NewzIntel.com

Category: Commerce

  • MIL-OSI USA: FDA to Issue New Commissioner’s National Priority Vouchers to Companies Supporting U.S. National Interests

    Source: US Department of Health and Human Services – 3

    For Immediate Release:
    June 17, 2025

    The U.S. Food and Drug Administration today announced its Commissioner’s National Priority Voucher (CNPV) program to enhance the health interests of Americans. The new voucher may be redeemed by drug developers to participate in a novel priority program by the FDA that shortens its review time from approximately 10-12 months to 1-2 months following a sponsor’s final drug application submission.
    The new CNPV process convenes experts from FDA offices for a team-based review rather than using the standard review system of a drug application being sent to numerous FDA offices. Clinical information will be reviewed by a multidisciplinary team of physicians and scientists who will pre-review the submitted information and convene for a 1-day “tumor board style” meeting.
    “Using a common-sense approach, the national priority review program will allow companies to submit the lion’s share of the drug application before a clinical trial is complete so that we can reduce inefficiencies. The ultimate goal is to bring more cures and meaningful treatments to the American public,” said FDA Commissioner Marty Makary M.D., M.P.H. “As a surgical oncologist, we often made multidisciplinary decisions with a team of doctors on major life-and-death questions for patients, incorporating the latest medical studies in a 1-day tumor board-style discussion. This voucher harnesses that model to deliver timely decisions for drug developers.”  
    The FDA plans in the first year of the program to give a limited number of vouchers to companies aligned with U.S. national priorities. In addition to receiving the benefits of this program, the agency may also grant an accelerated approval, if the product for which the voucher is used meets the applicable legal requirements for accelerated approval. The new review program will also include enhanced communication with the sponsor throughout the process. The FDA Commissioner will use specific criteria to make the vouchers available to companies that are aligned with the national health priorities of:

    Addressing a health crisis in the U.S.
    Delivering more innovative cures for the American people.
    Addressing unmet public health needs.
    Increasing domestic drug manufacturing as a national security issue.

    To qualify, sponsors must submit the chemistry, manufacturing, and controls (CMC) portion of the application and the draft labeling at least 60 days before submitting the final application. Sponsors must also be available for ongoing communication with prompt responses to FDA inquiries during the CNPV review. The FDA reserves the right to extend the review window if the data or application components submitted are insufficient or incomplete, if the results of pivotal trial(s) are ambiguous, or if the review is particularly complex.
    Vouchers can be directed by the FDA towards a specific investigational new drug of a company or be granted to a company as an undesignated voucher, allowing a company to use the voucher for a new drug at the company’s discretion and consistent with the program’s objectives.
    This program aims to accelerate the drug review process for companies aligned with U.S. national priorities while maintaining the FDA’s rigorous standards for safety, efficacy, and quality.
    “This approach capitalizes on frequent communication with sponsors, which can be a powerful tool in reducing wasted time. We are confident this more efficient process can be achieved without cutting any corners on safety or scientific evaluation,” said Principal Deputy Commissioner Sara Brenner, M.D., M.P.H.
    The CNPV program reflects the FDA’s commitment to create more efficient approval processes and modernize regulatory frameworks for greater agility to meet emerging public health needs.
    Related Information

    Related Information

    Consumer:888-INFO-FDA

    ###

    Boilerplate

    The FDA, an agency within the U.S. Department of Health and Human Services, protects the public health by assuring the safety, effectiveness, and security of human and veterinary drugs, vaccines and other biological products for human use, and medical devices. The agency also is responsible for the safety and security of our nation’s food supply, cosmetics, dietary supplements, radiation-emitting electronic products, and for regulating tobacco products.

    Content current as of:
    06/17/2025

    Follow FDA

    MIL OSI USA News –

  • MIL-OSI USA: FDA to Issue New Commissioner’s National Priority Vouchers to Companies Supporting U.S. National Interests

    Source: US Department of Health and Human Services – 3

    For Immediate Release:
    June 17, 2025

    The U.S. Food and Drug Administration today announced its Commissioner’s National Priority Voucher (CNPV) program to enhance the health interests of Americans. The new voucher may be redeemed by drug developers to participate in a novel priority program by the FDA that shortens its review time from approximately 10-12 months to 1-2 months following a sponsor’s final drug application submission.
    The new CNPV process convenes experts from FDA offices for a team-based review rather than using the standard review system of a drug application being sent to numerous FDA offices. Clinical information will be reviewed by a multidisciplinary team of physicians and scientists who will pre-review the submitted information and convene for a 1-day “tumor board style” meeting.
    “Using a common-sense approach, the national priority review program will allow companies to submit the lion’s share of the drug application before a clinical trial is complete so that we can reduce inefficiencies. The ultimate goal is to bring more cures and meaningful treatments to the American public,” said FDA Commissioner Marty Makary M.D., M.P.H. “As a surgical oncologist, we often made multidisciplinary decisions with a team of doctors on major life-and-death questions for patients, incorporating the latest medical studies in a 1-day tumor board-style discussion. This voucher harnesses that model to deliver timely decisions for drug developers.”  
    The FDA plans in the first year of the program to give a limited number of vouchers to companies aligned with U.S. national priorities. In addition to receiving the benefits of this program, the agency may also grant an accelerated approval, if the product for which the voucher is used meets the applicable legal requirements for accelerated approval. The new review program will also include enhanced communication with the sponsor throughout the process. The FDA Commissioner will use specific criteria to make the vouchers available to companies that are aligned with the national health priorities of:

    Addressing a health crisis in the U.S.
    Delivering more innovative cures for the American people.
    Addressing unmet public health needs.
    Increasing domestic drug manufacturing as a national security issue.

    To qualify, sponsors must submit the chemistry, manufacturing, and controls (CMC) portion of the application and the draft labeling at least 60 days before submitting the final application. Sponsors must also be available for ongoing communication with prompt responses to FDA inquiries during the CNPV review. The FDA reserves the right to extend the review window if the data or application components submitted are insufficient or incomplete, if the results of pivotal trial(s) are ambiguous, or if the review is particularly complex.
    Vouchers can be directed by the FDA towards a specific investigational new drug of a company or be granted to a company as an undesignated voucher, allowing a company to use the voucher for a new drug at the company’s discretion and consistent with the program’s objectives.
    This program aims to accelerate the drug review process for companies aligned with U.S. national priorities while maintaining the FDA’s rigorous standards for safety, efficacy, and quality.
    “This approach capitalizes on frequent communication with sponsors, which can be a powerful tool in reducing wasted time. We are confident this more efficient process can be achieved without cutting any corners on safety or scientific evaluation,” said Principal Deputy Commissioner Sara Brenner, M.D., M.P.H.
    The CNPV program reflects the FDA’s commitment to create more efficient approval processes and modernize regulatory frameworks for greater agility to meet emerging public health needs.
    Related Information

    Related Information

    Consumer:888-INFO-FDA

    ###

    Boilerplate

    The FDA, an agency within the U.S. Department of Health and Human Services, protects the public health by assuring the safety, effectiveness, and security of human and veterinary drugs, vaccines and other biological products for human use, and medical devices. The agency also is responsible for the safety and security of our nation’s food supply, cosmetics, dietary supplements, radiation-emitting electronic products, and for regulating tobacco products.

    Content current as of:
    06/17/2025

    Follow FDA

    MIL OSI USA News –

  • MIL-OSI: Dialbox Launches as Canada’s First AI-Powered Voice Answering Service

    Source: GlobeNewswire (MIL-OSI)

    TORONTO, June 17, 2025 (GLOBE NEWSWIRE) — Dialbox, Canada’s first fully bilingual AI voice receptionist, launches today to help Canadian businesses instantly turn incoming calls into booked appointments and captured leads. Dialbox ensures no call goes unanswered, answering on the first ring, capturing leads, booking appointments, and increasing sales, all while maintaining PIPEDA compliance and local data residency.

    Key Highlights:

    • 24/7 Voice Answering: No hold queues, no missed leads, even after hours or on holidays.
    • Bilingual & Multilingual: Speaks English and French fluently.
    • Lead Capture & Bookings: Schedules and reschedules appointments, collects caller info, and integrates with calendars and CRMs.
    • Call Intelligence: Automatically generates call recordings, transcripts, and summaries.
    • Simple Pricing: Starts at $69/month with 25 free minutes, scalable plans available for growing teams, and no hidden fees.

    Designed for Different Industries from Trades to Tech

    Dialbox works for a range of sectors, from trades like plumbing and HVAC to IT, wellness, and professional services. It intelligently captures industry-specific caller details and escalates high-priority calls when needed. Each deployment is tailored to meet the communication needs of that specific industry.

    Why Now? Why Dialbox?

    Up to 80% of callers hang up on voicemail, costing businesses leads and revenue. Human receptionists are costly and inconsistent. Dialbox offers a cost-effective, always-on solution, with some users seeing ROI within their first month.

    Available Now Launch Offers

    Businesses across Canada can start today—no credit card required. Get:

    • 25 free minutes
    • Easy 5-minute setup: train AI, forward your number, and go live in minutes

    With affordable pricing tiers and enterprise-grade options, including advanced integrations, dedicated support, Dialbox caters to businesses of all sizes.

    Founder & CEO Mike Dawson says:

    “Dialbox is transforming how Canadian small businesses manage phone calls. Instead of losing valuable leads to voicemail, businesses can now leverage AI to engage every caller instantly and professionally. It’s efficient, affordable, and delivers immediate value for both businesses and their customers.”

    About Dialbox
    Founded in 2025, Dialbox is headquartered in Toronto and is the first AI voice receptionist specifically engineered for the Canadian market. Offering bilingual support, 24/7 availability, PIPEDA-compliant privacy, and seamless integrations, Dialbox transforms missed calls into business opportunities. 

    Website: https://dialbox.ca 

    The MIL Network –

  • MIL-OSI USA: Malliotakis Leads Bipartisan Legislation to Strengthen U.S. Medical & Pharmaceutical Supply Chains

    Source: United States House of Representatives – Congresswoman Nicole Malliotakis (NY-11)

    (WASHINGTON, D.C.) – Congresswoman Nicole Malliotakis introduced the Medical Supply Chain Resiliency Act alongside Rep. Brad Schneider (D-IL) and Senators  Chris Coons (D-DE), Thom Tillis (R-NC), John Cornyn (R-TX), and Michael Bennet (D-CO). This bicameral and bipartisan legislation would authorize the United States to negotiate Trusted Trade Partner Agreements, aimed at reducing barriers that discourage manufacturing in the U.S. and partner countries. These agreements would also promote regulatory cooperation and other key trade provisions.

     

    To qualify as a Trusted Trade Partner, countries must demonstrate a commitment to global health security, uphold trade agreement compliance, protect U.S. intellectual property, and take steps to reduce trade barriers while promoting sound regulatory practices. Some potential candidates include Singapore, Indonesia, Ireland, Poland, and Switzerland.

     

    The legislation aims to strengthen global medical supply chains, enhancing U.S. national security and public health while ensuring preparedness for future pandemics. It empowers the U.S. Trade Representative to negotiate Trusted Trade Partner Agreements, reducing barriers like tariffs and quotas that discourage manufacturing in the U.S. and allied nations. Additionally, it promotes regulatory cooperation and expands access to government procurement opportunities.

     

    “If COVID taught us anything it is that it’s crucial that we reduce our reliance on foreign nations, especially adversaries like Communist China, for essential lifesaving supplies such as pharmaceuticals and medical devices. Strengthening domestic production will enhance national security, ensure a stable supply of critical medications and medical equipment, and protect Americans from future disruptions,” said Rep. Nicole Malliotakis.

    “The Medical Supply Chain Resiliency Act is a critical step toward ensuring that America’s healthcare providers have reliable access to the essential supplies they need, by strengthening trade partnerships with our allies and expanding domestic manufacturing, we can enhance our nation’s preparedness for future health challenges. I’m proud to support this bipartisan effort to reinforce our medical supply chains and protect public health,” said Senator Thom Tillis.

    “During the pandemic, the U.S. faced severe shortages of medical supplies due to overreliance on foreign adversaries like China, this legislation would allow the U.S. to engage in trade negotiations with trusted allies for medical goods and services, helping ensure we’re better prepared to respond to future global health crises,” said Senator John Cornyn.

    “Life-threatening shortages of testing kits, drugs, and masks during the COVID-19 pandemic showed us just how fragile our medical supply chains are. If we are caught off-guard like we were during COVID once again, more Americans will die, working with our most trusted trading partners to make our supply chains more resilient will strengthen our response to future public health emergencies while ensuring health care providers have access to essential medical products and patients have access to life-saving care,” said Senator Chris Coons.

     

    “The Chamber strongly supports the Medical Supply Chain Resilience Act, which will strengthen supply chains for medical goods and services while bolstering manufacturing in the U.S. and among our close allies and partners. Enhancing the resilience of medical supply chains is important to both our public health and our national security,” said the U.S. Chamber of Commerce Senior Vice President for International Policy John Murphy.

     

    “The Medical Supply Chain Resiliency Act is the type of positive approach to trade America must embrace to deepen its economic partnerships with key allies. By empowering the United States Trade Representative to negotiate new agreements with trusted trade partners, the United States has the opportunity to strengthen supply chain security, support U.S. innovation and jobs, and, ultimately, improve health outcomes. It is critically important that the United States collaborate with its allies to support the public health demands of our populations and prepare to meet the challenges of the next global health emergency. NFTC applauds Senators Tillis, Coons, Cornyn, and Bennet for championing this legislation, and urges Congress to support its swift passage,” said National Foreign Trade Council (NFTC).

     

    Earlier this year, Malliotakis reintroduced the Supply Chain Security and Growth Act of 2025, bipartisan legislation that would leverage Investment Tax Credits (ITCs) to facilitate a rapid movement of critical U.S. supply chains to Puerto Rico from less desirable and unreliable locations such as China with Reps. Jimmy Panetta (CA-19), Vern Buchanan (FL-16), Nydia Velazquez (NY-07), Mike Kelly (PA-16), Mike Lawler (NY-17) and Resident Commissioner Pablo Hernandez (PR-AL).

    MIL OSI USA News –

  • MIL-OSI USA: Malliotakis Leads Bipartisan Legislation to Strengthen U.S. Medical & Pharmaceutical Supply Chains

    Source: United States House of Representatives – Congresswoman Nicole Malliotakis (NY-11)

    (WASHINGTON, D.C.) – Congresswoman Nicole Malliotakis introduced the Medical Supply Chain Resiliency Act alongside Rep. Brad Schneider (D-IL) and Senators  Chris Coons (D-DE), Thom Tillis (R-NC), John Cornyn (R-TX), and Michael Bennet (D-CO). This bicameral and bipartisan legislation would authorize the United States to negotiate Trusted Trade Partner Agreements, aimed at reducing barriers that discourage manufacturing in the U.S. and partner countries. These agreements would also promote regulatory cooperation and other key trade provisions.

     

    To qualify as a Trusted Trade Partner, countries must demonstrate a commitment to global health security, uphold trade agreement compliance, protect U.S. intellectual property, and take steps to reduce trade barriers while promoting sound regulatory practices. Some potential candidates include Singapore, Indonesia, Ireland, Poland, and Switzerland.

     

    The legislation aims to strengthen global medical supply chains, enhancing U.S. national security and public health while ensuring preparedness for future pandemics. It empowers the U.S. Trade Representative to negotiate Trusted Trade Partner Agreements, reducing barriers like tariffs and quotas that discourage manufacturing in the U.S. and allied nations. Additionally, it promotes regulatory cooperation and expands access to government procurement opportunities.

     

    “If COVID taught us anything it is that it’s crucial that we reduce our reliance on foreign nations, especially adversaries like Communist China, for essential lifesaving supplies such as pharmaceuticals and medical devices. Strengthening domestic production will enhance national security, ensure a stable supply of critical medications and medical equipment, and protect Americans from future disruptions,” said Rep. Nicole Malliotakis.

    “The Medical Supply Chain Resiliency Act is a critical step toward ensuring that America’s healthcare providers have reliable access to the essential supplies they need, by strengthening trade partnerships with our allies and expanding domestic manufacturing, we can enhance our nation’s preparedness for future health challenges. I’m proud to support this bipartisan effort to reinforce our medical supply chains and protect public health,” said Senator Thom Tillis.

    “During the pandemic, the U.S. faced severe shortages of medical supplies due to overreliance on foreign adversaries like China, this legislation would allow the U.S. to engage in trade negotiations with trusted allies for medical goods and services, helping ensure we’re better prepared to respond to future global health crises,” said Senator John Cornyn.

    “Life-threatening shortages of testing kits, drugs, and masks during the COVID-19 pandemic showed us just how fragile our medical supply chains are. If we are caught off-guard like we were during COVID once again, more Americans will die, working with our most trusted trading partners to make our supply chains more resilient will strengthen our response to future public health emergencies while ensuring health care providers have access to essential medical products and patients have access to life-saving care,” said Senator Chris Coons.

     

    “The Chamber strongly supports the Medical Supply Chain Resilience Act, which will strengthen supply chains for medical goods and services while bolstering manufacturing in the U.S. and among our close allies and partners. Enhancing the resilience of medical supply chains is important to both our public health and our national security,” said the U.S. Chamber of Commerce Senior Vice President for International Policy John Murphy.

     

    “The Medical Supply Chain Resiliency Act is the type of positive approach to trade America must embrace to deepen its economic partnerships with key allies. By empowering the United States Trade Representative to negotiate new agreements with trusted trade partners, the United States has the opportunity to strengthen supply chain security, support U.S. innovation and jobs, and, ultimately, improve health outcomes. It is critically important that the United States collaborate with its allies to support the public health demands of our populations and prepare to meet the challenges of the next global health emergency. NFTC applauds Senators Tillis, Coons, Cornyn, and Bennet for championing this legislation, and urges Congress to support its swift passage,” said National Foreign Trade Council (NFTC).

     

    Earlier this year, Malliotakis reintroduced the Supply Chain Security and Growth Act of 2025, bipartisan legislation that would leverage Investment Tax Credits (ITCs) to facilitate a rapid movement of critical U.S. supply chains to Puerto Rico from less desirable and unreliable locations such as China with Reps. Jimmy Panetta (CA-19), Vern Buchanan (FL-16), Nydia Velazquez (NY-07), Mike Kelly (PA-16), Mike Lawler (NY-17) and Resident Commissioner Pablo Hernandez (PR-AL).

    MIL OSI USA News –

  • MIL-OSI USA: Malliotakis Leads Bipartisan Legislation to Strengthen U.S. Medical & Pharmaceutical Supply Chains

    Source: United States House of Representatives – Congresswoman Nicole Malliotakis (NY-11)

    (WASHINGTON, D.C.) – Congresswoman Nicole Malliotakis introduced the Medical Supply Chain Resiliency Act alongside Rep. Brad Schneider (D-IL) and Senators  Chris Coons (D-DE), Thom Tillis (R-NC), John Cornyn (R-TX), and Michael Bennet (D-CO). This bicameral and bipartisan legislation would authorize the United States to negotiate Trusted Trade Partner Agreements, aimed at reducing barriers that discourage manufacturing in the U.S. and partner countries. These agreements would also promote regulatory cooperation and other key trade provisions.

     

    To qualify as a Trusted Trade Partner, countries must demonstrate a commitment to global health security, uphold trade agreement compliance, protect U.S. intellectual property, and take steps to reduce trade barriers while promoting sound regulatory practices. Some potential candidates include Singapore, Indonesia, Ireland, Poland, and Switzerland.

     

    The legislation aims to strengthen global medical supply chains, enhancing U.S. national security and public health while ensuring preparedness for future pandemics. It empowers the U.S. Trade Representative to negotiate Trusted Trade Partner Agreements, reducing barriers like tariffs and quotas that discourage manufacturing in the U.S. and allied nations. Additionally, it promotes regulatory cooperation and expands access to government procurement opportunities.

     

    “If COVID taught us anything it is that it’s crucial that we reduce our reliance on foreign nations, especially adversaries like Communist China, for essential lifesaving supplies such as pharmaceuticals and medical devices. Strengthening domestic production will enhance national security, ensure a stable supply of critical medications and medical equipment, and protect Americans from future disruptions,” said Rep. Nicole Malliotakis.

    “The Medical Supply Chain Resiliency Act is a critical step toward ensuring that America’s healthcare providers have reliable access to the essential supplies they need, by strengthening trade partnerships with our allies and expanding domestic manufacturing, we can enhance our nation’s preparedness for future health challenges. I’m proud to support this bipartisan effort to reinforce our medical supply chains and protect public health,” said Senator Thom Tillis.

    “During the pandemic, the U.S. faced severe shortages of medical supplies due to overreliance on foreign adversaries like China, this legislation would allow the U.S. to engage in trade negotiations with trusted allies for medical goods and services, helping ensure we’re better prepared to respond to future global health crises,” said Senator John Cornyn.

    “Life-threatening shortages of testing kits, drugs, and masks during the COVID-19 pandemic showed us just how fragile our medical supply chains are. If we are caught off-guard like we were during COVID once again, more Americans will die, working with our most trusted trading partners to make our supply chains more resilient will strengthen our response to future public health emergencies while ensuring health care providers have access to essential medical products and patients have access to life-saving care,” said Senator Chris Coons.

     

    “The Chamber strongly supports the Medical Supply Chain Resilience Act, which will strengthen supply chains for medical goods and services while bolstering manufacturing in the U.S. and among our close allies and partners. Enhancing the resilience of medical supply chains is important to both our public health and our national security,” said the U.S. Chamber of Commerce Senior Vice President for International Policy John Murphy.

     

    “The Medical Supply Chain Resiliency Act is the type of positive approach to trade America must embrace to deepen its economic partnerships with key allies. By empowering the United States Trade Representative to negotiate new agreements with trusted trade partners, the United States has the opportunity to strengthen supply chain security, support U.S. innovation and jobs, and, ultimately, improve health outcomes. It is critically important that the United States collaborate with its allies to support the public health demands of our populations and prepare to meet the challenges of the next global health emergency. NFTC applauds Senators Tillis, Coons, Cornyn, and Bennet for championing this legislation, and urges Congress to support its swift passage,” said National Foreign Trade Council (NFTC).

     

    Earlier this year, Malliotakis reintroduced the Supply Chain Security and Growth Act of 2025, bipartisan legislation that would leverage Investment Tax Credits (ITCs) to facilitate a rapid movement of critical U.S. supply chains to Puerto Rico from less desirable and unreliable locations such as China with Reps. Jimmy Panetta (CA-19), Vern Buchanan (FL-16), Nydia Velazquez (NY-07), Mike Kelly (PA-16), Mike Lawler (NY-17) and Resident Commissioner Pablo Hernandez (PR-AL).

    MIL OSI USA News –

  • MIL-OSI USA: Malliotakis Leads Bipartisan Legislation to Strengthen U.S. Medical & Pharmaceutical Supply Chains

    Source: United States House of Representatives – Congresswoman Nicole Malliotakis (NY-11)

    (WASHINGTON, D.C.) – Congresswoman Nicole Malliotakis introduced the Medical Supply Chain Resiliency Act alongside Rep. Brad Schneider (D-IL) and Senators  Chris Coons (D-DE), Thom Tillis (R-NC), John Cornyn (R-TX), and Michael Bennet (D-CO). This bicameral and bipartisan legislation would authorize the United States to negotiate Trusted Trade Partner Agreements, aimed at reducing barriers that discourage manufacturing in the U.S. and partner countries. These agreements would also promote regulatory cooperation and other key trade provisions.

     

    To qualify as a Trusted Trade Partner, countries must demonstrate a commitment to global health security, uphold trade agreement compliance, protect U.S. intellectual property, and take steps to reduce trade barriers while promoting sound regulatory practices. Some potential candidates include Singapore, Indonesia, Ireland, Poland, and Switzerland.

     

    The legislation aims to strengthen global medical supply chains, enhancing U.S. national security and public health while ensuring preparedness for future pandemics. It empowers the U.S. Trade Representative to negotiate Trusted Trade Partner Agreements, reducing barriers like tariffs and quotas that discourage manufacturing in the U.S. and allied nations. Additionally, it promotes regulatory cooperation and expands access to government procurement opportunities.

     

    “If COVID taught us anything it is that it’s crucial that we reduce our reliance on foreign nations, especially adversaries like Communist China, for essential lifesaving supplies such as pharmaceuticals and medical devices. Strengthening domestic production will enhance national security, ensure a stable supply of critical medications and medical equipment, and protect Americans from future disruptions,” said Rep. Nicole Malliotakis.

    “The Medical Supply Chain Resiliency Act is a critical step toward ensuring that America’s healthcare providers have reliable access to the essential supplies they need, by strengthening trade partnerships with our allies and expanding domestic manufacturing, we can enhance our nation’s preparedness for future health challenges. I’m proud to support this bipartisan effort to reinforce our medical supply chains and protect public health,” said Senator Thom Tillis.

    “During the pandemic, the U.S. faced severe shortages of medical supplies due to overreliance on foreign adversaries like China, this legislation would allow the U.S. to engage in trade negotiations with trusted allies for medical goods and services, helping ensure we’re better prepared to respond to future global health crises,” said Senator John Cornyn.

    “Life-threatening shortages of testing kits, drugs, and masks during the COVID-19 pandemic showed us just how fragile our medical supply chains are. If we are caught off-guard like we were during COVID once again, more Americans will die, working with our most trusted trading partners to make our supply chains more resilient will strengthen our response to future public health emergencies while ensuring health care providers have access to essential medical products and patients have access to life-saving care,” said Senator Chris Coons.

     

    “The Chamber strongly supports the Medical Supply Chain Resilience Act, which will strengthen supply chains for medical goods and services while bolstering manufacturing in the U.S. and among our close allies and partners. Enhancing the resilience of medical supply chains is important to both our public health and our national security,” said the U.S. Chamber of Commerce Senior Vice President for International Policy John Murphy.

     

    “The Medical Supply Chain Resiliency Act is the type of positive approach to trade America must embrace to deepen its economic partnerships with key allies. By empowering the United States Trade Representative to negotiate new agreements with trusted trade partners, the United States has the opportunity to strengthen supply chain security, support U.S. innovation and jobs, and, ultimately, improve health outcomes. It is critically important that the United States collaborate with its allies to support the public health demands of our populations and prepare to meet the challenges of the next global health emergency. NFTC applauds Senators Tillis, Coons, Cornyn, and Bennet for championing this legislation, and urges Congress to support its swift passage,” said National Foreign Trade Council (NFTC).

     

    Earlier this year, Malliotakis reintroduced the Supply Chain Security and Growth Act of 2025, bipartisan legislation that would leverage Investment Tax Credits (ITCs) to facilitate a rapid movement of critical U.S. supply chains to Puerto Rico from less desirable and unreliable locations such as China with Reps. Jimmy Panetta (CA-19), Vern Buchanan (FL-16), Nydia Velazquez (NY-07), Mike Kelly (PA-16), Mike Lawler (NY-17) and Resident Commissioner Pablo Hernandez (PR-AL).

    MIL OSI USA News –

  • MIL-OSI Canada: Speech by FCAC Commissioner Shereen Benzvy Miller for the Open Banking Expo Canada 2025

    Source: Government of Canada News

    Check against delivery. This speech has been translated in accordance with the Government of Canada’s official languages policy and edited for posting and distribution in accordance with its communications policy.

    Delivered June 17, 2025, in Toronto, Ontario

    Thank you for the invitation to speak at Open Banking Expo. It is a pleasure to be here.

    I’ll be speaking in English today, but if any of our francophone colleagues have questions or would like me to clarify anything, please don’t hesitate to come chat with me afterwards. / Je vais m’exprimer en anglais aujourd’hui, mais si les participants francophones ont des questions ou souhaitent des précisions, n’hésitez surtout pas à venir me voir par la suite.

    As you have heard, I am Commissioner of the Financial Consumer Agency of Canada, the organization responsible for implementing Canada’s Consumer-Driven Banking Framework.

    This is a new role for us. In taking it on, we build on a foundation of: 

    • deep knowledge of how the banking industry in Canada functios
    • long-lasting and ongoing partnerships and collaboration with stakeholders in the financial ecosystem
    • and our research and data-driven insights on consumers’ needs, behaviours, and expectations.

    I want to update you on progress we and our partners have made in developing a secure framework for consumer-driven banking, which will protect Canadians, foster innovation, and build consumer trust.

    I will also highlight how our approach is grounded in research and data. I want to emphasize that evidence is shaping every step we take.

    Consumer-driven banking — or “open banking” — is already part of the lives of Canadians.

    A growing number of us share our financial data online with various service providers, including the many fintechs here today.

    Canadians appreciate the growing array of products and services offered by fintechs. Thanks to these, the financial industry is more inclusive and efficient than ever.

    But …. in this generally positive picture, there is an important blemish.

    It won’t surprise you to hear that I am referring to screen-scraping. I know that for many of you, screen-scraping only touches a subset of your business.

    But we can all agree that there is a better way to share data, given the host of security, liability, and privacy risks posed by screen-scraping—both for consumers and for the financial system.

    FCAC’s research on public awareness and understanding of open banking indicates a significant preference against the use of screen-scraping.

    When Canadians were introduced to the concept of screen-scraping and given an explanation of how it works—because most were unfamiliar with it—86% stated they would rather not use it.

    This finding highlights the public’s preference for trustworthy, transparent, well-regulated methods for participating in financial transactions online, that ensure privacy, security, and control over their financial data.

    Consumer trust

    Our international research tells us that trust not only strongly influences consumers’ willingness to engage with open banking products and services, but that it’s also key to increasing financial inclusion—because consumers are more willing to share financial data when they trust the system.

    We also know from the open banking experience in the UK and Australia that good design—which emphasizes transparency, control, and ease of use—significantly increases consumers’ comfort with data sharing.

    And consumer trust is not just essential for individuals—it’s a driving force for business growth and innovation.

    A Bank of England study found that even a modest increase in consumer trust made fintechs nearly 4 times more likely to invest and participate in open banking.

    This shows that when consumers feel secure about financial innovations, businesses are more willing to invest, expand, and develop solutions that drive the future of finance.

    As for consumer protection, our research confirms that most Canadians would not trust sharing their financial data without the safeguards they are used to when dealing with regulated entities like banks, such as:

    • protection from identify theft and financial losses due to data breaches or fraud
    • and clear complaints-handling and redress mechanisms to make things right if something goes wrong.
    • It follows that success will be measured by our ability to develop a financial experience that is both seamlessly integrated and highly trusted, so it becomes part of daily life.

    The same way we no longer think twice about tapping a screen to connect with loved ones, navigate a city, or take a photo.

    We envision a future—not too far off—where consumers can securely share their financial data with trusted providers at the tap of a button, receive personalized insights in real time, and switch between services with the same ease as switching between apps.

    So, how do we build consumer trust?

    We do it by getting the foundation right.

    Foundational elements

    The foundational elements are set out in the Consumer-Driven Banking Act that came into force last year. It was an important step in reshaping the financial landscape.

    Among other things:

    • The Act authorizes FCAC to implement and oversee the Consumer-Driven Banking Framework with a focus on safeguarding consumer interests.
    • The Act also grants the Minister of Finance the authority to designate a technical standards body that will be responsible for developing secure application programming interface standards to be used by participants when sharing consumers’ financial data.
    • And the Act clarifies some of the requirements—including what is the in-scope data that can be shared between Framework participants—as creates a public registry of participants by FCAC (which are requirements that are not yet in force).

    Since the Act was adopted, my team has been working closely with the Department of Finance, with industry, and with other stakeholders.

    Along the way, we have drawn important lessons from the experience of other jurisdictions, which we aim to capitalize on.

    Technical standards and common rules

    Under the new Act, FCAC will be responsible for supervising the technical standards body, the external complaints body, and the financial service providers participating in open banking, to ensure they meet their respective obligations.

    We are also developing common rules with the Department of Finance. These will address consumer protection interests, as well as privacy, liability, security, national security, and integrity obligations.

    The common rules will ensure a consistent application of safeguards and uniformity of practice by financial service providers.

    Accreditation

    We are also working on developing an accreditation process to ensure only trusted entities can access financial data when requested by a consumer.

    Accredited entities will display a common visual identifier. Upon seeing this logo, consumers will be able to trust that they are dealing with a provider that has been authorized to participate in the open-banking ecosystem.

    We want to design a process that allows for as many participants as possible, to foster innovation, encourage competition, and promote a more inclusive financial system.

    Key desired elements of the eventual accreditation scheme have already been outlined in public policy statements.

    They include the need for participants to:

    • meet national security safeguards that align with existing financial sector frameworks such as the Retail Payment Activities Act
    • provide mandatory reporting of key information to FCAC on a regular basis
    • and demonstrate robust cybersecurity and data-protection practices, and an ability to meet common rules on consumer protection.

    Together, these elements form the foundation of a robust accreditation framework that prioritizes national security, regulatory transparency, and consumer trust.

    Consumer awareness

    FCAC is also developing a consumer awareness strategy.

    To inform the strategy, we are conducting public opinion research and collaborating with international jurisdictions that have implemented open banking, to learn from their experiences.

    One lesson we have already learned is that timely communications—about how open banking works and how it will add value—are vital.

    By timely, I mean that wide-spread promotion should ideally take place as soon as there are concrete and compelling applications by participants in the Framework.

    The awareness strategy will also be driven by the reality that most consumers have never heard of open banking.

    Our research shows that only 9% of Canadians know what it is, and awareness is especially low among seniors, lower income respondents, and women.

    Moreover, of the Canadians who have heard of open banking, few understand how it works or how it can benefit them.

    We’ll have to demystify open banking and demonstrate through real-life examples how open banking can give them more control, more choice, and more confidence in their financial lives.

    Next steps

    Today, I have discussed how the Financial Consumer Agency of Canada is moving with partners to establish the necessary foundational elements of Canada’s Consumer-Driven Banking Framework—all based on best practices and evidence-based research.

    As for the next steps, we look forward to the next round of legislative amendments being tabled in Parliament by the Minister of Finance. These will be followed by regulations.

    And to make sure that industry players understand what’s expected of them, our Agency will issue supervisory guidance.

    This guidance will reflect the Agency’s commitment to promoting understanding and compliance within the consumer-driven banking ecosystem.

    And to facilitate collaboration, we will establish an advisory committee including members from Federal, provincial, and territorial governments.

    Our goal is to deliver a modern financial ecosystem that fosters innovation, enhances Canada’s global competitiveness, protects consumers, and maintains their trust.

    Specifically, consumers must trust that they can control, edit, manage, and delete their financial information, and that they can decide when, how, and to what extent their data are shared with others.

    Together, we can develop a framework that doesn’t just open doors to innovation but opens possibilities for every Canadian to take control of their financial journey.

    My team at the Agency and I are committed and excited about what the future will bring.

    We look forward to continuing our collaboration with all of you on developing a framework that will benefit both Canadians and Canada’s financial system

    Thank you

    MIL OSI Canada News –

  • MIL-OSI: BitLyft Founder and CEO Named 2025 Security Business Innovator

    Source: GlobeNewswire (MIL-OSI)

    ST. JOHNS, Mich., June 17, 2025 (GLOBE NEWSWIRE) — BitLyft, a leading managed detection and response provider (MDR) offering a holistic defense approach, announces that Jason Miller, Founder & CEO, has been named to the Security Business Innovator Awards from Security Business, Security Technology Executive, and SecurityInfoWatch media outlets. These awards honor visionary individuals, as chosen by peers, across the spectrum of the security industry, including integrators, consultants, end-users, and manufacturers. Jason was selected for his vision, technical acumen, and relentless commitment to protecting organizations from cyber threats.

    “This award is definitely an honor not just for me, but for the entire BitLyft team who are committed to helping clients combat sophisticated cyberattacks through cutting edge technology and services,” says Jason Miller, CEO, BitLyft.

    “Innovation and advancements in technology are crucial for ensuring that new products, solutions and services can be developed, implemented and managed,” explains SecurityInfoWatch Editorial Director Steve Lasky. “The Security Innovator Awards emphasize applauding innovation and reward those individuals who demonstrate an outstanding level of excellence within our vital and constantly evolving industry.”

    Under Jason’s leadership, BitLyft remains at the cutting edge of security technology. The company consistently refines its platform to incorporate leading edge technologies like artificial intelligence, predictive analytics, geo-blocking, and others. BitLyft’s solutions, designed to help secure small to mid-sized enterprises, are scalable, cost-effective, and easily deployed.

    Jason’s expertise in cybersecurity extends to incident response and threat intelligence. He has played a pivotal role in helping organizations navigate complex cyber incidents, minimizing damage, and ensuring swift recovery. BitLyft’s advanced threat intelligence capabilities have provided businesses with actionable insights to stay ahead of cyber adversaries.

    Beyond technology, Jason Miller has dedicated himself to raising cybersecurity awareness and fostering a culture of security consciousness. He actively engages with industry professionals, business leaders, and government agencies to promote best practices and cybersecurity literacy. Through thought leadership, webinars, podcasts, and educational initiatives, Jason has significantly strengthened the overall cybersecurity posture of organizations across various sectors.

    About BitLyft

    BitLyft enables utilities and corporations to meet regulatory and audit mandates for SOC2 Compliance. The venture’s managed detection and response (MDR) services with an Automated Incident Response (AIR) platform can be implemented cost-effectively and quickly. Prioritizing tech-powered yet high-touch cybersecurity solutions creates a holistic defense, giving clients unwavering confidence; BitLyft staff pledge to prioritize and protect every client. For more information, visit www.bitlyft.com.

    For More Information, Contact:
    Becky Boyd
    MediaFirst
    Cell: (404) 421-8497
    Becky@MediaFirst.Net

    The MIL Network –

  • MIL-OSI: Double Deposit Bonus. 100x Leverage. No KYC. Crypto Futures Trading for Everyone on BexBack.

    Source: GlobeNewswire (MIL-OSI)

    SINGAPORE, June 17, 2025 (GLOBE NEWSWIRE) — As Bitcoin returns to around $105K, the cryptocurrency market is once again in high volatility. Experienced traders know that the real opportunity lies not in holding, but in leveraged futures trading.

    In high-volatility conditions like these, spot traders often struggle to generate short-term profits. That’s why more and more investors are turning to 100x leverage crypto futures to amplify gains and capitalize on market swings.

    BexBack Exchange is at the forefront of this shift, offering powerful tools and unmatched promotions to help users seize the moment. The platform now features:

    Why Trade with 100x Leverage?

    1. Amplified Profits – Control large positions with a small capital base, turning small moves into major wins.
    2. Low Entry Barrier – Enter high-value trades without locking up massive funds.
    3. Trade Volatility with Precision – Profit in both bullish and bearish markets.
    4. Maximize Capital Efficiency – Free up your assets for multiple strategies.
    5. Profit in Any Direction – Long or short, leveraged futures let you adapt instantly.

    What Is 100x Leverage — and Why It Works

    Imagine BTC is at $100,000.
    You go long with 1 BTC using 100x leverage — meaning you’re trading as if you had 100 BTC.
    If BTC rises just 5%, to $105,000, you gain 5 BTC in profit — a 500% ROI.

    And with BexBack’s 100% deposit bonus, if you started with 2 BTC, your margin becomes 4 BTC. That 5% move would now return up to 10 BTC — a 1000% ROI.
    (Note: While leverage multiplies gains, it also increases risk. Manage carefully.)

    How the 100% Deposit Bonus Works

    • Bonus is automatically credited after your qualifying deposit.
    • It can’t be withdrawn directly — but can be used to increase position size or reduce liquidation risk.
    • Works as “extra margin” in volatile markets — helping you stay in the trade longer.

    Why More Traders Are Switching to BexBack

    BexBack is licensed as a U.S. MSB (Money Services Business) and serves over 500,000 users across North America, Europe, and Asia. Unlike many competitors, BexBack removes friction — with no identity checks and instant onboarding.

    Platform Highlights:

    • No KYC Required – Start trading instantly with just an email
    • 100% Deposit Bonus – Double your capital instantly
    • 100x Leverage – Maximize your trading power
    • Zero Slippage & No Spread – What you see is what you get
    • 10 BTC Demo Account – Practice risk-free before going live
    • Web + Mobile Support – Trade anywhere, anytime
    • 24/7 Global Support – Professional customer service at your side
    • Affiliate Program – Earn up to 50% commission as a BexBack partner

    Are you ready to make money?

    Missed the last crypto wave? Don’t miss this one.

    With 100x leverage, up to $50 welcome bonus, and no KYC, BexBack lets you trade faster, smarter, and with full control.

    The next bull run doesn’t wait — why should you?

    Sign Up Now on BexBack — Break the 100x Leverage and KYC Barriers, Get Double Deposit Bonus and $50 Welcome Bonus Instantly.

    Website: www.bexback.com

    Contact: business@bexback.com

    Contact:
    Amanda
    business@bexback.com

    Disclaimer: This content is provided by BexBack. The statements, views, and opinions expressed in this content are solely those of the content provider and do not necessarily reflect the views of this media platform or its publisher. We do not endorse, verify, or guarantee the accuracy, completeness, or reliability of any information presented. We do not guarantee any claims, statements, or promises made in this article. This content is for informational purposes only and should not be considered financial, investment, or trading advice. Investing in crypto and mining-related opportunities involves significant risks, including the potential loss of capital. It is possible to lose all your capital. These products may not be suitable for everyone, and you should ensure that you understand the risks involved. Seek independent advice if necessary. Speculate only with funds that you can afford to lose. Readers are strongly encouraged to conduct their own research and consult with a qualified financial advisor before making any investment decisions. However, due to the inherently speculative nature of the blockchain sector—including cryptocurrency, NFTs, and mining—complete accuracy cannot always be guaranteed. Neither the media platform nor the publisher shall be held responsible for any fraudulent activities, misrepresentations, or financial losses arising from the content of this press release. In the event of any legal claims or charges against this article, we accept no liability or responsibility. Globenewswire does not endorse any content on this page.

    Legal Disclaimer: This media platform provides the content of this article on an “as-is” basis, without any warranties or representations of any kind, express or implied. We assume no responsibility for any inaccuracies, errors, or omissions. We do not assume any responsibility or liability for the accuracy, content, images, videos, licenses, completeness, legality, or reliability of the information presented herein. Any concerns, complaints, or copyright issues related to this article should be directed to the content provider mentioned above.

    Photos accompanying this announcement are available at
    https://www.globenewswire.com/NewsRoom/AttachmentNg/c4b520d3-e7a6-4d16-9830-6a16a53ba7f7

    https://www.globenewswire.com/NewsRoom/AttachmentNg/e74a667b-491f-4a37-a559-d2305b0a5b42

    https://www.globenewswire.com/NewsRoom/AttachmentNg/2276ba74-58f3-42ec-892b-86f18f7511e5

    https://www.globenewswire.com/NewsRoom/AttachmentNg/e0f4d47b-304c-44f7-a8d7-73403c1de0d8

    The MIL Network –

  • MIL-OSI Russia: Interview with Alexander Novak for Vedomosti newspaper

    Translation. Region: Russian Federal

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

    Alexander Novak: The main factors of economic development are within our country.

    Question: One of the key tracks of the upcoming SPIEF is: “The World Economy – a New Platform for Global Growth”. Over the past few months, the world economy has experienced not just a series of shocks, but real tectonic shifts. In your opinion, is global growth, in the context of a general movement, possible or is the world steadily moving towards regionalization?

    A. Novak: Global economic growth will continue to some extent until 2030. However, the dynamics of its growth will depend on new challenges and threats that primarily affect global trade flows. This primarily concerns the increasing economic fragmentation of global markets – when trade, investment, exchange of services and technologies are subject to the logic of “mine” and “others”. As a result, investment activity and the well-being of the world’s population are declining.

    These processes did not begin yesterday. Since the early 2000s, the economic center of the world has been shifting from the West to the East. Developing countries, primarily China, are gaining a much greater role in the global economy. Of course, this situation does not suit those who are used to dictating their terms. And we increasingly see how, in order to counteract the growing influence of developing countries on the world economy, Western countries are making active attempts to maintain the status quo on the world stage and preserve their leadership.

    As a consequence, the strengthening of protectionism in the national economy and the revision of the existing results of globalization come to the fore. The main steps in this direction were the actual destruction of the multilateral mechanisms of the WTO, unilateral tariff and non-tariff restrictions on developing countries under the pretext of “threats to national interests”, and the introduction of various sanctions against competitors.

    The current escalation of tariff restrictions is also, of course, another consequence of the confrontation between the West and the rest of the world. The desire to maintain dominant positions in the global economy is happening by “pushing” bilateral agreements instead of multilateral ones. And such steps obviously lead to a new round of regionalization, observed since 2022, and the consolidation of countries within “blocs”.

    In the current conditions, the priority for us is to ensure the implementation of the national development agenda and the construction of sustainable partnerships with friendly countries with their own infrastructure to ensure the interests of these partnerships. This concerns the economic, financial and technological sovereignty of the Russian Federation, which, in the context of involvement in global value chains, requires, first of all, a reconfiguration of foreign economic relations with trading partners.

    I would like to remind you that we took into account the trends of regionalization of the global economy when preparing the Strategy for Foreign Economic Activity adopted by the government at the beginning of last year, therefore, relations with trading partners are built and developed taking into account the influence of geo-economic fragmentation and the opportunities opening up for Russia.

    Question: One of the undisputed leaders of destabilization has become the new US tariffs, which with a high degree of probability will lead to a redrawing of trade flows. What is this primarily for Russia – a risk or an opportunity? How many percent or percentage points of Russia’s GDP can a global trade war take away?

    A. Novak: Subtract or add? No, seriously, from the point of view of forecasting, the situation in world trade is currently the largest zone of uncertainty. There are a great many development options, their implementation depends on a large number of external and internal factors.

    The world is wider than individual Western countries and their circle of partners. Most likely, the situation with trade wars will not be universal. Some commodity flows will be redirected, as usually happens in trade wars.

    At the same time, there will be no repetition of the pandemic situation, when global trade stopped and trade flows collapsed. Therefore, the baseline forecast scenario approved by the government assumes that the growth rate of global trade will slow down, but will not go into recession.

    You are right, for us there are really two sides to the coin: risks and opportunities. The risks are related to the overall slowdown of the global economy, as well as demand and prices for traditional Russian export goods. On the other hand, this is a possible reduction in logistics costs, the opening of new niches, the substitution of Russian products for goods that will leave certain markets. From the point of view of imports, risks arise for our domestic market and domestic producers.

    And yet, no matter how the situation in the world develops, the main factors of the development of the Russian economy are not outside, but inside our country. The main one, with all the importance of the proactive work of the government and the Bank of Russia, is private entrepreneurial initiative. The flexibility and adaptive capacity of national business is the key to the stability of our economy in recent years. The main task of the authorities is to develop and support these qualities in every possible way.

    However, when you think about all the changes that you said were caused by “destabilizing US tariffs,” it is important to understand that tariffs are just a tool, and the goal is not to redirect trade flows. The goal, apparently, is to return key production chains to the native territory of the United States, to return production, competencies, infrastructure. Localization of value chains is what the Trump administration wants to achieve. What level of tariffs is needed to deploy investment? This is an interesting question. I think 10-15% of the final tariff, given how many times goods cross customs borders in the modern world, will be quite enough to create incentives to redirect investment flows. And the current 50% or 100% tariffs are nothing more than a negotiating position from which negotiating tactics have begun to form.

    Question: Is the government considering measures to stimulate investment activity of Russians? Can more active attraction of citizens’ funds to the stock market help businesses solve the problem of lack of financing?

    A. Novak: Yes, of course, measures to stimulate investment activity are being taken, including, as you know, within the framework of the national project “Efficient and Competitive Economy” and the federal project “Development of the Financial Market” included in it. Also, separate support measures of the federal projects “SME” and “Technology” are aimed at the development of SMEs and small technology companies by attracting funds from the financial market, respectively.

    In the context of achieving the “May decree” indicators, our citizens have the opportunity to invest in long-term instruments. For example, one of them is the Long-Term Savings Program, LTS. It involves the state creating conditions for the formation of long-term savings, which are formed both from personal funds and from the pension savings of citizens.

    This program is a new universal savings product that will allow everyone, with the stimulating support of the state, to form capital for their priority goals. PDS is especially relevant for families seeking to provide for the future of their children, create a financial safety net, purchase housing or pay for education. Together with banks, we are trying to actively inform citizens about the availability of such programs and the opportunities they provide.

    Another tool for stimulating investment is more active attraction of citizens’ funds to the stock market, which can have a significant impact on solving the problem of lack of financing for businesses. Firstly, attracting citizens’ funds will help diversify sources of financing for businesses. This will reduce companies’ dependence on bank loans and allow them to more easily adapt to changing economic conditions.

    In addition, active participation of citizens in the stock market can contribute to increasing the financial literacy of the population. Educated investors better understand the risks and opportunities, and accordingly, they make more informed investment decisions. This, in turn, creates a healthier investment environment and promotes economic growth.

    Of course, we understand that the designated incentives will work much better with a reduction in deposit rates. This applies to interest rates on both deposits and loans. According to our estimates, a gradual, correct cooling of the economy is already underway. Citizens will eventually withdraw from deposits and consider the possibility of diversifying their savings.

    Question: What drivers do you think the capital market might have in the current geopolitical and economic conditions?

    A. Novak: There are several such incentives or drivers now. The main “driver” is macroeconomic stability. Reducing inflation expectations, consistent and predictable economic policy contribute to the growth of investor confidence in the stock and bond market.

    Controlling inflation helps reduce investment risks and increases the attractiveness of assets in the capital market.

    In the context of sanctions pressure and limited access to international financial markets, Russian companies are seeking to find new sources of financing within the country. As a result, there is demand for financial instruments such as bonds and shares, and this can contribute to the growth of the stock market. An increase in the number of issuers and an expansion of the range of financial products offered also contribute to the development of the capital market.

    The development of infrastructure for attracting investment can also be an important driver. Authorities and financial institutions can introduce new mechanisms to support business, such as tax incentives for investors, programs to improve the financial literacy of the population, and the creation of more convenient conditions for entering the stock market. This will not only increase the number of investors, but also increase their confidence in financial instruments.

    In addition, in my opinion, digitalization and the development of financial technologies, digital platforms give a significant boost to the capital market. Another plus in this regard is that digital technologies contribute to the growth of liquidity and the reduction of transaction costs.

    Question: At the recent government strategy session on the National Model of Target Conditions for Doing Business, you specifically emphasized that by 2030, Russia should be among the top 20 countries in terms of the investment climate, as assessed by the World Bank B-READY rating. This rating will be discussed at the SPIEF. What do you see as the key priorities for improving the business climate in Russia? In what aspects are there the largest “development zones” today?

    A. Novak: First of all, I would like to clarify that the World Bank’s international rating of the business and investment climate is one of the bases for the formation of the National Model of Target Conditions for Doing Business, along with Russia’s national development goals and the rating of the state of the investment climate.

    When analyzing the data of the pilot study of the business climate in Russia, conducted by the Agency for Strategic Initiatives, “development zones” were identified. Within the areas of engineering infrastructure, labor standards, taxation, dispute resolution, businesses have the most difficulties with the effectiveness of law enforcement of public services, even taking into account the well-developed regulatory framework in the country. We have formed working groups that are currently developing initiatives to improve indicators, such as reducing the number of hours for preparing and submitting tax reports. We are talking about reporting, which currently amounts to about 160 hours per year. Another example: the implementation of initiatives to develop alternative forms of dispute resolution, primarily through arbitration courts and mediation.

    The opposite situation has developed in the areas of business registration, financial services, and bankruptcy procedures. The assessment shows the need to improve regulatory and legal acts in Russian legislation. For example, such initiatives as the development and adoption of norms on restructuring, on pre-trial debt restructuring in order to reduce the period of bankruptcy of companies. In addition, norms are being discussed that change the process of asset sales and asset replacement in bankruptcy proceedings.

    Focusing, among other things, on the international rating, we plan to present the key priorities and results of the formation of the National Model at the St. Petersburg Forum; we are open and will be glad to have as many interested parties as possible participate in the discussion.

    Question: Does the government have a scenario for economic development in which sanctions against Russia are relaxed? If so, which restrictions do you think would be the most realistic to lift?

    A. Novak: Such a scenario is among many forecasts developed by the Ministry of Economic Development, but it is not the main one. The basic forecast scenario approved by the government does not include any drastic changes in terms of sanctions pressure.

    Question: Oil prices are now also under the control of geopolitics. In your opinion, can we say that we are once again entering an “era of low prices”? Is OPEC’s decision to accelerate production growth relevant in this context? Is its adjustment being discussed?

    A. Novak: Global oil prices have historically been under pressure from both political factors and the balance of supply and demand. The key factor of volatility in recent years has been the situation in the Middle East and the risks of supply restrictions through the Strait of Hormuz, as well as the ongoing recovery of the global economy and the risks associated with trade wars unleashed by the United States.

    Historically, affordable prices provoke additional demand for oil while global fuel competition continues. And in general, the world is experiencing a need for additional volumes of raw materials. We believe that OPEC objectively assesses the situation regarding the prospects for global oil demand, and we highly appreciate the competence of OPEC experts.

    As for the issue of adjustment, OPEC countries are in constant contact, monitor the market situation and are ready to respond flexibly and promptly to any changes in the market situation. If necessary, the parameters of the deal can be adjusted in the future to ensure an optimal balance between supply and demand.

    And in the short term, oil prices are always under the power of geopolitics. For example, the current aggravation of the Israeli-Iranian conflict. The key questions that good economists ask in such cases of external shocks are whether the shock is temporary (short-term) or permanent (permanent) and from which side is it – demand or supply? And from these options, the scenario and development of optimal policy occurs.

    Question: The SPIEF is planning to discuss the balance of interests of producers and consumers in the global fuel and energy market. You personally participated in the formation of the current architecture of balance, which allowed the markets to be stabilized. Today, do you see risks of disruption of the balance of supply and demand in the oil market in the medium term?

    A. Novak: The data show that in April, the demand for oil in the world was about 103.1 mbps with supply at 103.7 mbps. Given the current state of the oil market and its overall balance, as well as the traditionally high demand season in the summer, it is extremely important for each country to fulfill its obligations.

    The radical change in the external economic environment (I mean the growing sanctions pressure, the unstable geopolitical situation in the Middle East, as well as the high volatility in the global oil market) confirms that the current mechanism for implementing the agreement is the most effective tool. It ensures maximum efficiency of oil production and state revenues. Thus, OPEC plays and will continue to play a coordinating role in the market, as it has been for the past five years.

    Question: SPIEF is traditionally a platform for international dialogue. In your opinion, what are the most important factors that will determine future relations between energy producing and consuming countries, and how can Russia contribute to strengthening cooperation and stability in this dynamic environment?

    A. Novak: We are witnessing a transformation of the energy market, where, against the backdrop of accelerating energy consumption, accelerated growth is observed in all types of energy resources, both traditional ones – oil, gas, coal, and renewable energy sources. A renaissance in demand for the development of nuclear power plants is observed.

    The key drivers have already become the growth of the population in developing countries and the extensive development of data processing systems. And all this against the backdrop of the introduction of artificial intelligence.

    The recent major power outages in Spain and Portugal show that it is important to provide the population with electricity at economically feasible prices. Also, in addition to domestic generation and the choice of the optimal source in the conditions of inter-fuel competition, it is very important to ensure the possibility of delivering primary resources at acceptable prices.

    In this regard, I cannot help but state the obvious. Russia is a key supplier of energy resources around the world. And not only oil, gas and LNG, but also coal, which in the context of growing demand is an important competitive advantage. Russia is also a reliable partner in the supply of its energy resources, all contract terms are observed, and, given the current realities in the world, only long-term contracts and responsible relationships can become guarantors of a stable supply of energy resources.

    Question: In your opinion, in connection with recent geopolitical events, does the recently approved Energy Strategy need to be adjusted, or does it already take into account all possible risks?

    A. Novak: When developing the Energy Strategy until 2050, a pool of scenarios was considered that assumed various internal and external prerequisites and results of the development of Russian energy. In particular, the Energy Strategy until 2050 takes into account the stress scenario, which assumes a significant decrease in the production indicators of the fuel and energy complex industries against the background of a reduction in export opportunities and a general deterioration in external operating conditions.

    The calculation of quantitative indicators within the framework of the strategy’s stress scenario made it possible to identify the main challenges for the Russian energy sector in each of its sectors and to develop special measures to mitigate the consequences if such a scenario is implemented.

    But, of course, in case of significant changes not taken into account in the wide range of strategy scenarios, adjustments can be made to it. However, the main areas of work will remain the same.

    Question: Is the Power of Siberia 2 project still relevant in the current conditions? Have you managed to reach an agreement with your colleagues from China on the cost of gas? If so, when can a contract be signed for the project and what volume of supplies is currently being discussed?

    A. Novak: China is one of the largest energy consumers in the world, and its rapid economic development, industrial growth and urbanization contribute to a constant increase in energy demand. Particularly noticeable is the growing role of natural gas, which is used as a cleaner alternative to coal. In 2024, gas demand in China amounted to about 430 billion cubic meters, compared to 373 billion cubic meters in 2021, that is, an increase of 15%.

    In recent years, the role of renewable energy sources has also increased significantly in China’s energy sector – the country is the undisputed leader in terms of installed solar and wind generation capacity. If in 2021 the figure was 636 GW, then by 2024 it reached about 1400 GW. However, the growth in the use of renewable energy sources does not mean abandoning natural gas. Gas is expected to be used as a “balancing” fuel in cases of insufficient electricity generation from renewable energy sources and will remain the guarantor of China’s energy security. According to the forecast of the International Energy Agency, in the scenario of current policies, China will increase gas consumption throughout the forecast period, until 2050. By this time, gas demand in China is expected to increase by more than 30% compared to 2023.

    Russia, which is the leader in natural gas reserves (currently 63.4 trillion cubic meters), remains one of the main suppliers of this fuel to China. In this regard, the Power of Siberia 2 project undoubtedly remains relevant. As for the rest, more detailed information directly on the project itself is the subject of commercial negotiations.

    Question: Are there plans to build an oil pipeline to China parallel to Power of Siberia 2? You spoke about the possibility of delivering up to 30 million tons of oil per year through it. Has China confirmed its interest in this project? In what time frame could such a pipeline be built? Is there a preliminary estimate of its cost?

    A. Novak: I repeat: since the implementation of the project is the responsibility of the specialized companies, the details of the agreements are classified as a commercial secret and were not made public. However, I will add that, according to OPEC forecasts, China’s demand for oil in 2023-2050 will grow by an average of 2.5% per year. Against this background, the implementation of new infrastructure projects appears to be an important part of the sphere of interests of China’s fuel and energy sector.

    Question: Are there any risks for the National Welfare Fund due to the reduction in oil and gas budget revenues? The Ministry of Finance is already considering the possibility of adjusting the cutoff price under the budget rule. In this case, what are the prospects for the Russian “piggy bank”? Do you think it is important to continue accumulating the National Welfare Fund?

    A. Novak: Today, the cutoff price according to the budget rule is $60/bbl, and the average Urals FOB in January–April 2025 fluctuates in the range of $59–60/bbl.

    But current world oil prices are a short-term consequence of the current market situation, taking into account the growing factor of trade wars and geopolitical tensions, and do not suit most key oil producers. Therefore, oil prices will be adjusted as the effect of “market shocks” is leveled out and will take on an upward trend.

    As for the National Welfare Fund, it is certainly important to continue to accumulate it. The fund not only allows for the implementation of social projects and the maintenance of the well-being of citizens, but also promotes the development of industry and infrastructure in Russia.

    Question: Is there a need to replace the export of raw materials and first-stage products with new high-tech goods? Are new mechanisms of support from the state needed for this?

    A. Novak: In the context of increased sanctions pressure on the Russian fuel and energy complex, active import substitution is taking place. In parallel, work is actively underway to complete the modernization of oil refineries to improve the quality of manufactured products. The volume of oil and gas engineering currently exceeds 500 billion rubles, and by 2030 it is planned to import-substitute critical equipment by 100%.

    If we look at it from the point of view of petrochemistry, then by 2030 it is planned to increase the volume of production of large-tonnage plastics several times – up to 14 million tons. The development of oil refining will allow to fully provide the domestic market at reasonable prices. In implementing all import substitution projects, Russia is ready to start exporting services and supplying energy on a turnkey basis, that is, from raw materials to the construction of processing complexes in other countries.

    Thus, key measures to support both mechanical engineering and secondary product manufacturing are already being implemented in our country. New measures and mechanisms of support from the state require working out the effects and assessing the impact on the industry.

    Question: The key topic of SPIEF: common values are the basis for growth in a multipolar world. At the beginning of our conversation, we already discussed economic regionalization, but no less important is the division by value orientations. Until recently, carbon neutrality seemed to be a common goal for all countries: programs were adopted, significant budgets were allocated to solve these problems. But Trump’s rise to the presidency of the United States violated the status quo. He said that too much emphasis on renewable energy sources threatens the security of the United States. Do you see in this a general reversal and a paradigm shift in public and political consciousness? In your opinion, how can we maintain a balance between the world of the present and the world of the future, taking into account the priorities of all generations?

    A. Novak: Look what we see today? The aggressive policy of achieving carbon neutrality to the detriment of economic efficiency and the trend towards global replacement of traditional energy sources with renewable energy sources is gradually shifting to a more pragmatic direction. Many countries are adapting their energy policies towards an economically balanced approach to choosing energy sources.

    According to BloombergNEF’s annual report, global energy transition investment in 2024 grew by 11%, exceeding $2 trillion for the first time. However, the growth rate was lower than in the previous three years, when investment grew by 24-29% per year. Thus, to achieve carbon neutrality and net-zero emissions goals by mid-century, global energy transition investment in 2025-2030 will need to average $5.6 trillion per year.

    But investors pulled more than $30 billion out of climate-focused funds last year, ending a four-year boom that saw the value of assets increase sevenfold to $541 billion. Despite a six-fold increase in energy transition investment over the past 10 years, it is still only 37% of what is needed to achieve carbon neutrality. China was the largest such market, with $818 billion in investment.

    Factors that significantly limit the possibilities for large-scale implementation of renewable energy sources include insufficient transmission capacity of electrical networks, the expansion of which significantly reduces the economic efficiency of such generation. There are also limitations associated with the dependence of production on weather conditions. And all this against the background of a low level of maturity of energy storage technologies.

    The recent energy crisis in Spain and Portugal further confirms that today it is the grid complex that is the least prepared element of the energy system to operate in the conditions of the energy transition. Therefore, in the conditions of the current level of development of energy systems and the risks caused by this, it is necessary, first of all, to ensure a balance between economic efficiency, reliability of energy supply and the level of greenhouse gas emissions.

    Source – Vedomosti newspaper

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

    MIL OSI Russia News –

  • MIL-OSI Africa: Global travel made simple with Kaspersky eSIM Store

    Kaspersky (www.Kaspersky.co.za) eSIM Store is a new connectivity solution for international travel. Designed to make it easier for leisure and business travellers to stay online globally, it empowers users with easy Internet access across 150+ countries and regions, with a choice of over 2,000 affordable data plans.

    The production of eSIM-compatible devices has increased tenfold in the last five years according to the GSMA (http://apo-opa.co/4lamZ8D). By 2028, it is expected that half of all mobile connections worldwide will use eSIM technology. This rise in popularity is driven by eSIM’s convenience and ease of use – eliminating the need for physical SIM cards and enabling a hassle-free experience wherever you go.

    To meet this growing trend, Kaspersky eSIM Store provides access to eSIM plans from local telecom operators all over the world – with an easy interface and simple management.

    A new way to always stay connected

    Kaspersky eSIM Store lets users to enjoy affordable and easily accessible Internet connections around the globe without the hassle of physical SIM cards. Users can seamlessly access eSIM plans from local telecom providers in 150+ countries and regions worldwide, providing favourable rates and transparent conditions without any roaming fees.

    While travelling, an eSIM can help users avoid high roaming costs on a primary SIM, remove the need to search for a local SIM kiosk and share personal data with them, as well as avoiding the use of unsecured public Wi-Fi networks. Instead, eSIM ensures that leisure travellers can focus on the joyful moments of their trip and instantly share them with friends and relatives, while business travellers have continuous access to important messages, working documents and video calls.

    Seamless connection in a few taps

    Kaspersky eSIM Store features a user-friendly interface for plan selection, purchase, top-ups, and data usage management. Travellers can choose their preferred activation date, allowing them to set up their eSIM in advance and be connected the moment their trip begins — all in just a few taps.

    To match the needs of any traveller, there are many flexible ways to choose and manage data plans.

    Options are available based on destination, including plans for specific countries, global plan 122 destinations, or mini-global plans tailored to specific regions. For trip duration, travellers can select between expiring plans valid for a fixed period or non-expiring plans that remain active until the data is fully used. This ensures convenience whether the trip is short or long.

    Additionally, users have control over when their plan starts. They can either schedule activation for a specific date or begin using the data immediately, providing flexibility to align with their travel schedule.

    To ensure users never run out of GB unexpectedly, Kaspersky eSIM Store provides real-time data usage monitoring and alerts when a balance is near zero. The user profile (on the webpage or in the app) allows quick top-ups and supports multiple countries on a single eSIM – install once and use for a lifetime.

    Kaspersky eSIM Store is launched in partnership with award-winning provider BNESIM Limited, which has been delivering global eSIM services since 2017.

    “At Kaspersky we are constantly keeping up with latest trends shaping our digital habits, and eSIM is definitely one of them. eSIM technology greatly simplifies travelling abroad, allowing people to stay connected and not worry about issues like roaming charges. We know from our own experience how important it is to stay in touch with your family or colleagues when you are on a trip, so we designed Kaspersky eSIM Store for all types of travellers to ensure instant access to eSIM data plans wherever they go, as well as to provide a safe and positive digital experience,” – Mikhail Gerber, Executive Vice President, Consumer Business, Kaspersky.

    Kaspersky eSIM Store is now available on the official website www.Kasperskyesimstore.com, and as a mobile app in App Store and Google Play.

    Kaspersky eSIM Store complements Kaspersky’s wide range of industry-recognised solutions, such as Kaspersky VPN Secure Connection and Kaspersky Premium. Together they cover all modern connectivity needs and enhance digital freedom – ensuring safe, worry-free connectivity across the world.

    *You can check your device’s eSIM-capability on the www.Kasperskyesimstore.com or in the app.

    Distributed by APO Group on behalf of Kaspersky.

    For further information please contact:
    Nicole Allman
    nicole@inkandco.co.za

    Social Media:
    Facebook: https://apo-opa.co/4kVoJ5G
    X: https://apo-opa.co/4jX5cAx
    YouTube: https://apo-opa.co/3ZzIlnD
    Instagram: https://apo-opa.co/4e2SCyu
    Blog: https://apo-opa.co/4jZCUpf

    About Kaspersky:
    Kaspersky is a global cybersecurity and digital privacy company founded in 1997. With over a billion devices protected to date from emerging cyberthreats and targeted attacks, Kaspersky’s deep threat intelligence and security expertise is constantly transforming into innovative solutions and services to protect individuals, businesses, critical infrastructure, and governments around the globe. The company’s comprehensive security portfolio includes leading digital life protection for personal devices, specialized security products and services for companies, as well as Cyber Immune solutions to fight sophisticated and evolving digital threats. We help millions of individuals and over 200,000 corporate clients protect what matters most to them. Learn more at www.Kaspersky.co.za.

    MIL OSI Africa –

  • MIL-OSI: iPower Announces Strategic Shift Toward Crypto Treasury and Blockchain Infrastructure Services

    Source: GlobeNewswire (MIL-OSI)

    RANCHO CUCAMONGA, Calif., June 17, 2025 (GLOBE NEWSWIRE) — iPower Inc. (Nasdaq: IPW) (“iPower” or the “Company”), a technology-driven eCommerce and supply chain platform, today announced a major strategic shift approved by its Board of Directors. The Company intends to reposition itself as a crypto treasury and blockchain infrastructure services company, with an initial and central emphasis on building a Bitcoin treasury strategy as a foundational component of its future growth.

    As part of this transformation, iPower intends to start accumulating Bitcoin as a treasury reserve asset, with the aim of creating a long-term store of value and serving as a key element in enhancing iPower’s financial resilience and strategic optionality.

    “Our entry into Bitcoin represents a strategic allocation decision grounded in our long-term view of digital assets as a viable treasury component,” said Lawrence Tan, CEO of iPower. “We believe Bitcoin offers strong potential as a reserve asset, and this initial focus aligns with our goals of enhancing balance sheet resilience and positioning the Company in emerging financial ecosystems.”

    Alongside its treasury initiative, iPower plans to expand into blockchain-related retail services, leveraging its operational expertise and infrastructure to deliver a range of consumer-facing offerings:

    • Acting as a retailer of cloud mining power, enabling broader access to mining participation
    • Serving as a distributor and retailer of home-use mining equipment, supporting retail and SMB miners
    • Launching a new line of cold wallets and personal digital asset custody tools to support secure ownership

    iPower plans to integrate these new services into its proprietary SuperSuite platform, which will continue to evolve to support both eCommerce and blockchain-aligned business solutions.

    This strategic pivot reflects iPower’s broader goal of aligning its operations with future-facing technologies and market demand. While the Company will continue to support its existing operations during the transition, iPower’s primary focus will increasingly shift toward the digital asset economy, infrastructure enablement, and consumer access to blockchain-powered tools.

    iPower expects to release additional updates regarding its treasury activities, new product offerings, and partnerships in the coming months.

    About iPower Inc.

    iPower Inc. is a tech and data-driven online retailer, as well as a provider of value-added ecommerce services for third-party products and brands. In addition to its plans to expand into the crypto treasury and blockchain infrastructure services company, iPower’s capabilities include a full spectrum of online channels, robust fulfillment capacity, a nationwide network of warehouses, competitive last mile delivery partners and a differentiated business intelligence platform. iPower believes that these capabilities will enable it to efficiently move a diverse catalog of SKUs from its supply chain partners to end consumers every day, providing the best value to customers in the U.S. and other countries. For more information, please visit iPower’s website at www.meetipower.com.

    Forward-Looking Statements

    All statements other than statements of historical fact in this press release are forward-looking statements. These forward-looking statements involve known and unknown risks and uncertainties and are based on current expectations and projections about iPower’s financial condition, business strategy, development, financial needs and general market conditions. Investors can identify these forward-looking statements by words or phrases such as “may,” “will,” “expect,” “anticipate,” “aim,” “estimate,” “intend,” “plan,” “believe,” “potential,” “continue,” “is/are likely to” or other similar expressions. iPower undertakes no obligation to update forward-looking statements to reflect subsequent events or circumstances, or changes in its expectations, except as may be required by law. Although iPower believes that the expectations expressed in these forward-looking statements are reasonable, it cannot assure you that such expectations will turn out to be correct, and iPower cautions investors that actual results may differ materially from the anticipated results and encourages investors to review other factors that may affect its future results and performance in iPower’s Annual Report on Form 10-K and in its other SEC filings.

    Investor Relations Contact:
    IPW.IR@meetipower.com

    The MIL Network –

  • MIL-OSI: New BARC analyst report reveals what’s missing in enterprise AI trust strategies

    Source: GlobeNewswire (MIL-OSI)

    BOSTON, June 17, 2025 (GLOBE NEWSWIRE) — Ataccama, the data trust company, today announced the release of a new report by Business Application Research Center (BARC), The Rising Imperative for Data Observability, which examines how enterprises are building – or struggling to build – trust into modern data systems. Based on a survey of more than 220 data and analytics leaders across North America and Europe, the report finds that while 58% of organizations have implemented or optimized data observability programs – systems that monitor detect, and resolve data quality and pipeline issues in real-time – 42% still say they do not trust the outputs of their AI/ML models.

    The findings reflect a critical shift. Adoption is no longer a barrier. Most organizations have tools in place to monitor pipelines and enforce data policies. But trust in AI remains elusive. While 85% of organizations trust their BI dashboards, only 58% say the same for their AI/ML model outputs. The gap is widening as models rely increasingly on unstructured data and inputs that traditional observability tools were never designed to monitor or validate. 

    Observability is often introduced as a reactive, fragmented, and loosely governed monitoring layer, symptomatic of deeper issues like siloed teams or unclear ownership. 51% of respondents cite skills gaps as a primary barrier to observability maturity, followed by budget constraints and lack of cross-functional alignment. But leading teams are pushing it further, embedding observability into designing, delivering, and maintaining data across domains. These programs don’t just flag anomalies – they resolve them upstream, often through automated data quality checks and remediation workflows that reduce reliance on manual triage. When observability is deeply connected to automated data quality, teams gain more than visibility: they gain confidence that the data powering their models can be trusted.

    “Data observability has become a business-critical discipline, but too many organizations are stuck in pilot purgatory,” said Jay Limburn, Chief Product Officer at Ataccama. “They’ve invested in tools, but they haven’t operationalized trust. That means embedding observability into the full data lifecycle, from ingestion and pipeline execution to AI-driven consumption, so issues can surface and be resolved before they reach production. We’ve seen this firsthand with customers – a global manufacturer used data observability to catch and eliminate false sensor alerts, unnecessarily shutting down production lines. That kind of upstream resolution is where trust becomes real.”

    The report also underscores how unstructured data is reshaping observability strategies. As adoption of GenAI and retrieval-augmented generation (RAG) grows, enterprises are working with inputs like PDFs, images, and long-form documents – objects that power business-critical use cases but often fall outside the scope of traditional quality and validation checks. Fewer than a third of organizations are feeding unstructured data into AI models today, and only a small fraction of those apply structured observability or automated quality checks to these inputs. These sources introduce new forms of risk, especially when teams lack automated methods to classify, monitor, and assess them in real time.

    “Trustworthy data is becoming a competitive differentiator, and more organizations are using observability to build and sustain it,” said Kevin Petrie, Vice President at BARC. “We’re seeing a shift: leading enterprises aren’t just monitoring data; they’re addressing the full lifecycle of AI/ML inputs. That means automating quality checks, embedding governance controls into data pipelines, and adapting their processes to observe dynamic unstructured objects. This report shows that observability is evolving from a niche practice into a mainstream requirement for Responsible AI.”

    The most mature programs are closing that gap by integrating observability directly into their data engineering and governance frameworks. In these environments, observability is not siloed; it works in concert with DataOps automation, MDM systems, and data catalogs to apply automated data quality checks at every stage, resulting in improved data reliability, faster decision-making, and reduced operational risk.

    Ataccama partnered with BARC on the report to help data leaders understand how to extend observability beyond infrastructure metrics or surface-level monitoring. Through its unified data trust platform, Ataccama ONE, organizations can apply anomaly detection, lineage tracking, and automated remediation across structured and unstructured data. Observability becomes part of a broader data trust architecture that supports governance, scales with AI workloads, and reduces the operational burden on data teams.

    To learn more, download the full report: www.ataccama.com/barc-observability-report

    About Ataccama

    Ataccama is the data trust company. Organizations worldwide rely on Ataccama ONE, the unified data trust platform, to ensure data is accurate, accessible, and actionable. By integrating data quality, lineage, observability, governance, and master data management into a single solution, Ataccama enables businesses to unlock value from their data for AI, analytics, and operations. Trusted by hundreds of global enterprises, Ataccama helps organizations drive innovation, reduce costs, and mitigate risk. Recognized as a Leader in the 2025 Gartner Magic Quadrant for Augmented Data Quality and the 2025 Magic Quadrant for Data and Analytics Governance, Ataccama continues to set the standard for trusted data at scale. Learn more at www.ataccama.com.

    Media contact 
    press@ataccama.com

    The MIL Network –

  • MIL-OSI: Compatio Introduces Guide, Enabling Smarter AI for Guided Selling

    Source: GlobeNewswire (MIL-OSI)

    SPRINGFIELD, Mo., June 17, 2025 (GLOBE NEWSWIRE) — Compatio AI, the leader in product configuration and recommendation solutions, today announced the launch of Guide, a next-generation guided selling platform that helps businesses match complex customer needs to just the right products, configurations and complete solutions. Built on Compatio’s Deterministic AI, Guide delivers optimizable, technically sound recommendations, addressing the growing challenge of distributing sales expertise to digital channels, in industries where accuracy matters.

    “In complex industries, buying a product isn’t just about making a choice, it’s about making the right choice,” said Tim Baynes, Founder and CEO of Compatio AI. “When selling complex products, an incorrect recommendation can mean lost sales, costly returns or even safety risks. Too often, AI-driven solutions feel like a black box, leaving businesses guessing. In some cases, they generate inaccurate or fabricated recommendations, creating risk for both the business and customer. Guide changes that by analyzing customer needs then combining optimized recommendations with highly accurate product compatibility or configuration logic, ensuring that every solution fits.”

    Guide powers cross-selling for complex products across the entire catalog, even across divisions or brands. It allows buyers or sellers to find, compare, and assemble complete solutions in one place, regardless of their level of expertise. Unlike other guided-selling tools, it doesn’t just recommend, it ensures products work together seamlessly. The platform supports persona-based buying journeys, intuitive product comparisons and complex sizing logic, while integrating with e-commerce platforms, PIMs and ERP systems.

    How Guide delivers smarter selling:

    • Encodes sales expertise – Functions like a highly experienced sales agent across all products and brands available
    • Smart recommendations with built-in configuration – No more mismatched products or incomplete solutions.
    • Optimizable for conversion, revenue, or profitability – Drives revenue capture and top-line growth.
    • Flexible, composable architecture – Easily integrates into existing digital sales environments.
    • Scalability across industries – From industrial components to complex consumer products, Guide helps businesses navigate large, technical product catalogs.
    • Breaks down silos of product-centric expertise – Powering revenue acceleration across the entire enterprise with accurate and relevant cross-selling

    Guide is being piloted with select customers and will be widely available soon. Compatio Ai is working with industry-leading manufacturers and distributors to showcase its ability to improve sales performance and enhance customer confidence.

    Baynes added, “As industries face growing complexity and a shrinking pool of experienced product experts, there’s a need for technology that doesn’t just recommend products but ensures they’re the right fit. Guide blends deterministic AI with an intuitive user experience, helping businesses scale expertise and improve sales across all digital channels.”

    Businesses interested in learning more or requesting a demo can visit https://compatio.ai/contact-us/  

    About Compatio AI
    Compatio AI specializes in guided selling, product configuration and recommendation solutions, combining technology with human expertise to help businesses accelerate revenue capture. Powered by the Product eXpert Engine, Compatio’s solutions provide Real Intelligence™ to drive highly relevant and technically accurate product recommendations and configuration. Compatio is trusted by leading distributors and manufacturers to simplify the sales of complex products, and retain critical organizational knowledge.

    Media Contact
    Madi Olivé
    UPRAISE Marketing + PR for Compatio AI
    compatio@upraisepr.com

    The MIL Network –

  • MIL-OSI Analysis: Lower revenues, pricier loans: how flooding in Europe affects firms and the financial system they depend on

    Source: The Conversation – France – By Serena Fatica, Principal Economist — Team Leader, Joint Research Centre (JRC)

    In Europe, the fastest-warming continent, the intensification of extreme weather events and changes in precipitation patterns have led to widespread and catastrophic flooding. Last year, storms and flooding affected an estimated 413,000 people, resulting in the loss of at least 335 lives. Material damage is estimated to amount to at least €18 billion, according to the 2024 European State of the Climate report from the Copernicus Climate Change Service and the World Meteorological Organization.


    A weekly e-mail in English featuring expertise from scholars and researchers. It provides an introduction to the diversity of research coming out of the continent and considers some of the key issues facing European countries. Get the newsletter!

    The flooding in October that hit southeastern Spain and the Valencia province in particular took the heaviest toll. Intense and prolonged rainfall and river flooding led to 232 fatalities, and infrastructure damage and economic losses totalled around €16.5 billion. More than seven months later, the local economy has rebounded, thanks in part to public aid packages worth 0.5% of the country’s GDP. However, in early May, the same part of Spain found itself exposed again to the disruptive consequences of climate change when extreme weather hit.

    The costs of flooding

    The direct costs from the damage to public infrastructure and private assets are only part of the economic losses originating from flooding. The indirect costs might not be immediately visible, but they are certainly not less significant. Business interruptions reduce firms’ revenue and cash flows, straining liquidity and, in the worst cases, threatening their survival. In addition, the increasing likelihood of future flooding may be priced into the valuation of assets and real estate in areas exposed to these types of climate risks. Firms impacted by climate-related hazards might find it difficult to pay back loans or bonds, or to raise finance as physical assets that can be pledged as collateral for bank credit lose value. Ultimately, this can affect the stability of the financial system.

    For these reasons, climate change is not just a long-term environmental issue, but a threat to our economy and financial systems now. Economists at the European Commission’s Joint Research Centre (JRC) have been conducting research to better understand how the links between the business sector and the financial system amplify its impact.

    A JRC study of flood events between 2007 and 2018 finds that flooding significantly worsened the performance of European firms. Manufacturers exposed to flooding experienced reductions in sales, number of employees and the value of their assets. These impacts occurred in the year following the flooding and tended to be persistent, with no clear signs of recovery seven years after the disaster. Some firms even went out of business. The study also finds that companies in flood-prone areas were better able to weather the shock than businesses exposed to less frequent flooding. This is consistent with the fact that adaptation and protection measures reduce the impacts of flooding.

    Threats to smaller firms

    Water damage is particularly disruptive for companies that are highly indebted. A second JRC study zooms in on the mechanisms whereby financing choices, and reliance on bank loans in particular, amplify the impact of climate change. This study focuses on loans extended to small and medium-sized enterprises (SMEs) in Italy, Spain and Belgium between 2008 and 2019. It was motivated by the idea that smaller firms, which are more financially fragile than larger ones, might also be more vulnerable to the localised impact of climate-related hazards, not least because of their limited capacity to geographically diversify their operations and access market-based finance. The study shows that flood episodes under analysis strained SMEs’ ability to meet their debt obligations. Flooded firms were more likely to incur delays in servicing their loans and eventually fail to repay them, even two years after the disaster.

    In turn, this entails losses for the banks that finance these firms. In general, if banks anticipate the impact of flooding on business operations, they could be expected to divert lending toward safer borrowers or charge a higher interest rate on credit extended to at-risk firms. Indeed, the study finds evidence that prospective flood risk is priced into new loans. In the period under analysis, the “flood risk premium” was especially high for loans to smaller firms and for those granted by local, specialised banks, both of which tend to have geographically concentrated activities that are more exposed to disaster impacts. Loans to borrowers exposed to high flood risk were 12 percent more expensive, all things being equal.

    Thus, flooding causes worse financial conditions for businesses and exposes the banking sector to losses on their loan portfolios. The numbers can be staggering: days after the October 2024 flooding, the Spanish Central Bank said that banks’ exposure in the affected areas would total €20 billion, with €13 billion in household loans and €7 billion in business loans (60% to SMEs), impacting 23,000 companies and 472,000 individuals.

    With extreme weather events becoming more frequent and severe, the direct and indirect costs of climate change are projected to increase, unevenly affecting households, firms and territories across Europe. Increasing investments in adaptation, eg in flood defence, and closing the climate insurance protection gap – the uninsured portion of economic losses caused by natural hazards – are crucial to increase the resilience of our economies and financial systems and preserve the wellbeing of our societies. The complex structure of investment incentives calls for a multilayered approach, with a mix of private and public funding and risk-sharing mechanisms.

    Serena Fatica ne travaille pas, ne conseille pas, ne possède pas de parts, ne reçoit pas de fonds d’une organisation qui pourrait tirer profit de cet article, et n’a déclaré aucune autre affiliation que son organisme de recherche.

    – ref. Lower revenues, pricier loans: how flooding in Europe affects firms and the financial system they depend on – https://theconversation.com/lower-revenues-pricier-loans-how-flooding-in-europe-affects-firms-and-the-financial-system-they-depend-on-258755

    MIL OSI Analysis –

  • MIL-OSI: EverMark Investment Partners Launches with Support from LPL Strategic Wealth

    Source: GlobeNewswire (MIL-OSI)

    SAN DIEGO, June 17, 2025 (GLOBE NEWSWIRE) — LPL Financial LLC announced today that financial advisors Matthew Sweeney, CFP®, John Folsom and Tanner Carter, CFP®, have launched a new independent practice, EverMark Investment Partners (“EverMark”), through affiliation with LPL Financial’s supported independence model, LPL Strategic Wealth. They reported serving approximately $425 million in advisory, brokerage and retirement plan assets* and join LPL from RBC.

    Based in San Diego, Folsom and Sweeney have collaborated since 1996 and bring a combined seven decades of financial industry experience to the practice. Carter, who entered the financial industry in 2019, completes the team. Together with Senior Investment Associates Nomah Cronk and Kristin Garnica, the team takes a collaborative approach to helping their clients work towards more secure financial futures.

    “We are fortunate to have longevity and loyalty with our clients — in fact, nearly half of our clients are multigenerational,” Sweeney said. “When clients work with us, we offer them the experience of a long-tenured team, the discipline of active portfolio management and the perspective that comes from working with multiple generations over time. We value direct communication, mutual respect and clear thinking. And while our work is serious, we never lose sight of the people we serve or the trust they place in us.”

    Why the EverMark team made the move to LPL Strategic Wealth

    EverMark chose to affiliate via LPL’s comprehensive supported independence solution, LPL Strategic Wealth Services (SW), which combines the freedom and flexibility of entrepreneurship with hands-on business services and support to help practices thrive, both operationally and strategically.

    In addition to access to LPL’s innovative wealth management platform and sophisticated resources, SW advisors benefit from a truly integrated service that includes simplified pricing, technology and dedicated support to launch their practice. Then, after the transition is complete, SW teams receive ongoing operations support managed by their team of experienced professionals including a business strategist, marketing partner, CFO and administrative assistant. Advisors have one point of contact, a dedicated team and priority access to advocacy and project management for complex business issues, ultimately allowing them to stay focused on the enduring needs of their clients and the culture and evolution of their practice.

    With the move, EverMark Investment Partners becomes the 50th team to join Strategic Wealth, LPL’s breakaway solution for growth-oriented advisors who are looking for the best of both worlds — full independence and full support. Established in 2020, Strategic Wealth was designed to support the unique needs of established advisors in wirehouses and other firms seeking to launch independent practices.

    “LPL’s Strategic Wealth model is unlike anything else in the market today,” Folsom said. “It takes the best aspects of being RIAs — owning our own business, our client relationships belonging to us, choice in technology and services, optimal succession solutions — and packages it with an outstanding process to help us set up our business for success from day one. It’s an honor knowing that EverMark is the 50th team to join LPL’s Strategic Wealth, and we are proud to join this community of like-minded advisors.”

    Carter added, “With LPL’s best-in-class technology and strategic business resources, we will be able to provide more personalized investment options and enhanced service experiences. I am confident that moving to LPL and LPL Strategic Wealth was the right move for our business — and, more importantly, our clients.

    Scott Posner, LPL Managing Director, Business Development, said, “We welcome the EverMark Investment Partners team and congratulate them on going independent with LPL Strategic Wealth and becoming the 50th team in the model. Just as Matt, John and Tanner take a personalized approach to helping their clients pursue their fiscal goals, LPL offers the strategic support and innovative resources advisors can use to deliver differentiated client experiences. We look forward to supporting this team for years to come.”

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

    About LPL Financial

    LPL Financial Holdings Inc. (Nasdaq: LPLA) is among the fastest growing wealth management firms in the U.S. As a leader in the financial advisor-mediated marketplace, LPL supports over 29,000 financial advisors and the wealth management practices of approximately 1,200 financial institutions, servicing and custodying approximately $1.8 trillion in brokerage and advisory assets on behalf of approximately 7 million Americans. The firm provides a wide range of advisor affiliation models, investment solutions, fintech tools and practice management services, ensuring that advisors and institutions have the flexibility to choose the business model, services, and technology resources they need to run thriving businesses. For further information about LPL, please visit www.lpl.com.

    Securities and advisory services offered through LPL Financial LLC (“LPL Financial”), a registered investment advisor and broker-dealer, member FINRA/SIPC.

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

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

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

    Media Contact:
    Media.relations@LPLFinancial.com

    Tracking #754898

    The MIL Network –

  • MIL-OSI: EverMark Investment Partners Launches with Support from LPL Strategic Wealth

    Source: GlobeNewswire (MIL-OSI)

    SAN DIEGO, June 17, 2025 (GLOBE NEWSWIRE) — LPL Financial LLC announced today that financial advisors Matthew Sweeney, CFP®, John Folsom and Tanner Carter, CFP®, have launched a new independent practice, EverMark Investment Partners (“EverMark”), through affiliation with LPL Financial’s supported independence model, LPL Strategic Wealth. They reported serving approximately $425 million in advisory, brokerage and retirement plan assets* and join LPL from RBC.

    Based in San Diego, Folsom and Sweeney have collaborated since 1996 and bring a combined seven decades of financial industry experience to the practice. Carter, who entered the financial industry in 2019, completes the team. Together with Senior Investment Associates Nomah Cronk and Kristin Garnica, the team takes a collaborative approach to helping their clients work towards more secure financial futures.

    “We are fortunate to have longevity and loyalty with our clients — in fact, nearly half of our clients are multigenerational,” Sweeney said. “When clients work with us, we offer them the experience of a long-tenured team, the discipline of active portfolio management and the perspective that comes from working with multiple generations over time. We value direct communication, mutual respect and clear thinking. And while our work is serious, we never lose sight of the people we serve or the trust they place in us.”

    Why the EverMark team made the move to LPL Strategic Wealth

    EverMark chose to affiliate via LPL’s comprehensive supported independence solution, LPL Strategic Wealth Services (SW), which combines the freedom and flexibility of entrepreneurship with hands-on business services and support to help practices thrive, both operationally and strategically.

    In addition to access to LPL’s innovative wealth management platform and sophisticated resources, SW advisors benefit from a truly integrated service that includes simplified pricing, technology and dedicated support to launch their practice. Then, after the transition is complete, SW teams receive ongoing operations support managed by their team of experienced professionals including a business strategist, marketing partner, CFO and administrative assistant. Advisors have one point of contact, a dedicated team and priority access to advocacy and project management for complex business issues, ultimately allowing them to stay focused on the enduring needs of their clients and the culture and evolution of their practice.

    With the move, EverMark Investment Partners becomes the 50th team to join Strategic Wealth, LPL’s breakaway solution for growth-oriented advisors who are looking for the best of both worlds — full independence and full support. Established in 2020, Strategic Wealth was designed to support the unique needs of established advisors in wirehouses and other firms seeking to launch independent practices.

    “LPL’s Strategic Wealth model is unlike anything else in the market today,” Folsom said. “It takes the best aspects of being RIAs — owning our own business, our client relationships belonging to us, choice in technology and services, optimal succession solutions — and packages it with an outstanding process to help us set up our business for success from day one. It’s an honor knowing that EverMark is the 50th team to join LPL’s Strategic Wealth, and we are proud to join this community of like-minded advisors.”

    Carter added, “With LPL’s best-in-class technology and strategic business resources, we will be able to provide more personalized investment options and enhanced service experiences. I am confident that moving to LPL and LPL Strategic Wealth was the right move for our business — and, more importantly, our clients.

    Scott Posner, LPL Managing Director, Business Development, said, “We welcome the EverMark Investment Partners team and congratulate them on going independent with LPL Strategic Wealth and becoming the 50th team in the model. Just as Matt, John and Tanner take a personalized approach to helping their clients pursue their fiscal goals, LPL offers the strategic support and innovative resources advisors can use to deliver differentiated client experiences. We look forward to supporting this team for years to come.”

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

    About LPL Financial

    LPL Financial Holdings Inc. (Nasdaq: LPLA) is among the fastest growing wealth management firms in the U.S. As a leader in the financial advisor-mediated marketplace, LPL supports over 29,000 financial advisors and the wealth management practices of approximately 1,200 financial institutions, servicing and custodying approximately $1.8 trillion in brokerage and advisory assets on behalf of approximately 7 million Americans. The firm provides a wide range of advisor affiliation models, investment solutions, fintech tools and practice management services, ensuring that advisors and institutions have the flexibility to choose the business model, services, and technology resources they need to run thriving businesses. For further information about LPL, please visit www.lpl.com.

    Securities and advisory services offered through LPL Financial LLC (“LPL Financial”), a registered investment advisor and broker-dealer, member FINRA/SIPC.

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

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

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

    Media Contact:
    Media.relations@LPLFinancial.com

    Tracking #754898

    The MIL Network –

  • MIL-OSI: Guaranteed Rate Affinity Appoints Linda Vo as Regional Manager in North Texas

    Source: GlobeNewswire (MIL-OSI)

    CHICAGO, June 17, 2025 (GLOBE NEWSWIRE) — Guaranteed Rate Affinity, a leading mortgage provider offering unparalleled lending services through its partnership with Coldwell Banker, has appointed Linda Vo as Regional Manager in North Texas, highlighting the company’s commitment to expanding its reach in a key growth market.

    Vo brings more than 20 years of experience across nearly every corner of the mortgage industry, including wholesale, loan origination, sales management, REO loan servicing, corporate strategy, and business development. Her wide-ranging expertise, coupled with her passion for team building and relationship management, makes her a natural fit to lead Guaranteed Rate Affinity’s growth and recruiting efforts across North Texas.

    “After being in this industry for over two decades, I have learned that you can find work anywhere, but very few places offer a place where you feel welcomed, supported, and like-minded—a workplace that feels like a home,” said Vo. “I feel like I have come home to Guaranteed Rate Affinity. I am among my people with growth mindset individuals.”

    In her new role, Vo will focus on empowering loan officers to own their markets while scaling the company’s presence and recruiting efforts throughout the region. She joins Guaranteed Rate Affinity during a time of strategic expansion and culture-focused leadership development.

    “Linda’s extensive professional background, combined with her industry expertise and passion, makes her the ideal leader to attract the best-of-the-best talent that aligns with our culture,” said Dave Dickey, President and Chief Production Officer at Guaranteed Rate Affinity. “I’ve had the good fortune of being teammates with Linda and have known her for over 20 years. I’ve seen her remarkable work ethic, positive mindset, and genuine enthusiasm for the mortgage industry firsthand, all of which make her a natural fit at Guaranteed Rate Affinity. I can’t wait to see Linda fuel our continued growth and empower our loan officers to own their markets.”

    Vo holds an MBA from Southern Methodist University’s Cox School of Business and a bachelor of science in international business from Oklahoma City University. She earned her Certified Mortgage Banker (CMB) designation from the Mortgage Bankers Association in 2022 and received her John Maxwell Team Certificate in 2018. A longtime leader in the Asian Real Estate Association of America (AREAA), Vo has been an active member of the Dallas-Fort Worth Chapter since 2014 and served as its president in 2024.

    About Guaranteed Rate Affinity

    Guaranteed Rate Affinity is a joint venture between Guaranteed Rate, Inc. and Anywhere Integrated Services (NYSE: HOUS), which owns some of the industry’s most recognized and respected real estate brands. The innovative JV has funded over $100 billion in loans since its inception. Guaranteed Rate Affinity originates and markets its mortgage lending services to Anywhere’s real estate, brokerage, and relocation subsidiaries.

    Guaranteed Rate Affinity provides unmatched support to Anywhere brokers coast-to-coast, ensuring their customers receive fast pre-approvals, appraisals, and loan closings, creating the ability for buyers to move quickly and confidently when purchasing homes in today’s competitive market. The company also provides the same services to the public and other real estate brokerage and relocation companies across the country—helping employers improve their employees’ relocation experience by prioritizing customer service, digital mortgage ease, and competitive rates.

    Disclosures: Guaranteed Rate owns a controlling 50.1% stake in Guaranteed Rate Affinity, and Anywhere owns 49.9%. Availability of reverse mortgage products varies by state and may not be offered in all areas. Contact a Guaranteed Rate Affinity loan officer for details on current state availability.

    Visit grarate.com for more information.

    Media Contact:
    press@rate.com

    The MIL Network –

  • MIL-OSI Analysis: Companies haven’t stopped hiring, but they’re more cautious, according to the 2025 College Hiring Outlook Report

    Source: The Conversation – USA – By Murugan Anandarajan, Professor of Decision Sciences and Management Information Systems, Drexel University

    Recent college grads face a tough job market in 2025, but employers are still hiring. sturti/E+ via Getty Images

    Every year, I tell my students in my business analytics class the same thing: “Don’t just apply for a job. Audition for it.”

    This advice seems particularly relevant this year. In today’s turbulent economy, companies are still hiring, but they’re doing it a bit more carefully. More places are offering candidates short-term work experiences like internships and co-op programs in order to evaluate them before making them full-time offers.

    This is just one of the findings of the 2025 College Hiring Outlook Report. This annual report tracks trends in the job market and offers valuable insights for both job seekers and employers. It is based on a national survey conducted in September 2024, with responses from 1,322 employers spanning all major industries and company sizes, from small firms to large enterprises. The survey looks at employer perspectives on entry-level hiring trends, skills demand and talent development strategies.

    I am a professor of information systems at Drexel University’s LeBow College of Business in Philadelphia, and I co-authored this report along with a team of colleagues at the Center for Career Readiness.

    Here’s what we found:

    Employers are rethinking talent pipelines

    Only 21% of the 1,322 employers we surveyed rated the current college hiring market as “excellent” or “very good,” which is a dramatic drop from 61% in 2023. This indicates that companies are becoming increasingly cautious about how they recruit and select new talent.

    While confidence in full-time hiring has declined, employers are not stepping away from hiring altogether. Instead, they’re shifting to paid and unpaid internships, co-ops and contract-to-hire roles as a less risky route to identify talent and “de-risk” full-time hiring.

    Employers we surveyed described internships as a cost-effective talent pipeline, and 70% told us they plan to maintain or increase their co-op and intern hiring in 2025. At a time when many companies are tightening their belts, hiring someone who’s already proved themselves saves on onboarding reduces turnover and minimizes potentially costly mishires.

    For job seekers, this makes every internship or short-term role more than a foot in the door. It’s an extended audition. Even with the general market looking unstable, interest in co-op and internship programs appears steady, especially among recent graduates facing fewer full-time opportunities.

    These programs aren’t just about trying out a job. They let employers see if a candidate shows initiative, good judgment and the ability to work well on a team, which we found are traits employers value even more than technical skills.

    What employers want

    We found that employers increasingly prioritize self-management skills like adaptability, ethical reasoning and communication over technical skills such as digital literacy and cybersecurity. Employers are paying attention to how candidates behave during internships, how they take feedback, and whether they bring the mindset needed to grow with the company.

    This reflects what I have observed in classrooms and in conversations with hiring managers: Credentials matter, but what truly sets candidates apart is how they present themselves and what they contribute to a company.

    Based on co-op and internship data we’ve collected at Drexel, however, many students continue to believe that technical proficiency is the key to getting a job.

    In my opinion, this disconnect reveals a critical gap in expectations: While students focus on hard skills to differentiate themselves, employers are looking for the human skills that indicate long-term potential, resilience and professionalism. This is especially true in the face of economic uncertainty and the ambiguous, fast-changing nature of today’s workplace.

    Technology is changing how hiring happens

    Employers also told us that artificial intelligence is now central to how both applicants and employers navigate the hiring process.

    Some companies are increasingly using AI-powered platforms to transform their hiring processes. For example, Children’s Hospital of Philadelphia uses platforms like HireVue to conduct asynchronous video interviews. HR-focused firms like Phenom and JJ Staffing Services also leverage technologies such as AI-based resume ranking, automated interview scheduling and one-way video assessments.

    Not only do these tools speed up the hiring process, but they also reshape how employers and candidates interact. In our survey, large employers said they are increasingly relying on AI tools like resume screeners and one-way video interviews to manage large numbers of job applicants. As a result, the candidate’s presence, clarity in communication and authenticity are being evaluated even before a human recruiter becomes involved.

    At the same time, job seekers are using generative AI tools to write cover letters, practice interviews or reformat resumes. These tools can help with preparation, but overreliance on them can backfire. Employers want authenticity, and many employers we surveyed mentioned they notice when applications seem overly robotic.

    In my experience as a professor, the key is teaching students to use AI to enhance their effort and not replace it. I encourage them to leverage AI tools but always emphasize that the final output and the impression it makes should reflect their own thinking and professionalism. The bottom line is that hiring is still a human decision, and the personal impression you make matters.

    This isn’t just about new grads

    While our research focuses on early-career hiring, these findings apply to other audiences as well, such as career changers, returning professionals and even mid-career workers. These workers are increasingly being evaluated on their adaptability, behavior and collaborative ability – not just their experience.

    Many companies now offer project-based assignments and trial roles that let them evaluate performance before making a permanent hire.

    At the same time, employers are investing in internal reskilling and upskilling programs. Reskilling refers to training workers for entirely new roles, often in response to job changes or automation, while upskilling means helping employees deepen their current skills to stay effective and advance in their existing roles. Our report indicates that approximately 88% of large companies now offer structured upskilling and reskilling programs. For job seekers and workers alike, staying competitive means taking the initiative and demonstrating a commitment to learning and growth.

    Show up early, and show up well

    So what can students, or anyone entering or reentering the workforce, do to prepare?

    • Start early. Don’t wait until senior year. First- and second-year internships are growing in importance.

    • Sharpen your soft skills. Communication, time management, problem-solving and ethical behavior are top priorities for employers.

    • Understand where work is happening. Over 50% of entry-level jobs are fully in-person. Only 4% are fully remote. Show up ready to engage.

    • Use AI strategically. It’s a useful tool for research and practice, not a shortcut to connection or clarity.

    • Stay curious. Most large employers now offer reskilling or upskilling opportunities – and they expect employees to take initiative.

    One of the clearest takeaways from this year’s report is that hiring is no longer a one-time decision. It’s a performance process that often begins before an interview is even scheduled.

    Whether you’re still in school, transitioning in your career or returning to the workforce after a break, the same principle applies: Every opportunity is an audition. Treat it like one.

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

    – ref. Companies haven’t stopped hiring, but they’re more cautious, according to the 2025 College Hiring Outlook Report – https://theconversation.com/companies-havent-stopped-hiring-but-theyre-more-cautious-according-to-the-2025-college-hiring-outlook-report-257870

    MIL OSI Analysis –

  • MIL-OSI Analysis: Observers of workplace mistreatment react as strongly as the victims − at times with a surprising amount of victim blaming

    Source: The Conversation – USA – By Jason Colquitt, Professor of Management, Mendoza College of Business, University of Notre Dame

    Workplace mistreatment harms observers, too. AP Photo/Ross D. Franklin

    Picture this: On your way out of the office, you notice a manager berating an employee. You assume the worker made some sort of mistake, but the manager’s behavior seems unprofessional. Later, as you’re preparing dinner, is the scene still weighing on you – or is it out of sight, out of mind?

    If you think you’d still be bothered, you’re not alone. It turns out that simply observing mistreatment at work can have a surprisingly strong impact on people, even for those not directly involved. That’s according to new research led by Edwyna Hill, co-authored by Rachel Burgess, Manuela Priesemuth, Jefferson McClain and me, published in the Journal of Applied Psychology.

    Using a method called meta-analysis – which takes results from many different studies and combines them to produce an overall set of findings – we reviewed the growing body of research on what management professors like me call “third-party perceptions of mistreatment.” In this context, “third parties” are people who observe mistreatment between a perpetrator and the victim, who are the first and second parties.

    We looked at 158 studies published in 105 journal articles involving thousands of participants. Those studies explored a number of different forms of workplace mistreatment ranging from incivility to abusive supervision and sexual harassment. Some of those studies took part in actual workplaces, while others examined mistreatment in tightly controlled laboratory settings.

    The results were striking: We found that observing a co-worker being mistreated on the job has significant effects on the observers’ emotions. In fact, we found that observers of mistreatment may be as affected by what happened as the people actually involved in the event.

    These reactions fall along a spectrum – some helpful, others less so. On the encouraging side, we found that observers tend to judge perpetrators and feel empathy for victims. These reactions discourage mistreatment by creating a climate that favors the victim. On the other hand, we found that observers may also enjoy seeing their co-workers suffer – an emotion called “schadenfreude” – or blame the victim. These sorts of reactions damage team dynamics and discourage people from reporting mistreatment.

    Why it matters

    These findings matter because mistreatment in the workplace is disturbingly common – and even more frequently observed than experienced. One recent study found that 34% of employees have experienced workplace mistreatment firsthand, but 44% have observed it happening to someone else. In other words, nearly half of workers have likely seen a scenario like the one described at the start of this article.

    Unfortunately, the human resources playbook on workplace mistreatment rarely takes third parties into account. Some investigation occurs, potentially resulting in some punishment for the perpetrator and some support for the victim. A more effective response to workplace mistreatment would recognize that the harm often extends beyond the victim – and that observers, too, may need support.

    What still isn’t known

    What’s needed now is a better understanding of the nuances involved in observing mistreatment. Why do some observers react with empathy, while others derive pleasure from the suffering of others? And why might observers feel empathy for the victim but still respond by judging or blaming them? Answering these questions is a crucial next step for researchers and leaders seeking to design more effective workplace policies.

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

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

    – ref. Observers of workplace mistreatment react as strongly as the victims − at times with a surprising amount of victim blaming – https://theconversation.com/observers-of-workplace-mistreatment-react-as-strongly-as-the-victims-at-times-with-a-surprising-amount-of-victim-blaming-255761

    MIL OSI Analysis –

  • MIL-OSI: ESET Named a 2025 Gartner® Peer Insights™ Customers’ Choice for Endpoint Protection

    Source: GlobeNewswire (MIL-OSI)

    BRATISLAVA, Slovakia, June 17, 2025 (GLOBE NEWSWIRE) — ESET, a global leader in cybersecurity solutions, is proud to announce its recognition as the Customers’ Choice in the 2025 Gartner® Peer Insights™ “Voice of the Customer” report1 for Endpoint Protection Platforms, in the category of Organizations with Annual Revenue between 50M – 1B USD. This distinction reflects the positive feedback and high satisfaction ratings from verified end users who rely on ESET´s solutions to defend against evolving cyber threats.

    According to the report, 95% of Gartner Peer Insights reviews received for ESET indicated a 5-star (60%) or 4-star (35%) rating. Overall, our customers have given us a rating of 4.9 out of 5 during the last 180 days, with 98% of them concluding they would recommend our product. “In our view, ESET’s placement in the report underscores our commitment to delivering reliable, effective, and user-friendly endpoint protection platforms solutions to organizations worldwide,” said Zuzana Legáthová, Director of Test, Analyst Relations and Market Research at ESET.

    The “Voice of the Customer” report aggregates peer reviews and ratings over an 18-month period, offering valuable insights into customer experiences with leading cybersecurity vendors. ESET´s recognition is based on reviews from 187 verified end-user professionals, and we believe that it focuses on their direct experience with operating the ESET PROTECT Platform.

    “Being named a Customers’ Choice by Gartner Peer Insights is a powerful validation of the trust our users place in ESET. It reflects our ongoing mission to deliver cybersecurity that’s not only powerful and reliable but also intuitive and tailored to the real-world needs of modern organizations,” said Pavol Balaj, Chief Business Officer at ESET.

    ESET PROTECT is a comprehensive cybersecurity platform designed to meet the evolving needs of modern organizations. Built on decades of expertise and continuous innovation, it delivers a Prevention-First approach to security, integrating advanced technologies and security services into a single, scalable solution.

    At its core, the platform features ESET LiveSense, a multilayered security engine powered by over 30 years of human expertise, machine learning, and ESET LiveGrid, a global cloud-based reputation system. This foundation enables balanced breach prevention, detection, and response capabilities, ensuring robust protection across all digital environments.

    Key features include:

    • Modern, multilayered endpoint security for desktops, servers, and mobile devices
    • Extended protection for cloud applications, email systems, and servers
    • Comprehensive vulnerability assessment and patch management
    • AI-native detection technologies and advanced threat protection
    • Globally sourced telemetry and threat intelligence
    • Managed Detection and Response (MDR) services with local support and a fast 20-minute response time

    The report is based on over 5,400 reviews collected over an 18-month period ending January 31, 2025. Only vendors with a minimum of 20 eligible reviews and 15 ratings for “Capabilities” and “Support/Delivery” were included.

    Discover more about ESET PROTECT Platform. For more information about ESET’s awards and recognized excellence, click here.

    GARTNER is a registered trademark and service mark of Gartner, Inc., and/or its affiliates in the U.S. and internationally, and PEER INSIGHTS is a registered trademark of Gartner, Inc., and/or its affiliates and are used herein with permission. All rights reserved. Gartner® Peer Insights™ content consists of the opinions of individual end users based on their own experiences and should not be construed as statements of fact, nor do they represent the views of Gartner or its affiliates. Gartner does not endorse any vendor, product, or service depicted in this content nor makes any warranties, expressed or implied, with respect to this content, about its accuracy or completeness, including any warranties of merchantability or fitness for a particular purpose.

    About ESET

    ESET® provides cutting-edge digital security to prevent attacks before they happen. By combining the power of AI and human expertise, ESET stays ahead of emerging global cyberthreats, both known and unknown—securing businesses, critical infrastructure, and individuals. Whether it’s endpoint, cloud, or mobile protection, our AI-native, cloud-first solutions and services remain highly effective and easy to use. ESET technology includes robust detection and response, ultra-secure encryption, and multifactor authentication. With 24/7 real-time defense and strong local support, we keep users safe and businesses running without interruption. The ever-evolving digital landscape demands a progressive approach to security: ESET is committed to world-class research and powerful threat intelligence, backed by R&D centers and a strong global partner network. For more information, visit www.eset.com or follow our social media, podcasts, and blogs.

    The MIL Network –

  • MIL-OSI: ESET Named a 2025 Gartner® Peer Insights™ Customers’ Choice for Endpoint Protection

    Source: GlobeNewswire (MIL-OSI)

    BRATISLAVA, Slovakia, June 17, 2025 (GLOBE NEWSWIRE) — ESET, a global leader in cybersecurity solutions, is proud to announce its recognition as the Customers’ Choice in the 2025 Gartner® Peer Insights™ “Voice of the Customer” report1 for Endpoint Protection Platforms, in the category of Organizations with Annual Revenue between 50M – 1B USD. This distinction reflects the positive feedback and high satisfaction ratings from verified end users who rely on ESET´s solutions to defend against evolving cyber threats.

    According to the report, 95% of Gartner Peer Insights reviews received for ESET indicated a 5-star (60%) or 4-star (35%) rating. Overall, our customers have given us a rating of 4.9 out of 5 during the last 180 days, with 98% of them concluding they would recommend our product. “In our view, ESET’s placement in the report underscores our commitment to delivering reliable, effective, and user-friendly endpoint protection platforms solutions to organizations worldwide,” said Zuzana Legáthová, Director of Test, Analyst Relations and Market Research at ESET.

    The “Voice of the Customer” report aggregates peer reviews and ratings over an 18-month period, offering valuable insights into customer experiences with leading cybersecurity vendors. ESET´s recognition is based on reviews from 187 verified end-user professionals, and we believe that it focuses on their direct experience with operating the ESET PROTECT Platform.

    “Being named a Customers’ Choice by Gartner Peer Insights is a powerful validation of the trust our users place in ESET. It reflects our ongoing mission to deliver cybersecurity that’s not only powerful and reliable but also intuitive and tailored to the real-world needs of modern organizations,” said Pavol Balaj, Chief Business Officer at ESET.

    ESET PROTECT is a comprehensive cybersecurity platform designed to meet the evolving needs of modern organizations. Built on decades of expertise and continuous innovation, it delivers a Prevention-First approach to security, integrating advanced technologies and security services into a single, scalable solution.

    At its core, the platform features ESET LiveSense, a multilayered security engine powered by over 30 years of human expertise, machine learning, and ESET LiveGrid, a global cloud-based reputation system. This foundation enables balanced breach prevention, detection, and response capabilities, ensuring robust protection across all digital environments.

    Key features include:

    • Modern, multilayered endpoint security for desktops, servers, and mobile devices
    • Extended protection for cloud applications, email systems, and servers
    • Comprehensive vulnerability assessment and patch management
    • AI-native detection technologies and advanced threat protection
    • Globally sourced telemetry and threat intelligence
    • Managed Detection and Response (MDR) services with local support and a fast 20-minute response time

    The report is based on over 5,400 reviews collected over an 18-month period ending January 31, 2025. Only vendors with a minimum of 20 eligible reviews and 15 ratings for “Capabilities” and “Support/Delivery” were included.

    Discover more about ESET PROTECT Platform. For more information about ESET’s awards and recognized excellence, click here.

    GARTNER is a registered trademark and service mark of Gartner, Inc., and/or its affiliates in the U.S. and internationally, and PEER INSIGHTS is a registered trademark of Gartner, Inc., and/or its affiliates and are used herein with permission. All rights reserved. Gartner® Peer Insights™ content consists of the opinions of individual end users based on their own experiences and should not be construed as statements of fact, nor do they represent the views of Gartner or its affiliates. Gartner does not endorse any vendor, product, or service depicted in this content nor makes any warranties, expressed or implied, with respect to this content, about its accuracy or completeness, including any warranties of merchantability or fitness for a particular purpose.

    About ESET

    ESET® provides cutting-edge digital security to prevent attacks before they happen. By combining the power of AI and human expertise, ESET stays ahead of emerging global cyberthreats, both known and unknown—securing businesses, critical infrastructure, and individuals. Whether it’s endpoint, cloud, or mobile protection, our AI-native, cloud-first solutions and services remain highly effective and easy to use. ESET technology includes robust detection and response, ultra-secure encryption, and multifactor authentication. With 24/7 real-time defense and strong local support, we keep users safe and businesses running without interruption. The ever-evolving digital landscape demands a progressive approach to security: ESET is committed to world-class research and powerful threat intelligence, backed by R&D centers and a strong global partner network. For more information, visit www.eset.com or follow our social media, podcasts, and blogs.

    The MIL Network –

  • MIL-OSI: Andvaris Inc. Honored with Rising Star Award at 2025 FSMSDC Business Impact Awards

    Source: GlobeNewswire (MIL-OSI)

    MIAMI, June 17, 2025 (GLOBE NEWSWIRE) — Andvaris Inc., a leading provider of staffing and workforce solutions, is proud to announce that it has been recognized with the prestigious Rising Star Award at the Florida State Minority Supplier Development Council’s (FSMSDC) 2025 Business Conference & Business Impact Awards.

    The Rising Star Award highlights the success of emerging small businesses that demonstrate strong growth potential, innovation, and a commitment to excellence. Andvaris was honored for its outstanding trajectory, forward-thinking strategies, and impactful contributions to the business community.

    “This award is more than just a milestone—it’s a testament to the hard work, resilience, and shared vision of our entire team,” said Zedrick Gilo, CEO of Andvaris. “We are deeply honored and inspired to continue pushing boundaries in service, innovation, and excellence.”

    Andvaris extends heartfelt thanks to Beatrice Louissaint, President and CEO of FSMSDC, for her visionary leadership, and to Kirk Gimenez, who brought energy and charisma to the event as host. Special thanks also go to the FSMSDC team for orchestrating a memorable evening that celebrated the achievements of Florida’s most dynamic businesses.

    As a fast-growing company, Andvaris remains committed to delivering value-driven staffing solutions while helping clients build agile, high-performing teams across the country.

    About Andvaris Inc.

    Founded in 2014, Andvaris is a national staffing and recruiting company specializing in contingent workforce solutions, AI-driven hiring technology, and employer of record services. With offices in Miami and Fort Lauderdale, the company helps businesses scale their workforce efficiently and strategically.

    Media Contact:

    Zedrick Gilo
    CEO, Andvaris Inc.
    Email: zgilo@andvaris.com
    Phone: (305) 600-1349
    Website: https://andvaris.com

    Photos accompanying this announcement are available at

    https://www.globenewswire.com/NewsRoom/AttachmentNg/3edaf7c6-79bd-4b21-9eb6-981d831cc7bd

    https://www.globenewswire.com/NewsRoom/AttachmentNg/9cfe1feb-c793-4ef4-8256-6bb54fafd48e

    The MIL Network –

  • MIL-OSI: Order.co Named One of Inc.’s 2025 Best Workplaces – Here’s What Sets It Apart

    Source: GlobeNewswire (MIL-OSI)

    NEW YORK, June 17, 2025 (GLOBE NEWSWIRE) — Order.co, the world’s leading B2B Ecommerce Platform, is proud to announce it has been named to Inc.’s 2025 Best Workplaces list. This year’s list is the result of a comprehensive evaluation of American companies that have excelled in creating exceptional workplaces and company cultures – whether in-person or remote.

    To determine the final list, Inc. partnered with Quantum Workplace to conduct a detailed employee survey covering key areas like management effectiveness, perks, professional development, and overall company culture. Quantum also audited each company’s benefits to assess the full employee experience and calculate final scores. With thousands of companies applying and a highly selective process, only 514 organizations made the cut, including Order.co.

    “Being named one of Inc.’s Best Workplaces is an incredible honor,” said Karen Bedell, VP, People at Order.co. “It’s really a testament to the intentional work we’ve put into nurturing a culture where people feel supported and empowered. Our team has stayed grounded in gratitude, humility, and a shared commitment to doing what’s right – for each other and our customers.”

    At the heart of Order.co’s workplace culture is a strong commitment to connection, flexibility, and employee well-being. While the company embraces a remote-first workplace that empowers team members to work from anywhere, Order.co also invests in frequent in-person team-building events. From company-wide offsites to local meetups and volunteer opportunities throughout the year, employees across the country enjoy regular collaboration and maintain a strong sense of community.

    Alongside its commitment to connection and culture, Order.co also offers a robust benefits package to help employees thrive both personally and professionally. A few of these benefits include:

    • Flexibility to work from anywhere and access to an HQ in New York City
    • Comprehensive health coverage, including medical, dental, and vision plans
    • 401(k) with employer match to support long-term financial planning
    • Memberships to Wellhub and Talkspace
    • Generous parental leave available from day one
    • And many more

    “Inc.’s Best Workplaces program celebrates the exceptional organizations whose workplace cultures address their employees’ welfare and needs in meaningful ways,” says Bonny Ghosh, editorial director at Inc. “As companies expand and adapt to changing economic forces, maintaining such a culture is no small feat. Yet these honorees have not only achieved it—they continue to elevate the employee experience through thoughtful benefits, engagement, and a deep commitment to their teams.”

    To view the full list of winners, visit Inc.com.

    About Order.co

    Order.co simplifies business buying by combining the ease of online shopping with the sophistication of world-class purchase order and AP automation. The result? Businesses cut costs and complexity with every order.

    Hundreds of companies, like WeWork and Hugo Boss, leverage Order.co to centralize purchase-to-pay workflows, scale operations, and gain total control over spending – saving an average of 5% on products. Founded in 2016 and headquartered in New York City, Order.co has raised $70M in funding from industry-leading investors like MIT, Stage 2 Capital, Rally Ventures, 645 Ventures, and more.

    About Inc.
    Inc. is the leading media brand and playbook for the entrepreneurs and business leaders shaping our future. Through its journalism, Inc. aims to inform, educate, and elevate the profile of its community: the risk-takers, the innovators, and the ultra-driven go-getters who are creating the future of business. Inc. is published by Mansueto Ventures LLC, along with fellow leading business publication Fast Company. For more information, visit www.inc.com.

    About Quantum Workplace
    Quantum Workplace, based in Omaha, Nebraska, is an HR technology company that serves organizations through employee-engagement surveys, action-planning tools, exit surveys, peer-to-peer recognition, performance evaluations, goal tracking, and leadership assessment. For more information, visit QuantumWorkplace.com.

    Media Contact

    Allison Reich
    Senior Manager of Brand, Content & Enablement
    Allison.reich@order.co

    A photo accompanying this announcement is available at https://www.globenewswire.com/NewsRoom/AttachmentNg/2c3327c4-5597-4c8b-9971-3a9545b0473a

    The MIL Network –

  • MIL-OSI Economics: Lufthansa honored with World Airline Awards 2025

    Source: Lufthansa Group

    Lufthansa is the world’s most family-friendly airline. This prize from the World Airline Awards 2025 was presented today by the market research institute Skytrax at the Paris Air Show. The Lufthansa First Class Terminal in Frankfurt was also named the world’s best First Class Lounge. Austrian Airlines and Eurowings also received one of the coveted prizes – the award for “Best Airline Staff in Europe” went to Austrian Airlines in Vienna and Eurowings was named “Best Low Cost Airline in Europe”. Skytrax, a market research institute specializing in aviation, had previously surveyed 22.3 million passengers from well over 100 countries worldwide.

    “Lufthansa attaches great importance to ensuring that all guests on board feel comfortable with us – from Economy to First Class. I am therefore particularly pleased that we have received the award for the world’s most family-friendly airline and at the same time for the best First Class lounge,” says Heiko Reitz, Chief Customer Officer Lufthansa Airlines. “Above all, Lufthansa’s unsurpassed hospitality is also premium. In particular, our colleagues in the cabin, cockpit and on the ground can be very proud today. They are the ones who fulfill our promise of quality day after day.”

     

    Traveling with children  

    Lufthansa attaches great importance to ensuring that its youngest guests also feel comfortable on board. The airline therefore offers specially created kids’ menus prepared by the chefs at Gate Gourmet. The menus belong to the “Special Meals” category and can be pre-ordered by passengers free of charge up to 24 hours before departure. The offer applies to all classes on long-haul flights and to Business Class on short-haul flights.

    The trays are lovingly designed with colorful illustrations of the Lufthansa mascots “Lu” and “Cosmo” and the menu card invites young passengers to puzzle and color while they playfully learn how an airplane flies.

    Lufthansa has also introduced a new range of children’s toys on board. From cloud-shaped cuddly blankets for toddlers to puzzles and the game “City, Country, Flight”, there is something for every taste and every age. There is also a portfolio of coloring pages featuring Lu and Cosmo, which can be accessed via the Lufthansa eJournals homepage. Young passengers will also find magazines for children and teenagers in various languages. The in-flight entertainment program for children includes a large selection of films, series, music, audio books and podcasts. Children can also look forward to special amenity kits and, from summer 2025, new year-round “Best Friend” children’s boarding passes.

     

    Travel in Lufthansa First Class

    The separate First Class terminal in Frankfurt with limousine transfer directly to the aircraft and personal assistant, which has been named the best First Class lounge in the world, is emblematic of Lufthansa’s premium offering.

    Since the beginning of the year, traveling in Lufthansa’s top class has become even more exclusive. The new Lufthansa Allegris First Class on long-haul aircraft can be experienced in the summer timetable on flights from Munich to San Francisco, Chicago, San Diego, Shanghai and Bengaluru and sets new standards with two individual suites and the extraordinary Suite Plus: guests can heat or cool their almost one meter wide seats in the individual suites according to their personal needs. The separate cabins with ceiling-high walls and lockable door, large table and wide seat, a living room-sized screen and wireless “over-ear” headphones define a new standard in comfort and individuality. Generous storage space is provided by a personal wardrobe in the suite, so that travelers can change comfortably and have all their personal items to hand. Individual lamps allow travelers to create their very own feel-good atmosphere.

    The Suite Plus double cabin, the only one of its kind in the world, creates a special travel experience with two wide seats that can be combined to form a comfortable double bed if required. The flying private room impresses with maximum comfort and individuality. The Suite Plus offers maximum exclusivity for the single passenger and the unique opportunity to use the double cabin as a couple.

    The new First Class is part of a major Lufthansa premium offensive. Among other things, First Class guests can also look forward to renovated First Class check-in areas in Frankfurt (from late summer) and Munich as well as the newly designed First Class Lounge at Munich Airport.

     

    Skytrax

    The survey was conducted by the market research institute Skytrax. It evaluated the airlines’ in-flight offers and services at the airports. Skytrax has been conducting the annual passenger survey since 1999. All detailed results of the World Airlines Awards can be found at www.worldairlineawards.com

    MIL OSI Economics –

  • MIL-OSI: The Keg Royalties Income Fund Enters into Arrangement Agreement

    Source: GlobeNewswire (MIL-OSI)

    Not for distribution to U.S. News wire services or dissemination in the U.S.

    VANCOUVER, British Columbia, June 17, 2025 (GLOBE NEWSWIRE) — The Keg Royalties Income Fund (the “Fund”) (TSX: KEG.UN) today announced that, further to the non-binding letter of intent previously announced on May 5, 2025 (the “LOI”), it has entered into an arrangement agreement (the “Arrangement Agreement“) with 1543965 B.C. Ltd. (the “Purchaser“) an affiliate of Fairfax Financial Holdings Limited (collectively with its affiliates, “Fairfax”) pursuant to which the Purchaser has agreed to acquire all of the issued and outstanding units of the Fund (“Units”) other than Units already owned by Fairfax, for a price of $18.60 per Unit (the “Purchase Price”), payable in cash (the “Transaction”). The Transaction is not subject to a financing condition. The Fund will continue to pay its monthly cash distribution to unitholders (“Unitholders”) until the Transaction is completed, including a prorated cash distribution for the month in which the closing of the Transaction (the “Closing”) occurs, as well as a special cash distribution based on the Fund’s historical practice of paying annual special distributions, prorated for the portion of the fiscal year completed as of the Closing.

    Kip Woodward, Chairman of the Fund, commented, “The Transaction offers the Fund’s unitholders a substantial premium at a compelling valuation, as well as immediate liquidity. It also provides the Keg business with additional financial flexibility in the hands of a committed, well-capitalized owner with a long-term perspective. We are very pleased to have reached this definitive agreement with Fairfax for our unitholders, following our announcement of the non-binding LOI last month.”

    Benefits of the Transaction to Unitholders

    The Transaction, if completed, will provide numerous benefits to Unitholders, including the following:

    • Compelling Value and Significant Premium – the Purchase Price represents a 30.8% premium to the closing price for the Units on May 2, 2025 (the last trading day prior to the announcement of the LOI), and a 34.7% premium to the 20-day volume weighted average trading price as of that date.
    • Certainty and Immediate Liquidity – the Purchase Price is 100% payable in cash, with no financing condition, providing Unitholders with certainty and immediate liquidity.
    • Continued Distributions to Closing – the Fund will continue to pay its monthly cash distribution to Unitholders of $0.0946 per Unit until the Transaction is completed, including a prorated monthly distribution for the month in which the Closing occurs, as well as a special cash distribution based on the Fund’s historical practice of paying annual special distributions, with such special cash distribution being set at $0.055 per Unit for the 2025 fiscal year, prorated for the portion of the fiscal year completed as of the Closing.

    Trustee Recommendation

    The Transaction is the product of extensive, arm’s length negotiations that took place between the board of trustees of the Fund (the “Trustees”) and representatives of Fairfax. Throughout the negotiations, the Trustees were advised by independent and highly qualified legal and financial advisors.

    In connection with their review of the Transaction, the Trustees retained Fort Capital Partners (“Fort Capital”) as its independent valuator in accordance with Multilateral Instrument 61-101 – Protection of Minority Security Holders in Special Transactions (“MI 61-101“). Fort Capital delivered an oral opinion to the Trustees that, as of June 16, 2025, and subject to certain assumptions, limitations and qualifications to be set forth in the written formal valuation that will be included in the management information circular (the “Circular“) that will be sent to the Unitholders in connection with the special meeting to be called to approve the Transaction (the “Special Meeting“), the fair market value of the Units is in the range of $16.50 to $19.50 per Unit (the “Formal Valuation“). Fort Capital has also delivered an oral fairness opinion to the Trustees that, as of June 16, 2025, and subject to the assumptions, limitations and qualifications to be set forth in Fort Capital’s written fairness opinion that will be included in the Circular, the consideration to be received by the Unitholders (other than Fairfax) pursuant to the Transaction is fair, from a financial point of view, to the Unitholders (other than Fairfax) (the “Fort Capital Fairness Opinion“).

    Additionally, Capital West Partners (“Capital West”), financial advisor to the Trustees, provided an oral fairness opinion to the Trustees stating that, as of June 16, 2025, and subject to certain assumptions, limitations and qualifications to be set forth in Capital West’s written fairness opinion that will be included in the Circular, the consideration to be received by the Unitholders (other than Fairfax) pursuant to the Transaction is fair, from a financial point of view, to the Unitholders (other than Fairfax) (together with the Fort Capital Fairness Opinion, the “Fairness Opinions“).

    The Trustees of the Fund, after receiving legal and financial advice, the Fairness Opinions and the Formal Valuation, have unanimously determined that the Transaction is in the best interests of the Fund and fair to the Unitholders (other than Fairfax) and unanimously recommend that the Unitholders vote in favour of the Transaction.

    Copies of the Formal Valuation and the Fairness Opinions, as well as additional details regarding the terms and conditions of the Transaction, will be contained in the Circular, which will be filed with applicable Canadian securities regulators, made available on the SEDAR+ profile of the Fund at www.sedarplus.ca and mailed to the Unitholders in connection with the Special Meeting.

    Transaction Structure and Details

    The Transaction is structured as a statutory plan of arrangement under the Business Corporations Act (British Columbia), pursuant to which, among other things, the Purchaser will acquire all of the issued and outstanding Units, other than Units already owned by Fairfax, for the Purchase Price payable in cash.

    The Transaction is expected to close in the third quarter of this year and is subject to customary closing conditions, including court approval, the approval of the Unitholders (as further described below), approval of the Toronto Stock Exchange and regulatory approval under the Competition Act (Canada).

    Completion of the Transaction will be subject to the approval of (i) more than two-thirds (66 2/3%) of the votes cast by Unitholders present in person or represented by proxy at the Special Meeting and (ii) the majority of the votes cast by Unitholders present in person or represented by proxy at the Special Meeting, excluding the votes of Fairfax (which currently owns approximately 33.92% of the Units on a fully-diluted basis, including securities exchangeable into Units (“Exchangeable Units”)) and any other Unitholders whose votes are required to be excluded for the purposes of “minority approval” under MI 61-101. Further details regarding the applicable voting requirements will be contained in the Circular.

    The Trustees and certain other Unitholders, including individuals who are directors and/or officers of certain subsidiaries of the Fund, and, as previously announced, the largest holder of outstanding Units (without taking into account any Exchangeable Units held by Fairfax), have agreed to vote their respective Units, if any, in favour of the resolution approving the Transaction, subject to certain customary conditions set forth in voting and support agreements (the “Support Agreements”). These Unitholders who have entered into Support Agreements currently hold an aggregate of approximately 14.7% of the issued and outstanding Units on an undiluted basis (representing approximately 9.9% of the issued and outstanding Units on a fully diluted basis, including the Exchangeable Units).

    Advisors

    Capital West Partners and Lawson Lundell LLP are acting as financial advisor and legal advisor, respectively, to the Trustees in respect of the Transaction. Torys LLP is acting as legal advisor to Fairfax in respect of the Transaction.

    Forward Looking Information

    This news release contains “forward-looking information” and “forward-looking statements” (collectively, “forward-looking information”) within the meaning of applicable securities laws. This information includes, but is not limited to, statements concerning the Fund’s objectives, its strategies to achieve those objectives, as well as statements made with respect to the Trustees’ beliefs, plans, estimates, projections and intentions, and similar statements concerning anticipated future events, results, circumstances, performance or expectations that are not historical facts. In some cases, forward-looking information can be identified by the use of forward-looking terminology such as “expects”, “estimates”, “intends”, “anticipates”, “believes”, or variations of such words and phrases or statements that certain actions, events or results “may”, “could”, “would”, “might”, “will”, “will be taken”, “occur” or “be achieved”. In addition, any statements that refer to expectations, intentions, projections or other characterizations of future events or circumstances contain forward-looking information. Statements containing forward-looking information are not historical facts but instead represent the Trustees’ expectations, estimates and projections regarding future events or circumstances. Forward-looking information in this news release, which includes, among other things, statements relating to the Transaction (including statements in respect of the consummation of the Transaction, the payment of cash distributions, and the satisfaction of the conditions precedent thereto, in each case, if at all), is necessarily based on a number of opinions and assumptions that the Trustees considered appropriate and reasonable as of the date such statements are made in light of their experience, current conditions and expected future developments, including the assumption that the Transaction can be completed on acceptable terms and that any conditions precedent can be satisfied.

    Risks and uncertainties related to the Transaction include, but are not limited to: the possibility that the Transaction will not be completed on the terms and conditions currently contemplated; failure of the Fund and Fairfax to obtain the required regulatory, court, stock exchange and Unitholder approvals for, or satisfy other conditions to effect, the Transaction; the risk that the Transaction may involve unexpected costs, liabilities or delays; the risk of a change in general economic conditions; the risk that, prior to the completion of the Transaction, the business of KRL (as defined below) may experience significant disruptions; the risk that any legal proceedings may be instituted against the Fund or determined adversely to the interests of the Fund; and other risk factors contained in filings made by the Fund with the Canadian securities regulators, including the Fund’s annual information form dated March 25, 2025 and financial statements and related management discussion and analysis for the financial year ended December 31, 2024 filed with the securities regulatory authorities in certain jurisdictions of Canada and available at www.sedarplus.ca.

    Although the Trustees have attempted to identify important risk factors that could cause actual results to differ materially from those contained in forward-looking information, there may be other risk factors not presently known to them or that they presently believe are not material that could also cause actual results or future events to differ materially from those expressed in such forward- looking information. There can be no assurance that such information will prove to be accurate, as actual results and future events could differ materially from those anticipated in such information. No forward-looking statement is a guarantee of future results. Accordingly, you should not place undue reliance on forward-looking information, which speaks only as of the date made. The forward-looking information contained in this news release represents the Fund’s expectations as of the date of this news release (or as the date they are otherwise stated to be made) and are subject to change after such date. However, the Fund disclaims any intention or obligation or undertaking to update or revise any forward-looking information whether as a result of new information, future events or otherwise, except as required under applicable securities laws in Canada. All of the forward-looking information contained in this news release is expressly qualified by the foregoing cautionary statements.

    About The Keg Royalties Income Fund

    The Fund is a limited purpose, open-ended trust established under the laws of the Province of Ontario that, through The Keg Rights Limited Partnership, a subsidiary of the Fund, owns certain trademarks and other related intellectual property used by Keg Restaurants Ltd. (“KRL”). Vancouver-based KRL is the leading operator and franchisor of steakhouse restaurants in Canada and has a substantial presence in select regional markets in the United States. KRL has been named the number one restaurant company to work for in Canada in the latest edition of Forbes “Canada’s Best Employers 2025” survey.

    About Fairfax Financial Holdings Limited

    Fairfax Financial Holdings Limited is a holding company which, through its subsidiaries, is primarily engaged in property and casualty insurance and reinsurance and the associated investment management.

    The MIL Network –

  • MIL-OSI: Combining Sustainable Growth with Performance: Boralex Announces Its Strategic Plan and Financial Objectives for 2030

    Source: GlobeNewswire (MIL-OSI)

    MONTRÉAL, June 17, 2025 (GLOBE NEWSWIRE) — Boralex inc. (“Boralex” or the “Company”) (TSX: BLX) announces its Strategic Plan and Financial Objectives for 2030.

    2030 Strategy Highlights

    • Acceleration of organic growth, leveraging our high-quality pipeline of projects and growth path
    • Maintain disciplined financial management with precise expected returns indicators, a solid balance sheet, flexible and agile financing and the introduction of a cash flows per share growth objective.  
    • Three simplified pillars: growth, efficiency and long-term differentiation.
    • Two markets in strong leadership position: Canada, with strong growth potential in Quebec and Ontario, and France, with significant potential to optimize revenues and cash flows from operating assets.
    • Two expanding markets: certain U.S. states, including solar in New York State, and the United Kingdom through the development of a long-term growth platform.
    • Increase in the weighted average remaining contract duration1 from 11 years in 2024 to 14 years by 2030.
    • Keeping up the pace of growth: double the Company’s installed capacity2 every five years within a diverse, inclusive, and responsible work environment aimed at a net-zero trajectory by 2050.

    “We are very proud to present the results of our 2030 strategic planning exercise. In a context where climate risk remains one of the main business risks globally, our strategy aims to combine sustainable growth with performance through the production of renewable and affordable energy,” said Patrick Decostre, President and Chief Executive Officer of Boralex. “By executing this plan, we are unlocking the full potential of our business model, which will allow us to seize the most promising opportunities in the four markets where we are already active and where demand for renewable energy is growing rapidly,” he added.

    “This growth, supported by a development projects pipeline and growth path of 8 GW, will be carried out in a disciplined manner and will continue to focus on securing long-term power purchase agreements with an increasingly diversified customer base. Moreover, the increase in the weighted average remaining duration of our contracts from 11 to 14 years will enable us to implement highly competitive financing structures and reinvest these long-term secured funds into an increasing number of profitable projects in the coming years,” Mr. Decostre continued.

    Boralex’s 2030 Strategy is rooted in a long-term value creation perspective, as it will enable targeted investments in projects that will materialize not only over the next five years, but also in following years, replicating the approach adopted in the 2021-2025 Strategic Plan. The 2030 Strategy builds on the significant efforts made over the past five years to create a high-quality development portfolio, enabling us to set fully organic growth targets over which we have greater control. As a result, this approach carries a lower level of risk compared to the previous plan, which relied on an important expected portion coming from mergers and acquisitions.

    Financial Objectives and Main Business Indicators 2025–20303

    100% Organic financial objectives

    • Compound annual growth rate (CAGR)4 of operating income between 12% to 14%, consolidated EBITDA(A)4 between 7% to 9% and combined EBITDA(A)4 between 8% to 10%.
    • CAGR of cash flows related to operating activities per share4 and of discretionary cash flows per share4 between 8% to 10%.

    Main business indicators

    • Total planned investments4 of $6.8 billion plus $1.2 billion for projects scheduled to be commissioned after 2030.
    • Minimum levered internal rate of return (IRR)4 on investments threshold between 10% and 12% adjusted for specific risks by region and technology as well as changes in cost of capital.
    • Payout ratio4 of 20% to 40% of discretionary cash flows.

    “Boralex will continue to grow by applying the same financial discipline that has driven its success in recent years. We will become even more agile by further diversifying our sources of financing. This will include a proactive approach to capital recycling for our most mature assets or those with high value-creation potential, as well as evaluating partnerships for larger-scale projects,” said Bruno Guilmette, Senior Vice President and Chief Financial Officer of Boralex.

    “Our 100% organic financial objectives reflect the high potential of our development pipeline and growth path, which has nearly tripled over the past five years. We are also introducing a new target in this plan: the growth of discretionary cash flows per share—a metric aligned with investor expectations and with the variable compensation of our employees. We are therefore highly confident that these objectives, combined with our discipline, will enable Boralex to maximize value creation for its shareholders and all stakeholders,” Mr. Guilmette added.

    Investor Day 2025

    Boralex presented its 2030 Strategy and objectives to a group of investors, financial analysts, and bankers gathered in Toronto. The presentation was also broadcast live for business partners who were unable to attend in person. On this occasion, the executive team and regional leaders outlined the key elements and financial targets of the 2030 Strategy, the various growth opportunities and outlooks by region and technology, as well as the company’s approach to risk management and sustainability. A replay of the event and all presentation materials are available on Boralex’s website in the Investors section.

    About Boralex

    At Boralex, we have been providing affordable renewable energy accessible to everyone for over 30 years. As a leader in the Canadian market and France’s largest independent producer of onshore wind power, we also have facilities in the United States and in the United Kingdom. Over the past five years, our installed capacity has increased by more than 50% to 3.2 GW. We are developing a portfolio of projects in development and construction of 8 GW in wind, solar and storage projects, guided by our values and our corporate social responsibility (CSR) approach. Through profitable and sustainable growth, Boralex is actively participating in the fight against global warming. Thanks to our fearlessness, discipline, expertise and diversity, we continue to be an industry leader. Boralex’s shares are listed on the Toronto Stock Exchange under the ticker symbol BLX. 

    For more information, visit boralex.com or sedarplus.com. Follow us on Facebook and LinkedIn.

    Non-IFRS and other financial measures

    Performance measures

    In order to assess the performance of its assets and reporting segments, Boralex uses various performance measures. Management believes that these measures are widely accepted financial indicators used by investors to assess the operational performance of a company and its ability to generate cash through operations. The non-IFRS and other financial measures also provide investors with insight into the Corporation’s decision making as the Corporation uses these non-IFRS financial measures to make financial, strategic and operating decisions. It is important to note that the non-IFRS financial measures should not be considered as substitutes for IFRS measures. They are primarily derived from the audited consolidated financial statements, but do not have a standardized meaning under IFRS; accordingly, they may not be comparable to similarly named measures used by other companies. In addition, these non-IFRS financial measures are not audited and have important limitations as analytical tools. Investors are therefore cautioned not to consider them in isolation or place undue reliance on ratios or percentages calculated using these non-IFRS financial measures.

    Non-GAAP financial measures
    Specific financial measure Use Composition Most directly comparable IFRS measure
    Financial data – Combined (all disclosed financial data) To assess the performance and the ability of a company to generate cash from its operations and investments in joint ventures and associates. Results from the combination of the financial information of Boralex Inc. under IFRS and the share of the financial information of the Interests.

    Interests in joint ventures and associates, Share in earnings (losses) of joint ventures and associates and Distributions received from joint ventures and associates are then replaced with Boralex’s respective share in the financial statements of the Interests (revenues, expenses, assets, liabilities, etc.).

    		 Respective financial data –Consolidated
    Discretionary cash flows To assess the cash generated from operations and the amount available for future development or to be paid as dividends to common shareholders while preserving the long-term value of the business. Net cash flows related to operating activities before “change in non-cash items related to operating activities,” less:

    (i) distributions paid to non-controlling shareholders;
    (ii) additions to property, plant and equipment (maintenance of operations);
    (iii) repayments on non-current debt (projects) and repayments to tax equity investors;
    (iv) principal payments related to lease liabilities;
    (v) adjustments for non-operational items; plus
    (vi) development costs (from the statement of earnings).

    		 Net cash flows related to operating activities
    Non-GAAP financial measures – Non-GAAP ratios
    Specific financial measure Use Composition
    Discretionary cash flows per share To assess the amount per share available for future development or to be paid as dividends to common shareholders while preserving the long-term value of the business as well as to assess operating results.

    Financial objective 2030

    		 The discretionary cash flows amount divided by the weighted average number of basic outstanding shares.
    Payout ratio To assess ability to sustain current dividends as well as ability to fund its future development.

    Main business indicator 2030

    		 The amount of dividends paid to shareholders divided by the discretionary cash flows amount.
    Other financial measures – Total of segment measures
    Specific financial measure Most directly comparable IFRS measure
    EBITDA(A) Operating income
    Other financial measures – Total of segment measures
    Specific financial measure Most directly comparable IFRS measure
    Compound annual growth rate (CAGR) The CAGR is a growth rate indicating the annual variation as if the growth had been constant throughout the period for a period of more than one fiscal year.
    Net Cash flows related to operating activities per share

    Financial objective 2030    		 The amount of cash flows from operating activities is divided by the weighted average number of basic outstanding shares.
    Total planned investments

    Main business indicator 2030

    		 Total planned investments represent the sums that will need to be invested to complete the projects up to commissioning.
    Internal rate of return (IRR)

    Main business indicator 2030

    		 The IRR is a profitability indicator that measures the average annual return of an investment, taking into account levered cash flows.


    Assumptions regarding forward-looking information

    Assumptions and risk factors regarding the forward-looking information in our 2030 strategic targets are presented below.

    Assumptions regarding forward-looking information
    Forward-looking information Key assumptions Most relevant risk factors
    2030 Installed capacity Results solely from the contribution of organic projects, excluding the impact of potential merger and acquisition transactions. Lag in commissioning time if obtaining the required permits is more complicated and takes longer than expected and if the Corporation encounters issues related to the availability of materials.
    Weighted average residual duration of contracts 2030 Growth of installed capacity according to the strategic plan and obtaining targeted contracts for new projects that will be commissioned. Delay in the commissioning of organic projects and contractual conditions different from those initially planned.
    Projects under construction Investments, EBITDA(A) and forecasted discretionary cash flows to meet the target IRR of 10% to 12% set by management for projects under construction. Possible variation in construction costs related to the complexity of work, the supply of materials and equipment and availability of labour necessary for the construction of projects.
    2030 Operating Result and EBITDA(A) 2030 Prices of energy sales or feed-in premium contracts, proportion of production sold at market prices, annual anticipated production, cost structures to support growth. Competition in requests for proposals, lag in commissioning time for organic projects and completion of merger and acquisition transactions, price curve volatility and weather conditions impacting the total volume of power generated by the Corporation.
    Cash flow per share 2030 Largely related to the expected EBITDA(A), and to project financing ranging from 70% to 80% of the total planned investment and the number of shares outstanding. Possible fluctuations related to deviations in the expected EBITDA(A) target and market conditions for financing and issuing new equity instruments


    Disclaimer regarding forward-looking statements

    Certain statements contained in this release, including those related to results and performance for future periods, installed capacity targets, EBITDA(A) and discretionary cash flows, the Corporation’s strategic plan, business model and growth strategy, organic growth and growth through mergers and acquisitions, obtaining an investment grade credit rating, payment of a quarterly dividend, the Corporation’s financial targets, the projects commissioning dates, the portfolio of renewable energy projects, the Corporation’s Growth Path, the bids for new storage and solar projects and its Corporate Social Responsibility (CSR) objectives are forward-looking statements based on current forecasts, as defined by securities legislation. Positive or negative verbs such as “will,” “would,” “forecast,” “anticipate,” “expect,” “plan,” “project,” “continue,” “intend,” “assess,” “estimate” or “believe,” or expressions such as “toward,” “about,” “approximately,” “to be of the opinion,” “potential” or similar words or the negative thereof or other comparable terminology, are used to identify such statements.

    Forward-looking statements are based on major assumptions, including those about the Corporation’s return on its projects, as projected by management with respect to wind and other factors, opportunities that may be available in the various sectors targeted for growth or diversification, assumptions made about EBITDA(A) margins, assumptions made about the sector realities and general economic conditions, competition, exchange rates as well as the availability of funding and partners. While the Corporation considers these factors and assumptions to be reasonable, based on the information currently available to the Corporation, they may prove to be inaccurate.

    Boralex wishes to clarify that, by their very nature, forward-looking statements involve risks and uncertainties, and that its results, or the measures it adopts, could be significantly different from those indicated or underlying those statements, or could affect the degree to which a given forward-looking statement is achieved. The main factors that may result in any significant discrepancy between the Corporation’s actual results and the forward-looking financial information or expectations expressed in forward-looking statements include the general impact of economic conditions, fluctuations in various currencies, fluctuations in energy prices, the risk of not renewing PPAs or being unable to sign new corporate PPA, the risk of not being able to capture the US or Canadian investment tax credit, counterparty risk, the Corporation’s financing capacity, cybersecurity risks, competition, changes in general market conditions, industry regulations and amendments thereto, particularly the legislation, regulations and emergency measures that could be implemented for time to time to address high energy prices in Europe, litigation and other regulatory issues related to projects in operation or under development, as well as certain other factors considered in the sections dealing with risk factors and uncertainties appearing in Boralex’s MD&A for the fiscal year ended December 31, 2024.

    Unless otherwise specified by the Corporation, forward-looking statements do not take into account the effect that transactions, non-recurring items or other exceptional items announced or occurring after such statements have been made may have on the Corporation’s activities. There is no guarantee that the results, performance or accomplishments, as expressed or implied in the forward-looking statements, will materialize. Readers are therefore urged not to rely unduly on these forward-looking statements.

    Unless required by applicable securities legislation, Boralex’s management assumes no obligation to update or revise forward- looking statements in light of new information, future events or other changes.

    For more information

    Source: Boralex inc.        

    1 The weighted average remaining duration also includes non-activated contracts for newly commissioned sites.
    2 Installed capacity reflects 100% of Boralex’s subsidiaries in which Boralex is the controlling shareholder. It also reflects Boralex’s share in entities over which it does not have control, and which are accounted for using the equity method.
    3 For more information on the key assumptions and risk factors related to the targets of the 2030 strategic plan, refer to the section Non-IFRS financial measures and other financial measures of this press release.
    4 The compound annual growth rate, cash flows from operating activities per share, total planned investments, and internal rate of return are additional financial measures. The Combined is a non-GAAP financial measure and does not have a standardized definition under IFRS. Therefore, this measure may not be comparable to similar measures used by other companies. Discretionary cash flows per share and the payout ratio are non-GAAP ratios and do not have a standardized definition under IFRS. EBITDA(A) is a total of sector measures. In 2024, net cash flows from operating activities amounted to $411 million, after adjusting to exclude the change in accounts payable related to the inframarginal rent contribution, representing an amount of $196 million. This adjustment primarily reflects a payment made during the third quarter of the fiscal year. The inframarginal rent contribution is no longer applicable in 2025. For more details, refer to the section Non-GAAP Financial Measures and Other Financial Measures in this press release.

    The MIL Network –

  • MIL-OSI: XWELL Named Official Wellness Spa of the Orlando Magic

    Source: GlobeNewswire (MIL-OSI)

    NEW YORK, June 17, 2025 (GLOBE NEWSWIRE) — XWELL, Inc. (Nasdaq: XWEL) (“XWELL” or the “Company”), a leading provider of wellness solutions for people on the go, today announced it has been named the Official Wellness Spa of the Orlando Magic as part of a new multiyear partnership. The partnership reflects a significant milestone in XWELL’s strategic expansion beyond airports and into high-growth local markets – beginning with Florida.

    “This partnership with the Orlando Magic represents a powerful opportunity to introduce our wellness offerings to a broader community,” said XWELL CEO Ezra Ernst. “Florida is a priority growth market for us, and we’re proud to partner with an organization that shares our dedication to physical and mental well-being. Together, we’ll help make wellness more accessible and top-of-mind for fans throughout the region.” 

    Building on its strong foundation in Orlando —where XWELL has long served wellness-minded travelers at its Xpres Spa in Orlando International Airport—this new collaboration allows XWELL to extend its reach into the broader community. It underscores the company’s expanding mission to liberate wellness beyond travel hubs and into daily life.

    Through this partnership, XWELL will receive significant brand integration across the Magic’s digital and in-arena platforms, including LED signage during home games, sponsored sweepstakes, radio promotions, website and app placement, and exclusive activations at Magic Fan Fest events outside the Kia Center. The agreement also includes on-court contests, consumer giveaways, and a co-branded wellness event at a local XWELL spa location featuring appearances by Magic alumni, the Magic entertainment teams, and fan-favorite mascot STUFF.

    “The Orlando Magic are thrilled to partner with XWELL, a brand continuing to grow in Central Florida,” said Magic Sr. Vice President of Global Partnerships J.T. McWalters. “As two organizations that place an emphasis on legendary customer service, this partnership is a natural fit. We can’t wait to share with our fans all that XWELL has to offer the Central Florida community.”

    The partnership plays a key role in supporting XWELL’s business goals in Florida, where the company is focused on expanding its medspa footprint as well as building brand awareness and lasting connections with local consumers. Through high-visibility brand activations and community engagement, XWELL aims to strengthen customer acquisition and solidify its role as a leading wellness provider in the state – inside and outside the airport.

    For Magic fans and the broader Orlando community, XWELL’s presence at Kia Center and in the local area reflects the shared commitment of both brands to the health and well-being of its fans, players, and staff. With a growing number of wellness spas and services available to Magic fans across Florida, XWELL is poised to help bring the same mindset of care, recovery, and resilience off the court and into everyday life.

    XWELL and the Orlando Magic will launch their first co-branded campaign and sweepstakes this season, offering fans exclusive discounts, chances to win a year of spa treatments, and additional unique opportunities to come.

    To learn more about XWELL’s services and locations, visit www.XWELL.com.

    About XWELL, Inc.
    XWELL, Inc. (Nasdaq: XWEL) is a global wellness holding company that operates a portfolio of brands dedicated to health, beauty, and self-care, including Xpres Spa®, Naples Wax Center®, XpresCheck®, and HyperPointe™. With locations in airports and metropolitan areas across the country, XWELL is redefining the modern wellness experience through innovation, personalization, and accessibility.

    About the Orlando Magic
    Orlando’s NBA franchise since 1989, the Magic’s mission is to be world champions on and off the court, delivering legendary moments every step of the way. Under the DeVos family’s ownership, the Magic have seen great success in a relatively short history, winning eight division championships (1995, 1996, 2008, 2009, 2010, 2019, 2024, 2025) with seven 50-plus win seasons and capturing the Eastern Conference title in 1995 and 2009. Off the court, on an annual basis, the Orlando Magic gives more than $2 million to the local community by way of sponsorships of events, donated tickets, autographed merchandise and grants. Orlando Magic community relations programs impact an estimated 100,000 kids each year, while a Magic staff-wide initiative provides more than 7,000 volunteer hours annually. In addition, the Orlando Magic Youth Foundation (OMYF) which serves at-risk youth, has distributed more than $30 million to local nonprofit community organizations over the last 35 years. The Magic’s other entities include the team’s NBA G League affiliate, the Osceola Magic, 2021 G League champions, and the Orlando Solar Bears of the ECHL, which serves as the affiliate to the NHL’s Tampa Bay Lightning. The Magic play their home games at the award-winning Kia Center – voted by fans no. 1 in the NBA for game experience; honored with TheStadiumBusiness Awards’ Customer Experience Award; named SportsBusiness Journal’s Sports Facility of the Year; and awarded the Venue Excellence Award (VEA) by the International Association of Venue Managers. The Magic practice at the award-winning AdventHealth Training Center. The Magic was also recognized by the Sports Business Journal as one of the “Best Places to Work” in sports in 2023 and 2024. For ticket information, visit OrlandoMagic.com or call 407-89-MAGIC.

    Forward-Looking Statements
    This press release may contain “forward-looking” statements within the meaning of the Private Securities Litigation Reform Act of 1995, Section 27A of the Securities Act of 1933, as amended, and Section 21E of the Securities Exchange Act of 1934, as amended. These include statements preceded by, followed by or that otherwise include the words “believes,” “expects,” “anticipates,” “estimates,” “projects,” “intends,” “should,” “seeks,” “future,” “continue,” or the negative of such terms, or other comparable terminology. Important factors that could cause actual results to differ materially from those indicated by such forward-looking statements include, without limitation: the anticipated use of proceeds from the private placement. Forward-looking statements relating to expectations about future results or events are based upon information available to XWELL as of the date of this press release, and are not guarantees of the future performance of the Company, and actual results may vary materially from the results and expectations discussed. Additional information concerning these and other risks is contained in the Company’s Annual Report on Form 10-K, as amended, Quarterly Reports on Form 10-Q and Current Reports on Form 8-K, and other Securities and Exchange Commission filings. All subsequent written and oral forward-looking statements concerning XWELL, or other matters and attributable to XWELL or any person acting on its behalf are expressly qualified in their entirety by the cautionary statements above. XWELL does not undertake any obligation to publicly update any of these forward-looking statements to reflect events or circumstances that may arise after the date hereof.

    A photo accompanying this announcement is available at https://www.globenewswire.com/NewsRoom/AttachmentNg/314d6ece-0fb7-460a-8413-bd3ffe40667d

    The MIL Network –

  • MIL-OSI USA: Driven by a Dream: Farah Al Fulfulee’s Quest to Reach the Stars

    Source: NASA

    Farah Al Fulfulee was just four years old when she started climbing onto the roof of her family’s house in Iraq to gaze at the stars.
    “It scared me how vast and quiet the sky was, but it made me very curious. I grew a deep passion for the stars and constellations and what they might represent,” she said.
    Her father noticed her interest and began bringing home books and magazines about space. Al Fulfulee first read about NASA in those pages and was fascinated by the agency’s mission to explore the cosmos for the benefit of all humanity.
    “Right then I knew I had to be an astronaut! I must go to space myself and get a closer look,” she said. “I knew I must find a way to go and work for NASA and fulfill my dream, working with other people like me who had a passion to explore the universe.”

    As a girl growing up in the Middle East, Al Fulfulee had few opportunities to pursue this dream, but she refused to give up. Her dedication to schoolwork and excellence in science and math earned her a spot at the University of Baghdad College of Engineering. She completed a degree in electronic and communication engineering — similar to American electrical and computer engineering programs — and graduated as one of the top 10 students in her class. “We had a graduation party where you dress up as what you want to be in the future,” she recalled. “I wore a spacesuit.”

    Al Fulfulee was ready to launch her career, but Iraq did not have a developed space industry and finding work as a female engineer was a challenge. She accepted a project engineer position with a prominent Iraqi engineering firm in the information technology sector and spent four years working for the company in Iraq, Turkey, and Jordan, but she was disappointed to discover that her role involved very little engineering. “I was the only female on the team,” she said. “It was not common for a woman to work in the field or with customers, so I was always left behind to do office work. The job was not fulfilling.”
    Still determined to join NASA, Al Fulfulee kept looking for her chance to come to the United States and finally found one in 2016, when she moved to Oklahoma to be near her sister. A new challenge soon rose: Without a degree from an American school or previous work experience in the United States, engineering opportunities were hard to come by. Al Fulfulee spent the next six years working in quality assurance for a human resources software company while she completed a MicroMasters program in software verification and management from the University of Maryland and honed her English and leadership skills.
    Her big break came in 2022, when she landed a job with Boeing Defense, Space, and Security as a software quality engineer. “I was so excited,” she said. “I knew I was much closer to my dream since Boeing worked in the space industry and I would be able to apply internally to work on a space program.”

    Less than one year later, Al Fulfulee became a system design and analysis engineer for the International Space Station Program and joined the Station Management and Control Team at NASA’s Johnson Space Center in Houston. She helps develop requirements, monitors performance, and validates testing for electrical systems and software supporting space station payloads. She also designs hardware, software, and interface specifications for those systems. Al Fulfulee has served as the team’s point of contact, delivering verification assessment and data assessment reports for NASA’s SpaceX Crew-9 and Crew-10 missions, as well as the upcoming Axiom Mission 4 flight. She is currently working to support testing and verification for NASA’s SpaceX Crew-11.
    “I could not be happier,” she declared.
    She is also not stopping. “I won’t quit until I wear the blue suit.”

    Al Fulfulee has been an enthusiastic volunteer for various NASA studies, including the Exploration Atmosphere Studies that tested spacewalk safety protocols in an analog environment. She is pursuing a master’s degree in Space Operations Engineering from the University of Colorado, Colorado Springs. She is an avid gardener and learning how to grow produce indoors as a volunteer experimental botanist with the Backyard Produce Project, noting that such knowledge might come in handy on Mars.
    She is also helping to inspire the next generation. Earlier this year, Al Fulfulee was a guest speaker at the Women in Tech & Business Summit in Iraq – an event designed to encourage Iraqi women to pursue technology careers. “I was the only person representing women in space,” she said. “It was a really moving experience.” Al Fulfulee provided practical advice on breaking barriers in aerospace and shared her story with the crowd.
    “I know my path is long and across the continents,” she said, “but I am enjoying my journey.”

    MIL OSI USA News –