Source: People’s Republic of China in Russian – People’s Republic of China in Russian –
Source: People’s Republic of China – State Council News
BEIJING, June 24 (Xinhua) — The first plenary meeting of the 16th session of the Standing Committee of the 14th National People’s Congress (NPC) of China was held in the Chinese capital on Tuesday, where various bills and reports were reviewed.
The meeting was chaired by Zhao Leji, Chairman of the 14th NPC Standing Committee.
The deputies reviewed draft laws on social assistance, on medical care, on responding to public health emergencies, and on propaganda and education in the area of the rule of law.
In addition, draft amendments to the Law on Punishment for Disorderly Conduct, the Law on Combating Unfair Competition, the Law on Maritime Commerce, the Law on Fisheries, the Law on Civil Aviation, and the Law on Food Security were considered.
Legislators considered a proposal to ratify the Convention on the Establishment of the International Mediation Organization.
The financial report on the execution of the central government budget for 2024, the audit report on the execution of the central government budget and other budget revenues and expenditures for 2024, reports on the development of productive forces of a new quality, on the powers of individual deputies and on personnel changes were also reviewed. –0–
DUBAI, United Arab Emirates, June 24, 2025 (GLOBE NEWSWIRE) — The Little Pepe ($LILPEPE) team has officially launched Stage 3 of its ongoing token presale, with the token now priced at $0.0012. This follows the early closure of Stage 2, during which the project raised over $1.2 million in contributions from thousands of supporters worldwide. The total funds raised across all stages now stand at more than $1.7 million, as interest in the Layer 2 meme blockchain continues to build.
The opening of Stage 3 marks a key step in the phased rollout of the Little Pepe ecosystem—a dedicated Layer 2 blockchain being developed to support meme token projects and decentralized applications. Designed for scalability and low transaction costs, Little Pepe’s infrastructure aims to empower meme communities with the tools needed to launch and grow their own tokens without the bottlenecks of general-purpose blockchains.
At the current presale price of $0.0012, a $1000 investment secures over 833,000 $LILPEPE tokens. With each successive stage, the token price increases, and Stage 3 will be followed by a listing plan on both decentralized and centralized exchanges. According to the team, the Layer 2 testnet is on track for release in Q3 2025, with validator onboarding and ecosystem partner integrations scheduled shortly after.
Ecosystem Highlights and Roadmap Progress
Little Pepe is positioning itself as a utility-driven meme token, with its blockchain supporting:
Ultra-fast transactions and near-zero gas fees
EVM compatibility for smooth integration with Ethereum tools
Anti-sniping protections to discourage automated bots from exploiting token launches
A native launchpad to help new meme projects go from idea to market-ready
The project’s tokenomics include 26.5% allocated to presale rounds, 13.5% to staking and rewards, 10% each for liquidity and marketing, 10% for DEX listings, and 30% reserved for future ecosystem expansion.
Ongoing Giveaway to Boost Adoption
To accelerate community engagement, Little Pepe is also hosting a $770,000 giveaway. Participants who join the Stage 3 presale with a minimum of $100 and complete a series of basic social media tasks will be eligible for the prize pool. Ten winners will be randomly selected, with rewards distributed in LILPEPE tokens.
The team behind Little Pepe includes contributors with prior experience in building and scaling popular crypto and meme projects. While the identities remain anonymous, the project’s early momentum has attracted organic coverage and user-driven promotion across platforms like Telegram and X (formerly Twitter).
As Stage 3 moves forward, the team emphasizes that development remains the priority. Exchange listings, launchpad expansion, and ecosystem incentives are expected to roll out over the coming months in alignment with the roadmap.
Disclaimer:This content is provided byLittle Pepe. The statements, views, and opinions expressed in this content are solely those of the content provider and do not necessarily reflect the views of this media platform or its publisher. We do not endorse, verify, or guarantee the accuracy, completeness, or reliability of any information presented.We do not guarantee any claims, statements, or promises made in this article.This content is for informational purposes only and should not be considered financial, investment, or trading advice.Investing in crypto and mining-related opportunities involves significant risks, including the potential loss of capital.It is possible to lose all your capital. These products may not be suitable for everyone, and you should ensure that you understand the risks involved. Seek independent advice if necessary. Speculate only with funds that you can afford to lose.Readers are strongly encouraged to conduct their own research and consult with a qualified financial advisor before making any investment decisions. However, due to the inherently speculative nature of the blockchain sector—including cryptocurrency, NFTs, and mining—complete accuracy cannot always be guaranteed.Neither the media platform nor the publisher shall be held responsible for any fraudulent activities, misrepresentations, or financial losses arising from the content of this press release.In the event of any legal claims or charges against this article, we accept no liability or responsibility.Globenewswire does not endorse any content on this page.
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NASDAQ FIRST NORTH GROWTH MARKET MEDDELELSE NR. 6/2025
København, den 24. juni 2025
FN6/2025 Forventningerne til ARR hæves efter rekordhøj vækst i første halvår
Selskabets bestyrelse meddeler hermed at selskabet opjusterer forventningerne til ARR. De tidligere udmeldte vækstforventninger på 10% for 2025 opjusteres hermed til et interval på 15–20%. Forventningen til EBITDA på ca. 2,1 mio. DKK fastholdes.
Baggrund
Selskabet har i første halvår af 2025 oplevet en vedvarende og positiv udvikling i markedsefterspørgslen, hvilket har resulteret i en markant tilgang af nye kunder. Antallet af nye kunder er steget med over 100% sammenlignet med hele regnskabsåret 2024.
Den primære vækst stammer fra det amerikanske marked, hvor interessen for selskabets FastPass IVM produkt viser fortsat fremgang.
For at understøtte denne vækst i de kommende år planlægger selskabet øgede investeringer i forretningsudvikling, salgsindsatser og kundeunderstøttelse. På den baggrund fastholdes EBITDA-forventningen uændret.
Selskabet offentliggør halvårsresultat for 2025 den 28.august 2025.
Yderligere oplysninger
FastPassCorp A/S, administrerende direktør Anders Meyer, am@fastpasscorp.com
Intimate racism can take many forms, ranging from hostile insults and racial slurs to more subtle, pervasive everyday microaggressions.(Shutterstock)
Relationships between people of different ethnic or racial backgrounds have become increasingly common. Research indicates that more adolescents and young adults are entering into inter-ethnic relationships, and survey data from the United States shows that an increasing number of people have a favourable view of these relationships.
Inter-ethnic relationships are often seen as an act of love that conquers racism since people from different backgrounds overcome marginalization to create inter-ethnic families.
While these bonds can potentially decrease prejudice against members of racialized groups, cross-cultural connections are also vulnerable to the far-reaching influence of racism.
No one’s 20s and 30s look the same. You might be saving for a mortgage or just struggling to pay rent. You could be swiping dating apps, or trying to understand childcare. No matter your current challenges, our Quarter Life series has articles to share in the group chat, or just to remind you that you’re not alone.
Racism is a system of domination and oppression that is deeply rooted in colonization and slavery, where whiteness was idealized and every other ethnic group was dehumanized. Racialized people who are not white are also susceptible to endorsing this false hierarchy, leading to racism between racialized minority groups.
We use the term “intimate racism” (inspired by the term intimate partner violence) to highlight that racism exists in close relationships, and that it requires special attention.
Intimate racism can take many forms, ranging from hostile insults and racial slurs to more subtle, pervasive everyday microaggressions (for example, a parent stereotyping their child as less smart because of their racialized identity).
Intimate racism can also touch on prejudices against racialized people that are particular to physical and emotional intimacy, which show up differently in our familial and romantic relationships.
Racism in family
From childhood, we depend on our parents and family to support and guide us, helping us form secure attachments as well as stable and loving bonds within our families and with others as we grow and expand our social connections.
These days, multiracial families are more common. However, parents of multiracial children may not always understand their children’s realities with racism. (Shutterstock)
Mixed-race children have reported favouritism for lighter skin colour and isolation within their families, as well as having their racial identities denied and stereotyped by family members.
“Even though my skin was darker, I had straight hair, I had the white features and I behaved the way a white girl should behave, and so my grandmother always favoured me and was much nicer to me and horrible to my sister.”
Our close relationships are supposed to be safe from racism; our meaningful connections with people who we know accept us, love us and see us for who we are can act as a protection from the harms of oppression.
So when we experience racism from our loved ones, it is a violation of the shared trust, safety and intimacy that we need from those who are supposed to be closest to us.
In a study of intimate racism conducted by one of us (Maya A. Yampolsky) and colleagues, a Black participant said: “My former partner accused all Jamaican males of being cheaters and liars.”
When people experience intimate racism, they also experience greater distress, trauma and negative impacts on their well-being. The impact extends beyond individual hurt to the relationship dynamic, rupturing trust and affection for our loved ones, and leading to strained or even dissolved relationships.
There isn’t enough research that looks at resolving intimate racism yet, but we can draw on findings from couples conflict, anti-racism repairs and social therapy for inspiration.
Social therapy can also provide tools to address racial tensions and change harmful relationship dynamics by encouraging open conversations about race, and allowing partners and families to explore how history has shaped their ways of loving, accepting or rejecting one another.
Ultimately, tackling intimate racism is part of our work to dismantle racism at the roots of all our social institutions so that racism doesn’t creep into our cherished connections.
Maya A. Yampolsky has received funding from both the Social Sciences and Humanities Research Council and the Fonds de recherche du Québec.
Iman Sta-Ali, Libera Amadiwakama Mochihashi, and Renaud Dion-Pons 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.
DUBLIN, Ga., June 24, 2025 (GLOBE NEWSWIRE) — Morris Bank (Nasdaq: MBLU) has been recognized on the list of Best-In-State Banks 2025 by Forbes and Statista Inc. The ranking recognizes the top-rated banks in each state when surveying approximately 26,000 U.S. consumers.
“Morris Bank takes pride in the quality of service we provide to our customers, and maintaining these priorities has positioned us to be recognized in this very humbling way,” says Spence Mullis, Chairman and CEO of Morris Bank. The listing of Best-In-State Banks by Forbes aims to showcase top-performing banks by state based on guidance and transparency in the banking market while meeting the needs of consumers. “To be ranked as the only community bank in Georgia is something our team is very proud of.”
Respondents to the market research firm, Statista, were asked how satisfied they were and how likely they were to recommend having a checking or savings account at their financial institution. Participants were also asked to rank their financial institution on factors like trust, customer service, digital tools, quality of financial advice, and the transparency of fees. These results, coupled with the more than 500,000 publicly available text reviews and ratings for each bank between February 2022 and March 2025, produced the list of top banks published by Forbes.
About Morris Bank–Morris Bank is a community bank rooted in Middle and South Georgia with branches in Laurens, Jones, Houston, and Bulloch Counties. In an ever-changing banking environment, Morris Bank still takes a common-sense approach and leverages practical financial solutions. Decisions have been made locally since 1954, and the Morris Bank team is ready to make banking easy for you. To learn what it means to Bank Blue or to find out more about our Code Blue philosophy, visit www.morris.bank. Member FDIC. Equal Housing Lender. Morris Bank NMLS 486851.
PrairiesCan is investing $10,901,711 in repayable and non-repayable funding for seven projects in Alberta through the Business Scale-up and Productivity (BSP) program, the Regional Artificial Intelligence Initiative (RAII), and the Regional Homebuilding Innovation Initiative (RHII).
These targeted investments will help businesses and organizations access diverse funding opportunities to enhance their productivity, scale up, boost production efficiencies, and tackle challenges with new and innovative technologies. They are expected to support approximately 200 jobs and enable Alberta businesses to capitalize on new opportunities.
Business Scale-up and Productivity (BSP) program – $5,189,535
The BSP program supports high-growth businesses that are seeking to improve productivity, scale-up, and commercialize technology. It offers interest-free, repayable funding to incorporated businesses that have been in operation for a minimum of two years.
PrairiesCan announced investments for three projects under BSP:
48Hour Discovery ($1,149,504) Enhance the organization’s drug discovery platform through AI to gain access to new markets.
Crust Craft ($2,040,270) Expand commercial baking capacity in Edmonton by relocating and installing advanced automated production lines.
RAM Elevators + Lifts ($1,999,761) Expand the manufacturing capacity of its elevators and lifts for home and commercial spaces in North America, including the introduction of the Flex Lift to market.
The RAII provides $200 million to help businesses bring new AI technologies to market and speed up adoption in critical sectors such as agriculture, clean technology, healthcare, and manufacturing. This repayable and non-repayable interest-free funding is part of the government’s 2024 budget commitment to ensure Canada is a world leader in AI.
PrairiesCan announced investments for three projects under the RAII:
Canadian Agri-Food Automation and Intelligence Network ($494,000) Establish and launch a technology demonstration program to support the commercial adoption of AI-based agriculture technology.
Phoenix Farms Ltd. ($918,176) Adopt an optical sorter with AI detection to grade and sort potatoes to expand on-farm efficiency and quality market offerings.
samdesk ($1,800,000) Commercialize and accelerate the marketplace adoption of an AI-powered platform for crisis and travel risk management.
Through the RHII, the Government of Canada is investing $50 million over two years to support innovative housing solutions across the country. The RHII provides repayable interest-free funding to pursue new approaches for building houses, including designing and upscaling modular homes, using 3D printing, leveraging panelized construction, as well as implementing net-zero and climate resilient homebuilding practices.
PrairiesCan announced investment for one project under the RHII:
Promise Robotics Inc. ($2,500,000) Establish a robotics-driven homebuilding factory in Calgary that will support the production of sustainable and affordable homes.
BILLERICA, Mass., June 24, 2025 (GLOBE NEWSWIRE) — E Ink (8069.TW) the originator, pioneer, and global commercial leader in electronic paper (ePaper) technology, today announced, in collaboration with Oricom Co., Ltd., a vanguard in the Japan ad agency scene, the next-generation advertising medium via the Sustainable Board. Featuring E Ink’s most vivid color ePaper, Spectra TM 6, Oricom will produce the Sustainable Board as a new channel for advertisers, offering an unprecedented, environmentally conscious advertising method. The product is an innovative, sustainability-dedicated medium for companies using Oricom’s brand, Mirapale. While being conscious of energy consumption, it actively communicates sustainable priorities and initiatives.
Sustainable Board is ultra-low-power digital signage that uses E Ink’s ePaper technology. E Ink’s Spectra 6 offers a wide viewing angle similar to paper and enables vivid color expression like a print-quality poster. Because it’s a reflective display that doesn’t use a backlight, it achieves especially high sunlight readability. Additionally, it only requires power when content is updated, and image content remains visible once displayed without consuming any energy. This allows for substantial energy savings compared to conventional displays. Moreover, signage products equipped with E Ink’s ePaper, which boasts these features, can operate on batteries or renewable energy sources like solar. This makes it possible to choose their installation locations with more flexibility and mobility in mind.
“We are very grateful to collaborate with Oricom, a leader in the advertising industry, in the electronic paper signage area,” said JM Hung, Vice President of Business Center at E Ink. “As we enter an era of global environmental preservation and environmentally conscious solutions are increasingly sought, our ePaper is a display technology that aligns with a more environmentally-friendly future. Through our collaboration with Oricom, we are confident we can contribute to advancing SDG activities in society.”
Expected installation sites range from company receptions, lobbies, and showrooms to commercial facilities and tourist destinations. This product is recognized as a novel method that aligns corporate branding with environmental responsiveness by making sustainability tangible. Providing sustainable advertising mediums will generate a new market in the advertising industry. Oricom intends to promote broader Sustainable Development Goals by enabling companies and local governments to leverage this environmentally conscious advertising platform.
“Amidst the expansion of corporate activities with a long-term vision, prioritizing environmental protection and social responsibility, advertising is similarly called upon to contribute from this perspective,” said Akemi Nakajima, President of Oricom. “We developed the Sustainable Board alongside E Ink as a specific method for this. Moving forward, we will continue to strengthen the relationship between both companies, supporting corporate growth while contributing to realizing a sustainable society.”
E Ink’s ePaper draws power only when the screen updates, and no energy-hungry backlight is required. This ultra-efficient, non-emissive design reduces both electricity use and carbon footprint versus paper or LCDs. Guided by its PESG (Product, Environment, Social, and Governance) framework, E Ink delivers low-carbon solutions that speed the world’s sustainable transition. FTSE Russell classifies 99.9 % of the company’s revenue as green, and Moody’s has confirmed E Ink’s loans align with global Green Loan Principles—clear proof of its industry-leading environmental performance.
Installation trials at major stations in Japan are underway for Sustainable Board. The future goal is to expand into places with high advertising needs, such as commercial facilities.
About E Ink E Ink Holdings Inc. (8069.TWO), based on technology from MIT’s Media Lab, provides an ideal display medium for applications spanning eReaders and eNotes, retail, home, hospital, transportation, logistics, and more, enabling customers to put displays in locations previously impossible. E Ink’s electrophoretic display products make it the worldwide leader for ePaper. Its low power displays enable customers to reach their sustainability goals, and E Ink has pledged using 100% renewable energy in 2030 and reaching net zero carbon emissions by 2040. E Ink has been recognized for their efforts by receiving, validation from Science-Based Targets (SBTi) and is listed in both the DJSI World and DJSI Emerging Indexes. Listed in Taiwan’s Taipei Exchange (TPEx) and the Luxembourg market, E Ink Holdings is now the world’s largest supplier of ePaper displays. For more information please visit www.eink.com. E Ink. We Make Surfaces Smart and Green.
Oricom Co., Ltd. Oricom Co., Ltd. is a general advertising agency with its head office in Shimbashi, Minato-ku, Tokyo. It was founded in 1922. It has a history of being at the vanguard of the industry in commercializing newspaper insert advertising and transit hanging advertisements. With the mission of creating as many good relationships in society as possible, Oricom is involved in many business activities related to the media, OOH (out-of-home advertising), digital solutions, creative support, promotions, and other domains. The Oricom Group consists of Oricom, which has the functions of a general advertising agency at its core, and three group companies, each with specialized expertise in their respective domains. With Oricom, which is capable of building marketing strategy from a wide perspective, and each group company, a powerful specialist in its domain acting as one, the total force of the Oricom Group will come into play. We aim to propose the best solutions to the various challenges confronting our clients by leveraging the collective strength of the Oricom Group. For more information, please visit https://www.oricom.co.jp/.
Oricom Co., Ltd GX Business Development TEL：03-6733-2000 Email：sustainableboard@oricom.co.jp
COLUMBUS, Ga. – A former employee of Keller Williams Realty River Cities was sentenced to prison after she admitted to stealing hundreds of thousands of dollars from her employer to pay off her credit card.
Lauren Williams Eldridge, 38, of Pine Mountain, Georgia, was sentenced to serve 27 months in prison to be followed by three years of supervised release and was ordered to pay $453,876.64 in restitution to Keller Williams Realty River Cities by U.S. District Judge Clay Land on June 18 after she previously pleaded guilty to five counts of wire fraud on Jan. 29, 2025. There is no parole in the federal system.
“The repercussions of employee theft are often felt beyond the prosecution, negatively affecting businesses, their customers and the community,” said Acting U.S. Attorney C. Shanelle Booker. “Fraud and theft will not be tolerated in the Middle District of Georgia. Our office will continue to work alongside our law enforcement partners to hold those who choose to disregard the law accountable.”
“For years, Eldridge used her company’s funds like her personal ATM,” said FBI Atlanta Special Agent in Charge Paul Brown. “She will now have more than two years behind bars to consider the impact of her actions.”
According to court documents and other statements made in court, Eldridge was an office manager and bookkeeper for nine years with Keller Williams Realty River Cities (KW). KW representatives noticed some discrepancies in a KW account in Oct. 2022 and that Eldridge had moved money out of that account to other accounts. When Eldridge was initially questioned about the transfer, she did not provide a clear explanation. Eldridge resigned from her position soon afterward.
Law enforcement was notified in Jan. 2023; a review of the KW accounts revealed that a total of $453,876.68 in monthly electronic payments were made to Eldridge’s personal American Express account from KW accounts between Jan. 2017 and Sept. 2022. Eldridge admitted to KW representatives and their legal counsel in Dec. 2022 that she embezzled the money from KW to pay her personal American Express credit card balance every month. She reported that she intended to pay this money back when she first began taking funds after she had charged $30,000 to her American Express for home repairs.
The FBI investigated the case.
Assistant U.S. Attorney Hannah Hostetler prosecuted the case for the Government.
CHICAGO — A foreign national has been sentenced to three and a half years in federal prison for conducting a variety of cyber fraud schemes that victimized U.S. citizens and businesses.
RIDWAN ADELEKE ADEPOJU and co-schemers operated multiple fraud schemes from Nigeria, including phishing scams, romance scams, and the submission of fraudulent tax returns. The scams involved multiple spoofed email addresses, fictional social media personas, and unwitting money mules. Adepoju’s schemes victimized numerous U.S. citizens and businesses, including individuals and companies in the Chicago area.
Adepoju, 33, of Lagos, Nigeria, was arrested last year in the United Kingdom and extradited to the United States. He pleaded guilty in March to federal wire fraud and aggravated identity theft charges. On Tuesday, U.S. District Judge Matthew F. Kennelly imposed a 43-month prison sentence.
The sentence was announced by Andrew S. Boutros, United States Attorney for the Northern District of Illinois, Ramsey E. Covington, Special Agent-in-Charge of IRS Criminal Investigation in Chicago, and Douglas S. DePodesta, Special Agent-in-Charge of the Chicago Field Office of the FBI.
“Defendant’s offense involved a years-long, complex scheme, involving several types of scams and many victims,” Assistant U.S. Attorney Ann Marie E. Ursini argued in the government’s sentencing memorandum. “Defendant chose to be a willing participant in the scheme over and over again.”
Source: United States Senator for Wyoming Cynthia Lummis
Washington, D.C.— U.S. Senator Cynthia Lummis (R-WY) joined Senate Banking Chairman Tim Scott (R-SC) in releasing principles to guide the Committee’s consideration of market structure legislation.
“America desperately needs digital asset legislation that promotes responsible innovation and protects consumers,” said Lummis. “While the European Union and Singapore have established clear regulations, the U.S. continues to sit on the sidelines while the digital asset industry seeks greener pastures. That changes today. I am partnering with Chairman Scott to provide principles for market structure legislation to finally draw the line between a security and a commodity and ensure the U.S. remains at the helm of global financial advancement.”
“Since taking over as Chairman, I’ve led a new approach to digital assets regulation, and we’ve delivered results for the industry and the American people,” said Scott. “We have more work to do, and I look forward to building on the success of the GENIUS Act and advancing market structure legislation here in the Senate. These principles will serve as an important baseline for negotiations on this bill, and I’m hopeful my colleagues will put politics aside and provide long-overdue clarity for digital asset regulation.”
The market structure principles state:
Legislation Should Clearly Define the Legal Status of Digital Assets
A clear, economically rational line distinguishing digital asset securities from digital asset commodities should be fixed in statute, contemplating existing law and providing predictability, enhanced legal precision, and much-needed regulatory certainty.
Jurisdiction Should Be Clearly Allocated Among Regulators
The authority of the Securities and Exchange Commission (SEC) and Commodity Futures Trading Commission (CFTC) should be clearly allocated in statute, preventing either from emerging as an all-encompassing regulator.
The SEC’s authority should extend to, for example, initial fundraising transactions, disclosures and transactions in tokenized securities; and
The CFTC should be granted new spot authority focused on market conduct, which should not extend to digital assets that are securities.
Legislation should acknowledge that not all distributed ledger technology should be regulated by the SEC and CFTC.
Legislation should recognize the different risks and benefits between centralized firms, decentralized finance protocols, and non-custodial software platforms.
For similar reasons, self-custody of digital assets should be explicitly preserved.
Likewise, the use of distributed ledger technology and smart contracts for other, non-financial purposes, such as to manage health data, should fall outside the jurisdiction of the SEC and CFTC.
SEC and CFTC Regulation Should be Modernized to Foster Innovation
Federal securities and commodities laws should be modernized to account for the unique nature of digital assets and distributed ledger technology.
A new SEC exemption for certain digital asset fundraising should be included in legislation.
The SEC should revisit its burdensome registration requirements for digital asset issuers, and instead provide a clear, appropriately tailored pathway to compliance for good faith, innovative actors.
Clear, pro-innovation principles regarding the trading of digital assets on the secondary market should be established.
These principles should consider whether digital asset securities may be traded alongside digital asset commodities, and whether traditional securities or commodities should be traded alongside digital asset securities or commodities, respectively.
Legislation, as well as SEC and CFTC rules, should not apply principles designed for centralized firms to decentralized protocols.
Tokenization should be recognized as an evolution of financial infrastructure that enhances efficiency, transparency, and liquidity, rather than a fundamental change to the nature of the underlying asset.
Regulation Should Protect Those Who Purchase or Trade Digital Assets
Centralized digital asset intermediaries should be subject to innovation-friendly registration and risk management requirements similar to that of other centralized intermediaries today.
Requirements could include illicit finance compliance, clear and right-sized capital, custody and segregation requirements, and appropriate enforcement authority.
Legislation should also ensure that customer funds are protected during bankruptcy.
Illicit Finance Measures Should Be Targeted and Pro-Innovation
A small, common-sense package of measures directed at preventing money laundering and sanctions evasion with digital assets should be included.
Potential provisions can and should be targeted and pro-innovation. This could include requiring the adoption of examination standards and clarifying that the Bank Secrecy Act and International Emergency Economic Powers Act (IEEPA) extends to entities abroad with U.S. touchpoints.
Reforms should also consider the ways digital assets and distributed ledger technology can improve transparency, efficiency, and the detection of illicit activity, including money laundering.
Federal Financial Regulators Should Welcome Responsible Innovation
Federal financial regulators should take common-sense steps to respond to responsible innovation, including potentially through increased use of no-action guidance, sandboxes, safe harbors, coordination, and appropriate application requirements.
Federal financial regulators should provide clear guidance affirming that many crypto-related activities are permissible for banks and other financial institutions, provided they do not threaten the safety and soundness of the institution.
Clear guidance will also improve and better enforcement by establishing well-defined rules and expectations, fostering accountability, and enabling consistent application of regulations, leading to better understanding and compliance.
For complete market structure principles, click here.
Construction will begin this summer for the new ferry terminal in downtown Victoria, following the awarding of a design-build contract to Pomerleau Inc.
Early work will begin by the end of June with major construction of the new landmark terminal to begin later in the summer. Once complete, the new terminal will provide a more comfortable and seamless experience for those travelling to and from downtown Victoria by ferry.
“The new Belleville terminal will provide a smoother and more secure travel experience for tourists coming to Victoria and the south Island, supporting local jobs, businesses and our region’s economy,” said Mike Farnworth, Minister of Transportation and Transit. “A modern ferry terminal has been a goal of the community and all levels of government for over two decades. This major milestone brings us another step closer to offering improved ferry services and more convenient travel for decades to come.”
Construction of the new facility will involve demolishing existing Clipper terminal infrastructure and building a new pre-clearance terminal building with modern border-security standards. It also includes replacing aging wharf facilities and building a new commercial goods processing facility.
“As an international gateway for goods, services and tourism, enhancing safety, security and trade between Vancouver Island and Washington state is integral to Canada’s economy,” said Will Greaves, MP for Victoria. “Our government looks forward to the construction of the pre-clearance terminal and commercial goods processing facility, which will strengthen our commitment to a sustainable economy and support local tourism in Greater Victoria.”
The new pre-clearance terminal will comply with the Canada-U.S. Land, Rail, Marine and Air Transport Preclearance Agreement, and will make travel faster and easier by allowing passengers to complete the customs and immigration process in Victoria prior to disembarking in the U.S.
Through competitive request-for-qualifications and request-for-proposal processes, Pomerleau Inc. was awarded a $304-million design-build contract. The overall project cost has increased from the $331 million budget that was approved in 2024, due to complex geotechnical and seismic conditions, site constraints and significant soil contamination that will require extensive remediation. Other factors include inflation and safeguarding against economic uncertainty related to tariffs on steel and other products. The federal government has confirmed it will increase its contribution to more than $45 million for the project. The new cost of the project is $416 million.
The Belleville Terminal Redevelopment Project is taking place within the territories of the lək̓wəŋən (Lekwungen) people, represented by the Esquimalt Nation and Songhees Nation. The project team is working collaboratively and respectfully with both Nations.
The project is expected to be completed in 2028.
Quotes:
Marianne Alto, mayor of Victoria –
“I’m excited we are embarking on the next phase of the Belleville Terminal Redevelopment Project. This bold step forward underscores Victoria’s shared commitment to developing innovative and sustainable infrastructure and lays the foundation for improved travel for residents and visitors for years to come.”
Bruce Williams, CEO, Greater Victoria Chamber of Commerce –
“The chamber has been an outspoken proponent for modernizing Belleville terminal for decades, and we’re happy to see the project meet new milestones along its way to completion. With so much uncertainty affecting the economy, we support this project as an important investment in the future of Greater Victoria and as a confirmation of the value the Clipper and Coho bring to our region.”
Paul Nursey, CEO, Destination Greater Victoria –
“With 30 years of dedicated advocacy for Belleville terminal’s redevelopment, our organization, as the region’s tourism board, values the steady progress being made. We recognize the importance of this project and are encouraged by the federal government’s increased investment. Clear dates and timelines remain a priority for our members, and we look forward to the significant benefits this project will bring to Greater Victoria’s visitor economy once complete.”
Quick Facts:
Phase 1 of the Belleville Terminal Redevelopment Project is complete.
Key upgrades completed during Phase 1 include:
the expansion and reconfiguration of the Steamship wharf;
renovations and an expansion to the Steamship building; and,
enhancements to the Black Ball building and property to ensure Clipper, Black Ball Ferry Line, U.S. Customs and Border Protection, and the Canadian Border Services Agency can continue operating during Phase 2 construction.
These improvements were designed to ensure uninterrupted ferry service between Vancouver Island and Washington state during the next stage of construction.
Learn More:
Visit the Belleville project website for the latest updates: https://www2.gov.bc.ca/bellevilleterminal
This article was featured in the Summer 2025 IAM Journal and was written by IAM Communications Representative Bill Harkum.
The gavels used at the 2024 International Convention in New York City symbolize the diverse crafts and skills of our membership. Four unique gavels were produced by four proud lodges within the Eastern Territory.
The IAM Ritual used at union meetings tells us that by tradition, two raps of the gavel are a call to order for the gathered members. Three raps of the gavel require the members to stand and be silent. One rap of the gavel means members take their seats and maintain order.
THREE RAPS OF THE FIRST GAVEL
One gavel was made by Local S6 members in Maine, home to Bath Tron Works and members who build ships for the U.S. Navy. Derek Bozeman of IAM Local S6 collaborated with Jeremy Tripp, a member of Bath Maine Draftsmen Association Local 3999, collaborated to produce a gavel out scrap ship material and stainless steel. The result is an impressively balanced and weigh ted gavel that looks like materials representing the yard of this ship building facility.
Tripp said “we were able to incorporate a lot of the identity of the yard, the shipyard, into it.”
The shine of the stainless steel against an inlaid TAM brass coin and a brass outline of a Navy ship as a crown piece above the hammerhead shows the skill and creativity to turn a simple tool into a showpiece.
“The pride, execution and talent that went into this gavel speaks for itself when you see it,” said IAM District 4 Business Representative Chris Wiers.
THREE RAPS OF THE NEXT GAVEL
The next gavel is from Local 175 in York, a home of Harley-Davidson motorcycles manufacturing. Using scrap steel, three members of the lodge fashioned a Harley handlebar and throttle into a gavel, and a Harley gas tank into a strike plate.
“The theme was, ‘We make the eagle fly,”‘ said Sam Santiago, one of the Local 175 craftsmen to do the intricate work by hand.
William Anthony IV is the member who artistically trimmed, bent, and hand painted the steel to look like bird feathers. Scott Karaschak produced the handle bar and motorcycle throttle body used in the gavel itself.
“I am in total awe of what our members did at local 175, from the beginning to the finished product,” said TAM District 98 Assistant Directing Business Representative Kermit Forbes Jr.
THREE RAPS OF THE NEXT GAVEL
The next gavel is made by a member of Local 1943 at Cleveland-Cliffs in Middletown, Ohio. This factory is the largest producer of flat-rolled steel in North America, much of which is used in automobile production.
Michael Wilhelm is a maintenance technician, responsible for attending to and fixing the machinery within this steel mill, for over a decade. He’s known for always staying busy, and finding projects to work on, regardless of the rest cycles in the plan. Wilhelm made all the parts and components of this gavel by band.
The gavel is made from flat stainless steel and some brass. It features a rotating center coil, driven by a step down motor that Wilhelm had to specially tweak to appear to be levitating inside the hammer head. It has a micro furnace with burner boxes at the corners, and a blower motor to move the air from the furnace.
“Mike is a real go-getter. No idle time, always working,” said Local 1943 President and Directing Business Representative Shawn Coffey. “I knew it would be a success and he would knock it out of the park.”
THREE RAPS OF THE NEXT GAVEL
The final gavel was made by IAM Local 4 member John Wible at the Winpisinger Center in Hollywood, Md. It is the only gavel for this convention made from wood, and the craftsmanship is just as intricate as its steel siblings used at the International Convention.
Wible is a full time maintenance technician at the Winpisinger Center. When not at work he is a life member and volunteer firefighter at this local fire department. “We are so proud of every gavel that’s being made. It showcases the talent our members have, the creativity that our members have,” said IAM Eastern Territory General Vice President David Sullivan. ‘The gavel is very, very important to our process, and anybody who has the honor to swing that gavel, needs to respect that gavel, and respect our members, and always do what’s right for our members.”
All four gavels are now on dis play at IAM Headquarters.
One rap of the gavel so that all can be seated.
Watch Video Here
The post International Convention Gavels appeared first on IAM Union.
London, UK, June 24, 2025 (GLOBE NEWSWIRE) — FastBots.ai, the SaaS platform helping businesses create powerful AI chatbots in minutes, has released a new feature that allows users to test up to four leading large language models (LLMs) side-by-side — making it faster and easier to find the ideal model for brand tone, accuracy, and customer intent.
LLM Testing Area
The feature, now live for all FastBots users, enables chatbot owners to compare responses from OpenAI, Google Gemini, and Anthropic Claude models within a single interface. This empowers users to refine their chatbot’s performance based on their exact use case — whether it’s handling support queries, qualifying leads, or providing detailed product info.
“Most business owners aren’t sure which AI model is right for them,” said Jason West, CEO of FastBots. “Some models are more creative, others are more precise — and that difference matters when you’re automating conversations with your customers. This new tool removes the guesswork and lets you choose what works best for your brand.”
Until now, selecting the right model often required trial and error or developer support. With FastBots’ new testing area, users can interact with their chatbot and instantly see how each model would respond — all while keeping the same knowledgebase and prompt settings.
Key Features:
Test 4 AI models at once in a clean side-by-side view
Keep your chatbot data, training prompts, and knowledgebase intact
See which model gives the best brand-aligned tone and accuracy
Switch models instantly without changing chatbot setup
This is the latest in a string of updates aimed at giving users more control and flexibility over how their chatbot performs. Earlier this month, FastBots also introduced live chat handover, enhanced lead form triggers, and faster response speeds.
The multi-LLM testing feature is now available to users on all plans.
About FastBots.ai
FastBots helps businesses create powerful AI chatbots trained on their own content — including websites, documents, and custom prompts — without writing any code. With integrations for WhatsApp, Facebook, and Slack, FastBots makes customer support, sales, and lead generation seamless.
London, UK, June 24, 2025 (GLOBE NEWSWIRE) — FastBots.ai, the SaaS platform helping businesses create powerful AI chatbots in minutes, has released a new feature that allows users to test up to four leading large language models (LLMs) side-by-side — making it faster and easier to find the ideal model for brand tone, accuracy, and customer intent.
LLM Testing Area
The feature, now live for all FastBots users, enables chatbot owners to compare responses from OpenAI, Google Gemini, and Anthropic Claude models within a single interface. This empowers users to refine their chatbot’s performance based on their exact use case — whether it’s handling support queries, qualifying leads, or providing detailed product info.
“Most business owners aren’t sure which AI model is right for them,” said Jason West, CEO of FastBots. “Some models are more creative, others are more precise — and that difference matters when you’re automating conversations with your customers. This new tool removes the guesswork and lets you choose what works best for your brand.”
Until now, selecting the right model often required trial and error or developer support. With FastBots’ new testing area, users can interact with their chatbot and instantly see how each model would respond — all while keeping the same knowledgebase and prompt settings.
Key Features:
Test 4 AI models at once in a clean side-by-side view
Keep your chatbot data, training prompts, and knowledgebase intact
See which model gives the best brand-aligned tone and accuracy
Switch models instantly without changing chatbot setup
This is the latest in a string of updates aimed at giving users more control and flexibility over how their chatbot performs. Earlier this month, FastBots also introduced live chat handover, enhanced lead form triggers, and faster response speeds.
The multi-LLM testing feature is now available to users on all plans.
About FastBots.ai
FastBots helps businesses create powerful AI chatbots trained on their own content — including websites, documents, and custom prompts — without writing any code. With integrations for WhatsApp, Facebook, and Slack, FastBots makes customer support, sales, and lead generation seamless.
STONE MOUNTAIN, Ga. and EDMONTON, Alberta, June 24, 2025 (GLOBE NEWSWIRE) — Today, sonnen, a global leader in energy storage and virtual power plant (VPP) technology, launched its first VPP in Canada at Blatchford Lands, a master planned community designed for net-zero living and a reduced environmental footprint. Landmark Homes, a recognized leader in sustainable and innovative home construction and the builder behind Blatchford Lands, collaborated with sonnen, along with utility provider EPCOR, electric retail provider Solartility and the University of Alberta. Together, these energy leaders developed the VPP that can be considered the vanguard of a newly decentralized and digitalized clean energy system for the future of Canada.
With this inaugural VPP launch into Canada, sonnen once again sets the standard for innovation in solar powered battery storage systems deployed across master planned communities as a virtual power plant. The Blatchford Lands VPP is the first of its kind on scope and scale for Canada. As a primer for broad adoption throughout the EPCOR service territory, this project constitutes the beginning of renewable energy and grid coordination’s evolution. sonnen, with its partners, is providing the community and its residents with emergency back-up power, daily management of peak energy use and demand response, among other grid services, for the overall management of the electric grid.
As a prototype, the Blatchford Lands VPP begins with 100 sonnen batteries deployed throughout the master planned community, representing nearly a half a megawatt (MW) of power and over two megawatt hours (MWh) of storage capacity that will support the Canadian energy grid. Following this initial deployment, sonnen plans to launch VPPs throughout Alberta and into other Canadian regions, with potential to reach over 3,000 individual sites, providing more than18 MW of energy and 60 MWHs of grid support over the next 3 years.
“What has been achieved at Blatchford Lands is extremely special, and even beyond many of the VPP market designs in America,” said Blake Richetta, Chairman and CEO of sonnen Inc. USA. “sonnen proudly stands behind our Canadian colleagues and customers, as our sister market, and as the closest of friends to the American people.”
sonnen, Solartility and the University of Alberta envision this highly innovative master planned community VPP project to become a replicable model for communities across the province and throughout Canada. This model can also be replicated in select U.S. markets, like Texas, where sonnen recently announced a Virtual Power Plant Power Purchase Agreement (VPA) and launched behind-the-meter, battery-enabled VPPs.
“Canada has developed into a rich and innovative VPP market thanks to the pioneering efforts and support from great partners,” said Geoff Ferrell, Senior Vice President – Global C&I and VPP Project Business of sonnen Inc. USA. “The coming together of builders like Landmark Homes, the utility EPCOR, retail providers like Solartility, and academics like those at the University of Alberta, are working together to build this innovative VPP program at Blatchford Lands and beyond.”
With awards from Emissions Reduction Alberta (ERA), the Canadian Home Builders’ Association (CHBA), the Federation of Consulting Engineers (FIDIC), among others, Blatchford Lands has been recognized for its commitment to sustainability and innovative community planning. Residents can enjoy diverse housing options equipped with renewable energy sources for heating and cooling—all in a centrally located neighborhood that once served as Edmonton’s municipal airport, now reimagined as a model for sustainable urban development.
Blatchford Lands is the latest sonnen VPP to launch at a master planned community, following wildly successful deployments at Soleil Lofts and Soleil Tech Park in Utah, Pearl Homes’ nationally renowned Hunters Point in Cortez Florida, and Mandalay Homes in Arizona, among other projects.
ABOUT sonnen sonnen is a global leader in smart energy storage systems for residential use and a pioneer in residential battery-based virtual power plants. The sonnen VPP is recognized as a model for the decentralized, digitalized, and decarbonized energy system of the future. As one of the most experienced and rapidly growing VPP energy storage companies worldwide, sonnen has earned numerous international awards for its technological achievements. The sonnenCommunity, a network of visionaries worldwide, utilizes sonnen’s products and services to promote clean and affordable energy for all. With offices in Germany, Italy, Spain, Australia, and the USA, sonnen is a wholly owned subsidiary of Shell. Learn more at: https://sonnenusa.com
DUBLIN, June 24, 2025 (GLOBE NEWSWIRE) — via IBN – Fusion Fuel Green PLC (Nasdaq: HTOO) (“Fusion Fuel” or the “Company”), a leading provider of full-service energy engineering, advisory, and utility solutions, today announced that its majority-owned operating subsidiary, Al Shola Al Modea Gas Distribution LLC (“Al Shola Gas”), has secured an additional AED 4.4 million (~$1.2 million USD) in new engineering and utility projects across Dubai, United Arab Emirates.
These latest awards follow the Company’s May 22, 2025, announcement that Al Shola Gas had secured over $2.7 million in engineering contracts and 1,800 new residential service contracts since the beginning of the year. The cumulative project awards reflect continued commercial momentum and strengthening demand for Al Shola Gas’s turnkey solutions in the UAE’s fast-growing energy infrastructure market.
Overview of New Engineering Projects
Dubai Marina Development—DBOM contract for 620 residential apartments and 5 retail outlets. The total contract value is AED 885,000. All units will be serviced under utility agreements.
Business Bay Tower – High-rise with 3 basements, ground floor, 32 residential levels – 242 apartments and 3 retail outlets. Contract value: AED 395,000.
Satwa Mid-Rise Development – 13 floors plus roof access – 240 apartments. The total contract value is AED 2.6 million.
Additional Cluster Projects – Four smaller projects across Dubai, collectively valued at AED 520,000.
All new projects will convert to recurring revenue through Al Shola Gas’s long-term utility service contracts.
“We continue to see strong demand for our end-to-end energy infrastructure solutions, particularly in Dubai’s high-density residential sector,” said Sanjeeb Safir, Managing Director of Al Shola Gas. “These contracts build on the strong base established earlier this year and reinforce our positioning as the partner of choice for developers requiring reliable, compliant, and efficient LPG system delivery and service.”
Update on Utility Business and Bulk LPG Supply
With the addition of these new projects, Al Shola Gas continues to expand its utility billing footprint, which surpassed 12,000 active customers earlier this year. The Company expects continued growth in recurring revenue as contracted assets are commissioned.
Bulk LPG supply remains robust, with current volumes consistently exceeding 600 metric tons per month, supported by organic growth of 10–20 metric tons monthly. With additional delivery capacity expected to come online, Al Shola Gas maintains its target of reaching 800 metric tons monthly by year-end.
“These awards are a clear continuation of the momentum we outlined in our May update,” said John-Paul Backwell, CEO of Fusion Fuel. “The combination of engineering revenue and high-margin recurring utility income represents the execution of our strategy to build durable, cash-generating infrastructure assets in the region.”
About Fusion Fuel Green PLC
Fusion Fuel Green PLC (NASDAQ: HTOO) is an emerging leader in the energy services sector, offering a comprehensive suite of energy supply, distribution, and engineering and advisory solutions through its Al Shola Gas and BrightHy brands. Al Shola Gas provides full-service industrial gas solutions, including the design, supply, and maintenance of liquefied petroleum gas (LPG) systems, as well as the transport and distribution of LPG to a broad range of customers across commercial, industrial, and residential sectors. BrightHy, the Company’s newly launched hydrogen solutions platform, delivers innovative engineering and advisory services enabling decarbonization across hard-to-abate industries.
Forward-Looking Statements
This press release includes “forward-looking statements.” Forward-looking statements may be identified by the use of words such as “estimate,” “plan,” “project,” “forecast,” “intend,” “will,” “expect,” “anticipate,” “believe,” “seek,” “target”, “may”, “intend”, “predict”, “should”, “would”, “predict”, “potential”, “seem”, “future”, “outlook” or other similar expressions (or negative versions of such words or expressions) that predict or indicate future events or trends or that are not statements of historical matters. These forward-looking statements are not guarantees of future performance, conditions or results, and involve a number of known and unknown risks, uncertainties, assumptions and other important factors, many of which are outside the Company’s control, that could cause actual results or outcomes to differ materially from those discussed in the forward-looking statements. Fusion Fuel has based these forward-looking statements largely on its current expectations, which are based on assumptions as to future events that may not prove to be accurate, and are subject to inherent uncertainties, risks, and assumptions that are difficult to predict. Such forward-looking statements are subject to risks and uncertainties, including without limitation, those set forth in Fusion Fuel’s Annual Report on Form 20-F for the year ended December 31, 2024, filed with the Securities and Exchange Commission on May 9, 2025, which could cause actual results to differ from the forward-looking statements.
DUBAI, June 24, 2025 (GLOBE NEWSWIRE) — The Little Pepe ($LILPEPE) team has announced the early conclusion of its second presale stage, raising a total of$1,325,000ahead of schedule. The strong demand for $LILPEPE tokens resulted in the rapid sale of over 1.20 billion tokens at $0.0011 per unit, just before the planned transition to a higher price tier.
The Stage 2 presale was initially structured to distribute 1.25 billion tokens. However, given the accelerated pace of contributions and rising market attention, the sale concluded before reaching the full allocation. The early close signals growing investor interest in the project’s Layer 2 blockchain, which is being developed to support and scale meme-based cryptocurrency ecosystems.
With Stage 3 of the presale now approaching, tokens will be offered at a slightly higher rate of $0.0012. The presale process is part of a multi-phase fundraising strategy supporting the technical buildout and marketing of the Little Pepe blockchain.
Layer 2 Blockchain Designed for Meme Token Utility
Little Pepe is developing a Layer 2 blockchain platform purpose-built for meme token projects. The network aims to provide a high-speed, low-cost, and secure environment tailored to the needs of culturally-driven crypto assets. According to the development team, Little Pepe’s blockchain will feature:
EVM compatibility for seamless deployment of smart contracts
Built-in anti-sniping mechanisms to improve fairness during token launches
A native launchpad to simplify token creation and ecosystem integration
This infrastructure is intended to address issues often faced on general-purpose blockchains, such as network congestion, high transaction costs, and limited community tooling.
Token Allocation and Roadmap
The total supply of $LILPEPE tokens is capped at 100 billion, with a structured allocation plan to ensure long-term project growth and sustainability:
26.5% allocated to presale rounds
10% reserved for decentralized exchange (DEX) listings
13.5% for staking and user rewards
30% for chain reserves
10% for marketing
10% for liquidity provisioning
Following the presale, the team plans to list $LILPEPE on multiple exchange platforms and continue development of its blockchain architecture. Roadmap milestones include the rollout of the testnet, support for third-party developers, and the launch of the token creation platform.
Ongoing Community Campaign
In parallel with its presale activities, Little Pepe has launched a giveaway campaign with a total prize pool of $777,000. Rewards will be distributed to top participants as a way to encourage early engagement and increase visibility across the broader crypto community.
With Stage 2 now closed and momentum building, Stage 3 of the presale is expected to begin shortly. The team states that further updates on token listings and network deployment will follow in the coming weeks.
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Turkey is stepping up its influence in west Africa as the geopolitical and economic landscape in the region shifts. In Senegal, the state-owned Turkish Petroleum Corporation has entered a key partnership in the oil and gas sector. Meanwhile, Karpowership, a company providing electricity via floating power plants, now supplies energy to eight African countries. But Turkey’s not stopping there. As part of its soft power strategy, it is also winning hearts and minds through education and culture while deepening trade and security ties.
Historian Issouf Binaté, who has studied Turkey’s growing presence in west Africa, breaks down how Ankara is positioning itself as an alternative to both former colonial powers and newer global players competing for influence on the continent.
What drives Turkey’s growing influence in west Africa?
Turkey’s foreign policy in west Africa leans on two main pillars.
The other is more grassroots, led by non-state actors such as religious foundations and NGOs.
These groups laid the groundwork for Turkey’s African expansion long before Ankara officially stepped in.
A key player in Turkey’s earlier outreach was the Gülen movement, named after preacher Fethullah Gülen (1941–2024). The Gülen movement pioneered Turkey’s soft power approach with “Turkish schools”, starting with the Yavuz Sultan Selim and Yavuz Selim-Bosphore high schools in Dakar in 1997.
Also at the end of the 1990s a network composed of Turkish business leaders and social activists under the Turkish Confederation of Businessmen and Industrialists, which claimed over 100,000 member companies, expanded Turkey’s influence across Africa. At that time, Turkey had only three diplomatic representations for the whole of sub-Saharan Africa.
The more recent contact with Africa comes at a time when western hegemony faces growing criticism from a new generation of Africans engaged in decolonial movements. Gülen-affiliated institutions now number 113, alongside religious and secular schools run by other groups like Mahmud Hudayi Vakfi and Hayrat Vakfi. Since the 2016 political rift between Gülen and President Recep Tayyip Erdoğan, these schools were gradually transferred to Maarif Foundation, Turkey’s state-run overseas education arm.
Back in 2003, Turkey had only 12 diplomatic missions across Africa. Today, that number has grown to 44, bolstered by Turkish religious foundations (like Mahmud Hudayi Vakfi and Hayrat Vakfi), NGOs, and entrepreneurs who have filled the gap left by the Gülen movement.
Another powerful player in Turkey’s Africa strategy is Turkish Airlines, now one of the top carriers on the continent. It is now flying to 62 airports in 41 African countries.
What role do west African students trained in Turkey play?
By investing in education, Turkey didn’t just open its doors to African students. It also planted the seeds for a long-term influence strategy. These students, and more broadly young African migrants trained in Turkey, are now among the key messengers of “Turkishness” back home.
In doing so, Ankara is following a familiar path once used by colonial powers. They used student mobility as a powerful tool for their diplomacy.
Then, in the 1990s, Turkey continued this effort through a scholarship programme for African students, supported by the Islamic Development Bank. During this period, Turkey launched the Büyük Öğrenci Projesi (Great Student Project), which provided scholarships to international students.
Starting in 2012, this programme was re-branded as YTB (Yurtdışı Türkler ve Akraba Topluluklar Başkanlığı, or Directorate for Turks Abroad and Related Communities). It introduced reforms, including a digital application process for scholarships via an app on the YTB website. This shift caused a dramatic spike in interest. Applications soared from 10,000 to 155,000 between 2012 and 2020.
For non-scholarship students, Turkey simplified visa processes, reduced tuition fees, and offered other incentives. These measures contributed to a significant increase in the number of applicants to study in Turkey. As the number of universities in Turkey jumped from 76 to 193 between 2003 and 2015, the country became increasingly attractive.
By 2017, Turkey had become the 13th most popular destination for students from sub-Saharan Africa, according to Campus France (a platform that supports international students studying in France). By 2019, there were an estimated 61,000 African students studying in Turkey.
Now, nearly three decades into this strategy, many of these former students are stepping into new roles. They are taking over from Turkish entrepreneurs in fostering socioeconomic ties with Africa. They also act as bridges, promoting Turkish universities and supporting visitors in areas like medical and industrial tourism.
In Istanbul, some run cargo companies – some of them informal – that ship goods to Africa. Others are working to formalise these ventures and build long-term economic bridges. Groups like Bizim Afrika, a network of African Turkish-speakers, and the Federation of African Students in Turkey (founded in 2019), are playing key roles in shaping this next chapter of Turkey–Africa relations.
How is Turkey’s strategy in west Africa different from that of China or France?
In substance, Turkey’s strategy isn’t so different from that of France or China. It also carries traces of colonial thinking, even though its approach leans more on religious soft power like building mosques across Africa. Unlike France, which used force in its colonial past, Turkey is trying to gain influence through other means. It uses familiar tools: embassies, schools, cinema, security services, and development agencies.
While access to Europe, the US and Canada has become more difficult due to stricter visa rules, Turkey has opened its doors. It eased visa procedures for African business people, expanded its universities, and promoted medical tourism.
Turkey has become a hub for several sectors. It’s a major centre for nose surgery (rhinoplasty), hair transplants, and textiles. Its textile industry now supplies traders at Makola Market in Accra, Adjamé’s Forum in Côte d’Ivoire, and the Grand Marché in Bamako.
Turkey’s presence in Africa is now visible in several symbolic ways. You can see it in Maarif schools, murals at Abidjan airport, the “Le Istanbul” restaurant in Niamey’s government district, or the National Mosque in Accra, modelled after Istanbul’s Blue Mosque.
Turkey’s engagement is a work in progress. But its outreach to Africa is already yielding results. Trade volume reached US$40.7 billion in 2022. The return of the first waves of African students trained in Turkey has shifted the dynamic. Cooperation no longer relies solely on Turkish business people and social entrepreneurs.
Even though African elites often speak English, French or Arabic, new voices are emerging. Young people trained in Turkey are beginning to find their place. Many work in import-export, construction, and even Islamic religious leadership. This trend points to promising prospects for long-term ties.
For Turkey, Africa represents a continent with major economic opportunities. Becoming a trusted partner is now a key goal. On the diplomatic level, Turkey gained observer status at the African Union in 2005 and has hosted Turkey-Africa summits in Istanbul since 2008.
This growing involvement suggests that Turkey’s role in Africa is likely to last. It will depend on the continent’s market needs, especially at a time when many African countries are rethinking their relationships with traditional western powers and international institutions.
Issouf Binaté does not work for, consult, own shares in or receive funding from any company or organisation that would benefit from this article, and has disclosed no relevant affiliations beyond their academic appointment.
Turkey is stepping up its influence in west Africa as the geopolitical and economic landscape in the region shifts. In Senegal, the state-owned Turkish Petroleum Corporation has entered a key partnership in the oil and gas sector. Meanwhile, Karpowership, a company providing electricity via floating power plants, now supplies energy to eight African countries. But Turkey’s not stopping there. As part of its soft power strategy, it is also winning hearts and minds through education and culture while deepening trade and security ties.
Historian Issouf Binaté, who has studied Turkey’s growing presence in west Africa, breaks down how Ankara is positioning itself as an alternative to both former colonial powers and newer global players competing for influence on the continent.
What drives Turkey’s growing influence in west Africa?
Turkey’s foreign policy in west Africa leans on two main pillars.
The other is more grassroots, led by non-state actors such as religious foundations and NGOs.
These groups laid the groundwork for Turkey’s African expansion long before Ankara officially stepped in.
A key player in Turkey’s earlier outreach was the Gülen movement, named after preacher Fethullah Gülen (1941–2024). The Gülen movement pioneered Turkey’s soft power approach with “Turkish schools”, starting with the Yavuz Sultan Selim and Yavuz Selim-Bosphore high schools in Dakar in 1997.
Also at the end of the 1990s a network composed of Turkish business leaders and social activists under the Turkish Confederation of Businessmen and Industrialists, which claimed over 100,000 member companies, expanded Turkey’s influence across Africa. At that time, Turkey had only three diplomatic representations for the whole of sub-Saharan Africa.
The more recent contact with Africa comes at a time when western hegemony faces growing criticism from a new generation of Africans engaged in decolonial movements. Gülen-affiliated institutions now number 113, alongside religious and secular schools run by other groups like Mahmud Hudayi Vakfi and Hayrat Vakfi. Since the 2016 political rift between Gülen and President Recep Tayyip Erdoğan, these schools were gradually transferred to Maarif Foundation, Turkey’s state-run overseas education arm.
Back in 2003, Turkey had only 12 diplomatic missions across Africa. Today, that number has grown to 44, bolstered by Turkish religious foundations (like Mahmud Hudayi Vakfi and Hayrat Vakfi), NGOs, and entrepreneurs who have filled the gap left by the Gülen movement.
Another powerful player in Turkey’s Africa strategy is Turkish Airlines, now one of the top carriers on the continent. It is now flying to 62 airports in 41 African countries.
What role do west African students trained in Turkey play?
By investing in education, Turkey didn’t just open its doors to African students. It also planted the seeds for a long-term influence strategy. These students, and more broadly young African migrants trained in Turkey, are now among the key messengers of “Turkishness” back home.
In doing so, Ankara is following a familiar path once used by colonial powers. They used student mobility as a powerful tool for their diplomacy.
Then, in the 1990s, Turkey continued this effort through a scholarship programme for African students, supported by the Islamic Development Bank. During this period, Turkey launched the Büyük Öğrenci Projesi (Great Student Project), which provided scholarships to international students.
Starting in 2012, this programme was re-branded as YTB (Yurtdışı Türkler ve Akraba Topluluklar Başkanlığı, or Directorate for Turks Abroad and Related Communities). It introduced reforms, including a digital application process for scholarships via an app on the YTB website. This shift caused a dramatic spike in interest. Applications soared from 10,000 to 155,000 between 2012 and 2020.
For non-scholarship students, Turkey simplified visa processes, reduced tuition fees, and offered other incentives. These measures contributed to a significant increase in the number of applicants to study in Turkey. As the number of universities in Turkey jumped from 76 to 193 between 2003 and 2015, the country became increasingly attractive.
By 2017, Turkey had become the 13th most popular destination for students from sub-Saharan Africa, according to Campus France (a platform that supports international students studying in France). By 2019, there were an estimated 61,000 African students studying in Turkey.
Now, nearly three decades into this strategy, many of these former students are stepping into new roles. They are taking over from Turkish entrepreneurs in fostering socioeconomic ties with Africa. They also act as bridges, promoting Turkish universities and supporting visitors in areas like medical and industrial tourism.
In Istanbul, some run cargo companies – some of them informal – that ship goods to Africa. Others are working to formalise these ventures and build long-term economic bridges. Groups like Bizim Afrika, a network of African Turkish-speakers, and the Federation of African Students in Turkey (founded in 2019), are playing key roles in shaping this next chapter of Turkey–Africa relations.
How is Turkey’s strategy in west Africa different from that of China or France?
In substance, Turkey’s strategy isn’t so different from that of France or China. It also carries traces of colonial thinking, even though its approach leans more on religious soft power like building mosques across Africa. Unlike France, which used force in its colonial past, Turkey is trying to gain influence through other means. It uses familiar tools: embassies, schools, cinema, security services, and development agencies.
While access to Europe, the US and Canada has become more difficult due to stricter visa rules, Turkey has opened its doors. It eased visa procedures for African business people, expanded its universities, and promoted medical tourism.
Turkey has become a hub for several sectors. It’s a major centre for nose surgery (rhinoplasty), hair transplants, and textiles. Its textile industry now supplies traders at Makola Market in Accra, Adjamé’s Forum in Côte d’Ivoire, and the Grand Marché in Bamako.
Turkey’s presence in Africa is now visible in several symbolic ways. You can see it in Maarif schools, murals at Abidjan airport, the “Le Istanbul” restaurant in Niamey’s government district, or the National Mosque in Accra, modelled after Istanbul’s Blue Mosque.
Turkey’s engagement is a work in progress. But its outreach to Africa is already yielding results. Trade volume reached US$40.7 billion in 2022. The return of the first waves of African students trained in Turkey has shifted the dynamic. Cooperation no longer relies solely on Turkish business people and social entrepreneurs.
Even though African elites often speak English, French or Arabic, new voices are emerging. Young people trained in Turkey are beginning to find their place. Many work in import-export, construction, and even Islamic religious leadership. This trend points to promising prospects for long-term ties.
For Turkey, Africa represents a continent with major economic opportunities. Becoming a trusted partner is now a key goal. On the diplomatic level, Turkey gained observer status at the African Union in 2005 and has hosted Turkey-Africa summits in Istanbul since 2008.
This growing involvement suggests that Turkey’s role in Africa is likely to last. It will depend on the continent’s market needs, especially at a time when many African countries are rethinking their relationships with traditional western powers and international institutions.
Issouf Binaté does not work for, consult, own shares in or receive funding from any company or organisation that would benefit from this article, and has disclosed no relevant affiliations beyond their academic appointment.
Source: The Conversation – Africa – By Oscar Gakuo Mwangi, Adjunct Associate Professor, Departnent of Social Sciences, Pwani University
Kenya has once again been reminded of brutality within its police force. Two events in mid-June 2025 pointed to the grave challenge that Kenya must confront to reform the service.
The first was the death in police custody of a teacher and blogger. A few days later a bystander at the scene of a protest in Nairobi was shot and severely injured by police.
The use of excessive force to disperse and arrest peaceful demonstrators has got worse since the nationwide protests by young Kenyans in June 2024. Police have also been behind disappearances and extrajudicial killings.
Excesses by the National Police Service have prompted action in the past. Repressive laws have been repealed and mechanisms are in place to identify, report and punish police excesses.
Wide-ranging policing reforms mandated by the 2010 constitution have also been carried out since 2013. As part of these reforms, the Independent Police Oversight Authority was set up to investigate police wrong-doing. The conviction and dismissal rates are low, however, because of defective prosecutions, poor investigations, witnesses fearing retribution or victimisation, lack of evidence, and lengthy court trials.
I am a political scientist with a focus on Kenya’s security sector. It is my view that the quest to change police behaviour in Kenya must go beyond the rule book, recriminations and repeated political proclamations of police reform.
In my view real change will come about only if the state, firstly, puts funds into the recurrent and development expenditures of the police. The aim should be to ensure these institutions are able to enforce compliance and accountability. Secondly, the state needs to strengthen its partnership with local-level civil society organisations affected by policy brutality. And lastly, it must set up digital channels that people can confidently use to lodge their complaints.
Funding gaps
The National Police Service is underfunded. This has constrained its ability to maintain law and order. It has:
inadequate and poorly maintained equipment and gear
insufficient monthly fuel allocations for patrols and other critical functions
poor training and operational physical facilities.
Added to these constraints are dehumanising working conditions and deplorable living conditions. This undermines their morale and ability to deliver quality services.
Another blow to police morale is the entrenched culture of corruption. Corrupt practices skew recruitment, transfers, deployments, promotions and procurement.
At the same time, the police service is expected to deal with a host of domestic and global security challenges. These include cybercrimes, cross-border security, violent extremism and terrorism.
Money needs to be allocated to improve facilities, equipment and gear. This should also enhance its logistical and technological capabilities, and provide affordable and decent housing and medical cover for its officers.
Providing adequate resources can also counter the culture of corruption, which is often driven by poor renumeration and working conditions.
Budget allocations should sustain police reforms. This should include:
Community policing in Kenya makes a significant contribution to local-level security. This form of policing is citizen-centred with an emphasis on addressing crime risk factors by encouraging citizen participation.
Also known by its Kiswahili name, Nyumba Kumi, meaning “Ten Households”, the key strategy is anchoring community policing at the household level. Despite several problems associated with formulation and implementation, community policing in Kenya has improved local-level police-community relations in some areas of the country.
The community policing strategy is aimed at addressing emerging security needs such as infiltration by terrorist groups. It serves the whole of Kenya in terms of local-level security and is viewed as one of the key areas of police reform and a shift to democratic policing.
Community involvement can address the lack of trust between citizens and police officers due to police bias or brutality. But this is a gradual process that happens through daily interactions between communities and the police.
Public participation channels
Public participation is enshrined in Kenya’s constitution as one of the principles and values of good governance. By establishing a complaints and redress mechanism, public participation can become an integral component of promoting effective handling of complaints.
The constitution has created different institutions to address public complaints. These include the Commission on Administrative Justice (Office of the Ombudsman), Kenya National Commission on Human Rights, and the Independent Police Oversight Authority. Some of these have digital public complaints systems, which provide more confidentiality and better access for people.
Other channels of handling complaints include civil society actors and the media. Civil society organisations provide civic education and mobilise citizens to take part in monitoring and evaluation government’s performance.
Making these channels more effective could help absorb public anger that could turn into violence.
Conclusion
Police brutality in Kenya has arisen through historical, social, economic and political factors. Mitigating it therefore requires a long-term, combined top-down and bottom-up approach.
Genuine political support from the country’s political leaders is essential to instil positive attitudes about Kenya’s political and security institutions. It also requires genuine support from local-level or grassroots communities. This, in turn, entails communities trusting each other and building social cohesion.
Oscar Gakuo Mwangi does not work for, consult, own shares in or receive funding from any company or organisation that would benefit from this article, and has disclosed no relevant affiliations beyond their academic appointment.
Source: The Conversation – Africa – By Oscar Gakuo Mwangi, Adjunct Associate Professor, Departnent of Social Sciences, Pwani University
Kenya has once again been reminded of brutality within its police force. Two events in mid-June 2025 pointed to the grave challenge that Kenya must confront to reform the service.
The first was the death in police custody of a teacher and blogger. A few days later a bystander at the scene of a protest in Nairobi was shot and severely injured by police.
The use of excessive force to disperse and arrest peaceful demonstrators has got worse since the nationwide protests by young Kenyans in June 2024. Police have also been behind disappearances and extrajudicial killings.
Excesses by the National Police Service have prompted action in the past. Repressive laws have been repealed and mechanisms are in place to identify, report and punish police excesses.
Wide-ranging policing reforms mandated by the 2010 constitution have also been carried out since 2013. As part of these reforms, the Independent Police Oversight Authority was set up to investigate police wrong-doing. The conviction and dismissal rates are low, however, because of defective prosecutions, poor investigations, witnesses fearing retribution or victimisation, lack of evidence, and lengthy court trials.
I am a political scientist with a focus on Kenya’s security sector. It is my view that the quest to change police behaviour in Kenya must go beyond the rule book, recriminations and repeated political proclamations of police reform.
In my view real change will come about only if the state, firstly, puts funds into the recurrent and development expenditures of the police. The aim should be to ensure these institutions are able to enforce compliance and accountability. Secondly, the state needs to strengthen its partnership with local-level civil society organisations affected by policy brutality. And lastly, it must set up digital channels that people can confidently use to lodge their complaints.
Funding gaps
The National Police Service is underfunded. This has constrained its ability to maintain law and order. It has:
inadequate and poorly maintained equipment and gear
insufficient monthly fuel allocations for patrols and other critical functions
poor training and operational physical facilities.
Added to these constraints are dehumanising working conditions and deplorable living conditions. This undermines their morale and ability to deliver quality services.
Another blow to police morale is the entrenched culture of corruption. Corrupt practices skew recruitment, transfers, deployments, promotions and procurement.
At the same time, the police service is expected to deal with a host of domestic and global security challenges. These include cybercrimes, cross-border security, violent extremism and terrorism.
Money needs to be allocated to improve facilities, equipment and gear. This should also enhance its logistical and technological capabilities, and provide affordable and decent housing and medical cover for its officers.
Providing adequate resources can also counter the culture of corruption, which is often driven by poor renumeration and working conditions.
Budget allocations should sustain police reforms. This should include:
Community policing in Kenya makes a significant contribution to local-level security. This form of policing is citizen-centred with an emphasis on addressing crime risk factors by encouraging citizen participation.
Also known by its Kiswahili name, Nyumba Kumi, meaning “Ten Households”, the key strategy is anchoring community policing at the household level. Despite several problems associated with formulation and implementation, community policing in Kenya has improved local-level police-community relations in some areas of the country.
The community policing strategy is aimed at addressing emerging security needs such as infiltration by terrorist groups. It serves the whole of Kenya in terms of local-level security and is viewed as one of the key areas of police reform and a shift to democratic policing.
Community involvement can address the lack of trust between citizens and police officers due to police bias or brutality. But this is a gradual process that happens through daily interactions between communities and the police.
Public participation channels
Public participation is enshrined in Kenya’s constitution as one of the principles and values of good governance. By establishing a complaints and redress mechanism, public participation can become an integral component of promoting effective handling of complaints.
The constitution has created different institutions to address public complaints. These include the Commission on Administrative Justice (Office of the Ombudsman), Kenya National Commission on Human Rights, and the Independent Police Oversight Authority. Some of these have digital public complaints systems, which provide more confidentiality and better access for people.
Other channels of handling complaints include civil society actors and the media. Civil society organisations provide civic education and mobilise citizens to take part in monitoring and evaluation government’s performance.
Making these channels more effective could help absorb public anger that could turn into violence.
Conclusion
Police brutality in Kenya has arisen through historical, social, economic and political factors. Mitigating it therefore requires a long-term, combined top-down and bottom-up approach.
Genuine political support from the country’s political leaders is essential to instil positive attitudes about Kenya’s political and security institutions. It also requires genuine support from local-level or grassroots communities. This, in turn, entails communities trusting each other and building social cohesion.
Oscar Gakuo Mwangi does not work for, consult, own shares in or receive funding from any company or organisation that would benefit from this article, and has disclosed no relevant affiliations beyond their academic appointment.
Source: United States House of Representatives – Congresswoman Sheila Cherfilus-McCormick (D-Florida 20th district))
Washington, D.C. ─ Today, Congresswoman Sheila Cherfilus-McCormick (FL-20) and Congresswoman Debbie Wasserman Schultz (FL-25) led the Florida Democratic delegation in urging Commerce Secretary Howard Lutnick to reverse recent staffing cuts at the National Oceanic and Atmospheric Administration (NOAA) and the National Weather Service (NWS) as Florida enters hurricane season.
Due to the Trump-era DOGE initiative, NOAA has laid off approximately 20% of its workforce—including 9% of the NWS staff. These sweeping reductions come at a dangerous time, undermining the ability of meteorologists to monitor and respond to severe weather. The cuts have resulted in delayed weather balloon launches, critical staffing shortages at Gulf Coast NWS offices, and the elimination of overnight shifts—jeopardizing the timely delivery of life-saving storm tracking data.
“These sudden firings at NOAA and NWS directly endanger the health and safety of my constituents and all Floridians,” said Congresswoman Cherfilus-McCormick (FL-20). “Florida is one of the most hurricane-prone states in the nation. Our families, emergency responders, and local governments rely on NOAA and NWS for accurate, real-time information. Slashing these agencies just as storm season begins is both reckless and dangerous. I’m proud to stand with my Florida colleagues in demanding these job cuts be reversed immediately.”
“The Trump Administration’s cruel, short-sighted decision to push out NOAA’s critical weather forecasters, data scientists, and storm modelers – just weeks before hurricane season – shows a callous disregard for the safety of all Floridians,” said Congresswoman Debbie Wasserman Schultz (FL-25). “These are the very experts whose work guides local officials, emergency managers, and families on when to evacuate, when to seek shelter, and how to protect their homes and businesses. Cutting them loose is not just short-sighted, it’s dangerous.”
“The beginning of Hurricane season always stirs a rush into the hearts of South Floridians, especially many of the coastal communities I represent,” said Congresswoman Fredrica Wilson (FL-24). “The firings at the National Weather Service and the National Oceanic and Atmospheric Administration are nothing short of outrageous and reckless—especially for South Florida, which sits on the frontlines of hurricane season year after year. When a storm is brewing, families across our region turn to these centers and services for real-time updates, life-saving alerts, and clear guidance on how to stay safe. Who does this administration expect residents to turn to in these moments of crisis if we allow the very institutions that safeguard us to be gutted? These firings only weaken our emergency response, undermine public safety, and leave Florida more vulnerable at the exact moment we should be strengthening our defenses.”
“We are deeply alarmed by the recent workforce cuts at NOAA and the National Weather Service under the DOGE initiative,” said Congressman Darren Soto (FL-09). “These reductions pose an unacceptable risk to hurricane preparedness and emergency response efforts in Florida. With our state facing increasingly severe and frequent storms, we cannot afford to weaken our frontline defense. All cuts to NOAA and NWS must be immediately reversed, and hiring freezes lifted to ensure Florida communities remain protected and informed.”
“When I was Director of Emergency Management in Florida, I saw firsthand the critical role that NOAA and the National Weather Service play preparing for hurricanes and other disasters,” said Congressman Jared Moskowitz (FL-23). “Putting these agencies at risk puts public safety at risk. That’s why I introduced bipartisan legislation to fill critical vacancies at NOAA and the NWS, and it’s why I’m proud to join my Florida colleagues pushing to lift hiring freezes and restore all cuts at the agencies. With hurricane season already here, Florida can’t afford for NOAA and the National Weather Service to be anything but fully equipped with what they need.”
“Hurricane season already is dangerous and anxiety-inducing enough without Elon Musk’s DOGE cuts undermining the resources and specialists we rely on to keep Floridians safe,” said Rep. Kathy Castor (FL-14). “Gutting NOAA and NWS, cutting forecasters and grounding hurricane hunters leaves our communities vulnerable and uninformed while storms grow more frequent, more severe and more costly. Sec. Lutnick rightfully acknowledged the Trump Administration’s grave error in haphazardly firing essential NOAA and NWS workers. However, much more must be done to lower the risks and costs of the climate crisis and the extreme events tied to it. Firing essential problem-solvers and public servants ends up costing Floridians more.”
Source: United States House of Representatives – Congresswoman Sheila Cherfilus-McCormick (D-Florida 20th district))
Washington, D.C. ─ Today, Congresswoman Sheila Cherfilus-McCormick (FL-20) and Congresswoman Debbie Wasserman Schultz (FL-25) led the Florida Democratic delegation in urging Commerce Secretary Howard Lutnick to reverse recent staffing cuts at the National Oceanic and Atmospheric Administration (NOAA) and the National Weather Service (NWS) as Florida enters hurricane season.
Due to the Trump-era DOGE initiative, NOAA has laid off approximately 20% of its workforce—including 9% of the NWS staff. These sweeping reductions come at a dangerous time, undermining the ability of meteorologists to monitor and respond to severe weather. The cuts have resulted in delayed weather balloon launches, critical staffing shortages at Gulf Coast NWS offices, and the elimination of overnight shifts—jeopardizing the timely delivery of life-saving storm tracking data.
“These sudden firings at NOAA and NWS directly endanger the health and safety of my constituents and all Floridians,” said Congresswoman Cherfilus-McCormick (FL-20). “Florida is one of the most hurricane-prone states in the nation. Our families, emergency responders, and local governments rely on NOAA and NWS for accurate, real-time information. Slashing these agencies just as storm season begins is both reckless and dangerous. I’m proud to stand with my Florida colleagues in demanding these job cuts be reversed immediately.”
“The Trump Administration’s cruel, short-sighted decision to push out NOAA’s critical weather forecasters, data scientists, and storm modelers – just weeks before hurricane season – shows a callous disregard for the safety of all Floridians,” said Congresswoman Debbie Wasserman Schultz (FL-25). “These are the very experts whose work guides local officials, emergency managers, and families on when to evacuate, when to seek shelter, and how to protect their homes and businesses. Cutting them loose is not just short-sighted, it’s dangerous.”
“The beginning of Hurricane season always stirs a rush into the hearts of South Floridians, especially many of the coastal communities I represent,” said Congresswoman Fredrica Wilson (FL-24). “The firings at the National Weather Service and the National Oceanic and Atmospheric Administration are nothing short of outrageous and reckless—especially for South Florida, which sits on the frontlines of hurricane season year after year. When a storm is brewing, families across our region turn to these centers and services for real-time updates, life-saving alerts, and clear guidance on how to stay safe. Who does this administration expect residents to turn to in these moments of crisis if we allow the very institutions that safeguard us to be gutted? These firings only weaken our emergency response, undermine public safety, and leave Florida more vulnerable at the exact moment we should be strengthening our defenses.”
“We are deeply alarmed by the recent workforce cuts at NOAA and the National Weather Service under the DOGE initiative,” said Congressman Darren Soto (FL-09). “These reductions pose an unacceptable risk to hurricane preparedness and emergency response efforts in Florida. With our state facing increasingly severe and frequent storms, we cannot afford to weaken our frontline defense. All cuts to NOAA and NWS must be immediately reversed, and hiring freezes lifted to ensure Florida communities remain protected and informed.”
“When I was Director of Emergency Management in Florida, I saw firsthand the critical role that NOAA and the National Weather Service play preparing for hurricanes and other disasters,” said Congressman Jared Moskowitz (FL-23). “Putting these agencies at risk puts public safety at risk. That’s why I introduced bipartisan legislation to fill critical vacancies at NOAA and the NWS, and it’s why I’m proud to join my Florida colleagues pushing to lift hiring freezes and restore all cuts at the agencies. With hurricane season already here, Florida can’t afford for NOAA and the National Weather Service to be anything but fully equipped with what they need.”
“Hurricane season already is dangerous and anxiety-inducing enough without Elon Musk’s DOGE cuts undermining the resources and specialists we rely on to keep Floridians safe,” said Rep. Kathy Castor (FL-14). “Gutting NOAA and NWS, cutting forecasters and grounding hurricane hunters leaves our communities vulnerable and uninformed while storms grow more frequent, more severe and more costly. Sec. Lutnick rightfully acknowledged the Trump Administration’s grave error in haphazardly firing essential NOAA and NWS workers. However, much more must be done to lower the risks and costs of the climate crisis and the extreme events tied to it. Firing essential problem-solvers and public servants ends up costing Floridians more.”
Source: US Whitehouse
THE ONE BIG BEAUTIFUL BILL DELIVERS FOR THE AMERICAN WORKER: The One Big Beautiful Bill delivers the largest tax cut for working- and middle-class Americans in history. Put simply, President Trump’s One Big Beautiful Bill will unleash our economy and deliver a Blue-Collar BOOM.
Bigger Paychecks: Hardworking Americans and families will see an average increase in take-home pay of OVER $10,000 per year.
Historic Tax Relief for Workers: 15% tax cut for Americans earning between $30,000 and $80,000 per year.
No Taxes on Overtime or Tips: Saves overtime and tipped workers nearly $2,000 annually.
Historic Tax Breaks for Seniors: Introduces unprecedented financial relief for seniors.
Made-in-America Tax Breaks: Interest deduction for loans on new American-made vehicles.
Large Standard Deduction: Keeps the doubled standard deduction used by 91% of taxpayers, ensuring taxpayers keep more of their money with a simpler tax break.
Provides Historic Relief for Working Families
Bolsters Child Tax Credit: Increases and makes permanent the child tax credit, supporting over 40 million families.
Supports Working Families: Expands childcare access and makes the paid leave tax credit permanent.
Establishes Trump Investment Accounts for Newborns: Creates savings accounts to secure financial futures for every American child from birth.
Improves Housing Affordability: Expands the Low-Income Housing Tax Credit to incentivize the construction of affordable homes for American families.
Supports Family Farms: Raises death tax exemption, Increasing the amount family farms can inherit without paying taxes—protecting two million family farms from excessive taxation.
Empowers School Choices: Enhances 529 savings accounts to make education affordable and empower American families and students to choose the education that best fits their needs.
Drives Economic Growth Through America First Tax Policies
Incentivizes Made-in-America Manufacturing: Full expensing for new factories and improvements to unleash domestic production.
Expands Opportunity Zones: Permanently renews program, unlocking $100B+ for rural and distressed communities.
Boosts American Businesses: The bill delivers full 100% expensing for new factories, equipment, and machinery.
Puts Main Street Over Wall Street
Promotes Growth: Helps small businesses keep more money by making permanent—and enhancing—the small business tax deduction, making it easier to grow and hire.
Doubles Small Business Expensing: Raises the limit for small businesses to immediately deduct up to $2.5 million in equipment and property costs, helping them hire more workers and expand.
President Trump’s One Big Beautiful Bill lowers tax rates to keep more money in Americans’ pockets—PREVENTING THE LARGEST TAX HIKE IN HISTORY.
Source: The Conversation – Africa – By Issouf Binaté, enseignant-chercheur, Université Alassane Ouattara de Bouaké
Turkey is stepping up its influence in west Africa as the geopolitical and economic landscape in the region shifts. In Senegal, the state-owned Turkish Petroleum Corporation has entered a key partnership in the oil and gas sector. Meanwhile, Karpowership, a company providing electricity via floating power plants, now supplies energy to eight African countries. But Turkey’s not stopping there. As part of its soft power strategy, it is also winning hearts and minds through education and culture while deepening trade and security ties.
Historian Issouf Binaté, who has studied Turkey’s growing presence in west Africa, breaks down how Ankara is positioning itself as an alternative to both former colonial powers and newer global players competing for influence on the continent.
What drives Turkey’s growing influence in west Africa?
Turkey’s foreign policy in west Africa leans on two main pillars.
The other is more grassroots, led by non-state actors such as religious foundations and NGOs.
These groups laid the groundwork for Turkey’s African expansion long before Ankara officially stepped in.
A key player in Turkey’s earlier outreach was the Gülen movement, named after preacher Fethullah Gülen (1941–2024). The Gülen movement pioneered Turkey’s soft power approach with “Turkish schools”, starting with the Yavuz Sultan Selim and Yavuz Selim-Bosphore high schools in Dakar in 1997.
Also at the end of the 1990s a network composed of Turkish business leaders and social activists under the Turkish Confederation of Businessmen and Industrialists, which claimed over 100,000 member companies, expanded Turkey’s influence across Africa. At that time, Turkey had only three diplomatic representations for the whole of sub-Saharan Africa.
The more recent contact with Africa comes at a time when western hegemony faces growing criticism from a new generation of Africans engaged in decolonial movements. Gülen-affiliated institutions now number 113, alongside religious and secular schools run by other groups like Mahmud Hudayi Vakfi and Hayrat Vakfi. Since the 2016 political rift between Gülen and President Recep Tayyip Erdoğan, these schools were gradually transferred to Maarif Foundation, Turkey’s state-run overseas education arm.
Back in 2003, Turkey had only 12 diplomatic missions across Africa. Today, that number has grown to 44, bolstered by Turkish religious foundations (like Mahmud Hudayi Vakfi and Hayrat Vakfi), NGOs, and entrepreneurs who have filled the gap left by the Gülen movement.
Another powerful player in Turkey’s Africa strategy is Turkish Airlines, now one of the top carriers on the continent. It is now flying to 62 airports in 41 African countries.
What role do west African students trained in Turkey play?
By investing in education, Turkey didn’t just open its doors to African students. It also planted the seeds for a long-term influence strategy. These students, and more broadly young African migrants trained in Turkey, are now among the key messengers of “Turkishness” back home.
In doing so, Ankara is following a familiar path once used by colonial powers. They used student mobility as a powerful tool for their diplomacy.
Then, in the 1990s, Turkey continued this effort through a scholarship programme for African students, supported by the Islamic Development Bank. During this period, Turkey launched the Büyük Öğrenci Projesi (Great Student Project), which provided scholarships to international students.
Starting in 2012, this programme was re-branded as YTB (Yurtdışı Türkler ve Akraba Topluluklar Başkanlığı, or Directorate for Turks Abroad and Related Communities). It introduced reforms, including a digital application process for scholarships via an app on the YTB website. This shift caused a dramatic spike in interest. Applications soared from 10,000 to 155,000 between 2012 and 2020.
For non-scholarship students, Turkey simplified visa processes, reduced tuition fees, and offered other incentives. These measures contributed to a significant increase in the number of applicants to study in Turkey. As the number of universities in Turkey jumped from 76 to 193 between 2003 and 2015, the country became increasingly attractive.
By 2017, Turkey had become the 13th most popular destination for students from sub-Saharan Africa, according to Campus France (a platform that supports international students studying in France). By 2019, there were an estimated 61,000 African students studying in Turkey.
Now, nearly three decades into this strategy, many of these former students are stepping into new roles. They are taking over from Turkish entrepreneurs in fostering socioeconomic ties with Africa. They also act as bridges, promoting Turkish universities and supporting visitors in areas like medical and industrial tourism.
In Istanbul, some run cargo companies – some of them informal – that ship goods to Africa. Others are working to formalise these ventures and build long-term economic bridges. Groups like Bizim Afrika, a network of African Turkish-speakers, and the Federation of African Students in Turkey (founded in 2019), are playing key roles in shaping this next chapter of Turkey–Africa relations.
How is Turkey’s strategy in west Africa different from that of China or France?
In substance, Turkey’s strategy isn’t so different from that of France or China. It also carries traces of colonial thinking, even though its approach leans more on religious soft power like building mosques across Africa. Unlike France, which used force in its colonial past, Turkey is trying to gain influence through other means. It uses familiar tools: embassies, schools, cinema, security services, and development agencies.
While access to Europe, the US and Canada has become more difficult due to stricter visa rules, Turkey has opened its doors. It eased visa procedures for African business people, expanded its universities, and promoted medical tourism.
Turkey has become a hub for several sectors. It’s a major centre for nose surgery (rhinoplasty), hair transplants, and textiles. Its textile industry now supplies traders at Makola Market in Accra, Adjamé’s Forum in Côte d’Ivoire, and the Grand Marché in Bamako.
Turkey’s presence in Africa is now visible in several symbolic ways. You can see it in Maarif schools, murals at Abidjan airport, the “Le Istanbul” restaurant in Niamey’s government district, or the National Mosque in Accra, modelled after Istanbul’s Blue Mosque.
The.Amuzujoe
Turkey’s engagement is a work in progress. But its outreach to Africa is already yielding results. Trade volume reached US$40.7 billion in 2022. The return of the first waves of African students trained in Turkey has shifted the dynamic. Cooperation no longer relies solely on Turkish business people and social entrepreneurs.
Even though African elites often speak English, French or Arabic, new voices are emerging. Young people trained in Turkey are beginning to find their place. Many work in import-export, construction, and even Islamic religious leadership. This trend points to promising prospects for long-term ties.
For Turkey, Africa represents a continent with major economic opportunities. Becoming a trusted partner is now a key goal. On the diplomatic level, Turkey gained observer status at the African Union in 2005 and has hosted Turkey-Africa summits in Istanbul since 2008.
This growing involvement suggests that Turkey’s role in Africa is likely to last. It will depend on the continent’s market needs, especially at a time when many African countries are rethinking their relationships with traditional western powers and international institutions.
– Turkey is stepping up its influence in west Africa – what’s behind its bid for soft power – https://theconversation.com/turkey-is-stepping-up-its-influence-in-west-africa-whats-behind-its-bid-for-soft-power-256929
Source: United Kingdom – Executive Government & Departments
Case study
New Smarter Regulatory Sandbox developed to increase compliance
HSE and the Safetytech Accelerator developed the Smarter Regulatory Sandbox, a collaborative environment to test digital products and increase compliance.
Two construction workers in a building site
Background
Construction workers face a wide range of challenges – from physical health risks to exposure to hazardous substances.
Importantly, a range of factors, such as the diverse nature of construction projects, varying levels of expertise among contractors and complex supply chains, create fragmented health and safety practices, presenting unique challenges.
For example, smaller companies or subcontractors may lack the resources or knowledge to implement robust safety measures, leading to higher risk of accidents, injuries, and even fatalities. Therefore, protecting construction workers often requires going beyond regulatory compliance; it requires a proactive approach to creating safer, healthier work environments.
The Knowledge Asset solution
The team at the Health and Safety Executive (HSE) explored approaches to strengthen health and safety practices in the construction industry in order to reduce injuries, improve regulatory compliance, and foster a culture where workers’ wellbeing is prioritised at every level.
One of the findings resulted in a partnership with the Safetytech Accelerator to develop the Smarter Regulatory Sandbox (SRS), the first of its kind.
The groundbreaking Smarter Regulatory Sandbox applied digitised health and safety data to several health and safety challenges, increasing regulatory compliance, boosting efficiency across the construction sector and enabling the development of innovative products.
By combining a Sandbox approach with regulatory data, HSE and the Safetytech Accelerator created a flexible and collaborative environment where regulators, construction companies, and technology developers could come together to explore the potential of digital innovation, such as AI and robotics.
One example of this innovative approach involved exploring how using CCTV footage from construction sites not only to monitor project progress but also – when combined with regulatory data- to distinguish between compliant sites and those posing health risks to workers.
Who will this help?
The construction industry: Making health and safety regulations machine-readable helps reduce the regulatory burden and provides clearer guidance on compliance.
The workforce: Better understanding of regulatory compliance and application of safety standards enhances protection from work-related injuries
Tech companies: Combining the Sandbox approach with regulatory data, supports innovation, creates a collaborative space to test digital products, and understand their real-world impact.
Regulators: Creating a safe and collaborative environment allows exploration of how new technologies affect compliance and safety outcomes.
Funding awards
The HSE was awarded £249,580 in the ‘Extend’ band of the Knowledge Assets Grant Fund in September 2023.
GOTT’s role
GOTT provided grant funding to the project.
Early results
The SRS project provided several positive results:
Accessing content directly from the regulator improved the accuracy of the Large Language Model by 30%
Using CCTV images helped track construction progress against plans and identify potential risks in advance
Creating common data standards facilitated the development of automatic compliance checks
Using AI-driven compliance solutions positively impacted the construction sector, although accessing quality source data remained challenging
Trialling a workplace fatigue app helped detect acute fatigue, provided user feedback to improve performance, and highlighted gaps in fatigue management
Next steps
The team continue to make products enhancements and collaborate with industry partners.
The next steps for the SRS project include:
Continuing collaboration with industry partners to broaden health and safety data and improve AI models for better compliance checks
Adding synthetic knowledge to increase prediction accuracy and help AI better understand compliance data
Improving structured audit, assurance data, and training AI with more diverse datasets
Combining AI insights with human expertise to make compliance monitoring more effective and support the shift to automated checks
Developing a blueprint for a regulatory Sandbox design, so that other Regulators can apply learnings and insights gained through this work
Today ageas SA/NV successfully placed its inaugural debt securities in the form of GBP 400 million Senior Fixed Rate Notes (the “Notes”) maturing in December 2028 and with a first call date in September 2028. The issuance generated substantial interest from UK institutional investors.
The Notes will be issued in denominations of GBP 100,000 at a re-offer price of 99.963 with a fixed coupon rate of 4.75% payable annually, with a first coupon payment scheduled for December 2025.
Standard and Poor’s assigned an A+ rating and Moody’s assigned an A1 rating to the Notes. Application has been made for the Notes to be listed on the official list of the Luxembourg Stock Exchange and to be admitted to trading on the Luxembourg Stock Exchange’s Euro MTF market. The Notes are expected to be issued and settled on 1 July 2025.
The net proceeds of the Notes complete the financing of the acquisition of esure and will also be used for general corporate purposes.
Ageas is a listed and Belgian rooted international insurance Group with a heritage spanning of 200 years. It offers Retail and Business customers Life and Non-Life insurance products designed to suit their specific needs, today and tomorrow, and is also engaged in reinsurance activities. As one of Europe’s larger insurance companies, Ageas concentrates its activities in Europe and Asia, which together make up the major part of the global insurance market. It operates successful insurance businesses in Belgium, the UK, Portugal, Türkiye, China, Malaysia, India, Thailand, Vietnam, Laos, Cambodia, Singapore, and the Philippines through a combination of wholly owned subsidiaries and long-term partnerships with strong financial institutions and key distributors. Ageas ranks among the market leaders in the countries in which it operates. It represents a staff force of about 50,000 people and reported annual inflows of EUR 18.5 billion in 2024.
Disclaimer
THIS COMMUNICATION IS NOT INTENDED FOR DISTRIBUTION, DIRECTLY OR INDIRECTLY, IN OR INTO THE UNITED STATES OR ANY OTHER JURISDICTION WHERE SUCH DISTRIBUTION IS PROHIBITED UNDER APPLICABLE LAW.
The issue, exercise or sale of securities in the offering mentioned in this press release are subject to specific legal or regulatory restrictions in certain jurisdictions. The information contained herein shall not constitute or form part of an offer to sell or the solicitation of an offer to buy, nor shall there be any sale of the securities referred to herein, in any jurisdiction in which such offer, solicitation or sale would be unlawful. ageas SA/NV assumes no responsibility in the event there is a violation by any person of such restrictions.
This press release does not constitute an offer to sell, or a solicitation of offers to purchase or subscribe for, securities in the United States or any other jurisdiction. The securities referred to herein have not been, and will not be, registered under the Securities Act of 1933, as amended, and may not be offered, exercised or sold in the United States or to, or for the account or benefit of, U.S. persons, except pursuant to an exemption from, or in a transaction not subject to, the registration requirements of the Securities Act of 1933. There is no intention to register any portion of the offering in the United States or to conduct a public offering of securities in the United States.
This communication may only be communicated, or caused to be communicated, to persons in the United Kingdom in circumstances where the provisions of Section 21 of the Financial Services and Markets Act 2000, as amended (the “Financial Services and Markets Act”) do not apply to ageas SA/NV and is directed solely at persons in the United Kingdom who (i) have professional experience in matters relating to investments, such persons falling within the definition of “investment professionals” in Article 19(5) of the Financial Services and Markets Act (Financial Promotion) Order 2005, as amended (the “Order”) or (ii) are persons falling within Article 49(2)(a) to (d) of the Order or other persons to whom it may lawfully be communicated (all such persons together being referred to as “relevant persons”). This communication is directed only to relevant persons and must not be acted on or relied on by persons who are not relevant persons.
The securities referred to herein are not intended to be offered, sold or otherwise made available to, and should not be offered, sold or otherwise made available to, any retail investor in the European Economic Area. For these purposes, a retail investor means a person who is one (or more) of: (i) a retail client as defined in point (11) of Article 4(1) of Directive 2014/65/EU, as amended (“MiFID II”) or (ii) a customer within the meaning of Directive (EU) 2016/97, as amended (the “Insurance Distribution Directive”), where that customer would not qualify as a professional client as defined in point (10) of Article 4(1) of MiFID II.
The securities referred to herein are not intended to be offered, sold or otherwise made available to, and should not be offered, sold or otherwise made available to, any retail investor in the United Kingdom. For these purposes, a retail investor means a person who is one (or more) of: (i) a retail client as defined in point (8) of Article 2 of Regulation (EU) No 2017/565 as it forms part of domestic law by virtue of the European Union (Withdrawal) Act 2018 (“EUWA”) or (ii) a customer within the meaning of the provisions of the Financial Services and Markets Act and any rules or regulations made under the Financial Services and Markets Act to implement the Insurance Distribution Directive, where that customer would not qualify as a professional client as defined in point (8) of Article 2(1) of Regulation (EU) No 600/2014 as it forms part of domestic law by virtue of the EUWA.
The securities referred to herein are also not intended to be offered, sold or otherwise made available, and will not be offered, sold or otherwise made available, in Belgium to “consumers” (consumenten/consommateurs) within the meaning of the Belgian Code of Economic Law (Wetboek van economisch recht/Code de droit économique), as amended.
The securities referred to herein may be held only by, and transferred only to, eligible investors referred to in Article 4 of the Belgian Royal Decree of 26 May 1994, holding their securities in an exempt securities account that has been opened with a financial institution that is a direct or indirect participant in the securities settlement system operated by the National Bank of Belgium or any successor thereto.
This press release is not a prospectus nor an advertisement for the purpose of Regulation (EU) 2017/1129.
A security rating is not a recommendation to buy, sell or hold securities and may be subject to suspension, reduction or withdrawal at any time by the assigning rating agency.
Company earns ‘Most Implementable’ and ‘Fastest Implementation’ badges, as well as 17‘Leader’ or ‘High Performer’ badgesacrossiPaaS, API Management, EDI, Workplace Innovation and Low- or No-code Application Development categories
ALAMEDA, Calif., June 24, 2025 (GLOBE NEWSWIRE) — Jitterbit, a global leader in accelerating business transformation for enterprise systems, today announced it received the highest ranking among vendors in the G2 Enterprise Implementation Index for iPaaS, Summer 2025. Jitterbit solutions have been recognized in various reports by G2 for eight consecutive years.
“Jitterbit makes it easier and faster for enterprises to design integrations across complex environments and infrastructures, while also providing the expert service and support to deliver maximum return of the business,” said Jitterbit President & CEO Bill Conner. “This recognition underscores the value we’re delivering to enterprises through a renewed focus on customer-focused product enhancements, world-class service and support, improved feature functionality and overall ease of use.”
The recognition for Harmony, Jitterbit’s unified, AI-infused low-code platform, includes 19 badges in Integration Platform as a Service (iPaaS), API Management, Electronic Data Interchange (EDI), Rapid Application Development (RAD), Workplace Innovation and No-Code Development. These accolades span the global grid reports for enterprises, mid-market and small businesses.
Jitterbit iPaaS takes top spots for ease of setup, over implementation Jitterbit has been named the top vendor in the Enterprise Implementation Index for iPaaS, Summer 2025, earning the highest Implementation Score among products evaluated by users at companies with more than 1,001 employees.
“From faster iPaaS implementations to enterprise-grade support, Jitterbit helps organizations operate more efficiently, innovate with confidence, and scale transformation on their own terms,” said Jitterbit Chief Technology Officer Manoj Chaudhary.
This score reflects key implementation factors such as ease of setup, average user adoption, and speed to value, where Jitterbit outperformed other vendors with a go-live timeline less than half the category average. As a result, Jitterbit was awarded two badges for Most Implementable and Fastest Implementation, reinforcing its commitment to delivering enterprise-grade automation solutions that are quick to deploy and easy to adopt.
Jitterbit EDI delivers returns a month earlier than industry average Jitterbit was also recognized in the Enterprise Implementation Index for Electronic Data Interchange (EDI), Summer 2025, outperforming the category average for implementation speed.
In the Enterprise Results Index for Electronic Data Interchange (EDI), Jitterbit was acknowledged for its quick ROI, delivering returns in 12.86 months — more than a full month faster than the category average. With 1000-plus pre-built trading partner connections and easy setup for new trading partners, Jitterbit EDI simplifies B2B workflow automation. Integrated with Jitterbit iPaaS, it connects EDI to ERP and other systems to eliminate silos and boost operational efficiency.
Key G2 Grid Report highlights
Fortune 500 companies consult G2 as their trusted industry source to guide their software decisions. G2 Grid Reports are released quarterly, ranking products based on authentic peer evaluations collected from the G2 community and aggregated data from online sources. For the summer 2025 quarter, Jitterbit earned the following badges:
● 6 Leader Badges for iPaaS and No-Code Development Platforms ● 7 High Performer Badges for Workplace Innovation, RAD, Low- and No-Code Development ● 3 Badges for iPaaS – Best Estimated ROI, Most Implementable and Fastest Implementation ● 2 Badges for EDI – Best Estimated ROI and Fastest Implementation ● 1 Badge for Low-Code Development Platforms – Fastest Implementation
G2 is the world’s largest and most trusted software marketplace. More than 90 million people annually — including employees at all Fortune 500 companies — use G2 to make smarter software decisions based on authentic peer reviews. Thousands of software and services companies of all sizes partner with G2 to build their reputation and grow their business — including Salesforce, HubSpot, Zoom, and Adobe. To learn more about where you go for software, visit www.g2.com.
About Jitterbit For organizations ready to modernize and innovate, Jitterbit provides a unified AI-infused low code platform for integration, orchestration, automation, and app development that accelerates business transformation, boosts productivity, and unlocks value. The Jitterbit Harmony platform, including iPaaS, API Manager, App Builder and EDI, future-proofs operations, simplifies complexity and drives innovation for organizations globally. Learn more at www.jitterbit.com and follow us on LinkedIn.
TORONTO, June 24, 2025 (GLOBE NEWSWIRE) — Rockcliffe Capital is pleased to announce today the initiation of equity research coverage on Wheaton Precious Metals Corp. (TSX/NYSE: WPM), the world’s premier precious metals streaming company known for its top-tier asset portfolio, strong balance sheet, and robust cash flow generation.
Following extensive operational and fundamental analysis, Rockcliffe Capital’s research team highlights Wheaton’s unique position in the global metals streaming sector, underpinned by a low- risk, high-return growth model and industry-leading margins.
“Wheaton delivers record financial results with exceptionally clean leverage and a rich growth runway,” said Felix Gelt, Managing Director of Research at Rockcliffe Capital. “The Q1 beat — driven by $470 M in revenue, $254 M net earnings, and $361 M operating cash flow — underscores the strength of its streaming model and disciplined approach to capital deployment.”
InvestmentThesisHighlights:
Record Q1 2025 Performance:
Revenue: $470 M, +59% YoY
Net Earnings: $254 M, +55% YoY
Operating Cash Flow: $361 M, +64% YoY
Balance Sheet Powerhouse:
$1.1 B in cash, zero debt, undrawn $2 B revolving credit facility
Allows flexibility for bolt-on streams, dividends, and share buybacks
High-QualityAssets&GrowthPipeline:
Streams on 18 producing mines and 28 development projects
Notable operational drivers: Salobo, Blackwater’s commercial production, plus Goose, Platreef, and Mineral Park all slated online by 2025 year-end
Dividend Resilience:
Q1 dividend of US$0.165/share declared
Solid FCF supports steady distribution to shareholders
ESGLeadership:
MSCI AAA, Sustainalytics top-rated, named to Corporate Knights’ Global 100 Most Sustainable Corporations
Valuation&Target: Rockcliffe Capital’s internal base-case scenario supports a 12-month share price target of US$155, reflecting 2026 estimated valuation multiples of 18–20× forward earnings and 12–14× EV/FCF. This view reflects Wheaton’s forecast margin expansion, low capital intensity, and a strong path to cash accretion from its next wave of producing assets.
RiskFactors:
CommodityPricePressure: A significant gold or silver price correction (>10%) may compress margins and valuations.
ProjectExecutionRisk: Slippages at development-stage assets could dent growth expectations.
Regulatory/Operational: Political risk in jurisdictions like Peru or Mexico could impact production timelines.
AboutRockcliffeCapital Rockcliffe Capital’s Research Department provides institutional-grade equity research focused on growth-stage companies, public markets, and high-conviction investment themes. Through rigorous analysis, proprietary modeling, and deep sector insights, our research team supports investors, issuers, and strategic partners in identifying value and making informed decisions.
Our coverage includes detailed valuation frameworks, peer comparisons, financial modeling, and ESG scorecards—delivering the intelligence that drives market leadership.
This press release is for informational purposes only and does not constitute investment advice. Rockcliffe Capital and its affiliates may hold positions in the securities mentioned.
As part of its programme of outreach activities, the Isle of Man Financial Services Authority delivered its bi-annual AML/CFT Forum at the Manx Museum in April 2025. This was a presentation to Designated Non-Financial Businesses and Professions (“DNFBPs”) which was recorded and is available to view online.
Stacey Kneen, AML/CFT Supervision Manager, set out the DNFBP supervisory structure, and highlighted various Code obligations. Lucy Hendy, AML/CFT Supervision Senior Manager, provided an update on the Island’s National Risk Assessment and preparations for the MONEYVAL evaluation in 2026.
Following the presentation, senior officers from the Authority took part in a question-and-answer panel session to respond to enquiries from members of the audience.
