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  • MIL-OSI: Sophos Completes Secureworks Acquisition

    Source: GlobeNewswire (MIL-OSI)

    OXFORD, United Kingdom and ATLANTA, Feb. 03, 2025 (GLOBE NEWSWIRE) — Sophos and Secureworks® (NASDAQ:SCWX), two global cybersecurity pioneers that have innovated and redefined services and technology solutions for defeating cyberattacks, today announced the completion of Sophos’ acquisition of Secureworks. The all-cash transaction values Secureworks at approximately $859 million. With the completion of the acquisition, Secureworks’ common stock has ceased trading on Nasdaq. Sophos is backed by Thoma Bravo, a leading software investment firm.

    With this acquisition, Sophos is now the leading pure-play cybersecurity provider of Managed Detection and Response (MDR) services, supporting more than 28,000 organizations of all sizes worldwide. The combination will enable Sophos to deliver an unparalleled security operations platform, featuring hundreds of built-in integrations for adaptive protection, detection and response for mitigating cyberattacks. The open and scalable platform helps organizations, especially those with diverse IT estates, safeguard current and future technology investments, providing greater operational efficiencies and return on cybersecurity spend. Sophos X-Ops is also expanding its threat intelligence and security services capabilities with the addition of the Secureworks Counter Threat Unit™ and security operations and advisory teams.

    As a channel-first cybersecurity provider, Sophos remains unwavering in its commitment to deliver cutting-edge security services and technologies that empower our global community of resellers, Managed Service Providers (MSPs) and Managed Security Services Providers (MSSPs). This includes expanding their reach, enhancing operational scalability and providing stronger defenses to the countless organizations that need the ability to effectively defend against today’s constant and complex cyberattacks.

    “The market is embracing MDR as a clear means to deliver positive cybersecurity outcomes, and this has meant rapid growth in the category,” said Joe Levy, CEO, Sophos. “Sophos is differentiated by our very mature competencies in ransomware detection, malware analysis and threat actor tradecraft. These defenses are further augmented by Sophos’ native artificial intelligence (AI), first innovated by our globally peer recognized AI team nearly a decade ago, and embedded in our MDR, endpoint, network, email, and cloud security to more effectively neutralize and stop threats. With the integration of Secureworks, our expanded services and product portfolio will provide even stronger end-to-end security solutions that will include identity threat detection and response (ITDR), next-gen SIEM and managed risk, all in a single open platform.

    “We will also be able to further advance our AI, threat intelligence and attack research through more diverse and deeper global telemetry that is analyst-tuned for the real-world. At every level, we are very excited about this next accelerated chapter for Sophos.”

    Available Now
    In the near term, Sophos and Secureworks are operating business as usual, working with our respective channel partners, MSPs and MSSPs worldwide to distribute our existing security services and technology. Both companies’ sales and customer experience groups will operate to support existing customers, assist with renewals and develop current and new business opportunities. Sophos protects more than 600,000 customers worldwide with its portfolio of MDR, endpoint, network, email, and cloud security solutions that integrate and adapt to provide real-time defense through the Sophos Central platform.

    Transaction Details
    Under the terms of the agreement, Sophos acquired Secureworks in an all-cash transaction valued at approximately $859 million. Secureworks shareholders, including Dell Technologies (NYSE:DELL), will receive $8.50 per share in cash. This represents a 28% premium to the unaffected 90-day volume-weighted average price (VWAP).

    Kirkland & Ellis LLP acted as legal counsel to Sophos, Goldman Sachs & Co. LLC., Barclays, BofA Securities, HSBC Securities (USA) Inc., and UBS Investment Bank acted as financial advisors and provided debt financing for the transaction. Piper Sandler & Company and Morgan Stanley & Co. LLC acted as financial advisors to Secureworks, and Paul, Weiss, Rifkind, Wharton & Garrison LLP acted as legal counsel.

    About Sophos
    Sophos is a global leader and innovator of advanced security solutions for defeating cyberattacks. The company acquired Secureworks in February 2025, bringing together two pioneers that have redefined the cybersecurity industry with their innovative, native AI-optimized services, technologies and products. Sophos is now the largest pure-play Managed Detection and Response (MDR) provider, supporting more than 28,000 organizations. In addition to MDR and other services, Sophos’ complete portfolio includes industry-leading endpoint, network, email, and cloud security that interoperate and adapt to defend through the Sophos Central platform. Secureworks provides the innovative, market-leading Taegis XDR/MDR, identity threat detection and response (ITDR), next-gen SIEM capabilities, managed risk, and a comprehensive set of advisory services. Sophos sells all these solutions through reseller partners, Managed Service Providers (MSPs) and Managed Security Service Providers (MSSPs) worldwide, defending more than 600,000 organizations worldwide from phishing, ransomware, data theft, other every day and state-sponsored cybercrimes. The solutions are powered by historical and real-time threat intelligence from Sophos X-Ops and the newly added Counter Threat Unit (CTU). Sophos is headquartered in Oxford, U.K. More information is available at www.sophos.com. 

    Cautionary Statement Regarding Forward-Looking Statements
    This communication includes certain disclosures which contain “forward-looking statements” within the meaning of the Private Securities Litigation Reform Act of 1995, Section 27A of the Securities Act of 1933, as amended, and Section 21E of the Securities Exchange Act of 1934, as amended, including but not limited to certain statements related to the merger of the wholly-owned subsidiary of Sophos, Inc., a Massachusetts corporation (“Parent”) with and into Secureworks Corp. (the “Company”), with the Company continuing as the surviving corporation and a wholly-owned subsidiary of Parent (the “Merger”). In most cases, you can identify these statements by forward-looking words such as “anticipate,” “believe,” “confidence,” “could,” “estimate,” “expect,” “guidance,” “intend,” “may,” “plan,” “potential,” “outlook,” “should,” and “would,” or similar words or expressions that refer to future events or outcomes. These forward-looking statements, including certain statements regarding the Merger and its effects, are based largely on information currently available to our management and our management’s current expectations and assumptions and are subject to various risks and uncertainties that could cause actual results to differ materially from historical results or those expressed or implied by such forward-looking statements. Although we believe our expectations are based on reasonable estimates and assumptions, they are not guarantees of performance. There is no assurance that our expectations will occur or that our estimates or assumptions will be correct, and we caution investors and all others not to place undue reliance on such forward-looking statements. Important factors, risks and uncertainties that could cause actual results to differ materially from such plans, estimates or expectations include but are not limited to: (i) potential adverse reactions or changes to business relationships resulting from the completion of the Merger; (ii) legislative, regulatory and economic developments; (iii) unpredictability and severity of catastrophic events, including but not limited to acts of terrorism, outbreaks of war or hostilities or the COVID-19 pandemic and other public health issues, as well as management’s response to any of the aforementioned factors; (iv) the impact of inflation, rising interest rates, and global conflicts, including disruptions in European economies as a result of the Ukrainian/Russian conflict and the ongoing conflicts in the Middle East, the relationship between China and Taiwan and ongoing trade disputes between the United States and China; (v) there may be liabilities that are not known, probable or estimable at this time or unexpected costs, charges or expenses; (vi) those risks and uncertainties set forth under the headings “Cautionary Note Regarding Forward Looking Statements” and “Risk Factors” in the Company’s most recent Annual Report on Form 10-K, as such risk factors may be amended, supplemented or superseded from time to time by other reports filed by the Company with the Securities and Exchange Commission (the “SEC”) from time to time, which are available via the SEC’s website at www.sec.gov. These factors should not be construed as exhaustive and should be read in conjunction with the other forward-looking statements. The forward-looking statements relate only to events as of the date on which the statements are made. Neither Parent nor the Company undertakes to update, and expressly disclaim any obligation to update, any forward-looking statements, whether resulting from circumstances or events that arise after the date the statements are made, new information, or otherwise. If one or more of these or other risks or uncertainties materialize, or if the underlying assumptions prove to be incorrect, actual results may vary materially from what we may have expressed or implied by these forward-looking statements. Furthermore, new risks and uncertainties arise from time to time, and it is impossible for us to predict those events or how they may affect Parent or the Company.

    Media Contacts
    Kelly Kane, Director of Public Relations, Americas: Kelly.Kane@sophos.com 
    Samantha Powers, VP of Public Relations: Sophos@walkersands.com 

    The MIL Network –

  • MIL-OSI: MARA Announces Bitcoin Production and Mining Operation Updates for January 2025

    Source: GlobeNewswire (MIL-OSI)

    218 Blocks Won in January, 12% Decrease M/M
    Increased BTC Holdings to 45,659 BTC

    Fort Lauderdale, FL, Feb. 03, 2025 (GLOBE NEWSWIRE) — MARA (NASDAQ: MARA) (“MARA” or the “Company”), a global leader in leveraging digital asset compute to support the energy transformation, today published unaudited bitcoin (“BTC”) production and mining operation updates for January 2025.

    Management Commentary

    “In January, our production saw a 12% month-over-month decline in blocks won, largely due to fluctuations in network difficulty and intermittent curtailment,” said Fred Thiel, MARA’s chairman and CEO. “After a very busy end of 2024 during which we relocated and brought online over 100,000 miners, our energized hashrate remained consistent with December, as no new miners were brought online during the month.

    “We remain focused on optimizing our fleet and implementing strategic enhancements to drive long-term efficiency and performance. At Wolf Hollow, Texas, we successfully completed the conversion of over 230 containers to immersion cooling, achieving high uptime with our S21 Pro immersion miners. These fleet upgrades not only enhance efficiency but also increase hashrate without additional power consumption. Meanwhile, at our Kearney, Nebraska site, we are nearing full conversion to S21 Pros, which we expect to improve fleet efficiency significantly.

    “Looking ahead, we are committed to expanding our mining capacity in 2025 and further strengthening our position as a leader in the BTC mining industry. Our strategy will prioritize near net zero cost energy solutions, and we look forward to sharing more on our earnings call at the end of the month.”

    Operational Highlights and Updates

    Figure 1: Operational Highlights

        Prior Month Comparison
    Metric   1/31/2025   12/31/2024   % Δ
    Number of Blocks Won 1   218     249             (12)%
    BTC Produced 2   750     865             (13)%
    Average BTC Produced per Day   24.2     27.9             (13)%
    Share of available miner rewards 3           5.1 %           5.9 %   NM
    Transaction Fees as % of Total 1           1.6 %           2.7 %   NM
    Energized Hash Rate (EH/s) 1   53.2     53.2             —         %
    1. These metrics are MARAPool only and do not include blocks won from joint ventures.
    2. Includes our share of production from joint venture partnerships.
    3. Defined as the total amount of block rewards including transaction fees that MARA earned during the period divided by the total amount of block rewards and transaction fees awarded by the Bitcoin network during the period.

    NM – Not Meaningful

    Investor Notice

    Investing in our securities involves a high degree of risk. Before making an investment decision, you should carefully consider the risks, uncertainties and forward-looking statements described under the heading “Risk Factors” in our most recent annual report on Form 10-K and any other periodic reports that we may file with the U.S. Securities and Exchange Commission (the “SEC”). If any of these risks were to occur, our business, financial condition or results of operations would likely suffer. In that event, the value of our securities could decline, and you could lose part or all of your investment. The risks and uncertainties we describe are not the only ones facing us. Additional risks not presently known to us or that we currently deem immaterial may also impair our business operations. In addition, our past financial performance may not be a reliable indicator of future performance, and historical trends should not be used to anticipate results in the future. See “Forward-Looking Statements” below.

    The operational highlights and updates presented in this press release pertain solely to our BTC mining operations. Detailed information regarding our other operations can be found in our periodic reports filed with the SEC.

    Forward-Looking Statements

    This press release contains forward-looking statements within the meaning of the federal securities laws. All statements, other than statements of historical fact, included in this press release are forward-looking statements. The words “may,” “will,” “could,” “anticipate,” “expect,” “intend,” “believe,” “continue,” “target” and similar expressions or variations or negatives of these words are intended to identify forward-looking statements, although not all forward-looking statements contain these identifying words. Such forward-looking statements include, among other things, statements related to our strategy, expected improvements in miner fleet efficiency and expansion of mining capacity in 2025. Such forward-looking statements are based on management’s current expectations about future events as of the date hereof and involve many risks and uncertainties that could cause our actual results to differ materially from those expressed or implied in our forward-looking statements. Subsequent events and developments, including actual results or changes in our assumptions, may cause our views to change. We do not undertake to update our forward-looking statements except to the extent required by applicable law. Readers are cautioned not to place undue reliance on such forward-looking statements. All forward-looking statements included herein are expressly qualified in their entirety by these cautionary statements. Our actual results and outcomes could differ materially from those included in these forward-looking statements as a result of various factors, including, but not limited to, the factors set forth under the heading “Risk Factors” in our most recent annual report on Form 10-K, and any other periodic reports that we may file with the SEC.

    About MARA

    MARA (NASDAQ:MARA) is a global leader in digital asset compute that develops and deploys innovative technologies to build a more sustainable and inclusive future. MARA secures the world’s preeminent blockchain ledger and supports the energy transformation by converting clean, stranded, or otherwise underutilized energy into economic value.

    For more information, visit www.mara.com, or follow us on:

    Twitter: @MARAHoldings
    LinkedIn: www.linkedin.com/company/maraholdings
    Facebook: www.facebook.com/MARAHoldings
    Instagram: @maraholdingsinc

    MARA Company Contact:
    Telephone: 800-804-1690
    Email: ir@mara.com

    MARA Media Contact:

    Email: marathon@wachsman.com

    The MIL Network –

  • MIL-OSI Economics: Parkinson’s disease market across 7MM to grow at 8.9% CAGR during 2023-33, forecasts GlobalData

    Source: GlobalData

    Parkinson’s disease market across 7MM to grow at 8.9% CAGR during 2023-33, forecasts GlobalData

    Posted in Pharma

    The Parkinson’s disease (PD) market across the seven major markets (7MM*) is projected to grow at a compound annual growth rate (CAGR) of 8.9% from $3.4 billion in 2023 to $7.9 billion in 2033, driven by the introduction of 10 pipeline products, the increased adoption of novel levodopa delivery methods, and the rising prevalence of PD due to the aging population across the 7MM, according to GlobalData, a leading data and analytics company.

    GlobalData’s latest report, “Parkinson’s Disease: Seven-Market Drug Forecast and Market Analysis,”  anticipates an increase in sales across most currently marketed PD drug classes. Specifically, levodopa therapies, catechol-o-methyltransferase (COMT) inhibitors, dopamine agonists, monoamine oxidase B (MOA-B) inhibitors, other antiparkinsonian agents, and PD dementia agents.

    Among the pre-existing drug-classes, the agents targeting PD dementia are expected to see the greatest growth with a CAGR of 24.5% during the forecast period. Additionally, the launch of 10 late-stage pipeline therapies—including two disease-modifying therapies (DMT) and several symptomatic treatments targeting diverse PD needs—will collectively drive an estimated $3.5 billion in sales by 2033.

    Lorraine Palmer, Pharma Analyst at GlobalData, comments: “The treatment of PD dementia is consistently rated one of the highest unmet needs by key opinion leaders (KOLs) and high-prescribers. Currently, there is only one agent, rivastigmine, indicated for the treatment of PD dementia within the 7MM. However, it is anticipated that two agents—Anavex’s blarcamesine and Irlab Therapeutics’s pirepemat—targeting PD dementia will launch by 2033.”

    The expansion of the levodopa delivery system AbbVie’s Produodopa/Vyalev across the 7MM (following its launch in Japan in 2023, expansion into the 5EU in 2024, and anticipated launch in the US in 2025) is expected to drive it into the highest-grossing PD treatment by 2033, with projected sales of $1.2 billion by 2033. This also reflects strong enthusiasm from KOLs regarding its broader availability.

    Palmer adds: “The anticipated launch of Roche/Prothena’s prasinezumab and Annovis Bio’s buntanetap as the first DMTs for PD will reshape the treatment space. These treatments aim to address the underlying biology of the disease by targeting α-synuclein aggregation, a key factor in disease progression. While KOL opinions are divided on their efficacy, the introduction of these DMTs will be an important step towards addressing the field’s most pressing unmet need. Therefore, it is expected that these two therapies alone will make up a large portion of the market come 2033. GlobalData forecasts sales of $1.5 billion by 2033.”

    GlobalData’s analysis also highlights the growing prevalence of PD, with diagnosed cases expected to increase from 2.6 million in 2023 to 3.1 million by 2033 across the 7MM. The number of treated cases is forecasted to rise in parallel, from 1.9 million in 2023 to 2.3 million in 2033, reflecting the aging population within the 7MM.

    However, the patent expiry of key therapies including Nuplazid (pimavanserin), Rytary (carbidopa/levodopa), Ongentys (opicapone), and Xadago (safinamide mesylate) is expected to curtail the market growth. Collectively, the therapies anticipated to lose their patent protection within the forecast period accounted for $1.1 billion in 2023 sales across the 7MM but are forecasted to decline to $202.8 million by 2033.

    Palmer concludes: “The PD market is extremely dynamic. However, the next decade is promising transformative growth. With the expansion and launch of groundbreaking therapies, particularly DMTs and novel mechanisms of action to address PD dementia and motor complications. The late-stage pipeline is well positioned to meet the needs of a growing patient population.”

    *7MM = The US, France, Germany, Italy, Spain, the UK, and Japan.

    MIL OSI Economics –

  • MIL-OSI Economics: New Orleans students showcase their creativity with iPad and Mac

    Source: Apple

    Headline: New Orleans students showcase their creativity with iPad and Mac

    February 3, 2025

    UPDATE

    New Orleans students showcase their creativity with iPad and Mac

    With all eyes on New Orleans, Apple community partners Ellis Marsalis Center for Music and Arts New Orleans put the city’s aspiring young artists in the spotlight

    On a drizzly, overcast afternoon, all is quiet at the intersection of Bartholomew and Prieur streets in New Orleans’ historic Ninth Ward. The quiet neighborhood around the Ellis Marsalis Center for Music (EMCM) feel worlds away from the historic French Quarter packed with jazz clubs, bars, restaurants, and markets.

    At 3 p.m., the tempo begins to shift — slowly at first, as youth ranging in age from 8 to 18 file through the blue building’s front gate, instruments in tow. The hallways grow steadily louder with the sounds of laughter, footsteps, stray musical notes, and teachers greeting their students. The fledgling musicians begin cycling through their four classes for the day: piano, homework help, an instrument of their choosing, and coding — a required course that stems from the center’s ongoing partnership with Apple.

    Launched in 2019, the collaboration with Apple has allowed EMCM to expand its curriculum, adding a suite of tech-focused courses that complement the world-class music education the center provides to students.

    “I know some people wonder, ‘Why is a music institution teaching coding?’ For us, it’s all connected — it’s part of a digital tapestry,” says Lisa Dabney, the center’s executive director. “It’s about closing the digital divide by giving students access to technology and introducing them to different types of diverse, long-term career opportunities, including pathways in music technology and beyond. In a community where many homes lack access to iPads and computers, this partnership with Apple helps us put the power of technology directly in our students’ hands, opening doors to creative and professional futures they might have never imagined.”

    Apple’s support for EMCM is part of the company’s broader long-standing commitment to uplift and amplify youth creativity in New Orleans through technology. As budding musicians at EMCM learn to code and mix new tracks with Logic Pro and GarageBand, students at Delgado Community College are producing their own podcast about local cultural icons, and young artists at Arts New Orleans have used iPad to design a new mural fans will see on their way to the Superdome this weekend.

    “We love to see technology and creativity supporting one another, and it’s such a joy to see that in action here in my hometown of New Orleans,” said Lisa Jackson, Apple’s vice president of Environment, Policy, and Social Initiatives. “Creativity, art, and music are in our DNA. Our teams are really excited to keep working with our amazing community partners and the talented young people who light up this city.”

    EMCM’s holistic and ever-evolving programming stems directly from its namesake, who wanted to ensure that the next generation had the chance to carry on the city’s vibrant cultural legacy. This work felt especially important in the Ninth Ward — a neighborhood renowned for being home to many iconic musicians, civil rights activists, and educators — that had been disproportionately impacted by Hurricane Katrina in 2005.

    “At the heart of the center’s curriculum is our founder’s belief that truly understanding music begins with learning to hear it,” explains Dabney. “Piano plays a key role in this process by helping students develop critical listening skills, connect deeply with music, and build a strong foundation in music theory. For this reason, piano has been a required class for all students, in addition to their primary instrument.”

    That same foundational approach to learning now extends to coding and audio engineering courses. In the center’s Mac lab, students use the latest hardware and software to learn coding basics with Apple’s Everyone Can Code and Swift Playgrounds frameworks. And in the on-site music studio, they learn how to engineer their own tracks with apps like GarageBand and Logic Pro. Students also get access to their own iPad every semester, allowing them to take what they’ve learned in their classes and build on those skills at home.

    The audio engineering courses — made possible through Apple’s support — are among the center’s newer offerings for high school-aged students.

    “Here in New Orleans, we have hotels, we have clubs, we have conventions, and we have probably more festivals than anybody in the world. And all of them need audio,” explains Dr. Daryl Dickerson, the center’s longtime director of music education. “This is a job you can learn now, and for the rest of your life, you can do it. If you learn how to capture and edit audio at a young age, you can evolve that into a career.”

    For Jacob Jones Jr., a high school senior who plays the saxophone, trumpet, and piano, Dr. Dickerson’s Saturday afternoon audio engineering class has created a whole new framework for thinking about music.

    “You can make a sound on an instrument, and that’s great,” says Jones. “But then when you play that sound back through the computer, you can expound on it, and play around and make something totally brand-new that no one has ever heard before.”

    Outside of his classes, Jones often finds himself using the skills he’s learned in Logic and GarageBand on his iPhone whenever — and wherever — inspiration strikes. “GarageBand is really essential to me, because I’ll hear something and be like, ‘Wow, I just got to get it out.’ I’ll go on my iPhone, open GarageBand, be able to play out that melody, record it, and even make a whole song out of it,” he explains.

    This same spirit of creative experimentation is fostered in the school’s coding courses, where students like Donte Allen, 14, are encouraged to merge their passion for music and the arts with the foundational technological skills they’re acquiring in class.

    Allen has had a passion for music since he was in diapers. “My dad has a picture of me from when I was 6 months old with the trumpet in my carseat,” he notes with a smile.

    But learning how to code has opened up new creative interests.

    “Swift teaches you the fundamentals, and you can go on from there,” he explains of his newfound affinity for coding. “You can build your own apps, make your own games, and make your own stories… Music and Swift both help with my creativity.”

    This type of exposure — across a wide range of creative and technological mediums, often with surprising points of intersection in between — is what it’s all about for the center’s faculty.

    “These students want this type of education,” says Dr. Dickerson, whose next endeavor will be bringing podcasting classes into the center. “But if it’s not presented to them, they never get it. And it’s the same thing with music and everything else we do around here. So we’re always trying to present them with something new.”

    Beyond the football fervor already enveloping the Superdome, students from Arts New Orleans are putting the finishing touches on a project of their own. Their garden-themed mural, which will cover an exterior wall of the Orleans Justice Center along Interstate 10, highlights stories of previously incarcerated locals while also imparting a message of hope to the community.

    The 6,600-square-foot piece was designed by participants in the Young Artist Movement (YAM), Arts New Orleans’ arts education and workforce development program, which works primarily with students ages 14 to 22. Through YAM, founded in 2016, local youth learn the mural-making process from guest artists and are then given the opportunity to create their own across the city. The participants will also complete the installation of the mural.

    The design process for this particular mural began in the Procreate app on iPad. Using Apple Pencil, the 19 students designed the digital images that appear on the mural’s panels. Lead artists Journey Allen, Gabrielle Tolliver, and Jade Meyers then organized the final designs, and sent them to a mural cloth company to have them ghost-printed on large swaths of mural cloth. From there, the pieces are painted and will then be installed along the wall using a specific gel medium.

    Allen, a visual artist and arts educator who serves as Arts New Orleans’ director of youth education, has enjoyed watching the students blossom. “I love to see the ones who are intimidated at first by the materials,” she shares. “But then when you connect with them and they begin to open up, the artwork becomes a source of transparency, a source of trust, where they share with you a little bit of who they are. Some of them never even really drew or painted before, and here they are creating this huge mural. They ask, ‘When are we going to do the next one?’”

    For some of the young artists, the project holds an added layer of meaning — they came to YAM through its arts diversion program, an alternative to prosecution and incarceration for youth facing low-level, nonviolent offenses. Founded in 2021, it draws on the healing and restorative qualities of artistic expression, with the goal of students having their charges dismissed upon completion.

    Arts New Orleans is also piloting a standalone arts diversion program this spring to help meet participants’ unique needs. “There are many things that they need to engage in, conversations that need to be had, that we can’t have amongst the main YAM group, which are kids who have not been impacted in the same way by the criminal justice system,” Allen explains. “Giving them their own program gives them a true opportunity to expand and move beyond whatever it is they are facing.”

    The idea for YAM and its arts diversion program was sparked by now-retired Judge Arthur Hunter and Xavier University professor Ron Bechet, who is also an artist. Through his career as a police officer, a lawyer, and finally as a judge in his native New Orleans, Hunter had a firsthand look at the factors that lead to young people getting swept into the city’s criminal justice system and saw the potential for art to provide an alternate path.

    “It’s not just the art — it’s an economic opportunity as well, where they should be able to make a living using their talent,” explains Hunter, a board member at Arts New Orleans. “That’s just as much a part of it as seeing that beautiful picture on a canvas.”

    For Hunter, the timing of the mural’s unveiling couldn’t feel more fitting. “This project will be not just a culmination, but also I see it as the beginning of more art throughout the city, letting people know in the city, in the region, in the state, around the country, and around the world what kids can do in the city of New Orleans when it comes to art,” he says.

    Press Contacts

    Rachel Wolf Tulley

    Apple

    rachel_tulley@apple.com

    Apple Media Helpline

    media.help@apple.com

    MIL OSI Economics –

  • MIL-OSI Global: Kinshasa’s traffic cops run an extortion scheme generating five times more revenue than fines

    Source: The Conversation – Africa – By Raúl Sanchez de la Sierra, Assistant Professor, University of Chicago

    Commuting in Kinshasa, the capital of the Democratic Republic of Congo, presents challenges for its 17 million residents. Massive traffic jams and unsafe driving cause chaos on the roads, leading to long delays.

    The chaos has become a pressing concern for residents. Reaching Gombe, Kinshasa’s central business district, for instance, can take up to five hours from surrounding neighbourhoods.

    When he came to power in January 2019, President Felix Tshisekedi promised to combat Kinshasa’s traffic chaos by targeting road infrastructure. This included constructing an interchange and flyover. One-way traffic was introduced on certain streets. These have had little effect. Kinshasa’s traffic issues persist.

    While congestion in the capital is usually blamed on poor infrastructure, there are some harder-to-see causes. As social science researchers, we set out to understand what institutional factors might be behind the city’s gridlock.

    In a recent paper, we analysed an illegal revenue-generating scheme inside Kinshasa’s traffic police agency involving a coalition of traffic police agents, their managers and judicial officers. We studied the role this scheme plays in the city’s traffic conditions.

    Under the scheme, known as the quota system, station managers (police commanders) assign street agents a daily quota of drivers to escort to the station, often based on fabricated allegations.

    Our findings and analysis provide insights into how the quota system causes traffic jams and accidents, undermining the police agency’s mandate of traffic regulation. We also detail how corruption operates as a coordinated system rather than as isolated acts of individual misconduct.

    The problem

    Like many traffic police agencies worldwide, Kinshasa’s traffic police are tasked with managing key intersections and enforcing traffic rules.

    Similar to many other civil servants in the Democratic Republic of Congo, police officers earn meagre salaries – around US$70 monthly. Anecdotal observation suggests that the police service lacks funds for basic necessities such as fuel or communication costs. Low resources have contributed to police officers extracting funds from drivers, partly for personal profit, partly to cover the costs for their police work.

    A major way in which this is done is through a specific scheme involving traffic police agents. We found that station managers assign different street agents a daily quota of drivers to bring to the station.

    To meet this quota, agents often use brute force and have the discretion to invent infractions that they report at the police station. The dilapidated state of most cars in Kinshasa helps police officers with this task.

    At the station, agents pass the allegations to judicial officers, who have the power to issue charges – or demand bribes so drivers avoid formal penalties. Many drivers try to avoid this extortion by developing relationships with influential protectors. These are people who can intervene on a driver’s behalf and are often high-placed security officers or politicians.

    Our research

    After three years of qualitative fieldwork, we built trust with a large number of individuals inside and around the traffic police agency. This enabled us to design data collection systems in 2015 to study the traffic police agency’s practices.

    We relied on the cooperation of 160 individuals and generated the following data:

    • direct observations of over 13,000 interactions between officers and drivers at intersections

    • station records of 1,255 escorted vehicles, including bribe negotiations and outcomes

    • traffic flow and accident data from 6,399 hourly observations.

    To quantify the cost of this scheme on public service, we added an experiment: we collaborated with police commanders to reduce the daily quotas for some teams and days.

    We encouraged commanders to temporarily cut their teams’ quotas in half. Reducing quotas could be expected to lower corruption demands on agents, reducing corruption overall. It would also enable agents to focus more of their time on managing traffic – an outcome later confirmed by our findings.

    To ensure this approach worked, we compensated commanders for the private income losses they would experience due to the quota reduction, which we carefully estimated before implementing the study. This compensation is not unlike traditional anti-corruption incentives routinely used across the world, except that rather than it being targeted at street-level agents, it targeted the node of this particular scheme: the police commanders.

    What we found

    1. The scheme generates large illicit revenue. The traffic police agency’s real revenue is five times larger than its official income from fines. We found that 68% of the illicit revenue generated through the quota scheme came from bribes paid by drivers after they’d been escorted to the station. The rest of the illicit revenue comes from street-level bribes outside of this quota scheme.

    2. The revenue raised relies on extortion at police stations. Judicial police officers had the power to threaten to issue arbitrary charges. We found that, first, 82% of the allegations were unverifiable by third parties. Second, the amount raised in station bribes was strongly linked to whether a driver was able to call a powerful “protector”.

    3. Extortion in police stations relies on the street agents’ power to arbitrarily escort drivers. These agents use their discretion to fabricate allegations and/or physical force to bring drivers to the station. When a driver was not seen making an infraction, force was more likely to be used.

    Overall, this means that the scheme hinged on a coalition of managers, agents and judicial officers.

    Through the reduction in the quota scheme levels, our scheme also revealed some social costs of this scheme. We found two important results.

    Worse traffic: the quota scheme was accountable for a significant share of traffic jams and accidents observed at street intersections from where the agents operate. Partly through their induced absence and partly through their behaviour, the police officers also create numerous traffic jams and accidents. While this is suggestive rather than conclusive, our estimates suggest that 40% of traffic jams at the main intersections of the city are due to the scheme.

    Diluted incentives to respect the law: the scheme made it less likely that drivers would respect the law. They could be escorted to a police station regardless of whether they complied with the traffic code.

    Why the findings matter

    Our study, which provides rare, detailed evidence of how corruption operates, has three policy implications.

    1. Target officials’ managers, rather than the officials themselves. Visible corruption is only the tip of the iceberg, and hinges on relationships of power and coalitions inside the state.

    2. Limit the discretion of judicial officers to charge the public, or that of agents to escort drivers to police stations arbitrarily.

    3. Incentivise “good” corruption. Encouraging station officials to take a significant share of fines for genuine infractions could give agents an incentive to escort drivers who actually break traffic rules. However, the trade-offs between traffic flow, safety and compliance must be carefully weighed, as quotas tied to fines could worsen congestion.

    Raúl Sanchez de la Sierra is a co-founder of Marakuja Kivu Research, a data collection organization specialized in data collection in war-torn zones especially eastern Democratic Republic of the Congo.

    Kristof Titeca is an associate Senior Research Fellow at the Egmont Institute in Belgium.

    Albert Malukisa Nkuku and Haoyang (Stan) Xie do not work for, consult, own shares in or receive funding from any company or organisation that would benefit from this article, and have disclosed no relevant affiliations beyond their academic appointment.

    – ref. Kinshasa’s traffic cops run an extortion scheme generating five times more revenue than fines – https://theconversation.com/kinshasas-traffic-cops-run-an-extortion-scheme-generating-five-times-more-revenue-than-fines-246786

    MIL OSI – Global Reports –

  • MIL-OSI Australia: Thin capitalisation in focus for justified trust reviews

    Source: Australian Department of Revenue

    The new thin capitalisation and debt deduction creation rules are likely to have a significant impact on the affairs of some taxpayers. The application of these new rules will be a key focus area of our Top 100 and Top 1,000 justified trust compliance and assurance programs when we review years where the new rules apply.

    Justified trust gives the community confidence that large businesses are paying the right amount of tax.

    If you’re in these programs and subject to a justified trust review, we’ll engage with you about thin capitalisation and the debt deduction creation rules to understand the impact of the new rules on your affairs. We’ll ask for information that is relevant and tailored to your individual circumstances, having regard for reporting you already provide.

    Broadly, the information we’ll commonly require will include, but not be limited to:

    • calculations and working papers that support reported thin capitalisation information
    • information in relation to how restructuring may have impacted the application of the thin capitalisation and debt deduction creation rules
    • a copy of the signed and dated approved form for entities that have chosen to apply the third party debt test or group ratio test.

    By understanding your circumstances, we’re building confidence that Australia’s largest taxpayers are complying with the new thin capitalisation rules.

    These reviews are undertaken by the Tax Avoidance Taskforce. The Taskforce plays a critical role to ensure multinational enterprises, large public and private businesses, and wealthy individuals pay the right amount of tax in Australia.

    To find out more, visit Thin Capitalisation or Large business justified trust.

    Keep up to date

    We have tailored communication channels for medium, large and multinational businesses, to keep you up to date with updates and changes you need to know.

    Read more articles in our online Business bulletins newsroom.

    Subscribe to our free:

    • fortnightly Business bulletins email newsletterExternal Link
    • email notifications about new and updated information on our website – you can choose to receive updates relevant to your situation. Choose the ‘Business and organisations’ category to ensure your subscription includes notifications for more Business bulletins newsroom articles like this one.

    MIL OSI News –

  • MIL-OSI: Gevo Completes Acquisition of Red Trail Energy Assets in North Dakota, Expanding a Burgeoning Portfolio of Energy Assets

    Source: GlobeNewswire (MIL-OSI)

    ENGLEWOOD, Colo., Feb. 03, 2025 (GLOBE NEWSWIRE) — Gevo, Inc. (NASDAQ: GEVO), a leading developer of hydrocarbon fuels and chemicals with net-zero greenhouse gas emissions, is pleased to announce that it has acquired the ethanol production plant and carbon capture and sequestration (“CCS”) assets of Red Trail Energy, LLC (“Red Trail Energy”) for an aggregate purchase price of $210 million, subject to customary adjustments, including a working capital adjustment. The acquired assets include the plant, pore space, and we are bringing on their experienced operational personnel. In addition to creating another strategic option for economic and competitively advantaged sustainable aviation fuel (“SAF”) facilities, this acquisition is expected to contribute $30 million to $60 million of Adjusted EBITDA(1) to Gevo annually. The acquired assets are being renamed “Net-Zero North.”

    “This transformational acquisition marks the start of Net-Zero North,” said Gevo Chief Executive Officer, Patrick Gruber. “Looking forward, this is a great site to expand the plant to produce SAF, along with other additional co-located projects. We like the potential annual Adjusted EBITDA of $30 million to $60 million, synergies with the existing Gevo platform of assets, and having CCS assets in the Gevo portfolio as a risk mitigation tool for carbon sequestration for our Net-Zero 1 (“NZ1”) plant under development in South Dakota. The proven CCS site will allow us to permanently sequester biogenic carbon dioxide to produce US products with the highest quantity and quality of carbon abatement to address a growing global market demand. Net-Zero North is a key step on our path to becoming self-sustaining and profitable as a company in advance of our NZ1 project coming online.”

    The transaction was funded with a combination of Gevo equity capital and a $105 million senior secured term loan facility from Orion Infrastructure Capital (“OIC”), a U.S.-based private investment firm. OIC has also indicated interest in providing up to an additional $100 million in debt for future growth projects at Net-Zero North that are mutually agreed upon. In addition, OIC is investing $5 million in equity at Net-Zero North, which is in addition to the equity contributed by Gevo. The investment comes from OIC’s Infrastructure Credit Strategy, which provides non-dilutive and flexible capital to middle market infrastructure businesses in North America. The strategy seeks to capitalize on the growing need for investment and innovation in sustainable Infrastructure in North America.

    “We are thrilled to partner with the Gevo team on this acquisition,” said Ethan Shoemaker, Investment Partner and Head of Infrastructure Credit at OIC. “The Net-Zero North assets bring together operating carbon sequestration, a strong track record of profitability, near-term upside from their industry-leading carbon intensity score, a strong operating team, and room to grow. We are also excited about the potential synergies and incremental value that the Gevo team and platform of assets brings to the Net-Zero North business.”

    “North Dakota is a state that understands both energy and agriculture, and that they are synergistic,” Gruber said. “We expect to continue to partner with the community to grow the business as they’re a resource that understands how oil and gas, pipelines, carbon capture, and regenerative agriculture all fit together. Net-Zero North provides the fundamental pieces of the puzzle towards cost-effective energy production, such as SAF, while addressing the market demand for cost effective, lower-carbon-footprint products.”

    “We’re taking on a first-class operation from the previous owners, with an exemplary safety record and excellent people to back it up,” said Chris Ryan, President and Chief Operating Officer of Gevo. “The operations team have done a great job, and we’re excited they’re continuing on with us. We are already in engineering development for a Net-Zero alcohol-to-jet (“ATJ”) SAF plant to be built at the site.”

    “Net-Zero North is one of a select few ethanol plants in the U.S., of which we are aware, that are expected to maximize value from carbon abatement, including under Section 45Z,” explained Ryan. “Net-Zero North, with its efficient operating profile and CCS, is projected to achieve a carbon intensity (“CI”) score in the low 20s (not including improved agricultural results that farmers can achieve using regenerative agriculture practices) using the variation of the GREET model proposed in the Section 45Z rule. We believe that is about 30 CI points lower than the best plants that are not connected to CCS. British Columbia previously scored the Net-Zero North plant at a CI of 19. This is a great starting point to expand Gevo’s business.”

    Advisors
    Ocean Park Securities, LLC acted as exclusive financial advisor and sole lead arranger on the debt financing for Gevo.

    Acquisition Conference Call
    A conference call will be held on Monday, February 3, 2025, at 10:00am ET to discuss the acquisition.

    To participate in the live call, please register through the following event weblink: https://register.vevent.com/register/BI174d9b6ef4074fed9db695b122abda12

    After registering, participants will be provided with a dial-in number and pin. To listen to the conference call (audio only), please register through the following event weblink: https://edge.media-server.com/mmc/p/7e4padot

    A webcast replay will be available after the conference call ends on February 3, 2025. The archived webcast will be available in the Investor Relations section of Gevo’s website at www.gevo.com..

    Further information regarding the acquisition and accompanying debt financing is included in the Current Report on Form 8-K, which Gevo will file with the U.S. Securities and Exchange Commission (the “SEC”).

    About Gevo
    Gevo is a next-generation diversified energy company committed to fueling America’s future with cost-effective, drop-in fuels that contribute to energy security, abate carbon, and strengthen rural communities to drive economic growth. Gevo’s innovative technology can be used to make a variety of renewable products, including SAF, motor fuels, chemicals, and other materials that provide U.S.-made solutions. By investing in the backbone of rural America, Gevo’s business model includes developing, financing, and operating production facilities that create jobs and revitalize communities. Gevo owns and operates one of the largest dairy-based renewable natural gas (“RNG”) facilities in the United States, turning by-products into clean, reliable energy. We also operate an ethanol plant with an adjacent CCS facility, further solidifying America’s leadership in energy innovation. Additionally, Gevo owns the world’s first production facility for specialty ATJ fuels and chemicals. Gevo’s market driven “pay for performance” approach regarding carbon and other sustainability attributes, helps ensure value is delivered to our local economy. Through its Verity subsidiary, Gevo provides transparency, accountability and efficiency in tracking, measuring and verifying various attributes throughout the supply chain. By strengthening rural economies, Gevo is working to secure a self-sufficient future and to make sure value is brought to the market.

    For more information, see www.gevo.com.

    About OIC
    With approximately $5 billion in assets under management, OIC invests in North America and select international markets. OIC’s unique partnership approach – for entrepreneurs, by entrepreneurs – cultivates creative credit, equity, and growth capital solutions to help middle market businesses scale and deploy sustainable infrastructure. OIC’s target investment sectors include energy efficiency, digital infrastructure, sustainable power generation, renewable fuels, waste & recycling, and transportation, storage & logistics. OIC was founded in 2015 by a team of energy and sustainability veterans, successful infrastructure investors, and former asset owners and industry operators. Across OIC’s platform is a team of approximately 45 professionals based in New York, Houston, and London.

    Forward Looking Statements
    This release contains “forward-looking statements” within the meaning of the federal securities laws. All statements other than statements of historical fact are forward-looking statements, including statements related to the expected operation of Net-Zero North, the expected effect of the acquisition on Adjusted EBITDA, the expected annual Adjusted EBITDA from Net-Zero North, and our future prospects as a combined company, including our plans for the site and synergies with our other projects. These statements relate to analyses and other information, which are based on forecasts of future results or events and estimates of amounts not yet determinable. We claim the protection of The Private Securities Litigation Reform Act of 1995 for all forward-looking statements in this release.

    These forward-looking statements are identified by the use of terms and phrases such as “anticipate,” “assume,” “believe,” “estimate,” “expect,” “goal,” “intend,” “plan,” “potential,” “predict,” “project,” “target” and similar terms and phrases or future or conditional verbs such as “could,” “may,” “should,” “will,” and “would.” However, these words are not the exclusive means of identifying such statements. Although we believe that our plans, intentions and other expectations reflected in or suggested by such forward-looking statements are reasonable, we cannot assure you that we will achieve those plans, intentions or expectations. All forward-looking statements are subject to risks and uncertainties that may cause actual results or events to differ materially from those that we expected.

    Important factors that could cause actual results or events to differ materially from our expectations, or cautionary statements, include among others, the risk that anticipated benefits, including synergies, from the acquisition may not be fully realized or may take longer to realize than expected, including that the transaction may not be accretive within the expected timeframe or to the extent anticipated; failure to successfully integrate the acquired assets and employees; changes in legislation or government regulations affecting the future operations of the acquired assets; and other risk factors or uncertainties identified from time to time in Gevo’s filings with the SEC. All written and oral forward-looking statements attributable to us, or persons acting on our behalf, are expressly qualified in their entirety by the cautionary statements identified above and in the section entitled “Risk Factors” and elsewhere in our Annual Report on Form 10-K for the year ended December 31, 2023 as well as other cautionary statements that are made from time to time in our other SEC filings and public communications. You should evaluate all forward-looking statements made in this release in the context of these risks and uncertainties.

    We caution you that the important factors referenced above may not reflect all of the factors that could cause actual results or events to differ from our expectations. In addition, we cannot assure you that we will realize the results or developments we expect or anticipate or, even if substantially realized, that they will result in the consequences or affect us or our operations in the way we expect. The forward-looking statements included in this release are made only as of the date hereof. We undertake no obligation to publicly update or revise any forward-looking statement as a result of new information, future events or otherwise, except as otherwise required by law.

    Media Contact
    Heather Manuel
    Vice President, Stakeholder Engagement & Partnerships
    PR@gevo.com

    IR Contact
    Eric Frey
    Vice President of Corporate Development
    IR@Gevo.com

    (1) Adjusted EBITDA is a non-GAAP measure calculated as earnings before interest, taxes, depreciation and amortization, inclusive of the value of monetizable tax credits such as Sections 45Q and 45Z and excluding project development costs.

    The MIL Network –

  • MIL-OSI: Apollo to Present at the Bank of America Securities 2025 Financial Services Conference

    Source: GlobeNewswire (MIL-OSI)

    NEW YORK, Feb. 03, 2025 (GLOBE NEWSWIRE) — Apollo (NYSE: APO) today announced that Scott Kleinman, Co-President of Apollo Asset Management, will participate in a fireside chat at the Bank of America Securities Financial Services Conference on Tuesday, February 11, 2025 at 8:50 am ET.

    A live webcast of the event will be available on Apollo’s Investor Relations website at ir.apollo.com. For those unable to join live, a replay will be available shortly after the event.

    About Apollo

    Apollo is a high-growth, global alternative asset manager. In our asset management business, we seek to provide our clients excess return at every point along the risk-reward spectrum from investment grade credit to private equity. For more than three decades, our investing expertise across our fully integrated platform has served the financial return needs of our clients and provided businesses with innovative capital solutions for growth. Through Athene, our retirement services business, we specialize in helping clients achieve financial security by providing a suite of retirement savings products and acting as a solutions provider to institutions. Our patient, creative, and knowledgeable approach to investing aligns our clients, businesses we invest in, our employees, and the communities we impact, to expand opportunity and achieve positive outcomes. As of September 30, 2024, Apollo had approximately $733 billion of assets under management. To learn more, please visit www.apollo.com.

    Contacts

    Noah Gunn
    Global Head of Investor Relations
    Apollo Global Management, Inc.
    (212) 822-0540
    IR@apollo.com

    Joanna Rose
    Global Head of Corporate Communications
    Apollo Global Management, Inc.
    (212) 822-0491
    Communications@apollo.com

    The MIL Network –

  • MIL-OSI: Color Star VP Attended The 2025 Davos World Economic Forum

    Source: GlobeNewswire (MIL-OSI)

    New York , Feb. 03, 2025 (GLOBE NEWSWIRE) — During the 2025 Davos World Economic Forum (WEF), artificial intelligence (AI), financial investments, and social ventures have emerged as central topics of conversation among global business and technology leaders. Ren Pelosi, Vice President of Color Technology was invited to participate in a series of discussions at Davos. In a special interview on ESG TV, Ren shared her career transformation journey—from a Wall Street trader to a social impact investor and tech innovator—while delving into high tech and AI’s potential to drive economic growth and societal change. She also explored how investors can seize opportunities presented by technological advancements.

    In her interview on ESG TV, Ren discussed how her financial expertise has enabled her to integrate technological innovation and social impact into investment strategies, creating long-term value. She remarked, “I have always believed in the power of capital, but today’s investments are not just about financial returns; they’re about driving technological progress, sustainability, and social change. AI is reshaping industries, and we stand at the forefront of this revolution.” As a seasoned investor and entrepreneur, Ren has long focused on how technology can drive social change. With extensive experience in Wall Street financial trading and investing, she is also committed to combining social ventures and tech innovation. She has organized and led multiple social impact investing forums, helping emerging tech companies balance sustainability and commercial success. “Technology and capital are reshaping our society. Cutting-edge technologies like AI and blockchain are not only transforming businesses but also making social impact investing possible. Investors need a deeper foresight to capitalize on this wave of technological change.”

    As an investor with a deep financial market background, Ren pointed out that traditional investment logic is being upended, with more capital flowing toward ESG-friendly enterprises. The rise of AI and digital tools has provided new opportunities for impact investing. In the discussion, Ren highlighted her involvement with Color Technology,. Initially focused on traditional offline entertainment, Color successfully completed a transformation during the pandemic, expanding into online entertainment. Now, with the rapid rise of AI, Color Star aims to drive industry change through AI-powered entertainment innovations, creating more personalized and immersive experiences for audiences. In Ren’s view, Color Star represents a new business model—using AI technology to enhance content production efficiency, optimize user experiences, and create a more interactive and immersive entertainment ecosystem.

    “The entertainment industry is evolving at an unprecedented pace,” Ren stated in the interview. “AI is not just improving content production efficiency; more importantly, it’s redefining how audiences interact, enhancing personalized recommendations and immersive experiences. Companies like Color are at the forefront of this transformation, using AI to build the next-generation entertainment ecosystem.”

    Color’s current AI explorations include:

    • Smart Content Creation: AI enables the production of creative content such as music, scripts, and videos, increasing efficiency for creators.
    • Personalized Recommendation Algorithms: AI analyzes user preferences to deliver precise content suggestions.
    • Immersive Entertainment Experiences: Integrating VR/AR and AI to create more interactive future entertainment models.

    Ren is also actively involved in the Social Ventures sector and promotes global impact investing. She emphasized that AI is not only empowering companies like Color but also upgrading the entire investment ecosystem. In several discussions during Davos, Ren repeatedly stressed the need for investors to focus on the long-term societal and corporate impacts of technology, rather than just short-term returns. The companies that balance innovation, profitability, and social responsibility will be the true winners. She has long advocated for capital to support sustainable development, technological innovation, and socially responsible enterprises, and has organized industry forums to help high-potential companies secure investments and resources. “The future market will be dominated by businesses that create both commercial value and social impact. Whether it’s AI in entertainment or blockchain in financial services, we must view the impact of technology from a long-term perspective.”

    As the 2025 Davos Forum draws to a close, Ren’s core message is becoming ever clearer: The future belongs to those who dare to innovate and embrace AI, driving technological advancements and social impact investing. She calls on investors, entrepreneurs, and related players to embrace technological innovation, deeply explore the potential of AI, and ensure that technological progress aligns with ethics and sustainability.

    With her expertise in finance, investment, and technology, Ren is part of the global discussions on the AI revolution, digital innovation, and the future of the entertainment industry.

    Color Deepens AI Empowerment, Shaping the New Era of Entertainment

    As AI technology evolves, Color Star will continue to deepen its application of AI in content production, user experience optimization, and entertainment interaction, ensuring the company maintains its leadership in the global entertainment industry.

    “We are at a critical time in reshaping the entertainment industry,” Ren said. “Color Star will continue to invest in AI and technological innovation, exploring how to use artificial intelligence to create more personalized, immersive, and global entertainment experiences.”

    About Color Star Technology Co., Ltd.

    Color Star Technology Co., Ltd. (Nasdaq: ADD) is an entertainment and education company that provides online entertainment performances and online music education services. Its business operations are conducted through its wholly-owned subsidiaries, Color Metaverse Pte. Ltd. and CACM Group NY, Inc. More information about the Company can be found at www.colorstarinternational.com and www.colorstar.investorroom.com.

    Forward-Looking Statement

    This press release contains forward-looking statements as defined by the Private Securities Litigation Reform Act of 1995. Forward-looking statements include statements concerning plans, objectives, goals, strategies, future events or performance, and underlying assumptions and other statements that are other than statements of historical facts. When the Company uses words such as “may,” “will,” “intend,” “should,” “believe,” “expect,” “anticipate,” “project,” “estimate” or similar expressions that do not relate solely to historical matters, it is making forward-looking statements. Forward-looking statements are not guarantee of future performance and involve risks and uncertainties that may cause the actual results to differ materially from the Company’s expectations discussed in the forward-looking statements. These statements are subject to uncertainties and risks including, but not limited to, the following: the Company’s goals and strategies; the Company’s future business development; changes in technology; economic conditions; the growth of the educational and training services market internationally where ADD conducts its business; reputation and brand; the impact of competition and pricing; government regulations; as well as those risks and uncertainties discussed from time to time in other reports and other public filings with the Securities and Exchange Commission by Color Star. For these reasons, among others, investors are cautioned not to place undue reliance upon any forward-looking statements in this press release. Additional factors are discussed in the Company’s filings with the U.S. Securities and Exchange Commission, which are available for review at www.sec.gov. The Company undertakes no obligation to publicly revise these forward–looking statements to reflect events or circumstances that arise after the date hereof unless required by applicable laws, regulations or rules.

    For more information, please contact:
    Color Star Investor Relations
    Office Number No. 1003, 9th Floor,
    7 World Trade Center, Suite 4621        
    New York NY 10007
    Office: (212) 410-5186
    Email ir@colorstarinternational.com

    The MIL Network –

  • MIL-OSI: Lendmark Financial Services Expands Kentucky Presence with Henderson Branch, Marking its Third Branch Opening for 2025

    Source: GlobeNewswire (MIL-OSI)

    HENDERSON, Ky., Feb. 03, 2025 (GLOBE NEWSWIRE) — Lendmark Financial Services (Lendmark), a leading provider of household credit and consumer loan solutions, continues to expand its Kentucky footprint, opening a new branch in Henderson and its 23rd in the state.

    The branch is located at 1111 Barrett Blvd, Suite D and is expected to serve hundreds of customers in its first year. Kelly Franey, who serves as the branch manager, will be responsible for the administration of all daily operations. These include building personal relationships with customers and integrating into the community to ensure area residents receive a superior level of individualized loan services that meet their unique financial needs.

    “As we grow our footprint in Kentucky, we will continue to focus on delivering the tailored loan solutions our customers need to meet planned and unplanned life events,” said Michael R. McIntire, Vice President of Branch Operations at Lendmark. “Our Kentucky branch openings and overall branch growth demonstrate an ongoing need for diverse household financial options for consumers here and throughout the country.”

    In addition to serving consumers directly, Lendmark provides financing solutions for thousands of retailers and independent auto dealerships, allowing these businesses’ customers to obtain Lendmark financing. Local businesses that are interested in partnering with Lendmark to provide financing solutions for their customers should visit the branch or call 270-212-5700.

    Lendmark’s ‘Climb to Cure’ is its signature cause-related initiative. The company has committed to raising $10 million by 2025 to mark its 10-year anniversary partnering with CURE Childhood Cancer. So far, Lendmark’s employees, partners and customers have raised $8.83 million to support CURE, an Atlanta-based nonprofit dedicated to funding targeted pediatric cancer research that is utilized nationwide.

    Lendmark customers can participate by donating $1 when closing their loan. Lendmark matches the donation.

    About Lendmark Financial Services
    Lendmark Financial Services (Lendmark) provides personal and household credit and loan solutions to consumers. Founded in 1996, Lendmark strives to be the lender, employer, and partner of choice by protecting household wealth, offering stability and helping consumers meet both planned and unplanned life events through affordable loan offerings. Today, Lendmark operates more than 515 branches in 22 states across the country, providing personalized services to customers and retail business partners with every transaction. Lendmark is headquartered in Lawrenceville, Ga. For more information, visit www.lendmarkfinancial.com.

    Media Contact
    Jeff Hamilton
    Senior Manager, Corporate Communications
    jhamilton@lendmarkfinancial.com
    678-625-3128

    The MIL Network –

  • MIL-OSI: Pipe Invests in Developer Features to Simplify Integration for Embedded Capital

    Source: GlobeNewswire (MIL-OSI)

    SAN FRANCISCO, Feb. 03, 2025 (GLOBE NEWSWIRE) — Pipe, a fintech company partnering with software platforms to deliver embedded financial solutions for SMBs, today announced it has significantly expanded the Pipe Partner Portal with new developer tools. These features make it even easier for developers to embed Pipe’s capital services within their payments and software platforms. Unlike other embedded solutions, Pipe’s investment in developer capabilities supports its “tech-first” approach to enable partners to accelerate the delivery of capital to its small business customers.

    Pipe Capital allows payment processors and vertical software companies to easily launch a capital product without the complexity, risk, and resources involved with building it in-house. Through Pipe’s infrastructure, SDKs and APIs, partners can embed Pipe’s proven capital offering into their own ecosystem seamlessly, improving merchant experience and monetizing payments in a mutually beneficial way. End merchants can then access capital easily, based on their secure transaction data from the partner platform, bypassing many of the hurdles of traditional financing.

    Pipe’s capital services can be integrated in multiple ways, including a Pipe-hosted option that can launch in as little as a week, an Embedded UI that can be live within one-to-two weeks, and a Full API integration that lets you take complete control of the user journey in as little as four weeks.

    Developer tools have been enhanced in the Pipe Partner Portal, a dashboard and resource center where partners can see merchant activity, track revenue share, and manage their side of the embedded relationship. The newly expanded portal experience helps developers seamlessly integrate Pipe’s products and easily troubleshoot any potential issues.

    “Integrating with Pipe’s Embedded UI was an incredibly smooth process. The Partner Portal’s self-serviceability and comprehensive documentation allowed us to move quickly, while Pipe’s responsive tech team was always there to offer valuable guidance when needed,” said Deepak Colluru, Director of Product Management, GoCardless. “It was clear that the Pipe team was invested in our success, going above and beyond to ensure we had everything we needed. The experience was great from start to finish.”

    Pipe places a high priority on not only giving qualified merchants fast, frictionless capital access, but also on making its embedded products simple and flexible for partners’ technical teams to integrate. Key benefits of the Pipe Partner Portal capabilities include:

    • Optimal visibility and transparency: Pipe’s API logs and object viewer enable rapid, self-served feedback and debugging.
    • Seamless integration: Pipe’s API references are automatically generated from its code, so the documentation is always up-to-date, ensuring a smooth integration for partners.
    • Real-time feedback: Webhooks deliver automated messages to partners and can now be easily managed and analyzed from the Partner Portal.
    • Security and access management: the Partner Portal now offers more granular user permissions and API key management, allowing you to always remain in control of your data and integration.
    • Ease of testing: Pipe offers a robust sandbox that allows developers to easily test the multiple use cases offered within its integrations, including simulation of production events like payments.

    “As a software company committed to using technology to improve financial access, we know how important it is to work closely with the developer community,” said Nate Wiger, CTO, Pipe. “Engineering teams are the ones implementing our solutions to put them into the hands of SMBs. By expanding our Partner Portal with a growing set of developer tools and resources, we aim to make it even easier for our partners’ technical teams to embed Pipe solutions, from the initial implementation stage all the way to ongoing post-launch support.”

    About Pipe
    Pipe makes customer-friendly capital and smart financial tools accessible to growing businesses inside the software they use every day. Our embedded solutions are built to scale and give business builders across industries the power to grow on their own terms. To learn more, visit www.pipe.com or follow us on X @pipe.

    Media Contact
    Merrill Freund
    merrill@freundpr.com

    The MIL Network –

  • MIL-OSI: LPL Financial Welcomes Charter Oak Wealth Partners

    Source: GlobeNewswire (MIL-OSI)

    SAN DIEGO, Feb. 03, 2025 (GLOBE NEWSWIRE) — LPL Financial LLC announced today that the advisors at Charter Oak Wealth Partners have joined LPL Financial’s broker-dealer, RIA and custodial platforms, aligned with existing firm Academy Financial. They reported serving approximately $600 million in advisory, brokerage and retirement plan assets* and join LPL from Osaic.

    Based in Hartford County, Conn., Charter Oak Wealth Partners was founded in 2016 by Gary Paul, CRPC®, although the practice’s roots date back more than 50 years. Paul is joined by fellow advisors Gary Salva, Bill Matzinger and Chris Scuderi, and they are supported by Client Relationship Manager Lori Tedone. Together, they provide comprehensive financial planning and investment services for individuals, families and businesses.

    “We are committed to maintaining the highest standards of integrity and professionalism in our relationship with our clients,” Paul said. “We endeavor to know and understand our clients’ financial situations and provide them with only quality information, services and products to help them pursue their goals.”

    The team at Charter Oak Wealth Partners turned to LPL after extensive market research to enhance service capabilities and propel the next phase of its development. Like Academy Financial, which joined LPL in August, the Charter Oak team has stood by its longtime mission of, “Serve first, last and always.”

    “We’re excited to tap into LPL’s vast resources and services to provide our clients with elevated experiences,” said Paul. “We chose LPL for its stability as a Fortune 500 company, along with its strategic support, innovative technology and shared focus on putting clients first. Add to that the additional resources and support from Academy, and we believe we are in a prime position to enhance our offering, grow the business and serve clients better than ever.”

    Academy Financial Partner Brent J. Kvech stated, “We’re excited for the opportunity to work with the Charter Oak team and grow our firm together. This is a team that shares our values of putting clients first and foremost, and we found that to be a perfect alignment. We believe this relationship will strengthen our firm and add value to clients.”

    Scott Posner, LPL Executive Vice President, Business Development, said, “We welcome the Charter Oak team to the LPL community and congratulate Academy Financial on its continued growth. We are committed to delivering robust resources, business solutions and innovative capabilities that help our advisors differentiate their practice and succeed at every stage of their business’ lifecycle. We look forward to a long-lasting relationship with the entire team at Charter Oak Wealth Partners.”

    Related

    Advisors, learn how LPL Financial can help take your business to the next level.

    About LPL Financial

    LPL Financial Holdings Inc. (Nasdaq: LPLA) is among the fastest growing wealth management firms in the U.S. As a leader in the financial advisor-mediated marketplace, LPL supports more than 29,000 financial advisors and the wealth management practices of 1,200 financial institutions, servicing and custodying approximately $1.7 trillion in brokerage and advisory assets on behalf of 6 million Americans. The firm provides a wide range of advisor affiliation models, investment solutions, fintech tools and practice management services, ensuring that advisors and institutions have the flexibility to choose the business model, services, and technology resources they need to run thriving businesses. For further information about LPL, please visit www.lpl.com.

    Securities and advisory services offered through LPL Financial (LPL), a registered investment advisor and broker dealer, member FINRA/SIPC. LPL Financial and its affiliated companies provide financial services only from the United States. Charter Oak Wealth Partners, Academy Financial and LPL are separate entities.

    Throughout this communication, the terms “financial advisors” and “advisors” are used to refer to registered representatives and/or investment advisor representatives affiliated with LPL Financial.

    We routinely disclose information that may be important to shareholders in the “Investor Relations” or “Press Releases” section of our website.

    *Value approximated based on asset and holding details provided to LPL from end of year, 2024.

    Media Contact: 
    Media.relations@LPLFinancial.com 
    (704) 996-1840

    Tracking #682659

    The MIL Network –

  • MIL-OSI: Rightworks names seasoned executive Jenny Buchholz as new Chief Financial Officer

    Source: GlobeNewswire (MIL-OSI)

    NASHUA, N.H., Feb. 03, 2025 (GLOBE NEWSWIRE) — Rightworks, the only intelligent cloud services provider purpose-built for accounting firms and professionals, today announced it has named Jenny Buchholz as its new Chief Financial Officer, effective February 3, 2025. Reporting to CEO Joel Hughes, Buchholz will lead the finance function as the company continues to expand into new markets and deliver its award-winning OneSpace platform at scale. In her role, Buchholz will support the company’s goals and strategic initiatives with her extensive financial experience in strategy, governance and risk management.

    “I’m excited to welcome Jenny Buchholz as the newest member of our executive team at Rightworks,” said Hughes. “Her progressive experience as a leader and track record for optimizing growth across a variety of industries will be invaluable as we continue to grow and serve the profession.”

    Buchholz joins Rightworks with more than two decades of experience in senior finance leadership roles. She recently held the position of CFO at Cisive, a global background screening firm, where she built out FP&A capabilities, implemented rigorous forecasting and KPI reporting and led integration efforts for acquired companies. Previously, Buchholz managed capital structure and cash flow, and enhanced functional areas of FP&A, accounting, pricing and planning as CFO at Captivate Communications, a digital advertising company. Additionally, she has held finance leadership roles at eBay/PayPal, Knotel and Discovery Communications. Buchholz earned a bachelor’s degree from the University of Illinois and an MBA from MIT’s Sloan School of Management.

    “This is an exciting time to join Rightworks and I am looking forward to working with a team that has decades of experience in advancing the accounting profession,” said Buchholz. “I’m thrilled to leverage my experience to support the company’s strategic vision and continue to drive financial excellence so we can deliver exceptional value to our customers and stakeholders.”

    Connect with Rightworks
    Visit our newsroom; read our blog; and follow us on LinkedIn, Facebook and Instagram.

    About Rightworks
    Rightworks enables accounting firms and businesses to significantly simplify operations and expand their value to clients via our award-winning intelligent cloud and learning resources. This is possible with Rightworks OneSpace, the only secure cloud environment purpose-built for the accounting and tax profession, and Rightworks Academy, the premier community for firm optimization, growth and professional development. The Academy offers access to thought leadership, events, peer communities and extensive learning resources. Founded in 2002, we’ve grown to serve over 10,000 accounting firms in the US—from single practitioners to Top 10 firms. For more information, please visit rightworks.com or follow us on LinkedIn, Facebook and Instagram.

    A photo accompanying this announcement is available at https://www.globenewswire.com/NewsRoom/AttachmentNg/e50626ac-7bac-4c03-a5ff-64cb16865ff4

    The MIL Network –

  • MIL-OSI: Vantage Drilling International Ltd. – Settlement of management incentive awards

    Source: GlobeNewswire (MIL-OSI)

    Dubai, Feb. 03, 2025 (GLOBE NEWSWIRE) — Vantage Drilling International Ltd. (the “Company“) has today approved the settlement of certain restricted stock units (“RSUs“) pursuant to the Company’s Management Incentive Plan, including RSUs held by certain persons discharging managerial responsible/primary insiders (“PDMRs“) as further set out in the attached forms of notification.  

    This information is disclosed in accordance with article 19 of the EU Market Abuse Regulation and section 5-12 of the Norwegian Securities Trading Act.

    About the Company
    Vantage Drilling International Ltd., a Bermuda exempted company, is an offshore drilling contractor. Vantage Drilling’s primary business is to contract drilling units, related equipment and work crews primarily on a dayrate basis to drill oil and natural gas wells globally for major, national and independent oil and gas companies. Vantage Drilling also markets, operates and provides management services in respect of drilling units owned by others. For more information about the Company, please refer to the Company’s website, www.vantagedrilling.com  

    Attachment

    The MIL Network –

  • MIL-OSI: ProVen VCT plc: Total voting rights

    Source: GlobeNewswire (MIL-OSI)

    ProVen VCT plc
    Total Voting Rights
    3 February 2025

    In conformity with the Disclosure and Transparency Rule 5.6.1, ProVen VCT plc announces that the Company’s capital and voting rights, as at 31 January 2025, are summarised as follows:

      Shares in issue Voting rights per Share Voting rights
    Ordinary shares of 10p each 272,056,923 1 272,056,923
           
    Total voting rights     272,056,923
           

    The Company does not hold any shares in treasury. 

    The above takes account of any shares that have been recently bought back for cancellation, even if such transactions have not yet settled. 

    The above figure may be used by shareholders as the denominator for the calculations by which they will determine if they are required to notify their interest in, or a change to their interest in, ProVen VCT plc under the FCA’s Disclosure and Transparency Rules.

    Beringea LLP
    Company Secretary
    Telephone 020 7845 7820

    – End

    The MIL Network –

  • MIL-OSI Global: Rare portraits reveal the humanity of the slaves who revolted on the Amistad

    Source: The Conversation – USA – By Kate McMahon, Historian of Global Slavery, Smithsonian Institution

    John Warner Barber’s ‘Death of Capt. Ferrer,’ 1839. Sepia Times/Universal Images Group via Getty Images

    On the night of July 1, 1839, 53 enslaved Africans revolted aboard the slaving schooner La Amistad – Spanish for “Friendship” – while they were being shipped to a plantation in Puerto Príncipe, Cuba.

    Kidnapped and trafficked from modern-day Sierra Leone to Havana on a larger vessel, they had been transferred to the smaller La Amistad to reach Puerto Príncipe.

    A 25-year-old man named Sengbe Pieh led the rebels, who suffered 10 fatalities in the fray. They still managed to kill the captain, Ramon Ferrer, and take control of the ship, ordering the surviving crew to return them to Sierra Leone. But the crew instead sailed the vessel north, where it was captured in Long Island Sound.

    With the rebels detained in Connecticut, their fate would be decided by the state’s legal system.

    A remarkable set of 22 drawings reveal the faces of these rebels, providing a rare glimpse into their humanity when they were affirming their right to live free.

    I served as the lead historian and researcher for an exhibition where three of these portraits are now on display, “In Slavery’s Wake: Making Black Freedom in the World,” at the Smithsonian National Museum of African American History and Culture.

    Few images exist

    In 1808, the United States, along with a host of other countries, banned the participation of its citizens in the transportation of enslaved people from Africa to the Americas. Nonetheless, at least 2.8 million Africans were brought to the Americas between 1808 and 1866, primarily to work on sugar plantations in Brazil and Cuba. Shippers, plantation owners, merchants and crews reaped massive profits.

    But historians know very little about the individuals aboard these slave ships. More often than not, their existence was reflected in numbers on ledgers and spreadsheets. Their birth names, birth dates, family histories – anything that would have humanized them – were hard to come by.

    Portraits of enslaved people from the 19th century were also unusual. Enslavers often viewed them as mere chattel and not worth the expense and effort of commissioning a painting. If they did appear in art, it was in the background as loyal servants, helpless victims or stereotypical brutes.

    Putting faces to the names

    That’s what makes these drawings, created by Connecticut artist William H. Townsend during the trial, so remarkable.

    ‘Fuli,’ by William H. Townsend.
    Beinecke Rare Book and Manuscript Library, Yale University

    Historians don’t know exactly why Townsend decided to draw them, only that he lived locally and sat in the courtroom during the trial. In 1934, these portraits were donated to Yale University’s Beinecke Library by one of Townsend’s descendants.

    While his motivations for drawing these portraits remain unclear, the humanity he depicted is clear. The expressions of his subjects often evoke both their resistance and their desire for freedom.

    Fuli, one of several captives who had stolen water on board the vessel and had been ordered flogged by Captain Ferrer during the voyage, gazes at the viewer with a solemn, self-possessed air. It’s easy to imagine him as a leader steeled by all the suffering he experienced over the course of his journey.

    Marqu – or Margru – was one of the three young girls who were aboard the Amistad. In her portrait, she gently smiles – a glint of a personality that’s persevered despite the trauma of the voyage and her time spent in prison awaiting trial.

    Marqu, drawn by William H. Townsend, was one of three enslaved girls aboard the Amistad.
    Library of Congress

    Grabo – or Grabeau – was second-in-command to Pieh in the revolt. He was a rice planter and was married at the time of his capture, and was enslaved to repay a debt his family owed. In his portrait, he gazes with his eyebrows raised – inquisitive, proud and at ease.

    Lights of freedom

    Despite their different facial expressions, the three appear to be united in their collective determination to be agents in their own liberation. In Pieh’s words: “Brothers, we have done that which we purposed. … I am resolved it is better to die than to be a white man’s slave.”

    Grabo, second-in-command of the rebels aboard the Amistad, drawn by William H. Townsend.
    Library of Congress

    The lawyers hired by abolitionists to represent the 53 surviving rebels – Roger S. Baldwin, Theodore Sedgwick and Seth Staples – argued that they rebelled because “each of them are natives of Africa and were born free, and ever since have been and still of right are and ought to be free and not slaves.”

    Eventually, the case made it to the U.S. Supreme Court. The court found that because the captives aboard the Amistad were free at the time of their capture in Long Island, they could not be considered property of Spain.

    The verdict became a landmark case for litigating the illegal slave trade, which continued to expand over the next two decades until finally ending in the 1860s. The Amistad rebels inspired other captives: In 1841, as the American ship Creole traveled between Richmond, Virginia, and New Orleans, those on board revolted, wresting control of the ship and sailing it to the Bahamas, where they eventually gained their freedom.

    These portraits, like the testimony in court and the revolt onboard the Amistad, bring the massive, messy, contested story of slavery down to the scale of individual humans. Their visages call upon present and future generations to collectively imagine not only the horrors of the slave trade, but also the power of individual dignity and collective resistance.

    They light the darkness – in the 1840s and in the world today.

    Kate McMahon 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. Rare portraits reveal the humanity of the slaves who revolted on the Amistad – https://theconversation.com/rare-portraits-reveal-the-humanity-of-the-slaves-who-revolted-on-the-amistad-245133

    MIL OSI – Global Reports –

  • MIL-OSI Global: Drought can hit almost anywhere: How 5 cities that nearly ran dry got water use under control

    Source: The Conversation – USA – By Sara Hughes, Adjunct Professor of Environment and Sustainability, University of Michigan

    Las Vegas’ water supplier offers rebates to residents who tear out their grass lawns to save water. LPETTET/iStock/Getty Images Plus

    Water scarcity is often viewed as an issue for the arid American West, but the U.S. Northeast’s experience in 2024 shows how severe droughts can occur in just about any part of the country.

    Cities in the Northeast experienced record-breaking drought conditions in the second half of 2024 after a hot, dry summer in many areas. Wildfires broke out in several states that rarely see them.

    By December, much of the region was experiencing moderate to severe drought. Residents in New York City and Boston were asked to reduce their water use, while Philadelphia faced risk to its water supply due to saltwater coming up the Delaware River.

    Parts of the Northeastern U.S. were so dry in summer 2024 that several large wildfires burned in New Jersey, as well as in New York, Connecticut, Massachusetts and even in New York City.
    New Jersey Department of Environmental Protection via AP

    Before the drought, many people in the region weren’t prepared for water shortages or even paying much attention to their water use.

    As global temperatures rise, cities throughout the U.S. are more likely to experience hotter, drier conditions like this. Those conditions increase evaporation, drying out vegetation and soil and lowering groundwater tables.

    The Northeast drought was easing in much of the region in early 2025, but communities across the U.S. should take note of what happened. They can learn from the experiences of cities that have had to confront major water supply crises – such as Cape Town, South Africa; São Paulo, Brazil; Melbourne, Australia; Las Vegas; and New Orleans – and start planning now to avoid the worst impacts of future droughts.

    Lessons from cities that have seen the worst

    Our new analysis of these five cities’ experiences provides lessons on how to avoid a water supply crisis or minimize the effects through proactive policies and planning.

    Many cities have had to confront major water supply crises in recent years. Perhaps the most well-known example is Cape Town’s “Day Zero.”

    After three years of persistent drought in the region, Cape Town officials in fall 2017 began a countdown to Day Zero – the point at which water supplies would likely run so low that water would be turned off in neighborhoods and residents would need to fetch a daily allocation of water at public distribution points. Initially it was forecast to occur in April 2018.

    Residents in Cape Town, South Africa, line up to fill water jugs during a severe drought in 2018.
    AP Photo/Bram Janssen

    Water rates were raised, and some households installed flow restrictors, which would automatically limit the amount of water that could be used. Public awareness and conservation efforts cut water consumption in half, allowing the city to push back its estimate for when Day Zero would arrive. And when the rains finally came in summer 2018, Day Zero was canceled.

    A second example is São Paulo, which similarly experienced a severe drought between 2013 and 2015. The city’s reservoirs were reduced to just 5% of their capacity, and the water utility reduced the pressure in the water system to limit water use by residents.

    Water pricing adjustments were used to penalize high water users and reward water conservation, and a citywide campaign sought to increase awareness and encourage conservation. As in Cape Town, the crisis ended with heavy rains in 2016. Significant investments have since been made in upgrading the city’s water distribution infrastructure, preventing leaks and bringing water to the city from other river basins.

    Planning ahead can reduce the harm

    The experiences of Cape Town and São Paulo – and the other cities in our study – show how water supply crises can affect communities.

    When major changes are made to reduce water consumption, they can affect people’s daily lives and pocketbooks. Rapidly designed conservation efforts can have harmful effects on poor and vulnerable communities that may have fewer alternatives in the event of restrictions or shutoffs or lack the ability to pay higher prices for water, forcing tough choices for households between water and other necessities.

    Planning ahead allows for more thoughtful policy design.

    For example, Las Vegas has been grappling with drought conditions for the past two decades. During that time, the region implemented water-conservation policies that focus on incentivizing and even requiring reduced water consumption.

    Lake Mead, a huge reservoir on the Colorado River that Las Vegas relies on for water, reached record low levels in 2022.
    AP Photo/John Locher

    Since 2023, the Las Vegas Valley Water District has implemented water rates that encourage conservation and can vary with the availability of water supplies during droughts. In its first year alone, the policy saved 3 billion gallons of water and generated US$31 million in fees that can be used by programs to detect and repair leaks, among other conservation efforts. A state law now requires businesses and homeowner associations in the Las Vegas Valley to remove their decorative grass by the end of 2026.

    Since 2002, per capita water use in Las Vegas has dropped by an impressive 58%.

    Solutions and strategies for the future

    Most of the cities we studied incorporated a variety of approaches to building water security and drought-proofing their community – from publishing real-time dashboards showing water use and availability in Cape Town to investing in desalination in Melbourne.

    But we found the most important changes came from community members committing to and supporting efforts to conserve water and invest in water security, such as reducing lawn watering.

    There are also longer-term actions that can help drought-proof a community, such as fixing or replacing water- and energy-intensive fixtures and structures. This includes upgrading home appliances, such as showers, dishwashers and toilets, to be more water efficient and investing in native and drought-tolerant landscaping.

    Prioritizing green infrastructure, such as retention ponds and bioswales, that help absorb rain when it does fall and investing in water recycling can also diversify water supplies.

    Taking these steps now, ahead of the next drought, can prepare cities and lessen the pain.

    Michael Wilson is an employee of RAND, a nonprofit, nonpartisan research organization. This research was funded by the RAND Center for Climate and Energy Futures.

    Sara Hughes 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. Drought can hit almost anywhere: How 5 cities that nearly ran dry got water use under control – https://theconversation.com/drought-can-hit-almost-anywhere-how-5-cities-that-nearly-ran-dry-got-water-use-under-control-248760

    MIL OSI – Global Reports –

  • MIL-OSI Global: 3 ways the Trump administration could reinvest in rural America’s future, starting with health care

    Source: The Conversation – USA – By Randolph Hubach, Professor of Public Health, Purdue University

    Rural America can be idyllic, but many communities still need support. Mint Images via Getty Images

    Rural America faces many challenges that Congress and the federal government could help alleviate under the new Trump administration.

    Rural hospitals and their obstetrics wards have been closing at a rapid pace, leaving rural residents traveling farther for health care. Affordable housing is increasingly hard to find in rural communities, where pay is often lower and poverty higher than average. Land ownership is changing, leaving more communities with outsiders wielding influence over their local resources.

    As experts in rural health and policy at the Center for Rural and Migrant Health at Purdue University, we work with people across the United States to build resilient rural communities.

    Here are some ways we believe the Trump administration could work with Congress to boost these communities’ health and economies.

    1. Rural health care access

    One of the greatest challenges to rural health care is its vulnerability to shifts in policy and funding cuts because of rural areas’ high rates of Medicare and Medicaid beneficiaries.

    About 25% of rural residents rely on Medicaid, a federal program that provides health insurance for low-income residents. A disproportionate share of Medicare beneficiaries – people over 65 who receive federal health coverage – also live in rural areas. At the same time, the average health of rural residents lags the nation as a whole.

    Rural clinics and hospitals

    Funding from those federal programs affects rural hospitals, and rural hospitals are struggling.

    Nearly half of rural hospitals operate in the red today, and over 170 rural hospitals have closed since 2010. The low population density of rural areas can make it difficult for hospitals to cover operating costs when their patient volume is low. These hospital closures have left rural residents traveling an extra 20 miles (32 km) on average to receive inpatient health care services and an extra 40 miles (64 km) for specialty care services.

    The government has created programs to try to help keep hospitals operating, but they all require funding that is at risk. For example:

    • The Low-volume Hospital Adjustment Act, first implemented in 2005, has helped numerous rural hospitals by boosting their Medicare payments per patient, but it faces regular threats of funding cuts. It and several other programs to support Medicare-dependent hospitals are set to expire on March 31, 2025, when the next federal budget is due.

    • The rural emergency hospital model, created in 2020, helps qualifying rural facilities to maintain access to essential emergency and outpatient hospital services, also by providing higher Medicare payments. Thus far, only 30 rural hospitals have transitioned to this model, in part because they would have to eliminate inpatient care services, which also limits outpatient surgery and other medical services that could require overnight care in the event of an emergency.

    Rural emergency hospitals can get extra funding, but there’s a catch: They have no inpatient beds, so people in need of longer care must go farther.
    AP Photo/Rogelio V. Solis

    Services for pregnant women have also gotten harder to find in rural areas.

    Between 2011 and 2021, 267 rural hospitals discontinued obstetric services, representing 25% of the United States’ rural obstetrics units. In response, the federal government has implemented various initiatives to enhance access to care, such as the Rural Hospital Stabilization Pilot Program and the Rural Maternal and Obstetric Management Strategies Program. However, these programs also require funding.

    Expanding telehealth

    Before the COVID-19 pandemic, telehealth – the ability to meet with your doctor over video – wasn’t widely used. It could be difficult for doctors to ensure reimbursement, and the logistics of meeting federal requirements and privacy rules could be challenging.

    The pandemic changed that. Improving technology allowed telehealth to quickly expand, reducing people’s contact with sick patients, and the government issued waivers for Medicare and Medicaid to pay for telehealth treatment. That opened up new opportunities for rural patients to get health care and opportunities for providers to reach more patients.

    However, the Medicare and Medicaid waivers for most telehealth services were only temporary. Only payments for mental and behavioral health teleheath services continued, and those are set to expire with the federal budget in March 2025, unless they are renewed.

    One way to expand rural health care would be to make those waivers permanent.

    Increasing access to telehealth could also support people struggling with opioid addiction and other substance use disorders, which have been on the rise in rural areas.

    2. Affordable housing is a rural problem too

    Like their urban peers, rural communities face a shortage of affordable housing.

    Unemployment in rural areas today exceeds levels before the COVID-19 pandemic. Job growth and median incomes lag behind urban areas, and rural poverty rates are higher.

    Rural housing prices have been exacerbated by continued population growth over the past four years, lower incomes compared with their urban peers, limited employment opportunities and few high-quality homes available for rent or sale. Rural communities often have aging homes built upon outdated or inadequate infrastructure, such as deteriorating sewer and water lines.

    Rental homes in older towns can become run down. Community maintenance of pipes and other services also requires funding.
    LawrenceSawyer/E+ via Getty Images

    One proposal to help people looking for affordable rural housing is the bipartisan Neighborhood Homes Investment Act, which calls for creating a new federal tax credit to spur the development and renovation of family housing in distressed urban, suburban and rural neighborhoods.

    Similarly, the Section 502 Direct Loan Program through the U.S. Department of Agriculture, which subsidizes mortgages for low-income applicants to obtain safe housing, could be expanded with additional funding to enable more people to receive subsidized mortgages.

    3. Locally owned land benefits communities

    Seniors age 65 and older own 40% of the agricultural land in the U.S., according to the American Farmland Trust. That means that more than 360 million acres of farmland could be transferred to new owners in the next few decades. If their heirs aren’t interested in farming, that land could be sold to large operations or real estate developers.

    That affects rural communities because locally owned rural businesses tend to invest in their communities, and they are more likely to make decisions that benefit the community’s well-being.

    A farmer carries organic squash during harvest. Young farmers often struggle to find land to expand their operations.
    Thomas Barwick/Stone via Getty Images

    Congress can take some steps to help communities keep more farmland locally owned.

    The proposed Farm Transitions Act, for example, would establish a commission on farm transitions to study issues that affect locally owned farms and provide recommendations to help transition agricultural operations to the next generation of farmers and ranchers.

    About 30% of farmers have been in business for less than 10 years, and many of them rent the land they farm. Programs such as USDA’s farm loan programs and the Beginning Farmer and Rancher Development Program help support local land purchases and could be improved to identify and eliminate barriers that communities face.

    We believe that by addressing these issues, Congress and the new administration can help some of the country’s most vulnerable citizens. Efforts to build resilient and strong rural communities will benefit everyone.

    Randolph Hubach receives funding from the National Institutes of Health and the Health Resources and Services Administration.

    Cody Mullen receives funding from the Health Resources and Services Administration. He is affiliated with the National Rural Health Association.

    – ref. 3 ways the Trump administration could reinvest in rural America’s future, starting with health care – https://theconversation.com/3-ways-the-trump-administration-could-reinvest-in-rural-americas-future-starting-with-health-care-245451

    MIL OSI – Global Reports –

  • MIL-OSI Global: Trump’s tariff threats fit a growing global phenomenon: hardball migration diplomacy

    Source: The Conversation – USA – By Nicholas R. Micinski, Assistant Professor of Political Science and International Affairs, University of Maine

    View at the entrance of the United States Embassy taken in Bogota, Colombia Pablo Vera/AFP via Getty Images

    As diplomatic spats go, it was short-lived.

    On Jan 26, 2025, Colombian President Gustavo Petro turned away American military planes carrying people being deported from the United States. In response, U.S. President Donald Trump threatened 25% tariffs and travel bans on Colombian government officials. Despite insisting that “the U.S. cannot treat Colombian migrants as criminals” and needed to “establish a protocol for the dignified treatment of migrants before we receive them,” Petro’s government backed down and resumed cooperation with U.S. immigration officials.

    All this took place in the span of just a few hours. But “migration diplomacy” – the use of diplomatic tools and threats to control the number and flow of migrants – isn’t new. Indeed, it was a feature of Trump’s first administration. And it is not unique to Trump; it has been in the foreign policy playbook of previous U.S. presidents as well as the European Union and governments around the world.

    As an expert on migration policy and international affairs, I have observed the evolution of this global trend, in which nations leverage migration policies for geopolitical ends.

    Richer countries with increasingly populist, nationalist bases are putting in place anti-migrant policies. But these same nations depend on poorer countries to accept deportations and host the majority of the world’s refugees – governments can’t unilaterally “dump” deported immigrants back into the home country, or in a third country.

    And while migration diplomacy can be cooperative, there’s always the possibility a disagreement will spiral into diplomatic spats or outright conflict.

    Threats to control migration

    Migration diplomacy is a relatively recent academic term. But the practice of using foreign policy tools to control migration is centuries old. Common tools of migrant diplomacy fall between the “carrots” of bilateral treaties, development aid and infrastructure investment, and the “sticks” of tariffs, travel bans and sanctions.

    Trump, during his first term, focused more on the sticks, frequently threatening tariffs or cuts in aid to push through deals on migration. For example, in 2018, Trump posted on Twitter that if Honduras and other Central American governments did not stop migrant caravans to the U.S., he would cut all aid: “no more money or aid will be given … effective immediately!”

    A few months later, Trump followed through with the threat, suspending US$400 million in aid to Guatemala, Honduras and El Salvador.

    Trump then upped the ante, posting: “Now we are looking at the ‘BAN,’ … Tariffs, Remittance Fees, or all of the above. Guatemala has not been good.”

    Within three days, Guatemala signed a deal with the U.S. to cooperate on asylum and deportations. Honduras and El Salvador followed suit two months later.

    Similarly, in 2019, Trump threatened Mexico that the U.S. would impose a 5% tariff on goods “until such time as illegal migrants coming through Mexico, and into our Country, STOP.”

    Within 11 days, Mexico signed the Migrant Protection Protocols, known as the “Remain in Mexico” policy, institutionalizing what human rights groups called “illegal pushbacks” that put people at risk of torture, sexual violence and death.

    Imposing visa restrictions

    Under the Immigration and Nationality Act, the U.S. government can stop granting visas to any country that “denies or unreasonably delays accepting an alien who is a citizen.”

    And during his first term, Trump imposed visa restrictions on people from Cambodia, Eritrea, Ghana, Guinea, Laos, Myanmar, Pakistan and Sierra Leone because those countries were deemed to be not cooperating with deportations.

    Such visa restrictions worked with Guinea and Ghana, which both began accepting deportations of their citizens from the U.S.

    Migration as diplomatic weapon

    Nations also use migration policy as tools to push other foreign policy goals not necessarily related to migration. As political scientist Kelly Greenhill explored in her book “Weapons of Mass Migration,” governments are using coercive engineered migration to create pressure against other rival nations. This was seen in 2021 when Belarus bused asylum seekers to the Polish border in an apparent effort to overwhelm the EU’s asylum system.

    Migrants at the Belarusian-Polish border in 2021.
    Leonid Shcheglov/BELTA/AFP via Getty Images

    Similarly, Trump used migration policies to bully other nations into cooperating with the United States. The “Muslim ban” of his first administration – rebranded in later iterations as travel bans – banned entry of citizens from Chad, Iran, Iraq, Libya, Somalia, Sudan, Syria and Yemen. While the first executive order pertaining to the ban was immediately criticized as Islamophobic, the administration changed legal reasoning in front of the Supreme Court, arguing that the ban stemmed from nations not sharing information about potential terrorists and due to their passports being vulnerable to fraud.

    The travel bans were an attempt to coerce nations into sharing information with the U.S. and enforcing U.S. standards of identity documents. Indeed, Chad was later removed from the ban when it adopted these standards.

    The use of migration diplomacy by the U.S. government predates Trump. Tit-for-tat restrictions on travel were common throughout the Cold War. In 2001, President George W. Bush applied visa sanctions to Guyana when its government refused to cooperate on deportations. In 2016, President Barack Obama also applied retaliatory visa restrictions on Gambia for failing to accept U.S. deportation flights.

    Conditional aid from EU

    The European Union tends to use carrots rather than sticks to encourage cooperation on deportations. For example, a 2016 EU-Turkey deal provided 6 billion euros (US$6.25 million) in aid for refugees in Turkey in exchange for accepting the deportation of what the EU describes as “irregular migrants.” In 2023, the EU also struck a 105 million euro ($109 million) deal with Tunisia in return for the North African country’s cooperation on preventing irregular migration.

    But like Trump, the EU is not opposed to punishing states for refusing to cooperate on deportations. In April 2024, the EU tightened rules on visas for Ethiopians because their government refused to accept the return of citizens who had asylum claims denied. Earlier, the EU suspended 15 million euros ($15.6 million) in development aid to Ethiopia on similar grounds.

    Migration interdependence

    Trump’s threats and EU migration deals reveal a type of migration interdependence: Rich states in the Global North don’t want to host large numbers of migrants and refugees and need willing partners in the Global South to accept deportations, enforce emigration restrictions and continue hosting the majority of the world’s refugees.

    This interdependence is typically balanced by rich countries footing the bill and poor countries accepting deportations. But migration diplomacy is also used by less powerful nations aware of the opportunity of exacting concessions out of countries, blocs or international bodies. For example, the Kenyan government repeatedly threatened to close the Dadaab refugee camp and expel all Somali refugees unless it received more international aid. Similarly, Pakistan threatened to deport Afghan refugees unless the international community did more, but backed down after significant increases in aid.

    Rwanda extracted around $310 million from the British government without resettling a single person after a 2022 plan aimed at deterring asylum seekers to the U.K. by deporting them to Rwanda – where their cases would be reviewed and eventually settled – was blocked by the European Court of Human Rights and the U.K.’s Supreme Court.

    Similarly, the small South Pacific island nation of Nauru was paid more than $118 million with the aim of hosting all asylum seekers to Australia. The policy broke down after reports of abysmal conditions in Nauru’s detention facilities.

    While migration diplomacy does work both ways, richer countries by and large have the upper hand. And Trump’s threats against Colombia – and others – are just one example of this hardball migration diplomacy.

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

    – ref. Trump’s tariff threats fit a growing global phenomenon: hardball migration diplomacy – https://theconversation.com/trumps-tariff-threats-fit-a-growing-global-phenomenon-hardball-migration-diplomacy-248380

    MIL OSI – Global Reports –

  • MIL-OSI Global: Trump’s Project 2025 agenda caps decades-long resistance to 20th century progressive reform

    Source: The Conversation – USA – By Colin Gordon, Professor of History, University of Iowa

    There has long been a tug-of-war over White House plans to make government more liberal or more conservative. Douglas Rissing/iStock / Getty Images Plus

    For much of the 20th century, efforts to remake government were driven by a progressive desire to make the government work for regular Americans, including the New Deal and the Great Society reforms.

    But they also met a conservative backlash seeking to rein back government as a source of security for working Americans and realign it with the interests of private business. That backlash is the central thread of the Heritage Foundation’s “Project 2025” blueprint for a second Trump Administration.

    Alternatively disavowed and embraced by President Donald Trump during his 2024 campaign, Project 2025 is a collection of conservative policy proposals – many written by veterans of his first administration. It echoes similar projects, both liberal and conservative, setting out a bold agenda for a new administration.

    But Project 2025 does so with particular detail and urgency, hoping to galvanize dramatic change before the midterm elections in 2026. As its foreword warns: “Conservatives have just two years and one shot to get this right.”

    The standard for a transformational “100 days” – a much-used reference point for evaluating an administration – belongs to the first administration of Franklin D. Roosevelt.

    President Franklin D. Roosevelt signs the Social Security Bill in Washington on Aug. 14, 1935.
    AP Photo, file

    Social reforms and FDR

    In 1933, in the depths of the Great Depression, Roosevelt faced a nation in which business activity had stalled, nearly a third of the workforce was unemployed, and economic misery and unrest were widespread.

    But Roosevelt’s so-called “New Deal” unfolded less as a grand plan to combat the Depression than as a scramble of policy experimentation.

    Roosevelt did not campaign on what would become the New Deal’s singular achievements, which included expansive relief programs, subsidies for farmers, financial reforms, the Social Security system, the minimum wage and federal protection of workers’ rights.

    Those achievements came haltingly after two years of frustrated or ineffective policymaking. And those achievements rested less on Roosevelt’s political vision than on the political mobilization and demands made by American workers.

    A generation later, another wave of social reforms unfolded in similar fashion. This time it was not general economic misery that spurred actions, but the persistence of inequality – especially racial inequality – in an otherwise prosperous time.

    LBJ’s Great Society

    President Lyndon B. Johnson’s Great Society programs declared a war on poverty and, toward that end, introduced a raft of new federal initiatives in urban, education and civil rights.

    These included the provision of medical care for the poor and older people via Medicaid and Medicare, a dramatic expansion of federal aid for K-12 education, and landmark voting rights and civil rights legislation.

    As with the New Deal, the substance of these policies rested less with national policy designs than with the aspirations and mobilization of the era’s social movements.

    Resistance to policy change

    Since the 1930s, conservative policy agendas have largely taken the form of reactions to the New Deal and the Great Society.

    The central message has routinely been that “big government” has overstepped its bounds and trampled individual rights, and that the architects of those reforms are not just misguided but treasonous. Project 2025, in this respect, promises not just a political right turn but to “defeat the anti-American left.”

    After the 1946 midterm elections, congressional Republicans struck back at the New Deal. Drawing on business opposition to the New Deal, popular discontent with postwar inflation, and common cause with Southern Democrats, they stemmed efforts to expand the New Deal, gutting a full employment proposal and defeating national health insurance.

    They struck back at organized labor with the 1947 Taft-Hartley Act, which undercut federal law by allowing states to pass anti-union “right to work” laws. And they launched an infamous anti-communist purge of the civil service, which forced nearly 15,000 people out of government jobs.

    In 1971, the U.S. Chamber of Commerce commissioned Lewis Powell – who would be appointed by Republican President Richard Nixon to the Supreme Court the next year – to assess the political landscape. Powell’s memorandum characterized the political climate at the dawn of the 1970s – including both Great Society programs and the anti-war and Civil Rights movements of the 1960s – as nothing less than an “attack on the free enterprise system.”

    In a preview of current U.S. politics, Powell’s memorandum devoted special attention to a disquieting “chorus of criticism” coming from “the perfectly respectable elements of society: from the college campus, the pulpit, the media, the intellectual and literary journals, the arts and sciences, and from politicians.”

    Powell characterized the social policies of the New Deal and Great Society as “socialism or some sort of statism” and advocated the elevation of business interests and business priorities to the center of American political life.

    A copy of Project 2025 is held during the Democratic National Convention on Aug. 21, 2024, in Chicago.
    AP Photo/J. Scott Applewhite

    Building a conservative infrastructure

    Powell captured the conservative zeitgeist at the onset of what would become a long and decisive right turn in American politics. More importantly, it helped galvanize the creation of a conservative infrastructure – in the courts, in the policy world, in universities and in the media – to push back against that “chorus of criticism.”

    This political shift would yield an array of organizations and initiatives, including the political mobilization of business, best represented by the emergence of the Koch brothers and the powerful libertarian conservative political advocacy group they founded, known as Americans for Prosperity. It also yielded a new wave of conservative voices on radio and television and a raft of right-wing policy shops and think tanks – including the Heritage Foundation, creator of Project 2025.

    In national politics, the conservative resurgence achieved full expression in President Ronald Reagan’s 1980 campaign. The “Reagan Revolution” united economic and social conservatives around the central goal of dismantling what was left of the New Deal and Great Society.

    Powell’s triumph was evident across the policy landscape. Reagan gutted social programs, declared war on organized labor, pared back economic and social regulations – or declined to enforce them – and slashed taxes on business and the wealthy.

    Publicly, the Reagan administration argued that tax cuts would pay for themselves, with the lower rates offset by economic growth. Privately, it didn’t matter: Either growth would sustain revenues, or the resulting budgetary hole could be used to “starve the beast” and justify further program cuts.

    Reagan’s vision, and its shaky fiscal logic, were reasserted in the “Contract with America” proposed by congressional Republicans after their gains in the 1994 midterm elections.

    This declaration of principles proposed deep cuts to social programs alongside tax breaks for business. It was perhaps most notable for encouraging the Clinton administration to pass the Personal Responsibility and Work Opportunity Act of 1996, “ending welfare as we know it,” as Clinton promised.

    Aiming at the ‘deep state’

    Project 2025, the latest in this series of blueprints for dramatic change, draws most deeply on two of those plans.

    As in the congressional purges of 1940s, it takes aim not just at policy but at the civil servants – Trump’s “deep state” – who administer it.

    In the wake of World War II, the charge was that feckless bureaucrats served Soviet masters. Today, Project 2025 aims to “bring the Administrative State to heel, and in the process defang and defund the woke culture warriors who have infiltrated every last institution in America.”

    As in the 1971 Powell memorandum, Project 2025 promises to mobilize business power; to “champion the dynamic genius of free enterprise against the grim miseries of elite-directed socialism.”

    Whatever their source – party platforms, congressional bomb-throwers, think tanks, private interests – the success or failure of these blueprints rested not on their vision or popular appeal but on the political power that accompanied them. The New Deal and Great Society gained momentum and meaning from the social movements that shaped their agendas and held them to account.

    The lineage of conservative responses has been largely an assertion of business power. Whatever populist trappings the second Trump administration may possess, the bottom line of the conservative cultural and political agenda in 2025 is to dismantle what is left of the New Deal or the Great Society, and to defend unfettered “free enterprise” against critics and alternatives.

    Colin Gordon receives funding from the National Endowment for the Humanities, the Mellon Foundation, and the Russell Sage Foundation.

    – ref. Trump’s Project 2025 agenda caps decades-long resistance to 20th century progressive reform – https://theconversation.com/trumps-project-2025-agenda-caps-decades-long-resistance-to-20th-century-progressive-reform-247176

    MIL OSI – Global Reports –

  • MIL-OSI Global: Fossil shark teeth are abundant and can date the past in a unique way

    Source: The Conversation – USA – By Stephanie Killingsworth, Ph.D. Student in Geological Sciences, University of Florida

    A paleontologist holds a megalodon fossil tooth. Kristen Grace/FLMNH, CC BY-SA

    The ratios of strontium isotopes in fossil shark teeth can be used to better understand how coastal environments evolved in ancient times, according to our newly published work.

    As paleontologists with the Florida Museum of Natural History, we’re interested in understanding ancient Florida environments.

    Our study was one of the first to date Florida coastal deposits using fossil shark teeth and a technique that looks at variations in ocean strontium. Strontium is a chemical element that occurs naturally in rock, soil and water.

    Ocean strontium values change over time, which makes measuring the levels of the chemical element a unique global system for determining the age of similar coastal sedimentary rock deposits worldwide.

    Changes in strontium isotope ratios have multiple causes. Land erosion deposits strontium into oceans, while carbonate-producing marine life produce and release strontium when building their skeletons. Strontium is also released by deep-sea vents.

    Geochemist Donald DePaolo and geologist B. Lynn Ingram discovered variations in ocean strontium by examining strontium isotopes ratios in marine sediments, including fossils. The levels of strontium isotopes in marine sediments provide a “time stamp” that correlates to the strontium value of the seawater at that time.

    That data allowed scientists to map out ratios of strontium isotopes in seawater over time. This global strontium seawater curve correlates to the geologic timescale. Scientists use the curve to reconstruct past ocean chemistry and climate conditions, as well as the age of mollusks and other shell-producing marine fossils.

    Why it matters

    Properly dating ancient sites is key to understanding how Earth and its living creatures evolved over time.

    But historically, strontium dating, while reliable, had limitations.

    For example, it works best in fully marine environments and is challenging to use in fossil sites along coastlines. That’s because the strontium values might be influenced by land sediments and freshwater rivers.

    Additionally, material used for strontium dating must not have undergone considerable physical and chemical change during fossilization, the preservation of once living things from the past. Any major chemical alteration to the fossil can affect the strontium value and give an inaccurate date.

    Our study shows that fossil shark teeth are more resistant to these types of changes due to their outer enamel-like surface.

    Remarkably, fossil shark teeth are also incredibly abundant. Sharks ruled the earth’s oceans for 400 million years, and every individual grows and sheds thousands of teeth in their lifetime.

    How we did our work

    Florida fossil sites are unique in that they possess some of the richest fossil sediments for important times in geologic history. These sites can help us understand changing climates, vegetation and sea levels over time.

    The Florida Museum of Natural History has a collection of over 115,000 shark tooth specimens from Florida alone.

    To do our study, we selected shark tooth specimens from two significant Neogene-period fossil sites in Florida. The Neogene, from 2.6 to 23.5 million years ago, was a time of immense change in biodiversity because of changing climates.

    We analyzed the strontium present in powdered samples collected by shaving a thin layer from the surfaces of the teeth. The age of the teeth helped to clarify the age of the fossil sites where they were collected. This data enabled us to calibrate and differentiate the ages of our two sites, Montbrook and Palmetto Fauna Bone Valley, by about 600,000 years.

    Before our study, scientists could estimate the age of the sites based only on mammal fossils. The sites were thought to be the same age. Our work provides a more precise date.

    These ages offer new insights into what happened in the southeastern region of North America, some 5 million to 6 million years ago. Our revised age calibrations coincide with global events, including major sea-level fluctuations and the Great American Biotic Interchange – the migration of land mammals between North and South America after the formation of the Isthmus of Panama 4 million to 5 million years ago.

    For example, because certain species of ground sloths are not found at the Montbrook site (5.85 million years old) but are found at the Palmetto Fauna Bone Valley site (5.22 million years old), it suggests the immigration of ground sloths into North America occurred between these two dates.

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

    Bruce J. MacFadden receives funding from the National Science Foundation.

    Stephanie Killingsworth 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. Fossil shark teeth are abundant and can date the past in a unique way – https://theconversation.com/fossil-shark-teeth-are-abundant-and-can-date-the-past-in-a-unique-way-247749

    MIL OSI – Global Reports –

  • MIL-OSI Russia: Denis Manturov: It is necessary to legally prohibit the acquisition of foreign equipment in the presence of Russian equipment

    Translartion. Region: Russians Fedetion –

    Source: Government of the Russian Federation – An important disclaimer is at the bottom of this article.

    First Deputy Prime Minister of the Russian Federation Denis Manturov held a meeting on the development of the machine tool industry as part of a working trip to Krasnodar Krai and visited the production facilities of the Southern Heavy Machine Tool Plant (YuZTS).

    Over the past ten years, the Russian machine tool industry has demonstrated continuous growth. By the end of 2024, machine tool production increased by 40% in value terms, and tool production by more than 10%. The First Deputy Prime Minister noted the high workload of Russian manufacturers and the mass order generated by the defense industry. At the same time, according to him, the peak of the defense industry production capacity modernization program has already passed and the influence of this factor will gradually decrease.

    “The main support for the further development of the industry is the new national project, which is already being implemented. Its priorities are well known to you. Budget financing of 52 billion rubles is provided for this year. And now the key point is prompt contracting. I ask that no delays be allowed in this area. Let me remind you that the first results of the national project should be reported to the President in June,” Denis Manturov said.

    In his speech, the First Deputy Prime Minister noted that in order to achieve planned indicators, it is necessary to synchronize the efforts of science, the state, regions, development institutions and the production sector.

    “In particular, plants, using the national project measures, need to focus on maximizing the development of a new product line and technical re-equipment of their own facilities. Customers need to formulate technical specifications ahead of time, provide technical support for contracts, and give unconditional priority in purchases to Russian machines. Unfortunately, there are still many cases of purchasing imports when there are analogues on the market. Anton Andreevich, I believe that it is necessary to legally prohibit the purchase of foreign equipment when there is Russian equipment,” said Denis Manturov.

    In turn, it is important for regions where the main enterprises of the industry are concentrated to ensure control over the execution of work and consider the possibility of expanding support measures for machine tool builders. In terms of state support, the Ministry of Industry and Trade of Russia must monitor the balance of supply and demand for machine tools and, if necessary, expand protective mechanisms.

    “This is especially relevant for critical machine tool components. We must fully ensure technological sovereignty for them by 2030,” Denis Manturov emphasized.

    The head of the Russian Ministry of Industry and Trade Anton Alikhanov spoke about the measures of state support for machine tool manufacturing that are being developed.

    “Together with the Innovation Assistance Fund, we are currently preparing a third program with grants of up to 50 million rubles to facilitate the commercialization of R&D results. This year, together with the SME Corporation, we want to launch a mechanism for preferential lending to small and medium-sized machine tool manufacturers. In terms of non-financial support measures, the Federal Competence Center in Productivity will consult companies on improving production efficiency. Today, a list of 25 companies that will be the first to take part in this event has already been developed,” shared Anton Alikhanov.

    “Thanks to the support of the Russian Government, we have managed to make industry one of the key sectors of the economy of our traditionally agricultural and resort region. This year, we plan to increase the capitalization of the regional Industrial Development Fund to 10 billion rubles. We continue to develop a network of industrial parks. There are already 8 industrial parks and 2 industrial technology parks operating in the region,” said Veniamin Kondratyev, Governor of Krasnodar Krai.

    Together with the head of the Ministry of Industry and Trade of Russia and the governor of the region, the First Deputy Prime Minister got acquainted with the current activities of the Southern Heavy Engineering Plant, whose main production buildings are located on the territory of the former machine-tool plant named after G.M. Sedin. In 2024, a new branch of YUZTS was also put into operation on the territory of the industrial park “VB Kuban”. Modern machines and machining centers were purchased, which expanded the company’s technological capabilities, increased productivity and significantly improved the quality of finished products.

    The First Deputy Prime Minister was presented with the entire product line developed and manufactured by YUZTS in 2023. In particular, a horizontal milling and boring machining center and a five-axis milling machining center. All machines are equipped with a CNC system developed by the domestic company Mechatronika.

    Denis Manturov was also shown 3D metal printers developed by YUZTS. The equipment operates using selective laser melting technology. These systems are fully ready for serial production with minimal delivery times — up to 4 months. Multi-laser systems with large processing zones are also under development. These printers use stainless steel, aluminum, nickel, titanium and copper alloys in their work.

    Over the last year of operation, YUZTS has increased its production area from 16 to 90 thousand square meters. Production volumes are also growing: from 2021 to 2025, taking into account current plans, they have increased 14 times.

    The company’s immediate plans include launching a new modern foundry to provide its own production with parts that include operations requiring casting as part of the production technology. Another priority area is the launch of contract manufacturing, within the framework of which YUZTS will offer the market services for major repairs and reconstruction of heavy machine tools.

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

    MIL OSI Russia News –

  • MIL-OSI USA: SBA Offers Relief to Mississippi Businesses, Nonprofits and Residents Hit by December Storms

    Source: United States Small Business Administration

    WASHINGTON – The U.S. Small Business Administration (SBA) announced that low interest federal disaster loans are now available to Mississippi businesses, nonprofit organizations, and residents who sustained physical damages and economic losses from the severe storms and tornadoes that occurred Dec. 28 – 29, 2024. The SBA issued a disaster declaration in response to a request received from Gov. Tate Reeves on Jan. 24.  

    The disaster declaration covers the counties of Choctaw, Clarke, Clay, Greene, Jasper, Jones, Lowndes, Noxubee Oktibbeha, Perry, Wayne and Webster, as well as the counties of Choctaw and Washington in Alabama.

    Businesses and nonprofits are eligible to apply for business physical disaster loans and may borrow up to $2 million to repair or replace disaster-damaged or destroyed real estate, machinery and equipment, inventory, and other business assets.  

    Homeowners and renters are eligible to apply for home and personal property loans and may borrow up to $100,000 to replace or repair personal property, such as clothing, furniture, cars, and appliances. Homeowners may apply for up to $500,000 to replace or repair their primary residence.  

    Applicants may be eligible for a loan increase of up to 20% of their physical damages, as verified by the SBA, for mitigation purposes. Eligible mitigation improvements include strengthening structures to protect against high wind damage, upgrading to wind rated garage doors, and installing a safe room or storm shelter to help protect property and occupants from future damage.

    “SBA disaster loans do more than repair damage, — they may also mitigate against future disasters,” said Randle Logan, acting associate administrator for the SBA’s Office of Disaster Recovery and Resilience. “Expanded funding is available to make pro-active property and building upgrades that protect homes and businesses from future storms.”

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

    Interest rates are as low as 4% for businesses, 3.625% for nonprofits, and 2.563% for homeowners and renters, with terms up to 30 years. Interest does not begin to accrue, and payments are not due, until 12 months from the date of the first loan disbursement. The SBA sets loan amounts and terms, based on each applicant’s financial condition.

    Beginning Thursday, Jan. 30, SBA customer service representatives will be on hand at two Disaster Loan Outreach Centers (DLOC) to answer questions about SBA’s disaster loan program, explain the application process and help individuals complete their application.  

    At the DLOCs, individuals can connect directly with SBA specialists to apply for disaster loans and learn about the full range of programs available to rebuild and move forward in their recovery journey. Walk-ins are accepted, but you can schedule an in-person appointment in advance at appointment.sba.gov. The DLOCs hour of operations are listed below.

    Disaster Loan Outreach Center

    Oktibbeha County

    Oktibbeha County Community Safe Room

    985 Lynn Lane

    Starkville, MS 39759

    Opening: Thursday, Jan. 30, 2025, at 11 a.m.

    Hours: Monday – Friday, 9 a.m. to 6 p.m.

    Saturday, 10 a.m. to 2 p.m.

    Closed: Sunday

    Permanently Closes: Thursday, Feb. 13, 2025, at 4 p.m.  

    Disaster Loan Outreach Center

    Wayne County

    City 2 Voting Precinct

    500 Mississippi Drive

    Waynesboro, MS 39367

    Opening: Thursday, Jan. 30, 2025, at 11 a.m.

    Hours: Monday – Friday, 9 a.m. to 6 p.m.

    Saturday, 10 a.m. to 2 p.m.

    Closed: Sunday

    Permanently Closes: Thursday, Feb. 13, 2025, at 4 p.m.  

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

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

    The filing deadline to return applications for physical property damage is March 28, 2025. The deadline to return economic injury applications is Oct. 27, 2025.  

    ###

    About the U.S. Small Business Administration

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

    MIL OSI USA News –

  • MIL-OSI: Invesco Ltd: Form 8.3 – Aviva PLC; Public dealing disclosure

    Source: GlobeNewswire (MIL-OSI)

    FORM 8.3

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

    1. KEY INFORMATION  
       
    (a) Full name of discloser: Invesco Ltd.  
    (b) Owner or controller of interests and short positions disclosed, if different from 1(a):
    The naming of nominee or vehicle companies is insufficient. For a trust, the trustee(s), settlor and beneficiaries must be named.    		    
    (c) Name of offeror/offeree in relation to whose relevant securities this form relates:
    Use a separate form for each offeror/offeree    		 Aviva PLC  
    (d) If an exempt fund manager connected with an offeror/offeree, state this and specify identity of offeror/offeree:    
    (e) Date position held/dealing undertaken:
    For an opening position disclosure, state the latest practicable date prior to the disclosure    		 31.01.2025  
    (f) In addition to the company in 1(c) above, is the discloser making disclosures in respect of any other party to the offer?
    If it is a cash offer or possible cash offer, state “N/A”    		 Yes, Direct Line Insurance Group PLC  
       
    2. POSITIONS OF THE PERSON MAKING THE DISCLOSURE  
       
    If there are positions or rights to subscribe to disclose in more than one class of relevant securities of the offeror or offeree named in 1(c), copy table 2(a) or (b) (as appropriate) for each additional class of relevant security.  
    (a) Interests and short positions in the relevant securities of the offeror or offeree to which the disclosure relates following the dealing (if any)  
       
    Class of relevant security: 32 17/19p ordinary GB00BPQY8M80 & ADR US05382A3023  
      Interests Short Positions  
      Number % Number %  
    (1) Relevant securities owned and/or controlled: 45,415,510* 1.69      
    (2) Cash-settled derivatives:          
    (3) Stock-settled derivatives (including options) and agreements to purchase/sell:          
      Total 45,415,510* 1.69      
    *The change in the holding of 2,340 shares since the last disclosure on 31.01.2025 is due to the transfer out of a discretionary holding at 5.14 GBP.  
       
    All interests and all short positions should be disclosed.

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

    		  
       
       
    (b) Rights to subscribe for new securities (including directors’ and other employee options)  
       
    Class of relevant security in relation to which subscription right exists:    
    Details, including nature of the rights concerned and relevant percentages:    
       
    3. DEALINGS (IF ANY) BY THE PERSON MAKING THE DISCLOSURE  
       
    Where there have been dealings in more than one class of relevant securities of the offeror or offeree named in 1(c), copy table 3(a), (b), (c) or (d) (as appropriate) for each additional class of relevant security dealt in.

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

    		  
    (a) Purchases and sales  
       
    Class of relevant security Purchase/sale Number of securities Price per unit  
    32 17/19p ordinary GB00BPQY8M80 Purchase 1,418 5.14 GBP  
       
    (b) Cash-settled derivative transactions  
       
    Class of relevant security Product description e.g. CFD Nature of dealing e.g. opening/closing a long/short position, increasing/reducing a long/short position Number of reference securities Price per unit  
               
       
    (c) Stock-settled derivative transactions (including options)
     
    (i) Writing, selling, purchasing or varying
     
    Class of relevant security Product description e.g. call option Writing, purchasing, selling, varying etc. Number of securities to which option relates Exercise price per unit Type e.g. American, European etc. Expiry date Option money paid/ received per unit
                   
       
    (ii) Exercise  
       
    Class of relevant security Product description e.g. call option Exercising/ exercised against Number of securities Exercise price per unit  
               
       
    (d) Other dealings (including subscribing for new securities)  
                 
    Class of relevant security Nature of dealing e.g. subscription, conversion Details Price per unit (if applicable)  
             
       
    4. OTHER INFORMATION  
       
    (a) Indemnity and other dealing arrangements  
       
    Details of any indemnity or option arrangement, or any agreement or understanding, formal or informal, relating to relevant securities which may be an inducement to deal or refrain from dealing entered into by the person making the disclosure and any party to the offer or any person acting in concert with a party to the offer:
    Irrevocable commitments and letters of intent should not be included. If there are no such agreements, arrangements or understandings, state “none”    		  
    None  
       
    (b) Agreements, arrangements, or understandings relating to options or derivatives  
       
    Details of any agreement, arrangement or understanding, formal or informal, between the person making the disclosure and any other person relating to:
    (i) the voting rights of any relevant securities under any option; or
    (ii) the voting rights or future acquisition or disposal of any relevant securities to which any derivative is referenced:
    If there are no such agreements, arrangements or understandings, state “none”    		  
    None  
       
       
    Is a Supplemental Form 8 (Open Positions) attached? NO  
       
    Date of disclosure 03.02.2025  
    Contact name Philippa Holmes  
    Telephone number +441491417447  
       

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

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

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

    The MIL Network –

  • MIL-OSI: Invesco Ltd: Form 8.3 – Direct Line Insurance Group PLC; Public dealing disclosure

    Source: GlobeNewswire (MIL-OSI)

    FORM 8.3

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

    1. KEY INFORMATION  
       
    (a) Full name of discloser: Invesco Ltd.  
    (b) Owner or controller of interests and short positions disclosed, if different from 1(a):
    The naming of nominee or vehicle companies is insufficient. For a trust, the trustee(s), settlor and beneficiaries must be named.    		    
    (c) Name of offeror/offeree in relation to whose relevant securities this form relates:
    Use a separate form for each offeror/offeree    		 Direct Line Insurance Group PLC  
    (d) If an exempt fund manager connected with an offeror/offeree, state this and specify identity of offeror/offeree:    
    (e) Date position held/dealing undertaken:
    For an opening position disclosure, state the latest practicable date prior to the disclosure    		 31.01.2025  
    (f) In addition to the company in 1(c) above, is the discloser making disclosures in respect of any other party to the offer?
    If it is a cash offer or possible cash offer, state “N/A”    		 Yes, Aviva PLC  
       
    2. POSITIONS OF THE PERSON MAKING THE DISCLOSURE  
       
    If there are positions or rights to subscribe to disclose in more than one class of relevant securities of the offeror or offeree named in 1(c), copy table 2(a) or (b) (as appropriate) for each additional class of relevant security.  
    (a) Interests and short positions in the relevant securities of the offeror or offeree to which the disclosure relates following the dealing (if any)  
       
    Class of relevant security: 10 10/11p ordinary GB00BY9D0Y18  
      Interests Short Positions  
      Number % Number %  
    (1) Relevant securities owned and/or controlled: 6,658,827 0.50      
    (2) Cash-settled derivatives:          
    (3) Stock-settled derivatives (including options) and agreements to purchase/sell:          
      Total 6,658,827 0.50      
       
       
    All interests and all short positions should be disclosed.

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

    		  
       
       
    (b) Rights to subscribe for new securities (including directors’ and other employee options)  
       
    Class of relevant security in relation to which subscription right exists:    
    Details, including nature of the rights concerned and relevant percentages:    
       
    3. DEALINGS (IF ANY) BY THE PERSON MAKING THE DISCLOSURE  
       
    Where there have been dealings in more than one class of relevant securities of the offeror or offeree named in 1(c), copy table 3(a), (b), (c) or (d) (as appropriate) for each additional class of relevant security dealt in.

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

    		  
    (a) Purchases and sales  
       
    Class of relevant security Purchase/sale Number of securities Price per unit  
    10 10/11p ordinary GB00BY9D0Y18 Purchase 215

    2.68 GBP

    		  
       
    (b) Cash-settled derivative transactions  
       
    Class of relevant security Product description e.g. CFD Nature of dealing e.g. opening/closing a long/short position, increasing/reducing a long/short position Number of reference securities Price per unit  
               
       
    (c) Stock-settled derivative transactions (including options)
     
    (i) Writing, selling, purchasing or varying
     
    Class of relevant security Product description e.g. call option Writing, purchasing, selling, varying etc. Number of securities to which option relates Exercise price per unit Type e.g. American, European etc. Expiry date Option money paid/ received per unit
                   
       
    (ii) Exercise  
       
    Class of relevant security Product description e.g. call option Exercising/ exercised against Number of securities Exercise price per unit  
               
       
    (d) Other dealings (including subscribing for new securities)  
                 
    Class of relevant security Nature of dealing e.g. subscription, conversion Details Price per unit (if applicable)  
             
       
    4. OTHER INFORMATION  
       
    (a) Indemnity and other dealing arrangements  
       
    Details of any indemnity or option arrangement, or any agreement or understanding, formal or informal, relating to relevant securities which may be an inducement to deal or refrain from dealing entered into by the person making the disclosure and any party to the offer or any person acting in concert with a party to the offer:
    Irrevocable commitments and letters of intent should not be included. If there are no such agreements, arrangements or understandings, state “none”    		  
    None  
       
    (b) Agreements, arrangements, or understandings relating to options or derivatives  
       
    Details of any agreement, arrangement or understanding, formal or informal, between the person making the disclosure and any other person relating to:
    (i) the voting rights of any relevant securities under any option; or
    (ii) the voting rights or future acquisition or disposal of any relevant securities to which any derivative is referenced:
    If there are no such agreements, arrangements or understandings, state “none”    		  
    None  
       
       
    Is a Supplemental Form 8 (Open Positions) attached? NO  
       
    Date of disclosure 03.02.2025  
    Contact name Philippa Holmes  
    Telephone number +441491417447  
       

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

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

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

    The MIL Network –

  • MIL-OSI: Gouverneur Bancorp, Inc. Announces Leading Proxy Advisory Firms, ISS and Glass Lewis, Have Recommended That Stockholders Vote “FOR” the Gouverneur Bancorp, Inc. 2025 Equity Incentive Plan

    Source: GlobeNewswire (MIL-OSI)

    GOUVERNEUR, N.Y., Feb. 03, 2025 (GLOBE NEWSWIRE) — Gouverneur Bancorp, Inc. (OTCQB Marketplace: GOVB) (the “Company”), the holding company for Gouverneur Savings and Loan Association, announced today that the two leading proxy advisory firms, Institutional Shareholder Services, Inc. (“ISS”) and Glass Lewis & Co. (“Glass Lewis”), have both recommended that Company stockholders vote “FOR” the Gouverneur Bancorp, Inc. 2025 Equity Incentive Plan at the Company’s annual meeting of stockholders to be held on February 10, 2025.

    “We are pleased that ISS and Glass Lewis have both recommended that our stockholders vote in favor of the equity incentive plan at our upcoming annual meeting,” said Robert W. Barlow, President and Chief Executive Officer. “Our Board of Directors believes that the approval of the plan will provide the Company with the ability to retain, reward, attract and incentivize employees and directors in order to promote growth, improve performance and further align their interests with those of the stockholders of the Company.”

    Annual Meeting of Stockholders

    The Company’s annual meeting of stockholders will be held at the Company’s office located at 20 John Street, Gouverneur, New York 13642 on Monday, February 10, 2025 at 10:00 a.m., local time.

    Stockholders are encouraged to read the Company’s definitive proxy statement filed with the U.S. Securities and Exchange Commission on January 2, 2025 for additional information.

    About Gouverneur Bancorp, Inc.

    Gouverneur Bancorp, Inc. is the holding company for Gouverneur Savings and Loan Association, which is a New York chartered savings and loan association founded in 1892 that offers deposit and loan services for businesses, families and individuals. At December 31, 2024, the Company had total assets of $196.8 million, total deposits of $159.7 million and total stockholders’ equity of $31.7 million.

    Forward-Looking Statements

    This press release may contain forward-looking statements, which can be identified by the use of words such as “believes,” “expects,” “anticipates,” “estimates” or similar expressions, including those with respect to the Company’s upcoming annual meeting of stockholders, the approval and implementation of the Gouverneur Bancorp, Inc. 2025 Equity Incentive Plan and the other benefits associated with the proposed equity incentive plan. Such forward-looking statements and all other statements that are not historic facts are subject to risks and uncertainties which could cause actual results to differ materially from those currently anticipated due to a number of factors. These factors include, among others, the following: the ability to successfully integrate acquired entities and realize expected cost savings associated with completed mergers and acquisitions; changes in interest rates; national and regional economic conditions; legislative and regulatory changes; monetary and fiscal policies of the U.S. government, including policies of the U.S. Treasury and the Federal Reserve Board; the size, quality and composition of the loan or investment portfolios; demand for loan products; deposit flows and our ability to effectively manage liquidity; competition; demand for financial services in our market area; changes in real estate market values in our market area; changes in relevant accounting principles and guidelines; and our ability to attract and retain key employees. These risks and uncertainties should be considered in evaluating forward-looking statements and undue reliance should not be placed on such statements.   Should one or more of these risks materialize, actual results may vary from those anticipated, estimated or projected. Readers are cautioned not to place undue reliance on these forward-looking statements, which speak only as of the date of this press release. Except as may be required by applicable law or regulation, the Company assumes no obligation to update any forward-looking statements.

       
    CONTACT: Robert W. Barlow
    President and Chief Executive Officer
    (315) 287-2600
       

    The MIL Network –

  • MIL-OSI: Latest CarGurus Brand Campaign Celebrates Life’s Big Deal Moments, Like Buying or Selling a Car

    Source: GlobeNewswire (MIL-OSI)

    The “Big Deal” campaign pays tribute to the momentous experience of car shopping, along with the trusted digital tools from CarGurus that help consumers find the best deal on their big deal

    BOSTON, Feb. 03, 2025 (GLOBE NEWSWIRE) — CarGurus, Inc. (Nasdaq: CARG), the No. 1 visited site for shopping, buying, and selling new and used cars1, today announced the launch of its latest national brand campaign, “Big Deal”, recognizing the important role cars play in people’s lives and the significance of making the right decision during a purchase or sale. The new spots empathize with the big decisions drivers make along the buy/sell journey to reach their ideal outcome, underscoring CarGurus’ role in helping consumers find the best deal on their big deal.

    “CarGurus has joined drivers along this important journey for nearly two decades, developing the best tools and information to help consumers feel confident in their decisions as a growing share prefer to do more online before going to the dealership,” noted Dafna Sarnoff, CarGurus Chief Marketing Officer. “As a result, CarGurus has earned the trust of tens of millions of monthly users who turn to our site to make sure they find the best deal for their needs.”

    CarGurus is the No. 1 most visited car-shopping site1, connecting buyers to the best deals by providing complete vehicle history and unbiased deal ratings on the largest selection of new and used vehicles in the U.S.2 Added tools like price drop alerts and the ability to finance in advance enable confident decision-making in one of the biggest purchases of a person’s life. The platform also supports sellers with car pricing tools and the ability to instantly receive multiple offers to sell their car either completely online or through a local dealer in select markets, empowering them to choose the best deal.

    “Although CarGurus makes the process easy with all the tools and information you need to get the best deal, we don’t want to lessen the gravity of the purchase and its significant impact on people’s lives. Buying or selling a car is a huge decision, an emotional experience that we wanted to reflect in this campaign,” said Carter Collins, Partner and Managing Director of Bindery. “Beyond the excitement of working with the No. 1 most visited car shopping site1, partnering with the CarGurus team has been one of our most rewarding and close-knit experiences to date.”

    The “Big Deal” campaign will run across TV networks and connected TV providers. The spots will be supplemented with digital and social executions, including influencer programs throughout the year. View the full campaign video library here: https://cargur.us/19jlLY.

    Creative Credits:

    CarGurus

    • Dafna Sarnoff, Chief Marketing Officer
    • Evan Jones, Creative Director
    • Allison Conroy, Brand Marketing Director
    • Carli Riibner, Sr Brand Marketing Specialist
    • Maggie Meluzio, Director of Public Relations

    Creative and Production – Bindery

    • Carter Collins, Partner, Managing Director
    • Kim Devall, Executive Creative Director
    • Laura Hockstad, Producer
    • Chris Hilk, Editor

    Production – Ruffian

    • Bubble & Squeak, Director
    • Robert Herman, Founder, EP
    • Leslie Vaughn, Line Producer
    • Paul Meyers, Director of Photography
    • Craig Pinckes, 1st Assistant Director

    Production Services – Habitant

    • Arturo Arroyo, Managing Director
    • Montserrat Becerril, Chief of Staff
    • Elizabeth Tapia, Head of Production
    • Ivan Perez, Executive Producer
    • Andrea Fumero, Line Producer
    • Rodrigo Sánchez, Production Manager

    Color + VFX – Trafik

    • Daniel de Vue, Senior Colorist
    • Ali Soofi, Assistant Colorist
    • Geoff Linville, Color Producer
    • Greer Bratschie, Head of Production
    • Karena Ajamian, Executive Producer
Ciaran Birks, VFX Producer
    • Jaime Aguirre, Flame Lead
    • Ben Fall, Flame Assist

    Animation and Text Graphics – Buff Motion

    Sound – Antfood

    • Wilson Brown, Partner, Executive Creative Director
    • Sue Lee, Executive Producer
    • Joshua Heath, Creative Lead
    • Dalton Harts, Composer, Mix Engineer
    • Linton Smith, Mix Engineer
    • Trevor Haimes, Senior Producer
    • Charlie Blasberg, Music Supervisor
    • Katie Hansen, Production Coordinator

    About CarGurus, Inc.

    CarGurus (Nasdaq: CARG) is a multinational, online automotive platform for buying and selling vehicles that is building upon its industry-leading listings marketplace with both digital retail solutions and the CarOffer online wholesale platform. The CarGurus platform gives consumers the confidence to purchase and/or sell a vehicle either online or in-person, and it gives dealerships the power to accurately price, effectively market, instantly acquire, and quickly sell vehicles, all with a nationwide reach. The company uses proprietary technology, search algorithms and data analytics to bring trust, transparency, and competitive pricing to the automotive shopping experience. CarGurus is the most visited automotive shopping site in the U.S.1

    CarGurus also operates online marketplaces under the CarGurus brand in Canada and the United Kingdom. In the United States and the United Kingdom, CarGurus also operates the Autolist and PistonHeads online marketplaces, respectively, as independent brands.

    To learn more about CarGurus, visit www.cargurus.com, and for more information about CarOffer, visit www.caroffer.com.

    CarGurus® is a registered trademark of CarGurus, Inc., and CarOffer® is a registered trademark of CarOffer, LLC. All other product names, trademarks and registered trademarks are the property of their respective owners.

    ¹ Similarweb: Traffic Report [Cars.com, Autotrader, TrueCar, CARFAX Listings (defined as CARFAX Total visits minus Vehicle History Reports traffic)], Q3 2024, U.S.
    ² Compared to Autotrader.com, Cars.com, TrueCar.com (YipitData as of September 30, 2024), and CarFax (Joreca as of September 30, 2024)

    Media Contact:
    Maggie Meluzio
    Director, Public Relations & External Communications
    pr@cargurus.com

    Investor Contact:
    Kirndeep Singh
    Vice President, Investor Relations
    investors@cargurus.com

    A photo accompanying this announcement is available at https://www.globenewswire.com/NewsRoom/AttachmentNg/f1267674-ed08-44a3-a107-cde3ff19ccdb

    The MIL Network –

  • MIL-OSI: Invesco Ltd: Form 8.3 – International Paper Co; Public dealing disclosure

    Source: GlobeNewswire (MIL-OSI)

    FORM 8.3

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

    1. KEY INFORMATION  
       
    (a) Full name of discloser: Invesco Ltd.  
    (b) Owner or controller of interests and short positions disclosed, if different from 1(a):
    The naming of nominee or vehicle companies is insufficient. For a trust, the trustee(s), settlor and beneficiaries must be named.    		    
    (c) Name of offeror/offeree in relation to whose relevant securities this form relates:
    Use a separate form for each offeror/offeree    		 International Paper Company  
    (d) If an exempt fund manager connected with an offeror/offeree, state this and specify identity of offeror/offeree:    
    (e) Date position held/dealing undertaken:
    For an opening position disclosure, state the latest practicable date prior to the disclosure    		 31.01.2025  
    (f) In addition to the company in 1(c) above, is the discloser making disclosures in respect of any other party to the offer?
    If it is a cash offer or possible cash offer, state “N/A”    		 Yes, Smith (DS) PLC  
       
    2. POSITIONS OF THE PERSON MAKING THE DISCLOSURE  
       
    If there are positions or rights to subscribe to disclose in more than one class of relevant securities of the offeror or offeree named in 1(c), copy table 2(a) or (b) (as appropriate) for each additional class of relevant security.  
    (a) Interests and short positions in the relevant securities of the offeror or offeree to which the disclosure relates following the dealing (if any)  
       
    Class of relevant security: Common stock US4601461035  
      Interests Short Positions  
      Number % Number %  
    (1) Relevant securities owned and/or controlled: 7,857,564* 2.26 454 0.00  
    (2) Cash-settled derivatives:          
    (3) Stock-settled derivatives (including options) and agreements to purchase/sell:          
      Total 7,857,564* 2.26 454 0.00  
    *The change in the holding of 756 shares since the last disclosure on 31.01.2025 is due to the transfer in of a discretionary holding at 55.63 USD.  
       
    All interests and all short positions should be disclosed.

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

    		  
       
       
    (b) Rights to subscribe for new securities (including directors’ and other employee options)  
       
    Class of relevant security in relation to which subscription right exists:    
    Details, including nature of the rights concerned and relevant percentages:    
       
    3. DEALINGS (IF ANY) BY THE PERSON MAKING THE DISCLOSURE  
       
    Where there have been dealings in more than one class of relevant securities of the offeror or offeree named in 1(c), copy table 3(a), (b), (c) or (d) (as appropriate) for each additional class of relevant security dealt in.

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

    		  
    (a) Purchases and sales  
       
    Class of relevant security Purchase/sale Number of securities Price per unit  
    Common stock US4601461035 Sale 104,260 55.63 USD  
    Common stock US4601461035 Purchase 184,054 55.63 USD  
    Common stock US4601461035 Sale 308,945 57.05 USD  
    Common stock US4601461035 Purchase 46 56.51 USD  
       
    (b) Cash-settled derivative transactions  
       
    Class of relevant security Product description e.g. CFD Nature of dealing e.g. opening/closing a long/short position, increasing/reducing a long/short position Number of reference securities Price per unit  
               
       
    (c) Stock-settled derivative transactions (including options)
     
    (i) Writing, selling, purchasing or varying
     
    Class of relevant security Product description e.g. call option Writing, purchasing, selling, varying etc. Number of securities to which option relates Exercise price per unit Type e.g. American, European etc. Expiry date Option money paid/ received per unit
                   
       
    (ii) Exercise  
       
    Class of relevant security Product description e.g. call option Exercising/ exercised against Number of securities Exercise price per unit  
               
       
    (d) Other dealings (including subscribing for new securities)  
                 
    Class of relevant security Nature of dealing e.g. subscription, conversion Details Price per unit (if applicable)  
             
       
    4. OTHER INFORMATION  
       
    (a) Indemnity and other dealing arrangements  
       
    Details of any indemnity or option arrangement, or any agreement or understanding, formal or informal, relating to relevant securities which may be an inducement to deal or refrain from dealing entered into by the person making the disclosure and any party to the offer or any person acting in concert with a party to the offer:
    Irrevocable commitments and letters of intent should not be included. If there are no such agreements, arrangements or understandings, state “none”    		  
    None  
       
    (b) Agreements, arrangements, or understandings relating to options or derivatives  
       
    Details of any agreement, arrangement or understanding, formal or informal, between the person making the disclosure and any other person relating to:
    (i) the voting rights of any relevant securities under any option; or
    (ii) the voting rights or future acquisition or disposal of any relevant securities to which any derivative is referenced:
    If there are no such agreements, arrangements or understandings, state “none”    		  
    None  
       
       
    Is a Supplemental Form 8 (Open Positions) attached? NO  
       
    Date of disclosure 03.02.2025  
    Contact name Philippa Holmes  
    Telephone number +441491417447  
       

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

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

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

    The MIL Network –

  • MIL-OSI: DSS, Inc. Issues Letter to Shareholders

    Source: GlobeNewswire (MIL-OSI)

    NEW YORK, Feb. 03, 2025 (GLOBE NEWSWIRE) — DSS, Inc. (NYSE American: DSS) a multinational company operating businesses within diversified market sectors that strategically acquires and develops assets to increase shareholder value, today issued the following letter to shareholders:

    Dear Esteemed Shareholders,

    I am pleased to provide you with significant updates regarding the leadership of DSS, Inc. and to outline the strategic direction we are pursuing as a Company.

    It is with great honor that I announce my appointment as Interim Chief Executive Officer of DSS, Inc., effective August 23, 2024. With over 25 years of experience in leadership roles across diverse sectors—ranging from Chief Operating Officer of DSS to President at Premier Packaging Corporation, CEO and Director of DSS Biohealth Holdings, and Chief Business Officer at Impact Biomedical, Inc.—I am eager to guide DSS through its next phase of growth, operational refinement, and market leadership.

    A Clear Vision for the Future

    As we embark on this new chapter, my immediate focus is to optimize operational efficiencies, realign resources, and position DSS, Inc. for sustainable long-term growth. To this end, we have already initiated a series of decisive actions, the results of which are reflected in our most recent earnings report. Below, I have highlighted our key accomplishments and prioritized initiatives moving forward:

    Q3 Financial Performance Highlights – Strengthening Our Business Model

    • Immediate executive action and swift decision making, allowed for DSS to report operating loss for the nine months ended September 30, 2024 had decreased by approximately $1.3 million (8%) compared to the same period in 2023, with a $0.4 million (8%) reduction for the three months ended September 30, 2024, relative to the same period in 2023.
    • The net loss for the nine months ended September 30, 2024, declined by $17.3 million (52%) year-over-year, with a reduction of $1.0 million (15%) for the three-month period.
    • Cash flow from operations showed marked improvement, increasing by $11.8 million (56%) for the nine months ended September 30, 2024. Our net cash position strengthened from $6.9 million to $11.6 million.
    • The successful spin-off of Impact BioMedical, Inc. in September has positioned both entities for future growth within their respective markets.

    Driving Revenue Growth and Operational Excellence

    • Expanding High-Impact Business Lines: We are focusing on the strategic expansion of promising business units, such as Premier Packaging, to fuel continued growth.
    • Exploring Untapped Markets: Our commitment to identifying and investing in high-growth markets will drive the creation of scalable and recurring revenue streams.
    • Enhancing Accountability: We will institute robust, metrics-driven accountability systems across business units to ensure consistent execution on high-priority opportunities.

    Eliminating Inefficiencies and Optimizing Cost Structure

    • Comprehensive Review and Streamlining: A thorough evaluation of all business units is underway to identify underperforming segments. We will restructure, streamline, or divest from non-core areas to reinforce our primary strengths.
    • Process and Technology Optimization: New operational tools and processes will be introduced to reduce inefficiencies, eliminate waste, and increase productivity in procurement, production, and logistics.
    • Targeted Cost Reduction: Our goal is to reduce costs by 15-20% in the upcoming fiscal year, significantly enhancing profitability and reinforcing our financial stability.

    Pioneering Innovation for Competitive Advantage

    • Advancing R&D Initiatives: We will leverage our research and development capabilities to drive cutting-edge solutions in emerging sectors, such as biomedical technologies and sustainable packaging.
    • Cultivating Strategic Partnerships: We are actively forging alliances with key industry players to accelerate the market introduction of innovative products and solutions.
    • Pilot Program Launches: We plan to deploy targeted pilot programs in select regions or sectors to validate new initiatives, enabling us to scale these innovations company-wide.

    Maximizing Shareholder Value with Discipline and Transparency

    • Disciplined Financial Stewardship: We remain unwavering in our focus on delivering consistent growth, profitability, and returns for our shareholders.
    • Commitment to Transparency: You can expect regular, transparent updates on our progress, milestones, and strategic objectives to ensure you remain well-informed at every stage.
    • Exploring Shareholder Rewards: We are actively exploring initiatives designed to directly reward our shareholders for their continued trust and support.

    Leadership Transition

    This moment marks a pivotal turning point for DSS, Inc. With a clear vision, a focused strategy, and an unwavering commitment to execution, we are poised to unlock new opportunities and create sustainable, long-term value for our shareholders.

    Thank you for your ongoing support and confidence in DSS, Inc. I look forward to keeping you informed on our progress in the months ahead. Should you require additional information, please do not hesitate to reach out to our Investor Relations team.

    Sincerely,

    Jason Grady
    Interim Chief Executive Officer
    DSS, Inc.

    Contact: DSS Inc. Investor Relations
    Email: IR@dssworld.com
    Phone: +1 (585) 565-2422

    The MIL Network –

  • MIL-OSI: Bill McLaughlin Named Thrive’s New CEO

    Source: GlobeNewswire (MIL-OSI)

    BOSTON, Feb. 03, 2025 (GLOBE NEWSWIRE) — Thrive, a global technology outsourcing provider for cybersecurity, Cloud, and traditional managed service provider (MSP) services, today announced the long-planned leadership transition elevating Bill McLaughlin into the CEO role, effective immediately. McLaughlin succeeds Rob Stephenson, who has led Thrive for nearly a decade. Under Stephenson, Thrive has attained industry prominence, earned a reputation for excellence, and delivered a compounded annual growth rate above 30%. Stephenson will remain onboard as a member of Thrive’s leadership team, particularly focused on supporting McLaughlin and driving the company’s M&A strategy.

    “Bill came to Thrive over three and a half years ago with the plan to be my successor,” said Stephenson. “He has been running day-to-day sales and operations, is one of the most highly respected executives in our industry, and is responsible for much of Thrive’s success. It’s been a pleasure of a lifetime leading this company and there is nobody I would feel more confident in succeeding me than Bill McLaughlin. Under his leadership, Thrive will continue to set the pace for MSP and MSSP innovation and achievement.”

    With more than 20 years of experience in the managed services industry, McLaughlin brings deep knowledge and understanding of IT, customer success, and go-to-market strategy. Prior to joining Thrive as President in 2021, McLaughlin held senior leadership positions at companies like Kaseya, Atlantic Tomorrow’s Office, and NER Data Products, where he oversaw customer success, sales initiatives, and M&A activity.

    Throughout his time at Thrive, McLaughlin has partnered with leading organizations to ensure their digital transformations are secure, cost-effective, and future-ready. As President, he played a pivotal role in growing Thrive through acquisition – including the purchase of 11 companies over the past two years. Through its growth, Thrive has expanded the breadth and quality of its services, as well as its geographical footprint. The organization now has over 1,400 team members across the U.S., UK, Canada, and APAC regions.

    In January, the company received a strategic investment from Berkshire Partners and Court Square Capital Partners, supporting growth and continued opportunity in the outsourced IT space. As CEO, McLaughlin will continue to invest in Thrive’s team and capabilities as they serve their customers with excellence.

    “Thrive is redefining what it means to be a next-generation service provider – in terms of the solutions we deliver, the markets we serve, the problems we solve, and the way we take care of and upskill our people,” said McLaughlin. “While this is an exciting new chapter, our mission and vision remain the same: we’re going to keep delivering exceptional service and solutions to our customers, solving some of their most critical business problems – and we’re going to do it as a team.”

    To learn more about open positions at Thrive, visit the careers page.

    About Thrive 

    Thrive delivers global technology outsourcing for cybersecurity, Cloud, networking, and other complex IT requirements. Thrive’s NextGen platform enables customers to increase business efficiencies through standardization, scalability, and automation, delivering oversized technology returns on investment (ROI). They accomplish this with advisory services, vCISO, vCIO, consulting, project implementation, solution architects, and a best-in-class subscription-based technology platform. Thrive delivers exceptional high-touch service through its POD approach of subject matter experts and global 24x7x365 SOC, NOC, and centralized services teams. Learn more at www.thrivenextgen.com or follow us on LinkedIn.  

    Thrive Contact:  
    Amanda Maguire  
    thrive@v2comms.com   

    The MIL Network –