Category: Asia

  • MIL-OSI: Enovix Reports Progress on 2025 Smartphone Launch

    Source: GlobeNewswire (MIL-OSI)

    FREMONT, Calif., March 31, 2025 (GLOBE NEWSWIRE) — Enovix Corporation (“Enovix”) (Nasdaq: ENVX), a global high-performance battery company, today announced the completion of its second milestone, triggering a payment for sample battery cells shipped under a development agreement executed in October 2024 with a leading smartphone OEM. The samples were customized to specific requirements of the OEM, including cycle life, fast charge and energy density levels which Enovix believes are superior to any product available on the market today.

    This development builds on recent achievements, including the completion of an ISO 9001:2015 audit of Fab2 in Malaysia with no major or minor findings. Enovix received formal ISO certification last week.

    “I am pleased that our team continues to progress our most advanced smartphone agreement in-line with our aim for mass production late 2025,” said Enovix CEO Raj Talluri. “Passing the ISO audit and receiving the certification was also a significant milestone, reflecting our deep commitment to quality in manufacturing operations.”

    About Enovix

    Enovix is on a mission to deliver high-performance batteries that unlock the full potential of technology products. Everything from IoT, mobile, and computing devices, to vehicles and headsets, needs a better battery. The company has developed an innovative, materials-agnostic approach to building a higher performing battery without compromising safety, and it partners with OEMs worldwide to usher in a new era of user experiences.

    Enovix is headquartered in Silicon Valley with facilities in India, Korea and Malaysia. For more information visit www.enovix.com and follow the company on LinkedIn.

    Investor Contact:

    Enovix Corporation

    Robert Lahey

    Email: ir@enovix.com  

    Media Contact:

    Bateman Agency for Enovix

    Kaelyn Attridge 

    Email: enovix@bateman.agency

    The MIL Network

  • MIL-OSI Security: NATO Aviation Committee meets in New Zealand to discuss future cooperation on air activities

    Source: NATO

    The NATO Aviation Committee was hosted by the Royal New Zealand Air Force in Christchurch, on 18-20 March 2025. This was the first time a NATO senior policy level committee met in the Indo-Pacific region, and a demonstration of NATO’s commitment to boosting cooperation with its four Indo-Pacific partners (Australia, Japan, New Zealand, and the Republic of Korea).

    Over 100 participants – including from partner countries and international organisations – shared views on the challenges faced by the military aviation of Allied and partner countries, and on the prospects of enhanced resilience, interoperability and civil-military cooperation.

    In the margins of the meeting, a NATO Industry Seminar brought together senior civil and military officials and industry leaders from the region, to better understand the strategic importance of aviation and space capabilities, share lessons learned, and enhance the safe development of cutting-edge commercial innovation. NATO officials also engaged with government officials and representatives of local universities to discuss NATO’s relations with New Zealand.

    In the current context of increasing geopolitical competition, NATO and New Zealand have been strengthening their relations to address shared security challenges and to contribute to defending international law. They also cooperate as part of NATO’s broader relations with its partners in the Indo-Pacific region. New Zealand has made valuable contributions to NATO-led operations and missions for many years, and in support to Ukraine – including through the NATO Security Assistance and Training for Ukraine (NSATU) – following Russia’s full-scale invasion of Ukraine.

    “The Euro-Atlantic region and the Indo-Pacific region are closely interlinked; we have had historic links for decades, and currently we face many of the same security challenges, and share the same values and the same strong interest in protecting international law,” NATO’s Assistant Secretary General for Defence Investment, Taja Jaakkola highlighted. “Let me be clear: this is not about NATO going to the region. NATO is and will remain a regional alliance whose aim is to protect its own region – North America and Europe; but we need to have a global outlook, and we see our partnerships with countries in the Indo-Pacific region as key in the current context; we have had closer dialogue in the last three NATO Summits with the leaders of Australia, Japan, the Republic of Korea and New Zealand; this dialogue is very important to better understand the challenges we face in our respective regions, and share best practices about how we deal with them,” she underscored.

    “NATO is a longstanding and likeminded security partner for New Zealand; our enduring partnership is key to providing the doctrine, tactics, training and procedures that underpin the New Zealand Defence Force’s interoperability with key partners; the finalisation last year of the New Zealand NATO Individually Tailored Partnership Programme demonstrates our intent to continue partnering with the Alliance on shared security challenges, including emerging disruptive technologies, cyber defence, industrial cooperation and climate change,” said New Zealand’s Associate Minister of Defence, Chris Penk. “With the launch last year of the ‘New Zealand Space and Advanced Aviation Strategy’ New Zealand aims to have an aviation regulatory environment that supports innovation while maintaining safety and protecting our national interests, including national security and New Zealand’s foreign policy interests; this strategy will support the growth and development of New Zealand’s space and advanced aviation sectors, with a view to New Zealand becoming an even greater hub of space and aviation activity,” he added.

    The Aviation Committee advises the North Atlantic Council on a “Total System Approach to Aviation (TSAA)” in support of NATO’s core tasks (collective deterrence and defence, crisis prevention and management, and cooperative security). It contributes to making Allied air activities more effective and to mitigate hazards, safety and security risks to air activities. It is NATO’s primary forum for the engagement of international aviation organisations and institutions at the policy and technical levels.

    MIL Security OSI

  • MIL-OSI Security: Secretary General reaffirms transatlantic unity in Warsaw: There is no alternative to NATO

    Source: NATO

    NATO Secretary General Mark Rutte visited Warsaw on Wednesday (26 March 2025), where he met Polish President Andrzej Duda, Prime Minister Donald Tusk, Deputy Prime Minister and Defence Minister Władysław Kosiniak-Kamysz, and Foreign Minister Radosław Sikorski. The Secretary General then gave a speech at a public event co-hosted by the Warsaw School of Economics and the Polish Institute of International Affairs.

    Secretary General Rutte praised Poland for its leadership within the Alliance, including its strong support to Ukraine and record-high defence spending, set to reach 4.7% of GDP this year. “Poland’s investment in defence is an example to all Allies. Not only do you top the NATO charts, you plan to spend even more,” he said. 
     
    In his keynote speech, the Secretary General underlined the strength of the transatlantic bond and laid out NATO’s path to the upcoming Summit in The Hague.
     
    “When it comes to keeping Europe and North America safe, there is no alternative to NATO,” he said, stressing that it is not possible to imagine the defence of Europe without the Alliance.

    As Russia’s war against Ukraine rages on and its military cooperation with China, Iran, and North Korea intensifies, Mr Rutte warned that President Putin “has not given up on his ambition to reshape the global security order.” He underlined that a strong transatlantic Alliance remains the foundation of European security and that stronger European Allies are a unique strategic asset to the United States – allowing America, he said, to “promote peace through strength on the global stage.”

    Secretary General Rutte reiterated his confidence in the United States’ continued commitment to NATO and Article 5. “Listen to President Trump, who has repeatedly stated his commitment to a strong NATO. Listen to the strong bipartisan support in the US Congress,” he said. “And listen to the American people,” three-quarters of whom support NATO according to a recent Gallup poll.

    Mr Rutte also emphasised that the US commitment to NATO comes with a clear expectation: that European Allies and Canada take on greater responsibility for our shared security.

    Looking ahead to the NATO Summit in The Hague, the Secretary General said the Alliance would “begin a new chapter for our transatlantic Alliance. Where we build a stronger, fairer and more lethal NATO, to face a more dangerous world.”

    MIL Security OSI

  • MIL-OSI: Justin Sun: Forbes Cover Marks New Beginning, Vows 40-Year Commitment to Crypto Industry

    Source: GlobeNewswire (MIL-OSI)

    SINGAPORE, March 31, 2025 (GLOBE NEWSWIRE) — Justin Sun, Global Advisor of HTX and Founder of TRON, has been featured on the Forbes Digital Assets Daily Cover, which lauds him as a “Crypto Billionaire Who Helped The Trumps Make $400 Million.” This marks a historic moment as Sun becomes the second Chinese entrepreneur—after Jack Ma—to be featured on Forbes’ English digital asset spotlight. On the evening of March 28, Sun joined a live broadcast session hosted by HTX titled “Justin Sun Featured on Forbes! Another Legendary Moment for Crypto?” to share his thoughts and experiences. The livestream also featured Molly, Spokesperson of HTX, along with several well-known Chinese crypto influencers and representatives from leading industry media.

    Showcasing Chinese Leadership on the Global Crypto Stage

    Sun views this recognition as an opportunity to represent both himself and the broader crypto industry on the global stage. “This helps the public better understand who I am, what the crypto industry stands for, and can potentially reshape public perception,” said Sun. “It’s also a great opportunity for the industry’s growth in China. We can now prove to the world that the crypto sector can represent Chinese voices and interests on a global level.”

    “This is definitely a milestone, but it’s just the beginning,” he added. Prior to him, only CZ, Brian Armstrong, and SBF had received this level of recognition. “This validates the achievements we’ve made in the industry, and also enhances the visibility and reputation of brands like HTX and TRON. In the business world, Forbes’ endorsement brings credibility and trust to our work.”

    Forbes Recognition to Accelerate HTX’s Global Expansion

    The three previously recognized crypto leaders corresponded to Binance, Coinbase, and FTX. Now, Sun represents HTX. “Not long ago, Forbes named HTX one of the world’s most trustworthy crypto exchanges. This, along with the latest feature, strongly supports our global expansion,” said Sun. “Since rebranding to HTX, our platform has become easier for international users to recognize and connect with. I’m very optimistic about HTX’s next phase of growth.”

    Sun has also praised HTX on social media, citing steady trading volume increases, successful asset launches, and over $100 million in net inflows for three consecutive months. “Based on current liquidity levels, HTX ranks around sixth globally,” he said. “With sustained effort, we have a real opportunity to return to the global top three.”

    A Vision to Build the Industry for the Next 40 Years

    March 28 also marks the 10th anniversary of Jack Ma’s Lakeside University. As an alumnus, Sun noted: “The biggest difference is, when Jack Ma appeared on Forbes, Alibaba was already a household name. But blockchain is still in its early stages. Out of 7 billion people worldwide, TRON has only 300 million users—we’re still early.”

    Looking ahead, Sun remains ambitious. “I believe I can contribute to the industry for at least another 40 years. I entered the crypto space in 2012—it’s been just 13 years. If given three times more time, I’m confident I can help elevate the industry to new heights.”

    About HTX

    Founded in 2013, HTX has evolved from a virtual asset exchange into a comprehensive ecosystem of blockchain businesses that span digital asset trading, financial derivatives, research, investments, incubation, and other businesses.

    As a world-leading gateway to Web3, HTX harbors global capabilities that enable it to provide users with safe and reliable services. Adhering to the growth strategy of “Global Expansion, Thriving Ecosystem, Wealth Effect, Security & Compliance,” HTX is dedicated to providing quality services and values to virtual asset enthusiasts worldwide.

    To learn more about HTX, please visit HTX Square or https://www.htx.com/, and follow HTX on X, Telegram, and Discord.

    For further inquiries, please contact:
    Ruder Finn Asia
    glo-media@htx-inc.com.

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

    Legal Disclaimer: This media platform provides the content of this article on an “as-is” basis, without any warranties or representations of any kind, express or implied. We do not assume any responsibility or liability for the accuracy, content, images, videos, licenses, completeness, legality, or reliability of the information presented herein. Any concerns, complaints, or copyright issues related to this article should be directed to the content provider mentioned above.

    A photo accompanying this announcement is available at https://www.globenewswire.com/NewsRoom/AttachmentNg/3f568896-43a1-4685-898f-04524880fc09

    The MIL Network

  • MIL-OSI USA: Crystal Visions

    Source: US State of Connecticut

    In 2022, a multi-institutional team of American scientists traveled to Tokyo to take a spin on a high-powered X-ray laser. 

    Led by UConn chemistry assistant professor J. Nathan “Nate” Hohman, they hoped to use the machine’s unique capabilities to study new materials whose molecular structure had never been understood before. The team had been awarded 60 hours of highly coveted “beam time” on the SPring-8 Angstrom Compact free-electron LAser X-FEL laser (referred to as SACLA). 

    “They were going to let us squirt through the nozzle anything we wanted,” Hohman says, “as long as we told them the name of the chemical first.”

    The research team included five scientists working in chemical synthesis, X-ray crystallography, and AI-powered data interpretation – all prepared for the scientific equivalent of an ultramarathon. Once the machine powered on, they needed to work continuously until the 60 hours had elapsed.  

    “If we ran out of stuff to shoot, we were going to be wasting those precious photons,” Hohman explains. So, the team brought as many samples of new materials as they could.  

    David Moreau and a SACLA scientist working with the machine. (Courtesy of Phil MacDonald)

    Working in round-the-clock shifts, they carefully prepared their samples and loaded them into the machine. SACLA shot jets of their crystalline molecular samples into a chamber where they were struck by an intense beam of X-ray light.  

    Like prisms throwing rainbows, these crystal samples diffracted the light, each into its own signature pattern. By analyzing the light pattern, the scientists could determine the precise molecular makeup of the crystals they were studying. 

    By the end of their three-day journey with SACLA, the researchers had solved the structures of four materials – and have gone on to solve more than 50 in eight more experiments around the world over the last two years.  

    This scientific breakthrough is chronicled in the new short documentary “BEAMTIME: Crystal Hitters,” co-directed by Jonathan Turton and Phil MacDonald. 

    [embedded content]

    Small Scale, Huge Payoff

    High-profile projects like this are nothing new to Hohman, whose research has been sponsored by the US Department of Energy for its potential to unlock new, better sources of energy.  

    Hohman doesn’t work on the quantum technology side of things – using new materials to assemble devices like quantum computers and lasers – but the semiconductors he studies are integral to this process. 

    “Every new technology has a new material at its core,” he says. 

    Hohman’s specialty is self-assembly. His work revolves around understanding the geometry of molecules, planning how they crystallize, and using that to influence their properties. The materials he’s interested in tend to form crystals at the microscopic level, thousands of times smaller than grains of sand. 

    Understanding the structure of these crystals – what’s known as “solving” the crystal structure – is the key to understanding how these materials can be used in technological applications spanning energy production, quantum computing, and beyond.  

    A famous example of crystallography is Rosalind Franklin’s discovery of the double-helix structure of DNA. Since no microscope was powerful enough to allow her to literally see the double-helix, Franklin relied on X-ray crystallography to mathematically solve the structure. 

    For this project, Hohman deployed a unique approach called small-molecule serial femtosecond crystallography, or smSFX. 

    “Our collaboration led the first-ever use of serial crystallography to fully solve true unknown crystal structures of small-molecule systems,” Hohman says. “This solved a huge problem in our field – before, if you were making materials that formed small crystals, then you couldn’t easily solve the crystal structure.” 

    Before using this technique, Hohman jokes, “life with my tiny crystals was mostly just despair.” 

    The materials he was interested in studying – known as MOChas, or metal–organic chacogenolates – would form crystals that were simply too small to solve using conventional methods. They possessed interesting properties, like luminescence, that seemed potentially useful in applications like solar cells or LEDs; but without understanding their molecular structure, scientists couldn’t figure out how to harness these properties. 

    “You can control all the photonic, electronic, and quantum properties of systems synthetically in the laboratory by editing a molecule or changing the design of that molecule,” Hohman says. “But if you don’t know what the structure of something is, then all you have is a little pile of stuff that sort of glows when you shine a UV light on it.” 

    The team’s “big breakthrough” was using smSFX to solve the structures of very small molecules. They are hopeful that this will pave the way for developing new materials for green energy and climate change mitigation technologies. Some of the materials they solved show potential for applications like solar power and carbon sequestration.  

    More broadly, the smSFX technique could be used in future trials to analyze all manner of new materials, from quantum semiconductors to cancer treatments. 

    Hohman is now turning his focus to publishing the library of materials solved on this trip.  

    “The materials are really quite cutting-edge; it’s hard to say exactly what they will be used for,” Hohman says. “The scientific community, collectively, is just starting to discover this stuff.” But he notes that the materials his group has solved may offer “a lot of material advantages” for quantum information science. 

    The Tokyo Shift

    Clockwise from center: Vanessa Oklejas, Nate Hohman, Aaron Brewster, Maggie Willson, and Masha Aleksich share a meal in Tokyo. (Courtesy of Phil MacDonald)

    Hohman was joined on the 2022 trip to SACLA by colleagues from various institutions, including Aaron Brewster, Daniel Paley, and David Mittan-Moreau of the Lawrence Berkeley National Laboratory; Elyse Schriber, a then-graduate student researcher in Hohman’s lab who is now a project scientist at the SLAC National Accelerator Laboratory; and Vanessa Oklejas, who has moved to a new role at Lockheed Martin. 

    Three current members of Hohman’s lab were also on the team: Maggie Willson, Patience Kotei, and Masha Aleksich, now third- and fourth-year doctoral students. 

    For Willson, who received her bachelor’s degree at the University of Central Oklahoma, it was her first time traveling out of the country. 

    “That whole trip was very surreal for me,” she says. “I had graduated the May before that trip, so I hadn’t even started grad school yet.” 

    As Hohman tells it, one of the first things he asked Willson to do after accepting her into his lab was “hop on a plane to Japan.” Thankfully, she rose to the occasion – and gained experience that proved pivotal in her career path. 

    “After this trip, I have done seven more of these experiments (in CA, the UK, and another in Japan) and have dedicated the majority of my work here in grad school to these types of crystallography experiments,” Willson says. “Before graduate school, I was planning on becoming a professor at a primarily undergraduate institution in order to focus on teaching, but I am now working towards a career at a synchrotron or an X-ray free electron laser in order to do these types of experiments for other research groups.” 

    For Kotei, who received her bachelor’s and master’s degrees at the Kwame Nkruma University of Science and Technology in Ghana, the trip was similarly propulsive. 

    “My graduate research primarily focuses on serial crystallography, and my visit to SACLA broadened my perspective on ultrafast dynamics and advanced structural characterization techniques,” says Kotei. “Experiencing world-class research infrastructure firsthand reinforced my motivation to pursue high-impact research. Currently, I am in discussions with leading scientists and experts at SACLA regarding potential research opportunities after completing my degree.” 

    Aleksich, a fourth-year chemistry PhD candidate specifically focusing on MOChas, credits the trip to Tokyo with shifting her goals and her understanding of herself as a scientist. 

    “Having the opportunity to conduct research at this level as a second-year graduate student really grew my confidence and took off any limitations I have had about the caliber of research I would be able to work on in my lifetime,” she says. “Growing up, of course I looked up to the greats like Marie Curie and Rosalind Franklin, but I figured that I was not qualified to truly advance the scientific field. But this experience showed me that if an idea is there, and it’s able to be well communicated, then people are interested in funding it. And for every one great scientist we remember, there were hundreds who helped along the way.” 

    “BEAMTIME: Crystal Hitters” is available to stream on YouTube.

    MIL OSI USA News

  • MIL-OSI Europe: ASIA/SOUTH KOREA – Archbishop Nappa celebrates the 60th anniversary of the establishment of the Korean Pontifical Mission Societies in Seoul

    Source: Agenzia Fides – MIL OSI

    Don Marco Kim

    Seoul (Agenzia Fides) – “It is with great emotion that I visit this land of martyrs that is Korea, a unique country in the history of the Church, where the faith took root spontaneously before the arrival of the missionaries.” With these words, Archbishop Emilio Nappa began his homily at the commemorative Mass for the 60th anniversary of the founding of the Korean National Direction of the Pontifical Mission Societies (PMS). The Eucharistic concelebration was presided over this morning, Monday, March 31, by Bishop Mathias Iong-hoon Ri, President of the Korean Bishops’ Conference, in the Cathedral of the Archdiocese of Seoul, in Myeongdong.Archbishop Nappa, current Secretary General of the Governorate of the Vatican City and former President of the Pontifical Mission Societies, concelebrated the Mass at 10 a.m., in the presence of Cardinal Andrea Yeom, Archbishop Emeritus of Seoul; Archbishop Giovanni Gaspari, Apostolic Nuncio to South Korea; and numerous prelates, priests, former national directors of the Pontifical Mission Societies, religious sisters and lay missionaries, as well as hundreds of faithful. “Your ancestors in the faith,” said Archbishop Nappa, “kept their faith under severe persecution, dreaming of eternal life. Nobles and servants sat together, calling each other brothers and sisters.” The former PMS president “gave thanks and praise to God” for all those who have served the Korean PMS throughout their history, inviting the faithful to “implore with the same ardent intention […] so that the steadfast faith that animated your ancestors in the faith may be awakened in you.”In his welcoming address, Cardinal Andrew Soo-jung Yeom, Archbishop Emeritus of Seoul, retraced the history of the Korean PMS, recalling that the Pontifical Mission Societies of Korea were established on June 29, 1965, under the name ‘Pontifical Commission for the Propagation of the Faith’.He also emphasized that in 60 years, we have moved from a “Church that receives” (referring to the period when Korea was still poor and seminaries benefited from PMS subsidies) to a “Church that gives.” Indeed, “the Church on mission,” the Cardinal explained, “is a Church on the move, a Church that spreads the fragrance of Christ through the charity of daily life.”The Eucharistic celebration was followed by a conference on mission and several testimonies from consecrated and lay missionaries. Thomas Aquinas Seong-ho Song and Rosa Eun-hyung Rosa Yang, a Consolata lay missionary couple and grandparents of three grandchildren, recounted how they were called at the age of 60 to a mission in Tanzania after a previous experience in Mozambique. “Living with people and loving them” in order to “be able to proclaim Christ” were the main characteristics of the mission witnessed by the couple. As administrators at the Mission Center, he and her vice-directors, Thomas and Rosa, also reiterated the importance of learning the language and obtaining a driver’s license to begin interacting with the local community and becoming accustomed to its cultural expressions. They also emphasized that the situation they have embraced is “a place where it is difficult to live without prayer.”Another significant testimony came from Sister Anna Kang, a member of the Conceptionist Teaching Missionaries and a missionary in the Philippines from 2018 to 2023. With the help of the PMS and thanks to the support of many other donors, Sister Anna continued a daycare project, created specifically to provide a place of welcome and education for children who come from these homes where “a single room serves as a kitchen, dormitory, and bathroom.”During the lecture given by Father Peter Dong Won Kim, head of the Department of Mission ad Gentes of the Archdiocese of Seoul, he recounted his missionary experience in Taiwan, working with an aboriginal parish in the mountains, emphasizing that “missionary travel is not dictated by personal preferences (even if it seems so), but by the missionary’s response to God’s call.””We hope that the missionary spirit you experienced as President of the Pontifical Mission Societies will continue to accompany you in fulfilling your new mission,” expressed Father Marco Sungsu Kim, official of the Dicastery for Evangelization (section for the First Evangelization and the New Particular Churches), who accompanied the Archbishop during his visit to Japan and South Korea. The former President of the PMS took the time, at the end of his homily, to thank the Korean Church, which places its priests at the disposal of the universal Church.Archbishop Nappa’s visit to South Korea began on March 26 with a visit to the Apostolic Nunciature and a meeting with the Nuncio, Msgr. Giovanni Gaspari, and ended this morning. During his stay, Archbishop Nappa participated with a message of good wishes in the Mass celebrated on March 26, also in Myeongdong, for the 12th anniversary of the papal election of Pope Francis, with all the Korean bishops gathered for the Ordinary Plenary Assembly of the Korean Bishops’ Conference.The Archbishop also celebrated a Mass with the Salesian Sisters (about 30 sisters) on March 27 and took the opportunity to thank them for their commitment to North Korean youth. On the same day, he visited the Korean Bishops’ Conference where he was welcomed with “deep gratitude” by Secretary General Stefano Cheol-soo Lee and conveyed the greetings of Cardinal Tagle, Pro-Prefect of the Dicastery for Evangelization.The day’s program concluded with a meeting with Catholic secondary school students. On March 28, he then visited the Diocese of Daegu, where he celebrated Mass, had a brief meeting with Bishop Thaddeus Hwan-kil Cho, and visited the Daegu Archdiocesan Major Seminary, Gwandeokjung (Museum of Martyrdom), the cathedral, the headquarters of ‘Catholic Times’, and the regional headquarters of the ‘Catholic Peace Broadcasting Corporation’. On the 29th, he visited the Diocese of Suwon, where Bishop Mathias Iong-hoon Ri, president of the Korean Bishops’ Conference, is bishop. In the afternoon, after visiting the Marian Shrine of Namyang (dedicated first to the anonymous martyrs, and later, in 1991, to the Virgin Mary), he concelebrated Mass with approximately 200 children at the parish of St. Pio of Pietrelcina in Hwaseong (Dongtan Bansong-dong Catholic Church). He then returned to the Seoul Major Seminary on Sunday, March 30, and visited the Seosomun Martyrs’ Shrine, the site where many early Korean Catholics were martyred, including the first to be baptized, Peter Seung-hun Yi.The gifts that Archbishop Nappa brought to the bishops and collaborators in Japan and Korea consisted of a wooden reproduction of the crucifix offered by Saint John Mary Vianney to Blessed Pauline Jaricot (prepared by the Pontifical Society for the Propagation of the Faith, POPF) and booklets on the life of the foundress of the societies and of Jeanne Bigard (foundress of the Pontifical Society of Saint Peter the Apostle, POSPA), as well as the missionary rosaries of the Dicastery. (PR) (Agenzia Fides, 31/3/2025)
    Don Marco Kim

    Don Marco Kim

    Don Marco Kim

    Don Marco Kim

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    MIL OSI Europe News

  • MIL-OSI Europe: ASIA/MYANMAR – Lack of medicine and shelter: The Catholic community launches humanitarian aid and calls for a ceasefire

    Source: Agenzia Fides – MIL OSI

    Karuna Myanmar

    Mandalay (Agenzia Fides) – “There is a lack of medicine and emergency shelter, as many are injured and thousands are homeless on the streets,” reads a statement from Karuna Myanmar (Caritas Burma) sent to Fides. “Local groups, volunteers, and civil society organizations on the ground are working to assess the full extent of the damage and provide initial emergency assistance. The destruction is widespread and the civilian population has been severely affected. The earthquake has caused power outages and disrupted communications. Myanmar’s National Disaster Management Committee has declared a state of emergency in many regions. Thousands of people in Mandalay remain on the streets,” reads the statement from the Catholic Church’s charitable organization, which has activated its network of diocesan offices to monitor the situation and organize humanitarian aid. Numerous buildings, including monasteries, mosques, pagodas, seminaries and churches, schools, hospitals, banks, hotels, airports, residential buildings, bridges, and highways, suffered significant damage. Cities worst affected include Yangon, Mandalay, Naypyidaw, Sagaing, Aungpan, Bago, Kalay, Magway, Kyaukse, Muse, Yinmapin, Taunggyie, and some areas in Shan State. The national Karuna office and diocesan offices have mobilized their volunteer teams to assist the worst-affected Diocese of Mandalay, which has initiated coordination with local authorities, other religious leaders, and local charities. “Under the current conditions, it is difficult to provide an accurate picture with data and figures due to the lack of telecommunications and restricted access to various areas. Karuna volunteer teams are still unable to travel to the affected areas due to disruptions or lack of security,” the Mandalay-based relief agency said. Instead, Karuna’s national office is coordinating with Caritas Internationalis, UNHCR, OCHA, and other aid organizations to seek channels for humanitarian resources and assistance. In the Mandalay, Magway, Sagaging, Bago, and Shan regions, the death toll from the earthquake that struck the country on March 28 continues to rise: more than 2,000 dead, 3,400 injured, and more than 300 missing have been confirmed, but for organizations involved in humanitarian assistance, the number is sure to rise. Myanmar’s ruling military junta has declared a week of national mourning from today, March 31, to April 6. As the civil war continues, the Catholic Church in the country is firmly calling for “an urgent ceasefire to facilitate the delivery of humanitarian aid,” according to an appeal issued by the Bishops’ Conference of Myanmar. “This tragic event has further exacerbated the profound multidimensional humanitarian crisis already gripping Myanmar, where, according to UN estimates, nearly 20 million people, including 6.3 million children, are in urgent need of assistance,” the Burmese bishops wrote. “The Catholic Church reaffirms its unwavering support for those affected and expresses its condolences to the families who have lost loved ones. We pray especially for those who have died in places of worship, pagodas, and mosques. We are deeply touched by the moving messages we have received from Pope Francis, Cardinal Luis Antonio Tagle, Pro-Prefect of the Dicastery for Evangelization, Cardinal Pietro Parolin, Vatican Secretary of State, and the Chargé d’Affaires of the Nunciature, Archbishop Andrea Ferrante,” the country’s bishops wrote. With a view to mobilizing the international community, the bishops assure that “the Catholic Church will participate in the support to help the people with food, medicine, and shelter.” They also reiterate: “This humanitarian crisis requires an urgent cessation of hostilities. We urgently call for an immediate and complete ceasefire by all parties involved in the conflict to ensure the safe and unhindered delivery of essential humanitarian aid from local and international donors.” (PA) (Agenzia Fides, 31/3/2025)
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    MIL OSI Europe News

  • MIL-OSI: Diginex Limited and Forvis Mazars Announce Strategic Alliance to Enhance Supply Chain Risk Assessment with diginexLUMEN

    Source: GlobeNewswire (MIL-OSI)

    LONDON, March 31, 2025 (GLOBE NEWSWIRE) — Diginex Limited (“Diginex Limited” or the “Company”) (NASDAQ: DGNX), a leading impact technology company focused on solving pressing environmental, social, and governance (ESG) challenges, today announced a strategic alliance with Forvis Mazars (“Forvis Mazars”), a leading global professional services firm, to bring its innovative supply chain due diligence platform, diginexLUMEN, to Forvis Mazars’ extensive client base. This collaboration aims to empower businesses to assess and manage supply chain risks related to climate and social issues, enhancing transparency and resilience in an increasingly complex global landscape.

    The alliance combines Diginex’s cutting-edge technology with Forvis Mazars’ deep expertise in ESG advisory, climate risk management, and business strategy, offering clients a powerful tool to navigate the evolving demands of sustainability and regulatory compliance. diginexLUMEN, a scalable and affordable Software-as-a-Service (SaaS) solution, provides unparalleled insight into supply chain risks by leveraging robust governance processes, multilingual worker voice surveys, and algorithm-based risk scoring. This enables companies to identify, prioritize, and address issues such as forced labor, climate impacts, and other social vulnerabilities across their global operations.

    “We are excited to work with Forvis Mazars to introduce diginexLUMEN to their clients, helping businesses of all sizes tackle the critical challenges within their supply chains,” said Mark Blick, CEO of Diginex. “This alliance underscores our mission to help enable easy access to advanced ESG tools, enabling organizations to drive meaningful change while meeting stakeholder expectations and regulatory requirements.”

    Forvis Mazars, known for its tailored solutions in ESG and climate risk management, sees this alliance as a key step in supporting clients to build sustainable and resilient business models. “Our clients are increasingly focused on understanding and mitigating supply chain risks tied to climate change and social issues,” said William Hughes, Sustainability Director at Forvis Mazars. “By integrating diginexLUMEN into our service offerings, we can provide actionable insights and innovative technology to help them achieve their sustainability goals and thrive in a rapidly changing world.”

    This strategic relationship comes at a pivotal time as global supply chains face heightened scrutiny from regulators, investors, and consumers demanding greater accountability on climate and social impacts. diginexLUMEN’s proven track record—developed in collaboration with industry leaders like The Coca-Cola Company, Unilever and Reckitt—positions it as a transformative tool for companies seeking to move beyond traditional audit models toward continuous, data-driven risk management.

    Through this alliance, Forvis Mazars clients will gain access to diginexLUMEN’s comprehensive features, including supplier performance monitoring, ESG reporting capabilities, and actionable improvement tracking, all designed to foster transparency and accountability. Together, Diginex and Forvis Mazars aim to set a new standard for supply chain due diligence, helping businesses align profitability with purpose.

    For more information about diginexLUMEN or to schedule a demo, visit www.diginex.com. For inquiries about Forvis Mazars’ ESG and climate risk services, visit www.forvismazars.us.

    About Diginex Limited
    Diginex Limited is a Cayman Islands exempted company, with subsidiaries located in Hong Kong, the United Kingdom and the United States of America. Diginex Limited commenced operations in 2020 and is a software company that empowers businesses and governments to streamline ESG, climate, and supply chain data collection and reporting. Diginex Limited is an impact technology business that helps organizations address the some of the most pressing ESG, climate and sustainability issues, utilizing blockchain, machine learning and data analysis technology to lead change and increase transparency in corporate social responsibility and climate action.

    Diginex’s products and services solutions enable companies to collect, evaluate and share sustainability data through easy-to-use software. For more information, please visit the Company’s website: https://www.diginex.com/.

     About Forvis Mazars  

    Forvis Mazars is the brand name for the Forvis Mazars Global network (Forvis Mazars Global Limited) and its two independent members: Forvis Mazars, LLP in the United States and Forvis Mazars Group SC, an internationally integrated partnership operating in over 100 countries and territories. Forvis Mazars Global Limited is a UK private company limited by guarantee and does not provide any services to clients. Forvis Mazars LLP is the UK firm of Forvis Mazars Group. 

    Forward-Looking Statements

    Certain statements in this announcement are forward-looking statements. These forward-looking statements involve known and unknown risks and uncertainties and are based on the Company’s current expectations and projections about future events that the Company believes may affect its financial condition, results of operations, business strategy and financial needs. Investors can identify these forward-looking statements by words or phrases such as “approximates,” “believes,” “hopes,” “expects,” “anticipates,” “estimates,” “projects,” “intends,” “plans,” “will,” “would,” “should,” “could,” “may” or other similar expressions. The Company undertakes no obligation to update or revise publicly any forward-looking statements to reflect subsequent occurring events or circumstances, or changes in its expectations, except as may be required by law. Although the Company believes that the expectations expressed in these forward-looking statements are reasonable, it cannot assure you that such expectations will turn out to be correct, and the Company cautions investors that actual results may differ materially from the anticipated results and encourages investors to review other factors that may affect its future results disclosed in the Company’s filings with the SEC.

    For investor and media inquiries, please contact:

    Diginex
    Investor Relations
    Email: ir@diginex.com  

    IR Contact – Europe
    Anna Höffken
    Phone: +49.40.609186.0
    Email: diginex@kirchhoff.de

    IR Contact – US
    Jackson Lin
    Lambert by LLYC
    Phone: +1 (646) 717-4593
    Email: jian.lin@llyc.global  

    IR Contact – Asia
    Shelly Cheng
    Strategic Public Relations Group Ltd.
    Phone: +852 2864 4857
    Email: sprg_diginex@sprg.com.hk

    Forvis Mazars
    Josh Voulters
    Communications and Brand Director
    Email : josh.voulters@mazars.co.uk

    The MIL Network

  • MIL-OSI: Pando Recognized as a Visionary in 2025 Gartner Magic Quadrant for Transportation Management Systems

    Source: GlobeNewswire (MIL-OSI)

    CHICAGO, March 31, 2025 (GLOBE NEWSWIRE) — Pando, the leading supply chain AI company, has been recognized by Gartner as a Visionary in the 2025 Magic Quadrant for Transportation Management Systems. 

    Pando’s AI Agents replace staff and software at Fortune 500 manufacturers, distributors, and retailers worldwide, automating work done by logistics teams to deliver products globally. Powered by its proprietary Logistics Language Model®, Pando’s suite of AI Agents have been deployed globally to free teams from the manual drudgery of managing bids, shipments, and invoices and empowering them to focus on strategic work. Pando is empowering enterprises to tackle the challenges in the $10 trillion global freight economy and take strategic control with AI agents, eliminating outsourcing costs, optimizing the technology landscape, and redefining talent strategy.

    “Global logistics teams are under pressure, navigating the complexities of tariffs and geopolitical tensions, and their impact on logistics operations,” said Nitin Jayakrishnan, CEO and co-founder of Pando. “Logistics teams are spending more than 80% of their time on manual tasks outside of systems, making hundreds of micro-decisions daily, while coordinating with carriers, suppliers, and customers to execute operations efficiently. Pando’s vision is to free logistics teams from constant routine tasks by leveraging AI agents as extended team members. These agents automate workflows, enabling teams to shift operational burdens to become strategic partners who drive business growth. We believe Pando’s recognition as a Visionary is a testament to our vision of unifying talent and AI strategy, where AI agents seamlessly drive collaboration, decision-making, and execution autonomously.”

    Gartner defines Visionaries as companies that “seek to deliver a unique or differentiated approach to the market. They may be considered thought leaders and tend to be on the leading edge of emerging concepts and technologies.”

    Pando’s innovative approach to transportation management includes:

    • AI-first Offering: Pando sets itself apart by investing in R&D, with a strong focus on AI-driven innovation. By leveraging agentic AI, Pando enables more autonomous workflows and smarter decision-making, driving greater efficiency and intelligence across logistics operations.
    • Customer-centric solutions: Designed for global manufacturers and retailers, Pando offers industry-specific solutions seamlessly integrating with existing enterprise systems, onboarding AI agents aligned to the organization’s supply chain knowledge graph, and automating decisions, actions, and collaboration across logistics processes.
    • Quick Time to Value: Pando’s value-driven approach ensures there is a quantifiable return on investment (ROI) for every AI agent onboarded, delivering immediate business impact with accelerated time to value.

    Pando supports customers across various industries, including consumer products, retail, automotive, chemicals, and pharmaceuticals, in Asia and North America.

    To access a complimentary copy of the report 2025 Gartner Magic Quadrant for Transportation Management Systems, please visit 2025 Gartner Magic Quadrant for Transportation Management Systems.

    Gartner, “Magic Quadrant for Transportation Management Systems,” Brock Johns, Oscar Sanchez Duran, Carly West, Manav Jain, 27 March 2025. GARTNER is a registered trademark and service mark of Gartner, Inc. and/or its affiliates in the U.S. and internationally and is used herein with permission. All rights reserved. Magic Quadrant is a registered trademark of Gartner, Inc. and/or its affiliates and is used herein with permission. All rights reserved. Gartner does not endorse any vendor, product or service depicted in its research publications, and does not advise technology users to select only those vendors with the highest ratings or other designation. Gartner research publications consist of the opinions of Gartner’s research organization and should not be construed as statements of fact. Gartner disclaims all warranties, expressed or implied, with respect to this research, including any warranties of merchantability or fitness for a particular purpose.

    About Pando
    Pando is a global leader in AI-powered logistics technology and offers AI agents for logistics, enabling manufacturers, distributors, and retailers to automate their logistics operations to build agility, control freight spend, and reduce carbon footprint. Trusted by Fortune 500 enterprises with global customers across North America, Europe, and Asia Pacific regions, Pando is pioneering the future of autonomous logistics with cutting-edge AI capabilities.

    Pando is recognized by World Economic Forum (WEF) as a Technology Pioneer, by G2 as a Market Leader in Freight Management, and named one of the fastest-growing technology companies by Deloitte. For more information, visit www.pando.ai.

    Media Contact
    Courtney Meints
    Skyya PR for Pando
    pando@skyya.com

    A photo accompanying this announcement is available at https://www.globenewswire.com/NewsRoom/AttachmentNg/316bdce2-0aa8-426d-9fba-b9125043a2c1

    The MIL Network

  • MIL-OSI United Kingdom: £1bn gift transfer to British Museum given green light

    Source: United Kingdom – Government Statements

    Press release

    £1bn gift transfer to British Museum given green light

    The Charity Commission has given its formal permission for the most valuable object donation in British museum history to go ahead.

    In November 2024, the Trustees of the Sir Percival David Foundation announced they were to make a permanent donation of their collection of Chinese ceramics to the British Museum.

    The collection numbers around 1,700 pieces estimated at around £1bn.

    The gift was subject to regulatory authority from the Commission, which has the power to authorise payments or transfers of assets from charities where this is not explicitly allowed for in the charity’s governing document.

    The Commission has now provided written authority under the Charities Act to change the Foundation’s governing document to enable the permanent transfer of the collection.

    In such cases, the relevant trustees need to think about how best to further the charity’s purpose before making the gift.

    In this case, the Sir Percival David Foundation was keen to fulfil its founder’s determination to use his collection to inform and inspire people, by keeping it on public view and enabling academic study of the pieces, while managing the charity’s resources effectively by transferring the costs of maintaining the collection.

    Sir Percival David (1892–1964) was a British businessman who collected ceramics in Europe, Japan, Hong Kong and China. Sir Percival’s collection has been on loan to the British Museum since 2009 in the specially designed bilingual Room 95, where it has been studied and enjoyed by millions of visitors.

    Head of Regulatory Authority at the Charity Commission, Christine Barker, said:

    We are pleased to have given authority for this remarkable transfer to go ahead. The Foundation’s trustees are clear that ensuring the safe and accessible display of their founder’s collection is fully aligned with their charitable objects.

    Our team are dedicated to considering such applications carefully, balancing the need to reflect changing circumstances against the importance of ensuring trustees safeguard their assets to pursue their charitable aims.

    Director of the British Museum, Dr Nicholas Cullinan said:

    I am humbled by the generosity of the Trustees of the Sir Percival David Foundation in permanently entrusting their incomparable private collection to the British Museum and thank the Charity Commission for their support in now approving the transfer.

    These celebrated objects add a special dimension to our own collection and together offer scholars, researchers and visitors around the world the incredible opportunity to study and enjoy the very best examples of Chinese craftsmanship anywhere in existence.

    Chair of The Sir Percival David Foundation of Chinese Art and The Sir Percival David Foundation Academic and Research Fund Colin Sheaf FSA said:

    Sir Percival was motivated by three principal concerns. These were to preserve the whole collection together for posterity, to display it publicly and safely in its entirety, and to ensure that his superb porcelain should not only be admired by connoisseurs for its beauty but should also educate the widest possible audience about China’s historic culture which he greatly admired.

    With the valued support of the Charity Commission, the Foundation Trustees have taken this major decision because they believe that this transfer entirely meets the philanthropic intentions and long-term wishes of the Founder almost a century ago.

    Highlights from the Sir Percival David collection include the ‘David vases’ from 1351. Their discovery revolutionised the dating for blue and white ceramics.

    The collection also includes a “Chicken cup” used to serve wine for the Chenghua emperor (1465–87) and Ru wares made for the Northern Song dynasty court around 1086.

    In the past year the Charity Commission considered 545 applications for the transfer of money or assets, often to enable trustees to switch these holdings to more modern charity structures.

    Ends

    Notes to editors

    1. The Charity Commission is the independent, non-ministerial government department that registers and regulates charities in England and Wales. Its ambition is to be an expert regulator that is fair, balanced, and independent so that charity can thrive. This ambition will help to create and sustain an environment where charities further build public trust and ultimately fulfil their essential role in enhancing lives and strengthening society.

    Updates to this page

    Published 31 March 2025

    MIL OSI United Kingdom

  • MIL-OSI Asia-Pac: Feb retail sales down 13%

    Source: Hong Kong Information Services

    The value of total retail sales for February, provisionally estimated at $29.4 billion, decreased 13% compared with the same month a year earlier, the Census & Statistics Department announced today.

    After netting out the effect of price changes over the same period, the provisional estimate represents a 15% year-on-year decrease.

    Of the total retail sales value in February, online sales accounted for 7.8%. Provisionally estimated at $2.3 billion, the value of this segment dropped 7.3% from the same month a year earlier.

    Noting that retail sales tend to show greater volatility in the first two months of a year due to the timing of the Lunar New Year, the department said consumer spending in the local market normally attains a seasonal high before the festival.

    It added that as the Lunar New Year fell on January 29 this year but on February 10 last year, it is more appropriate to analyse the retail sales figures for January and February taken together in making a year-on-year comparison.

    For the first two months of 2025 taken together, it was provisionally estimated that the value of total retail sales decreased 7.8% year-on-year, while the value of online retail sales dropped 2.4% compared with the same period in 2024.

    The value of sales of other consumer goods not elsewhere classified dropped by 2% in the first two months of 2025 compared with a year earlier.

    This was followed by sales of jewellery, watches and clocks, and valuable gifts (down 15.8%); commodities in supermarkets ( down 4.4%); wearing apparel (down 5.4%); electrical goods and other consumer durable goods not elsewhere classified (down 5.3%); commodities in department stores (down 9.9%); fuels (down 8.5%); motor vehicles and parts (down 49.9%); footwear, allied products and other clothing accessories (down 12.3%); books, newspapers, stationery and gifts (down 10.9%); furniture and fixtures (down 25.6%); Chinese drugs and herbs (down 9.1%); and optical shops (down 7.6%).

    On the other hand, the value of sales of food, alcoholic drinks and tobacco increased by 0.7% in the first two months of 2025 over the same period a year earlier. This was followed by sales of medicines and cosmetics (up 0.6%).

    The Government commented that the year-on-year decline in the value of total retail sales in February widened, partly due to the earlier arrival of Lunar New Year in late January this year as compared to mid-February last year. 

    Taking the first two months of 2025 together to remove this effect, the value of total retail sales saw a narrower decline on a year-on-year basis than December 2024.

    Looking ahead, the Government said the various measures by the central government to boost the Mainland economy and benefit Hong Kong, together with the Special Administrative Region Government’s efforts to promote tourism and mega events and the sustained increases in employment earnings in local labour market, would benefit the retail sector.

    This is despite the continued challenge from the change in consumption patterns of visitors and residents, it added.

    MIL OSI Asia Pacific News

  • MIL-OSI United Kingdom: PM remarks at the Organised Immigration Summit in central London: 31 March 2025

    Source: United Kingdom – Executive Government & Departments

    Speech

    PM remarks at the Organised Immigration Summit in central London: 31 March 2025

    The Prime Minister’s remarks at the Organised Immigration Summit in central London today (Monday 31 March).

    It’s great to welcome you all to Lancaster House. It was right here, earlier this month that the UK convened leaders from across Europe together with President Zelenskyy to support a just and lasting peace in Ukraine.

    Because we know that Ukraine’s security is our security. And we can only deliver it by taking bold action at home, with the biggest increase in defence spending since the Cold War.

    And also, by working together with our international partners. 

    Now – the same is clearly true for the security of our borders.

    Illegal migration is a massive driver of global insecurity. It undermines our ability to control who comes here. And that makes people angry. 

    It makes me angry, frankly because it is unfair on ordinary working people who pay the price, from the cost of hotels to our public services struggling under the strain.

    And it’s unfair on the illegal migrants themselves. Because these are vulnerable people being ruthlessly exploited by vile gangs.

    So look, we must each take decisive action in our own countries to deal with this. Nobody can doubt that the people we serve want this issue sorted.

    But the truth is – we can only smash these gangs, once and for all if we work together.

    Because this evil trade, it exploits the cracks between our institutions. Pits nations against one another. Profits from our inability at the political level to come together.

    And that’s why from the moment I took office we said the UK would convene this Summit.

    And I’m delighted today to be joined by all of you. Representatives from more than 40 countries across the world, building a truly international effort to defeat organised immigration crime.

    And let me tell you why. Let me take you back to a visit I made as a relatively new Member of Parliament in 2016 to the camp on the outskirts of Calais.

    I can still picture it now. The muddy ground, sodden with rain and human waste. 

    Children as young as five and seven, the same age as my children were then huddling together in freezing temperatures with almost nothing to keep them warm.

    Now, of course, that infamous camp has long since gone. But the evil of the people smuggling businesses that put people there, that remains.

    The gangs remain. That exploitation of desperation, misery and false hope – that all remains.

    There’s nothing progressive or compassionate about turning a blind eye to this. Nothing progressive or compassionate about continuing that false hope which attracts people to make those journeys.

    No – we have got to get to grips with it once and for all. That’s why when I spoke at the INTERPOL meeting in Glasgow last year I said we need to treat people-smuggling as a global security threat similar if you like to terrorism.

    We’ve got to bring to bear all the powers we have at our disposal in much the same way we do against terrorism.

    Before I was a politician, I was the Director of Public Prosecutions in England and Wales. We worked across borders throughout Europe and beyond to foil numerous plots.

    Saving thousands of lives in the process. We prevented planes from being blown up over the Atlantic. And we brought the perpetrators to justice.

    So I believe we should treat organised immigration crime in the exactly same way. I simply don’t believe organised immigration crime cannot be tackled.

    So – we’ve got to combine resources. Share intelligence and tactics. Tackle the problem upstream at every step of the people smuggling journey, from North Africa and the Middle East to the high streets of our biggest cities. 

    And look, to that end, we’ve already got to work. Begun to make progress since I came into office. The UK has re-set its entire approach to international collaboration.

    I’ve put smashing the gangs on the agenda of international summits. Showing that the UK now means business. Working together with our allies. We’ve struck new agreements and plans with so many of the countries represented in the room here today.

     Take our work with France as a good example. Now previously – their maritime doctrine prevented French law enforcement from responding to small boats in shallow waters.

    But now we’re working with them to change that, to make sure we get new border patrols and specialist units on the French coast using state-of-the-art surveillance technology.

    With Germany another example, if you can believe it, it wasn’t technically illegal to facilitate people-smuggling to a country outside the EU, like the United Kingdom. But now it will be.

    And with our new bilateral agreement Germany will be able to prosecute the criminal networks facilitating this vile trade.

    Just a few examples of the international collaboration that is so important to taking this challenge on. And it’s beginning to bear fruit.

    At the end of last year, a major operation by French, German and British law enforcement smashed an Iraqi smuggling network with multiple arrests and the seizure seizing hundreds of boats and engines.

    In Amsterdam, a man was arrested on suspicion of supplying hundreds of small boat parts to people smugglers.

    That was a joint operation with our National Crime Agency together with Dutch and Belgian police.

    We’re also working upstream to address factors that drive people towards small boats in the first place.

    Working with the authorities in Albania and Vietnam on campaigns to deter those who are thinking about making that perilous journey.

    Because there is also nothing progressive about allowing working age people to come here illegally instead of supporting them to build their own economies, secure a better future for their own countries, and build a safer, more prosperous world.

    But look – as we work together more closely I think than ever before we’ve also got to take the tough measures at home in our own countries.

    That doesn’t mean gimmicks. You may be familiar with the gimmicks of the last 14 years here in Britain. It means understanding the problem.

    And coming up with pragmatic solutions that work. Actually, fixing what’s wrong.

    Few things show this more clearly, than our approach to border security. We inherited this total fragmentation between our policing, our Border Force and our intelligence agencies.

    A fragmentation that made it crystal clear, when I looked at it, that there were gaps in our defence. An open invitation at our borders for the people smugglers to crack on.

    To be honest it should have been fixed years ago. But we’re doing it now with our new Border Security Command. Led by Martin Hewitt – who many of you I think will know.

    We’re recruiting hundreds of specialist investigators from across our police, our Border Force and intelligence agencies. Creating an elite Border Force. Working with our international partners. Ending the fragmentation. 

    £150 million invested over the next two years and new powers and criminal offences to get the job done. So the police will be able to seize the phones and devices of migrants arriving on our shores and gather intelligence about the smugglers. 

    The police will be able to act when they have reason to believe preparations are being made for criminal activity instead of waiting for a crime to happen before they can act.

    And it will be an offence to endanger lives at sea to prevent more tragic deaths in the Channel.

    We are also redeploying resources away from the Tory’s wasteful Rwanda scheme. A scheme that spent over 700 million pounds of taxpayer money to remove just four volunteers.

    You know, even if that scheme had gone well, they were claiming they might remove – 300 people a year.

    Since coming to office – I can announce today we have returned more than 24,000 people who have no right to be here. 

    That would have taken the Rwanda scheme 80 years to achieve. This is what I mean about not giving in to gimmicks. Just focusing our efforts and resources on the nuts and bolts of removing people. Getting the asylum system working properly. That’s how we’ve delivered the highest returns rate for eight years and the four biggest return flights ever.

    We’re also ramping up the deportation of Foreign National Offenders with a new team of specialist frontline staff going into our prisons, speeding up the removal of prisoners who have no right to be in this country.

    Now, all of this is providing a real disincentive to people thinking about coming to Britain illegally. But if we’re talking about incentives – we need to talk about the people smugglers as well.

    Because they don’t care about borders. They don’t care about the people they traffic. And they don’t care about our country and our people.

    They only care about one thing: money. They make huge profits out of ruining people’s lives. I mean – a few months ago, I went to see some of the boats that had been seized at the NCA headquarters. 

    Now we call them small boats, but honestly they’re not worthy of the name boat. I don’t know what you would call them. To me they look like death traps.

    Flimsy. Rubber. No firm structure. You would not let your children climb aboard, even for a second in shallow waters.

    Seriously – if they were a car, they’d be off the road in minutes. The police would intervene. 

    And don’t tell me they’ve got any purpose other than people smuggling. So I see no reason why we can’t go after them. And so we are.

    We have seized hundreds of boats and engines, driving up the costs for the smugglers.

    We have taken down 18,000 social media accounts. That’s 10,000 more than last year, disrupting the way smugglers promote their services.

    And more than that, we have announced a new sanctions regime. Treating people smugglers like terrorists. Freezing their assets, banning their travel.

    Putting them behind bars – where they belong. But just as important – putting their entire model, out of business, securing our borders on behalf of working people.

    Because as I said at the start – this is about fairness. And there is little that strikes working people as more unfair than watching illegal migration drive down their wages, their terms and their conditions through illegal work in their community. 

    We have to be honest here. For too long, the UK has been a soft touch on this. While the last government were busy with their Rwanda gimmick, they left the door wide open for illegal working.

    Especially in short-term or zero-hours roles like in construction, beauty salons and courier services.

    And while of course most companies do the responsible thing and carry out right to work checks.

    Too many dodgy firms have been exploiting a loophole to skip this process: hiring illegal workers, undercutting honest businesses, driving down the wages of ordinary working people. 

    And all of this, of course fuelling that poisonous narrative of the gangs who promise the dream of a better life to vulnerable people yet deliver a nightmare of squalid conditions and appalling exploitation.

    Well, today we are changing that because this government is introducing a tough new law to force all companies to carry out these checks on right to work.

    They take just minutes to complete – so they are not burdensome for business. And they can be done free of charge – so there will be no excuses.

    And no ability to claim they didn’t know they had illegal workers. And failure to comply will result in fines of up to £60,000. Prison terms of up to 5 years and the potential closure of their business.

    Now, none of these strategies on their own are a silver bullet. I know that.

    But each of them is another tool. An arsenal we are building up to smash the gangs once and for all.

    We must pull every lever available. And that is what this Labour government is doing. 

    No short cuts, no gimmicks. Just the hard graft of sleeves-rolled-up, practical government. 

    Securing our borders. Getting a grip on illegal migration. Delivering our Plan for Change.

    We want to work with you and with everyone who is as determined as we are to end the misery and evil of people-smuggling.

    Because together we will save lives.

    We will secure our borders.

    We will smash the gangs that undermine our security…

    And deliver fairness for the working people we serve.

    Thank you.

    Updates to this page

    Published 31 March 2025

    MIL OSI United Kingdom

  • MIL-OSI Europe: ASIA/BAHRAIN – “The dream comes true”: Inauguration of the Pontifical Society of the Holy Childhood in the Apostolic Vicariate of Northern Arabia

    Source: Agenzia Fides – MIL OSI

    Monday, 31 March 2025

    Avona

    Awali (Agenzia Fides) – “Sowing the seeds of the Pontifical Mission Societies in the Apostolic Vicariate of Northern Arabia (AVONA) is a herculean task due to its jurisdiction in four countries, Bahrain, Kuwait, Qatar and Saudi Arabia. Fortunately, a ‘visionary’ sees a solution for every problem” writes Father Marcus Fernandes OFM.Cap., delegate of the Missio-Avona, to Fides. The reference is to the Apostolic Vicar of Avona, Bishop Aldo Berardi, O.SS.T., defined precisely as “the ‘visionary’ Bishop who promoted the mission in the Vicariate” thanks to which the Pontifical Society of the Holy Childhood was inaugurated.During the celebration of the mass held on Friday, March 28 in the Cathedral of Our Lady of Arabia (OLA), in Awali, Bishop Berardi welcomed the first 46 child volunteers of the Holy Childhood Society. “Praying, helping and sharing the Gospel is the mission of children” the bishop recalled in his homily recalling the three mottos of the Holy Childhood and inviting all those present to pray and share the Gospel every day.”On January 5 – continues Fr. Marcus – we had celebrated the Holy Childhood day and, to make this day a memorable one, the Missio-Avona Office organized an essay and drawing competition based on the theme “Children are the Missionaries of Hope”, with the aim of creating an interest and to know about the Holy Childhood or Pontifical Mission Societies.”“We received beautiful essays and drawings, the children expressed their emotions to the fullest. The winners of the competitions were declared during the Inaugural mass of the Awali Holy childhood society on 28th March 2025 in Bahrain and the winner’s name will be published in our digital magazinelaunched on December 10, 2024 (see Fides, 12/12/2024) on the occasion of the third anniversary of the dedication of the Cathedral of Our Lady of Arabia.”Bishop Berardi, along with Rector of the Cathedral Fr. Saji Thomas, ofm Cap., and other coordinators of the Holy Childhood concelebrated the mass. “During the Eucharist – adds the Apostolic Vicar – we prayed for the people in Myanmar devastated by the serious earthquake on Friday 28 March. We offer masses for them. The destruction of places of worship has touched us deeply.”‘What do you ask from the Church?’ was the question that the Apostolic Vicar asked the children before the final blessing. “The children recited the pledge and expressed their desire to make them child missionaries to become friends of Jesus and to serve the children.”“The day ended with a big feast together with the families. Now the entire operational group in the Cathedral and our four coordinators are ready to continue the missionary zeal of the children – concludes the delegate of the Pontifical Mission Societies.With the establishment of the Holy Childhood Society in the Cathedral of Bahrain, under the Leadership of our Apostolic vicar, the Pontifical Mission Societies are seeing their good days in the Apostolic Vicariate of Northern Arabia”. (AP) (Agenzia Fides, 31/3/2025)
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    MIL OSI Europe News

  • MIL-OSI Security: Appeal: officers look to return jewellery to rightful owners

    Source: United Kingdom London Metropolitan Police

    Officers are seeking to reunite owners with their property, after stolen jewellery was recovered as part of a proactive police operation in London and the home counties.

    The jewellery includes identifiable items such as a World War 1 officers’ Rolex watch, a gold locket containing old pictures, an engraved gold ring and an engraved gold pocket watch from Harlow Bros Ltd.

    A gold wedding ring, gold necklaces and a gold hair pin were also found.

    Detective Sergeant Lee Davison who is leading the investigation said:

    “The stolen jewellery was largely taken from London’s south Asian community across 2023 and 2024 in Houslow and was recovered as part of a year-long operation.

    “While it is believed to be worth over a million pounds in total, it is the sentimental value that remains priceless.

    “This is why myself and the team are working tirelessly to identify the owners and are urging anyone who recognises the jewellery to contact us on 101, quoting 01/1113701/24.

    Four men have been charged with conspiracy to commit burglary and await trial.

    ENDS

    MIL Security OSI

  • MIL-OSI Africa: African Rare Earth Projects Advance Amid Rising Global Demand

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

    CAPE TOWN, South Africa, March 31, 2025/APO Group/ —

    The global demand for rare earth elements (apo-opa.co/3FI1pbZ) is projected to increase four-fold by 2030, driven by the energy transition and increasing investments in industrialization. African nations rich in rare earth minerals are accelerating exploration and production efforts to capitalize on this growth. With up to eight rare earth projects set for commissioning across the continent by 2029 – boosting Africa’s share of the global supply chain to 10% – the upcoming African Mining Week will spotlight opportunities across the rare earth value chain.

    Africa’s rare earth sector remains largely untapped, thereby attracting the interest of global project developers eager to unlock its full potential. South African asset manager Novare, for example, signed a R1.8 billion agreement (apo-opa.co/3E9EG8f) in February 2025 with American firm ReElement Technologies to develop a rare earth refining and battery manufacturing facility. ReElement will contribute its refining technology while Novare will provide funding for the value addition initiative, with construction expected to begin in the second half of 2025.

    In Namibia, the Japan Organization for Metals and Energy Security and Namibia Critical Metals (apo-opa.co/427nfNI) completed a production pilot for the Lofdal Project, one of only two xenotime-type heavy rare earth deposits currently under development worldwide. Meanwhile, in Angola, Pensana (apo-opa.co/43A3nW0) secured an $80 million loan from Absa Bank Limited in January 2025 to expedite the rollout of the Longonjo Project, which is expected to supply 5% of the world’s magnet metal rare earths demand – essential for the development of wind turbines and electric vehicles.

    Major investors are also making bold moves in Africa’s rare earth sector. Billionaires Jeff Bezos and Bill Gates (apo-opa.co/3FJsOdC) have injected $537 million into exploration and mine development through mining startup KoBold Metals, further accelerating Africa’s rare earth ambitions. The funding will be directed toward rare earth mining ventures. Additionally, recognizing the strategic value of rare earths, multinational financial institution the African Development Bank proposed the development of the African Units of Account (AUA) (apo-opa.co/3FOTDxe) – a new currency backed by Africa’s critical mineral reserves, including rare earth elements. The initiative would help stabilize regional currency markets and attract more international investment in green energy projects, amidst the growing demand of critical minerals globally and Africa’s vast reserves.

    The year 2025 continues to mark significant milestones in the growth of Africa’s rare earth sector, with the advancement of key projects (apo-opa.co/43uodGd) such as Phalaborwa and Steenkampskraal (South Africa), Makuutu (Angola), Ngualla (Tanzania) and Songwe (Malawi). Amid these developments, African Mining Week serves as a strategic platform for African regulators, industry stakeholders and global investors to engage in deal signings and forge partnerships, further solidifying Africa’s role in the global rare earth supply chain.

    MIL OSI Africa

  • MIL-OSI: Westport Announces Agreement to Divest the Light-Duty Segment for $73.1 Million

    Source: GlobeNewswire (MIL-OSI)

    VANCOUVER, British Columbia, March 31, 2025 (GLOBE NEWSWIRE) — Westport Fuel Systems Inc. (“Westport” or the “Company”) (TSX:WPRT / Nasdaq:WPRT), has entered into a binding agreement (the “Agreement”) to sell its interest in Westport Fuel Systems Italia S.r.l., which includes the Light-Duty segment, including the light-duty OEM, delayed OEM, and independent aftermarket businesses, to a wholly-owned investment vehicle of Heliaca Investments Coöperatief U.A. (“Heliaca Investments”), a Netherlands based investment firm supported by Ramphastos Investments Management B.V. a prominent Dutch venture capital and private equity firm (the “Transaction”). The Transaction provides for a base purchase price of $73.1 million (€67.7 million), subject to certain adjustments, and potential earnouts of up to an estimated $6.5 million (€6.0 million) if certain conditions are achieved, in accordance with the terms of the Agreement.

    Moving forward, Westport intends to concentrate fully on providing affordable solutions for hard-to-decarbonize mobility and industrial applications, centered around the unique opportunities created by the HPDI technology and our Cespira joint venture. The Transaction also strengthens Westport’s balance sheet and enables Westport to consider strategic acquisition opportunities consistent with the above strategic focus and extend its runway to fund near-term growth.

    “This Transaction marks a significant milestone in our evolution as an alternative fuel systems enterprise. By returning to our roots and focusing on our core strengths, providing solutions in hard-to-decarbonize mobility and industrial applications, we are positioning Westport for sustainable growth and enhanced operational efficiency. The Light-Duty segment has been an important part of our history, and we are confident that Heliaca Investments is the right partner to continue its development. This Transaction allows us to streamline our operations, sharpen our focus on innovation, and create long-term value for our stakeholders. We are excited about the opportunities ahead and look forward to building on our momentum,” said Dan Sceli, Chief Executive Officer of Westport Fuel Systems.

    Under the terms of the Agreement, Heliaca Investments through its subsidiary will acquire Westport’s Light-Duty segment, including its related assets and customer contracts. The Transaction is subject to shareholder approval and other customary closing conditions and is expected to close in late Q2 of 2025.

    The proceeds from the proposed Transaction are expected to enable Westport to significantly improve its financial stability, while also supporting key growth initiatives focused on providing solutions for hard-to-decarbonize mobility and industrial applications. Following closing, Westport intends to align its cost structure to be more reflective of a smaller, more efficient organization, while also seeking further opportunities for efficiency gains.

    Strategic Transformation

    The proposed divestiture is a pivotal step in refocusing Westport on its competitive strengths. Westport remains committed to providing affordable, alternative fuel solutions for the heavy-duty truck, off-road, and industrial markets. Westport believes that hydrogen will play a role in decarbonizing mobility applications long-term. However, Westport’s products are timeline-agnostic, allowing the Company to leverage its High-Pressure Controls and Systems segment and its stake in Cespira, which both have solutions available now, to address decarbonization with net zero and low carbon fuels while also providing affordable solutions utilizing zero carbon hydrogen in the future. Westport’s remaining assets, when combined, create the potential for fuel agnostic high-pressure storage solutions, complementing HPDI and Cespira’s growth aspirations.

    As the hydrogen ecosystem evolves, Westport views the natural gas market, including LNG, CNG and RNG as our foundation, with strong economics in many geographies and diverse growth opportunities. The Company’s GFI products are already industry leading on a global scale and backed by intellectual property rights that are expected to strengthen our already significant competitive advantage in high-pressure fuel solutions.

    Moreover, the Company will consider strategic merger and acquisition opportunities that align with the reimagined strategic focus.

    Creating Focus

    The resurgence of natural gas and renewable natural gas globally provides a market opportunity for Westport. In particular, while HPDI technology is well positioned and established in Europe, the North American market presents many growth opportunities. North America is again embracing natural gas and renewable natural gas as an important part of the solution to reduce the cost and the carbon footprint of heavy-duty long-haul trucking. Natural gas infrastructure is abundant and RNG production is growing.

    As we wait for hydrogen adoption, both Cespira and our High-Pressure Controls & Systems segment have products and technologies enabling the use of lower-carbon fuels today. These same products are equally viable in the future as hydrogen adoption ramps up. In the near-term, our High-Pressure Controls and Systems business has expertise in high-pressure components, providing the capability to rapidly develop CNG high pressure solutions for heavy-duty, off-road and industrial applications, providing effective solutions for decarbonization by utilizing alternative fuels today while advancing zero-emissions hydrogen solutions for the future. Additionally, the Company holds extensive intellectual property assets related to high-pressure fuels for HPDI engines. These initiatives are being designed to strengthen Westport’s competitive position and reinforce its role in advancing low-carbon fuel solutions for hard-to-decarbonize mobility applications.

    Advisors

    J.P. Morgan is acting as financial advisor to Westport and is providing a fairness opinion to the board of directors in connection with the Transaction. Bennett Jones LLP and Delfino Willkie are acting as legal advisors to Westport, and E&Y is acting as tax advisor to the Company.

    Gianni & Origoni, NautaDutilh, Wardyński & Partners and PwC are advising Heliaca Investments in connection with the Transaction.

    About Westport Fuel Systems

    At Westport Fuel Systems, we are driving innovation to power a cleaner tomorrow. We are a leading supplier of advanced fuel delivery components and systems for clean, low-carbon fuels such as natural gas, renewable natural gas, propane, and hydrogen to the global transportation industry. Our technology delivers the performance and fuel efficiency required by transportation applications and the environmental benefits that address climate change and urban air quality challenges. Headquartered in Vancouver, Canada, with operations in Europe, Asia, North America, and South America, we serve our customers in approximately 70 countries with leading global transportation brands. At Westport Fuel Systems, we think ahead. For more information, visit www.wfsinc.com.

    Cautionary Note Regarding Forward-Looking Statements

    This press release contains forward-looking statements, including statements regarding the closing of, and timing for closing of, the Transaction, shareholder approval of the Transaction, the anticipated benefits of the Transaction, including potential earn-out payments, the Transaction alleviating liquidity concerns, the ability to strengthen our balance sheet and align our cost structure, the ability to capitalize on growth initiatives, including fund strategic acquisitions, the ability to transition to a smaller, more efficient organization and our expectations regarding the future success of our business, the adoption of hydrogen and the future growth and development of HPDI. Other forward-looking statements included in the release include those relating to Westport’s future strategic plans, business opportunities and use of the Transaction proceeds. These statements are neither promises nor guarantees but involve known and unknown risks and uncertainties and are based on both the views of management and assumptions that may cause our actual results, levels of activity, performance, or achievements to be materially different from any future results, levels of activities, performance, or achievements expressed in or implied by these forward-looking statements. These risks, uncertainties, and assumptions include those related to completion and satisfaction of all conditions to closing of the Transaction set out in the Agreement, governmental policies, regulation and approval, the achievement of the performance criteria required for the earn out described above, purchase price adjustments contained in the Agreement, the demand for high-pressure storage solutions and other products, as well as other risk factors and assumptions that may affect our actual results, performance, or achievements, as discussed in our most recent Annual Information Form and other filings with securities regulators. Readers should not place undue reliance on any such forward-looking statements, which speak only as of the date they were made. We disclaim any obligation to publicly update or revise such statements to reflect any change in our expectations or in events, conditions, or circumstances on which any such statements may be based, or that may affect the likelihood that actual results will differ from those set forth in these forward-looking statements except as required by National Instrument 51-102. The contents of any website referenced in this press release are not incorporated by reference herein.

    Investor Inquiries:

    Investor Relations
    T: +1 604-718-2046
    E: invest@wfsinc.com

    The MIL Network

  • MIL-OSI: Westport Reports Fourth Quarter and Full Year 2024 Results

    Source: GlobeNewswire (MIL-OSI)

    VANCOUVER, British Columbia, March 31, 2025 (GLOBE NEWSWIRE) — Westport Fuel Systems Inc. (“Westport”) (TSX: WPRT / Nasdaq: WPRT) today reported financial results for the fourth quarter and year ended December 31, 2024, and provided an update on operations. All figures are in U.S. dollars unless otherwise stated.

    “The past year has been transformative for Westport as we sharpened our strategic focus, advanced our clean transportation technologies, and enhanced operational efficiencies. We have made significant strides in aligning our operations with our competitive strengths, improving margins, and reinforcing our commitment to delivering cost-effective solutions that drive decarbonization in the transportation sector. We have also transformed our culture to be one built on discipline and excellence, driving a high-performance mindset in everything we do.

    The launch of Cespira, our joint venture with Volvo Group, was a key milestone for us in 2024. Cespira is committed to accelerating the commercialization of HPDI™ technology with carbon-neutral fuels like hydrogen and renewable natural gas. This partnership underscores the industry’s recognition of HPDI as a leading solution to enable affordable, sustainable heavy transport.

    Additionally, we are taking bold steps to streamline our operations and strengthen our financial footing, allowing us to focus on areas with the highest growth potential. A prime example of this strategic realignment is our recently announced proposed divestiture of the Light-Duty business. This decision is expected to enable us to concentrate fully on providing affordable solutions for hard to decarbonize mobility applications like long haul and heavy-duty trucking that can take advantage of the unique, practical and affordable HPDI technology and our world class high-pressure components and systems technologies and scalable alternative fuel solutions, ensuring that we remain at the forefront of emissions-reducing innovations that are cost effective.

    Looking ahead, we are focused on scaling our alternative fuel-based solutions, including advancements in CNG, RNG, and hydrogen systems, while navigating a rapidly evolving transportation landscape. Hydrogen remains a critical component of the future but, in the meantime, we are delivering practical, commercially viable low-carbon solutions today such as natural gas and renewable natural gas solutions which, in some cases, can represent a lower total cost of ownership than incumbent technologies. Driven by these environmental and economic considerations we are seeing a global resurgence of interest in the heavy-duty transport sector towards utilizing natural gas as an alternative to diesel. While we will continue to invest in technology, we are positioned to take advantage of markets that are embracing products enabled by our years of investment in innovation as the world pivots to more practical and cost-effective solutions to decarbonize.  

    We are committed to providing sustainable, high-performance solutions that help our customers achieve their commercial and environmental goals, now and for years to come.”

    Dan Sceli, Chief Executive Officer

    2024 Highlights

    • Revenue was $302.3 million for 2024 and $75.1 million for the fourth quarter. Full year results were primarily driven by the transition of the Heavy-Duty OEM business into Cespira, partially offset by an increase in revenue in our Light-Duty segment. Cespira earned $22.8 million for the three months ended December 31, 2024 and $43.1 million for the period from June 3, 2024 through to December 31, 2024.
    • Net loss for the year ended December 31, 2024 was $21.8 million, or $1.27 loss per share, compared to net loss of $49.7 million for the prior year. Net loss for the fourth quarter in 2024 was $10.1 million, or $0.59 loss per share, compared to net loss of $13.9 million, or $0.81 loss per share, for the same period in 2023. For the year, the net positive change was primarily a result of improvements in gross margin, a $15.2 million gain on deconsolidation of the HPDI business in the formation of the joint venture with Volvo Group on June 3, 2024, reductions in operating expenditures and depreciation and amortization expense due to continuation of the HPDI business in Cespira, partially offset by higher income tax expense and foreign exchange losses in the year.
    • Adjusted EBITDA1 loss of $11.2 million, compared to a loss of $21.5 million in the prior year. Adjusted EBITDA for the fourth quarter was a loss of $1.8 million.
    • Cash and cash equivalents were $37.6 million for the year ended December 31, 2024. Cash provided by operating activities during the year was $7.2 million.
    • Announced the closing the HPDI joint venture, Cespira, with Volvo Group, working together to accelerate the commercialization and global adoption of the HPDI™ fuel system technology for long-haul and off-road applications.

    1 Adjusted earnings before interest, taxes and depreciation is a non-GAAP measure. Please refer to GAAP and NON-GAAP FINANCIAL MEASURES in Westport’s Management Discussion and Analysis for the reconciliation.

    Consolidated Results            
    ($ in millions, except per share amounts)     Over / (Under)
    %
        Over / (Under)
    %
      4Q24 4Q23 FY24 FY23
    Revenue $75.1 $87.2 (14)% $302.3 $331.8   (9)%  
    Gross Profit(2) 14.3 8.0 79% 57.6 48.9   18%  
    Gross Margin(2) 19% 9% 19% 15%    
    Income (loss) from Investments Accounted for by the Equity Method(1) (2.0) 0.1 (2,100)% (5.4) 0.8   (775)%  
    Net Loss (10.1) (13.9) 27% (21.8) (49.7)   56%  
    Net Loss per Share – Basic (0.59) (0.81) 27% (1.27) (2.90)   56%  
    Net Loss per Share – Diluted (0.59) (0.81) 27% (1.27) (2.90)   56%  
    EBITDA (2) (6.1) (10.9) 44% (6.6) (35.9)   82%  
    Adjusted EBITDA (2) (1.8) (10.0) 82% (11.2) (21.5)   48%  

    (1)This includes income or loss primarily from our investments in Cespira and Minda Westport Technologies Limited
    (2)Gross margins, EBITDA and Adjusted EBITDA are non-GAAP measures. Please refer to GAAP and NON-GAAP FINANCIAL MEASURES for the reconciliation to equivalent GAAP measures and limitations on the use of such measures.

    Segment Information

    Light-Duty Segment

    Revenue for the three months and year ended December 31, 2024 was $68.0 million and $262.2 million, respectively, compared with $63.4 million and $263.6 million for the three months and year ended December 31, 2023.

    Light-Duty revenue increased by $4.6 million for the three months ended December 31, 2024 as compared to the prior year. This was primarily driven by a significant increase in sales of LPG fuel system solutions to a global Original Equipment Manufacturer (“OEM”) for their Euro 6 vehicle applications in our light-duty OEM business and an increase in delayed OEM business, partially offset by lower revenues in other business lines.

    Light-Duty revenue decreased by $1.4 million for the year ended December 31, 2024 compared to the prior year. This was primarily driven by a decrease in sales in our delayed OEM business in the first half of 2024, decrease in sales to customers in developing markets, and our fuel storage business. This was partially offset by the aforementioned increase in sales of LPG fuel system solutions in our light-duty OEM business.

    Gross profit increased by $2.0 million to $14.0 million, or 21% of revenue for the three months ended December 31, 2024, as compared to $12.0 million, or 19% of revenue, for the same prior year period. This was primarily driven by a change in sales mix with an increase in sales to European customers and a reduction in sales to developing regions along with an increase in sales volumes.

    Gross profit for the year ended December 31, 2024 increased by $6.3 million to $55.4 million, or 21% of revenue, compared to $49.1 million, or 19% of revenue, for the prior year. This was primarily driven by a change in sales mix with an increase in sales to European customers and a reduction in sales to developing regions. The segment’s manufacturing operations continues to implement operational improvement initiatives lowering its manufacturing overhead costs in the year. For the year ended December 31, 2024, Light-Duty recorded inventory write-downs of $2.1 million related to our restructuring activities in India for $0.9 million and $0.5 million related to components for markets that we have exited, and the remainder due to our periodic analysis of excess and obsolete inventory.

    Westport began supplying its Euro 6 LPG fuel system to its global OEM customer in early 2024. This production supply agreement has been instrumental in improving revenue and delivering higher margins, which more than offset the decline in revenue as a result of a key delayed OEM customer continuing to work through their inventory. Production for the Euro 7 LPG fuel system for the same global OEM customer is anticipated to begin mid-to-late 2025.

    High-Pressure Controls & Systems Segment

    Revenue for the three months and year ended December 31, 2024 was $1.4 million and $8.8 million, respectively, compared with $2.5 million and $12.0 million for the three months and year ended December 31, 2023. Revenue for the three months ended December 31, 2024 decreased by $1.1 million compared to the prior year period. Revenue for the year ended December 31, 2024 decreased $3.2 million compared to the prior year.

    The decrease in revenue for the three months and year ended December 31, 2024 compared to the prior year periods continues to be primarily driven by the general slowdown in hydrogen infrastructure development, leading to a slower adoption of automotive and industrial applications powered by hydrogen.

    Gross profit for the three months ended December 31, 2024 decreased by $0.4 million to nominal, or 0% of revenue, compared to $0.4 million, or 16% of revenue, for the same prior year period. This was primarily driven by lower sales volumes, increasing the per unit manufacturing costs in the quarter.

    Gross profit for the year ended December 31, 2024 decreased by $1.3 million to $1.5 million, or 17% of revenue, compared to $2.8 million, or 23% of revenue, for the prior year. This was primarily driven by decrease in sales volume for the year. The segment recorded $0.8 million in inventory write-downs in the year due to slow-moving inventory.

    Heavy-Duty OEM Segment

    Revenue for the three months and year ended December 31, 2024 includes revenue until the closing of the transaction to form Cespira, which occurred on June 3, 2024. Revenue for the three months and year ended December 31, 2024 was $5.7 million and $31.3 million, respectively, compared with $21.3 million and $56.2 million for the three months and year ended December 31, 2023.

    The decrease in revenue for the three months and year ended December 31, 2024 is a result of the continuation of the business in Cespira. Refer to the “Selected Cespira Financial Information” for more information on the performance of the business. Revenue earned in the three months ended December 31, 2024 reflects revenue earned from a transitional services agreement in place with Cespira that we expect to expire by the end of Q2 2026.

    Gross profit for the three months ended December 31, 2024 increased by $4.7 million to $0.3 million, or 5% of revenue, compared to negative $4.4 million or negative 21% of revenue, for the three months ended December 31, 2023. The Heavy-Duty OEM segment was impacted by a $4.5 million inventory write-down in the prior year period.

    Gross profit increased by $3.7 million to $0.7 million, or 2% of revenue, for the year ended December 31, 2024 compared to negative $3.0 million, or negative 5% of revenue, for the prior year. Heavy-Duty OEM recorded $0.4 million in inventory write-downs in the year. The segment was impacted by the aforementioned inventory write-down of $4.5 million in the prior year.

    Selected Cespira Financial Information

    We account for Cespira using the equity method of accounting. However, due to its significance to our long-term strategy and operating results, we disclose certain financial information from Cespira in notes 8 and 22 in our consolidated financial statements for the year ended December 31, 2024 and the period from June 3, 2024 to December 31, 2024.

    The following table sets forth a summary of the financial results of Cespira for the three months ended December 31, 2024 and the period between June 3, 2024 to December 31, 2024:

      (in millions of U.S. dollars)   Three months ended December 31,   Change   Year ended December 31,   Change
        2024   2023   $   %   2024   2023   $   %
    Revenue   $ 22.8     $     $ 22.8     %   $ 43.1     $     $ 43.1     %
    Gross profit     1.4             1.4     %     0.5             0.5     %
    Gross margin1     6 %     %             1 %     %        
    Operating loss     (4.8 )           (4.8 )   %     (12.1 )           (12.1 )   %
    Net loss attributable to the Company     (2.6 )           (2.6 )   %     (6.7 )           (6.7 )   %

    1Gross margin is non-GAAP financial measure. See the section ‘Non-GAAP Financial Measures’ for explanations and discussions of these non-GAAP financial measures or ratios.

    Cespira revenue was $22.8 million for the three months ended December 31, 2024. For the prior year period, the Heavy-Duty OEM segment, which included our HPDI business, earned $21.3 million. This was primarily driven by an increase in HPDI fuel systems sold in the period.

    Cespira gross profit was $1.4 million for the three months ended December 31, 2024. For the prior year period, the Heavy-Duty OEM segment had negative $4.4 million in gross profit primarily driven by the aforementioned $4.5 million inventory write-down in the prior year period.

    Cespira incurred operating losses of $4.8 million for the three months ended December 31, 2024. For the prior year quarter, the Heavy-Duty OEM had operating losses of $9.3 million. Aside from the aforementioned inventory write-down in the prior year period, the Heavy-Duty OEM had comparable operating losses compared to Cespira.

    As previously announced, Westport and Weichai are parties to a technology development and supply agreement which contains an obligation for Weichai to order, and Westport to supply, certain volumes of HPDI fuel system components prior to December 31, 2024. Significant orders for HPDI fuel system components against this agreement were not received prior to year-end. Westport and Cespira continue to collaborate with Weichai Power Co. Ltd (“Weichai Power”) on an HPDI fuel system equipped version of the Weichai Power engine platforms. The parties are currently discussing the next stages of this work and the obligations of each party going forward.

    Liquidity and Going Concern

    In addition, as disclosed in Westport Management Discussion & Analysis, for the year ended December 31, 2024, we continue to sustain operating losses and use cash to support our business activities. Cash provided by operating activities was $7.2 million for the year ended December 31, 2024 was primarily driven by reductions in working capital.

    As at December 31, 2024, we had cash and cash equivalents of $37.6 million and long-term debt of $33.7 million, of which $14.7 million was current. Based on our projected capital expenditures, debt servicing obligations and operating requirements under our current business plan, we are projecting that our cash and cash equivalents will not be sufficient to fund our operations through the next twelve months from the date of the issuance of this MD&A. These conditions raise substantial doubt about Westport’s ability continue as a going concern within one year after the date our December 31, 2024 Consolidated Financial Statements are issued.

    We plan to improve our liquidity position by selling certain subsidiaries in Europe and Argentina which comprise substantially all the assets and liabilities reported within the Light-Duty segment and continue our cost reduction initiatives. On March 30, 2025, we entered into a share purchase agreement (“SPA”) with a wholly-owned investment vehicle of Heliaca Investments Coöperatief U.A. (“Heliaca Investments”), a Netherlands based investment firm supported by Ramphastos Investment Management B.V. a prominent Dutch venture capital and private equity firm, to sell all of the issued and outstanding shares of Westport Fuel Systems Italia S.r.l for a base purchase price of $73.1 million (€67.7 million), subject to certain adjustments and potential earnouts of up to an estimated $6.5 million (€6.0 million) if certain conditions are achieved, in accordance with the terms of the Share Purchase Agreement. If we are successful in closing the sale, we will receive sufficient cash to fund our operations for the next twelve months and alleviate the risk of substantial doubt identified. As of the date of issuance of our December 31, 2024 financial statements, we are seeking shareholder approval of the plan to complete the sale of these businesses to the buyer. As such, there can be no assurances that Westport will be successful in obtaining sufficient funding. Accordingly, we concluded under the accounting standards that these plans do not alleviate the substantial doubt about Westport’s ability to continue as a going concern.

    Divestment of the Light-Duty Business and 2025 Outlook

    Westport recently announced the proposed divestment of its Light-Duty business, which includes the light-duty OEM, delayed OEM, and independent aftermarket businesses (the “Transaction”). The Transaction is designed to focus the Company’s strategy and streamline its operations allowing Westport to direct its energy on solution to address hard to decarbonize sectors like long-haul, heavy-duty trucking and off-road applications that can take advantage of Cespira and our High-Pressure Controls & Systems technology – where Westport sees the largest opportunities to grow and where the Company has a unique and differentiated offering generating interest with customers as the world transitions to a more practical and easier to adopt approach to decarbonization.

    Highlights of the Transaction include:

    • Provides immediate up front proceeds to alleviate liquidity concerns, strengthening the balance sheet and funds near-term growth in Cespira and the High-Pressure Controls & Systems business;
    • Brings forward more cash today than the Light-Duty business was projected to earn over 5-years on an undiscounted cash basis; and
    • Enables management to focus exclusively on the higher growth HPDI and high-pressure segments.

    In light of the evolving market and regulatory environment, over the long term, the Light-Duty business’ ability to grow LPG / CNG sales in developed markets is expected to continue facing increased competition from pure electrification or petrol – electrification hybrids.

    The base purchase price of the Transaction is $73.1 million (€67.7 million), subject to certain adjustments and potential earnouts of up to an additional $6.5 million (€6.0 million) if certain conditions are achieved, in accordance with the terms of the Share Purchase Agreement. The purchaser is a wholly-owned investment vehicle of Heliaca Investments Coöperatief U.A. (“Heliaca Investments”), a Netherlands based investment firm supported by Ramphastos Investment Management B.V. a prominent Dutch venture capital and private equity firm.

    Net proceeds from the transaction are to be used to bolster the balance sheet, fund organic growth opportunities through Cespira and High-Pressure Controls & Systems over the near term as well as opportunistic bolt on acquisitions. The Transaction ultimately eliminates future restructuring costs required by the Italian operations in the light-duty business.

    Westport is shifting to a smaller, more focused organization, that is positioned to provide solutions to decarbonize challenging segments of the mobility and industrial markets.​ Westport has 30 years of experience delivering component solutions and developing HPDI fuel technology​. We are focused on scaling our alternative fuel-based solutions, including advancements in CNG, RNG, and hydrogen systems, while navigating a rapidly evolving transportation landscape.

    The Company anticipates that the closing of the transaction will occur late in Q2 2025, subject to receiving shareholder approval.

    Conference call

    Westport has scheduled a conference call for Monday, March 31, 2025, at 10:30 am Pacific Time (1:30 pm Eastern Time) to discuss these results. To access the conference call please register at https://register.vevent.com/register/BI1ba7402b85a5491292e48354a2e80b90

    The live webcast of the conference call can be accessed through the Westport website at https://investors.wfsinc.com/

    Participants may register up to 60 minutes before the event by clicking on the call link and completing the online registration form. Upon registration, the user will receive dial-in info and a unique PIN, along with an email confirming the details.

    The webcast will be archived on Westport’s website at https://investors.wfsinc.com

    Financial Statements and Management’s Discussion and Analysis

    To view Westport full financials for the fourth quarter and year ended December 31, 2024, please visit https://investors.wfsinc.com/financials/

    About Westport Fuel Systems

    At Westport Fuel Systems, we are driving innovation to power a cleaner tomorrow. We are a leading supplier of advanced fuel delivery components and systems for clean, low-carbon fuels such as natural gas, renewable natural gas, propane, and hydrogen to the global transportation industry. Our technology delivers the performance and fuel efficiency required by transportation applications and the environmental benefits that address climate change and urban air quality challenges. Headquartered in Vancouver, Canada, with operations in Europe, Asia, North America, and South America, we serve our customers in approximately 70 countries with leading global transportation brands. At Westport Fuel Systems, we think ahead. For more information, visit www.wfsinc.com.

    Cautionary Note Regarding Forward Looking Statements
    This press release contains forward-looking statements, including statements regarding future strategic initiatives and future growth, future of our development programs (including those relating to HPDI and Hydrogen) including testing to the HPDI fuel system, scaling our alternative fuel-based solutions, our expectations for 2025 and beyond, including the demand for our products, the future success of our business and technology strategies, shareholder approval of the Transaction, our ability to successfully close the Transaction and realize the benefits therefrom, including, potential earn-out payments, the Transaction alleviating liquidity concerns, our focus on providing affordable solutions to decarbonize long haul and heavy-duty trucking, our ability to bolster our balance sheet, fund organic growth as well as opportunistic bolt on acquisitions, a shift to operating as a smaller, more efficient organization. These statements are neither promises nor guarantees, but involve known and unknown risks and uncertainties and are based on both the views of management and assumptions that may cause our actual results, levels of activity, performance or achievements to be materially different from any future results, levels of activities, performance or achievements expressed in or implied by these forward-looking statements. These risks, uncertainties and assumptions include those related to our revenue growth, operating results, industry and products, changes in business strategy, shifts in market demand, the general economy including impacts due to inflation, the effects of competition and pricing pressures, conditions of and access to the capital and debt markets, solvency, governmental policies, trade restrictions or other changes to international trade agreements, sanctions and regulation including the imposition of tariffs, technology innovations, fluctuations in foreign exchange rates, operating expenses, continued reduction in expenses, ability to successfully commercialize new products, the performance of our joint ventures, the availability and price of natural gas, new environmental regulations, the acceptance of and shift to natural gas and hydrogen vehicles, the relaxation or waiver of fuel emission standards, the inability of fleets to access capital or government funding to purchase natural gas vehicles, the development of competing technologies, our ability to adequately develop and deploy our technology, the actions and determinations of our joint venture and development partners, the effects and duration of the Russia-Ukraine conflict, supply chain disruptions as well as other risk factors and assumptions that may affect our actual results, performance or achievements or financial position discussed in our most recent Annual Information Form and other filings with securities regulators. Readers should not place undue reliance on any such forward-looking statements, which speak only as of the date they were made. We disclaim any obligation to publicly update or revise such statements to reflect any change in our expectations or in events, conditions or circumstances on which any such statements may be based, or that may affect the likelihood that actual results will differ from those set forth in these forward-looking statements except as required by National Instrument 51-102. The contents of any website, RSS feed or twitter account referenced in this press release are not incorporated by reference herein.

    Inquiries:
    Investor Relations
    T: +1 604-718-2046
    invest@wfsinc.com

    GAAP and Non-GAAP Financial Measures

    Our financial statements are prepared in accordance with U.S. generally accepted accounting principles (“U.S. GAAP“). These U.S. GAAP financial statements include non-cash charges and other charges and benefits that may be unusual or infrequent in nature or that we believe may make comparisons to our prior or future performance difficult. In addition to conventional measures prepared in accordance with U.S. GAAP, Westport and certain investors use EBITDA and Adjusted EBITDA as an indicator of our ability to generate liquidity by producing operating cash flow to fund working capital needs, service debt obligations and fund capital expenditures. Management also uses these non-GAAP measures in its review and evaluation of the financial performance of Westport. EBITDA is also frequently used by investors and analysts for valuation purposes whereby EBITDA is multiplied by a factor or “EBITDA multiple” that is based on an observed or inferred relationship between EBITDA and market values to determine the approximate total enterprise value of a company. We believe that these non-GAAP financial measures also provide additional insight to investors and securities analysts as supplemental information to our U.S. GAAP results and as a basis to compare our financial performance period-over-period and to compare our financial performance with that of other companies. We believe that these non-GAAP financial measures facilitate comparisons of our core operating results from period to period and to other companies by, in the case of EBITDA, removing the effects of our capital structure (net interest income on cash deposits, interest expense on outstanding debt and debt facilities), asset base (depreciation and amortization) and tax consequences. Adjusted EBITDA provides this same indicator of Westports’ EBITDA from continuing operations and removing such effects of our capital structure, asset base and tax consequences, but additionally excludes any unrealized foreign exchange gains or losses, stock-based compensation charges and other one-time impairments and costs which are not expected to be repeated in order to provide greater insight into the cash flow being produced from our operating business, without the influence of extraneous events.

    Segment Information

    EBITDA and Adjusted EBITDA are intended to provide additional information to investors and analysts and do not have any standardized definition under U.S. GAAP, and should not be considered in isolation or as a substitute for measures of performance prepared in accordance with U.S. GAAP. EBITDA and Adjusted EBITDA exclude the impact of cash costs of financing activities and taxes, and the effects of changes in operating working capital balances, and therefore are not necessarily indicative of operating profit or cash flow from operations as determined under U.S. GAAP. Other companies may calculate EBITDA and Adjusted EBITDA differently.

    Segment earnings or losses before income taxes, interest, depreciation, and amortization (“Segment EBITDA”) is the measure of segment profitability used by the Company. The accounting policies of our reportable segments are the same as those applied in our consolidated financial statements. Management prepared the financial results of the Company’s reportable segments on basis that is consistent with the manner in which Management internally disaggregates financial information to assist in making internal operating decisions. Certain common costs and expenses, primarily corporate functions, among segments differently than we would for stand-alone financial information prepared in accordance with GAAP. These include certain costs and expenses of shared services, such as IT, human resources, legal, finance and supply chain management. Segment EBITDA is not defined under US GAAP and may not be comparable to similarly titled measures used by other companies and should not be considered a substitute for net earnings or other results reported in accordance with GAAP. Reconciliations of reportable segment information to consolidated statement of operations can be found in section “NON-GAAP FINANCIAL MEASURES & RECONCILIATIONS” within this press release.

      Year ended December 31, 2024
      Light-Duty   High-Pressure Controls & Systems   Heavy-Duty OEM   Cespira   Total Segment
    Revenue $ 262.2   $ 8.8     $ 31.3     $ 43.1     $ 345.4  
    Cost of revenue   206.8     7.3       30.6       42.6       287.3  
    Gross profit   55.4     1.5       0.7       0.5       58.1  
    Operating expenses:
    Research & development   13.0     4.4       4.2       4.7       26.3  
    General & administrative   19.2     1.0       3.1       5.6       28.9  
    Sales & marketing   9.9     0.7       0.9       1.0       12.5  
    Depreciation & amortization   2.6     0.3       0.1       1.7       4.7  
    Equity income   1.3                       1.3  
    Add back: Depreciation & amortization1   6.4     0.5       1.4       3.8       12.1  
    Segment EBITDA $ 18.4   $ (4.4 )   $ (6.2 )   $ (8.7 )   $ (0.9 )
      Year ended December 31, 2023
      Light-Duty   High-Pressure Controls & Systems   Heavy-Duty OEM   Total Segment
    Revenue $ 263.6   $ 12.0     $ 56.2     $ 331.8  
    Cost of revenue   214.5     9.2       59.2       282.9  
    Gross profit   49.1     2.8       (3.0 )     48.9  
    Operating expenses:
    Research & development   13.1     3.6       9.3       26.0  
    General & administrative   21.6     1.3       6.4       29.4  
    Sales & marketing   10.6     0.7       2.9       14.1  
    Depreciation & amortization   3.2     0.2       0.4       3.8  
    Equity income   0.8                 0.8  
    Add back: Depreciation & amortization1   6.7     0.4       4.9       11.9  
    Segment EBITDA $ 8.1   $ (2.6 )   $ (17.1 )   $ (11.6 )


    NON-GAAP FINANCIAL MEASURES RECONCILIATION

    Gross Profit   Years ended December 31,
    (expressed in millions of U.S. dollars)   2024   2023
    Revenue   $ 302.3   $ 331.8
    Less: Cost of revenue   $ 244.7   $ 282.9
    Gross Profit   $ 57.6   $ 48.9
    Gross Margin as a percentage of Revenue   Years ended December 31,
    (expressed in millions of U.S. dollars)     2024       2023  
    Revenue   $ 302.3     $ 331.8  
    Gross Margin   $ 57.6     $ 48.9  
    Gross Margin as a percentage of Revenue     19 %     15 %
      Year ended December 31, 2024
      Total Segment   Less: Cespira   Add: Corporate & unallocated   Total Consolidated
    Revenue $ 345.4   $ 43.1   $     $ 302.3  
    Cost of revenue   287.3     42.6           244.7  
    Gross profit   58.1     0.5           57.6  
    Operating expenses:
    Research & development   26.3     4.7           21.6  
    General & administrative   28.9     5.6     14.4       37.7  
    Sales & marketing   12.5     1.0     1.2       12.7  
    Depreciation & amortization   4.7     1.7     0.4       3.4  
    Equity income (loss)   1.3         (6.7 )     (5.4 )
      Year ended December 31, 2023
      Total Segment   Add: Corporate & unallocated   Total Consolidated
    Revenue $ 331.8   $   $ 331.8
    Cost of revenue   282.9         282.9
    Gross profit   48.9         48.9
    Operating expenses:
    Research & development   26.0         26.0
    General & administrative   29.4     14.8     44.2
    Sales & marketing   14.1     2.2     16.3
    Depreciation & amortization   3.8     0.5     4.3
    Equity income   0.8         0.8
    Reconciliation of Segment EBITDA to Loss before income taxes   Years ended December 31,
        2024       2023  
    Total Segment EBITDA   $ (0.9 )   $ (11.6 )
    Adjustments:
    Depreciation and amortization     8.7       12.5  
    Cespira’s Segment EBITDA     (8.7 )      
    Cespira’s equity loss     6.7        
    Corporate and unallocated operating expenses     15.6       17.0  
    Foreign exchange loss     6.2       4.0  
    Loss on sale of assets     0.7        
    Gain on deconsolidation     (15.2 )      
    Loss on sale of investment     0.4        
    Impairment of long-term investment           0.4  
    Loss on extinguishment of royalty payable           2.9  
    Interest on long-term debt and accretion of royalty payable     2.8       3.0  
    Interest and other income, net of bank charges     (1.2 )     (2.7 )
    Loss before income taxes   $ (16.9 )   $ (48.7 )
    EBITDA and Adjusted EBITDA                
    Three months ended   31-Mar-23   30-Jun-23   30-Sep-23   31-Dec-23   31-Mar-24   30-Jun-24   30-Sep-24   31-Dec-24
    Income (loss) before income taxes   $         (9.7 )   $         (13.0 )   $         (12.0 )   $         (14.0 )   $         (12.9 )   $         6.8             $         (2.5 )   $         (8.3 )
    Interest expense, net             0.4                       (0.1 )             0.2                       (0.2 )             0.5                       0.5                       0.4                       0.2          
    Depreciation and amortization             3.0                       3.0                       3.2                       3.3                       3.2                       1.7                       1.8                       2.0          
    EBITDA   $         (6.3 )   $         (10.1 )   $         (8.6 )   $         (10.9 )   $         (9.2 )   $         9.0             $         (0.3 )   $         (6.1 )
    Stock based compensation (recovery)   $         0.7             $         0.8             $         (0.3 )   $         1.4             $         0.3             $         1.2             $         (0.1 )   $         —          
    Unrealized foreign exchange (gain) loss   $         1.1             $         2.4             $         1.4             $         (0.9 )   $         1.8             $         0.1             $         (1.1 )   $         5.4          
    Loss on extinguishment of royalty payable   $         —             $         2.9             $         —             $         —             $         —             $         —             $         —             $         —          
    Severance costs   $         —             $         —             $         4.5             $         —             $         0.5             $         0.2             $         0.1             $         0.1          
    Gain on deconsolidation   $         —             $         —             $         —             $         —             $         —             $         (13.3 )   $         —             $         (1.9 )
    Loss on sale of investment   $         —             $         —             $         —             $         —             $         —             $         —             $         0.4             $         —          
    Restructuring costs   $         —             $         —             $         —             $         —             $         —             $         0.8             $         0.2             $         —          
    Loss on sale of assets   $         —             $         —             $         —             $         —             $         —             $         —             $         —             $         0.7          
    Impairment of long-term investment   $         —             $         —             $         —             $         0.4             $         —             $         —             $         —             $         —          
    Adjusted EBITDA   $         (4.5 )   $         (4.0 )   $         (3.0 )   $         (10.0 )   $         (6.6 )   $         (2.0 )   $         (0.8 )   $         (1.8 )
    WESTPORT FUEL SYSTEMS INC.
    Consolidated Balance Sheets
    (Expressed in thousands of United States dollars, except share amounts)
    December 31, 2024 and 2023
        December 31,
          2024       2023  
    Assets        
    Current assets:        
    Cash and cash equivalents (including restricted cash)   $ 37,646     $ 54,853  
    Accounts receivable     73,054       88,077  
    Inventories     53,526       67,530  
    Prepaid expenses     5,660       6,323  
    Total current assets     169,886       216,783  
    Long-term investments     39,732       4,792  
    Property, plant and equipment     41,956       69,489  
    Operating lease right-of-use assets     19,019       22,877  
    Intangible assets     5,277       6,822  
    Deferred income tax assets     9,695       11,554  
    Goodwill     2,876       3,066  
    Other long-term assets     3,180       20,365  
    Total assets   $ 291,621     $ 355,748  
    Liabilities and Shareholders’ Equity        
    Current liabilities:        
    Accounts payable and accrued liabilities   $ 88,123     $ 95,374  
    Current portion of operating lease liabilities     2,624       3,307  
    Short-term debt           15,156  
    Current portion of long-term debt     14,660       14,108  
    Current portion of warranty liability     3,861       6,892  
    Total current liabilities     109,268       134,837  
    Long-term operating lease liabilities     16,433       19,300  
    Long-term debt     19,067       30,957  
    Warranty liability     1,456       1,614  
    Deferred income tax liabilities     4,029       3,477  
    Other long-term liabilities     4,343       5,115  
    Total liabilities     154,596       195,300  
    Shareholders’ equity:        
    Share capital:        
    Unlimited common and preferred shares, no par value        
    17,282,934 (2023 – 17,174,502) common shares issued and outstanding     1,245,805       1,244,539  
    Other equity instruments     9,472       9,672  
    Additional paid-in-capital     11,516       11,516  
    Accumulated deficit     (1,096,275 )     (1,074,434 )
    Accumulated other comprehensive loss     (33,493 )     (30,845 )
    Total shareholders’ equity     137,025       160,448  
    Total liabilities and shareholders’ equity   $ 291,621     $ 355,748  
    WESTPORT FUEL SYSTEMS INC.  
    Consolidated Statements of Operations and Comprehensive Income (Loss)  
    (Expressed in thousands of United States dollars, except share and per share amounts)  
    Years ended December 31, 2024 and 2023  
        Years ended December 31,
          2024       2023  
    Revenue   $ 302,299     $ 331,799  
    Cost of revenue     244,708       282,862  
    Gross profit     57,591       48,937  
    Operating expenses:        
    Research and development     21,587       26,003  
    General and administrative     37,679       44,234  
    Sales and marketing     12,676       16,278  
    Foreign exchange loss     6,248       3,974  
    Depreciation and amortization     3,367       4,299  
    Loss on sale of assets     703       32  
          82,260       94,820  
    Loss from operations     (24,669 )     (45,883 )
             
    Income from investments accounted for by the equity method     (5,402 )     780  
    Gain on deconsolidation     15,198        
    Loss on sale of investment     (352 )      
    Loss on extinguishment of royalty payable           (2,909 )
    Interest on long-term debt and accretion of royalty payable     (2,797 )     (2,981 )
    Impairment of long-term investment           (413 )
    Interest and other income, net of bank charges     1,161       2,690  
    Loss before income taxes     (16,861 )     (48,716 )
    Income tax expense (recovery):        
    Current     3,183       1,786  
    Deferred     1,797       (784 )
          4,980       1,002  
    Net loss for the year     (21,841 )     (49,718 )
    Other comprehensive income (loss):        
    Cumulative translation adjustment     (2,535 )     4,473  
    Ownership share of equity method investments’ other comprehensive loss   $ (113 )   $  
        $ (2,648 )   $ 4,473  
    Comprehensive loss   $ (24,489 )   $ (45,245 )
    Loss per share:        
    Net loss per share – basic and diluted   $ (1.27 )   $ (2.90 )
    Weighted average common shares outstanding:        
    Basic and diluted     17,248,090       17,173,016  
    WESTPORT FUEL SYSTEMS INC.
    Consolidated Statements of Cash Flows
    (Expressed in thousands of United States dollars)
    Years ended December 31, 2024 and 2023
        Years ended December 31,
          2024       2023  
             
    Operating activities:        
    Net loss for the year   $ (21,841 )   $ (49,718 )
    Adjustments to reconcile net loss to net cash provided by (used in) operating activities:        
    Depreciation and amortization     8,661       12,490  
    Stock-based compensation expense     1,066       1,727  
    Unrealized foreign exchange loss     6,248       3,974  
    Deferred income tax expense (recovery)     1,797       (784 )
    Loss (income) from investments accounted for by the equity method     5,402       (780 )
    Interest on long-term debt and accretion of royalty payable     74       9  
    Impairment of long-term investment           413  
    Change in inventory write-downs to net realizable value     3,283       7,066  
    Gain on deconsolidation     (15,198 )      
    Loss on sale of investment     352        
    Net loss on sale of assets     627       32  
    Loss on extinguishment of royalty payable           2,909  
    Change in bad debt expense     282       56  
    Changes in operating assets and liabilities:        
    Accounts receivable     25,567       5,340  
    Inventories     (6,836 )     9,481  
    Prepaid expenses     (153 )     2,869  
    Accounts payable and accrued liabilities     2,233       (2,448 )
    Warranty liability     (4,380 )     (5,829 )
    Net cash provided by (used in) operating activities     7,184       (13,193 )
    Investing activities:        
    Purchase of property, plant and equipment     (16,923 )     (15,574 )
    Proceeds on sale of investments     29,994        
    Proceeds on sale of assets     998       161  
    Dividends received from investments accounted for by the equity method     297        
    Capital contributions to investments accounted for by the equity method     (9,900 )      
    Net cash provided by (used in) investing activities     4,466       (15,413 )
    Financing activities:        
    Drawings on operating lines of credit and long-term facilities     19,336       46,367  
    Repayment of operating lines of credit and long-term facilities     (44,546 )     (39,904 )
    Payment of royalty payable           (8,687 )
    Net cash used in financing activities     (25,210 )     (2,224 )
    Effect of foreign exchange on cash and cash equivalents     (3,647 )     (501 )
    Net decrease in cash and cash equivalents     (17,207 )     (31,331 )
    Cash and cash equivalents, beginning of year (including restricted cash)     54,853       86,184  
    Cash and cash equivalents, end of year (including restricted cash)     37,646       54,853  

    The MIL Network

  • MIL-OSI Banking: Digitalization for Improving Elder Care

    Source: Asia Development Bank

    The authors explore both the opportunities and challenges of the digital transformation for elder care. Through case studies from diverse contexts, the book highlights the importance of involving older people as active participants in the digital economy. It sets out practical considerations for policymakers and practitioners to help advance efficient, dignified, and high-quality elder care in the digital age.

    MIL OSI Global Banks

  • MIL-OSI Banking: Secretary-General of ASEAN joins ASEAN Foreign Ministers in a Special Emergency Meeting in the aftermath of the earthquake in Myanmar

    Source: ASEAN – Association of SouthEast Asian Nations

    Secretary-General of ASEAN, Dr. Kao Kim Hourn, today joined ASEAN Foreign Ministers and the Foreign Minister of Timor-Leste in a Special Emergency Meeting to discuss ASEAN’s humanitarian assistance to Myanmar in the wake of the devastating earthquake that struck central Myanmar, on 28 March 2025. At the Meeting, held via videoconference, ASEAN reaffirmed its support of relief and recovery efforts, based on priorities identified by Myanmar, with the assistance of the ASEAN Coordinating Centre for Humanitarian Assistance on disaster management (AHA Centre).

    The post Secretary-General of ASEAN joins ASEAN Foreign Ministers in a Special Emergency Meeting in the aftermath of the earthquake in Myanmar appeared first on ASEAN Main Portal.

    MIL OSI Global Banks

  • MIL-OSI Banking: ASEAN Foreign Ministers’ Statement on the Outcome of the Special Emergency Meeting of ASEAN Foreign Ministers in the Aftermath of the Earthquake in Myanmar and Thailand

    Source: ASEAN – Association of SouthEast Asian Nations

    1. A Special Emergency Meeting of the ASEAN Foreign Ministers was held on 30 March 2025 via videoconference following the 7.7 magnitude earthquake that struck central Myanmar on 28 March 2025, affecting the peoples of Myanmar and Thailand.

    2. The ASEAN Foreign Ministers extended their deepest sympathies and condolences to the peoples of Myanmar and Thailand who were affected by the earthquake, resulting in significant loss of life, injuries, and widespread destruction, particularly in Mandalay, Nay Pyi Taw, Sagaing, Bangkok, Chiang Mai and surrounding areas.

    To read full statement please click here.
    The post ASEAN Foreign Ministers’ Statement on the Outcome of the Special Emergency Meeting of ASEAN Foreign Ministers in the Aftermath of the Earthquake in Myanmar and Thailand appeared first on ASEAN Main Portal.

    MIL OSI Global Banks

  • MIL-OSI Banking: Osaka/Kansai Expo: Construction of Panasonic Group Pavilion “The Land of NOMO” Completed, Allowing Adults and Children to “Unlock” with the Latest Technology

    Source: Panasonic

    Headline: Osaka/Kansai Expo: Construction of Panasonic Group Pavilion “The Land of NOMO” Completed, Allowing Adults and Children to “Unlock” with the Latest Technology

    The April 13 opening of the 2025 Japan International Expo (Expo 2025 Osaka, Kansai, Japan, “Expo 2025”) is rapidly approaching. In mid-February, a completion ceremony for Panasonic Group’s hands-on “The Land of Nomo” pavilion was held at the venue for Expo 2025 on Yumeshima in Konohana-ku, Osaka. Based on the concept of “Set your heart and mind free, and the world will open up,” the pavilion has various features to stimulate the senses of children—leaders of the next generation—and “Unlock” their imaginations. In the following we introduce more details about the completed pavilion, including features of each area, together with comments from architect Yuko Nagayama, who designed the building, and Michiko Ogawa, Director in charge of Kansai External Relations and EXPO Promotion at Panasonic Holdings Co.

    Construction Completed on The Land of NOMO and Its “Unlock” Experience

    The Panasonic Group’s The Land of NOMO pavilion was designed as a place where children, especially those from the Alpha generation, could experience the concept of “circulation,” which is the idea that everything is connected—matter, minds, sustainability, and well-being.
    The keyword “recycling” is both a theme connecting exhibition content and also a feature of the pavilion’s design. The pavilion’s resource-recycling architecture, which actively utilizes recycled iron and copper recovered from end-of-Life appliances and waste materials from factories, achieves total carbon neutrality from procurement through dismantling. Commenting on the design, Nagayama said that it extends beyond reuse and usability to also express “Joy and Beauty.” 

    The recently completed “The Land of NOMO” consists of the 922 m2 “Unlock Experience Area” and the 165 m2 “Earth” exhibition area1. The Land of NOMO’s tagline is “Unlock your nature.”
    1 Total floor area of The Land of NOMO is 1,731.64 m2, and the site area occupies 3,508.08 m2

    The façade is covered with a membrane made of layered organdie2 and a special metal. The effect is of soft fabric fluttering in the sea breeze. Said Nagayama: “It’s a structure that changes its appearance and reveals different shapes depending on how you look at it.”
    2 A thin, light, and transparent fabric

    The façade was completed at the end of January 2025, and consists of 730 organdie membranes installed on 1,404 frames. The façade is formed by these stacked curved frames, which represent “circulation.” As many as 20 units are stacked together in some parts of the façade.

    Outside the pavilion is displayed a prototype of a “glass-type perovskite solar cell” designed by artist Kaede Wajima, in collaboration with HERALBONY Co., Ltd., a company involved in a number of projects to decorate the city with art created by artists with disabilities.

    During Expo 2025, The Land of NOMO pavilion will be lit up at night using electricity generated from hydrogen derived from zero-carbon electricity. A lighting ceremony was held on March 1 at the pavilion, which will be lit up with lights and mist to create a fantastic effect on the façade.

    [embedded content]

    A Glimpse of the Panasonic Group Pavilion “The Land of NOMO”

    Unlock Experience Area—What to Expect in Each ZONE

    The Land of NOMO is made up of the Unlock Experience Area and the “Earth” exhibition area. The Unlock Experience Area provides an experience that allows children to become aware of the sensitivities that lie dormant within themselves, freeing them from preconceived notions and unleashing their hidden powers.
    The Unlock Experience Area has four zones and is an immersive space that stimulates the five senses by making full use of the Panasonic Group’s “spatial production” technologies related to light, video, sound, and air. In addition, using facial expression and behavior analysis techniques based on research into “Human Insight,” the possibilities and stories of each individual are depicted using a “butterfly” motif that reflects the person’s individuality and characteristics.

    ZONE 1: Deep within the Mirror Pond—Wandering through the Land of Nomo

    ZONE 1 uses technology based on “Space Tune ”—a 23.4-channel 3D sound system composed of high-quality Technics speakers and high-brightness projectors—to adjust the optimal sound quality according to the room’s setup. 
    Participants who wander into the zone have their senses sharpened cross-modally through three-dimensional sound, visuals, and vibrations, allowing them to fully perceive the world of “wind, water, light, and life”—elements they usually take for granted—beginning their Unlock experience.

    ZONE 2: NOMO Forest—Exploring the Unknown World

    ZONE 2 is a beautiful forest full of life and energy. The key to this experience is a crystal device embedded with a radio frequency identification (RFID) tag.

    The person experiencing the installation holds the crystal in their hand and explores the unknown world as their heart (sensitivity) guides them. When the crystal is held up to exhibits representing rocks and trees, they respond with sound and light. 
    Six cameras are installed in this area, and the movements of the person experiencing the installation are analyzed based on information from the wireless tags and cameras.

    ZONE 3: The Valley of Ancient Trees—Releasing Butterflies from Crystals

    ZONE 3 has 17 ancient trees, each containing transparent OLED displays and four cameras for facial expression analysis. When participants peer into the ancient trees, their expressions are analyzed, and the behavioral data from ZONE 2 is analyzed using a “sensibility model.” This results in a display of visuals reflecting the individuality and characteristics of each person. Next, a “butterfly” is released from a crystal and guides them through the “Waterfall = Mist Wall.”

    Waterfall—Taking a Courageous Step Forward

    Here they encounter a Mist Wall3 7 meters wide and 3.5 meters high. A screen of mist in the shape of a waterfall is created using Silky Fine Mist, an extremely fine mist produced by dual-fluid nozzles. Images of butterflies and other objects are projected onto the mist using a high-brightness projectors. Summoning up their courage, they step into the space beyond.
    3 A screen of images made from extremely fine mist with a particle diameter of 6μm, created using technology that suppresses diffusion and delivers air currents over long distances.

    ZONE 4: Into the Wide Open Sky—Butterflies Flap Their Wings and Harmonize

    ZONE 4 is a dynamic immersive theater where images are projected in a 360° space by 21 high-brightness projectors, and sound and visuals interact three-dimensionally. When people hold their crystal devices to the designated spots and use a “leaf-like fan device” to make wind, “butterflies” are born on the floor and produce various sounds as they flap their wings into the great sky. The separate sounds eventually harmonize, creating music, while vortex rings (mist rings) with a diameter of 1.3 meters4 are projected from five points on the ceiling, creating an immersive space.
    4 A ring of mist created using a technology that traps and propels the mist in a vortex of air

    Holding their crystal in this space projects the person’s personal “butterfly” onto the floor. Fanning the butterfly with a fan releases it into the sky.

    After the experience, when participants return the crystal device to the designated location, each person receives an Unlock Card that reflects their experience results. By accessing the QR code printed on the card, they can look back on their experience in The Land of NOMO.

    Earth Area—Experience the Society of the Future Where People and Nature Circulate Together

    The Earth Area is a place where people can think together about a better future within an exhibition space where the cycles of human activity and natural activity interact with each other. Children visiting The Land of NOMO will have the opportunity to experience a future in which people and nature expand each other’s potential through an intuitive experience of touch and smell.
    The exhibition space introduces the following five technologies that will help make the future a reality:
    The Future of Food with the Power of Photosynthetic Microorganisms: Cyanobacteria (Photosynthetic Microorganisms)
    The Future of Energy with “Power-Generating Glass”: Perovskite Solar Cells
    The Future of Manufacturing Returning to Nature: Biodegradable Cellulose Fiber
    The Future of Lighting with the Power of Luminous Microorganisms: Bio-Light (Luminous Microorganisms)
    The Future of Human and Nature’s Cyclical Activities: Bio-Sensory Dome

    The Future of Food with the Power of Photosynthetic Microorganisms: Cyanobacteria (Photosynthetic Microorganisms)

    The Future of Energy with “Power-Generating Glass”: Perovskite Solar Cells

    The Future of Manufacturing Returning to Nature: Biodegradable Cellulose Fiber

    The Future of Lighting with the Power of Luminous Microorganisms: Bio-Light (Luminous Microorganisms)

    The Future of Human and Nature’s Cyclical Activities: Bio-Sensory Dome

    Hoping People Will Genuinely Enjoy a World Carefully Constructed by Adults

    Ogawa and Nagayama shared their thoughts following the completion ceremony.
    “This project, which began in October 2021, has finally reached the completion ceremony, and I feel like we’ve come a long way,” said Ogawa. “This pavilion was made possible by the support of nearly 200 engineers from the Panasonic Group who worked on it alongside their usual jobs, and I think that the objects and technologies that adults have created with such care will resonate with children in some way. I hope that they experience a sense of excitement, and that each person carries this feeling with them for a long time. I would be pleased if many people, both children and adults, have the opportunity to let go and enjoy the Unlock experience.”
    “Children, so to speak, are ‘formless beings’ who are constantly changing. You could say that they’re still in the process of discovering what shape they will be,” said Nagayama. “It would be wonderful if these children could first see the facade of The Land of NOMO and be fascinated by the constantly changing colors and movements. I hope that they will see themselves in the ever-changing pavilion and be exhilarated.”

    The Panasonic Group is promoting a variety of initiatives to realize “an ideal society offering material and spiritual affluence” and a better life for people everywhere. As a company founded in Osaka, Panasonic will convey the technological capabilities and appeal of Japanese companies to visitors from around the world during Expo 2025.

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    [embedded content]

    Recap: The Journey to Completion of “The Land of NOMO”

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  • MIL-OSI United Nations: FOCUS ON: In Barbados, Multi-Hazard Early Warning System saves lives

    Source: UNISDR Disaster Risk Reduction

    Hurricane Beryl, the first major hurricane of the 2024 Atlantic season, left a trail of destruction across multiple Caribbean islands. At major Category 4 strength, Beryl was the strongest hurricane ever recorded in June. Entire communities were left in ruins, with infrastructure crippled and thousands displaced in Grenada and Saint Vincent and the Grenadines.

    Despite the damage incurred, compared to the 176 homes damaged and one fatality caused by Hurricane Ivan in 2004, the destruction in 2024 was slight. That Beryl’s impact in Barbados was not far greater is largely due to the country’s Multi-Hazard Early Warning System (MHEWS).

    The importance of MHEWS, which safeguard lives and reduce the impact of disasters, cannot be overstated. The EW4All initiative exemplifies the power of combining advanced technology, effective communication strategies and local knowledge. EW4All enhances community preparedness and response capabilities, fostering resilience across vulnerable populations.

    Barbados recently approved its MHEWS policy, establishing clear roles, sustainability and financing. The Barbados Meteorological Service, the Department of Emergency

    Management and Government Information Service collaborated effectively to provide timely warnings. Advanced technology, including satellite imagery leveraged through partnerships with Microsoft and MapAction, enabled swift, targeted responses to infrastructure damage.

    The lessons learned from Hurricane Beryl will guide future efforts to improve preparedness, response and recovery, ensuring the safety and well-being of communities across the region. Barbados’ success is now being shared globally, with peer-to-peer learning exchanges extending to African Indian Ocean Island countries. This highlights the importance of engagement and coordination among national sectors and regional entities.

    Back to the UNDRR 2024 Annual Report

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  • MIL-OSI United Nations: FOCUS ON: Empowering women and transforming disaster resilience

    Source: UNISDR Disaster Risk Reduction

    The need for gender-responsive and inclusive DRR has never been more urgent. Hazards and risks are not experienced equally; women, in particular, face unique challenges that compound the impacts of disasters. Yet amid these challenges, UNDRR is championing a transformative approach that ensures no one is left behind, not only reducing risks but also empowering communities to build a more resilient future.

    In Latin America and the Caribbean, the Latin American and Caribbean Women’s Network for Disaster Risk Reduction has over 1,535 active members. Operating through autonomous working groups and guided by a robust long-term strategic plan, the network is redefining disaster resilience in the region. Liliam Patricia Cuevas Berrio from the Global Network of Civil Society Organisations for Disaster Reduction affirmed:

    The Women’s Network for Disaster Risk Reduction is a unique platform that highlights the vital role women play in disaster risk management. It fosters a sense of shared commitment and responsibility among its members, providing an opportunity for collaboration, learning and empowerment. Initiatives like these are essential to advancing resilience and ensuring inclusive governance in the region.

    The Disaster Resilience Scorecard for Cities: Addendum for Gender Equality and Intersectionality has enabled local governments to diagnose gaps in their DRR strategies and implement tailored, gender-sensitive actions. This tool not only identifies weaknesses but also highlights opportunities for growth, ensuring that disaster response plans incorporate the perspectives and needs of all community members. Such initiatives are laying the groundwork for systemic change by transforming data into actionable insights and making gender equity a central pillar of disaster governance.

    Beyond the Americas, the Asia-Pacific Ministerial Conference on Disaster Risk Reduction in Manila broke new ground by establishing the first-ever Help Desk on gender-responsive and socially inclusive DRR. Its findings are already steering future interventions towards more meaningful dialogue and action.

    Perhaps the most ambitious of these efforts is the Sendai Gender Action Plan (GAP), launched in March 2024. The Lao People’s Democratic Republic has integrated the GAP into its National DRR Action Plan, directly addressing the unique risks faced by women and girls. As one Lao People’s Democratic Republic government representative stated, highlighting the transformative impact of this global initiative: “The Sendai GAP has been instrumental in helping us integrate gender-responsive strategies into our DRR action plan. It ensures that the needs of all our people are addressed during every step of the process.”

    Similarly, in Cambodia, collaborative efforts between UNDRR and UN-Women have enriched national strategies with diverse gender perspectives. In Samoa, enhanced capacities for collecting disaggregated data have provided clearer insights into how disasters affect different groups, leading to more targeted DRR interventions. Initiatives in Djibouti, Somalia and Sudan have further bolstered gender-responsive governance.

    The journey towards gender-responsive DRR is not without challenges. Persistent gender inequalities and entrenched social biases continue to pose risks that are often magnified during disasters. However, UNDRR is fostering environments where women and girls can lead the way in building safer, more resilient communities.

    In 2024, UNDRR also made strides in championing disability inclusion, advocating for the inclusion of persons with disabilities in DRR at international events and in key discourses. Key moments included presentations at the thirtieth session of the Convention of the Rights of Persons with Disabilities, the Summit of the Future high-level event on disability inclusion and the Equality Conference in Ankara.

    Closer to home, UNDRR implemented its disability inclusion policy, achieving milestones such as recruiting staff with disabilities, developing guidelines for reasonable accommodation, and ensuring participation of persons with disabilities in regional DRR platforms. Awareness was raised through publications and social media, and the UNDRR United Nations Disability Inclusion Strategy focal point actively supported policy implementation.

    Efforts extended to making workshops and webinars accessible, updating conference registration templates and ensuring accessible options for Disability Inclusion Scorecard workshops globally. UNDRR’s communication and knowledge management activities featured numerous content pieces on disability, garnering significant engagement on social media, to further spread the important message of inclusive DRR and how to make it happen.

    Back to the UNDRR 2024 Annual Report

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  • MIL-OSI United Nations: FOCUS ON: Regional platforms raising the bar on DRR financing

    Source: UNISDR Disaster Risk Reduction

    Asia and the Pacific

    The Asia-Pacific Ministerial Conference on DRR was held in Manila, the Philippines, with 7,000 ministers and participants in attendance. President Ferdinand Marcos Jr., who opened the event, emphasized funding as a priority issue of the conference and called for greater access for developing and least developed countries to financial resources. “We must significantly increase our investments and develop financing mechanisms in disaster risk reduction,” he said.

    Throughout the week, participants engaged in discussions on key themes, including financing, inclusion and local-level engagement for disaster and climate resilience. The official deliberations were accompanied by major events and exhibitions, “Are You Ready? and Tsunami: Sea Change for Resilience”, engaging thousands of children and youth in prevention, as well as awards on women’s leadership in DRR.

    Africa

    After three days of discussions, the Ninth Session of the Africa Regional Platform for Disaster Risk Reduction in Namibia concluded with the adoption of the Windhoek Declaration on advancing the Programme of Action for the Implementation of the Sendai Framework for Disaster Risk Reduction 2015–2030 in Africa. This ambitious document sets the direction for the next three years, reinforcing Africa’s commitment to reducing disaster risks and building resilience across the continent.

    Financing efforts were at the heart of the discussions. The Windhoek Declaration calls on Member States to increase budgetary allocation and establish innovative financing solutions, with support from regional and international partners to access funding, including for loss and damages and the EW4ALL initiative.

    The Windhoek Declaration also reiterates the call for inclusivity, especially in legislation and policies, but also through better national systems for gathering disaggregated data. The event called for mainstreaming of DRR in development programmes, and aligned DRR strategies with sustainable development and climate resilience policies, ensuring coherent and comprehensive approaches across all levels of governance as climate-related disasters continue to grow.

    Europe

    The 2024 Europe and Central Asia Regional Platform for Disaster Risk Reduction was held in Budva, Montenegro, bringing together over 700 participants, including ministers, civil protection leaders and diverse stakeholders from 55 United Nations Member States.

    In a show of unity, Member States endorsed a political declaration that committed to strengthening DRR and addressing the growing impacts of climate change in the region, ahead of COP29.

    They acknowledged the escalating risks across the region, exacerbated by climate change, economic vulnerabilities and geopolitical tensions, and committed to four targeted actions in line with the Sendai Framework for Disaster Risk Reduction and the European Forum for Disaster Risk Reduction Roadmap 2021–2040: integrated action on DRR and climate resilience; inclusive risk governance; increased financing for resilience; and enhanced EWS.

    Additionally, the Platform launched the Montenegro Call for Action on Earthquake Risk, aimed at strengthening regional cooperation, improving technical capacity, and driving investments towards earthquake resilience.

    Outcomes from these events, and the Regional Platform in the Arab States, will all feed into the Global Platform in Geneva in June 2025.

    Back to the UNDRR 2024 Annual Report

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  • MIL-OSI United Nations: FOCUS ON: How media and risk communication save lives

    Source: UNISDR Disaster Risk Reduction

    UNDRR has long championed the critical role of communication in DRR. In 2024, the Media Saving Lives project conducted in partnership with the World Broadcasting Unions highlighted the importance of media as a vital component of MHEWS.

    With a clear focus on ensuring that risk information reaches the last mile, the initiative strengthened linkages across national disaster management agencies, meteorological offices and national broadcasters. These collaborations ensured coordinated messaging during crises, fostering a more responsive and efficient early warning chain.

    The project further supported broadcasting organizations to enhance their readiness and resilience in times of disaster. Six media organizations established new Standard Operating Procedures to ensure their continuity plans, so these can remain a lifeline for disaster-affected communities.

    On the twentieth anniversary of the 2004 tsunami, six broadcasting houses collaborated on the production of a regional documentary series in the lead-up to the commemoration. The initiative culminated in an hour-long documentary, which examined lessons learned, technological advancements and the resilience of communities that experienced the tsunami’s devastating impact.

    Through compelling storytelling, expert interviews and survivor testimonies, the documentary highlighted successful early warning interventions in high-risk coastal regions and reinforced the need for continuous investment in education, public awareness and coordinated DRR efforts.

    A key milestone in 2024 was the first regional summit in Africa on DRR and climate change, alongside the launch of the Global Media Network for DRR in Bali. These events brought together media professionals to exchange experiences, discuss challenges and share good practices in disaster risk communication and disaster coverage.

    In collaboration with BBC Media Action, the Risk Communication for Early Action project explored challenges and opportunities for media and communication to contribute to DRR. This initiative focused on three pilot countries: Cambodia (hard-to-reach populations), Somalia (conflict-affected communities) and Barbados (fisherfolk and elderly citizens).

    In Maldives, UNDRR carried out a joint risk communication campaign with the National Disaster Management Authority, Maldives, and the Maldivian Red Crescent that was informed by a nationwide assessment of Maldivians’ understanding of disaster risks, early warning messages, and actions to reduce future losses and damages from hazardous events. Global tools, including a Pocket Guide for planning disaster risk communication to support early warning and early action and a Guide for Essential Research, were developed and piloted across the three countries, ensuring their real-world applicability.

    Global tools, including a Pocket Guide for planning disaster risk communication to support early warning and early action and a Guide for Essential Research, were developed and piloted across the three countries, ensuring their real-world applicability.

    The knowledge and materials produced through the Risk Communication for Early Action project have informed the development of the Disaster Risk Communication Hub on PreventionWeb. This global platform consolidates the best practices, research and tools to enhance disaster risk communication strategies worldwide. As a living knowledge platform, the hub ensures that the lessons learned through this initiative continue to shape future DRR efforts, inspiring collaboration and driving innovation in risk communication.

    Back to the UNDRR 2024 Annual Report

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  • MIL-OSI United Nations: UNDRR 2024 Annual Report

    Source: UNISDR Disaster Risk Reduction

    02

    Strategies, governance and capacity-building

    Target E of the Sendai Framework calls for a substantial increase in the number of countries with national and local DRR strategies by 2020.

    Though a strategy is not the end goal, UNDRR has found that countries with national DRR strategies tend to have more robust DRR governance and a higher prevalence of EWS, demonstrating the value of investment in this fundamental DRR pillar.

    The Government of Jordan has developed its National Disaster Risk Reduction Strategy (2023–2030) in a participatory manner involving different governmental entities, ministries and municipalities, and the Public Security Directorate (Civil Defense), with support from UNDRR and the United Nations Development Programme country office. The strategy also integrates biological hazard risk reduction with the aim of building back better after the COVID-19 pandemic.

    Within the framework of Jordan’s efforts to deal with increasing threats and risks, the National Centre for Security and Crises Management has played a major role in developing two integrated risk registers; the national risk register and the local register for governorates. Both registers aim to improve the kingdom’s capacity to respond to disasters through accurate identification of risks, and enhanced coordination between the local and national levels for improved risk governance.

    Through this effective coordination between the national and local risk registers, Jordan has made great strides in reducing risks and enhancing community resilience, making the kingdom a role model for disaster management and risk reduction at the regional level.

    Morocco, too, has taken concrete steps to strengthen its risk governance. It established the Directorate of Natural Risk Management under the Ministry of Interior as its national DRR coordination mechanism. Morocco also established the National Risk Observatory to collect, analyse and share data on natural hazard risk. Furthermore, Morocco established a National Risk Forecasting Centre for monitoring and alerting, and an Operational Risk Anticipation Centre for forecasting, alerting and risk management assistance systems. Another successful project comprised the generalization of coverage of the entire national territory using multiscale and multi-hazard risk maps (for natural hazards).

    Albania’s National Disaster Risk Reduction Strategy demonstrates widespread integration of concerns related to climate change and triggers the engagement of new sectors, particularly tourism.

    The vision statement explicitly brings together DRR, climate change and sustainable development using the language of resilience, while the document includes a detailed plan of action for DRR implementation that integrates institutions such as the Ministry of Tourism and Environment and the Ministry of Infrastructure and Energy.

    In particular, it articulates the implementation of the ALBAdapt project Climate Services for a Resilient Albania. The Ministry of Tourism and Environment is identified as the lead institution for implementation of a set of activities that offer compounding co-benefits for both DRR and climate change adaptation, including the development of a people-centred MHEWS, the creation of a fully functional and well-resourced National Meteorological and Hydrological Service.

    This integration is supported by articulations elsewhere in the country’s strategic profile, with the National Adaptation Plan 2019 including a priority area entitled “upgrading civil defence preparedness and DRR”. Elsewhere, the National Security Strategy of the Republic of Albania (2023–2028) addresses risks ranging from national security threats to climate change impacts, emphasizing resilience to disasters, while the National Strategy for Development and European Integration (NSDEI) 2022–2030 includes the integration of DRR and climate change adaptation planning among its priorities.

    National DRR strategies are the bedrock for multi-hazard risk governance and the achievement of Sendai Framework targets. These strategies help transform risk knowledge into actions and programmes that save lives and livelihoods. In addition, they serve as guides for mobilizing resources, delegating roles and responsibilities within government, and identifying entry points for non-governmental stakeholder engagement, all leading to more inclusive, sustainable development.

    With 131 countries now reporting having national DRR strategies, and 30 receiving technical support from UNDRR to develop them, this is just a snapshot of the progress being made globally in this important area.

    Under Brazil’s presidency, the Group of 20 (G20) recognized DRR as a critical component of economic resilience. Collaborating closely with UNDRR, Brazil facilitated the adoption of the first-ever G20 Ministerial Declaration on DRR. This landmark declaration emphasized the necessity of accelerating the Sendai Framework for Disaster Risk Reduction’s implementation, aiming to reduce disaster losses by 2030, and called for the development of high-level principles for DRR financing. The work of the G20 DRR Working Group, with UNDRR as the lead knowledge partner, further reflected a comprehensive approach to integrating DRR into economic and social policies.

    UNDRR’s capacity-building continues to go from strength to strength, with nearly 10,000 DRR practitioners being trained in 2024, 77 per cent of whom reported having a better understanding of DRR as a result. At one such workshop in the Global Education and Training Institute in Incheon, Republic of Korea, a remarkable collaboration unfolded – a pioneering workshop uniting experts from UNDRR and the Green Climate Fund (GCF) to empower government stakeholders from Mongolia and Bhutan to mobilize relevant partners and stakeholders and obtain funding for their DRR measures. This joint training begins a process of transforming the daunting challenges of climate change into opportunities for proactive DRR.

    Delegates were empowered by not only technical insights, but also the forging of lasting partnerships. The workshop’s training modules, co-designed by UNDRR and GCF specialists, delved deep into practical tools such as the EW4All Checklist for Gap Analysis, equipping participants to critically assess their national capacities and pinpoint vulnerabilities. “Early warning systems are important components for our national climate change adaptation strategy,” noted Ms. Tserendulam Shagdarsuren, Director General of the Climate Change Department, Ministry of Environment and Tourism in Mongolia, emphasizing how the training illuminated the next steps for their evolving EWS.

    This pilot UNDRR–GCF initiative is part of a broader strategy to replicate capacity-building endeavours in developing countries. Future workshops are planned for countries that are in very different geographic contexts yet face similar challenges (particularly those resulting from climate change), such as Somalia, Togo and the SIDS. These workshops aim to accelerate access to climate finance and enhance DRR measures worldwide.

    In a continuation of the Media Saving Lives programme, UNDRR and partners trained 520 journalists and media practitioners in DRR and risk communications, bringing the total to over 2,500 from 80 countries. Media are an integral part of the EWS delivery chain, and engaging them to build trust between government and communities can be the difference between life and death when disaster hits.

    The rise in global temperatures and the increasing frequency and severity of extreme heat events are rapidly becoming central challenges for nations worldwide. Yet many Member States, cities and societies remain ill-prepared to address this escalating threat. The imperative for enhanced extreme heat risk reduction, governance and management is clear. Without urgent and coordinated action, extreme heat will continue to endanger billions of lives, amplify health risks and threaten the ecosystems upon which we depend.

    In response, the UNDRR/World Meteorological Organization (WMO) Centre of Excellence for Climate and Disaster Resilience – together with the Global Heat Health Information Network, Duke University and WMO Centre of Excellence for Climate and Disaster Resilience partners – has developed an extreme heat decision-support package for countries tackling this global threat. The package includes: international organization resource and ecosystem mapping, readiness reviews and profiles; national best practice analytics; evaluations of heat action plans; and materials for development of an extreme heat maturity index for self-assessment. These materials can enhance collaboration, integrated heat risk governance and policy responses to extreme heat.

    UNDRR’s work and that of United Nations system partners, coupled with increasing demands for assistance from Member States, prompted and informed the United Nations Secretary-General’s Call to Action on Extreme Heat, issued in July 2024, in which he emphasized the need for urgent action if a future characterized by even more devastating heat impacts on lives, economies and ecosystems is to be avoided.

    This work is in turn informing the development of a Common Framework for Heat Risk Governance, led by UNDRR with the Global Heat Health Information Network, and Member States, international organizations and stakeholders. The Framework will receive inputs from (and is designed to bring together) multiple sectors, domains and scales – from agriculture and food systems, to energy systems, transportation, construction materials and design, and urban cooling. It is expected to assist national and subnational decision makers in designing and resourcing integrated actions to reduce extreme heat risk to people, urban and rural ecosystems, and the environment, preventing the loss of lives and livelihoods.

    MIL OSI United Nations News

  • MIL-OSI United Nations: UNDRR Annual Report 2024

    Source: UNISDR Disaster Risk Reduction

    02

    Strategies, governance and capacity-building

    Target E of the Sendai Framework calls for a substantial increase in the number of countries with national and local DRR strategies by 2020.

    Though a strategy is not the end goal, UNDRR has found that countries with national DRR strategies tend to have more robust DRR governance and a higher prevalence of EWS, demonstrating the value of investment in this fundamental DRR pillar.

    The Government of Jordan has developed its National Disaster Risk Reduction Strategy (2023–2030) in a participatory manner involving different governmental entities, ministries and municipalities, and the Public Security Directorate (Civil Defense), with support from UNDRR and the United Nations Development Programme country office. The strategy also integrates biological hazard risk reduction with the aim of building back better after the COVID-19 pandemic.

    Within the framework of Jordan’s efforts to deal with increasing threats and risks, the National Centre for Security and Crises Management has played a major role in developing two integrated risk registers; the national risk register and the local register for governorates. Both registers aim to improve the kingdom’s capacity to respond to disasters through accurate identification of risks, and enhanced coordination between the local and national levels for improved risk governance.

    Through this effective coordination between the national and local risk registers, Jordan has made great strides in reducing risks and enhancing community resilience, making the kingdom a role model for disaster management and risk reduction at the regional level.

    Morocco, too, has taken concrete steps to strengthen its risk governance. It established the Directorate of Natural Risk Management under the Ministry of Interior as its national DRR coordination mechanism. Morocco also established the National Risk Observatory to collect, analyse and share data on natural hazard risk. Furthermore, Morocco established a National Risk Forecasting Centre for monitoring and alerting, and an Operational Risk Anticipation Centre for forecasting, alerting and risk management assistance systems. Another successful project comprised the generalization of coverage of the entire national territory using multiscale and multi-hazard risk maps (for natural hazards).

    Albania’s National Disaster Risk Reduction Strategy demonstrates widespread integration of concerns related to climate change and triggers the engagement of new sectors, particularly tourism.

    The vision statement explicitly brings together DRR, climate change and sustainable development using the language of resilience, while the document includes a detailed plan of action for DRR implementation that integrates institutions such as the Ministry of Tourism and Environment and the Ministry of Infrastructure and Energy.

    In particular, it articulates the implementation of the ALBAdapt project Climate Services for a Resilient Albania. The Ministry of Tourism and Environment is identified as the lead institution for implementation of a set of activities that offer compounding co-benefits for both DRR and climate change adaptation, including the development of a people-centred MHEWS, the creation of a fully functional and well-resourced National Meteorological and Hydrological Service.

    This integration is supported by articulations elsewhere in the country’s strategic profile, with the National Adaptation Plan 2019 including a priority area entitled “upgrading civil defence preparedness and DRR”. Elsewhere, the National Security Strategy of the Republic of Albania (2023–2028) addresses risks ranging from national security threats to climate change impacts, emphasizing resilience to disasters, while the National Strategy for Development and European Integration (NSDEI) 2022–2030 includes the integration of DRR and climate change adaptation planning among its priorities.

    National DRR strategies are the bedrock for multi-hazard risk governance and the achievement of Sendai Framework targets. These strategies help transform risk knowledge into actions and programmes that save lives and livelihoods. In addition, they serve as guides for mobilizing resources, delegating roles and responsibilities within government, and identifying entry points for non-governmental stakeholder engagement, all leading to more inclusive, sustainable development.

    With 131 countries now reporting having national DRR strategies, and 30 receiving technical support from UNDRR to develop them, this is just a snapshot of the progress being made globally in this important area.

    Under Brazil’s presidency, the Group of 20 (G20) recognized DRR as a critical component of economic resilience. Collaborating closely with UNDRR, Brazil facilitated the adoption of the first-ever G20 Ministerial Declaration on DRR. This landmark declaration emphasized the necessity of accelerating the Sendai Framework for Disaster Risk Reduction’s implementation, aiming to reduce disaster losses by 2030, and called for the development of high-level principles for DRR financing. The work of the G20 DRR Working Group, with UNDRR as the lead knowledge partner, further reflected a comprehensive approach to integrating DRR into economic and social policies.

    UNDRR’s capacity-building continues to go from strength to strength, with nearly 10,000 DRR practitioners being trained in 2024, 77 per cent of whom reported having a better understanding of DRR as a result. At one such workshop in the Global Education and Training Institute in Incheon, Republic of Korea, a remarkable collaboration unfolded – a pioneering workshop uniting experts from UNDRR and the Green Climate Fund (GCF) to empower government stakeholders from Mongolia and Bhutan to mobilize relevant partners and stakeholders and obtain funding for their DRR measures. This joint training begins a process of transforming the daunting challenges of climate change into opportunities for proactive DRR.

    Delegates were empowered by not only technical insights, but also the forging of lasting partnerships. The workshop’s training modules, co-designed by UNDRR and GCF specialists, delved deep into practical tools such as the EW4All Checklist for Gap Analysis, equipping participants to critically assess their national capacities and pinpoint vulnerabilities. “Early warning systems are important components for our national climate change adaptation strategy,” noted Ms. Tserendulam Shagdarsuren, Director General of the Climate Change Department, Ministry of Environment and Tourism in Mongolia, emphasizing how the training illuminated the next steps for their evolving EWS.

    This pilot UNDRR–GCF initiative is part of a broader strategy to replicate capacity-building endeavours in developing countries. Future workshops are planned for countries that are in very different geographic contexts yet face similar challenges (particularly those resulting from climate change), such as Somalia, Togo and the SIDS. These workshops aim to accelerate access to climate finance and enhance DRR measures worldwide.

    In a continuation of the Media Saving Lives programme, UNDRR and partners trained 520 journalists and media practitioners in DRR and risk communications, bringing the total to over 2,500 from 80 countries. Media are an integral part of the EWS delivery chain, and engaging them to build trust between government and communities can be the difference between life and death when disaster hits.

    The rise in global temperatures and the increasing frequency and severity of extreme heat events are rapidly becoming central challenges for nations worldwide. Yet many Member States, cities and societies remain ill-prepared to address this escalating threat. The imperative for enhanced extreme heat risk reduction, governance and management is clear. Without urgent and coordinated action, extreme heat will continue to endanger billions of lives, amplify health risks and threaten the ecosystems upon which we depend.

    In response, the UNDRR/World Meteorological Organization (WMO) Centre of Excellence for Climate and Disaster Resilience – together with the Global Heat Health Information Network, Duke University and WMO Centre of Excellence for Climate and Disaster Resilience partners – has developed an extreme heat decision-support package for countries tackling this global threat. The package includes: international organization resource and ecosystem mapping, readiness reviews and profiles; national best practice analytics; evaluations of heat action plans; and materials for development of an extreme heat maturity index for self-assessment. These materials can enhance collaboration, integrated heat risk governance and policy responses to extreme heat.

    UNDRR’s work and that of United Nations system partners, coupled with increasing demands for assistance from Member States, prompted and informed the United Nations Secretary-General’s Call to Action on Extreme Heat, issued in July 2024, in which he emphasized the need for urgent action if a future characterized by even more devastating heat impacts on lives, economies and ecosystems is to be avoided.

    This work is in turn informing the development of a Common Framework for Heat Risk Governance, led by UNDRR with the Global Heat Health Information Network, and Member States, international organizations and stakeholders. The Framework will receive inputs from (and is designed to bring together) multiple sectors, domains and scales – from agriculture and food systems, to energy systems, transportation, construction materials and design, and urban cooling. It is expected to assist national and subnational decision makers in designing and resourcing integrated actions to reduce extreme heat risk to people, urban and rural ecosystems, and the environment, preventing the loss of lives and livelihoods.

    MIL OSI United Nations News

  • MIL-OSI United Kingdom: Prime Minister announces massive surge in immigration enforcement as returns reach 24,000 since the election

    Source: United Kingdom – Executive Government & Departments

    Press release

    Prime Minister announces massive surge in immigration enforcement as returns reach 24,000 since the election

    The Prime Minister today (Monday 31 March) announced the government has returned more than 24,000 individuals with no right to be in the UK since the General Election – the highest returns rate for eight years.

    • More than 24,000 people with no right to be here returned since July
    • Highest rate of returns in eight years
    • 21% increase enforced returns as government begins to restore order to immigration system under the Plan for Change 

    The Prime Minister today (Monday 31 March) announced the government has returned more than 24,000 individuals with no right to be in the UK since the General Election – the highest returns rate for eight years. 

    Speaking at the Organised Immigration Crime Summit, where over 40 countries and organisations have come together to agree new action to smash people-smuggling gangs, the Prime Minister outlined how the government is finally restoring order to the immigration system after years of failure.

    The continued rise in removals includes a 21% increase in enforced returns and a 16% increase in foreign national offenders being removed from the UK since July 5th, including the 4 biggest returns charter flights in the UK’s history, with a total of more than 850 people on board.

    The massive surge in removals followed the government’s immediate action to redeploy staff across the Home Office to work on policies that deliver results. 

    At the Summit the Prime Minister set out the approach this government is taking to finally take on organised immigration crime – one that moves beyond gimmicks and instead delivers hard graft, international leadership, and delivers on working people’s priorities for secure borders.

    He set out how this is based on giving law enforcement tougher powers than ever to smash the smuggling gangs, ramping up removals to record levels, surging illegal working raids to end the false promise of jobs used by gangs to sell spaces on boats and leading a renewed international law enforcement effort.

    Since taking office the government has reset its approach to global cooperation, striking new bilateral agreements with key international partners including France, Germany, Italy, and Balkan states to disrupt smuggling networks and accelerate removals.

    This is backed by the work of Border Security Commander Martin Hewitt who has been negotiating new agreements to bring together international policing, intelligence, and border enforcement to dismantle organised immigration crime networks at home and abroad.

    This work has already seen arrests of major people smuggling kingpins through joint investigations with the National Crime Agency.

    Prime Minister Keir Starmer said:

    Immigration crime funds the vile people-smuggling gangs that trade in human misery, breach our borders and threaten Britain’s economic security. This government is taking back control, doing the hard graft needed to deliver results, working with our international allies to smash these gangs and secure our borders. 

    We’ve already removed more than 24,000 people with no right to be here and we’re finally shutting down exploitative illegal working, dismantling criminal networks, while forcing people-smuggling gangs out of business.

    For too long, the UK was a soft touch. That ends now. No more gimmicks, no empty promises, just serious action for British security.

    With over 40 international partners joining the UK’s call to treat people-smuggling like terrorism, today’s summit marks the beginning of a new global coalition to take the fight to the criminal gangs at every stage of the smuggling chain.

    This is backed by landmark legislation through the Border Security, Asylum and Immigration Bill, giving new powers to seize migrants’ phones to identify smugglers, criminalise those who endanger lives at sea, and ensure every business carries out right-to-work checks – ending the exploitation of illegal labour for good.

    Additional information:

    Between 5 July and 22 March 2025 there were 24,103 returns, the highest 9 month period compared to any 9-month period since 2017. Prior to this from Jan – Sept 2017, returns were 25,225.

    Of total returns since 5 July 2024:

    • there were 6,339 enforced returns of people with no legal right to remain in the UK
    • 3,594 were of foreign national offenders (FNOs)
    • 6,781 were asylum related returns

    From 5 July 2024 to 22 March 2025 there have been 46 charter flights for returns to countries in Africa, Asia, Europe and South America

    The full stats can be seen here.

    Updates to this page

    Published 31 March 2025

    MIL OSI United Kingdom

  • MIL-OSI Russia: Cultural adaptation of foreigners: students of the State University of Management visited the Museum of Time and Clocks

    Translartion. Region: Russians Fedetion –

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

    Students of the State University of Management, who came to study in Russia from Vietnam, India, China, Nepal and Ethiopia, visited the Museum of Time and Clocks on an excursion.

    The museum opened in November 2022 in Moscow with the support of the Presidential Foundation for Cultural Initiatives and the National Association of Watchmakers. The museum includes a retrospective exhibition dedicated to the development of watchmaking in Russia, temporary exhibitions, an event space for public lectures, conferences, master classes, discussions and round tables.

    Most of the students of the State University of Management who visited the museum are currently studying at the preparatory department and are actively studying Russian, getting acquainted with our culture and history. One of the most interesting methods of immersion in the Russian environment for them was visiting museums.

    This time, foreign students, accompanied by teacher Natalia Krylova, not only enthusiastically practiced their Russian language skills, but also learned about the history of Russian and Soviet watchmaking.

    Time flew by. We are sure that the children have good memories of the excursion.

    Subscribe to the TG channel “Our GUU” Date of publication: 03/31/2025

    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

  • MIL-OSI Asia-Pac: PM commemorates Navratri with a message of peace, happiness, and renewed energy

    Source: Government of India

    Posted On: 31 MAR 2025 9:10AM by PIB Delhi

    The Prime Minister Shri Narendra Modi greeted the nation, emphasizing the divine blessings of Goddess Durga. He highlighted how the grace of the Goddess brings peace, happiness, and renewed energy to devotees. He also shared a prayer by Smt Rajlakshmee Sanjay.

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    MJPS/SR

    (Release ID: 2116956) Visitor Counter : 261

    Read this release in: Hindi

    MIL OSI Asia Pacific News