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Category: Business

  • MIL-OSI Global: When Canadian snowbirds don’t flock south, the costs are more than financial

    Source: The Conversation – Canada – By Valorie A. Crooks, Professor, Department of Geography, Simon Fraser University

    Every winter, hundreds of thousands of older Canadians spend the winter in the United States. But in recent weeks, we’ve seen many Canadian snowbirds shifting their attention to other matters.

    First, stories started to emerge from those who said they would no longer participate in this seasonal migration because of political events in the U.S. Another related concern was the weakened Canadian dollar. This trend has prompted some to consider selling their winter properties in the U.S.

    More recently, attention has shifted to the potential for changed border rules to lessen snowbirds’ access to the U.S. for long stays. Snowbirds are concerned about administrative and procedural requirements that may ultimately make cross-border travel less convenient.

    During the COVID-19 pandemic, some Canadian snowbirds experienced challenges crossing into the U.S. for the winter or returning to Canada. Closures of borders to non-essential travel did not dissuade some from planning to winter in the U.S.

    Drawing on research in snowbird communities, we found out that affordability and ease of movement are two important enablers of long-stay seasonal travel.

    Because of this, it’s not surprising that we’re hearing from snowbirds again in light of recent developments.

    CBC News reports on Québec snowbirds reaction to the Donald Trump administration’s new measures for travellers to the U.S.

    Economic and political disruptions

    While COVID-era travel disruptions didn’t stop some snowbirds from going south for the winter, the current economic and political disruptions are another story. Florida is a popular destination for Canadian snowbirds. In fact, a 2023 survey named eight of the 10 best American destination communities as being in Florida.

    If Canadian snowbirds are talking about cancelling travel plans and selling properties, people in Florida should be paying attention.

    Instead, in early March, Florida Gov. Ron DeSantis downplayed what it would mean for Canadians to avoid travel to the state. Citing a recent tourism industry report, he noted that only 3.3 million of the 142.9 million visitors to Florida in 2024 were from Canada.

    DeSantis went on to say “that’s not much of a boycott, in my book.” But 91.5 per cent of Florida’s annual visitors were from the U.S. This means that the 2.3 per cent of visitors who were Canadian were actually a substantial portion of the states’s international visitors.

    DeSantis’s recent comments were also not in line with concerns raised during the COVID-19 pandemic that signalled substantial negative economic impacts for the state if Canadian snowbirds did not arrive for the winter.

    Community members

    Aside from these economic impacts, something we’ve learned through our years of research with Canadians who winter in the U.S. is that many become vital members of destination communities. From participating in public health outreach programs to volunteering at local hospitals, our research has shown that many embrace opportunities to be active in the places they reside for the winter.

    Any drop in the numbers of seasonal travellers going to U.S. destinations will have social costs for communities beyond the quantifiable economic losses.

    Many popular U.S. destination communities for snowbirds have health systems that are designed to expand and retract with dramatically different seasonal populations. Our research has observed this most closely in Yuma, Ariz., where entire areas of the main local hospital are closed in the summer and staffed seasonally in the winter.

    Additionally, some of the seasonal nursing staff who arrive for the winter are from Canada. Any retreat from these destinations by Canadian snowbirds may have significant implications for health systems and allied sectors. This can ultimately impact the quality of care they can provide to a more limited local patient base.

    Intangible impacts

    While the economic impacts of the seeming loss of long-stay older Canadians in these communities are important to consider, there will be other — less measurable but no less important — impacts. Just as the long friendship between the U.S. and Canada is now being tested, blended snowbird communities of older North Americans are at risk of diminishing.

    Business owners in U.S. destinations spoke up about losses when fewer Canadian snowbirds went south during the COVID-19 pandemic. Some Canadian business sectors and communities discovered opportunities emerging from these shifts in consumer’ movements.

    As snowbirds debate whether to navigate new border complexities and return to the U.S. next winter, we must be attentive to the stories behind the numbers to understand the true impacts of their decisions. And as comments made by DeSantis and other politicians have made clear, Canadian snowbirds are now faced with new economic and emotional considerations.

    Valorie A. receives funding from the Canadian Institutes of Health Research, Social Science and Humanities Research Council of Canada, BC Women’s Health Research Institute and MITACS.

    Jeremy Snyder receives funding from the Social Sciences and Humanities Research Council of Canada and the Canadian Institutes of Health Research.

    – ref. When Canadian snowbirds don’t flock south, the costs are more than financial – https://theconversation.com/when-canadian-snowbirds-dont-flock-south-the-costs-are-more-than-financial-252125

    MIL OSI – Global Reports –

  • MIL-OSI Global: More than just an animal: Losing a pet deserves more attention and compassion

    Source: The Conversation – Canada – By Renata Roma, Postdoctoral fellow, Center of Behavioural Sciences and Justice Studies/Pawsitive Connections Lab, University of Saskatchewan

    Losing a pet can be an isolating experience and perceptions of judgment may exacerbate the pain of loss. (Shutterstock)

    When my dog passed away four years ago, coping with the loss was challenging. I know I am not alone. People turn to their pets when they need comfort and a non-judgmental presence. However, pets have a short life span, and losing a companion animal is a common experience.

    Research shows that losing a pet can be as devastating as losing a family member, yet the grief over a companion animal is often overlooked in society. As a result, losing a pet can be an isolating experience.

    Perceptions of judgment may exacerbate the pain of loss, affect mental health and lead to social isolation. Some may think: “It’s just an animal.” However, words like these dismiss the pain and make an already difficult experience even lonelier.

    As a researcher who has studied the human-animal bond for more than a decade, and as someone who has shared her life with pets, I understand that while having a pet is deeply fulfilling, the grieving process can be profoundly difficult.

    Having support makes a huge difference in these moments. Rituals, comforting words, the space to talk about what happened, and primarily, validation — these things help us process loss. But the reality is that when someone loses a pet, finding that support is harder.

    Offering non-judgmental support and developing inclusive strategies, such as pet bereavement leave, can be valuable initiatives to help. Raising awareness of ways to provide effective and compassionate support to those grieving a pet can help us challenge the idea that the loss of a companion animal is less significant than losing a beloved human.

    People turn to their pets when they need comfort and a non-judgmental presence. However, pets have a short life span, and losing a companion animal is a common experience.
    (Shutterstock)

    Navigating pet loss

    Several studies show that living with a pet can have a positive impact on people’s physical, psychological and social health. These bonds run deep, and 95 per cent of Canadians consider their companion animals family.

    The journey through pet loss is unique for each individual, but it usually involves complex feelings like relief and guilt, besides physical and intellectual symptoms like aches, headache and rumination.

    One of the most important barriers to finding support is the lack of social recognition and validation regarding pet grief. People often feel judged when they express their feelings of grief over a pet. These perceptions of judgment exacerbate the pain and increase social isolation. This, in turn, can increase the risk of mental health issues, particularly among those with a history of childhood trauma.

    Factors shaping pet grief

    Several factors can shape how people grieve, including the way people lose their pets. Even when a pet dies by natural causes or old age, people may experience intense feelings of loss. Situations involving euthanasia can lead to uncertainty regarding the best moment to do it and self-blame. When a pet dies, people may feel guilty and left with a feeling that they failed to care for the pet.

    Attachment styles also play a role. This refers to the type of bond between people and their pets and the feelings involved in this relationship. For instance, perceiving pets as good friends leads to less intense grief than seeing them as children. If the person lived alone and the pet was their only company, it may be more challenging, too.

    At the same time, having social support provides a sense of belonging. Those who have room to voice their feelings and share their pain tend to navigate the stages of grief better. A more compassionate and pet-inclusive approach can be valuable in the pet grief journey. This type of support can help to prevent depression, stress and social isolation.

    One of the most important barriers to finding support is the lack of social recognition and validation regarding pet grief.
    (Shutterstock)

    Support in workplaces

    Regardless of differences in pet attachment and how a person lost their pet, initiatives to increase social support during these difficult experiences can have a significant impact on people’s ability to cope.

    Take workplaces, for instance. People are often expected to show up and function as if nothing happened, carrying their grief in silence. However, some companies have adjusted their policies to a more pet-inclusive approach, and the result is promising.

    Companies that offer more pet-inclusive policies, including pet bereavement leave, can help reduce employee stress while also increasing job satisfaction, building a sense of connectedness and leading to higher retention rates.

    Considering that among younger people, there is a preference for pets over kids, this type of policy can not only offers a concrete demonstration of empathy but could also attract some employees and increase productivity. By providing the necessary time to heal, the company can have more loyal and productive employees.

    As pets increasingly become integral to our emotional lives, acknowledging the relevance of this relationship is fundamental. This includes providing support for people facing the difficult experience of losing a pet after a life of sharing daily moments with them.

    Each person’s grief is personal and should be respected, without comparison or judgment. We cannot take away each other’s grief but we can stand beside one another in it. That, in itself, makes all the difference.

    Validation and emotional support from family and friends and pet-inclusive policies such as pet bereavement leave can also make a real difference. They send a powerful message: We care about your pain. You are not alone.

    Renata Roma 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. More than just an animal: Losing a pet deserves more attention and compassion – https://theconversation.com/more-than-just-an-animal-losing-a-pet-deserves-more-attention-and-compassion-251889

    MIL OSI – Global Reports –

  • MIL-OSI Global: Trump’s push for AI deregulation could put financial markets at risk

    Source: The Conversation – Canada – By Sana Ramzan, Assistant Professor in Business, University Canada West

    As Canada moves toward stronger AI regulation with the proposed Artificial Intelligence and Data Act (AIDA), its southern neighbour appears to be taking the opposite approach.

    AIDA, part of Bill C-27, aims to establish a regulatory framework to improve AI transparency, accountability and oversight in Canada, although some experts have argued it doesn’t go far enough.

    Meanwhile, United States President Donald Trump’s is pushing for AI deregulation. In January, Trump signed an executive order aimed at eliminating any perceived regulatory barriers to “American AI innovation.” The executive order replaced former president Joe Biden’s prior executive order on AI.



    Read more:
    How the US threw out any concerns about AI safety within days of Donald Trump coming to office

    Notably, the U.S. was also one of two countries — along with the U.K. — that didn’t sign a global declaration in February to ensure AI is “open, inclusive, transparent, ethical, safe, secure and trustworthy.”

    Eliminating AI safeguards leaves financial institutions vulnerable. This vulnerability can increase uncertainty and, in a worst-case scenario, increase the risk of systemic collapse.



    Read more:
    The Paris summit marks a tipping point on AI’s safety and sustainability

    The power of AI in financial markets

    AI’s potential in financial markets is undeniable. It can improve operational efficiency, perform real-time risk assessments, generate higher income and forecast predictive economic change.

    My research has found that AI-driven machine learning models not only outperform conventional approaches in identifying financial statement fraud, but also in detecting abnormalities quickly and effectively. In other words, AI can catch signs of financial mismanagement before they spiral into a disaster.

    In another study, my co-researcher and I found that AI models like artificial neural networks and classification and regression trees can predict financial distress with remarkable accuracy.

    Artificial neural networks are brain-inspired algorithms. Similar to how our brain sends messages through neurons to perform actions, these neural networks process information through layers of interconnected “artificial neurons,” learning patterns from data to make predictions.

    Similarly, classification and regression trees are decision-making models that divide data into branches based on important features to identify outcomes.

    Our artificial neural networks models predicted financial distress among Toronto Stock Exchange-listed companies with a staggering 98 per cent accuracy. This suggests suggests AI’s immense potential in providing early warning signals that could help avert financial downturns before they start.

    However, while AI can simplify manual processes and lower financial risks, it can also introduce vulnerabilities that, if left unchecked, could pose significant threats to economic stability.

    The risks of deregulation

    Trump’s push for deregulation could result in Wall Street and other major financial institutions gaining significant power over AI-driven decision-making tools with little to no oversight.

    When profit-driven AI models operate without the appropriate ethical boundaries, the consequences could be severe. Unchecked algorithms, especially in credit evaluation and trading, could worsen economic inequality and generate systematic financial risks that traditional regulatory frameworks cannot detect.

    Algorithms trained on biased or incomplete data may reinforce discriminatory lending practices. In lending, for instance, biased AI algorithms can deny loans to marginalized groups, widening wealth and inequality gaps.

    In addition, AI-powered trading bots, which are capable of executing rapid transactions, could trigger flash crashes in seconds, disrupting financial markets before regulators have time to respond. The flash crash of 2010 is a prime example where high-frequency trading algorithms aggressively reacted to market signals causing the Dow Jones Industrial Average to drop by 998.5 points in a matter of minutes.

    Furthermore, unregulated AI-driven risk models might overlook economic warning signals, resulting in substantial errors in monetary control and fiscal policy.

    Striking a balance between innovation and safety depends on the ability for regulators and policymakers to reduce AI hazards. While considering financial crisis of 2008, many risk models — earlier forms of AI — were wrong to anticipate a national housing market crash, which led regulators and financial institutions astray and exacerbated the crisis.

    A blueprint for financial stability

    My research underscores the importance of integrating machine learning methods within strong regulatory systems to improve financial oversight, fraud detection and prevention.

    Durable and reasonable regulatory frameworks are required to turn AI from a potential disruptor into a stabilizing force. By implementing policies that prioritize transparency and accountability, policymakers can maximize the advantages of AI while lowering the risks associated with it.

    A federally regulated AI oversight body in the U.S. could serve as an arbitrator, just like Canada’s Digital Charter Implementation Act of 2022 proposes the establishment of an AI and Data Commissioner. Operating with checks and balances inherent to democratic structures would ensure fairness in financial algorithms and stop biased lending policies and concealed market manipulation.

    Financial institutions would be required to open the “black box” of AI-driven alternatives by mandating transparency through explainable AI standards — guidelines that are aimed at making AI systems’ outputs more understandable and transparent to humans.

    Machine learning’s predictive capabilities could help regulators identify financial crises in real-time using early warning signs — similar to the model developed by my co-researcher and me in our study.

    However, this vision doesn’t end at national borders. Globally, the International Monetary Fund and the Financial Stability Board could establish AI ethical standards to curb cross-border financial misconduct.

    Crisis prevention or catalyst?

    Will AI still be the key to foresee and stop the next economic crisis, or will the lack of regulatory oversight cause a financial disaster? As financial institutions continue adopt AI-driven models, the absence of strong regulatory guardrails raises pressing concerns.

    Without proper safeguards in place, AI is not just a tool for economic prediction — it could become an unpredictable force capable of accelerating the next financial crisis.

    The stakes are high. Policymakers must act swiftly to regulate the increasing impact of AI before deregulation opens the path for an economic disaster.

    Without decisive action, the rapid adoption of AI in finance could outpace regulatory efforts, leaving economies vulnerable to unforeseen risks and potentially setting the stage for another global financial crisis.

    Sana Ramzan 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. Trump’s push for AI deregulation could put financial markets at risk – https://theconversation.com/trumps-push-for-ai-deregulation-could-put-financial-markets-at-risk-251208

    MIL OSI – Global Reports –

  • MIL-OSI United Nations: Secretary-General Urges Developed Countries to Double Annual Climate Adaptation Finance to $40 Billion

    Source: United Nations MIL OSI b

    Following are UN Secretary-General António Guterres’ remarks to the virtual high-level segment of the Sixteenth Petersberg Climate Dialogue, held in New York today:

    Thank you for this opportunity — and for your focus today on collective climate action and acceleration of implementation.  This could not be more timely.  There is much uncertainty and instability in our world. But, today, we meet in the wake of some good news.

    Just this morning, the International Renewable Energy Agency (IRENA) officially confirmed that 2024 was a record year for renewables additions to global power capacity.  Renewables represented more than 92 per cent of all new electricity-generation capacity installed last year.

    The amount of renewables added represents more than the total electricity capacity of Brazil and Japan combined.  Europe’s capacity grew by 9 per cent — with Germany contributing more than one quarter of that growth.  Africa’s capacity grew by almost 7 per cent.

    All of this is another reminder of a twenty-first century truth:  Renewables are renewing economies.  They are powering growth, creating jobs, lowering energy bills and cleaning our air. And every day, they become an even smarter investment.

    Since 2010, the average cost of wind power has plunged 60 per cent.  Solar is 90 per cent cheaper.  In 2023, clean energy sectors accounted for 5 per cent of economic growth in India and 6 [per cent] in the United States.  It accounted for a fifth of China’s GDP [gross domestic product] growth, and a third of the European Union’s.

    The economic case for — and opportunities of — climate action have become ever clearer — particularly for those who choose to lead. And leadership is what we need — as today’s IRENA report shows:

    To accelerate the shift to renewables and to correct the imbalances in the transition, which is still starving developing countries — outside China — of the investment needed to fully embrace clean energy.

    As the title of this session puts it so well:  we are indeed at a turning point to the future. In the 10 years since Paris, we have seen other important progress.  Ninety per cent of global emissions are now covered by net-zero targets.

    A decade ago, the planet was on course for a global temperature rise of over 4°C.  Today, countries’ national climate plans — or NDCs [nationally determined contributions] — if fully delivered — will take us closer to a 2.6°C rise.

    At the same time, climate challenges are piling up.  It seems records are shattered at every turn — the hottest day of the hottest month of the hottest year of the hottest decade ever.

    All of this is hitting the vulnerable hardest, and everyday people in their pockets — with higher living costs, higher insurance premiums and higher food prices.  Just last week, the World Meteorological Organization (WMO) confirmed that 2024 was another alarming year.

    Almost every climate indicator reached new and increasingly dangerous heights — inflaming displacement and food insecurity and inflicting huge economic losses.  And for the first time, the annual global temperature was 1.5°C hotter than pre-industrial times.

    Scientists are clear:  it is still possible to meet the long-term 1.5°C limit.  But, it requires urgent action.  And it requires leadership. I see two critical fronts to drive action.

    First, new national climate plans — or NDCs — due by September.  Investors need certainty and predictability.  These new plans are a unique opportunity to deliver and lay out a coherent vision for a just green transition.  They must align with the 1.5°C limit, as agreed at COP28 [twenty-eighth Conference of the Parties to the United Nations Framework Convention on Climate Change].  And cover all emissions and the whole economy.

    Together, they must reduce global emissions 60 per cent by 2035 compared to 2019 and contribute to the COP28 global energy transition goals.

    All this must be achieved in line with the principle of common but differentiated responsibilities and respective capabilities, in the light of national circumstances but everybody, everybody must do more.  The Group of 20 (G20) — the largest emitters and economies — must lead.

    Every country must step up and play their part.  The United Nations is with you all.  President Lula and I are working to secure the highest ambition from the largest economies.

    The United Nations Climate Promise is supporting 100 countries to prepare their new climate plans.  And we will convene a special event in September to take stock of the plans of all countries, push for action to keep 1.5°C within reach, and deliver climate justice.

    Second, we must drive finance to developing countries.  The COP29 finance agreement must be implemented in full.  I count on the leadership of the COP29 and COP30 presidencies to deliver a credible road map to mobilize $1.3 trillion a year by 2035.

    We need new and innovative sources of financing, and credible carbon pricing.  Developed countries must honour their promise to double adaptation finance to at least $40 billion a year, by this year.

    And we need serious contributions to the fund for responding to loss and damage, and to get it up and running.

    We can only meet these goals with stronger collaboration between Governments, and across society and sectors.  Those that will lag behind need to be not a reason for us to be discouraged, but an increase in our commitment to move forward.

    The rewards are there for the taking, for all those ready and willing to lead the world through these troubled times.  We are at a turning point.  I urge you to seize this moment; and seize the prize.

    MIL OSI United Nations News –

  • MIL-OSI: Truxton Wealth Strengthens Advisory Team with Key Promotions

    Source: GlobeNewswire (MIL-OSI)

    NASHVILLE, Tenn., March 26, 2025 (GLOBE NEWSWIRE) — Truxton is pleased to announce that Susan Ney, CTFA has been promoted to the role of Senior Vice President, Senior Wealth Advisor and Laura Frith has been promoted to the role of Associate Wealth Advisor.

    Ms. Ney joined Truxton in 2014 as a Wealth Management Specialist, supporting the entire wealth management team and its clients, until 2018 when she became a Wealth Advisor. She is responsible for monitoring clients’ investment strategies, trust and estate administration, tax, estate, and retirement planning, and coordinating efforts of other professional advisors both internal and external to Truxton. She also holds the Certified Trust and Financial Advisor (CTFA) designation and is a member of the Middle Tennessee Estate Planning Council.

    “Susan’s promotion reflects her strong professional aptitude, intense energy, and passion for driving improved client outcomes,” said Drew Mallory, CFA, Senior Managing Director and Chief Fiduciary Officer.  “Susan has set a very high standard for delivering Truxton’s value proposition to our clients with sophisticated needs.  Her dedication and commitment to our clients is remarkable.”

    Mrs. Frith joined Truxton in 2024 as a Wealth Associate, where she supported the wealth management team and served as a liaison between clients and wealth advisors. In her new role as Associate Wealth Advisor, she will assist in trust and estate administration, tax, estate, and retirement planning, and coordinating efforts of other professional advisors both internal and external to Truxton.

    “Laura is an exceptional professional, excelling in advanced wealth planning and managing client relationships,” said Spence Dabbs, JD, Managing Director and Senior Wealth Advisor. “Her dedication and skills enhance our team’s ability to deliver bespoke advisory solutions. We have high confidence in her continued success.”

    About Truxton
    Truxton is a premier provider of wealth, banking, and family office services for wealthy individuals, their families, and their business interests. Serving clients across the world, Truxton’s vastly experienced team of professionals provides customized solutions to its clients’ complex financial needs. Founded in 2004 in Nashville, Tennessee, Truxton upholds its original guiding principle: do the right thing. Truxton Trust Company is a subsidiary of financial holding company, Truxton Corporation (OTCPK: TRUX). For more information, visit truxtontrust.com.

    The MIL Network –

  • MIL-OSI: Dinewise, Inc. (DWIS) Releases New Corporate Structure

    Source: GlobeNewswire (MIL-OSI)

    Dinewise files for Name Change and negotiates with Acquisition Targets

    ATLANTA, GA, March 26, 2025 (GLOBE NEWSWIRE) — Dinewise, Inc (OTC PINK-DWIS) (referred to as “Dinewise”, “we”, “us”, “our” or the “Company”) A leading national technology conglomerate specializing in automotive, fintech, and entertainment solutions officially announces its rebranding and strategic acquisition targets today. 

    The Dinewise Board of Directors has approved a corporate name change, which is currently being filed with the State of Nevada. The company will now be known as Superstar Platforms, Inc. (“Superstar”), in honor of its patriarch, Mel Farr, Sr., who was widely recognized as the Superstar Dealer. Mel Farr, Sr. embodied the American Dream, rising from humble beginnings in Beaumont, Texas, to becoming the largest African American business in the country during the 1990s. He was a pioneer in the automotive and retail industries, creating opportunities for countless others. His iconic jingle, “Mel Farr, the Superstar, for a Farr Better Deal,” still resonates with many, even decades later.

    Superstar Platforms will serve as the parent company that owns and controls a diversified portfolio of subsidiaries across various industries. Growth will primarily be driven through strategic acquisitions. The company is finalizing its negotiations with TitlePal, a fintech company that has developed an innovative online solution for Title Pawn transactions, and anticipates closing the acquisition in Q2/ 2025 with minimal shareholder dilution. Additionally, Superstar is in advanced discussions to become the exclusive North American distributor for a multinational automotive company.

    PawnTrust, the company’s specialized marketplace for pawn shops, will now operate as a subsidiary of Superstar. The platform is scheduled to launch in June 2025.

    “My father frequently quoted Lucius Annaeus Seneca, saying, ‘If a man does not know to which port he sails, no wind is favorable.’ The corporate structure we’ve built serves as the foundation for our success. With this structure in place, we can intensely drive our initiatives forward,” Michael Farr, Chief Executive Officer.

    Superstar Platforms, Inc. is now positioned to file a registration statement, moving swiftly toward becoming a fully SEC-reporting company.

    About Superstar Platforms

    Superstar Platforms, a leading national technology conglomerate, owns PawnTrust— a specialized marketplace designed exclusively for the approximately 11,000 pawn shops across the country. The online marketplace (www.pawntrust.com) digitizes the inventory using advanced image recognition algorithms to automate item descriptions of the participating pawn shops and markets them on a national scale. The marketplace contains cutting-edge technology that streamlines the borrowing, buying, and bartering transactions typically found at a pawn shop. The platform plans to leverage Artificial Intelligence (AI) to optimize pricing, reduce fraud, and create personalized search recommendations to enhance the customer’s experience. These enhancements let consumers experience a frictionless shopping experience on their mobile app that gives them instant access to this nationwide inventory of pawn shops. Not only does this provide a more efficient way for consumers to shop, eliminating the need to visit multiple stores, but it also amplifies the reach of individual pawn shop owners. By joining the PawnTrust- ‘Pawn Partners’ network, shop owners gain access to a broader audience, enhancing their visibility and sales opportunities. This innovative approach aligns customer convenience with business growth, reshaping how people interact with the pawn industry. Consumers that purchase items outside of their local area will have their items conveniently shipped to them. As the intermediary in each transaction, PawnTrust earns a fee on every item sold in the marketplace. Many of these local pawn shops lack an online presence or the capital to market their inventory on a national scale. By bridging this gap, PawnTrust opens up opportunities for incremental sales from a wider buying base, effectively transforming the pawn shop and micro-lending industries. This model not only supports local businesses but also extends their reach, driving growth and innovation within the market.” 

    Forward-Looking Information

    This release includes statements that may constitute ”forward-looking” statements, usually containing the words ”believe,” ”estimate,” ”project,” ”expect” or similar expressions. These statements are made pursuant to the safe harbor provisions of the Private Securities Litigation Reform Act of 1995. While the Company believes the expectations reflected in forward-looking statements are reasonable, there can be no assurances such expectations will prove to be accurate. Security holders are cautioned such forward-looking statements involve risks and uncertainties. Certain factors may cause results to differ materially from those anticipated by the forward-looking statements made in this release. Factors that would cause or contribute to such differences include, but are not limited to, acceptance of the Company’s current and future products and services in the marketplace, the ability of the Company to develop effective new products and receive regulatory approvals of such products, competitive factors, dependence upon third-party vendors, risks and uncertainties related to the current unknown duration and severity of the COVID-19 pandemic and other risks detailed in the Company’s periodic report filings with the Securities and Exchange Commission. By making these forward-looking statements, the Company undertakes no obligation to update these statements for revisions or changes after the date of this release.

    Investor Relations:
    Resources Unlimited
    718-269-3366
    mike@resourcesunlimitedllc.com

    The MIL Network –

  • MIL-OSI United Kingdom: Sign your street up for a party to celebrate Victory in Europe Day

    Source: City of Coventry

    Those who wish to celebrate VE Day with a street party this year can now submit their street party applications for the Bank Holiday week.

    People across the country are planning to commemorate the day. This year marks 80 years since World War II ended.

    Residents of Coventry are invited to apply to host their own street party. Streets will be able to select one day over the Bank Holiday week – Monday 5, Friday 9 or Monday 12 May 2025.

    Cllr Abdul Salam Khan, Deputy Leader of Coventry City Council and Cabinet Member for Events, said:

    We know residents of Coventry enjoy holding their own street parties to mark special occasions, and we’re delighted to offer the opportunity to celebrate VE Day outdoors with family and friends.

    It’s a significant event that, as a city, we are proud to remember and commemorate, so we will also be hosting other events and activities across Coventry, which residents will soon hear more about.

    Cllr Patricia Hetherton, Cabinet Member for City Services at Coventry City Council, said:

    VE Day is an important occasion, which is why we are encouraging people to hold street parties by waiving road closure charges.

    We’re providing advance notice of the free applications to enable people to make plans. We do, however, have a strict cut-off date to allow time for traffic management plans to be put in place so those who are holding parties can do so safely.

    We encourage those who are looking to mark the occasion by holding a street party to submit their applications as soon as possible.

    The closing date for VE Day Party applications is 5pm on Sunday, 6 April 2025. Applications received after this date will not be processed.

    You can put in an application and find out more about holding a street party in your community by visiting www.coventry.gov.uk/streetparty or emailing temptm@coventry.gov.uk.

    If you need advice on licensing issues related to arranging a street party, visit www.coventry.gov.uk/licensing-regulation or email licensing@coventry.gov.uk.

    Wednesday, 26th March 2025

    MIL OSI United Kingdom –

  • MIL-OSI United Kingdom: expert reaction to study on first genetically modified pig-to-human liver transplantation

    Source: United Kingdom – Executive Government & Departments

    A study published in Nature looks at a genetically modified pig-to-human liver xenotransplantation.

    Prof Peter Friend, Professor of Transplantation, University of Oxford, said:

    “This is an important study because it advances the field of xenotransplantation from non-human primates to human, enabling assessment of transgenic xenografts in the context of human immunological and physiological systems.

    “This is a very elegant surgical technique which allows the insertion of a (relatively small) xeno-liver with limited disruption to the anatomy of the existing liver (i.e. it is potentially feasible in a clinical setting as a temporary bridging technique).

    “The genetic modifications are similar (although not identical) to those used in the recently reported heart and kidney clinical xeno-transplants, and also the xeno-liver cross-circulation studies performed at the University of Pennsylvania.

    “The presence of the brain-dead donor’s native liver means that we cannot extrapolate the extent to which this xenograft would have supported a patient in liver failure. However, this study does demonstrate that these genetic modifications allow the liver to avoid hyperacute rejection and (significantly) that the thrombocytopenia associated with liver xenotransplantation is self-limiting, with the platelet count recovering within 7 days. The mechanism of this phenomenon is not fully understood.

    “Although the maintenance of normal coagulation parameters (e.g. INR) is reassuring, because the clotting factors produced by the xenograft were not measured directly, the data do not definitively prove that this is a function of the xenograft rather than the native liver.”

     

     

    Comments provided by our friends at SMC Spain:

    Rafael Matesanz, creator and founder of the National Transplant Organisation (Spain), said:

    “A frequent approach in the development of xenotransplants of different organs, before moving on to the clinical phase, is to perform them in patients in brain death but with haemodynamic stability, so that the evolution of the organ and the impact on the deceased person’s organism can be assessed at least in the short term, but with circulation maintained.

    “At least three kidney transplants have been performed in the United States since 2021 – one with up to 61 days of follow-up in brain-dead patients – and two heart transplants, which served to accumulate a number of useful lessons. In both modalities, they preceded the first clinical experiences in living people, which so far have resulted in two heart transplants (both deceased) and four kidney transplants, two of which have survived after several months of evolution.

    “The team at the Xi’an Military Hospital in China has had extensive experience in experimental transplantation of all types of organs from pigs to monkeys for more than a decade. This is the world’s first case of a transplant of a genetically modified pig liver into a brain-dead human. The ultimate goal of the experiment was not to achieve a standard liver transplant, but to serve as a ‘bridge organ’ in cases of acute liver failure, while awaiting a human organ for a definitive transplant. The experience lasted 10 days and the porcine organ remained in good condition, with acceptable basic metabolic function and no signs of acute rejection, indicating that the procedure was successful for its intended purpose and could be used in vivo in the near future.

    “In short, this is an important experiment, which opens up a different path to what has been tried so far in both vital organs (heart) and non-vital organs (kidney), such as the temporary replacement of the diseased liver until a human liver can be obtained for the definitive transplant’.”

    Iván Fernández Vega, Professor of Pathological Anatomy at the University of Oviedo (Spain), Scientific Director of the Principality of Asturias Biobank (BioPA) and Coordinator of the Organoid hub of the ISCIII Biomodels and Biobanks Platform, said:

    “I found the work very relevant, but we have to be cautious. The study represents a milestone in the history of liver xenotransplantation, describing for the first time a transplantation of a genetically modified porcine liver into a human being (in this case, a brain-dead human).The quality of the work is very high, both in terms of scientific rigour and the exhaustive clinical, immunological, histological and haemodynamic characterisation of the procedure. Sophisticated genetic modifications have been applied to the graft to prevent hyperacute rejection, one of the most critical complications in preclinical models of xenotransplantation.

    “The clinical implications are highly relevant, as optimising this approach could expand the pool of available organs and save lives in liver emergencies. This work complements and extends the existing evidence on previous pig-to-human heart and kidney xenotransplantation. It provides several relevant novelties:

    • It is the first study to demonstrate that a genetically modified porcine liver can survive and exert basic metabolic functions (albumin and bile production) in the human body.
    • It shows that there was no major coagulation dysfunction, in contrast to what was observed in other models, such as the first human cardiac xenotransplantation, where microthrombi and severe disorders were detected.
    • He points out the need to assess possible myocardial damage in early postoperative phases, given the early elevation of AST and cardiac enzymes, which can be confused with liver damage.
    • The use of xenograft as a bridging therapy is proposed, especially in patients with acute liver failure awaiting a human graft, although not as a definitive solution, as bile and albumin production was limited for long-term support.

    “However, the study has relevant limitations:

    • A major limitation of the study is that it is a single case (n=1), which precludes drawing generalisable conclusions or establishing robust patterns of clinical and immunological response. Although this is a pioneering advance, studies with a larger sample and in living recipients will be necessary to confirm the safety, efficacy and reproducibility of the procedure.
    • Limited duration of follow-up (10 days), by decision of the recipient’s family, which prevents assessment of medium- and long-term viability of the graft. Therefore, it does not add information in relation to acute and chronic rejection of xenotransplantation.
    • Only basic liver functions (albumin synthesis and bile secretion) were assessed, with no data on other complex liver functions such as drug metabolism, detoxification or immune function.
    • The heterotopic helper transplantation procedure would not allow resection of the original liver, which invalidates it as a strategy for example in patients with hepatocarcinoma awaiting transplantation.”

    ‘Gene-modified pig-to-human liver xenotransplantation’ by Wang et al. was published in Nature at 16:00 UK time on Wednesday 26th March.

    DOI: 10.1038/s41586-025-08799-1

    Declared interests

    Iván Fernández Vega “He declares that he has no conflicts of interest.”

    Prof Peter Friend: “Please note I have an association with OrganOx Ltd, a spin-out company from the University of Oxford: I am a co-founder and Chief Medical Officer. OrganOx manufactures a liver perfusion device for use in liver transplantation (the OrganOx metra); this is being adapted for potential use in liver support using extra-corporeal liver perfusion. OrganOx is now working in collaboration with eGenesis, the University of Pennsylvania and the University of Oxford to test the use of genetically-modified pigs as a source of organs for extra-corporeal liver support.”

    For all other experts, no reply to our request for DOIs was received.

    MIL OSI United Kingdom –

  • MIL-OSI: Davidson Kempner Capital Management LP : Form 8.3 – Aviva Plc (ISIN GB00BPQY8M80)

    Source: GlobeNewswire (MIL-OSI)

    FORM 8.3

    PUBLIC OPENING POSITION DISCLOSURE/DEALING DISCLOSURE BY
    A PERSON WITH INTERESTS IN RELEVANT SECURITIES REPRESENTING 1% OR MORE
    Rule 8.3 of the Takeover Code (the “Code”)

    1.        KEY INFORMATION

    (a)   Full name of discloser: Davidson Kempner Capital Management LP
    (b)   Owner or controller of interests and short positions disclosed, if different from 1(a):
            The naming of nominee or vehicle companies is insufficient. For a trust, the trustee(s), settlor and beneficiaries must be named.    		  
    (c)   Name of offeror/offeree in relation to whose relevant securities this form relates:
            Use a separate form for each offeror/offeree    		 Aviva Plc
    (d)   If an exempt fund manager connected with an offeror/offeree, state this and specify identity of offeror/offeree:  
    (e)   Date position held/dealing undertaken:
            For an opening position disclosure, state the latest practicable date prior to the disclosure    		 25/03/2025
    (f)   In addition to the company in 1(c) above, is the discloser making disclosures in respect of any other party to the offer?
            If it is a cash offer or possible cash offer, state “N/A”    		 Yes, Direct Line Insurance group PLC

    2.        POSITIONS OF THE PERSON MAKING THE DISCLOSURE

    If there are positions or rights to subscribe to disclose in more than one class of relevant securities of the offeror or offeree named in 1(c), copy table 2(a) or (b) (as appropriate) for each additional class of relevant security.

    (a)      Interests and short positions in the relevant securities of the offeror or offeree to which the disclosure relates following the dealing (if any)

    Class of relevant security: 32 17/19p ordinary
    (ISIN -GB00BPQY8M80)
      Interests Short positions
    Number % Number %
    (1)   Relevant securities owned and/or controlled:        
    (2)   Cash-settled derivatives:     10,110,160 0.38
    (3)   Stock-settled derivatives (including options) and agreements to purchase/sell:        

            TOTAL:

    		     10,110,160 0.38

    All interests and all short positions should be disclosed.

    Details of any open stock-settled derivative positions (including traded options), or agreements to purchase or sell relevant securities, should be given on a Supplemental Form 8 (Open Positions).

    (b)      Rights to subscribe for new securities (including directors’ and other employee options)

    Class of relevant security in relation to which subscription right exists:  
    Details, including nature of the rights concerned and relevant percentages:  

    3.        DEALINGS (IF ANY) BY THE PERSON MAKING THE DISCLOSURE

    Where there have been dealings in more than one class of relevant securities of the offeror or offeree named in 1(c), copy table 3(a), (b), (c) or (d) (as appropriate) for each additional class of relevant security dealt in.

    The currency of all prices and other monetary amounts should be stated.

    (a)        Purchases and sales

    Class of relevant security Purchase/sale Number of securities Price per unit

    (b)        Cash-settled derivative transactions

    Class of relevant security Product description
    e.g. CFD    		 Nature of dealing
    e.g. opening/closing a long/short position, increasing/reducing a long/short position    		 Number of reference securities Price per unit
    32 17/19p ordinary
    (ISIN -GB00BPQY8M80)    		 CFD Increasing a short position 150,000 GBP 5.5770

            
    (c)        Stock-settled derivative transactions (including options)

    (i)        Writing, selling, purchasing or varying

    Class of relevant security Product description e.g. call option Writing, purchasing, selling, varying etc. Number of securities to which option relates Exercise price per unit Type
    e.g. American, European etc.    		 Expiry date Option money paid/ received per unit

    (ii)        Exercise

    Class of relevant security Product description
    e.g. call option    		 Exercising/ exercised against Number of securities Exercise price per unit

    (d)        Other dealings (including subscribing for new securities)

    Class of relevant security Nature of dealing
    e.g. subscription, conversion    		 Details Price per unit (if applicable)

    4.        OTHER INFORMATION

    (a)        Indemnity and other dealing arrangements

    Details of any indemnity or option arrangement, or any agreement or understanding, formal or informal, relating to relevant securities which may be an inducement to deal or refrain from dealing entered into by the person making the disclosure and any party to the offer or any person acting in concert with a party to the offer:
    Irrevocable commitments and letters of intent should not be included. If there are no such agreements, arrangements or understandings, state “none”

    None

    (b)        Agreements, arrangements or understandings relating to options or derivatives

    Details of any agreement, arrangement or understanding, formal or informal, between the person making the disclosure and any other person relating to:
    (i)   the voting rights of any relevant securities under any option; or
    (ii)   the voting rights or future acquisition or disposal of any relevant securities to which any derivative is referenced:
    If there are no such agreements, arrangements or understandings, state “none”

    None

    (c)        Attachments

    Is a Supplemental Form 8 (Open Positions) attached? NO
    Date of disclosure: 26/03/2025
    Contact name: Alex McMillan
    Telephone number: 646 282 5805

    Public disclosures under Rule 8 of the Code must be made to a Regulatory Information Service.

    The Panel’s Market Surveillance Unit is available for consultation in relation to the Code’s disclosure requirements on +44 (0)20 7638 0129.

    The Code can be viewed on the Panel’s website at www.thetakeoverpanel.org.uk.

    The MIL Network –

  • MIL-OSI: Paperclip joins forces with White Swan to Streamline and Digitize the Insurance Sales Process with Seamless Data Integration

    Source: GlobeNewswire (MIL-OSI)

    HACKENSACK, N.J., March 26, 2025 (GLOBE NEWSWIRE) — Paperclip (OTCMKTS:PCPJ), a publicly traded leader in insurance data management and automation, has announced a strategic integration with White Swan, an AI-powered, no-code platform transforming insurance distribution. This partnership enhances insurance application processing, data workflows, and multi-carrier submissions, reducing administrative friction for agents and financial services firms.

    Through this collaboration, Paperclip’s Mojo—a cutting-edge solution for processing and automating insurance data management—now seamlessly connects with White Swan’s AI-powered sales platform, bringing together the best in data automation and modernized insurance distribution.

    “At Paperclip, we’re committed to modernizing insurance workflows through automation and intelligent data management,” said Bill Weiss, CEO at Paperclip. “Partnering with White Swan expands the impact of our technology, bringing seamless front-end digital distribution to our industry-leading back-end automation.”

    This integration enables:

    • Seamless, data-driven insurance sales – White Swan’s marketing, education, and quoting tools help advisors engage clients, while Paperclip ensures structured, accurate data processing throughout the application journey.
    • Faster, more efficient application workflows – White Swan enables a frictionless digital application process, while Paperclip automates document structuring and carrier submissions, reducing administrative efforts.
    • Integrated with major agency management systems (AMS) – Paperclip ensures smooth data flow to AMS platforms like iPipeline, AgencyBloc, SmartOffice, Salesforce, Agency Integrator, and NetX360.
    • Compliance-ready and scalable – White Swan’s intelligent application system ensures a pleasant client experience, while Paperclip automates processing, compliance, and secure document handling for long-term scalability.

    “White Swan’s mission is to make insurance sales frictionless,” said Pontus Lagerberg, CEO at White Swan. “By integrating with Paperclip, we’re ensuring that the digital experience we provide advisors is backed by powerful automation that simplifies data handling, compliance, and carrier submissions.”

    By bridging AI-powered digital distribution with Paperclip’s industry-leading data infrastructure, this integration simplifies insurance sales while ensuring compliance, accuracy, and scalability.

    Learn more about how this integration is empowering financial professionals, streamlining insurance sales, and shaping the future of the industry by visiting https://paperclip.com/white-swan-paperclip/ or https://www.whiteswan.io/integrations/paperclip.

    About Paperclip
    With over three decades of customer-centric innovation, Paperclip is a proven strategic partner that continues to revolutionize data encryption, content supply chain, and document management for Fortune 1000 companies worldwide. Paperclip’s innovative solutions—such as Mojo, Virtual Client Folder (VCF), and SAFE—have helped the financial and insurance industries automate compliance, streamline carrier submissions, and optimize data processing. Paperclip’s technology is trusted by insurance carriers, agencies, and financial institutions to securely manage documents and drive operational efficiency.
    As a trusted leader, Paperclip continues to innovate, adapt and excel within a rapidly changing digital world. Learn more at www.paperclip.com.

    About White Swan 
    White Swan is an AI-enabled platform that serves as a comprehensive B2B life & LTC insurance solution, designed to simplify insurance automation and sales digitization for businesses and advisors. Through its no-code tools, intuitive client journeys, and seamless partner integrations and white labeling options, White Swan helps businesses serve their clients insurance online with modules to help them research, quote, and apply for insurance. 

    Media Contact:

    PAPERCLIP
    Megan Brandow
    Director of Marketing
    www.paperclip.com
    (585) 727-0983
    mbrandow@paperclip.com

    WHITE SWAN
    Pontus Lagerberg
    Founder & CEO at White Swan
    https://whiteswan.io
    United States
    pontus@whiteswan.io

    The MIL Network –

  • MIL-OSI: Resolutions of Annual General Meeting of LHV Group

    Source: GlobeNewswire (MIL-OSI)

    The Annual General Meeting of Shareholders of AS LHV Group (LHV Group) was held on 26 March 2025 at Hilton Tallinn Park Hotel. It was possible to participate in the meeting in person or electronically.

    A total of 1,192 shareholders participated in the meeting, representing a total of 215,268,277 votes, which corresponds to 66.40% of all votes entitled to participate in the meeting.

    Of the participants 1,102 shareholders, representing a total of 131,820,583 votes, voted before the meeting according to the procedure for pre-voting and electronic participation published with the notice on calling the meeting.

    The notice on calling the Annual General Meeting was published in the stock exchange information system and on the Group’s website on 4 March 2025. On the same date, the notice was printed in Postimees daily newspaper.

    The Annual General Meeting of the Shareholders of LHV Group adopted the following resolutions:

    1. Annual Report 2024

    Approve the Annual Report of LHV Group for the financial year 2024 as submitted to the General Meeting.

    In favour: 194,709,108 votes (90.45% of the represented votes)
    Opposed: 472,672 votes (0.22% of the represented votes)
    Neutral: 16,304 votes (0.01% of the represented votes)
    Withheld: 20,070,193 votes (9.32% of the represented votes)

    2. Profit Distribution for Financial Year 2024

    The consolidated net profit attributable to LHV Group as the parent company of the consolidation group in the financial year 2024 amounts to EUR 152,405 thousand. Transfer EUR 0 to the legal reserve. Approve the profit allocation proposal made by the Management Board and pay dividends in the net amount of 9 euro cents per share. The list of shareholders entitled to receive dividends will be established as at on 9 April 2025 EOD of Nasdaq CSD settlement system. Consequently, the day of change of the rights related to the shares (ex-dividend date) is set to 8 April 2025. From this day onwards, the person acquiring the shares will not have the right to receive dividends for the financial year 2024. Dividends shall be disbursed to the shareholders on 10 April 2025.

    In favour: 210,519,615 votes (97.79% of the represented votes)
    Opposed: 25,761 votes (0.01% of the represented votes)
    Neutral: 8,061 votes (0.00% of the represented votes)
    Withheld: 4,714,840 votes (2.19% of the represented votes)

    3. Financial Results of First Two Months of 2025

    An overview of the economic results of LHV Group for the first two months of 2025 was given by the CEO of LHV Group.

    4. Five-Year Financial Forecast

    An overview of the five-year financial forecast of LHV Group was given by the CEO of LHV Group.

    5. Amendments to 2020–2024 Share Option Program

    Approve the amendments of LHV Group’s 2020–2024 share option program as presented to the General Meeting and authorize LHV Group’s Supervisory Board to implement the 2020–2024 share option program in accordance with the program’s terms.

    In favour: 206,661,208 votes (96.00% of the represented votes)
    Opposed: 1,170,927 votes (0.54% of the represented votes)
    Neutral: 655,451 votes (0.30% of the represented votes)
    Withheld: 6,780,691 votes (3.15% of the represented votes)

    6. 2025–2029 Share Option Program

    Approve LHV Group’s 2025–2029 share option program as presented to the General Meeting and authorize LHV Group’s Supervisory Board to implement the 2025–2029 share option program in accordance with the program’s terms.

    In favour: 200,680,460 votes (93,22% of the represented votes)
    Opposed: 1,173,460 votes (0.55% of the represented votes)
    Neutral: 978,108 votes (0.45% of the represented votes)
    Withheld: 12,436,249 votes (5.78% of the represented votes)

    7. Conditions of Performance Pay

    As of 1 January 2026, to prospectively raise for the next five (5) years, i.e., for the period of the 2025–2029 share option program, the percentage of performance pay payable to the management members and equivalent staff of LHV Group and its group companies up to two hundred percent (200%) of their basic salary in accordance with the rationale presented to the General Meeting.

    In favour: 199,828,946 votes (92.83% of the represented votes)
    Opposed: 3,299,238 votes (1.53% of the represented votes)
    Neutral: 376,838 votes (0.18% of the represented votes)
    Withheld: 11,763,255 votes (5.46% of the represented votes)

    8. Acquisition of Own Shares

    Approve the acquisition of LHV Group’s own shares under the following conditions:

    • The purpose of acquiring own shares is to create value for shareholders by using the acquired shares for the execution of applicable General Meeting’s approved share option programs.
    • The acquisition shall be executed within a period of up to five (5) years from the adoption of this resolution. The acquisitions may take place in one or multiple transactions within thirteen (13) months from each LHV Group’s Supervisory Board decision to execute the acquisition of own shares.
    • LHV Group is entitled to acquire a maximum of its own shares necessary for fulfilling the commitments arising from the General Meeting’s approved share option programs. The acquisition may take place in portions corresponding to the required volume for a single year, multiple years, or the full duration of the applicable share option programs. This resolution shall also apply if the shareholders approve amendments to the share option programs that affect the acquisition volume. In any case, the total nominal value of the shares owned by LHV Group does not exceed 1/10 of the share capital.
    • The price per share to be paid for own shares shall be no less than EUR 0.00 and must not exceed the closing price of the Nasdaq Tallinn Stock Exchange on the previous trading day, as determined before the execution date of each respective acquisition (or the date of announcement of the execution of the acquisition). The purchase price per share shall not exceed the average market price of the last 30 trading days by more than fifty percent (50%). The acquisition of shares shall be executed under market conditions in accordance with the rules of Nasdaq Tallinn Stock Exchange.
    • The acquisition of own shares must not cause the net assets to become less than the total of share capital and reserves which pursuant to law or the Articles of Association shall not be paid out to shareholders.

    Authorize LHV Group’s Supervisory Board, in accordance with this resolution, applicable legislation and the General Meeting’s approved share option programs, to decide and execute own shares acquisitions, determine the acquisition price, procedure, and other conditions, and to carry out all necessary actions related to the own shares acquisition. The Supervisory Board may delegate technical and procedural tasks related to the execution of the acquisition to the Management Board. The execution of the own shares acquisition shall be conditional upon the European Central Bank’s consent.

    In favor: 202,399,668 votes (94.02% of the represented votes)
    Opposed: 1,164,099 votes (0.54% of the represented votes)
    Neutral: 236,684 votes (0.11% of the represented votes)
    Withheld: 11,467,826 votes (5.33% of the represented votes)

    9. Amendments to Articles of Association

    Approve the new redaction of the Articles of Association of LHV Group, thereby amending clauses 4.1.5 and 4.1.6. with the following wording:
    “4.1.5.    The Supervisory Board has set up the Audit Committee, the Risk and Capital Committee, the Nomination Committee and the Remuneration Committee and established the relevant terms of reference.”
    “4.1.6. The Supervisory Board shall be authorized, for a period of 3 (three) years from the entry into force of this version of the Articles of Association, to increase the share capital through contributions 1 (once) per year by up to 2% (two percent) of the share capital as valid at the time of the respective resolution. If the full 2% (two percent) limit has not been used in previous years, the unused portion may be carried forward within the authorization period. However, if the limit has been fully utilized, the increase in any following year shall not exceed 2% (two percent).”

    In favour: 202,252,123 votes (93.95% of the represented votes)
    Opposed: 14,450 votes (0.01% of the represented votes)
    Neutral: 1,085,252 votes (0.50% of the represented votes)
    Withheld: 11,916,452 votes (5.54% of the represented votes)

    All relevant documents associated with the Group’s General Meeting (including the notice on calling the General Meeting, draft resolutions, LHV Group’s annual report for 2024, including the independent auditor’s report, proposal for the profit distribution, the remuneration report, the Supervisory Board’s report on its activities and assessment of the 2024 annual report and proposals for approving of the terms of performance pay, LHV Group’s share option programs and LHV Group’s Articles of Association) have been presented in more detail on the Group’s website (https://investor.lhv.ee/en/general-meetings/#26.03.2025) where the minutes of the meeting shall also be made available at the latest 7 days after the General Meeting.

    LHV Group is the largest domestic financial group and capital provider in Estonia. The main subsidiaries of LHV Group are LHV Pank, LHV Varahaldus, LHV Kindlustus, and LHV Bank Limited. The Group employs more than 1,160 people. As at the end of February, the banking services of LHV are used by 462,000 clients, the pension funds managed by LHV have 113,000 active clients, and LHV Kindlustus protects a total of 174,000 clients. LHV Bank, a subsidiary of the Group, holds a UK banking licence and offers banking services to international fintech companies and loans to small and medium-sized enterprises.

    Priit Rum
    Communications Manager
    Phone: +372 502 0786
    Email: priit.rum@lhv.ee 

    The MIL Network –

  • MIL-OSI United Kingdom: New guidance sets out rules to follow for scaffolding and skips

    Source: City of Leicester

    NEW guidance has been issued by the city council to make it clear what is expected of people who want to put up scaffolding in Leicester.

    Leicester City Council’s new policy on skips, scaffolding and hoarding licences covers a host of things which applicants or contractors must consider when applying for licences, which need to be in place before work can begin.

    The idea is to bring all of the information needed together in one place, so that it is easier for people to ensure they are complying with the rules.

    City mayor Peter Soulsby said: “Whilst we know that many scaffold companies operate responsibly, we also know that some do not. This is not acceptable – they must comply with our licensing requirements for works on the highway, and they must operate in a safe manner at all times. That’s why we have updated our policy to make sure this information is easily accessible – so that there can be no excuse for those who do not comply; and so that we can take swift action against them.”

    Deputy city mayor Cllr Elly Cutkelvin, who is responsible for regulatory services, licensing and enforcement, added: “We developed this new guidance after consulting with representatives from the scaffolding trade, who have welcomed the clarity it provides.

    “Responsible operators know that our licensing process is there for a reason – to ensure safety. This is, of course, vitally important for both members of the public and those who work in the trade.

    “If you are a householder in need of a scaffolding service, be aware that there is a lead-in time in applying for a licence, as well as a cost involved. Make sure you ask your contractor about their licence. If a quote seems too good to be true or too quick, check that they are applying for a licence and ask to see their application.”

    Scaffold licences have been needed for works on the highways for many years. The new document aims to be very clear on the requirements regarding licensing, but also sets out associated considerations – such as traffic management and how to work around existing street furniture, trees, and utilities.

    The rules include:

    • Scaffolders need to apply for a licence well in advance of the date they wish to install scaffolding on the highway, excepting genuine emergencies for safety reasons. This is to give the council time to properly consider and determine the application.
    • The application process includes the need to provide adequate supporting information, including site plans and traffic management arrangements. This is a basic requirement to demonstrate that applicants have considered the risks and have adequate safety arrangements in place.
    • There is also a section on skips, which also need to be licensed – even if they are only on the highway for a short time.

    If the terms and conditions of a licence are breached, officers from the city council initially contact the licence holder to let them know and to ask them to rectify the problem within 24 hours. A continued breach – or where there is no licence in place – can lead to prosecution.

    The guidance is available online at https://www.leicester.gov.uk/business/licences-and-permits/trade-and-industry/skips-scaffolding-and-hoarding-licensing/

    ENDS

    MIL OSI United Kingdom –

  • MIL-OSI: Resolutions from Tryg A/S’ annual general meeting 2025 (AGM)

    Source: GlobeNewswire (MIL-OSI)

    Tryg’s annual general meeting was held today. At the AGM, the shareholders adopted the report of the group’s activities in the financial year 2024.

    The annual meeting also approved the following items:

    • Tryg’s annual report 2024, including the resolution on discharge of the Executive Board and the Supervisory Board.
    • Resolution to distribution of profits in accordance with the approved annual report as the profit for the year DKK 4,742m is transferred to the equity.
    • The remuneration report for 2024.
    • The remuneration for the Supervisory Board for 2025 including the fees to members of the Supervisory Board committees.
    • Decision on reduction of share capital by a nominal amount of DKK 25,088,935
    • The proposed decrease and extension of the existing authorisation to the Supervisory Board under Article 8 of the Articles of Association to increase the share capital by means of issuing new shares at a total nominal value of DKK 300,000,000 until 26 March 2030.
    • The proposed decrease and extension of the existing authorisation to the Supervisory Board under Article 9 of the Articles of Association to increase the share capital by means of issuing new shares at a total nominal value of DKK 30.000.000 until 26 March 2030.
    • The proposed decrease and extension of the existing authorisation to the Supervisory Board to acquire own shares at a total nominal value of 300,000,000 DKK until 31 December 2026.
    • Adjustment of the decision on indemnification
    • Approval of the remuneration policy.
    • Expanding the number of members of the Supervisory Board
    • Ten members of the Supervisory Board were elected:
      • Jukka Pertola (independent)
      • Carl-Viggo Östlund (independent)
      • Mengmeng Du (independent)
      • Thomas Hofman-Bang (independent)
      • Steffen Kragh (independent)
      • Benedicte Bakke Agerup (independent)
      • Jørn Rise Andersen
      • Anne Kaltoft
      • Torben Jensen
      • Jonas Bjørn Jensen

    After the annual general meeting, the Supervisory Board elected Jukka Pertola as Chairman and Steffen Kragh as Deputy Chairman.
    Employees have elected the following five members to the Supervisory Board:

    • Elias Bakk
    • Charlotte Dietzer
    • Lena Darin
    • Tina Snejbjerg
    • Mette Osvold
    • PricewaterhouseCoopers Statsautoriseret Revisionspartnerselskab was elected as Tryg’s auditor for financial and sustainability reporting.

    The Articles of Association, the remuneration report for 2024 and the remuneration policy for Tryg can be downloaded at tryg.com.

    Attachment

    The MIL Network –

  • MIL-OSI Global: Trump’s purported ‘Art of the Deal’ negotiating skills aren’t likely to end the Russia-Ukraine war

    Source: The Conversation – Canada – By Anton Oleinik, Professor of Sociology, Memorial University of Newfoundland

    The White House says Russia and Ukraine have agreed to a ceasefire in the Black Sea, with Ukrainian President Volodymyr Zelenskyy asserting the truce was effective immediately while also accusing Russia of lying about the deal’s terms.

    Needless to say, it’s far from clear that United States President Donald Trump’s supposed “Art of the Deal” negotiating skills are enough to broker sustainable peace between Russia and Ukraine given the protagonists’ unwillingness to make concessions and the volatile nature of attempts to broker a peace agreement.

    The war waged by Russia has reached the stage where both Russian and Ukrainian officials fear losing face if they make concessions.

    Both view their enemy as an existential threat. Russian President Vladimir Putin has argued Russian defeat would spell “the end of the 1,000-year history of the Russian state,” while Zelenskyy says Russia’s protracted assault is an overt existential threat and the absence of U.S. support threatens the very survival of his country.

    Both sides have seemed prepared to fight until the bitter end. The involvement of a mediator in the form of the United States, therefore, could potentially change the deadly dynamics of the conflict.

    ‘Love to beat them’

    Trump declares being up to this formidable task. He positions himself as a mediator occupying a middle ground between the protagonists, unlike his predecessor in the Oval Office who supported Ukraine.

    In his ghost-written book The Art of the Deal, Trump claimed to enjoy these sorts of challenges:

    “In New York real estate… you are dealing with some of the sharpest, toughest, and most vicious people in the world… I happen to love to go up against these guys, and I love to beat them.”

    But if mediators, including Trump, are to successfully persuade opposing sides to make a deal, they need to properly understand each side’s motives. To what extent is each side malleable so some common ground can be found? Making a deal always requires compromises and concessions.

    Trump is well aware of this, saying recently of any prospective Russia-Ukraine agreement: “You’re going to have to always make compromises. You can’t do any deals without compromises.”

    Understanding motivations

    David McClelland’s theory of human motivation may be relevant in terms of attempts to broker peace between Ukraine and Russia. The social psychologist argued that three motives — the need for achievement, the need for affiliation and the need for power — explains most human behaviour:

    1. The need for achievement explains the desire to be productive and get results;
    2. Concern about establishing, maintaining or restoring a positive relationship with another person or people underpins the need for affiliation;
    3. The will to dominate, to have an impact on another person or people, is the essence of the need for power.

    McClelland predicted that when the need for power significantly exceeds the need for affiliation, conflicts and wars are likely. He viewed a high “power-minus-affiliation” gap as indicative of what he called the “imperial power motive syndrome.”



    Read more:
    Too much power can do very odd things to a leader’s head

    The metaphor of an empire lies at its origin. The empire’s declared mission is to enlighten, civilize and bring order to its subjects. Leaders with the imperial power motive syndrome show reformist zeal to save others, whether they like it or not.

    The social psychologist Robert Hogenraad subsequently adapted McClelland’s theory for computer-assisted content analysis by developing dictionaries of the three needs.

    If the words associated with the need for power — control, domination, victory, for example — occur more often in a text, speech or news reports than words associated with the need for affiliation — like love, family, friends — then the speaker has the imperial power motive syndrome.

    Hawks vs. doves

    My recently published analysis of war-related speeches delivered by Russian, Ukrainian, American, British and French leaders during the three years of Russia’s full-scale invasion of Ukraine gives some clues about the motivations of the parties involved.

    Compared with their western counterparts, Putin and Zelenskyy exhibit the strongest imperial power motive syndrome and are “hawks.” Their need for power, as expressed through their public speeches, significantly exceeds their need for affiliation. Trump, however, appears similar to that of his arch-rival, former president Joe Biden. Both are closer to the “dovish” end of the scale.

    The preliminary outcomes of talks on a potential ceasefire reveal the challenges faced by mediators.

    First, the talks being held in Saudi Arabia were bilateral, with American officials meeting separately with Russian and Ukrainian delegations, as opposed to trilteral.

    Second, no joint statement followed the talks, although it was widely expected.

    Third, the White House issued two separate statements, one on talks with Ukraine’s representatives and the other on discussions with Russia’s representatives.

    The Ukraine statement includes the commitment to continue the exchange of prisoners of war, the release of civilian detainees and the return of forcibly transferred Ukrainian children, whereas the statement on the talks with Russia does not mention any of this.

    This is despite the fact that the International Criminal Court has accused Putin of committing war crimes via the unlawful deportation of children.

    Trump’s antipathy toward Zelenskyy

    The prospects of a peace agreement is further complicated by the history of Trump’s attempts to broker deals in Ukraine.

    The war in Ukraine actually began in 2014 with the annexation of Crimea and a proxy war in Donbas. Trump was elected president two years later.

    His discourse about Ukraine did not differ significantly from Obama’s and Biden’s until his first impeachment in 2020 for soliciting “the interference of a foreign government, Ukraine, to benefit his re-election.”

    His call to Zelenskyy in July 2019 triggered the impeachment. He pushed for two investigations aimed at helping his re-election bid — one into Hunter Biden’s business dealings in Ukraine and another into the hack of Democratic National Committee servers in 2016 — in exchange for releasing about $400 million of military assistance already approved by Congress and inviting Zelenskyy to the White House at that time.

    During and after the first impeachment, Trump’s language on Ukraine significantly diverged from Obama’s and Biden’s. He began using words like “corruption,” “lies” and “hoax” in relation to Ukraine.

    Moving forward

    All this suggests that Trump’s first impeachment has had a lasting impact on his perception of Ukraine and its leader.

    And so in addition to dealing with two protagonists who are unwilling to make concessions, Trump as a mediator faces challenges related to his past.

    One protagonist, Zelenskyy, may unwittingly remind him of one of the darkest moments in his political career — his first impeachment. This fact should be kept in mind when trying to make sense of the treatment received by Zelenskyy during his most recent visit to the White House and Trump’s references to him as a “dictator.”

    To truly succeed in mediation, Trump must move forward, leaving biases and prejudices related to Ukraine and its leader in the past. But can he?

    Anton Oleinik 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. Trump’s purported ‘Art of the Deal’ negotiating skills aren’t likely to end the Russia-Ukraine war – https://theconversation.com/trumps-purported-art-of-the-deal-negotiating-skills-arent-likely-to-end-the-russia-ukraine-war-252666

    MIL OSI – Global Reports –

  • MIL-OSI United Kingdom: Nobody should be destitute in a modern Scotland

    Source: Scottish Greens

    26 Mar 2025 Human Rights

    Scotland has the keys to ending destitution – it is time our government unlocked the doors.

    More in Human Rights

    The Scottish Government must do more to end destitution for people living under the thumb of the hostile environment, says Scottish Greens MSP Maggie Chapman.
     
    The Green MSP will use a Member’s Business Debate today to call on the Scottish Government to go further in its work to end destitution.
     
    Ms Chapman will call for commitments to five tangible actions to end destitution, including: widening access to universal services and benefits, expanding support for Fair Way Scotland – a partnership that provides advice and accommodation for people with restricted or uncertain eligibility to public funds, creating a new Scottish crisis or hardship grant, and increasing funding for housing, immigration and asylum legal aid.
     
    Ms Chapman said:

    “Right now in Scotland, thousands of people who live in dire conditions are shut out of services and left struggling. Without support, they regularly go cold and hungry. Many are forced into precarious work and dangerous situations to make ends meet, often ending up homelessness.
     
    “We cannot undo all of the damage being done by Westminster, but we have the power to alleviate some of these challenges and change these lives for the better. Unfortunately the Scottish Government isn’t doing nearly enough.
     
    “If we don’t intervene, the cycle of destitution, suffering and exploitation will simply continue.”

    No Recourse to Public Funds is a condition attached to work, family and study visas which restricts access to a lot of aspects of social security, including Universal Credit and child benefit and a range of other support like homelessness assistance.
     
    Ms Chapman added:

    “The No Recourse to Public Funds policy is yet another arm of the UK government’s hostile and racist immigration system. We already know how to mitigate the cruelty of this policy – so we cannot continue to justify blocking people’s access to crucial services in times of desperate need.
     
    “We have universal human rights obligations to help our fellow humans, irrespective of immigration status. Our governments must go further to support those who risk fleeing from one hostile environment to simply enter another, cloaked as a sanctuary.
     
    “Tragically, people in Scotland are dying from destitution as the doors remain closed to those in need. Our government can, and must, widen access to universal services to include people who are stranded by the widest inequality and cut off by the deepest destitution.”

    MIL OSI United Kingdom –

  • MIL-OSI United Kingdom: UK spending cuts ‘risk harm to most vulnerable’

    Source: Scottish Government

    Finance Secretary responds to Spring Statement.

    Spending cuts announced by the Chancellor risk harming some of the most vulnerable people in society, Finance Secretary Shona Robison has said.

    Responding to the Spring Statement, Ms Robison said:

    “Today’s statement from the Chancellor will see austerity cuts being imposed on some of the most vulnerable people in our society. The UK Government appears to be trying to balance its books on the backs of disabled people.

    “Not content with these cuts, the UK Government is still expected to short-change Scotland’s public services on additional employer National Insurance costs to the tune of hundreds of millions of pounds. This will be felt in public services that people rely on up and down the country – services such as our NHS, GPs, dentists, social care providers, and universities.

    “The UK Government’s choice to increase defence investment is welcome, but its choices to shortchange public services and deliver austerity cuts to some of the most vulnerable are deplorable.”

    MIL OSI United Kingdom –

  • MIL-OSI United Nations: Secretary-General’s remarks to the Informal Interactive Dialogue on the Implementation of the Pact for the Future [bilingual, as delivered; scroll down for all-English version]

    Source: United Nations secretary general

    Mr. President of the General Assembly, Excellencies, Ladies and Gentlemen,

    I thank the President of the General Assembly for convening this important dialogue — the first of three in the coming months. 

    From day one of the Pact for the Future’s adoption, the President has been its active champion.

    I deeply appreciate your efforts, Mr. President, and your leadership.

    Excellencies,

    Adopting the Pact was the beginning of the process, not the end. 

    Today I want to focus on what we have done over the last six months — and what we need to do.

    We face a long list of challenges.  

    Conflicts and climate disasters are intensifying.  

    The Sustainable Development Goals are far off-track — as is the funding required to achieve them.

    Geopolitical divisions and mistrust are blocking effective action, with some actively questioning the value of international cooperation and the multilateral system itself.

    But let me be very clear.  It is exactly because of these divides and these mistrusts that the Pact for the Future and the two parallel documents are more important than ever.  And the bigger the obstacle, the bigger will be my determination to make things move forward in line with the will expressed by Member States in the Summit of the Future.

    Meanwhile, critical funding is being drastically cut for people in desperate need — with more reductions to come.

    Resources are shrinking across the board — and they have been for a long time. 

    From day one of my mandate, we embarked on an ambitious agenda to become more effective and cost-effective across our organization.

    Earlier this month, I announced the “UN80” initiative to continue this work and intensify it.

    We’re reviewing efficiencies and improvements to current arrangements, the implementation of mandates handed down by Member States, and structural changes and programme realignment.

    All these will contribute for a more effective implementation of the Pact for the Future.

    Excellencies,

    We’ve wasted no time moving into the implementation phase of the Pact.

    From an operational perspective, we established a principal-level steering committee — which I chair — overseeing six working groups focused on action and reforms in key areas:

    Sustainable Development Goals acceleration…peace and security… international financial architecture…digital technologies…UN governance…and youth.

    We’ve created two task teams focusing on future generations and the need to look beyond GDP as a measure of progress and guide to policy-making. 

    And we’re establishing an internal tracking system to monitor our progress on Pact implementation.

    Today, I’d like to report on our efforts since the Pact was adopted, and outline the work ahead in four areas.

    First — peace and security.

    United Nations peace operations help safeguard people and communities in some of the most desperate corners of the world. 

    The Pact represents a commitment to strengthen tools to prevent and address conflict, to ensure that our peace efforts respond to new and emerging threats.

    In November, I issued a report on peacebuilding which included concrete suggestions to strengthen the Peacebuilding Commission and Fund. 

    We’re actively working on the second independent progress study on the positive contribution of young people to peace processes.  

    And we’re progressing on a review of all forms of Peace Operations — as requested in the Pact. 

    Our recent proposals to the Security Council regarding Haiti are a case in point where new approaches can be developed to complex security challenges.

    The review will be an opportunity to help adapt peace operations to today’s realities, and ensure they’re guided by clear and sequenced mandates that are realistic and achievable — with viable exit strategies and transition plans.

    It will also recognize the limitations of our operations where there is little or no peace to keep.

    We will also continue pushing forward on other peace-related priorities of the Pact — including disarmament commitments around nuclear, biological and chemical weapons, lethal autonomous weapons and the growing weaponization of outer space.

    And we will continue advocating — including through the intergovernmental negotiations process — for the Pact’s call to make the Security Council more representative of today’s world and more effective in the capacity to promote peace in the world.

    Second — finance for development.

    Since the Pact’s adoption, we’ve taken action on several fronts.

    For example, our Resident Coordinators and Country Teams are now mapping out how we can accelerate progress at the national levels in close cooperation with the Governments.

    We’ve begun analyzing the impact of military expenditure on the achievement of the SDGs and on our own work at the UN — with a final report out by September.

    The Expert Group called for in the Pact to develop measures of progress that go beyond Gross Domestic Product will soon be announced, and will work throughout the year before an inter-governmental process takes over in 2026.

    And we’ve been working closely with the World Bank and the IMF to follow-up on the Pact’s action points addressing improvements to the international financial system.

    Developing countries must be represented fairly in the governance of the very institutions they depend on.

    We know the environment is not favourable.

    But we must not give up.

    Since the Pact’s adoption, I have also established an expert group to identify practical steps for action on debt.

    In the coming weeks, they will propose a list of achievable outcomes — and release a full report in June in advance of the Financing for Development Conference in Spain.

    Debt relief is a central issue if we want the implementation and the Pact for the Future a reality.

    At the same time, we will continue advocating to increase the lending capacity of Multilateral Development Banks, to make them bigger and bolder.

    This includes both stretching their balance sheets and recapitalization.

    And we must ensure that concessional finance is deployed where it is most needed.

    Many of these actions depend on decisions of other multilateral institutions and of Member States, but we will not relent in our constant advocacy for what the Pact for the Future has clearly indicated as the way to pursue.

    Three — youth and future generations 

    Our efforts must deliver for young people and the generations to come. 

    The Pact’s central promise to young people is to listen to their concerns and ideas, and including them at the decision-making table.

    Following the establishment of a UN Youth Office in 2022, young people played a key role in shaping the Pact’s priorities.

    With the Pact’s adoption, we’re now progressing towards establishing a Youth Investment Platform to ensure that national funding mechanisms and investment platforms are focused on the needs of young people.

    And we’re developing core principles to strengthen youth engagement across our work at the United Nations — including by broadening the representation of younger colleagues within our organizational structures.

    Through the Declaration on Future Generations, we’re also looking to the generations yet to be born.

    We’ve established a Strategic Foresight Network and Community of Practice, to ensure our policies, programmes and field operations are based on long-term thinking.

    And later this year, I will appoint a Special Envoy for Future Generations to scale up these efforts.

    Quatrièmement : la technologie.

    Nous mettons en œuvre les appels du Pacte mondial pour le numérique pour combler toutes les fractures numériques et veiller à ce que tout le monde puisse bénéficier d’un espace numérique sûr et sécurisé.

    L’intelligence artificielle fait l’objet d’une attention particulière.

    Nous élaborons un rapport sur les options novatrices de financement volontaire qui permettraient de renforcer les capacités en matière d’intelligence artificielle afin d’aider les pays du Sud à exploiter cette technologie au service de l’intérêt général – en tenant compte des recommandations formulées par mon Organe consultatif de haut niveau. 

    Un avant-projet de résolution visant à établir le Groupe scientifique international indépendant sur l’IA et à organiser un Dialogue mondial sur la gouvernance de l’IA a été distribué la semaine dernière – grâce au travail des co-facilitateurs, l’Espagne et le Costa Rica.

    J’invite l’Assemblée générale à agir rapidement pour mettre sur pied ce Groupe et veiller à ce que le savoir-faire et les connaissances en matière d’IA soient mis à la disposition de tous les pays – tout en soutenant le Dialogue mondial.

    L’ensemble du système de l’ONU se tient prêt à soutenir ces travaux.

    Excellences,

    Tout en défendant ces priorités, nous nous attelons par ailleurs à améliorer l’efficience et l’efficacité de nos opérations – comme l’exige le Pacte.

    L’automne dernier, nous avons entrepris une évaluation complète dans l’ensemble des entités de l’ONU afin d’exploiter le potentiel de l’innovation, de l’analyse des données, de la transformation numérique et de la prospective dans l’ensemble de nos travaux – conformément à l’initiative ONU 2.0.

    Les résultats sont déjà au rendez-vous : nous avons par exemple été capable de constater une accélération de l’évaluation des catastrophes dans la région Asie-Pacifique, un renforcement des programmes de sécurité sociale au Malawi, ou encore une consolidation des fonctions relatives à l’informatique dans l’ensemble du système des Nations Unies.

    Ces efforts, où les données sont une question essentielle pour que nous puissions faire une bien meilleure gestion de ces données – ces efforts doivent se poursuivre, en particulier au regard des problèmes de financement auxquels nous devons faire face.

    Nous comptons sur votre soutien pour mener ce travail à bien.

    Excellences,

    Alors que nous œuvrons pour remodeler le système multilatéral et ainsi relever les défis du monde d’aujourd’hui, le Pacte pour l’avenir est un rouage essentiel de ce processus de renouvellement constant.

    Nous ne pouvons pas diluer nos efforts.

    Gardons intact l’esprit et la détermination qui ont permis de forger et d’adopter le Pacte.

    Nous comptons sur vous pour éclairer, inspirer et guider le travail de mise en œuvre à venir.

    Une fois encore, merci pour vos idées et votre engagement.

    ***
    [All-English]

    Mr. President of the General Assembly, Excellencies, Ladies and Gentlemen,

    I thank the President of the General Assembly for convening this important dialogue — the first of three in the coming months. 

    From day one of the Pact for the Future’s adoption, the President has been its active champion.

    I deeply appreciate your efforts, Mr. President, and your leadership.

    Excellencies,

    Adopting the Pact was the beginning of the process, not the end. 

    Today I want to focus on what we have done over the last six months — and what we need to do.

    We face a long list of challenges.  

    Conflicts and climate disasters are intensifying.  

    The Sustainable Development Goals are far off-track — as is the funding required to achieve them.

    Geopolitical divisions and mistrust are blocking effective action, with some actively questioning the value of international cooperation and the multilateral system itself.

    But let me be very clear.  It is exactly because of these divides and these mistrusts that the Pact for the Future and the two parallel documents are more important than ever.  And the bigger the obstacle, the bigger will be my determination to make things move forward in line with the will expressed by Member States in the Summit of the Future.

    Meanwhile, critical funding is being drastically cut for people in desperate need — with more reductions to come.

    Resources are shrinking across the board — and they have been for a long time. 

    From day one of my mandate, we embarked on an ambitious agenda to become more effective and cost-effective across our organization.

    Earlier this month, I announced the “UN80” initiative to continue this work and intensify it.

    We’re reviewing efficiencies and improvements to current arrangements, the implementation of mandates handed down by Member States, and structural changes and programme realignment.

    All these will contribute for a more effective implementation of the Pact for the Future.

    Excellencies,

    We’ve wasted no time moving into the implementation phase of the Pact.

    From an operational perspective, we established a principal-level steering committee — which I chair — overseeing six working groups focused on action and reforms in key areas:

    Sustainable Development Goals acceleration…peace and security… international financial architecture…digital technologies…UN governance…and youth.

    We’ve created two task teams focusing on future generations and the need to look beyond GDP as a measure of progress and guide to policy-making. 

    And we’re establishing an internal tracking system to monitor our progress on Pact implementation.

    Today, I’d like to report on our efforts since the Pact was adopted, and outline the work ahead in four areas.

    First — peace and security.

    United Nations peace operations help safeguard people and communities in some of the most desperate corners of the world. 

    The Pact represents a commitment to strengthen tools to prevent and address conflict, to ensure that our peace efforts respond to new and emerging threats.

    In November, I issued a report on peacebuilding which included concrete suggestions to strengthen the Peacebuilding Commission and Fund. 

    We’re actively working on the second independent progress study on the positive contribution of young people to peace processes.  

    And we’re progressing on a review of all forms of Peace Operations — as requested in the Pact. 

    Our recent proposals to the Security Council regarding Haiti are a case in point where new approaches can be developed to complex security challenges.

    The review will be an opportunity to help adapt peace operations to today’s realities, and ensure they’re guided by clear and sequenced mandates that are realistic and achievable — with viable exit strategies and transition plans.

    It will also recognize the limitations of our operations where there is little or no peace to keep.

    We will also continue pushing forward on other peace-related priorities of the Pact — including disarmament commitments around nuclear, biological and chemical weapons, lethal autonomous weapons and the growing weaponization of outer space.

    And we will continue advocating — including through the intergovernmental negotiations process — for the Pact’s call to make the Security Council more representative of today’s world and more effective in the capacity to promote peace in the world.

    Second — finance for development.

    Since the Pact’s adoption, we’ve taken action on several fronts.

    For example, our Resident Coordinators and Country Teams are now mapping out how we can accelerate progress at the national levels in close cooperation with the Governments.

    We’ve begun analyzing the impact of military expenditure on the achievement of the SDGs and on our own work at the UN — with a final report out by September.

    The Expert Group called for in the Pact to develop measures of progress that go beyond Gross Domestic Product will soon be announced, and will work throughout the year before an inter-governmental process takes over in 2026.

    And we’ve been working closely with the World Bank and the IMF to follow-up on the Pact’s action points addressing improvements to the international financial system.

    Developing countries must be represented fairly in the governance of the very institutions they depend on.

    We know the environment is not favourable.

    But we must not give up.

    Since the Pact’s adoption, I have also established an expert group to identify practical steps for action on debt.

    In the coming weeks, they will propose a list of achievable outcomes — and release a full report in June in advance of the Financing for Development Conference in Spain.

    Debt relief is a central issue if we want the implementation and the Pact for the Future a reality.

    At the same time, we will continue advocating to increase the lending capacity of Multilateral Development Banks, to make them bigger and bolder.

    This includes both stretching their balance sheets and recapitalization.

    And we must ensure that concessional finance is deployed where it is most needed.

    Many of these actions depend on decisions of other multilateral institutions and of Member States, but we will not relent in our constant advocacy for what the Pact for the Future has clearly indicated as the way to pursue.

    Three — youth and future generations 

    Our efforts must deliver for young people and the generations to come. 

    The Pact’s central promise to young people is to listen to their concerns and ideas, and including them at the decision-making table.

    Following the establishment of a UN Youth Office in 2022, young people played a key role in shaping the Pact’s priorities.

    With the Pact’s adoption, we’re now progressing towards establishing a Youth Investment Platform to ensure that national funding mechanisms and investment platforms are focused on the needs of young people.

    And we’re developing core principles to strengthen youth engagement across our work at the United Nations — including by broadening the representation of younger colleagues within our organizational structures.

    Through the Declaration on Future Generations, we’re also looking to the generations yet to be born.

    We’ve established a Strategic Foresight Network and Community of Practice, to ensure our policies, programmes and field operations are based on long-term thinking.

    And later this year, I will appoint a Special Envoy for Future Generations to scale up these efforts.

    Fourth — technology.

    We’re implementing the Global Digital Compact’s calls to close all digital divides and ensure all people benefit from a safe and secure digital space.

    Artificial Intelligence is a particular focus.

    We’re developing a report on innovative voluntary financing options for AI capacity-building to help the Global South harness AI for the greater good, taking into account the recommendations of my High-Level Advisory Body. 

    The zero draft resolution to establish the International Independent Scientific Panel on AI and convene a Global Dialogue on AI Governance was also circulated last week — thanks to the work of the co-facilitators, Spain and Costa Rica.

    I urge the General Assembly to act swiftly to establish this Panel, and ensure that AI expertise and knowledge are available to all countries, while supporting the Global Dialogue.

    The UN system stands ready to support this work.

    Excellencies,

    As we push for these priorities, we’re also improving the efficiency and effectiveness of our operations, as called for by the Pact.

    Last fall, we undertook a comprehensive assessment across UN entities to harness the potential of innovation, data analytics, digital transformation and foresight across our work — as called for in the UN 2.0 initiative.

    We’re already seeing results: from speeding-up disaster assessments in the Asia-Pacific, to strengthening social security programmes in Malawi, to consolidating Information Technology functions across the UN System.

    This work must continue — especially in light of the funding challenges we face.

    We’re counting on your support as we move forward.

    Excellencies,

    The Pact for the Future is an essential part of this process of constant renewal, as we re-shape the multilateral system for the challenges of today’s world.

    We cannot dilute our efforts.

    We need to sustain the same spirit and determination in which the Pact was forged and adopted.

    We count on you to inform, inspire and guide the implementation work ahead.

    Once again, thank you for your ideas and commitment. 

    MIL OSI United Nations News –

  • MIL-OSI: LambdaTest’s Chandni Chopra Wins 2025 DE&I Leadership Award for Championing Inclusive Innovation

    Source: GlobeNewswire (MIL-OSI)

    Delhi/San Francisco, March 26, 2025 (GLOBE NEWSWIRE) — LambdaTest, a unified agentic AI and cloud engineering platform is proud to announce that Chandni Chopra, VP of People and Culture, has been honored with the DE&I in Tech Leadership Award at The RISING 2025, India’s biggest summit celebrating women in tech and AI, hosted by Analytics India Magazine. The award ceremony took place on March 21, 2025, in Bengaluru.

    The RISING 2025 shines a spotlight on changemakers who are reimagining what inclusive leadership looks like. The DE&I in Tech Leadership Award recognizes individuals who champion equity, actively dismantle barriers and create opportunities for underrepresented communities in the tech ecosystem.

    Over the past five years, Chandni Chopra has been the heart of LambdaTest’s culture journey—moving beyond traditional HR practices to build a workplace where inclusion shows up in daily behavior. She led the creation of Employee Resource Groups (ERGs) like The Phoenix Project for women, which provided mentorship opportunities, mental wellness support, and a safe space for honest dialogue. Through carefully curated self-care journals and mental health workshops, women across LambdaTest found new confidence and connection within their teams.

    Chandni also spearheaded LambdaTest’s Diversity & Inclusion Learning Initiative—a comprehensive framework that introduced cultural sensitization workshops, policy reforms for accessibility, and a globally compliant DEI charter backed by a dedicated budget. These efforts have elevated LambdaTest’s workplace into one where equity is not aspirational—it’s operational.

    “What began as a vision to create an inclusive, empowering environment has become the very foundation of LambdaTest’s culture,” said Chandni Chopra, VP of People and Culture, LambdaTest. “This award isn’t just a personal milestone—it’s a collective win for every voice that’s been amplified, every stereotype we’ve challenged, and every door we’ve opened for others to walk through.”

    LambdaTest’s commitment to DE&I goes far beyond policy. As a company, it believes innovation thrives when everyone belongs. The company’s initiatives are embedded in its DNA—whether it’s inclusive hiring, equitable growth paths, or safe spaces for open conversations. The result is a workplace where authenticity is valued and diverse perspectives lead to transformative outcomes.

    “At LambdaTest, we’ve always believed that building great products starts with building inclusive teams,” said Asad Khan, CEO and Founder of LambdaTest. “Chandni’s recognition is a testament to the culture we’re proud of—a place where people feel seen, heard, and empowered. This award is just the beginning.”

    To learn more about The RISING 2025 and this year’s DE&I champions, click here.

    About LambdaTest

    LambdaTest is an AI-native, omnichannel software quality platform that empowers businesses to accelerate time to market through intelligent, cloud-based test authoring, orchestration, and execution. With over 15,000 customers and 2.3 million+ users across 130+ countries, LambdaTest is the trusted choice for modern software testing.

    • Browser & App Testing Cloud: Enables manual and automated testing of web and mobile apps across 10,000+ browsers, real devices, and OS environments, ensuring cross-platform consistency.
    • HyperExecute: An AI-native test execution and orchestration cloud that runs tests up to 70% faster than traditional grids, offering smart test distribution, automatic retries, real-time logs, and seamless CI/CD integration.
    • KaneAI: The world’s first GenAI-native testing agent, leveraging LLMs for effortless test creation, intelligent automation, and self-evolving test execution. It integrates directly with Jira, Slack, GitHub, and other DevOps tools.

    For more information, please visit, https://lambdatest.com

    The MIL Network –

  • MIL-OSI: Digicel and Caban Energy Combat Climate Change With Solar Rollout

    Source: GlobeNewswire (MIL-OSI)

    KINGSTON, Jamaica, March 26, 2025 (GLOBE NEWSWIRE) — In a powerful statement of its commitment to environmental responsibility and combatting climate change, Digicel today announced a partnership with Caban Energy (Caban) which will diversify its energy source using solar technology and reduce its greenhouse gas (GHG) emissions while significantly reducing operational costs.

    This partnership in renewable energy infrastructure will support the Caribbean region in achieving its sustainability goals as outlined in the Paris Agreement. As a leader in renewable energy, Caban is working to deploy solar energy and storage solutions on cell towers across Jamaica for Digicel, both in collaboration with Phoenix Tower International (PTI) and independently.

    Providing a reliable, sustainable and cost-effective alternative power source for cell tower, data centers and other critical infrastructure locations, solar energy and storage solutions enhance network reliability, energy security and communications resilience. By integrating renewable energy into its network once fully deployed, Digicel will reduce GHG emissions by over 38,674 tons of CO2e per year or 580,109 tons of CO2e for the life of the project.

    Commenting on the partnership, Digicel Group CEO, Marcelo Cataldo, said; “As a meaningful expression of our Connecting. Empowering mission, our commitment to ESG is fundamental to who we are as a business. With robust social and governance programmes in place, we’re now making tangible progress in our environmental agenda as we drive multiple benefits through the deployment of sustainable, renewable and cost-effective energy solutions. Jamaica is our first market with Caban and is the shape of things to come with the expectation that more of our 25 markets will come on stream in the coming months.”

    Stephen Murad, Digicel Jamaica CEO, elaborates; “In the wake of Hurricane Beryl in July 2024 which caused significant damage to the south coast of Jamaica, and in particular to the power supplies that we rely on to run our telecoms infrastructure, we made a commitment to the Prime Minister of Jamaica that we would invest in renewable energy. We’re proud that just eight months later, we’re honouring that commitment and actively stepping up to help combat climate change.”

    Alexandra Rasch, CEO of Caban, commented; “This is about building a sustainable future for all. With Caribbean countries at the forefront of the negative effects of climate change, the region’s energy landscape is evolving. Mindful of its ESG commitments, Digicel is partnering with us to harness renewable energy sources to benefit those same countries and enable their progress towards achieving national and global climate targets. It makes for an exciting future.”

    About Digicel

    Enabling customers to live, work, play and flourish in a connected world, Digicel’s world class LTE and fibre networks deliver state-of-the-art mobile, home and business solutions.

    Serving nine million consumer and business customers in 25 markets in the Caribbean and Central America, our investments of over US$5 billion and a commitment to our communities through our Digicel Foundations in Haiti, Jamaica and Trinidad & Tobago have contributed to positive outcomes for over two million people to date.

    With our Connecting. Empowering vision at the heart of everything we do – supported by our DIGI values of Diversity, Integrity, Growth and Innovation – our 5,000 employees worldwide work together to make that a powerful reality for customers, communities and countries day in, day out. Visit www.digicelgroup.com for more.

    About Caban

    Caban, founded in 2018, set out to tackle the challenge of decarbonizing the most fossil fuel-dependent industries. Initially focused on providing alternative energy solutions for the telecommunications industry in the Americas, the company has since grown and demonstrated success in supplying energy to several of the world’s largest telecom operators. Building on this momentum, Caban has scaled globally and expanded its reach to support clean energy needs across critical infrastructure sectors worldwide.

    Caban uniquely combines service, hardware, software, and finance to deliver reliable, clean power and boosts your bottom line. This turnkey approach allows you to work directly with one trusted ESG partner to achieve decarbonization across your operations. Visit www.cabanenergy.com for more.

    Contact:
    Antonia Graham
    Head of Group Communications
    +1876 564 1708
    antonia.graham@digicelgroup.com

    Jacqueline Castillo
    info@cabanenergy.com

    The MIL Network –

  • MIL-OSI: CentralReach Releases 2025 Edition of Industry Leading Autism and IDD Care Market Report, Highlighting Upward Trends in Service Demands

    Source: GlobeNewswire (MIL-OSI)

    Fort Lauderdale, FL, March 26, 2025 (GLOBE NEWSWIRE) — CentralReach, a leading provider of Autism and IDD Care software for ABA, multidisciplinary, and special education, today announced the latest edition of its Autism and IDD Care Market Report. Compiled from an anonymized subset of CentralReach’s industry-leading proprietary CanaryBI dataset of 4 billion data points, the report equips providers with key insights on service delivery, operations, and growth by providing an extensive outlook on current trends and benchmarks shaping the autism and IDD care market. 

    “The Autism and IDD Care Market Report was designed to help providers track industry trends, benchmark performance, and identify opportunities for growth,” shared CentralReach CEO, Chris Sullens. “While our report isn’t a clinical guide, we hope that the data-driven insights it provides may help drive both operational and clinical improvements, strengthening outcomes for providers and the individuals they serve and ultimately, provide the broader industry valuable guidance to navigate the evolving landscape of autism and IDD care.”

    One highlight in the report noted that growth in services is projected to be upwards of 30% in the next two years, indicating continued healthy expansion to serve the demand for care. 

    To read this year’s full Autism and IDD Care Market Report, please visit: centralreach.com/resources/autism-idd-care-report

    About CentralReach
    CentralReach is a leading provider of autism and IDD care software, providing a complete, end-to-end software and services platform that helps children and adults diagnosed with autism spectrum disorder (ASD) and related intellectual and developmental disabilities (IDD) – and those who serve them – unlock potential, achieve better outcomes, and live more independent lives. With its roots in Applied Behavior Analysis, the company is revolutionizing how the lifelong journey of autism and IDD care is enabled at home, school, and work with powerful and intuitive solutions purpose-built for each care setting.

    Trusted by more than 200,000 professionals globally, CentralReach is committed to ongoing product advancement, market-leading industry expertise, world-class client satisfaction, and support of the autism and IDD community to propel autism and IDD care into a new era of excellence. For more information, please visit CentralReach.com or follow us on LinkedIn and Facebook.

    The MIL Network –

  • MIL-OSI United Kingdom: expert reaction to science/research-related bits of the Spring Statement

    Source: United Kingdom – Science Media Centre

    Scientists comment on science related elements of the Spring Statement delivered by the Chancellor. 

    Dr Alicia Greated, Executive Director, Campaign for Science and Engineering (CaSE):

    “Today’s spring statement confirmed the difficult context for the upcoming spending review.  The Chancellor emphasised the importance of economic growth – and we will continue, alongside the rest of the R&D sector, to make a strong case for R&D’s role in delivering it, and for an ambitious settlement for R&D and innovation in June.  It is welcome that the chancellor recognises the importance of capital investment, which includes R&D.

    “Defence R&D is an important part of the UK research system.  It is critical that the breadth of UK R&D is supported by the UK Government if R&D is to drive economic growth and deliver wide ranging benefits to society.

    “We look forward to seeing the detail behind the fiscal measures announced today and await the detail of departmental allocations following the autumn budget last October. Proper scrutiny of R&D funding allocations is of great importance ahead of the spending review this June.”

    Dr Joe Marshall, CEO, National Centre for Universities and Business (NCUB), said:

    “It was reassuring that the Chancellor acknowledged a major UK strength is our position as a ‘hub for global innovation’.  This shouldn’t be taken for granted and is the result of a strong and effective supporting ecosystem.

    “While efficiency savings in government should always be sought, and the transformation fund is a welcome initiative, it will be important to ensure that these changes are carried forward without negative impact on the research and innovation ecosystem.

    “The Chancellor has today stressed the increasing importance of defence spending in an uncertain world.  It must be remembered that research and innovation is as crucial for defence supply chains as it is to other sectors of the economy.

    “The £400m ringfenced for defence innovation, the defence growth board, and the alignment of defence spending with the industrial strategy are all positive signs that the Government recognises this – the vital role of the ecosystem that supports universities and businesses come together must be prioritised within these interventions.”

    https://www.gov.uk/government/collections/spring-statement-2025;

    https://www.gov.uk/government/news/chancellor-delivers-security-and-national-renewal-in-a-new-era-of-global-change

    Declared interests

    The nature of this story means everyone quoted above could be perceived to have a stake in it. As such, our policy is not to ask for interests to be declared – instead, they are implicit in each person’s affiliation.

    MIL OSI United Kingdom –

  • MIL-OSI USA: Defense Contractor MORSECORP Inc. Agrees to Pay $4.6 Million to Settle Cybersecurity Fraud Allegations

    Source: US State of Vermont

    MORSECORP Inc. (MORSE), of Cambridge, Massachusetts, has agreed to pay $4.6 million to resolve allegations that MORSE violated the False Claims Act by failing to comply with cybersecurity requirements in its contracts with the Departments of the Army and Air Force.  

    The settlement resolves allegations that MORSE submitted false or fraudulent claims for payment on contracts with the Departments of the Army and Air Force, and that those claims were false or fraudulent because Morse knew it had not complied with those contracts’ cybersecurity requirements. As part of the settlement, MORSE admitted, acknowledged and accepted responsibility for the following facts:

    • From January 2018 to September 2022, MORSE used a third-party company to host MORSE’s emails without requiring and ensuring that the third party met security requirements equivalent to the Federal Risk and Authorization Management Program Moderate baseline and complied with the Department of Defense’s requirements for cyber incident reporting, malicious software, media preservation and protection, access to additional information and equipment necessary for forensic analysis and cyber incident damage assessment;
    • The contracts required that MORSE implement all cybersecurity controls in National Institute of Standards and Technology (NIST) Special Publication (SP) 800-171, but from January 2018 to February 2023, MORSE had not fully implemented all those controls, including controls that, if not implemented, could lead to significant exploitation of the network or exfiltration of controlled defense information and controls that could have a specific and confined effect on the security of the network and its data;
    • From January 2018 to January 2021, despite the contracts’ system security plan requirement, MORSE did not have a consolidated written plan for each of its covered information systems describing system boundaries, system environments of operation, how security requirements are implemented and the relationships with or connections to other systems;
    • In January 2021, MORSE submitted to the Department of Defense a score of 104 for its implementation of the NIST SP 800-171 security controls. That score was near the top of the possible score range from -203 to 110. In July 2022, a third-party cybersecurity consultant notified MORSE that its score was actually -142. MORSE did not update its score in the Department of Defense reporting system until June 2023 — three months after the United States served MORSE with a subpoena concerning its cybersecurity practices.

    “Federal contractors must fulfill their obligations to protect sensitive government information from cyber threats,” said U.S. Attorney Leah B. Foley for the District of Massachusetts. “We will continue to hold contractors to their commitments to follow cybersecurity standards to ensure that federal agencies and taxpayers get what they paid for, and make sure that contractors who follow the rules are not at a competitive disadvantage.”  

    “We are pleased with today’s settlement, which further demonstrates the resolve of the Department of the Army Criminal Investigation Division and our law enforcement partners to protect and defend the assets of the United States Army and Department of Defense,” said Special Agent in Charge Keith K. Kelly of the Department of the Army Criminal Investigation Division Fraud Field Office. “We’re committed to protecting the warfighter and maintaining the Army’s operational readiness while holding those who engage in such acts accountable.”

    “Failure to implement cybersecurity requirements can have devastating consequences, leaving sensitive DoD data vulnerable to cyber threats and malicious actors,” said Special Agent in Charge William W. Richards of the Air Force Office of Special Investigations (AFOSI). “AFOSI, alongside our investigative partners and the Department of Justice, will continue to combat fraud affecting the Department of the Air Force and hold those accountable that fail to properly safeguard sensitive defense information.”

    “Protecting the integrity of Department of Defense (DoD) procurement activities is a top priority for the DoD Office of Inspector General’s Defense Criminal Investigative Service (DCIS),” said Special Agent in Charge Patrick J. Hegarty of the DCIS Northeast Field Office. “Failing to comply with DoD contract specifications and cybersecurity requirements puts DoD information and programs at risk. We will continue to work with our law enforcement partners and the Department of Justice to investigate allegations of false claims on DoD contracts.”

    The settlement resolves a lawsuit filed under the whistleblower provisions of the False Claims Act, which permit private parties to sue on behalf of the government when they believe that a defendant has submitted false claims for government funds and receive a share of any recovery. The settlement in this case provides for the whistleblower to receive an $851,000 share of the settlement amount. The qui tam case is captioned United States ex rel. Berich v. MORSECORP Inc. et al., No. 23-cv-10130 (D. Mass.).  

    The settlement announced today was the result of a coordinated effort between the U.S. Attorney’s Office for the District of Massachusetts, the Civil Division’s Commercial Litigation Branch, Fraud Section, with assistance from the Department of the Army Criminal Investigation Division’s Fraud Field Office, the Air Force Office of Special Investigations, DCIS and the General Services Administration Office of Inspector General. The matter was handled by Brian LaMacchia, Chief of the Affirmative Civil Enforcement Unit, Assistant U.S. Attorney Julien Mundele in the U.S. Attorney’s Office and DOJ Senior Trial Counsel Christopher Terranova. 

    MIL OSI USA News –

  • MIL-OSI Russia: “Studying at the University of Bologna is very different from how we study at the HSE”

    Translartion. Region: Russians Fedetion –

    Source: State University Higher School of Economics – State University Higher School of Economics –

    Alina Pakhomova

    Photo from personal archive

    Alina Pakhomova, 4th year student of the educational program “Computer Science and Engineering» MIEM HSE, studied for six months at the oldest university in Europe — the University of Bologna. She went to Italy under the academic mobility program, and upon returning to Moscow, she told about her impressions of life and study in another country, leisure, new friends and, of course, the famous Italian cuisine.

    University of Bologna and the educational system

    The University of Bologna is considered the oldest university in the Western world, where Dante Alighieri, Francesco Petrarca, Nicolaus Copernicus, and Umberto Eco studied. In addition, it is one of the top universities in Italy. Therefore, when I saw that Bologna was on the list of universities to which HSE had the opportunity to apply, there was no doubt: I applied only there. Besides, the programs at other universities, to be honest, were not very suitable.

    When you go on mobility, you replace your courses with those at the university where you will study, regardless of the field. I am in my 4th year of bachelor’s degree, and it turned out that I studied on master’s courses, since they were the best fit for replacement. In addition, there are more master’s programs in English than bachelor’s, which means there is more choice.

    The semester lasts from September to February. Exams were, as in HSE, in autumn and winter, but, unfortunately, in winter they are there both before and after the New Year. After the free winter holidays at HSE, it was difficult to sit and chat during the winter holidays in Italy…

    Lectures and practical classes

    Studying at the University of Bologna is very different from how we study at the HSE. Classes last three hours, sometimes two. Frankly, you lose focus after the usual hour and a half. In Italy, it is important to sit down after a class and reread the lectures, delve into the material and take notes, otherwise you simply won’t remember anything. At the HSE, seminars are very helpful in consolidating the material, which the University of Bologna doesn’t have.

    There are laboratory works, but, unlike HSE, where you most often do the work at home, and in the practical class you only ask questions or already defend the work, in Bologna they are done by students right in the practical classes and only finished at home, which happens rarely, only if you did not have time.

    Probably my favorite course is Artificial Intelligence in Industry, because it was a course where you delve into how everything works in real life, and lectures were often given by invited lecturers from foreign companies. By the way, in Bologna, another common practice in IT areas is a project as an exam. That is, you just pass one big project, and the grade for it is your final grade for the course.

    Where to live in Bologna

    Housing is hard here. The university does not provide dormitories: they are there, but it is almost impossible to get them. If you do not have 1000 euros for a room in a student co-living, where exchange students from other European countries (Erasmus students) usually live, then welcome to the “Hunger Games”. Here you will not choose an apartment, but the landlord (landlord) will choose the one he likes best from the mass of students who want to rent housing.

    Then you need to look for either a double (bed in a double room) or a single (bed in a single room). The prices are 350 and 500 euros respectively. Another option is to join someone and rent the entire apartment.

    Tip 1: try to look for housing through acquaintances or students who were on mobility before you, and do it in advance. Also look through chats, as students often post the housing they lived in and find a replacement.

    Tip 2: Don’t be upset if you can’t find anything in advance. You can rent temporary accommodation and then continue searching in Bologna itself once you’ve arrived there.

    What did you like most about Italy?

    Here it is easy to arrange a mini-vacation and travel to another city or country. For example, I flew for the weekend to France, Denmark and other European countries, because the tickets cost 15-20 euros (1500-2000 rubles) one way. And the journey takes very little time.

    Speaking about Italy itself, it really helped me slow down. In Moscow, you are constantly in some kind of hustle and bustle, constantly going somewhere on the metro, wasting a lot of time on it. In Bologna, on foot, 20 minutes — and you are already there. Here, it is much easier to meet for a short walk or a get-together in a cafe, invite someone for a coffee before work or for an Aperol after classes.

    How the vision of the future profession has changed

    Before Italy, I thought I had decided on the direction I wanted to develop in. My study and work experience combines several areas: IT, marketing, and events. All this makes me an excellent devrel. But after studying abroad, I realized that I don’t want to stop there. I plan to continue my education in a master’s degree. Now I am most interested in product management in the field of high technologies.

    Communication and extracurricular student life

    People and networking were one of the main goals of my trip. There were 7 of us from HSE who went on mobility, and we didn’t know each other before Italy. But the circumstance of finding ourselves alone in another country and trying to figure out a lot of new rules and bureaucratic requirements really brought us together. In Moscow, we would most likely never have crossed paths, and even if we had, we would hardly have become friends: we are all very different. But in another country, everything is different, the very circumstances of life brought us closer. And communication with completely different people, unlike your usual environment in Moscow, changes you a lot.

    In Europe, there is an organization called ESN (Erasmus Student Network). Their branches are usually in every student city. Either students or graduates work there. They organize various meetings and events for dating, trips and travel with big discounts. They also have partners, and you can get discounts in establishments or companies with an ESN member card (it costs 10 euros). For example, one of the partners is a low-cost airline that provides 10% discounts and free luggage space with an ESN card.

    I wouldn’t say that there is some kind of super-organization of all events, but there are simply a lot of them. The events are mainly aimed at introducing people, uniting them by interests and providing an opportunity to have a good time together. For example, one of the events is The Babel Nights: people gather in different audiences and communicate in a certain language. English, Italian, Spanish, French, German – you can choose whichever is closer to you and go to the right audience. You can also go to the theater together (cheaper with ESN) and to exhibitions. In general, everyone will find something to their liking.

    There are other student clubs. For example, some guys just organized a hiking chat and every Saturday they go somewhere on a short day hike. When I left, they decided to expand and create sub-chats for basketball and volleyball fans.

    It’s easy to meet anyone here, but the common problem is that communication is very superficial. To be honest, sometimes you get tired of the huge amount of small talk.

    Local cuisine and favourite dishes

    Food in Italy is a separate topic. What is interesting here is not so much what food is the most delicious, but how Italians treat their food and the order of eating. Take a cappuccino after 12, order a pizza for two, drink autumn special coffee from Starbucks with pumpkin syrup – get ready for deportation, as we often joked when doing something like this. Italians are very sensitive to their gastronomic culture and really don’t like it when someone doesn’t follow the rules.

    My favorite dishes are: croissant with pistachio, cappuccino and lasagne. I won’t mention pizza and pasta because I feel sick from eating so much of them. I don’t understand how Italians can eat pasta every day. Once we asked a friend: “Are there days when you don’t eat pasta for lunch?” His answer perfectly describes the Italian culture: “Of course, but then I’ll definitely have it for dinner.”

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

    MIL OSI Russia News –

  • MIL-OSI Global: To address the environmental polycrisis, the first step is to demand more honesty

    Source: The Conversation – UK – By Mike Berners-Lee, Professor of Sustainability, Lancaster University

    Minerva Studio/Shutterstock

    Climate breakdown is major threat to life as we know it, but it is just one element of a much wider environmental polycrisis that includes biodiversity loss, energy and pollution, food security, population growth and disease outbreaks. That can feel overwhelming and make people feel helpless, especially when we see that global emissions are higher than ever – even after three decades of UN climate summits.

    The good news is that, despite our failure so far, it is possible for us to do better. And the sticking point has not been lack of technology. To look for the point of maximum leverage that all of us can have, we need to look deeply into the reasons behind our frustrating lack of progress to date.

    In my new book, A Climate of Truth, I argue that society radically needs to become more honest. In politics, media and business. The worst failure in our attempts to tackle the world’s environmental and societal problems have deceit at their core.

    By holding power to account, insisting on transparency and shining a light on any greenwash, we can start to build the conditions under which the quality of decision-making and action that we so desperately need can become possible at last.

    Dishonesty, to be clear, isn’t just about clearcut lies. These are just the tip of the iceberg. Just as dangerous are such techniques as subtle twists, misdirections of attention, biased selection of evidence, using loopholes and failing to call out deceitful colleagues.

    Bullshit, as defined by American professor of philosophy Harry Frankfurt, is a blend of fact and fiction concocted to persuade. The craft of misleading the public has been refined over decades by corporate interests, advertising executives, media moguls and the worst politicians for their own financial gain, social standing or power.

    Many people in the west have become careless in their requirement for this basic standard from their leaders. We have allowed a growing a false narrative, propagated by the most dishonest among us, that lies are a normal and inevitable part of everyday life. And the results of our post-truth experiment are now starting to come in, with, sadly, plenty more consequences yet to come.

    It is now high time not just for a reset on honesty, but to raise the bar beyond anything the global community has ever known. Why do we need a higher standard than ever? Because deceit throws a spanner into any decision-making process and our complex, urgent polycrisis demands the highest quality, wisest decision-making that we can possibly attain.

    How can we achieve a culture of basic honesty when that very complexity makes deceit easier than ever? The answer is to create a high enough price for being caught. We need to treat deliberate deception as a form of abuse.

    Just one incident tells us that a politician does not have our best interests at heart and is unfit for office – although we might have to vote for the least un-fit politician to gradually raise the bar – plus that their colleagues who stayed quiet in the knowledge of their deceit are also unfit for office. The same goes for businesses and media. This is something we can collectively and consistently insist upon.

    The push for integrity

    In practice, the starting point is to ask the most careful and discerning questions that we can. We need to look at the track record of people, and the ownership and track records of media empires and companies.

    We need to switch wherever we can to the most honest alternatives. We can achieve that by disowning unfit politicians, starving out bad media, supporting the best media that we find, and spending our money on companies that act with integrity for a better world. We need to challenge those around us who are not so discerning and initiate conversations with friends, relatives and colleagues to encourage the quest for more truthful leadership.

    These actions are so simple yet so important because we cannot even begin to make progress without raising this standard. Whichever aspect of environmental or social change you care about most, this is your point of maximum leverage – and your route to maximum agency.

    Don’t have time to read about climate change as much as you’d like?

    Get a weekly roundup in your inbox instead. Every Wednesday, The Conversation’s environment editor writes Imagine, a short email that goes a little deeper into just one climate issue. Join the 40,000+ readers who’ve subscribed so far.

    Mike Berners-Lee 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. To address the environmental polycrisis, the first step is to demand more honesty – https://theconversation.com/to-address-the-environmental-polycrisis-the-first-step-is-to-demand-more-honesty-251742

    MIL OSI – Global Reports –

  • MIL-OSI United Kingdom: ESFA Update: 26 March 2025

    Source: United Kingdom – Executive Government & Departments

    Correspondence

    ESFA Update: 26 March 2025

    Latest information and actions from the Education and Skills Funding Agency for academies, schools, colleges, local authorities and further education providers.

    Applies to England

    Documents

    ESFA Update further education: 26 March 2025

    HTML

    ESFA Update academies: 26 March 2025

    HTML

    ESFA Update local authorities: 26 March 2025

    HTML

    Details

    Latest for further education

    Article Title
    Information Transfer of Education and Skills Funding Agency (ESFA) functions to the Department for Education (DfE)
    Information Updated adult skills fund – funding rates and formula guidance 2024 to 2025
    Information 16 to 19 funding rates and formula 2025 to 2026
    Information Provider data self-assessment toolkit updated
    Information New college financial framework documents for the financial year 2024 to 2025
    Information Good practice guidance for colleges and academy trusts on novel, contentious and repercussive transactions
    Information Publishing the 2025 to 2026 apprenticeship funding rules

    Latest information for academies

    Article Title
    Information Transfer of Education and Skills Funding Agency (ESFA) functions to the Department for Education (DfE)
    Information Pupil premium conditions of grant and technical note for the 2025 to 2026 financial year
    Information 16 to 19 funding rates and formula 2025 to 2026
    Information Academy national non-domestic rates claims guidance updated for 2025 to 2026
    Information Academies Accounts Direction for 2024 to 2025
    Information Good practice guidance for colleges and academy trusts on novel, contentious and repercussive transactions
    Information Related Party Transactions (RPTs) online form portal downtime
    Events and webinars Risk protection arrangement members only – stress workshop

    Latest information for local authorities

    Article Title
    Information Transfer of Education and Skills Funding Agency (ESFA) functions to the Department for Education (DfE)
    Information Pupil premium conditions of grant and technical note for the 2025 to 2026 financial year
    Information Updated adult skills fund – funding rates and formula guidance 2024 to 2025
    Information 16 to 19 funding rates and formula 2025 to 2026
    Information Updated dedicated schools grant (DSG) management plan template and accompanying guidance for 2025 to 2026
    Information The national non-domestic rates (NNDR) operational guidance for billing authorities updated for 2025 to 2026
    Events and webinars Risk protection arrangement members only – stress workshop

    Updates to this page

    Published 26 March 2025

    Sign up for emails or print this page

    MIL OSI United Kingdom –

  • MIL-OSI United Kingdom: Media Release – Pre-season update for Harbour Users Wednesday 26 March 2025

    Source: Channel Islands – States of Alderney

    Media Release

    Date:  26th March 2025

    Pre-season update for Harbour Users

    Spring is fast approaching and therefore it is time to update Harbour users with some useful dates and information regarding the introduction of seasonal infrastructure and Harbour services.

    Pontoons

    The inner sections of the Harbour Pontoon facility are scheduled for installation on Friday the 11th of April, this will include the passenger landing pontoon and access bridge. The remaining sections will be introduced according to demand.

    Water taxi

    The Water taxi service will also commence operations on Friday the 11th of April to coincide with the pontoon’s installation. Following a successful trial in 2024, the operating hours will continue be restricted to a weekend only service during the spring months.     

    Taxi Hours (Times in BST)

    ·       Weekends and Bank Holidays: 0800-0000

    ·       Monday-Thursday (April & May): No taxi available

    ·       Weekdays: June – August: 0800-0000

    Taxi Mobile telephone: 07781 121 046   VHF Ch 73

    Mooring maintenance

    The servicing of all outer Harbour Moorings is due to commence on the 2nd of April. The diving and servicing work takes approximately 14 days to complete, during this time crane activity will be restricted to general cargo working and essential lifts to ensure that the project does not suffer unnecessary delays.

    Any mooring holders who have not already recovered ropes and tackle from their allocated mooring buoy may contact the Harbour Office to arrange collection or make an enquiry.   

    Please note that the availability of some services and facilities may vary when weather conditions exceed safe working limits.   

    Harbour Office

    The Harbour Office will be staffed at weekends and Bank Holidays from Friday the 18th of April between the hours of0800 and 1700. During these times vessel safety traffic and passage reporting can be directed to Alderney Port Control on VHF Channel 74.

    Maritime Emergencies can be reported to Alderney Coastguard on VHF Channel 16 or by dialling 999.

    Please contact the Harbour Office on 01481 820070 or email harbour@alderney.gov.gg for enquiries or to report an issue or incident to the Duty Harbour Officer.    

     

    ENDS

    MIL OSI United Kingdom –

  • MIL-OSI United Kingdom: Sod cutting at site of new Derry Cemetery

    Source: Northern Ireland – City of Derry

    Sod cutting at site of new Derry Cemetery

    26 March 2025

    The Mayor of Derry City and Strabane District Council, Cllr Lilian Barr, accompanied Council officials, and representatives of the contractor and design team at the sod cutting for the development of Derry’s new municipal cemetery at Mullenan Road earlier this week.

    The site, located on the outskirts of the City on the Mullenan Road, will provide 3,500 new burial plots as well as a memorial garden, administration building, public toilets, storage buildings and parking.

    As well as main access to the site from Mullenan Road, the cemetery will be linked to the city via a new footway to Balloughry Road, which will facilitate a pedestrian and cycling connection to the greenway stretch know as ‘The Line’, subject to land acquisition.

    Much work has gone into selecting and assessing a suitable location for the new cemetery as space at the City Cemetery nears full capacity. It is envisaged that the new cemetery will facilitate up to 20 years burial capacity with the potential for further expansion on to adjoining lands

    Full planning permission was granted for the development of the site in September 2024, and the company behind the delivery of the £3.73m contract is E Quinn Civils Ltd, from Pomeroy Co. Tyrone. Ground works are now on site and it is anticipated that the first phase of the development of the overall site will take approximately a year to complete.

    The overall cemetery facility will be developed on a phased basis with a view to the first interments taking place at the conclusion of the first phase of development, but the plans can accommodate burials sooner than this if required.

    MIL OSI United Kingdom –

  • MIL-OSI United Kingdom: Spring Statement 2025 speech

    Source: United Kingdom – Executive Government & Departments 3

    Speech

    Spring Statement 2025 speech

    Spring Statement 2025 speech as delivered by Chancellor Rachel Reeves.

    Mr Speaker, [political content redacted]. 

    To provide security for working people. 

    And to deliver a decade of national renewal. 

    That work began in July – and I am proud of what we have delivered in just nine months. 

    Restoring stability to our public finances…  

    … giving the Bank of England the foundation to cut interest rates…  

    … three times since the General Election.  

    Rebuilding our public services… 

    … with record investment in our NHS… 

    … bringing waiting lists down for 5 months in a row.   

    And increasing the National Living Wage… 

    … to give 3 million people a pay rise from next week.  

    Now our task is to secure Britain’s future… 

    … in a world that is changing before our eyes.  

    The threat facing our continent was transformed when Putin invaded Ukraine. 

    It has since escalated further…  

    … and continues to evolve rapidly.  

    At the same time, the global economy has become more uncertain…  

    … bringing insecurity at home… 

    … as trading patterns become more unstable… 

    … and borrowing costs rise for many major economies.  

    Mr Speaker, the job of a responsible government is not simply to watch this change. 

    This moment demands an active government. 

    A government not stepping back, but stepping up.  

    A government on the side of working people…  

    … helping Britain to reach its potential.  

    We have the strengths to do just that… 

    … as one of the world’s largest economies … 

    … an ally to trading partners across the globe…  

    … and a hub for global innovation.  

    These strengths… 

    … and the progress we have made so far… 

    … mean we can act quickly and decisively in a more uncertain world… 

    … to secure Britain’s future… 

    … and to deliver prosperity for working people. 

    Mr Speaker, as I set out at the Budget last year… 

    … I am today returning to the House to provide an update on our public finances… 

    … supported by a new forecast from the independent Office for Budget Responsibility… 

    … ahead of a full Spending Review in June. 

    I will then return to the House in the autumn to deliver a budget… 

    … in line with our commitment to deliver just one major fiscal event a year. 

    So let me turn now to the OBR’s forecasts… 

    … and I want to thank Richard Hughes and his team for their dedicated work. 

    The increased global uncertainty has had two consequences. 

    First, on our public finances. 

    And second, on our economy. 

    I will take each in turn.  

    In the autumn, I set out new fiscal rules that would guide this government. 

    These fiscal rules are non-negotiable. 

    They are the embodiment of this government’s unwavering commitment… 

    … to bring stability to our economy… 

    … and to ensure security for working people. 

    [political content redacted]

    But we must earn that trust every single day.  

    The two fiscal rules that I set out at the Budget were… 

    First, our “Stability Rule”, which ensures that public spending is under control… 

    … balancing the current budget by 2029-30… 

    … so that day-to-day spending is met by tax receipts.  

    Second, our “Investment Rule” to drive growth in the economy… 

    … ensuring that net financial debt falls by the end of the forecast period…  

    … while enabling us to invest alongside business. 

    Turning first to the Stability Rule, the OBR’s forecast shows that… 

    … before the steps that I will take in this statement…  

    … the current budget would have been in deficit by £4.1bn in 2029-30… 

    … having been in surplus by £9.9bn in the autumn…  

    … as the UK, alongside our international peers like France and Germany… 

    … has seen the cost of borrowing rise during this period of heightened uncertainty in global markets. 

    As a result of the steps that I am taking today… 

    … I can confirm that I have restored in full our headroom against the “stability rule”…  

    … moving from a deficit of £36.1bn in 2025-26 and £13.4bn in 2026-27… 

    … to a surplus of £6.0bn in 2027-28, £7.1bn in 2028-29 and a surplus of £9.9bn in 2029-30. 

    [political content redacted]

    That means that we are continuing to meet the Stability Rule two years early…  

    … building resilience to shocks in this, a more uncertain world.  

    The OBR forecast that the “investment rule” is also met two years early… 

    … with net financial debt of 82.9% of GDP in 2025-26 and 83.5% in 2026-27… 

    … before falling from 83.4% in 2027-28, to 83.2% in 2028-29 and 82.7% in 2029-30…  

    … providing headroom of £15.1bn in the final year of the forecast… 

    … broadly unchanged from the autumn.  

    [political content redacted]

    … debt interest payments now stands at £105.2bn this year… 

    … Mr Speaker, that is more than we allocate on Defence, the Home Office and Justice combined. 

    [political content redacted]

    So the responsible choice is to reduce our levels of debt and borrowing in the years ahead… 

    … so that we can spend more on the priorities of working people. And that is exactly what this government will do. 

    Mr Speaker. 

    I said that our fiscal rules were non-negotiable. 

    And I meant it. 

    I will always deliver economic stability. 

    And I will always put working people first.  

    [political content redacted]

    I said it at the Budget. 

    And I say it again today. 

    Let me now set out the steps the government has taken.  

    At the Budget we protected working people… 

    … by keeping our promise not to raise their rates of National Insurance, income tax or VAT. 

    At the same time, we began to rebuild our public services…  

    [political content redacted]

    Ours were the right choices, the right choices for stability and the right choices for renewal… 

    … funded by the decisions that we took on tax.  

    As I promised in the autumn, this Statement does not contain any further tax increases.  

    But when working people are paying their taxes, while still struggling with the cost-of-living…  

    …it cannot be right that others are still evading what they rightly owe in tax.  

    In the Budget, I delivered the most ambitious package of measures that we have ever seen… 

    … to cut down on tax evasion… 

    … raising £6.5bn per year by the end of the forecast.  

    Today, I go further… 

    … continuing our investment in cutting-edge technology … 

    … investing in the HMRC’s capacity to crack down on tax avoidance… 

    … and setting out plans to increase the number of tax fraudsters charged every year by 20%. 

    These changes raise a further £1bn… 

    … taking the total revenue raised from reducing tax evasion under this [political content redacted] government to £7.5bn… 

    … figures verified by the Office for Budget Responsibility…  

    … and I want to thank my Honourable Friend the Exchequer Secretary for his continued work in this area.  

    Mr Speaker, last week my Right Honourable Friend the Secretary of State for Work and Pensions, set out this government’s plans to reform the welfare system.  

    [political content redacted]

    We believe that if you can work, you should work… 

    … but if you can’t work, you should be properly supported.  

    This government inherited a broken system.  

    More than 1,000 people are qualifying for Personal Independence Payments. 

    And 1 in 8 young people are not in employment, education or training. 

    If we do nothing, we are writing off an entire generation.  

    That cannot be right and we will not stand it.  

    It is a waste of their potential and it is a waste of their futures and we will change it. 

    As my Right Honourable Friend said in her statement last week… 

    … the final costings would be subject to the OBR’s assessment. 

    Today, the OBR have said… 

    … that they estimate the package will save £4.8bn in the welfare budget… 

    … reflecting their judgements on behavioural effects and wider factors. 

    This also reflects final adjustments to the overall package… 

    … consistent with the Secretary of State’s statement last week… 

    … and the government’s Pathways to Work Green Paper. 

    The Universal Credit Standard Allowance will increase from £92 per week in 2025-26 to £106 per week by 2029-30… 

    … while the Universal Credit Health element will be cut for new claimants by 50% and then frozen.  

    On top of this, we are investing £1bn to provide guaranteed, personalised employment support to help people back into work… 

    … and £400m to support the Department for Work and Pensions and our Job Centres to deliver these changes effectively and fairly… 

    … taking total savings after that for the package to £3.4bn. 

    Whilst spending on disability and sickness benefits will continue to raise, these plans 

    mean that welfare spending as a share of GDP will fall between 2026-27 and the end of the forecast period.  

    [political content redacted]

    We are reforming our welfare system… 

    … making it more sustainable… 

    … protecting the most vulnerable… 

    … and supporting more people back into secure work lifting them out of poverty.  

    Mr Speaker, at the Budget, I fixed the foundations of our economy to deliver on the promise of change. 

    That work has already begun. 

    2 million extra appointments in our NHS. 

    Waiting lists down.  

    New breakfast clubs opening across England. 

    The largest settlements in real terms for Scotland, Wales and Northern Ireland in the history of devolution.  

    Asylum costs, falling. 

    Promises made, promises kept.  

    [political content redacted]

    At the Budget… 

    … alongside providing an increase in funding for this year and next… 

    … I set the envelope for the Spending Review… 

    … which we will deliver in June… 

    led by my RHF the Chief Secretary to the Treasury 

    … to set departmental budgets until 2028-29 for day-to-day spending… 

    … and until 2029-30 for capital spending.  

    Today, I am reflecting two steps that we have taken in our spending plans.  

    First, because we are living in an uncertain world… 

    … as the Prime Minister has set out… 

    … we will increase defence spending to 2.5% of GDP, reducing overseas aid to 0.3% of Gross National Income. 

    This means we save £2.6bn in day-to-day spending in 2029-30… 

    … to fund our more capital-intensive defence commitments.  

    Second, in recent months, we have begun to fundamentally reform the British state… 

    … driving efficiency and productivity across government… 

    … to deliver tangible savings… 

    … and improve services across our country. 

    Earlier this month, the Prime Minister set out our plans to abolish the arms-length body NHS England… 

    … and ensure that money goes directly to improving the service for patients. 

    My Right Honourable Friend the Health Secretary is driving forward vital reforms to increase NHS productivity… 

    … bearing down on costly agency spend… 

    … to save money so that we can improve patient care. 

    And my Right Honourable Friend the Chancellor of the Duchy of Lancaster is taking forward work to significantly reduce the costs of running government… 

    … by 15%, worth £2bn, by the end of the decade. 

    This work shows that we can make our state leaner, and more agile… 

    … delivering more resources to the frontline…  

    … while ensuring we control day-to-day spending to meet our fiscal rules. 

    Today, I build on that work… 

    … by bringing forward £3.25bn of investment… 

    … to deliver the reforms that our public services need…  

    … through a new Transformation Fund.  

    That is money brought forward now… 

    … to bring down the costs of running government by the end of the forecast period…   

    … by making public services more efficient, more productive and more foucssed on the user. 

    I can confirm today the first allocations from this fund… 

    … including funding for Voluntary Exit Schemes to reduce the size of the Civil Service… 

    … pioneering AI tools to modernise the state… 

    … investment in technology for the Ministry of Justice to deliver probation services more effectively… 

    … and up-front investment so we can support more children in foster care… 

    … to give them the best possible start in life… 

    … and reduce cost pressures in the future. 

    Our work to make government leaner… 

    … more productive… 

    … and more efficient… 

    … will help deliver a further £3.5bn of day-to-day savings by 2029-30. 

    Overall, day-to-day spending will be reduced by £6.1bn by 2029-30…  

    … and it will now grow by an average of 1.2% a year above inflation…  

    … compared to 1.3% in the Autumn. 

    Mr Speaker, I can confirm to the House that day-to-day spending will increase in real terms, above inflation, in every single year of the forecast.  

    And in the Spending Review, apart from the reduction in overseas aid… 

    … day-to-day spending across government has been fully protected.   

    I can also confirm our approach to capital investment.  

    In the Autumn Budget I announced £100bn of additional capital spending…  

    … to crowd in investment from the private sector… 

    … to fix our crumbling infrastructure…  

    … and to create jobs in every corner of our country. 

    [political content redacted]

    Today, I am instead increasing capital spending … 

    … by an average of £2bn per year compared to the Autumn…  

    … to drive growth in our economy… 

    … and to deliver in full our vital commitments on defence. 

    This government will ensure that every pound we spend will deliver for the British people… 

    … by increasing productivity… 

    … driving growth in our economy… 

    … and improving our frontline public services.  

    Mr Speaker, let me turn now to the impact of increased uncertainty on our economy. 

    To deliver economic stability, we must work closely with the Bank of England… 

    … supporting the independent Monetary Policy Committee to meet their 2% inflation target.  

    There have been three interest rate cuts since the General Election and today’s data showed that inflation fell in February. 

    [political content redacted]

    … the OBR forecast that CPI inflation will average 3.2% this year… 

    … before falling rapidly to 2.1% in 2026 and meeting the 2% target from 2027 onwards… 

    … giving families and businesses the security that they need… 

    … and providing our economy with the stable platform it needs to grow. 

    Mr Speaker… 

    … earlier this month, the OECD downgraded this year’s growth forecast for every G7 economy, including the UK. 

    And the OBR have today revised our growth forecast for 2025… 

    … from 2% in the autumn… 

    … to 1% today. 

    I am not satisfied with these numbers. 

    That is why we on this side of the house are serious about taking the action needed to grow our economy.  

    Backing the builders, not the blockers…  

    … with a third runway at Heathrow Airport… 

    … and the Planning and Infrastructure Bill.  

    Increasing investment… 

    … with reforms to our pension system… 

    … and a new National Wealth Fund.  

    And tearing down regulatory barriers… 

    … in every sector of our economy. 

    That is a serious plan for growth. 

    That is a serious plan to improve living standards.  

    That is a serious plan to renew our country.  

    Mr Speaker, a changing world presents challenges.  

    But it also presents new opportunities.  

    For new jobs. 

    … and new contracts… 

    … in our world-class defence industrial centres… 

    … from Belfast to Deeside, and from Plymouth to Rosyth. 

    In February, the Prime Minister set out our government’s commitment to increase spending on defence to 2.5% of GDP from April 2027… 

    The biggest sustained increase in defence spending since the end of the Cold War 

    …and an ambition to spend 3% of GDP on defence in the next parliament. 

    That was the right decision in a more insecure world… 

    … putting an extra £6.4bn into defence spending by 2027. 

    But we have to move quickly in this changing world. 

    And that starts with investment. 

    So today I can confirm that I will provide an additional £2.2bn for the Ministry of Defence in the next financial year… 

    … a further downpayment on our plans to deliver 2.5% of GDP by 2027.  

    This additional investment is not just about increasing our national security…  

    … but increasing our economic security, too.  

    As defence spending rises, I want the whole country to feel its benefits. 

    So I will set out the immediate steps that we are taking to boost Britain’s defence industry… 

    … and to make the UK a defence industrial superpower.  

    We will spend a minimum of 10% of the Ministry of Defence’s equipment budget on novel technologies … 

    … including drones and AI enabled technology… 

    … driving forward advanced manufacturing production in places like Glasgow, in Derby and in Newport… 

    … creating demand for highly skilled engineers and scientists… 

    … and delivering new business opportunities for UK tech firms and start-ups.  

    We will establish a protected budget of £400m within the Ministry of Defence… 

    … a budget that will rise over time for UK Defence Innovation… 

    … with a clear mandate to bring innovative technology to the front line at speed. 

    We will reform our broken defence procurement system… 

    … making it quicker, more agile and more streamlined…. 

    … and giving small businesses across the UK better access to Ministry of Defence contracts. 

    Something welcomed by the Federation of Small Businesses. 

    We will take forward our Plan for Barrow, a town at the heart of our nuclear security… 

    … working with my Honourable Friend the Member for Barrow and Furness…  

    … and providing £200m, supporting the creation of thousands of jobs there. 

    We will regenerate Portsmouth naval base, securing its future…   

    … as called for by my Honourable Friend the Member for Portsmouth South. 

    We will secure better homes for thousands of military families… the homes that they deserve [political content redacted]. 

    … homes for our military families in the constituencies of my Honourable Friends for Plymouth Moor View, Plymouth Sutton & Devonport, York Outer and in Aldershot.  

    That is the difference that this [political content redacted] government is making.  

    Finally, Mr Speaker, we will provide £2bn of increased capacity for UK Export Finance… 

    … to provide loans for overseas buyers of UK defence goods and services… 

    Because I want to do more with our defence budget so we can buy and make and sell things here in Britain.  

    … giving further opportunities for our world leading defence companies and those who work in them… 

    … to grow and create jobs here in Britain… 

    … as military spending rises right across Europe.  

    To oversee all of this vital work… 

    … my Right Honourable Friend the Defence Secretary and I will establish a new Defence Growth Board… 

    … to maximise the benefits from every pound of taxpayers’ money that we spend. 

    And we will put defence at the heart of our modern industrial strategy… 

    … to drive innovation that can deliver huge benefits back into the British economy. 

    Mr Speaker, that is how we make our country a defence industrial superpower… 

    … so the skills of the future… 

    … the jobs of the future… 

    … and the opportunities of the future… 

    … can be found right here in the United Kingdom.  

    Mr Speaker, [political content redacted] there are no shortcuts to economic growth. 

    It will take long-term decisions.  

    It will take hard yards. 

    It will take time for the reforms that we are introducing to be felt in the everyday economy. 

    It is right that the Office for Budget Responsibility consider the evidence… 

    … and look carefully at measures before recognising a growth impact in their forecast.  

    But, Mr Speaker, I can announce to the House…  

    … that the OBR have considered – and have scored – one of the central planks of our plan for growth.  

    In my first week as Chancellor, I announced that we were pursuing the most ambitious set of planning reforms in decades… 

    … to get Britain building again. 

    And in December – we published changes to the National Planning Policy Framework… 

    … driven forward tirelessly by my Right Honourable Friend the Deputy Prime Minister…  

    … reintroducing mandatory housing targets… 

    … and bringing “grey belt” land into scope.  

    The OBR have today concluded that these reforms will permanently increase the level of real GDP… 

    … by point 0.2% by 2029-30… 

    … an additional £6.8bn in our economy… 

    … and by point 0.4% of GDP within 10 years… 

    … an additional £15.1bn in our British economy. 

    Mr Speaker, that is the biggest positive growth impact that the OBR have ever reflected in their forecast, for a policy with no fiscal cost.  

    And taken together with our plans to increase capital spending that we set out in the Budget last year… 

    … this government’s policies will increase the level of real GDP by point 0.6% in the next ten years.  

    Mr Speaker, that is the difference that this [political content redacted] government is making. 

    Policies to grow our economy.

    [political content redacted]

    The OBR have concluded that our reforms will lead to housebuilding reaching a forty-year high… 

    …  of 305,000 a year by the end of the forecast period.  

    And changes to the National Planning Policy Framework alone… 

    … will help build over 1.3 million homes in the UK over the next five years… 

    … taking us within touching distance…  

    … of delivering our manifesto promise to build 1.5 million homes in England in this parliament. 

    [political content redacted]

    The impact on our economy goes further still.  

    [political content redacted]

    We need economic growth.  

    So I can today confirm… 

    … that the effect of our growth policies… 

    … including our planning reforms… 

    … means an additional £3.4 billion to support our public finances and our public services by 2029-30. 

    The proceeds of growth. 

    [political content redacted]

    Mr Speaker, earlier this week…  

    … we provided an additional £2bn of investment in social and affordable homes next year… 

    … delivering up to 18,000 new homes… 

    … and allowing local areas to bid for new developments across our country… 

    … including sites in Thanet, in Sunderland and in Swindon.  

    More security for families across our country. 

    [political content redacted]

    And to build these new homes… 

    … we need people with the right skills. 

    Earlier this week, my Right Honourable Friend the Education Secretary announced more than £600m… 

    … to train up 60,000 more construction workers…  

    … including with 10 new Technical Excellence colleges across every region of our country… 

    … giving working people the chance to fulfil their potential.  

    New opportunities for our young people. 

    [political content redacted]

    Mr Speaker, all this is just the start.  

    The Planning and Infrastructure Bill passed its second reading on Monday. 

    [political content redacted]

    Once this Bill completes its passage… 

    … it will help deliver the homes and infrastructure our country badly needs. 

    [political content redacted] 

    And today, I can confirm to the House… 

    … that the OBR have upgraded their growth forecast next year… 

    … and every single year thereafter…  

    … with GDP growth of 1.9% in 2026, 1.8% in 2027, 1.7% in 2028, and 1.8% in 2029.  

    Mr Speaker, 

    By the end of the forecast… 

    … our economy is larger compared to the OBR’s forecast at the time of the Budget.

    [political content redacted]

    But Mr Speaker, this isn’t just about lines on a graph. 

    It is about improving people’s lives. 

    Working people are still feeling the pinch after a cost of living crisis [political content redacted] that saw prices spiral. 

    So I am pleased that the OBR confirm today … 

    … that Real Household Disposable Income…  

    … will now grow this year at almost twice the rate expected in the autumn.  

    [political content redacted]

    … and after taking into account inflation… 

    … the OBR say today… 

    … that people will be on average over £500 a year better off under this [political content redacted] government. 

    That will mean more money in the pockets of working people. Higher living standards. 

    [political content redacted]

    Mr Speaker, the world is changing. 

    We can see that… 

    … and we can feel it. 

    A changing world demands a government that is on the side of working people. 

    Acting in their interest. 

    Acting in the national interest.  

    Not retreating from challenges.  

    Not stepping back.  

    But a government with the courage to step up…  

    … to secure Britain’s future…  

    … and to seize the opportunities that are out there before us. 

    I am impatient for change, the British people are impatient for change, [political content redacted].

    And we are beginning to see change happen.  

    Our Plan for Change is working. 

    Defence spending is rising. 

    Waiting lists are falling. 

    Wages are up.  

    Interest rates are cut. 

    [political content redacted]

    And today, Mr Speaker… 

    … the OBR confirm… 

    … that our plan to get Britain building… 

    … will drive growth in our economy… 

    … and put more money in people’s pockets. 

    There are no quick fixes. 

    But we have taken the right choices.  

    [political content redacted]

    Delivering security for our country and security for working people.  

    That is what drives this government. 

    That is what drives me as Chancellor. 

    And that is what drives the choices that I have set out today.  

    And I commend this statement to the House.

    Updates to this page

    Published 26 March 2025

    MIL OSI United Kingdom –

  • MIL-OSI Security: Frankfort Company Pays More Than $3.8 Million to Resolve Improper Paycheck Protection Program Loan

    Source: Office of United States Attorneys

    FRANKFORT, Ky. – A Frankfort-based steel wheel manufacturer, Topy America, Inc., agreed to pay the United States $3,840,188.19 to resolve allegations that it improperly obtained a Paycheck Protection Program (PPP) loan from the U.S. Small Business Administration (SBA) for which it was not eligible.

    Congress created the PPP in March 2020 to provide emergency financial assistance to small American businesses struggling to pay employees and other expenses during the COVID-19 pandemic. Under the PPP, eligible small businesses could receive forgivable loans guaranteed by the SBA. When applying for PPP loans, borrowers were required to certify that they were eligible for the requested loans and that the information they provided was true and accurate. Regulations provided various eligibility requirements for the PPP, including limitations on the number of employees.

    The settlement resolves allegations that Topy America falsely certified it was eligible to apply for and receive forgiveness of a second-draw PPP loan.  In January 2021, Topy America applied for a second-draw PPP loan for $2,000,000, representing that it had fewer than 300 employees. The government contends that, together with its foreign affiliates, Topy America had more than 300 employees and was therefore ineligible for that loan. Based on its false certification, Topy America received the loan and ultimately received forgiveness of the loan. Topy America cooperated with the United States’ investigation and agreed to compensate the United States for its error.

    “Our office is committed to holding accountable businesses and individuals who improperly obtained COVID-19 relief funds,” said Acting U.S. Attorney Paul McCaffrey. “Topy America quickly and responsibly addressed the concerns raised by the United States, and we expect that other PPP recipients who did not follow the applicable rules will do the same.”

    The Government’s work in this investigation illustrates its commitment to combatting COVID-19 fraud. The United States encourages anyone with information about potential fraud involving COVID-19 to report it by calling the Department of Justice’s National Center for Disaster Fraud (NCDF) Hotline at 866-720-5721 or via the NCDF Web Complaint Form at: https://www.justice.gov/disaster-fraud/ncdf-disaster-complaint-form. PPP recipients also may voluntarily disclose self-discovered evidence of fraud involving the PPP to U.S. Attorney’s Offices.

    The settlement resolves lawsuits brought by private citizens under the qui tam provisions of the False Claims Act.  Under those provisions, a private party can file a civil action on behalf of the United States, thereby bringing allegations of fraud to the Government’s attention, and share in any financial recovery.  As part of this resolution, the individuals who filed the qui tam complaints are eligible to receive a portion of the settlement proceeds.  The civil cases are captioned United States ex rel. GNGH2 Inc. v. Topy America, Inc., Case No. 3:24-cv-0003-GFVT and United States ex rel. Blockquote, Inc. v. Topy America, Inc., Case No. 3:24-cv-0028.

    This matter was handled by Assistant U.S. Attorney Meghan Stubblebine, with assistance from the SBA’s Office of General Counsel. The claims resolved by the settlement are allegations only; there has been no determination of liability.

    – END –

    MIL Security OSI –

  • MIL-OSI: No. 10/2025 – Course of the annual general meeting

    Source: GlobeNewswire (MIL-OSI)

    Nasdaq Copenhagen                                                                                   
    Nikolaj Plads 6
    DK-1067 Copenhagen K   

    Copenhagen, 26 March 2025
    ANNOUNCEMENT no.10/2025

    CEMAT A/S
    Company reg. (CVR) no. 24 93 28 18
    Annual general meeting 2025

    On 26 March 2025 at 1:00 pm the annual general meeting was held in Cemat A/S (the “Company”) at DLA Piper Denmark, Oslo Plads 2, 2100 Copenhagen Ø.

    Pursuant to the Company’s articles of association, the Board of Directors had appointed attorney-at-law Martin Lavesen as chairman of the meeting.

    1. The management’s report on the Company’s activities during the past financial year

    The management’s report for the financial year 2024 was presented by management.

    The annual general meeting took note of the management’s report for the financial year 2024.

    1. Presentation of the audited annual report for adoption

    The annual general report was presented.

    The general meeting approved the annual report for 2024.

    1. The Board of Directors’ proposal for appropriation of profit or covering of loss according to the adopted annual report

    The Board of Director’s proposal for appropriation of profit as stated in the annual report was approved by the general meeting, with the result being carried forward to the next year, and it was decided not to distribute dividends.

    1. Presentation of and indicative vote on remuneration report

    The remuneration report was presented.

    The general meeting approved the remuneration by an indicative vote.

    1. Approval of the remuneration of the Board of Directors’ fees for the current financial year

    The Board of Directors’ proposal regarding directors’ fees for the current financial year 2025 was adopted by the general meeting. The members of the Board of Directors will receive the basic fee of DKK 220,000 for the financial year 2025.

    In accordance with the remuneration report the chairman of the Board of Directors will receive the basic fee multiplied by a factor of 2.5, and the vice-chairman will receive the basic fee multiplied by a factor of 1.75.

    1. Election of members to the Board of Directors

    The Board of Directors proposed re-election of Frede Clausen, Eivind Dam Jensen, Joanna Iwanowska-Nielsen and Brian Winther Almind to the Board of Directors.

    The candidates were re-elected by the general meeting.

    At a subsequent constituent board meeting, the Board of Directors appointed Frede Clausen as Chairman of the board and Eivind Dam Jensen as Deputy Chairman of the board.

    1. Appointment of auditor

    The Board of Directors proposed re-election of BDO Statsautoriseret Revisionsaktieselskab, CVR-nr. 20222670, as auditors of the Company.

    BDO Statsautoriseret Revisionsaktieselskab was re-elected by the general meeting.

    1. Proposals from the Board of Directors or shareholders

    No items on the agenda.

    1. Any other business

    No items discussed.

    The annual general meeting was adjourned at 2:03 pm.

    Any questions concerning this announcement may be directed to info@cemat.dk.

    Cemat A/S

    Frede Clausen
    Chairman of the Board of Directors

    This announcement has been issued in Danish and English. In case of any inconsistencies, the Danish version will prevail.

    Attachment

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