

April 24, 2025
MIL-OSI New Zealand: First Responders – Large fire at recycling plant in Wairau Valley Auckland

Source: Fire and Emergency New Zealand

Fire and Emergency New Zealand was alerted to a well involved fire at a recycling plant on Hillside Road in Wairau Valley Auckland at 17.24 this evening.

It is understood there are batteries on fire inside the factory and the fire is producing large amounts of smoke..

The fire is now at Alert Level 5. Multiple fire crews from across Auckland are responding.

We ask people in the area to stay inside and close windows due to the smoke. There is no immediate need to evacuate unless advised to do so.

Roads have been closed in the area. Please stay away so our crews can get on with the job of extinguishing the fire.

MIL OSI New Zealand News –

April 24, 2025
MIL-OSI Asia-Pac: Paul Lam meets ASEAN-China body

Source: Hong Kong Information Services

Acting Chief Executive Paul Lam today met members of a visiting ASEAN-China Joint Cooperation Committee delegation.

They discussed deepening co-operation between Hong Kong and the Association of Southeast Asian Nations (ASEAN) member states as well as issues of mutual concern.

Mr Lam welcomed the delegation, noting that Hong Kong has maintained close trade and economic ties with ASEAN, with ASEAN being the city’s second-largest trading partner for a long time.

He said the Hong Kong Special Administrative Region Government launched the Immigration Facilitation Scheme for Invited Persons last month, providing more convenient immigration arrangements for ASEAN invitees.

The new measure promotes economic and trade exchanges as well as cultural co-operation between Hong Kong and ASEAN, furthering deepening ties between the two places, Mr Lam added.

He also introduced Hong Kong’s advantages and development opportunities to the delegation members.

He highlighted the city’s distinctive advantage of enjoying the motherland’s strong support while being closely connected to the world under the “one country, two systems” principle, and has long played the important role of a “super connector” and “super value-adder”.

Furthermore, as the only common law jurisdiction in China, Hong Kong has the unique advantage of having a well-established legal system alongside top-tier legal and dispute resolution services.

Mr Lam encouraged enterprises from ASEAN member states to leverage Hong Kong as a platform to explore overseas and Mainland markets through its professional services, thereby achieving mutual benefits.

During the delegation’s visit to Hong Kong on April 23 and 24, members will meet Principal Officials, the Legislative Council (LegCo) President and representatives of other major institutions as well as visiting Super Terminal 1 and LegCo.

MIL OSI Asia Pacific News –

April 24, 2025
MIL-OSI NGOs: Toxic threat: New Greenpeace report outlines unacceptable risk of nuclear waste in Australia

Source: Greenpeace Statement –

SYDNEY, Thursday 24 April 2025 — A new report from Greenpeace Australia Pacific has shown the Coalition’s nuclear plan could produce 14 billion Coke cans’ worth of radioactive waste a year, warning it is a matter of when, not if, a nuclear waste accident could occur in Australia.

Released in the lead-up to the 39th anniversary of the Chernobyl nuclear disaster, the report, ‘Toxic threat: The danger of nuclear waste in Australia’ shows that the Coalition has grossly understated the volume of dangerous waste its nuclear plan will produce — 14 billion times more than the ‘single coke can’ for a small modular reactor touted by Peter Dutton.

The report also outlines the unacceptable risk this waste poses to Australian communities, and warns Australia’s long history of nuclear waste management failures point to a very high likelihood of future nuclear disaster.

Joe Rafalowicz, Head of Climate and Energy at Greenpeace Australia Pacific, said: “Peter Dutton’s nuclear plan is a dangerous and expensive disaster waiting to happen. From Chernobyl to Fukushima, the devastation of nuclear disasters is a risk that Australia cannot afford to, and doesn’t need to, take.

“Australians don’t need the equivalent of 14 billion Coke cans of radioactive nuclear waste every year. The Coalition has not offered a credible plan for how it will manage nuclear waste safely, nor how it will fund this multibillion dollar effort.

“Australia’s unenviable track record of mismanaging even low-level nuclear waste, as well as a history of radioactive incidents in the US, UK and EU, reveals how complex it is to manage nuclear waste safely. Multiplying that challenge many times over by building a fleet of nuclear reactors could have devastating consequences for communities and ecosystems.

“International examples show that accidents, natural disasters, and other waste management failures occur with alarming regularity. A nuclear waste accident could lead to mass casualties, long-term health impacts, and the contamination of groundwater, farmland, and ecosystems for millennia. The clean-up bill from an incident would be astronomical, costing billions of dollars.

“Australia doesn’t need nuclear energy, which is just a smokescreen to prolong the use of climate-wrecking coal and gas for decades. We are almost halfway to powering the nation with clean, affordable wind and solar, and should be supercharging efforts to get to 100% renewables backed by storage.

“The Coalition has not asked communities like Collie, Latrobe Valley and the Hunter Valley for their consent to build nuclear reactors and waste dumps in their backyards, but the upcoming Federal Election is a chance for voters to have a say in Australia’s energy future. Peter Dutton’s nuclear plan is too dangerous to proceed, and Australians should strongly reject the idea of nuclear energy here.”

—ENDS—

Note to editors: Images of a recent Greenpeace anti-nuclear protest at the Coalition’s election campaign launch party are available here.

For more information or to arrange an interview, please contact Vai Shah on 0452 290 082 / [email protected].

MIL OSI NGO –

April 24, 2025
MIL-OSI United Kingdom: Membership of the Building Control Independent Panel
Source: United Kingdom – Government Statements

News story

Membership of the Building Control Independent Panel

The government has announced the appointment of five members to the Building Control Independent Panel.
Today (24 April), the government has announced the appointment of five members to the Building Control Independent Panel.

This delivers on a Grenfell Tower Inquiry recommendation, accepted by the government, to set up a panel to carry out a review of whether to change the way in which building control is delivered in England. 

The panel will be chaired by Dame Judith Hackitt, whose leadership of the Independent Review of Building Regulations and Fire Safety has already helped to shape vital reforms across the sector. An engineer by profession, Dame Judith currently serves as an adviser on building standards to both the UK and Australian Governments and is a member of the International Building Quality Council (IBQC).  She will be joined by four experts with extensive experience in the regulation and use of the building control sector: Elaine Bailey, Ken Rivers, Rt Hon Nick Raynsford and Dr David Snowball. 

The panel members’ collective expertise will support a thorough and independent review of the current building control model, including on the Inquiry’s recommendations to consider the issue of commercial incentives from the system and exploring alternative options and approaches. The panel is expected to provide a report to the government this autumn.

Minister for Building Safety, Alex Norris MP, said: 

“The appointment of this independent panel is a significant step in our response to the Grenfell Tower Inquiry. We need a building control system that puts safety first and supports our plans to accelerate remediation. It must also help to deliver 1.5 million safe, high-quality homes over this Parliament, and be equipped to meet the demands of a modern construction sector.  

“Their work will play a vital role in shaping a safer, more accountable building industry, and I look forward to receiving the panel’s recommendations as they take this important work forward.”

The Chair for the Building Control Independent Panel, Dame Judith Hackitt said: 

“The panel stands ready to get to work on this important review.  We will work at speed but we come at this issue with an open mind and a determination to further raise standards”. 

Background on the Building Control system  

The building control system is there primarily to oversee key safety standards set in legislation and ensure that buildings are checked and safe in areas such as fire and structural safety. Following concerns raised by the Grenfell Tower Inquiry, especially around conflicts of interest in the system, a new panel has been appointed to look at whether changes are required.   

Notes to Editors 

The establishment of the panel was announced in the Government’s response to the Grenfell Tower Inquiry on February 26, 2025. 

The Grenfell Tower Inquiry recommended that the Government establish an independent panel to consider whether to remove commercial interest from building control and whether to move to a national authority decision model. 

The panel’s role is advisory and independent.  The aim is a report to Government in the autumn with a response before the end of the year. 

Further updates, including the panel’s Terms of Reference, will be published on GOV.UK shortly. 

Panel members:

Elaine Bailey 

Elaine Bailey is a member of the Industry Safety Steering Group and was formerly the CEO of Hyde Housing (2014-2019). Elaine holds several non-executive directorships, including at MJ Gleeson plc, a house builder operating in the North and Midlands; McCarthy&Stone Shared Ownership (MCSSO), a For Profit Registered Provider of older persons’ housing with a strategic partnership with Homes England; and Andium Housing, Jersey’s largest provider of sub-market value homes for rent and purchase. 

Ken Rivers 

Ken is a non-executive director at the HSE, alongside his role as a member of the Industrial Safety Steering Group. Prior to that he chaired the Control of Major Accident Hazards Regulations Strategic Forum and led the tripartite group since its inception, bringing industry and regulators together to identify and address important matters of managing major hazard in the UK. He spent 38 years of his career working at Shell, through various different positions and was President of the Institution of Chemical Engineers. 

Rt Hon Nick Raynsford MP 

Nick Raynsford was a Labour MP for 24 years. During this time he held positions as Minister of State for Housing and Planning, Minister for Construction, Minister for London and Minister of State for Local and Regional Government. The latter included responsibility for the Fire and Rescue Service. Since then he has had a number of advisory and non-executive roles in the private, voluntary and public sectors. This included chairing CICAIR (CIC Approved Inspectors Register), the organisation responsible until April 2024 for registering private sector Building Control bodies. Nick is a member of the New Towns Taskforce, working with MHCLG.  

Dr. David Snowball 

David spent his working career in the Health and Safety Executive, joining as a Factory Inspector in 1984 and retiring 35 years later. He held senior posts in operational divisions overseeing HSE intervention and enforcement and was also responsible, as Director Regulation, for the quality of operational work. He spent 15 months as Acting Chief Executive before his retirement. He now sits on the Industry Safety Steering Group alongside Dame Judith and is a non-executive director at the Gangmaster and Labour Abuse Authority (Feb 2022- present).

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Published 24 April 2025
MIL OSI United Kingdom –
April 24, 2025
MIL-OSI Russia: Honoring History, Looking to the Future: GUU Strengthens Russian-Chinese Cooperation

Translation. Region: Russian Federal

Source: State University of Management – Official website of the State –

On April 22, 2025, the Institute of China and Modern Asia of the Russian Academy of Sciences and the Russian Center for the Study and Research of Xi Jinping’s Thought on Socialism with Chinese Characteristics in a New Era, with the support of the Chinese Embassy in Russia, held a round table on the topic “Joint Implementation of the Three Global Initiatives to Build a Community of Shared Future for Humanity.” The event was attended by Fanis Sharipov, Director of the Center for Socio-Economic and Political Studies of China at the State University of Management.

The event took place at the Chinese Cultural Center with the participation of Russian and Chinese business circles, orientalists and other distinguished guests.

The first to speak was Ambassador Extraordinary and Plenipotentiary of the People’s Republic of China to the Russian Federation Zhang Hanhui. Then, reports were presented by the First Deputy Chairman of the International Affairs Committee of the Federation Council Andrei Denisov, Director of the Institute of China and Modern Asia of the Russian Academy of Sciences Kirill Babaev, Chairman of the Union of Chinese Entrepreneurs in Russia, Deputy Chairman of the Chinese-Russian Friendship Society Zhou Liqun and other representatives of Russian and Chinese business circles, orientalists and honored guests.

The State University of Management was represented by the Director of the Center for Socio-Economic and Political Research of China Fanis Sharipov, who noted in his speech that on December 18, 2024, a seminar on the topic “The Leader of China in My Eyes – Initiative of Global Civilization in the Form of a Presentation of the 4th Volume of Xi Jinping’s Book “On Public Administration” was held within the walls of our university, and on February 28 of this year, the State University of Management and Renmin Huabao held a round table on the topic “High-Quality Development of the Chinese Economy” on the eve of the next congress of the National People’s Congress of the People’s Republic of China in the Moscow office of the respected publishing house.

Following the round table, a collection of studies on the implementation of the global development initiative, the global security initiative, and the global civilization initiative will be published.

On April 23, 2025, at the invitation of the Russian-Chinese Friendship Society, students and teachers of the Russian-Chinese program “International Manufacturing Business” took part in the opening ceremony of the Chinese-Russian photo exhibition “Nobody is Forgotten, Nothing is Forgotten” dedicated to the 80th anniversary of the Great Victory. The event was organized by the Europe and Asia Broadcasting Center of the People’s Republic of China Foreign Language Literature Publication and Distribution Administration (Renmin Huabao Publishing House) and the Russian-Chinese Friendship Society.

The following speakers spoke at the opening of the exhibition: Feng Litao, Minister-Counselor of the Embassy of the People’s Republic of China in the Russian Federation, Director of the Chinese Cultural Center in Moscow; Galina Kulikova, First Deputy Chairperson of the Russian-Chinese Friendship Society; Yu Jia, Deputy Editor-in-Chief of the Center for Broadcasting to Europe and Asia of the PRC Office of Publication and Distribution of Literature in Foreign Languages; Zhou Shenko, Editor-in-Chief of the Shandong Broadcasting Corporation.

Subscribe to the TG channel “Our GUU” Date of publication: 04/24/2025

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 –

April 24, 2025
MIL-OSI: GPTBots Highlights Enterprise AI Agent Platform Capabilities at Inaugural GITEX Asia 2025
Source: GlobeNewswire (MIL-OSI)

HONG KONG, April 24, 2025 (GLOBE NEWSWIRE) — GPTBots.ai, a leading enterprise AI agent platform provider under Aurora Mobile (NASDAQ: JG), is showcasing its cutting-edge AI solutions at the inaugural GITEX Asia 2025 in Singapore (April 23-25). As Asia’s premier technology and innovation event and the Asian debut of GITEX GLOBAL, the summit themed “AI Everything Singapore,” attracts senior executives seeking innovative technologies. GPTBots stands out by offering tailored AI applications that empower enterprises to streamline operations, enhance customer experiences, and drive growth through custom-built AI agents.

GITEX Asia: A Hub for AI and Innovation
The first GITEX Asia convenes over 700 global enterprises and startups, 25,000+ tech buyers, and 250+ investors from over 70 countries. With a strong focus on AI, fintech, and digital transformation, the event features tech giants like Ericsson, Oracle, and NVIDIA, alongside influential government and industry speakers, fostering global collaboration and showcasing the latest technological advancements.

GPTBots’ Tailored AI Solutions for Complex Enterprise Needs
At the summit, GPTBots engaged with leaders facing specific challenges that require advanced, customized AI solutions beyond the capabilities of off-the-shelf products.
- A Leading Smart Medical Device Manufacturer (Commanding 80% Market Share in Singapore’s Hospitals):
  As a dominant player in the healthcare industry, this manufacturer manages vast volumes of sensitive data, including patient records, hospital operations, and device performance metrics. However, the organization faced significant challenges in harnessing this wealth of information effectively, struggling with fragmented reporting, underutilized insights, and the inability to automate critical processes like maintenance tracking and operational forecasting.
  Given the strict regulatory requirements that mandate all data remain within hospital premises, GPTBots’ private deployment capability provided a transformative solution. By enabling the creation of AI agents for advanced data analytics, predictive maintenance, and automated reporting, GPTBots empowered the manufacturer to unlock actionable insights from their data ecosystem. This not only enhanced operational efficiency and decision-making but also ensured uncompromised data privacy and security within each hospital’s environment. With GPTBots, the company has set a new standard for leveraging data-driven innovation in the healthcare sector.
Why GPTBots Stands Out
GITEX Asia 2025 highlights GPTBots’ unique value proposition for enterprises seeking actionable AI solutions:
- Tailored AI Applications: Specializing in creating custom AI agents that address specific enterprise needs, from automating complex workflows to building specialized knowledge assistants.
- Enterprise-Grade Capabilities: Offering features like multi-language support (90+ languages), knowledge base integration, seamless system compatibility, and crucially, flexible private deployment options to meet stringent data security and compliance requirements.
- Proven Expertise & Reliability: Demonstrating the ability to build robust, specialized AI agents that outperform generic models for specific business tasks, ensuring accuracy and efficiency.
Driving the Future of Enterprise AI
As GITEX Asia 2025 showcases the transformative potential of AI, GPTBots is proud to be at the forefront, enabling businesses to move beyond generic AI tools and deploy strategic, custom-built AI agents that deliver tangible results in efficiency, innovation, and growth.

About GPTBots
GPTBots.ai, developed by Aurora Mobile (NASDAQ: JG), is a leading AI development platform that empowers businesses to build and deploy enterprise-grade AI solutions. With a focus on customization, scalability, private deployment, and ease of use, GPTBots enables companies to streamline operations, enhance customer experiences, and unlock new growth opportunities.

For more information, visit www.gptbots.ai.

Media Contact:
Silvia
Senior Marketing Manager
marketing@gptbots.ai

The MIL Network –
April 24, 2025
MIL-OSI China: Philippines’ provocations undermine common interests of regional countries: Defense Spokesperson 2025-04-24 “The Philippines frequently conducted the so-called joint patrols and exercises, and invited and deployed strategic and tactical weapons, seriously undermining the common interests of regional countries,” said a Chinese defense spokesperson on Thursday.
Source: People’s Republic of China – Ministry of National Defense 2
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MIL OSI China News –
April 24, 2025
MIL-OSI Global: Beating malaria: what can be done with shrinking funds and rising threats

Source: The Conversation – Africa – By Taneshka Kruger, UP ISMC: Project Manager and Coordinator, University of Pretoria

Healthcare in Africa faces a perfect storm: high rates of infectious diseases like malaria and HIV, a rise in non-communicable diseases, and dwindling foreign aid.

In 2021, nearly half of the sub-Saharan African countries relied on external financing for more than a third of their health expenditure. But donor fatigue and competing global priorities, such as climate change and geopolitical instability, have placed malaria control programmes under immense pressure. These funding gaps now threaten hard-won progress and ultimately malaria eradication.

The continent’s healthcare funding crisis isn’t new. But its consequences are becoming more severe. As financial contributions shrink, Africa’s ability to respond to deadly diseases like malaria is being tested like never before.

Malaria remains one of the world’s most pressing public health threats. According to the World Health Organization there were an estimated 263 million malaria cases and 597,000 deaths globally in 2023 – an increase of 11 million cases from the previous year.

The WHO African region bore the brunt, with 94% of cases and 95% of deaths. It is now estimated that a child under the age of five dies roughly every 90 seconds due to malaria.

Yet, malaria control efforts since 2000 have averted over 2 billion cases and saved nearly 13 million lives globally. Breakthroughs in diagnostics, treatment and prevention have been critical to this progress. They include insecticide-treated nets, rapid diagnostic tests, artemisinin-based combination therapies (drug combinations to prevent resistance) and malaria vaccines.

Since 2017, the progress has been flat. If the funding gap widens, the risk is not just stagnation; it’s backsliding. Several emerging threats such as climate change and funding shortfalls could undo the gains of the early 2000s to mid-2010s.

New challenges

Resistance to drugs and insecticides, and strains of the malaria parasite Plasmodium falciparum that standard
diagnostics can’t detect, have emerged as challenges. There have also been changes in mosquito behaviour, with vectors increasingly biting outdoors, making bed nets less effective.

Climate change is shifting malaria transmission patterns. And the invasive Asian mosquito species Anopheles stephensi is spreading across Africa, particularly in urban areas.

Add to this the persistent issue of cross-border transmission, and growing funding shortfalls and aid cuts, and it’s clear that the fight against malaria is at a critical point.

As the world observes World Malaria Day 2025 under the theme “Malaria ends with us: reinvest, reimagine, reignite”, the call to action is urgent. Africa must lead the charge against malaria through renewed investment, bold innovation, and revitalised political will.

Reinvest: Prevention is the most cost-effective intervention

We – researchers, policymakers, health workers and communities – need to think smarter about funding. The economic logic of prevention is simple. It’s far cheaper to prevent malaria than to treat it. The total cost of procuring and delivering long-lasting insecticidal nets typically ranges between US$4 and US$7 each and the nets protect families for years. In contrast, treating a single case of severe malaria may cost hundreds of dollars and involve hospitalisation.

In high-burden countries, malaria can consume up to 40% of public health spending.

In Tanzania, for instance, malaria contributes to 30% of the country’s total disease burden. The broader economic toll – lost productivity, work and school absenteeism, and healthcare costs – is staggering. Prevention through long-lasting insecticidal nets, chemoprevention and health education isn’t only humane; it’s fiscally responsible.

Reimagine: New tools, local solutions

We cannot fight tomorrow’s malaria with yesterday’s tools. Resistance, climate-driven shifts in transmission, and urbanisation are changing malaria’s patterns.

This is why re-imagining our approach is urgent.

African countries must scale up innovations like the RTS,S/AS01 vaccine and next-generation mosquito nets. But more importantly, they must build their own capacity to develop, test and produce these tools.

This requires investing in research and development, regional regulatory harmonisation, and local manufacturing.

There is also a need to build leadership capacity within malaria control programmes to manage this adaptive disease with agility and evidence-based decision-making.

Reignite: Community and collaboration matters

Reigniting the malaria fight means shifting power to those on the frontlines. Community health workers remain one of Africa’s greatest untapped resources. Already delivering malaria testing, treatment and health education in remote areas, they can also be trained to manage other health challenges.

Integrating malaria prevention into broader community health services makes sense. It builds resilience, reduces duplication, and ensures continuity even when external funding fluctuates.

Every malaria intervention delivered by a trusted, local health worker is a step towards community ownership of health.

Strengthened collaboration between partners, governments, cross-border nations, and local communities is also needed.

The cost of inaction is unaffordable

Africa’s malaria challenge is part of a deeper health systems crisis. By 2030, the continent will require an additional US$371 billion annually to deliver basic primary healthcare – about US$58 per person.

For malaria in 2023 alone, US$8.3 billion was required to meet global control and elimination targets, yet only US$4 billion was mobilised. This gap has grown consistently, increasing from US$2.6 billion in 2019 to US$4.3 billion in 2023.

The shortfall has led to major gaps in the coverage of essential malaria interventions.

The solution does not lie in simply spending more, but in spending smarter by focusing on prevention, building local innovation, and strengthening primary healthcare systems.

The responsibility is collective. African governments must invest boldly and reform policies to prioritise prevention.

Global partners must support without dominating. And communities must be empowered to take ownership of their health.

The authors 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. Beating malaria: what can be done with shrinking funds and rising threats – https://theconversation.com/beating-malaria-what-can-be-done-with-shrinking-funds-and-rising-threats-255126

MIL OSI – Global Reports –

April 24, 2025
MIL-OSI Asia-Pac: 5 building plans approved in Feb

Source: Hong Kong Information Services

The Buildings Department approved five building plans in February – two on Hong Kong Island, two in Kowloon and one in the New Territories.

Three of the plans approved were for apartment and apartment/commercial developments, one was for factory and industrial development, and one was for community services development.

Consent was given for works to start on 11 building projects. Combined, these will provide 15,150 sq m of gross floor area for domestic, and 24,868 sq m of gross floor area for non-domestic use.

The department also received notification of commencement in relation to superstructure works for four building projects.

Furthermore, it issued 17 occupation permits – four on Hong Kong Island, five in Kowloon and eight in the New Territories.

The buildings certified for occupation comprise 102,564 sq m of gross floor area for domestic use, involving 1,624 units, and 47,163 sq m for non-domestic use.

Meanwhile, the department received 3,483 reports about unauthorised building works in February and issued 560 removal orders.

MIL OSI Asia Pacific News –

April 24, 2025
MIL-OSI Russia: Applications are now being accepted for the II Competition for Young Scientists

Translation. Region: Russian Federal

Source: State University of Management – Official website of the State –

The Sistema Charitable Foundation and the Russian Academy of Sciences (RAS) launched the 2nd Competition for Young Scientists, implemented within the framework of the Decade of Science and Technology with the support of the Federal Service for Intellectual Property (Rospatent) and a number of leading Russian technology companies.

The competition is aimed at supporting applied innovative scientific developments and the latest research in priority sectors of the economy. Its goal is to promote the popularization of Russian science and education, and to create conditions for the development of students and young scientists in science-intensive areas.

Citizens of the Russian Federation can take part in the Competition – one young scientist or a team of students and young scientists up to three people, presenting their scientific developments and research results in one of ten nominations:

“Artificial Intelligence and Quantum Technologies”; “Hydrogen as the Basis of Green Energy”; “Digital Energy and Intelligent Systems”; “Genomic Technologies and Medicine of the Future”; “Bioinnovations: Technologies for Life”; “Space Exploration and Unmanned Systems: A Look into the Future”; “Microelectronics: From Chips to Smart Devices”; “The East is a Delicate Matter: Technological Breakthroughs in Asia”; “New Horizons in the Construction Industry”; “Chemical Technologies, Innovative Materials and Processes”.

Applications for the Competition will be accepted on the Lift to the Future platform and will last until July 20, 2025. The names of the winners, selected based on the results of a two-stage examination, will be announced by November 1, 2025. The authors of the best innovative solutions and research results, in addition to funds, will receive information and expert support. The winners of the Competition in the “space” nomination will receive a special prize – their name will be sent into space on one of the satellites launched by the partner of the direction – Sputnix Group of Companies.

Subscribe to the tg channel “Our State University” Announcement date: 04/24/2025

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 –

April 24, 2025
MIL-OSI: EngageLab Showcases AI-Powered Omnichannel Customer Engagement Solutions at Inaugural GITEX Asia 2025

Source: GlobeNewswire (MIL-OSI)

SINGAPORE, April 24, 2025 (GLOBE NEWSWIRE) — EngageLab, a global leader in AI-powered omnichannel customer engagement solutions, proudly participated in the inaugural GITEX Asia 2025, held in Singapore from April 23-25. As Asia’s largest and leading technology and innovation event, and the Asian debut of the world’s largest tech show GITEX GLOBAL, the summit, themed “AI Everything Singapore,” convenes senior executives and decision-makers seeking transformative technologies. EngageLab stands out as a trusted partner, demonstrating how its AI-driven omnichannel platform empowers businesses to deliver personalized, impactful experiences across multiple touchpoints, fostering stronger relationships and driving global growth.

The inaugural GITEX Asia brings together over 700 global enterprises and startups from 70+ countries, more than 25,000 tech buyers, and over 250 active investors. At the event, EngageLab engaged with leaders from diverse industries, addressing unique challenges in customer communication, data integration, and operational efficiency, particularly for businesses operating across borders.

EngageLab’s Distinctive Edge Secures Strategic Interest

During a pivotal discussion with a leading Indian application and website development company, EngageLab’s unparalleled strengths in global messaging infrastructure and dedicated local support took center stage. The firm, seeking robust push notification solutions for their diverse client base, was impressed by EngageLab’s superior deliverability, multi-channel reliability, and responsive customer service tailored to regional needs.

The conversation quickly evolved into a strategic alignment, as the company recognized EngageLab’s potential to elevate their clients’ communication strategies through its integrated engagement platform. By seamlessly combining AppPush, WebPush, Email, OTP, SMS, and WhatsApp Business, EngageLab demonstrated its ability to deliver personalized, compliant messaging across the entire customer journey to achieve unmatched engagement and conversion rates.

The mutual enthusiasm and alignment of goals have set the stage for what promises to be a highly impactful collaboration.

Why EngageLab Stands Out

GITEX Asia 2025 underscores EngageLab’s role as a trusted innovator in AI-powered customer engagement, recognized for:
● Omnichannel Customer Engagement: Seamlessly integrating multiple communication channels for cohesive, personalized customer journeys.
● AI-Powered Insights: Leveraging real-time analytics and user behavior tracking to optimize engagement strategies and maximize ROI.
● Reliable Global Infrastructure: Strategically distributed global data nodes (including Singapore, USA, Germany) ensure high delivery rates (40% higher than other vendors for push notification and 99.97% for email), low latency, and compliance with local regulations like GDPR & DPPA – crucial for cross-border operations.
● Superior Channels & Service: Offering demonstrably better message deliverability and dedicated technical support compared to competitors.

Driving the Future of Customer Engagement

As GITEX Asia 2025 unfolds, the future of customer engagement clearly lies in personalization, automation, and seamless omnichannel communication. EngageLab is proud to lead this transformation, empowering businesses worldwide to unlock the full potential of their customer engagement strategies.

About EngageLab

EngageLab is a world-leading provider of AI-powered omnichannel customer engagement solutions, empowering businesses to optimize customer communication, enhance engagement efficiency, and drive growth. With a focus on AI-driven personalization, omnichannel integration, and global scalability, EngageLab serves as a trusted partner for enterprises worldwide.

For more information, visit www.engagelab.com.

Media Contact:
Email: marketing@engagelab.com
Website: www.engagelab.com

The MIL Network –

April 24, 2025
MIL-OSI Global: What we’ve learnt about lone-actor terrorism over the years could help us prevent future attacks

Source: The Conversation – UK – By Diego Muro, Senior Lecturer in International Relations, University of St Andrews

Politically motivated attacks, carried out by lone individuals lacking direct affiliation with any terrorist group, have become more common in Europe during the last few decades.

One of the most common and devastating forms of lone-actor violence involves driving into crowds. In 2016, Mohamed Lahouaiej-Bouhlel used this method to kill 86 people in Nice. In 2011, Anders Breivik detonated a bomb in central Oslo before carrying out a mass shooting on the island of Utøya, leaving 77 dead. Not all lone-actor attacks are as deadly or indiscriminate as these. Some target specific people, as seen in the assassinations of German politician Walter Lübcke in 2019 and British MP David Amess in 2021.

Lone-actor terrorism – also known as lone-wolf terrorism – poses a unique challenge for European states. Traditional counterterrorism tools designed for organised groups like al-Qaeda, Islamic State, or Eta are far less effective against people acting alone. While lone-actor plots are typically less complex, they can still cause significant harm.

We’ve also seen that lone-actor attacks can trigger far-reaching ripple effects. The resulting public outrage can intensify debates on contentious issues like immigration, and ultimately boost support for extremist parties.

Copycat or reactionary attacks are another consequence of lone-actor terrorism. A striking example is the mass shootings carried out by Brenton Tarrant in New Zealand in 2019. He cited the actions of Breivik and others as direct inspiration. According to Tarrant’s own manifesto, a key trigger for his radicalisation was the 2017 Islamist attack in Stockholm, where Rakhmat Akilov, an asylum seeker from Uzbekistan, drove a truck into a crowd, killing five people, including an 11-year-old child.

Why lone-actor attacks are so difficult to prevent

Because lone actors operate independently and rarely communicate their intentions, their identities often remain unknown until after an attack. Their goals and ideologies are frequently ambiguous, making it hard to predict behaviour or select likely targets. Even correctly identifying an incident as lone-actor terrorism can be challenging.

The case of Axel Rudakubana illustrates this difficulty. Rudakubana killed three young girls in Southport, northern England, in 2024 after breaking into their Taylor Swift-themed dance workshop. Despite the discovery of an Al-Qaeda training manual in his possession, prosecutors found no substantial evidence of political motivation and labelled the incident a “mass killing” rather than terrorism.

It is very difficult – if not impossible – to determine the exact number of lone-actor terrorist attacks that have taken place in Europe with certainty. The absence of a universally accepted definition of terrorism is part of the problem. It’s also possible that acts of mass violence are being classified as terrorism when they are actually ideologically neutral. Equally, it can be difficult to determine whether an actor truly acted alone, especially in an age of internet radicalisation.

What is clear is that independent terrorist attacks became more frequent in the early 2010s. By 2013, such incidents spiked, with Europe seeing six to seven Islamist and far-right attacks per year (up from fewer than one annually before 2010). These figures refer strictly to cases where perpetrators acted independently, excluding those with evidence of external support. For example, Anis Amri’s 2016 truck attack in Berlin and Taimour al-Abdaly’s 2010 suicide attempt in Stockholm were initially seen as lone-actor events, but later investigations revealed ties to Islamist cells.

Lone-actor terrorism appears less common among far-left and ethno-nationalist groups, though exceptions do exist.

Lone-actor terrorist attacks in Europe

Lone-actor attacks in the 2010s.
D muro, O Craciunas, CC BY-ND

This shift towards lone-actor attacks is likely a result of evolving counterterrorism strategies implemented after major attacks like the 2004 Madrid train bombings and the 2005 London bombings. It became harder to carry out large-scale plots so groups like Al-Qaeda and later Islamic State switched to encouraging or organising attacks by loosely affiliated individuals acting independently but on their behalf.

The struggle between terrorist groups and governments is one of constant adaptation. By 2018, Europol data indicated that all the Islamist attacks that had been seen through to completion in Europe during that year had been carried out by lone actors.

Lone-actor attacks have an even longer history within far-right terrorism. The term “lone-wolf terrorist” was first popularised in American white supremacist propaganda in the early 1990s – well before the more neutral term “lone-actor terrorist” was adopted by researchers. As counterterrorism efforts increasingly targeted white supremacist groups, many within the movement came to see independent action as the most effective way to evade detection and maintain operational secrecy.

Addressing the threat

Fortunately, we now understand more about lone-actor crimes. We’ve come to understand that these attacks stem from complex psychological and environmental factors.

While perpetrators shouldn’t be dismissed as simply “crazy,” mental health can play a role in radicalisation, especially when combined with personal grievances, failed aspirations, and perceived injustices. Influences from family, peers and online spaces also shape this process. While no two radicalisation pathways are identical, certain patterns can be observed – and recognising them early may help reduce the threat.

The idea of “self-radicalisation” also merits caution. Lone actors rarely radicalise in isolation; their manifestos often echo broader ideological themes, shaped by conspiracy theories or charismatic figures. These actors often assign symbolic meaning to their actions. Raising awareness of the impact of violent public discourse is key – though this must be done without infringing on free speech. History shows that providing “pressure valves” for controversial ideas is more constructive than censorship.

Lone-actor attacks are, in part, difficult to prevent precisely because they are not a systemic threat in the way that coordinated, group-based terrorism can be. Its danger lies in isolated bursts of violence rather than in sustained campaigns. But there are patterns worth following that could help prevent future incidents.

The authors 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 we’ve learnt about lone-actor terrorism over the years could help us prevent future attacks – https://theconversation.com/what-weve-learnt-about-lone-actor-terrorism-over-the-years-could-help-us-prevent-future-attacks-254137

MIL OSI – Global Reports –

April 24, 2025

MIL-OSI United Kingdom: Change of His Majesty’s Ambassador to Kazakhstan: Sally Axworthy

Source: United Kingdom – Executive Government & Departments

Press release

Change of His Majesty’s Ambassador to Kazakhstan: Sally Axworthy

Mrs Sally Axworthy MBE has been appointed His Majesty’s Ambassador to the Republic of Kazakhstan.

Mrs Sally Axworthy

Mrs Sally Axworthy MBE has been appointed His Majesty’s Ambassador to the Republic of Kazakhstan in succession to Ms Kathy Leach who will be transferring to another Diplomatic Service appointment. Mrs Axworthy will take up her appointment during August 2025.

Curriculum vitae

Full name: Sally Jane Axworthy

Year	Role
2024 to present	Full-time Kazakh language training
2021 to 2024	FCDO, Head, Negotiations and Peace Processes Department, Office for Conflict, Stabilisation and Mediation
2016 to 2021	Holy See, HM Ambassador
2013 to 2015	FCO, Joint Head, North Africa Department
2011 to 2013	FCO, Head, Somalia Unit
2011	FCO, Head, Great Lakes, East Africa and Somalia Department
2009 to 2011	India, Director, Corporate Services
2007 to 2008	FCO, Head of Financial Skills
2006	FCO, Senior Flexible Working Project, Human Resources Directorate
2004 to 2005	Government Office South West, Vulnerable Adults Project Leader
2001 to 2003	Government Office South West, Assistant Director, Devon and Cornwall
1998 to 2000	FCO, Head, Turkey, Cyprus & Malta Section, European Union Department
1996 to 1998	Bonn, First Secretary (European Union)
1994 to 1996	Secondment to the German Foreign Ministry
1993 to 1994	FCO, Head, Political Section, United Nations Department
1991 to 1992	Kyiv, Second Secretary Economic
1989 to 1991	Moscow, Third Secretary Commercial
1988 to 1989	Full time language training (Russian)
1987 to 1988	FCO, Desk Officer, Hungary and Czechoslovakia

Published 24 April 2025

MIL OSI United Kingdom –

April 24, 2025

MIL-OSI Russia: The number of capital enterprises in the creative industries has reached 113 thousand

Translation. Region: Russian Federal

Source: Moscow Government – Government of Moscow –

Over four years, the number of Moscow companies and individual entrepreneurs in the creative industries has increased by 12 percent to 113 thousand. The products of the capital’s creative business attract audiences throughout Russia and abroad. This was reported by Natalia Sergunina, Deputy Mayor of Moscow.

“In 2024 alone, more than seven thousand new creative enterprises appeared in the capital. The most popular areas are information technology and video games, fashion, cinema and animation,” said Natalia Sergunina.

The development of the sector is facilitated by comprehensive support from the city — from the construction of modern infrastructure to the launch of accelerators and professional competitions. Projects such as “Design Workshop”, “Art. Workshop” and “Video Game Factory” give industry representatives the opportunity to make a name for themselves, work with renowned experts and find major customers. The “Creative Market” program helps increase sales and tell more potential buyers about the brand.

Large-scale production sites, in particular the Moscow Film Cluster, provide residents with work spaces, necessary equipment and useful services.

Export of creative projects

Moscow pays special attention to promoting creative business products abroad.

“Last year, with the support of the city, entrepreneurs concluded about 100 international contracts and agreements in the creative industries. The total amount of export contracts exceeded one billion rubles,” Natalya Sergunina specified.

Many of them were signed within the framework of the BRICS Fashion Summit, Moscow Fashion Week, Moscow International Film Week and other major industry events.

Continuing work in this direction, in 2025 the city will organize the participation of capital companies in foreign exhibitions, including in Belarus, Indonesia and Egypt.

For example, a trip to the computer games and e-sports festival in Istanbul is planned for September, and to the Shanghai International Children’s Book Fair in November. Entrepreneurs will be able to present their products and take part in negotiations with potential partners.

Quickly find out the main news of the capital in the official telegram channelthe city of Moscow.

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.

Please Note; This Information is Raw Content Directly from the Information Source. It is access to What the Source Is Stating and Does Not Reflect

https: //vv.mos.ru/nevs/ite/153066073/

MIL OSI Russia News –

April 24, 2025
MIL-OSI New Zealand: Name release – State Highway 2, Tangoio crash

Source: New Zealand Police (National News)

Police are now in the position to release the name of the man who died following a crash on State Highway 2, Tangoio on 16 April.

He was Glen Stephen Harrison, 64.

Police extend our condolences to his family and friends at this difficult time.

Enquiries into the circumstances of the crash are ongoing.

ENDS

Issued by Police Media Centre.

MIL OSI New Zealand News –

April 24, 2025
MIL-OSI New Zealand: Police investigating crash involving off-road motorcycle

Source: New Zealand Police (National News)

Attribute to Road Policing Manager Inspector Angela Hallett

Police are investigating a serious crash involving an off-road bike in Hastings this afternoon.

About 2pm, a motorcycle crashed on Canning Road, between Hapia Street and Orchard Road. As the bike skidded along the ground it hit a nurse outside a café, causing her moderate injuries.

One of the two juvenile on the bike received critical injuries, while the second received serious injuries. Police have established the rider was a 14-year-old, carrying a 17-year-old passenger.

We are still piecing together the events, but initial indications suggest the bike was one of two travelling at speed along Canning Road and may have been attempting to undertake a turning vehicle when the crash happened.

Both bikes are believed to have been the subject of complaints a short time earlier, though were not being pursued at the time of the crash.

I want to commend the swift actions of medical staff who rushed to assist the injured parties, and the professionalism of Police staff. Officers at the scene were forced to form a barrier between the first responders and a number of people who arrived on scene and became abusive at the people who were trying to help.

Police also arrested one man for breaching bail, after he drove a car onto the footpath at the crash scene.

The investigation into the crash is in its early stages and no charges have yet been laid. We are speaking to a number of people and will be making follow up enquiries over the coming days.

The road was closed for a time while a scene examination was carried out but has since reopened.

ENDS

Issued by the Police Media Centre

MIL OSI New Zealand News –

April 24, 2025
MIL-Evening Report: Grattan on Friday: Coalition’s campaign lacks good planning and enough elbow grease

Source: The Conversation (Au and NZ) – By Michelle Grattan, Professorial Fellow, University of Canberra

Whatever the result on May 3, even people within the Liberals think they have run a very poor national campaign. Not just poor, but odd.

Nothing makes the point more strongly than this week’s release of the opposition’s defence policy.

As events played out, its Wednesday launch in Perth was overshadowed by the death of Pope Francis on Monday. But regardless of that unforeseeable event, the timing was extraordinarily late. Early birds had started voting at pre-poll places on Tuesday. The popularity of pre-polling means that, for many voters, the tail end of the formal campaign is irrelevant.

The Coalition regards defence and national security as its natural territory. It is pledging to boost defence spending to 2.5% of GDP within five years – $21 billion extra – and to 3% within a decade. The policy set up a contrast with Labor.

So why leave its release until the campaign’s penultimate week? The opposition’s line is that it wanted to see what money was available. Dutton said, “It would have been imprudent for us to announce early on, without knowing the bottom line”. The explanation doesn’t wash. If defence is such a priority, it should have been towards the front of the queue for funds.

That wasn’t the whole of the problem. The announcement consisted literally of only these two figures, wrapped in rhetoric. It didn’t come with any meat, any policy document setting out how a Coalition government would rethink or redo defence.

Shadow minister Andrew Hastie was at the launch, but he has been hardly seen nationally in recent months. He says he’s been working behind the scenes, and also he has a highly marginal Western Australian seat (Canning) to defend.

But Hastie, 42, has been underused. From the party’s conservative wing, he is regarded as one of the (few) bright young things in the Liberal parliamentary party. He has been touted as a possible future leader. Given the general weakness of the Coalition frontbench, wasting Hastie has been strange.

A captain in the Special Air Service Regiment who served in Afghanistan, Hastie has seen his share of combat. In 2018, he expressed the view that women shouldn’t serve in combat roles, saying “my personal view is the fighting DNA of close combat units is best preserved when it’s exclusively male”.

This week he was peppered with questions about his opinion (questioning triggered by a similar view being expressed by a disqualified Liberal candidate). But the issue is a red herring.

Hastie, a former assistant minister for defence, says he accepts the Coalition’s position that all defence roles are and should be open to qualified women. In the Westminster system, the obligation is for ministers to adhere to the agreed policy – that doesn’t mean someone might not have a different personal view.

Putting together an election campaign requires judgements at many levels, ranging from how big or small a target to be, and the balance between negative and positive campaigning, to candidate selection and which seats the leader visits.

The length of the formal campaign is in the prime minister’s hands. Anthony Albanese has sensibly kept this one to the typical five weeks, but a couple of past PMs made bad decisions, by running very long campaigns: Bob Hawke in 1984 and Malcolm Turnbull in 2016. Both lost seats, while retaining power.

While keeping the formal campaign short, Albanese was canny in hitting the road as the year started with a series of announcements. That gave him
momentum and some clear air. This also became more important when Easter and the Anzac holiday weekend intruded on the formal campaign. The Coalition looked dozy in January.

In the event of a Coalition loss, the nuclear policy will be seen as a drag. In campaigning terms, it has been a bold throw of the dice, although admittedly not nearly as bold as the Coalition’s sweeping Fightback blueprint for economic reform in the early 1990s. That looked for a while as if it might fly, but was eventually demolished by Labor Prime Minister Paul Keating.

Elections are not conducted in vacuums. Context can be important, and it has been particularly so in this campaign.

As has repeatedly been said, Donald Trump hovers over these weeks, and it’s the Coalition that is disadvantaged. This is not just because Dutton struggles to deal with the government’s barbs that he is Trump-like – more generally, some voters who might have been willing to change their vote appear to be thinking now is not the time.

If the Coalition defies the current apparent trend to Labor and scores a win in minority government, critics of its campaign will be eating humble pie. Seasoned election watchers remember the salutary lessons of 1993 and 2019, when the polls were wrong. In those elections, the government was returned.

Dutton and Nationals leader David Littleproud have both suggested the Coalition’s internal polling, which concentrates on marginal seats, is better for it than the media’s national polls.

If Labor loses this election, it will be left wondering how an apparently textbook campaign failed to nail the votes.

If the Liberals lose, their post-mortem reviewers will home in on various faults. One will be the policy lateness (not just the defence policy), meaning voters didn’t have time to absorb the offerings. Another will be the fact some policies were not fully thought through, or road tested. The consequences of the foray on working-from-home should have been anticipated. “Shadows” have often put policy preparedness behind going for a political hit on the day.

Read more:
Election Diary: Dutton backs down on working-from-home crackdown after outcry threatens to cost votes

Even now, the opposition is struggling when quizzed about its plan to cut 41,000 from the public service. Dutton says the numbers will only go (by attrition or voluntary redundancy) from those working in Canberra. The Coalition also says frontline services and national security areas will be protected.

A source familiar with the public service points out, “If you sacked 41,000 in Canberra, you would decimate the national security bureaucracy and if you exempted national security you would barely have 41,000 public servants to sack”.

If the Coalition has a disastrous loss, with few or no net gains, the criticism of its campaign will be scarifying. If it loses by only a little, the critics will say that a better planned and organised campaign, preceded by a lot more policy work, might have pushed it across the line.

To be successful, an opposition needs a great deal of elbow grease, and so far the Coalition doesn’t look as though it has used enough of that.

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

– ref. Grattan on Friday: Coalition’s campaign lacks good planning and enough elbow grease – https://theconversation.com/grattan-on-friday-coalitions-campaign-lacks-good-planning-and-enough-elbow-grease-254992

MIL OSI Analysis – EveningReport.nz –

April 24, 2025
MIL-OSI Asia-Pac: Subsidised flat ballots drawn

Source: Hong Kong Information Services

Ballots were drawn today to determine the priority ranking of applications under the Housing Authority’s White Form Secondary Market Scheme (WSM) 2024.

The authority’s Subsidised Housing Committee Chairman Cleresa Wong officiated at a ballot ceremony. The results are available on the scheme’s dedicated webpage.

The Subsidised Housing Committee said in January that beginning from WSM 2024 the number of places on offer will be increased by 1,500 to 6,000. All of the additional places will be allocated to applicants aged below 40.

The authority said that of the applications received under WSM 2024, over 80% came from young applicants applying to the newly implemented WSM Youth Scheme.

The authority estimates that approval letters will be issued to successful applicants in the third or fourth quarter of this year, paving the way for them to apply for a Certificate of Eligibility to Purchase.

The certificates can be used by applicants to purchase a flat within the one-year validity period.

MIL OSI Asia Pacific News –

April 24, 2025
MIL-OSI New Zealand: Photos could help formally identify remains

Source: New Zealand Police (National News)

Police are seeking photos of a Russian stuntman who went missing in 2002, in the hope the image can help identify partial remains located at Motutere earlier this year.

Artour Melikov was 36 when he was reported missing on 10 September 2002. Turangi Police located his vehicle at the Jellicoe Reserve, 400 metres north of Bulli Point at Lake Taupo. The car key was left inside the vehicle, along with Artour’s throwing knives, clothing, passport and other important documentation.

Despite extensive search efforts, there was no sign of Artour and Police established he hadn’t been seen since he left Auckland two days prior.

On 9 January this year, Police were called to a holiday park at Motutere, where several bones were located near a walking track.

Senior Constable Barry Shepherd QSM, of the Taupo Area Search and Rescue Squad, said Police believed the remains were those of Artour, but extensive enquiries have been unable to lead to a positive identification.

“We’ve been unable to contact his next of kin, so hope there is a colleague or friend who may be able to help us.

“Artour was a stuntman for the likes of Xena: Warrior Princess during his time in New Zealand, and we hope there is someone who worked with him who may have high-quality photos of his face, and especially his teeth.”

Artour had gold teeth in his upper jaw, that would have been distinctive, Senior Constable Shepherd said.

“We know 22 years is a long time, but I urge anyone who may have worked with Artour, to please review any images you may have and contact us if you can help.”

If you have any information that could assist the investigation, please make a report via 105, using the reference number 250110/2158.

ENDS

Issued by the Police Media Centre

MIL OSI New Zealand News –

April 24, 2025
MIL-OSI Security: Retired Police Officer Sentenced to 60 Months in Federal Prison for Obstructing Justice

Source: Office of United States Attorneys

Hagåtña, Guam – SHAWN N. ANDERSON, United States Attorney for the Districts of Guam and the Northern Mariana Islands, announced that defendant, John T. Mantanona, age 67, was sentenced by designated Senior District Judge John C. Coughenour in the District Court of Guam to 60 months imprisonment for Obstructing Justice by Endeavoring to Influence a Juror, in violation of 18 U.S.C. § 1503. The Court also ordered two years of supervised release, a $30,000 fine, and a mandatory $100 special assessment fee.

From October 12, 2018, through November 13, 2018, Chief Judge Frances Tydingco-Gatewood conducted a federal jury trial in the criminal case of United States v. Raymond Martinez and Juanita Moser, 15-CR-00031. Mantanona was retired from the Guam Police Department, including work as an FBI task force officer. Martinez and Moser hired him as an investigator during the trial. Mantanona tried to influence Gregorio Tyquiengco while Tyquiengco served as a juror in the case. During the trial, and prior to jury deliberations, Mantanona contacted Tyquiengco to discuss what verdict Tyquiengco would render and to influence him to vote “NG” (not guilty) despite the evidence against Martinez and Moser. Mantanona also wanted Tyquiengco to persuade other jurors to do the same, with the intent to cause a hung jury and mistrial. A mistrial was declared on November 13, 2018. Mantanona met with Tyquiengco and gave him $1,000, in addition to $100 afterward.

Tyquiengco pled guilty to Contempt of Court, in violation of 18 U.S.C. § 401(3). He was sentenced to 30 days imprisonment and one year of supervised release. Tyquiengco was also ordered to reimburse the district court for any money he received for serving as a federal juror.

William Topasna Mantanona pled guilty to False Statement to Government Agent, in violation of 18 U.S.C. § 1001(a)(2). During a wiretapped telephone conversation, he communicated with his brother, John T. Mantanona, to facilitate the above-described scheme. He later falsely denied this conduct during an investigative interview with a special agent from Homeland Security Investigations. On August 26, 2021, the district court sentenced William Topasna Mantanona to six months imprisonment, two years of supervised release, and a mandatory $5,000 fine.

“The public should have faith in our justice system, which includes fair and impartial court proceedings. Mantanona violated this fundamental concept of trial by jury. The Department of Justice will hold accountable those who obstruct justice,” stated United States Attorney Anderson. “I applaud our law enforcement partners for pursuing an investigation beyond the initial crimes by Martinez and Moser.”

“Great trust is placed in those who call law enforcement their mission,” said Homeland Security Investigations Hawaii Special Agent in Charge Lucy Cabral-DeArmas. “Violating that trust by working to dilute the integrity of our judicial process is a complete betrayal of that mission and brings down every person who seeks to serve the public. This sentence sends a clear message to those currently in or retired from law enforcement that if you break that trust, there will be consequences.”

“The FBI’s anti-corruption work remains one of our highest priorities. Those who criminally influence jurors and their deliberations through bribery strike at the very foundation of our criminal justice system,” said FBI Honolulu Special Agent in Charge David Porter. “Mr. Mantanona tampered with the integrity of our legal process, and in so doing, attempted to deny our community the justice it deserves. As reflected by this investigation, the FBI is committed to protecting our legal system and will bring to justice those who act to corrupt it.”

The case was investigated by the Federal Bureau of Investigation and Homeland Security Investigations and prosecuted by Assistant United States Attorney Rosetta L. San Nicolas in the District of Guam.

MIL Security OSI –

April 24, 2025
MIL-OSI: Zscaler ThreatLabz Uncovers Surge in AI-Driven Cyberattacks Targeting Critical Business Operations
Source: GlobeNewswire (MIL-OSI)

Key Findings:
- Global phishing is down 20%, but attackers are striking deeper, not wider—targeting IT, HR, finance, and payroll teams with high-impact campaigns.
- Telegram, Steam, and Facebook are top platforms for phishing – used for both impersonation and malware delivery.
- Tech support and job scams increase with 159M+ hits in 2024, preying on users across social platforms.
SAN JOSE, Calif., April 24, 2025 (GLOBE NEWSWIRE) — Zscaler, Inc. (NASDAQ: ZS), the leader in cloud security, today published its Zscaler ThreatLabz 2025 Phishing Report, analyzing over two billion blocked phishing attempts between January and December 2024 captured by the Zscaler Zero Trust Exchange™, the world’s largest cloud security platform. The annual report exposes how cybercriminals are using Generative AI to launch surgical, targeted attacks against high-impact business functions – and why a Zero Trust + AI defense strategy is mission critical. The report uncovers a shift from high-volume email blasts to targeted, AI-fueled attacks designed to evade defenses and exploit human behavior. It also offers actionable insight to help organizations defend against this evolving threat landscape.

“The phishing game has changed. Attackers are using GenAI to create near-flawless lures and even outsmart AI-based defenses,” said Deepen Desai, CSO and Head of Security Research, Zscaler. “Cybercriminals are weaponizing AI to evade detection and manipulate victims, which means organizations must leverage equally advanced AI-powered defenses to outpace these emerging threats. Our research reinforces the importance of adopting a proactive, multi-layered approach—combining robust zero trust architecture with advanced AI-driven phishing prevention—to effectively combat the rapidly evolving threat landscape.”

Emerging markets see a surge in phishing activity
While phishing dropped overall by 20% globally and by nearly 32% in the U.S., due in part to rising email authentication standards, attackers transitioned just as fast, launching more attacks on emerging markets like Brazil, Hong Kong, and the Netherlands, often where digital adoption outpaces security investment. Established targets like India, Germany, and the UK remain under sustained pressure, as threat actors adapt to local patterns and seasonal trends.

Community platforms fuel phishing growth
Phishing campaigns are increasingly abusing community-based platforms like Facebook, Telegram, Steam, and Instagram – not only spoofing their brands, but using them to distribute malware, mask C2 communications, gather target intel, and carry out social engineering attacks. Meanwhile, tech support scams, where attackers pose as IT support teams to exploit urgency and safety concerns of victims, remain widespread with 159,148,766 hits in 2024.

Threat actors capitalize on AI: Phishing-as-a-Service and AI deception on the rise
Cybercriminals are using GenAI to scale attacks, generate fake websites, and craft deepfake voice, video, and text for social engineering. New scams mimic AI tools – such as resume generators and design platforms – tricking users into handing over credentials or payment data. Critical departments like payroll, finance, and HR are prime targets, along with executives – as they hold the keys to sensitive systems, information, and processes, and can more easily approve fraudulent payments.

Cybercriminals are also creating fake “AI assistant” or “AI agent” websites, falsely offering services such as resume generation, graphic design, workflow automation, and more. As AI tools become increasingly integrated into daily life, attackers are capitalizing on the ease of use and trust around AI to drive unsuspecting users to fraudulent sites.

Zscaler can help: Defending against AI threats with Zero Trust everywhere + AI
As cybercriminals continue to use GenAI to develop new tactics and deliver more sophisticated attacks, enterprises need to strengthen their defenses against every type of compromise.

The Zscaler Zero Trust Exchange protects users, applications, and data across all phases of the attack chain by:
- Minimizing the attack surface
- Preventing initial compromise
- Eliminating lateral movement
- Shutting down insider threats
- Stopping data loss
Zscaler AI-powered offerings add advanced protection by securing public AI use, shielding private AI models, and detecting AI-generated threats.

Download the Report
Get the full ThreatLabz 2025 Phishing Report to explore emerging trends and attack vectors. Learn why a Zero Trust + AI approach is critical to staying ahead of today’s phishing threats. Download today.

Research Methodology
Zscaler ThreatLabz analyzed 2 billion blocked phishing transactions between January–December 2024, exploring various aspects including the top phishing attacks, targeted countries, hosting countries for phishing content, distribution of company types based on server IP addresses, and the top referrers linked to these phishing attacks. Additionally, ThreatLabz tracked and examined notable phishing trends and use cases observed throughout 2024.

About ThreatLabz
ThreatLabz is the security research arm of Zscaler. This world-class team is responsible for hunting new threats and ensuring that the thousands of organizations using the global Zscaler platform are always protected. In addition to malware research and behavioral analysis, team members are involved in the research and development of new prototype modules for advanced threat protection on the Zscaler platform, and regularly conduct internal security audits to ensure that Zscaler products and infrastructure meet security compliance standards. ThreatLabz regularly publishes in-depth analyses of new and emerging threats on its portal, research.zscaler.com.

About Zscaler
Zscaler (NASDAQ: ZS) accelerates digital transformation so customers can be more agile, efficient, resilient, and secure. The Zscaler Zero Trust Exchange™ platform protects thousands of customers from cyberattacks and data loss by securely connecting users, devices, and applications in any location. Distributed across more than 150 data centers globally, the SASE-based Zero Trust Exchange is the world’s largest in-line cloud security platform.

Media Contacts
Nick Gonzalez
Sr. Manager, Media Relations
press@zscaler.com

A photo accompanying this announcement is available at https://www.globenewswire.com/NewsRoom/AttachmentNg/6b96dd38-9f87-4353-85b3-13a0086fc129

The MIL Network –
April 24, 2025

Category: Asia Pacific

New challenges

Reinvest: Prevention is the most cost-effective intervention

Reimagine: New tools, local solutions

Reignite: Community and collaboration matters

The cost of inaction is unaffordable

Source: MinEx, Health and Safety in NZ Extractives

Source: Energy Resources Aotearoa

Source: UNICEF Aotearoa NZ

Source: Fire and Emergency New Zealand

Source: Fire and Emergency New Zealand

Membership of the Building Control Independent Panel

Minister for Building Safety, Alex Norris MP, said:

The Chair for the Building Control Independent Panel, Dame Judith Hackitt said:

Background on the Building Control system

Notes to Editors

Panel members:

Elaine Bailey

Ken Rivers

Rt Hon Nick Raynsford MP

Dr. David Snowball

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Updates to this page

New challenges

Reinvest: Prevention is the most cost-effective intervention

Reimagine: New tools, local solutions

Reignite: Community and collaboration matters

The cost of inaction is unaffordable

Why lone-actor attacks are so difficult to prevent

Addressing the threat

Change of His Majesty’s Ambassador to Kazakhstan: Sally Axworthy

Curriculum vitae

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Updates to this page

Export of creative projects

Minister for Building Safety, Alex Norris MP, said: 

The Chair for the Building Control Independent Panel, Dame Judith Hackitt said: 

Background on the Building Control system  

Notes to Editors 

Elaine Bailey 

Ken Rivers 

Rt Hon Nick Raynsford MP 

Dr. David Snowball 