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Category: Business

  • MIL-OSI: ThinkMarkets wins ‘Newcomer of the Year 2024’ at TradingView awards

    Source: GlobeNewswire (MIL-OSI)

    LONDON, Feb. 04, 2025 (GLOBE NEWSWIRE) — ThinkMarkets, a leading online trading provider, recently announced that it received an award from TradingView for ‘Newcomer of the Year 2024’. 

    The annual TradingView awards aim to recognize integrated brokers on its platform that are at the forefront of global online trading and have consistently demonstrated providing their users with the best service over the last 12 months. 

    TradingView selects the winner for its nominated categories based on a broker’s verified client reviews, feedback, and ratings, as well as client engagement, platform uptime, and more. This ensures all awards are authentic and that only the best brokers receive recognition. 

    Commenting on the news, co-CEO, Nauman Anees, said the following: 

    “We’re delighted to win this prestigious TradingView award. Despite launching on the platform only midway through the year in July 2024 and having to compete alongside other brokers that also joined that year, we’re thrilled to have made such an impact. We’ve received an overwhelmingly positive response from both new and existing clients eager to take advantage of this offering. We’re grateful that TradingView and the wider trading community have recognized our efforts with this award, and we’ll continue to expand and improve our offering to ensure we remain a leading choice among traders on TradingView.” 

    ThinkMarkets also took the opportunity to express a big thank you for the continued support from its clients, partners, and employees who have all helped in their efforts to achieve this prestigious award. 

    For more information and the latest updates, users can visit: www.thinkmarkets.com 

    About ThinkMarkets
    ThinkMarkets is a global, multi-regulated online brokerage established in 2010 offering clients quick and easy access to 4,000+ CFD instruments across FX, indices, commodities, equities, and more. ThinkMarkets has offices in London, Dubai, Melbourne, and Tokyo and hubs in the Asia-Pacific, Europe, and South Africa. It also operates with several financial licenses around the globe and delivers some of the industry’s most recognized trading platforms, including its award-winning platform, ThinkTrader.

    Contact

    ThinkMarkets
    pr@thinkmarkets.com

    A photo accompanying this announcement is available at https://www.globenewswire.com/NewsRoom/AttachmentNg/a0daee5a-f695-4bad-8f7e-faf0c960bd58

    The MIL Network –

  • MIL-OSI Global: Smart brands rein in ad spending when a rival faces a setback − here’s why

    Source: The Conversation – USA – By Vivek Astvansh, Associate Professor of Quantitative Marketing and Analytics, McGill University

    When a rival business stumbles, it’s both a threat and an opportunity. Matt Molloy via Getty Images Plus

    Imagine: You’re in charge of marketing for a major automaker, and your biggest competitor just recalled thousands of vehicles. Now customers are worried about the safety of cars like yours. Do you seize the moment and ramp up advertising to steal market share? Or do you pull back on ads, fearing that customers will connect your brand with the bad press?

    For what marketing professors like me call “substitute brands,” this sort of dilemma pops up all the time. Whether it’s a product recall, a customer data breach or a scandal, bad news for one brand can shake customers’ confidence in an entire product category.

    The big question: Should competitors respond by increasing or decreasing their advertising? And will these adjustments help or hurt sales?

    At first glance, the answer might seem obvious. More ad spending should mean bigger market share, right? But the reality is more complex. In a recent study looking at how 62 car brands responded to a 2014 recall, my colleagues and I found that, on average, when a rival brand issues a recall, its competitors cut their ad spending in half. In other words, most brands treat a rival’s crisis as a threat rather than an opportunity.

    And when we looked at the ads’ content, we saw something even more interesting. When a rival brand stumbled, we found substitutes boosted their price-focused advertising by 25% on average, likely in an attempt to attract deal seekers. At the same time, they cut quality-focused advertising by 71%, possibly to avoid drawing unwanted comparisons.

    And here’s the kicker: This strategy works.

    We found, on average, a rival’s recall raises a substitute’s monthly sales by 35.3% – and the more a brand pulls back on ad spending, the greater the effect. So, when a competitor falters, the best response isn’t necessarily to shout louder. Instead, the data suggests a smarter play: Spend strategically, focus on price messaging, and avoid drawing attention to quality comparisons.

    How we did our work

    To understand how brands respond when a competitor faces a crisis, we focused on a real-world case: Volkswagen’s recall of nearly half a million cars branded under the Sagitar model in October 2014. This provided the perfect opportunity to study how rival brands adjusted their advertising strategies.

    We identified Sagitar’s substitute models – 62 other sedans in the A-class category, sold by more than 30 manufacturers – and collected data on sales and ad spending across 308 media markets in the months before and after the recall. We then did a statistical analysis, controlling for several other variables that could influence ad spending.

    Why it matters

    Prior research offers mixed guidance on how a substitute brand should adjust its ad spending after a rival’s marketing crisis. Anecdotal evidence from the automotive and consumer goods industries is also mixed. For example, after Samsung recalled its Galaxy Note 7 in 2016 due to faulty batteries, competing phonemakers aggressively ramped up their advertising in an attempt to increase their market share.

    Similarly, in 2010, after a Toyota recall, General Motors offered incentives for Toyota owners to switch to a GM car. GM’s chief marketing officer positioned these incentives as GM’s way to meet car buyers’ desire for peace of mind, and reports suggest that GM’s and other rival carmakers’ sales increased following Toyota’s recall.

    But my team’s research suggests that this sort of strategy might not be the best one. Sometimes, saying less actually says more.

    The Research Brief is a short take on interesting academic work.

    Vivek Astvansh 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. Smart brands rein in ad spending when a rival faces a setback − here’s why – https://theconversation.com/smart-brands-rein-in-ad-spending-when-a-rival-faces-a-setback-heres-why-248842

    MIL OSI – Global Reports –

  • MIL-OSI Global: What the ‘moral distress’ of doctors tells us about eroding trust in health care

    Source: The Conversation – USA – By Daniel T. Kim, Assistant Professor of Bioethics, Albany Medical College

    I sit on an ethics review committee at the Albany Med Health System in New York state, where doctors and nurses frequently bring us fraught questions.

    Consider a typical case: A 6-month-old child has suffered a severe brain injury following cardiac arrest. A tracheostomy, ventilator and feeding tube are the only treatments keeping him alive. These intensive treatments might prolong the child’s life, but he is unlikely to survive. However, the mother – citing her faith in a miracle – wants to keep the child on life support. The clinical team is distressed – they feel they’re only prolonging the child’s dying process.

    Often the question the medical team struggles with is this: Are we obligated to continue life-supporting treatments?

    Bioethics, a modern academic field that helps resolve such fraught dilemmas, evolved in its early decades through debates over several landmark cases in the 1970s to the 1990s. The early cases helped establish the right of patients and their families to refuse treatments.

    But some of the most ethically challenging cases, in both pediatric and adult medicine, now present the opposite dilemma: Doctors want to stop aggressive treatments, but families insist on continuing them. This situation can often lead to moral distress for doctors – especially at a time when trust in providers is falling.

    Consequences of lack of trust

    For the family, withdrawing or withholding life-sustaining treatments from a dying loved one, even if doctors advise that the treatment is unlikely to succeed or benefit the patient, can be overwhelming and painful. Studies show that their stress can be at the same level as people who have just survived house fires or similar catastrophes.

    While making such high-stakes decisions, families need to be able to trust their doctor’s information; they need to be able to believe that their recommendations come from genuine empathy to serve only the patient’s interests. This is why prominent bioethicists have long emphasized trustworthiness as a central virtue of good clinicians.

    However, the public’s trust in medical leaders has been on a precipitous decline in recent decades. Historical polling data and surveys show that trust in physicians is lower in the U.S. than in most industrialized countries. A recent survey from Sanofi, a pharmaceutical company, found that mistrust of the medical system is even worse among low-income and minority Americans, who experience discrimination and persistent barriers to care. The COVID-19 pandemic further accelerated the public’s lack of trust.

    In the clinic, mistrust can create an untenable situation. Families can feel isolated, lacking support or expertise they can trust. For clinicians, the situation can lead to burnout, affecting quality and access to care as well as health care costs. According to the National Academy of Medicine, “The opportunity to attend to and ease suffering is the reason why many clinicians enter the healing professions.” When doctors see their patients suffer for avoidable reasons, such as mistrust, they often suffer as well.

    At a time of low trust, families can be especially reluctant to take advice to end aggressive treatment, which makes the situation worse for everyone.

    Ethics of the dilemma

    Physicians are not ethically obligated to provide treatments that are of no benefit to the patient, or may even be harmful, even if the family requests them. But it can often be very difficult to say definitively what treatments are beneficial or harmful, as each of those can be characterized differently based on the goals of treatment. In other words, many critical decisions depend on judgment calls.

    Consider again the typical case of the 6-month-old child mentioned above who had suffered severe brain injury and was not expected to survive. The clinicians told the ethics review committee that even if the child were to miraculously survive, he would never be able to communicate or reach any “normal” milestones. The child’s mother, however, insisted on keeping him alive. So, the committee had to recommend continuing life support to respect the parent’s right to decide.

    Physicians inform, recommend and engage in shared decision-making with families to help clarify their values and preferences. But if there’s mistrust, the process can quickly break down, resulting in misunderstandings and conflicts about the patient’s best interests and making a difficult situation more distressing.

    Moral distress in health care.

    Moral distress

    When clinicians feel unable to provide what they believe to be the best care for patients, it can result in what bioethicists call “moral distress.” The term was coined in 1984 in nursing ethics to describe the experience of nurses who were forced to provide treatments that they felt were inappropriate. It is now widely invoked in health care.

    Numerous studies have shown that levels of moral distress among clinicians are high, with 58% of pediatric and neonatal intensive care clinicians in a study experiencing significant moral distress. While these studies have identified various sources of moral distress, having to provide aggressive life support despite feeling that it’s not in the patient’s interest is consistently among the most frequent and intense.

    Watching a patient suffer feels like a dereliction of duty to many health care workers. But as long as they are appropriately respecting the patient’s right to decide – or a parent’s, in the case of a minor – they are not violating their professional duty, as my colleagues and I argued in a recent paper. Doctors sometimes express their distress as a feeling of guilt, of “having blood on their hands,” but, we argue, they are not guilty of any wrongdoing. In most cases, the distress shows that they’re not indifferent to what the decision may mean for the patient.

    Clinicians, however, need more support. Persistent moral distresses that go unaddressed can lead to burnout, which may cause clinicians to leave their practice. In a large American Medical Association survey, 35.7% of physicians in 2022-23 expressed an intent to leave their practice within two years.

    But with the right support, we also argued, feelings of moral distress can be an opportunity to reflect on what they can control in the circumstance. It can also be a time to find ways to improve the care doctors provide, including communication and building trust. Institutions can help by strengthening ethics consultation services and providing training and support for managing complex cases.

    Difficult and distressing decisions, such as the case of the 6-month-old child, are ubiquitous in health care. Patients, their families and clinicians need to be able to trust each other to sustain high-quality care.

    Daniel T. Kim 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. What the ‘moral distress’ of doctors tells us about eroding trust in health care – https://theconversation.com/what-the-moral-distress-of-doctors-tells-us-about-eroding-trust-in-health-care-246377

    MIL OSI – Global Reports –

  • MIL-OSI Global: Hunger rises as food aid falls – and those living under autocratic systems bear the brunt

    Source: The Conversation – USA – By Jonas Gamso, Associate Professor and Deputy Dean of Knowledge Enterprise for the Thunderbird School of Global Management, Arizona State University

    Volunteers hand out USAID flour at the Zanzalima Camp in Ethiopia. J. Countess/Getty Images

    “No famine has ever taken place in the history of the world in a functioning democracy,” observed Nobel Prize-winning economist Amartya Sen in his 1999 book “Development as Freedom.”

    My recent research doesn’t tackle Sen’s central argument – premised on the belief that democratic leaders prioritize food security because they cannot win reelection if the most basic needs of their constituents are not met – head on. Instead, I explored an auxiliary question: Do democratic governments cope better than their autocratic counterparts when their countries are confronted by sudden drops in food aid?

    The answer is a resounding “yes.”

    I came to that conclusion by analyzing food insecurity data from 110 countries from 2000 to 2020.

    Food aid – a form of international assistance in which donors give food, or funds to buy food, to low- or middle-income countries – has recently fallen, reaching fewer people in 2024 than in 2023, according to estimates from the World Food Program, a United Nations agency. Major donors like Germany and the United States have reduced or suspended aid, citing budgetary constraints or concerns about theft, including to some of the neediest countries, such as Afghanistan, Haiti and Ethiopia. Adding to concerns, the Trump administration has signaled that it may move to “close down” the U.S. Agency for International Development, or USAID, the largest provider of global food assistance.

    At the same time, the world has faced a significant hunger crisis since 2019 due to a combination of factors, including the impacts of civil conflict, climate change and stubbornly high prices.

    I wanted to determine whether food aid cuts and rising hunger are connected, and if democracy matters. I started by cataloging instances when countries had experienced significant reductions in food aid inflows. I then looked at whether those “aid shocks” were followed by upticks in food insecurity, using data from the U.N.’s Food and Agricultural Organization. Finally, I assessed whether the relationship between aid shocks and food insecurity varied across countries and political systems.

    The results indicate that autocracies experience heightened food insecurity when sharp cuts to international food assistance occur, whereas democracies keep their people fed.

    For example, autocratic Eswatini, an absolute monarchy in southern Africa that was formerly known as Swaziland, experienced a food aid shock in 2010 that was followed by a 2 percentage point uptick in the prevalence of undernourishment. In contrast, when Mongolia, a robust democracy, experienced an aid shock in 2007, undernourishment actually declined by about 3 percentage points.

    On the one hand, this isn’t entirely surprising, as democratic leaders – unlike their autocratic counterparts – have to face the public in national elections, and winning is difficult when people are experiencing widespread hunger. Because leaders in a democracy are more accountable to their citizens, they make more of an effort to make up for the lost aid or cushion the adverse effects of food aid shocks on their populations.

    On the other hand, democracies often struggle to move quickly, due to their complex policymaking processes and checks and balances. This may lead some to conclude that it is harder for them to move nimbly during a foreign aid crisis.

    Why it matters

    While many question the effectiveness of aid, including food aid, my findings suggest that cutting it – as some critics suggest – will have negative effects on the health and well-being of vulnerable people around the world. Already, food systems experts have expressed fears over the Trump administration’s proposed aid freezes and the potential breaking up of USAID.

    For this reason, donor nations should be cautious about halting or rapidly shifting their foreign giving.

    At the same time, donor governments, which are mostly Western democracies, have often used aid as a tool for promoting democratic institutions, at times cutting off aid to autocratic countries that abuse human rights. While this practice seems sensible to donors that wish to punish or discourage autocrats, my findings raise a significant concern: People living in autocratic countries may be left starving when aid is withdrawn.

    And donor nations could take further steps to support democratization and democratic resilience, particularly in countries that are vulnerable to food insecurity. For example, donors can engage with civil society groups in aid-recipient nations, empowering them with tools and techniques to promote, protect and preserve democratic institutions. This way, countries will be more resilient and less likely to fall into crisis levels of hunger if and when aid cuts occur.

    What’s next

    While there is a tendency to treat governments as either “democratic” or “autocratic,” that approach obscures a good deal of nuance. Democracies vary in terms of their rules, procedures and governing structures. Likewise, autocracies can differ greatly from one another, with military regimes, personalist dictatorships and party-based autocracies each having unique characteristics.

    Moving forward, I hope to dig into these varieties of democracy and autocracy to see how countries representing each respond to aid shocks.

    The Research Brief is a short take on interesting academic work.

    Jonas Gamso 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. Hunger rises as food aid falls – and those living under autocratic systems bear the brunt – https://theconversation.com/hunger-rises-as-food-aid-falls-and-those-living-under-autocratic-systems-bear-the-brunt-247759

    MIL OSI – Global Reports –

  • MIL-OSI Global: Why are rubies red and emeralds green? Their colors come from the same metal in their atomic structure

    Source: The Conversation – USA – By Daniel Freedman, Dean of the College of Science, Technology, Engineering, Mathematics & Management, University of Wisconsin-Stout

    Rubies get their bright color from some fascinating chemistry. Matthew Hill/Bloomberg Creative Photos via Getty Images

    The colors of rubies and emeralds are so striking that they define shades of red and green – ruby red and emerald green. But have you ever wondered how they get those colors?

    I am an inorganic chemist. Researchers in my field work to understand the chemistry of all the elements that make up the periodic table. Many inorganic chemists focus on the transition metals – the elements in the middle of the periodic table. The transition metals include most of the metals you are familiar with, like iron (Fe) and gold (Au).

    One feature of compounds made with transition metals is their intense color. There are many examples in nature, including gemstones and paint pigments. Even the color of blood comes from the protein hemoglobin, which contains iron.

    Investigating the colors of compounds containing transition metals leads you into some really amazing science – that’s part of what drew me to study this field.

    Rubies and emeralds are great examples of how a small amount of a transition metal – in this case, chromium – can create a beautiful color in what would otherwise be a fairly boring-looking mineral.

    Minerals and crystals

    Rubies appear red because they absorb blue and green light.
    benedek/E+ via Getty Images

    Both rubies and emeralds are minerals, which is a type of rock with a consistent chemical composition and a highly ordered structure at the atomic level.

    When this highly ordered structure extends in all three dimensions, the mineral becomes a crystal.

    With a theory developed by physicists in the 1920s called crystal field theory, scientists can explain why rubies and emeralds have the colors they do. Crystal field theory makes predictions about how a transition metal ion’s structure is affected by the other atoms surrounding it.

    Rubies are mainly made up of the mineral corundum, which is composed of the elements aluminum and oxygen in a regular, repeating array. Each aluminum ion is surrounded by six oxygen ions.

    A crystal of corundum looks like this at the atomic level, with the aluminum ions shown as red balls and the oxygen ions shown as white balls. Each aluminum ion is surrounded by six oxygen ions, and each oxygen by four aluminums.
    Eigenes Werk/Wikimedia Commons, CC BY-SA

    Emeralds are mainly made up of the mineral beryl, which is made from the elements beryllium, aluminum, silicon and oxygen. Beryl’s crystal structure is more complicated than corundum’s because of the additional elements in the formula, but each aluminum ion is again surrounded by six oxygen ions.

    Emeralds appear green because they absorb red and blue light.
    SunChan/E+ via Getty Images

    Pure corundum and beryl are colorless. The brilliant colors of rubies and emeralds come from the presence of very small amounts of chromium. The chromium replaces about 1% of the aluminum in the corundum or beryl crystal when a ruby or emerald forms underground at a high temperature and pressure.

    But how can one element – chromium – create the red color of a ruby and green color of an emerald?

    Color science

    Rubies and emeralds have the colors they do because, like many substances, they absorb some colors of light. Most visible light, like sunlight, is composed of all the colors of the rainbow: red, orange, yellow, green, blue, indigo and violet. These colors make up the visible light spectrum, which is easy to remember as ROY G BIV.

    Objects absorb some visible light wavelengths and reflect others, which is why we see them as having a color.
    Fulvio314/Wikimedia Commons, CC BY-SA

    One of the main reasons why objects have a color is because they absorb one or more of these visible colors of light. If a substance absorbs, for instance, red light, it means that the red light gets trapped in the substance and the other colors reflect back to your eyes. The color you see is the sum of the remaining light, which will be in the green-to-blue range. If a substance absorbs blue, it will look red or orange to you.

    Unlike the colorless aluminum ion, the chromium ion absorbs blue and green light when surrounded by the oxygen ions. The red light is reflected back, so that’s what you see in rubies.

    In an emerald, even though the chromium is surrounded by six oxygen ions, there is a weaker interaction between the chromium and the surrounding oxygen ions. That’s due to the presence of silicon and beryllium in the beryl crystal. They cause the emerald to absorb blue and red light, leaving the green for you to see.

    The ability to tune the properties of transition metals like chromium through changing what is surrounding it is a core strategy in my field of inorganic chemistry. Doing so can help scientists understand the basic science of metal-containing compounds and the design of chemical compounds for specific purposes.

    You can take delight in the amazing colors of the gemstones, but through chemistry, you can also see how nature creates those colors using an endless variety of complex structures made with the elements in the periodic table.

    Daniel Freedman 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. Why are rubies red and emeralds green? Their colors come from the same metal in their atomic structure – https://theconversation.com/why-are-rubies-red-and-emeralds-green-their-colors-come-from-the-same-metal-in-their-atomic-structure-247978

    MIL OSI – Global Reports –

  • MIL-OSI Global: Some viruses prefer mosquitoes to humans, but people get sick anyway − a virologist and entomologist explain why

    Source: The Conversation – USA – By Lee Rafuse Haines, Associate Research Professor of Molecular Parasitology and Medical Entomology, University of Notre Dame

    The _Aedes_ mosquito is a vector of several viral diseases, including eastern equine encephalitis, or EEE, and West Nile fever. Lee Haines, CC BY-ND

    Humans have an exceptional ability to deal with viruses. In most cases, your immune system is able to fight an infection. On the other hand, your body provides a spa-like environment that is temperate and stable, optimal for viruses to replicate. Human behavior, including close contact with animals and frequent travel, also increases the likelihood of becoming infected.

    From the perspective of viruses spread by insects, or arboviruses, making the evolutionary leap from insects to humans is a tough battle. Viruses cannot replicate very well in humans, which means transmission from mosquitoes is often very difficult.

    One might think arboviruses continually evolve in ways that enable them to infect more species. But do they?

    We are a virologist and an entomologist who study insect-borne and viral diseases and how human and insect immune systems respond to invading pathogens. Our work provides insights on the complex journey of an arbovirus as it cycles between insect and vertebrate hosts.

    As an example, let’s use a Togavirus, the mosquito-transmitted arbovirus that causes eastern equine encephalitis, or EEE. This rare but serious disease can cause a potentially fatal neurological condition in humans and horses. Although EEE is primarily endemic to the eastern United States, its incidence in recent years has increased in regions farther north, with several reported cases in states such as Michigan, Massachusetts and New York.

    While rare, a EEE infection in people can lead to severe complications or death.

    From animals to mosquitoes

    A female mosquito’s inner workings – particularly its guts and salivary glands – create the perfect environment for a virus to flourish.

    When a mosquito bites an infected nonhuman host, such as a sick bird, the virus is transported with freshly ingested blood into the mosquito’s midgut – the equivalent to the human stomach and intestines where food is stored and digested. The virus quickly infects midgut cells to avoid a hostile digestive environment and quietly replicates without activating the mosquito’s immune pathways.

    Within days, the virus will be released by damaged midgut cells to migrate to the mosquito’s salivary glands, where it will be positioned for transmission. Now, each time the mosquito feeds, it will pump virus-saturated saliva into its new animal host and continue the disease transmission cycle.

    This image shows a tissue section of the salivary gland of a mosquito infected with EEE. The virus particles are colored red.
    Fred Murphy and Sylvia Whitfield/CDC

    It is easy for the virus to avoid detection by the mosquito’s relatively primitive immune system. Compared with humans, the immune system of mosquitoes can launch only a generalized and overall less effective attack on pathogens. This means an arbovirus can usually establish a persistent, lifelong, almost symbiotic infection without damaging the mosquito’s health, perfect for the virus to disseminate itself.

    Mosquitoes have evolved over millions of years to become tolerant to arboviral infections. This relationship has allowed the mosquito to maintain viral populations without having to launch energy-expensive immune responses. However, this does not mean mosquitoes are just passive virus carriers. An arbovirus can change how infected mosquitoes behave or reproduce.

    For example, viruses can manipulate mosquitoes in two ways: by making them feed more frequently, and by increasing their attraction to infected hosts. However, this behavior puts the mosquito at greater risk of being killed by irritated hosts who notice the repeated biting attempts. Arboviruses can also affect mosquito reproduction by sometimes reducing the number of eggs a female mosquito produces and increasing the length of time it takes for the eggs to mature. In some cases, these viruses can even sterilize female mosquitoes.

    Arboviruses have evolved to expertly use mosquitoes as both transportation vehicles and breeding grounds. By spreading and multiplying without severely harming their insect hosts, these viruses ensure their own survival and continued transmission.

    From mosquitoes to humans

    The virus must overcome several barriers to successfully colonize a human host.

    The initial step for successful disease transmission – the virus’s ultimate goal – is perhaps the easiest: The EEE virus infects humans when a virus-infected female mosquito has an unquenchable appetite for warm blood. From the moment the virus is deposited under the skin through the mosquito’s infected saliva, a tough battle ensues.

    The first battle for the virus is to adapt to a typically much hotter setting than the ambient environment – the human body temperature of around 98.6 degrees Fahrenheit (37 degrees Celcius) or higher.

    Then, the virus must evade the host’s immediate defenses, which includes physical barriers, such as layers of skin and mucosa, as well as immune cells that detect and attack invading microbes. Once in the bloodstream, the virus faces the adaptive arm of the human immune system, which is capable of targeting specific viral components with exquisite precision, like a biological sniper.

    Once the EEE virus reaches the central nervous system – the brain and spinal cord – the immune system can overreact to the infection and inadvertently cause inflammation and damage nerve cells. This can lead to serious long-term effects, such as cognitive impairment.

    The human immune response is more robust than that of a mosquito.
    Sashunita/Cavan Images via Getty Images

    To persist in this hostile human environment, the virus uses various survival strategies. One technique is creating new mutations on its surface and shape-shifting to avoid immune detection. Another strategy is to hijack human cells to replicate itself, such as using the cell’s machinery to synthesize new viral components and altering how the cell regulates division.

    As viruses adapt to overcome immune defenses, both humans and mosquitoes evolve countermeasures to fight infection. The greater complexity of the human immune system makes it especially challenging for viruses to survive and spread between human hosts.

    From human to human?

    Like many other arboviruses, the EEE virus cannot be transmitted from person to person, which effectively limits its spread among human populations. Your body keeps the virus contained. Consequently, when the EEE virus infects people via the bite from an infected mosquito, it is considered a dead end, as it cannot escape its human host or infect another bloodthirsty mosquito.

    So, what does the virus that causes EEE gain by infecting people? Not likely anything. A mosquito-borne virus like the Togavirus that causes EEE prefers its established transmission cycle between mosquitoes and birds. Human infections occur only when a mosquito deviates from its typical menu of birds.

    EEE spreads more easily between mosquitoes and birds than it does in humans, which helps explain why human infections don’t happen very often. Thankfully, human bodies simply aren’t the virus’s currently preferred environment.

    Pilar Pérez Romero is affiliated with the spin-off company Vaxdyn SL as a founding partner.

    Lee Rafuse Haines 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. Some viruses prefer mosquitoes to humans, but people get sick anyway − a virologist and entomologist explain why – https://theconversation.com/some-viruses-prefer-mosquitoes-to-humans-but-people-get-sick-anyway-a-virologist-and-entomologist-explain-why-247076

    MIL OSI – Global Reports –

  • MIL-OSI China: Profile: Kyrgyz President Sadyr Japarov

    Source: People’s Republic of China – State Council News

    BEIJING, Feb. 3 — At the invitation of Chinese President Xi Jinping, Kyrgyz President Sadyr Japarov will pay a state visit to China from Tuesday to Friday.

    Japarov, a Kyrgyz ethnic, born in Kyrgyzstan’s Issyk-Kul Oblast on Dec. 6, 1968, graduated from Kyrgyz State Academy of Physical Culture and Sports in 1991 and from Kyrgyz-Russian Slavic University in 2006.

    During 1986-1987 and 1989-1995, he served as head of the collective farm “Santash” in the Tup district of the Issyk-Kul Oblast. He served in the army from 1987 to 1989.

    From 1996 to 2000, Japarov held the post of deputy chairman of the farm “Soltonkul” in the Tup district of Issyk-Kul Oblast. Between 2000 and 2005, he successively served as the general director of the “Guzel” fuel company and the “Nur” oil and gas company.

    From 2005 to 2007, he acted as a deputy of the third convocation of the Kyrgyz Parliament. Between 2007 and 2009, he was an advisor to the president. From 2008 to 2009, he was a member of the National Agency for the Prevention of Corruption. From 2009 to 2010, he worked as head of the National Agency for the Prevention of Corruption. From 2010 to 2013, he served as a deputy of the fifth convocation of the Kyrgyz Parliament.

    In October 2020, Japarov became the Kyrgyz prime minister and acting president. In January 2021, he was elected as the Kyrgyz president for a six-year term.

    MIL OSI China News –

  • MIL-OSI China: Spring Festival boosts travel, consumption as 8-day holiday nears end

    Source: People’s Republic of China – State Council News

    BEIJING, Feb. 4 — As China wraps up its 8-day Spring Festival holiday celebrating the start of the Year of the Snake, the world’s second-largest economy has witnessed shopping and travel booms ignited by hundreds of millions of Chinese people’s family reunions.

    This year’s holiday, from Jan. 28 to Feb. 4, marks the second consecutive year that people in China have experienced an extended public holiday. People flocked to tourist destinations, enjoyed cultural experiences and indulged in holiday shopping.

    With a string of holiday-targeted domestic blockbusters bringing numerous moviegoers to cinemas across China, the country’s film industry proved to be one of the biggest winners during this Spring Festival consumption spree.

    From Jan. 29 to Feb. 3, the daily box office exceeded 1 billion yuan (nearly 140 million U.S. dollars) for six consecutive days, bringing China’s box office revenue for the 2025 Spring Festival holiday to 8.02 billion yuan, a new record for the same period in the country’s film industry history.

    Meanwhile, according to data from the China Film Administration, China’s total box office in 2025, including real-time presales, has surpassed 10 billion yuan, ranking it first globally.

    Notably, the films on the top of the box office chart were all domestic productions, with “Ne Zha 2,” the animated sequel to the 2019 hit, earning over 3.8 billion yuan.

    “The historic high box office of the Spring Festival holiday reflects the high-quality development in domestic films and highlights the strong recognition of Chinese traditional culture among audiences,” said Rao Shuguang, president of the China Film Critics Association.

    While cinema boomed during the holiday, so did travel and leisure activities across China. Many chose to explore the country’s natural beauty and cultural heritage in person.

    In China’s top ski destination, Altay Prefecture, northwest China’s Xinjiang Uygur Autonomous Region, the period from Jan. 28 to 31 saw 191,900 visitors, generating 225 million yuan in tourism revenue.

    Skiing has definitely become the most popular activity in Altay during the holiday, with a record number of skiers — over 10,000 — visiting the Jiangjunshan ski resort on Feb. 2, marking a 23 percent increase from the previous year.

    Situated at 45 to 47 degrees north latitude, Altay enjoys 170 to 180 days of snowfall annually. In mountainous areas, snow depths average 1 to 2 meters. The terrain is ideal for skiing due to vertical drops of over 1,000 meters.

    “The resort offers many terrain parks and creative features suitable for all levels, making it a great place for everyone to enjoy and challenge themselves,” said Zhang Zhujun, a snowboarding enthusiast at the resort.

    Far to the south, the picturesque Yangshuo County, Guangxi Zhuang Autonomous Region, draws large numbers of domestic and international visitors with its unique natural scenery and rich cultural activities. From Jan. 28 to 30, the county welcomed an estimated 410,600 tourists, generating tourism revenue of 589 million yuan.

    Travel booking platforms echoed the overall trend, with data from Fliggy, a leading online travel agency, showing a surge in bookings, especially from cities like Shanghai, Beijing and Guangzhou. International travel orders increased significantly, with international cruise bookings up more than sixfold compared to the previous year.

    Shanghai Airport Group reported that passenger traffic on Sunday hit a new all-time high of 404,000 people, with Pudong Airport seeing 259,000 passengers and Hongqiao Airport 145,000.

    As the holiday drew to a close, airports and transportation hubs in Shanghai braced for the return of travelers, with heightened coordination of metro, bus and taxi services to ensure smooth transportation, said the group.

    On Monday, the China State Railway Group Co., Ltd. reported a historic milestone as the country’s railways transported 16.45 million passengers, marking the highest single-day passenger traffic in the history of the Spring Festival travel rush.

    On Tuesday, the last day of the holiday, the national railway system is expected to carry 16.9 million passengers, further highlighting the peak in travel activity as hundreds of millions of people return to their destinations after family reunions.

    Consumption was another standout trend, with an increasing number of people seeking to experience China’s rich heritage, motivated by the inscription of the Spring Festival on UNESCO’s Representative List of the Intangible Cultural Heritage of Humanity in December 2024.

    According to data from the Ministry of Commerce, sales at major retail and catering enterprises across China during the first four days of the holiday increased by 5.4 percent compared to the same period last year.

    Meituan, one of China’s leading e-commerce platforms for services, reported a staggering 300 percent year-on-year increase in online reservations for Chinese Lunar New Year’s Eve dinners. Additionally, group-buying orders for “intangible cultural heritage”-themed packages have surged by over 12 times since January year on year, reflecting growing consumer interest in cultural experiences.

    Experts noted that this holiday season saw a shift in consumer behavior, particularly among younger generations and families. “Young families are increasingly becoming the driving force of consumption, with a trend toward diversified, high-quality and culturally rich experiences,” said Sun Jiashan, an associate researcher from the Central Academy of Culture and Tourism Administration.

    Data from Meituan Travel echoed Sun’s observation that young people increasingly chose to celebrate the Spring Festival in smaller cities, immersing themselves in intangible cultural heritage and historical landmarks.

    The increase in cultural tourism and consumption, from heritage experiences to blockbuster films, indicates a growing demand for traditional and contemporary cultural activities.

    “This trend has also raised higher demands for the supply of cultural and tourism products and services, prompting the introduction of new business models and formats that better align with contemporary cultural consumption patterns,” said Sun, highlighting the potential of China’s consumer market and the economy’s internal driving forces.

    MIL OSI China News –

  • MIL-OSI United Kingdom: Directors banned after investors lost more than £4 million in Derby student accommodation development

    Source: United Kingdom – Executive Government & Departments

    Three directors involved in the development have each now been banned for seven years

    • Forty-two investors were misled by Fraser MacDonald, Gavin Barry and Edward Fowkes, directors of companies which promoted an investment offer in a student accommodation development in Derby 
    • Investors paid in more than £4 million for the development but some of the money was transferred by the directors to a connected company 
    • When the companies entered administration in 2020, those investors lost out as they were given a lower priority for repayment when the development was subsequently sold than they were led to believe 

    Three people have been banned as company directors after they misled investors who paid more than £4 million into a Derby city centre student accommodation development.  

    Fraser MacDonald was a director of Prosperity Cathedral View Development Ltd which was behind The Croft development on Cathedral Road before the company went into administration in 2020. 

    The 53-year-old was also a director of Prosperity Cathedral View NMPI Ltd, a company used as a fundraising vehicle to attract investors for the development. 

    In his role as Investor Relations Director, MacDonald allowed 42 investors to be misled when they entered into loan agreements with Prosperity Cathedral View NMPI worth a combined £4.13 million. 

    They thought their money would go into the Derby development, but instead more than £2 million was transferred to a connected company. 

    MacDonald, of Walkdale Brow, Glossop, Derbyshire, has been disqualified as a company director for seven years, until February 2032.

    The companies’ Chief Executive Gavin Barry, 49, and Chief Operating Officer Edward Fowkes, 52, were both also disqualified as directors in 2021 for their roles in causing or allowing the investors to be misled in 2019. 

    Ann Oliver, Chief Investigator at the Insolvency Service, said: 

    Fraser MacDonald, Gavin Barry and Edward Fowkes allowed the continued promotion of an investment offer which was misleading to investors. 

    Significant sums of money were invested by people who thought they had more security over their investments than they actually did. 

    We also uncovered evidence that the three directors did not use all the funds borrowed for financing the development at The Croft development as they had promised. 

    MacDonald has now been removed from the corporate arena until January 2032 and joins Barry and Fowkes in being barred from running, managing or promoting a company without permission of the court.

    A total of 44 investments were made by 42 high net worth investors in the Derby scheme between January and July 2019. The highest individual investment during that period was £504,000. 

    Investors were promised that their funds would only be used for The Croft development and that they would be second in line for repayment behind other high value investors. 

    However, Prosperity Cathedral View Development had also entered into loan agreements worth £13.7 million and £2.5 million with commercial lenders in January 2019 which had the highest priority for repayment. 

    This meant that the investments made through Prosperity Cathedral View NMPI were only third in line for repayment, not second as the investors were led to believe. 

    In total, more money was raised for The Croft development than was needed, with just over £2 million of investors’ money transferred to a connected company. 

    Prosperity Cathedral View Development entered administration in May 2020 with liabilities of more than £29 million. Prosperity Cathedral View NMPI went into administration in August of that year with liabilities of more than £11 million and no assets. 

    Administrators sold The Croft for more than £18 million in March 2021 with the priority lender being repaid in full and the second commercial lender being partially repaid. However, no money was returned to the 42 investors. 

    The Secretary of State for Business and Trade accepted a disqualification undertaking from MacDonald, and his ban started on Tuesday 4 February 2025. 

    Barry, of Boyd Avenue, Dublin, and Fowkes, of Bramalea Close, London, both signed seven-year disqualification undertakings which began in December 2021. 

    The undertakings prevent them from being involved in the promotion, formation or management of a company, without the permission of the court. 

    A financial settlement has also been reached between MacDonald and the liquidators of Prosperity Cathedral View NMPI. 

    Further information 

    Updates to this page

    Published 4 February 2025

    MIL OSI United Kingdom –

  • MIL-OSI United Kingdom: New council-owned company takes on delivery of vital services

    Source: City of Canterbury

    Home  »  Latest News   »   New council-owned company takes on delivery of vital services

    A brand-new local authority trading company (Latco) began its work delivering the administration of revenues and benefits and customer services for three east Kent district councils on Monday (3 February).

    PartnershipOne is owned by Canterbury City Council, Dover District Council and Thanet District Council and has taken over from Civica which took a strategic decision to no longer operate in the world of business processing outsourcing (BPO).

    Civica itself took on the administration and collection of Council Tax, Business Rates and corporate debts, the administration of Housing Benefit and Council Tax support and over-the-phone, online and face-to-face customer services from East Kent Services, a shared service, in 2018.

    Mark Emery, Chief Executive Officer of the new company, said: “Partnership One is a brand-new organisation created to harness the very best of what the public and private sectors have to offer by expertly combining the public service ethos with a huge dose of commercial nous and best practice.

    “The team joining the company has a 15-year track record of delivering award-winning specialist public services to a set of stakeholders with varying, sometimes conflicting, needs and will deliver an outstanding service to our customers by taking full advantage of the skills, experience and dedication of our staff.

    “It’s a cliche to say our people are at the heart of everything we deliver but, in this case, it is indisputably true.

    “Our teams put their customers first and their customer satisfaction scores prove it.

    “Finally, we’re ambitious, aspirational and determined to be the best in class, the example others will want to follow. We’ll prove that too.”

    The complex project to move to a Latco began in early 2024 and has been supported by Interim East Kent Services Transition Manager Jasvir Chohan who has coordinated a range of workstreams undertaken by officers at the three councils working with the Civica team including HR and payroll, finance, legal, information governance, communications and IT.

    PartnershipOne’s directors will be Canterbury City Council’s Head of Corporate Governance Matthew Archer, Dover District Council’s Head of Finance Helen Lamb, Thanet District Council’s Head of Property Andreea Plant and Mr Emery.

    Published: 4 February 2025

    MIL OSI United Kingdom –

  • MIL-OSI: ATIF Holdings Limited Announces Approximately $2.5 Million Registered Direct and Private Placement

    Source: GlobeNewswire (MIL-OSI)

    LAKE FOREST, Calif., Feb. 04, 2025 (GLOBE NEWSWIRE) — ATIF Holdings Limited (Nasdaq: ZBAI) (the “Company”), a Lake Forest-based business consulting company that specializes in providing professional IPO, M&A advisory and post-IPO compliance services to small and medium-sized companies seeking to go public on a stock exchange in the United States, today announced that it has entered into definitive agreements with an institutional investor for the purchase and sale of its ordinary shares, par value $0.001 per share (“Ordinary Shares”) and pre-funded warrants to purchase Ordinary Shares (each, a “Pre-Funded Warrant”) in a registered direct offering. In a concurrent private placement, the Company also agreed to sell to the same investor warrants to purchase Ordinary Shares (the “Warrants”). Aggregate gross proceeds to the Company from both transactions are expected to be approximately $2.5 million.

    The transactions consisted of the sale of 1,580,000 Ordinary Shares (each, a “Share”) and 887,553 Pre-Funded Warrants, each of which will be sold together with one Warrant to purchase one Ordinary Share per Warrant at an exercise price of $1.20. The offering price per Share is $1.00 (or $0.99 for each Pre-Funded Warrant, which is equal to the offering price per Share minus an exercise price of $0.01 per Pre-Funded Warrant). The Pre-Funded Warrants will be immediately exercisable and may be exercised at any time until exercised in full.

    Aggregate gross proceeds to the Company are expected to be approximately $2.5 million. The transactions are expected to close on or about February 5, 2025, subject to the satisfaction of customary closing conditions. The Company expects to use the net proceeds from the offerings, together with its existing cash, for general corporate purposes and working capital.

    R. F. Lafferty & Co., Inc. is acting as exclusive placement agent for the offerings. Hunter Taubman Fischer & Li LLC is acting as counsel to the Company. Lucosky Brookman LLP is acting as counsel to R. F. Lafferty & Co., Inc.

    The registered direct offering is being made pursuant to an effective shelf registration statement on Form S-3 (No. 333-268927) previously filed with the U.S. Securities and Exchange Commission (the “SEC”) and declared effective by the SEC on March 21, 2023. A final prospectus supplement and accompanying prospectus describing the terms of the proposed offering will be filed with the SEC and will be available on the SEC’s website located at www.sec.gov. Electronic copies of the final prospectus supplement and the accompanying prospectus may be obtained, when available, by contacting R. F. Lafferty & Co., Inc by email at offerings@rflafferty.com or via standard mail to R. F. Lafferty & Co., Inc, 40 Wall Street, 27th Floor, New York, NY10005.

    The offer and sale of the securities in the private placement are being made in a transaction not involving a public offering and have not been registered under the Securities Act of 1933, as amended (the “Securities Act”), or applicable state securities laws. Accordingly, the securities may not be reoffered or resold in the United States except pursuant to an effective registration statement or an applicable exemption from the registration requirements of the Securities Act and such applicable state securities laws. The securities were offered only to accredited investors. Pursuant to the securities purchase agreement with the investors, the Company has agreed to file one or more registration statements with the SEC covering the resale of the Ordinary Shares issuable upon exercise of the Warrants.

    Before investing in this offering, interested parties should read in their entirety the prospectus supplement and the accompanying prospectus and the other documents that the Company has filed with the SEC that are incorporated by reference in such prospectus supplement and the accompanying prospectus, which provide more information about the Company and such offering.

    This press release shall not constitute an offer to sell or the solicitation of an offer to buy nor shall there be any sale of these securities in any state or jurisdiction in which such offer, solicitation or sale would be unlawful prior to registration or qualification under the securities laws of any such state or jurisdiction.

    About ZBAI

    ATIF Holdings Limited (NASDAQ: ZBAI) is a Lake Forest-based business consulting company that specializes in providing professional IPO, M&A advisory and post-IPO compliance services to small and medium-sized companies seeking to go public on a stock exchange in the United States. The company has a proven track record in successfully delivering comprehensive U.S. IPO consulting services to clients primarily in the United States but also internationally. The mission of ZBAI is to provide one-stop, comprehensive consulting services that guide clients through the complex and often challenging process of going public. ZBAI recognizes the complexity and challenges associated with the process of going public, and endeavors to simplify it while ensuring optimal outcomes for its clients through its comprehensive consulting services. ZBAI has been awarded the “Golden Bauhinia Award”, the highest award in the financial and securities industry in Hong Kong, for “Top 10 Best Listed Companies”. 

    Forward-Looking Statements

    Certain statements in this press release are “forward-looking statements” within the meaning of the “safe Harbor” provisions of the United States Private Securities Litigation Reform Act of 1995. When used in this press release, “estimated,” “projected,” Words such as “expect”, “anticipate”, “predict”, “plan”, “intend”, “believe”, “seek”, “may”, “will”, “should”, “future”, “propose” and variations of these words or similar expressions (or the opposite of such words or expressions) are intended to identify forward-looking statements. These forward-looking statements do not guarantee future performance, conditions or results and involve a number of known and unknown risks, uncertainties, assumptions and other important factors, many of which are outside the Company’s control and may cause actual results or achievements to differ materially from those discussed in the forward-looking statements. Important factors include future financial and operating results, including revenues, income, expenses, cash balances and other financial items; Ability to manage growth and expansion; Current and future economic and political conditions; The ability to compete in industries with low barriers to entry; The ability to obtain additional financing to fund capital expenditure in the future. Ability to attract new customers and further enhance brand awareness; Ability to hire and retain qualified management and key staff; Trends and competition in the financial advisory services industry; Pandemic or epidemic disease; Except as required by law, the Company undertakes no obligation to update forward-looking statements to reflect subsequent occurring events or circumstances, or changes in its expectations. Although the Company believes that the expectations expressed in these forward-looking statements are reasonable, the Company cannot assure you that such expectations will turn out to be correct, and the Company cautions you that actual results may differ materially from the expected results expressed or implied by the forward-looking statements we make. You should not interpret forward-looking statements as predictions of future events. Forward-looking statements represent only the beliefs and assumptions of our management as of the date such statements are made. The above forward-looking statements are made as of the date of this press release.

    Contact Information
    kenny@atifchina.com

    The MIL Network –

  • MIL-OSI Economics: Statement of the Monetary Policy Committee and publication of Monetary Bulletin 5 February 2025

    Source: Central Bank of Iceland

    A statement of the Monetary Policy Committee will be published on the Central Bank of Iceland website Wednesday 5 February 2025 at 08:30 hrs. The Bank’s Monetary Bulletin will be published at 08:35 hrs. An hour later, at 9:30 hrs., a press conference on the statement and the contents of the Monetary Bulletin will be held.

    MIL OSI Economics –

  • MIL-OSI United Kingdom: Leeds City Council Leader welcomes extra funding but warns of challenge remaining as over £100m annual budget saving needed

    Source: City of Leeds

    The Leader of the council Councillor James Lewis has welcomed new funding for the city after final budget plans for 2025/26 were released today which confirmed £67million in extra funding next year. However, the impact of rising costs, pressures and demand for services especially for looked-after children and in adult social care leaves the council needing to save £103.8m overall to deliver its legally-required balanced budget in the next financial year.

    The budget includes an increase in council tax of 4.99 per cent, of which 1.99 per cent is dedicated to adult social care costs. For a band D property this means an increase of £86.29 for the year (£1.66 per week). Council tax in Leeds in 2024/25 was the lowest of all comparable core cities in England.

    The final budget plans provide an update on the initial proposals presented in December, with figures then able to be further revised following government funding announcements made in recent weeks. As explained in December, the council had already identified and approved £23.8million of savings in its medium-term financial strategy, leaving a revised £80m more to be delivered. The implementation of further proposals put forward in October and December will achieve that remaining level of saving, resulting in the balanced budget for 2025/26 as is legally required.

    The council has responded to feedback received from the public and stakeholders who took part in consultation around the initial budget proposals by confirming Abbey House Museum will remain open, while possible changes to bowling green provision in the city are to be further consulted on with the aim of looking at ways to raise income and reduce the number of previously proposed closures of sites.

    The extra £67m of funding Leeds is receiving in the next financial year has also meant that the proposed 10 per cent funding cut for neighbourhood networks in Leeds will not be required while there will also be no reduction made to wellbeing and youth activity funding.

    Leeds, like councils across the country, faces significantly increased costs to provide services and rising demand, especially in social care for vulnerable children and adults.

    This is being seen in supporting looked-after children, especially the most vulnerable with high levels of need requiring costly external placements, as well as for adult social care with increases in demand for older people, adults with learning difficulties and those needing support with mental health.

    The council’s commitment to supporting vulnerable young and older people can be seen as 60 per cent of the council’s 2025/26 budget is being spent on services for children and families, and adults and health.

    In Leeds in the last four years the costs associated with looking after children in external residential care has risen by 75 per cent, from £68million to £119million. The average cost of an external residential placement has gone up by 45 per cent since 2021/22 to currently £6,300 per week or £340,000 per year for each child being cared for. Costs for those children with especially complex needs, however, can be up to £1million per year per child.

    In adult social care, the number of working age adults and older people being supported has increased by 20 per cent in the last three years, and the overall demand budget for these groups has risen by £100m in the same period.

    In both of these areas, Leeds City Council is working with a clear focus on new ideas and creative approaches to meet the needs of residents in an effective and cost-effective way.

    In children’s services, the council continues to strive for ambitious positive outcomes for the young people it is responsible for, investing in innovation such as small group living homes which allows children to return from costly external placements to Leeds where they can be close to their family, friends and local communities. Investment has also been made into a reunification service helping to return children from costly external residential placements to Leeds and into the care of their immediate or wider family, where it is safe and appropriate to do so, where evidence shows they are likely to achieve improved outcomes.

    The council is also committed to improving its fostering offer and maintaining strong positive relationships with foster carers as well as seeking to deliver on new models of accommodation, including supported and specialist accommodation for children with the most complex of needs.

    In adult social care, the HomeFirst programme delivered by Leeds City Council working with NHS and care partners is making an impact in supporting people across the city. Focused on providing a range of short-term support services to help people return home after they have been discharged from hospital, or to help them avoid being admitted to hospital, the programme aims to improve recovery and increase independence. Such has been the success of the programme in its first 18 months, 1,200 fewer adults needed to be admitted to hospital as they received care at home or in a community setting instead. For those admitted to hospital on the programme, their length of stay has been cut by 17 per cent on average, with more than 400 people able to go straight home after a hospital stay rather than into an intermediate community care setting.

    To tackle the overall budget deficit, all council assets and services are being continuously assessed and reviewed to see how they can help mitigate the financial position.

    The final budget plans include changes or reviews of the following areas to help deliver the required overall savings:

    • – Review of transport services in adults and health
    • – Creation of new early intervention team to help older people remain living at home
    • – Review of children’s centres
    • – Review of transport services for children and families
    • – Leasing Middleton Leisure Centre to a third party to run
    • – Introduction of ‘pay as you feel’ admission charges at Leeds City Museum, Leeds Art Galley and Leeds Discovery Centre
    • – Adoption of ‘pay as you feel’ admission model at Kirkstall Abbey for Leeds residents
    • – Review of Leeds Cultural Investment Programme
    • – Review into possible reduction in number of community committees in Leeds
    • – Review of council’s print and sign functions

    In terms of council staffing, the budget plans announced today include a further reduction of 234.8 full-time equivalent (FTE) posts in the next year, with the council currently having 3,545 fewer staff than it did in 2010/11. The council remains fully committed to consulting with trade unions to avoid, reduce and mitigate the needs for compulsory redundancies.  However, given the size of the budget challenge for 2025/26 the council may find itself in a position where compulsory redundancies cannot be avoided.

    As part of its commitment to supporting lower-paid staff, from April 1 the lowest rate of pay in the council will be £12.69 per hour, nine pence above the Real Living Wage rate of £12.60 per hour.

    Leader of Leeds City Council Councillor James Lewis said:

    “For the first time in 15 years the council has received additional government funding that has allowed us to protect services for our most vulnerable residents, which will always be our top priority. This has also given us more flexibility to act on feedback received from the consultation on our initial budget proposals and I’m pleased to confirm this has enabled us to make changes, including reversing the reduction of funding for the neighbourhood networks.   

    “I am also pleased to confirm our support to low-paid workers by continuing our commitment to paying all council employees at least the Real Living Wage rate. 

    “While significant ongoing challenges are still there to deliver over £100million of savings in a single year, we know that innovative new ways of delivering council services in a cost-effective way will give us the best chance of balancing our budget moving forward. For instance in adult social care our HomeFirst service helps more people safely continue living at home rather than going into care; and in children’s services we are increasing capacity in fostering and small group living homes which is beneficial to children and helps reduce spend on expensive private sector external residential placements.

    “We also thank and appreciate the responses of everyone who gave us their views on the budget plans and specific elements within it. We have listened, discussed the issues involved and responded with a clear emphasis on working together as ‘Team Leeds’ to find effective solutions and new ways of working, which will underpin everything we do in the year ahead as we try to deliver this budget.”

    Beyond next year, the council is provisionally expecting to need to find further savings of £38.2million in 2026/27 and £30.1million in 2027/28, with these figures continuing to be reviewed.

    The final budget plans for 2025/26 will be considered by the council’s executive board at Civic Hall on Wednesday 12 February before going on to the annual budget debate and vote by the full council held on Wednesday 26 February.

    The final budget reports can be seen at Council and democracy (agenda item 12).

    ENDS

    For media enquiries please contact:

    Leeds City Council communications and marketing,

    Email: communicationsteam@leeds.gov.uk

    Tel: 0113 378 6007

    MIL OSI United Kingdom –

  • MIL-OSI United Kingdom: Secretary of State: “One year on from restoration – the challenge ahead”

    Source: United Kingdom – Government Statements

    Transcript of the Secretary of State’s keynote address at Ulster University on 4 February 2025

    I am delighted to be speaking here today, in these wonderful surroundings. My thanks to Ulster University; indeed The Times’ UK University of the Year 2024, no less.

    This institution does so much fantastic work and is truly “a force for good in fostering peace, prosperity and cohesion”, as the judges of that illustrious award so eloquently described you. And it has been a privilege for me to meet some of your remarkable students this morning.

    This week, of course, we are marking the one year anniversary of the return of devolved government in Northern Ireland.

    But before I come to that, I just want to say this about Storm Eowyn.

    At its peak, over 280,000 properties were without electricity including acute hospitals and other essential services. But since the winds abated, there has been an extraordinary effort to deal with the damage, to clear fallen trees and to get electricity supplies up and running again.

    And I know that lots of people have worked really hard over long hours to restore services and I’m glad to say that NIE Networks is now very nearly there with the last electricity reconnections, and it has been a long time for some people to wait.

    It’s been a team effort which shows the strength of the United Kingdom in offering practical support. When trouble strikes, we come to the aid of each other.

    The restoration of power-sharing a year ago was a significant moment. It followed yet another unacceptably long time without a functioning government.

    When I was first appointed as shadow Secretary of State in September 2023, I said to Chris Heaton-Harris that my priority was to see the Executive restored.

    I want to pay tribute to Chris for the pivotal role he played in bringing back the institutions, to the leadership of the DUP for deciding to go back into powersharing, and to them and the leadership of Sinn Fein, the Alliance Party and the UUP for the great start tht the Executive has made. We all hope that its restoration is for good – the good of the people of Northern Ireland.

    By its very nature, power-sharing is difficult – very difficult – but just over a quarter of a century ago we saw extraordinary political leadership make it possible.

    Courage and compromise triumphed over bitter stalemate, as political leaders agreed the principles of power-sharing that endure to this day.

    I have great faith in Northern Ireland’s system of government. Indeed, there were long periods of relative Executive stability prior to 2017 in which we saw the devolution of policing and justice, and the establishment of the PSNI – which today enjoys significant cross-community support. Who could have imagined that 26 years ago? It’s a tribute to the work that Naomi Long and her predecessors have done in the role of Justice Minister.

    There was also significant economic growth, helped by Northern Ireland’s success in attracting inward investment. All examples of what can be achieved by sharing power.

    The people of Northern Ireland need and deserve an Executive that works for them all the time, along of course with an Opposition that holds the Executive to account, an important role being undertaken by Matthew O’Toole and the SDLP. And it is vital that all of us do all we can to ensure that the stability of devolved government endures.

    We have to put the days of collapse behind us and move forward.

    Now I say that not because I am worried about a return to instability. On the contrary, I have been so impressed by the leadership shown by Michelle O’Neill and Emma Little-Pengelly as First and deputy First Minister.

    The Executive has worked constructively together to negotiate an Interim Fiscal Framework, publish a Fiscal Sustainability Plan, bring forward a strategy to end violence against women and girls and a childcare and early learning plan, and agree a draft Programme for Government.

    It’s been a successful start, and I believe the conditions are now in place for the Executive to grasp the opportunities that beckon for Northern Ireland.

    The largest budget settlement since devolution with a funding formula that now reflects Northern Ireland’s level of need.

    Certainty, after the uncertainty that immediately followed the EU referendum in 2016, about Northern Ireland’s place in the UK internal market.

    Advantageous trading arrangements through the Windsor Framework, which can help draw in foreign direct investment.

    And finally – after too many years in which Northern Ireland was too often treated by the previous government as an afterthought – this Executive has a partner in this UK Government that is committed to working together to generate investment and economic growth and to help improve the delivery of public services.

    We all understand the scale of the challenge and the unique circumstances of Northern Ireland, where poverty, paramilitarism and the past are entwined. And where the pain and trauma wrought by the terrible violence that shook this place continue – for many – to be deeply felt.

    And all our thoughts this week, and in the weeks to come, are with those family members taking part in the commemorative hearings in the Inquiry into the Omagh Bombing – a monstrous and despicable act of terrorist violence.

    We now must all play our part in building a more inclusive society which is at peace with itself as it looks to the future.

    And this is the moment for Northern Ireland’s devolved government to address the concerns that citizens have about their lives and their wish to see public services improve.

    My first six months or so in office as Secretary of State has reminded me about what Mo Mowlam once said:

    “People working together can overcome many obstacles, often within themselves, and by doing so can make the world a better place.”

    We are all aware of the acute challenges which we are grappling with right across the United Kingdom.

    Today I want to talk about three of these.

    First, reform and delivery of public services.

    Second, how to ensure the smooth flow of goods across the UK, while seeking to deepen our trade ties with Europe.

    And third, the need for sustained and sustainable economic growth, which is essential if we are to see raised living standards, and more money in people’s pockets on which subject, today the UK Government has announced a 6.7% increase in the National Living Wage from 1 April, which will benefit millions of people across the UK, including in Northern Ireland.

    The challenge for public services is particularly acute in Northern Ireland, and nowhere is this more urgent or obvious than in health.

    The facts are frankly shocking.

    Waiting time performance against cancer care targets continues to deteriorate, corridor care is becoming more frequent and it is striking how many people in Northern Ireland are now going private.

    More than a quarter of people in Northern Ireland are on a waiting list. That is more than double the figure in England.

    53% of people waiting for a first appointment with a consultant are waiting for more than a year in Northern Ireland.

    In England, that figure is 4%. That’s right, 53% compared to just 4%.

    That’s why the First Minister recently described the state of the health service as “dire and diabolical”.

    I agree. And this is despite UK Treasury data showing that spending per head on health is nearly £300 a year higher in Northern Ireland than it is in England.

    It is absolutely not that health and social care staff are somehow not doing all they can. On the contrary, they are working really, really hard to treat patients, but they are doing so in a system that clearly isn’t working.

    And why isn’t it working? Because – over many years – the decisions necessary for systemic and not piecemeal reform to the health and social care system in Northern Ireland simply haven’t been taken.

    Now the Health Minister Mike Nesbitt is developing a long term plan to stabilise, reconfigure and reform the health service. This is really encouraging and I sincerely wish him well.

    And the challenge now for the Executive is to take the difficult collective decisions that are required to enable this change to succeed.

    Doing so is now unavoidable.

    The task of transforming public services won’t be without cost. I get that. And I know that talk of transformation of public services inevitably leads to the issue of funding.

    So, allow me to say this.

    The Autumn Budget provided £18.2 billion for the Executive in 2025/2026 – the largest settlement in real terms in the history of devolution.

    This includes a £1.5 billion increase through the Barnett formula, with £1.2 billion for day-to-day spending and £270 million for capital investment.

    The independent Northern Ireland Fiscal Council has calculated that the relative need in Northern Ireland is 24% more per head than in England for equivalent spending. This rightly reflects the greater needs that there are in Northern Ireland.

    That is why, as part of the restoration agreement last year, a structural change was made to funding by adding a 24% needs-based factor to the Barnett formula, so as to ensure the Executive gets the level of funding it needs, now and in the future.

    This financial year and next financial year, funding for Northern Ireland will actually exceed this level.

    I frequently hear it said, however, that more funding is required from the UK Government and that that is the reason why public services are in such a state. But given the needs-based formula that is now in place, and given the increase in funding that the government has given, a lack of funding is not the impediment to public service transformation.

    The real impediment has been the failure to reform the system. The many missed opportunities to take decisions, or to apply lessons, from other parts of the UK where reform has happened.

    Of course, this has at times been down to there being no Executive in place to take those decisions, which is why it’s essential that the institutions do their job every day of the year.

    At other times, there has simply been a lack of agreement among Executive Ministers on the steps that need to be taken, or on the allocation of resources, or on the revenue that needs to be raised.

    I believe strongly in devolution in Northern Ireland – where decisions are made as close to the people they affect as possible, by the representatives the people have chosen.

    It is only right that the Executive makes decisions about its own spending and revenue raising priorities.

    However, it must take responsibility for balancing its budget and living within its means. Just as all other governments must.

    Now, the Executive has nine priorities set out in its draft Programme for Government, and the work of this UK Government is guided by our five Missions and our Plan for Change. These objectives are in many ways complementary, and I firmly believe the two need to work together.

    Since Fleur Anderson and I took office, we’ve been clear that we want to help ensure that the Executive has the support it needs.

    We want the UK Government to be an active partner and to encourage greater collaboration and sharing of expertise, so helping Northern Ireland to make progress for itself.

    And it is in this spirit that the Public Sector Transformation Board was conceived of, as part of the restoration deal, to bring together experts from across different sectors, and to enable the sharing of best practice from across the UK to support change.

    We have also made available £235m of funding for projects proposed by the Executive departments to transform the delivery of public services.

    I look forward to seeing the first tranche of this funding being allocated soon, followed, I hope, by the Executive -and I want to say that Caoimhe Archibald has done a great job as Finance Minister – bringing forward plans in the Budget for how the Executive will deploy its resources to deliver the wider transformation that is so urgently required in the health service.

    Let me now turn to the second matter I want to address.

    This UK Government will always uphold – in good faith – the Good Friday Agreement and the principle of consent on which it rests. And for as long as the people of Northern Ireland wish it to be so, Northern Ireland’s place in the Union is secure.

    The task now for us as politicians is to ensure that the Union continues to improve the lives of all communities, regardless of their constitutional ambition.

    Now, of course, I couldn’t come here today and speak about the restoration of the Northern Ireland institutions without recognising the issues that led to them not functioning in the first place, and the arrangements that enabled them to get back up and running.

    The concerns that people in Northern Ireland – particularly but not exclusively those from a Unionist background – had about the old Northern Ireland protocol were genuine. I shared many of them. It proved to be unworkable and damaging, and I supported the Windsor Framework that replaced it.

    The Framework brought significant improvements in the arrangements in Northern Ireland, thanks to the pragmatic approach the EU took in the negotiations.

    It recognised that goods staying within the UK’s internal market should not be subject to the full panoply of EU rules and checks.

    It ensured that medicines continue to be available on a UK-wide basis, and it enshrined an important new democratic safeguard in the form of the Stormont Brake.

    The Brake has received quite a bit of attention of late. There are some who have said that because the outcome recently was not as they wished, it doesn’t have any value.

    That isn’t true.

    The main criterion for use of the Brake – namely, that the proposed new EU rule would have a significant and lasting impact on communities in Northern Ireland – and that is quite a high bar – is clearly set out in law. The fact that this bar was not met on this occasion, does not have any bearing on whether it might be met on any future occasion. Why? Because each case must be considered on its merits. That’s the responsibility on me in law.

    But the Brake notification by MLAs – which reflected genuine concerns – did lead to a clear commitment by the UK Government to take the steps necessary to avoid new regulatory barriers in respect of chemicals. Which was the issue that had given rise to the application.

    I think this was a positive outcome, and precisely what the Brake was designed to do.

    More generally, I am not going to rehash old debates about Brexit. My views during the referendum and subsequently are fairly well known.

    But I hope that the experience of what has happened since the referendum taught us all something important. And that is that we should beware those offering simplistic soundbites rather than grappling with difficult and complex questions, like the one which lies at the heart of this debate. How do you deal with trade between two countries with different rules but an open border between them?

    Serious leadership and the questions it has to deal with – such as that provided by those sitting around the Executive table, or operating in constructive opposition in the Assembly, or by the UK Government – requires serious answers.

    And when it became clear that the Windsor Framework was not the final word, through painstaking months, the Democratic Unionist Party worked through the remaining issues to secure some important new commitments in the Safeguarding the Union Command Paper.

    They engaged in the detail and achieved changes for their constituents when it might have been politically safer or easier to demand the impossible from the sidelines.

    Some others did take that latter path – I would say with absolutely no benefit to anyone that they represented.

    So, I commend the role that the leader of the DUP, Gavin Robinson, and the now deputy First Minister, played in that process – and for the courage and commitment to Northern Ireland that they demonstrated in leading their party back into the Executive.

    And for my part, let me say that I am committed to continuing to work in good faith to implement the basis on which devolution was restored.

    We have clearly made good progress:

    • an Independent Monitoring Panel is in place to report on how it’s going on meeting the new Internal Market Guarantee

    • every public authority implementing the Windsor Framework must now look to statutory guidance on the importance of Northern Ireland’s place in the Union in discharging their duties

    • every Government department must set out the impact of major regulatory changes on the functioning of the UK’s internal market, including Northern Ireland.

    • an Independent Review has been established recognising that the democratic vote to continue the Framework’s application was not supported by Unionist MLAs

    • we have new working groups on Veterinary Medicines and horticulture up and running – acknowledging that there is still important work to be done

    • we will shortly establish Intertrade UK.

    But most important of all, goods are flowing back and forth between Northern Ireland and Great Britain.

    This is a process, it is not a destination.

    And my commitment, as we continue to take forward Safeguarding the Union, is to continue working with all parts of the community and with all the political parties, to address concerns and problems.

    It certainly won’t always be smooth, but I am really grateful to all those who are willing to engage in the hard slog each day to improve things further for the people of Northern Ireland.

    And as we honour the commitments we have made in the Windsor Framework, as we must, this Government is also working to secure a stronger and better relationship with the European Union.

    An SPS and veterinary agreement just to take that example would produce tangible benefits for businesses and traders in Northern Ireland and indeed across the UK by helping animal and plant products to flow freely across the Irish Sea. So there is light at the end of this tunnel.

    Beyond strengthening Northern Ireland’s place in the Internal Market, investments being made by this UK Government will help to strengthen Northern Ireland’s economy.

    We all know the particular challenges facing the economy in Northern Ireland, not least on productivity, but Northern Ireland’s economic output is now 9.7% above its pre-pandemic level, which is significantly higher than the rest of the UK.

    In the last decade the total number of employee jobs is up 15%. And as we know Northern Ireland now has the lowest level of unemployment in the UK.

    I am determined to ensure that Northern Ireland benefits from UK Government initiatives designed to generate economic growth and power the green transition.

    Central to this will be our new modern industrial strategy – Invest 2035 – and our commitment to make the whole of the UK a clean energy superpower with GB Energy, a publicly owned company, at its heart.

    We will work closely with the Executive and the other devolved governments on our 10-year Infrastructure Strategy and the National Wealth Fund to ensure the benefits are felt UK-wide.

    Alongside the Industrial Strategy, we will mobilise billions of pounds of investment in the UK’s world-leading industries, including Northern Ireland’s strengths in areas like fin-tech and the creative industries.

    I was delighted that last month, Lisa Nandy, the Culture Secretary, announced that Belfast is one of this Government’s priority regions for the Creative Industries, and this Spring will see the full opening of Studio Ulster – a truly unique facility that will not just support the growing creative industry in Northern Ireland, but will also take it into the next era of screen innovation, making it a global player in performance technology. Fleur and I had a sneak preview before we came into this hall today, and I’m looking forward to visiting the new Studio Ulster itself.

    And of course, the Belfast City Deal has helped to fund Studio Ulster.

    And as we move full steam ahead with the City and Growth Deals right across Northern Ireland, these will demonstrate the significant impact of a partnership that has been developed between the Executive, the UK Government, local councils and businesses to make things happen.

    It is also fantastic that shipbuilding is returning to Belfast. As announced in December, a commercial deal has been reached that will see Navantia UK – a specialist in shipbuilding – purchase Harland and Wolff, thus ensuring the delivery of the Ministry of Defence’s three Fleet Solid Support Ships.

    This deal, which will protect around 500 jobs in Belfast, demonstrates the Government’s unwavering commitment to UK shipbuilding, and to Harland and Wolff.

    Throughout the process, the Government worked with devolved governments, local MPs and the relevant trade unions, on the commitments on jobs that are part of the deal.

    And let’s not forget all of the other strengths of Northern Ireland. Farming, its fantastic universities, including this wonderful institution we’re meeting in today, the voluntary and community sector, advanced manufacturing, thriving life sciences, and a world-leading cybersecurity industry which, with UK Government investment here in Northern Ireland, is so important for UK-wide national resilience.

    Investment is vital for Northern Ireland, but to maximise potential it needs to get its infrastructure right. To take just one example, last year NI Water confirmed that there are 19,000 applications for development that cannot go ahead due to the outdated and at capacity sewage network.

    And, of course, political stability is crucial to encourage investors to put their money into Northern Ireland.

    As I look at all of this, what strikes me most forcefully about Northern Ireland is the energy, the enterprise, the imagination and the innovation of the people and businesses and the local authorities and the politicians that I have met.

    To take just one example of a firm I visited in October – I could tell you of many others – Edge Innovate designs, manufactures and exports its material handling and recycling equipment – and you have to see the size of it, some of those bits of kit are enormous- from their factory in Dungannon all over the world.

    It was so impressive, so let us all tell their and other stories of Northern Ireland’s success.

    Because measured by what went before, the last 26 years really have been a success. Your success. Northern Ireland has been transformed.

    So, as we look towards the 30th anniversary of the Good Friday Agreement in 2028, I am so encouraged that a majority of people here continue to view power-sharing as the best form of government.

    Of course, there is a debate about reform of the institutions – it would be surprising if there were not – but my view is this.

    Just as it took agreement between the parties to establish power-sharing in the first place, so it will require agreement between the parties to reform the current arrangements. And the task for now for today is to make them work for the people of Northern Ireland.

    So in doing so, let us take inspiration from the words of the great George Mitchell, I had the privilege of meeting him a couple of months ago, who – on the eve of the 25th anniversary of the Agreement – said:

    “The answer is not perfection, or permanence. It is now, as it was then, for the current and future leaders of Northern Ireland to act with courage and vision, as their predecessors did 25 years ago. To find workable answers to the daily problems of the present.”

    That is the responsibility that each of us takes on when we stand for elected office, whoever we are, and when the people say they want us to get on with the task.

    Let me assure you. The Executive will be in the lead but it will not be alone.

    And at this moment in history and at this time, I believe that Northern Ireland has all it needs to be a success and to be a beacon of hope to the world by showing that peace is truly the foundation on which progress is built.

    Updates to this page

    Published 4 February 2025

    MIL OSI United Kingdom –

  • MIL-OSI Economics: Samsung and UScellular Enhance 5G Fixed Wireless Service in the Mid-Atlantic Region

    Source: Samsung

     
    Samsung Electronics today announced that UScellular has enhanced its 5G network capabilities in the Mid-Atlantic region with Samsung’s 5G solutions. The companies have worked together to deploy a new network architecture using Samsung’s 5G mmWave and virtualized Radio Access Network (vRAN) solution to support UScellular’s growing fixed wireless access and mobile traffic. In November, the operator launched this new service in several markets in the region, already delivering elevated connectivity to its customers.
     
    For the Mid-Atlantic markets, UScellular utilized Samsung’s 5G Compact Macro — a 3GPP-based distributed architecture solution — to enable mmWave connectivity, offering its customers fast, reliable mobile and broadband services. Compact Macro consolidates the baseband, radio and antenna into a single, lightweight form factor for swift and easy installation. Samsung’s mmWave technology allows the operator to access the expansive bandwidth in the 28GHz and 39GHz bands, which support ultra-high speeds and low latency. By leveraging Samsung’s advanced solutions, UScellular could rapidly enhance the 5G performance through multi-gigabit speeds.
     
    “We’re excited to work with Samsung as we continue to enhance our next-generation network,” said Mike Dienhart, Vice President of Engineering and Network Operations, UScellular. “Tapping into the ultra-high bandwidth of the mmWave spectrum allows us to unleash new capabilities and deliver cutting-edge customer experiences. Samsung’s proven expertise in innovative 5G and vRAN makes them an ideal partner.”
     
    Samsung is also offering its notable and widely used vRAN solution with Central Unit functionality to support UScellular’s virtualized network. Samsung’s vRAN provides the operator with additional bandwidth and advanced intelligence capabilities including energy saving features, while enabling the company to quickly scale capacity and efficiently deploy advanced services. This network advancement highlights UScellular’s commitment to leading 5G innovation.
     
    “We’re extremely pleased that UScellular selected Samsung’s industry-leading mmWave and vRAN solutions as key enablers for their 5G network enhancement in this area,” said Wilf Norrlinger, Vice President, US Sales, Networks Business, Samsung Electronics America. “This collaboration showcases how our innovations in areas such as vRAN and mmWave are unlocking new capabilities. It’s exciting to collaborate with forward-thinking providers like UScellular and push the next-generation wireless to new frontiers.”
     
    The companies have a strong working relationship and have been working together on new network configurations to support UScellular’s growing fixed wireless customer base.
     
    Samsung has pioneered the successful delivery of 5G end-to-end solutions, including chipsets, radios and cores. Through ongoing research and development, Samsung drives the industry to advance 5G networks with its market-leading product portfolio, including vRAN 3.0, Open RAN, core to private network solutions and AI-powered automation tools. The company currently provides innovative network solutions to mobile operators that deliver boundless connectivity to hundreds of millions of users worldwide.
     
     
    About UScellular
    UScellular is the fourth-largest full-service wireless carrier in the United States, providing national network coverage and industry-leading innovations designed to help customers stay connected to the things that matter most. The Chicago-based carrier provides a strong, reliable network supported by the latest technology and offers a wide range of communication services that enhance consumers’ lives, increase the competitiveness of local businesses and improve the efficiency of government operations. Through its After School Access Project, the company has donated more than $30 million in hotspots and service to help youth connect to reliable internet. To learn more about UScellular, visit one of its retail stores or www.uscellular.com. To get the latest news, visit newsroom.uscellular.com.

    MIL OSI Economics –

  • MIL-OSI Video: UK UK’s sanctions strategy – Foreign Affairs Committee

    Source: United Kingdom UK Parliament (video statements)

    The evidence session will examine the UK’s sanctions policy in full and the effectiveness of the different sanctions regimes. The session will also explore when, how and why sanctions might be an appropriate tool of foreign policy. Members are likely to ask whether the Government should be bolder in its use of sanctions, or whether sanctions have become an overused foreign policy tool. Members may also ask what role Parliament should have in scrutinising sanctions, if any.

    The session will also focus on UK sanctions against Russia, the evolution of the Government’s strategic aims since the start of the conflict, as well as examining the arguments for and against the confiscation and use of frozen Russian assets for any Ukrainian reconstruction plan. Questions are likely to cover the evasion of sanctions via third countries.

    • Tom Keatinge – Director of the Centre for Finance and Security at the Royal United Services Institute (RUSI)
    • Maya Lester KC – Senior Barrister at Brick Court Chambers
    • Freya Page – Director of Global Outreach at Kharon

    https://www.youtube.com/watch?v=OaRLVDUbcwU

    MIL OSI Video –

  • MIL-OSI Video: UK Rip-off Britain: Dynamic pricing and consumer protection – Business and Trade Committee

    Source: United Kingdom UK Parliament (video statements)

    The Business and Trade Committee hold a public meeting on dynamic pricing and consumer protection, hearing from:

    Anne Pardoe, Interim Head of Policy at Citizens Advice

    Allen Simpson, Deputy CEO at UKHospitality

    Sue Davies, Head of Consumer Rights and Food Policy at Which?

    Tom Greatrex, Chair at Football Supporters Association

    Andrew Parsons, UK Managing Director and Regional Vice President, UK and Ireland, at Ticketmaster

    Justin Madders MP, Minster for Employment Rights, Competition and Markets at Department for Business and Trade

    George Lusty, Interim Executive Director for Consumer Protection and Markets at Competition and Markets Authority

    David Marshall, Deputy Director, Consumer Policy at Department for Business and Trade

    https://www.youtube.com/watch?v=J7Iw9DEypLc

    MIL OSI Video –

  • MIL-OSI: STMicroelectronics and HighTec EDV-Systeme collaborate for safer software-defined vehicles

    Source: GlobeNewswire (MIL-OSI)

    STMicroelectronics and HighTec EDV-Systeme collaborate for safer software-defined vehicles

    Where safety meets safety: ST’s Stellar MCUs certified to the highest level of risk management, ISO 26262 ASIL D, are now supported with the same safety level by HighTec’s Rust compiler

    Geneva, Switzerland and Saarbrücken, Germany, February 4, 2025 – STMicroelectronics (NYSE: STM), a global semiconductor leader serving customers across the spectrum of electronics applications, and HighTec EDV-Systeme GmbH are advancing automotive functional safety with a complete solution that will accelerate the development of safety-critical systems to make software-defined vehicles safer and more affordable.

    The solution supports the Rust programming language and combines HighTec’s Rust compiler, qualified to ISO 26262 ASIL D, with ST’s Stellar, the first 28nm microcontrollers certified to the same safety standard. Rust is gaining significant momentum in the automotive industry for its strong safety and reliability features.

    “Software-defined principles are transforming vehicle design, and ownership experiences, replacing traditional hardwired electronic control units (ECUs) with programmable systems,” explained Davide Santo, Automotive Microcontroller Business Unit Director, STMicroelectronics. “This is the future for vehicles with any type of powertrain, letting automakers easily differentiate their product ranges and dynamically update vehicle features. The collaboration with our longstanding partner HighTec, ensures that automotive manufacturers can leverage the power of Rust while meeting the highest safety standards in the industry.”

    “Here at HighTec, our engineers created the industry’s first software compiler to support Rust, the modern safety-ready programming language, and achieve qualification to the highest level of the automotive functional-safety standard, ISO 26262 ASIL D,” said Mario Cupelli, CTO at HighTec EDV-Systeme. “On the other hand, ST’s Stellar automotive microcontrollers are the first 28nm components certified according to ISO 26262 ASIL D. This makes them a natural fit with our compiler, enabling customers to have a complete solution where safety is assured seamlessly across compiler, hardware, and software.”

    As automakers face intense pressure to shorten development cycles and meet evolving safety standards, this collaboration provides a robust and powerful safety compliant solution for automotive software development. The integration of the ASIL D qualified Rust compiler into the Stellar MCU family accelerates the development of safety-critical systems, reducing time-to-market while maintaining strict compliance with automotive safety requirements.

    Rust’s safety, performance, and reliability have made it an emerging choice for automotive mission-critical systems, poised to shape the future of the automotive industry. With HighTec’s Rust compiler support for Stellar products, ST is offering to its automotive customers an integrated, richly featured, and efficient toolchain that accelerates development cycles while ensuring compliance with ISO 26262.

    ST and HighTec are sharing a vision of creating innovative solutions that meet the highest safety standards in the automotive industry. The close cooperation ensures that developers can now integrate Rust along with their valuable C/C++ code base into their safety-critical projects with Stellar and accelerate the development of safety-critical systems, reducing time-to-market while maintaining strict compliance with automotive safety and security requirements.

    Further technical information:
    Rust contains provisions to protect the safety of memory, process threads, and data types. This ensures superior resilience appropriate for critical automotive systems, while Rust’s runtime efficiency is comparable to C/C++ in execution time and memory usage. These characteristics significantly lower costs in software development and maintenance, shorten development cycles, and increase safety and security.

    HighTec’s C/C++ and Rust automotive grade compiler allows Rust’s safety benefits to be integrated alongside legacy C/C++ code to build safe and secure automotive applications for the next-generation of software-defined vehicles.

    ST’s Stellar automotive MCUs are built on Arm® Cortex®-R52+ cores and a robust safety-focused hardware architecture. They are the first 28nm MCUs to achieve an ISO 26262 ASIL D certification, attained through an accredited assessor early in 2024. Additionally, they adhere to ISO 21434 cybersecurity standards and comply with UN155 requirements, which ensure meeting the latest safety and security standards. The Stellar MCUs offer exceptional performance, scalability, and integration for next-generation automotive vehicles, electrification, and safety-critical systems.

    The HighTec Rust compiler complements the already established HighTec C/C++ compiler suite. Both are qualified according to the highest safety level ISO 26262 ASIL D and enable automotive software developers to take full advantage of the high reliability and performance features of ST’s Stellar MCUs. The overall toolchain is built on the modern LLVM open-source technology and allows a hybrid development of Rust code along with C/C++, enabling the transition to modern software architectures. ST’s Stellar MCUs now benefit from HighTec’s Rust compiler, allowing a seamless development of safety-critical applications.

    For more information about HighTec’s ISO 26262 ASIL D qualified Rust and C/C++ compiler for ST’s Stellar automotive MCUs, please visit www.hightec-rt.com/rust

    About STMicroelectronics
    At ST, we are over 50,000 creators and makers of semiconductor technologies mastering the semiconductor supply chain with state-of-the-art manufacturing facilities. An integrated device manufacturer, we work with more than 200,000 customers and thousands of partners to design and build products, solutions, and ecosystems that address their challenges and opportunities, and the need to support a more sustainable world. Our technologies enable smarter mobility, more efficient power and energy management, and the wide-scale deployment of cloud-connected autonomous things. We are committed to achieving our goal to become carbon neutral on scope 1 and 2 and partially scope 3 by 2027. Further information can be found at www.st.com.

    INVESTOR RELATIONS
    Jérôme Ramel
    EVP Corporate Development & Integrated External Communication
    Tel: +41.22.929.59.20
    jerome.ramel@st.com

    MEDIA RELATIONS
    Alexis Breton
    Corporate External Communications
    Tel: +33.6.59.16.79.08
    alexis.breton@st.com

    About HighTec EDV Systeme GmbH
    HighTec EDV-Systeme GmbH, Saarbruecken/Germany, is the world’s largest commercial provider of compilers using innovative open-source technologies and offers ISO 26262 ASIL D certified tools for embedded software development, the real-time operating system PXROS-HR, and a wide range of design-in services.
    HighTec’s ASIL D qualified C/C++ compiler for leading multicore microcontrollers in the automotive and industrial sectors such as Arm®, TriCore™/AURIX™/TRAVEO™ families, RISC-V, Power Architecture (PowerPC) and GTM architectures are continuously adapted and optimized to new architectures in close cooperation with the silicon partners.
    In addition to the multi-architecture compiler, HighTec offers PXROS-HR, a safety-certified multicore RTOS for applications with safety and multicore requirements. PXROS-HR guarantees robustness, safety, high performance, and data security in real-time environments. PXROS-HR is certified according to ISO 26262 ASIL D / IEC 61508 SIL 3 and is complemented for ASIL D development by a Tool Qualification Kit as a basis for the certification of customer applications.
    Complementing this portfolio, HighTec offers development, training and consulting services.
    Founded in 1982, HighTec is a privately held global company with offices in Germany, the Czech Republic, the Netherlands, Hungary and China. For more information about HighTec EDV-Systeme GmbH, visit www.hightec-rt.com.

    Company Contact
    HighTec EDV-Systeme GmbH
    Europaallee 19
    66113 Saarbrücken/Germany
    Tel.: +49 681 92613-16
    Email: info@hightec-rt.com

    Press Contact Agency:
    Catherine Schneider
    Mexperts AG
    Tel.: +49 8143 59744-27
    Email: catherine.schneider@mexperts.de

    Attachments

    The MIL Network –

  • MIL-OSI: Cequence Security Triples ARR in MEA, Achieves Record Customer Wins & Strengthens Leadership Ahead of LEAP 2025

    Source: GlobeNewswire (MIL-OSI)

    SANTA CLARA, Calif., Feb. 04, 2025 (GLOBE NEWSWIRE) — Cequence Security, a pioneer in API security and bot management, today announced significant momentum in the Middle East and Africa (MEA) region, driven by rapid customer adoption, strategic partnerships and a strengthened leadership team. This expansion further solidifies Cequence’s position as the go-to API security and bot management provider in the region, addressing the growing demand for advanced threat protection and digital risk mitigation.

    “APIs are the backbone of modern digital transformation, but they are also the most exploited attack surface,” said Ameya Talwalkar, CEO of Cequence Security. “We are not just expanding—we are transforming how businesses defend their digital assets. As the only solution that provides data sovereignty in the region, we empower enterprises with AI-driven security tailored to their unique regulatory and threat landscapes. By combining innovative threat intelligence with proactive defense, we enable organizations to anticipate and mitigate attacks before they impact operations.”

    Cequence’s expansion in MEA has been marked by:

    • New customer acquisitions across financial services, telecommunications, oil and gas, and technology, securing organizations such as:
      • A top Islamic bank in the UAE
      • One of the largest financial institutions in the Middle East and Africa
      • A major telecom provider in Turkey
      • A digital transformation leader in the energy sector
    • A 193% increase in ARR in the MEA region year-over-year.
    • A 68% increase in partner deal registrations, demonstrating strong market demand for Cequence’s Unified API Protection (UAP) platform.
    • An 83% increase in reseller partnerships, spanning KSA, UAE, Qatar, Jordan, Kuwait, Bahrain and Egypt.
    • The planned signing of a strategic Memorandum of Understanding (MOU) at LEAP 2025 with a strategic GTM partner, underscoring Cequence’s commitment to regional cybersecurity initiatives.
    • Hiring for multiple positions across various departments in the region, reinforcing Cequence’s investment in local talent and its commitment to long-term growth in MEA.

    Strategic Leadership Appointment
    To drive Cequence’s expansion in MEA, the company has appointed Mohammad Ismail as its new Head of Go-to-Market (GTM) & Sales for EMEA, strategically based in Dubai to accelerate regional growth and customer success. With over 25 years of experience in cybersecurity and enterprise IT across the Middle East, Africa, and Southeast Asia, Ismail brings a proven track record of driving business growth and forging strategic alliances.

    “My focus at Cequence is to strengthen our presence in the EMEA region by deepening relationships with customers and partners,” said Mohammad Ismail, Head of GTM & Sales for EMEA. “With the increasing adoption of the growing reliance on APIs to power digital services, organizations need robust API security and bot management solutions. I look forward to leveraging my experience to expand our footprint, provide strategic guidance, and help customers stay ahead of evolving cyber threats.”

    Customer Success and Industry Validation
    Cequence’s platform has helped organizations across MEA overcome critical API security and bot management challenges. Customers have leveraged Cequence to:

    • Secure APIs during open banking transitions, ensuring compliance and real-time protection for sensitive financial data.
    • Enhance API governance and security testing, integrating seamlessly with CI/CD pipelines to enforce OWASP Top 10 protections.
    • Detect and stop sophisticated API attacks with AI-driven threat detection and real-time behavioral analysis, mitigating risks from shadow APIs and automated threats.
    • Improve visibility and response times with comprehensive API activity monitoring, automated security enforcement, and automated enforcement with no human intervention.
    • Meet stringent data sovereignty requirements, ensuring security policies remain within customer-controlled environments.

    These capabilities combined with Cequence’s unified approach, continue to drive strong adoption among MEA enterprises seeking to protect their digital environments.

    Investor Confidence and Market Leadership
    Cequence’s expansion in MEA has garnered continued support from investors, including Prosperity7 Ventures and Sanabil Investments.

    “The Middle East presents a unique and fast-growing opportunity for cybersecurity innovation, and Cequence is leading the charge with its best-in-class API security solutions,” said Abhishek Shukla, managing director and head of North America at Prosperity7 Ventures. “With an experienced leadership team, strong regional partnerships, and a relentless focus on innovation, Cequence is well-positioned to drive continued success in the MEA market.”

    Commitment to Innovation
    As part of its ongoing commitment to innovation, Cequence has introduced new capabilities tailored to the MEA market, including:

    • Expanded cloud and on-premises deployment options, ensuring compliance with regional data sovereignty requirements.
    • Enhanced partner enablement programs, equipping resellers and service providers with advanced API security expertise.

    “With API threats growing more sophisticated, we remain focused on delivering cutting-edge security solutions that empower organizations to stay ahead of attackers,” added Talwalkar. “Our investment in MEA reflects our dedication to supporting businesses with the tools they need to protect their digital assets and maintain trust with their customers.”

    Meet Us at LEAP 2025
    Cequence will be at Stand H1.D30 during LEAP 2025. Stop by to meet our team and learn more about how our industry-leading API security and bot management solutions can help protect your digital ecosystem.

    Join Ameya Talwalkar, CEO of Cequence, as he discusses the evolving API security and bot management landscape. His session will cover emerging threats, regional trends and strategies for mitigating cyber risks.

    When: 7:30 PM – 7:50 PM
    Where: Stand H1.D30

    About Cequence Security
    Cequence is a pioneer in API security and bot management, protecting the applications and APIs that organizations depend on from attacks, business logic abuse, and fraud. Our unique Unified API Protection platform unites discovery, compliance, and protection capabilities, providing unmatched real-time security in the face of sophisticated threats. Demonstrating value in minutes rather than days or weeks, Cequence offers a flexible deployment model that requires no app instrumentation or modification. Cequence solutions scale to meet the needs of the largest and most demanding private and public sector organizations, protecting more than 8 billion daily API interactions and 3 billion user accounts. To learn more, visit www.cequence.ai.

    Media Contact
    Katrina Porter
    press@cequence.ai

    The MIL Network –

  • MIL-OSI: TRC Amends Its Tender Offer for NVIDIA Corporation

    Source: GlobeNewswire (MIL-OSI)

    TORONTO, Feb. 04, 2025 (GLOBE NEWSWIRE) — TRC Capital Investment Corporation (TRC) announced today that based on current market conditions, TRC has amended the terms of its tender offer for up to 1,000,000 common shares of NVIDIA Corporation (the Company) and has decreased the offer price payable to US$115.45 per share from US$131.50 per share.

    TRC also announced that its offer will still expire at one minute after 11:59 p.m. New York City time on February 20, 2025, unless further extended.

    As of close of business on Monday, February 3, 2025, 167 shares had been tendered.

    TRC will accept for payment and will pay for all shares validly tendered prior to the expiration date and not properly withdrawn in accordance with the terms of the offer. TRC will not be required to accept for payment or pay for any shares and may terminate the offer if certain conditions which, in the reasonable judgment of TRC in any such case, makes it inadvisable to proceed with the offer or with such acceptance for payment or payment.

    Stockholders of the Company who have already tendered their shares and have not withdrawn such shares need not take any additional action with respect to TRC’s amended tender offer. These stockholders will receive the decreased offer price of US$115.45 per share in TRC’s tender offer.

    TRC has amended its tender offer materials to reflect the decreased offer price and other relevant changes.

    THIS PRESS RELEASE IS FOR INFORMATIONAL PURPOSES ONLY AND IS NOT AN OFFER TO BUY OR THE SOLICITATION OF AN OFFER TO SELL ANY SHARES. THE SOLICITATION AND THE OFFER TO BUY THE COMPANY’S SHARES WILL ONLY BE MADE PURSUANT TO THE OFFER TO PURCHASE AND RELATED MATERIALS, AS SUCH DOCUMENTS ARE SUPPLEMENTED AND AMENDED. STOCKHOLDERS SHOULD READ THESE MATERIALS CAREFULLY BECAUSE THEY CONTAIN IMPORTANT INFORMATION, INCLUDING THE TERMS AND CONDITIONS OF THE OFFER. STOCKHOLDERS CAN OBTAIN A COPY OF THE OFFER TO PURCHASE AND RELATED MATERIALS WITH RESPECT TO THE TENDER OFFER BY CONTACTING THE INFORMATION AGENT FOR THE OFFER, CNRA FINANCIAL SERVICES INC. AT (416) 861-9446.

    TRC Capital Investment Corporation is a private investment corporation that manages a diverse investment portfolio.

    For further information, contact:

    Contact:      Lorne H. Albaum, President
    Phone:        (416) 304-1474

    The MIL Network –

  • MIL-OSI: Rate Unveils Comprehensive Financing Solutions for Small Business Owners and Independent Property Investors

    Source: GlobeNewswire (MIL-OSI)

    CHICAGO, Feb. 04, 2025 (GLOBE NEWSWIRE) — Rate, a leading financial services provider in the mortgage industry, proudly announces the launch of a comprehensive suite of investment property financing solutions for independent and small business owners. These offerings are designed to support buyers as both aspiring and established real estate investors with industry-leading pricing and rapid access to capital.

    Trends in property investment reveal significant growth and involvement among taxpayers and small investors over the last few years. According to CoreLogic, after a dip in the first half of 2024 as mortgage rates and home prices remained elevated, the quarterly U.S. home investor share grew by 2% and is expected is expected to remain steady in 2025, at around 25% of all home sales.

    The long term growth is echoed in the IRS data, showing that the number of taxpayers claiming rental income has been increasing at an annual rate of 7.6% since 2006, reaching 16.8 million individuals. Among these investors, 47% are small-scale, owning 3-9 properties, while 36% are medium-scale, with portfolios of 10-99 properties. Furthermore, rental income is derived from 17.7 million properties, highlighting the substantial scale of the rental property market. Rate is committed to serving everyday Americans and small business owners, who are emerging as a rising percentage of those making these purchases and being at the forefront of this trend.

    Rate’s full suite of products is designed for everyday Americans seeking to own investment properties and achieve financial independence. Whether it’s their first or their twentieth investment, borrowers will benefit from a one-stop shop and state-of-the-industry tools for all their financing needs. Options for 1-4 unit properties include the industry-leading MaxInvest and DSCR (Debt Service Coverage Ratio) programs. Beyond Residential financing the company is best known for, Rate can arrange financing for Residential/Commercial which includes apartment buildings, mixed use, storage facilities, and even strip malls and warehouses.

    Today’s announcement follows the company’s earlier launch of its first Residential Mortgage-Backed Securities (RMBS) deal of 2024 as the first non-bank lender to re-enter the securitization space for jumbo loans since the pandemic. Both products reflect the company’s commitment to delivering products and solutions that support a broad array of homebuying ambitions and profiles.

    “Our commitment to helping everyday Americans achieve their goals is unwavering. We continue to find new and better ways to serve small business owners and real people trying to support their families,” said Victor Ciardelli, CEO of Rate. “We offer the best tools in the industry, a streamlined tech-enabled process with fast access to cash and minimal paperwork, making real estate investment accessible to everyone.”

    “The investment property mortgage industry is traditionally serviced by Fannie, Freddie, small and hard money lenders, leading to limited liquidity and tech advancement, and a disjointed high-cost process,” said Kate Amor, EVP and Head of Enterprise Products for Rate.

    Focus on Small Business Owners
    Rate recognizes that small business owners often face unique challenges when seeking financing for investment properties. Traditional lenders overlook this group, focusing instead on first-time homebuyers or large commercial clients. Rate aims to fill this gap by providing custom solutions that address the specific needs of small business owners and individual investors.

    “Our goal is to support Main Street America—normal Americans who want to achieve financial security through real estate investment,” added Amor. “These are not the institutional investors taking housing supply, but everyday people and small business owners looking to build a better future for their families. We are committed to providing them with the tools and resources they need to succeed.”

    Market Context:
    The real estate investment market has been underserved, often relying on small lenders and hard money lending. Rate’s new suite of solutions aims to bridge this gap by providing sophisticated, tech-forward, and accessible financing options. With expansive guidelines and a focus on speed and convenience, Rate is set to redefine the market for real estate investors.

    “Recent agency loan-level pricing adjustments have made it extremely difficult to find rate and pricing scenarios that make sense for these small investors, particularly when Fed rate cuts haven’t lowered mortgage rates as many hoped,” said Jeremy Collett, Chief Capital Markets Officer for Rate. “We’re using our strong product development acumen to find new ways to offer competitive rates for our everyday real estate investor customers and their unique business needs.”

    About Rate:
    Rate Companies is a leader in mortgage lending and digital financial services. Headquartered in Chicago, Rate is the #2 retail mortgage lender in the U.S., with over 850 branches across all 50 states and Washington D.C. Since its launch in 2000, Rate has helped more than 2 million homeowners with home purchase loans and refinances. The company has cemented itself as an industry leader by introducing innovative technology, offering low rates, and delivering unparalleled customer service. Honors and awards include Best Mortgage Lender for First-Time Homebuyers by NerdWallet for 2023; HousingWire’s Tech100 award for the company’s industry-leading FlashClose℠ digital mortgage platform in 2020, MyAccount in 2022, and Language Access Program in 2023; No. 2 ranking in Scotsman Guide’s 2022 list of Top Retail Mortgage Lenders; the most Scotsman Guide Top Originators for 11 consecutive years; Chicago Agent Magazine’s Lender of the Year for seven consecutive years; and Chicago Tribune’s Top Workplaces list for seven straight years. Visit [rate. com](https://www.rate.com) for more information.

    Media Contacts:
    Kendall Allen Rockwell
    Broadsheet Communications
    For Rate
    kendall@broadsheetcomms.com

    The MIL Network –

  • MIL-OSI: Blueface Featuring The Game’s “Stop Cappin” Acquired by Music Licensing, Inc. (OTC: SONG) (OTC: SONGD)

    Source: GlobeNewswire (MIL-OSI)

    Naples, FL, Feb. 04, 2025 (GLOBE NEWSWIRE) — Music Licensing, Inc. (OTC: SONG) (OTC:SONGD) is thrilled to announce its acquisition of royalty-generating intellectual property stakes in “Stop Cappin” by Blueface featuring The Game. While the work will continue to be administered by third-party organizations, Music Licensing, Inc. will receive ongoing passive royalty payments from its performance.

    Blueface, a platinum-selling rapper known for his unique offbeat style, has become a defining voice in contemporary hip-hop. His collaboration with The Game, a legend in the genre with multiple chart-topping albums, resulted in “Stop Cappin”, a powerful anthem that blends gritty lyricism with unparalleled charisma. The track has amassed millions of streams globally, affirming its cultural impact and commercial success.

    This acquisition enhances Music Licensing, Inc.’s growing portfolio of iconic works, cementing its reputation as a leader in acquiring and managing high-value music royalties.

    Watch “Stop Cappin” by Blueface featuring The Game here.

    About Music Licensing, Inc. (OTC: SONG) (ProMusicRights.com)

    Music Licensing, Inc. (OTC: SONG), also known as Pro Music Rights, is a diversified holding company and the fifth public performance rights organization (PRO) formed in the United States. Its licensees include notable companies such as TikTok, iHeart Media, Triller, Napster, 7Digital, Vevo, and many others. Pro Music Rights holds an estimated market share of 7.4% in the United States, representing over 2,500,000 works by notable artists such as A$AP Rocky, Wiz Khalifa, Pharrell, Young Jeezy, Juelz Santana, Lil Yachty, MoneyBagg Yo, Larry June, Trae Pound, Sauce Walka, Trae Tha Truth, Sosamann, Soulja Boy, Lex Luger, Trauma Tone, Lud Foe, SlowBucks, Gunplay, OG Maco, Rich The Kid, Fat Trel, Young Scooter, Nipsey Hussle, Famous Dex, Boosie Badazz, Shy Glizzy, 2 Chainz, Migos, Gucci Mane, Young Dolph, Trinidad James, Chingy, Lil Gnar, 3OhBlack, Curren$y, Fall Out Boy, Money Man, Dej Loaf, Lil Uzi Vert, and countless others, as well as artificial intelligence (A.I.) created music.

    Additionally, Music Licensing, Inc. (OTC: SONG) owns royalty stakes in Listerine “Mouthwash” Antiseptic and musical works by artists such as The Weeknd, Justin Bieber, Kanye West, Elton John, Mike Posner, blackbear, Lil Nas X, Lil Yachty, DaBaby, Stunna 4 Vegas, Miley Cyrus, Lil Wayne, XXXTentacion, BlueFace, The Game, Jeremih, Ty Dolla $ign, Eric Bellinger, Ne-Yo, MoneyBagg Yo, Halsey, Desiigner, DaniLeigh, Rihanna, and numerous others.

    Forward-Looking Statements:

    This press release contains certain forward-looking statements within the meaning of Section 27A of the Securities Act of 1933, as amended and Section 21E of the Securities Exchange Act of 1934, which are intended to be covered by the safe harbors created thereby. Investors are cautioned that, all forward-looking statements involve risks and uncertainties, including without limitation, the ability of Music Licensing, Inc. & Pro Music Rights, Inc. to accomplish its stated plan of business. Music Licensing, Inc. & Pro Music Rights, Inc. believes that the assumptions underlying the forward-looking statements contained herein are reasonable, any of the assumptions could be inaccurate, and therefore, there can be no assurance that the forward-looking statements included in this press release will prove to be accurate. In light of the significant uncertainties inherent in the forward-looking statements included herein, the inclusion of such information should not be regarded as a representation by Pro Music Rights, Inc., Music Licensing, Inc., or any other person.

    Non-Legal Advice Disclosure:

    This press release does not constitute legal advice, and readers are advised to seek legal counsel for any legal matters or questions related to the content herein.

    Non-Investment Advice Disclosure:

    This communication is intended solely for informational purposes and does not in any way imply or constitute a recommendation or solicitation for the purchase or sale of any securities, commodities, bonds, options, derivatives, or any other investment products. Any decisions related to investments should be made after thorough research and consultation with a qualified financial advisor or professional. We assume no liability for any actions taken or not taken based on the information provided in this communication

    Contact: investors@ProMusicRights.com

    SOURCE: Music Licensing, Inc.

    The MIL Network –

  • MIL-OSI: Brightpick Launches Giraffe, an Autonomous Mobile Picking System that Triples Warehouse Storage Density

    Source: GlobeNewswire (MIL-OSI)

    Giraffe raises the Brightpick solution to new heights, reaching 20 feet (6 meters) to maximize warehouse density

    Ecommerce leader The Feed and medical wholesaler McGuff to be first customers to deploy Brightpick Giraffe in 2025

    ERLANGER, Ky., Feb. 04, 2025 (GLOBE NEWSWIRE) — Brightpick, a leading provider of warehouse automation solutions for order fulfillment, has unveiled Brightpick Giraffe, an innovative robot capable of reaching heights up to 20 feet (6 m). With this advancement, Brightpick users can now achieve up to three times the warehouse storage density of manual operations and double the density compared to the previous Brightpick solution.

    Brightpick Giraffe is designed to work alongside Brightpick Autopicker robots for automated order picking. It retrieves storage totes from upper-level shelf locations and delivers them to lower levels, where an Autopicker can access them for picking (up to a height of 11 feet / 3.4 m). After the pick is completed, Giraffe efficiently returns the product tote to its original upper-level storage location.

    This innovative system maximizes both density and throughput by storing slower-moving items on upper levels (accessible to Giraffes) and fast-moving products within easy reach of Autopickers on lower levels. In a typical setup, the solution will include one Giraffe for five Autopickers, creating an optimal balance between cost, density, and performance. Beyond their primary tote retrieval function, Giraffes can also handle inventory replenishment and order picking using Goods-to-Person stations.

    “Brightpick has always excelled at providing high throughput and maximum labor savings at a competitive price,” said Jan Zizka, CEO of Brightpick. “Now, with Giraffe, we deliver these same benefits as well as improved warehouse space utilization through expanded storage density.”

    The Brightpick Giraffe features a telescopic lift that retracts during travel, reducing its height to a compact 8.5 feet (2.6 m). This design ensures easy deployment in warehouses, as each robot arrives pre-assembled, enabling customers to seamlessly add Giraffes to their fleet with minimal installation time and effort.

    Multiple U.S. installations planned for 2025
    Two U.S. companies are set to install Brightpick Giraffe in 2025. Leading e-commerce retailer The Feed is an existing Brightpick customer currently operating 48 Autopickers at its Colorado fulfillment center. The Feed will expand its system with an additional 25 Autopickers and 6 Giraffes, boosting throughput by 50% to 75,000 picks per day – and doubling storage capacity.

    The second customer, McGuff Company Inc., a family- and veteran-owned business established in 1972, is a leading medical wholesaler. McGuff offers a comprehensive catalog of quality medical products, including injectable medications, as well as services that support a diverse range of healthcare customers worldwide. McGuff will deploy 12 Autopickers and 4 Giraffes at its California warehouse. This integrated system will enable a throughput of more than 850 picks per hour, ensuring precise handling and faster fulfillment of critical medical products.

    Brightpick will be demonstrating a prototype of Giraffe at LogiMAT, booth 8B53 in Hall 8 (March 11-13, 2025, in Stuttgart, Germany).

    About Brightpick
    Brightpick offers AI robots for warehouses to easily automate every step of their order fulfillment. The company’s innovative robots enable warehouses of any size to fully automate order picking, consolidation, dispatch, and stock replenishment. The award-winning Brightpick solution takes just weeks to deploy and allows companies to keep their fulfillment labor to a minimum. Headquartered near Cincinnati, Ohio, Brightpick has more than 200 employees and hundreds of AI robots deployed with customers across the U.S. and Europe. For more information, visit www.brightpick.ai.

    Media inquiries
    Sinead Carthy
    Trevi Communications for Brightpick
    Email: brightpick@trevicomm.com
    Mobile: +1 914 217 9912

    Photos accompanying this announcement are available at:
    https://www.globenewswire.com/NewsRoom/AttachmentNg/8460bfa7-4dba-4959-9844-1cc8bd7303ea
    https://www.globenewswire.com/NewsRoom/AttachmentNg/2853008f-4d59-4345-a37c-e3bf19248383

    The MIL Network –

  • MIL-OSI: Orion180 FLEX Home Insurance Gives Texas Policyholders More Control Over Homeowners’ Coverage

    Source: GlobeNewswire (MIL-OSI)

    MELBOURNE, Fla., Feb. 04, 2025 (GLOBE NEWSWIRE) — Orion180, a leading provider of innovative insurance solutions, today announced an industry first with the launch of its innovative FLEX Home Insurance product, which is now available in Texas. FLEX offers customers a fully customizable approach to homeowners’ insurance, empowering policyholders to tailor coverage to suit their unique needs and financial goals.

    “We believe insurance should be adaptable to the lives of our customers—not the other way around,” said Ken Gregg, CEO of Orion180. “FLEX Home Insurance empowers homeowners with choice to design their policies around their individual preferences and priorities, offering unparalleled transparency, flexibility, and peace of mind. FLEX gives homeowners the ability to balance affordability and protection that our competition simply doesn’t deliver today.”

    FLEX is a surplus lines product that introduces an innovative and flexible approach to insurance coverage. Homeowners begin with essential protections—such as fire and lightning coverage—and build out their policies to fit their needs and budget.

    Highlights of FLEX Home Insurance include:

    • Customizable Coverage Options: Policyholders can select perils based on their risk tolerance and needs, ensuring they can balance cost and risk for what matters most.
    • Adjustable Deductibles and Copay Options: Homeowners can balance upfront costs and long-term savings by choosing deductible and copay levels that align with their financial comfort.
    • Loyalty Rewards: Homeowners who experience no losses can earn deductible reductions, no-loss dividends, or even a full refund of their first-year premium after ten years of claim-free coverage.
    • Rate Lock Features: A two-term price lock ensures premium stability, shielding policyholders from unexpected rate increases.

    FLEX is designed to address the diverse needs of Texas homeowners, including those in high-risk areas prone to natural disasters like tornadoes and hailstorms.

    Currently available through select insurance agents in Texas, FLEX Home Insurance will expand to Florida and other states in the spring of 2025, signaling Orion180’s commitment to delivering innovative, adaptable insurance solutions across the United States.

    To learn more about Orion180 FLEX Home Insurance, visit https://orion180.com/flex/.

    About Orion180
    Orion180 is a customer-focused, technology-driven insurance brand that combines proprietary technology, real-time data, and straightforward underwriting practices to provide a seamless and premier insurance experience. Orion180 operates through Orion180 Insurance Co., a surplus lines insurance company serving Alabama, Georgia, Mississippi, North Carolina, South Carolina, Texas, Colorado (Flood only), Tennessee (Flood only), Illinois (Flood only) and Arizona, and Orion180 Select Insurance Co., an admitted insurance company offering coverage in Alabama, Arizona, Georgia, Indiana, Mississippi, North Carolina, and Ohio. With its proprietary MY180 platform and third-party integrations, Orion180 offers unmatched efficiency and innovation, fulfilling its vision of becoming the global leader in insurance solutions while maintaining its mission to deliver superior customer experiences and a comprehensive suite of products. Connect with Orion180 on X, LinkedIn, Facebook, Instagram, and YouTube. For more information, visit www.Orion180.com.

    Media Contact
    Ross Blume
    Fusion Public Relations
    orion180@fusionpr.com

    The MIL Network –

  • MIL-OSI: Onex to Announce Fourth Quarter and Full Year 2024 Results on February 21, 2025

    Source: GlobeNewswire (MIL-OSI)

    All amounts in U.S. dollars unless otherwise stated 

    TORONTO, Feb. 04, 2025 (GLOBE NEWSWIRE) — Onex Corporation (TSX: ONEX) will release its results for the fourth quarter and full year ended December 31, 2024 on February 21, 2025.

    A live broadcast of Onex’ webcast to discuss the results will begin at 11:00 a.m. ET on February 21, 2025.

    A link to the webcast and on-line replay will be available at www.onex.com/events-and-presentations.

    About Onex

    Onex invests and manages capital on behalf of its shareholders and clients across the globe. Formed in 1984, we have a long track record of creating value for our clients and shareholders. Our investors include a broad range of global clients, including public and private pension plans, sovereign wealth funds, insurance companies, family offices and high-net-worth individuals. In total, Onex has approximately $50 billion in assets under management, of which $8.5 billion is Onex’ own investing capital. With offices in Toronto, New York, New Jersey and London, Onex and its experienced management teams are collectively the largest investors across Onex’ platforms.

    Onex is listed on the Toronto Stock Exchange under the symbol ONEX. For more information on Onex, visit www.onex.com. Onex’ security filings can also be accessed at www.sedarplus.ca.

    For further information:
    Zev Korman
    Vice President, Shareholder Relations and Communications
    +1 416.362.7711

    The MIL Network –

  • MIL-OSI: Paytronix Elevates Online Ordering Platform, Launches Catering Capabilities

    Source: GlobeNewswire (MIL-OSI)

    NEWTON, Mass., Feb. 04, 2025 (GLOBE NEWSWIRE) — Paytronix, the leader in guest engagement for restaurants and convenience stores, today announced Paytronix Catering, a new offering within its Online Ordering service that enables both large and small restaurants brands to grow and manage this important ordering channel with a catering offering that is fully integrated with Paytronix loyalty. Balancing first- and third-party ordering, Paytronix Catering gives brands the opportunity to turn third-party customers into first-party customers and, in so doing, optimize the significant revenue stream coming from catering orders.

    Paytronix Catering will enable restaurant brands to dramatically cut back on operational burdens by providing the tools necessary to accurately plan for catering orders, including order acceptance processes, partial payments, and calendar views of all orders. Restaurants can seamlessly manage the increased order volume and keep their kitchens functioning smoothly with additive lead timings, which help keep the pace and inflow of orders manageable for teams so they can meet guest expectations.

    Find out how to improve your catering with the Paytronix Catering Guidebook.

    “Most customers these days don’t consider you for catering until they see it themselves. For us, we put a lot of energy into making sure our customers knew that we had the capabilities, to see if it translated into new opportunities. And wow – it has been so profitable for us financially and operationally,” said Reed Daniels, CEO of Red’s Savoy Pizza.

    “Big catering orders obviously bring in sizable checks and bring on a lot of pressure because you really have to get them right. Since we’re taking them digitally, way ahead of time, we can make sure we’re on point operationally to give them everything they asked for in a timely, efficient manner that isn’t stressful for us or the customer. No pen, no paper – it’s all within the Paytronix platform like any other order. It’s proven to be incredibly valuable.”

    Paytronix Catering offers nearly 20 unique features designed to curate a clear and effective user experience, whether you’re a guest placing an order or the operator reviewing it. Such features include but are not limited to:

    • The Feed-o-meter, which is a unique visual designed to show ordering parties how close their order is to feeding the amount of people they are ordering for;
    • Catering Item Feed count, which eliminates the guesswork needed for guests to determine how many people each item is estimated to feed;
    • White Glove Service, available through our partnerships with EZCater and Doordash Large Order Fulfillment;
    • Order Approvals, which flag new catering orders in the system until they are reviewed by the appropriate manager. This is to confirm the restaurant has seen and reviewed the order and will appropriately plan ahead for the orders – limiting the potential for errors or staffing shortages.

    “Catering orders are placed ahead of time and are larger than typical online orders. Due to this, they add a layer of complexity into the preparation process for restaurants,” said Ray Gibson, online ordering product manager, Paytronix. “Paytronix Catering provides for the unique administrative and operational processes and complexities, including the need to hold an order above the POS until it is time to prep the order, and the need to take deposits for orders and for keeping on-prem orders and online ordering process seamless and accurate.”

    You can find out more information about Paytronix Catering here.

    About Paytronix
    Paytronix, an Access Group company, is a cloud-based digital guest engagement platform for the hospitality industry. Our innovative, unified platform provides loyalty programs, online ordering, gift cards, branded mobile applications, and strategic insights to more than 1,800 leading restaurant and convenience store brands. Our valued clients leverage the power of Paytronix across 50,000 sites globally to create seamless, personalized, and brand-authentic experiences that foster lasting relationships with their customers. For more than 20 years, Paytronix has been a trusted partner helping brands maximize the lifetime value of their guests and grow more profitable businesses. For more information, visit www.paytronix.com.

    Media Contact:
    Calen McGee
    Paytronix Systems, Inc.
    Calen.McGee@theaccessgroup.com
    646-957-7758

    The MIL Network –

  • MIL-OSI: Payscale Elevates Compensation Management with AI-powered Data Innovations

    Source: GlobeNewswire (MIL-OSI)

    SEATTLE, Feb. 04, 2025 (GLOBE NEWSWIRE) — Payscale Inc., the leading provider of compensation data, software and services, unveiled groundbreaking advancements designed to transform how organizations approach pay decisions. These market-leading capabilities underscore the company’s commitment to empowering compensation professionals with smarter, faster, and more effective solutions.

    “These aren’t just everyday product enhancements. This is a transformative leap in how our customers make confident and timely pay decisions,” Payscale CEO Chris Hays said. “These releases extend our history of data innovation and our mission to equip our customers with the tools and insights necessary to attract, retain, and reward talent. Payscale has even more transformative solutions on the horizon to help organizations make data-driven, equitable pay decisions with confidence.”

    Payscale Pulse

    In 2025, Payscale’s journey of ingenuity begins by delivering AI-powered compensation data to make smart pay decisions. This dataset includes Payscale’s Peer data—a trusted, HR-reported network of industry peers. Payscale Pulse provides MarketPay customers over 4,900 job roles covered across 3,800 organizations and data from 9 million employees boasting an average age of less than five months, delivering fresh, reliable insights for compensation decisions.

    Payscale Pulse uses HR-reported U.S. data and select AI-powered Calculated Cuts, providing compensation professionals another trusted source to confidently make compensation decisions. AI-enhanced Calculated Cuts deliver modeled answers that fill gaps where traditional survey data may not exist and offer insights tailored to meet the complex challenges of today’s workforce.

    “Our MarketPay customers are compensation data experts and understand data deeply. We wanted to deliver innovation they find tremendously valuable — data,” Payscale Vice President of Data Expansion Gerard Smith said. “This isn’t years-old data aged to today. This is the freshest data available for compensation professionals with AI-modeled insights to fill critical information gaps and help our customers complete those difficult to price jobs.”

    HRIS integrations

    With customer experience and data innovation at the forefront of Payscale’s latest innovations, Payfactors customers also benefit. They now have seamless access to both employee and pay data in one platform with 10 new HRIS integrations for informed, real-time pay decisions, allowing streamlined access to up-to-date salary data directly in Payfactors.

    “Compensation professionals no longer need to jump through hoops to integrate their compensation data with their employee data,” Chief Product Officer Peh Keong Teh said. “We’ve made it easy to integrate relevant information quickly, equipping our customers to make well-informed decisions directly in Payscale products without system hopping and compromising security.”

    The 14 total integrations with leading HRIS vendors eliminate the tedious, repetitive process of importing and updating employee data, boosting efficiency and effectiveness for compensation professionals. Direct data access in Payfactors eliminates file shuffling and protects against risks associated with having sensitive employee information in disparate spreadsheets.

    Advanced compensation analytics

    Payscale’s drive towards data innovation extends to data insights. With market-leading advancements in analytics dashboards, Payfactors customers can transform their job and employee data into actionable insights instantly. These enhancements create powerful reports to monitor an organization’s vital signs without complexity or manual spreadsheets, and help HR lead strategic conversations with stakeholders using impactful data visualizations.

    “During pay planning cycles, when talking with leaders, we can show them real-time data—like where compression is happening and what trends we’re seeing. I think it could be a lightbulb moment for them, helping them think differently just by seeing the visuals you provide,” a Payscale customer said.

    AI-powered job matching

    Finally, building on the foundation of ingenuity, both Payfactors and MarketPay customers can streamline their processes and confidently price jobs with AI Match Suggestions. This new tool transforms market pricing by leveraging advanced AI to do the heavy lifting, boosting pricing efficiency and accuracy.

    AI Match Suggestions ensures a seamless market pricing experience by automatically revealing strong survey matches with unparalleled speed and accuracy, dramatically reducing the time spent on an often-manual process. Users simply review and accept the AI-generated suggestions.

    “Payscale’s strong start to 2025 highlights our reputation of delivering innovative data and tech solutions so compensation professionals can have greater confidence in their compensation practices,” Chief Customer Officer Kate Peter said. “With best-in-class, validated datasets on par with leading paid databases, and innovative technology to improve the speed from insights to action, customers can ensure employee compensation is fair and transparently calculated.”

    About Payscale
    As the industry leader in compensation management, Payscale is on a mission to help job seekers, employees, and businesses get pay right and to make sustainable fair pay a reality. Empowering 65% of the Fortune 500, Payscale provides a combination of diverse and dynamic data sources, experienced compensation services, and scalable software to enable organizations such as Panasonic, ZoomInfo, Chipotle, AccentCare, University of Washington, American Airlines, and PetSmart to make fair and appropriate pay decisions.

    Pay is powerful.

    To learn more, visit www.payscale.com.

    Contact: press@payscale.com

    The MIL Network –

  • MIL-OSI: insightsoftware Powers Jet Reports with AI, Cloud Functionality, and Excel Online Integration

    Source: GlobeNewswire (MIL-OSI)

    RALEIGH, N.C., Feb. 04, 2025 (GLOBE NEWSWIRE) — insightsoftware, the most comprehensive provider of solutions for the Office of the CFO, today announced the launch of Jet Reports Online, a reporting solution designed to deliver unmatched ease, flexibility, and accuracy for Microsoft Dynamics 365 Business Central users. This release builds on more than two decades of Jet Reports’ strong user growth, with the Online deployment introducing modern features such as AI capabilities, cloud functionality and Microsoft Excel Online integration for a next generation reporting experience with smarter insights and greater adaptability.

    Organizations are navigating an ever increasingly cloud-first world. With 62% of businesses operating in a hybrid environment and 27% already fully cloud-based, modern financial reporting tools must bring mobility, adaptability, and scale. Unlike legacy offerings that rely on replicated and outdated data sets, Jet Reports Online connects directly to real-time cloud data, eliminating the need for additional IT infrastructure. With native Excel formulas and built-in Dynamics 365 Business Central security protocols, Jet Reports Online ensures seamless, secure reporting.

    “Finance leaders seek to maximize productivity and efficiency and achieve more with fewer resources – this requires flexible, cloud-based tools that provide instant access to real-time data, enabling faster, smarter decision-making,” said Chief Product Officer and General Manager, ERP Reporting & BI at insightsoftware, Lee An Schommer. “Solutions that rely on manual data refreshing place an undue burden on financial teams, driving up costs for the finance function. In today’s fast-paced business environment, real-time data isn’t just a luxury—it’s an absolute necessity,” said Schommer.

    The foundation of Jet Reports Online is Reports Center, a secure, cloud-based portal designed for seamless management and cross-functional collaboration within Microsoft Dynamics Business Central Cloud. Finance teams can now run, schedule, and distribute their reports in one centralized location, reducing manual effort and the costs associated with self-hosted, self-managed solutions. The portal enhances collaboration by securely centralizing access and automating crucial tasks like scheduling and distribution in the cloud, as well as opening reports in Excel Online or Excel Desktop for deeper analysis.
    Key functionality includes:

    • AI Capabilities Powered by the insightsoftware Platform – Jet Reports Online is powered by the insightsoftware Platform, giving users access to powerful AI tools like Doc Assist, Data Assist, and Report Assist to generate faster, more accurate, and reliable reports with ease.
    • Automated Cloud Report Execution, Distribution, and Scheduling – Reports Center enables organizations to automate the running, scheduling, and distribution of reports from anywhere with an internet connection, aligning with the increasing demand for cloud-based solutions in the finance sector.
    • Enhanced Reporting Flexibility for Modern Finance Teams – The integration of Jet Reports Online with Excel Online streamlines key financial reporting tasks, providing users with an intuitive, cloud-based solution for designing, managing, viewing, and running reports in a browser, meeting the demands of modern businesses for flexible, adaptable financial reporting solutions.

    Read more about how Jet Reports empowers teams with enhanced financial reporting capabilities while ensuring Dynamics NAV users enjoy a smooth transition to Business Central Cloud.

    About insightsoftware
    insightsoftware is a global provider of comprehensive solutions for the Office of the CFO. We believe an actionable business strategy begins and ends with accessible financial data. With solutions across financial planning and analysis (FP&A), accounting, and operations, we transform how teams operate, empowering leaders to make timely and informed decisions. With data at the heart of everything we do, insightsoftware enables automated processes, delivers trusted insights, boosts predictability, and increases productivity. Learn more at insightsoftware.com.

    Media Contacts
    Inkhouse for insightsoftware
    insightsoftware@inkhouse.com

    Daniel Tummeley
    Corporate Communications Manager
    PR@insightsoftware.com

    The MIL Network –

  • MIL-OSI: Presidio Launches First of its Kind Private Gen AI Platform

    Source: GlobeNewswire (MIL-OSI)

    NEW YORK, Feb. 04, 2025 (GLOBE NEWSWIRE) — Presidio, a leading technology services and solutions provider, today announced Private AI Accelerator, a new gen AI solution developed by Presidio and powered by NVIDIA AI and accelerated computing to create secure, scalable and customizable on-premises AI platforms. Initial capabilities range from personalized chat, image processing, content drafting, LLM-powered agents and document synthesis of large volumes of data.

    “Presidio unlocks the transformative power of AI across IT modernization, security, digital transformation and cost optimization for our customers,” said Rob Kim, Chief Technology Officer at Presidio. “Our engineers developed our Private AI Accelerator to provide Gen AI’s many benefits without the risk of exposing business assets and data.”

    In addition to improving and optimizing processes, Private AI Accelerator can address the top gen AI concerns in the enterprise including:

    • Cost Optimization: manage IT resources cost-effectively, similar to public cloud services, allowing companies to control expenses and maximize AI investment returns.
    • Integrated Deployment: Integrates seamlessly with existing infrastructure, ensuring flexibility, faster deployment and the ability to tailor AI applications to specific business requirements.
    • Compliance and Privacy: Ensures compliance with regulatory requirements by keeping sensitive data within the organization’s control, reducing breach risks and building trust.
    • Data Governance: The solution Improves data access and security and increases the accuracy of model outputs, leading to increased productivity and strategic decision making.

    “Enterprises everywhere are eager to adopt AI solutions that can preserve security and scale with demand,” said Craig Weinstein, vice president of the Americas Partner Organization at NVIDIA. “Built with NVIDIA accelerated computing and full-stack software, Presidio’s Private AI Accelerator provides a fast track for businesses deploying AI to supercharge productivity.”

    Presidio’s turnkey Private AI solution includes hardware, software, services and use cases – delivering a running application two weeks after hardware delivery. Clients can choose their own model, container platform and compute platform. Private AI Accelerator features a Private GPT with NIM microservices for large language models (LLMs), part of the NVIDIA AI Enterprise software platform. It is compatible with any hardware in Presidio’s extensive OEM portfolio such as Dell Technologies, Cisco and Hewlett Packard Enterprise. Clients can start with a single server or scale out to a multi-node cluster.

    To learn more about how to adopt gen AI securely, attend the “Bringing GenAI In House” webinar on March 11 at 12 PM ET or learn more here.

    About Presidio

    At Presidio, speed and quality meet technology and innovation. Presidio is a trusted ally for organizations across industries with a decades-long history of building traditional IT foundations and deep expertise in AI and automation, security, networking, digital transformation, and cloud computing. Presidio fills gaps, removes hurdles, optimizes costs, and reduces risk. Presidio’s expert technical team develops custom applications, provides managed services, enables actionable data insights and builds forward-thinking solutions that drive strategic outcomes for clients globally. For more information, visit www.presidio.com.

    The MIL Network –

  • MIL-OSI: Nexterus celebrates 79 years in business and continues long-standing tradition of charitable efforts

    Source: GlobeNewswire (MIL-OSI)

    NEW FREEDOM, Pa., Feb. 04, 2025 (GLOBE NEWSWIRE) — Nexterus, a world-class supply chain management and third-party logistics (3PL) services provider is celebrating its 79th year in business and has announced a significant milestone, exceeding fundraising goals and positively impacting more than 25 charities last year, along with selecting a new partner charity for 2025.

    Nexterus is committed to supporting local non-profit organizations and charitable causes by encouraging their employees to volunteer throughout the year. 2024 marked the 25th anniversary of the Nexterus Culture Action Team (CAT), and to celebrate this historic milestone, their goal was to positively impact at least 25 non-profits within the community. They exceeded their goal by commencing fundraising activities, donating and volunteering throughout the entirety of 2024.

    “Nexterus has an exceptionally storied history of giving back in the community,” says Ryan Polakoff, CEO of Nexterus. “I am so incredibly proud of our Nexterians who voluntarily serve on our CAT Team. It’s a true testament to who they are as people, and we’re so lucky to have them. It was truly our honor to be able to serve regional & national charities, largely in York County, PA and Greater Baltimore, MD.”

    The charities benefiting from Nexterus’ CAT Team efforts in 2024 are listed below:

    • Alzheimer’s Foundation
    • Building Bridges for Brianna
    • Central Penn Blood Bank
    • Choose Hope Women’s Center
    • DE Golden Retriever Rescue
    • Feline Association of MD
    • Ft. Drum 10th Mountain Division
    • Grace Fellowship
    • Harford Family House
    • Hurricane Relief Efforts
    • LLS Association
    • MCTA Shawan Downs
    • Northeast Neighborhood Association-Hats, Glove, Socks Drive
    • Olivia House
    • Our Neighbors Foundation
    • PTSD Foundation of America
    • Son’s of American Legion
    • Stewartstown Food Bank
    • United Birthday Club
    • Whispering Rise Farm & Animal Sanctuary
    • White Rose Outreach
    • York Autism Awareness
    • York County Children’s Advocacy
    • York County Toy Drive

    In 2025, Nexterus will be partnering with The United Birthday Club as its adopted charity of the year. The United Birthday Club is a local non-profit organization located in New Freedom, PA. Each year, they donate to numerous organizations within the community including local fire departments, places of worship, charity events, local youth in need. Additionally, each year the group adopts multiple families for the holidays. Nexterus looks forward to working hard to generate funds and awareness in 2025 to support the great work of The United Birthday Club.

    To learn more about Nexterus, please visit Nexterus.com

     About Nexterus
    Nexterus solves urgent and complex supply chain issues, applying expertise and technology to manage and optimize global supply chains. As America’s oldest private, non-asset-based, third-party logistics (3PL) company, Nexterus helps small and medium-sized companies better compete through the power of their supply chains. With best-in-class strategies and services, Nexterus gives clients the freedom to build their businesses without being distracted by complex supply chain challenges and tedious tasks, allowing these companies to improve productivity, efficiencies, and customer service. Please find us at nexterus.com (https://www.nexterus.com).

    For More Information, contact:
    Mary Schmidt
    Nexterus
    Cell: (717)-817-5763
    Mschmidt@nexterus.com

    The MIL Network –