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Category: Asia

  • MIL-OSI Asia-Pac: Ministry of Railways Advances Infrastructure with Dedicated Freight Corridors, Modernization Initiatives, and Enhanced Freight Capacity

    Source: Government of India (2)

    Ministry of Railways Advances Infrastructure with Dedicated Freight Corridors, Modernization Initiatives, and Enhanced Freight Capacity

    Both the Corridors Near Completion: 96.4% of EDFC & WDFC Now Operational

    Posted On: 19 MAR 2025 5:01PM by PIB Delhi

    Ministry of Railways has taken up construction of two Dedicated   Freight   Corridors (DFC) viz.   Eastern   Dedicated    Freight Corridor (EDFC) from Ludhiana to Sonnagar (1337 Km) and the Western Dedicated Freight Corridor (WDFC) from Jawaharlal Nehru Port Terminal (JNPT) to Dadri (1506 Km). Out of total 2843 Km, 2741 Route Kilometers (96.4%) has been commissioned and operational. The work in balance section has been taken up.

    Ministry of Railways has undertaken the work of preparation of Detailed Project Reports (DPR) for following three (03) new Dedicated Freight Corridors (DFCs).

    (i) East-Coast Corridor: Kharagpur to Vijayawada

    (ii) East-West corridor:

    (a) Palghar-Bhusawal-Nagpur-Kharagpur-Dankuni

    (b) Rajkharsawan – Kalipahari – Andal

    (iii) North-South Sub-corridor: Vijayawada-Nagpur–Itarsi

    DPRs of above three corridors are under examination.

    None of the above three DFCs have been sanctioned yet. The DFC Projects are highly capital intensive and the final decision regarding the sanction of any DFC Project depends upon many factors such as technical feasibility, financial & economic viability, traffic demand and availability of funds & financial options etc.

    Dedicated Freight Corridor (DFC) Project will have positive impact on transportation and logistics sector as it will enable enhanced movement of Double Stack Container (DSC) trains, higher axle load trains, faster access of northern hinterland by Western Ports and development of new terminals/linkages with industries along the DFC. The Eastern DFC will mostly cater to mineral traffic from Eastern India. These developments will enable reduction in logistic cost.

    DFC has contributed to creating additional paths on the conventional network by diverting freight traffic to EDFC and WDFC. Traffic on DFC has increased from 247 average trains per day in 2023-24 to 352 average trains per day in 2024-25 (till Feb.2025). In Feb. 2025, 371 average trains per day were run. As a result, Railways have been able to run additional goods and coaching services over its network with better punctuality. Due to the increase in services, both freight and coaching, Indian Railways’ earnings from train services have gone up.

    Modernisation and upgradation of railway infrastructure is a need based and ongoing process subject to operational requirement, technical feasibility, commercial viability, resource availability, etc.

    A number of works have been taken up to modernize and upgrade railway infrastructure including rolling stock and signaling system. Some of them are as under:

    1. Rashtriya Rail Sanraksha Kosh (RRSK) has been introduced in 2017-18, for replacement/renewal/upgradation of critical safety assets, with a corpus of ₹1 lakh crore for five years. Currency of the Fund has been extended for another five-year term beyond 2021-22 with GBS support of ₹45,000 Cr. An outlay of ₹ 12800 Cr has been provided in RE 2024-25.
    2. Electrical/Electronic Interlocking Systems with centralized operation of points and signals have been provided at 6623 stations up to 28.02.2025.
    3. Interlocking of Level Crossing (LC) Gates has been provided at 11089 level Crossing Gates up to 28.02.2025 for enhancing safety at LC Gates.
    4. Block Proving Axle Counters (BPACs) systems have been provided on 6126 Block Sections up to 28.02.2025.
    5.  Automatic block Signaling (ABS) has been provided at 5221 Route Kms up to 28.02.2025.
    6. Indian Railway has also gone for implementation of advance technology system ‘Kavach’ as an Automatic Train Protection (ATP) system. Kavach is indigenously developed Automatic Train Protection (ATP) system which required safety certification of highest order. Kavach has also been adopted as a National ATP system in July 2020.
    7. Crew Video and Voice Recording System (CVVRS) has been provided in Locomotives for post event analysis
    8. Head on Generation (HOG) scheme has been implemented in passenger locomotives for feeding electric supply to LHB coaches for train lighting and air conditioning thereby reducing carbon emission, noise level and consumption of fossil fuels.
    9. Railways has taken long term plan to acquire new technology 12000 HP electric locomotives and 9000 HP electric locomotives for freight operation.  For manufacturing new technology based 9000

    High Horse Power Electric Freight Locomotives, a manufacturing unit, having modern World class manufacturing facilities, sanctioned at Dahod.

    1. With a view to increase throughput, RDSO has issued technical specification for modern wagons (Modern Open Wagon & Modern Brake Van). In the recent past, multi-purpose and higher carrying capacity wagons have been designed by RDSO. These wagons will help in better utilization of rolling assets and increased throughput per rake.
    2. Introduction of IGBT based 3-phase propulsion system with regenerative braking in Electrical Multiple Unit (EMU) trains, Mainline Electrical Multiple Unit (MEMU) trains, Kolkata Metro rakes and Electric Train Sets.
    3. Provision of 750 V external power supply at washing/sick lines for maintenance and testing of LHB coaches resulting in significant saving of diesel.
    4. In order to modernize and upgrade the track structure, the steps

    taken include laying of track structure consisting of 60 kg/90 Ultimate Tensile Strength (UTS) rails on Pre-stressed Reinforced Concrete (PSC) sleepers with elastic fastening, laying of 130 meter/260 meter longer rails to avoid welding of joints, adoption of better welding technology for rails i.e. Flash Butt Welding, use of thick web switches and Weldable Cast Manganese Steel (WCMS) crossings, using improved fittings, maintenance of track with the help of track machines, Ultrasonic Flaw Detection (USFD) testing of rails, etc.

    1. In order to facilitate easy movement of elderly, sick, differently abled passengers and for smooth access to platforms of railway stations and for ease of movement, Lifts and Escalators are provided depending on the relative priority of stations, availability of resources and techno-economic feasibility.

    The Average Annual Budget allocation for New Line, Gauge Conversion and Doubling Projects across Indian Railways is given below:

     

    Period

    Average Outlay

    Increase w.r.t. average allocation of 2009-14

    2009-14

    ₹ 11,527 crore/year

    –

    2024-25

    68,634 crores

    Nearly 6 times

     

    To increase the freight handling capacity in IR, ‘Gati Shakti Multi- Modal Cargo Terminal (GCT)’ policy has been launched on 15.12.2021 with the objective of increasing investment from industry in development of additional terminals for handling rail cargo. GCTs are also equipped with facility of mechanized loading / unloading which will, contribute in reduction of transit time and costs for business. So far, 97 GCTs have been commissioned which enable additional freight traffic for Railways. Further In-principle approval (IPAs) for 277 proposals for Gati Shakti Cargo Terminals have already been issued.

    Freight loading and revenue during the last five years: –

     

    Year

    Freight Loading
    (In million Tonnes)

    Revenue Earning from Goods

    (₹ in Crore)

    2019-2024

    6952.3

    7,02,372.29

     

    This information was given by the Union Minister of Railways, Information & Broadcasting and Electronics & Information Technology Shri Ashwini Vaishnaw in a written reply in Lok Sabha today.

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    Dharmendra Tewari/Shatrunjay Kumar

    (Release ID: 2112843) Visitor Counter : 15

    MIL OSI Asia Pacific News –

  • MIL-OSI Asia-Pac: North India’s first Nuclear project coming up in Haryana in a small town called Gorakhpur,

    Source: Government of India (2)

    North India’s first Nuclear project coming up in Haryana in a small town called Gorakhpur,

    Jaitapur Nuclear Plant to Contribute 10% of India’s 100 GW Clean Energy Goal Dr. Jitendra Singh in Lok Sabha

    Environmental Concerns Over Jaitapur Addressed, Project on Track

    In a significant policy shift, the government is also opening the nuclear energy sector to private participation to accelerate expansion.

    Posted On: 19 MAR 2025 5:01PM by PIB Delhi

    North India’s first Nuclear project is coming up in Haryana in a small town called Gorakhpur.

    This was revealed by Union Minister Dr. Jitendra Singh while reaffirming the government’s commitment to the Jaitapur Nuclear Power Project, calling it a critical step toward India’s clean energy future.

    Responding to concerns raised in the Lok Sabha, Dr. Jitendra Singh clarified that environmental clearance for the project is under renewal and that necessary safeguards are in place to address ecological and safety concerns.

     Dr. Jitendra Singh emphasized that the government remains confident in the safety of the project despite objections from conservation groups and concerns about its location in a seismic zone. He stated that concerns about risks to marine life and local livelihoods have been raised repeatedly, and every time, the government has “tried to allay all these apprehensions that there is no such risk to the marine life, the fisheries, or the people living around, there are ample number of evidence-based studies to prove that.” He further clarified that the environmental clearance had expired in December 2022 due to procedural delays, not because of any new environmental objections. “If there were very serious environmental hazards or any apprehension or evidence, then we would not have got the environment clearance even earlier,” he explained.

    Tracing the project’s timeline, the Minister explained that while initial approvals were given in 2008, delays occurred due to shifts in agreements with French stakeholders. With technical agreements now finalized, discussions are ongoing to settle commercial terms with the French side. The Jaitapur plant, once operational, will house six nuclear reactors, each with a capacity of 1,730 MW, totaling 10,380 MW—accounting for 10% of India’s 100 GW nuclear energy target by 2047.

    Addressing concerns about nuclear liability, Dr. Jitendra Singh stated that India’s Civil Liability for Nuclear Damage (CLND) framework provides clear safeguards. The primary responsibility rests with the operator, and an insurance pool of ₹1,500 crore has been set up, with additional commitments from the government if required. Furthermore, India has aligned with global compensation mechanisms to ensure financial security in case of an incident.

    In a significant policy shift, the government is also opening the nuclear energy sector to private participation to accelerate expansion. Dr. Jitendra Singh highlighted the upcoming Gorakhpur Nuclear Power Plant in Haryana, marking India’s first nuclear project in North India, as part of this broader vision.

    With India aiming for net-zero emissions by 2070, the Jaitapur project is expected to play a crucial role in achieving the country’s clean energy ambitions while strengthening its position as a leader in nuclear technology.

     

    ***

    NKR/PSM

     

    (Release ID: 2112842) Visitor Counter : 33

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  • MIL-OSI Asia-Pac: India Plans Chandrayaan-4 Mission with Advanced Docking, Lunar Sample Collection: Dr. Jitendra Singh in Lok Sabha

    Source: Government of India (2)

    India Plans Chandrayaan-4 Mission with Advanced Docking, Lunar Sample Collection: Dr. Jitendra Singh in Lok Sabha

    Of the four astronauts undergoing rigorous training for the upcoming human mission “Gaganyaan” one of them, Group Captain Shukla, has been selected to join the  mission to the International Space Station

    Chandrayaan-4 to Pioneer Lunar Docking Tech as India Eyes 2040 Moon Mission

    PM Narendra Modi’s letter to Sunita Williams conveyed his good wishes and extended her invitation to visit India

    Posted On: 19 MAR 2025 4:56PM by PIB Delhi

    Of the four astronauts  undergoing rigorous training for the upcoming human mission, “Gaganyaan” one of them, Group Captain Shukla, has been selected to join the  mission to the International Space Station, while others remain in an intensive preparatory phase to ensure mission success.

    This was stated in the Lok Sabha today by Union Minister Dr Jitendra Singh. He asserted that  India’s space ambitions are set to reach new heights in reply to a question , while revealing crucial details about the upcoming Chandrayaan-4 mission. The mission, which will feature multiple advanced docking technology and lunar sample collection, is poised to be a major step toward India’s goal of establishing its own space station by 2040.

    Beginning his reply in the Lok Sabha to a discussion on Chandrayaan 4 and India’s Space missions, Union Minister Dr Jitendra Singh shared with the House that Sunita Williams had landed back on the surface of Earth this morning at 3.27 AM after spending more than 300 days in the Space and our message of congratulations was put out by the social media soon thereafter around 4 AM defining this “as a moment of glory, pride and relief”.

    The Minister referred to PM Narendra Modi’s letter to Sunita Williams in which he had conveyed his good wishes and extended her invitation to visit India. He also recalled that when Sunita came to India last time in 2007, he had met Shri Modi who was then the Chief Minister of Gujarat.

    Dr. Jitendra Singh highlighted the importance of Chandrayaan-4 in strengthening India’s space capabilities. “This mission will not just be about landing on the Moon but also about mastering docking and undocking procedures, a key requirement for future interplanetary missions and space station operations,” he said. The Minister further noted that India’s long-term objective includes sending an Indian astronaut to the Moon, with Chandrayaan-4 serving as a precursor to that historic feat.

    The mission will involve two launch vehicles carrying five components in total. These modules will execute complex manoeuvres, including docking in Earth’s orbit before proceeding to the Moon. Upon reaching lunar orbit, the modules will separate, with the descender collecting samples while the ascender returns to dock with the remaining modules. The return module will then make its way back to Earth, simulating key aspects of crewed lunar missions.

    Dr. Jitendra Singh also touched upon the broader applications of space technology in governance and development. He emphasized that space-based innovations are now integrated into urban planning, disaster management, healthcare, and agriculture, demonstrating how India’s advancements in space science are benefiting the general public.

     

    Additionally, he addressed queries about India’s first human spaceflight mission, Gaganyaan, confirming that the selected four astronauts are undergoing rigorous training. While one astronaut, Group Captain Shukla, was selected to participate in a mission to the International Space Station, the others remained in an intensive preparatory phase to ensure mission success.

    India’s space program has gained global recognition, and with Chandrayaan-4, the country aims to take another significant leap. As the mission takes shape, it is expected to further cement India’s standing in the global space race and pave the way for future deep-space exploration.

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  • MIL-OSI Asia-Pac: Indian Railways Strengthens Crowd Management and Infrastructure to Enhance Passenger Safety Following New Delhi Stampede

    Source: Government of India (2)

    Posted On: 19 MAR 2025 4:49PM by PIB Delhi

    Each railway station has unique operational challenges due to varying passenger movement patterns during the festivals. For the security arrangements and to streamline passenger flow, station specific plans are made involving all the stakeholders that include Government Railway Police (GRP), Local Police and Local Civil Administration and accordingly action is taken to manage the influx of passengers.

    To handle the rush of passengers during Maha Kumbh 2025 at Prayagraj, new infrastructure was created building seven additional platforms, bringing the total to 48 platforms across 9 stations in the Prayagraj area. The approach roads to these stations have also been widened to ensure smooth movement of pilgrims. In total, 17 new permanent Yatri Ashryas were constructed, increasing the holding capacity of these shelters from 21,000 to over 1,10,000. Additionally, 21 new Road Over Bridges (ROBs) and Road Under Bridges (RUBs) have been built, eliminating all level crossings in the region.

    A well-coordinated train operation plan was deployed to ensure smooth transportation during the Kumbh. Each station was having its own control room, with a central master control room at Prayagraj Junction. Standard Operating Procedures (SOPs) were developed for train operations and crowd management at stations. To facilitate smooth rush of passenger’s flow, extensive measures have been put in place, including single entry and exit points at stations on major Snan days and unidirectional movement on platforms, foot over bridges (FOBs), and ramps.

    Security arrangements for Mahakumbh-2025 were comprehensive, with an emphasis on surveillance and real-time monitoring. A total of about 1200 CCTV cameras, including 116 Face Recognition System (FRS) cameras and Drone cameras were also deployed for surveillance of tracks and crowd management at approach roads to stations.

    Additional deployment of 15,000 personnel from the Railway Protection Force (RPF), Government Railway Police (GRP) and para-military forces were done to ensure security.

    Also, additional deployment was made at other sensitive railway stations where high rush of passengers was expected i.e. Varanasi, Ayodhya, Pandit Deen Dayal Upadhyaya, Danapur and New Delhi etc.

    New Delhi Railway Station has adequate infrastructure. It has 16 nos. of platforms, three foot over bridges (FOBs), access from both Paharganj and Ajmeri gate side, large open spaces in front of the station etc. Large rush of passengers during festivals and events like Kumbh, Chatth, Holi etc. are being handled regularly on New Delhi Railway Station.

    Further, redevelopment of New Delhi Railway Station has been sanctioned under Amrit Bharat Station Scheme.

    Amrit Bharat Station Scheme envisages development of stations on a continuous basis with a long-term approach. This scheme involves preparation of Master Plans and their implementation in phases to improve the amenities at the stations like improvement of station access, circulating areas, waiting halls, toilets, lift/escalators as necessary, cleanliness, free Wi-Fi, kiosks for local products through schemes like One Station One Product, better passenger information systems, executive lounges, nominated spaces for business meetings, landscaping etc. keeping in view the necessity at each such station.

    The scheme also envisages improvement of building integrating the station with both sides of the city, multimodal integration, amenities for Divyangjans, sustainable and environment friendly solutions, provision of ballast less tracks etc. as per necessity, phasing and feasibility and creation of city centres at the station in the long term.

    The plan for redevelopment of New Delhi Railway station, envisages larger new station buildings at both sides, spacious Air Concourse with modern amenities for passenger, Multi Modal Transport Hub connecting different mode of transportation and providing parking and other facilities. The redeveloped station envisages a network of surface and elevated roads to provide access at two levels and to decongest surrounding areas of New Delhi railway station. Adequate security measures like CCTV cameras, access control, movement regulation and waiting space etc are also envisaged.

    The details of allocation of funds for development and maintenance of stations are maintained Zonal Railway-wise and not footfall-wise or Work-wise or Station-wise. Passenger amenities are generally funded under Plan Head-53 ‘Customer Amenities’. An allocation of ₹12,994 Crores (Revised Estimate) has been made for the financial year 2024-25 under Plan Head-53. New Delhi railway station in Delhi falls under Northern Railway Zone and the fund allocation to Northern Railway for development and maintenance of stations under Plan Head-53 ‘Customer Amenities’ for the year (RE 2024-25) is ₹ 1531.24 Cr.

    To handle heavy rush of passengers at stations, following decisions have been taken by railways –

    Permanent holding areas at 60 stations:

    1. During the festival season of 2024, holding areas were created outside stations. These waiting areas were able to hold large crowds at Surat Udhna, Patna and New Delhi. Passengers were allowed only when the train came to the platform.
    2. Similar arrangements were made during Mahakumbh at nine stations of Prayag area.
    3. Based on the experience of these stations, it has been decided to create permanent waiting areas outside stations at 60 stations across the country which periodically face heavy crowds.
    4. Pilot projects have started at New Delhi, Anand Vihar, Varanasi, Ayodhya, and Ghaziabad stations.
    5. With this concept, the sudden crowd will be contained within the waiting area. Passengers will be allowed to go to platforms only when the trains arrive at the platform. This will decongest the stations.

     Access control:

    1. Complete access control will be initiated at the 60 stations.
    2. Passengers with confirmed reserve tickets will be given direct access to the platforms.
    3. Passengers without a ticket or with a waiting list ticket will wait in the outside waiting area.
    4. All unauthorised entry points will be sealed.

     Wider foot-over-bridges (FOB):

    1. Two new designs of 12 metre wide (40 feet) and 6 metre wide (20 feet) standard FOB have been developed. These wide FOBs with ramps were very effective in crowd management during Mahakumbh. These new standard wide FOBs will be installed in all the stations.

     Cameras:

    1. Cameras helped crowd management in a big way during Mahakumbh. A large number of cameras will be installed in all stations and adjoining areas for close monitoring.

     War rooms:

    1. War rooms at large stations will be developed. Officers of all departments will work in the war room during crowd situations.

    New generation communication equipment:

    1. Latest design digital communication equipment like walkie-talkies, announcement systems, calling systems will be installed on all heavy crowd stations.

     New design ID card:

    1. All staff and service persons will be given a new design ID card so that only authorised persons can enter the station.

     New design uniform for staff:

    1. All staff members will be given new design uniforms so that they can be easily identified during a crisis situation.

     Upgradation of station director post:

    1. All major stations will have a senior officer as station director. All other departments will report to the station director.
    2. Station director will get financial empowerment so that he can take on-the-spot decisions for improving the station.

         Sale of tickets as per capacity:

    1. Station Director will be empowered to control the sale of tickets as per capacity of the station and the available trains.

    CCTV cameras are installed at New Delhi railway station, which is being monitored round the clock. A high-level inquiry committee has been constituted for comprehensive investigation into the incident at New Delhi railway station. The incident of the stampede at New Delhi railway station occurred on 15.02.2025, in which 18 people died and 15 were injured.

     This information was given by the Union Minister of Railways, Information & Broadcasting and Electronics & Information Technology Shri Ashwini Vaishnaw in a written reply in Lok Sabha today.

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    Dharmendra Tewari/Shatrunjay Kumar

    (Release ID: 2112830) Visitor Counter : 12

    MIL OSI Asia Pacific News –

  • MIL-OSI Asia-Pac: Indian Railways Accelerates Infrastructure Development in Northeast with Over ₹74,000 Crore Investment and New Projects

    Source: Government of India (2)

    Posted On: 19 MAR 2025 4:52PM by PIB Delhi

    Railway projects are surveyed/ sanctioned/executed Zonal Railway wise and not State-wise as the Railway projects may span across State boundaries. Railway projects are sanctioned on the basis of remunerativeness, traffic projections, last mile connectivity, missing links and alternate routes, augmentation of congested/saturated lines, demands raised by State Governments, Central Ministries, Members of Parliament, other public representatives, Railway’s own operational requirement, socio-economic considerations etc. depending upon throwforward of ongoing projects and overall availability of funds. As on 01.04.2024, across Indian Railways, 488 Railway infrastructure projects (187 New Line, 40 Gauge Conversion and 261 Doubling) of total length 44,488 Km, costing approx. `7.44 lakh crore are in planning/approval/construction stage, out of which, 12,045 Km length has been commissioned and an expenditure of approx. `2.92 lakh crore has been incurred upto March, 2024. The summary is as under: –

    Category

    No of Projects

    Total Length

    NL/GC/DL

    (in Km)

    Length Commissioned till Mar’24
    (in Km)

    Total Exp upto Mar’24

    (` in Cr)

    New Lines

    187

    20199

    2855

    160022

    Gauge Conversion

    40

    4719

    2972

    18706

    Doubling / Multitracking

    261

    19570

    6218

    113742

    Total

    488

    44,488

    12,045

    2,92,470

     

    Zone-wise/year-wise details of all Railway projects including cost, expenditure and outlay are made available in public domain on Indian Railway’s website.

    The details of commissioning / laying of new track across Indian Railways is given below: –

    Period

    New Track Commissioned

    Average Commissioning of new tracks

    2009-14

    7,599 Km

    4.2 Km/day

    2014-24

    31,180 Km

    8.54 Km/day (more than 2 times)

     

    Railway infrastructural Projects in the State of Assam and Northeast are covered by Northeast Frontier Railway (NFR) Zone of Indian Railways. Zonal Railway wise details of Railway projects including cost, expenditure and outlay are made available in public domain on Indian Railway’s website.

    As on 01.04.2024, 18 projects (13 New Lines and 5 Doubling), of a total length of 1,368 km, costing `74,972 crore, falling fully/partly in Assam and NE Region, are in planning/approval/construction stage, out of which 313 km length has been commissioned and an expenditure of `40,549 crore has been incurred upto March 2024. The summary is as under: –

    Category

    No of Projects

    Total Length

    NL/GC/DL

    (in Km)

    Length Commissioned till Mar’24
    (in Km)

    Total Exp upto Mar’24

    (` in Cr)

    New Lines

    13

    896

    81

    34616

    Doubling / Multitracking

    5

    472

    232

    5933

    Total

    18

    1368

    313

    40549

     

    Budget allocation for Infrastructure projects and safety works, falling fully/ partly in Assam and North east region is as under:

    Period

    Outlay

    2009-14

    `2122 crore/year

    2024-25

    `10376 crore (More than 4 times)

     

    The details of commissioning / laying of new track falling fully/partly in Assam and North east region during 2009-14 and 2014-24 is as under: –

    Period

    New Track Commissioned

    Average Commissioning of new tracks

    2009-14

    333 Km

    66.6 Km/year

    2014-24

    1728 Km

    172.8 Km/year (More than 2 times)

     

    In last 3 years (2021-22, 2022-23, 2023-24 and current Financial Year i.e. 2024-25), 933 No. Surveys (299 New line, 14 Gauge Conversion and 620 Doubling) of total length 65,488 km have been sanctioned across Indian Railways, out of which 21 surveys (17 New line & 04 Doubling) of total length 2,499 km fall fully/partly in the North East Region including the State of Assam.

    As the Railway network straddles across State boundaries, trains are introduced, as per network requirement, across such boundaries. However, Indian Railways (IR), makes consistent efforts to cater to the needs of travelling passengers by introducing new trains, extending and increasing the frequencies of existing trains and accordingly to cater to the needs of passengers of State of Assam, IR, on originating/terminating basis have introduced 24 new services, extended 20 services and increased the frequencies of 14 services during the period 2019-20 to 2024-25 (February, 2025).

    This information was given by the Union Minister of Railways, Information & Broadcasting and Electronics & Information Technology Shri Ashwini Vaishnaw in a written reply in Lok Sabha today.

    *****

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  • MIL-OSI Asia-Pac: Kavach: India’s Cutting-Edge Automatic Train Protection System Reaches New Milestone with Version 4.0

    Source: Government of India (2)

    Posted On: 19 MAR 2025 4:47PM by PIB Delhi

    Kavach is an indigenously developed Automatic Train Protection (ATP) system. Kavach is a highly technology intensive system, which requires safety certification of highest order (SIL-4).

    Kavach aids the Loco Pilot in running of train within specified speed limits by automatic application of brakes in case Loco Pilot fails to do so and also helps the trains to run safely during inclement weather

    The first field trials on the passenger trains were started in February 2016. Based on the experience gained and Independent Safety Assessment of the system by Independent Safety Assessor (ISA), three firms were approved in 2018-19, for supply of Kavach Version 3.2.

    Kavach was adopted as National ATP system in July 2020.

    Implementation of Kavach System involves following Key Activities:

    1. Installation of Station Kavach at each and every station, block section.
    2. Installation of RFID Tags throughout the track length.
    3. Installation of telecom Towers throughout the section.
    4. Laying of Optical Fibre Cable along the track.
    5. Provision of Loco Kavach on each and every Locomotive running on Indian Railways.

    Based on deployment of Kavach version 3.2 on1465 RKm on south central Railway, lot of experience was gained. Using that further improvements were made. Finally, Kavach specification version 4.0 was approved by RDSO on 16.07.2024.

    Kavach version 4.0 covers all the major features required for the diverse railway network. This is a significant milestone in safety for Indian Railways. Within a short period, IR has developed, tested and started deploying Automatic Train Protection System.

    Major improvement in Version 4.0 includes increased Location Accuracy, Improved Information of Signal Aspects in bigger yard, Station to Station Kavach interface on OFC and Direct Interface to existing Electronic Interlocking System. With these improvements, Kavach Ver.4.0. is planned for large scale deployment over Indian Railways.

    Progress of Key items comprising Kavach system on Indian Railways upto Feb’ 2025 is as under: –

    SN

    Items

    Progress

    i

    Laying of Optical Fibre Cable

    5743 Km

    ii

    Installation of Telecom Towers

    540 Nos.

    iii

    Provision of Kavach at Stations

    664 Nos.

    iv

    Provision of Kavach in Loco

    795 Locos

    v

    Installation of Track side equipment

    3727 Rkm

     

    Next phase of Kavach implementation is planned as under: –

    1. Project for equipping 10,000 Locomotives has been finalized. 69 number of loco sheds have been prepared for equipping with Kavach.
    2. Bids for track side Works of Kavach for approximately 15,000 RKm have been invited covering all GQ, GD, HDN and identified sections of Indian Railways, out of which works of 1865 RKm have been awarded.

    Currently, 3 OEMs are approved for supply of Kavach System. To increase capacity and scale of implementation, trials and approval of more OEMs are at different stages.

    Specialized training programme on Kavach are being conducted at centralized training institutes of Indian Railways to impart training to all concerned officials. By now more than 20,000 technicians, operators and engineers have been trained on Kavach technology. Courses have been designed in collaboration with IRISET.

    The cost for provision of Track Side including Station equipment of Kavach is approximately Rs. 50 Lakhs/Km and cost for provision of Kavach equipment on locomotives is approximately Rs. 80 Lakh/Loco.

    The funds utilized on Kavach works so far is Rs. 1950 Crores. The allocation of funds during the year 2024-25 is Rs. 1112.57 Crores. Requisite funds are made available as per the progress of works.

    This information was given by the Union Minister of Railways, Information & Broadcasting and Electronics & Information Technology Shri Ashwini Vaishnaw in a written reply in Lok Sabha today.

    ****

     

    Dharmendra Tewari/Shatrunjay Kumar

    (Release ID: 2112824) Visitor Counter : 13

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  • MIL-OSI Asia-Pac: BCCL Achieves Historic Milestone with Successful Monetization of 2 MTPA Dugda Coal Washery Paving the Way for Energy Self-reliance

    Source: Government of India

    Posted On: 19 MAR 2025 4:47PM by PIB Delhi

    Under the guidance of Ministry of Coal, Bharat Coking Coal Limited (BCCL), a CIL subsidiary has achieved a historic milestone by successfully monetizing the 2 MTPA Dugda Coal Washery located in Bokaro, Jharkhand. This first-ever monetization of a coal washery in India marks a transformative step in coal sector reforms, reinforcing the country’s commitment to enhancing efficiency, asset optimization, and energy security.

    The monetization of the Dugda Coal Washery is expected to have a significant impact on energy sector in India. With improved coal washing capabilities and enhanced beneficiation processes, this initiative will contribute to higher efficiency in domestic coal utilization. More importantly, it will play a crucial role in reducing India’s dependence on imported coking coal, leading to foreign exchange savings and reinforcing the country’s vision of Atmanirbhar Bharat.

    Strategic Importance of the Monetization:

    •           Optimizing Underutilized Assets

    •           Encouraging Private Participation

    •           Enhancing Coal Beneficiation:

    •           Revenue Generation:

    This landmark achievement is part of the broader reforms initiated by the Ministry of Coal to modernize Coal sector in India and ensure the optimal utilization of its vast coal resources. By facilitating the participation of leading industry players, the Ministry is fostering a competitive and transparent ecosystem that encourages technological advancements, operational efficiency, and long-term sustainability in coal processing.

    The successful auction of BCCL’s Dugda Coal Washery represents a significant shift towards a more dynamic and efficient coal sector, aligning with the Government’s policy of asset monetization. By leveraging private sector expertise and investment, the Ministry of Coal aims to drive efficiency, reduce wastage, and maximize the value of coal sector infrastructure.

    Beyond its impact on the coal sector, the monetization of the Dugda Coal Washery is expected to generate significant economic benefits for the region. Involvement of private sector leaders will not only improve supply chain efficiency, enhance coal-washing capabilities but also create employment opportunities, and boost industrial growth in Jharkhand and adjoining areas.

    The Ministry of Coal remains committed to progressive reforms, ensuring India’s coal sector plays a key role in national energy security and sustainability. This historic achievement reaffirms dedication to innovation, efficiency, and sustainable growth. Moving forward, the Ministry will continue optimizing coal assets, expanding domestic coal washing capacity, and reducing import dependency. Coal sector in India is well-positioned to contribute significantly to the nation’s economic progress and energy self-sufficiency.

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    Shuhaib T

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  • MIL-OSI Asia-Pac: Dr. Mansukh Mandaviya Inaugurates NDTL Annual Conference-2025 on “Anti-Doping Science: Innovations and Challenges”

    Source: Government of India

    Dr. Mansukh Mandaviya Inaugurates NDTL Annual Conference-2025 on “Anti-Doping Science: Innovations and Challenges”

    India Committed to Promoting Clean and Fair Competition in Sports, Says Dr. Mandaviya at NDTL Conference

    NDTL Conference Explores Cutting-Edge Technologies in Doping Detection and Prevention

    Posted On: 19 MAR 2025 4:43PM by PIB Delhi

    Union Minister of Youth Affairs & Sports and Labour & Employment, Dr. Mansukh Mandaviya inaugurated the National Dope Testing Laboratory (NDTL) Annual Conference-2025 on the theme “Anti-Doping Science: Innovations and Challenges”, bringing together key stakeholders from the sports and scientific communities in New Delhi today. The conference was attended by Smt. Raksha Nikhil Khadse, Union Minister of State for Youth Affairs and Sports, Smt. Sujata Chaturvedi, Secretary (Sports), Shri Kunal, Joint Secretary (Sports), and Prof. (Dr.) P. L. Sahu, Director, NDTL.

    Delivering his keynote address, Dr. Mansukh Mandaviya reaffirmed the Government of India’s commitment to promoting clean and fair competition in sports. He emphasized the importance of early education on doping, advocating for its inclusion in school curricula and the launch of awareness campaigns in rural areas. He also stressed the need for greater involvement of sports federations and organizations to ensure that all athletes are well-informed about anti-doping regulations. Furthermore, he highlighted the crucial role of cutting-edge research and technological advancements in anti-doping science, underscoring their significance in protecting athletes’ careers and preserving the credibility of national and international sporting events.

    The event provided a vital platform for scientists, coaches, physical education professionals, sports federations, and students to engage in insightful discussions on the latest advancements and challenges in anti-doping science. The conference highlighted the crucial role of scientific innovation in doping detection, addressed the constantly evolving nature of prohibited substances, and underscored the importance of collaborative efforts to uphold the integrity of sports.

    Subject experts engaged in in-depth discussions on several critical topics, including innovations in anti-doping science, where they explored groundbreaking advancements in detection methods and testing technologies. They also addressed the challenges in doping prevention, focusing on strategies to combat emerging threats, including the rise of undetectable substances. Additionally, the discussions emphasized the role of stakeholders in promoting clean sports, highlighting the need for collaborative efforts among federations, scientists, and educators to enhance awareness, strengthen enforcement, and uphold the integrity of sports.

    The conference also included interactive sessions, expert panel discussions, and knowledge-sharing initiatives designed to enhance anti-doping measures in India. The active participation of young scholars and students showcased a growing commitment to ethical sporting practices and underscored the importance of such initiatives.

    The NDTL Annual Conference-2025 reaffirmed India’s commitment to upholding global anti-doping standards and represented a significant step toward fostering a doping-free sports culture. In his closing remarks, the Director of NDTL expressed heartfelt gratitude to all dignitaries, speakers, panelists, and participants for their invaluable contributions. He emphasized the crucial role of such knowledge-sharing initiatives in driving awareness, advancing scientific research, and shaping policies to effectively combat doping in sports.

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    Himanshu Pathak

    (Release ID: 2112818) Visitor Counter : 54

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  • MIL-OSI Asia-Pac: Two Days National Seminar cum Exhibition on Organic Farming

    Source: Government of India

    Two Days National Seminar cum Exhibition on Organic Farming

    Safe Food for Healthy Life

    Posted On: 19 MAR 2025 4:29PM by PIB Delhi

    A “Two Days National Seminar cum Exhibition on Organic Farming” was organized by the National Centre for Organic & Natural Farming (NCONF), Ghaziabad, on 18-19 March 2025 at Ghaziabad. The program and exhibition were inaugurated by the Chief Guest, Sh. K.M.S. Khalsa, Director (Finance) – Ministry of Agriculture & Farmers Welfare, Government of India, along with Dr. Gagnesh Sharma, Director, NCONF, and Dr. A.K. Yadav, Advisor, Ministry of Agriculture & Farmers Welfare, in the presence of Dr. Bharat Bhushan Tyagi, Padmashree, Sh. Gopal Bhai Sutariya from Bansi Gir Gaushala, Ahmedabad and officers from NCONF and RCONFs.

    The Chief Guest, Sh. K.M.S. Khalsa, in his deliberation, emphasized the significance of organic farming and its growing importance in today’s world. He assured support for the promotion and implementation of proposals related to Organic and Natural Farming will be considered on priority. On this instance “Manual of Organic Farming” and “Souvenir” were released.

    Dr. Gagnesh Sharma, Director of NCONF, delivered the keynote address. He outlined the current status and achievements of NCONF in the domain of Organic and Natural Farming. Dr. Sharma also discussed the importance of certification, organic input quality management, and highlighted the potential opportunities for marketing organic and natural products to help in boosting the income of farmer.

    Dr. A.K. Yadav shared insights on the status of organic farming in India and motivated farmers and stakeholders to participate in the production and processing of organic produce for both domestic and international markets. He stated, it would be helpful to strengthen farmers as well as nation’s economy.

    Padmashree Dr. Bharat Bhushan Tyagi spoke about the promotion of organic farming at the village as a cluster based approach. He emphasized moving beyond a cluster-based approach to improve the adaptability of organic farming and bring more land under organic certification.

    Sh. Gopal Bhai Sutariya focused on the importance of cow-based natural farming and its potential. He introduced the “Gaukripa Krishi” model, explaining how farmers can adopt natural and organic farming practices. He assured that this model would be available to all stakeholders free of cost.

    The two-day conference featured four sessions altogether eighteen deliberations covering key objectives related to organic farming. These sessions brought together policymakers, researchers, academia, progressive farmers, innovators, entrepreneurs, industries, and other stakeholders. They shared knowledge and experiences on enhancing the role of Farmers’ Producer Organizations (FPOs) and processor groups in sustainable agri-food systems. Discussions also included the use of innovative farmer-friendly technologies, certification, processing, and marketing of organic produce. On this occasion champion farmers across the country were felicitated. On this occasion 23 exhibitors across the country showcased their achievements and activities towards the promotion and creating awareness Organic and Natural Farming.    

    Officers from Regional Centres of Organic & Natural Farming (RCONFs) in Ghaziabad, Nagpur, Bengaluru, Bhubaneswar, and Imphal also participated in the event. More than 200 participants, including champion farmers from across the country, attended the program.

    The session concluded with a vote of thanks, acknowledging the valuable contributions of all speakers and participants.

    The session concluded with a vote of thanks, acknowledging the valuable contributions of all speakers and participants.

    *****

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    Read this release in: Hindi

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  • MIL-OSI Asia-Pac: PRITHVI Vigyan (PRITHVI) programme

    Source: Government of India

    Posted On: 19 MAR 2025 4:28PM by PIB Delhi

    The various components of ongoing research projects, such as ACROSS, O-SMART, PACER, SAGE, and REACHOUT, under the PRITHVI scheme are inter-dependent. The overarching scheme of PRITHVI holistically addresses all the components to improve the understating of the Earth System Sciences and to provide reliable services for the country. These integrated R&D efforts will help in addressing the grand challenges of weather, ocean, climate, seismological and geological hazards and explore the living and non-living resources for their sustainable harnessing.

    Ministry of Earth Sciences supports international collaborative projects of mutual interest under PRITHVI scheme. For the evaluation of collaborative proposals from global scientific institutions, a joint expert committee is set up, which evaluates and recommends the proposal.

    Deep Ocean Mission was launched in 2021 with a total budget outlay of Rs 4,077 crores to be implemented by the Ministry of Earth Sciences. It is a multi-disciplinary programme with activities encompassing six verticals, namely a) Development of Technologies for Deep Sea Mining and Manned Submersible, Underwater Vehicles and Underwater Robotics for exploring and harnessing ocean resources, b) Development of Ocean Climate Change Advisory Services, c) Technological innovation for exploration and conservation of deep-sea biodiversity, d) Deep Ocean Survey and Exploration, e) Energy and Freshwater from the Ocean, and f) Advance Marine Station for Ocean Biology. Survey has been conducted at potential sites of multi-metal hydrothermal sulphide mineralization along the Indian Ocean mid-oceanic ridges using autonomous underwater vehicle (AUV) in March 2024 at ten locations, of which two locations of active and two locations of inactive vents showing sulphide mineralisation have been identified.

    In order to enhance India’s capacity to address climate change impacts through improved understanding of the atmosphere-ocean-pole interactions, a number of activities have been carried out, including augmentation of the existing observational networks on land, poles and in oceans, augmenting the High-Performance Computing (HPC) facility, improving understanding of weather and climate processes and enhancing prediction capabilities by developing improved earth system models, Training and Research at MoES Institutes, as well as Collaborative Research. Further, the Ministry has recently launched Mission Mausam with the goal of making Bharat a “Weather-ready and Climate-smart” nation to mitigate the impact of climate change and extreme weather events and strengthen the resilience of communities.

    This information was given by Dr. Jitendra Singh, Minister of State (Independent Charge) of the Ministry of Science & Technology and Earth Sciences in a written reply in the Lok Sabha today.

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    NKR/PSM

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  • MIL-OSI Asia-Pac: Several steps taken to enhance implementation of NMDFC schemes across the nation

    Source: Government of India (2)

    Posted On: 19 MAR 2025 5:05PM by PIB Delhi

    The disbursement target of National Minorities Development and Finance Corporation (NMDFC) for the financial year 2024-25 is Rs. 850.00 crore and NMDFC has disbursed Rs. 752.23 crore to over 1,74,148 beneficiaries till 10th March 2025.

    NMDFC has delegated the authority to its State Channelizing Agencies (SCAs) to sanction, disburse & recover loan from beneficiaries. The beneficiaries are selected as per following eligibility criteria for release of concessional credit:

    1. Person should belong to notified National Minority viz., Buddhists, Christians, Jains, Muslims, Parsis and Sikhs as per National Commission for Minorities Act, 1992.
    2. Person having annual family income of upto Rs. 3.00 lakhs under Credit Line 1 and upto Rs. 8.00 lakhs under Credit Line 2.

    The applicants are required to submit the necessary documents for meeting the above eligibility criteria. To ensure that credit support reaches genuine and deserving minority beneficiaries, the SCAs have adopted a multi-level screening mechanism for document verification, background checks & site inspections before sanction of loan. Further, the sanctioned amount is released through Direct Benefit Transfer (DBT) into the KYC authenticated beneficiary account.

    In order to enhance the implementation of NMDFC schemes across the nation, following steps have been taken by NMDFC:

    1. Enhancing the annual family income limit under Credit Line 1 from Rs. 98,000/- in  rural areas & Rs. 1,20,000/- in urban areas to Rs. 3.00 lakh per annum in both rural & urban areas.
    2. Introduction of new Annual Family Income eligibility criterion of up to Rs.8.00 lakh per annum for greater coverage of persons from the targeted minority communities.
    3. Quantum of loan under Term Loan scheme increased from Rs.10.00 lakh to Rs.30.00 lakh while under Micro Finance scheme, it has been increased from Rs.50,000/- to Rs.1.50 lakh per Self Help Group member.  Under Education Loan scheme, the quantum of loan has been increased from Rs.5.00 lakh to Rs.20.00 lakh for domestic courses & from Rs.10.00 lakh to Rs.30.00 lakh for courses abroad.
    4. Introduction of Virasat Scheme to meet the credit requirement of Artisans belonging to target group.
    5. Self-Declaration/Self Certification/Self Attestation of documents is introduced in case of Religion Certificate, Family Income, Residence Proof, Mark Sheet, etc.
    6. Transfer of loan directly in Bank Account of Beneficiary through NEFT/RTGS.
    7. Insurance of beneficiary and their assets to safeguard against any untoward incident.
    8. Signing of MoU with Canara Bank, Union Bank of India, Indian Bank & Punjab Gramin Bank to increase the outreach of NMDFC schemes in the States/UTs where SCAs are non-functional.
    9. NMDFC has also developed MILAN Software to streamline and digitize the loan and accounting processes between applicants, State Channelizing Agencies (SCAs) and NMDFC.

    This information was given by the Union Minister of Minority Affairs & Parliamentary Affairs, Shri Kiren Rijiju in a written reply in the Lok Sabha today.

    ***

    SS/ISA

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  • MIL-OSI Asia-Pac: PARLIAMENT QUESTION: LOCATIONS FOR NEW RADARS

    Source: Government of India

    Posted On: 19 MAR 2025 4:27PM by PIB Delhi

    The India Meteorological Department (IMD) has planned new radars across the country, including one at Lahual & Spiti in Himachal Pradesh. Tentative sites where the radars are planned to be installed are given below:

    • 12 no. of C-Band Doppler Weather Radars (DWRs) tentatively at Raipur, Mangalore, Ranchi, Lakshadweep, Malda, Aurangabad, Balasore, Sambalpur, Ahmedabad, Bengaluru, Rupsi & Port Blair.
    • 12 no. of X-Band DWRs tentatively at Pune, Kolkata, Purnea, Varanasi, Wayanad, Bhubaneswar, Dharwad, Lahaul & Spiti, Aligarh, Azamgarh, Jhansi, Lucknow.
    • 10 no. of X-Band DWRs for North East tentatively at Jorhat, Tezpur, Aizawl, Namsai, Silchar, Imphal, Dimapur, Mandala Top, Central Arunachal Pradesh, & Guwahati.
    • In addition, 53 radars (8 S-Band, 20 C-Band, and 25 X-Band) are also planned to be installed across the country under Mission Mausam so that the entire country is brought under radar coverage.

    The locations of the DWRs have been arrived upon considering the gap areas in the coverage of the existing DWR network.

    In addition to the proposed improvement in the radar coverage as mentioned above other observation systems like wind profilers, radio sonde/radio wind, microwave radiometers, etc, are also planned under Mission Mausam. Along with the improvement in the observational network, deployment of high-performance computing infrastructure, advanced Earth system models, integration of artificial intelligence (AI) and machine learning (ML) technologies, etc, under Mission Masuam will help improvement in forecasts on various timescales, especially in location – specific nowcast (forecast up to a few hours) to short-range forecast up to 3 days. The implementation of the Mausam Mission is likely to help (i) in capturing and monitoring all the weather events happening in the country so that no weather system will go undetected, (ii) improve the frequency of nowcasting extreme weather such as thunderstorms, lightening, strong winds, etc. from 3 hrs. to 1 hr. (iii) Improve the short and medium range weather forecast accuracy by about 5-10%. and (iv) improve air quality forecasts by about 5-10% in the major metro cities.

    Entire country will be under radar coverage within next 2-3 years.

    This information was given by Dr. Jitendra Singh, Minister of State (Independent Charge) of the Ministry of Science & Technology and Earth Sciences, in a written reply in the Lok Sabha today.

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    NKR/PSM

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  • MIL-OSI Asia-Pac: PARLIAMENT QUESTION:MATSYA-6000

    Source: Government of India

    Posted On: 19 MAR 2025 4:26PM by PIB Delhi

    Matsya-6000 is India’s flagship human submersible aimed to carry three persons to a depth of 6000 meters, developed by the National Institute of Ocean Technology (NIOT), Chennai, under the Ministry of Earth Sciences, as part of the Samudrayaan project of the Deep Ocean Mission launched by the Government of India in 2021.

    Matsya- 6000 (2.1-meter diameter personnel sphere) which houses the crew is made of a Titanium alloy and maintains an inside pressure of 1 atmosphere (atm). Further, the personnel sphere spherical pressure hull is tested to bear 720 bars of pressure, which is 1.2 times more than the pressure expected at 6000 meters. All human safety parameters are continuously monitored during the operations and are communicated to the ship-based Mission Control Centre through an acoustic modem, with the pilot communicating updates through the Underwater Acoustic Telephone every 30 minutes. It is designed for operations of up to 12 hours, with an emergency endurance of up to 96 hours, supported by a DNV-certified Human Support and Safety System (HSSS). DNV (Det Norske Veritas) is an internationally accredited registrar and classification society headquartered in Norway. The HSSS maintains the oxygen level at 20 per cent, the CO2 level at less than 1000 ppmv (part per million by volume), and controls humidity by measurement sensors to ensure human life comfort and safety.

    The submersible is designed to perpetually float unless made to dive through water filling in its ballast tanks. It has three different combinations of weight drop mechanisms for ascending to the surface to maintain the safety. It has additional emergency power, control, and communication devices for emergency scenarios.

    Matsya-6000 is equipped with an Underwater Acoustic Telephone that has been operated and tested for operations up to 10,000 meters depth of human operation vehicles, in addition to a sub-phone rated for 500-meter depth operations. The voice communication is designed to be utilized every 30 minutes with the submersible pilot and the Mission Control Centre so that continuous communication is ensured.

    NIOT has signed MoU with the IFREMER (French Research Institute for Exploitation of the Sea), France, facilitating scientific knowledge exchange and participation with the French human scientific submersible for 6000 meters depth named NAUTILE.

    This information was given by Dr. Jitendra Singh, Minister of State (Independent Charge) of the Ministry of Science & Technology and Earth Sciences, in a written reply in the Lok Sabha today.

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    NKR/PSM

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  • MIL-OSI Asia-Pac: Cabinet approves Revised National Program for Dairy Development (NPDD)

    Source: Government of India

    Posted On: 19 MAR 2025 4:24PM by PIB Delhi

    The Union Cabinet, chaired by the Prime Minister Shri Narendra Modi, has today approved the Revised National Program for Dairy Development (NPDD).

    The Revised NPDD, a Central Sector Scheme, has been enhanced with an additional Rs.1000 crore, bringing the total budget to Rs.2790 crore for the period of the 15th Finance Commission cycle (2021-22 to 2025-26). This initiative focuses on modernizing and expanding dairy infrastructure, ensuring the sector’s sustained growth and productivity.

    The revised NPDD will give an impetus to the dairy sector by creating infrastructure for milk procurement, processing capacity, and ensuring better quality control. It is intended to help farmers gain better access to markets, to ensuring better pricing through value addition, and improve the efficiency of the supply chain, leading to higher incomes and greater rural development.

    The scheme consists of two key components:

    1.    Component A is dedicated to improving essential dairy infrastructure, such as milk chilling plants, advanced milk testing laboratories, and certification systems. It also supports the formation of new village dairy cooperative societies and strengthens milk procurement and processing in the North Eastern Region (NER), hilly regions, and Union Territories (UTs), especially in remote and backward areas, as well as the formation of 2 Milk Producer Companies (MPCs) with dedicated grant support

    2.    Component B, known as “Dairying through Cooperatives (DTC)”, will continue to foster dairy development through cooperation with the Government of Japan and Japan International Cooperation Agency (JICA) as per agreements signed. This component focuses on the sustainable development of dairy cooperatives, improving production, processing, and marketing infrastructure in the nine States (Andhra Pradesh, Bihar, Madhya Pradesh, Punjab, Rajasthan, Telangana, Uttarakhand, Uttar Pradesh, and West Bengal).

    The implementation of NPDD started has made huge socio-economic impact already benefiting over 18.74 lakh farmers and has created over 30,000 direct and indirect jobs and increase milk procurement capacity by an additional 100.95 lakh liters per day. The NPDD has also supported in promoting cutting-edge technology for better milk testing and quality control. Over 51,777 village-level milk testing laboratories have been strengthened, while 5,123 bulk milk coolers with a combined capacity of 123.33 lakh liters have been installed. In addition, 169 labs have been upgraded with Fourier Transform Infrared (FTIR) milk analysers, and 232 dairy plants now have advanced systems for detecting adulteration.

    The Revised NPDD is expected to establish 10,000 new Dairy Cooperative Societies, processing in the North Eastern Region (NER), as well as the formation of 2 Milk Producer Companies (MPCs) with dedicated grant support in addition to the ongoing projects of NPDD, to   generate an additional 3.2 lakh direct and indirect employment opportunities, particularly benefiting women, which constitute 70% of the dairy workforce.

    The Revised National Programme for Dairy Development will transform India’s modern infrastructure, in sync with White Revolution 2.0 and will further support the newly formed cooperatives by providing new technology, and quality testing labs. This program will help improve rural livelihoods, generate jobs, and build a stronger, more resilient dairy industry that benefits millions of farmers and stakeholders across the country.

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  • MIL-OSI Asia-Pac: BUDDHIST DEVELOPMENT PLAN UNDER PMJVK IN LADAKH AND OTHER HIMALAYAN STATES

    Source: Government of India

    Sl. No.

    Project Name

    State/UT

    District

    1

    Construction of Monastic Hostel cum Classrooms, Pemayangste

    Sikkim BDP

    Gyalshing

    2

    Construction of Monastic School Hostel cum Classrooms, Enchey monastic school

    Sikkim BDP

    Gangtok

    3

    Construction of Monastic Hostel cum Classrooms Khatek Pema Choling Monsastic School Pakyong

    Sikkim BDP

    Pakyong

    4

    Construction of Monastic Hostel cum Classrooms, Ngadak Gumpa , Namchi

    Sikkim BDP

    Namchi

    5

    Extension of existing Monastic hostel cum classrooms, sicheytamang Gumpa

    Sikkim BDP

    Gangtok

    6

    Construction of Community Meditation centre cum Multi- purpose Hall at Karthok Gumpa, Karthok, Pakyong.

    Sikkim BDP

    Pakyong

    7

    Construction of Monastic Hostel cum Classrooms at Boomtar Gumpa, Namchi

    Sikkim BDP

    Namchi

    8

    Construction of Monastic Hostel cum Classrooms at Sangay Choeling Gumpa,, Teendahharey Bhasmey

    Sikkim BDP

    Pakyong

    9

    Construction of Monastic Hostel cum Classrooms at Phuntsok Choeling Gumpa, Lower Sreebadam

    Sikkim BDP

    Soreng

    10

    Construction of Gostel cum classroom at Sanga Choling Gumpa, Martam

    Sikkim BDP

    Gangtok

    11

    Construction of proposed Dr.BheemRaoAmbedkar (Buddhist) Community, Multi-purpose hall and Library at Ambedkar Colony, 1st/D.L.Road, Dehradun

    Uttarakhand BDP

    Dehradun

    12

    Multipurpose Hall For Buddhist Community At Lakhanwala, Vikas Nagar, Dehradun

    Uttarakhand BDP

    Dehradun

    13

    Construction Of Proposed Educational And Sports Hall At 40 Buddha Vihar, 2nd D.L Road, Dehradun.

    Uttarakhand BDP

    Dehradun

    14

    Construction of the School building, incorporating Science Lab, Computer Lab & main Indoor Stadium etc. for Duzingphotang Ufti, Zansakar. District Kargil, UT of Ladakh.

    CIBS BDP

    District Kargil, UT of Ladakh.

    15

    New Academic building for traditional course at Central Institute of
    Buddhist studies. Leh. UT of Ladakh

    CIBS BDP

    Leh. UT of Ladakh

    16

    Infrastructure Development of Nalanda School at Nafra, West Kameng District

    Arunachal Pradesh

    West Kameng

    17

    Infrastructure development of Monk Hostel cum prayer Hall at Mechuka Gonpa

    Arunachal Pradesh

    Mechuka

    18

    Development of Hostel and Training Facilities at Lhagon Jangchub Choeling Monastery, Tezu

    Arunachal Pradesh

    Tezu

    19

    Multipurpose Hall at Nakhu Village, Nafra, West Kameng District

    Arunachal Pradesh

    West Kameng

    20

    Infrastructure Development of Thupten Dhonag Wosel Dargeyling at Mandala, Dirang, West Kameng district

    Arunachal Pradesh

    West Kameng

    21

    Infrastructure Development at Thardhoe Norbuling at Lumla, Tawang District

    Arunachal Pradesh

    Tawang

    22

    Development of Shambala and Shagrila Mythical Religious site and development of Community Centre Gompa at Hoongla Village, Tawang Disctrict

    Arunachal Pradesh

    Tawang

    23

    Development of Meditation Hall & Public Facilities at Urgan Sangha ChhoelingGonpa, Holocbari, Jia,Lower Dibang Valley.

    Arunachal Pradesh

    Lower Dibang Valley

    24

    Extension of Nyomsa Monastery at Jang, Tawang Disctrict

    Arunachal Pradesh

    Tawang

    25

    C/o Monk Quarter cum Meditation Hall & Library for Pemaziling Monastery at Muchukha Shi Yoma, Arunchal Pradesh

    Arunachal Pradesh

    Shi Yoma

    26

    Construction of Sports Climbing Wall at Mountaineering Sub Centre Jispa

    Himachal Pradesh (BDP)

    L & S

    27

    Purchasing Equipment of Sports, Mountaineering  Rescue for Mountaineering Sub Centre Jispa

    Himachal Pradesh (BDP)

    L & S

    28

    Providing Winter Water Supply scheme for habitation of GP Gondhla

    Himachal Pradesh (BDP)

    L & S

    29

    Construction of Hostel Block (Boys & Girls at Mountaineering Sub Centre Jispa (Separate blocks)

    Himachal Pradesh (BDP)

    L & S

    30

    Solarization of Schools (60 Schools)

    Himachal Pradesh (BDP)

    L & S

    31

    Construction of community centre/one stop centre building at village Yournath (Guskiyar)

    Himachal Pradesh (BDP)

    L & S

    32

    Construction of Tourist Information centre cum stay facility and two trekker huts at Tingret in Miyar valley, Sub-Division Udaipur Distt. LahaulSpiti.

    Himachal Pradesh (BDP)

    L & S

    33

    Nature Interpretation Centre cum Nature Park at Sissu Sub-Division Keylong Distt. LahaulSpiti.

    Himachal Pradesh (BDP)

    L & S

    34

    Installation of Off-Grid Solar Power Plants at Mountaineering Sub Centre Jispa

    Himachal Pradesh (BDP)

    L & S

    35

    Installation of Off-Grid Solar Power Plants at Health Institution of CMO Keylong

    Himachal Pradesh (BDP)

    L & S

    36

    100 KW capacity solar power plant with Battery Energy Storage System at Kaza

    Himachal Pradesh (BDP)

    L & S

    37

    Examination cum training Center (200 eater Capacity)

    Ladakh

    Kargil

    38

    Const. of Training cum Examination center(200 seater capacity) at ITI Leh

    Ladakh

    Ladakh

    39

    Construction of 2 storey building for souvenir Shop at Leh-Mana

    CIBS BDP

    Leh. UT of Ladakh

    40

    Development of Infrastructure at Central Institute of Himalayan Culture Studies (CIHCS), Arunachal Pradesh

    CIHCS

    Arunachal Pradesh

    41

    Centre for Advanced studies in Buddhist Studies at the University of Delhi (MoU)

    DU

    New Delhi

    42

    3 storey for Department of Sowa Rigpa Medicine and Surgery
    (Traditional Ayurveda) with attached College

    CIBS BDP

    Leh. UT of Ladakh

    MIL OSI Asia Pacific News –

  • MIL-OSI Asia-Pac: GOVERNMENT STRIVING TO IMPROVE SOCIO-ECONIMIC STATUS OF ALL COMMUNITIES INCLUDING MINORITY COMMUNITIES

    Source: Government of India

    Posted On: 19 MAR 2025 4:15PM by PIB Delhi

    The Government of India has been striving to improve the socio-economic status of all communities, including minority communities, through various schemes and incentives through a saturation model, thereby ensuring that socio-economic status of all communities at par with the national mainstream. The Ministry of Minority Affairs specifically implements various schemes across the country for socio-economic and educational empowerment of the six (6) centrally notified minority communities. These schemes are meant for the weaker segments of minority. The schemes/programmes implemented by Minority Affairs for the welfare of minority communities are as under:

    1.  Educational Empowerment Schemes

    (i) Pre-Matric, (ii) Post-Matric and (iii) Merit-cum-Means based scholarships

    2.  Employment and Economic Empowerment Schemes

         (i) Pradhan Mantri Virasat Ka Samvardhan (PM VIKAS)

         (ii) Equity to National Minorities Development and Finance Corporation (NMDFC) for

               providing concessional loans to minorities.

    3. Infrastructural Development Scheme

      (i) Pradhan Mantri Jan Vikas Karyakaram (PMJVK)

    All the schemes together have contributed in the acquisition of high-level skills, greater opportunities in livelihood, high employability potential, improved access to better infrastructure, improved health and in the overall welfare of the Minority Communities.

    This information was given by the Union Minister of Minority Affairs & Parliamentary Affairs, Shri Kiren Rijiju in a written reply in the Lok Sabha today.

    ***

    SS/ISA

    (Release ID: 2112787) Visitor Counter : 50

    MIL OSI Asia Pacific News –

  • MIL-OSI Asia-Pac: CE meets Governor of Guangdong Province (with photo)

    Source: Hong Kong Government special administrative region

    CE meets Governor of Guangdong Province (with photo)
    Mr Lee welcomed Mr Wang and his delegation to Hong Kong. Mr Lee said that the Hong Kong Special Administrative Region (HKSAR) Government attaches importance to the work on Hong Kong’s integration into the overall national development. Shortly upon the establishment of the current-term Government, the Steering Group on Integration into National Development was set up to take forward and provide a steer from the top level on the work of serving the development of the GBA. He said that Guangdong and Hong Kong are adjacent to each other and interdependent, and have shared an all-round, deep and multidisciplinary co-operative relationship for many years. With the strong support from the Central Authorities, Guangdong and Hong Kong have worked with one mind to promote co-operation in finance, innovation and technology, logistics, healthcare and other fields, and have achieved fruitful results.
     
    Mr Lee highlighted that the People’s Government of Guangdong Province issued offshore Renminbi (RMB) local government bonds in Hong Kong for the first time in September last year. This initiative not only further strengthened Hong Kong’s position as a global offshore RMB business hub, but also promoted the GBA in better serving as the driving force for high-quality development. Welcoming more Mainland local governments to issue offshore RMB bonds and green bonds in Hong Kong, Mr Lee noted that Hong Kong will continue to leverage its advantages in connecting with the international financial system and providing professional services, contributing to the country’s promotion of high-level financial opening up.
     
    Mr Lee said that the HKSAR Government will continue to actively maintain close co-operation with the People’s Government of Guangdong Province, with a view to enhancing the innovation capabilities and influence of the GBA as a region with economic development advantages, as well as achieving complementarity and collaborative development among Guangdong, Hong Kong and Macao. It also aims to align with national development strategies and leverage Hong Kong’s unique advantages of being backed by the motherland and connected to the world under the “one country, two systems” principle to deepen international exchanges and co-operation, and better integrate into the overall national development.
    Issued at HKT 18:48

    NNNN

    MIL OSI Asia Pacific News –

  • MIL-OSI USA: Interview with Michiharu Hyogo, Citizen Scientist and First Author of a New Scientific Paper

    Source: NASA

    Peer-reviewed scientific journal articles are the bedrock of science. Each one represents the culmination of a substantial project, impartially checked for accuracy and relevance – a proud accomplishment for any science team. 
    The person who takes responsibility for writing the paper must inevitably and repeatedly  write, edit, and rewrite its content as they receive comments and constructive criticism from colleagues, peers, and editors. And the process involves much more than merely re-writing the words. Implementing feedback and polishing the paper regularly involves  reanalyzing data and conducting additional analyses as needed, over and over again. The person who  successfully climbs this mountain of effort can then often earn the honor of being named the first author of a peer-reviewed scientific publication. To our delight, more and more of NASA’s citizen scientists have taken on this demanding challenge, and accomplished this incredible feat.
    Michiharu Hyogo is one of these pioneers. His paper, “Unveiling the Infrared Excess of SIPS J2045-6332: Evidence for a Young Stellar Object with Potential Low-Mass Companion” (Hyogo et al. 2025) was recently accepted for publication in the journal Monthly Notices of the Royal Astronomical Society. He conceived of the idea for this paper, performed most of the research using of data from NASA’s retired Wide-field Infrared Survey Explorer (WISE) mission, and submitted it to the journal. We asked him some questions about his life and he shared with us some of the secrets to his success.

    Q: Where do you live, Michi?
    A: I have been living in Tokyo, Japan since the end of 2012. Before that, I lived outside Japan for a total of 21 years, in countries such as Canada, the USA, and Australia.
    Q: Which NASA Citizen Science projects have you worked on?
    A: I am currently working on three different NASA-sponsored projects: Disk Detective, Backyard Worlds: Planet 9, and Planet Patrol.
    Q: What do you do when you’re not working on these projects?
    A: Until March of last year, I worked as a part-time lecturer at a local university in Tokyo. At the moment, I am unemployed and looking for similar positions. My dream is to work at a community college in the USA, but so far, my job search has been unsuccessful. In the near future, I hope to teach while also working on projects like this one. This is my dream.
    Q: How did you learn about NASA Citizen Science?
    A: It’s a very long story. A few years after completing my master’s degree, around 2011, a friend from the University of Hawaii (where I did my bachelor’s degree) introduced me to one of the Zooniverse projects. Since it was so long ago, I can’t remember exactly which project it was—perhaps Galaxy Zoo or another one whose name escapes me.
    I definitely worked on Planet Hunters, classifying all 150,000 light curves from (NASA’s) Kepler observatory. Around the time I completed my classifications for Planet Hunters, I came across Disk Detective as it was launching. A friend on Facebook shared information about it, stating that it was “NASA’s first sponsored citizen science project aimed at publishing scientific papers”.
    At that time, I was unemployed and had plenty of free time, so I joined without giving much thought to the consequences. I never expected that this project would eventually lead me to write my own paper — it was far beyond anything I had imagined.
      Q: What would you say you have gained from working on these NASA projects?A: Working on these NASA-sponsored projects has been an incredibly valuable experience for me in multiple ways. Scientifically, I have gained hands-on experience in analyzing astronomical data, identifying potential celestial objects, and contributing to real research efforts. Through projects like Disk Detective,Backyard Worlds: Planet 9, and Planet Patrol, I have learned how to systematically classify data, recognize patterns, and apply astrophysical concepts in a practical setting.
    Beyond the technical skills, I have also gained a deeper understanding of how citizen science can contribute to professional research. Collaborating with experts and other volunteers has improved my ability to communicate scientific ideas and work within a research community.
    Perhaps most importantly, these projects have given me a sense of purpose and the opportunity to contribute to cutting-edge discoveries. They have also led to unexpected opportunities, such as co-authoring scientific papers — something I never imagined when I first joined. Overall, these experiences have strengthened my passion for astronomy and my desire to continue contributing to the field.
    Q: How did you make the discovery that you wrote about in your paper?
    A: Well, the initial goal of this project was to discover circumstellar disks around brown dwarfs. The Disk Detective team assembled more than 1,600 promising candidates that might possess such disks. These objects were identified and submitted by volunteers from the same project, following the physical criteria outlined within it.
    Among these candidates, I found an object with the largest infrared excess and the fourth-latest spectral type. This was the moment I first encountered the object and found it particularly interesting, prompting me to investigate it further.
    Although we ultimately did not discover a disk around this object, we uncovered intriguing physical characteristics, such as its youth and the presence of a low-mass companion with a spectral type of L3 to L4.
    Q: How did you feel when your paper was accepted for publication?
    A: Thank you for asking this question—I truly appreciate it. I feel like the biggest milestone of my life has finally been achieved!
    This is the first time I genuinely feel that I have made a positive impact on society. It feels like a miracle. Imagine if we had a time machine and I could go back five years to tell my past self this whole story. You know what my past self would say? “You’re crazy.”
    Yes, I kept dreaming about this, and deep down, I was always striving toward this goal because it has been my purpose in life since childhood. I’m also proud that I accomplished something like this without being employed by a university or research institute. (Ironically, I wasn’t able to achieve something like this while I was in grad school.)
    I’m not sure if there are similar examples in the history of science, but I’m quite certain this is a rare event.
    Q: What would you say to other citizen scientists about the process of writing a paper?
    A: Oh, there are several important things I need to share with them. 
    First, never conduct research entirely on your own. Reach out to experts in your field as much as possible. For example, in my case, I collaborated with brown dwarf experts from the Backyard Worlds: Planet 9 team. When I completed the first draft of my paper, I sent it to all my collaborators to get their feedback on its quality and to check if they had any comments on the content. It took some time, but I received a lot of helpful suggestions that ultimately improved the clarity and conciseness of my paper.
    If this is your first time receiving extensive feedback, it might feel overwhelming. However, you should see it as a valuable opportunity—one that will lead you to stronger research results. I am truly grateful for the feedback I received. This process will almost certainly help you receive positive feedback from referees when you submit your own paper. That’s exactly what happened to me.
    Second, do not assume that others will automatically understand your research for you. This seems to be a common challenge among many citizen scientists. First, you must have a clear understanding of your own research project. Then, it is crucial to communicate your progress clearly and concisely, without unnecessary details. If you have questions—especially when you are stuck — be specific.
    For example, I frequently attend Zoom meetings for various projects, including Backyard Worlds: Planet 9 and Disk Detective. In every meeting, I give a brief recap of what I’ve been working on — every single time — to refresh the audience’s memory. This helps them stay engaged and remember my research. (Screen sharing is especially useful for this.) After the recap, I present my questions. This approach makes it much easier for others to understand where I am in my research and, ultimately, helps them provide potential solutions to the challenges I’m facing.
    Lastly, use Artificial Intelligence (AI) as much as possible. For tasks like editing, proofreading, and debugging, AI tools can be incredibly helpful. I don’t mean to sound harsh, but I find it surprising that some people still do these things manually. In many cases, this can be a waste of time. I strongly believe we should rely on machines for tasks that we either don’t need to do ourselves or simply cannot do. This approach saves time and significantly improves productivity.
    Q: Thank you for sharing all these useful tips! Is there anything else you would like to add?
    A: I would like to sincerely thank all my collaborators for their patience and support throughout this journey. I know we have never met in person, and for some of you, this may not be a familiar way to communicate (it wasn’t for me at first either). If that’s the case, I completely understand. I truly appreciate your trust in me and in this entirely online mode of communication. Without your help, none of what I have achieved would have been possible.
    I am now thinking about pushing myself to take on another set of research projects. My pursuit of astronomical research will not stop, and I hope you will continue to follow my journey. I will also do my best to support others along the way.

    MIL OSI USA News –

  • MIL-OSI USA: ESA Previews Euclid Mission’s Deep View of ‘Dark Universe’

    Source: NASA

    With contributions from NASA, the mission is looking back into the universe’s history to understand how the universe’s expansion has changed. 
    The Euclid mission — led by ESA (European Space Agency) with contributions from NASA — aims to find out why our universe is expanding at an accelerating rate. Astronomers use the term “dark energy” to refer to the unknown cause of this phenomenon, and Euclid will take images of billions of galaxies to learn more about it. A portion of the mission’s data was released to the public by ESA released on Wednesday, March 19.
    This new data has been analyzed by mission scientists and provides a glimpse of Euclid’s progress. Deemed a “quick” data release, this batch focuses on select areas of the sky to demonstrate what can be expected in the larger data releases to come and to allow scientists to sharpen their data analysis tools in preparation.
    The data release contains observations of Euclid’s three “deep fields,” or areas of the sky where the space telescope will eventually make its farthest observations of the universe. Featuring one week’s worth of viewing, the Euclid images contain 26 million galaxies, the most distant being over 10.5 billion light-years away. Launched in July 2023, the space telescope is expected to observe more than 1.5 billion galaxies during its six-year prime mission.

    By the end of that prime mission, Euclid will have observed the deep fields for a total of about 40 weeks in order to gradually collect more light, revealing fainter and more distant galaxies. This approach is akin to keeping a camera shutter open to photograph a subject in low light.
    The first deep field observations, taken by NASA’s Hubble Space Telescope in 1995, famously revealed the existence of many more galaxies in the universe than expected. Euclid’s ultimate goal is not to discover new galaxies but to use observations of them to investigate how dark energy’s influence has changed over the course of the universe’s history.
    In particular, scientists want to know how much the rate of expansion has increased or slowed down over time. Whatever the answer, that information would provide new clues about the fundamental nature of this phenomenon. NASA’s Nancy Grace Roman Space Telescope, set to launch by 2027, will also observe large sections of the sky in order to study dark energy, complementing Euclid’s observations.

    Looking Back in Time
    To study dark energy’s effect throughout cosmic history, astronomers will use Euclid to create detailed, 3D maps of all the stuff in the universe. With those maps, they want to measure how quickly dark energy is causing galaxies and big clumps of matter to move away from one another. They also want to measure that rate of expansion at different points in the past. This is possible because light from distant objects takes time to travel across space. When astronomers look at distant galaxies, they see what those objects looked like in the past.
    For example, an object 100 light-years away looks the way it did 100 years ago. It’s like receiving a letter that took 100 years to be delivered and thus contains information from when it was written. By creating a map of objects at a range of distances, scientists can see how the universe has changed over time, including how dark energy’s influence may have varied.
    But stars, galaxies, and all the “normal” matter that emits and reflects light is only about one-fifth of all the matter in the universe. The rest is called “dark matter” — a material that neither emits nor reflects light. To measure dark energy’s influence on the universe, astronomers need to include dark matter in their maps.  
    Bending and Warping
    Although dark matter is invisible, its influence can be measured through something called gravitational lensing. The mass of both normal and dark matter creates curves in space, and light traveling toward Earth bends or warps as it encounters those curves. In fact, the light from a distant galaxy can bend so much that it forms an arc, a full circle (called an Einstein ring), or even multiple images of the same galaxy, almost as though the light has passed through a glass lens.
    In most cases, gravitational lensing warps the apparent shape of a galaxy so subtly that researchers need special tools and computer software to see it. Spotting those subtle changes across billions of galaxies enables scientists to do two things: create a detailed map of the presence of dark matter and observe how dark energy influenced it over cosmic history.
    It is only with a very large sample of galaxies that researchers can be confident they are seeing the effects of dark matter. The newly released Euclid data covers 63 square degrees of the sky, an area equivalent to an array of 300 full Moons. To date, Euclid has observed about 2,000 square degrees, which is approximately 14% of its total survey area of 14,000 square degrees. By the end of its mission, Euclid will have observed a third of the entire sky.
    The dataset released this month is described in several preprint papers available today. The mission’s first cosmology data will be released in October 2026. Data accumulated over additional, multiple passes of the deep field locations will also be included in the 2026 release.
    More About Euclid
    Euclid is a European mission, built and operated by ESA, with contributions from NASA. The Euclid Consortium — consisting of more than 2,000 scientists from 300 institutes in 15 European countries, the United States, Canada, and Japan — is responsible for providing the scientific instruments and scientific data analysis. ESA selected Thales Alenia Space as prime contractor for the construction of the satellite and its service module, with Airbus Defence and Space chosen to develop the payload module, including the telescope. Euclid is a medium-class mission in ESA’s Cosmic Vision Programme.
    Three NASA-supported science teams contribute to the Euclid mission. In addition to designing and fabricating the sensor-chip electronics for Euclid’s Near Infrared Spectrometer and Photometer (NISP) instrument, JPL led the procurement and delivery of the NISP detectors as well. Those detectors, along with the sensor chip electronics, were tested at NASA’s Detector Characterization Lab at Goddard Space Flight Center in Greenbelt, Maryland. The Euclid NASA Science Center at IPAC (ENSCI), at Caltech in Pasadena, California, supports U.S.-based science investigations, and science data is archived at the NASA / IPAC Infrared Science Archive (IRSA). JPL is a division of Caltech.
    For more information about Euclid go to:
    science.nasa.gov/mission/euclid/
    News Media Contact
    ESA Media Relationsmedia@esa.int
    Calla CofieldJet Propulsion Laboratory, Pasadena, Calif.626-808-2469calla.e.cofield@jpl.nasa.gov
    2025-039

    MIL OSI USA News –

  • MIL-OSI Security: Lead Defendant in Federal Case Against High-End Brothel Network Sentenced to Four Years in Prison

    Source: Office of United States Attorneys

    Defendant persuaded women to travel interstate to work for prostitution network and required sex buyers to undergo screening process, including providing employer information and references

    BOSTON – The manager responsible for operating an interstate prostitution network of sophisticated high-end brothels in greater Boston and eastern Virginia was sentenced today in federal court in Boston. 

    Han Lee, 42, of Cambridge, Mass., was sentenced by U.S. District Court Judge Julia E. Kobick to four years in prison to be followed by one year of supervised release. The defendant was also ordered pay forfeiture in the amount of $5,418,572 and restitution in an amount to be determined at a later date. In September 2024, Lee pleaded guilty to one count of conspiracy to persuade, induce, entice, and coerce one or more individuals to travel in interstate or foreign commerce to engage in prostitution and one count of money laundering conspiracy. Han Lee was arrested and charged in November 2023 with co-defendants Junmyung Lee, 31, of Dedham, Mass., and James Lee, 69, of Torrance, Calif. The defendants were subsequently indicted by a federal grand jury in February 2024.

    “Han Lee didn’t just recruit women to sell their bodies for sex – she built a criminal enterprise designed to thrive in the shadows, evading law enforcement while profiting off her victims like commodities,” said United States Attorney Leah B. Foley. “We will relentlessly pursue and prosecute those who exploit vulnerable women through interstate sex trafficking and launder their illicit gains. Those who engage in this conduct will be identified, held accountable and sent to federal prison. Full stop.”

    “Han Lee and her co-conspirators crafted an elaborate scheme to set up an interstate commercial sex network and to hide their activity by laundering the proceeds. This secretive and covert industry treats women like commodities and provides no protection for the safety and wellbeing of the participants. Today’s sentence reinforces the seriousness of this crime and our commitment to use every investigative tool we have to pursue justice,” said Homeland Security Investigations New England Special Agent in Charge Michael J. Krol.

    From at least July 2020, Han Lee operated an interstate prostitution network with multiple brothels in Cambridge and Watertown, Mass., as well as in Fairfax and Tysons, Va. The defendant established the infrastructure for these brothels in multiple states for the purposes of persuading, inducing and enticing women – primarily Asian women – to travel to Massachusetts and Virginia to engage in prostitution. 

    Specifically, Han Lee and her co-defendants, rented high-end apartments as brothel locations, which they furnished and regularly maintained. The defendants coordinated the women’s airline travel and transportation and permitted them to stay overnight in the brothel locations so they did not have to find lodging elsewhere, therefore enticing women to participate in their prostitution network. To protect and maintain the secrecy of the business and ensure that the women did not draw attention to the prostitution work inside apartment buildings, Han Lee and her co-defendants established house rules for the women during their stays.  

    The defendants advertised their prostitution network and offered appointments with women in either greater Boston or eastern Virginia via bostontopten10.com and browneyesgirlsva.blog, respectively. Both websites purported to advertise nude models for professional photography at upscale studios as a front for prostitution offered through appointments. Investigators searched and seized the domain names for both websites pursuant to search warrants executed in November 2023.

    Additionally, each website described a verification process that interested sex buyers undertook to become eligible for appointment bookings– including requiring that clients complete a form providing their full names, email address, phone number, employer and reference if they had one. Han Lee and her co-defendants persuaded the women to work for their prostitution network because the business maintained a regular customer base of men that were adequately screened, ensuring that the customers were not members of law enforcement or men who posed a risk to the safety and security of the commercial sex workers.

    Han Lee and her co-defendants maintained local brothel phone numbers which they used to communicate with verified customers and schedule appointments via text messages; send customers a “menu” of available options at the brothel, including the women and sexual services available and the hourly rate; and to text customers directions to the brothel’s location where they engaged in commercial sex with the women. 

    According to the charging documents, the defendants charged sex buyers a premium price for appointments with the women advertised on their websites, which ranged from approximately $350 to upwards of $600 per hour depending on the services and were paid in cash. In total, Han Lee’s brothel network generated over $5.6 million in revenue from approximately 9,450 scheduled dates with sex buyers. 

    To conceal the proceeds of the prostitution network, Han Lee deposited hundreds of thousands of dollars of cash proceeds into personal and third-party bank accounts and peer-to-peer transfers. Additionally, the defendants regularly used hundreds of thousands of dollars of the cash proceeds from the prostitution business to purchase money orders (in values under an amount that would trigger reporting and identification requirements) to conceal the source of the funds. These money orders were then used to pay for rent and utilities at brothel locations in Massachusetts and Virginia.

    In October 2024, Junmyung Lee pleaded guilty and is scheduled to be sentenced on April 18, 2025. James Lee pleaded guilty in February 2025 and is scheduled to be sentenced on May 28, 2025.

    Members of the public who have questions, concerns or information regarding this case should contact USAMA.VictimAssistance@usdoj.gov.

    U.S. Attorney Foley; HSI SAC Krol; and Cambridge Police Commissioner Christine Elow made the announcement today. Valuable assistance was provided by the Central District of California; Eastern District of Virginia; U.S. Postal Service; the Middlesex District Attorney’s Office and Watertown Police Department. Assistant U.S. Attorney Lindsey E. Weinstein of the Criminal Division and Assistant U.S. Attorney Raquelle Kaye, of the Asset Recovery Unit are prosecuting the case.

    MIL Security OSI –

  • MIL-OSI Security: Three KC Men Indicted for Multi-State Business Burglary Conspiracy

    Source: Office of United States Attorneys

    KANSAS CITY, Mo. – Three Kansas City, Mo., men have been indicted by a federal grand jury for their roles in a conspiracy to burglarize beauty product and liquor stores across seven states.

    Gary Bailey, 24, Jermaine Threat, 25, and Dalvin Poindexter, 26, were charged in a nine-count indictment returned under seal by a federal grand jury in Kansas City, Mo., on Feb. 4, 2024. That indictment was unsealed and made public today following the arrest and initial court appearances of Bailey and Poindexter.

    The federal indictment alleges that Bailey, Threat, and Poindexter stole hundreds of thousands of dollars’ worth of merchandise during a series of business burglaries from March 2023 to January 2024.

    According to the indictment, the conspirators targeted beauty product and liquor stores in Missouri, Illinois, Iowa, Kansas, Nebraska, Indiana, and Texas. The conspirators smashed the storefront door or window glass to enter the stores afterhours and then stole fragrances, cosmetics, liquor, spirits, and other merchandise. The conspirators allegedly used posts on Facebook Marketplace and Facebook Stories, as well as group chat text messages, to sell the stolen goods and received payment in cash or through peer-to-peer payment services like CashApp. The indictment says they also kept some of the stolen items for themselves or gave it away to their friends and family.

    In addition to the conspiracy, Bailey, Threat, and Poindexter are charged together in seven counts of transporting stolen property across state lines.

    The charges contained in this indictment are simply accusations, and not evidence of guilt. Evidence supporting the charges must be presented to a federal trial jury, whose duty is to determine guilt or innocence.

    This case is being prosecuted by Assistant U.S. Attorney John Constance. It was investigated by IRS-Criminal Investigation and the Olathe, Kansas, Police Department, with assistance from the Missouri State Highway Patrol, the Platte County Sheriff’s Office and the police departments of Derby, KS, Belton, MO, Blue Springs, MO, Columbia, MO, Creve Coeur, MO, Edwardsville, KS, Fairview Heights, IL, Kansas City, MO, Kansas City, KS, Lawrence, KS, Leawood, KS, Lee’s Summit, MO, Lenexa, KS, Liberty, MO, Olathe, KS, Omaha, NE, Overland, Park, KS, Papillion, NE, Parkville, MO, Plainfield, IN, Plano, TX, Platte City, MO, Shawnee, KS, Springfield, MO, St. Joseph, MO, Terre Haute, IN, Topeka, KS, and West Des Moines, IA.

    MIL Security OSI –

  • MIL-OSI: TWFG Announces Fourth Quarter 2024 and Full Year Results

    Source: GlobeNewswire (MIL-OSI)

    – Total Revenues increased 30.8% for the quarter over the prior year period to $51.7 million –
    – Total Written Premium increased 20.0% for the quarter over the prior year period to $361.4 million –
    – Organic Revenue Growth Rate* of 20.5% for the quarter –
    – Diluted Earnings Per Share and Adjusted Diluted Earnings Per Share* of $0.11 and $0.19 for the quarter, respectively –
    – Adjusted EBITDA* increased 91.7% for the quarter over the prior year period to $13.8 million –

    THE WOODLANDS, Texas, March 19, 2025 (GLOBE NEWSWIRE) — TWFG, Inc. (“TWFG”, the “Company” or “we”) (NASDAQ: TWFG), a high-growth insurance distribution company, today announced results for the fourth quarter and the full year ended December 31, 2024.

    Fourth Quarter 2024 Highlights

    • Total revenues for the quarter increased 30.8% to $51.7 million, compared to $39.6 million in the prior year period
    • Net income for the quarter was $8.2 million, compared to $5.2 million in the prior year period
    • Commission income for the quarter increased 20.7% to $43.7 million, compared to $36.2 million in the prior year period
    • Contingent income for the quarter increased 371.4% to $5.0 million, compared to $1.1 million in the prior year period
    • Total Written Premium for the quarter increased 20.0% to $361.4 million, compared to $301.4 million in the prior year period
    • Organic Revenue Growth Rate* for the quarter was 20.5%
    • Adjusted Net Income* for the quarter increased 57.0% from the prior year period to $10.5 million, and Adjusted Net Income Margin* for the quarter was 20.3%
    • Adjusted EBITDA* for the quarter increased 91.7% over the prior year period to $13.8 million, and Adjusted EBITDA Margin* for the quarter was to 26.8% compared to 18.3% in the prior year period
    • Cash flow from operating activities for the quarter was $11.6 million, compared to $6.1 million in the prior year period
    • Adjusted Free Cash Flow* for the quarter was $5.7 million, compared to $6.0 million in the same prior year period

    Full Year 2024 Highlights

    • Total revenues for the year increased 18.4% to $203.8 million, compared to $172.0 million in the prior year period
    • Net income for the year was $28.6 million, compared to $26.1 million in the prior year period
    • Commission income for the year increased 15.4% to $183.2 million, compared to $158.7 million in the prior year period
    • Contingent income for the year increased 113.5% to $8.7 million, compared to $4.1 million in the prior year period
    • Total Written Premium for the year increased 18.3% to $1.5 billion, compared to $1.2 billion in the prior year period
    • Organic Revenue Growth Rate* for the year was 14.5%
    • Adjusted Net Income* for the year increased 9.8% from the prior year period to $33.0 million, and Adjusted Net Income Margin* for the year was 16.2%
    • Adjusted EBITDA* for the year increased 44.7% over the prior year period to $45.3 million, and Adjusted EBITDA Margin* for the year was 22.3% compared to 18.2% in the prior year period
    • Cash flow from operating activities for the year was $40.5 million, compared to $30.2 million in the prior year period
    • Adjusted Free Cash Flow* for the year was $28.2 million, compared to $19.7 million in the prior year period

    *Organic Revenue Growth Rate, Adjusted Net Income, Adjusted Net Income Margin, Adjusted EBITDA, Adjusted EBITDA Margin, Adjusted Free Cash Flow and Adjusted Diluted Earnings Per Share are non-GAAP measures. Reconciliations of Organic Revenue Growth Rate to total revenue growth rate, Adjusted Net Income and Adjusted EBITDA to net income, Adjusted Diluted Earnings Per Share to diluted earnings per share, and Adjusted Free Cash Flow to cash flow from operating activities, the most directly comparable financial measures presented in accordance with GAAP, are outlined in the reconciliation table accompanying this release.

    Gordy Bunch, Founder, Chairman, and CEO said “Our fourth quarter results demonstrate the continued success of our agents, carriers, employees, and business model with total revenues increasing by 30.8% over the prior year period and Adjusted EBITDA increasing by 91.7%. We generated 20.5% of organic growth and increased our Adjusted EBITDA Margin to 26.8%.

    In addition, our fourth quarter recruiting efforts continued to outpace our historical growth trends. Our continued expansion throughout the US was fueled by both recruitment of start-up agencies and strategic acquisitions in the following states Colorado, Connecticut, Idaho, Indiana, Missouri, Nevada, New Mexico, Oregon, South Carolina, South Dakota, Tennessee, Utah, Vermont, Washington and Wyoming.

    Finally, I want to remind our fellow stockholders that experienced agents typically take between two to three years to become productive. We do not expect the 100-plus new branches we launched in 2024 to have a significant impact on revenues this year or next, but over the long term we expect the agents onboarded in 2024 to contribute meaningfully to our longer-term organic growth.”

    Fourth Quarter 2024 Results

    For the fourth quarter of 2024, Total Written Premium was $361.4 million, a 20.0% increase compared to the same period in the prior year. Revenues were $51.7 million, an increase of 30.8% compared to the same period in the prior year. Organic Revenues, a non-GAAP measure that excludes contingent income, fee income, and other income, for the fourth quarter of 2024 were $43.6 million compared to $34.8 million in the same period in the prior year. Organic Revenue Growth Rate in the fourth quarter was 20.5%, driven by strong new business growth, moderating retention levels, rate increases and an uptick in new business growth with one of our MGA programs.

    Total commission expense for the fourth quarter of 2024 was $28.9 million, a 11.2% increase from $26.0 million in the same period in the prior year. Commission expenses increased primarily due to the growth in the business, partially offset by the conversion of nine branches to corporate branches, which transitioned our non-employee commission-based colleagues to employees. Upon conversion, these corporate branch employees received salaries, employee benefits, and bonuses for services rendered instead of commissions. Salaries and employee benefits for the fourth quarter of 2024 were $7.7 million, up 97.8% from $3.9 million in the same period in the prior year. Approximately $1.0 million of the increase was due to equity compensation expense, while $3.0 million of the increase was due to the branch conversions and 2023 corporate branch acquisitions, along with the growth in the business. Other administrative expenses for the fourth quarter of 2024 were $5.0 million, a 69.9% increase compared to the same period in the prior year. The increase was due to growth in the business, increase in corporate branches and the absorption of public company costs.

    For the fourth quarter of 2024, net income was $8.2 million, and net income margin was 15.8%, compared to net income of $5.2 million and net income margin of 13.2%, in the same period in the prior year. Adjusted Net Income for the fourth quarter of 2024 was $10.5 million, compared to $6.7 million in the same period in the prior year. Adjusted Net Income Margin for the fourth quarter was 20.3%, compared to 16.9% in the same period in the prior year.

    Adjusted EBITDA for the fourth quarter was $13.8 million, an increase of 91.7% over the same period in the prior year. Our Adjusted EBITDA Margin was 26.8% in the fourth quarter of 2024 compared to 18.3% in the same period in the prior year.

    Cash flow from operating activities for the fourth quarter was $11.6 million, compared to $6.1 million in the same period in the prior year.

    Adjusted Free Cash Flow for the fourth quarter of 2024 was $5.7 million, compared to $6.0 million in the same period in the prior year.

    Liquidity and Capital Resources

    As of December 31, 2024, the Company had cash and cash equivalents of $195.8 million. We had $50.0 million unused capacity on our revolving credit facility of $50.0 million as of December 31, 2024. The total outstanding term notes payable balance was $5.9 million as of December 31, 2024.

    2025 Outlook

    Our guidance for the full year 2025 is as follows:

    • Organic Revenue Growth rate* for the full year 2025 is expected to be in the range of 11% to 16%
    • Adjusted EBITDA Margin* for the full year 2025 is expected to be in the range of 19% to 21%
    • Total revenues are expected to be between $235 million and $250 million

    The Company is unable to provide a reconciliation to the most directly comparable GAAP measures without unreasonable efforts due to the inherent difficulty in forecasting the timing of items that have not yet occurred, as well as quantifying certain amounts that are necessary for such reconciliation.

    *For a definition of Organic Revenue Growth rate and Adjusted EBITDA Margin, see “Non-GAAP Financial Measures” below.

    2025 Acquisitions

    We began 2025 acquiring two new corporate locations in Ohio and Texas. The new locations are in line with our acquisition expectations for revenue and EBITDA. Our robust pipeline provides us many quality acquisition targets to achieve the remainder of our 2025 M&A goals. Our M&A models included beginning 2025 with acquiring $3 million of revenues and $0.7 million of EBITDA with an additional $20 million of revenue and $5 million of EBITDA being acquired with a mid-year convention.

    Conference Call Information

    TWFG will host a conference call and webcast tomorrow at 10:00 AM ET to discuss these results.

    To access the call by phone, participants should register at this link, where they will be provided with the dial in details. A live webcast of the conference call will also be available on TWFG’s investor relations website at investors.twfg.com. A webcast replay of the call will be available at investors.twfg.com for one year following the call.

    About TWFG

    TWFG (NASDAQ: TWFG) is a high-growth, independent distribution platform for personal and commercial insurance in the United States and represents hundreds of insurance carriers that underwrite personal lines and commercial lines risks. For more information, please visit twfg.com.

    Forward-Looking Statements

    This press release contains “forward-looking statements” within the meaning of the Private Securities Litigation Reform Act of 1995 that involve substantial risks and uncertainties. All statements, other than statements of historical fact included in this release, are forward-looking statements. Forward-looking statements give our current expectations relating to our financial condition, results of operations, plans, objectives, future performance, and business. You can identify forward-looking statements by the fact that they do not relate strictly to historical or current facts. In some cases, you can identify these statements by forward-looking words such as “may,” “might,” “will,” “should,” “expects,” “plans,” “anticipates,” “believes,” “estimates,” “outlook,” “predicts,” “potential” or “continue,” the negative of these terms and other comparable terminology. These forward-looking statements, which are subject to risks, uncertainties and assumptions about us, may include projections of our future financial performance, our anticipated growth strategies and anticipated trends in our business. These statements are only predictions based on our current expectations and projections about future events. There are important factors that could cause our actual results, level of activity, performance or achievements to differ materially from the results, level of activity, performance or achievements expressed or implied by the forward-looking statements, including those factors discussed under the captions entitled “Risk factors” and “Management’s Discussion and Analysis of Financial Condition and Results of Operations” in our prospectus (the “IPO Prospectus”) relating to our Registration Statement on Form S-1, as amended (Registration No. 333-280439), filed with the U.S. Securities and Exchange Commission pursuant to Rule 424(b) under the Securities Act of 1933, as amended, and in our other filings with the SEC. You should specifically consider the numerous risks outlined under “Risk factors” in the IPO Prospectus.

    Although we believe the expectations reflected in the forward-looking statements are reasonable, we cannot guarantee future results, level of activity, performance or achievements. Moreover, neither we nor any other person assumes responsibility for the accuracy and completeness of any of these forward-looking statements. We undertake no obligation to publicly update or revise any forward-looking statement, whether as a result of new information, future developments or otherwise, except as may be required by law.

    Non-GAAP Financial Measures and Key Performance Indicators

    Non-GAAP Financial Measures

    Organic Revenue, Organic Revenue Growth, Adjusted Net Income, Adjusted Net Income Margin, Adjusted Diluted Earnings Per Share, Adjusted EBITDA, Adjusted EBITDA Margin and Adjusted Free Cash Flow included in this release are not measures of financial performance in accordance with generally accepted accounting principles in the United States of America (“GAAP”) and should not be considered substitutes for GAAP measures, including revenues (for Organic Revenue and Organic Revenue Growth), net income (for Adjusted Net Income, Adjusted Net Income Margin, Adjusted EBITDA and Adjusted EBITDA Margin) diluted earnings per share (Adjusted Diluted Earnings Per Share), and cash flow from operating activities (for Adjusted Free Cash Flow) which we consider to be the most directly comparable GAAP measures. These non-GAAP financial measures have limitations as analytical tools, and when assessing our operating performance, you should not consider these non-GAAP financial measures in isolation or as substitutes for revenues, net income, operating cash flow or other consolidated financial statement data prepared in accordance with GAAP. Other companies may calculate any or all of these non-GAAP financial measures differently than we do, limiting their usefulness as comparative measures.

    Organic Revenue. Organic Revenue is total revenue (the most directly comparable GAAP measure) for the relevant period, excluding contingent income, fee income, other income and those revenues generated from acquired businesses with over $0.5 million in annualized revenue that have not reached the twelve-month owned milestone.

    Organic Revenue Growth. Organic Revenue Growth is the change in Organic Revenue period-to-period, with prior period results adjusted to include revenues that were excluded in the prior period because the relevant acquired businesses had not reached the twelve-month-owned milestone but have reached the twelve-month owned milestone in the current period. We believe Organic Revenue Growth is an appropriate measure of operating performance because it eliminates the impact of acquisitions, which affects the comparability of results from period to period.

    Adjusted Net Income. Adjusted Net Income is a supplemental measure of our performance and is defined as net income (the most directly comparable GAAP measure) before amortization, non-recurring or non-operating income and expenses, including equity-based compensation, adjusted to assume a single class of stock (Class A) and assuming noncontrolling interests do not exist. We believe Adjusted Net Income is a useful measure because it adjusts for the after-tax impact of significant one-time, non-recurring items and eliminates the impact of any transactions that do not directly affect what management considers to be our ongoing operating performance in the period. These adjustments generally eliminate the effects of certain items that may vary from company to company for reasons unrelated to overall operating performance.

    We are subject to U.S. federal income taxes, in addition to state, and local taxes, with respect to our allocable share of any net taxable income of TWFG Holding Company, LLC. Adjusted Net Income pre-IPO did not reflect adjustments for income taxes since TWFG Holding Company, LLC is a limited liability company and is classified as a partnership for U.S. federal income tax purposes. Post-IPO, the calculation incorporates the impact of federal and state statutory tax rates on 100% of our adjusted pre-tax income as if the Company owned 100% of TWFG Holding Company, LLC.

    Adjusted Net Income Margin. Adjusted Net Income Margin is Adjusted Net Income divided by total revenues. We believe that Adjusted Net Income Margin is a useful measurement of operating profitability for the same reasons we find Adjusted Net Income useful and also because it provides a period-to-period comparison of our after-tax operating performance.

    Adjusted Diluted Earnings Per Share. Adjusted Diluted Earnings Per Share is Adjusted Net Income divided by diluted shares outstanding after adjusting for the effect of (i) the exchange of 100% of the outstanding Class B common stock of the Company (the “Class B Common Stock”) and Class C common stock of the Company (the “Class C Common Stock”) (together with the related limited liability units in TWFG Holding Company, LLC (the “LLC Units”)) into shares of Class A common stock of the Company (“Class A Common Stock”) and (ii) the vesting of 100% of the unvested equity awards and exchange into shares of Class A Common Stock. This measure does not deduct earnings related to the noncontrolling interests in TWFG Holding Company, LLC for the period prior to July 19, 2024, when we did not own 100% of the business. The most directly comparable GAAP financial metric is diluted earnings per share. We believe Adjusted Diluted Earnings Per Share may be useful to an investor in evaluating our operating performance and efficiency because this measure is widely used by investors to measure a company’s operating performance without regard to items excluded from the calculation of such measure, which can vary substantially from company to company depending upon acquisition activity and capital structure. This measure also eliminates the impact of expenses that do not relate to core business performance, among other factors.

    Adjusted EBITDA. Adjusted EBITDA is a supplemental measure of our performance and is defined as EBITDA adjusted to reflect items such as equity-based compensation, interest income, other non-operating and certain nonrecurring items. EBITDA is defined as net income (the most directly comparable GAAP measure) before interest, income taxes, depreciation, and amortization. We believe that Adjusted EBITDA is an appropriate measure of operating performance because it adjusts for significant one-time, non-recurring items and eliminates the ongoing accounting effects of certain capital spending and acquisitions, such as depreciation and amortization, that do not directly affect what management considers to be our ongoing operating performance in the period. These adjustments eliminate the effects of certain items that may vary from company to company for reasons unrelated to overall operating performance. Our measure of Adjusted EBITDA is not necessarily comparable to other similarly titled captions of other companies due to potential inconsistencies in the methods of calculation.

    Adjusted EBITDA Margin. Adjusted EBITDA Margin is Adjusted EBITDA divided by total revenue. We believe that Adjusted EBITDA Margin is a useful measurement of operating profitability for the same reasons we find Adjusted EBITDA useful and also because it provides a period-to-period comparison of our operating performance.

    Adjusted Free Cash Flow. Adjusted Free Cash Flow is a supplemental measure of our performance. We define Adjusted Free Cash Flow as cash flow from operating activities (the most directly comparable GAAP measure) less cash payments for tax distributions, purchases of property, plant, and equipment and acquisition-related costs. We believe Adjusted Free Cash Flow is a useful measure of operating performance because it represents the cash flow from the business that is within our discretion to direct to activities including investments, debt repayment, and returning capital to stockholders.

    The reconciliation of the above non-GAAP measures to their most comparable GAAP financial measure is outlined in the reconciliation table accompanying this release.

    Key Performance Indicators

    Total Written Premium. Total Written Premium represents, for any reported period, the total amount of current premium (net of cancellation) placed with insurance carriers. We utilize Total Written Premium as a key performance indicator when planning, monitoring, and evaluating our performance. We believe Total Written Premium is a useful metric because it is the underlying driver of the majority of our revenue.

    Contacts
    Investor Contact:
    Gene Padgett, CAO for TWFG
    Email: gene.padgett@twfg.com

    PR Contact:
    Alex Bunch, CMO for TWFG
    Email: alex@twfg.com

    Consolidated Statements of Income (Unaudited)
    (Amounts in thousands, except share and per share data)

      Three Months Ended
    December 31,    		   Twelve Months Ended
    December 31,
      2024   2023   2024   2023
    Revenues              
    Commission income(1) $ 43,711   $ 36,228     $ 183,158   $ 158,679  
    Contingent income   5,005     1,062       8,722     4,085  
    Fee income(2)   2,751     1,968       10,562     8,311  
    Other income   276     313       1,318     968  
    Total revenues   51,743     39,571       203,760     172,043  
    Expenses              
    Commission expense   28,915     25,994       118,086     116,847  
    Salaries and employee benefits   7,663     3,874       29,064     13,970  
    Other administrative expenses(3)   4,978     2,930       16,665     10,973  
    Depreciation and amortization   3,054     1,522       12,020     4,862  
    Total operating expenses   44,610     34,320       175,835     146,652  
    Operating income   7,133     5,251       27,925     25,391  
    Interest expense   98     450       2,223     1,003  
    Interest income   2,174     421       4,376     891  
    Other non-operating income (expense), net   1     (7 )     9     (17 )
    Income before tax   9,210     5,215       30,087     25,262  
    Income tax expense   1,057     —       1,495     —  
    Net income from continuing operations   8,153     5,215       28,592     25,262  
    Net income from discontinued operation, net of tax   —     —       —     834  
    Net income   8,153     5,215       28,592     26,096  
    Less: net income attributable to noncontrolling interests   6,561     5,215       25,847     26,096  
    Net income attributable to TWFG, Inc. $ 1,592   $ —     $ 2,745   $ —  
                   
    Weighted average shares of common stock outstanding:              
    Basic   14,811,874         14,772,115    
    Diluted   15,056,430         14,982,409    
    Earnings per share:              
    Basic $ 0.11       $ 0.19    
    Diluted $ 0.11       $ 0.19    
     

    (1) Commission income – related party of $3,562 and $1,139 for the three months ended and $9,609 and $4,203 for the twelve months ended December 31, 2024 and 2023, respectively
    (2) Fee income – related party of $905 and $335 for the three months ended and $2,704 and $1,593 for the twelve months ended December 31, 2024 and 2023, respectively
    (3) Other administrative expenses – related party of $326 and $145 for the three months ended and $1,478 and $415 for the twelve months ended December 31, 2024 and 2023, respectively

    Consolidated Balance Sheets (Unaudited)
    (Amounts in thousands, except share/unit data)

      December 31, 2024   December 31, 2023
    Assets
    		      
    Current assets
    		      
    Cash and cash equivalents $ 195,772   $ 39,297
    Restricted cash   9,551     7,171
    Commissions receivable, net   27,067     19,082
    Accounts receivable   7,839     5,982
    Deferred offering costs   —     2,025
    Other current assets   1,619     1,551
    Total current assets   241,848     75,108
    Non-current assets
    		      
    Intangible assets, net   72,978     36,436
    Property and equipment, net   3,499     597
    Lease right-of-use assets, net   4,493     2,459
    Other non-current assets   610     837
    Total assets $ 323,428   $ 115,437
           
    Liabilities and Equity
    		      
    Current liabilities
    		      
    Commissions payable $ 13,848   $ 12,487
    Carrier liabilities   12,392     8,731
    Operating lease liabilities, current   1,013     882
    Short-term bank debt   1,912     2,437
    Deferred acquisition payable, current   601     5,369
    Other current liabilities   9,851     5,006
    Total current liabilities   39,617     34,912
    Non-current liabilities
    		      
    Operating lease liabilities, net of current portion   3,372     1,518
    Long-term bank debt   4,007     46,919
    Deferred acquisition payable, non-current   1,122     1,037
    Other non-current liabilities   24     —
    Total liabilities   48,142     84,386
    Commitment and contingencies      
    Stockholders’/Members’ Equity
    		      
    Members’ Equity (631,750 common units issued and outstanding at December 31, 2023)   —     632
    Class A common stock ($0.01 par value per share – 300,000,000 authorized, 14,811,874 shares issued and outstanding at December 31, 2024)   148     —
    Class B common stock ($0.00001 par value per share – 100,000,000 authorized, 7,277,651 shares issued and outstanding at December 31, 2024)   —     —
    Class C common stock ($0.00001 par value per share – 100,000,000 authorized, 33,893,810 shares issued and outstanding at December 31, 2024)   —     —
    Additional paid-in capital   58,365     25,114
    Retained earnings   15,288     4,805
    Accumulated other comprehensive income   83     500
    Total stockholders’ equity attributable to TWFG, Inc. /members’ equity   73,884     31,051
    Noncontrolling interests   201,402     —
    Total stockholders’/members’ equity   275,286     31,051
      Total liabilities and equity $ 323,428   $ 115,437
             
     

    Non-GAAP Financial Measures

    A reconciliation of Organic Revenue and Organic Revenue Growth Rate to Total Revenue and Total Revenue Growth Rate, the most directly comparable GAAP measures, is as follows (in thousands):

      Three Months Ended
    December 31,    		   Twelve Months Ended
    December 31,
        2024       2023       2024       2023  
    Total revenues $ 51,743     $ 39,571     $ 203,760     $ 172,043  
    Acquisition adjustments(1)   (105 )     (1,405 )     (3,687 )     (4,052 )
    Contingent income   (5,005 )     (1,062 )     (8,722 )     (4,085 )
    Fee income   (2,751 )     (1,968 )     (10,562 )     (8,311 )
    Other income   (276 )     (313 )     (1,318 )     (968 )
    Organic Revenue $ 43,606     $ 34,823     $ 179,471     $ 154,627  
    Organic Revenue Growth(2) $ 7,429     $ 2,527     $ 22,746     $ 15,514  
    Total Revenue Growth Rate(3)   30.8 %     7.3 %     18.4 %     11.8 %
    Organic Revenue Growth Rate(2)   20.5 %     7.8 %     14.5 %     11.2 %
                   
     

    (1) Represents revenues generated from the acquired businesses during the first 12 months following an acquisition.
    (2) Organic Revenue for the three months ended December 31, 2023 and 2022, and for the twelve months ended December 31, 2023 and 2022, used to calculate Organic Revenue Growth for the three months ended December 31, 2024 and 2023, and for the twelve months ended December 31, 2024 and 2023, was $36.2 million, $32.3 million, $156.7 million and $139.1 million, respectively, which is adjusted to reflect revenues from acquired businesses with over $0.5 million in annualized revenue that reached the twelve-month owned mark during the year ended December 31, 2024 and 2023, respectively. Organic Revenue Growth Rate represents the period-to-period change in Organic Revenue divided by the total adjusted Organic Revenue in the prior period.
    (3) Represents the period-to-period change in total revenues divided by the total revenues in the prior period.

    Applying the use of enhanced data consistently throughout the prior periods, revenue growth rate for the three months ended and twelve months ended December 31, 2023 compared to the same period in 2022 would have been 9.9% and 14.9%, respectively, and Organic Revenue Growth Rate for the three months ended and twelve months ended December 31, 2023 compared to the same period in 2022 would have been 10.7% and 14.5%, respectively.

    A reconciliation of Adjusted Net Income and Adjusted Net Income Margin to Net Income and Net Income Margin, the most directly comparable GAAP measures, for each of the periods indicated is as follows (in thousands):

    Revised Calculation Methodology Applied to Current Period
      Three Months Ended
    December 31,    		   Twelve Months Ended
    December 31,
        2024       2023       2024       2023  
    Total revenues $ 51,743     $ 39,571     $ 203,760     $ 172,043  
    Net income $ 8,153     $ 5,215     $ 28,592     $ 26,096  
    Income tax expense   1,057       —       1,495       —  
    Acquisition-related expenses   20       36       20       204  
    Restructuring and related expenses   —       —       —       17  
    Discontinued operation income   —       —       —       (834 )
    Equity-based compensation   1,207       —       2,219       —  
    Other non-recurring items(1)   257       —       (1,220 )     —  
    Amortization expense   2,950       1,451       11,721       4,594  
    Adjusted income before income taxes   13,644       6,702       42,827       30,077  
    Adjusted income tax expense(2)   (3,123 )     —       (9,802 )     —  
    Adjusted Net Income $ 10,521     $ 6,702     $ 33,025     $ 30,077  
    Net Income Margin   15.8 %     13.2 %     14.0 %     15.2 %
    Adjusted Net Income Margin   20.3 %     16.9 %     16.2 %     17.5 %
                   
     
    Legacy Calculation Methodology Applied to Current Period
      Three Months Ended
    December 31,    		   Twelve Months Ended
    December 31,
        2024       2023       2024       2023  
    Total revenues $ 51,743     $ 39,571     $ 203,760     $ 172,043  
    Net income $ 8,153     $ 5,215     $ 28,592     $ 26,096  
    Income tax expense   1,057       —       1,495       —  
    Acquisition-related expenses   20       36       20       204  
    Restructuring and related expenses   —       —       —       17  
    Discontinued operation income   —       —       —       (834 )
    Equity-based compensation   1,207       —       2,219       —  
    Other non-recurring items(1)   257       —       (1,220 )     —  
    Adjusted income before income taxes   10,694       5,251       31,106       25,483  
    Adjusted income tax expense(2)   (2,447 )     —       (7,119 )     —  
    Adjusted Net Income $ 8,247     $ 5,251     $ 23,987     $ 25,483  
    Net Income Margin   15.8 %     13.2 %     14.0 %     15.2 %
    Adjusted Net Income Margin   15.9 %     13.3 %     11.8 %     14.8 %
                   
     

    (1) Represents a one-time adjustment reducing commission expense, which resulted from the branch conversions. In January 2024, nine of our Branches converted to Corporate Branches. Upon conversion, agents of the newly converted Corporate Branches became employees and received salaries, employee benefits, and bonuses for services rendered instead of commissions. As a result, we released a portion of the unpaid commissions related to the converted branches that we no longer are required to settle.
    (2) Post-IPO, we are subject to United States federal income taxes, in addition to state, local, and foreign taxes, with respect to our allocable share of any net taxable income of TWFG Holding Company, LLC. For the three and twelve months ended December 31, 2024, the calculation of adjusted income tax expense is based on a federal statutory rate of 21% and a blended state income tax rate of 1.88% on 100% of our adjusted income before income taxes as if we owned 100% of the TWFG Holding Company, LLC.

    A reconciliation of Adjusted EBITDA and Adjusted EBITDA Margin to Net Income and Net Income Margin, the most directly comparable GAAP measures, for each of the periods indicated is as follows (in thousands):

      Three Months Ended
    December 31,    		   Twelve Months Ended
    December 31,
        2024       2023       2024       2023  
    Total revenues $ 51,743     $ 39,571     $ 203,760     $ 172,043  
    Net income $ 8,153     $ 5,215     $ 28,592     $ 26,096  
    Interest expense   98       450       2,223       1,003  
    Interest income(2)   2,174       421       4,376       891  
    Depreciation and amortization   3,054       1,522       12,020       4,862  
    Income tax expense   1,057       —       1,495       —  
    EBITDA   10,188       6,766       39,954       31,070  
    Acquisition-related expenses   20       36       20       204  
    Restructuring and related expenses   —       —       —       17  
    Equity-based compensation   1,207       —       2,219       —  
    Interest income(2)   2,174       421       4,376       891  
    Discontinued operation income   —       —       —       (834 )
    Other non-recurring items(1)   257       —       (1,220 )     —  
    Adjusted EBITDA $ 13,846     $ 7,223     $ 45,349     $ 31,348  
    Net Income Margin   15.8 %     13.2 %     14.0 %     15.2 %
    Adjusted EBITDA Margin   26.8 %     18.3 %     22.3 %     18.2 %
                   
     

    (1) Represents a one-time adjustment reducing commission expense, which resulted from the branch conversions. In January 2024, nine of our Branches converted to Corporate Branches. Upon conversion, agents of the newly converted Corporate Branches became employees and received salaries, employee benefits, and bonuses for services rendered instead of commissions. As a result, we released a portion of the unpaid commissions related to the converted branches that we no longer are required to settle.
    (2) Interest income reflects interest and other earnings on cash balances held by the Company. This income is included in Adjusted EBITDA as we view our total interest and investment income as an integral part of our business model and earnings stream until deployed. 

    A reconciliation of Adjusted Free Cash Flow to Cash Flow from Operating Activities, the most directly comparable GAAP measure, for each of the periods indicated is as follows (in thousands):

      Three Months Ended
    December 31,    		   Twelve Months Ended
    December 31,
        2024       2023       2024       2023  
    Cash Flow from Operating Activities $ 11,600     $ 6,051     $ 40,479     $ 30,154  
    Purchase of property and equipment   (2,921 )     (43 )     (3,201 )     (260 )
    Tax distribution to members(1)   (3,002 )     —       (9,106 )     (9,526 )
    Acquisition-related expenses   —       36       20       204  
    Net cash flow provided by operating activities from discontinued operation   —       —       —       (839 )
    Adjusted Free Cash Flow $ 5,677     $ 6,044     $ 28,192     $ 19,733  
                   
     

    (1) Tax distributions to members represents the amount distributed to the members of TWFG Holding Company, LLC in respect of their income tax liability related to the net income of TWFG Holding Company, LLC allocated to its members.

    A reconciliation of Adjusted Diluted Earnings Per Share to diluted earnings per share, the most directly comparable GAAP measure, is as follows:

      Three Months Ended
    December 31,    		   Twelve Months Ended
    December 31,
      2024   2024
    Earnings per share of common stock – diluted $ 0.11   $ 0.19
    Plus: Impact of all LLC Units exchanged for Class A Common Stock(1)   0.04     0.32
    Plus: Adjustments to Adjusted net income(2)   0.04     0.08
    Adjusted Diluted Earnings Per Share $ 0.19   $ 0.59
           
    Weighted average common stock outstanding – diluted   15,056,430     14,982,409
    Plus: Impact of all LLC Units exchanged for Class A Common Stock(1)   41,171,461     41,171,461
    Adjusted Diluted Earnings Per Share diluted share count   56,227,891     56,153,870
           
     

    (1) For comparability purposes, this calculation incorporates the net income that would be distributable if all shares of Class B Common Stock and Class C Common Stock, together with the related LLC Units, were exchanged for shares of Class A Common Stock. For the three months ended and twelve months ended December 31, 2024, this includes $6.6 million and $25.8 million of net income, respectively, on 56,227,891 and 56,153,870 weighted-average shares of common stock outstanding – diluted, for the three and twelve months ended December 31, 2024, respectively. For both the three months ended and twelve months ended December 31, 2024, 41,171,461 weighted average outstanding Class B Common Stock and Class C Common Stock were considered dilutive and included in the 56,227,891 and 56,153,870 weighted-average shares of common stock outstanding – diluted within diluted earnings per share calculation.

    (2) Adjustments to Adjusted Net Income are described in the footnotes of the reconciliation of Adjusted Net Income to Net Income in “Adjusted Net Income and Adjusted Net Income Margin”, which represent the difference between Net Income of $8.2 million and $28.6 million and Adjusted Net Income of $10.5 million and $33.0 million for the three and twelve months ended December 31, 2024, respectively. For the three and twelve months ended months ended December 31, 2024, Adjusted Diluted Earnings Per Share include adjustments of $2.3 million and $4.4 million to Adjusted Net Income, respectively, on 56,227,891 and 56,153,870 weighted-average shares of common stock outstanding – diluted for both periods presented, respectively.

    Key Performance Indicators

    The following presents the disaggregation of Total Written Premium by offerings, business mix and line of business (in thousands):

      Three Months Ended December 31,   Twelve Months Ended December 31,
        2024       2023       2024       2023  
      Amount   % of Total   Amount   % of Total   Amount   % of Total   Amount   % of Total
    Offerings:
    		                              
    Insurance Services                              
    Agency-in-a-Box $ 246,116   68 %   $ 237,678   79 %   $ 982,815   66 %   $ 998,938   80 %
    Corporate Branches   61,642   17       18,806   6       275,331   19       53,963   4  
    Total Insurance Services   307,758   85       256,484   85       1,258,146   85       1,052,901   84  
    TWFG MGA   53,602   15       44,961   15       218,214   15       195,194   16  
    Total written premium $ 361,360   100 %   $ 301,445   100 %   $ 1,476,360   100 %   $ 1,248,095   100 %
                                   
    Business Mix:
    		                              
    Insurance Services                              
    Renewal business $ 236,033   65 %   $ 203,338   67 %   $ 975,657   66 %   $ 827,112   66 %
    New business   71,725   20       53,146   18       282,489   19       225,789   18  
    Total Insurance Services   307,758   85       256,484   85       1,258,146   85       1,052,901   84  
    TWFG MGA                              
    Renewal business   37,741   10       37,797   13       163,105   11       165,348   13  
    New business   15,861   5       7,164   2       55,109   4       29,846   3  
    Total TWFG MGA   53,602   15       44,961   15       218,214   15       195,194   16  
      Total written premium $ 361,360   100 %   $ 301,445   100 %   $ 1,476,360   100 %   $ 1,248,095   100 %
                                   
    Written Premium Retention:
    		                              
    Insurance Services     92 %       92 %       93 %       95 %
    TWFG MGA     84         88         84         89  
    Consolidated     91         91         91         94  
                                   
    Line of Business:
    		                              
    Personal lines $ 292,750   81 %   $ 239,134   79 %   $ 1,197,122   81 %   $ 997,431   80 %
    Commercial lines   68,610   19       62,311   21       279,238   19       250,664   20  
    Total written premium $ 361,360   100 %   $ 301,445   100 %   $ 1,476,360   100 %   $ 1,248,095   100 %
                                     
     

    The MIL Network –

  • MIL-OSI Europe: ASIA/INDONESIA – A ‘common vision’ for humanity and peace: Interview with the Indonesian Ambassador to the Holy See on the 75th anniversary of diplomatic relations

    Source: Agenzia Fides – MIL OSI

    Agenzi Fides

    by Paolo AffatatoRome (Agenzia Fides) – “Pope Francis’ visit to Indonesia and the signing of the Istiqlal Declaration last September were a crowning achievement of diplomatic relations between Indonesia and the Holy See,” says Michael Trias Kuncahyono, Ambassador of the Republic of Indonesia to the Holy See, on the occasion of the 75th anniversary of the official establishment of diplomatic relations between Indonesia and the Holy See on March 13, 1950. Fides Agency asked him some questions- Ambassador, can you recall the historical and political context in which the establishment of diplomatic relations between the Holy See and Indonesia took place, 75 years ago?Indonesia had recently completed the journey to gain independence from the Dutch colonizers: Indonesia proclaimed itself independent in 1945. But at that time, however, there were still colonial pressures from European powers, in the specific case of the Dutch. It was then the first native Indonesian bishop, Monsignor Albertus Sugiyopranoto who called on the Vatican to recognize Indonesian independence. Not only because of the assertion of the independence of the State but also because many missionaries were still imprisoned by colonial forces. This fact could have been a good push to get Indonesia’s recognition.- Was the personality of Albertus Sugiyopranoto therefore decisive?A bishop since 1940, he also made an important contribution during the occupation by Japanese forces in 1942, who had arrested priests and nuns. Bishop Sugiyopranoto took a very clear position. When Dutch forces attacked the Indonesians in 1947, he made an impassioned radio address urging Catholics to defend the homeland. He was an advocate for the involvement of Catholics in the independence movement. Meanwhile, he made contact with the Holy See, which sent one of its delegates in December 1947 and initiated direct relations with President Sukarno. Then the Apostolic Delegate, in agreement with Indonesian Vice President Mohamed Atta, dialogued to establish formal relations. Thus on March 13, 1950, the Holy See began diplomatic relations with Indonesia with the status of Apostolic Internunciature, which later became Apostolic Nunciature on December 6, 1966.- What were the respective goals on the two sides in establishing such relations?We know that the Holy See’s diplomacy is different from all other diplomacies in the world. The Vatican ambassador, today the Apostolic Nuncio, is sent to a State not only with the role of an intermediary between states but also to keep in connection and relationship the Church of Rome with the local Church, in the country in which it is located. At that time in Indonesia there was a great growth of the Catholic community, a phenomenon that aroused interest in the Holy See. So there was a need to facilitate the pastoral work and the life of the local Church. There was a need to follow and deepen the apostolic work in Indonesia. The goal of the Holy See is always to take care of the Catholic Church, and the Delegate was the Pope’s representative in this process.Indonesia, for its part, wanted to establish diplomatic relations because, as a very young country, it needed to be recognized in the international community. The international recognition by the Holy See was of immense value: the Holy See was the first European entity to recognize the Indonesian State. This then led other European States to follow the example. It was a decisive step.- Was the Catholic Church then already established in Indonesia? In what forms and with what configuration?The Catholic religion in Indonesia was already a well-established community, mainly thanks to some missionaries and “spiritual fathers” of the community, such as the Jesuit Franciscus Van Lith, who had been very involved in the apostolate of education, opening schools in Java, a work that was highly appreciated by Indonesian society at the time. The first Indonesian Bishop Sugiyopranoto was one of Father Van Lith’s students. Further east in the Flores area, then, a Catholic presence was already established thanks to the Portuguese. Let us remember that Christianity had arrived as early as the 7th century, and then in the 16th century several missionaries from Portugal had landed in Indonesia including Francis Xavier, passing through the Moluccas on his way to China.In addition, the fact that Indonesia, at its birth in 1945, was founded on the “Pancasila” the charter of five principles, one of which was faith in God; and that it adopted the principle of “diverse but one”: this made the Holy See realize that there was fertile ground in which all religions had a chance to flourish.- Was the “unity in diversity” approach a crucial point?That principle was the catalyst in diplomatic relations. But others, such as equality and brotherhood, are also in harmony with Christian values. The founding fathers were quite far-sighted in considering that a nation so rich in different cultures, ethnicities and religions could only survive by staying true to the motto “unity in diversity.” Pope Pius XII already appreciated this and Pope Francis also reiterated it, saying that the model should be taken as an example, especially in countries where there is great pluralism and it is difficult to remain united: we are different but we are brothers.- In Indonesian history, in designing the architecture of the Republic, the choice was made not to build a mono-religious state…It was: the first of the five founding principles was “faith in one God,” then that phrase should have continued by saying “in the Islamic way.” There was a great debate about it, then it was decided to leave only “faith in one God.” Mohammad Atta, the vice president, who was a Muslim and came from Padang a strongly Islamic city, pointed it out clearly because, he said, “we have to remain united.” It was a forward-looking vision.- What common points do you see between Indonesia and the Holy See today in their respective political and cultural approaches?Politically, Indonesia and the Holy See find themselves in a policy that is always in favor of humanity. The Holy See does not work for the maintenance of temporal power but for the development of man, his dignity and rights. I think Indonesia also has the same approach, as the Pancasila and our Constitution say, promoting equality, freedom, democracy as well as peace. These are points that Indonesia and the Holy See have in common.- Is there a common vision also in the use of the instrument of diplomacy?In the instrument of diplomacy, the aspect we have in common can be seen in the founding principles, such as freedom from colonialism and the promotion of peace: we see this in scenarios such as the Middle East, Ukraine, Myanmar. The “diplomacy of hope,” mentioned by Pope Francis in his recent address to the Diplomatic Corps, we understood it as diplomacy that wants to improve the world in a harmonious and comprehensive way. Hope must start from trust, which is the basis of relations between states. Hope for peace in the various conflict scenarios is generated on the basis of trust between the interlocutors.- What did Pope Francis’ trip to Indonesia in 2024 mean?Pope Francis’ visit to Indonesia and the signing of the Istiqlal Declaration last September was a crowning achievement of diplomatic relations between Indonesia and the Holy See. Not all countries with which the Holy See has relations are visited by the pontiff. And three Popes have visited Indonesia – Pope St. Paul VI (1970), Pope St. John Paul II (1989) and Pope Francis (2024).The trip was not perceived as a trip reserved for the Catholic community, but was perceived as a visit to all Indonesians, who welcomed the Pope with great warmth. The Pope became a model of a leader to follow: he was easy-going, showed himself in a non-luxury car, was always very humble, and stopped to greet everyone. Indonesia showed its true face, a plural face, composed of people of different cultures and religions who welcomed the Pope warmly and enthusiastically. Today, at the time of his illness, so many write to me, not only Catholics but also Muslims, saying: let us pray for him.- What do you hope for the future?We want to strengthen more and more the relations between Indonesia and the Holy See: and, since there is no political and economic aspect, to do it through culture. We intend to make the pluralism of Indonesian culture and its peaceful face better known. The Holy See is, for us, also a gateway to the rest of the world. Another field of fruitful cooperation is that of interreligious dialogue, according to the vision of Pope Francis. These are the paths for future relations. (Agenzia Fides, 18/3/2025)
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    MIL OSI Europe News –

  • MIL-OSI Europe: Written question – Northern Adriatic as a strategic European interest: Commission security and financial support for Italian, Slovenian and Croatian ports – E-001036/2025

    Source: European Parliament

    Question for written answer  E-001036/2025
    to the Commission
    Rule 144
    Elena Donazzan (ECR), Carlo Fidanza (ECR), Nicola Procaccini (ECR), Carlo Ciccioli (ECR), Alessandro Ciriani (ECR), Giovanni Crosetto (ECR), Pietro Fiocchi (ECR), Daniele Polato (ECR), Mariateresa Vivaldini (ECR)

    Since the brutal attacks on merchant vessels in the Red Sea, navigation in the Suez Canal has been less secure. In the first five months of 2024, the average daily number of vessels transiting through the Mediterranean Sea was half that of the same period in 2023, as companies redirected vessels towards the Cape of Good Hope.

    Use of that African route lead to exponential growth of sea freight via the Mediterranean – from USD 2 000 to USD 7 000 per container – and an estimated 42 % increase in pollutant emissions per ship. The impact on the Italian ports of Ravenna, Trieste and Venice, the Slovenian port Koper and the Croatian port Rijeka is enormous.

    This state of affairs is damaging for the automotive, chemical, construction and energy supply chains on the Asia-Europe route.

    Taking into account the strategic importance of the Adriatic for Italy, Slovenia and Croatia and given that, should the dangerous conditions in the Suez Canal continue, transport for goods for Asia will be forcibly shifted from the Adriatic to the Atlantic Ocean, with a dramatic impact on European supply chains and jobs:

    • 1.How will the Commission protect the interests of the northern Adriatic ports and jobs there?
    • 2.What financial support measures could be taken to help the ports of Ravenna, Trieste, Venice, Koper and Rijeka to withstand the huge losses of economic activity to date?

    Submitted: 11.3.2025

    MIL OSI Europe News –

  • MIL-OSI Global: How Canadian small businesses can expand into Asian markets and reduce their dependence on the U.S.

    Source: The Conversation – Canada – By Michael Joseph Dominic Roberts, Associate Dean & Associate Professor, Faculty of Business and Communications Studies, Mount Royal University

    The recent escalation of trade tensions under United States President Donald Trump has significantly increased uncertainty for Canadian SMEs (small- and medium-sized enterprises), particularly in the high-value service sector.

    Examples of this sector include financial technology and investment services, aerospace and advanced manufacturing, and clean technology sectors focused on renewable energy and sustainable resource management.

    For decades, Canadian businesses have relied on a stable trade relationship with the U.S. But under Trump’s “America First” protectionist policies, that stability has crumbled.

    With tariffs, trade barriers and shifting political dynamics making North American markets increasingly unpredictable, many Canadian businesses are searching for ways to reduce their dependence on the U.S. and expand elsewhere.

    Expanding into Asia

    Asia has emerged as an attractive alternative for businesses due to its rapidly expanding middle class, growing investments in infrastructure and technology, and rising demand for specialized expertise.

    This trend is particularly evident in the energy sector. The Asia-Pacific region — though currently accounting for only eight per cent of the global market — is expected to grow significantly as countries expand energy infrastructure and seek advanced technologies to improve resource extraction for environmental sustainability.



    Read more:
    Trump’s tariff threat is a sign that Canada should be diversifying beyond the U.S.

    This presents promising growth opportunities for Canadian businesses in sectors like engineering consulting, technology, energy and environmental services, where they already have a competitive edge.

    However, entering Asian markets presents unique challenges, requiring businesses to rethink their strategies.

    Breaking into Asian markets

    Expanding into Asian markets is no easy task for SMEs. These businesses face substantial barriers, including significant differences in regulatory environments, business practices and customer expectations.

    For service-based businesses, the challenge is even greater. Unlike physical products, which can be easily displayed and tested, services are harder to quantify and prove to new clients. This makes it more difficult for SMEs to build credibility and demonstrate their value in unfamiliar markets.

    Our recent study explored how Canadian SMEs in the service sector can successfully overcome these barriers when entering Asian markets like China, India and South Korea.

    We brought together industry experts, government officials and senior executives from SMEs already operating successfully in Asia for a two-day workshop. We analyzed their firsthand experiences, challenges and recommendations to develop a clear and actionable framework called the 4P strategy (potential, proposition, presence and policy).

    These four steps offer SMEs a structured approach to understanding local conditions, differentiating offerings, establishing trusted partnerships and gaining government support.

    1. Potential: Understand the local market

    SMEs must understand Asian market regulations, business culture and market structures. Unlike North America’s relatively stable environment, Asian markets often feature rapidly evolving regulations and unpredictable policy changes.

    Businesses should balance these regulatory uncertainties against economic opportunities and be prepared to swiftly adapt when necessary. For example, policy changes in Asian markets, such as shifting foreign investment regulations or evolving environmental standards, can create uncertainty for SMEs operating abroad.

    Companies must remain agile to navigate regulatory shifts while leveraging the relative economic stability of the region.

    Patience and flexibility are also critical. In many Asian markets, business deals take longer to close due to hierarchical, relationship-driven decision-making. SMEs should anticipate these extended timelines and factor them into their planning.

    Our study found that deals that might be finalized quickly in North America can take years to develop in Asia, requiring firms to exercise patience before realizing significant profits. Successful market entry depends on a long-term approach and the ability to adapt to extended gestation periods.

    2. Proposition: Adapt services to fit local needs

    SMEs need to localize their offerings beyond language translation, adapting their branding, marketing and customer-engagement strategies to fit local contexts.

    A clearly defined and differentiated service offering is critical. Businesses must clearly define what sets them apart from local competitors and ensure their services address specific market needs.

    Pricing strategies should also align with local market expectations. Many Asian markets, especially in business-to-business services, are highly price-sensitive. SMEs must balance competitive pricing with value.

    In some cases, businesses may need to use performance-based pricing models — where clients pay based on results rather than a fixed fee — to remain competitive while protecting profit margins.

    3. Presence: Build a local network and partnerships

    A strong local presence is vital for success in Asia. SMEs should invest in trusted local partnerships or regional offices to build credibility, facilitate smoother operations and better understand local customer needs.

    Relationships play a central role in doing business in Asia. Unlike in North America, where successful transactions often lead to partnerships, in Asia, relationships must be built first.

    This relationship-first approach is deeply embedded in business culture, requiring firms to prioritize long-term engagement over immediate gains. Research has shown that trust-building is essential for long-term success in Asian markets, as strong relationships ultimately lead to transactions.

    Canadian SMEs entering these markets should be prepared to shift their approach, recognizing that sustained commitment and relationship-building are key to unlocking business opportunities.

    4. Policy: Take advantage of government support

    Many Canadian SMEs underestimate the extent of available government support and miss out on resources that reduce risks and make it easier to establish a foothold abroad.

    Our study found that SMEs expanding to Asia can access valuable support from government departments and trade commissioners at Canadian embassies. In energy services subsectors, government and non-governmental organizations can assist SMEs in forming partnerships with Asian firms.

    Additionally, agencies like Export Development Canada offer training, financial support and market-entry resources that many SMEs overlook. Taking advantage of these programs can help businesses navigate regulatory challenges and accelerate their international expansion.

    Government-backed programs also support research, development and technology adaptation to help businesses tailor their services to local markets. Our study found that making use of these resources reduces barriers, lowers entry risks and significantly enhances businesses’ likelihood of success in Asia.

    Seizing the opportunity

    Rather than merely serving as an alternative to the increasingly restrictive U.S. market, Asia presents significant growth opportunities for Canadian SMEs but demands strategic patience, adaptability and sustained commitment.

    However, success in Asia won’t come overnight. Unlike the relatively familiar North American market, expanding into Asia requires a patience, adaptability and a willingness to learn a different business culture.

    By adopting the 4P strategies, Canadian businesses can effectively navigate market-entry barriers and position themselves for success in an era of shifting global trade dynamics.

    Etayankara Muralidharan receives funding from Social Sciences and Humanities Research Council (SSHRC).

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

    – ref. How Canadian small businesses can expand into Asian markets and reduce their dependence on the U.S. – https://theconversation.com/how-canadian-small-businesses-can-expand-into-asian-markets-and-reduce-their-dependence-on-the-u-s-251991

    MIL OSI – Global Reports –

  • MIL-OSI USA: Luján Joins Bipartisan Push to Deliver Combat-Injured Veterans Full Military Benefits

    US Senate News:

    Source: United States Senator Ben Ray Luján (D-New Mexico)

    Major Richard Star Act would provide combat-injured veterans with full earned disability compensation and retirement pay

    Española, N.M. – U.S. Senator Ben Ray Luján (D-N.M.) joined Senate Veterans’ Affairs Committee Ranking Member Richard Blumenthal (D-CT), U.S. Senators Mike Crapo (R-ID), Elizabeth Warren (D-Mass.), and Rick Scott (R-FL) to introduce S. 1032, the Major Richard Star Act—bipartisan legislation to provide combat-injured veteran retirees their full benefits.

    Currently, only veterans with disability ratings above 50 percent and more than 20 years of service are eligible to receive the full amount of their Department of Defense (DOD) retirement and Department of Veterans Affairs (VA) disability payments—leaving behind more than 50,000 combat-injured military retirees. The Senators’ Major Richard Star Act will fix this unjust policy for retired combat veterans—providing them their full VA disability and DOD retirement payments.

    “The men and women who risked their lives for our country and were injured in combat deserve the full benefits they have earned. Too many veterans have been left behind, and it’s far past time we correct this grave injustice,” said Senator Luján. “That’s why I am proud to stand with my colleagues working to fix the unjust veterans’ disability system.”

    “This measure corrects one of the deepest injustices in our present veterans’ disability system,” said Senator Blumenthal. “It is unacceptable that tens of thousands of combat-injured veterans are denied the full military benefits they earned. Our bipartisan bill will right this longstanding injustice and finally provide these military retirees who have already sacrificed so much their full VA disability and Defense Department retirement payments.”

    “The Major Richard Star Act corrects a severe injustice for combat-wounded veterans,” said Senator Crapo. “The support for this correction is clear.  Though the namesake of our legislation is no longer with us, I continue to press for its passage on behalf of the more than 50,000 veterans, including hundreds in Idaho, who stand to benefit.”  

    “Our veterans put their lives on the line for this country and it’s time our government gives them the full benefits they’ve earned,” said Senator Warren. “The Major Richard Star Act will ensure the federal government keeps its promise to our veterans by allowing them to collect both disability and retirement benefits they earned, even if combat injuries forced them to retire early.”

    “I am a proud veteran and the son of a World War II veteran, and I have immense respect for anyone who puts on the uniform to defend our nation,” said Senator Scott. “Our veterans are American heroes who have made countless sacrifices. The Major Richard Star Act ensures our veterans receive the full benefits they’ve earned through their service and sacrifice protecting our nation regardless of length of service. This legislation makes a critical change to treat our veterans fairly and support our nation’s heroes. I urge my colleagues to support its quick passage.”

    This bipartisan legislation is named in honor of Major Richard A. Star, a decorated war veteran who was forced to medically retire due to his combat-related injuries. Major Star sadly lost his battle with cancer on February 13, 2021. The legislation has 43 bipartisan cosponsors.

    The House companion version of this bill was introduced by Congressmen Gus Bilirakis (R-FL) and Raul Ruiz (D-CA), with 185 bipartisan cosponsors.

    The Senators’ bipartisan effort to provide combat-injured veterans their due benefits is supported by the Air Force Sergeants Association (AFSA), Air & Space Forces Association (AFA), American GI Forum, The American Legion,American Military Society,American Veterans (AMVETS), Armed Forces Retiree Association, Army Aviation Association of America (AAAA), Association of Military Surgeons of the United States (AMSUS), Association of the United States Army (AUSA), Association of the United States Navy (AUSN), Blinded Veterans Association (BVA), Burn Pits 360, Chief Warrant Officers Association of the US Coast Guard (CWOA), Commissioned Officers Association of the U.S. Public Health Service, Inc. (COA), Disabled American Veterans (DAV), Enlisted Association of the National Guard of the United States, Fleet Reserve Association (FRA), Heroes Athletic Association, Gold Star Wives of America (GSW), Iraq and Afghanistan Veterans of America (IAVA), Jewish War Veterans of the United States of America (JWV), K9s for Warriors, Marine Corps League (MCL), Marine Corps Reserve Association (MCRA), Military Chaplains Association of the United States of America (MCA), Military Officers Association of America (MOAA), Military Order of the Purple Heart (MOPH), Mission Roll Call, National Defense Committee, National Military Family Association (NMFA), Naval Enlisted Reserve Association (NERA), Non-Commissioned Officers Association (NCOA), Operation First Response, Paralyzed Veterans of America (PVA),Quality of Life Foundation, Reserve Organization of America (ROA), Stronghold Freedom Foundation, Tragedy Assistance Program for Survivors (TAPS), The Retired Enlisted Association (TREA), The Independence Fund (TIF), United States Army Warrant Officers Association (USAWOA), USCG Chief Petty Officers Association (CPOA), VetsFirst/United Spinal Association, Vietnam Veterans of America (VVA), Wounded Paw Project, Wounded Warrior Project (WWP).

    MIL OSI USA News –

  • MIL-Evening Report: In 2000, Australia was defined by the Olympics, border politics and reconciliation. So what really has changed?

    Source: The Conversation (Au and NZ) – By Joshua Black, Visitor, School of History, Australian National University

    The world had its eyes on Sydney in 2000. A million people lined the harbour to ring in the new millennium (though some said it was actually the final year of the old one) on January 1.

    US television reporters called it “the biggest party in Australian history”. Bill Gates, chairman of Microsoft, whose corporation seemed to represent the coming age, was among those watching on.

    Sydney offered not only a world-leading party, but also a litmus test for the much-feared Y2K bug, which threatened to knock planes out of the sky and bring the global economy to a halt. Australia and New Zealand were said to be the “tripwire for the world’s computer systems”.

    It was fine in the end, although plenty of work had in fact been undertaken behind the scenes to make Australia’s systems more millennium-proof than they might have been.

    This was arguably the defining feature of Australia in the year 2000: a confident display for the world concealing a lot of angst and uncertainty. Australia was the “oldest continent on Earth”, the US broadcasters told their viewers, but it was “much more of an Asian nation”, and much closer to the rest of the world “thanks to technology”.

    Those confident claims would probably have surprised many Australians. Theirs was an old country trying to keep up with a new, interconnected world, and also a relatively young one trying to reconcile itself with the ancient cultures that its settler forebears had dispossessed.

    A curated Australia

    In September, the world’s sporting and political elite, followed by a train of journalists, arrived in Sydney for the 2000 Olympic Games. It had been years in the making, and every level of government was involved. There were no fewer than 47,000 volunteers.

    There was something for everyone in the well-curated opening ceremony. The event opened with the crack of a stockman’s whip and a fleet of flag-waving bushmen on horseback. There were highly sanitised displays of European arrival, pastoral settlement and a tribute to an armour-clad colonial Victorian bushranger that must have baffled those viewers watching from abroad who had not seen a Sidney Nolan painting before.

    Ancient stories and new cultural sensibilities were on display too. There were stylised performances of the Dreaming, striking First Nations dances and the distinctive sounds of the didgeridoo. A section entitled “Arrivals” recognised the importance of migration in the nation’s story.

    A young Aboriginal sprinter, Cathy Freeman, lit the cauldron in what became one of the iconic images of the year. The cauldron’s hydraulics unfortunately got stuck as it ascended, and the flame was mere seconds from snuffing out in what could have been a global embarrassment. But big ambitions incur big risks.

    This global performance of Australian-ness was arrestingly simple: that of a nation confident in its own diversity and capable of catering to everyone’s tastes.

    Even the musical selections seemed to reconcile the needs of the youth (with performances from a young Vanessa Amorosi and even younger Nikki Webster), and the more mature (represented by John Farnham and Olivia Newton-John).

    Australia’s athletes had their best ever showing with 58 medals, including Freeman’s own gold.

    Not quite comfortable, not quite relaxed

    The Olympics masked as much as they revealed.

    In 2000, many white Australians still weren’t sure if theirs was, or should be, a multicultural society.

    The reactionary Pauline Hanson was out of parliament for the time being, but her One Nation Party had won 7.5% of the vote in New South Wales in the March 1999 state election, and nearly 23% of the vote in Queensland the year before.

    Eight weeks before millennium day, Australians had roundly rejected two referendum proposals, one to become a republic, and for a Constitutional preamble that, among other things, recognised Indigenous Australians as “the nation’s first people”.

    But whether Hanson liked it or not, her lifetime had coincided with great demographic and social change.

    In 1976, roughly 1.8% of the population said they were born in Asia or the Middle East. In the 2001 census, 1.6% of the population were born in China or Vietnam alone, and many more were the descendants of migrants from these places.

    The Aboriginal and Torres Strait Islander population had more than doubled over the same period, while those identifying as Christian decreased from nearly 79% in 1976 to 56% in 2001.

    This increasingly diverse Australia claimed to be on a journey to “reconciliation”. That process had been sorely tested during the nasty debates about land rights and the Stolen Generations.

    Corroboree 2000, held on May 27 in Sydney, saw the Council for Aboriginal Reconciliation and the nation’s political leaders present their visions for the next phase of national healing. The leaders symbolically left their handprints on a “reconciliation canvas”.

    The following day, 250,000 Australians walked across the Sydney Harbour Bridge in a moving display of togetherness. John Howard, the prime minister, declined to participate.

    But his treasurer, Peter Costello, made a point of showing up for a similar event in Melbourne that December, leading Victorian Liberals and another 200,000 or so Australians.

    Their different approaches showed that the past was still a troubling present. Howard rebuffed suggestions of a treaty between Indigenous and settler Australians and maintained his refusal to apologise on behalf of the Commonwealth to the Stolen Generations, though all the states had done so by this time.

    The idea of such an apology was not as popular then as it seemed later on. The prime minister was sensitive to the fact that his was “an unpopular view with a lot of people”, but an opinion poll in The Australian newspaper showed a majority of voters were opposed to a national apology.

    Two survivors of the Stolen Generations, Peter Gunner and Lorna Cubillo, sued the Commonwealth for damages in 2000, giving their opponents the chance to challenge the legitimacy of their experiences. None of this looked like a nation that was as “comfortable and relaxed” as Howard had hoped it would be under his watch.

    Border politics

    Australian collective memory often gravitates toward 2001, the year of the Tampa affair and the September 11 terrorist attacks in New York.

    But Australia’s border was already highly politicised in 2000.

    In January, a boat arrived from Indonesia carrying 54 Christians fleeing religious conflict. They spent ten weeks at Port Hedland Immigration Detention facility, from which 39 went back to Indonesia and only 15 moved on to Adelaide to build new lives.

    Port Hedland and other detention centres made the news for all the wrong reasons. There were riots, hunger strikes and multiple breakouts. Authorities responded with upgraded security perimeters, character checks, and strip searches without warrants.

    Frustrated refugees set fire to South Australia’s Woomera facility, which former prime minister Malcolm Fraser publicly condemned as a “hell-hole”.

    In an end-of-year reflection for The Age newspaper, Gary Tippet said there had been a “touch of mean-spiritedness” about the handling of it all. Chris Wallace rightly suggests 2000 was a crucial moment in the “march towards an absolute offshore, extraterritorial approach” to refugees in Australia.

    In the intervening quarter-century, Australian officials have made mean-spiritedness an art form at the border and on the seas.

    First-rate democracy, third-rate economy

    Compared to the many legal challenges that came out of the US presidential contest in November 2000, Australia’s elections looked pretty smooth and sensible. The US seemed to have a backward democracy grafted onto its world-leading, information-age economy.

    Australia looked the opposite: a first-rate democracy with what looked increasingly like a “branch-office economy”.

    Reformers had tried for 20 years to make Australia efficient and competitive, but as one editorial in The Australian Financial Review explained, the country still suffered from its “old economy image”.

    The tech boom would soon become the tech wreck.
    Robert Cianflone/Getty Images

    Certainly, Australia still sold its minerals and farm products to the world in exchange for quality cars and cutting-edge computers.

    With global capitalists still enthralled by the global tech boom (though it was soon to become the “tech wreck”), they had little need for the Aussie dollar.

    The currency’s value declined through the year to just 50 US cents, and it would fall further in the following months. On its own, this mattered little, but a quarter of negative growth at the end of the year meant, as Paul Kelly later wrote, an “election-year recession” seemed a “real threat”.

    In the meantime, the much-debated Goods and Services Tax took effect around midnight on June 30 (a few hours later for businesses trading through the night).

    The 10% consumption tax was a big deal. Costello said in his memoir the “prices of three billion products were to change all at the same time”.

    The measure was politically brave, but soon became unpopular, helping raise petrol prices and alienate small business owners.

    The punters were pretty confident the Howard government was heading for defeat in 2001. They were wrong.

    Between the old and new

    The pace of social change accelerated from 2000.

    In the 2021 census, 2.6% of the population said they were born in India, and a further 3.2% in China and Vietnam. Aboriginal and Torres Strait Islander Australians had more than doubled over two decades, such that they made up 3.2% of the total population in 2021.

    People increasingly related to their economy differently, too. Half of the workforce had been unionised in the 1980s, but coverage fell to roughly a quarter in 2000 and just 12.5% in 2022.

    These and other changes make our politics look different from that of 25 years ago. Nailbiter elections are now more common than thumping majorities and attitudes toward the once-feared “minority government” have softened.

    For all that, many of the challenges of 2000 are still with us.

    Many Australians are less tolerant of overt racism than they once were, but the 2023 Voice referendum and our offshore detention regime remind us that race still matters in this country.

    Kevin Rudd apologised to the Stolen Generations in 2008, but Treaty and Truth-Telling are left unresolved.

    And for all our talk about human capital and the digital economy, resources make up a much higher share of our total export mix today than in 2000.

    A quarter-century on, Australia is still caught between the old and the new.

    Dr Joshua Black is a Postdoctoral Research Fellow at The Australia Institute.

    – ref. In 2000, Australia was defined by the Olympics, border politics and reconciliation. So what really has changed? – https://theconversation.com/in-2000-australia-was-defined-by-the-olympics-border-politics-and-reconciliation-so-what-really-has-changed-250791

    MIL OSI Analysis – EveningReport.nz –

  • MIL-OSI Africa: Cooperation between SA and Japan to continue 

    Source: South Africa News Agency

    South Africa and Japan continue to enjoy well-established diplomatic relations, which are particularly strong in the fields of trade and investment, science and technology and education, skills transfer and capacity building through development assistance. 

    This is according to Deputy President Paul Mashatile, who was speaking during an interview with the Foreign Correspondence Club of Japan as part of a working visit to the East Asian nation. 

    Full diplomatic relations with Japan were established in 1992, while in 2010, relations between the two countries were upgraded to a Strategic Cooperation Partnership. 

    This year marks 115 years of relations between the two nations. 

    READ | South Africa strengthens ties with Japan  

    Mashatile told the attendees that South Africa and Japan cooperate within the framework of the Partnership Forum held at a ministerial level, which covers the entire spectrum of sectoral cooperation. 

    The 13th Partnership Forum was held in 2022 in Tokyo and South Africa is expected to host the next session. 

    “Over the years, we have witnessed enhanced cooperation to foster closer relations through high-level engagements between our two countries. Japan is one of South Africa’s major economic partners with a sizeable investment in the South African economy, and the potential for increased investment exists,“ Mashatile said. 

    He stated that Japan is the fourth largest economy in the world and total bilateral trade between the two countries in 2024 was at R132 billion, with South Africa recording a trade surplus of R52 billion. 

    Development cooperation between South Africa and Japan involves technical assistance, research partnerships, financial loans, supplementary budget support through international organisations, and grassroots projects in collaboration with the Japan International Cooperation Agency (JICA). 

    In terms of multilateral cooperation, the Deputy President said Japan cooperates with Africa on the promotion of Africa’s developmental agenda, in line with Agenda 2063, through the Tokyo International Conference on African Development (TICAD) framework. 

    In addition, he said the two countries cooperate in the Group of 20 (G20) framework to strengthen efforts towards advancing international economic cooperation for the achievement of sustainable development. 

    The Deputy President reiterated the South African government’s key objectives, which include reducing poverty and the cost of living, driving economic growth and job creation, and building a capable and ethical State. 

    “We are committed to making sure that our country prospers, not only for us to attract investments, but also to ensure that South Africans, have an improved quality of life.” 

    Meanwhile, the Deputy President said South Africa continues to pursue strong bilateral relations with the United States, despite the recent withdrawal of South Africa’s ambassador to the United States of America (USA). 

    “Acknowledging the recent withdrawal of our Ambassador from the USA, as a country we maintain the position that South Africa should maintain strong bilateral relations with the USA. As a country, we are committed to improving mutually beneficial trade, political, and diplomatic relations with the USA,” the Deputy President said on Wednesday. 

    At the weekend, the Presidency stated that it remains committed to building a relationship with the USA, despite the “regrettable“ expulsion of the Ambassador. 

    Additionally, the Deputy President expressed gratitude to all Ministers, Deputy Ministers, senior government officials, the South African embassy, and all counterparts for contributing to the success of his brief visit. 

    In the past three days, the team has met with Prime Minister Shigeru Ishiba, Chief Cabinet Secretary, members of business, academia, research and numerous other stakeholders. 

    The Deputy President’s visit which began on Sunday, will conclude on Wednesday, 19 March. –SAnews.gov.za 

    MIL OSI Africa –

  • MIL-OSI Security: Salt River Man Convicted of Murder and Conspiracy

    Source: Federal Bureau of Investigation (FBI) State Crime News

    PHOENIX, Ariz. – On Wednesday, March 12, 2025, a jury found Clifton Nez Hamalowa, 47, of the Salt River Pima-Maricopa Indian Community, guilty of First-Degree Murder, Conspiracy to Commit Assault Resulting in Serious Bodily Injury, Assault with a Dangerous Weapon, Assault Resulting in Serious Bodily Injury, and Discharging a Firearm During, In Relation to, and in Furtherance of a Crime of Violence. The guilty verdict followed a seven-day jury trial before United States District Court Judge John J. Tuchi.

    During trial, evidence showed that Hamalowa became angry with the victim one evening and then shot the victim in the head multiple times the following morning, August 29, 2020. Hamalowa dumped the victim’s body in a remote area of the Salt River Pima-Maricopa Indian Reservation. Meanwhile, Hamalowa’s brother disposed of the victim’s car in Parker, Arizona, and Hamalowa’s sister made her daughter clean the victim’s blood from the crime scene on the Gila River Indian Reservation. Over the next two weeks, Hamalowa and his sister also intimidated witnesses into silence. Eventually, a witness was able to contact the Gila River Police Department so that officers could rescue the victim’s minor child who was still in the victim’s home.

    Hamalowa’s brother, Thomas Leon Hamalowa, pleaded guilty to Accessory-After-the-Fact to Murder and was sentenced to 108 months in prison on October 23, 2023. Hamalowa’s sister, Devonne Beth Hamalowa, pleaded guilty to Accessory-After-the-Fact to Murder and was sentenced to 84 months in prison on April 1, 2024.

    The Federal Bureau of Investigation and Gila River Police Department jointly investigated the case. Assistant U.S. Attorneys Jennifer E. LaGrange and Travis L. Wheeler, District of Arizona, Phoenix, handled the prosecution.
     

    CASE NUMBER:           CR-22-00751-PHX-JJT
    RELEASE NUMBER:    2025-037_Hamalowa

    # # #

    For more information on the U.S. Attorney’s Office, District of Arizona, visit http://www.justice.gov/usao/az/
    Follow the U.S. Attorney’s Office, District of Arizona, on X @USAO_AZ for the latest news.

    MIL Security OSI –

  • MIL-OSI: SolMicroGrid Completes its Latest Microgrid Project with Chick-fil-A in California

    Source: GlobeNewswire (MIL-OSI)

    NEW YORK and OCEANSIDE, Calif., March 19, 2025 (GLOBE NEWSWIRE) — SolMicroGrid, a leading national microgrid company, announced the completion of a microgrid project at a Chick-fil-A® Quarry Creek in Oceanside, California.

    SolMicroGrid typically leverages a combination of solar, on-site battery energy storage, and generators to enable reliable and continuous power to its clients. The project at this Chick-fil-A restaurant includes an 81 kWh battery energy storage system and has a 112 kW solar array consisting of canopy and ground-mounted modules. The project’s components are all controlled by a sophisticated energy management system which optimizes the performance and maximizes the synergies between the technologies. Due to the location’s unique, sloped terrain, SolMicroGrid approached the ground-mount installation with a technique specifically designed for rocky slopes – utilizing ground screws instead of standard concrete-poured footings.

    Among other benefits, microgrid projects strategically deploy distributed energy resources to lower energy bills. The Oceanside project is expected to deliver about one-third of the restaurant’s annual energy needs at a 10% discount to grid power.

    “The combination of solar and battery storage that we provided Chick-fil-A will help reduce energy costs while also achieving sustainability goals,” said Kirk Edelman, CEO of SolMicroGrid. “We’re grateful for the opportunity to provide Chick-fil-A with renewable energy at a discount.”

    SolMicroGrid and Chick-fil-A’s latest achievement comes after successful microgrid deployments at local owner-operated locations at Chick-fil-A Mendocino Avenue in Santa Rosa, CA and Chick-fil-A March Lane at I-5 in Stockton, CA.

    “Chick-fil-A’s investment in piloting solar-powered microgrids, in partnership with SolMicroGrid, demonstrates our commitment to environmental stewardship,” said Peden Young, a principal program lead on the sustainability team at Chick-fil-A, Inc. “Harnessing renewable energy onsite at our restaurants reduces our environmental footprint, while also reflecting Chick-fil-A’s dedication to pursuing what’s next and caring for our planet.”

    SolMicroGrid requires no upfront costs and provides quick-service restaurants, large franchises, grocery stores, and other building operators with customizable microgrid components that reduce energy costs and improve efficiency.

    About SolMicroGrid
    SolMicroGrid is a differentiated developer and operator of solar-enabled microgrid systems, offering energy resiliency and efficiency to commercial and industrial customers. The company’s service solution reduces operating expenses without the need for customer capital investment. SolMicroGrid is a portfolio company of Morgan Stanley Energy Partners.

    Media Contact
    SMG@fischtankpr.com
    FischTank PR

    About Chick-fil-A, Inc.
    Chick-fil-A, Inc. is the third largest quick-service restaurant company in the United States, known for its freshly prepared food, signature hospitality and unique franchise model. More than 200,000 Team Members are employed by local Owner-Operators in more than 3,000 restaurants across the United States, Canada and Puerto Rico.

    Chick-fil-A opened its first restaurant in the UK in early 2025 with the goal of launching five locations across the UK within the next two years. The first Singapore restaurant is set to open in late 2025, marking the brand’s entry into Asia.

    Chick-fil-A local Owner-Operators live and work in the communities their restaurants serve, each supporting local efforts to address hunger, education, and making a positive impact. The family-owned and privately held company was founded in 1967 by S. Truett Cathy. More information on Chick-fil-A is available at  www.chick-fil-a.com  and @ChickfilANews

    Photos accompanying this announcement are available at:

    https://www.globenewswire.com/NewsRoom/AttachmentNg/cc681a01-c073-46e5-8aa9-e87d8a02e206
    https://www.globenewswire.com/NewsRoom/AttachmentNg/df7428b3-163b-406f-a928-9a04034d8421
    https://www.globenewswire.com/NewsRoom/AttachmentNg/0569f111-cf92-4735-8a7b-29b4050268bd

    The MIL Network –