Category: Business

  • MIL-OSI Europe: OSCE launches capacity-building series on virtual assets taxation in Moldova

    Source: Organization for Security and Co-operation in Europe – OSCE

    Headline: OSCE launches capacity-building series on virtual assets taxation in Moldova

    Participants learning about virtual assets taxation at a workshop organized by the OSCE, Chisinau, 26 May 2025. (OSCE) Photo details

    Practitioners from Moldova’s State Tax Service and the Ministry of Finance worked to enhance their understanding of virtual assets, their tax implications, and effective regulation and compliance mechanisms at a workshop organized by the OSCE from 26 to 27 May in Chisinau.
    “It is very important to understand the tax aspects of the legal framework concerning virtual assets to clarify how we quantify the income and pay taxes for virtual assets,” said Olga Golban, Director of the State Tax Service. She highlighted the risks associated with unregulated virtual assets, including tax fraud and tax evasion.
    The two-day workshop provided an overview of international good practices for the taxation of virtual assets, tax avoidance schemes, the EU regulatory framework, among other topics. Participants also had the opportunity to explore blockchain technology through simulation exercises.
    “As virtual assets and cryptocurrencies continue to expand in scope and complexity, tax authorities around the world face both opportunities and challenges. Today’s workshop explores the topic of virtual assets taxation, good practices from different jurisdictions, and what we can do to better co-ordinate across borders while combating tax evasion,” said Vera Strobachova-Budway, Senior Economic Officer and Head of the Economic Governance Unit at the OSCE.
    This workshop marked the first of two workshops to set the foundation for enhancing Moldova’s institutional capacity to effectively address taxation challenges posed by virtual assets. A follow-up workshop is planned to take place in June.
    These workshops are being organized as part of the OSCE extrabudgetary project, “Innovative policy solutions to mitigate money-laundering risks of virtual assets”, implemented by the Office of the Co-ordinator of OSCE Economic and Environmental Activities, which is financially supported by Germany, Italy, Poland, Romania, the United Kingdom and the United States.

    MIL OSI Europe News

  • MIL-OSI Russia: Xinjiang-Central Asia Agricultural Machinery and Inputs Expo to be held in Kashgar, Xinjiang

    Translation. Region: Russian Federal

    Source: People’s Republic of China in Russian –

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

    URUMQI, May 27 (Xinhua) — The Xinjiang Central Asia Agricultural Machinery and Production Equipment Expo will be held in Kashgar Prefecture of northwest China’s Xinjiang Uygur Autonomous Region from Sept. 26 to 28.

    This year, the total area of exhibition pavilions within the event will exceed 50 thousand square meters. At the moment, more than 600 enterprises have applied to participate in the event. Buyers from Kyrgyzstan, Kazakhstan, Uzbekistan, and Tajikistan have been invited to it.

    In addition, leading enterprises in the fields of seeds, fertilizers, agricultural and veterinary drugs, agricultural machinery, etc. will participate in the expo, and agricultural production technologies and equipment will be fully demonstrated. The event aims to promote agricultural development and increase farmers’ incomes in southern Xinjiang, and help producers develop markets in southern Xinjiang and Central Asia.

    The exhibition will also feature a China-Central Asia Business Fair and a Central Asia Logistics Business Fair, which will aim to promote exchanges in agricultural science and technology and match supply and demand.

    It is worth recalling that in 2024, more than 100 enterprises participated in the Xinjiang-Central Asia Agricultural Machinery and Capital Goods Expo, where more than 1,000 pieces of mechanical equipment were exhibited, and transactions worth nearly 300 million yuan were concluded. -0-

    MIL OSI Russia News

  • MIL-OSI: Relm Insurance Appoints Rob Thomas as Chief Information Security Officer

    Source: GlobeNewswire (MIL-OSI)

    Hamilton, Bermuda, May 27, 2025 (GLOBE NEWSWIRE) —  Relm Insurance (Relm), the leading specialty insurance carrier supporting emerging and innovative industries, is pleased to announce the appointment of Robert Thomas as Chief Information Security Officer (CISO).

    Robert brings over 20 years of leadership experience in cybersecurity and technology across the Banking, Insurance, and FinTech sectors. In his role at Relm, he will be responsible for shaping and executing the company’s information security strategy, strengthening its cyber resilience, and ensuring regulatory compliance as Relm continues to scale globally.

    Throughout his career, Robert has spearheaded digital transformation initiatives, transitioned organizations from outsourced to internal IT service models, and implemented DevOps and automation programs to drive operational efficiency. He has developed robust cybersecurity frameworks aligned with global standards, enabling innovation while protecting critical digital assets in complex, highly regulated environments.

    “Robert’s blend of technical expertise, strategic vision, and leadership acumen makes him a tremendous asset to the team,” said Relm CEO and Founder, Joseph Ziolkowski. “His appointment reflects our continued investment in building a secure, scalable foundation to support the unique needs of our clients in fast-evolving industries.”

    Robert emphasized his enthusiasm about joining Relm, stating: “Relm’s bold approach to innovation and its commitment to client success are what drew me to this opportunity. I’m excited to lead the charge in strengthening cybersecurity posture and embedding security as a core enabler of growth and resilience across the business.”

    Robert holds a Master of Science (MSc) in Information Technology from the University of Liverpool. His leadership philosophy centers on collaboration, transparency, and mentorship, empowering cross-functional teams to deliver secure and scalable solutions.

    About Relm Insurance 

    Relm Insurance Ltd. (Relm) is a Bermuda-domiciled specialty insurance carrier supporting emerging industries that spur innovation and next-generation technologies. Launched in 2019 to address the scarcity of insurance capacity available to these high-growth markets, Relm plays an active role in bolstering the resilience of these innovative industries.  

    Relm’s unrivaled industry expertise and solutions-driven track record makes it a highly sought-after risk partner for businesses and institutions operating at the forefront of various industries including Web3, digital assets, AI, biotech, and the space economy. Relm has earned a Financial Stability Rating of A, Exceptional, from Demotech.  

    Media contact:
    Yasmin Oronos
    Luna PR
    yasmin.oronos@lunapr.io

    The MIL Network

  • MIL-OSI: Motivosity Launches Lifestyle Spending Accounts to Help Companies Offer Flexible, Hassle-Free Employee Perks

    Source: GlobeNewswire (MIL-OSI)

    LEHI, Utah, May 27, 2025 (GLOBE NEWSWIRE) — Motivosity, the leading people-first employee recognition and rewards platform built for today’s workforce, is proud to announce the launch of its new Lifestyle Spending Accounts (LSAs) program. With this release, HR leaders can now offer personalized, competitive employee perks without the burden of spreadsheets, reimbursements, or disconnected systems—right inside the employee recognition and rewards platform their teams already know and love.

    Designed to meet the growing demand for flexible benefits, Motivosity’s LSA solution enables companies to easily fund and manage perks like wellness stipends, learning budgets, WFH allowances, and commuter benefits—all while maintaining control, visibility, and automation.

    “Most companies want to offer meaningful perks, but they get stuck in the admin,” said Scott Johnson, CEO of Motivosity. “Motivosity lifestyle spending accounts are the most flexible way to offer tailored rewards and incentives to employees. Because employees engage heavily with our platform, the impact of doing LSA’s within Motivosity is unmatched. This gives HR leaders comfort and confidence of knowing programs they put together will have maximum value.”

    Motivosity’s LSAs are fully integrated with the company’s ThanksMatters Visa® card, allowing employees to spend their benefits in the Motivosity store, through custom reward catalogs, or out in the world in pre-defined categories set by their company. Administrators can launch multiple LSA programs in minutes, configure detailed spending rules, and automate top-ups—all while tracking usage and ROI from a single dashboard.

    “Our goal was to make LSAs just as engaging as the rest of our platform,” Johnson added. “When perks are easy to use and visibly celebrated, they don’t just make employees happy—they reinforce your culture.”

    Key benefits of Motivosity’s new LSA offering include:

    • Fully controllable spending: Employers define categories and limits, ensuring every dollar is used as intended.
    • Pre-funded accounts: Eliminate unfunded liabilities with proactive wallet funding.
    • Automated workflows: No more manual receipt reviews or ad hoc reimbursements.
    • Centralized platform: Run LSAs alongside recognition, rewards, and people programs to boost participation and connection.

    Motivosity’s approach to employee experience has already earned the trust of leading brands like Toyota, Bosch, Western Governors University, and KPMG. With the addition of LSAs, the platform now supports even more ways for companies to build culture, increase retention, and simplify HR operations—all without adding another tool to the tech stack.

    To learn more or request a custom demo, visit www.motivosity.com.

    About Motivosity
    Motivosity is the people-first Recognition and Rewards solution built for today’s workforce. By combining peer-to-peer recognition, meaningful rewards, and community-building tools, Motivosity helps organizations create connected cultures where employees feel valued, motivated, and inspired to do their best work.

    Contact Details:

    Name: Erik Yorgason
    Title: Director of Creative & Brand
    Email: erik.yorgason@motivosity.com

    The MIL Network

  • MIL-OSI: Blue Mantis’ Josh Dinneen Honored with Navy SEAL Chief Petty Officer Kevin A. Houston Award

    Source: GlobeNewswire (MIL-OSI)

    PORTSMOUTH, N.H., May 27, 2025 (GLOBE NEWSWIRE) — Blue Mantis, a leading provider of digital strategy and services specializing in managed services, cybersecurity and cloud solutions, today announced that its CEO, Josh Dinneen, has been honored as the recipient of the Navy SEAL Chief Petty Officer Kevin A. Houston Award. This prestigious recognition is awarded annually by InnoVets and Massachusetts Fallen Heros and it commemorates veterans who exemplify extraordinary service and demonstrate a positive impact on the lives of military families.

    Dinneen, a former sergeant in the U. S. Marine Corps, received the award during the Patriot Week Gala, held at the Encore Boston Harbor Hotel Thursday, May 22. Patriot Week, established in 2016 by InnoVets, is a week-long event series dedicated to spreading awareness of military life and honoring Fallen Heroes. It brings together the veterans and military families for ceremonies, discussions, and celebrations, recognizing local leaders who make meaningful contributions to the Veteran and Gold Star communities.

    The award pays tribute to the legacy of Houston, a highly decorated Navy SEAL known for his exceptional courage and dedication to duty. Born in West Hyannis Port, Mass., Houston enlisted in the U.S. Navy in 1995 and embarked on a distinguished career marked by valor and selflessness. His legacy continues to inspire those who serve and those who support military communities.

    “I am incredibly honored to receive the Navy SEAL Chief Petty Officer Kevin A. Houston Award,” said Dinneen. “Patriot Week is a powerful reminder of the commitment we share to support our veterans and their families. As a U.S. Marine Corps veteran, I am proud to contribute to InnoVet’s mission and continue Chief Petty Officer Houston’s legacy.”

    InnoVets, founded by Massachusetts Fallen Heroes, empowers veterans, transitioning service members, Gold Star Families, and military family members through career development, mentorship, and entrepreneurial opportunities. InnoVets offers programs like STRAC, a business accelerator; CodeX, a cybersecurity training program designed with the support of Blue Mantis; and Veteran’s Edge, a career support initiative. Its mission is to bridge the gap between military service and business success, fostering a strong, united community.

    “Josh Dinneen is a proven business leader, distinguished veteran and rather worthy recipient of the Kevin A. Houston Award and we congratulate him on this honor,” said Dan Magoon, Co-Founder and Executive Director, InnoVets. “Blue Mantis has been a tremendous partner to InnoVets in providing invaluable cybersecurity and IT education, training, mentorship and job placement assistance for military veterans and we are grateful for the firm has done with Josh’s guidance and support.”

    InnoVets further honored the fallen and their Gold Star Families at its Annual Memorial Rededication Ceremony on Saturday, May 24th, at 10 a.m., held at the Massachusetts Fallen Heroes Memorial. Learn more at innovets.org.

    About InnoVets
    InnoVets and Massachusetts Fallen Heroes are dedicated to honoring the Massachusetts Veterans we have lost since 9/11 and supporting Veterans and Gold Star Families through various avenues of programming.

    About Blue Mantis
    Blue Mantis is a security-first, IT solutions and services provider with a 30+ year history of successfully helping clients achieve business modernization by applying next-generation technologies including managed services, cybersecurity, cloud and collaboration. Headquartered in Portsmouth, New Hampshire, the company provides digital technology services and strategic guidance to ensure clients quickly adapt and grow through automation and innovation. Blue Mantis partners with more than 1,500 leading mid-market and enterprise organizations in a multitude of vertical industries and is backed by leading private equity firm, Recognize. For more information about Blue Mantis and its services, please visit www.bluemantis.com.

    Contact
    Touchdown PR for Blue Mantis
    tdbm@touchdownpr.com

    The MIL Network

  • MIL-OSI: John Snow Labs Acquires WiseCube to Refine and Safeguard Medical AI Models with Knowledge Graphs

    Source: GlobeNewswire (MIL-OSI)

    LEWES, Del., May 27, 2025 (GLOBE NEWSWIRE) — John Snow Labs, the AI for healthcare company, today announced the acquisition of WiseCube, a pioneer in biomedical knowledge graphs and AI-powered literature analysis. The acquisition strengthens the company’s mission to deliver responsible, accurate, and explainable healthcare AI solutions enhanced by WiseCube’s billion-scale knowledge platform.

    WiseCube unifies and analyzes disjointed biomedical datasets to provide fast, literature-backed answers to complex medical questions. Its integration of cutting-edge biomedical ontologies and documents ensures access to the most current and comprehensive medical knowledge. This capability has proven indispensable, uncovering new use cases and solutions John Snow Labs can support, such as drug discovery and precision medicine within the Medical Chatbot Platform.

    The WiseCube acquisition will enable John Snow Labs to:

    • Enhance Biomedical Literature Review: Unique algorithms enable holistic analysis of unstructured data and medical ontologies to generate new scientific hypotheses.
    • Accelerate Drug Discovery: Surfacing hidden relationships among drugs, genes, and diseases, WiseCube shortens the path from discovery to clinical trials.
    • Improve Hallucination Detection for Medical LLMs: WiseCube’s Pythia service includes a hallucination detection tool that can monitor AI-generated responses alignment with verified medical knowledge, enhancing compliance and safety of medical AI applications.

    “With John Snow Labs’ leadership in healthcare AI, our combined teams can now bring safe and effective AI solutions to the market at scale,” said Vishnu Vettrivel, CEO, WiseCube. “We look forward to improving research productivity, clinical decision-making, and patient outcomes together.”

    “The integration of WiseCube’s knowledge graph technology into our healthcare AI solutions enables a new level of accuracy and reliability for our customers,” said David Talby, CEO, John Snow Labs. “We’re excited to accelerate the ability to deliver real-world, production-ready solutions that clinicians and researchers can trust.”

    About John Snow Labs
    John Snow Labs, the AI for healthcare company, provides state-of-the-art software, models, and data to help healthcare and life science organizations put AI to good use. Developer of Medical LLMs, Healthcare NLP, Spark NLP, the Generative AI Lab No-Code Platform, and the Medical Chatbot, John Snow Labs’ award-winning medical AI software powers the world’s leading pharmaceuticals, academic medical centers, and health technology companies. Creator and host of The NLP Summit, the company is committed to further educating and advancing the global AI community.

    Contact
    Gina Devine
    Head of Communications
    John Snow Labs
    gina@johnsnowlabs.com 

    The MIL Network

  • MIL-OSI: Goodyear’s Sightline Tire Intelligence Software Technologies to be Featured on SDVerse, Advancing Software-Defined Mobility

    Source: GlobeNewswire (MIL-OSI)

    ANN ARBOR, Mich., May 27, 2025 (GLOBE NEWSWIRE) — SDVerse™, the premier B2B marketplace for vehicle software, today announced that Goodyear, one of the world’s largest tire companies, will promote its SightLine suite of tire intelligence software offerings on the SDVerse platform. Goodyear, whose state-of-the-art products and services set the technology and performance standard for the industry, is marking a bold step into the software-defined vehicle (SDV) space, introducing tire-centric software solutions aimed at enhancing vehicle performance, safety, and efficiency.

    Goodyear’s suite of intelligent mobility solutions – featuring real-time tire health diagnostics, road surface sensing, and predictive maintenance insights – were designed to empower OEMs and Tier-1s the ability to integrate tire intelligence directly into core vehicle systems. SDVerse is the first online marketplace to showcase Goodyear’s expansion from hardware into the digital layer of mobility. Goodyear’s digital offerings reflect a growing industry shift towards data driven and connected platforms, where every component, including tires, contributes to a safer, more efficient driving experience.

    “​Our tire intelligence technologies are at the core of our commitment to innovation” said Werner Happenhofer, Vice President of Global Tire Intelligence & Solutions at Goodyear. “Integrating these technologies into a vehicle’s controls systems represents a significant step forward in enhancing vehicle safety, performance, and efficiency. Partnering with SDVerse gives us the opportunity to collaborate with other members and OEMs as we meet the evolving demands of the industry.”

    With Goodyear’s entry, SDVerse continues its mission to transform automotive software sourcing – connecting buyers and sellers, accelerating innovation, and enabling software-defined mobility at scale.

    “We’re thrilled to welcome Goodyear to SDVerse,” said Prashant Gulati, CEO of SDVerse. “Goodyear’s move into software is not only bold but incredibly timely. Their presence on our platform underscores the breadth of what software-defined vehicles can become—where even tires evolve into intelligent systems contributing real-time data and decision-making capabilities across the vehicle ecosystem.”

    For more information or to explore Goodyear’s software offerings, visit Goodyear at SDVerse.

    About SDVerse
    SDVerse is a first-of-its-kind B2B marketplace for buying and selling vehicle software. Backed by founding members General Motors (GM), Magna, and Wipro, SDVerse is accelerating the future of software-defined vehicles by providing a matchmaking marketplace for buyers and sellers that benefits the entire automotive ecosystem. Its standard-agnostic marketplace is available to all OEMs, suppliers, and any company with relevant software offerings and tools. Learn more at www.sdverse.auto.

    SOURCE SDVerse

    The MIL Network

  • MIL-OSI: Oxbridge / SurancePlus to Participate in the “2025 Virtual Tech Conference: Discover the Innovations Reshaping Tomorrow” Virtual Conference Presented by Maxim Group LLC

    Source: GlobeNewswire (MIL-OSI)

    GRAND CAYMAN, Cayman Islands, May 27, 2025 (GLOBE NEWSWIRE) — Oxbridge Re Holdings Limited (Nasdaq: OXBR) (“Oxbridge Re”), together with its subsidiary SurancePlus, is engaged in the tokenization of Real-World Assets (“RWAs”), initially with tokenized reinsurance securities and in providing reinsurance solutions to property and casualty insurers in the Gulf Coast region of the United States. The company today announced its CEO Jay Madhu has been invited to present at the “2025 Virtual Tech Conference: Discover the Innovations Reshaping Tomorrow,” presented by Maxim Group LLC, on Tuesday, June 3rd at 1:00 PM EDT.

    Event Details: Oxbridge / SurancePlus CEO and Maxim Senior Analyst Fireside Chat
    Date: Tuesday, June 3, 2025
    Time: 1:00 PM – 1:30 PM (EDT)
    Location: This conference will be live on M-Vest. To attend, sign up to become an M-Vest member.
    Click here to learn more and reserve your seat.

    Discussion Highlights

    • Bringing Traditional Finance On-Chain: How Oxbridge and SurancePlus are leveraging blockchain to modernize reinsurance markets
    • Democratization of Reinsurance: Making reinsurance accessible to a much broader range of investors globally
    • Tokenized Reinsurance RWAs: A first-of-its-kind asset class offered by a public company subsidiary, targeting 20% and 42% annual yields

    Jay Madhu, CEO of Oxbridge, commented: “Maxim’s Tech Conference is a great platform to showcase how we are bridging traditional insurance with Web3 and blockchain innovation. At SurancePlus, we are not just creating tokenized reinsurance securities – we are expanding access to a high-yield opportunity that is uncorrelated to traditional capital markets and has been historically inaccessible to most.”

    Oxbridge / SurancePlus will be taking part in the “2025 Virtual Tech Conference: Discover the Innovations Reshaping Tomorrow.” The rapid evolution of technology is paving the way for disruption across all industries, including healthcare, drones, consumer IoT, business solutions, gaming & entertainment, and more. In Maxim’s 2025 Virtual Tech Conference, we will explore how emerging growth companies are expanding their use of Quantum Computing and Artificial Intelligence (AI) to position themselves for the future. Maxim Senior Analysts will facilitate engaging dialogues with CEOs and key management of diverse companies who have their attention on technology and how it will impact and grow their business.

    About Oxbridge Re Holdings Limited 

    Oxbridge Re Holdings Limited (NASDAQ: OXBR, OXBRW) (“Oxbridge”) is headquartered in the Cayman Islands. The company offers tokenized Real-World Assets (“RWAs”) as tokenized reinsurance securities and reinsurance business solutions to property and casualty insurers, through its wholly owned subsidiaries SurancePlus Inc., Oxbridge Re NS, and Oxbridge Reinsurance Limited.

    Insurance businesses in the Gulf Coast region of the United States purchase property and casualty reinsurance through our licensed reinsurers Oxbridge Reinsurance Limited and Oxbridge Re NS.

    Our Web3-focused subsidiary, SurancePlus Inc. (“SurancePlus”), has developed the first “on-chain” reinsurance RWA of its kind to be sponsored by a subsidiary of a publicly traded company. By digitizing interests in reinsurance contracts as on-chain RWAs, SurancePlus has democratized the availability of reinsurance as an alternative investment to both U.S. and non-U.S. investors. 

    Company Contact:
    Oxbridge Re Holdings Limited
    Jay Madhu, CEO
    +1 345-749-7570
    jmadhu@oxbridgere.com

    About Maxim Group LLC

    Maxim Group LLC is a full-service investment banking, securities and wealth management firm headquartered in New York. The Firm provides a full array of financial services including investment banking; private wealth management; and global institutional equity, fixed-income and derivatives sales & trading, equity research and prime brokerage services. Maxim Group is a registered broker-dealer with the U.S. Securities and Exchange Commission (SEC) and the Municipal Securities Rulemaking Board (MSRB) and is a member of FINRA SIPC, and NASDAQ. To learn more about Maxim Group, visit maximgrp.com

    The MIL Network

  • MIL-OSI: Parched Hospitality Group Puts the Guest Experience First with New Paytronix Rewards App

    Source: GlobeNewswire (MIL-OSI)

    Loyalty with an Australian Vibe — Parched launches a tiered rewards program to engage and reward guests digitally, across its unique dining & cocktail brands

    NEWTON, Mass. and NEW YORK, May 27, 2025 (GLOBE NEWSWIRE) — Paytronix, the leader in guest engagement for restaurants and convenience stores, and Australian culture inspired Parched Hospitality Group have launched “Parched Locals,” a powerful new rewards program and mobile app to engage with guests across all four of its iconic restaurant brands: Daintree; Hole in the Wall; Isla & Co.; and Wallflower. Guests can sign up for membership to become a Local with any store in the Parched family to get rewards and bonus perks across all the brands.

    Parched operates nine unique restaurants in New York and Florida, featuring multiple concepts that take inspiration from Australia where much of the executive team was born. Stop by Hole in the Wall or Isla and Co. for an Australian street corner vibe to enjoy a cup of specialty coffee and hearty breakfast, or dinner and date night out. Swing by Wallflower for cocktails and a bite, where vinyl records are found spinning throughout the night. Or experience the Australian forest environment at Daintree to enjoy the lush greenery and rooftop view, under the watchful eye of the New York skyline.

    “We’ve got such a fantastic group of loyal customers, we wanted to give back to them and make sure they feel as much a part of our family as we feel about them,” said Tom Rowse, Chief Strategy Officer, Parched, “The Parched Locals program and mobile app will help expand and grow our family while thanking them. Paytronix brings so many ways to surprise and reward guests, engaging with them through a program that’s true to each brand’s unique needs and style.”

    Become a Mate Today
    By downloading the Parched mobile app new mates will automatically get a free cocktail, coffee or fries just for signing up!

    The mobile app is designed to be a one-stop shop to explore all the Parched venues. There, guests can reserve a table, explore the menu, manage their account and earn/redeem rewards. When on the go, they can order online – with app exclusive pricing just for members! Earn and redeem rewards at any restaurant in the Parched family. Sign up online, or at any local Parched location during checkout.

    Members earn points for every purchase they make and also gain first access to special offers and limited-time rewards. Frequent guests can move up tiers in the program to unlock additional perks and extra rewards.

    “Parched designed their digital brand intentionally to ensure guests feel at home and experience Australian hospitality however they engage, across the Parched brands”, said Andrea Mulligan, Chief Customer Officer, Paytronix. “The guest experience has been at the center of the brand since its conceptualization. Parched is giving back to its regular customers and making it convenient for people to engage with them whether in person or remotely.”

    Parched deployed the full Paytronix guest engagement platform, which also provides powerful tools for online ordering, rewards, email/messaging/SMS and marketing, and gift card solutions. Rollout was easy, with Paytronix integrating directly with the Toast POS system used by Parched. Paytronix even supported specialized integration needs, like direct integration of Sunday QR code payments.

    About Parched Hospitality Group
    Parched Hospitality Group (PHG) began in 2014 with the opening of a boutique New York City coffee shop, Hole in the Wall. This humble establishment quickly became an iconic café brand, laying the foundation for PHG’s expansion into a multi-concept hospitality group. Drawing inspiration from Australian, Southeast Asian, and European cultures, PHG delivers exceptional customer experiences and innovative concepts–a third place for guests in each local community it operates in.

    Today, PHG’s portfolio includes renowned establishments such as Hole in the Wall, Isla & Co., Daintree, and Wallflower, each venue offering unique dining experiences, from modern Australian cuisine to innovative cocktails. Parched operates nine restaurants across New York and Florida as well as a direct-to-consumer coffee brand, all connected by a shared mission that puts community, customer experience, and creativity at the heart of everything they do. Learn more at https://parchedhg.com/.

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

    Media Contact:
    Calen McGee
    Paytronix Systems, Inc.
    Calen.McGee@theaccessgroup.com 

    A photo accompanying this announcement is available at https://www.globenewswire.com/NewsRoom/AttachmentNg/5188c284-8a8e-457a-ab04-d356fd629588

    The MIL Network

  • MIL-OSI: Bitget Wallet Expands Sei Campaign to Gaming as Trading Volume Jumps 150-Fold

    Source: GlobeNewswire (MIL-OSI)

    SAN SALVADOR, El Salvador, May 27, 2025 (GLOBE NEWSWIRE) — Bitget Wallet, the leading non-custodial crypto wallet, has launched another phase of its Sei Ecosystem Month campaign, introducing a $75,000 rewards pool dedicated to Sei-based gaming applications. The update comes as earlier phases of the campaign helped drive over $25 million in total value locked (TVL) and a 150-fold increase in Sei’s onchain trading volume within just a week of launch.

    Powered by Bitget Wallet’s full integration with the Sei network, users can trade, bridge, and interact with Sei-native DApps directly in-app. The wallet supports cross-chain transfers from 30 blockchains into Sei EVM and aggregates liquidity across 130+ chains through its Super DEX. These tools have helped simplify user onboarding and accelerate ecosystem engagement across DeFi, trading, and now GameFi and AI verticals.

    Previous phases of the campaign featured collaborations with Takara Lend and Sailor Finance, focusing on DeFi participation and trading activity across the Sei network. The newly launched phase running from May 27 to June 27, features five interactive projects: Archer Hunter, Dive Diary, Fishwar, Hot Spring, and Kawaii Puzzle. Each project offers unique gameplay and task-based rewards. Users participating through Bitget Wallet can complete specific missions across these applications to earn SEI rewards, with participation tracked through verified wallet interactions.

    By aligning cross-chain infrastructure with real utility in DeFi, trading, and now gaming, we’re seeing Sei ecosystem adoption scale week by week,” said Alvin Kan, COO of Bitget Wallet. “The following phase opens the door to a wider user base, giving people more ways to engage with Sei through games and social interactions.” Additional campaign phases spotlighting more projects are set to follow in the coming weeks.

    For more information, visit Bitget Wallet blog and the official X channel.

    About Bitget Wallet
    Bitget Wallet is a non-custodial crypto wallet designed to make crypto simple and secure for everyone. With over 80 million users, it brings together a full suite of crypto services, including swaps, market insights, staking, rewards, DApp exploration, and payment solutions. Supporting 130+ blockchains and millions of tokens, Bitget Wallet enables seamless multi-chain trading across hundreds of DEXs and cross-chain bridges. Backed by a $300+ million user protection fund, it ensures the highest level of security for users’ assets.

    For more information, visit: X | Telegram | Instagram | YouTube | LinkedIn | TikTok | Discord | Facebook

    For media inquiries, please contact media.web3@bitget.com

    A photo accompanying this announcement is available at https://www.globenewswire.com/NewsRoom/AttachmentNg/d663d71f-de3a-4168-b6cc-4a4694f4e1e1

    The MIL Network

  • MIL-OSI Economics: Samsung Earns ‘Product Carbon Reduction’ and ‘Product Carbon Footprint’ Certifications for Dozens of 2025 TVs, Soundbars and Monitors

    Source: Samsung

    Samsung Electronics America announced that nearly 80 models in its 2025 TV, soundbar and monitor lineups have received Product Carbon Reduction1 and Product Carbon Footprint2 certifications from TÜV Rheinland, a globally recognized certification organization based in Germany. This marks the fifth consecutive year that the Samsung Neo QLED 8K and Samsung Neo QLED 4K TV lineups have earned the certifications, demonstrating the company’s continued efforts toward carbon reduction.
    “Samsung Electronics is committed to driving technological innovation for a sustainable future,” said Taeyong Son, Executive Vice President of Visual Display Business at Samsung Electronics. “As the world’s leading TV manufacturer, we will continue to be at the forefront of establishing a more energy-efficient ecosystem that benefits consumers.”
    Following last year’s certification of 60 models across the Neo QLED, OLED and Lifestyle TV categories, Samsung has grown its number of certified products in 2025 to include QLED TVs. In addition, the company is also working towards obtaining certification for its Color E-Paper commercial displays later this year.

    The certifications from TÜV Rheinland are awarded following a rigorous evaluation of a product’s entire lifecycle — including manufacturing, transportation, usage and disposal — based on internationally recognized sustainability standards. By assessing and verifying carbon emissions at each stage, these certifications highlight Samsung efforts to reduce environmental impact across its product lineup.
    In particular, the Product Carbon Reduction certification is granted to products that have already received a Product Carbon Footprint certification and further demonstrate a measurable reduction in carbon emissions compared to their predecessors.

    Samsung leadership in energy-efficient display technology dates back to 2021, when Samsung Neo QLED 4K became the first 4K and higher-resolution TV to earn the Reducing CO2 certification. Since then, Samsung has continually expanded its portfolio of environmentally certified products, including QLED, Crystal UHD, Lifestyle TVs, OLED TVs and a wide range of monitors and digital signage products.
    Plus, Samsung makes it easy to responsibly recycle your old TV, while helping you save on your new one. When you purchase a qualifying 2025 Samsung TV, you can choose to trade in your current model and we’ll not only recycle it, but give you a $50 rebate toward your purchase.3
    For more information, please visit www.samsung.com.

    MIL OSI Economics

  • MIL-OSI Global: Queer country: LGBTQ+ musicians are outside the spotlight as Grand Ole Opry turns 100

    Source: The Conversation – USA – By Tanya Olson, Associate Teaching Professor, University of Maryland, Baltimore County

    The iconic circle in the Grand Ole Opry stage. Who gets to stand in it? Timothy Wildey/Flickr, CC BY-NC

    On March 15, 1974, the Grand Ole Opry country music radio show closed its run at the Ryman Auditorium in Nashville, Tennessee, with Johnny and June Carter Cash leading the song “Will the Circle Be Unbroken.” After that final show, a six-foot circle of wood was cut from the Ryman stage and moved to the new Grand Ole Opry House.

    The next night, Roy Acuff opened the first show at the new venue. A video of Acuff singing in the 1940s played before the screen lifted to reveal Acuff himself, singing live in the same spot. The message was clear: Though the stage had changed, the story continued. The circle had not been broken.

    The Opry began on WSM on Nov. 28, 1925, and is celebrating its centennial with a series of concerts and tributes under the name Opry 100. On March 19, 2025, Reba McEntire stepped onto the iconic circle on the Grand Ole Opry stage and kicked off NBC’s Opry 100 celebration with a verse of “Sweet Dreams.”

    The final song of the night was “Will the Circle Be Unbroken,” performed by country legends like Bill Anderson and Jeannie Seely alongside newcomers like Lainey Wilson and Post Malone. It was a moment meant to celebrate 100 years of country music tradition and connection with a stage full of voices harmonizing across generations. A circle, unbroken.

    But that night in March, one group of country performers was missing. Not a single openly gay, lesbian or bisexual artist appeared onstage during the anniversary celebration. In a moment designed to honor the full sweep of the genre’s past and future, a long line of country musicians was left standing outside the spotlight once again.

    Wilma Burgess’ sexuality was common knowledge in music industry circles in the 1960s and ‘70s.

    A slowly opening circle

    Country music has never been without queer voices, but it regularly refuses to acknowledge them.

    From 1962 to 1982, Wilma Burgess had 15 songs on Billboard’s Hot Country chart and two Grammy Award nominations. She recorded with legendary producer Owen Bradley and had Top 10 hits like “Misty Blue.” Despite this success, Burgess never played the Opry. Though Burgess was never publicly out, her sexuality was common knowledge in recording circles. In the 1980s, she left music and opened The Hitching Post, Nashville’s first lesbian bar. Like so many queer country artists, Burgess had to build her legacy outside the circle.

    In the 1980s and 90s, k.d. lang and Sid Spencer expanded the presence of queer artists in country music. Lang won two Grammys and performed at the Opry, but she was labeled “cowpunk” and left the genre before coming out in 1992. Spencer released albums and toured widely within the gay rodeo circuit, but he was never recognized by mainstream country before his 1996 death from AIDS-related complications.

    The 2000s offered small openings. Mary Gauthier became the first openly queer artist to perform on the Opry stage in 2005. Chely Wright had a No. 1 country single before coming out in 2010, but didn’t return to the Opry until 2019. Ty Herndon charted 17 singles before coming out in 2014. He wouldn’t appear at the Opry again until 2023.

    These artists established themselves first and came out later, at great professional cost. The Opry hosts 5–6 shows a week, featuring 6–8 artists each night. In that context, a nine-year absence isn’t just a scheduling gap. In addition, the Grand Ole Opry currently has 76 members, a special designation indicating a level of success in country music. None of them identify as LGBTQ+.

    Today, there are signs of change. Lily Rose, who has been openly queer since the beginning of her career, receives radio play, has songs on the charts and tours widely. But she remains the exception, not the rule. Other openly LGBTQ+ artists like Paisley Fields, Mya Byrne and Amythyst Kiah are recording, performing and building loyal audiences, but they are still rarely featured on country radio or invited onto the Opry stage. The circle may be widening, but for many queer artists, it’s still just out of reach.

    The importance of the circle

    In country music, visibility isn’t just symbolic. If you’re not on the radio, you don’t chart. If you don’t chart, you don’t tour. Without that platform, you can’t build a legacy.

    Country radio and the Opry stage serve as gatekeepers of who counts. In 2015, a radio consultant infamously compared women artists to “tomatoes in the salad,” stating a few were fine, but they shouldn’t dominate. That same logic has long applied to queer artists; they can be tolerated at the edges but are rarely treated as essential.

    Genre labeling becomes another barrier. Brandi Carlile and Brandy Clark both openly identify as lesbians and have been embraced by country audiences and critics alike, but they are routinely categorized as Americana artists. That rebranding often functions as a fence that keeps artists close enough to celebrate, but far enough to exclude.

    Gina Venier is one of today’s many openly gay country artists.

    Reimagining the circle

    The Opry’s centennial celebrations are scheduled to continue through the end of 2025 with a concert at London’s Royal Albert Hall and a final anniversary show in Nashville on Nov. 28. Perhaps openly queer artists will take the stage at those events. If they do, it won’t just be symbolic; it will be a long overdue acknowledgment of artists who have always been here, even if they weren’t always seen.

    Country music’s strength lies in how it braids together American traditions: gospel and blues, Black and white, rural and urban, old and new. It’s not a genre built on purity, but one that relies on the mix. That mix is what makes country music American – and what makes it endure.

    If the circle on the Opry stage is meant to stand for country music itself, then I hope it will be like the music: honest and able to grow. If “Will the Circle Be Unbroken” is more of a promise than just a closing number, the future of country music depends on who’s allowed in the circle to sing it next.

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

    ref. Queer country: LGBTQ+ musicians are outside the spotlight as Grand Ole Opry turns 100 – https://theconversation.com/queer-country-lgbtq-musicians-are-outside-the-spotlight-as-grand-ole-opry-turns-100-251892

    MIL OSI – Global Reports

  • MIL-OSI Global: Air traffic controller shortages in Newark and other airports partly reflect long, intense training − but university-based training programs are becoming part of the solution

    Source: The Conversation – USA – By Melanie Dickman, Lecturer in Aviation Studies, The Ohio State University

    Air traffic controllers observe a plane taking off from San Francisco International Airport in 2017. AP Photo/Jeff Chiu

    Air traffic controllers have been in the news a lot lately.

    A spate of airplane crashes and near misses have highlighted the ongoing shortage of air traffic workers, leading more Americans to question the safety of air travel.

    The shortage, as well as aging computer systems, have also led to massive flight disruptions at airports across the country, particularly at Newark Liberty International Airport. The staffing shortage is also likely at the center of an investigation of a deadly crash between a commercial plane and an Army helicopter over Washington, D.C., in January 2025.

    One reason for the air traffic controller shortage relates to the demands of the job: The training to become a controller is extremely intense, and the Federal Aviation Administration wants only highly qualified personnel to fill those seats, which has made it difficult for what has been the sole training center in the U.S., located in Oklahoma City, to churn out enough qualified graduates each year.

    As scholars who study and teach tomorrow’s aviation professionals, we are working to be part of the solution. Our program at Ohio State University is applying to join over two dozen other schools in an effort to train air traffic controllers and help alleviate the shortage.

    Air traffic controller school

    Air traffic control training today – overseen by the Federal Aviation Administration – remains as intense as it’s ever been.

    In fact, about 30% of students fail to make it from their first day of training at the FAA Academy in Oklahoma City to the status of a certified professional air traffic controller. The academy currently trains the majority of the air traffic controllers in the U.S.

    Before someone is accepted into the training program, they must meet several qualifications. That includes being a U.S. citizen under the age of 31 and speaking English clearly enough to be understood over the radio. The low recruitment age is because controllers currently have a mandatory retirement age of 56 – with some exceptions – and the FAA wants them to work for at least 25 years in the job.

    They must also pass a medical exam and security investigation. And they must pass the air traffic controller specialists skills assessment battery, which measures an applicant’s spatial awareness and decision-making abilities.

    Candidates, additionally, must have three years of general work experience, or a combination of postsecondary education and work experience totaling at least three years.

    This alone is no easy feat. Fewer than 10% of applicants meet those initial requirements and are accepted into training.

    An air traffic controller monitors a runway in the tower at John F. Kennedy International Airport in New York.
    AP Photo/Seth Wenig

    Intense training

    Once applicants meet the initial qualifications, they begin a strenuous training process.

    This begins with several weeks of classroom instruction and several months of simulator training. There are several types of simulators, and a student is assigned to a simulator based on the type of facility for which they will be hired – which depends on a trainee’s preference and where controllers are needed.

    There are two main types of air traffic facilities: control towers and radar. Anyone who has flown on a plane has likely seen a control tower near the runways, with 360 degrees of tall glass windows to monitor the skies nearby. Controllers there mainly look outside to direct aircraft but also use radar to monitor the airspace and assist aircraft in taking off and landing safely.

    Radar facilities, on the other hand, monitor aircraft solely through the use of information depicted on a screen. This includes aircraft flying just outside the vicinity of a major airport or when they’re at higher altitudes and crisscrossing the skies above the U.S. The controllers ensure they don’t fly too close to one another as they follow their flight paths between airports.

    If the candidates make it through the first stage, which takes about six months and extensive testing to meet standards, they will be sent to their respective facilities.

    Once there, they again go to the classroom, learning the details of the airspace they will be working in. There are more assessments and chances to “wash out” and have to leave the program.

    Finally, the candidates are paired with an experienced controller who conducts on-the-job training to control real aircraft. This process may take an additional year or more. It depends on the complexity of the airspace and the amount of aircraft traffic at the site.

    Two control towers watch over Newark Liberty International Airport, where a shortage of air traffic controllers has led to blackouts and other problems lately.
    AP Photo/Seth Wenig

    Increasing the employment pipeline

    But no matter how good the training is, if there aren’t enough graduates, that’s a problem for managing the increasingly crowded skies.

    The FAA is currently facing a deficit of about 3,000 controllers and has unveiled a plan in May 2025 to increase hiring and boost retention. In addition, Congress is mulling spending billions of dollars to update the FAA’s aging systems and hire more air traffic controllers.

    Other plans include paying retention bonuses and allowing more controllers to work beyond the age of 56. That retirement age was put in place in the 1970s on the assumption that cognition for most people begins to decline around then, although research shows that age alone is not necessarily a predictor of cognitive abilities.

    But we believe that aviation programs and universities can play an important role fixing the shortage by providing FAA Academy-level training.

    Currently, 32 universities including the Florida Institute of Technology and Arizona State University partner with the FAA in its collegiate training initiative to provide basic air traffic control training, which gives graduates automatic entry into the FAA Academy and allows them to skip five weeks of coursework.

    The institution where we work, Ohio State University, is currently working on becoming the 33rd this summer and plans to offer an undergraduate major in aviation with specialization in air traffic control.

    This helps, but an enhanced version of this program, announced in October 2024, allows graduates of a select few of those universities to skip the FAA Academy altogether and go straight to a control tower or radar facility once they’ve passed all the extensive tests. These schools must match or exceed the level of rigor in their training with the FAA Academy itself.

    At the end of the program, students are required to pass an evaluation by an FAA-approved evaluator to ensure that the student graduating from the program meets the same standards as all FAA Academy graduates and is prepared to go to their assigned facility for further training. So far, five schools, such as the University of North Dakota, have joined this program and are currently training air traffic controllers. We intend to join this group in the near future.

    Allowing colleges and universities to start the training process while students are still in school should accelerate the pace at which new controllers enter the workforce, alleviate the shortage and make the skies over the U.S. as safe as they can be.

    Melanie Dickman is a member at large of the Air Traffic Controllers Association

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

    ref. Air traffic controller shortages in Newark and other airports partly reflect long, intense training − but university-based training programs are becoming part of the solution – https://theconversation.com/air-traffic-controller-shortages-in-newark-and-other-airports-partly-reflect-long-intense-training-but-university-based-training-programs-are-becoming-part-of-the-solution-249715

    MIL OSI – Global Reports

  • MIL-OSI Global: Christianity has long revered saints who would be called ‘transgender’ today

    Source: The Conversation – USA – By Sarah Barringer, Ph.D. Candidate in English, University of Iowa

    Several Republican-led states have restricted transgender rights: Iowa has signed a law removing civil rights protection for transgender people; Wyoming has prohibited state agencies from requiring the use of preferred pronouns; and Alabama recently passed a law that only two sexes would be recognized. Hundreds of bills have been introduced in other state legislatures to curtail trans rights.

    Earlier in the year, several White House executive orders pushed to deny trans identity. One of them, “Eradicating Anti-Christian Bias,” claimed that gender-affirming policies of the Biden administration were “anti-Christian.” It accused the Biden Equal Employment Opportunity Commission of forcing “Christians to affirm radical transgender ideology against their faith.”

    To be clear, not all Christians are anti-trans. And in my research of medieval history and literature, I found evidence of a long history in Christianity of what today could be called “transgender” saints. While such a term did not exist in medieval times, the idea of men living as women, or women living as men, was unquestionably present in the medieval period. Many scholars have suggested that using the modern term transgender creates valuable connections to understand the historical parallels.

    There are at least 34 documented stories of transgender saints’ lives from the early centuries of Christianity. Originally appearing in Latin or Greek, several stories of transgender saints made their way into vernacular languages.

    Transgender saints

    Of the 34 original saints, at least three gained widespread popularity in medieval Europe: St. Eugenia, St. Euphrosyne and St. Marinos. All three were born as women but cut their hair and put on men’s clothes to live as men and join monasteries.

    Eugenia, raised pagan, joined a monastery to learn more about Christianity and later became abbot. Euphrosyne joined a monastery to escape an unwanted suitor and spent the rest of his life there. Marinos, born Marina, decided to renounce womanhood and live with his father at the monastery as a man.

    These were well-read stories. Eugenia’s story appeared in two of the most popular manuscripts of their day – Ælfric’s “Lives of Saints” and “The Golden Legend.” Ælfric was an English abbot who translated Latin saints’ lives into Old English in the 10th century, making them widely available to a lay audience. “The Golden Legend” was written in Latin and compiled in the 13th century; it is part of more than a thousand manuscripts.

    Euphrosyne also appears in Ælfric’s saints’ lives, as well as in other texts in Latin, Middle English, and Old French. Marinos’ story is available in over a dozen manuscripts in at least 10 languages. For those who couldn’t read, Ælfric’s saints’ lives and other manuscripts were read aloud in churches during service on the saint’s day.

    Euphrosyne of Alexandria.
    Anonymous via Wikimedia Commons

    A small church in Paris built in the 10th century was dedicated to Marinos, and relics of his body were supposedly kept in Qannoubine monastery in Lebanon.

    This is all to say, a lot of people were talking about these saints.

    Holy transness

    In the medieval period, saints’ lives were less important as history and more important as morality tales. As a morality tale, the audience was not intended to replicate a saint’s life, but learn to emulate Christian values. Transitioning between male and female becomes a metaphor for transitioning from pagan to Christian, affluence to poverty, worldliness to spirituality. The Catholic Church opposed cross-dressing in laws, liturgical meetings and other writings. However, Christianity honored the holiness of these transgender saints.

    In a 2021 collection of essays about transgender and queer saints in the medieval period, scholars Alicia Spencer-Hall and Blake Gutt argue that medieval Christianity saw transness as holy.

    “Transness is not merely compatible with holiness; transness itself is holy,” they write. Transgender saints had to reject convention in order to live their own authentic lives, just as early Christians had to reject convention in order to live as Christians.

    Literature scholar Rhonda McDaniel explains that in 10th-century England, adopting the Christian values of shunning wealth, militarism and sex made it easier for people to go beyond strict ideas about male and female gender. Instead of defining gender by separate male and female values, all individuals could be defined by the same Christian values.

    Historically and even in contemporary times, gender is associated with specific values and roles, such as assuming that homemaking is for women, or that men are stronger. But adopting these Christian values allowed individuals to transcend such distinctions, especially when they entered monasteries and nunneries.

    According to McDaniel, even cisgender saints like St. Agnes, St. Sebastian and St. George exemplified these values, exhibiting how anyone in the audience could push against gender stereotypes without changing their bodies.

    Agnes’ love of God allowed her to give up the role of wife. When offered love and wealth by men, she rejected them in favor of Christianity. Sebastian and George were powerful Roman men who were expected, as men, to engage in violent militarism. However, both rejected their violent Roman masculinity in favor of Christian pacifism.

    A life worth emulating

    Although most saints’ lives were written primarily as morality tales, the story of Joseph of Schönau was told as both very real and worthy of emulation by the audience. His story is told as a historical account of a life that would be attainable for ordinary Christians.

    In the late 12th century, Joseph, born female, joined a Cistercian monastery in Schönau, Germany. During his deathbed confession, Joseph told his life story, including his pilgrimage to Jerusalem as a child and his difficult journey back to Europe after the death of his father. When he finally returned to his birthplace of Cologne, he entered a monastery as a man in gratitude to God for returning him home safely.

    Despite arguing that Joseph’s life was worth emulating, the first author of Joseph’s story, Engelhard of Langheim, had a complicated relationship with Joseph’s gender. He claimed Joseph was a woman, but regularly used masculine pronouns to describe him.

    Marinos the monk.
    Richard de Montbaston via Wikimedia Commons

    Even though Eugenia, Euphrosyne and Marinos’ stories are told as morality tales, their authors had similarly complicated relationships with their gender. In the case of Eugenia, in one manuscript, the author refers to her with entirely female pronouns, but in another, the scribe slips into male pronouns.

    Marinos and Euphrosyne were also frequently referred to as male. The fact that the authors referred to these characters as male suggests that their transition to masculinity was not only a metaphor, but in some ways just as real as Joseph’s.

    Based on these stories, I argue that Christianity has a transgender history to pull from and many opportunities to embrace transness as an essential part of its values.

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

    ref. Christianity has long revered saints who would be called ‘transgender’ today – https://theconversation.com/christianity-has-long-revered-saints-who-would-be-called-transgender-today-254769

    MIL OSI – Global Reports

  • MIL-OSI Global: Pope Leo XIV is the first member of the Order of St. Augustine to be elected pope – but who are the Augustinians?

    Source: The Conversation – USA – By Joanne M. Pierce, Professor Emerita of Religious Studies, College of the Holy Cross

    Pope Leo XIV leaves the Augustinian General House in Rome after a visit on May 13, 2025. AP Photo/Domenico Stinellis

    When Pope Leo XIV was elected pope, the assembled crowd reacted with joy but also with surprise: He was the first pope from the United States, and North America more broadly. Moreover, he was the first member of the Order of St. Augustine to be elected to the papacy.

    Out of all 267 popes, only 51 have been members of religious orders. Pope Francis was elected in 2013 as the first member of the Jesuit order, the Society of Jesus; he was also the first member of any religious order to be chosen in over 150 years.

    As a specialist in medieval Christianity, I am familiar with the origins of many Catholic religious orders, and I was intrigued by the choice of a member of the Order of St. Augustine to follow a Jesuit as pope.

    So, who are the Augustinians?

    Early monks and concern for community

    In antiquity, some Christians chose to lead a more perfect religious life by leaving ordinary society and living together in groups, in the wilderness. They would be led by an older, more experienced person – an abbot. As monks, they followed a set of regulations and guidelines called a “monastic rule.”

    The earliest of these rules, composed about the year 400, is attributed to an influential theologian, later a bishop in North Africa, called St. Augustine of Hippo. The Rule of St. Augustine is a short text that offered monks a firm structure for their daily lives of work and prayer, as well as guidelines on how these rules could be implemented by the abbot in different situations. The rule is both firm and flexible.

    The first chapter stresses the importance of “common life”: It instructs monks to love God and one’s neighbor by living “together in oneness of mind and heart, mutually honoring God in yourselves, whose temples you have become.”

    This is the overriding principle that shapes all later instructions in Augustinian rule.

    For example, Chapter III deals with how the monks should behave when out in public. They should not go alone, but in a group, and not engage in scandalous behavior – specifically, staring at women.

    If one monk starts staring at a woman, one of the other monks with him should “admonish” him. If he does it again, his companion should tell the abbot first, before any other witnesses are notified, so that the monk can try to change his behavior on his own first, so as not to cause disruption in the community.

    Because of this clarity and flexibility, its concern for both the community and the individual members, many early religious communities in the early Middle Ages adopted the Rule of St. Augustine; formal papal approval was not required at this time.

    Mendicant friars in medieval Europe

    By the end of the 12th century, Western Europe had become much more urbanized.

    In response, a new form of religious life emerged: the mendicant friars. Unlike monks who withdrew from ordinary life, mendicants stressed a life of poverty, spent in travel from town to town to preach and help the poor. They would beg for alms along the way to provide for their own needs.

    The first mendicant orders, like the Franciscans and Dominicans, received papal approval in the early 13th century. Others were organized later.

    A few decades later, several hermits living in the Italian region of Tuscany decided to join together to form a new mendicant order. They chose to follow the Rule of St. Augustine under one superior general; Pope Innocent IV approved the new order as the Order of Hermits of St. Augustine in 1244. Later, in 1254, Pope Alexander IV included other groups of hermits in the order, known as the Grand Union.

    The new order grew and eventually expanded across Western Europe, becoming involved in preaching and other kinds of pastoral work in several countries.

    Early missionaries to modern times

    As European countries began to explore the New World, missionary priests took their place on ships sent from Catholic countries, like Spain and Portugal.

    Augustinians were among these early missionaries, quickly establishing themselves in Latin America, several countries in Africa and parts of Southeast Asia and Oceania, arriving in the Philippines in the 16th century.

    There, they not only ministered to the European crews and colonists, but they also evangelized – preached the Christian gospel – to the native inhabitants of the country.

    Augustinian missionaries started the process of setting up Catholic parishes and, eventually, new dioceses. In time, they founded and taught in seminaries to train native-born men who wanted to join their order.

    It wasn’t until the end of the 18th century that Augustinian friars arrived in the United States. Despite many struggles and setbacks in the 19th century, they established Villanova University in Pennsylvania and other ministries in New York and Massachusetts. Except for two 17th-century missionaries, Augustinian friars didn’t arrive in Canada until the 20th century, when they were sent from the German province of the order to escape financial pressure from the economic depression of the 1920s and political pressure from the Nazis.

    Pope Francis meets with members of the Order of Augustinian Recollects at the Vatican on Oct. 20, 2016.
    L’Osservatore Romano/Pool Photo via AP

    Today, there are some 2,800 Augustinian friars in almost 50 countries worldwide. They serve as pastors, teachers and bishops, and have founded schools, colleges and universities on almost every continent. They are also active in promoting social justice in many places – for example, in North America and Australasia, comprising Australia and parts of South Asia.

    Based on his years as a missionary and as provincial of the entire order worldwide, Leo XIV draws on the rich interpersonal tradition of the Order of St. Augustine. I believe his pontificate will be one marked by his experiential awareness of Catholicism as a genuinely global religion, and his deep concern for the suffering of the marginalized and those crushed by political and economic injustice.

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

    ref. Pope Leo XIV is the first member of the Order of St. Augustine to be elected pope – but who are the Augustinians? – https://theconversation.com/pope-leo-xiv-is-the-first-member-of-the-order-of-st-augustine-to-be-elected-pope-but-who-are-the-augustinians-257175

    MIL OSI – Global Reports

  • MIL-OSI Global: Europeans are concerned that the US will withdraw support from NATO. They are right to worry − Americans should, too

    Source: The Conversation – USA – By John Deni, Research Professor of Joint, Interagency, Intergovernmental, and Multinational Security Studies, US Army War College

    American soldiers join 3,000 troops from other NATO member countries in a four-week exercise in Hohenfels, Germany, in March 2025. Sean Gallup/Getty Images

    The United States has long played a leadership role in NATO, the most successful military alliance in history.

    The U.S. and 11 other countries in North America and Europe founded NATO in 1949, following World War II. NATO has since grown its membership to include 32 countries in Europe and North America.

    But now, European leaders and politicians fear the United States has become a less reliable ally, posing major challenges for Europe and, by implication, NATO.

    This concern is not unfounded.

    President Donald Trump has repeatedly spoken of a desire to seize Greenland, which is an autonomous territory of Denmark, a NATO member. He has declared that Canada, another NATO member, should become “the 51st state.” Trump has also sided with Russia at the United Nations and said that the European Union, the political and economic group uniting 27 European countries, was designed to “screw” the U.S.

    Still, Trump – as well as other senior U.S. government officials – has said that the U.S. remains committed to staying in and supporting NATO.

    For decades, both liberal and conservative American politicians have recognized that the U.S. strengthens its own military and economic interests by being a leader in NATO – and by keeping thousands of U.S. troops based in Europe to underwrite its commitment.

    President Donald Trump speaks at a NATO Summit in July 2018 during his first term.
    Sean Gallup/Getty Images

    Understanding NATO

    The U.S., Canada and 10 Western European countries formed NATO nearly 80 years ago as a way to help maintain peace and stability in Europe following World War II. NATO helped European and North American countries bind together and defend themselves against the threat once posed by the Soviet Union, a former communist empire that fell in 1991.

    NATO employs about 2,000 people at its headquarters in Brussels. It does not have its own military troops and relies on its 32 member countries to volunteer their own military forces to conduct operations and other tasks under NATO’s leadership.

    NATO does have its own military command structure, led by an American military officer, and including military officers from other countries. This team plans and executes all NATO military operations.

    In peacetime, military forces working with NATO conduct training exercises across Eastern Europe and other places to help reassure allies about the strength of the military coalition – and to deter potential aggressors, like Russia.

    NATO has a relatively small annual budget of around US$3.6 billion. The U.S. and Germany are the largest contributors to this budget, each responsible for funding 16% of NATO’s costs each year.

    Separate from NATO’s annual budget, in 2014, NATO members agreed that each participating country should spend the equivalent of 2% of its gross domestic product on their own national defense. Twenty two of NATO’s 31 members with military forces were expected that 2% threshold as of April 2025.

    Although NATO is chiefly a military alliance, it has roots in the mutual economic interests of both the U.S. and Europe.

    Europe is the United States’ most important economic partner. Roughly one-quarter of all U.S. trade is with Europe – more than the U.S. has with Canada, China or Mexico.

    Over 2.3 million American jobs are directly tied to producing exports that reach European countries that are part of NATO.

    NATO helps safeguard this mutual economic relationship between the U.S. and Europe. If Russia or another country tries to intimidate, dominate or even invade a European country, this could hurt the American economy. In this way, NATO can be seen as the insurance policy that underwrites the strength and vitality of the American economy.

    The heart of that insurance policy is Article 5, a mutual defense pledge that member countries agree to when they join NATO.

    Article 5 says that an armed attack against one NATO member is considered an attack against the entire alliance. If one NATO member is attacked, all other NATO members must help defend the country in question. NATO members have only invoked Article 5 once, following the Sept. 11, 2001, attacks in the U.S., when the alliance deployed aircraft to monitor U.S. skies.

    A wavering commitment to Article 5

    Trump has questioned whether he would enforce Article 5 and help defend a NATO country if it is not paying the required 2% of its gross domestic product.

    NBC News also reported in April 2025 that the U.S. is likely going to cut 10,000 or more of the nearly 85,000 American troops stationed in Europe. The U.S. might also relinquish its top military leadership position within NATO, according to NBC.

    Many political analysts expect the U.S. to shift its national security focus away from Europe and toward threats posed by China – specifically, the threat of China invading or attacking Taiwan.

    At the same time, the Trump administration appears eager to reset relations with Russia. This is despite the Russian military’s atrocities committed against Ukrainian military forces and civilians in the war Russia began in 2022, and Russia’s intensifying hybrid war against Europeans in the form of covert spy attacks across Europe. This hybrid warfare allegedly includes Russia conducting cyberattacks and sabotage operations across Europe. It also involves Russia allegedly trying to plant incendiary devices on planes headed to North America, among other things.

    President Joe Biden speaks during a NATO summit in Washington in July 2024.
    Roberto Schmidt/AFP via Getty Images

    A shifting role in Europe

    The available evidence indicates that the U.S. is backing away from its role in Europe. At best – from a European security perspective – the U.S. could still defend European allies with the potential threat of its nuclear weapon arsennal. The U.S. has significantly more nuclear weapons than any Western European country, but it is not clear that this is enough to deter Russia without the clear presence of large numbers of American troops in Europe, especially given that Moscow continues to perceive the U.S. as NATO’s most important and most powerful member.

    For this reason, significantly downsizing the number of U.S. troops in Europe, giving up key American military leadership positions in NATO, or backing away from the alliance in other ways appears exceptionally perilous. Such actions could increase Russian aggression across Europe, ultimately threatening not just European security bu America’s as well.

    Maintaining America’s leadership position in NATO and sustaining its troop levels in Europe helps reinforce the U.S. commitment to defending its most important allies. This is the best way to protect vital U.S. economic interests in Europe today and ensure Washington will have friends to call on in the future.

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

    ref. Europeans are concerned that the US will withdraw support from NATO. They are right to worry − Americans should, too – https://theconversation.com/europeans-are-concerned-that-the-us-will-withdraw-support-from-nato-they-are-right-to-worry-americans-should-too-253907

    MIL OSI – Global Reports

  • MIL-OSI Global: Why some towns lose local news − and others don’t

    Source: The Conversation – USA – By Abby Youran Qin, Ph.D. candidate at School of Journalism & Mass Communication, University of Wisconsin-Madison

    Five elements determine which towns lose their papers and which ones beat the odds. Hans Henning Wenk/Getty Images

    Why did your hometown newspaper vanish while the next town over kept theirs?

    This isn’t bad luck − it’s a systemic pattern. Since 2005, the United States has lost over one-third of its local newspapers, creating “news deserts” where corruption is more likely to spread and communities may become politically polarized.

    My research, published in Journalism & Mass Communication Quarterly, analyzes the factors behind the decline of local newspapers between 2004 and 2018. It identifies five key drivers − ranging from racial disparity to market forces − that determine which towns lose their papers and which ones beat the odds.

    1. Newspapers follow the money, not community needs

    You might expect news media to gravitate toward areas where their work is needed most − communities experiencing population growth or facing systemic challenges. But in reality, newspapers, like any business, tend to thrive where the financial resources are greatest.

    My analyses suggest that local newspapers survive where affluent subscribers and deep-pocketed advertisers cluster. That means wealthy white suburbs keep their watchdogs, while low-income and diverse communities lose theirs.

    When police brutality spikes, when welfare offices deny claims, when local officials divert funds − these are the moments when communities need their journalists the most.

    Bertram de Souza works on a story for The Vindicator newspaper in Youngstown, Ohio, on Aug. 7, 2019. The 150-year-old paper shut down later that month because of financial struggles.
    Tony Dejak, AP Photos

    Poor and racially diverse communities often face the harshest policing and interact more with street-level bureaucrats than wealthier citizens. That makes them more vulnerable to government corruption and misconduct. Yet, these same communities are the first to lose their newspapers, because there are no luxury real estate agencies buying ads, and few residents can afford the monthly subscriptions.

    Without journalistic scrutiny, scholars find that mismanagement flourishes, corruption costs balloon, and the communities most vulnerable to abuse receive the least accountability. This is how news deserts exacerbate inequality.

    2. Newspapers don’t adequately serve diverse communities

    Picture this: A newsroom sends its reporters, most of whom are white, to a Black neighborhood − but only after reports of gunshots or building fires. Residents, still in shock, don’t want to talk. So journalists call the same three community leaders they always quote, run the tragic story and disappear until the next crisis. This approach, often referred to as “parachute journalism,” results in shallow coverage that paints the community in a negative light while overlooking its complexities.

    Year after year, the pattern repeats. The only time residents see their neighborhood in the paper is when something terrible happens. No feature story of the family-owned restaurant celebrating its 20-year anniversary, no reporter at the town hall when the new police chief gets grilled about stop-and-frisk − just the constant drumbeat of crime and crisis.

    Is it any wonder racially diverse communities stop trusting and paying for that paper? Not when many working-class families of color can barely afford to add a newspaper subscription to their bills.

    Diverse neighborhoods get hit twice. First, their local papers inadequately represent them. Then, when people understandably turn away, subscriptions drop, advertisers pull back and the outlets shut down, leaving whole communities without a voice.

    Only in recent years have more media outlets begun to make a concerted effort to engage with and reflect the communities they serve. However, such efforts are often led by newer media organizations with fresh ideologies, while many long-standing media outlets remain stuck in traditional reporting practices, as illustrated in Jacob Nelson’s “Imagined Audiences.” Although my analyses of local newspaper decline from 2004 to 2018 paints a frustrating picture, the emerging trend of community-oriented journalism holds promise for positive changes in diverse communities.

    3. Population growth doesn’t always save newspapers

    It’s easy to assume that more people = more readers = healthier news organizations. But my research tells a different story: Counties with larger population growth actually saw greater declines in local newspapers.

    The catch lies in who is moving in: Population growth saves papers only when it comes with wealth. Affluent newcomers bring subscriptions and advertisers’ attention. But growth driven by high birth rates, typically seen in less developed areas with more racial and ethnic minorities, doesn’t translate to revenue. In short, growth alone isn’t enough − it’s the type of growth, and the economic power behind it, that matters.

    This highlights the fragility of market-dependent journalism. The news gap experienced by fast-growing communities may persist where local journalism depends primarily on traditional advertising and subscription revenues rather than diversified revenue sources such as grants and philanthropic donations. The latter, which often focus on community needs rather than profit potential, are more likely to help sustain journalism in areas with significant population growth.

    Local news sources help residents hold their elected officials accountable.
    Jim Mone/AP Photos

    4. Neighbors’ newspapers can save yours

    You’d think that competition between newspapers would be a cutthroat affair. But in an era of decline, my analyses reveal a counterintuitive truth: Your town’s paper actually has better odds when nearby communities keep theirs.

    Rather than competing, neighboring papers often become allies, sharing breaking news, splitting investigative costs and attracting advertisers who want regional reach. While this collaboration can sometimes cause papers to lose their local identity, having some local journalism is still better than none. It ensures some level of accountability, even if the news isn’t as focused on each town’s unique needs.

    Resilient local journalism clusters together. When one paper invests in original reporting, its neighbors often benefit too. When regional businesses support multiple outlets, the entire news ecosystem becomes more sustainable.

    5. Left or right? Local papers die either way

    In this highly polarized era, it turns out that there’s no significant link between a county’s partisan makeup and its ability to keep newspapers.

    Urban hubs such as Chicago keep robust media thanks to dense populations and corporate advertisers, not because they vote for Democrats. Meanwhile, newspapers in conservative rural areas can survive by cultivating loyal readerships within their communities.

    In contrast, communities with lower income and a diverse population lose outlets no matter whether they are red, blue or purple.

    Partisan battles might dominate national headlines, but local journalism’s survival hinges on practical factors such as money and market size. Saving local news isn’t a left vs. right debate − it’s a community issue that requires nonpartisan solutions.

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

    ref. Why some towns lose local news − and others don’t – https://theconversation.com/why-some-towns-lose-local-news-and-others-dont-252155

    MIL OSI – Global Reports

  • MIL-OSI Global: Mountain chickadee chatter: Scientists are decoding the songbird’s complex calls

    Source: The Conversation – USA – By Sofia Marie Haley, Ph.D. Student in Cognitive Ecology, University of Nevada, Reno

    Mountain chickadees are unusual in having more complex calls than songs. Vladimir Pravosudov

    I approach a flock of mountain chickadees feasting on pine nuts. A cacophony of sounds, coming from the many different bird species that rely on the Sierra Nevada’s diverse pine cone crop, fill the crisp mountain air.

    The strong “chick-a-dee” call sticks out among the bird vocalizations. The chickadees are communicating to each other about food sources – and my approach.

    Mountain chickadees are a member of the family Paridae, which is known for its complex vocal communication systems and cognitive abilities. Along with my advisers, behavioral ecologists Vladimir Pravosudov and Carrie Branch, I’m studying mountain chickadees at our study site in Sagehen Experimental Forest, outside of Truckee, California, for my doctoral research. I am focusing on how these birds convey a variety of information with their calls.

    The chilly autumn air on top of the mountain reminds me that it will soon be winter. It is time for the mountain chickadees to leave the socially monogamous partnerships they had while raising their chicks to form larger flocks. Forming social groups is not always simple; young chickadees are joining new flocks, and social dynamics need to be established before the winter storms arrive.

    I can hear them working this out vocally. There’s an unusual variety of complex calls, with melodic “gargle calls” at the forefront, coming from individuals announcing their dominance over other flock members.

    Examining and decoding bird calls is becoming an increasingly popular field of study, as scientists like me are discovering that many birds – including mountain chickadees – follow systematic rules to share important information, stringing together syllables like words in a sentence.

    Sofia Haley describes how she records chickadee vocalizations in the forest.

    Songs vs. calls

    For social animals, communication is a crucial part of everyday life. Communication can come in the form of visual, chemical, tactile, electrical or vocal signals.

    Birds are highly vocal, often relying on vocal communication to effectively interact with their environments and flock members. Temperate songbirds, including cardinals, bluebirds, wrens and blackbirds, have two main categories of vocalizations: songs and calls.

    Songs are vocalizations that are used primarily in the spring, during breeding season. Males in temperate regions sing to attract females and defend territories.

    Calls are basically any vocalization that is not a song. This category includes a limitless variety of vocalizations that communicate all sorts of essential information.

    Most songbird species have complex songs and fairly simple calls. This is why vocalizations sound most melodic during the spring, when birds are attracting mates and breeding.

    Members of the Pravosudov lab catch and release resident chickadees to attach identifying bands that allow the researchers to track individual birds.
    Sofia Haley

    However, chickadees are unusual in that they sing very simple songs relative to the complexity of their calls. Research suggests this is largely due to their social structure and complex environments. Living in flocks for the majority of the year means they need an elaborate communication system year-round. This is in contrast to many other songbird species that are more solitary during the nonbreeding season.

    Scientists know quite a lot about birdsong: It is highly organized and composed of multiple units that are strung together into “phrases,” like how musical notes are strung together in a song.

    Some species manipulate their song to sound more impressive, by incorporating new elements or performing impressive acoustic feats through note modification – imagine a trill or an impressive high note.

    Some songbirds must learn their songs from their parents and other adult males during a sensitive period in the first several months of their lives. It’s similar to how human children must learn how to speak from adults during a similar early sensitive period.

    In contrast, we know relatively little about the structure and organization of complex calls. Scientists have often regarded calls as unexciting and simple compared with birdsong. However, calls are arguably the most important type of vocalization, at least for highly social bird species.

    Translating mountain chickadee calls

    A focal microphone allows researchers to record the call of one bird at a time.
    Sofia Haley

    I spend my days out at our field site in the beautiful Sierra Nevada, following and recording chickadees as they communicate with each other. I have taken numerous focal recordings, where I stand in the forest with a directional microphone, identifying vocalizations and behaviors in real time.

    I also have hundreds of hours of recordings taken by automated recording devices called AudioMoths. These allow me to record vocalizations in the absence of people.

    The extensive vocal repertoire of mountain chickadees has yet to be fully documented. There are five basic categories of call types:

    • Contact calls: communicate identity, sort of like a name, and location.
    • “Chick-a-dee” calls: coordinate flock movement and communicate a variety of complex information about the environment, from food availability to predator presence and type.
    • Alarm calls: alert others of the presence of a predator.
    • Begging calls: used by chicks or females to elicit feeding behavior from males.
    • Gargle calls: advertise dominance over other individuals in a flock, primarily used by males.

    “Chick-a-dee” calls contain several elements resembling the basic elements of human grammar. Essentially, the various sounds a chickadee utters mean different things, similar to words in human languages. And the way that a chickadee combines these sounds changes the meaning. Word order matters, just like grammar matters in human language. If a chickadee were to phrase its calls in the wrong note order, the call would no longer convey the same meaning, even if composed of the same elements.

    The “chick-a-dee” call of the mountain chickadee contains six elements, known as notes or syllables, that can be combined in hundreds of unique combinations to say many different things. These elements are labeled A, A/B, B, C, D and Dh.

    Although scientists don’t fully know the meaning of each note in different contexts, it is generally believed that A notes typically contain identifying information about how important the topic seems to the caller, while A/B and B notes tend to further inform the listener of the topic of conversation. C notes contain information about the subject of the call, often a food source, and D notes convey information about the excitement and urgency of the message, including level of threat of a spotted predator or size of a food source. The D notes basically function like exclamation points at the end of a sentence, while the other notes convey more specific information.

    Mountain chickadees can use their “chick-a-dee” calls to convey hundreds of different phrases that are relevant to navigating their habitats and social environments. As a hypothetical example, a mountain chickadee call might have the following syntax: A-A-A/B-B-D-D, which could roughly translate to something like, “Listen to me carefully (A-A): there is a predator (A/B) close by (B) and a medium threat level (DD).”

    If the note order switched to D-A-B-D-A/B-A, the sentence would look more like: “Noteworthy listen close by noteworthy predator listen to me.” Although all the same elements are there, this sentence is now much more difficult to comprehend. Notes that are out of order can confuse chickadees, preventing them from grasping the correct meaning of the call.

    This “translation” is an example based on what we have learned from playback experiments, but the exact meaning will depend on the specific population and surrounding environment.

    Analyzing the ‘chick-a-dee’ calls

    Back in the lab, I parse through the endless hours of recordings using a deep-learning algorithm that I have modified to identify the specific calls of our chickadee population.

    A spectrogram visualizes a chickadee call, with frequency on the vertical axis and time on the horizontal axis.
    Sofia Haley

    I then use Raven Pro software, developed by the Cornell Lab of Ornithology, to visually inspect and analyze these calls on a spectrogram: a visual representation of sound, with frequency on the vertical axis, and time on the horizontal axis. This visualization allows me to study the structure of calls in great detail.

    Studying spectrograms can get me only so far. The next step is to experimentally test different “chick-a-dee” calls out in the wild. Using audio editing software, I manipulate the syntax of calls to either follow grammatical rules or violate them. Then, I broadcast these manipulated recordings out in the forest and observe how our chickadees react to grammatically incorrect calls, which would sound like gibberish to them.

    Audio editing software allows researchers to mix up the order of a chickadee’s call in order to see how birds react to the garbled message.
    Sofia Haley

    My hope is that this combination of experimental testing of calls and careful visual analysis will provide a step toward understanding the subtle complexities of chickadee communication. I’m trying to home in on the meaning of different syllables and syntax, the grammatical rules.

    Back in the forest with my directional microphone, watching the chickadees flit about, I hear different versions of the “chick-a-dee” calls. Some feature more D notes, which would indicate a higher level of excitement. Others feature more A, B or C notes, communicating more specific, identifying information. I am also surrounded by melodic gargle calls, harsh scolding calls and barely audible soft calls.

    Next time you find yourself out in the forest, stop and listen to the chickadees as they talk to each other. Maybe you’ll be able to hear the variation in their calls and know that they are talking about different things − and that grammar matters.

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

    ref. Mountain chickadee chatter: Scientists are decoding the songbird’s complex calls – https://theconversation.com/mountain-chickadee-chatter-scientists-are-decoding-the-songbirds-complex-calls-247091

    MIL OSI – Global Reports

  • MIL-OSI United Kingdom: Have a splashing summer! Tettenhall Pool and East Park water play reopen for fun

    Source: City of Wolverhampton

    The popular pool and water splash play facilities reopened to visitors over the weekend after water safety checks were carried out.

    The attractions traditionally reopen during the late May Bank Holiday weekend and are available for splashing throughout the summer months before closing again in September.

    The council looks after Tettenhall Pool, and over the years it has attracted many visitors from across the city and proven to be extremely popular during the school holidays.

    Anyone looking forward to visiting the pool is being encouraged to enjoy the water safely and to be considerate to local residents and other users.

    The water splash play at East Park was opened in 2023 following work carried out by City of Wolverhampton Council in partnership with contractors Wicksteed.

    It is just one of the attractions at the play area, which also includes treetop towers, roundabouts, seesaws, wetpour tunnels, firefighters pole, rockers, springers and bucket and rope swings.

    Councillor Bhupinder Gakhal, cabinet member for resident services at City of Wolverhampton Council, said: “We’ve been busy making sure these fantastic attractions are safe for residents to enjoy from the traditional Spring Bank Holiday reopening.

    “The weather has been unusually good recently and although the forecast looks a little more unsettled over the coming days, we’re hoping for some more warm days to come so children and families can make the most of splashing.

    “It’s wonderful that we have 2 great water play facilities in the city and I’d like to remind people of the importance of wearing suitable clothes and shoes while enjoying the city’s water attractions – and do bring hats and sunscreen on sunny days.

    “Please also be considerate to local residents when you visit the pool or the water splash play and take your litter away with you. Remember, if you’re bringing your dog, please make sure they are kept under control, on a lead and out of the water.”

    MIL OSI United Kingdom

  • MIL-OSI Economics: Ida Wolden Bache: Norges Bank’s management of the Government Pension Fund Global

    Source: Bank for International Settlements

    Thank you for the opportunity to talk about Norges Bank’s management of the Government Pension Fund Global (GPFG).

    The investment objective of the GPFG is to achieve the highest possible return at an acceptable level of risk. In 2024, returns were high but lower than the return on the benchmark index against which our performance is measured. The Executive Board emphasises the importance of assessing the performance of the GPFG over long periods and is satisfied that the return over time has been higher than the return on the benchmark index.

    We are in a period of global transition. The framework for global trade and cooperation is in play, and the security policy landscape is changing. This has resulted in substantial volatility in the return on the GPFG’s investments so far in 2025.

    I have three key messages today:

    First, the experience from previous periods of turbulence, as well as the strengthening of Norges Bank’s work on geopolitical risk in recent years, makes the management of the GPFG better equipped to face the current uncertainty.

    Second, the GPFG has a financial objective. Active ownership is about managing risk and creating economic value over time.

    Third, the energy transition provides investment opportunities. We continue to build a portfolio of renewable energy infrastructure assets and have increased the number of such investments over the past year.

    Let me begin with the ability to face new uncertainty.

    The Ministry of Finance determines the investment strategy and the benchmark index, and significant strategic decisions are endorsed by the Storting (Norwegian parliament). The equity allocation is 70 percent, and risk is reduced by broad diversification, across regions, sectors and individual companies. The return of the GPFG tracks the benchmark index closely.

    Equity investments have been important for the GPFG’s performance. At the end of 2024, the cumulative return on the GPFG amounted to over NOK 11 000 billion since inception, of which equity investments accounted for almost NOK 10 000 billion. In order to achieve this return, we have had to withstand several periods of substantial falls in value.

    The repricing of technology stocks after 2000, the financial crisis and the outbreak of the pandemic come to mind. Crises do not repeat themselves. Each crisis is unique and difficult to foresee. Nevertheless, being able to follow the GPFG’s investment strategy through periods of turbulence is a strength.

    The Executive Board is responsible for ensuring that Norges Bank Investment Management (NBIM) has the systems, resources and expertise needed to monitor, assess and manage the risk resulting from geopolitical conditions.

    In recent years, NBIM’s management of this risk has been strengthened. The scenario analysis and stress testing are part of this. NBIM has built up more expertise and improved internal coordination. The Bank also participates in meetings of the Contact Forum established by the Ministry of Finance for the exchange of information on international matters. All of this enhances contingency preparedness, but contingency planning entails continuous work.

    Let me now turn to active ownership. As owner, we have expectations towards the boards of directors of the GPFG’s investee companies. The expectations are described in expectation documents that cover different environmental, social and governance issues. The expectations are principles-based and are publicly available.

    Active ownership is about risk management and creating long-term economic value. Climate risk is one example of this. In our opinion, companies that address risks associated with climate change will perform better over time. As a long-term owner of almost all listed companies, it is in the GPFG’s own-interest to have an orderly energy transition.

    The energy transition also creates investment opportunities. The mandate provides for investing some of the GPFG in unlisted renewable energy infrastructure. These are active investment decisions that are subject to the same requirements for risk and return as the GPFG’s other investments.

    In 2024 and so far in 2025, the Bank has made more investments in unlisted renewable energy infrastructure than previously. The new investments include solar and onshore wind projects in Portugal and Spain and offshore wind projects in the UK, Denmark and Germany. The Bank has also invested in a fund that includes early-stage renewable projects. This fund will invest in different types of technology and across various regions.

    The Executive Board has established a framework for unlisted investments that emphasises that also this part of the GPFG’s management must be cost-efficient and responsible.  High transparency and reporting standards are required.

    Let me conclude. Norges Bank’s management of the GPFG is based on a clear mandate and a framework that has proven robust over time. If we consider that adjustments to the mandate are needed, we are conscious of our responsibility as adviser to the Ministry of Finance.

    We welcome the Ministry’s appointment of an external expert group that will review the GPFG’s investment strategy. Such reviews further develop the management of the GPFG, and we will of course make ourselves available to the group if they so wish.

    With that, I will pass you to Nicolai Tangen.

    MIL OSI Economics

  • MIL-OSI Global: IDF firing ‘warning shots’ near diplomats sets an unacceptable precedent in international relations

    Source: The Conversation – UK – By Andrew Forde, Assistant Professor – European Human Rights Law, Dublin City University

    A still from footage of the incident when ‘warning shots’ were fired above visiting diplomats in Jenin on May 21. X (Twitter)

    The Israel Defense Forces (IDF) appears to have “crossed the Rubicon” in the West Bank town of Jenin, when it opened fire in the vicinity of a group of visiting diplomats on May 21 – in flagrant violation of international law. The group of diplomats representing 31 countries – including Ireland, UK, France, Germany, Italy, Egypt, Russia and China – were on an official mission organised by the Palestinian Authority to observe the humanitarian situation there.

    They were giving media interviews when IDF troops fired what they later referred to as “warning shots” over their heads, forcing them to run for cover. The shots came despite the visit having been flagged and coordinated in advance with both the Palestinian Authority and the IDF, which has effective control over the area.

    Jenin has long been a flash point in the Israeli-Palestinian conflict. With much of the population descendants of Palestinian refugees from the 1948 war, Israeli occupation and active Palestinian resistance are observable in the town.

    The international community’s reaction to the warning shots incident – in particular, by those states whose diplomatic officials were directly involved – was one of swift and widespread outrage. The high representative of the European Union for foreign affairs and security policy, Kaja Kallas, called for a full investigation into the incident, and for those responsible to be held accountable. “Any threats on diplomats’ lives are not acceptable,” she said.

    The Palestinian foreign ministry accused Israel of having “deliberately targeted with live fire an accredited diplomatic delegation”.

    Israel acknowledged the incident and triggered an initial investigation, but downplayed its significance. A spokesman for the IDF said it “regrets the inconvenience caused” by the incident. But its statement went on to effectively justify the action, arguing that the diplomats had “deviated from the approved route” by entering a restricted area – leading to IDF soldiers firing warning shots into the air.

    Such a response doesn’t remotely correspond to the seriousness of the situation, and Israel is perfectly aware of this.

    International law and diplomats

    Diplomats carry out functions on behalf of the country they represent. They are the eyes, ears and voice of their country, called upon to pursue legitimate diplomatic activities. The protections afforded to individual diplomats must therefore be seen in the context of broader and longer-term diplomatic relations between states.

    To carry out diplomatic functions effectively, those individuals must be allowed to perform their functions without hindrance, coercion or harassment from any country that hosts their delegations. These customary rules are thousands of years old, and have been codified in international law through the Vienna convention on diplomatic relations – to which Israel is a signatory.

    That convention provides for diplomatic inviolability, immunity from criminal, civil and administrative jurisdiction, and freedom from detention or arrest. It also affords diplomatic staff the right to freedom of movement and free communications.

    Most importantly for this case, article 29 of the convention states that the host state “shall take all appropriate steps to prevent any attack on [their] person, freedom or dignity”.

    Firing warning shots in the vicinity of diplomats, even if done in error or without ill-intent, represents a serious threat to the person and their dignity. As such, it constitutes a flagrant abdication of Israel’s duty to protect them.

    Moreover, the firing of warning shots in Jenin immediately interrupted the diplomatic work there, and as such can be seen as an attempt to intimidate or limit the efficient and effective performance of diplomatic functions on behalf of their governments.

    Need for accountability

    Any use of force against diplomats, even indirect, is incompatible with the principles of diplomatic immunity enshrined in international law. The onus is on the host state to ensure the safety and inviolability of diplomatic personnel.

    And this duty of care is not diminished in situations of conflict. On the contrary, states have a special duty in times of conflict to protect diplomats and preserve diplomatic channels of communication.

    Israel’s actions in firing above these diplomats may or may not have been deliberate. But they had an intimidatory effect, which undermines the foundational principles of international relations. In a climate where Israel’s courts have effectively endorsed a media blackout in conflict-affected regions, the role of diplomats is indispensable.

    The entire system of diplomatic relations relies on the presumption that diplomats can carry out their functions freely and effectively. Diplomatic protections work effectively when they are reciprocal. Without trust, the system quickly unravels.

    It would be wrong to suggest this act may have tipped the balance of international opinion against Israel, when you consider the 19 months of violence in Gaza. The killing by the IDF of vast numbers of civilians (including thousands of women and children), the seeming use of starvation as a weapon of war, and the destruction of vast swaths of Gaza have rightly attracted growing international condemnation.

    On May 19, Britain, France and Canada – staunch allies of Israel – said they will “not stand by”, and would take “concrete actions” if the military offensive is not halted and humanitarian aid is not delivered to the people of Gaza.

    But threatening diplomats – even if not actively shooting at them – is an egregious breach of trust under the laws of diplomatic relations, which requires a meaningful apology and effective investigation. Those responsible for giving the orders to fire the “warning shots” need to be held accountable for that decision.

    Andrew Forde is affiliated with Dublin City University (Assistant Professor, European Human Rights Law).

    He is also, separately, affiliated with the Irish Human Rights and Equality Commission (Commissioner).

    ref. IDF firing ‘warning shots’ near diplomats sets an unacceptable precedent in international relations – https://theconversation.com/idf-firing-warning-shots-near-diplomats-sets-an-unacceptable-precedent-in-international-relations-257488

    MIL OSI – Global Reports

  • MIL-OSI Global: Why Alberta’s push for independence pales in comparison to Scotland’s in 2014

    Source: The Conversation – Canada – By Piers Eaton, PhD Candidate in Political Science, L’Université d’Ottawa/University of Ottawa

    One day after the Liberal Party secured their fourth consecutive federal election victory, Alberta Premier Danielle Smith tabled legislation to change the signature threshold needed to put citizen-proposed constitutional questions on the ballot. She lowered it from the current 600,000 signatures to 177,000.

    Since the pro-independence Alberta Prosperity Project already claims to have 240,000 pledges in support of an Albertan sovereignty referendum, the change clears a path to a separation referendum.

    In 2014, Scottish voters went to the polls on a similar question to the one proposed by the Alberta Prosperity Project, but asking voters whether they wanted to regain their independence from Britain. Although the Scottish “Yes” campaign was defeated, it garnered 45 per cent of the vote, far exceeding what most thought was possible at the start of the campaign.

    The 2014 Scottish referendum injected a huge amount of enthusiasm into the Scottish separatist parties, with the largest, the Scottish National Party (SNP) — which led the fight for the Yes side — soaring from 20,000 members in 2013 to more than 100,000 months after the referendum.

    While the Yes campaign did not achieve its goals and the Scottish historical context is very different from Alberta’s, there are still important lessons about how people can be won over to the cause of independence. Albertan separatists don’t seem to be heading down the same path.

    Timeline

    Smith has suggested that if the necessary signatures were collected, that she would aim to hold a referendum in 2026. But the Alberta Prosperity Project’s Jeffrey Rath suggested the group would push Smith to allow a referendum before the end of 2025, giving the referendum a maximum of seven months of official campaigning.

    The broad ground rules of the Scottish referendum were established in the Edinburgh Agreement in October 2012. On March 2013, the SNP-led Scottish government announced the date of the independence referendum — Sept. 18, 2014. The long campaign period allowed a wide variety of grassroots campaign groups to organize in favour of independence.

    While Alberta separatism is less likely to be buoyed by artist collectives and Green Party activists like Scottish independence was, a longer independence campaign would allow a variety of members of Albertan society to make the case for independence.

    Dennis Modry, a co-leader of the Alberta Prosperity Project, recently told CBC News that the initial signature threshold of 600,000 was not all bad, as it would “get (us) closer to the referendum plurality as well.” That remark suggested Modry sees value having more time to campaign before a referendum is held.

    In this regard, he and Rath seem to be sounding different notes.

    Leadership

    Hints that the Alberta Prosperity Project is already divided raises broader questions of leadership. In 2014, the Scottish Yes side had a clear and undisputed leader — First Minister Alex Salmond, head of the SNP.

    The late Salmond led the SNP to back-to-back electoral victories in Scotland, including the only outright majority ever won in the history of the Scottish parliament in 2011.

    Salmond was able to speak in favour of independence in debates and to answer, with democratic legitimacy, specific questions about what the initial policy of an independent Scotland would be.

    The SNP government published a report, Scotland’s Future, that systematically sought to assuage skeptics. Its “frequently asked questions” (FAQ) section answered 650 potential questions about independence. The Alberta Prosperity Project, on the other hand, only answers 74 questions in its FAQ.

    Whereas Salmon’s rise to the leadership of the Scottish independence movement was done in full public view and according to party rules, the Alberta Prosperity Project’s leadership structure is far murkier.

    The organization claims there “is no prima facie leader of the APP, but there (is) a management team which is featured on the website https://albertaprosperityproject.com/about-us/.” Follow that link, however, and no names or management structures are listed.

    Clarity and democracy

    While independence always involves some unknowns, clear leadership can provide answers about where a newly independent nation might find stability. The Yes Scotland campaign promised independence within Europe, meaning Scotland would retain access to the European Union’s common market.

    By contrast, the Alberta Prosperity Project isn’t clear on the fundamental question of whether a sovereign Alberta should remain independent or attempt to join the United States as its 51st state.

    Despite the claim on its website that “the objective of the Alberta Prosperity Project is for Alberta to become a sovereign nation, not the 51st state of the USA,” the organization backed Rath’s recent trip to Washington, D.C. to gauge support for Albertan integration into the U.S.

    Rath has also said that becoming a U.S. territory is “probably the best way to go.”

    Rath in an interview with Rachel Parker, an Alberta-based independent journalist. (Rachel Parker’s YouTube channel)

    The 2014 referendum in Scotland was called a “festival of democracy”, and even anti-independence forces agreed the referendum had been good for democracy.

    It took time and leadership to put forward a positive case for independence, one that voters could decide upon with confidence.

    Alberta could learn from Scotland and strengthen its democracy by holding a referendum based on legitimate leadership, reasonable timelines, diverse voices and clear aims. Or it could lurch into a rushed campaign, with divided leaders of dubious legitimacy, arguing for unclear outcomes — and end up, no matter which side wins, weakening its democracy in the process.

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

    ref. Why Alberta’s push for independence pales in comparison to Scotland’s in 2014 – https://theconversation.com/why-albertas-push-for-independence-pales-in-comparison-to-scotlands-in-2014-256838

    MIL OSI – Global Reports

  • Paraguay’s President Pena to hold bilateral talks with PM Modi during state visit

    Source: Government of India

    Source: Government of India (4)

    Paraguay President Santiago Pena Palacios will pay a state visit to India at the invitation of Prime Minister Narendra Modi from June 2 to 4. This will be Pena’s first visit to India and marks only the second-ever visit by a Paraguayan President to the country, the Ministry of External Affairs (MEA) said in a statement.

    During his visit, Pena is scheduled to hold bilateral talks with Prime Minister Modi on June 2 in New Delhi. The discussions will focus on reviewing the full spectrum of bilateral relations, covering key sectors such as trade, agriculture, health, pharmaceuticals, and information technology. Prime Minister Modi is also set to host a lunch in honour of the visiting dignitary, the MEA said.

    He is expected to meet President Droupadi Murmu, who will host a ceremonial banquet in his honour. Pena will also be called on by Vice-President Jagdeep Dhankhar and External Affairs Minister Dr S. Jaishankar, the MEA added.

    The Paraguayan President will be accompanied by a high-level delegation comprising ministers, senior officials, and business representatives. His itinerary includes a visit to Mumbai before returning to Paraguay on June 4.

    India and Paraguay established diplomatic relations on 13 September 1961 and have since enjoyed warm and friendly ties. The two countries have developed strong cooperation in various sectors and share common positions on numerous global issues, including United Nations reforms, climate change, renewable energy, and the fight against terrorism.

    Paraguay has emerged as an important trading partner for India in the Latin American region. Several Indian companies, particularly in the automobile and pharmaceutical sectors, operate in Paraguay. Likewise, Paraguayan firms—often through joint ventures—have a presence in India, contributing to the strengthening of economic relations.

    While in Mumbai, President Pena is scheduled to meet Maharashtra’s political leadership and engage with key representatives from the business, industry, start-up, and technology sectors.

  • MIL-OSI Banking: Briefing by Secretary-General of ASEAN on the Outcomes of the 46th ASEAN Summit, 2nd ASEAN-Gulf Cooperation Council (GCC) Summit and ASEAN-GCC-China Summit

    Source: ASEAN – Association of SouthEast Asian Nations

    Join us for the Virtual Post-Summit Briefing by the Secretary-General of ASEAN Dr. Kao Kim Hourn.

    SG Dr. Kao will share insights and key outcomes from the 46th ASEAN Summit, 2nd ASEAN-GCC Summit, and ASEAN-GCC-China Summit in Kuala Lumpur, Malaysia, on 26-27 May 2025.

    The briefing will begin at 10.00 AM (Jakarta Time) and can be accessed live via YouTube: https://bit.ly/Briefing-SG
    The post Briefing by Secretary-General of ASEAN on the Outcomes of the 46th ASEAN Summit, 2nd ASEAN-Gulf Cooperation Council (GCC) Summit and ASEAN-GCC-China Summit appeared first on ASEAN Main Portal.

    MIL OSI Global Banks

  • MIL-OSI: NANO Nuclear Energy Announces Pricing of $105 Million Private Placement of Common Stock

    Source: GlobeNewswire (MIL-OSI)

    The offering includes primary participation from fundamental institutional investors, including a leading long-only mutual fund and a preeminent global investment manager

    Company total cash position expected to be over $200 million following closing

    New York, N.Y., May 27, 2025 (GLOBE NEWSWIRE) — NANO Nuclear Energy Inc. (NASDAQ: NNE) (“NANO Nuclear” or “the Company”), a leading advanced nuclear energy and technology company, today announced that it has entered into a definitive securities purchase agreement with institutional investors for the purchase and sale of 3,888,889 shares of common stock in a private placement at a purchase price of $27.00 per share, for total gross proceeds of $105 million.

    Participants in the private placement include several fundamental institutional investors, including a leading long-only mutual fund and a preeminent global investment manager.

    The closing of the offering is expected to occur on or about May 28, 2025, subject to the satisfaction of customary closing conditions.

    With the anticipated net proceeds from the private placement, NANO Nuclear would have over $200 million in cash on hand, which it expects to use to more readily advance its cutting-edge micro nuclear reactors and auxiliary nuclear energy-related businesses, as well as to seek complimentary acquisitions and drive growth towards initial revenue generation.

    Titan Partners Group, a division of American Capital Partners, is acting as the sole placement agent for the offering.

    The securities issued in the private placement described above have not been registered under the Securities Act of 1933, as amended, and may not be offered or sold in the United States absent registration or an applicable exemption from registration requirements. NANO Nuclear has agreed to file a resale registration statement with the SEC for purposes of registering the resale of the shares of common stock issued in connection with the private placement.

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

    For more corporate information please visit: https://NanoNuclearEnergy.com/

    About NANO Nuclear Energy, Inc.

    NANO Nuclear Energy Inc. (NASDAQ: NNE) is an advanced technology-driven nuclear energy company seeking to become a commercially focused, diversified, and vertically integrated company across five business lines: (i) cutting edge portable and other microreactor technologies, (ii) nuclear fuel fabrication, (iii) nuclear fuel transportation, (iv) nuclear applications for space and (v) nuclear industry consulting services. NANO Nuclear believes it is the first portable nuclear microreactor company to be listed publicly in the U.S.

    Led by a world-class nuclear engineering team, NANO Nuclear’s reactor products in development include patented KRONOS MMR™ Energy System, a stationary high-temperature gas-cooled reactor that is in construction permit pre-application engagement U.S. Nuclear Regulatory Commission (NRC) in collaboration with University of Illinois Urbana-Champaign (U. of I.), “ZEUS”, a solid core battery reactor, and “ODIN”, a low-pressure coolant reactor, and the space focused, portable LOKI MMR, each representing advanced developments in clean energy solutions that are portable, on-demand capable, advanced nuclear microreactors.

    Advanced Fuel Transportation Inc. (AFT), a NANO Nuclear subsidiary, is led by former executives from the largest transportation company in the world aiming to build a North American transportation company that will provide commercial quantities of HALEU fuel to small modular reactors, microreactor companies, national laboratories, military, and DOE programs. Through NANO Nuclear, AFT is the exclusive licensee of a patented high-capacity HALEU fuel transportation basket developed by three major U.S. national nuclear laboratories and funded by the Department of Energy. Assuming development and commercialization, AFT is expected to form part of the only vertically integrated nuclear fuel business of its kind in North America.

    HALEU Energy Fuel Inc. (HEF), a NANO Nuclear subsidiary, is focusing on the future development of a domestic source for a High-Assay, Low-Enriched Uranium (HALEU) fuel fabrication pipeline for NANO Nuclear’s own microreactors as well as the broader advanced nuclear reactor industry.

    NANO Nuclear Space Inc. (NNS), a NANO Nuclear subsidiary, is exploring the potential commercial applications of NANO Nuclear’s developing micronuclear reactor technology in space. NNS is focusing on applications such as the LOKI MMR system and other power systems for extraterrestrial projects and human sustaining environments, and potentially propulsion technology for long haul space missions. NNS’ initial focus will be on cis-lunar applications, referring to uses in the space region extending from Earth to the area surrounding the Moon’s surface.

    For more corporate information please visit: https://NanoNuclearEnergy.com/

    For further information, please contact:

    Email: IR@NANONuclearEnergy.com
    Business Tel: (212) 634-9206

    PLEASE FOLLOW OUR SOCIAL MEDIA PAGES HERE:

    NANO Nuclear Energy LINKEDIN
    NANO Nuclear Energy YOUTUBE
    NANO Nuclear Energy TWITTER

    Cautionary Note Regarding Forward Looking Statements

    This news release and statements of NANO Nuclear’s management in connection with this news release or related events contain or may contain “forward-looking statements” within the meaning of Section 21E of the Securities Exchange Act of 1934, as amended, and the Private Securities Litigation Reform Act of 1995. In this context, forward-looking statements mean statements (including statements related to the closing, and the anticipated benefits to the Company, of the private placement described herein) related to future events, which may impact our expected future business and financial performance, and often contain words such as “expects”, “anticipates”, “intends”, “plans”, “believes”, “potential”, “will”, “should”, “could”, “would” or “may” and other words of similar meaning. These forward-looking statements are based on information available to us as of the date of this news release and represent management’s current views and assumptions. Forward-looking statements are not guarantees of future performance, events or results and involve significant known and unknown risks, uncertainties and other factors, which may be beyond our control. For NANO Nuclear, particular risks and uncertainties that could cause our actual future results to differ materially from those expressed in our forward-looking statements include but are not limited to the following: (i) risks related to our U.S. Department of Energy (“DOE”) or related state or non-U.S. nuclear fuel licensing submissions, (ii) risks related the development of new or advanced technology and the acquisition of complimentary technology or businesses, including difficulties with design and testing, cost overruns, regulatory delays, integration issues and the development of competitive technology, (iii) our ability to obtain contracts and funding to be able to continue operations, (iv) risks related to uncertainty regarding our ability to technologically develop, gain registered intellectual property protection for, and commercially deploy a competitive advanced nuclear reactor or other technology in the timelines we anticipate, if ever, (v) risks related to the impact of U.S. and non-U.S. government regulation, policies and licensing requirements, including by the DOE and the U.S. Nuclear Regulatory Commission, including those associated with the recently enacted ADVANCE Act, and (vi) similar risks and uncertainties associated with the operating an early stage business a highly regulated and rapidly evolving industry. Readers are cautioned not to place undue reliance on these forward-looking statements, which apply only as of the date of this news release. These factors may not constitute all factors that could cause actual results to differ from those discussed in any forward-looking statement, and NANO Nuclear therefore encourages investors to review other factors that may affect future results in its filings with the SEC, which are available for review at www.sec.gov and at https://ir.nanonuclearenergy.com/financial-information/sec-filings. Accordingly, forward-looking statements should not be relied upon as a predictor of actual results. We do not undertake to update our forward-looking statements to reflect events or circumstances that may arise after the date of this news release, except as required by law.

    The MIL Network

  • MIL-OSI: Indonesia Energy Provides Update on Operations and Reserves and Planned Drilling During the Remainder of 2025

    Source: GlobeNewswire (MIL-OSI)

    2024 investments in seismic and other work and Kruh contract extension increased reserves at Kruh Block by over 60%

    JAKARTA, INDONESIA AND DANVILLE, CA, May 27, 2025 (GLOBE NEWSWIRE) — Indonesia Energy Corporation (NYSE American: INDO) (“IEC”), an oil and gas exploration and production company focused on Indonesia, today provided an update on IEC’s planned drilling activity for the second half of 2025.

    During 2024, IEC scaled back drilling activity at its Kruh Block asset and invested in seismic and other exploration work intended to maximize the prospects for new drilling. With that work now completed, new drilling is expected to commence at Kruh Block in the second half of 2025, as IEC plans to drill at least one new well this year as part of its multi-year program to drill 18 new wells at Kruh Block.

    In its recently filed Annual Report on Form 20-F, IEC updated its proved gross reserves at Kruh Block, noting that IEC’s proved reserves increased over 60% to approximately 3.3 million barrels as a result of the additional seismic and other work conducted in 2024 and the 5-year contract extension granted in late 2023 by the Indonesian government.

    Mr. Frank Ingriselli, IEC’s President, commented “We are pleased that our investments in Kruh Block and the 3D seismic work we have now completed resulted in a 60% increase in our proved gross reserves (even without any additional drilling activity). After attending meetings with the technical and operating teams in Jakarta and meetings with the drilling and operating teams in Sumatra, we are finalizing the drilling plans for later this year. With a successful result from our next well, we are hopeful that a further increase in reserves will be forthcoming. We believe our seismic data in hand will make our drilling even more effective and help us maximize the returns from this important asset”

    More information regarding IEC’s planned drilling activities and reserve details for the Kruh Block and the Citarum Block can be found in IEC’s Annual Report on Form 20-F which was filed last month with the Securities and Exchange Commission and is available on IEC’s website at: https://ir.indo-energy.com/sec-filings/

    About Indonesia Energy Corporation Limited

    Indonesia Energy Corporation Limited (NYSE American: INDO) is a publicly traded energy company engaged in the acquisition and development of strategic, high growth energy projects in Indonesia. IEC’s principal assets are its Kruh Block (63,000 acres) located onshore on the Island of Sumatra in Indonesia and its Citarum Block (195,000 acres) located onshore on the Island of Java in Indonesia. IEC is headquartered in Jakarta, Indonesia and has a representative office in Danville, California. For more information on IEC, please visit www.indo-energy.com.

    Cautionary Statement Regarding Forward-Looking Statements

    All statements in this press release, and related statements of Indonesia Energy Corporation Limited (“IEC”) and its representatives and partners that are not based on historical fact are “forward-looking statements” within the meaning of the Private Securities Litigation Reform Act of 1995 and the provisions of Section 27A of the Securities Act of 1933, as amended, and Section 21E of the Securities Exchange Act of 1934, as amended (the “Acts”). In particular, the words “could,” “estimates,” “believes,” “hopes,” “expects,” “intends,” “on-track”, “plans,” “anticipates,” or “may,” and similar conditional expressions are intended to identify forward-looking statements within the meaning of the Acts and are subject to the safe harbor created by the Acts. Any statements made in this news release other than those of historical fact, about an action, event or development, are forward-looking statements. In this press release, forward-looking statements include, without imitation those related to IEC’s future drilling plans at Kruh Block. While management has based any forward-looking statements contained herein on its current expectations, the information on which such expectations were based may change. These forward-looking statements rely on a number of assumptions concerning future events and are subject to a number of significant risks, uncertainties, and other factors, many of which are outside of the IEC’s control, that could cause actual results to materially and adversely differ from such statements. Such risks, uncertainties, and other factors include, but are not necessarily limited to, those set forth in the Risk Factors section of the Company’s annual report on Form 20-F for the fiscal year ended December 31, 2024, filed on April 29, 2025, and other filings with the Securities and Exchange Commission (SEC). Copies are of such documents are available on the SEC’s website, www.sec.gov and IEC’s website at https://ir.indo-energy.com/sec-filings/. IEC undertakes no obligation to update these statements for revisions or changes after the date of this release, except as required by law.

    Company Contact:

    Frank C. Ingriselli
    President, Indonesia Energy Corporation Limited
    Frank.Ingriselli@Indo-Energy.com

    The MIL Network

  • MIL-OSI: Siebert Financial Corp. Announces Preliminary Inclusion in the Russell Index

    Source: GlobeNewswire (MIL-OSI)

    NEW YORK and MIAMI, May 27, 2025 (GLOBE NEWSWIRE) — Siebert Financial Corp. (NASDAQ: SIEB) announced it has been included in the 2025 Preliminary Russell U.S. Indexes reconstitution, effective after the U.S. market closing on May 23, 2025. The newly reconstituted indexes take effect after U.S. markets close on June 27.

    “We’re honored by this recognition,” said Gloria E. Gebbia, majority shareholder and board member of Siebert. “Our inclusion in the Russell Index reflects the strategic progress we’ve made to grow our relevance for the next generation of investors. Siebert today is not only stronger, we’re bolder in how we innovate and how we aim to build lasting value.”

    Russell indexes are widely used by investment managers and institutional investors for index funds and as benchmarks for active investment strategies. As of June 2024, approximately $10.6 trillion in assets are benchmarked against the Russell U.S. Indexes, which are maintained by FTSE Russell, a leading global index provider.

    About Siebert Financial Corp.
    Siebert is a diversified financial services company and has been a member of the NYSE since 1967 when Muriel Siebert became the first woman to own a seat on the NYSE and the first to head one of its member firms.

    Siebert operates through its subsidiaries Muriel Siebert & Co., LLC, Siebert AdvisorNXT, LLC, Park Wilshire Companies, Inc., RISE Financial Services, LLC, Siebert Technologies, LLC, and StockCross Digital Solutions, Ltd, and Gebbia Media LLC. Through these entities, Siebert provides a full range of brokerage and financial advisory services, including securities brokerage, investment advisory and insurance offerings, securities lending, and corporate stock plan administration solutions, in addition to entertainment and media productions. For over 55 years, Siebert has been a company that values its clients, shareholders, and employees. More information is available at www.siebert.com.

    About FTSE Russell

    FTSE Russell is a global index leader that provides innovative benchmarking, analytics and data solutions for investors worldwide. FTSE Russell calculates thousands of indexes that measure and benchmark markets and asset classes in more than 70 countries, covering 98% of the investable market globally. FTSE Russell index expertise and products are used extensively by institutional and retail investors globally. Approximately $18.1 trillion is benchmarked to FTSE Russell indexes. Leading asset owners, asset managers, ETF providers and investment banks choose FTSE Russell indexes to benchmark their investment performance and create ETFs, structured products and index-based derivatives. A core set of universal principles guides FTSE Russell index design and management: a transparent rules-based methodology is informed by independent committees of leading market participants. FTSE Russell is focused on applying the highest industry standards in index design and governance and embraces the IOSCO Principles. FTSE Russell is also focused on index innovation and customer partnerships as it seeks to enhance the breadth, depth and reach of its offering.

    For more information, visit FTSE Russell.

    Cautionary Note Regarding Forward-Looking Statements
    The statements contained in this press release that are not historical facts, including statements about our beliefs and expectations, are “forward-looking statements” within the meaning of the U.S. Private Securities Litigation Reform Act of 1995. Forward-looking statements include statements preceded by, followed by, or that include the words “may,” “could,” “would,” “should,” “believe,” “expect,” “anticipate,” “plan,” “estimate,” “target,” “project,” “intend” and similar words or expressions. In addition, any statements that refer to expectations, projections, or other characterizations of future events or circumstances are forward-looking statements.

    These forward-looking statements, which reflect beliefs, objectives, and expectations as of the date hereof, are based on the best judgment of the management of Siebert. All forward-looking statements speak only as of the date on which they are made. Such forward-looking statements are subject to certain risks, uncertainties and assumptions relating to factors that could cause actual results to differ materially from those anticipated in such statements, including, without limitation, the following: economic, social and political conditions, global economic downturns resulting from extraordinary events; securities industry risks; interest rate risks; liquidity risks; credit risk with clients and counterparties; risk of liability for errors in clearing functions; systemic risk; systems failures, delays and capacity constraints; network security risks; competition; reliance on external service providers; new laws and regulations affecting Siebert’s business; net capital requirements; extensive regulation, regulatory uncertainties and legal matters; failure to maintain relationships with employees, customers, business partners or governmental entities; the inability to achieve synergies or to implement integration plans; and other consequences associated with risks and uncertainties detailed in Part I, Item 1A – Risk Factors of Siebert’s Annual Report on Form 10-K for the year ended December 31, 2024, and Siebert’s filings with the SEC.

    Siebert cautions that the foregoing list of factors is not exclusive, and new factors may emerge, or changes to the foregoing factors may occur that could impact its business. Siebert undertakes no obligation to publicly update or revise these statements, whether as a result of new information, future events, or otherwise, except to the extent required by the federal securities laws.

    Media Contact
    Deborah Kostroun, Zito Partners
    deborah@zitopartners.com
    +1 (201) 403-8185

    The MIL Network

  • MIL-OSI: Zeo Energy Corp. Reports Fourth Quarter and Full Year 2024 Financial Results

    Source: GlobeNewswire (MIL-OSI)

    NEW PORT RICHEY, Fla., May 27, 2025 (GLOBE NEWSWIRE) — Zeo Energy Corp. (Nasdaq: ZEO) (“Zeo”, “Zeo Energy”, or the “Company”), a leading Florida-based provider of residential solar and energy efficiency solutions, today reported financial results for the fourth quarter and full year ended December 31, 2024.

    Recent Financial and Operational Highlights

    • Reported $73.2 million of revenue in 2024 despite pricing challenges from a prolonged, higher interest rate environment
    • Reported $2.0 million of adjusted EBITDA in 2024, driven by the Company’s flexible operating model and disciplined cost management
    • Completed the integration of Lumio’s assets, which were acquired in November 2024 as part of Zeo’s market expansion plan
    • Secured $4.0 million in December to develop a year-round sales force and expand market presence, accelerating the Company’s growth trajectory heading into the second half of 2025
    • Achieved 6th straight year of positive adjusted EBITDA

    Management Commentary
    “While 2024 was a challenging year for the solar business as a whole, we are entering 2025 with a sense of renewed optimism around the opportunities ahead,” said Zeo Energy Corp. CEO Tim Bridgewater. “In a consolidating market, we remain positioned to acquire compelling renewable energy assets at attractive valuations to fuel our growth and gain market share over the intermediate term. Our November transaction with Lumio is an example of our ability to identify targets that offer Zeo accretive value with improved geographic and strategic positioning.

    “Financially, thanks to our continued focus on efficiency as well as the flexibility in our operating model, we drove our sixth straight year of positive adjusted EBITDA. At the same time, our topline performance largely stabilized quarter-over-quarter, which was encouraging to see as we move through our traditionally slower seasons with limited sales in Q4 and Q1. As of today, our expanded recruitment initiatives remain on target as we begin our peak summer sales season in the second quarter of 2025. Put together, we believe we have the right strategy to operate sustainably today and to thrive over the long term.”

    Full Year 2024 Financial Results

    Results compare the full year ended December 31, 2024 to the full year ended December 31, 2023.

    • Total revenue was $73.2 million in 2024, a 33.2% decrease from $109.7 million in 2023. The decrease was primarily due to higher interest rates creating a challenging environment for residential solar sales throughout 2024.
    • Gross profit decreased to $34.4 million (47.0% of total revenue) in 2024 from $49.8 million (45.4% of total revenue) in 2023. The decrease in gross profit was driven in part by the decrease in sales compared to the prior period. The improvement in gross profit as a percentage of revenue was the result of improved operational efficiencies in labor, a reduction in materials costs, and an increase in sales volume from our internal sales teams.
    • Net loss was $9.9 million in 2024 compared to net income of $4.8 million in the comparable 2023 period. The decrease was primarily due to stock compensation, increased headcount, and costs incurred as a result of becoming a public company.
    • Adjusted EBITDA, a non-GAAP measurement of operating performance reconciled below, remained positive, but decreased to $2.0 million (2.7% of total revenue) in 2024 from $7.0 million (6.4% of total revenue) in 2023. The decrease was primarily due to higher interest rates creating a challenging environment for residential solar sales in 2024.

    Fourth Quarter 2024 Financial Results

    Results compare the 2024 fourth quarter ended December 31, 2024 to the 2024 fourth quarter ended December 31, 2023.

    • Total revenue was $18.6 million in Q4 2024, an 18.9% decrease from $23.0 million in the comparable 2023 period. The decrease was primarily due to higher interest rates creating a challenging environment for residential solar direct sales throughout 2024.
    • Gross profit decreased to $11.2 million (60.1% of total revenue) in Q4 2024 from $12.7 million (55.1% of total revenue) in the comparable 2023 period. The decrease was driven in part by the decrease in sales compared to the prior period. The improvement in gross profit as a percentage of revenue was the result of improved operational efficiencies in labor and a reduction in materials costs.
    • Net loss for Q4 2024 was $1.1 million compared to $1.6 million in the comparable 2023 period. The improvement was primarily related to a $0.7 million tax benefit.
    • Adjusted EBITDA, a non-GAAP measurement of operating performance reconciled below, increased to $3.1 million (16.8% of total revenue) in Q4 2024 from approximately $(0.9) million (4.1% of total revenue) in the comparable 2023 period. The change was primarily related to a $3.0 million change in depreciation and amortization.

    For more information, please visit the Zeo Energy Corp. investor relations website at investors.zeoenergy.com.

    About Zeo Energy Corp.

    Zeo Energy Corp. is a Florida-based regional provider of residential solar, distributed energy, and energy efficiency solutions. Zeo focuses on high-growth markets with limited competitive saturation. With its differentiated sales approach and vertically integrated offerings, Zeo, through its Sunergy Solar business unit, serves customers who desire to reduce high energy bills and contribute to a more sustainable future. For more information on Zeo Energy Corp., please visit www.zeoenergy.com.

    Non-GAAP Financial Measures

    Adjusted EBITDA
    Zeo Energy defines Adjusted EBITDA, a non-GAAP financial measure, as net income (loss) before interest and other expenses, net, income tax expense, and depreciation and amortization, as adjusted to exclude stock-based compensation. Zeo utilizes Adjusted EBITDA as an internal performance measure in the management of the Company’s operations because the Company believes the exclusion of these non-cash and non-recurring charges allows for a more relevant comparison of Zeo’s results of operations to other companies in the industry. Adjusted EBITDA should not be viewed as a substitute for net loss calculated in accordance with GAAP, and other companies may define Adjusted EBITDA differently.

    The following table provides a reconciliation of net income (loss) to Adjusted EBITDA for the periods presented:

               
      Year Ended December 31,     Quarter Ended December 31,
        2024     2023     2024     2023
    Net income (loss)   $ (9,872,358 )     $ 4,845,069       $ (1,135,513 )     $ (1,596,773 )
    Adjustment:                              
    Other income, net     (233,151 )       183,401         (44,822 )       190,383  
    Change in fair value of warrant liabilities     (69,000 )               759,000         0  
    Interest expense     333,539         110,857         39,282         47,937  
    Income tax benefit     (988,802 )               (753,450 )       0  
    Stock compensation     7,951,248                 849,430         0  
    Depreciation and amortization     4,836,538         1,841,874         3,423,464         410,392  
                                   
    Adjusted EBITDA     1,958,014         6,981,201         3,137,391         (948,061 )
     

    Adjusted EBITDA Margin

    Zeo Energy defines Adjusted EBITDA margin, a non-GAAP financial measure, expressed as a percentage, as the ratio of Adjusted EBITDA to revenue, net. Adjusted EBITDA margin measures net income (loss) before interest and other expenses, net, income tax expense, depreciation and amortization, as adjusted to exclude stock-based compensation and is expressed as a percentage of revenue. In the table above, Adjusted EBITDA is reconciled to the most comparable GAAP measure, net income (loss). Zeo utilizes Adjusted EBITDA margin as an internal performance measure in the management of the Company’s operations because the Company believes the exclusion of these non-cash and non-recurring charges allows for a more relevant comparison of the Company’s results of operations to other companies in Zeo’s industry.

    The following table sets forth Zeo’s calculations of Adjusted EBITDA margin for the periods presented:

               
      Year Ended December 31,     Quarter Ended December 31,  
      2024     2023     2024     2023  
    Total Revenue $ 73,244,083       $ 109,691,001       $ 18,647,750       $ 22,985,981    
    Adjusted EBITDA   1,958,014         6,981,201         3,137,391         (948,061 )  
    Adjusted EBITDA margin   2.7   %     6.4   %     16.8   %     (4.1 ) %
                                   

    Forward-Looking Statements

    This news release contains certain forward-looking statements within the meaning of section 27A of the Securities Act of 1933, as amended (the “Securities Act”), and Section 21E of the Exchange Act of 1934, as amended, that are based on beliefs and assumptions and on information currently available to the Company. Such statements may include, but are not limited to, statements that refer to projections, forecasts, or other characterizations of future events or circumstances, including any underlying assumptions. The words “anticipate,” “intend,” “plan,” “goal,” “seek,” “believe,” “project,” “estimate,” “expect,” “strategy,” “future,” “likely,” “may,” “should,” “will,” and similar references to future periods may identify forward-looking statements, but the absence of these words does not mean that a statement is not forward-looking. Forward-looking statements may include, for example, statements about the future financial performance of the Company; the ability to effectively consolidate the assets of Lumio and produce the expected results; changes in the Company’s strategy, future operations, financial position, estimated revenues and losses, projected costs, prospects, the ability to raise additional funds, and plans and objectives of management. These forward-looking statements are based on information available as of the date of this news release, and current expectations, forecasts, and assumptions, and involve a number of judgments, risks, and uncertainties. Accordingly, forward-looking statements should not be relied upon as representing the Company’s views as of any subsequent date, and the Company does not undertake any obligation to update such forward-looking statements to reflect events or circumstances after the date they were made, whether as a result of new information, future events, or otherwise, except as may be required under applicable securities laws. You should not place undue reliance on these forward-looking statements. As a result of a number of known and unknown risks and uncertainties, the Company’s actual results or performance may be materially different from those expressed or implied by these forward-looking statements. Some factors that could cause actual results to differ include: (i) the outcome of any legal proceedings that may be instituted against the Company or others; (ii) the Company’s success in retaining or recruiting, or changes required in, its officers, key employees, or directors; (iii) the Company’s ability to maintain the listing of its common stock and warrants on Nasdaq; (iv) limited liquidity and trading of the Company’s securities; (v) geopolitical risk and changes in applicable laws or regulations, including tariffs or trade restrictions; (vi) the possibility that the Company may be adversely affected by other economic, business, and/or competitive factors; (vii) operational risk; (viii) litigation and regulatory enforcement risks, including the diversion of management time and attention and the additional costs and demands on the Company’s resources; (ix) the Company’s ability to effectively consolidate the assets of Lumio and produce the expected results; and (x) other risks and uncertainties, including those included under the heading “Risk Factors” in the Company’s Annual Report on Form 10-K filed with the U.S. Securities and Exchange Commission (the “SEC”) for the year ended December 31, 2023 and in its subsequent periodic reports and other filings with the SEC.

    In light of the significant uncertainties in these forward-looking statements, you should not regard these statements as a representation or warranty by the Company, its respective directors, officers or employees or any other person that the Company will achieve its objectives and plans in any specified time frame, or at all. The forward-looking statements in this news release represent the views of the Company as of the date of this news release. Subsequent events and developments may cause that view to change. However, while the Company may elect to update these forward-looking statements at some point in the future, there is no current intention to do so, except to the extent required by applicable law. You should, therefore, not rely on these forward-looking statements as representing the views of the Company as of any date subsequent to the date of this news release.

    Zeo Energy Corp. Contacts

    For Investors:
    Tom Colton and Greg Bradbury
    Gateway Group
    ZEO@gateway-grp.com

    For Media:
    Zach Kadletz
    Gateway Group
    ZEO@gateway-grp.com

    -Financial Tables to Follow-

     
    ZEO ENERGY CORP.
    CONDENSED CONSOLIDATED BALANCE SHEET
     
        As of December 31,   As of December 31,
          2024       2023  
    Assets            
    Current assets            
    Cash and cash equivalents   $ 5,634,115     $ 8,022,306  
    Accounts receivable, including $191,662 and $396,488 from related parties, net of allowance for credit losses of $1,165,336 and $862,580, as of December 31, 2024 and 2023, respectively     10,186,543       2,905,205  
    Inventories     872,470       350,353  
    Contract assets     64,202       4,915,064  
    Prepaid expenses and other current assets     2,131,345       40,403  
    Total current assets     18,888,675       16,233,331  
    Other assets     314,426       62,140  
    Property, equipment and other fixed assets, net     2,475,963       2,289,723  
    Right of use operating lease assets     1,268,139       1,135,668  
    Right of use financing lease assets     447,012       583,484  
    Intangibles, net     7,571,156       771,028  
    Related party note receivable     3,000,000        
    Goodwill     27,010,745       27,010,745  
    Total assets   $ 60,976,116     $ 48,086,119  
                 
    Liabilities, mezzanine equity and stockholders� (deficit) equity            
    Current liabilities            
    Accounts payable   $ 2,780,885     $ 4,699,855  
    Accrued expenses and other current liabilities, including $3,359,101 and $2,415,966 with related parties at December 31, 2024 and 2023, respectively     8,540,188       4,646,365  
    Current portion of long-term debt     291,036       294,398  
    Current portion of obligations under operating leases     583,429       539,599  
    Convertible promissory note     2,440,000        
    Contract liabilities, including $2,000 and $1,160,848 with related parties as of December 31, 2024 and 2023, respectively     203,607       5,223,518  
    Total current liabilities     14,969,609       15,522,151  
    Obligations under operating leases, non-current     799,385       636,414  
    Obligations under financing leases, non-current     348,807       479,271  
    Warrant liabilities     1,449,000        
    Long-term debt     496,623       825,764  
    Total liabilities     18,063,424       17,463,600  
                 
    Commitments and contingencies (Note 14)            
                 
    Redeemable noncontrolling interests            
    Convertible preferred units     16,130,871        
    Class B Units     115,693,900        
                 
    Stockholders’ (deficit) equity            
    Class V common stock, $0.0001 par value, 100,000,000 authorized shares; 35,230,000 and 33,730,000 shares issued and outstanding as of December 31, 2024, and December 31, 2023, respectively     3,523       3,373  
    Class A common stock, $0.0001 par value, 300,000,000 authorized shares; 13,252,964 and no shares issued and outstanding as of December 31, 2024, and December 31, 2023, respectively     1,326        
    Additional paid in capital     14,523,963       31,152,491  
    Accumulated deficit     (103,440,891 )     (533,345 )
    Total stockholders’ (deficit) equity     (88,912,079 )     30,622,519  
    Total liabilities, redeemable noncontrolling interests and stockholders’ (deficit) equity   $ 60,976,116     $ 48,086,119  
                 
     
    ZEO ENERGY CORP.
    CONDENSED CONSOLIDATED STATEMENTS OF OPERATIONS
     
      Year Ended December 31,   3 Months Ended December 31,
      2024   2023    2024   2023
    Revenue, net $ 51,088,065     $ 94,226,149     $ 14,630,831     $ 7,521,129  
    Related party revenue, net   22,156,018       15,464,852       4,016,919       15,464,852  
    Total revenue   73,244,083       109,691,001       18,647,750       22,985,981  
    Operating costs and expenses:                      
    Cost of goods sold (exclusive of depreciation and amortization shown below)   38,021,519       59,436,674       7,216,364       10,190,953  
    Depreciation and amortization   4,836,538       1,841,874       3,423,464       410,392  
    Sales and marketing   19,587,073       30,324,059       3,408,698       10,510,080  
    General and administrative   21,628,725       12,949,067       5,734,727       3,233,009  
    Total operating expenses   84,073,855       104,551,674       19,783,253       24,344,434  
    (Loss) income from operations   (10,829,772 )     5,139,327       (1,135,503 )     (1,358,453 )
    Other (expenses) income, net:                      
    Other income, net   233,151       (183,401 )     44,822       (190,383 )
    Change in fair value of warrant liabilities   69,000             (759,000 )      
    Interest expense   (333,539 )     (110,857 )     (39,282 )     (47,937 )
    Total other income (expense), net   (31,388 )     (294,258 )     (753,460 )     (238,320 )
    Net (loss) income before taxes   (10,861,160 )     4,845,069       (1,888,963 )     (1,596,773 )
    Income tax benefit   988,802             753,450        
    Net (loss) income   (9,872,358 )     4,845,069       (1,135,513 )     (1,596,773 )
    Net (loss) attributable to Sunergy Renewables LLC prior to the Business Combination   (523,681 )     4,845,069             (1,596,773 )
    Net (loss) income subsequent to the Business Combination   (9,348,677 )           (1,135,513 )      
    Net (loss) income attributable to redeemable non-controlling interests   (6,679,788 )           (700,167 )      
    Net (loss) income attributable to Class A common stock $ (2,668,889 )   $     $ (435,346 )   $  
                           
    Basic and diluted net (loss) income per common unit $ (0.48 )   $     $ (0.04 )   $  
    Weighted average units outstanding, basic and diluted   5,546,925             11,057,312        
                           
     
    ZEO ENERGY CORP.
    CONDENSED CONSOLIDATED STATEMENTS OF CASH FLOWS
     
      Year Ended December 31,
      2024   2023
    Cash Flows from Operating Activities          
    Net (loss) income $ (9,872,358 )   $ 4,845,069  
    Adjustment to reconcile net (loss) income to cash (used in) provided by operating activities          
    Depreciation and amortization   4,836,538       1,841,874  
    Gain on disposal of asset   (91,684 )      
    Change in fair value of warrant liabilities   (69,000 )      
    Provision for credit losses   2,815,633       1,531,223  
    Noncash operating lease expense   705,293       550,425  
    Stock based compensation expense   7,951,248        
    Deferred tax asset   (997,702 )      
    Changes in operating assets and liabilities:          
    Accounts receivable   (8,785,973 )     (3,475,661 )
    Accounts receivable due from related parties   204,826       (396,488 )
    Inventories   (131,898 )     (63,207 )
    Contract assets   4,850,862       (4,795,309 )
    Prepaids and other current assets   (1,757,354 )     61,852  
    Other assets   (13,795 )      
    Due from related party         (104,056 )
    Accounts payable   (2,512,834 )     4,501,798  
    Accrued expenses and other current liabilities   (1,140,780 )     1,536,287  
    Accrued expenses and other current liabilities due to related parties   943,135       2,415,996  
    Contract liabilities   (3,861,063 )     2,913,623  
    Contract liabilities due to related parties   (1,158,848 )     1,160,848  
    Operating lease payments   (630,963 )     (547,140 )
    Net cash (used in) provided by operating activities   (8,716,717 )     11,977,134  
               
    Cash flows from Investing Activities          
    Purchases of property, equipment and other assets   (369,137 )     (1,034,666 )
    Investment in related party   (3,000,000 )      
    Lumio asset purchase   (4,000,000 )      
    Net cash used in investing activities   (7,369,137 )     (1,034,666 )
               
    Cash flows from Financing Activities          
    Proceeds from the issuance of debt         311,029  
    Principal payment of finance lease liabilities   (118,416 )     (84,678 )
    Proceeds from private placement   2,716,000        
    Proceeds from the issuance of convertible preferred stock, net of transaction costs   9,221,649        
    Repayments of debt   (332,503 )     (241,423 )
    Proceeds from convertible promissory note, net of debt issuance costs   2,440,000        
    Dividends paid to Convertible preferred units   (139,067 )      
    Distributions to members   (90,000 )     (5,173,396 )
    Net cash provided by (used in) financing activities   13,697,663       (5,188,468 )
               
    Net (decrease) increase in cash and cash equivalents   (2,388,191 )     5,754,000  
    Cash and cash equivalents, beginning of period   8,022,306       2,268,306  
    Cash and cash equivalents, end of the period $ 5,634,115     $ 8,022,306  
               
    Supplemental Cash Flow Information          
    Cash paid for interest $ 124,488     $ 103,421  
    Accrual of distribution to owners $     $ 325,000  
    Cash paid for income taxes $     $  
    Noncash finance lease expense $ 136,472     $ 98,881  
               
    Non-cash transactions          
    Right-of-use assets obtained in exchange for operating lease liabilities $ 837,764     $  
    Deferred equity issuance costs $ 2,769,039     $  
    Issuance of Class A common stock to vendors $ 891,035     $  
    Issuance of Class A common stock to backstop investors $ 1,569,463     $  
    Preferred dividends $ 9,275,795     $  
               

    The MIL Network

  • MIL-OSI: GCM Grosvenor to Present at the Morgan Stanley 2025 U.S. Financials, Payments & CRE Conference on June 10, 2025

    Source: GlobeNewswire (MIL-OSI)

    CHICAGO, May 27, 2025 (GLOBE NEWSWIRE) — GCM Grosvenor (Nasdaq: GCMG), a global alternative asset management solutions provider, announced today that Jon Levin, President of GCM Grosvenor, will present at the Morgan Stanley 2025 U.S. Financials, Payments & Commercial Real Estate Conference on Tuesday, June 10, 2025, at 3:15 PM EDT.

    A link to the live audio webcast of the presentation will be available on GCM Grosvenor’s public shareholders website and the event website. For those unable to listen to the live audio webcast, a replay will be available for 90 days following the presentation.

    About GCM Grosvenor

    GCM Grosvenor (Nasdaq: GCMG) is a global alternative asset management solutions provider with approximately $82 billion in assets under management across private equity, infrastructure, real estate, credit, and absolute return investment strategies. The firm has specialized in alternatives for more than 50 years and is dedicated to delivering value for clients by leveraging its cross-asset class and flexible investment platform.

    GCM Grosvenor’s experienced team of approximately 550 professionals serves a global client base of institutional and individual investors. The firm is headquartered in Chicago, with offices in New York, Toronto, London, Frankfurt, Tokyo, Hong Kong, Seoul and Sydney. For more information, visit: gcmgrosvenor.com.

    Public Shareholders Contact 
    Stacie Selinger 
    sselinger@gcmlp.com 
    312-506-6583 

    Media Contact  
    Tom Johnson and Abigail Ruck  
    H/Advisors Abernathy  
    tom.johnson@h-advisors.global / abigail.ruck@h-advisors.global  
    212-371-5999

    The MIL Network

  • MIL-OSI Asia-Pac: S&P, Moody’s affirm HK’s credit rating

    Source: Hong Kong Information Services

    The Hong Kong Special Administrative Region Government today said that both S&P and Moody’s gave positive evaluations of Hong Kong’s credit profile, including substantial fiscal buffers and foreign exchange reserves, a strong external balance sheet, and high per-capita income levels.

    The statement was made in response to the S&P and Moody’s reports today on maintaining Hong Kong’s AA+ and Aa3 credit rating respectively.

    S&P also affirmed Hong Kong’s stable outlook, while Moody’s upgraded the outlook from negative to stable.

    The Hong Kong SAR Government pointed out that the recent affirmations of Hong Kong’s credit ratings by Fitch, S&P and Moody’s, all with stable outlooks, demonstrate the city’s resilience in maintaining stability amid increasing global economic and financial uncertainties.

    Recent data has further underscored the robustness of Hong Kong’s financial system. Bank deposits have continued to grow, capital markets remain active, and the initial public offering (IPO) market is thriving.

    For example, IPO fundraising in Hong Kong has exceeded $76 billion so far this year, more than seven times the amount raised during the same period last year, and nearly 90% of the total raised in all of last year.

    The Hong Kong SAR Government noted that both S&P and Moody’s have highlighted its substantial fiscal reserves. It has implemented a series of measures to maintain a robust fiscal situation despite pressures on public finances following the pandemic.

    Furthermore, the 2025-26 Budget outlined a reinforced fiscal consolidation programme, focusing primarily on expenditure control, supplemented by revenue generation, to gradually restore balance to government accounts.

    The Operating Account is expected to be largely balanced in this financial year, and will return to a surplus in the next financial year of 2026-27.

    The Capital Account primarily involves capital works expenditure, which represents investments for the future, such as the Northern Metropolis development. Therefore, the Hong Kong SAR Government will make flexible use of market resources, such as public-private partnerships and increasing the scale of bond issuances, to fast-track the related projects.

    Even if so, the level of deficit in the Capital Account will gradually decrease starting from the 2026-27 financial year.

    Overall, after counting the proceeds from bond issuances, the Consolidated Accounts will return to a surplus in the 2028-29 financial year. Over the next five years, fiscal reserves are projected to remain at a level well above $500 billion.

    Hong Kong’s economy saw robust growth in the first quarter of this year. While the tariff war continues to affect the global economy, the recent easing in international trade tensions has slightly alleviated external unfavourable factors and uncertainties.

    Meanwhile, the Mainland continues to advance high-level opening up, with steady economic growth supported by ample policy room and tools to address and resolve various risks and challenges.

    With breakthroughs and expedited developments in technology innovation, green transformation and the digital economy, the Mainland offers the greatest backing for Hong Kong’s economic development.

    Looking ahead, the Hong Kong SAR Government is confident in addressing external challenges while seizing new opportunities in this evolving landscape.

    It remains committed to leveraging Hong Kong’s institutional advantages under the “one country, two systems” framework, reinforcing and enhancing its status as an international financial, shipping and trade centre.

    At the same time, it will make great strides to promote Hong Kong’s development as an international innovation and technology centre. These factors will drive high-quality, sustainable economic and social development.

    MIL OSI Asia Pacific News