Category: Canada

  • MIL-OSI: High Arctic Announces 2025 First Quarter Results

    Source: GlobeNewswire (MIL-OSI)

    NOT FOR DISTRIBUTION TO U.S. NEWSWIRE SERVICES OR FOR DISSEMINATION IN THE UNITED STATES. ANY FAILURE TO COMPLY WITH THIS RESTRICTION MAY CONSTITUTE A VIOLATION OF U.S. SECURITIES LAW

    CALGARY, Alberta, May 13, 2025 (GLOBE NEWSWIRE) — High Arctic Energy Services Inc. (TSX: HWO) (the “Corporation” or “High Arctic”) released its first quarter 2025 financial and operating results. The unaudited condensed interim consolidated financial statements, and the management discussion & analysis (“MD&A”), for the quarter ended March 31, 2025 will be available on SEDAR+ at www.sedarplus.ca, and on High Arctic’s website at www.haes.ca. All amounts are denominated in thousands of Canadian dollars (“CAD”), unless otherwise indicated.

    Mike Maguire, Interim Chief Executive Officer commented:

    “Our business has had a solid start to 2025, despite some pull back in well completion rates in Canada resulting from market uncertainty and customer consolidation events.

    Our investment in and amalgamation of Delta Rental Services continues to deliver financial performance in line with our pre-transaction expectations and we anticipate consistent results through the coming months with significant upside potential as gas well completion rates increase in anticipation of first gas through the Coastal GasLink pipeline.

    Decisive action by the management of Team Snubbing in Alaska has set a platform for improved value creation from our 42% holding of Team Snubbing. 

    High Arctic is well positioned to benefit from upstream energy service activity levels in the western Canadian oil and gas industry.”

    In the following discussion, the three months ended March 31, 2025 may be referred to as the “quarter” or “Q1 2025” and the comparative three months ended March 31, 2024 may be referred to as “Q1 2024”. References to other quarters may be presented as “QX 20XX” with X/XX being the quarter/year to which the commentary relates.

    2025 FIRST QUARTER HIGHLIGHTS

    • Revenue from continuing operations of $2,335, a decrease of 22% compared to Q1 2024.
    • Achieved an increase in oilfield services operating margin percentage for Q1 2025 of 53.1% compared to 49.4% in Q1 2024.
    • Realized adjusted EBITDA from continuing operations of $504 in the quarter, 22% of revenue.
    • Maintained operational excellence and safety, as evidenced by the continuation of recordable incident-free work.
    • Achieved expected reductions in general and administrative expenses, a reduction of 59% compared to Q1 2024.
    • Equity investment in Team Snubbing is essentially unchanged at $7.4 million as at March 31, 2025. Unaudited Team Snubbing financial results delivered a modest positive net income inclusion for the quarter, with key highlights being a sequential improvement in Alaskan results, and reduced debt.
    • Exited Q1 with positive working capital of $3,199, including cash of $3,183.

    2025 Strategic Objectives
    With the corporate restructuring and spinoff of the PNG business complete, the Corporation’s 2025 strategic objectives include:

    • Relentless focus on safety excellence and quality service delivery;
    • Grow the core businesses through selective and opportunistic investments;
    • Actively manage direct operating costs and general and administrative costs;
    • Steward capital to preserve balance sheet strength and financial flexibility; and
    • Execute on accretive acquisitions in Canada to drive shareholder value and optimize available tax loss carry-forwards.

    RESULTS OVERVIEW

    The following is a summary of select financial information of the Corporation:

        Three months ended March 31,  
    (thousands of Canadian Dollars, except per share amounts)     2025   2024  
    Operating results from continuing operations:        
    Revenue – continuing operations     2,335   2,988  
    Net income (loss) – continuing operations     (120 ) 182  
    Per share (basic & diluted) (1)     (0.01 ) 0.01  
    Oilfield services operating margin – continuing operations (2)     1,187   1,431  
    Oilfield services operating margin as a % of revenue (2)     53.1 % 49.4 %
    EBITDA – continuing operations (2)     459   232  
    Per share (basic & diluted) (1) (4)     0.04   0.02  
    Adjusted EBITDA – continuing operations (2)     504   92  
    Per share (basic & diluted) (1) (4)     0.04   0.01  
    Operating loss – continuing operations (2)     (128 ) (1,070 )
    Per share (basic & diluted) (1) (4)     (0.01 ) (0.09 )
    Cash flow from continuing operations:        
    Cash flow from continuing operating activities     31   271  
    Per share (basic & diluted) (1) (4)     0.00   0.02  
    Funds flow from continuing operating activities (2)     495   197  
    Per share (basic & diluted) (1) (4)     0.04   0.02  
    Capital expenditures – continuing operations     382   308  
              As at  
    (thousands of Canadian Dollars, except per share amounts and
    common shares outstanding)
        Mar 31, 2025   Dec 31, 2024  
    Financial position:        
    Working capital (2)     3,199   2,692  
    Cash and cash equivalents     3,183   3,123  
    Total assets     29,989   30,867  
    Long-term debt (non-current)     3,134   3,178  
    Shareholders’ equity     21,315   21,105  
    Per share (5)     1.68   1.70  
    Common shares outstanding (3)     12,696,959   12,448,166  

    (1)  The weighted average number of common shares used in calculating both basic and diluted net income (loss) per share, EBITDA (Earnings before interest, tax, depreciation and amortization) per share, Adjusted EBITDA per share, operating income (loss) per share, cash flow from operating activities per share, funds flow from operating activities per share, and shareholders’ equity per share is detailed in Note 13 of the Financial Statements.
    (2)  Readers are cautioned that oilfield services operating margin, EBITDA (earnings before interest, tax, depreciation, and amortization), Adjusted EBITDA, operating income (loss), funds flow from operating activities and working capital do not have standardized meanings prescribed by IFRS. See “Non-IFRS Measures” for additional details on the calculations of these measures.
    (3)  Pursuant to the de facto four-to-one consolidation of the Corporation’s outstanding common shares effective August 12, 2024, the number of common shares outstanding and all per-share amounts have been retroactively adjusted to effect the stock consolidation.
    (4)  The number of weighted average common shares used in per share basic calculations for the three months ended March 31, 2025, was 12,522,804 (13,023,166 diluted per share) and for the three months ended March 31, 2024, was 12,280,576 (12,624,412 diluted per share).
    (5)   Shareholders’ equity per share calculated based on common shares outstanding as at the relevant date.


    First Quarter 2025 Summary

    • Revenue from continuing operations for Q1 2025 was $2,335 compared to $2,988 in Q1 2024.
      • Revenue was negatively impacted by softening demand driven primarily by deferral of some completions activity as customers have taken a cautious approach to the timing of the deployment of their 2025 capital budgets given the recent general economic uncertainty due to ongoing geopolitical events.
    • Oilfield services operating margin from continuing operations was $1,187 in the current year quarter compared to $1,431 in the prior year quarter.
      • Operating margin percentage improved to 53.1% for Q1 2025 compared to 49.4% for Q1 2024 benefiting from a reduction in lower margin third-party rentals in the current year quarter which offset in part, the reduction in revenue.
    • Adjusted EBITDA from continuing operations was $504 in the current year quarter compared to $92 in the prior year quarter. EBITDA from continuing operations benefitted from the improvement in gross margin percentage combined with a significant reduction in general and administrative expenses.
    • Operating loss from continuing operations of $128 for Q1 2025 compared to $1,070 in Q1 2024. The decrease in operating loss is attributable to significantly reduced general and administrative expense. Prior year quarter general and administrative expenses were impacted by elevated corporate and professional fees related to the Arrangement and integration costs related to the acquisition of Delta.
    • Net loss from continuing operations was $120 in Q1 2025 compared to net income from continuing operations of $182 in Q1 2024. Net loss from continuing operations was also impacted by the same items impacting operating loss, as above, combined with reduced interest income, net higher non-cash accretion expense and reduced income from equity accounted investments.

    Operating Results

    Rental services segment

        Three months ended March 31,  
    (thousands of Canadian Dollars, unless otherwise noted)     2025   2024  
    Revenue     2,237   2,894  
    Expenses     (1,050 ) (1,463 )
    Oilfield services operating margin (1)     1,187   1,431  
    Oilfield services operating margin (%) (1)     53.1 % 49.4 %

    (1)   See “Non-IFRS Measures”


    Liquidity and Capital Resources

        Three months ended Mar 31,  
    (thousands of Canadian Dollars)     2025   2024  
    Cash provided by (used in) continuing operations:        
    Operating activities     31   271  
    Investing activities     164   (308 )
    Financing activities     (135 ) (131 )
    Effect of exchange rate changes on cash       665  
    Increase in cash from continuing operations     60   497  
    (thousands of Canadian Dollars, unless otherwise noted)     As at
    Mar 31, 2025
      As at
    Dec 31, 2024
     
    Current assets     6,717   7,221  
    Working capital (1)     3,199   2,692  
    Working capital ratio (1)     1.9:1   1.6:1  
    Cash and cash equivalents     3,183   3,123  

    (1)   See “Non-IFRS Measures”


    Operating activities

    In Q1 2025, cash from operating activities from continuing operations was $31 compared to $271 for Q1 2024. Funds flow from operating activities from continuing operations totaled $495 in the quarter compared to $197 in the prior year comparative quarter (see “Non-IFRS Measures”). In Q1 2025, changes in non-cash operating working capital from continuing operations totaled an outflow of $464 compared to an inflow of $74 in Q1 2024.

    Changes in cash from operating activities from continuing operations and funds from operating activities from continuing operations for Q1 2025 compared to Q1 2024, were largely the result of reduced general and administrative expenses combined with the impact of changes in non-cash working capital (as noted above).

    Investing activities

    During the first quarter, the Corporation’s net cash from investing activities from continuing operations totaled $164 compared to a usage of $308 in the prior year comparative quarter. The change in cash flows from investing activities from continuing operations is due to payments received related to notes receivable and the settlement of a portion of the contingent consideration payable utilizing common shares of the Corporation, resulting in a positive non-cash working capital change, both of which more than offset Q1 2025 property and equipment expenditures of $382. Investing cash outflows of $308 in the prior year quarter consisted solely of the purchase of property and equipment.

    Financing activities

    During the first quarter, the Corporation’s net cash used in financing activities from continuing operations of $135 was comparable to $131 in the prior year comparative quarter. Financing related cash flows relate to the normal course payments on the Corporation’s lease liabilities and long-term debt.

    Working capital

    As at March 31, 2025, the Corporation’s working capital balance was $3,199 compared to $2,692 as at December 31, 2024. The increase in working capital is largely due to positive EBITDA generated during Q1 2025 combined with a portion of the year one contingent consideration associated with the acquisition of Delta being settled in common shares during the first quarter.

    Long-term debt

    (thousands of Canadian Dollars)     As at
    Mar 31, 2025
      As at
    Dec 31, 2024
     
    Current     175   175  
    Non-current     3,134   3,178  
    Total     3,309   3,353  

    The Corporation has mortgage financing secured by lands and buildings owned by High Arctic located within Alberta, Canada. The mortgage has a remaining initial term of under two years with a fixed interest rate of 4.30%; payments occur monthly. The mortgage financing contains certain non-financial covenants requiring the lender’s consent, including changes to the underlying business. As at March 31, 2025, the Corporation was compliant with all covenants associated with the mortgage financing.

    Outlook

    The first quarter of 2025 has provided High Arctic with a solid start to the year. General and administrative expenses have taken a step change downward resulting in a reduced run rate. The significant and strategic importance of the equity investment in Team Snubbing has been reinforced through enhanced Board of Director and management oversight. The late 2023 acquisition of Delta Rental Services Ltd. (“Delta”) is fully integrated into High Arctic’s rental services business, positively contributing to improved profit margins. Rental services revenue, while at the lower end of expectations, led to capital preservation through modest growth in new equipment additions and insight as to the outlook for the remainder of 2025.

    High Arctic’s business is driven by the underlying economics associated with its customers’ cash flows. These cash flows are driven by their oil and natural gas commodity price hedging and expectations. As customers embark on drilling new oil and natural gas wells, High Arctic’s business outlook is reliant on decisions on the subsequent activity to complete these wells for production. Therefore, High Arctic’s rental assets and investment in the snubbing industry are highly dependent on fundamentals associated with both drilling and hydraulic fracturing completion trends in the WCSB.

    To this point, 2024/25 winter drilling rig activity in the WCSB has been resilient despite softening commodity price trends. As the industry enters the seasonal second quarter spring breakup period, activity remains comparable to 2024 levels. However, customer capital allocation decisions to complete wells are showing signs of deferral. Recent OPEC moves to increase oil supply, changes in global trade tariffs, and geopolitical risk have increased investment uncertainty.

    This uncertainty is offset by positive developments specific to Canada. The completion of the Trans Mountain pipeline system expansion in 2024, and expectations for west coast LNG exports commencing in the second half of 2025, are positive infrastructure developments supporting improved long-term fundamentals for the upstream energy service business.

    Based on these near-term headwinds and favourable long-term fundamentals, High Arctic will continue to prudently preserve capital while working with our customers to deliver service efficiency and productivity.

    The outlook for 2025 is dependent on the financial performance of High Arctic’s investment in Team Snubbing. High Arctic is carrying total assets of $9.8 million related to its investment in Team Snubbing, comprised of a $7.4 million equity investment and a $2.4 million note receivable. Success will be defined by Team Snubbing’s ability to establish profitability in their international operations.

    In summary, for 2025 the Corporation expects to continue to execute on the initial phases of its strategic objectives, with progress to date being evidenced by safety performance, balance sheet preservation, general and administrative expense reductions, selective capital expenditure investments, and oversight of equity investments.

    Non-IFRS Measures
    This Press Release contains references to certain financial measures that do not have a standardized meaning prescribed by IFRS and may not be comparable to the same or similar measures used by other companies. High Arctic uses these financial measures to assess performance and believes these measures provide useful supplemental information to shareholders and investors. These financial measures are computed on a consistent basis for each reporting period and include EBITDA (Earnings before interest, tax, depreciation and amortization), Adjusted EBITDA, oilfield services operating margin, operating income (loss), Funds flow from operating activities and working capital. These do not have standardized meanings.

    These financial measures should not be considered as an alternative to, or more meaningful than, net income (loss), cash from operating activities, current assets or current liabilities, cash and/or other measures of financial performance as determined in accordance with IFRS.

    For additional information regarding non-IFRS measures, including their use to management and investors and reconciliations to measures recognized by IFRS, please refer to the Corporation’s MD&A, which is available online at www.sedar.com and through High Arctic’s website at www.haes.ca.   

    Forward-Looking Statements
    This Press Release contains forward-looking statements. When used in this document, the words “may”, “would”, “could”, “will”, “intend”, “plan”, “anticipate”, “believe”, “seek”, “propose”, “estimate”, “expect”, and similar expressions are intended to identify forward-looking statements. Such statements reflect the Corporation’s current views with respect to future events and are subject to certain risks, uncertainties, and assumptions. Many factors could cause the Corporation’s actual results, performance, or achievements to vary from those described in this Press Release.

    Should one or more of these risks or uncertainties materialize, or should assumptions underlying forward-looking statements prove incorrect, actual results may vary materially from those described in this Press Release as intended, planned, anticipated, believed, estimated or expected. Specific forward-looking statements in this Press Release include, among others, statements pertaining to the following: general economic and business conditions, which will include, among other things, the outlook for the energy industry inclusive of commodity prices, producer activity levels (inclusive of drilling and completions activity) and general energy supply and demand fundamentals that may impact the energy industry as a whole and more specifically as it relates to the Corporation’s customers in western Canada and Alaska, United States; expectations related to current and future LNG export projects; the impact (if any) of geo-political events, changes in government, changes to tariffs or related trade policies and the potential impact on the Corporation’s ability to execute its 2025 strategic objectives; fluctuations in commodity prices; and the performance of the Corporation’s investment in Team Snubbing.

    With respect to forward-looking statements contained in this Press Release, the Corporation has made assumptions regarding, among other things, its ability to: maintain its ongoing relationship with major customers; successfully market its services to current and new customers; devise methods for, and achieve its primary objectives; source and obtain equipment from suppliers; successfully manage, operate, and thrive in an environment which is facing uncertainty; remain competitive in all its operations; attract and retain skilled employees; obtain equity and debt financing on satisfactory terms and manage its liquidity risk; raise capital and manage its debt finance agreements; manage general and administrative costs; maintain a strong balance sheet and related financial flexibility; scale the Canadian business; and seek and execute accretive acquisitions in a timely manner and achieve operational and financial benefits therefrom.

    Important factors that could cause our actual results and financial condition to differ materially from those indicated in the forward-looking statements include, among others, the following: economic and financial conditions, including volatility in commodity prices; volatility in interest and exchange rates and capital markets; the level of demand and financial performance of the energy industry; changes in customer demand; and developments and changes in laws and regulations, including in the energy industry.

    The Corporation’s actual results could differ materially from those anticipated in these forward-looking statements as a result of the risk factors set forth above and elsewhere in this Press Release, along with the risk factors set out in the most recent AIF filed on SEDAR+ at www.sedarplus.ca.

    The forward-looking statements contained in this Press Release are expressly qualified in their entirety by this cautionary statement. These statements are given only as of the date of this Press Release. The Corporation does not assume any obligation to update these forward-looking statements to reflect new information, subsequent events or otherwise, except as required by law.

    About High Arctic Energy Services
    High Arctic is an energy services provider. High Arctic provides pressure control equipment and equipment supporting the high-pressure stimulation of oil and gas wells and other oilfield equipment ‎on a rental basis to exploration and production companies, from its bases in Whitecourt and Red Deer, Alberta‎.

    For further information contact:

    Lonn Bate
    Chief Financial Officer 
    P: 587-318-2218
    P: +1 (800) 688 7143 

    High Arctic Energy Services Inc.
    Suite 2350, 330 – 5th Ave SW
    Calgary, Alberta, Canada T2P 0L4
    website: www.haes.ca
    Email: info@haes.ca

    The MIL Network

  • MIL-OSI Global: Viking pregnancy was deeply political – new study

    Source: The Conversation – UK – By Marianne Hem Eriksen, Associate Professor of Archaeology, University of Leicester

    Britomart by Walter Crane (1900). Library of Decorative Arts, Paris

    Pregnant women wielding swords and wearing martial helmets, foetuses set to avenge their fathers – and a harsh world where not all newborns were born free or given burial.

    These are some of the realities uncovered by the first interdisciplinary study to focus on pregnancy in the Viking age, authored by myself, Kate Olley, Brad Marshall and Emma Tollefsen as part of the Body-Politics project. Despite its central role in human history, pregnancy has often been overlooked in archaeology, largely because it leaves little material trace.

    Pregnancy has perhaps been particularly overlooked in periods we mostly associate with warriors, kings and battles – such as the highly romanticised Viking age (the period from AD800 until AD1050).

    Topics such as pregnancy and childbirth have conventionally been seen as “women’s issues”, belonging to the “natural” or “private” spheres – yet we argue that questions such as “when does life begin?” are not at all natural or private, but of significant political concern, today as in the past.

    In our new study, my co-authors and I puzzle together eclectic strands of evidence in order to understand how pregnancy and the pregnant body were conceptualised at this time. By exploring such “womb politics”, it is possible to add significantly to our knowledge on gender, bodies and sexual politics in the Viking age and beyond.


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    First, we examined words and stories depicting pregnancy in Old Norse sources. Despite dating to the centuries after the Viking age, sagas and legal texts provide words and stories about childbearing that the Vikings’ immediate descendants used and circulated.

    We learned that pregnancy could be described as “bellyful”, “unlight” and “not whole”. And we gleaned an insight into the possible belief in personhood of a foetus: “A woman walking not alone.”

    Helgi and Guðrún in the Laxdæla saga, as depicted by Andreas Bloch (1898).
    Wiki Commons

    An episode in one of the sagas we looked at supports the idea that unborn children (at least high-status ones) could already be inscribed into complex systems of kinship, allies, feuds and obligations. It tells the story of a tense confrontation between the pregnant Guðrún Ósvífrsdóttir, a protagonist in the Saga of the People of Laxardal and her husband’s killer, Helgi Harðbeinsson.

    As a provocation, Helgi wipes his bloody spear on Guđrun’s clothes and over her belly. He declares: “I think that under the corner of that shawl dwells my own death.” Helgi’s prediction comes true, and the foetus grows up to avenge his father.

    Another episode, from the Saga of Erik the Red, focuses more on the agency of the mother. The heavily pregnant Freydís Eiríksdóttir is caught up in an attack by the skrælings, the Norse name for the indigenous populations of Greenland and Canada. When she cannot escape due to her pregnancy, Freydís picks up a sword, bares her breast and strikes the sword against it, scaring the assailants away.

    While sometimes regarded as an obscure literary episode in scholarship, this story may find a parallel in the second set of evidence we examined for the study: a figurine of a pregnant woman.

    This pendant, found in a tenth-century woman’s burial in Aska, Sweden, is the only known convincing depiction of pregnancy from the Viking age. It depicts a figure in female dress with the arms embracing an accentuated belly — perhaps signalling connection with the coming child. What makes this figurine especially interesting is that the pregnant woman is wearing a martial helmet.

    The figurine of a pregnant woman that was analysed in the study.
    Historiska Museet, CC BY-ND

    Taken together, these strands of evidence show that pregnant women could, at least in art and stories, be engaged with violence and weapons. These were not passive bodies. Together with recent studies of Viking women buried as warriors, this provokes further thought to how we envisage gender roles in the oft-perceived hyper-masculine Viking societies.

    Missing children and pregnancy as a defect

    A final strand of investigation was to look for evidence for obstetric deaths in the Viking burial record. Maternal-infant death rates are thought to be very high in most pre-industrial societies. Yet, we found that among thousands of Viking graves, only 14 possible mother-infant burials are reported.

    Consequently, we suggest that pregnant women who died weren’t routinely buried with their unborn child and may not have been commemorated as one, symbiotic unity by Viking societies. In fact, we also found newborns buried with adult men and postmenopausal women, assemblages which may be family graves, but they may also be something else altogether.

    Interpretative drawing of a grave from Fjälkinge, Sweden, of an adult woman buried together with newborn placed between her thighs. Note that the legs of the woman’s body have been weighed down by a boulder.
    Matt Hitchcock / Body-Politics, CC BY-SA

    We cannot exclude that infants – underrepresented in the burial record more generally – were disposed of in death elsewhere. When they are found in graves with other bodies, it’s possible they were included as a “grave good” (objects buried with a deceased person) for other people in the grave.

    This is a stark reminder that pregnancy and infancy can be vulnerable states of transition. A final piece of evidence speaks to this point like no other. For some, like Guđrun’s little boy, gestation and birth represented a multi-staged process towards becoming a free social person.

    For people lower on the social rung, however, this may have looked very different. One of the legal texts we examined dryly informs us that when enslaved women were put up for sale, pregnancy was regarded as a defect of their bodies.

    Pregnancy was deeply political and far from uniform in meaning for Viking-age communities. It shaped – and was shaped by – ideas of social status, kinship and personhood. Our study shows that pregnancy was not invisible or private, but crucial to how Viking societies understood life, social identities and power.

    Marianne Hem Eriksen leads the BODY-POLITICS project, funded by the European Research Council (ERC) under the European Union’s Horizon 2020 research and innovation programme (grant agreement no. 949886).

    This research was also supported by The Leverhulme Trust through a Philip Leverhulme Prize awarded to Marianne Hem Eriksen (PLP-2022-285).

    ref. Viking pregnancy was deeply political – new study – https://theconversation.com/viking-pregnancy-was-deeply-political-new-study-254738

    MIL OSI – Global Reports

  • MIL-OSI Asia-Pac: President Lai interviewed by Japan’s Nikkei  

    Source: Republic of China Taiwan

    In a recent interview with Japan’s Nikkei, President Lai Ching-te responded to questions regarding Taiwan-Japan and Taiwan-United States relations, cross-strait relations, the semiconductor industry, and the international economic and trade landscape. The interview was published by Nikkei on May 13.
    President Lai indicated that Nikkei, Inc. is a global news organization that has received significant recognition both domestically and internationally, and that he is deeply honored to be interviewed by Nikkei and grateful for their invitation. The president said that he would like to take this rare opportunity to thank Japan’s government, National Diet, society, and public for their longstanding support for Taiwan. Noting that current Prime Minister Ishiba Shigeru and former Prime Ministers Abe Shinzo, Suga Yoshihide, and Kishida Fumio have all strongly supported Taiwan, he said that the peoples of Taiwan and Japan also have a deep mutual affection, and that through the interview, he hopes to enhance the bilateral relationship between Taiwan and Japan, deepen the affection between our peoples, and foster more future cooperation to promote prosperity and development in both countries.
    Following is the text of the questions and the president’s responses:
    Nikkei: What is your personal view regarding the free trade system and the recent tariff war?
    President Lai: Over the past few decades, the free economy headed by the Western world and led by the US has brought economic prosperity and political stability to Taiwan and Japan. At the same time, we have also learned or followed many Western values.
    I believe that Taiwan and Japan are exemplary students, but some countries are not. Therefore, the biggest crisis right now is China, which exploits the free trade system to engage in plagiarism and counterfeiting, infringe on intellectual property rights, and even provide massive government subsidies that facilitate the dumping of low-priced goods worldwide, which has a major impact on many countries including Japan and Taiwan. If this kind of unfair trade is not resolved, the stable societies and economic prosperity we have painstakingly built over decades, as well as some of the values we pursue, could be destroyed. I therefore think it is worthwhile for us to observe the recent willingness of the US to address unfair trade, and if necessary, offer assistance.
    Our national strategic plan for Taiwanese industries is for them to be rooted in Taiwan while expanding their global presence and marketing worldwide. Therefore, while the 32 percent tariff increase imposed by the US on Taiwan is indeed a major challenge, we are willing to address it seriously and find opportunities within that challenge, making Taiwan’s strategic plan for industry even more comprehensive.
    Nikkei: What is your view on Taiwan’s trade arrangements?
    President Lai: In 2010 China accounted for 83.8 percent of Taiwan’s outbound investment, but last year it accounted for only 7.5 percent. In 2020, 43.9 percent of Taiwan’s exports went to China, but that figure dropped to 31.7 percent in 2024. We have systematically transferred investments from Taiwanese enterprises to Japan, Southeast Asia, Europe, and the US. Therefore, last year Taiwan’s largest outbound investment was in the US, accounting for roughly 40 percent of the total. Nevertheless, only 23.4 percent of Taiwanese products were sold to the US, with 76.6 percent sold to places other than the US. 
    In other words, we don’t want to put all our eggs in one basket, and hope to establish a global presence. Under these circumstances, Taiwan is very eager to cooperate with Japan. At this moment, the Indo-Pacific and international community really need Japan’s leadership, especially to make the Comprehensive and Progressive Agreement for Trans-Pacific Partnership (CPTPP) excel in its functions. We also ask Japan to support Taiwan’s CPTPP accession.
    Taiwan hopes to sign an Economic Partnership Agreement (EPA) with Japan, to build closer ties in economic trade and promote further investment. We also hope to strengthen relations with the European Union, and even other regions. Currently, we are proposing an initiative on global semiconductor supply chain partnerships for democracies, because the semiconductor industry is an ecosystem. For example, Japan has materials, equipment, and technology; the US has IC design and marketing; Taiwan has production and manufacturing; and the Netherlands excels in equipment. We therefore hope to leverage Taiwan’s advantages in production and manufacturing to connect the democratic community and establish a global non-red supply chain for semiconductors, ensuring further world prosperity and development in the future, and ensuring that free trade can continue to function without being affected by dumping, which would undermine future prosperity and development.
    We want industries to expand their global presence and market internationally while staying rooted here in Taiwan. Having industries rooted in Taiwan involves promoting pay raises for employees, tax cuts, and deregulation, as well as promoting enterprise investment tax credits. We have also proposed Three Major Programs for Investing in Taiwan for Taiwanese enterprises. We are actively resolving issues regarding access to water, electricity, land, human resources, and professional talent so that the business community can return to Taiwan to invest, or enterprises in Taiwan can increase their investments. We are also actively signing bilateral investment agreements with friends and allies so that when our companies invest and expand their presence abroad, their rights and interests as investors are ensured. 
    Additionally, as I just mentioned, we hope to sign an EPA with Japan, similar to the Taiwan-US Initiative on 21st-Century Trade and the Economic Prosperity Partnership Dialogue, or the Enhanced Trade Partnership arrangement with the United Kingdom, or similar agreements or memorandums of understanding with Canada and Australia that allow Taiwanese products to be marketed worldwide. Those are our overall arrangements.
    Looking at the history of Taiwan’s industrial development, of course it began in Taiwan, and then moved west to China and south to Southeast Asia. We hope to take this opportunity to strengthen cooperation with Japan to the north, across the Pacific Ocean to the east, and develop the North American market, making Taiwan’s industries even stronger. In other words, while we see the current reciprocal tariffs imposed by the US as a kind of challenge, we also view these changes positively.
    Nikkei: Due to pressure from China, it is difficult for Taiwan to participate in international frameworks such as the CPTPP or sign an EPA with Japan. What is your view on this situation?
    President Lai: The key point is what kind of attitude we should adopt in viewing China’s acts of oppression. If we act based on our belief in free trade, or on the universal values we pursue – democracy, freedom, and respect for human rights – and also on the understanding that a bilateral trade agreement between Taiwan and Japan would contribute to the economic prosperity and development of both countries, or that Taiwan’s accession to the CPTPP would benefit progress and prosperity in the Indo-Pacific region, then I personally hope that our friends and allies will strongly support us.
    Nikkei: Regarding the Trump administration’s “reciprocal tariff” policy and the possibility of taxing semiconductors, how do you interpret their intentions? How does Taiwan plan to respond?
    President Lai: Since President Trump took office, I have paid close attention to interviews with both him and his staff. Several of his main intentions are: First, he wants to address the US fiscal situation. For example, while the US GDP is about US$29 trillion annually, its national debt stands at US$36 trillion, which is roughly 124 percent of GDP. Second, annual government spending exceeds US$6.5 trillion, but revenues are only around US$4.5 trillion, resulting in a nearly US$2 trillion deficit each year, about 7 percent of GDP. Third, the US pays nearly US$1.2 trillion in interest annually, which exceeds the US$1 trillion defense budget and accounts for more than 3 percent of GDP. Fourth, he still wants to implement tax cuts, aiming to reduce taxes for 85 percent of Americans. This would cost between US$500 billion and US$1 trillion. These points illustrate his first goal: solving the fiscal problem.
    Second, the US feels the threat of China and believes that reindustrialization is essential. Without reindustrialization, the US risks a growing gap in industrial capacity compared to China. Third, in this era of global smart technology, President Trump wants to lead the nation to become a world center of AI. Fourth, he aims to ensure world peace and prevent future wars. So, if you ask me what the US seeks to achieve, I would say these four areas form the core of its intentions. That is why President Trump has raised tariffs, demanded that trading partners purchase more American goods, and encouraged friendly and allied nations to invest in the US, all in order to achieve these goals.
    The 32 percent reciprocal tariff poses a critical challenge for Taiwan, and we must treat it seriously. Our approach is not confrontation, but negotiation to reduce tariffs. We have also agreed to measures such as procurement, investment, resolving non-tariff trade barriers, and addressing origin washing in order to effectively reduce the trade deficit between Taiwan and the US. Of course, through this negotiation process, we also hope to turn challenges into opportunities. First, we aim to start negotiations from the proposal of zero tariffs and seek to establish a bilateral trade agreement with the US. Second, we hope to support US reindustrialization and its aim to become a world AI hub through investment, while simultaneously upgrading and transforming Taiwan’s industries. This would help further integrate Taiwan’s industries into the US economic structure, ensuring Taiwan’s long-term development. 
    As I have repeatedly emphasized, Taiwan’s national industrial strategy is for industries to stay firmly rooted in Taiwan while expanding their global presence and marketing worldwide. We have gone from moving westward across the Taiwan Strait, to shifting southbound, to working closer northward with Japan, and now the time is ripe for us to expand eastward by investing in North America. In other words, while we take this challenge seriously to protect national interests and ensure that no industry is sacrificed, we also hope these negotiations will lead to deeper Taiwan-US trade relations through Taiwanese investment in the US. These are our expectations.
    Naturally, the reciprocal tariffs imposed by the US will have an impact on Taiwanese industries. In response, the Taiwanese government has already proposed support measures for affected industries totaling NT$93 billion. In addition, we have outlined broader needs for Taiwan’s long-term development, which will be covered by a special budget proposal of NT$410 billion. This has already been approved by the Executive Yuan and will be submitted to the Legislative Yuan for review. This special budget proposal addresses four main areas: supporting industries, stabilizing employment, protecting people’s livelihoods, and enhancing resilience.
    As for tariffs on semiconductors, Taiwan Semiconductor Manufacturing Company (TSMC) has committed to investing in the US at the request of its customers. I believe TSMC’s industry chain will follow suit. These are concrete actions that are unrelated to tariffs. However, if the US were to invoke Section 232 and impose tariffs on semiconductors or related industries, it would discourage Taiwanese semiconductor and ICT investments in the US. We will make this position clear to the US going forward.
    Among Taiwan’s exports to the US, there are two main categories: ICT products and electronic components, which together account for 65.4 percent. These are essential to the US, unlike final goods such as cups, tables, or mattresses. What Taiwan sells to the US are the technological products required by AI designers like NVIDIA, AMD, Amazon, Google, and Apple. Therefore, we will make sure the US understands clearly that we are not exporting end products, but the high-tech components necessary for the US to reindustrialize and become a global AI center. Furthermore, Taiwan is also willing to increase its defense budget and military procurement. We are committed to defending ourselves and are strongly willing to cooperate with friends and allies to ensure regional peace and stability. This is also something President Trump hopes to see.
    Nikkei: Could TSMC’s fabs overseas weaken Taiwan’s strategic position as a key hub for semiconductor manufacturing? And could that then give other countries fewer incentives to protect Taiwan?
    President Lai: Political leaders around the world including Japan’s Prime Minister Ishiba and former Prime Ministers Abe, Suga, and Kishida have emphasized, at the G7 and other major international fora, that peace and stability in the Taiwan Strait are essential for global security and prosperity. In other words, the international community cares about Taiwan and supports peace and stability in the Taiwan Strait because Taiwan is located in the first island chain in the Indo-Pacific, directly facing China. If Taiwan is not protected, China’s expansionist ambitions will certainly grow, which would impact the current rules-based international order. Thus, the international community willingly cares about Taiwan and supports stability in the Taiwan Strait. That is the reason, and it has no direct connection with TSMC. After all, TSMC has not made investments in that many countries. That point, I think, is clear. 
    TSMC’s investments in Japan, Europe, and the US are all natural, normal economic and investment activities. Taiwan is a democratic country whose society is based on the rule of law, so when Taiwanese companies need to invest around the world for business needs, the government will support those investments in principle so long as they do not harm national interests.
    After TSMC Chairman C.C. Wei (魏哲家) held a press conference with President Trump to announce the investment in the US, he returned to Taiwan to hold a press conference with me here at the Presidential Office, where he explained to the Taiwanese public that TSMC’s R&D center will remain in Taiwan and that the facilities it has already committed to investing in here will not change and will not be affected. So, to put it another way, TSMC will not be weakened by its investment in the US. I want to emphasize this once more: Taiwan has strengths in semiconductor manufacturing, and Taiwan is very willing to work alongside other democratic countries to promote the next stage of global prosperity and development.
    Nikkei: It feels as though we are returning to what was previously called the Cold War, with two opposing blocs – East and West – facing off again. Between the US and China, which side should we choose?
    President Lai: Some experts and scholars describe the current situation as entering a new Cold War era between democratic and authoritarian camps. Others assert that the war has already begun, including information warfare, economic and trade wars, and the ongoing wars in Europe – the Russo-Ukrainian War – and the Middle East, and the Israel-Hamas conflict. These are all matters experts have cautioned about. I am not a historian, so I will not attempt to define today’s political situation from an academic standpoint. However, I believe that every country has a choice. That is to say, Taiwan, Japan, or any other nation does not necessarily have to choose between the US and China. What we are deciding is whether our country will maintain a democratic constitutional system or regress into an authoritarian regime. This is essentially a choice of values – not merely a choice between two major powers.
    Taiwan’s situation is different from other countries because we face a direct threat from China. We have experienced military conflicts such as the August 23 Artillery Battle and the Battle of Guningtou – actual wars between the Republic of China and the People’s Republic of China. China’s ambition to annex Taiwan has never wavered. Today, China’s political and military intimidation, as well as internal united front infiltration, are growing increasingly intense. Therefore, to defend democracy and sovereignty, protect our free and democratic system, and ensure the safety of our people’s lives and property, Taiwan’s choice is clear.
    China’s military exercises are not limited to the Taiwan Strait, and include the East China Sea, South China Sea, and even the Sea of Japan, as well as areas around Korea and Australia. Taiwan, Japan, Australia, and the Philippines are all democratic nations. Taiwan’s choice is clear, and I believe Japan also has no other choice. We are all democratic countries whose people have long pursued the universal values of democracy, freedom, and respect for human rights. That is what is most important.
    Nikkei: As tensions between the US and China intensify, what roles can Taiwan and Japan play?
    President Lai: In my view, Japan is a powerful nation. I sincerely hope that Japan can take a leading role amid these changes in the international landscape. I believe that countries in the Indo-Pacific region are also willing to respond. I think there are several areas where we can work together: first, democracy and peace; second, innovation and prosperity; and third, justice and sustainability.
    In the face of authoritarian threats, we should let peace be our beacon and democracy our compass as we respond to the challenges posed by authoritarian states. Second, as the world enters an era characterized by the comprehensive adoption of smart technologies, Japan and Taiwan should collaborate in the field of innovation to further drive regional prosperity and development. Third is justice and sustainability. Because international society still has many issues that need to be resolved, Taiwan and Japan can cooperate for the public good, helping countries in need around the world, and cooperating to address climate change and achieve net-zero transition by 2050.
    Nikkei: Do you hope that the US will continue to be a leader in the liberal democratic system?
    President Lai: Although the US severed diplomatic ties with the Republic of China, for the past few decades it has assisted Taiwan in various areas such as national defense, security, and countering threats from China, based on the Taiwan Relations Act and the Six Assurances. Taiwan has also benefited, directly and indirectly, in terms of politics, democracy, and economic prosperity thanks to the US. Therefore, Taiwan naturally hopes that the US remains strong and continues to lead the world.
    When the US encounters difficulties, whether financial difficulties, reindustrialization issues, or becoming a global center for AI, and hopes to receive support from its friends and allies to jointly safeguard regional peace and stability, Taiwan is willing to stand together for a common cause. If the US remains strong, that helps Taiwan, the Indo-Pacific region, and the world as a whole.
    The vital role of the US on the global stage has not changed. However, after decades of shouldering global responsibilities, it has encountered some issues. Now, it has to make adjustments, and I firmly believe it will do so swiftly, and quickly resume its leadership role in the world.
    Nikkei: I remember you said during your election campaign that you would like to invite China’s President Xi Jinping for bubble tea. Have you changed your mind?
    President Lai: Taiwan is a peace-loving country, and Taiwanese society is inherently kind. Therefore, we hope to get along peacefully with China, living in peace and mutual prosperity. So, during my term as vice president, I was expressing the goodwill of Taiwanese society. Of course, I understand that China’s President Xi would have certain difficulties in accepting this. However, I must emphasize that the goodwill of Taiwanese society has always existed. If China reflects on the past two or three decades, it will see that its economy was able to develop with Taiwan as its largest foreign investor. Every year, 1 to 2 million Taiwanese were starting businesses or investing in China, creating numerous job opportunities and stabilizing Chinese society. While many Taiwanese businesses have profited, Chinese society has benefited even more. In addition, every time a natural disaster occurs, if China is in need, Taiwanese always offer donations. Therefore, I hope that China can face the reality of the Republic of China’s existence, and understand that the people of Taiwan hope to continue living free and democratic lives with respect for human rights. I also hope China can pay attention to the goodwill of Taiwanese society. We have not abandoned the notion that as long as there is parity, dignity, exchange, and cooperation, the goodwill of choosing dialogue over confrontation and exchange over containment will always exist.
    Nikkei: What is your view on the national security reforms in response to China’s espionage activities and infiltration attempts?
    President Lai: China’s united front infiltration activities in Taiwan are indeed very serious. China’s ambitions to annex Taiwan rely not only on the use of political and military intimidation, but also on its long-term united front and infiltration activities in Taiwanese society. Recently, the Taiwan High Prosecutors Office of the Ministry of Justice prosecuted 64 spies, which is three times the number in 2021. In addition to active-duty military personnel, many retired military personnel were also indicted. Moreover, Taiwan also has the Chinese Unification Promotion Party, which has a background in organized crime, Rehabilitation Alliance Party, which was established by retired military personnel, and Republic of China Taiwan Military Government, which is also composed of retired generals. These are all China’s front organizations, and they plan one day to engage in collaboration within Taiwan. This shows the seriousness of China’s infiltration in Taiwan. Therefore, in the recent past I convened a high-level national security meeting and proposed 17 response strategies across five areas. The five areas include the following: first, to address China’s threat to Taiwan’s sovereignty; second, to respond to the threat of China’s obscuring the Taiwanese people’s sense of national identity; third, to respond to the threat of China’s infiltrating and recruiting members of the ROC Armed Forces as spies; fourth, to respond to the threat of China’s infiltration of Taiwanese society through societal exchanges and united front work; and fifth, to respond to the threat of China using “integration plans” to draw Taiwan’s young people and Taiwanese businesses into its united front activities. In response to these five major threats, I have proposed 17 response strategies. One of which is to restore the military trial system. If active-duty military personnel commit military crimes, they must be subject to military trials. This expresses the Taiwanese government’s determination to respond to China’s united front infiltration and the subversion of Taiwan.
    Nikkei: What actions can Taiwan take to guard against China’s threats to regional security? 
    President Lai: Many people are worried that the increasingly tense situation may lead to accidental conflict and the outbreak of war. My view is that Taiwan is committed to facing China’s various threats with caution. Taiwan is never the source of these problems. If there is an accidental conflict and it turns into a full-scale war, it will certainly be a deliberate act by China by using an accidental conflict as a pretext. When China expanded its military presence in the East China Sea and South China Sea, the international community did not stop it; when China conducted exercises in the Taiwan Strait, the international community did not take strong measures to prevent this from happening. Now, China is conducting gray-zone exercises, which are aggressions against not only the Taiwan Strait, the South China Sea, and the East China Sea, but also extending to the Sea of Japan and waters near South Korea. At this moment, Taiwan, the Philippines, Japan, and even the US should face these developments candidly and seriously. We must exhibit unity and cooperation to prevent China’s gray-zone aggression from continuing to expand and prevent China from shifting from a military exercise to combat. If no action is taken now, the situation may become increasingly serious.
    Nikkei: Some US analysts point out that China will have the ability to invade Taiwan around 2027. How do you assess the risk of a Chinese invasion at this stage?
    President Lai: As the country on the receiving end of threats and aggression, Taiwan must plan for the worst and make the best preparations. Our armed forces have a famous saying: “Do not count on the enemy not showing up; count on being ready should it strike.” This is why I proposed the Four Pillars of Peace action plan. First, we must strengthen our national defense. Second, we must strengthen economic resilience. Not only must our economy remain strong, but it must also be resilient. We cannot put all our eggs in the same basket, in China, as we have done in the past. Third, we must stand shoulder to shoulder with friends and allies such as Japan and the US, as well as the democratic community, and we must demonstrate the strength of deterrence to prevent China from making the wrong judgment. Fourth, I would like to emphasize again that as long as China treats Taiwan with parity and dignity, Taiwan is willing to conduct exchanges and cooperate with China and seek cross-strait peace and mutual prosperity through exchanges and cooperation.
    Nikkei: Amid intensifying US-China confrontation, in which areas do you think Taiwan and Japan should strengthen cooperation? In addition, Japan’s Ishiba administration is also a minority government. What are your expectations for the Ishiba administration?
    President Lai: In the face of rapid and tremendous changes in the political situation, every government faces considerable challenges, especially for minority governments. But the Japanese government led by Prime Minister Ishiba has quite adequately responded with various strategies. Furthermore, Japan is different from Taiwan. Although Japan’s ruling party lacks a majority, political parties in Japan engage in competition domestically while exhibiting unity externally. Taiwan’s situation is more challenging, because the ruling and opposition parties hold different views on the direction of the country, due to differences in national identity.
    In the future, I hope that Taiwan and Japan will enjoy even more comprehensive cooperation. I have always believed that deep historical bonds connect Taiwan and Japan. Over the past several decades, when encountering natural disasters and tragedies, our two nations have assisted each other with mutual care and support. The affection between the people of Taiwan and Japan is like that of a family. In addition, both countries face the threat of authoritarianism. We share a mission to safeguard universal values such as democracy, freedom, and respect for human rights. Our two countries should be more open to cooperation in various areas to maintain regional peace and stability as well as to strengthen cooperation in economic and industrial development, such as for semiconductor industry chains and everyday applications of AI, including robots and drones. We can also cooperate on climate change response, such as in hydrogen energy and other strategies. Our two countries should also continue to strengthen people-to-people exchanges. I would like to take this opportunity to once again invite our good friends from Japan to visit Taiwan for tourism and learn more about Taiwan. The Taiwanese people wholeheartedly welcome our Japanese friends.
     

    MIL OSI Asia Pacific News

  • MIL-OSI Africa: African Mining Week (AMW) to Highlight Mineral Traceability as a Catalyst for Investment, Supply Chain Reform

    Source: Africa Press Organisation – English (2) – Report:

    CAPE TOWN, South Africa, May 13, 2025/APO Group/ —

    The upcoming African Mining Week – Africa’s premier gathering for mining stakeholders, scheduled for October 1 – 3, 2025, in Cape Town – will feature a high-level panel focused on mineral traceability and supply chain optimization.

    Titled Mineral Traceability: Reshaping Global Supply Chains and Geopolitical Influence, the session will bring together key players from public and private sectors, including mineral traders and certification bodies. The discussion will explore how traceability frameworks are driving investment, improving transparency and creating real economic impact in Africa’s mineral-rich economies.

    African countries, in partnership with global partners, are implementing innovative traceability mechanisms to strengthen governance and ensure local beneficiation across the mining value chain. In Ghana, the government established the Ghana Gold Board in early 2025 to centralize the purchase and trade of domestically produced gold. Now the exclusive buyer, trader and exporter of the resource, the agency is designed to combat illegal gold trade, enhance transparency and ensure the gold sector contributes directly to GDP growth.

    In Botswana, a new partnership with the G7 Diamond Technical Team, announced in November 2024, aims to develop an export certification system for rough diamonds. The system, which will be operational by 2025, will ensure diamonds are traceable across the supply chain. Namibia and Angola have revealed plans to adopt similar platforms in 2025.

    Rwanda launched the Inkomane Trading System in October 2024 to enhance transparency across the mining lifecycle. The platform enables stakeholders to manage operations, payroll and mineral trades while complying with new laws around exploration, production and monetization. In February 2025, UK-based company Aterian resumed operations in Rwanda after aligning with the system’s requirements.

    In October 2024, the Copper Mark, the International Council on Mining and Metals, the Mining Association of Canada and the World Gold Council launched the Consolidated Mining Standard Initiative. The initiative aims to harmonize existing mining standards under one consolidated framework, promoting responsible sourcing and ensuring comprehensive traceability. Once finalized, the standard is expected to be adopted by nearly 100 companies operating across 600 sites in around 60 countries, including many in Africa.

    Further strengthening transparency in mineral reporting, the African Union’s African Minerals Development Centre introduced the Pan-African Resource Reporting Code in April 2024. The framework aims to ensure public reporting aligns with Africa’s development agenda, specifically the Africa Mining Vision and Agenda 2063, emphasizing sustainability, equity, and economic transformation.

    Private mining firms are also leveraging technology to support traceability. De Beers registers Botswana’s diamond output using Tracr, a blockchain-enabled platform. Meanwhile, in the Democratic Republic of Congo, companies like Cobalt Blockchain, Glencore and Eurasian Resources Group have piloted blockchain solutions to trace cobalt from source to market.

    As mineral traceability becomes increasingly crucial to securing sustainable investment and ensuring accountability in resource use, African Mining Week 2025 will spotlight the continent’s leading practices and ongoing efforts in building robust, transparent mineral value chains.

    MIL OSI Africa

  • MIL-OSI Russia: Beijing to host international police equipment exhibition

    Translation. Region: Russian Federal

    Source: People’s Republic of China in Russian – People’s Republic of China in Russian –

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

    BEIJING, May 13 (Xinhua) — The 12th Beijing International Police Equipment Expo will be held from May 14 to 17, showcasing cutting-edge technologies and latest equipment in areas such as next-generation information technology, artificial intelligence and new materials.

    The exhibition will for the first time feature a dedicated intelligent unmanned systems area, showcasing law enforcement technology for use in air, land, water and underwater environments, according to a press conference held by the Ministry of Public Security (MPS) on Monday.

    Also, for the first time, a new stand will be presented with equipment running on the HarmonyOS operating system, developed specifically for the needs of the police.

    According to Yan Fei, an official with the Ministry of Public Security, in the context of rapid technological progress and the growing diversity of social management needs, modern police technology and equipment are conducive to enhancing the operational capabilities of law enforcement agencies and modernizing the work of public security organs.

    “Public security organs are willing to make full use of the exhibition as a platform to strengthen the relationship between police agencies and enterprises, deepen the exchange of experience, and build an effective channel for technological innovation, advanced equipment, and operational capability,” Yan Fei emphasized.

    Organized by the China International Economic Forum, this year’s exhibition is expected to attract Chinese enterprises as well as 30 overseas companies from 11 countries, including the United States and Canada. -0-

    MIL OSI Russia News

  • MIL-Evening Report: The dreaded beep test: outdated or still a valid assessment of your fitness?

    Source: The Conversation (Au and NZ) – By Joel Garrett, Lecturer in Exercise Science and Physiology, Griffith University

    For many, the beep test is seared into memory.

    And not just the test itself, but the wave of dread that came before hearing that first beep in school physical education (PE) classes.

    Also known as the 20-metre shuttle run or multistage fitness test, this relentless and escalating series of sprints between two lines has long been a staple of PE classes, sports training and military fitness assessments.

    The test is meant to assess aerobic fitness (generally known as “cardio”) but what does it really measure?

    How did it become so widely used?

    And in an era of smart watches, wearable trackers and lab-based performance testing, does it still stand up?

    Where did the beep test come from?

    The beep test was developed in the early 1980s by Canadian exercise physiologist Luc Léger at the University of Montreal.

    The goal was to provide a progressive, group-based alternative for estimating V02 Max (known colloquially as maximal aerobic fitness) that could be performed in smaller indoor or outdoor spaces and on varying surfaces.

    The simplicity of the test make it ideal for schools, high-performance sports environments and military settings, where time and resources are often limited, which likely resulted in its spread across the globe.

    The test became widely known as the “beep test” due to its defining feature: participants running back and forth in sync with a series of timed audio beeps.

    What does it actually measure?

    The beep test was designed to estimate V02 Max, which is the highest rate the body can take in, transport and use oxygen to produce energy.

    This is considered one of the best indicators of aerobic fitness, because it reflects how efficiently the heart, lungs, blood and muscles work together to sustain endurance performance.

    However, during the beep test, participants accelerate, decelerate, and change direction every 20 metres, so they not only tax their aerobic system but also aspects of their anaerobic system. This is the body’s energy system that provides rapid bursts of energy without using oxygen, primarily fuelling short-duration, high-intensity activities.

    This means the beep test gives more of an indication of aerobic fitness and isn’t quite as accurate as a laboratory-based VO2 Max test.

    However, it is still a good indicator of your overall aerobic fitness.

    What is a good score?

    Beep test scores vary by age, sex and fitness level.

    You might have heard reaching level 21 is a “perfect score”, but this is a myth.

    Ultimately, a “good” score depends on who is being tested.

    For adolescents aged between 12 and 17, a score between stages six and eight is about average, while a score of seven or more for girls, and 10 or more for boys, would put them in the top 10% of the world average.

    Similarly, for healthy adults, scores of between seven and ten are about average, while scores of greater than 11 for women and 13 for men would be considered excellent.

    As you would expect, competitive athletes often get higher scores.

    For example, before it was taken out of AFL the Draft Combine (where potential draftees are put through a series of physical and psychological tests in front of club recruiters), it was common to see aspiring players get scores of 14 or more, with some athletes with elite fitness getting to level 16.

    There are also anecdotal claims of elite endurance athletes getting scores of between 17 and 19 but no formal records exist.

    The beep test is a brutal examination of an athlete’s fitness.

    Is it still best practice?

    The beep test remains widely used due to its simplicity, portability and ease of use.

    It’s still a staple in community sports, school PE programs and military and emergency services around the world.

    However, it’s not without limitations.

    For athletes who compete in intermittent sports like soccer and Australian football, alternatives like the Yo-Yo Intermittent Recovery Test have become more common because they are more specific to those types of sports.

    Likewise, distance-based runs such as the 2km time trial are popular in some fitness and clinical settings because they provide a slightly better estimate of aerobic fitness, because they don’t involve changes of direction.

    Finally, in elite sport and research, more individualised or lab-based protocols, such as VO2 Max tests, are becoming more common because they are extremely accurate and precise.

    But if you are after a simple test that can assess the fitness of large groups, the beep test is still an excellent option.

    Should it be used?

    While the beep test may trigger memories of discomfort and dread, it remains a simple and effective tool for assessing fitness, especially in large group settings.

    Though not without limitations, its accessibility, low cost, and ability to estimate VO2 Max have cemented its place in many different settings for decades.

    As exercise science advances, more specific or sport-relevant tests are increasingly used in elite and clinical settings.

    However, when resources are limited or scalability is needed, the beep test still holds its ground as a practical, time-tested measure of maximal aerobic fitness.

    The authors do not work for, consult, own shares in or receive funding from any company or organisation that would benefit from this article, and have disclosed no relevant affiliations beyond their academic appointment.

    ref. The dreaded beep test: outdated or still a valid assessment of your fitness? – https://theconversation.com/the-dreaded-beep-test-outdated-or-still-a-valid-assessment-of-your-fitness-255594

    MIL OSI AnalysisEveningReport.nz

  • MIL-OSI China: Zheng reels in Andreescu after saving set points in Rome

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

    China’s Zheng Qinwen advanced to the quarterfinals of the WTA Italian Open for the third consecutive year after defeating former US Open champion Bianca Andreescu in straight sets 7-5, 6-1 on Monday.

    The pair had previously faced off at the WTA 1000 event in Toronto in 2022, where Zheng edged out a three-set victory.

    Zheng Qinwen returns a shot during the women’s singles round of 16 match between Zheng Qinwen of China and Bianca Andreescu of Canada at the WTA Italian Open in Rome, Italy, May 12, 2025. (Xinhua/Li Jing)

    Eighth seed Zheng made a strong start, racing into a 3-0 lead in the opening set. Andreescu managed to hold serve, and the two then exchanged breaks in the fifth and sixth games. Zheng double-faulted in the seventh game to hand Andreescu a break.

    The Canadian took full advantage, holding and breaking again to move ahead 5-4. Zheng regrouped at a critical moment, breaking back in the tenth game and then surging through three straight games to take the set 7-5.

    Despite hitting six double faults in the first set, Zheng stayed composed.

    “After going up 3-0, I might have relaxed a bit and lost some focus, playing less aggressively and letting the match slip into her rhythm,” Zheng reflected afterward. “But what I’m proudest of today is that even when I made mistakes, I didn’t let it affect my mindset. I kept calm and fought for every point.”

    Carrying that momentum into the second set, Zheng stormed to a 4-0 lead. Although she was broken in the fifth game, she immediately broke back before closing out the set 6-1.

    A highlight of the match came when Zheng pulled off a stunning tweener, a between-the-legs shot in the second set.

    “In the four years since I joined the tour, this is the second time I’ve successfully hit a tweener in a match. At that moment, I felt amazing, because when I hit a really great point, I actually enjoyed tennis even more. I don’t like making mistakes on court because I’m being timid,” Zheng said.

    In the quarterfinals, Zheng will face top seed Aryna Sabalenka in what will be their first-ever meeting on clay. Zheng called Sabalenka is an aggressive player, and said she will need to withstand those few shots when Sabalenka goes on the attack.

    “On clay, I still want to maintain a certain level of consistency while looking for some opportunities to be aggressive,” she said.

    MIL OSI China News

  • MIL-Evening Report: Community-run food co-ops can reduce food insecurity and boost healthy diets, research shows

    Source: The Conversation (Au and NZ) – By Katherine Kent, Senior Lecturer in Nutrition and Dietetics, University of Wollongong

    alicja neumiler/Shutterstock

    As grocery prices continue to rise, many Australians are struggling to afford healthy food and are looking for alternatives to the big supermarket chains.

    The recent supermarkets inquiry, run by the Australian Competition and Consumer Commission, confirmed Australia’s grocery sector is highly concentrated, with limited competition and rising retail margins. In regional and remote areas, consumers often face higher prices and fewer choices.

    One option growing in popularity around the country is the community food co-operative, or “food co-op”.

    Food co-ops are local not-for-profit or member-owned groups where people join together to buy food in bulk, usually straight from farmers or wholesalers. These co-ops can take different forms, including shops, neighbourhood-based hubs, or box delivery models. They typically offer a range of foods such as fresh fruit and vegetables, bread, dairy products, eggs and pantry staples.

    By co-ordinating their orders, members can reduce food costs, limit packaging waste, and avoid supermarket markups. Co-ops can also help lower transport emissions by reducing long supply chains.

    We’ve been researching the benefits of food co-ops. We’ve found this model could reduce food insecurity and increase people’s intake of fruit and vegetables.

    How are food co-ops run?

    Some co-ops are owned and run by their members. Any surplus or profits are generally reinvested into the co-op or shared through lower prices, improved services, or support for local community initiatives.

    Other co-ops are managed by not-for-profit organisations focused on improving food access for whole communities.

    More recently, digital platforms and apps have made it even easier for people to start or join co-ops and connect with local growers.

    Regardless of the model, co-ops are guided by values of co-operation, fairness and community benefit, rather than profit.

    Digital platforms have made it easier to get involved in food co-ops.
    Cottonbro studio/Pexels

    What does the research say?

    We recently published a study which adds to a growing body of evidence showing food co-ops can play an important role in improving diet and reducing food insecurity.

    Food insecurity is when someone doesn’t have reliable access to affordable, nutritious food. It can mean skipping meals, eating less fresh produce, relying on cheap processed foods, or experiencing ongoing stress about being able to afford groceries.

    We surveyed more than 2,200 members of Box Divvy, a community-based food co-op operating across New South Wales and the Australian Capital Territory. Within this co-op, members join local “hubs”, pool their orders for groceries through an app, and collect their food from a nearby coordinator.

    To measure food security, we used an internationally recognised survey that asks about things such as running out of food or skipping meals due to cost.

    Before joining the co-op, more than 50% of surveyed members were classified as “food insecure”. This is well above the national average (estimated to be around 22%). It suggests many people turning to food co-ops are already under significant financial pressure.

    After joining, food insecurity dropped by nearly 23%. The rate of severe food insecurity – where people skip meals and regularly experience hunger – more than halved.

    These changes were accompanied by improved diets. We asked participants to report how many serves of fruit and vegetables they usually ate in a day. On average, members increased their vegetable intake by 3.3 serves per week and their fruit intake by 2.5 serves.

    The benefits were even more pronounced for people experiencing severe food insecurity, who tend to have poorer diets overall. They ate 5.5 more serves of vegetables and 4.4 more serves of fruit per week while using the co-op.

    These are meaningful improvements that bring people closer to meeting national dietary guidelines. This matters because eating more fruit and vegetables is linked to a lower risk of chronic diseases such as heart disease, type 2 diabetes, and some cancers.

    Our study found people ate more fruit and vegetables after joining the co-op.
    Davor Geber/Shutterstock

    Other research has reflected similar findings. A 2020 Sydney-based study found co-op members were more likely to meet the recommended servings of fruit and vegetables than non-members.

    Another study of The Community Grocer, a Melbourne-based social enterprise, found their weekly markets offered produce around 40% cheaper than nearby retailers and improved healthy food access for culturally diverse and low-income customers.

    Internationally, a Canadian study of a community-based food box program – similar in structure to some co-ops – reported higher fruit and vegetable intake among regular users. It found a decline in intake for those who stopped using the service.

    In Wales, disadvantaged communities that used co-ops reported better access to fresh produce. Similarly in New Zealand, co-op participants reported better access to healthy food.

    In qualitative research, people who have experienced food insecurity say co-ops offer a more dignified alternative to food relief by offering choice and control over what’s on the table.

    Food co-ops can offer a cheaper alternative to shopping at large supermarkets.
    Denys Kurbatov/Shutterstock

    Where to next?

    Despite clear benefits, food co-ops remain largely overlooked in Australian policy. This is at a time when national conversations about price gouging and supermarket power highlight the need for viable, community-based alternatives.

    Meanwhile, food co-ops also face operational challenges. For example, regulatory requirements can vary significantly between local councils and states. This makes it difficult to establish, scale or replicate successful co-ops.

    Government support could help co-ops grow where they’re needed most. Some measures might include:

    • seed funding and small grants to establish co-ops in low-income communities
    • subsidised memberships or vouchers for eligible households
    • investment in digital tools and logistics to support efficient operations, particularly in rural and remote areas
    • simplifying regulatory processes.

    As the Feeding Australia strategy develops under the Albanese government, there’s an opportunity to consider how community models such as food co-ops could complement broader national efforts to improve food security and strengthen local food systems.

    The authors do not work for, consult, own shares in or receive funding from any company or organisation that would benefit from this article, and have disclosed no relevant affiliations beyond their academic appointment.

    ref. Community-run food co-ops can reduce food insecurity and boost healthy diets, research shows – https://theconversation.com/community-run-food-co-ops-can-reduce-food-insecurity-and-boost-healthy-diets-research-shows-256100

    MIL OSI AnalysisEveningReport.nz

  • MIL-OSI New Zealand: Growing NZ – now and for the long term

    Source: NZ Music Month takes to the streets

    Tēna koutou kātoa. Greetings everyone. Thanks for coming.

    Thank you Sharesies for making the space available.

    You are exactly the sort of business we need more of to create opportunities for the next generation – Sharesies was started by smart people, who identified a gap in the market, harnessed technology and went about changing the way in which many New Zealanders invest.

    In just a few years you’ve grown from a tiny operation employing a handful of people to a business worth more than half a billion dollars, employing more than 200 people and expanding its reach to Australia. Hopefully, over time you’ll go further. 

    That’s a good news story for the people who work here, for the communities your incomes support, for the customers you serve and for our economy as a whole.  

    Sharesies is also an inspiration to other Kiwi entrepreneurs, including many in New Zealand’s booming Fin-Tech sector, which grew more than 20 per cent in the past year.

    I want to see more successes like this in New Zealand. When New Zealand entrepreneurs and startups do well, they create more and better paying jobs, more tax revenue to support government services, and more opportunities for us all.  

    That mission: driving economic growth and creating the conditions for business success, is at the heart of this year’s Government Budget.  

    Let me be clear, I don’t want growth just for growth’s sake, it’s much more than numbers on a chart for me. I want growth so that our kids, and future New Zealanders can enjoy the better choices, opportunities and standard of living we all aspire to and that too many Kiwis are missing out on today.

    On Thursday next week I’ll set out the full details of our Budget.  It will detail the Government’s specific spending and revenue choices, key new infrastructure investments, the path for borrowing and debt and our plans for strengthening the fundamentals of the New Zealand economy. I’m looking forward to delivering it.

    In a recent speech I detailed the difficult context in which the Government is delivering this year’s Budget.  New Zealand has gone through a tough few years of high inflation, high interest rates and little to no real growth. The Government has been running big deficits and accumulating debt and just as our economic recovery has gotten underway global events have conspired to make things harder.  

    That’s just reality. We can’t wish it away. Nor should we use it as an excuse to shy away from making choices now that will set New Zealand up better for the longer-term. 

    Today I want to talk a bit more about that longer-term picture and detail one specific Budget initiative that shows the Government’s commitment to sustained and long-term growth. 

    Because Budgets shouldn’t just be about the short term – who is getting what. Yes, there are a number of initiatives in the Budget designed to address the immediate issues of the here and now.   

    I am acutely conscious of the cost of living challenges many Kiwis are facing today and the hard yards so many people have gone through over these past few years. It’s essential that our Budget sustains the government services and supports they rely on, even though money is tighter than ever. Our Budget is built on a series of careful choices to ensure that’s possible, that we provide the funding needed for health, education, other vital public services and essential social supports.  

    But, as a responsible Government, we also need to be thinking ahead and addressing the structural challenges confronting our country. Our Budget also takes careful steps to do that, and that’s what I want to speak a bit more about today.  

    There are three key long-term challenges for New Zealand that  I spend a lot of time thinking about: They are productivity, social mobility and the ageing of the population.

    These are issues we need to be awake to now, lest we make life much harder for the people who follow us.  

    Let me make a few remarks about each of these challenges.

    I’ll start with productivity. Productivity is a key indicator of economic performance.  

    The most common measure of productivity is labour productivity which measures output per unit of time worked. 

    In New Zealand labour productivity has averaged just 0.3 per cent a year over the past 10 years. That is low by historic standards and low in comparison with our international peers.

    There’s no doubt Kiwis work hard, and in fact we work relatively big hours. Our challenge historically has been that we just don’t generate as much for that effort as those in some other countries. 

    Our labour productivity levels rank near the bottom of OECD countries, well behind those in Australia, Canada, the United Kingdom and the United States. 

    This rankles me. Not just because I’m competitive by nature, but because I think New Zealand has so much intrinsically going for it when compared to those countries. New Zealand can and must do better in the productivity race. 

    Why does low productivity matter? Because productivity determines how competitive our businesses are. The more competitive businesses are, the more people they can hire and the more money they can pay in salaries and wages. That in turn determines how fast our country can grow, and the revenue we have available for investing in the things that matter – like cancer drugs, education programmes, hospitals and Police.

    What are the causes of New Zealand’s low productivity rates?

    Treasury identifies three key problems. 

    First is low capital intensity, that is the machinery, tools and technology available per worker. More capital per worker typically means higher productivity and wages. The increase in New Zealand’s capital intensity has slowed over time from 1.9 per cent per year between 1997 and 2008 to 0.7 per cent between 2012 and 2023. Basically, our workers have less access to the machinery, innovation and technology that would allow them to be more productive. Our Budget will take steps to address that. 

    Second is low rates of foreign direct investment. This restricts the access Kiwi businesses have to the capital they need to grow and the world-leading know-how they need to thrive.  It slows uptake of innovation and best practices. Our Budget will take steps to address those issues too.  

    Third is export intensity. By international standards relatively few New Zealand businesses derive large portions of their income from exports. This reduces the scale of New Zealand businesses, competition and opportunities to learn. 

    The good news is, despite all the global shenanigans playing out, New Zealand is in the midst of an export-led economy recovery. Dairy farmers, horticulturalists, meat producers, all are doing well. In recent years New Zealand entrepreneurs have broken new ground in fields like space, film and accounting software. 

    Our Government is ambitious to build on this export success – with a stretch goal of doubling New Zealand’s exports by 2030.  Our Budget will take further steps to drive that work forward. 

    The thing with all these underlying productivity challenges is that there’s no quick fix, or easy road to success. It’s about doing lots of things well, over successive Budgets, keeping our eyes on the big prize while we deal with the here and now. 

    Budget initiatives in this area won’t make your household budget bigger today, but, over time, they are essential to growing the household budgets we have in future. 

    The next thing big challenge I want to talk about is social mobility. It’s a very Kiwi concept. The idea that no matter what background you come from, ours should be a country where with hard work and good choices you can have the opportunity to succeed.  

    That’s why our Government is putting so much emphasis on improving education achievement in our schools. Getting back to the basics of reading, writing and maths. And financial literacy too! Those skills are tickets to the game of life. We owe it to each and every Kiwi kid to make sure they leave school with those critical skills. 

    A desire to improve social mobility is also why our Government is revitalising the social investment approach developed by my predecessor Bill English. 

    Successive governments have spent huge sums trying to tackle the entrenched disadvantage that blights lives, pushes up costs for other New Zealanders and fuels criminal offending. 

    In addition to core social supports, government agencies collectively spend around $7 billion per year buying social services designed to deliver better lives for those with particularly challenging lives.

    However, despite the best intentions of all involved, this expenditure cannot be described as a success. There are some fantastic examples of lives being turned around, but the overall picture is grim. Too many Kiwis are trapped in cycles of inter-generational disadvantage.  We are spending more on ambulances at the bottom of the cliff than fences at the top. 

    Data now give us a very good ideal of those at greatest risk. We also know that intervening early increases the prospect of success. There are some incredible community and iwi organisations who know what to do, but too often they’re held back by the frustrations of government bureaucracy and short-termism. 

    We can do much much better here.  

    Shifting a young New Zealander off a life of welfare dependency and, potentially criminal offending, greatly reduces future costs for everyone else. But even more importantly it gives that New Zealander a chance to lead a fulfilling, productive life. We want that for all our kids.

    Later this week I’ll announce an initiative in this year’s Budget that is designed to do just that.  

    The third big challenge I think about is demographic change, more specifically the ageing of our population. 

    Kiwis are living longer – this is something to celebrate, but it also has an economic consequence as we seek to ensure people have the income and financial security they need in retirement. 

    There’s two things I think about here: one is KiwiSaver and the other is Government Superannuation. Let me make a few comments about each. 

    I’m delighted to see how many Kiwis are embracing KiwiSaver as a way of saving – for a first home and to supplement their income in retirement. 

    KiwiSaver membership is high – with more than 3 million members, representing around 96% of the working age population.  Fund balances differ but most working Kiwis choose to make regular contributions to their funds, matched by contributions from their employers.  

    KiwiSaver has become an increasingly important tool for people choosing to buy a first home – with around 42,000 people using their KiwiSaver funds for this purpose in the past year.

    It’s also an increasingly important supplement to support people’s incomes in retirement.

    The other good news story here is that the Reserve Bank estimates around 40 per cent of all KiwiSaver balances are invested in New Zealand-based financial products and assets.

    I want to acknowledge the work Sharesies has done to promote KiwiSaver uptake and your efforts to improve Kiwis understanding of how it can support their financial security.

    I share your mission.  I want to see KiwiSaver balances continue to grow and our Budget will contain steps to support that mission. 

    Let me now turn to New Zealand Superannuation.

    In 2000, there were about 6.5 people of working age (15 and over) for every superannuitant. Today there are about 4.7 people of working age for every superannuitant. By 2050 there are expected to only be about 3.6 people of working age for every superannuitant. 

    At the same time, superannuation costs are increasing both in dollar terms and as a proportion of GDP.  Gross expenditure on super in 2000 was $5.1 billion or 4.4 per cent of GDP. By 2050 it is expected to be $71.7 billion or 6.5 per cent of GDP.

    This leaping cost will play out in this year’s Budget.  New Zealand Superannuation costs will rise from $23.2 billion this year to $29.0 billion in 2028/29.  

    Put this together with the cost of healthcare, which increases every year, and it’s clear we need to be earning more as a country to support this growing cost.  

    In the coming years, increasing superannuation costs will be partially offset by withdrawals from the Superannuation Fund which was established to help smooth superannuation costs between generations.  

    We are now approaching the time when the Super Fund is big enough to ensure that withdrawals, rather than contributions, are the normal outcome each year. 

    This is not a Government decision, it is driven by a formula in the relevant Act. 

    In something of a milestone event, the first withdrawal is forecast to happen in 2028 – a very modest withdrawal of $32 million. 

    In the short term there will be some bouncing around between withdrawals and contributions.  

    But from 2031 onwards, projections show that withdrawals from the Super Fund are expected in every year. 

    Withdrawals help cover the costs of Superannuation, so taxpayers don’t face the full cost each year. 

    This does not mean that the Super Fund will get smaller. Far from it. The Fund currently has $80 billion of investments. On reasonable assumptions, Super Fund returns will outstrip withdrawals, and the Fund will continue to get bigger every year. 

    This brings me to the announcement I want to make today. 

    As part of its investment activity, the New Zealand Super Fund has invested $300 million in a venture capital fund called Elevate. 

    The fund was established in 2020 to support high-growth tech-based startups in New Zealand. 

    The fund was created to fill a funding gap at the so-called Series A/B stage of startup funding – the point at which startups typically need $2–$20 million to scale beyond early seed funding.

    The Elevate fund operates as a fund-of-funds. That is, it invests not directly in startups, but in private venture capital funds which must also attract private co-investment.

    In doing so, it supports the commercialisation of science and technology and helps export-focused startups to attract global investment. It also helps to attract global investment to New Zealand by showing there is a pipeline of companies reaching the Series C stage.

    The short-term goal is to increase startup funding. The long-term goal is to help build a self-sustaining venture capital market in New Zealand in which returns from previous investments fund future investments. 

    The results from Elevate’s first five years of operation are positive. 

    It has committed $221 million across nine funds and attracted $536 million of private capital – a ratio of 2.4 dollars of private equity for every $1 committed by the fund. 

    This has led to $440 million being invested in 123 startups across sectors like software, clean-tech, and med-tech.

    There have been some significant successes. I’ll give you a couple of examples. 

    First, Dawn Aerospace which is developing reusable spaceplanes and non-toxic satellite propulsion systems to make space access more sustainable and affordable. 

    In 2022, the Elevate fund helped close a $22m funding raise for Dawn with a number of local Venture Capital funds. 

    This was instrumental in bridging the gap to a larger fundraising round of over $100m. 

    Since then, Dawn has expanded operations to France in 2023 and established a European facility in the Netherlands, all whilst still being run out of Christchurch.

    26 satellites, 122 thrusters and 3 launchers later, Dawn Aerospace is at the cutting edge of its sector with an ever-growing global presence and domestic economic impact.

    Second, Halter which has created a smart collar for cows that uses GPS, sound, and vibration to guide livestock, allowing farmers to manage grazing, shifting, and monitoring from a phone. 

    The collar is transforming day-to-day farm operations. 

    With the help of Elevate backed funds, Halter raised $32m in a Series B funding round in 2021. 

    In the time since, Halter has tripled its workforce to meet growing demand in markets including Australia and the United States.

    It has since attracted further Series C fundraising and is continuing with its plans to revolutionise farming.

    In time, the Elevate fund is expected to become self-sustaining with the returns from previous investments funding future investments. 

    However, the fund is not yet self-sustaining. 

    Therefore, I am announcing today that the Government is committing an extra $100 million to the Elevate venture capital fund at Budget 2025.

    This will be funded through a combination of the 2025 contribution to the NZ Super Fund of $61 million, topped up with an additional $39 million from the Budget 2025 capital allowance.

    This follows the approach taken by the previous government when the Elevate fund was established. The initial government contribution was funded from the Crown’s contribution to the Super Fund. 

    The Government wants to see more companies like Sharesies capitalise on New Zealand talent and grow from small beginnings to create opportunities for other New Zealanders and contribute to the New Zealand economy.

    Let me finish on an optimistic note. 

    The international order is undergoing profound change. We are seeing a shift from rules to power, from economics to security and from efficiency to resiliency. 

    None of this is good news for a small, remote nation that relies on trade for prosperity. 

    But New Zealand is blessed with abundant natural resources, safe, secure, borders, strong institutions and decent, smart, resilient people. Our best years are ahead of us.  

    The job of government is to unlock that potential, for New Zealanders today and for New Zealanders in the years ahead. Next week’s Budget will be the next step in that process.

    Thank you for listening. 

    I understand we have time for a few questions if you have any. 

    MIL OSI New Zealand News

  • MIL-OSI China: Ancelotti to leave Real Madrid to coach Brazil

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

    Carlo Ancelotti has been appointed manager of Brazil’s national team on a deal that runs until the 2026 FIFA World Cup, the Brazilian Football Confederation (CBF) said on Monday.

    The 65-year-old will leave his current role at Real Madrid after the club’s last La Liga match of the season against Real Sociedad on May 25.

    Carlo Ancelotti looks on before the FIFA Intercontinental Cup Qatar 2024 Final match between Real Madrid and Mexico’s CF Pachuca at Lusail Stadium on Dec. 18, 2024. (Photo by Nikku/Xinhua)

    “The greatest national team in the history of football will now be led by the most successful coach in the world,” the CBF said in a statement.

    It added that the Italian would officially begin his tenure with the five-time World Cup champion on May 26.

    Ancelotti replaces Dorival Junior, who was sacked on March 28 following Brazil’s 4-1 World Cup qualifying defeat to Argentina in Buenos Aires.

    The CBF had reportedly also considered former Chelsea, Inter Milan and Real Madrid boss Jose Mourinho, ex-Benfica manager Jorge Jesus and current Palmeiras head coach Abel Ferreira for the role.

    Ancelotti, whose 30-year managerial career has included spells at Juventus, AC Milan, Chelsea, Paris Saint-Germain, Bayern Munich and Real Madrid, among other clubs, becomes the first foreign manager of Brazil’s national team.

    “Bringing Carlo Ancelotti to lead Brazil is more than a strategic move. It is a statement to the world that we are determined to reclaim the top spot on the podium,” CBF president Ednaldo Rodrigues said.

    “He is the greatest coach in history and now he is leading the greatest national team on the planet. Together, we will write new glorious chapters for Brazilian football,” Rodrigues added.

    Ancelotti won 15 trophies across two spells as Real Madrid manager and last season led the Spanish club to a Champions League and La Liga double.

    Brazil is currently fourth in the 10-team South American World Cup qualifying group, 10 points behind leader Argentina with four matchdays remaining.

    The top six teams will earn an automatic place at football’s showpiece tournament in the United States, Mexico and Canada next year. The seventh-ranked side will advance to an intercontinental playoff.

    MIL OSI China News

  • MIL-OSI: Prospera Energy Announces Convertible Debt Private Placement and Operations Update

    Source: GlobeNewswire (MIL-OSI)

    CALGARY, Alberta, May 12, 2025 (GLOBE NEWSWIRE) — Prospera Energy Inc. (TSX.V: PEI, OTC: GXRFF) (“Prospera“, “PEI” or the “Corporation“)

    Convertible Debt Offering
    Prospera Energy Inc. (“Prospera” or the “Corporation”) intends to raise up to $2,000,000 by way of non-brokered private placement. Funds will be raised by offering 12% convertible debentures with the principal amount convertible at $0.05 in the first year and $0.10 in the second year. Applicable interest will be payable in cash or shares at the Corporation’s discretion.

    Issuer: Prospera Energy Inc. (“Prospera” or the “Corporation”).
    Issue: Convertible Debenture with a two-year term.
    Offering Amount: $2,000,000 CAD (the “Offering”).
    Conversion Price: $0.05 if converted within the first year and $0.10 if converted in year two; convertible into units consisting of one common share and one warrant exercisable into another common share at $0.075 for a period of two years from initial closing. The Company reserves the right to force conversion in the event that the shares of the Company trade at $0.125 for a period of ten days or more.
    Underlying Shares: Common shares of the Company listed on the TSX Venture Exchange under the symbol PEI (the “Common Shares”).
    Use of Proceeds: Prospera intends to use the net proceeds of the offering for well reactivation, production optimization, strategic acquisitions and working capital.
    Interest: 12% interest calculated quarterly and paid at maturity, or conversion date, whichever comes first. Interest may be paid in cash or in shares at the then market price, at the Company’s discretion.
    Dividend Adjustment and Anti-Dilution: The conversion price and warrants will also be subject to standard anti-dilution adjustments upon, inter alia, share consolidations, share splits, spin-off events, rights issues, and reorganizations.
    Offering Basis: Non-brokered private placement offering.
    Target Close Date: On or before May 31, 2025.
    Security The convertible debenture will be secured by a second-priority lien, subordinate to existing senior debt; pari passu.
    Finders Fees The Company may pay qualified finders a fee of 7% cash and 7% warrants.

    The convertible debt offering has lead commitments from PEI insiders and the funds will be used for well reactivations, production optimization, strategic acquisitions, and working capital. Interested parties are urged to contact Prospera directly for further information on this program.

    The securities will be offered to qualified purchasers in reliance upon exemptions from prospectus and registration requirements of applicable securities legislation. A finder’s fee in cash and/or warrants may be paid to eligible finders in relation to this financing. These private placements are offered in jurisdictions where the Corporation is legally allowed to do so.

    Balance Sheet Consolidation:
    In addition to the private placement offering, the Corporation is proceeding on initiatives with multiple parties to consolidate its balance sheet under one senior secured debt instrument, allowing the corporation flexibility on capital options and ability to proceed on its business plan through access to incremental working capital. Funds from this private placement along with additional capital sourced through existing financing instruments will aid the company in achieving higher production levels, sustainable cash flow and increased PDP reserves to support this debt consolidation.

    Netback Enhancement:
    As part of the corporation’s strategic review on oil marketing and sales points, ~20% of the Company’s oil production has now been allocated to a committed asphalt (seasonal) sales agreement for May – August which improves netbacks through optimization of sales pricing and transportation efficiencies.

    Service Rig Update:
    Following spring break-up conditions, Prospera has mobilized a service rig to its Cuthbert property for a multi-well program which is expected to further increase production. The program is a continuation of the Company’s strategy of low cost, reliable workovers and waterflood optimization in its core assets. Additionally, this service rig program improves monitoring of reservoir response in preparation for the upcoming pipeline projects intended to unlock further injection and production capacity.

    Polymer Flood Pilot:
    The company has now identified three locations for its polymer flood pilot in the Luseland pool, and is working to confirm the final location where the initial pilot skid and injection will be located. Reservoir simulation, core testing and polymer viscosity modelling are being performed simultaneously to ensure optimal polymer injection.

    Q1 2025 Financial Statements:
    The Company expects to release its Q1 2025 Financial Statements on May 21st, 2025, to be followed by an investor conference call on May 22nd, 2025 at 10 am MST. Investors and interested parties can register for the Q1 2025 live webinar using the following link.

    About Prospera
    Prospera Energy Inc. is a publicly traded Canadian energy company specializing in the exploration, development, and production of crude oil and natural gas. Headquartered in Calgary, Alberta, Prospera is dedicated to optimizing recovery from legacy fields using environmentally safe and efficient reservoir development methods and production practices. The company’s core properties are strategically located in Saskatchewan and Alberta, including Cuthbert, Luseland, Hearts Hill, and Brooks. Prospera Energy Inc. is listed on the TSX Venture Exchange under the symbol PEI and the U.S. OTC Market under GXRFF.

    Prospera reports gross production at the first point of sale, excluding gas used in operations and volumes from partners in arrears, even if cash proceeds are received. Gross production represents Prospera’s working interest before royalties, while net production reflects its working interest after royalty deductions. These definitions align with ASC 51-324 to ensure consistency and transparency in reporting.
    It is important to note that BOEs (barrels of oil equivalent) may be misleading, particularly if used in isolation. The BOE conversion ratio of 6 Mcf:1 bbl is based on an energy equivalency conversion method primarily applicable at the burner tip and does not represent a value equivalency at the wellhead.

    For Further Information:

    Shawn Mehler, PR
    Email: investors@prosperaenergy.com

    Chris Ludtke, CFO
    Email: cludtke@prosperaenergy.com

    Shubham Garg, Chairman of the Board
    Email: sgarg@prosperaenergy.com

    FORWARD-LOOKING STATEMENTS
    This news release contains forward-looking statements relating to the future operations of the Corporation and other statements that are not historical facts. Forward-looking statements are often identified by terms such as “will,” “may,” “should,” “anticipate,” “expects” and similar expressions. All statements other than statements of historical fact included in this release, including, without limitation, statements regarding future plans and objectives of the Corporation, are forward-looking statements that involve risks and uncertainties. There can be no assurance that such statements will prove to be accurate and actual results and future events could differ materially from those anticipated in such statements.

    Although Prospera believes that the expectations and assumptions on which the forward-looking statements are based are reasonable, undue reliance should not be placed on the forward-looking statements because Prospera can give no assurance that they will prove to be correct. Since forward-looking statements address future events and conditions, by their very nature they involve inherent risks and uncertainties. Actual results could differ materially from those currently anticipated due to a number of factors and risks. These include, but are not limited to, risks associated with the oil and gas industry in general (e.g., operational risks in development, exploration and production; delays or changes in plans with respect to exploration or development projects or capital expenditures; the uncertainty of reserve estimates; the uncertainty of estimates and projections relating to production, costs and expenses, and health, safety and environmental risks), commodity price and exchange rate fluctuations and uncertainties resulting from potential delays or changes in plans with respect to exploration or development projects or capital expenditures.

    The reader is cautioned that assumptions used in the preparation of any forward-looking information may prove to be incorrect. Events or circumstances may cause actual results to differ materially from those predicted, as a result of numerous known and unknown risks, uncertainties, and other factors, many of which are beyond the control of Prospera. As a result, Prospera cannot guarantee that any forward-looking statement will materialize, and the reader is cautioned not to place undue reliance on any forward- looking information. Such information, although considered reasonable by management at the time of preparation, may prove to be incorrect and actual results may differ materially from those anticipated. Forward-looking statements contained in this news release are expressly qualified by this cautionary statement. The forward-looking statements contained in this news release are made as of the date of this news release, and Prospera does not undertake any obligation to update publicly or to revise any of the included forward-looking statements, whether as a result of new information, future events or otherwise, except as expressly required by Canadian securities law.

    Neither TSXV nor its Regulation Services Provider (as that term is defined in the policies of the TSXV) accepts responsibility for the adequacy or accuracy of this release.

    The MIL Network

  • MIL-OSI Submissions: Africa – The Canada-Africa Chamber of Business and Africa Prosperity Network sign a Strategic Partnership on the eve of the Africa CEO Forum in Abidjan

    SOURCE: The Canada-Africa Chamber of Business

    Strategic MoU establishes framework for collaboration, event reciprocity, and new joint initiatives to accelerate Canada-Africa trade and investment
    ABIDJAN, Ivory Coast, May 12, 2025 – The Canada-Africa Chamber of Business (www.CanadaAfrica.ca) and The Africa Prosperity Network (APN) are pleased to announce the signing of a Memorandum of Understanding (MoU) on the occasion of the Africa CEO Forum in Abidjan, marking a significant step forward in strengthening economic ties between Canada and African investments.

    The MoU was formalized during a high-level reception at the Canadian Embassy last night, with Paula Caldwell St-Onge, Chair of the Board of Directors of the Canada-Africa Chamber of Business, and Gabby Asare Otchere-Darko, Chair of the Africa Prosperity Network, as signatories. The MoU was witnessed by H.E. Anderson Blanc, Canada’s Ambassador to Côte d’Ivoire, who graciously hosted the Official Canadian Reception during the Africa CEO Forum currently underway.

    Retired Ambassador St-Onge, who previously served as Director General for Pan African Affairs in the Government of Canada, emphasized the agreement’s practical impact: “This MoU includes tangible commitments to reciprocity between our organizations’ extensive program offerings and establishes a framework for new collaborative initiatives that will directly support the acceleration of Canada-Africa trade and investment.”

    “I would like to extend special thanks to former Board Chair Sebastian Spio-Garbrah for his leadership in bringing this initiative to fruition,” added St-Onge during her remarks at the Opening Reception of the Canada Program during the Africa CEO Forum, where the Canada-Africa Chamber served as an official partner with private sector support.

    Gabby Asare Otchere-Darko, co-signatory to the MoU, highlighted the alignment with his organization’s mission: “At APN, we believe in strong and practical partnerships that result in bankable projects across the continent. This partnership with the Canada-Africa Chamber of Business creates new pathways for meaningful economic engagement.”

    “This MoU is more than a formal agreement — it is a bridge between ideas, people, and shared ambitions,” said His Excellency Anderson Blanc, the Ambassador of Canada to Côte d’Ivoire. “Canada is committed to fostering partnerships that harness innovation and create meaningful connections between African and Canadian businesses. We believe in the potential of dialogue, collaboration, and forward-looking engagement to deliver tangible benefits to our respective populations.”

    About The Canada-Africa Chamber of Business:
    Founded in 1994, the Chamber is based in Toronto with members located throughout Canada and African markets.  The Chamber is an independent, not-for-profit organization with strong working links with both Canadian and African businesses and governments. ‘Our membership rates are provided thanks to the generous support of several existing private sector members who sponsor the Chamber,” says Chamber President Garreth Bloor.

    “We thank our generous supporters for ensuring we can deliver our mission – as a proudly independent Not-for-Profit organization, dedicated to accelerating trade and investment through world-class networking and information-sharing events across Canada and the African continent.”

    For more information visit: www.CanadaAfrica.ca

    About The Africa Prosperity Network:
    The Africa Prosperity Network (APN) is a private non-profit organisation founded to advance the vision of “Africa We Want,” as outlined in the African Union’s Agenda 2063. It strives to promote Africa’s progress, independent of external aid. Africa Prosperity Dialogues (APD). The Africa Prosperity Dialogues series offers a strategic platform where movers and shakers across Africa elevate the continent’s economic integration objectives from ambition to real action.

    Set in Accra, the APD is a one-of-a-kind event where African leaders from diverse areas of national endeavour gather each year to expedite, among other things, the implementation of the agreed initiatives within the AfCFTA trade bloc and shape the Africa Agenda for Action.

    For more information visit: www.AfricaProsperityNetwork.com                                

    MIL OSI – Submitted News

  • MIL-OSI: Magnetic North Acquisition Corp. Announces Issuance of Management Cease Trade Order by ASC

    Source: GlobeNewswire (MIL-OSI)

    CALGARY, Alberta and TORONTO, May 12, 2025 (GLOBE NEWSWIRE) — Magnetic North Acquisition Corp. (TSXV: MNC; MNC.PR.A) (“Magnetic North” or the “Company”) announces that its principal regulator, the Alberta Securities Commission (the “ASC”), has accepted the Company’s request for, and the ASC has granted, a management cease trade order (the “MCTO”).

    As previously announced on May 8, 2025, the application for the MCTO was made by the Company due to a delay in the preparation and filing of the Company’s annual audited financial statements for the financial year ended December 31, 2024, the accompanying management’s discussion and analysis and the related CEO and CFO certifications (collectively, the “Annual Filings”), which were due April 30, 2025.

    The MCTO restricts all trading in securities of the Company, whether direct or indirect, by the Co-‎Chief Executive Officers and the Chief Financial Officer until such ‎time as the Annual Filings have been filed by the Company and the MCTO has been lifted. The ‎MCTO does not affect the ability of shareholders who are not insiders of the Company to trade ‎their securities. However, the applicable Canadian securities regulatory authorities could ‎determine, in their discretion, that it would be appropriate to issue a general cease trade order ‎against the Company affecting all of the securities of the Company‎‎‎. Until the Company has filed the Annual Filings, members of the Company’s management and ‎other insiders are subject to an insider trading black-out policy as per its internal Insider Trading ‎Policy that is consistent with the principles in Section 9 of National Policy 11-207.

    The Company continues to work to complete the Annual Filings and ‎expects to file the Annual Filings by June 30, 2025, and will issue a news release once the Annual ‎Filings have been filed‎.

    During the MCTO, the Company confirms that it will comply with the provisions of the alternative ‎information guidelines set out in National Policy 12-203 respecting Management Cease Trade ‎Orders for as long as it remains in default, including the issuance of bi-weekly default status ‎reports, each of which will be issued in the form of a news release. Further, if the Company ‎provides any information to any of its creditors during the period in which it is in default of filing ‎the Annual Financial Statements, the Company confirms that it will also file material change ‎reports on SEDAR containing such information. The Company confirms that there is no other ‎material information concerning the affairs of the Company that has not been generally disclosed ‎as of the date of this press release‎.

    About Magnetic North Acquisition Corp.

    Magnetic North invests and manages businesses on behalf of its shareholders and believes that capital alone does not always lead to success. With offices in Calgary and Toronto, our experienced management team applies its considerable management, operations and capital markets expertise to ensure its investee companies are as successful as possible for shareholders. Magnetic North common shares and preferred shares trade on the TSX Venture Exchange under the stock symbol MNC and MNC.PR.A, respectively. The TSX Venture recently announced that Magnetic North is a “2021 TSX Venture 50” recipient. For more information about Magnetic North, visit its website at www.magneticnac.com. Magnetic North’s securities filings can also be accessed at www.sedar.com.

    For further information, please contact:

    Neither the TSX Venture Exchange nor its Regulation Services Provider (as that term is defined in policies of the TSX Venture Exchange) accepts responsibility for the adequacy or accuracy of this news release.

    CAUTIONARY STATEMENT REGARDING FORWARD LOOKING INFORMATION

    Certain statements in this news release are “forward-looking statements”, which reflect current ‎‎expectations of the ‎management of Magnetic North regarding future events or Magnetic North’s ‎‎future performance. All statements other than ‎statements of historical fact contained in this news ‎‎release may be forward-looking statements. Such forward-looking ‎‎statements involve known and ‎unknown risks, uncertainties and other factors that may cause ‎actual results or ‎events to differ ‎materially from those anticipated in the forward-looking ‎statements. Magnetic North believes ‎that the ‎expectations reflected in such forward-looking ‎statements are reasonable, but no ‎assurance can be given that these ‎expectations will prove to ‎be correct and such forward-‎looking statements should not be unduly relied upon. The ‎forward-‎looking statements are ‎expressly qualified in their entirety by this cautionary statement. The ‎forward-‎looking statements ‎are made as of the date of this news release and Magnetic North ‎assumes no obligation to ‎update or ‎revise them to reflect new events or circumstances, except ‎as expressly required by ‎applicable securities law. ‎Further information regarding risks and ‎uncertainties relating to ‎Magnetic North and its securities can be found in the ‎disclosure ‎documents filed by Magnetic ‎North with the securities regulatory authorities, available at ‎www.sedar.com‎.‎

    The MIL Network

  • MIL-OSI: Constellation Software Inc. Announces Results for the First Quarter Ended March 31, 2025 and Declares Quarterly Dividend

    Source: GlobeNewswire (MIL-OSI)

    TORONTO, May 12, 2025 (GLOBE NEWSWIRE) — Constellation Software Inc. (TSX:CSU) (“Constellation” or the “Company”) today announced its financial results for the first quarter ended March 31, 2025 and declared a $1.00 per share dividend payable on July 11, 2025 to all common shareholders of record at close of business on June 20, 2025. This dividend has been designated as an eligible dividend for the purposes of the Income Tax Act (Canada). Please note that all dollar amounts referred to in this press release are in U.S. Dollars unless otherwise stated.

    The following press release should be read in conjunction with the Company’s Unaudited Condensed Consolidated Interim Financial Statements for the three months ended March 31, 2025 and the accompanying notes, our Management Discussion and Analysis for the three months ended March 31, 2025 and with our annual Consolidated Financial Statements, prepared in accordance with International Financial Reporting Standards (“IFRS”) and our annual Management’s Discussion and Analysis for the year ended December 31, 2024, which can be found on SEDAR+ at www.sedarplus.com and on the Company’s website www.csisoftware.com. Additional information about the Company is also available on SEDAR+ at www.sedarplus.com

    Q1 2025 Headlines:

    • Revenue increased 13% (0.3% organic growth, 2% after adjusting for changes in foreign exchange rates) to $2,654 million compared to $2,353 million in Q1 2024.
    • Net income attributable to common shareholders was $115 million for Q1 2025 ($5.44 on a diluted per share basis), compared to net income attributable to common shareholders of $105 million ($4.95 on a diluted per share basis) in Q1 2024.
    • A number of acquisitions were completed for aggregate cash consideration of $94 million (which includes acquired cash).   Deferred payments associated with these acquisitions have an estimated value of $39 million resulting in total consideration of $133 million.
    • On January 31, 2025, the Company purchased 8,300,029 shares in Asseco Poland S.A. (“Asseco”) representing approximately 9.99% of the issued shares in Asseco. The shares were acquired at a price of 85 PLN per share for total consideration of $174 million.   During the three months ended March 31, 2025, the Company recorded a gain of $157 million within other comprehensive income reduced by transaction costs of $2 million.
    • Cash flows from operations (“CFO”) were $827 million, an increase of 12%, or $90 million, compared to $737 million for the comparable period in 2024.
    • Free cash flow available to shareholders1 (“FCFA2S”) were $510 million, an increase of 14%, or $64 million, compared to $446 million for the comparable period in 2024.

    Total revenue for the quarter ended March 31, 2025 was $2,654 million, an increase of 13%, or $300 million, compared to $2,353 million for the comparable period in 2024. The increase is primarily attributable to growth from acquisitions as the Company experienced organic growth of 0.3% in the quarter, 2% after adjusting for the impact of changes in the valuation of the US dollar against most major currencies in which the Company transacts business. For acquired companies, organic growth is calculated as the difference between actual revenues achieved by each company in the financial period following acquisition compared to the estimated revenues they achieved in the corresponding financial period preceding the date of acquisition by Constellation. Organic growth is not a standardized financial measure and might not be comparable to measures disclosed by other issuers.

    The net income attributable to common shareholders of CSI for the quarter ended March 31, 2025 was $115 million compared to $105 million for the same period in 2024. On a per share basis this translated into net income per basic and diluted share of $5.44 in the quarter ended March 31, 2025 compared to $4.95 for the same period in 2024.   There was no change in the number of shares outstanding.

    For the quarter ended March 31, 2025, CFO increased $90 million to $827 million compared to $737 million for the same period in 2024 representing an increase of 12%.

    For the quarter ended March 31, 2025, FCFA2S increased $64 million to $510 million compared to $446 million for the same period in 2024 representing an increase of 14%.

    1. See Non-IFRS measures.

    Forward Looking Statements

    Certain statements herein may be “forward looking” statements that involve known and unknown risks, uncertainties and other factors that may cause the actual results, performance or achievements of Constellation or the industry to be materially different from any future results, performance or achievements expressed or implied by such forward-looking statements. Forward looking statements involve significant risks and uncertainties, should not be read as guarantees of future performance or results, and will not necessarily be accurate indications of whether or not such results will be achieved. A number of factors could cause actual results to vary significantly from the results discussed in the forward looking statements. These forward looking statements reflect current assumptions and expectations regarding future events and operating performance and are made as of the date hereof and Constellation assumes no obligation, except as required by law, to update any forward looking statements to reflect new events or circumstances.

    Non-IFRS Measures

    Free cash flow available to shareholders ‘‘FCFA2S’’ refers to net cash flows from operating activities less interest paid on lease obligations, interest paid on debt, debt transaction costs, payments of lease obligations, the IRGA / TSS membership liability revaluation charge, and property and equipment purchased, and includes interest and dividends received, and the proceeds from sale of interest rate caps. The portion of this amount applicable to non-controlling interests is then deducted. We believe that FCFA2S is useful supplemental information as it provides an indication of the uncommitted cash flow that is available to shareholders if we do not make any acquisitions, or investments, and do not repay any debts. While we could use the FCFA2S to pay dividends or repurchase shares, our objective is to invest all of our FCFA2S in acquisitions which meet our hurdle rate.

    FCFA2S is not a recognized measure under IFRS and, accordingly, readers are cautioned that FCFA2S should not be construed as an alternative to net cash flows from operating activities.

    The following table reconciles FCFA2S to net cash flows from operating activities:

        Three months ended March 31,    
        2025   2024    
      ($ in millions)  
               
    Net cash flows from operating activities   827     737      
    Adjusted for:          
    Interest paid on lease obligations   (4 )   (3 )    
    Interest paid on debt   (62 )   (41 )    
    Proceeds from sale of interest rate cap            
    Debt transaction costs   (0 )   (11 )    
    Payments of lease obligations   (31 )   (29 )    
    IRGA / TSS membership liability revaluation charge   (94 )   (81 )    
    Property and equipment purchased   (15 )   (10 )    
    Interest and dividends received   11     6      
               
        631     568      
    Less amount attributable to          
    Non-controlling interests   (121 )   (122 )    
               
    Free cash flow available to shareholders   510     446      
               
    Due to rounding, certain totals may not foot.          
               

    About Constellation Software Inc.

    Constellation’s common shares are listed on the Toronto Stock Exchange under the symbol “CSU”. Constellation acquires, manages and builds vertical market software businesses.

    For further information:

    Jamal Baksh
    Chief Financial Officer
    (416) 861-9677
    info@csisoftware.com
    www.csisoftware.com

    SOURCE: CONSTELLATION SOFTWARE INC.

     
    CONSTELLATION SOFTWARE INC.
    Condensed Consolidated Interim Statements of Financial Position
    (In millions of U.S. dollars, except per share amounts. Due to rounding, numbers presented may not foot.)
             
    Unaudited      
        March 31, 2025     December 31, 2024     March 31, 2024  
             
    Assets      
             
    Current assets:      
      Cash $ 2,477     $ 1,980     $ 2,078  
      Accounts receivable   1,363       1,291       1,205  
      Unbilled revenue   406       369       361  
      Inventories   58       56       56  
      Other assets   637       596       575  
          4,942       4,293       4,276  
             
    Non-current assets:      
      Property and equipment   222       223       142  
      Right of use assets   346       328       322  
      Deferred income taxes   237       219       157  
      Equity securities   353       13       14  
      Other assets   318       316       291  
      Intangible assets   7,477       7,465       6,746  
          8,954       8,565       7,671  
             
    Total assets $ 13,896     $ 12,857     $ 11,946  
             
    Liabilities and Shareholders’ Equity      
             
    Current liabilities:      
      Debt with recourse to Constellation Software Inc. $ 419     $ 303     $ 276  
      Debt without recourse to Constellation Software Inc.   365       319       348  
      Accounts payable and accrued liabilities   1,449       1,590       1,304  
      Dividends payable   21       21       21  
      Deferred revenue   2,511       1,967       2,272  
      Provisions   23       22       8  
      Acquisition holdback payables   216       219       172  
      Lease obligations   119       115       115  
      Income taxes payable   130       111       135  
          5,254       4,667       4,653  
             
    Non-current liabilities:      
      Debt with recourse to Constellation Software Inc.   1,865       1,855       1,832  
      Debt without recourse to Constellation Software Inc.   1,687       1,689       1,470  
      Deferred income taxes   692       673       634  
      Acquisition holdback payables   145       133       105  
      Lease obligations   266       252       244  
      Other liabilities   346       300       257  
          5,001       4,903       4,542  
             
    Total liabilities   10,255       9,569       9,195  
             
             
    Shareholders’ equity:      
      Capital stock   99       99       99  
      Accumulated other comprehensive income (loss)   (63 )     (224 )     (145 )
      Retained earnings   3,010       2,919       2,358  
      Non-controlling interests   595       493       439  
          3,641       3,288       2,752  
             
             
             
    Total liabilities and shareholders’ equity $ 13,896     $ 12,857     $ 11,946  
             
     
    CONSTELLATION SOFTWARE INC.
    Condensed Consolidated Interim Statements of Income (loss)
    (In millions of U.S. dollars, except per share amounts. Due to rounding, numbers presented may not foot.)
             
           
    Unaudited      
        Three months ended March 31,
          2025       2024  
             
             
    Revenue      
    License $ 96     $ 88  
    Professional services   487       470  
    Hardware and other   74       59  
    Maintenance and other recurring   1,996       1,737  
          2,654       2,353  
             
    Expenses      
    Staff   1,412       1,293  
    Hardware   40       35  
    Third party license, maintenance and professional services   254       215  
    Occupancy   17       14  
    Travel, telecommunications, supplies, software and equipment   131       112  
    Professional fees   47       38  
    Other, net   53       50  
    Depreciation   46       44  
    Amortization of intangible assets   272       242  
          2,272       2,042  
             
             
    Foreign exchange loss (gain)   32       (18 )
    IRGA/TSS Membership liability revaluation charge   94       81  
    Finance and other expense (income)   (45 )     (9 )
    Bargain purchase gain         (2 )
    Impairment of intangible and other non-financial assets   3       10  
    Redeemable preferred securities expense (income)         58  
    Finance costs   71       67  
          154       186  
             
    Income (loss) before income taxes   227       125  
             
    Current income tax expense (recovery)   136       127  
    Deferred income tax expense (recovery)   (49 )     (75 )
    Income tax expense (recovery)   87       52  
             
    Net income (loss)   140       74  
             
    Net income (loss) attributable to:      
    Common shareholders of Constellation Software Inc.   115       105  
    Non-controlling interests   24       (31 )
    Net income (loss)   140       74  
             
    Earnings per common share of Constellation Software Inc.      
      Basic and diluted $ 5.44     $ 4.95  
             
             
     
    CONSTELLATION SOFTWARE INC.
    Condensed Consolidated Interim Statements of Income (loss)
    (In millions of U.S. dollars, except per share amounts. Due to rounding, numbers presented may not foot.)
             
             
    Unaudited        
      Three months ended March 31,
      2025   2024
             
    Net income (loss) $ 140     $ 74  
             
    Items that are or may be reclassified subsequently to net income (loss):        
             
    Foreign currency translation differences from foreign operations and other, net of tax   79       (48 )
             
    Items that will not be reclassified to net income (loss):        
             
    Changes in the fair value of equity investments at FVOCI   155        
             
    Other comprehensive income (loss), net of income tax   234       (48 )
             
    Total comprehensive income (loss) $ 374     $ 25  
             
    Total other comprehensive income (loss) attributable to:        
    Common shareholders of Constellation Software Inc.   161       (40 )
    Non-controlling interests   74       (8 )
    Total other comprehensive income (loss) $ 234     $ (48 )
             
    Total comprehensive income (loss) attributable to:        
    Common shareholders of Constellation Software Inc.   276       65  
    Non-controlling interests   98       (40 )
    Total comprehensive income (loss) $ 374     $ 25  
                   
     
    CONSTELLATION SOFTWARE INC.
    Condensed Consolidated Interim Statement of Changes in Equity
    (In millions of U.S. dollars, except per share amounts. Due to rounding, numbers presented may not foot.)
                   
    Unaudited            
    Three months ended March 31, 2025            
        Equity Attributable to Common Shareholders of CSI
         
        Capital
    stock

        Accumulated other comprehensive income (loss)
      Retained
    earnings

        Total
        Non-controlling
    interests

        Total
    equity

     
                   
    Balance at January 1, 2025 $ 99     $ (224 )   $ 2,919     $ 2,795     $ 493     $ 3,288  
                   
    Total comprehensive income (loss):            
                   
    Net income (loss)               115       115       24       140  
                   
    Other comprehensive income (loss)            
                   
    Foreign currency translation differences from            
      foreign operations and other, net of tax and            
      changes in the fair value of equity investments at FVOCI         161             161       74       234  
                   
                 
    Total other comprehensive income (loss)         161             161       74       234  
                   
    Total comprehensive income (loss)         161       115       276       98       374  
                   
    Transactions with owners, recorded directly in equity            
                   
    Other movements in non-controlling interests               (4 )     (4 )     4       (0 )
                   
    Dividends paid to non-controlling interests                           (0 )     (0 )
                   
    Dividends to shareholders of the Company               (21 )     (21 )           (21 )
                   
    Balance at March 31, 2025 $ 99     $ (63 )   $ 3,010     $ 3,046     $ 595     $ 3,641  
                   
     
    CONSTELLATION SOFTWARE INC.
    Condensed Consolidated Interim Statement of Changes in Equity
    (In millions of U.S. dollars, except per share amounts. Due to rounding, numbers presented may not foot.)
                   
    Unaudited            
    Three months ended March 31, 2024            
                   
        Equity Attributable to Common Shareholders of CSI
         
        Capital
    stock

        Accumulated other comprehensive income (loss)
      Retained
    earnings

        Total
        Non-controlling interests
        Total
    equity

     
                   
    Balance at January 1, 2024 $ 99     $ (99 )   $ 1,876     $ 1,877     $ 85     $ 1,961  
                   
    Total comprehensive income (loss):            
                   
    Net income (loss)               105       105       (31 )     74  
                   
    Other comprehensive income (loss)            
                   
    Foreign currency translation differences from            
      foreign operations and other, net of tax         (40 )           (40 )     (8 )     (48 )
                   
    Total other comprehensive income (loss)         (40 )           (40 )     (8 )     (48 )
                   
    Total comprehensive income (loss)         (40 )     105       65       (40 )     25  
                   
    Transactions with owners, recorded directly in equity            
                   
    Non-controlling interests arising from business combinations                           (0 )     (0 )
                   
    Conversion of Lumine Special Shares to subordinate voting shares of Lumine and settlement of accrued dividend on Lumine Special Shares through the issuance of subordinate voting shares of Lumine                           872       872  
                   
    Conversion of Lumine Preferred Shares to subordinate voting shares of Lumine and settlement of accrued dividend on Lumine Preferred Shares through the issuance of subordinate voting shares of Lumine         (6 )     400       394       (394 )      
                   
    Other movements in non-controlling interests               (1 )     (1 )     1       0  
                   
    Dividends paid to non-controlling interests                           (85 )     (85 )
                   
    Dividends to shareholders of the Company           (21 )     (21 )           (21 )
                   
    Balance at March 31, 2024 $ 99     $ (145 )   $ 2,358     $ 2,313     $ 439     $ 2,752  
                   
     
    CONSTELLATION SOFTWARE INC.
    Condensed Consolidated Interim Statements of Cash Flows
    (In millions of U.S. dollars, except per share amounts. Due to rounding, numbers presented may not foot.)
               
               
    Unaudited      
          Three months ended March 31,
            2025       2024  
               
    Cash flows from (used in) operating activities:      
      Net income (loss) $ 140     $ 74  
      Adjustments for:      
        Depreciation   46       44  
        Amortization of intangible assets   272       242  
        IRGA/TSS Membership liability revaluation charge   94       81  
        Finance and other expense (income)   (45 )     (9 )
        Bargain purchase (gain)         (2 )
        Impairment of intangible and other non-financial assets   3       10  
        Redeemable preferred securities expense (income)         58  
        Finance costs   71       67  
        Income tax expense (recovery)   87       52  
        Foreign exchange loss (gain)   32       (18 )
        Depreciation of third party costs   5        
      Change in non-cash operating assets and liabilities      
        exclusive of effects of business combinations   231       208  
      Transaction costs associated with equity securities classified as FVOCI   (2 )      
      Income taxes paid   (107 )     (68 )
      Net cash flows from (used in) operating activities   827       737  
               
    Cash flows from (used in) financing activities:      
      Interest paid on lease obligations   (4 )     (3 )
      Interest paid on debt   (62 )     (41 )
      Increase (decrease) in CSI facility         (578 )
      Increase (decrease) in Topicus revolving credit debt facility without recourse to CSI   31       114  
      Proceeds from issuance of Senior Notes         1,000  
      Proceeds from issuance of debt facilities without recourse to CSI   27       112  
      Repayments of debt facilities without recourse to CSI   (30 )     (18 )
      Other financing activities   (1 )     (2 )
      Dividends paid to non-controlling interests   (0 )     (85 )
      Debt transaction costs   (0 )     (11 )
      Payments of lease obligations, net of sublease receipts   (31 )     (29 )
      Distribution to the Joday Group         (64 )
      Principal repayments to the Joday Group pursuant to the Call Notice         (22 )
      Dividends paid to common shareholders of the Company   (21 )     (21 )
      Net cash flows from (used in) in financing activities   (91 )     351  
               
    Cash flows from (used in) investing activities:      
      Acquisition of businesses   (94 )     (223 )
      Cash obtained with acquired businesses   11       35  
      Post-acquisition settlement payments, net of receipts   (16 )     (76 )
      Purchases of investments and other assets   (175 )     (0 )
      Proceeds from sales of other investments and other assets         4  
      Decrease (increase) in restricted cash   7       (11 )
      Interest, dividends and other proceeds received   11       5  
      Property and equipment purchased   (15 )     (10 )
      Net cash flows from (used in) investing activities   (271 )     (277 )
               
    Effect of foreign currency on      
      cash   33       (17 )
               
    Increase (decrease) in cash   497       794  
               
    Cash, beginning of period $ 1,980     $ 1,284  
               
    Cash, end of period $ 2,477     $ 2,078  
               

    The MIL Network

  • MIL-OSI: iAnthus Reports First Quarter 2025 Financial Results

    Source: GlobeNewswire (MIL-OSI)

    NEW YORK and TORONTO, May 12, 2025 (GLOBE NEWSWIRE) — iAnthus Capital Holdings, Inc. (“iAnthus” or the “Company”) (CSE: IAN, OTCQB: ITHUF), which owns, operates, and partners with regulated cannabis operations across the United States, today reported its financial results for the first quarter ended March 31, 2025. The Company’s Quarterly Report on Form 10-Q (the “Quarterly Report”), which includes its unaudited interim condensed consolidated financial statements for the first quarter ended March 31, 2025 and the related management’s discussion and analysis of financial condition and results of operations, can be accessed on the Securities and Exchange Commission’s (“SEC’s”) website at www.sec.gov, on the System for Electronic Document Analysis and Retrieval’s (SEDAR+) website at www.sedarplus.com, and on the Company’s website at www.iAnthus.com. The Company’s financial statements are reported in accordance with U.S. generally accepted accounting principles (“GAAP”). All currency is expressed in U.S. dollars.

    First Quarter 2025 Financial Highlights

    • Revenue of $38.1 million, a decrease of $4.6 million from Q4 2024 and a decrease of $3.4 million from the same quarter in the prior year.
    • Gross profit of $18.9 million, a decrease of $0.3 million from Q4 2024 and an increase $1.7 million from the same quarter in the prior year.
    • Gross margin of 50%, reflecting an increase of 472 bps when compared to Q4 2024 and an increase of 814 bps from the same quarter in the prior year.
    • Net income of $5.1 million, or a net income of less than $0.00 per share, compared to a net income of $27.8 million, or a net income of less than $0.00 per share in Q4 2024, and compared to a net loss of $14.0 million, or a net loss of $0.00 per share, in the same quarter in the prior year.
    • Adjusted EBITDA(1) of $3.2 million, a decrease from an Adjusted EBITDA of $6.4 million in Q4 2024, and remains consistent from the same quarter in the prior year. EBITDA and Adjusted EBITDA are non-GAAP measures. Reconciliation tables of EBITDA and Adjusted EBITDA as used in this press release to GAAP are included below.
    Table 1: Financial Results
    in thousands of US$, except per share amounts (unaudited)   Q1 2025   Q4 2024   Q1 2024
    Revenue $ 38,121   $ 42,718   $ 41,564  
    Gross profit   18,878     19,139     17,201  
    Gross margin   49.5 %   44.8 %   41.4 %
    Net income (loss)   5,150     27,793     (13,998 )
    Net income (loss) per share   0.00     0.00     (0.00 )
    Table 2: Reconciliation of Net Income (Loss) to EBITDA and Adjusted EBITDA(1)
    in thousands of US$ (unaudited)   Q1 2025   Q4 2024   Q1 2024
    Net income (loss) $ 5,150   $ 27,793   $ (13,998 )
    Depreciation and amortization   4,709     6,045     6,371  
    Interest expense, net   4,212     4,427     4,151  
    Income tax (benefit) expense(2)   4,009     (34,602 )   4,356  
    EBITDA (Non-GAAP)(1) $ 18,080   $ 3,663   $ 880  
    Adjustments:            
    (Recoveries), write-downs and other charges, net   (149 )   (14 )   397  
    Inventory reserves and write-downs   110     247      
    Accretion expense   1,189     1,200     1,072  
    Share-based compensation   521     424     434  
    Losses (gains) from changes in fair value of financial instruments   4     18     (7 )
    Loss on equity method investments   17     50     62  
    Non-recurring charges(3)   374     994     720  
    Loss on debt extinguishment(4)           114  
    (Gains) losses from deconsolidation of subsidiaries(5)   (12,085 )        
    Other income(6)   (4,047 )   (171 )   (427 )
    Change in accounting estimate(7)   (811 )        
    Total Adjustments $ (14,877 ) $ 2,748   $ 2,365  
    Adjusted EBITDA (Non-GAAP)(1) $ 3,203   $ 6,411   $ 3,245  

    (1) See “Non-GAAP Financial Information” below for more information regarding the Company’s use of non-GAAP financial measures.

    (2) Prior period amounts have been conformed to follow an accounting policy change made by the Company to aggregate interest and penalties related to accrued income taxes within “income tax expense” from within “selling, general and administrative expenses” in its unaudited interim condensed consolidated statement of operations.

    (3) Includes one-time, non-recurring costs related to strategic review processes, ongoing legal disputes, severance and other non-recurring costs.

    (4) Q1 2024 reflects a loss of $0.1 million on debt extinguishment related to the second amendment of the $11.0 million senior secured bridge notes issued by iAnthus New Jersey, LLC on February 16, 2024.

    (5) Q1 2025 reflects a gain of $12.1 million from deconsolidation following the sale of Nevada and certain Arizona assets.

    (6) Q1 2025 reflects $3.0 million of Employee Retention Tax Credits received during the quarter and $1.0 million of forgiven deferred professional fees. Q4 2024 reflects approximately $0.2 million of accounts payable write-offs and vendor credits. Q1 2024 reflects $0.4 million of insurance refunds and accounts payable write-offs and vendor credits.

    (7) Effective January 2025, the Company implemented a change in accounting estimate with respect to inventory valuation from weighted average to standard costing.

    Non-GAAP Financial Information

    This press release includes certain non-GAAP financial measures as defined by the SEC and the Canadian Securities Administrators. Reconciliations of these non-GAAP financial measures to the most directly comparable financial measures calculated and presented in accordance with GAAP are included in the tables above. This information should be considered as supplemental in nature and not as a substitute for, or superior to, any measure of performance prepared in accordance with GAAP.

    In evaluating our business, we consider and use EBITDA and Adjusted EBITDA as supplemental measures of operating performance. We define EBITDA as earnings before interest, taxes, depreciation and amortization. We define Adjusted EBITDA as EBITDA before share-based compensation, accretion expense, write-downs and impairments, gains and losses from changes in fair values of financial instruments, income or losses from equity-accounted investments, the effect of changes in accounting policy, non-recurring costs related to the Company’s Recapitalization Transaction, litigation costs related to ongoing legal proceedings, and other income. We present EBITDA because we believe it is frequently used by securities analysts, investors and other interested parties as a measure of financial performance of other similarly situated companies in our industry, and we present Adjusted EBITDA because it removes non-recurring, irregular and one-time items that we believe may distort the comparability of EBITDA from period-to-period and with other industry participants.

    EBITDA and Adjusted EBITDA are not standardized financial measures defined under GAAP, and are not a measure of operating income, operating performance or liquidity presented in accordance with GAAP. EBITDA and Adjusted EBITDA have limitations as an analytical tool, and when assessing the Company’s operating performance, investors should not consider EBITDA or Adjusted EBITDA in isolation, or as a substitute for net income (loss) or other consolidated income statement data prepared in accordance with GAAP. Among other things, EBITDA and Adjusted EBITDA do not reflect the Company’s actual cash expenditures. Other companies may calculate similar measures differently than us, limiting their usefulness as comparative tools. We compensate for these limitations by relying on GAAP results and using EBITDA and Adjusted EBITDA only as supplemental information.

    About iAnthus

    iAnthus owns and operates licensed cannabis cultivation, processing and dispensary facilities throughout the United States. For more information, visit www.iAnthus.com.

    Forward Looking Statements

    Statements in this press release contain forward-looking statements. These forward-looking statements are made on the basis of the current beliefs, expectations and assumptions of management, are not guarantees of performance and are subject to significant risks and uncertainty. These forward-looking statements should, therefore, be considered in light of various important factors, including those set forth in the Company’s reports that it files from time to time with the SEC and the Canadian Securities Regulators, which you should review, including, but not limited to, the Annual Report filed with the SEC. When used in this press release, words such as “will,” “could,” “plan,” “estimate”, “expect”, “intend”, “may”, “potential”, “believe”, “should” and similar expressions identify forward-looking statements.

    Forward-looking statements may include, without limitation, statements relating to the Company’s financial performance, business development and results of operations.

    These forward-looking statements should not be relied upon as predictions of future events, and the Company cannot assure you that the events or circumstances discussed or reflected in these statements will be achieved or will occur. If such forward-looking statements prove to be inaccurate, the inaccuracy may be material. You should not regard these statements as a representation or warranty by the Company or any other person that the Company will achieve its objectives and plans in any specified time frame, or at all. You are cautioned not to place undue reliance on these forward-looking statements, which speak only as of the date of this press release. The Company disclaims any obligation to publicly update or release any revisions to these forward-looking statements, whether as a result of new information, future events or otherwise, after the date of this press release or to reflect the occurrence of unanticipated events, except as required by law.

    Neither the Canadian Securities Exchange nor the U.S. Securities and Exchange Commission has reviewed, approved or disapproved the content of this press release.

    The MIL Network

  • MIL-OSI: Altus Group Announces Q2 2025 Dividend Payment

    Source: GlobeNewswire (MIL-OSI)

    TORONTO, May 12, 2025 (GLOBE NEWSWIRE) — Altus Group Limited (ʺAltus Group” or “the Company”) (TSX: AIF), a leading provider of commercial real estate (“CRE”) intelligence, announced today that its Board of Directors approved the payment of a cash dividend of $0.15 per common share for the second quarter ending June 30, 2025. Payment will be made on July 15, 2025 to common shareholders of record as at June 30, 2025.

    Altus Group’s Dividend Reinvestment Plan (“DRIP”) permits eligible shareholders to direct their cash dividends to be reinvested in additional common shares of the Company. For shareholders who wish to reinvest their dividends under the DRIP, Altus Group intends to issue common shares from treasury at a price equal to 96% of the weighted average closing price of the shares for the five trading days preceding the dividend payment date. Full details of the DRIP program are available on the Company’s website.

    Altus Group confirms that all dividends paid or deemed to be paid to its common shareholders qualify as ʺeligible dividendsʺ for purposes of subsection 89(14) of the Income Tax Act (Canada) and similar provincial and territorial legislation, unless indicated otherwise.

    About Altus Group

    Altus connects data, analytics, and expertise to deliver the intelligence necessary to drive optimal CRE performance.  The industry’s top leaders rely on our market-leading solutions and expertise to power performance and mitigate risk. Our global team of ~ 2,000 experts are making a lasting impact on an industry undergoing unprecedented change – helping shape the cities where we live, work, and build thriving communities. For more information about Altus (TSX: AIF) please visit www.altusgroup.com.

    FOR FURTHER INFORMATION PLEASE CONTACT:

    Martin Miasko
    Sr. Director, Investor Relations and Strategy, Altus Group
    (416) 204-5136
    martin.miasko@altusgroup.com

    The MIL Network

  • MIL-Evening Report: Range anxiety – or charger drama? Australians are buying hybrid cars because they don’t trust public chargers

    Source: The Conversation (Au and NZ) – By Ganna Pogrebna, Executive Director, AI and Cyber Futures Institute, Charles Sturt University

    VisualArtStudio/Shutterstock

    Range anxiety has long been seen as the main obstacle stopping drivers from going electric.

    But range isn’t the real issue. The average range of a new electric vehicle (EV) is more than 450 kilometres, and top models offer more than 700km per charge. By contrast, the average car is driven about 33km per day in Australia as of 2020.

    What’s really going on is charger anxiety – the question of whether you can find somewhere reliable to recharge when you’re away from home. Australia’s public chargers are not common enough or reliable enough to give motorists certainty they can find a place to recharge.

    This is why many drivers are hedging their bets. Rather than embracing battery-electric vehicles, many Australian drivers are opting for hybrids as well as plug-in hybrids (PHEVs), which couple a smaller battery with an internal combustion engine. Hybrids and PHEVs accounted for almost 20% of new car sales from July–September last year, compared to 6.5% for fully electric vehicles.

    Labor’s reelection could lead to better charging infrastructure. Last term, the federal government set a goal of a fast charging station every 150km along major highways, while state governments are also building more. But so far, these efforts aren’t enough to ensure Australia has reliable chargers in the right locations. Until then, cautious drivers will buy hybrids.

    Australia’s charger network has expanded, but many drivers are anxious about availability and reliability.
    Stepan Skorobogadko/Shutterstock

    Public chargers matter

    EV owners charge their cars at home an estimated 70–85% of the time. They use public chargers just 10–20% of the time and workplace charging 6–10% of the time.

    This makes sense – home charging is reliable and cheap. But these figures also point to a problem: EV drivers don’t trust public chargers.

    At present, Australia has about 3,700 public chargers nationwide. Each charging station typically supports one or two EVs, often offering different charging speeds. By contrast, there are around 6,600 service stations, with the ability to fuel multiple vehicles at once.



    Other countries have much larger charger networks. The United Kingdom has more than 40,000 and Canada 16,000. China, the world leader, has almost 10 million.

    China now has 10 million EV chargers.
    Tang Yan Song/Shutterstock

    Outside major Australian cities, chargers are harder to find and are often broken or in use. Chargers are usually not staffed, meaning there’s no one watching to prevent vandalism or organise maintenance.

    EV plugs are not yet standardised. Some plugs may not be available, and using chargers isn’t always easy. By contrast, petrol cars use standard nozzles, payment is simpler and staff and CCTV presence discourages vandalism and ensures the pumps work.

    If a petrol car runs out of fuel, the problem can be solved with a lift and a jerry can. But if your EV runs flat in a rural area because you can’t find a charger, you may have to get it towed.

    This lack of reliability is more than just a logistical hurdle — it’s a psychological barrier.

    Psychological roadblocks

    A recent study found the fear of running out of charge was a major psychological barrier to buying an EV – particularly for rural and regional Australians, who drive longer distances. As long as chargers remain unreliable or located too far apart, this anxiety will persist.

    In Australia, it’s easy to find reports of broken chargers, long queues at charging stations, gaps in the rural network and personal anecdotes of EV owners struggling to find a way to charge.

    A 2023 survey found almost 70% of EV owners had come across an inoperable charger at least once over the previous six months.

    What can Australia take from overseas experience?

    Australia’s government wants to increase EV uptake. While EVs are getting cheaper, the supporting infrastructure isn’t good enough yet to make them the norm.

    Across the European Union, chargers are being installed every 60km along major highways and efforts are being made to tackle psychological barriers to uptake.

    Federal and state governments in the United States have invested heavily in filling gaps in the charger network and working with consumers to encourage more sustainable commuting.

    Plug-in hybrids are powered by batteries and an internal combustion engine.
    algre/Shutterstock

    Choosing a hybrid is rational but not ideal

    It should be no surprise more Australians are buying hybrids as a safety net, given there are plenty of service stations and not as many EV chargers. City driving can allow near-total use of the electric motor, while longer trips still require petrol.

    The choice is rational. But it’s not ideal from an environmental point of view. Traditional hybrids are still largely powered by an internal combustion engine, while PHEVs can run as electric for longer but still use their combustion engines.

    While plug-ins have lower emissions than traditional vehicles, they often fail to deliver the full emissions savings drivers and regulators might hope for. Many drivers don’t charge regularly and rely instead on petrol.

    Chargers aren’t the only factor, of course. A tax break for PHEVs boosted their popularity for several years before ending in April, while sales of Tesla EVs have fallen off a cliff due to the unpopularity of owner Elon Musk.

    What needs to change?

    The solutions are straightforward: expand the charger network, especially in regional and rural areas. Improve maintenance schedules and ensure existing chargers are reliable. Make sure data on their availability is accessible in real time so drivers can avoid anxiety and frustration. Counter EV misinformation and anecdotal biases with information campaigns.

    When EV ownership and charging in Australia is practical and low risk, the sluggish EV transition will accelerate. But until then, many drivers will keep buying hybrids as a compromise.

    Ganna Pogrebna 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. Range anxiety – or charger drama? Australians are buying hybrid cars because they don’t trust public chargers – https://theconversation.com/range-anxiety-or-charger-drama-australians-are-buying-hybrid-cars-because-they-dont-trust-public-chargers-250281

    MIL OSI AnalysisEveningReport.nz

  • MIL-OSI USA: NASA’s Webb Reveals New Details, Mysteries in Jupiter’s Aurora

    Source: NASA

    NASA’s James Webb Space Telescope has captured new details of the auroras on our solar system’s largest planet. The dancing lights observed on Jupiter are hundreds of times brighter than those seen on Earth. With Webb’s advanced sensitivity, astronomers have studied the phenomena to better understand Jupiter’s magnetosphere.
    Auroras are created when high-energy particles enter a planet’s atmosphere near its magnetic poles and collide with atoms or molecules of gas. On Earth these are known as the Northern and Southern Lights. Not only are the auroras on Jupiter huge in size, they are also hundreds of times more energetic than those in Earth’s atmosphere. Earth’s auroras are caused by solar storms — when charged particles from the Sun rain down on the upper atmosphere, energize gases, and cause them to glow in shades of red, green and purple.

    Jupiter has an additional source for its auroras: The strong magnetic field of the gas giant grabs charged particles from its surroundings. This includes not only the charged particles within the solar wind but also the particles thrown into space by its orbiting moon Io, known for its numerous and large volcanoes. Io’s volcanoes spew particles that escape the moon’s gravity and orbit Jupiter. A barrage of charged particles unleashed by the Sun also reaches the planet. Jupiter’s large and powerful magnetic field captures all of the charged particles and accelerates them to tremendous speeds. These speedy particles slam into the planet’s atmosphere at high energies, which excites the gas and causes it to glow.

    Now, Webb’s unique capabilities are providing new insights into the auroras on Jupiter. The telescope’s sensitivity allows astronomers to capture fast-varying auroral features. New data was captured with Webb’s NIRCam (Near-Infrared Camera) Dec. 25, 2023, by a team of scientists led by Jonathan Nichols from the University of Leicester in the United Kingdom.
    “What a Christmas present it was – it just blew me away!” shared Nichols. “We wanted to see how quickly the auroras change, expecting them to fade in and out ponderously, perhaps over a quarter of an hour or so. Instead, we observed the whole auroral region fizzing and popping with light, sometimes varying by the second.”
    In particular, the team studied emission from the trihydrogen cation (H3+), which can be created in auroras. They found that this emission is far more variable than previously believed. The observations will help develop scientists’ understanding of how Jupiter’s upper atmosphere is heated and cooled.
    The team also uncovered some unexplained observations in their data.
    “What made these observations even more special is that we also took pictures simultaneously in the ultraviolet with NASA’s Hubble Space Telescope,” added Nichols. “Bizarrely, the brightest light observed by Webb had no real counterpart in Hubble’s pictures. This has left us scratching our heads. In order to cause the combination of brightness seen by both Webb and Hubble, we need to have a combination of high quantities of very low-energy particles hitting the atmosphere, which was previously thought to be impossible. We still don’t understand how this happens.”

    [embedded content]
    NASA’s James Webb Space Telescope has captured a spectacular light show on Jupiter — an enormous display of auroras unlike anything seen on Earth. These infrared observations reveal unexpected activity in Jupiter’s atmosphere, challenging what scientists thought they knew about the planet’s magnetic field and particle interactions. Combined with ultraviolet data from Hubble, the results have raised surprising new questions about Jupiter’s extreme environment.Producer: Paul Morris. Writer: Thaddeus Cesari. Narrator: Professor Jonathan Nichols. Images: NASA, ESA, CSA, STScI. Music Credit: “Zero Gravity” by Brice Davoli [SACEM] via Koka Media [SACEM], Universal Production Music France [SACEM], and Universal Production Music.

    The team now plans to study this discrepancy between the Hubble and Webb data and to explore the wider implications for Jupiter’s atmosphere and space environment. They also intend to follow up this research with more Webb observations, which they can compare with data from NASA’s Juno spacecraft to better explore the cause of the enigmatic bright emission.
    These results were published today in the journal Nature Communications.
    The James Webb Space Telescope is the world’s premier space science observatory. Webb is solving mysteries in our solar system, looking beyond to distant worlds around other stars, and probing the mysterious structures and origins of our universe and our place in it. Webb is an international program led by NASA with its partners, ESA (European Space Agency) and CSA (Canadian Space Agency).
    To learn more about Webb, visit:
    https://science.nasa.gov/webb
    Downloads
    Click any image to open a larger version.
    View/Download all image products at all resolutions for this article from the Space Telescope Science Institute.
    View/Download the research results from the journal Nature Communications.

    Laura Betz – laura.e.betz@nasa.govNASA’s Goddard Space Flight Center, Greenbelt, Md.
    Bethany Downer – Bethany.Downer@esawebb.orgESA/Webb, Baltimore, Md.
    Christine Pulliam – cpulliam@stsci.eduSpace Telescope Science Institute, Baltimore, Md.

    Read more: NASA’s Webb Captures Neptune’s Auroras for the First Time
    More Webb News
    More Webb Images
    Webb Science Themes
    Webb Mission Page

    What is the Webb Telescope?
    SpacePlace for Kids
    En Español
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    NASA en español 
    Space Place para niños

    MIL OSI USA News

  • MIL-OSI: Lantronix Appoints Sailesh Chittipeddi to Its Board of Directors

    Source: GlobeNewswire (MIL-OSI)

    IRVINE, Calif., May 12, 2025 (GLOBE NEWSWIRE) — Lantronix Inc. (NASDAQ: LTRX), a global leader of compute and connectivity for IoT solutions enabling Edge AI Intelligence, today announced that Sailesh Chittipeddi, Ph.D., has joined the Lantronix Board of Directors as an independent director, effective May 6, 2025. Following the appointment of Chittipeddi, the Lantronix Board of Directors will be comprised of five directors, four of whom are independent under applicable listing standards of the Nasdaq Stock Market.

    “We are very pleased to welcome Dr. Chittipeddi to the Lantronix Board of Directors,” said Hoshi Printer, chairman of the Board at Lantronix. “Dr. Chittipeddi is a respected subject expert in Industrial, IoT and Infrastructure businesses. He also has an extensive background in leading operations, procurement and supply chains globally.”

    Dr. Chittipeddi is currently a Venture Partner at Novo Tellus Capital Partners, a Singapore-based private equity firm, and a Board Member at Tessolve, which is headquartered in India. Most recently, he was executive vice president of Global Operations at Renesas Electronics, where he oversaw internal and external manufacturing and associated functions, including supply chain, procurement and related development.

    “Lantronix will benefit greatly from Dr. Chittipeddi’s extensive technology and broad industry expertise, including his service on boards of several global companies where he helped drive successful results,” added Saleel Awsare, CEO and president of Lantronix. “With his expertise in manufacturing, procurement, logistics and global supply chain strategy, Dr. Chittipeddi adds a valuable perspective as we navigate complex geopolitical and associated supply chain environment challenges.”

    At Renesas, Dr. Chittipeddi also served as executive vice president of its Industrial, IoT and Infrastructure Business Unit. In this capacity, he nearly doubled the revenue to more than $7 billion USD. This business unit included the microcontroller, power and analog-mixed signal businesses of former IDT, ISL and DLG acquisition companies. He joined Renesas in 2019 following its acquisition of IDT. In this capacity, he also served as the president of Renesas Electronics America as well as the CEO of its acquired IDT Division.

    Before his tenures at Renesas and IDT, Dr. Chittipeddi held numerous senior positions at other leading technology companies, including Conexant Systems, where he served as the CEO and president, as well as AT&T Bell Labs, Lucent Technologies and Agere Systems. He has also served on global public and private boards, including Sequans Communications, Tessolve (India), Avalanche Technologies (India), Steradian (India), Blu Wireless Technology (U.K.) and Peraso (Canada).

    Dr. Chittipeddi holds an MBA from the University of Texas at Austin and a Ph.D. in Physics from The Ohio State University. He holds 83 U.S. semiconductor process, package and design patents and has published more than 40 technical articles.

    About Lantronix

    Lantronix Inc. is a global leader of compute and connectivity IoT solutions that target high-growth markets, including Smart Cities, Enterprise and Transportation. Lantronix’s products and services empower companies to succeed in the growing IoT markets by delivering customizable solutions that enable AI Edge Intelligence. Lantronix’s advanced solutions include Intelligent Substations infrastructure, Infotainment systems and Video Surveillance, supplemented with advanced Out-of-Band Management (OOB) for Cloud and Edge Computing.

    For more information, visit the Lantronix website.

    ©2025 Lantronix, Inc. All rights reserved. Lantronix is a registered trademark. Other trademarks and trade names are those of their respective owners.

    Lantronix Media Contact:
    Gail Kathryn Miller
    Corporate Marketing &
    Communications Manager
    media@lantronix.com

    Lantronix Analyst and Investor Contact:
    investors@lantronix.com

    A photo accompanying this announcement is available at https://www.globenewswire.com/NewsRoom/AttachmentNg/d04b3fa2-b8d8-4656-adad-c8d4eb6267c4

    The MIL Network

  • MIL-OSI Security: Lansdowne Station — Missing children: Help the RCMP find Lilly Sullivan and Jack Sullivan

    Source: Royal Canadian Mounted Police

    UPDATE: The search for missing children Lilly and Jack Sullivan is ongoing in Pictou County.

    Since just after 10 a.m. this morning, May 2, a search has been underway for two children who are believed to have wandered from a home on Gairloch Rd. in Lansdowne Station, Pictou County.

    There is a multi-agency response currently on the ground in Pictou County. It includes resources from ground search and rescue teams from around the province who are collaborating to ensure resources and teams are available on an ongoing basis. Other resources and teams include the Civil Air Search and Rescue Association (CASARA), Department of Natural Resources Air Services, and several RCMP units, including RCMP Police Dog Services, RCMP Remotely Piloted Aircraft Systems (drones) operators, and others. Additionally, the RCMP issued a vulnerable missing person alert for Pictou County.

    Police and others involved in the search appreciate the ongoing community support across the province related to this missing person investigation. We ask, however, that the public avoid the search area to allow trained searchers to do their work. The child’s family has been kept updated on the search efforts.

    Anyone with information on the whereabouts of Lilly and Jack Sullivan is asked to contact Pictou County District RCMP at 902-485-4333. To remain anonymous, call Nova Scotia Crime Stoppers, toll-free, at 1-800-222-TIPS (8477), submit a secure web tip at www.crimestoppers.ns.ca, or use the P3 Tips app.

    Pictou County District RCMP is asking for the public’s assistance in locating six-year-old Lilly Sullivan and four-year-old Jack Sullivan. They were last seen this morning, May 2, on Gairloch Rd. in Lansdown Station, Pictou County.

    Lilly Sullivan has shoulder-length light brown hair with bangs. She might be wearing a pink sweater, pink pants, and pink boots.

    Jack Sullivan has short blondish hair. He’s wearing blue dinosaur boots. No other clothing description is available.

    We ask that people spread the word through social media respectfully.

    Anyone with information on the whereabouts of Lilly Sullivan and Jack Sullivan is asked to contact Pictou County District RCMP at 902-485-4333. To remain anonymous, call Nova Scotia Crime Stoppers, toll-free, at 1-800-222-TIPS (8477), submit a secure web tip at www.crimestoppers.ns.ca, or use the P3 Tips app.

    MIL Security OSI

  • MIL-OSI Security: Upper Nappan — Cumberland County Integrated Street Crime Enforcement Unit seizes fentanyl, charges woman

    Source: Royal Canadian Mounted Police

    The Cumberland County Integrated Street Crime Enforcement Unit (SCEU) seized quantities of illicit drugs and charged a woman as part of an ongoing drug trafficking investigation.

    On May 5, the Cumberland County Integrated SCEU, with assistance of Cumberland County District RCMP, executed a search warrant at a property on Hwy. 2 in Upper Nappan as part of an ongoing drug trafficking investigation.

    Officers safely arrested a woman and seized quantities of fentanyl, methamphetamine (crystal and tablets), oxycodone, cocaine, prescription drugs, unstamped cannabis and cash. Officers also seized a conducted energy weapon and drug paraphernalia.

    Toni Cree Loppie, 51, of Upper Nappan, has been charged with:

    • Possession for the Purpose of Trafficking (seven counts)
    • Possession of Unstamped Cannabis
    • Possession of Weapon for Dangerous Purpose
    • Possession of Prohibited Weapon
    • Possession of Prohibited Weapon knowing Possession Unauthorized
    • Possession of Property Obtained by Crime

    Loppie was released from custody by the court and is scheduled to appear in Amherst Provincial Court on July 7 at 9:30 a.m.

    Nova Scotians are encouraged to contact their nearest RCMP detachment or local police to report crime, including the illegal sale of drugs, in their communities. Anonymous tips can be made by calling Nova Scotia Crime Stoppers, toll-free, at 1-800-222-TIPS (8477), submitting a secure web tip at www.crimestoppers.ns.ca, or using the P3 Tips app.

    Notes:

    • The Cumberland County Integrated Street Crime Enforcement Unit includes members of the Cumberland County District RCMP and the Amherst Police Department.
    • A photo of the items seized is attached.

    File: 2024-1802880

    MIL Security OSI

  • MIL-OSI Europe: Oral question – Adding Samidoun and Masar Badil to the EU terrorist list – O-000014/2025

    Source: European Parliament

    Question for oral answer  O-000014/2025
    to the Council
    Rule 142
    Bert-Jan Ruissen
    on behalf of the ECR Group

    Samidoun (also known as the Palestinian Prisoner Solidarity Network), founded in 2011, actively promotes the destruction of Israel through terrorist acts and sees the EU, the US and Canada as complicit in Israel’s colonisation. Samidoun therefore poses a threat to the EU’s security. Samidoun has been classified as a terrorist entity by the US and Canada and has been banned in Germany.[1] The US considers Samidoun a proxy for fundraising for the Popular Front for the Liberation of Palestine, which is already on the EU terrorist list. The leadership of the organisation Masar Badil (also known as the Palestinian Alternative Revolutionary Path Movement), founded in 2021, almost completely overlaps with that of Samidoun and it pursues the same objective. Samidoun and Masar Badil are not included on the EU terrorist list and can therefore fuel extremism in the EU unhindered.

    As the Council reviews the EU terrorist list every six months:

    • 1.Is listing Samidoun and Masar Badil as terrorist organisations under discussion in the Council?
    • 2.What steps have the Council or Member States taken to add Samidoun and Masar Badil to the EU terrorist list?
    • 3.If listing is not possible under current EU procedure, what measures should the EU take to ensure that Samidoun and Masar Badil are listed as terrorist organisations? Is this under discussion in the Council?

    Submitted: 7.5.2025

    Lapses: 8.8.2025

    • [1] US: Secondary sanctions risk: section 1(b) of Executive Order 13224, as amended by Executive Order 13886; https://ofac.treasury.gov/recent-actions/20241015 Germany: Art. 9 Abs. 2 GG, § 3 Abs. 1 Satz 1, § 14 Abs. 1 und § 14 Abs. 2 Vereinsgesetz (VereinsG): https://www.bmi.bund.de/SharedDocs/pressemitteilungen/DE/2023/11/vereinsverbot-hamas-samidoun.html.
    Last updated: 12 May 2025

    MIL OSI Europe News

  • MIL-OSI Canada: Streamlined process cuts wait times, bringing more U.S. nurses to B.C.

    Source: Government of Canada regional news

    Susie Chant, parliamentary secretary for seniors’ services and long-term care –

    “I thank Minister Osborne for her leadership in strengthening B.C.’s health-care workforce and making it easier and faster for nurses trained in the U.S. to come to our province. As a registered nurse, I know this announcement is great news for our province, patients and for our nurses. To the nurses in the U.S. looking to move here, we welcome you.”

    Louise Aerts, acting registrar and CEO, BC College of Nurses and Midwives –

    “By focusing on the similarities of nursing in Canada and the U.S. and leveraging an existing system, we’ve streamlined the application process for U.S. nurses, while maintaining the safeguards that protect the public. It’s a win for applicants and British Columbians.”

    Angela Wignall, CEO, Nurses and Nurse Practitioners of BC –

    “We applaud the Ministry of Health and the BC College of Nurses and Midwives for working quickly to establish processes that bring more nurses and nurse practitioners to British Columbia. Delivering eligibility to practise within a matter of days is a significant step toward our shared goal of every British Columbian having access to the quality care they need. As the provincial professional nursing association, we stand ready to welcome and support every nurse who chooses to make B.C. home.”

    Leah Hollins, board chair, Island Health –

    “Island Health is pleased to participate in initiatives that make it easier for patients to get the care they need when they need it. Patients benefit from the strength of team-based primary care and the expanded Allied Health Centre allows dedicated health-care providers to further increase access to care for Victoria residents.”

    Dr. Melissa Duff, family physician, board chair, Victoria Division of Family Practice –

    “The expanded Allied Health Centre strengthens team-based, wraparound care and fosters long-term patient-physician relationships that drive better health outcomes. Supporting physicians to offer this level of high-quality care not only attracts them to our community but also helps them stay. It’s transformative. It’s a big win for patients, physicians and clinicians, and the entire community.”

    Dr. Anna Mason, family physician and chair, Victoria Primary Care Network Steering Committee –

    “Working in a team-based care setting has been a game-changer. It enhances patient access to our clinical team and ensures that each concern is handled by the clinician with the most relevant expertise. For instance, when I involve our social worker to help address a patient’s social challenges, I can stay focused on their medical care. Similarly, our primary-care pharmacist can manage medication adjustments between visits, allowing me to see more patients with new concerns. Patients truly value this expanded access, and the upgraded Allied Health Centre is a significant step toward sustaining this model for years to come.”

    Tarah Reece, family nurse practitioner and Lil’Wat Nation member –

    “As an Indigenous nurse practitioner, I am empowered by the shared vision within my primary-care network cohort team to provide culturally safe and responsive care. Together, we stand as a collective, ensuring that the unique health needs of First Nations, Métis and Inuit peoples are met with respect, understanding, and a dedication to improving health and wellness outcomes. The new centre will go a long way to strengthen this joint effort.” 

    Russ Harvey, renal transplant, Victoria Primary Care Network patient partner, and Community Advisory Group co-chair –

    “I’ve been incredibly fortunate to have a care team working alongside my family doctor. Having the right person provide the right care in a timely manner has made all the difference. I wouldn’t be here without it. The expanded centre gives many more patients access to this kind of support. It’s a huge victory for Victoria.”

    MIL OSI Canada News

  • MIL-OSI Security: Bay Roberts — Bay Roberts RCMP investigates theft of vehicle, seeks public’s assistance

    Source: Royal Canadian Mounted Police

    Bay Roberts RCMP is investigating the theft of a vehicle that occurred in Bay Roberts sometime between May 9 and May 11, 2025.

    The vehicle, a 2016 silver Hyundai Tucson with NL licence plate JEF 737, was stolen from a parking lot near L.T. Stick Drive. A stock image of the vehicle is attached.

    The investigation is continuing.

    Anyone having information about this crime or the current location of the vehicle is asked to contact Bay Roberts RCMP at 709-786-2118. To remain anonymous, contact Crime Stoppers: #SayItHere 1-800-222-TIPS (8477), visit www.nlcrimestoppers.com or use the P3Tips app.

    MIL Security OSI

  • MIL-OSI: Steadyhand Announces Unitholder Approval to Change Manager to Purpose Investments

    Source: GlobeNewswire (MIL-OSI)

    VANCOUVER, British Columbia, May 12, 2025 (GLOBE NEWSWIRE) — Steadyhand Investment Management Ltd. (“Steadyhand”) announced today that it has received unitholder approval to change the manager of the Steadyhand Investment Funds (the “Funds”) to Purpose Investments Inc. (“Purpose Investments”), a wholly owned subsidiary of Purpose Unlimited Inc. (“Purpose”). Specifically, the unitholders approved the change in manager from Steadyhand to Purpose Investments, and the change to the investment objectives of each of the Funds, all as more particularly described in the Notice of Special Meetings of Unitholders and Joint Management Information Circular dated April 7, 2025 (the “Circular”).

    “We’re pleased to report that our clients voted overwhelmingly in favour of the changes,” said Tom Bradley, Steadyhand Chair and co-founder. “This strong endorsement is a testament to the confidence our clients have in the future of Steadyhand and Purpose.”

    These changes were previously announced by Purpose and Steadyhand on March 24, 2025, in connection with the announcement that Purpose had entered into an agreement to acquire all the issued and outstanding shares of Steadyhand and Steadyhand Investment Funds, Inc. (the “Transaction”). Voting results for each of the Funds will be available under their respective profiles at www.sedarplus.ca.

    The Transaction and changes approved by unitholders are expected to be completed in and around Q2 2025, pending regulatory approvals and customary closing conditions. Additional details regarding the Transaction and the changes affecting the Funds are set out in the Circular and the simplified prospectus and fund facts for the Funds, and amendments thereto, which are available under each Fund’s profile at www.sedarplus.ca.

    About Purpose

    Purpose is a growing independent financial services firm on a mission to redefine the industry by putting customers first and delivering innovative solutions that shape the future of finance. Purpose offers cutting-edge technology and a diverse suite of financial products and services to empower Canadians with the tools and advice they need to succeed. Founded and led by entrepreneur Som Seif, the firm’s businesses span asset and wealth management and small business financing and include Purpose Investments, Driven by Purpose, Advisor Solutions by Purpose and Longevity. For more information, please visit www.purpose-unlimited.com.

    About Steadyhand

    Steadyhand is a low-fee investment firm with a mission of providing Canadians with a better investing outcome and a simpler, more personalized experience. It offers clear-cut advice, customized plans, and most importantly, a steady hand, to help investors achieve their financial goals. The firm has approximately $1.3 billion of assets under management with offices in Vancouver and Toronto.

    For further information, please contact:

    David Toyne
    Chief Development Officer
    Steadyhand Investment Funds Inc.
    1-888-888-3147

    The MIL Network

  • MIL-OSI Canada: Canadian Coast Guard Arctic Marine Response Station training in Parry Sound, Ontario

    Source: Government of Canada News (2)

    May 12, 2025

    Parry Sound, Ontario – The Canadian Coast Guard’s Arctic Marine Response Station (AMRS) will hold search and rescue training for crews between May 14 and 28, 2025, in Parry Sound, Ontario.

    Training will be carried out during daytime and nighttime hours at the Canadian Coast Guard base in Parry Sound and surrounding waters south to Midland and north to Britt. The public can expect to see upwards of five Canadian Coast Guard Zodiac Fast Rescue Craft, and one to two helicopters throughout the area. There is no real emergency or danger to the public.

    This training certifies and prepares crews to respond to marine emergencies during the open-water months, such as but not limited to medical emergencies, missing persons/boaters, vessels aground, vessels taking on water, and disabled vessels.

    The Canadian Coast Guard’s AMRS is located in Rankin Inlet, Nunavut, and is operated by two Indigenous crews on a rotating schedule of 14 days on, 14 days off. Each crew is made up of four members; one Coxswain, and three crewmembers. The station is open annually from late-June to early-November and provides search and rescue services during the open-water months.

    In Rankin Inlet, the AMRS is an important part of the marine emergency preparedness and response system; crews work together with the Canadian Coast Guard Auxiliary, Inuit communities, and other northern organizations to increase maritime safety in Arctic waters. The AMRS, formerly known as the Inshore Rescue Boat North station, first opened in 2018 under the Ocean’s Protection Plan, establishing it as the first Canadian Coast Guard search and rescue facility in the Arctic. It was upgraded to the AMRS in 2023.

    MIL OSI Canada News

  • MIL-OSI Canada: Minister’s, parliamentary secretary’s statement on National Nursing Week, International Nurses Day

    Source: Government of Canada regional news

    Josie Osborne, Minister of Health, and Susie Chant, parliamentary secretary for seniors’ services and long-term care, have issued the following statement in recognition of National Nursing Week and International Nurses Day:

    “This National Nursing Week and International Nurses Day, we celebrate the hard work and dedication of nurses throughout B.C., Canada and around the world. Nurses provide compassionate care, advocate for patients, ensure safety and are vital to bridging communication between families and physicians. Whether in the community, in the hospital or at a care home, nurses are essential to the strength and resilience of our health-care system.

    “The theme of National Nursing Week this year is the power of nurses to transform health. This theme highlights the incredible impact nurses have in shaping health care, driving innovation and advocating for patient-centred care. The nursing family, which includes licensed practical nurses, registered nurses, registered psychiatric nurses and nurse practitioners, provides an invaluable contribution to not only the acute and specialized health-care system, but also to primary and community care.

    “Our goal is to make B.C. the best place in Canada for nurses to work. We are collaborating with nursing leaders and organizations like the BC Nurses’ Union to establish minimum nurse-to-patient ratios. These help create better working conditions for nurses and enhance the quality of patient care. The Nurses and Nurse Practitioners of British Columbia is connecting more patients to the primary care they need through the Health Connect Registry.

    “As part of our plan to make our health system better for people in B.C., we are actively recruiting registered nurses from countries with comparable credentials. We are also recruiting nurse practitioners to help fill positions in areas such as primary care, community and acute care, as well as in specialized settings. Our current focus is on attracting nurses and nurse practitioners from the U.S. to work in B.C.

    “In collaboration with health authorities, regulatory colleges and other partners, we are launching a marketing campaign in Washington, Oregon and California highlighting job opportunities in areas where nurses are needed most.

    “This marketing campaign builds on recent efforts in the U.K. and Ireland to attract health-care professionals to B.C. and complements our ongoing work to fast-track credential recognition for health professionals from other countries and provinces.

    “Nurses are an integral part of patient care, engaging with patients from the moment they enter the health-care system and throughout their recovery and health-maintenance journeys. Thank you to all the registered nurses, licensed practical nurses, registered psychiatric nurses and nurse practitioners who do so much to support patients by providing accessible, comprehensive and compassionate care throughout B.C.”

    Learn More:

    For information about National Nursing Week, visit: https://www.cna-aiic.ca/en/news-events/national-nursing-week/about-national-nursing-week

    For information about International Nurses Day, visit: https://www.icn.ch/how-we-do-it/campaigns/international-nurses-day

    For information about action to attract doctors and nurses from U.S., visit: https://news.gov.bc.ca/releases/2025HLTH0013-000194

    MIL OSI Canada News

  • MIL-OSI Global: Feeling anxious before surgery? Anxiety can harm healing but innovative mental health support could help

    Source: The Conversation – Canada – By Renée El-Gabalawy, Associate Professor and Clinical Psychologist, University of Manitoba

    Poor mental health before surgery is linked to worse outcomes. (Unsplash), CC BY

    Feeling anxious before surgery is normal — but for many patients, it goes far beyond nerves. There is a growing body of research showing that poor mental health before surgery can derail recovery in ways that extend far beyond the operating room.

    For example, in recent research, my colleagues and I found that anxiety and depressive symptoms before surgery are linked to poorer surgical outcomes. This includes higher complication rates within 30 days and even increased risk of death within a year.

    On top of this, many patients rank anxiety as one of the worst parts of their surgical experience, worse than pain or other aspects of surgical recovery.

    Both patients and clinicians identify a need for mental health support, yet this need is often overlooked. As an expert in perioperative mental health, I have some solutions to offer.

    Demand for surgery is accelerating

    The growing number of surgical patients — driven by an aging population, rising rates of chronic diseases and advancements in medicine — has intensified pressure on the health-care system.

    Rising demand has led to longer wait times and increases in surgery delays and cancellations. This situation has been made even worse by the COVID-19 pandemic. Patients can be left suffering in limbo for weeks, months or even years.

    My colleagues and I have found these surgery delays and cancellations to be linked with even further negative impacts on mental and physical health. Patients are getting worse while they wait.

    While this growing backlog represents a significant challenge, it also presents an opportunity.

    The opportunity

    The surgical waiting period, which is too often prolonged, offers a critical window to identify patients at highest risk for poor mental health. Identifying those in need is critical to deliver targeted and scientifically supported psychological treatments. It’s a time when patients are already engaged with the health-care system, motivated to do well and receptive to guidance.

    Evidence-based psychological treatments like cognitive behavioural therapy before surgery have been shown to improve outcomes like pain and function.

    International organizations, such as the World Health Organization, highlight the importance of including mental health support into hospital settings including surgical care.

    In the United States, the Center for Perioperative Mental Health, originating from Washington University, is one of the first large-scale initiatives of its kind aiming to integrate personalized pathways to support mental health for older adults.

    As the external advisory chair for this centre, I have seen how initiatives like these can significantly enhance perioperative care and patient outcomes.

    Globally, efforts such as pre-habilitation programs — which aim to enhance surgical readiness through exercise, nutrition and mental health support — are emerging. While these represent progress, they are not routinely implemented, often lack integration of evidence-based mental-health care, and show mixed results due to variability in design and delivery.

    There is strong evidence linking poor pre-operative mental health to worse outcomes, along with clear patient demand and promising results from existing programs. Yet, perioperative mental health support in Canada remains underfunded and far from standard clinical care.

    Mental health continues to be unaddressed in surgical settings.

    Leverage technological advancements

    Given the significant shortcomings of accessible mental-health care in Canada, creative solutions are critical. One way forward is to make the most of fast-growing technology.

    For example, our team has developed an innovative virtual reality (VR) program using patient input and strategies backed by science to support mental health before surgery.

    Patients found this both acceptable and helpful. These platforms assist patients to mentally prepare for surgery, familiarize themselves with the environment and feel more in control.

    Other large-scale digital initiatives such as the Power Over Pain Portal offer free evidence-based online psychological treatments for pain management from the comfort of your home. And pain management is especially important for those waiting extended periods for many types of surgeries.

    Our multidisciplinary team at the University of Manitoba believes these types of digital approaches can be delivered at scale, relatively low cost, and with high patient acceptability and satisfaction. This is not meant to replace human care, but to extend it.

    These are not just flashy gadgets but clinical tools with real potential to integrate evidence-based mental health treatments.

    Prepare physically and mentally

    Health-care systems are often under-resourced, and Canada is no exception. To address this, surgical care should prioritize greater investment in mental health support, including integration of technology. These efforts can better prepare patients physically and mentally for surgery and aid in their surgical recovery.

    Encouraging sign made for children with cancer at the National Institutes of Health Clinical Center in Bethesda, Maryland.
    (National Cancer Institute/Unsplash), CC BY

    Mental health is central to surgical outcomes — not secondary. We need a national strategy to fund the research and ultimately routinely apply accessible mental health treatments for surgical patients. This is especially important for those at highest risk.

    Patients have told us what they need. The evidence is undeniable. And the opportunity for change has never been greater. We need to build a system that truly cares for the whole patient.

    Renée El-Gabalawy received research funding for virtual reality projects from the New Frontiers in Research Fund – Exploration, National Research Council New Beginning Initiative, and the Winnipeg Foundation Innovation Fund. She is also the external advisory chair of the Center of Perioperative Mental Health and receives an honorarium for her involvement.

    ref. Feeling anxious before surgery? Anxiety can harm healing but innovative mental health support could help – https://theconversation.com/feeling-anxious-before-surgery-anxiety-can-harm-healing-but-innovative-mental-health-support-could-help-255354

    MIL OSI – Global Reports

  • MIL-OSI Canada: CRTC consults on improving public interest participation in its proceedings

    Source: Government of Canada News (2)

    May 12, 2025—Gatineau—Canadian Radio-television and Telecommunications Commission (CRTC)

    Today, the CRTC is launching a public consultation to make it easier to participate in its proceedings.

    The CRTC is an independent quasi-judicial tribunal responsible for regulating the Canadian communications sector in the public interest. It encourages people with a diversity of perspectives to participate in its proceedings.

    People that represent the public interest can apply for funding to cover some of their costs of participating in proceedings, for example to commission expert research, conduct surveys of Canadians, or receive legal advice. Through this public consultation, the CRTC aims to make funding more predictable and faster by simplifying the application process.  

    The CRTC is accepting comments until September 9, 2025. Interested persons can participate by:

    • filling out the online form;
    • writing to the Secretary General, CRTC, Gatineau, Quebec K1A 0N2;
    • sending a fax to 819-994-0218; or
    • filing a link to a sign language video using the online form.

    All comments will form part of the public record and will inform the CRTC’s decision. 

    This consultation follows a number of recent actions the CRTC has taken to strengthen engagement, including the creation of an Indigenous Relations Team to better support Indigenous participation and an ongoing review of how the CRTC engages with official language minority communities.

    Quick facts

    Associated links

    MIL OSI Canada News

  • MIL-OSI Canada: The CBSA launches investigations into the alleged dumping of steel strapping from China, South Korea, Türkiye and Vietnam and its subsidization by China

    Source: Government of Canada News (2)

    May 12, 2025
    Ottawa, Ontario

    The Canada Border Services Agency (CBSA) announced today that it is initiating investigations to determine whether steel strapping originating in or exported from China, South Korea, Türkiye and Vietnam is being sold at unfair prices in Canada and whether steel strapping originating in or exported from China is being subsidized. These practices can harm Canadian industries by undercutting Canadian prices, which undermines fair competition.

    The CBSA is investigating because of a complaint filed by JEM Strapping Systems Inc. (JEM). JEM alleges that as a result of an increase in the volume of the dumped and subsidized imports, they have suffered material injury in the form of lost market share, price undercutting, price depression, lost sales, reduced net income and profitability, and reduced employment.

    The CBSA and the Canadian International Trade Tribunal (CITT) both play a role in the investigations. The CITT will begin a preliminary inquiry to determine whether the imports are harming Canadian producers and will issue a decision by July 11, 2025. Concurrently, the CBSA will investigate whether the imports are being sold in Canada at unfair prices and/or are being subsidized, and will make a preliminary decision by August 11, 2025.

    Currently, there are 158 special import measures in force in Canada, covering a wide variety of industrial and consumer products. These measures have directly helped to protect approximately 31,000 Canadian jobs and $11.6 billion in Canadian production.

    MIL OSI Canada News