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Category: Business

  • MIL-OSI USA: FEMA to Host Housing Resource Fair Mar. 22 in Appling County

    Source: US Federal Emergency Management Agency 2

    FEMA to Host Housing Resource Fair Mar. 22 in Appling County

    FEMA is hosting a Housing Resource Fair from 9 a.m. to 5 p.m., Saturday, Mar. 22, in Appling County at the following location:Appling County Extension Education Center83 South Oak Street Baxley, GA 31513The Housing Resource Fair will bring together federal, state and local agencies in one place to offer services and resources to families recovering from Hurricane Helene.  The goal of this collaborative effort is to help connect eligible disaster survivors with affordable housing along with valuable information and resources on their road to recovery.Survivors will meet with local housing organizations, property owners and landlords, as well as gain information on the HEARTS Georgia Sheltering Program, and U.S. Small Business Administration (SBA) loans.The Housing Resource Fair is an opportunity for survivors to: Explore affordable housing options and rental assistance programs. Meet with representatives from local housing organizations, landlords and property managers. Gain access to resources for displaced individuals and families. Learn about community partners that will provide educational funding resources to attendees. For FEMA Federal Coordinating Officer Kevin Wallace, the Housing Resource Fair will give survivors that needed one-on-one experience: “We want survivors to know we are here for them and want to see the best outcome, which is moving into safe, sanitary and functioning housing,” he said. “We will walk them through their options to ensure they are aware of the resources that are available to fit their need.”Anyone who was affected by Tropical Storm Debby or Hurricane Helene, whether they have applied for FEMA assistance or not, is welcome to attend.
    jakia.randolph
    Wed, 03/19/2025 – 12:22

    MIL OSI USA News –

  • MIL-OSI USA: While other states chase Hollywood, California locks in record-breaking film slate

    Source: US State of California 2

    Mar 19, 2025

    What you need to know: 51 projects — including 46 independent features — will generate nearly $580 million in economic activity and employ over 6,490 cast and crew thanks to California’s Film & Television Tax Credit Program.

    HOLLYWOOD — Governor Newsom today announced the California Film Commission selected 51 film projects for the latest round of awards under the California Film & Television Tax Credit Program. This batch represents the most projects ever approved in one application window.

    While other states try to chase California’s on-screen success, everyone knows the Golden State is the entertainment capital of the world – built through decades of innovation and hard work. Today’s awards are vital to keeping production where it belongs – generating thousands of good-paying jobs ‘below the line,’ and supporting the local businesses that rely on a thriving film and television industry.

    Governor Gavin Newsom

    Why this matters

    Collectively, these productions are estimated to spend $346.9 million in wages, generate approximately $577.8 million in qualified expenditures statewide, and are expected to hire 6,490 cast and crew members, with 37,000 background performers hired (measured in days worked).

    This latest allocation round includes an impressive slate of 46 independent and 5 non-independent films, reflecting an unprecedented regional diversity and offering significant economic benefits across the state with 31 projects planning to film in various areas beyond Los Angeles. These projects plan to film more than 360 days in Contra Costa, Oakland, Ojai, Merced, and San Diego Counties, among others.

    “The devastating wildfires in Southern California have presented unprecedented challenges for our film and television community, disrupting more than a dozen productions within our Film & Television Tax Credit Program alone and impacting countless more,” said Colleen Bell, Director of the California Film Commission. “These disruptions have impacted employment for thousands of cast and crew members, affecting everything from production schedules and financing to housing and location access. Now more than ever, this program is a critical tool to help productions recover, keeping jobs and investment here in our state, all while ensuring that California remains the heart of the entertainment industry.”

    Highlights from this round of awards include:
    • Untitled Daniels/Wang Project (NBCUniversal), expected to receive $20.8 million in tax credits, generating estimated wages of $61.9 million and total qualified spending of $106.8 million.
    • Business Women (Twentieth Century Studios), securing $5.7 million in tax credits, estimated wages of $27.6 million, and total qualified spending of $49.4 million.
    • Behemoth! (Dialogue Industries Inc.), projected to bring $36.1 million in total qualified spending and generate $28.9 million in wages, securing $7.4 million in tax credits.
    • Cut Off (Warner Bros. Pictures), receiving $10 million in tax credits, with estimated wages of $28.3 million and total qualified spending of $49.4 million.
    • Untitled Drag Queen Movie (World of Wonder Productions), securing $1.7 million in tax credits, estimated wages of $4.4 million, and total qualified spending of $6.6 million.

    “We are LA filmmakers, with very dear LA friends, who happen to be some of the greatest creative talents we’ve worked with,” said The Daniels and Wang in a joint statement. “On ‘Everything Everywhere All At Once’ we received the California tax credit, and had we not, it would have been utterly impossible to make that film. We were also deeply moved by the CFC’s commitment to supporting local filmmakers and the broader community. We’re thrilled to have the opportunity to film our next project in Los Angeles, creating jobs and opportunities for countless Californians.”

    “Category is: there’s no place like home!” said producer RuPaul Charles. “As someone who’s produced a TV series in Los Angeles for 17 years, I’m thrilled that our feature film, ‘Untitled Drag Queen Movie,’ is receiving tax credits from the California Film Commission. These incentives have been instrumental in supporting our financing. And best of all, we’re getting people back to work in Hollywood.”

    Press Releases, Recent News

    Recent news

    Mar 19, 2025

    News What you need to know: Governor Newsom streamlined a solar and battery storage project in the Fresno area that would provide clean energy to power up to 300,000 homes. SACRAMENTO –  Governor Gavin Newsom today announced he is taking action to streamline a clean…

    Mar 18, 2025

    News Sacramento, California – Governor Gavin Newsom today issued a proclamation declaring March 17, 2025 through March 23, 2025, as Women’s Military History Week. The text of the proclamation and a copy can be found below: PROCLAMATION From the Revolutionary War to…

    Mar 18, 2025

    News What you need to know: California will provide a total of $2.4 billion in utility bill credits this year thanks to the state’s Cap-and-Trade program that funds critical climate action. SACRAMENTO – Today, Governor Gavin Newsom announced millions of Californians…

    MIL OSI USA News –

  • MIL-OSI USA: Hickenlooper, Cornyn Introduce Bipartisan Bill to Secure Critical Mineral Supply Chains

    US Senate News:

    Source: United States Senator for Colorado John Hickenlooper
    WASHINGTON – U.S. Senators John Hickenlooper and John Cornyn, along with Mark Warner, Todd Young, Angus King, and James Lankford, introduced the bipartisan Critical Minerals Security Act to help secure U.S. critical mineral supply chains and counter China’s dominance in the industry.
    “The U.S. can’t lead the world in AI, quantum computing, and clean energy with China holding all the cards,” said Hickenlooper. “We can secure our future by working hand in glove with our allies to build a stable supply of critical minerals.”
    “Despite the important role critical minerals play in everything from consumer electronics to military defense, we need more information to secure a reliable, long-term supply of these minerals,” said Cornyn. “This legislation would ensure the U.S. and our allies understand how critical minerals are controlled around the world so we can counter foreign countries of concern.”
    Specifically, it would direct the U.S. Department of the Interior (DOI) to evaluate the global supply and ownership of critical minerals, establish a process to help U.S. companies divest critical minerals operations in foreign countries, and develop a method for sharing intellectual property for clean mining and processing technologies with U.S. allies and partners.
    In the 119th Congress, Hickenlooper has led and co-sponsored multiple other critical minerals related legislation, including:
    The bipartisan STRATEGIC Minerals Act to foster critical minerals trade with our international allies, led by Senator Young.
    His bipartisan Unearth Innovation Act to establish a DOE program for sustainable critical mineral research innovation and recycling.
    His bipartisan Critical Materials Future Act to establish a pilot program for the Department of Energy to financially support domestic critical material processing projects.
    Full text is available HERE.

    MIL OSI USA News –

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

    Source: GlobeNewswire (MIL-OSI)

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

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

    Fourth Quarter 2024 Highlights

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

    Full Year 2024 Highlights

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

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

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

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

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

    Fourth Quarter 2024 Results

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

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

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

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

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

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

    Liquidity and Capital Resources

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

    2025 Outlook

    Our guidance for the full year 2025 is as follows:

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

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

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

    2025 Acquisitions

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

    Conference Call Information

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

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

    About TWFG

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

    Forward-Looking Statements

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

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

    Non-GAAP Financial Measures and Key Performance Indicators

    Non-GAAP Financial Measures

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

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

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

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

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

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

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

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

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

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

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

    Key Performance Indicators

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

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

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

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

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

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

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

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

    Non-GAAP Financial Measures

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

    Key Performance Indicators

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

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

    The MIL Network –

  • MIL-OSI: Viper Energy, Inc., a Subsidiary of Diamondback Energy, Inc., Schedules First Quarter 2025 Conference Call for May 6, 2025

    Source: GlobeNewswire (MIL-OSI)

    MIDLAND, Texas, March 19, 2025 (GLOBE NEWSWIRE) — Viper Energy, Inc. (NASDAQ: VNOM) (“Viper”), a subsidiary of Diamondback Energy, Inc. (NASDAQ: FANG) (“Diamondback”), today announced that it plans to release first quarter 2025 financial results on May 5, 2025 after the market closes.

    In connection with the earnings release, Viper will host a conference call and webcast for investors and analysts to discuss its results for the first quarter of 2025 on Tuesday, May 6, 2025 at 10:00 a.m. CT. Access to the live webcast, and replay which will be available following the call, may be found here. The live webcast of the earnings conference call will also be available via Viper’s website at www.viperenergy.com under the “Investor Relations” section of the site.

    About Viper Energy, Inc.

    Viper is an oil and gas company formed by Diamondback to own, acquire and exploit oil and natural gas properties in North America, with a focus on oil-weighted basins, primarily the Permian Basin in West Texas. For more information, please visit www.viperenergy.com.

    About Diamondback Energy, Inc.

    Diamondback is an independent oil and natural gas company headquartered in Midland, Texas focused on the acquisition, development, exploration and exploitation of unconventional, onshore oil and natural gas reserves in the Permian Basin in West Texas.  For more information, please visit www.diamondbackenergy.com.

    Investor Contact: 
    Chip Seale
    +1 432.247.6218
    cseale@viperenergy.com 

    The MIL Network –

  • MIL-OSI: Great Southern Bancorp, Inc. announces quarterly dividend of $0.40 per common share

    Source: GlobeNewswire (MIL-OSI)

    SPRINGFIELD, Mo., March 19, 2025 (GLOBE NEWSWIRE) — The Board of Directors of Great Southern Bancorp, Inc. (NASDAQ:GSBC), the holding company for Great Southern Bank, declared a $0.40 per common share dividend for the first quarter of the calendar year ending December 31, 2025.

    The dividend will be payable on April 14, 2025, to stockholders of record on March 31, 2025. This dividend represents the 141st consecutive quarterly dividend paid by the Company to common stockholders.

    About Great Southern Bank

    With total assets of $6.0 billion, Great Southern offers a broad range of banking services to commercial and consumer customers. Headquartered in Springfield, Missouri, Great Southern operates 89 retail banking centers in Missouri, Iowa, Kansas, Minnesota, Arkansas and Nebraska and commercial lending offices in Atlanta, Charlotte, Chicago, Dallas, Denver, Omaha, and Phoenix. The common stock of Great Southern Bancorp, Inc. is listed on the Nasdaq Global Select Market under the symbol “GSBC.”

    CONTACT:

    Zack Mukewa,
    Investor Relations,
    (616) 233-0500
    GSBC@lambert.com

    The MIL Network –

  • MIL-OSI: Diamondback Energy, Inc. Schedules First Quarter 2025 Conference Call for May 6, 2025

    Source: GlobeNewswire (MIL-OSI)

    MIDLAND, Texas, March 19, 2025 (GLOBE NEWSWIRE) — Diamondback Energy, Inc. (NASDAQ: FANG) (“Diamondback”), today announced that it plans to release first quarter 2025 financial results on May 5, 2025 after the market closes.

    In connection with the earnings release, Diamondback will host a conference call and webcast for investors and analysts to discuss its results for the first quarter of 2025 on Tuesday, May 6, 2025 at 8:00 a.m. CT. Access to the live webcast, and replay which will be available following the call, may be found here. The live webcast of the earnings conference call will also be available via Diamondback’s website at www.diamondbackenergy.com under the “Investor Relations” section of the site.

    About Diamondback Energy, Inc.

    Diamondback is an independent oil and natural gas company headquartered in Midland, Texas focused on the acquisition, development, exploration and exploitation of unconventional, onshore oil and natural gas reserves in the Permian Basin in West Texas. For more information, please visit www.diamondbackenergy.com.        

    Investor Contact:
    Adam Lawlis
    +1 432.221.7467
    alawlis@diamondbackenergy.com

    The MIL Network –

  • MIL-OSI Economics: Verizon named a Leader in Gartner® Magic Quadrant™ for Managed IoT Connectivity Services, Worldwide

    Source: Verizon

    Headline: Verizon named a Leader in Gartner® Magic Quadrant for Managed IoT Connectivity Services, Worldwide

    What you need to know:

    • Recognition as a Leader is based on a combination of “Ability to Execute” and “Completeness of Vision.”
    • According to the report, “Leaders invest in the future of IoT that includes a continuum of value from IoT edge devices to IoT platforms and related analytics. Leaders perform skillfully and often exceed expectations. They have a clear vision of the market’s direction and develop competencies to maintain their leadership. Leaders engage customers and provide value across multiple geographies. They shape the market, rather than follow it, and they often set the benchmark for market growth.”
    • The recognition follows Verizon’s earlier recognition as a 2024 Gartner® Peer Insights Customers’ Choice for IoT, reflecting ratings from customers and end-users of IoT services.

    NEW YORK – Verizon announced today that it has been recognized as a Leader in the Gartner Magic Quadrant for Managed IoT Connectivity Services, Worldwide. Recognition as a Leader is based on “Completeness of Vision” and “Ability to Execute” for managed IoT services.

    “We feel that this recognition of Verizon’s managed IoT connectivity services is a testament to the strength and completeness of our end-to-end IoT offering for customers of different industries, geographies and sizes,” said Daniel Lawson, SVP, Global Solutions and IoT, Verizon Business. “Our IoT connectivity offering — especially when integrated with other Verizon solutions and platforms like private 4G/5G, fixed wireless access, edge computing, and Sensor Insights — can help customers with data-driven automation in near-real time, asset tracking and monitoring, cybersecurity, quality control, and more. As we continue to strengthen our global IoT offerings and platforms, we look forward to further proliferating capabilities like these with business customers in the U.S. and abroad.”

    In June of 2024, Verizon was named as a 2024 Gartner® Peer Insights Customers’ Choice for IoT, reflecting feedback from Verizon customers and end users of its IoT services. Customers’ Choice vendors meet or exceed both the market average Overall Experience and the market average User Interest and Adoption.

    Verizon was also recently named a Leader in the first-ever Gartner Magic Quadrant for 4G and 5G Private Mobile Network Services.

    Magic Quadrant Market Definition for IoT Connectivity Services

    Gartner defines managed IoT connectivity services as “a market that enables secured connectivity, data collection, analysis, and additional decision services. These services provide businesses with the ability to monitor, manage and control (manually and through automation) assets associated with business processes. This includes connected consumer, commercial, or industrial products.”

    According to the report, “Leaders invest in the future of IoT that includes a continuum of value from IoT edge devices to IoT platforms and related analytics. Leaders perform skillfully and often exceed expectations. They have a clear vision of the market’s direction and develop competencies to maintain their leadership. Leaders engage customers and provide value across multiple geographies. They shape the market, rather than follow it, and they often set the benchmark for market growth.”

    Evaluation Criteria

    For Ability to Execute, “Gartner evaluates vendors on the quality and efficacy of the processes, systems, methods or procedures that enable IT provider performance to be competitive, efficient and effective, and to positively impact revenue, retention and reputation within Gartner’s view of the market,” according to Gartner.

    Gartner puts “high” weighting on the following for Ability to Execute: Customer Experience, Product or Service, Sales Execution/Pricing, and Operations. “Medium” weighting is placed on Market Responsiveness/Record and Marketing Execution.

    For Completeness of Vision, “service providers on their ability to articulate logical statements convincingly about the market’s current and future direction, innovations, customer needs, and competitive forces, and on how well these correspond to Gartner’s position,” according to Gartner.

    Gartner evaluation criteria puts “high” weighting on the following for Completeness of Vision: Market Understanding, Sales Strategy, Offering (Product) Strategy, Vertical/Industry Strategy, Innovation, and Geographic Strategy. “Medium” weighting is placed on Marketing Strategy and Business Model.

    Read the full report.

    Learn more about managed IoT connectivity services.

    Gartner, Magic Quadrant for Managed IoT Connectivity Services, Worldwide; Pablo Arriandiago, Kameron Chao, Jon Dressel; March 11, 2025

    Gartner, Voice of the Customer for Managed IoT Connectivity Services, Worldwide, Peer Contributors, 22 March 2024

    Gartner, Magic Quadrant for 4G and 5G Private Mobile Network Services, Sylvain Fabre, Peter Liu, et al., 6 January 2025

    GARTNER is a registered trademark and service mark of Gartner, Inc. and/or its affiliates in the U.S. and internationally, PEER INSIGHTS and MAGIC QUADRANT are registered trademarks of Gartner, Inc. and/or its affiliates and are used herein with permission. All rights reserved.

    Gartner does not endorse any vendor, product or service depicted in its research publications, and does not advise technology users to select only those vendors with the highest ratings or other designation. Gartner research publications consist of the opinions of Gartner’s research organization and should not be construed as statements of fact. Gartner disclaims all warranties, expressed or implied, with respect to this research, including any warranties of merchantability or fitness for a particular purpose.

    Gartner Peer Insights content consists of the opinions of individual end users based on their own experiences with the vendors listed on the platform, should not be construed as statements of fact, nor do they represent the views of Gartner or its affiliates. Gartner does not endorse any vendor, product or service depicted in this content nor makes any warranties, expressed or implied, with respect to this content, about its accuracy or completeness, including any warranties of merchantability or fitness for a particular purpose.

    MIL OSI Economics –

  • MIL-OSI Economics: Verizon customers are the first in the US to enjoy satellite texting to any device with select Android smartphones

    Source: Verizon

    Headline: Verizon customers are the first in the US to enjoy satellite texting to any device with select Android smartphones

    NEW YORK – Verizon today announced a significant expansion of its satellite texting capabilities, enabling its customers to become the first in the US to send text messages to any other customer device via satellite when outside the reach of terrestrial cellular networks using select Android devices from the series of Samsung Galaxy S25 and Google Pixel 9 smartphones. Upgrades enabling this service start today and will continue over the next two weeks.

    “We are committed to powering the lives of our customers. Verizon’s network is America’s largest and already covers 99% of the places where people live, work and play. This expansion of satellite texting capabilities is a testament to our commitment to ensure customers stay connected wherever they are,” said Joe Russo, EVP & President, Global Network and Technology. “We know our customers expect more and we continue to innovate for them.”

    Verizon continues to push the boundaries of satellite and terrestrial telecommunications convergence. Satellites are no longer reserved for the extraordinary—they are woven into the everyday, and are being used to help connect and power customers’ lives. Verizon’s strategic approach to satellite integration extends beyond basic satellite-to-cellular messaging. This announcement comes on the heels of Verizon’s recent work testing data services and video calling via satellite connectivity. The company also utilizes satellite technology for various purposes, including providing reliable service in emergency situations through satellite-linked portable assets, using satellite connections as temporary backhaul for new cell sites, and providing satellite IoT capabilities for various industries.

    MIL OSI Economics –

  • MIL-OSI USA: Lummis Re-Directs Biden-era EV Fund to Support Critical Wyoming Infrastructure

    US Senate News:

    Source: United States Senator for Wyoming Cynthia Lummis

    Washington, D.C.— U.S. Senator Cynthia Lummis (R-WY) introduced the Highway Funding Flexibility Act which frees up money stuck in accounts intended to fund Biden’s radical EV charger initiative and directs those funds to pay for projects critical for travel and commerce throughout Wyoming.

    “For far too long, the people of Wyoming were forced to endure Biden’s radical EV mandates that dedicated their hard-earned tax dollars toward Green New Deal initiatives that do not effectively serve the state of Wyoming,” said Lummis. “My legislation frees up these funds to address Wyoming’s actual transportation needs without adding to the national debt, rather than forcing Biden-era EV mandates on the Cowboy State.”

    Under the Biden administration, the Infrastructure Investment and Jobs Act provided $5 billion for the National Electric Vehicle Infrastructure (NEVI) Formula Program ($1 billion annually from FY22-FY26), and $2.5 billion from FY22-FY26 for the Charging and Fueling Infrastructure (CFI) Discretionary Grant Program, totaling $7.5 billion.

    In February, President Trump paused this ill-conceived program, giving Congress the ability to redirect appropriated funds stuck in the accounts.

    Despite the hefty price tag and the Biden administration’s desire to force its ill-fitting EV mandate on Wyoming, the funds remain virtually untouched in Wyoming and other states. The Highway Funding Flexibility Act ensures the state of Wyoming can use these existing funds to pay for Wyoming’s highway infrastructure needs, including roads, bridges, truck parking, and wildlife crossings. The bill’s scope for eligible activities includes engineering, design, construction, reconstruction, resurfacing, restoration, and rehabilitation.

    Text for the bill can be found here.

    MIL OSI USA News –

  • MIL-Evening Report: Southern elephant seals are adaptable – but they struggle when faced with both rapid climate change and human impacts

    Source: The Conversation (Au and NZ) – By Nic Rawlence, Associate Professor in Ancient DNA, University of Otago

    Wikimedia Commons/Antoine Lamielle, CC BY-SA

    Southern elephant seals (Mirounga leonina) are an iconic species of the Southern Ocean. But with rapid environmental changes in their ocean home, the seals’ population range has been shifting.

    Once spread across vast areas of the southern hemisphere, these apex predators are facing challenges from both climate shifts and human activities.

    Our new research examines ancient and modern DNA, archaeological records and ecological data.

    It reveals how these large marine mammals have adapted – and sometimes failed to adapt – to such pressures since the height of the last Ice Age thousands of years ago.

    A dynamic evolutionary history

    Today, the largest southern elephant seal populations are found on subantarctic islands, including South Georgia, Macquarie Island and the Falkland Islands. These colonies act as global strongholds for the species.

    Yet in the past, until just a few hundred years ago, many smaller populations existed on the Victoria Land Coast in Antarctica and closer to temperate zones, on mainland Australia and New Zealand.

    Our study focused on the Australasian lineage of southern elephant seals, drawing on samples from these ancient colonies. By analysing their genetic makeup, we pieced together a timeline of their biological heritage, including population expansions and contractions.

    This has crucial implications for understanding the resilience of elephant seals in the face of climate change.

    Subantarctic islands such as the Kerguelen islands remain strongholds for southern elephant seals.
    Antoine Lamielle, CC BY-SA

    From genetic clues in subfossil and archaeological remains, some thousands of years old, we found evidence of repeated population cycles. Expanding sea ice during cold glacial periods forced the seals northward, only for them to recolonise the Southern Ocean as sea ice retreated during warm interglacials.

    This history was particularly dynamic after the height of the last Ice Age 21,000 years ago. The planet started warming then, which led to dramatic ecological shifts.

    A mummified southern elephant seal found on the Victoria Land Coast in Antarctica.
    Brenda Hall, CC BY-SA

    Elephant seals likely expanded from ice-free refuges in temperate regions such as Tasmania and New Zealand into newly available subantarctic and Antarctic coastlines.

    However, this range expansion wasn’t permanent. As the current warm interglacial (the Holocene) progressed, new challenges arose: Indigenous hunting and, later, extensive European industrial sealing.

    For Indigenous communities in New Zealand and Australia, elephant seals were a part of their diet.

    We know this from seal remains in middens (rubbish dumps) and material culture, including necklaces made from elephant seal teeth which have been found in early Māori archaeological sites.

    Archaeological remains from coastal sites in New Zealand and Tasmania indicate significant hunting and reliance on seals by Indigenous populations. Along with human-driven environmental changes, this led to local extinctions.

    Impacts of humans and climate change

    Genetically, the seals from these ancient Australasian and Antarctic colonies were distinct but related. They formed a unique lineage in the Pacific that included Macquarie Island. This genetic diversity likely resulted from periods of isolation in separate refuges at the height of the last Ice Age.

    However, with modern climate shifts and human exploitation, much of this genetic diversity has been lost. The colonies that once thrived on the Victoria Land Coast in Antarctica are now extinct.

    Meanwhile, Macquarie Island is home to a significant breeding colony facing its own challenges. Changes in Antarctic sea ice are increasing the distance between breeding grounds on the island and feeding grounds at sea. This has affected the colony’s stability in recent decades.

    One of the most striking outcomes of our research is how quickly these large, long-lived animals can respond to environmental pressures. Seals adapted to a shifting climate by expanding their range in response to new habitats and retracting when conditions became unsuitable.

    This ability to move and adapt, however, was limited when confronted by the dual pressures of rapid climate change and human exploitation, which reduced their numbers and genetic diversity drastically over a short period.

    This schematic shows living (solid circles) and extinct (opaque circles) southern elephant seal populations and the extent of sea ice around Antarctica (opaque blue-grey) at the height of the last Ice Age.
    Berg et al (2025), CC BY-SA

    Can the Southern Ocean ecosystem adapt?

    As human-driven climate change continues, the Southern Ocean is expected to continue warming. This will cause further habitat loss for species that depend on sea ice and are affected by shifts in the availability of prey.

    The elephant seals’ history offers a window into how marine mammals may respond to these changes. But it also serves as a warning: human impacts, coupled with environmental pressures, can lead to swift, sometimes irreversible declines.

    Our research underscores the importance of conserving the genetic diversity and habitats of southern elephant seals. These seals are not just a testament to adaptability in a changing world; they are reminders of the vulnerability of even the most resilient species.

    Protecting their remaining strongholds and minimising human impacts on their food sources and breeding grounds will be crucial if we hope to avoid further contractions in their population.

    The story of the southern elephant seal is one of survival, adaptation and loss. As we face our own climate challenges, we must consider the lessons embedded in their genetic and ecological history.

    It’s a reminder that while nature often adapts to change and can weather some ecosystem threats, human-driven impacts can push even the most adaptable species beyond the point of recovery.

    Nic Rawlence receives funding from the Marsden Fund.

    Mark de Bruyn received funding from a Griffith University New Investigator grant.

    Michael Knapp 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. Southern elephant seals are adaptable – but they struggle when faced with both rapid climate change and human impacts – https://theconversation.com/southern-elephant-seals-are-adaptable-but-they-struggle-when-faced-with-both-rapid-climate-change-and-human-impacts-251820

    MIL OSI Analysis – EveningReport.nz –

  • MIL-Evening Report: Figs, meat – and not too much sex. A good diet in ancient times was more than what you ate

    Source: The Conversation (Au and NZ) – By Konstantine Panegyres, Lecturer in Classics and Ancient History, The University of Western Australia

    The Feast of Acheloüs by Peter Paul Rubens and Jan Brueghel the Elder, ca. 1615 The Metropolitan Museum of Art

    In the modern world, we know good nutrition is essential for our health.

    Doctors in ancient Greece and Rome knew this too – in fact diet advice was a mainstay of medical practice and health routines. There were extensive and intricate discussions of how to regulate food and drink to stay healthy.

    Some of their ideas – such as eating fish and vegetables as a healthy way to lose weight – make sense today. But others may raise eyebrows, such a fig-only diet for Olympic athletes.

    So, what did diet and nutrition look like in ancient times? And is there anything we can learn today?

    An expansive diet

    In modern times, diet refers to food and drink. In ancient times, however, the idea of diet was more expansive.

    Our word “diet” comes from the ancient Greek word diaita. This could refer to what we eat and drink, but it could also refer to our lifestyle as a whole – including exercise, sleep, sex and other activities.

    When prescribing a diaita, ancient doctors did not just tell patients what to eat and drink. They also advised them on what sorts of other activities they should be doing, like exercising or even going to the theatre.

    For instance, in the sixth book of the Epidemics, a medical text written in the late fifth century BC, the author calls for moderation not just in what we eat and drink, but also in exercise, sleep and sex.

    Ancient doctors believed balance was important for health.

    Extreme dieting

    However, not all ancient texts advocate moderation. There are some extreme cases of dieting. For example, the historian Hegesander of Delphi (2nd century BC) wrote:

    Anchimolus and Moschus, who were sophistic teachers in Elis, drank nothing but water all their lives and ate nothing but figs, but were no less physically vigorous than anyone else. Their sweat, however, smelled so bad that everyone tried to avoid them in the baths.

    Some ancient athletes swore by a fig-only diet.
    Wikimedia Commons

    In the seventh century BC, athletic trainers also focused on diet as a way to improve their athletes’ physical condition. Trainers such as Iccus of Tarentum introduced strict diets for their athletes to try and gain a competitive edge.

    However, their methods were often questionable, according to today’s standards and our knowledge about nutrition.

    For example, the Olympic runner Chionis of Laconia apparently also had a strict diet of figs when he was training for his competitions. He won in his event at the Olympics in 668, 664, 660, and 656BC, a remarkable record. Other athletes, such as Eurymenes of Samos (sixth century BC), opted for a diet entirely comprised of meat.

    However, there is no evidence to show these restricted diets would have improved athletic performance – and would not be recommended today.

    The physician Galen.
    Pierre-Roch Vigneron/Wikimedia Commons

    An ancient doctor’s perspective

    Greek and Roman doctors could not conduct controlled trials as scientists do today.

    Nevertheless, they were keen observers of the effects of certain foods on their patients – and saw with their own eyes that a bad diet is not good for us.

    For example, the physician Galen of Pergamum (129-216AD) in his work Hygiene attributes his patients’ ill health to poor diet.

    He observed

    some who are continuously diseased, not due to the intrinsic constitution of the body, but through a bad regimen, or living an idle life, or working too hard, or being in error regarding the qualities, quantities or times of foods, or practicing some exercise that is harmful, or erring in regard to the amount of sleep, or excessive indulgence in sex, or needlessly tormenting themselves with grief and anxiety. Every year I see very many who are sick through such a cause.

    Galen thought hard about how certain foods and drinks affect our health and wrote various books on the subject, such as On the Powers of Foods.

    This work contains many anecdotes. For instance, one young man drank the juice of the scammony plant, “to cleanse his system” (presumably as a laxative). However

    five hours after the dose no evacuation had taken place, and he complained that his stomach felt compressed, his belly was heavy and swollen, consequently he was pale and anxious.

    Galen also recognised different diets affect people in different ways:

    some people are harmed and some are benefited by the same things and similarly with opposites. […] I know of some who immediately become sick, if they remain three days without exercise, and others who continue indefinitely without exercise and yet are healthy.

    Nutrition and balance

    Galen’s advice for overweight or obese patients may sound familiar: a “thinning” diet and a lot of fast running. So, exercise, combined with foods that fill you up but don’t make you gain weight.

    According to Galen this meant eating vegetables and fish and avoiding wheat, red meat, fruit and wine.

    A lot has changed in the world of diet and nutrition. We now have professional dietiticians and empirical methods to measure the nutritional values of foods.

    However in their broader definition of “diet”, ancient doctors identified something that remains as true today: the importance of eating well as part of a healthy lifestyle, one that takes care of body and mind and includes exercise, sleep and pleasure.

    Konstantine Panegyres 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. Figs, meat – and not too much sex. A good diet in ancient times was more than what you ate – https://theconversation.com/figs-meat-and-not-too-much-sex-a-good-diet-in-ancient-times-was-more-than-what-you-ate-249571

    MIL OSI Analysis – EveningReport.nz –

  • MIL-OSI Europe: OCEANIA/PAPUA NEW GUINEA – Resignation and succession of metropolitan archbishop of Mount Hagen

    Source: Agenzia Fides – MIL OSI

    Tuesday, 18 March 2025

    Vatican City (Agenzia Fides) – The Holy Father has accepted the resignation from the pastoral care of the metropolitan archdiocese of Mount Hagen, Papua New Guinea, presented by Archbishop Douglas William Young, S.V.D.He is succeeded by Archbishop Clement Papa, until now Coadjutor Archbishop of the same See.His Exc. Msgr. Clement Papa was born on 22 February 1971 in Mount Hagen, Western Highlands, (Papua New Guinea).He studied philosophy at the Good Shepherd Seminary in Maiwara, Madang, and, after a pastoral and spiritual experience, he studied theology at the Holy Spirit Seminary and the Catholic Theological Institute in Bomana, National Capital District. He was ordained a priest on 3 December 1999 for the Metropolitan Archdiocese of Mount Hagen.He has held the following positions and continued his studies: Assistant Parish Priest of Fatima (2000-2001); Parish Priest of Kol-Ambulua (2002-2003); Licentiate in Dogmatic Theology at the Pontifical Urbaniana University in Rome (2006); Chaplain at Holy Trinity Teachers College (2007); Dean of Studies at Good Shepherd Seminary in Mt. Hagen (2008); Doctorate in Theology at Melbourne College of Divinity (2021); Lecturer at Good Shepherd Seminary (2021); Rector of Good Shepherd Seminary (2011-2014; 2022); Member of the Finance Committee and Member of the Board of Trustees of the Archdiocese (2011-2014; 2023); since 2023 he has been the interim Director of the Spiritual Year at the Good Shepherd Seminary. (Agenzia Fides, 18/3/2025)
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  • MIL-OSI Europe: Written question – Northern Adriatic as a strategic European interest: Commission security and financial support for Italian, Slovenian and Croatian ports – E-001036/2025

    Source: European Parliament

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

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

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

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

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

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

    Submitted: 11.3.2025

    MIL OSI Europe News –

  • MIL-OSI Europe: At a Glance – The emergence of EU defence ETFs – 19-03-2025

    Source: European Parliament

    The European Union’s defence industry requires a major increase in private investment due to the evolving geopolitical landscape. The emergence of new EU defence exchange-traded funds (ETFs) that hold shares in the underlying companies could encourage this investment and provide EU defence firms with dearly needed capital.

    MIL OSI Europe News –

  • MIL-OSI Europe: Briefing – Outlook for the meetings of EU leaders on 20-21 March 2025 – 19-03-2025

    Source: European Parliament

    The first quarter of 2025 has been a very busy one for the European Council, with EU leaders having already convened three times before their regular March meeting – once for an informal retreat on defence on 3 February, in a video-conference on 26 February and then for a special European Council meeting on 6 March. The increasingly complex geopolitical situation, as well as the current strains on the transatlantic relationship, make the regular March meeting a crucial one. According to the Leaders’ Agenda, the meeting was expected to concentrate mainly on competitiveness, but due to recent events many items have been added to the agenda, including Ukraine, the Middle East and defence. As usual, the meeting will start with an exchange of views with European Parliament President Roberta Metsola. EU leaders will also have a discussion with Ukrainian President Volodymyr Zelenskyy. There will be a working lunch with United Nations Secretary-General António Guterres, dedicated to multilateralism and other global issues. In the afternoon, a Euro Summit meeting will take place in inclusive format, with European Central Bank President, Christine Lagarde, and Eurogroup President, Paschal Donohoe, taking part in the discussions on economic issues and competitiveness.

    MIL OSI Europe News –

  • MIL-OSI Europe: Written question – EU funding to Elon Musk’s companies – P-000905/2025

    Source: European Parliament

    Priority question for written answer  P-000905/2025
    to the Commission
    Rule 144
    Daniel Freund (Verts/ALE)

    Can the Commission provide a detailed list of EU funding allocated to companies owned or controlled by Elon Musk (SpaceX, Tesla, X (formerly Twitter), Neuralink, The Boring Company, xAI and any other relevant entities linked to Mr Musk) over the past five years? This should include grants, tenders, subsidies and any other payments made in this regard, including funds spent on advertising on social media platforms owned or controlled by him. Please specify the amount, purpose, type of funding and the relevant EU programmes under which the funds were allocated.

    Submitted: 4.3.2025

    Last updated: 19 March 2025

    MIL OSI Europe News –

  • MIL-OSI Europe: Answer to a written question – Action to reduce energy prices and address significant disparities between EU Member States – E-000319/2025(ASW)

    Source: European Parliament

    The Commission adopted the action plan for Affordable Energy together with the Clean Industrial Deal on 26 February 2025[1]. This Action Plan presents measures to reduce energy costs for industry and households and help build a genuine Energy Union that delivers competitiveness, security, decarbonisation, and a just transition.

    As outlined by the cross-border infrastructure, needs are often not matched by concrete projects, leading to undue price disparities between some regions, such as recently observed in southeast Europe.

    Therefore, an indispensable element in this plan is investing in Europe’s grids, to accompany the progress towards an integrated and decarbonised energy system, reduce risks of curtailment for renewable energy and leverage the benefits of its Internal Energy Market for industry and households.

    To enhance coordination across the Energy Union and strengthen the governance of the electricity market, the Commission will also set up an Energy Union Task Force.

    Europe must invest more in modernising and expanding interconnections, its network of energy transmission and distribution infrastructure, accelerating investment in electricity, hydrogen and carbon dioxide transport networks as well as storage systems.

    The Connecting Europe Facility for Energy has been instrumental in supporting key energy infrastructure projects of EU added value.

    At the same time, existing infrastructure needs to be used efficiently. For example, a minimum of at least 70% capacity on interconnectors should be made available for cross-border electricity trading, but most Member States are still far off. Full achievement of this target would reduce price peak episodes.

    • [1] https://energy.ec.europa.eu/strategy/affordable-energy_en

    MIL OSI Europe News –

  • MIL-OSI Europe: Answer to a written question – Energy security in the context of the war in Ukraine and sanctions on Russia – E-002812/2024(ASW)

    Source: European Parliament

    Following the Russian invasion of Ukraine in 2022, the EU has acted firmly to cut its reliance on Russian energy. REPowerEU[1], adopted in May 2022, sets out a plan to fast forward the clean transition, diversify supplies, and enhance EU energy resilience.

    The EU phased out Russian coal imports. Oil is down from almost a third to 3% of total EU imports. In terms of gas, the EU reduced its Russian gas imports from over 45% in 2021, to 19% in 2024, replacing it with alternatives from trusted international partners.

    However, Russian energy, particularly gas, remains in the EU energy mix. To address this, the Commission plans to swiftly adopt a Roadmap to end Russian energy imports by fully implementing REPowerEU.

    Regarding infrastructure, gas will remain important for the EU’s energy mix in the coming years. The Commission is monitoring ongoing projects, especially Projects of Common Interest and selected REPowerEU projects funded by the Recovery and Resilience Facility, which are vital for EU’s energy security.

    Completion of these projects will enable the EU to eliminate Russian gas dependency. However, the EU must focus on rapid electrification, renewable energy integration and investing in electricity interconnections as outlined in the Grids Action Plan[2], to meet climate goals and enhance energy resilience.

    Given the EU’s climate policy direction and interconnected gas markets, further EU budget support for new gas infrastructure cannot be justified anymore, once ongoing projects are completed.

    The Energy and Housing Commissioner will present a Clean Energy Investment Strategy in 2025.

    • [1] https://commission.europa.eu/publications/key-documents-repowereu_en
    • [2] https://eur-lex.europa.eu/legal-content/EN/TXT/?uri=COM%3A2023%3A757%3AFIN&qid=1701167355682

    MIL OSI Europe News –

  • MIL-OSI Europe: Answer to a written question – Fashion-sector companies unable to the EU ‘Fit for 55’ plan’s carbon footprint targets – E-002513/2024(ASW)

    Source: European Parliament

    The Commission acknowledges the importance of the textile sector, including the fashion industry, for the European economy, culture and creativity.

    At the same time, textile production and consumption have major effects on the environment and on climate change, as underlined in the EU Strategy for Sustainable and Circular Textiles[1] and the European Environment Agency report[2]. The EU Strategy for Sustainable and Circular Textiles proposed an agenda to support the sector’s shift towards the green transition.

    Reducing environmental and climate impacts from textiles is essential to achieve a sustainable transition and to meet the climate targets set under the EU ‘Fit for 55’ legislative package.

    The Commission recognises the importance of mobilising investments and supporting operators in adopting circular business models and processes .

    In this respect, the Commission has put forward a proposal for a co-programmed European Partnership ‘Textiles of the Future’[3] under Horizon Europe[4] under the second Horizon Europe Strategic Plan 2025- 2027[5].

    In the 2021-2027 Multiannual Financial Framework and NextGenerationEU, EUR 658 billion is allocated to spending for climate-relevant objectives.

    In most of the EU funding programmes (including Recovery and Resilience Facility[6], the InvestEU programme[7], Cohesion Funds[8], or Horizon Europe[9]) investments on decarbonisation are eligible for all sectors including fashion.

    In addition, textile companies, and in particular small and medium-sized enterprises[10], can be supported through the Enterprise Europe Network[11], the Eurocluster initiative[12], the European Circular Economy Stakeholder Platform[13], and through the Transition Pathway for the Textiles Ecosystem[14].

    • [1]  COM(2022) 141 final, https://environment.ec.europa.eu/publications/textiles-strategy_en
    • [2] EEA (2022), https://www.eea.europa.eu/publications/textiles-and-the-environment-the
    • [3] Innovative actions such as small scale demonstration, piloting of new technologies and innovative business models for competitive manufacturing of sustainable textile products may be funded under the partnership.
    • [4] https://research-and-innovation.ec.europa.eu/funding/funding-opportunities/funding-programmes-and-open-calls/horizon-europe_en
    • [5] https://research-and-innovation.ec.europa.eu/funding/funding-opportunities/funding-programmes-and-open-calls/horizon-europe/strategic-plan_en
    • [6] https://commission.europa.eu/business-economy-euro/economic-recovery/recovery-and-resilience-facility_en
    • [7] https://investeu.europa.eu/investeu-programme_en
    • [8] https://ec.europa.eu/regional_policy/funding/cohesion-fund_en
    • [9] https://research-and-innovation.ec.europa.eu/funding/funding-opportunities/funding-programmes-and-open-calls/horizon-europe_en
    • [10] Small and medium-sized enterprises represent more than 99% of the companies active in the EU textile sector (Eurostat).
    • [11] https://een.ec.europa.eu/
    • [12] https://www.clustercollaboration.eu/euroclusters
    • [13]  https://circulareconomy.europa.eu/platform/en
    • [14] https://single-market-economy.ec.europa.eu/sectors/textiles-ecosystem/textiles-transition-pathway_en

    MIL OSI Europe News –

  • MIL-OSI Europe: Answer to a written question – Repercussions of Royal Decree 933/2021 for the tourism sector – To the Commissioner for Prosperity and Industrial Strategy, Stéphane Séjourné – E-000519/2025(ASW)

    Source: European Parliament

    1. The Commission is currently assessing the Royal Decree 933/2021 in the light of EU data protection law. The Commission will monitor the effects of the Decree on the competitiveness of the tourism sector, taking into account the goal of avoiding additional burden for companies in this sector.

    2. At the EU level, the Commission aims to overall reduce administrative burden and bring simplification in particular for small and medium-sized enterprises, including tourism businesses. The Competitiveness Compass for the EU[1] sets a target of reducing burdens associated with reporting requirements by 25%, without undermining the policy objectives of the initiatives concerned.

    3. The Commission will present in early 2026 its Sustainable Tourism Strategy. Consultations with stakeholders in Spain and beyond, and obviously with the European Parliament, will take place in the next months to define the priorities and the content of the said Strategy. While the Commission will continue to push for a more sustainable, digital and resilient tourism ecosystems, the new Strategy will also address a number of areas for action, including the need to ensure more and better statistical data that are needed to identify and respond to emerging challenges without creating unnecessary bureaucratic burden.

    • [1] https://commission.europa.eu/document/download/10017eb1-4722-4333-add2-e0ed18105a34_en
    Last updated: 19 March 2025

    MIL OSI Europe News –

  • MIL-OSI Europe: Answer to a written question – Improving energy integration: a path to competitiveness for EU companies – E-000299/2025(ASW)

    Source: European Parliament

    The internal energy market is the best protection against country-specific shocks, as the recent crisis has demonstrated. Its completion will be instrumental to further strengthen energy security and achieve our decarbonisation goals while decreasing price volatility and ensuring affordability. Reducing market fragmentation requires a better use of existing grid and increasing its capacity especially across borders.

    The European grid could be better used with the implementation of current market rules to maximise cross border trading capacities, and a fair bidding zone configuration reflecting structural congestions. Improved locational signals would foster investments in generation, storage, transmission and flexibility in a cost-effective way.

    The Trans-European Networks for Energy Regulation[1] provides framework for cross-border infrastructure planning by identifying projects of common interest that contribute to the internal energy market, security of supply and sustainability. It has enabled the implementation of around 100 cross-border infrastructure projects.

    The EU needs to further strengthen coordination and prioritisation for cross-border infrastructure projects to ensure that cross-border impacts are taken into account also at national level.

    As part of the Clean Industrial Deal, the Commission adopted an Action Plan for affordable Energy[2] on 26 February 2025 with key actions to lower energy.

    It outlines the importance to unlock the value of our Energy Union by taking steps towards a fully integrated energy market supported by interconnected and digitalised network.

    Further integration of the European internal energy market could increase the benefits to up to EUR 40-43 billion per year by 2030.

    • [1] https://energy.ec.europa.eu/topics/infrastructure/trans-european-networks-energy_en
    • [2] Action Plan for Affordable Energy, COM (2025) 79 final.
    Last updated: 19 March 2025

    MIL OSI Europe News –

  • MIL-OSI Europe: Press release – Labour migration: an EU Talent Pool to facilitate international recruitment

    Source: European Parliament

    The EU Talent Pool should be open to workers of all qualification levels and ensure fair treatments of jobseekers, the Civil Liberties Committee agreed on Wednesday.

    Today, MEPs in the Civil Liberties Committee backed the creation of an EU Talent Pool, designed to make it easier to recruit non-EU nationals to jobs in sectors where there are shortages, through a dedicated digital platform that matches EU vacancies with jobseekers living abroad. Application of the new legislation would be optional for EU countries and would not affect their right to decide how many third-country workers to admit to their territory.

    A fair recruitment process

    MEPs adopted amendments to the proposal to ensure the application of fair recruitment standards, as set out in the International Labour Organization’s general principles, and that the platform is open to jobseekers “of all skills and qualification levels”. MEPs also want to make sure that the new tool does not lead to discriminatory practices and is free of charge for registered jobseekers.

    Improved information on employers and jobseekers

    Participating employers should provide details including: the person responsible for recruitment, the company registration number, and a brief description of their operations, argue MEPs. Vacancies should meanwhile include a job description, the place of work, working hours, remuneration and paid leave. MEPs also want to see more information in the profiles of jobseekers, such as their preferred EU country and when they are available, offering the possibility for them to certify their skills within the EU Talent Partnerships or via bilateral or national agreements.

    Targeted communication campaigns

    The Commission should promote the EU Talent Pool through awareness raising campaigns, both on and off-line, targeting SMEs in particular, recommend MEPs. They also suggest that EU delegations in third countries should to do the same for potential jobseekers.

    Quote

    Rapporteur Abir Al-Sahlani (Renew, Sweden) said: “The EU is falling behind its competitors, partly because of labour shortages across our economy. Labour migration is one way to address these shortages and strengthen our competitiveness. The EU Talent Pool is a step in the right direction, by connecting the needs of our employers with workers from outside the EU. This is also a tool to create more safe and legal pathways to the EU. The result will be a Talent Pool platform that is user-friendly for all, with necessary checks on jobseekers and measures to ensure minimum safeguards against exploitation. There is also a strong link to the Talent Partnerships, reinforcing the connection between internal and external migration governance”.

    Next steps

    The draft rules were approved by 46 votes in favour, 25 against, and 2 abstentions. Once the report has been endorsed by Parliament as a whole during the April plenary session, talks with member states on the final shape of the bill can start.

    MIL OSI Europe News –

  • MIL-OSI Africa: SA gears up for Water Investment Summit

    Source: South Africa News Agency

    Water and Sanitation Minister Pemmy Majodina is set to host the preparatory meeting for the African Union-Africa Water Investment Programme (AU-AIP) Water Investment Summit 2025.

    The meeting is scheduled to take place on the sidelines of the International Water Association (IWA) Congress, currently underway in Cape Town.

    The department said the preparatory meeting, to take place on Thursday, is a critical step towards the AU-AIP Water Investment Summit, scheduled to take place at Cape Town in August.

    “The summit aims to mobilise at least USD 30 billion annually for climate-resilient water and sanitation initiatives across Africa, aligning with South Africa’s G20 Presidency priorities on economic growth, climate sustainability, and enhanced financing for development,” the Department of Water and Sanitation (DWS) said on Wednesday.

    The preparatory meeting will bring together key stakeholders, including government representatives, international development agencies, private sector investors, and civil society organisations, to refine the objectives, thematic areas, and expected outcomes of the summit scheduled for August.

    “The meeting will also serve as a platform to consolidate bilateral partnerships and secure commitments. Additionally, it will ensure that the summit aligns with South Africa’s G20 Presidency goals and effectively contributes to water security and investment mobilisation in Africa,” the department said.

    Among the delegates expected to participate at the summit, include:
    •    Jakaya Kikwete, former President of the United Republic of Tanzania, chair of the Global Water Partnership Southern Africa (GWPSA), and co-chair of the Africa Water Investment Panel, which includes sitting and former Presidents and eminent leaders (President Cyril Ramaphosa of South Africa is also a member of the AIP Panel).
    •   Arif Alkalali, General Supervisor of the General Directorate for Water Resources in the Ministry of Water, Environment, and Agriculture, Kingdom of Saudi Arabia.
    •    Anxious Jongwe Masuka, Minister of Lands, Agriculture, Water, and Rural Resettlement, Zimbabwe.
    •    Collins Nzovu, Minister of Water Development and Sanitation, Republic of Zambia.
    •    Dr Cheikh Tidiane Dièye, Minister of Water and Sanitation, Republic of Senegal, and President of the African Ministers’ Council on Water (AMCOW). – SAnews.gov.za
     

    MIL OSI Africa –

  • MIL-OSI Africa: One day left until the SASSA gold card stops working

    Source: South Africa News Agency

    Social grant beneficiaries who have not replaced their South African Social Security Agency (SASSA) gold cards with the new Postbank black cards, have only one day left to make the change, before their gold cards stop working.

    After tomorrow, 20 March 2025, SASSA gold cards will be deactivated and beneficiaries who have not yet transitioned to the new Postbank black cards, may face disruptions in making any transactions from the card. 

    The beneficiaries would also not be able to use the SASSA gold cards to make any transaction, even if they have funds in their account.

    Earlier this week, SASSA and Postbank held a media briefing to update on the process of replacing the SASSA gold cards with the Postbank black cards. 

    Postbank CEO Nikki Mbengashe, explained that after the deadline, beneficiaries will not be able to use SASSA gold cards to buy or withdraw cash inside stores. 

    “Retailers would not accept the cards for any transactions, and any attempts will result in automatic system transaction declines. Beneficiaries would also not be able to use SASSA gold cards on any ATM. The SASSA gold may be swallowed when inserted in any ATM to attempt a transaction,” Mbengashe said on Monday.  

    However, the CEO further explained that tomorrow’s deadline is not a cut-off date for when Postbank stops replacing SASSA gold cards.

    Postbank will continue replacing SASSA gold cards with new Postbank black cards in all its card replacement sites, even after this date. 

    “Social grant beneficiaries may still replace their SASSA gold cards with Postbank black cards on, and after, 20th of March 2025.

    “To prepare for the next grant payments that are scheduled for 3 to 5 April 2025, SASSA and Postbank encourage beneficiaries to make extra efforts to use the period between now and the payments dates to get their black cards,” Mbengashe said. 

    How do I access my April Grant payment if I do not have a black card yet? 

    Postbank and SASSA have assured social grant beneficiaries and the public that the payments of social grants will not be interrupted. 

    All social grant beneficiaries will continue to be paid, including all the social grant beneficiaries who have not been able to get their black cards. 

    “Starting from the next grant payments that are scheduled for 3 to 5 April 2025 and onwards, social grant beneficiaries that are yet to replace their gold cards with Postbank black cards, can go withdraw their grant at their nearest Post Office. 

    “There are currently 543 Post Office branches countrywide that we are working with. All that one will need to make this withdrawal is their ID (green barcoded ID, smart card ID, or temporary ID),” Mbengashe said. 

    Mbengashe added that the Post Office branch-based payments are a channel that many of the social grant beneficiaries have used before, and they are familiar with. 

    Beneficiaries are urged to note that the Post Office branch payments will be restricted to social grant beneficiaries that are yet to replace their SASSA gold cards, asylum seekers and Postbank green Mzansi/blue cards’ grant beneficiaries. 

    Beneficiaries who already have Postbank black cards are urged to use their card through ATMs and retailers to access their funds. 

    The initial deadline for this transition was set for 28 February 2025 but was extended to 20 March 2025 to provide beneficiaries with additional time to make the switch. ​

    To date, over one million beneficiaries have successfully replaced their old SASSA Gold Cards with the new Postbank Black Cards. ​ 

    Beneficiaries who have not yet made the switch are strongly encouraged to do so immediately to avoid any inconvenience. 

    The new Postbank Black Cards can be obtained at various retailers, including Checkers, Shoprite, Pick n Pay, Usave, and Boxer. To receive a new card, beneficiaries need to present a valid South African ID or a temporary ID. ​ 

    Postbank has also made it easy for beneficiaries to locate the nearest place in every province where they can collect their Postbank Black Cards. Beneficiaries can use their cellphones to:​

    • Dial: 120*355#​
    • To continue, reply by pressing number: 1​
    • Reply with the number representing the province they live in​

    The new Postbank Black Cards offer several benefits, including improved security features, one free card replacement per year, three free withdrawals in stores per month, and one free monthly statement over the counter. – SAnews.gov.za

    MIL OSI Africa –

  • MIL-OSI Africa: Developing oil and gas resources can boost economy

    Source: South Africa News Agency

    Mineral and Petroleum Resources Minister Gwede Mantashe says developing the country’s gas and oil potential could be a game changer for economic growth.

    “The South African government wants accelerated oil exploration in the country’s waters, we believe developing the country’s oil and gas resources could boost the country’s economic growth rate to 5% and possibly 8%. 

    “Government took a decision to rationalise some of our State-owned Entities [SOEs] to form the South African National Petroleum Company [SANPC]. The SANPC is a strategic intervention by government to create a State-owned national company to actively pursue oil and gas projects,” the Minister said in his speaking notes at the 4th Annual Southern Africa Oil and Gas (SAOG) Conference in Cape Town on Wednesday.

    Exploration has found that South Africa’s coastal and adjoining waters hold approximately nine billion barrels of oil and a further 11 billion barrels oil equivalent of natural gas, although there remains uncertainty about the extent.

    Mantashe noted that considering increasing demand for natural gas, “government has moved with speed to finalise the Gas Master Plan to achieve a stable and growing economy”. 

    “The Gas Master Plan is designed to complement existing energy policies and contribute to an integrated energy planning approach for the country as outlined in the updated Integrated Resources Plan. It provides a framework for the role of natural gas in the energy mix and gives policy direction to industry. 

    “Its objective is to ensure that government is able to diversify supply options from local and international markets. Furthermore, to facilitate the development an efficient, competitive and responsive energy infrastructure network, such as gas storage facilities, liquefied natural gas import facilities, pipeline networks and regasification plants.

    “Through this, the Plan would also enhance localisation, create jobs and enable inclusive economic growth,” Mantashe said.

    He noted that the European bloc of nations is looking to Africa to “diversify its gas supplies”. 

    “While this presents an opportunity to earn foreign revenue, we should ensure that we do not export our gas at the expense of domestic and regional markets. It is imperative for SADC [Southern African Development Community] countries to be resolute in their efforts to unlock oil and gas exploration and development. 

    “This further presents SADC countries with an opportunity to determine conditions that will alleviate global oil and gas prices by developing their own resources.

    “There must be a concerted effort among African nations to ensure that the oil and gas sector grows and thrives through investments in the upstream development for the economic prosperity of our nations,” he said. – SAnews.gov.za

    MIL OSI Africa –

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

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

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

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

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

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

    Expanding into Asia

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

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



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

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

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

    Breaking into Asian markets

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

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

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

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

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

    1. Potential: Understand the local market

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

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

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

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

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

    2. Proposition: Adapt services to fit local needs

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

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

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

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

    3. Presence: Build a local network and partnerships

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

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

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

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

    4. Policy: Take advantage of government support

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

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

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

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

    Seizing the opportunity

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

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

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

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

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

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

    MIL OSI – Global Reports –

  • MIL-OSI Global: Trump’s defiance of a federal court order fuels a constitutional crisis − a legal scholar unpacks the complicated case

    Source: The Conversation – USA – By Cassandra Burke Robertson, Professor of Law and Director of the Center for Professional Ethics, Case Western Reserve University

    The Supreme Court is seen on March 17, 2025, one day before Chief Justice John Roberts issued a rare rebuke of a president. Win McNamee/Getty Images

    President Donald Trump invoked the 1798 Alien Enemies Act on March 15, 2025, and deported about 200 Venezuelan immigrants his administration alleged have ties to a Venezuelan gang. U.S. District Court Judge James Bloasberg verbally issued an order that same day telling the government that the planes carrying the deportees must return to the United States.

    The U.S. government, though, allowed the flights to continue and for the Venezuelans to be detained at a facility in El Salvador infamous for its mistreatment of prisoners.

    The subsequent legal back-and-forth, which is still going on, intensified so quickly and dramatically that many legal scholars say the U.S. is past the point of a constitutional crisis, as the Trump administration appears to be defying a federal court order, for which Boasberg may hold the government in contempt. Trump has also called for Bloasberg to be impeached. Supreme Court Chief Justice John Roberts then issued a rare public statement that day rejecting Trump’s statement.

    “For more than two centuries, it has been established that impeachment is not an appropriate response to disagreement concerning a judicial decision,” Roberts said in a written statement on March 18.

    Amy Lieberman, a politics and society editor at The Conversation U.S., posed a few questions to Cassandra Burke Robertson, a scholar of civil proceedings and legal ethics, to break down some of the dynamics of this complex, evolving case.

    President Donald Trump shakes hands with Supreme Court Chief Justice John Roberts in Washington, D.C., on March 4, 2025.
    Win McNamee/Getty Images

    Is it rare for a Supreme Court justice to weigh in on politicians’ activities or statements?

    It’s uncommon for a Supreme Court justice to publicly contradict a president. Roberts has typically shown great respect for the separation of powers between branches of government. He has also consistently recognized that presidents have broad authority to run the federal government.

    However, this isn’t the first time Roberts has spoken up to protect judicial independence. During Trump’s first term in 2018, the president criticized rulings as coming from “Obama judges.” Roberts responded publicly, and said, “We do not have Obama judges or Trump judges, Bush judges or Clinton judges. What we have is an extraordinary group of dedicated judges doing their level best to do equal right to those appearing before them.”

    Why is Roberts’ statement of note, and what influence does he have in this situation?

    Roberts leads the U.S. Supreme Court. He also oversees all federal courts across the country.

    Roberts takes this leadership role very seriously. He has been willing to speak up when he believes something threatens judicial operations and independence.

    Since Roberts was confirmed as chief justice in 2005, he has often spoken publicly about why judges need to remain independent from political pressure. He has pointed out four main threats to judges’ independence: “violence, intimidation, disinformation and threats to defy lawfully entered judgments.”

    When Roberts makes a public statement, it carries weight because he speaks as the top judicial officer in the country. His words are a reminder about the importance of keeping courts free from political interference.

    What is most important for people to understand about the Alien Enemies Act case that Judge Boasberg is currently considering?

    First, Trump is using a rarely used wartime law, the Alien Enemies Act. This law allows for deportations during a time of war without the normal legal protections like court hearings. Some legal experts argue that Trump doesn’t have the authority to use this law since the U.S. isn’t officially at war with Venezuela or with the gang the administration has cited, Tren de Aragua. They worry that invoking the Alien Enemies Act inappropriately expands presidential power beyond constitutional limits and could be misused to target other immigrant groups.

    Second, Boasberg ordered a stop to these deportations on March 15. But the Trump administration went ahead with the deportations anyway. It later claimed it did not violate the judge’s order because the planes were over international waters. Under our legal system, the executive branch must obey valid court orders. This case raises concerns about whether the president is respecting the authority of the courts.

    James E. Boasberg, chief judge of the District Court, District of Columbia.
    https://www.dcd.uscourts.gov/content/chief-judge-james-e-boasberg

    Third, Trump has publicly called for Boasberg to be impeached, saying the judge overstepped his authority by ruling against the president’s actions. There’s no evidence that Boasberg acted corruptly or improperly – he simply made a legal ruling the president disagreed with.

    The case touches on fundamental questions about the balance of power between presidents and courts, and what happens when an administration chooses not to follow a judge’s orders. This confrontation between branches represents one of the most direct challenges to judicial authority by a president in American history.

    What would it take for a judge to be impeached, and what is the precedent for doing so, based on disagreements about a case?

    Federal judges can only be impeached by Congress for “high crimes and misdemeanors.” That generally means serious wrongdoing, not just making unpopular decisions.

    The impeachment process for judges works just like it does for presidents.

    First, the House of Representatives votes to impeach, needing just a simple majority. Then, the Senate holds a trial where a two-thirds majority is needed to remove the judge.

    Only 15 federal judges have ever been impeached in the U.S., and of those, only eight were convicted by the Senate.

    The only two judicial impeachments during this century involved very serious misconduct – including a judge who lied about sexually abusing two female employees in 2009.

    Only judges who have serious misconduct have been impeached and removed from office – not those involved in cases of political disagreements about judicial decisions.

    What are the most important legal and ethical questions that this case raises?

    This case raises important questions about the rule of law in the U.S. A key American belief is that no one, not even the president, is above the law. As Thomas Paine famously wrote in 1776, “In America, the law is king.”

    This doesn’t mean every court decision is always right. That’s why the legal system has appellate courts, as Roberts pointed out – so decisions people disagree with can be challenged through an appeal in proper channels. My scholarly research on the right to appeal explores how this process serves as a crucial safeguard in the country’s legal system.

    Twenty years ago, Roberts also stressed how important the rule of law is, saying it “protects the rights and liberties of all Americans.”

    When a government chooses to ignore court orders instead of appealing them through the legal system, it creates a serious threat to this principle. The current situation raises concerns about whether the federal government will continue to respect the boundaries established by the Constitution in the country’s legal system.

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

    – ref. Trump’s defiance of a federal court order fuels a constitutional crisis − a legal scholar unpacks the complicated case – https://theconversation.com/trumps-defiance-of-a-federal-court-order-fuels-a-constitutional-crisis-a-legal-scholar-unpacks-the-complicated-case-252591

    MIL OSI – Global Reports –

  • MIL-OSI USA: SBA Offers Relief to North Dakota Private Nonprofits Affected by October Wildfires

    Source: United States Small Business Administration

    SACRAMENTO, Calif. – The U.S. Small Business Administration (SBA) announced the availability of low interest federal disaster loans to North Dakota private nonprofit (PNP) organizations who sustained physical damages and economic losses from the wildfires and straight-line winds occurring Oct. 5–6, 2024.

    The disaster declaration covers McKenzie and Williams counties.

    Under this disaster declaration, PNPs providing services of a governmental nature are eligible to apply for physical disaster loans and may borrow up to $2 million to repair or replace damaged or destroyed real estate, machinery and equipment, inventory, and other business assets.

    Applicants may be eligible for a loan amount increase of up to 20% of their physical damages, as verified by the SBA, for mitigation purposes. Eligible mitigation improvements might include insulating pipes, walls and attics, weather stripping doors and windows, and installing storm windows to help protect property and occupants from future damage caused by any disaster.  

    The SBA also offers  Economic Injury Disaster Loans (EIDLs) to help meet working capital needs, such as ongoing operating expenses for PNPs.  EIDL assistance is available regardless of whether the organization suffered any physical property damage. 

    Interest rates are as low 3.25% for PNPs, with terms up to 30 years. Interest does not begin to accrue, and payments are not due, until 12 months from the date of the first loan disbursement. The SBA determines eligibility and sets loan amounts and terms based on each applicant’s financial condition.

    The SBA encourages applicants to submit their loan applications promptly. Applications will be prioritized in the order they are received, and the SBA remains committed to processing them as efficiently as possible.

    To apply online, visit sba.gov/disaster. Applicants may also call SBA’s Customer Service Center at (800) 659-2955 or email disastercustomerservice@sba.gov for more information on SBA disaster assistance. For people who are deaf, hard of hearing, or have a speech disability, please dial 7-1-1 to access telecommunications relay services.

    The deadline to return economic injury applications is Sept. 24.

    ###

    About the U.S. Small Business Administration

    The U.S. Small Business Administration helps power the American dream of business ownership. As the only go-to resource and voice for small businesses backed by the strength of the federal government, the SBA empowers entrepreneurs and small business owners with the resources and support they need to start, grow, expand their businesses, or recover from a declared disaster. It delivers services through an extensive network of SBA field offices and partnerships with public and private organizations. To learn more, visit www.sba.gov.

    MIL OSI USA News –

  • MIL-Evening Report: Long before debates over ‘wokeness’, Epicurus built a philosophy that welcomed slaves, women and outsiders

    Source: The Conversation (Au and NZ) – By Thomas Moran, Lecturer in the Department of English, Creative Writing and Film, University of Adelaide

    German Vizulis/Shutterstock

    If you peruse the philosophy section of your local bookshop, you’ll probably find a number of books on Stoicism – an ancient philosophy enjoying a renaissance today. But where are the Epicureans?

    Both philosophical schools were popular in the ancient world. However, while stoic works such as Meditations by Marcus Aurelius and Seneca’s letters still fill the shelves, alongside contemporary takes such as The Daily Stoic (2016), Epicureanism largely remains a historical curiosity.

    Today, the Greek thinker Epicurus (341–270 BCE) is mostly remembered as the originator of the term “epicurean”, which describes someone devoted to sensual enjoyment, particularly of fine food and drink.

    And while it’s true Epicurus argued pleasure is the highest human good, there’s a lot more to Epicureanism than merely savouring a glass of Shiraz with haute cuisine.

    Philosophers in the garden

    Epicurus was born on the island of Samos to Athenian parents. He studied philosophy in Athens before travelling to the island of Lesbos to establish a philosophical academy.

    Epicurus was born on the island Samos, a birthplace he shares with the famous polymath Pythagoras.
    Wikimedia

    Upon returning to Athens in 306 BCE, he bought a tract of land and began a philosophical community known as the Garden.

    The Garden was radically different from other philosophical communities at the time. While Plato’s Academy generally trained the children of the Athenian elite, and Aristotle tutored nobles such as Alexander the Great, Epicurus’ Garden was far more inclusive. Women and slaves were welcome to join the dialogue.

    The community led a frugal life and practised total equality between men and women, which was uncommon at the time. In this atmosphere, noblewomen and courtesans, senators and slaves, all engaged in philosophical debate.

    While many early Epicureans have disappeared from the annals of history, we know of some women, such as Leontion and Nikidion, who were early proponents of Epicurean thought.

    Away from the main city of Athens, Epicurus’ Garden became a space for his followers to seek relief.
    gka photo/Shutterstock

    Philosophy as a way of life

    It isn’t just the Garden’s inclusivity that gives it contemporary appeal, but its entirely unique notion of what constitutes a philosophical life.

    According to Epicurus, a philosopher wasn’t someone who taught or wrote philosophical tracts. A philosopher was someone who practised what the French philosopher Pierre Hadot describes, in his work on Epicureanism, as “a certain style of life”.

    Epicureanism was a daily practice, rather than an academic discipline. Anyone who strove to live a philosophical life was part of the Epicurean community and was considered a philosopher.

    The concept of philosophy Epicurus promoted was more egalitarian and all-encompassing than the narrow definition we often see used today.

    The pursuit of pleasure

    But what did it mean to be a practising Epicurean? Epicurus conceived of philosophy as a therapeutic practice. “We must concern ourselves with the healing of our own lives,” he wrote.

    This process of healing involves developing an inner attitude of relaxation and tranquillity known as anesis in Ancient Greek. To do this, Epicureans sought to turn their minds away from the worries of life and focus instead on the simple joy of existence.

    Epicurus distinguished between different types of pleasure and advocated for a life of moderate pleasure, rather than excessive indulgence.
    Wikimedia

    According to Epicurus, unhappiness comes because we are afraid of things which should not be feared, and desire things which are not necessary and are beyond our control.

    Most notably, he rejected the idea of an afterlife, arguing the soul did not continue to exist after death. He also argued it was wrong to fear death as it

    gives no trouble when it comes [and] is but an empty pain in anticipation.

    Instead of fearing punishment in the beyond, he said we should focus on the possibilities for pleasure in the here and now. But that doesn’t mean chasing every pleasure which comes our way; the task of the Epicurean is to understand which pleasures are worth pursuing.

    The highest pleasures are not those which yield the highest intensity or last the longest, but those which are the least mixed with worry and the most likely to ensure peace of mind. In this vein, Epicurus sought to cultivate feelings of gratitude and appreciation for even the simplest everyday experiences.

    While his critics cast him and his followers as unrestrained hedonists, he wrote in one letter that a single piece of cheese was as pleasurable as an entire feast.

    For Epicureans, it is precisely the brevity of life that gives us such an exquisite capacity for pleasure. As one Epicurean Philodemus wrote:

    Receive each additional moment of time in a manner appropriate to its value; as if one were having an incredible stroke of luck.

    A philosophy for outsiders

    Epicurus’ perennial appeal resides in how his philosophy gave strength and inspiration to outsiders. In the late 19th century, aesthetes such as critic Walter Pater and playwright Oscar Wilde praised Epicureanism as a way of life.

    In Wilde’s letter De Profundis (From the depths) – written in 1897 while imprisoned in Reading Gaol on charges of indecency – he wrote that Pater’s novel Marius the Epicurean (1885) had given him both intellectual and spiritual solace during his trial.

    Pater, too, had faced discrimination at Oxford for having homosexual relationships. His novel is an evocative celebration of the possibilities of a life lived in the pursuit of sensual and spiritual beauty.

    In one of his earlier texts, The Renaissance (1873), Pater paraphrases Victor Hugo, writing

    we are all under a sentence of death but with a sort of indefinite reprieve […] we have an interval, and then our place knows us no more. […] Our one chance lies in expanding that interval, in getting as many pulsations as possible into the given time.

    This profoundly Epicurean sentiment, of a life lived in the interval, remains appealing to those who seek to turn their lives into a work of art.

    Thomas Moran 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. Long before debates over ‘wokeness’, Epicurus built a philosophy that welcomed slaves, women and outsiders – https://theconversation.com/long-before-debates-over-wokeness-epicurus-built-a-philosophy-that-welcomed-slaves-women-and-outsiders-250772

    MIL OSI Analysis – EveningReport.nz –