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  • MIL-OSI: LeddarTech Announces the Launch of LeddarSim: Next Leap in Realistic Advanced Driver Assistance Systems (ADAS) and Autonomous Driving (AD) Simulation

    Source: GlobeNewswire (MIL-OSI)

    QUEBEC CITY, Canada, May 14, 2025 (GLOBE NEWSWIRE) — LeddarTech® Holdings Inc. (“LeddarTech”) (Nasdaq: LDTC), an AI-powered software company recognized for its innovation in advanced driver assistance systems (ADAS) and autonomous driving (AD), is pleased to announce the launch of LeddarSim™, a next-generation simulation platform purposely built to reduce the gap between virtual testing and real-world deployment.

    LeddarSim redefines the standards of ADAS and AD development by closing the long-standing simulation gap through delivering a breakthrough multi-modality neural reconstruction of driving scenarios, including camera, radar and LiDAR inputs. The platform generates sensor-accurate, real-time renderings of real-world driving, resulting in a high-fidelity environment that empowers developers to train, test and validate perception models under conditions that mirror real-life complexity and dynamics.

    Anticipated Benefits to Automotive OEMs and Tier 1 Suppliers:

    • Accelerate Time-to-Market: LeddarSim allows ADAS/AD engineers to reconstruct and test millions of configurable scenarios virtually, significantly reducing development cycles and speeding up validation.
    • Cut Costs, Not Corners: LeddarSim offers a cost-effective solution without compromising accuracy, leading to a 10x reduction in data and annotation costs and significant savings in non-recurring engineering (NRE) expenses.
    • Design Once, Deploy Anywhere: LeddarSim’s flexibility allows for easy adaptation of sensor setups, vehicle types and regional driving conditions, enabling scalable development across various platforms.
    • Data-Driven Simulation: Unlike synthetic environments, LeddarSim builds realistic scenarios directly from real-world data, enhancing the accuracy and relevance of simulations.
    • Multi-Modal Sensor Support: LeddarSim can simulate data from cameras, radar and LiDAR simultaneously, optimizing and validating multi-sensor perception systems.
    • Near-Zero Simulation Gap: LeddarSim uses advanced AI algorithms ensuring fidelity to real-world conditions; this comprehensive approach minimizes the gap between virtual testing and real-world performance.

    “Traditional simulation platforms struggle to match the unpredictability and nuance of real-world driving,” said Pierre Olivier, CTO of LeddarTech. “With LeddarSim, we’ve managed to design a solution that achieves a near-zero simulation gap. By accelerating testing and validation cycles, LeddarSim empowers automotive OEMs and Tier 1 suppliers to bring next-generation ADAS and autonomous driving solutions to market faster, with greater confidence in performance and safety.”

    Antonio Polo, Sr. Vice-President of Product and Business Development at LeddarTech, added: “Automotive companies face exponential challenges in the cost, complexity and scale of the data required to deploy safety-compliant and regulation-ready ADAS and AD systems at scale. LeddarSim brings the latest advances in AI-powered, multi-modal sensor dataset generation to recreate real-world driving scenarios with high fidelity. We believe LeddarSim fills a critical gap in the market. As the demand for simulation tools grows—with the industry expected to surpass $4.6 billion by 2035—this solution is poised to help address the massive data and validation challenge. LeddarSim is available for trial evaluation and offers the flexibility to be used as a stand-alone tool or integrated within existing simulation toolchains.”

    For more information on LeddarSim™, please contact us or visit the LeddarSim page.

    About LeddarTech

    A global software company founded in 2007 and headquartered in Quebec City with additional R&D centers in Montreal and Tel Aviv, Israel, LeddarTech develops and provides comprehensive AI-based low-level sensor fusion and perception software solutions that enable the deployment of ADAS, autonomous driving (AD) and parking applications. LeddarTech’s automotive-grade software applies advanced AI and computer vision algorithms to generate accurate 3D models of the environment to achieve better decision making and safer navigation. This high-performance, scalable, cost-effective technology is available to OEMs and Tier 1-2 suppliers to efficiently implement automotive and off-road vehicle ADAS solutions.

    LeddarTech is responsible for several remote-sensing innovations, with over 190 patent applications (112 granted) that enhance ADAS, AD and parking capabilities. Better awareness around the vehicle is critical in making global mobility safer, more efficient, sustainable and affordable: this is what drives LeddarTech to seek to become the most widely adopted sensor fusion and perception software solution.

    LeddarTech might, in the scope of collaborations, partnerships and projects, from time to time, collect with test vehicles personal information, i.e., information that directly or indirectly identifies members of the public. Collected personal information may be processed, used, stored and communicated by LeddarTech within the scope of developing and training our software and products. For further information about the processing activities, which include the collection, use, storage and communication of personal information, as well as the associated personal information protection rights and how to exercise them, please consult LeddarTech’s Privacy Policy.

    Additional information about LeddarTech is accessible at www.leddartech.com and on LinkedIn, Twitter (X), Facebook and YouTube.

    Forward-Looking Statements

    Certain statements contained in this Press Release may be considered forward-looking statements within the meaning of the U.S. 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 (which forward-looking statements also include forward-looking statements and forward-looking information within the meaning of applicable Canadian securities laws), including, but not limited to, statements relating to LeddarTech’s anticipated strategy, future operations, prospects, objectives and financial projections and other financial metrics, as well as expectations regarding the anticipated performance, adoption and commercialization of its products. Forward-looking statements generally include statements that are predictive in nature and depend upon or refer to future events or conditions, and include words such as “may,” “will,” “should,” “would,” “expect,” “anticipate,” “plan,” “likely,” “believe,” “estimate,” “project,” “intend” and other similar expressions among others. Statements that are not historical facts are forward-looking statements. Forward-looking statements are based on current beliefs and assumptions that are subject to risks and uncertainties and are not guarantees of future performance. Actual results could differ materially from those contained in any forward-looking statement as a result of various factors, including, without limitation: (i) our ability to timely access sufficient capital and financing on favorable terms or at all; (ii) our ability to maintain compliance with our debt covenants, including our ability to enter into any forbearance agreements, waivers or amendments with, or obtain other relief from, our lenders as needed; (iii) our ability to execute on our business model, achieve design wins and generate meaningful revenue; (iv) our ability to successfully scale and commercialize our product offerings, including through strategic collaborations or otherwise; (v) delays or cost overruns in product development, testing, validation or release; (vi) the potential for limitations in simulation fidelity, coverage or performance when compared to real-world datasets or field testing; (vii) our ability to obtain, meet and maintain the evolving technical, regulatory or safety requirements applicable to simulation tools used in regulated or performance-critical domains, such as automotive applications; (viii) customer hesitancy or delays in adoption due to integration challenges, concerns about validation equivalency or compatibility with customer workflows, data formats or toolchains; (ix) the potential for claims of intellectual property infringement or legal exposure related to simulation models, datasets or output reproducibility; (x) changes in our strategy, future operations, financial position, estimated revenues and losses, projected costs and plans; (xi) changes in general economic and/or industry-specific conditions; (xii) our ability to retain, attract and hire key personnel; (xiii) potential adverse changes to relationships with our customers, employees, suppliers or other parties; (xiv) legislative, regulatory and economic developments; (xv) the outcome of any known and unknown litigation and regulatory proceedings; (xvi) unpredictability and severity of catastrophic events, including, but not limited to, acts of terrorism, outbreak of war or hostilities and any epidemic, pandemic or disease outbreak, as well as management’s response to any of the aforementioned factors; and (xvii) other risk factors as detailed from time to time in LeddarTech’s reports filed with the U.S. Securities and Exchange Commission (the “SEC”), including the risk factors contained in LeddarTech’s Form 20-F filed with the SEC. The foregoing list of important factors is not exhaustive. Except as required by applicable law, LeddarTech does not undertake any obligation to revise or update any forward-looking statement, or to make any other forward-looking statements, whether as a result of new information, future events or otherwise.

    Contact:
    Maram Fityani, Media and Public Relations, LeddarTech Holdings Inc.
    Tel.: + 1-418-653-9000 ext. 623, maram.fityani@leddartech.com

    Leddar, LeddarTech, LeddarVision, LeddarSP, VAYADrive, VayaVision and related logos are trademarks or registered trademarks of LeddarTech Holdings Inc. and its subsidiaries. All other brands, product names and marks are or may be trademarks or registered trademarks used to identify products or services of their respective owners.

    LeddarTech Holdings Inc. is a public company listed on the Nasdaq under the ticker symbol “LDTC.”

    The MIL Network –

  • MIL-OSI: Calian Reports Results for the Second Quarter

    Source: GlobeNewswire (MIL-OSI)

    (All amounts in release are in Canadian dollars)

    OTTAWA, Ontario, May 14, 2025 (GLOBE NEWSWIRE) — Calian® Group Ltd. (TSX:CGY), a mission critical solutions company, with a focus on defence, space, healthcare and strategic growth markets, today released its results for the second quarter ended March 31, 2025.

    “Our consolidated second quarter results reflect momentum in some areas, whilst challenging headwinds in others,” said Kevin Ford, Calian CEO. “Our defence solutions in both North America and Europe grew by 13%, highlighting the increasing need for global security and operational readiness. Our ITCS business saw a more challenging environment due to slower customer demand, and one-time investments we have made to re-position our offerings for long-term growth.”

    Q2-25 Highlights:

    • Revenue at $194 million
    • Gross margin at 33.4%
    • Adjusted EBITDA1 of $17 million
    • Operating free cash flow1 of $10 million
    • Very strong signings of $248 million
    • Growth in our defence end market solutions of 13%
    • Since the launch of the NCIB, the Company repurchased 416,812 shares, or 4% of the float, in consideration of $19.7 million
    • Increasing NCIB – plan to repurchase up to 6% of float in FY25
    • Guidance withdrawn due to ongoing economic and geopolitical uncertainty as well as limited visibility and timing of key opportunities in the ITCS segment
    • Completed the acquisition of Advanced Medical Solutions (“AMS”) after quarter end

    “Given ongoing economic and geopolitical uncertainty as well as limited visibility and timing of key opportunities in the ITCS segment,  we have made the decision to withdraw our guidance. Despite this, we remain confident in the future growth of Calian given strong momentum in signings, our backlog of close to $1.4 billion, including AMS, optimism around defence spending and a robust M&A pipeline – underscored by our most recent acquisition of AMS.”

                       
    Financial Highlights Three months ended Six months ended
    (i(in millions of $, except per share & margins) March 31, March 31,
      2025     20242   %   2025     20242   %
    Revenue 193.7     201.3   (4)%   378.7     380.4   — %
    Adjusted EBITDA1 17.4     27.2   (36)%   35.2     48.5   (27)%
    Adjusted EBITDA %1 9.0 %   13.5 % (450)bps   9.3 %   12.7 % (340)bps 
    Adjusted Net Profit1 11.1     19.0   (42)%   21.5     33.0   (35)%
    Adjusted EPS Diluted1 0.93     1.58   (41)%   1.81     2.73   (34)%
    Operating Free Cash Flow1 9.8     21.0   (53)%   22.9     38.2   (40)%
                       
                       

    1 This is a non-GAAP measure. Please refer to the section “Reconciliation of non-GAAP measures to most comparable IFRS measures” at the end of this press release.
    2 Certain comparative figures have been reclassified to align with the current year’s presentation. For more information, please see the selected consolidated financial information section of the management discussion and analysis.

    Access the full report on the Calian Financials web page.

    Register for the conference call on Wednesday, May 14, 2025, 8:30 a.m. Eastern Time.

    Second Quarter Results

    Revenues decreased 4%, from $201 million to $194 million. Acquisitive growth was 4% and was generated by the acquisitions of the nuclear assets from MDA Ltd and Mabway completed last year. Organic growth was down 8% primarily due to reductions in the ITCS segment, partially offset by 51% organic growth in nuclear services, GNSS antenna products and defence solutions.

    Gross margin stood at 33.4% slightly down compared to the same period last year and it represents the 12th quarter above the 30% mark. Adjusted EBITDA1 stood at $17 million, down 36% from $27 million last year, due to revenue slow downs in the current year, combined with a slight decrease in margin percentage, and investments made in selling and marketing efforts to build pipeline for future years. In the United States macro-economic uncertainty resulted in more cautious customer behavior and the Canadian election one month prior to our quarter end did impact the timing of revenues. As a result, adjusted EBITDA1 margin decreased to 9.0%, from 13.5% last year.  

    Net profit decreased to $0.3 million, or $0.02 per diluted share, from $4.9 million, or $0.41 per diluted share last year. This decrease in profitability is primarily due to investments in our selling capacity, amortization and deemed compensation expenses related to acquisitions. Adjusted net profit1 was $11.1 million, or $0.93 per diluted share, down from $19.0 million, or $1.58  per diluted share last year.

    1 This is a non-GAAP measure. Please refer to the section “Reconciliation of non-GAAP measures to most comparable IFRS measures” at the end of the press release.

    Liquidity and Capital Resources

    “In the second quarter we generated $10 million in operating free cash flow1, representing a 56% conversion rate from adjusted EBITDA1,” said Patrick Houston, Calian CFO. “We used our cash and a portion of our credit facility to make capital expenditure investments for $2 million. We also provided a return to shareholders in the form of dividends for $3 million and share buybacks for $4 million. We ended the quarter with a net debt to adjusted EBITDA1 ratio of 0.7x, well-positioned to pursue our growth objectives,” concluded Mr. Houston.

    1 This is a non-GAAP measure. Please refer to the section “Reconciliation of non-GAAP measures to most comparable IFRS measures” at the end of the press release.

    Normal Course Issuer Bid

    In the three-month period ended March 31, 2025, the Company repurchased 93,900 shares for cancellation in consideration of $4.4 million. For the six-month period ended March 31, 2025, the Company repurchased 195,250 shares for cancellation in consideration of $9.3 million. For the remainder of the fiscal year, the Company plans on accelerating its share buybacks by combining daily repurchases with block trades. Its intention is to repurchase up to 6% of the Company’s public float as defined at the time of the NCIB announcement on August 16, 2024.

    Appointed New Regional VP of Defence for Europe, U.K. and NATO

    On January 23, 2025, Calian announced the appointment of Major-General (Ret.) Roch Pelletier to the role of Regional Vice President (RVP) Global Defence & Security. This newly created role addresses the growth of Calian’s defence business, driven by increased global military spending, geopolitical instability and the rising demand for advanced technologies. This appointment will advance Calian’s strategic business development, strengthen relationships with stakeholders, and provide operational support to drive growth and efficiencies within the region.

    Appointed New Board Member

    On April 24, 2025, Calian announced the appointment of Eric Demirian to its Board of Directors. Demirian is currently chair of Descartes and a director of IMAX Corporation. He has held board and audit committee roles at a number of public and private companies including Enghouse. With the recent additions of Josh Blair and Lisa Greatrix in February, the appointment of Demirian brings the total number of board members to 10, of which nine are independent and half are women.

    Completed the Acquisition of Advanced Medical Solutions

    On May 14, 2025, Calian acquired Advanced Medical Solutions (AMS), a leading provider of remote and emergency healthcare services in Northern Canada. Headquartered in Yellowknife, Northwest Territories (NWT), AMS is a Canadian-owned company that specializes in the delivery of 24/7/365 operational and medical support across Canada’s northern regions, including the NWT, Yukon, Nunavut and parts of Canada’s northern provinces.  Founded in 1995, the company employs over 300 frontline medical personnel who deliver well-rounded, full-spectrum healthcare services through six distinct divisions.

    Quarterly Dividend

    On May 13, 2025, Calian declared a quarterly dividend of $0.28 per share. The dividend is payable June 10, 2025, to shareholders of record as of May 27, 2025. Dividends paid by the Company are considered “eligible dividend” for tax purposes.

    About Calian

    www.calian.com

    We keep the world moving forward. Calian® helps people communicate, innovate, learn and lead safe and healthy lives. Every day, our employees live our values of customer commitment, integrity, innovation, respect and teamwork to engineer reliable solutions that solve complex challenges. That’s Confidence. Engineered. A stable and growing 40-year company, we are headquartered in Ottawa with offices and projects spanning North American, European and international markets. Visit calian.com to learn about innovative healthcare, communications, learning and cybersecurity solutions.

    Product or service names mentioned herein may be the trademarks of their respective owners. 

    Media inquiries:
    media@calian.com
    613-599-8600

    Investor Relations inquiries:
    ir@calian.com

    —————————————————————————–
    DISCLAIMER

    Certain information included in this press release is forward-looking and is subject to important risks and uncertainties. The results or events predicted in these statements may differ materially from actual results or events. Such statements are generally accompanied by words such as “intend”, “anticipate”, “believe”, “estimate”, “expect” or similar statements. Factors which could cause results or events to differ from current expectations include, among other things: the impact of price competition; scarce number of qualified professionals; the impact of rapid technological and market change; loss of business or credit risk with major customers; technical risks on fixed price projects; general industry and market conditions and growth rates; international growth and global economic conditions, and including currency exchange rate fluctuations; and the impact of consolidations in the business services industry. For additional information with respect to certain of these and other factors, please see the Company’s most recent annual report and other reports filed by Calian with the Ontario Securities Commission. Calian disclaims any intention or obligation to update or revise any forward-looking statements, whether as a result of new information, future events or otherwise. No assurance can be given that actual results, performance or achievement expressed in, or implied by, forward-looking statements within this disclosure will occur, or if they do, that any benefits may be derived from them.

    Calian · Head Office · 770 Palladium Drive · Ottawa · Ontario · Canada · K2V 1C8
    Tel: 613.599.8600 · Fax: 613-592-3664 · General info email: info@calian.com

     
    CALIAN GROUP LTD.
    UNAUDITED INTERIM CONDENSED CONSOLIDATED STATEMENTS OF FINANCIAL POSITION
    As at March 31, 2025 and September 30, 2024
    (Canadian dollars in thousands, except per share data)
                   
      March 31,   September 30,
      2025   2024
    ASSETS              
    CURRENT ASSETS              
    Cash and cash equivalents $ 64,150     $ 51,788  
    Accounts receivable   213,476       157,376  
    Work in process   19,537       20,437  
    Inventory   26,805       23,199  
    Prepaid expenses   23,328       23,978  
    Derivative assets   71       32  
    Total current assets   347,367       276,810  
    NON-CURRENT ASSETS              
    Property, plant and equipment   40,835       40,962  
    Right of use assets   41,556       36,383  
    Prepaid expenses   7,018       7,820  
    Deferred tax asset   3,464       3,425  
    Investments   3,875       3,875  
    Acquired intangible assets   116,457       128,253  
    Goodwill   214,640       210,392  
    Total non-current assets   427,845       431,110  
    TOTAL ASSETS $ 775,212     $ 707,920  
    LIABILITIES AND SHAREHOLDERS’ EQUITY              
    CURRENT LIABILITIES              
    Accounts payable and accrued liabilities $ 171,962     $ 124,884  
    Provisions   1,873       3,075  
    Unearned contract revenue   41,447       41,723  
    Lease obligations   6,103       5,645  
    Contingent earn-out   30,978       39,136  
    Derivative liabilities   151       92  
    Total current liabilities   252,514       214,555  
    NON-CURRENT LIABILITIES              
    Debt facility   120,750       89,750  
    Lease obligations   38,714       33,798  
    Unearned contract revenue   17,164       14,503  
    Contingent earn-out   2,692       2,697  
    Deferred tax liabilities   21,557       25,862  
    Total non-current liabilities   200,877       166,610  
    TOTAL LIABILITIES   453,391       381,165  
                   
    SHAREHOLDERS’ EQUITY              
    Issued capital   226,347       225,747  
    Contributed surplus   5,193       6,019  
    Retained earnings   78,501       91,268  
    Accumulated other comprehensive income (loss)   11,780       3,721  
    TOTAL SHAREHOLDERS’ EQUITY   321,821       326,755  
    TOTAL LIABILITIES AND SHAREHOLDERS’ EQUITY $ 775,212     $ 707,920  
    Number of common shares issued and outstanding   11,690,276       11,802,364  
                   
    CALIAN GROUP LTD.
    UNAUDITED INTERIM CONDENSED CONSOLIDATED STATEMENTS OF NET PROFIT
    For the three months and six months ended March 31, 2025 and 2024
    (Canadian dollars in thousands, except per share data)
                   
      Three months ended   Six months ended
      March 31,   March 31,
      2025   2024   2025   2024
    Revenue $ 193,667     $ 201,268     $ 378,714     $ 380,447  
    Cost of revenues   129,025       131,231       255,271       252,192  
    Gross profit   64,642       70,037       123,443       128,255  
                   
    Selling, general and administrative   44,477       40,192       82,582       74,337  
    Research and development   2,771       2,695       5,667       5,414  
    Share based compensation   949       1,128       2,040       2,318  
    Profit before under noted items   16,445       26,022       33,154       46,186  
                   
    Restructuring expense   372       1,495       1,064       1,495  
    Depreciation and amortization   11,474       10,113       23,014       19,119  
    Mergers and acquisition costs   2,373       5,329       4,693       7,309  
    Profit before interest income and income tax expense   2,226       9,085       4,383       18,263  
                   
    Interest expense   2,111       1,734       3,894       3,281  
    Income tax expense (recovery)   (180)       2,426       1,170       4,532  
    NET PROFIT (LOSS) $ 295     $ 4,925     $ (681)     $ 10,450  
                   
    Net profit (loss) per share:              
    Basic $ 0.03     $ 0.42     $ (0.06)     $ 0.88  
    Diluted $ 0.02     $ 0.41     $ (0.06)     $ 0.87  
                                   
    CALIAN GROUP LTD.
    UNAUDITED INTERIM CONDENSED CONSOLIDATED STATEMENTS OF CASH FLOWS
    For the three months and six months ended March 31, 2025 and 2024
    (Canadian dollars in thousands)
                           
      Three months ended   Six months ended
      March 31,   March 31,
      2025   2024   2025   2024
    CASH FLOWS GENERATED FROM (USED IN) OPERATING ACTIVITIES                      
    Net profit $ 295     $ 4,925     $ (681 )   $ 10,450  
    Items not affecting cash:                      
    Interest expense   1,612       1,426       2,907       2,524  
    Changes in fair value related to contingent earn-out   558       4,088       1,116       4,814  
    Lease obligations interest expense   499       308       987       757  
    Income tax expense (recovery)   (180 )     2,426       1,170       4,532  
    Employee share purchase plan expense   115       134       289       296  
    Share based compensation expense   834       1,010       1,751       2,023  
    Depreciation and amortization   11,474       10,113       23,014       19,119  
    Deemed compensation   1,470       911       3,033       1,515  
        16,677       25,341       33,586       46,030  
    Change in non-cash working capital                      
    Accounts receivable   (55,935 )     (49,996 )     (56,102 )     (61,185 )
    Work in process   668       1,341       900       443  
    Prepaid expenses and other   3,884       (3,483 )     1,146       (3,557 )
    Inventory   2,637       3,570       (3,605 )     980  
    Accounts payable and accrued liabilities   48,068       59,181       47,210       74,697  
    Unearned contract revenue   1,092       4,534       2,386       4,740  
        17,091       40,488       25,521       62,148  
    Interest paid   (2,111 )     (1,734 )     (3,894 )     (3,281 )
    Income tax paid   (5,120 )     (2,966 )     (7,385 )     (5,541 )
        9,860       35,788       14,242       53,326  
    CASH FLOWS GENERATED FROM (USED IN) FINANCING ACTIVITIES                      
    Issuance of common shares net of costs   664       945       1,545       1,639  
    Dividends   (3,292 )     (3,319 )     (6,584 )     (6,633 )
    Net draw on debt facility   5,000       (24,750 )     31,000       31,250  
    Payment of lease obligations   (1,664 )     (1,429 )     (3,106 )     (2,600 )
    Repurchase of common shares   (4,384 )     —       (9,310 )     (1,357 )
        (3,676 )     (28,553 )     13,545       22,299  
    CASH FLOWS USED IN INVESTING ACTIVITIES                      
    Business acquisitions   (678 )     (10,840 )     (11,893 )     (58,297 )
    Property, plant and equipment   (2,396 )     (2,796 )     (3,532 )     (5,196 )
        (3,074 )     (13,636 )     (15,425 )     (63,493 )
                           
    NET CASH INFLOW (OUTFLOW) $ 3,110     $ (6,401 )   $ 12,362     $ 12,132  
    CASH AND CASH EQUIVALENTS, BEGINNING OF PERIOD   61,040       52,267       51,788       33,734  
    CASH AND CASH EQUIVALENTS, END OF PERIOD $ 64,150     $ 45,866     $ 64,150     $ 45,866  
                                   
                                   

    Reconciliation of Non-GAAP Measures to Most Comparable IFRS Measures

    These non-GAAP measures are mainly derived from the consolidated financial statements, but do not have a standardized meaning prescribed by IFRS; therefore, others using these terms may calculate them differently. The exclusion of certain items from non-GAAP performance measures does not imply that these are necessarily nonrecurring. From time to time, we may exclude additional items if we believe doing so would result in a more transparent and comparable disclosure. Other entities may define the above measures differently than we do. In those cases, it may be difficult to use similarly named non-GAAP measures of other entities to compare performance of those entities to the Company’s performance.

    Management believes that providing certain non-GAAP performance measures, in addition to IFRS measures, provides users of the Company’s financial reports with enhanced understanding of the Company’s results and related trends and increases transparency and clarity into the core results of the business. Adjusted EBITDA excludes items that do not reflect, in our opinion, the Company’s core performance and helps users of our MD&A to better analyze our results, enabling comparability of our results from one period to another.

    Adjusted EBITDA

        Three months ended     Six months ended
        March 31,     March 31,
      2025   20241
    		   2025   20241
    Net profit $ 295     $ 4,925     $ (681 )   $ 10,450  
    Share based compensation   949       1,128       2,040       2,318  
    Restructuring expense   372       1,495       1,064       1,495  
    Depreciation and amortization   11,474       10,113       23,014       19,119  
    Mergers and acquisition costs   2,373       5,329       4,693       7,309  
    Interest expense   2,111       1,734       3,894       3,281  
    Income tax   (180 )     2,426       1,170       4,532  
    Adjusted EBITDA $ 17,394     $ 27,150     $ 35,194     $ 48,504  
    Adjusted EBITDA per share – Basic   1.48       2.29       3.00       4.10  
    Adjusted EBITDA per share – Diluted $ 1.46     $ 2.26     $ 2.95     $ 4.02  
                                   

    Adjusted Net Profit and Adjusted EPS

        Three months ended     Six months ended
        March 31,     March 31,
      2025
    		   20241
    		   2025   20241
    Net profit $ 295     $ 4,925     $ (681 )   $ 10,450  
    Share based compensation   949       1,128       2,040       2,318  
    Restructuring expense   372       1,495       1,064       1,495  
    Mergers and acquisition costs   2,373       5,329       4,693       7,309  
    Amortization of intangibles   7,066       6,149       14,400       11,384  
    Adjusted net profit   11,055       19,026       21,516       32,956  
    Weighted average number of common shares basic   11,726,127       11,846,338       11,749,796       11,829,456  
    Adjusted EPS Basic   0.94       1.61       1.83       2.79  
    Adjusted EPS Diluted $ 0.93     $ 1.58     $ 1.81     $ 2.73  
                                   

    Operating Free Cash Flow

        Three months ended     Six months ended
        March 31,     March 31,
      2025   20241   2025   20241
    Cash flows generated from operating activities (free cash flow) $ 9,860     $ 35,788     $ 14,242     $ 53,326  
    Adjustments:                      
       M&A costs included in operating activities   345       330       544       980  
       Change in non-cash working capital   (414)       (15,147)       8,065       (16,118)  
    Operating free cash flow $ 9,791     $ 20,971     $ 22,851     $ 38,188  
    Operating free cash flow per share – basic   0.83       1.77       1.94       3.23  
    Operating free cash flow per share – diluted   0.82       1.74       1.92       3.17  
    Operating free cash flow conversion   56 %     77 %     65 %     79 %
                                   

    Net Debt to Adjusted EBITDA

      March 31,   September 30,
      2025
    		   20241
    Cash $ 64,150     $ 45,866  
    Debt facility   120,750       69,000  
    Net debt (net cash)   56,600       23,134  
    Trailing twelve month adjusted EBITDA   78,846       86,355  
    Net debt to adjusted EBITDA   0.7       0.3  
                   

    Operating free cash flow measures the company’s cash profitability after required capital spending when excluding working capital changes. The Company’s ability to convert adjusted EBITDA to operating free cash flow is critical for the long term success of its strategic growth. These measurements better align the reporting of our results and improve comparability against our peers. We believe that securities analysts, investors and other interested parties frequently use non-GAAP measures in the evaluation of issuers. Management also uses non-GAAP measures in order to facilitate operating performance comparisons from period to period, prepare annual operating budgets and assess our ability to meet our capital expenditure and working capital requirements. Non-GAAP measures should not be considered a substitute for or be considered in isolation from measures prepared in accordance with IFRS. Investors are encouraged to review our financial statements and disclosures in their entirety and are cautioned not to put undue reliance on non-GAAP measures and view them in conjunction with the most comparable IFRS financial measures. The Company has reconciled adjusted profit to the most comparable IFRS financial measure as shown above.

    1 Certain comparative figures have been reclassified to align with the current year’s presentation. For more information, please see the selected quarterly financial information section of the management discussion and analysis.

    The MIL Network –

  • MIL-OSI Global: South African companies aren’t innovating enough: why support during tough economic times matters

    Source: The Conversation – Africa – By Amy Kahn, Research Specialist at the Centre for Science, Technology and Innovation Indicators, Human Sciences Research Council

    South Africa’s innovation fund, announced by President Cyril Ramaphosa in the 2025 state of the nation address, was a response to the country’s urgent need for inclusive and sustainable economic growth.

    Evidence from South Africa shows that public financial support for innovation influences the investment that businesses make in innovation.

    The fund will focus on providing venture capital to tech start-ups from higher education institutions. In practice, its activities will complement several programmes that offer different forms of investment for innovation. These include the long-standing research and development tax incentives; the Technology Acquisition and Development Fund; and the SA SME Fund.

    For these programmes to be effective, it’s important to understand the factors that either prohibit or enable innovation activity and innovation in businesses.

    The South African Business Innovation Survey provides unique data on innovation activity and performance in the industry and services sectors. It’s performed over a three-year cycle by the Human Sciences Research Council’s Centre for Science, Technology and Innovation Indicators for the Department of Science, Technology and Innovation.

    Analysis of data from 2019-2021 provides important evidence for designing effective innovation policy support.

    A key finding of the survey was that 62% of South African businesses carried out innovation activities between 2019 and 2021. This was noticeably lower than in the previous (2014-2016) survey round, when the rate was 70%. The reason might be the impact of the COVID-19 pandemic. Many businesses said that they had to make changes to their existing innovation activities between 2019 and 2021.

    It is expected that the innovation-active rate may rise again in the next round. (Data for the 2022-2024 reference period will be collected in 2025.)

    These results show that support for businesses is more pressing during times of economic crisis. It allows them to adapt and mitigate the negative impacts on their innovation projects.

    South Africa’s business innovation picture

    Less than two-thirds of South African businesses were innovation-active during 2019-2021. In addition, a significant proportion had innovation activities that did not result in product or process innovations.

    An innovation-active business is one that undertakes activities intended to result in an innovation. Examples include research and experimental development, training or acquiring new equipment or machinery.

    An innovation can be a new or improved product (including goods or services), introduced to the market. Or it can be a new or improved business process, implemented by the business.

    Businesses that are innovation-active make a greater contribution to the economy and society compared with businesses that don’t innovate. The most recent Business Innovation Survey found that the computer sector had the highest proportion of businesses with innovation activities. It also found that innovation-active businesses had more skilled labour and greater access to external knowledge than other businesses.

    Building human capabilities was an important component of innovation activity. Nearly half (47%) of innovation-active businesses reported training as an activity.

    Businesses that did not carry out formal innovation activities (such as R&D or patenting), and did not collaborate with other institutions, were most likely to have abandoned or not completed their innovation activities.

    Innovations tended to be incremental rather than radical. More businesses with product innovations reported improving existing goods and services rather than making new goods and services available to their customers. Only 10% of product innovators had “new to the world” innovations. Just over 50% had innovations that were new to their business only.

    Innovation-active businesses were more likely to sell their goods and services in international markets. Businesses with novel product innovations that were attractive to international markets were likely to be from the technical sectors and acquired more intellectual property rights.

    Over a third (36%) of innovative businesses considered the high costs of innovating to be highly important. Competition and the dominance of established businesses were also commonly cited barriers. Just over 40% of businesses that operated in domestic markets only, and innovated by modifying existing products from elsewhere, had more than 50 competitors. Businesses that introduced new-to-market (more novel) products faced less competition.

    Innovation has two types of social effects. New goods or services can affect the lives of consumers and end users; and the innovation that happens within a business can have positive impacts on employees.

    The survey revealed both effects. The most important outcomes of innovations were improved working conditions, improved quality of goods and services, and improved quality of life and well-being.

    Growing South Africa’s innovation economy

    Encouraging innovation requires targeted incentives for business. But can the precision of the support be improved?

    We make a number of recommendations:

    • Support mechanisms, including funding, should be tailored for different targets. This can be done by grouping businesses according to the types of activities they undertake to innovate.

    • Businesses should also be grouped according to their R&D and collaboration activities. That makes it possible to design more targeted support mechanisms.

    For example, we recommend that businesses that perform R&D and that collaborate with others require interventions to support those activities.

    • Improve South Africa’s R&D as a proportion of its GDP. At the moment it is too low. Countries that innovate with a healthy ratio of gross domestic expenditure on R&D have delivered robust economic growth. Government can promote business R&D through policy tools like tax incentives.

    • Policy instruments for businesses that do not perform R&D or collaborate should encourage knowledge-intensive innovation and building interactive capabilities.

    • Group businesses based on their innovation outcomes to help design more tailored support. We suggest several examples of policy interventions based on the novelty of innovations, market reach, and the ability of businesses to develop innovations in-house.

    Finally, policymakers should recognise that most businesses aren’t able to produce radical innovations. Support should rather help them take smaller innovative steps.

    Gerard Ralphs and Katharine McKenzie contributed to the research for this article.

    The Human Sciences Research Council (HSRC) receives funding from the Department of Science, Technology and Innovation (DSTI) to conduct the Business Innovation Survey (BIS). Amy Kahn is the project manager of the BIS.

    – ref. South African companies aren’t innovating enough: why support during tough economic times matters – https://theconversation.com/south-african-companies-arent-innovating-enough-why-support-during-tough-economic-times-matters-253881

    MIL OSI – Global Reports –

  • MIL-OSI Africa: Rania El Rafie Appointed to Jury Panel of the 50 Most Influential African Women in Sports Awards 2025/2026

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

    JOHANNESBURG, South Africa, May 14, 2025/APO Group/ —

    APO Group (https://APO-opa.com) is proud to announce that Rania El Rafie, Vice President of Public Relations and Strategic Communications, has been appointed to the Jury Panel for the 2025/2026 editions of the 50 Most Influential African Women in Sports Awards, an initiative recognising groundbreaking contributions and leadership by women across the African sports ecosystem.

    Organised by Africa Sports Ventures Group (ASVG) and the Women Sports Africa Network (WSAN), the 50 Most Influential African Women in Sports Awards honour outstanding female leaders, athletes, executives, and changemakers who are reshaping the African sports landscape. The esteemed Jury Panel features professionals from across the continent and the diaspora, including Albert Kyei Frimpong, President of WBSC Africa and Board Member of the Confederation of African Olympic Sports Associations (CASOL), and Dr. Maha Zaoui, an experienced sports management expert currently serving as General Manager of Rugby Africa.

    “I’m honoured to be considered for the Jury Panel of the 50 Most Influential African Women in Sports Awards for 2025 and 2026,” said El Rafie. “This platform plays a vital role in amplifying the voices and achievements of women shaping the future of African sport, and I’m proud to contribute to that mission.”

    El Rafie is a seasoned public relations executive with over 22 years of experience across Africa and the Middle East. Based in Cairo, Egypt, she currently serves as Vice President of Public Relations and Strategic Communications at APO Group, where she became the first and youngest person internally promoted to this executive role in January 2024. She has led award-winning campaigns recognised by SABRE Awards, Brands Review Magazine, and World Business Outlook, and was recently awarded a Bronze Stevie® Award in the Most Innovative Woman of the Year 2025 category, and was recognised as one of Africa’s Top 50 Outstanding Women in Communications.

    Her experience in sports communication spans the NFL, Basketball Africa League, International Olympic Committee (IOC), and FIFA. She has also driven pan-African communications strategy for major brands such as Canon, Nestlé, TikTok, and Afreximbank. With a degree in Business Administration from the American University in Dubai, Rania brings strategic insight, media expertise, and a passion for sports and empowerment to the jury’s mission.

    The announcement coincides with the official launch of the Awards’ new digital platform – (https://apo-opa.co/3SxXj9A) – a hub dedicated to honouring and celebrating the achievements of African women in sports. The site will serve as the central point for information, nominations, and public engagement in the lead-up to the 2025 Awards ceremony, scheduled to take place on 31 July 2025 in Nairobi, Kenya. All nominations will be reviewed by an independent Selection Committee.

    This joint initiative marks a landmark moment for African women in sports, aiming to increase visibility, recognition, and opportunities across administration, business, media, technology, and athletics.

    MIL OSI Africa –

  • MIL-OSI Africa: South African companies aren’t innovating enough: why support during tough economic times matters

    Source: The Conversation – Africa – By Amy Kahn, Research Specialist at the Centre for Science, Technology and Innovation Indicators, Human Sciences Research Council

    South Africa’s innovation fund, announced by President Cyril Ramaphosa in the 2025 state of the nation address, was a response to the country’s urgent need for inclusive and sustainable economic growth.

    Evidence from South Africa shows that public financial support for innovation influences the investment that businesses make in innovation.

    The fund will focus on providing venture capital to tech start-ups from higher education institutions. In practice, its activities will complement several programmes that offer different forms of investment for innovation. These include the long-standing research and development tax incentives; the Technology Acquisition and Development Fund; and the SA SME Fund.

    For these programmes to be effective, it’s important to understand the factors that either prohibit or enable innovation activity and innovation in businesses.

    The South African Business Innovation Survey provides unique data on innovation activity and performance in the industry and services sectors. It’s performed over a three-year cycle by the Human Sciences Research Council’s Centre for Science, Technology and Innovation Indicators for the Department of Science, Technology and Innovation.

    Analysis of data from 2019-2021 provides important evidence for designing effective innovation policy support.

    A key finding of the survey was that 62% of South African businesses carried out innovation activities between 2019 and 2021. This was noticeably lower than in the previous (2014-2016) survey round, when the rate was 70%. The reason might be the impact of the COVID-19 pandemic. Many businesses said that they had to make changes to their existing innovation activities between 2019 and 2021.

    It is expected that the innovation-active rate may rise again in the next round. (Data for the 2022-2024 reference period will be collected in 2025.)

    These results show that support for businesses is more pressing during times of economic crisis. It allows them to adapt and mitigate the negative impacts on their innovation projects.

    South Africa’s business innovation picture

    Less than two-thirds of South African businesses were innovation-active during 2019-2021. In addition, a significant proportion had innovation activities that did not result in product or process innovations.

    An innovation-active business is one that undertakes activities intended to result in an innovation. Examples include research and experimental development, training or acquiring new equipment or machinery.

    An innovation can be a new or improved product (including goods or services), introduced to the market. Or it can be a new or improved business process, implemented by the business.

    Businesses that are innovation-active make a greater contribution to the economy and society compared with businesses that don’t innovate. The most recent Business Innovation Survey found that the computer sector had the highest proportion of businesses with innovation activities. It also found that innovation-active businesses had more skilled labour and greater access to external knowledge than other businesses.

    Building human capabilities was an important component of innovation activity. Nearly half (47%) of innovation-active businesses reported training as an activity.

    Businesses that did not carry out formal innovation activities (such as R&D or patenting), and did not collaborate with other institutions, were most likely to have abandoned or not completed their innovation activities.

    Innovations tended to be incremental rather than radical. More businesses with product innovations reported improving existing goods and services rather than making new goods and services available to their customers. Only 10% of product innovators had “new to the world” innovations. Just over 50% had innovations that were new to their business only.

    Innovation-active businesses were more likely to sell their goods and services in international markets. Businesses with novel product innovations that were attractive to international markets were likely to be from the technical sectors and acquired more intellectual property rights.

    Over a third (36%) of innovative businesses considered the high costs of innovating to be highly important. Competition and the dominance of established businesses were also commonly cited barriers. Just over 40% of businesses that operated in domestic markets only, and innovated by modifying existing products from elsewhere, had more than 50 competitors. Businesses that introduced new-to-market (more novel) products faced less competition.

    Innovation has two types of social effects. New goods or services can affect the lives of consumers and end users; and the innovation that happens within a business can have positive impacts on employees.

    The survey revealed both effects. The most important outcomes of innovations were improved working conditions, improved quality of goods and services, and improved quality of life and well-being.

    Growing South Africa’s innovation economy

    Encouraging innovation requires targeted incentives for business. But can the precision of the support be improved?

    We make a number of recommendations:

    • Support mechanisms, including funding, should be tailored for different targets. This can be done by grouping businesses according to the types of activities they undertake to innovate.

    • Businesses should also be grouped according to their R&D and collaboration activities. That makes it possible to design more targeted support mechanisms.

    For example, we recommend that businesses that perform R&D and that collaborate with others require interventions to support those activities.

    • Improve South Africa’s R&D as a proportion of its GDP. At the moment it is too low. Countries that innovate with a healthy ratio of gross domestic expenditure on R&D have delivered robust economic growth. Government can promote business R&D through policy tools like tax incentives.

    • Policy instruments for businesses that do not perform R&D or collaborate should encourage knowledge-intensive innovation and building interactive capabilities.

    • Group businesses based on their innovation outcomes to help design more tailored support. We suggest several examples of policy interventions based on the novelty of innovations, market reach, and the ability of businesses to develop innovations in-house.

    Finally, policymakers should recognise that most businesses aren’t able to produce radical innovations. Support should rather help them take smaller innovative steps.

    Gerard Ralphs and Katharine McKenzie contributed to the research for this article.

    – South African companies aren’t innovating enough: why support during tough economic times matters
    – https://theconversation.com/south-african-companies-arent-innovating-enough-why-support-during-tough-economic-times-matters-253881

    MIL OSI Africa –

  • MIL-OSI United Kingdom: Thousands of Civil Service roles moved out of London in latest reform to the state

    Source: United Kingdom – Executive Government & Departments

    Press release

    Thousands of Civil Service roles moved out of London in latest reform to the state

    Civil servant roles, including senior leadership, will be relocated to 13 locations across the UK to develop and deliver policy closer to communities

    • Thousands of Civil Servants – including senior leaders – will be based in towns and cities across the UK to work with frontline workers and local leaders.

    • New digital and AI campus in Manchester and energy campus in Aberdeen to turbocharge local talent and expertise in these communities.

    • As part of our Plan for Change to re-wire the state, 11 central London offices will be closed including one of the largest Whitehall buildings – saving £94m per year – as the number of roles in the capital is reduced by 12,000.

    Thousands of civil service jobs will be relocated to 13 towns and cities across the country as part of our Plan for Change.

    The shake up will require more senior and policy roles to be based outside London. This will deliver and develop government policy closer to the communities it affects as part of a more productive and agile state.

    The plans will see officials working closely with frontline workers, facilitating greater understanding of the real issues facing local services and people, and how central government policy can support them.

    Changes will be introduced so talented young people from across the UK are able to progress straight from school or university into the Civil Service and rise all the way up to the most senior roles, without ever having worked in Whitehall.

    Chancellor of the Duchy of Lancaster Pat McFadden, said:

    To deliver our Plan for Change, we are taking more decision-making out of Whitehall and moving it closer to communities all across the UK.

    By relocating thousands of Civil Service roles we will not only save taxpayers money, we will make this Government one that better reflects the country it serves. We will also be making sure that Government jobs support economic growth throughout the country.

    As we radically reform the state, we are going to make it much easier for talented people everywhere to join the Civil Service and help us rebuild Britain.

    As part of the spending review, Chancellor of the Duchy of Lancaster Pat McFadden has written to all departments requiring them to relocate key roles and strengthen the Government’s presence around the UK. 

    Government departments now will submit plans for how many roles they plan to move to each of the locations as part of the spending review.

    Departments will be assessed on their commitments to the programme as part of the spending review. As well as increasing the number of officials working in Greater Manchester and Aberdeen, where two new government campuses will be created, roles will be created in Birmingham, Leeds, Cardiff, Glasgow, Darlington, Newcastle and Tyneside, Sheffield, Bristol, Edinburgh, Belfast and York.

    The changes are projected to bring £729m in local economic benefits to these areas between 2024 and 2030.

    New Regional Government Campuses

    Under the plans and to accelerate the delivery of the Missions, three major new Government campuses will be created. 

    Government campuses involve departments moving skilled roles to the same town or city to boost collaboration – bringing civil servants with different skills and expertise but the same policy or delivery focus, to solve issues and improve services for working people across the country.

    The first two of these, the new Government Digital and AI Innovation Campus and Energy Campus, will be in Manchester and Aberdeen.

    Manchester is already home to the second HQs of DSIT and DCMS, as well as a key base for GCHQ. The new campus will harness the city’s reputation as a global digital hub. 

    Aberdeen is the site of DESNZ’s second HQ, and the new HQ for Great British Energy.

    The new campuses will partner with local government and universities to deliver the government’s missions, improve the talent pipeline into Government and boost growth and opportunity. 

    Supporting Senior Civil Service Careers Outside London

    To ensure those based outside of London have equal professional growth and development opportunities, with full end-to-end careers, the Government will locate 50% of UK-based Senior Civil Servants in regional offices by 2030. 

    This will be supported by a new ambition for the Fast Stream programme to have 50% of placements offered outside of London by 2030, making it increasingly possible for future leaders and managers to progress in their careers without ever needing to work in the capital. 

    A new ‘Career Launch Apprenticeship’ programme will also open for applications this Summer, starting in 2026. The Level 3 Business Administrator apprenticeship programme will train up future civil servants based in Birmingham and Manchester, as well as London. 

    A new secondment scheme will also be developed and launched, in partnership with the Local Government Association, with Civil Servants placed directly with local authorities, building links within regions, and ensuring those delivering policy, experience first hand the work of local government and the services they provide.

    Making Savings in London

    Alongside the relocation of jobs, 11 London office buildings will be closed over the next five years and the number of London based civil servants will reduce by 12,000 by 2030 – down from 95,000 FTE staff to 83,000 – as the government focuses on saving taxpayer money and delivering better public services across all parts of the UK. 

    The move is set to deliver £94 million in savings annually by 2032, by getting rid of large, expensive London real estate. The plans include the closure of two major Westminster government buildings – 102 Petty France, one of the largest government buildings in London and home to 7,000 FTE staff, and 39 Victoria Street – which together cost tens of millions of pounds a year. 

    Updates to this page

    Published 14 May 2025

    MIL OSI United Kingdom –

  • MIL-OSI: Descartes’ Annual Ecommerce Study Shows Younger Consumers Driving Online Buying Growth – but 79% Have Experienced Delivery Problems

    Source: GlobeNewswire (MIL-OSI)

    LONDON and ATLANTA, May 14, 2025 (GLOBE NEWSWIRE) — Descartes Systems Group (Nasdaq:DSGX) (TSX:DSG), the global leader in uniting logistics-intensive businesses in commerce, released findings from How Smarter Home Delivery Wins Younger Consumers as Online Buying Slows, its fourth annual consumer sentiment study of ecommerce home delivery. The study shows that, in a slower growing ecommerce market, consumers aged 18-35 (“under 35s”) are the biggest contributor to online growth, increasing both the volume and frequency of their purchases over the last 12 months compared to the prior year. While 18% of overall consumers surveyed cut back on purchases during this period, 43% of under 35s increased their spending year-on-year compared to just 32% of over 65s (see Figure 1).

    Figure 1. Changes in online purchasing behavior

    In addition, this year’s survey found that 44% of under 35s made online purchases at least every two weeks—a significant jump over last year’s 33%. For the younger demographic, however, their levels of dissatisfaction with home delivery remain high with a significant 79% reportedly experiencing delivery problems compared to 66% of overall consumers surveyed.

    Moreover, for each delivery problem detailed in the survey, under 35s reported a higher percentage of negative experiences than overall respondents (see Figure 2). Conversely, over 65s reported a lower percentage of negative experiences than all respondents. Not only is the younger demographic the cohort driving growth in online purchasing, it also appears to be the group with the highest expectations for positive delivery experiences.

    Figure 2. Issues with home deliveries

    “The bottom-line impact of negative delivery experiences remains a pressing concern for retailers and their delivery partners, especially with the pace of ecommerce growth steadying post-pandemic,” said Mavi Silveira, SVP Global Marketing at Descartes. “While small improvements in home delivery performance have been made over the past few years, they’re not currently reflecting the quality experience consumers are demanding, especially the valuable under 35 cohort, as poor delivery experiences risks the potential lifetime customer value of this demographic.”

    Descartes and SAPIO Research surveyed 8,000 consumers in Europe and North America on their ecommerce buying behavior during the first three months of 2025. The goal was to gain a comprehensive view of the state of ecommerce and home delivery performance by understanding, for example, the reasons for increases or decreases in ecommerce purchases, the different types of goods purchased, the frequency of purchases, delivery preferences, delivery experiences and the impact of delivery failures on retailers and their delivery agents. The study also examines how consumer behaviors and perceptions vary across demographics. For the full report, read How Smarter Home Delivery Wins Younger Consumers as Online Buying Slows.

    Learn more about Descartes’ Home Delivery Solutions and its Ecommerce Shipping & Fulfillment Solutions.

    About Descartes

    Descartes (Nasdaq:DSGX) (TSX:DSG) is the global leader in providing on-demand, software-as-a-service solutions focused on improving the productivity, security and sustainability of logistics-intensive businesses. Customers use our modular, software-as-a-service solutions to route, track and help improve the safety, performance and compliance of delivery resources; plan, allocate and execute shipments; rate, audit and pay transportation invoices; access global trade data; file customs and security documents for imports and exports; and complete numerous other logistics processes by participating in the world’s largest, collaborative multimodal logistics community. Our headquarters are in Waterloo, Ontario, Canada and we have offices and partners around the world. Learn more at www.descartes.com, and connect with us on LinkedIn and Twitter.

    Global Media Contact
    Cara Strohack                                                                     
    Tel: 226-750-8050                                 
    cstrohack@descartes.com  

    Cautionary Statement Regarding Forward-Looking Statements

    This release contains forward-looking information within the meaning of applicable securities laws (“forward-looking statements”) that relate to Descartes’ home delivery solution offerings and potential benefits derived therefrom; and other matters. Such forward-looking statements involve known and unknown risks, uncertainties, assumptions and other factors that may cause the actual results, performance or achievements to differ materially from the anticipated results, performance or achievements or developments expressed or implied by such forward-looking statements. Such factors include, but are not limited to, the factors and assumptions discussed in the section entitled, “Certain Factors That May Affect Future Results” in documents filed with the Securities and Exchange Commission, the Ontario Securities Commission and other securities commissions across Canada including Descartes’ most recently filed management’s discussion and analysis. If any such risks actually occur, they could materially adversely affect our business, financial condition or results of operations. In that case, the trading price of our common shares could decline, perhaps materially. Readers are cautioned not to place undue reliance upon any such forward-looking statements, which speak only as of the date made. Forward-looking statements are provided for the purposes of providing information about management’s current expectations and plans relating to the future. Readers are cautioned that such information may not be appropriate for other purposes. We do not undertake or accept any obligation or undertaking to release publicly any updates or revisions to any forward-looking statements to reflect any change in our expectations or any change in events, conditions or circumstances on which any such statement is based, except as required by law.

    Photos accompanying this announcement are available at:

    https://www.globenewswire.com/NewsRoom/AttachmentNg/77f81b2d-ddd8-48b8-974d-26698f3133a0

    https://www.globenewswire.com/NewsRoom/AttachmentNg/60a47827-611b-41e9-b7c0-eba8ee5e3956

    The MIL Network –

  • MIL-OSI USA: Trahan Brings Haverhill Voice to the Fight for Medicaid during Energy and Commerce Reconciliation Markup

    Source: United States House of Representatives – Congresswoman Lori Trahan (D-MA-03)

    WASHINGTON, DC – During today’s House Energy and Commerce Committee markup on reconciliation legislation, Congresswoman Lori Trahan (MA-03) forcefully opposed proposed House Republicans’ Medicaid cuts by highlighting the devastating impact they would have on people with disabilities. She shared the story of Philip, a Haverhill resident whose independence and daily care depend on Medicaid-funded programs.
    “Philip and millions of Americans across our country like him are not fat to be trimmed or waste to be rooted out by politicians in Washington. They’re hardworking Americans trying to live their lives with dignity and make their communities better,” said Congresswoman Trahan. “They’re our constituents. They need you to vote no on this bill. They need you to stand up to Donald Trump and protect Medicaid. Protect the independence of Americans with disabilities. And if you can’t do that – at least have the courage to look at the American people, people like Philip, in the eyes while you take it all away.”
    CLICK HERE or the image below to view Trahan’s remarks during the Committee’s consideration of reconciliation legislation. A transcript is embedded below.

    “For individuals like my son Philip, Medicaid is a lifeline. If funding is cut, it will devastate his life and the lives of many others who depend on these essential services. Medicaid funds the programs that allow Philip to engage in meaningful activities, such as volunteering with Meals on Wheels, helping to train service dogs, or caring for guinea pigs at the Guinea Pig Sanctuary. These programs give him the chance to contribute to society in ways that are vital for his sense of purpose and independence. Without Medicaid, these programs could disappear, and Philip would lose the opportunity to continue making a difference,” said Philip’s mother, Anne. “If Medicaid cuts happen, it won’t just impact Philip. Organizations like The Arc, which offer vital extracurricular activities such as dances, bowling, and other community events, would face significant cuts. These programs are essential for people with disabilities, providing opportunities for social interaction, independence, and personal growth – opportunities they could lose if Medicaid funding is reduced. I urge you not to dismiss this as a non-issue, because no one can guarantee that the disability community will be unaffected by Medicaid cuts. The reality is that these cuts will harm people with disabilities – including my son.”
    The House Energy and Commerce Committee is currently marking up House Republicans’ reconciliation package that, according to the Congressional Budget Office, would cut $715 billion from Medicaid and eliminate health coverage for at least 13.7 million Americans. The bill would also implement burdensome paperwork requirements that jeopardize Medicaid coverage for 954,000 Massachusetts residents, nearly half of all MassHealth enrollees in the Commonwealth, and impact another 392,790 individuals who receive coverage thanks to the expansion of the Affordable Care Act.
    ——————————————–
    Congresswoman Lori Trahan
    Remarks As Delivered
    House Energy and Commerce Committee Reconciliation Markup
    May 13, 2025
    It may be easy to sit here in Washington without having to face the people who will feel the impact of a bill that will strip millions of Americans of their health coverage – easy because you don’t have to look them in the eyes or hear their stories.
    Let’s open the doors and allow the American people who have stood in line fill the open seats, first and foremost. In the meantime, let me share just one story from my district. 
    This is a photo of Philip, a resident of Haverhill, Massachusetts. Philip has a disability, but that hasn’t stopped him from giving back – whether volunteering with Meals on Wheels, training service dogs, or caring for animals at a sanctuary. He does all this because of Medicaid. 
    Medicaid funds the programs that help Philip gain skills, stay engaged, and remain independent. Medicaid isn’t just a health care program – it’s a foundation for independence for people with disabilities like Philip, who want to live their lives with dignity.
    In Philip’s case, Medicaid funds Opportunity Works and Community Works, a program that helps folks build job skills, engage in volunteer work, and participate meaningfully in society. These initiatives don’t just keep Philip busy – they give him purpose. They help him grow, contribute to, and connect with his community.
    But here’s why I’m telling Philip’s story. This bill – this “big, beautiful bill” as Donald Trump has described it – will slash the federal Medicaid funding that Philip’s program depends on.
    And I know my Republican colleagues will say that states should make up for it – but they know that’s not possible. They know that when funds are cut, it’s initiatives like these that are always first on the chopping block.
    So what then happens to Philip? He loses a lot more than a routine. He loses access to his community, his sense of contribution, his independence.
    Mr. Chairman, Philip and millions of Americans across our country like him are not fat to be trimmed or waste to be rooted out by disingenuous politicians in Washington. They’re hardworking Americans trying to live their lives with dignity and make their communities better. They’re our constituents. They need you to vote no on this bill. They need you to protect Medicaid.
    Protect the independence of Americans with disabilities. And if you can’t do that – at least have the courage to look at the American people, people like Philip, in the eyes while you take it all away.
    I yield back.
    ###

    MIL OSI USA News –

  • MIL-OSI USA: Trahan Demands Release of Federal Funds for LowelFolk Festival & Merrimack Repertory Theatre

    Source: United States House of Representatives – Congresswoman Lori Trahan (D-MA-03)

    LOWELL, MA – Today, Congresswoman Lori Trahan (MA-03) requested the immediate reversal of the National Endowment for the Arts’ (NEA) decision to revoke federal grant funding for the Lowell Festival Foundation, which organizes the Lowell Folk Festival, and the Merrimack Repertory Theatre (MRT).
    “Together, the Lowell Folk Festival and MRT represent the heart of the arts in the Third District. They showcase local musicians, actors, and artists while providing residents with meaningful opportunities to engage with culture and creativity. Their loss would be a profound setback for our community,” said Congresswoman Trahan.
    Last week, the NEA notified local arts and culture organizations across the nation that their federal grants had been withdrawn. The Lowell Folk Foundation and MRT were both impacted, losing $20,000 in federal grant funding each. In her letter sent to Mary Anne Carter, who currently serves as Senior Advisor and was recently nominated by President Donald Trump to fill the vacant Chair position, Trahan pointed to the importance of both the festival and the theatre to local residents, the art community, and the region’s economy.
    “The Lowell Folk Festival, organized by the Lowell Festival Foundation, is the longest-running and second largest free folk festival in the nation. For more than 40 years, with the exception of a pause during the COVID- 19 pandemic, it has been a cornerstone of the region’s cultural and economic vitality. Drawing over 150,000 attendees annually from across the country, the festival generates approximately $7 million in local economic activity each year, boosting patronage at restaurants, hotels, and institutions such as the Lowell National Historical Park,” Congresswoman Trahan wrote in the letter.
    “The Merrimack Repertory Theatre (MRT) is equally essential to the cultural fabric of the Merrimack Valley. Over the past four decades, MRT has served more than two million residents, producing seven plays annually – many of them original or world premieres. Beyond its artistic achievements, MRT is a champion for arts education, providing thousands of young people with access to theater, whether through discounted matinees or immersive youth productions with professional-level staging,” Congresswoman Trahan continued.
    Trahan has long been a supporter of both the festival and MRT. During the COVID-19 pandemic, she secured $416,949 for the Lowell Festival Foundation and $544,686 for MRT to ensure they were able to resume operations. The funding came from the Shuttered Venue Operators Grant (SVOG) program, which was created when Trahan voted to pass the Economic Aid to Hard-Hit Small Businesses, Nonprofits, and Venues Act, and supplemented later by the American Rescue Plan Act.
    A copy of the letter sent today can be accessed HERE.
    ###

    MIL OSI USA News –

  • MIL-OSI Russia: Uzbekistan to host first meeting of Termez Dialogue on connectivity between Central and South Asia

    Translation. Region: Russian Federal

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

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

    Tashkent, May 14 (Xinhua) — The first meeting of the Termez Dialogue on Central and South Asian Interconnection on the theme “Building a Common Space of Peace, Friendship and Prosperity” will be held in Termez, Uzbekistan, on May 19-21, the Narodnoye Slovo newspaper reported on its website on Wednesday.

    The organizers are reportedly the Institute for Strategic and Interregional Studies under the President of the Republic of Uzbekistan, the Ministry of Foreign Affairs of the Republic of Uzbekistan and the Chamber of Commerce and Industry of the Republic of Uzbekistan.

    “The main goal of the dialogue is to form a multilateral discussion platform for the practical promotion of the special resolution of the UN General Assembly “Strengthening the Connectivity between Central and South Asia”, adopted in 2022 on the initiative of the President of the Republic Shavkat Mirziyoyev,” the statement said.

    The forum participants will reportedly discuss the current state and prospects of interregional cooperation between Central and South Asia. –0–

    MIL OSI Russia News –

  • MIL-OSI Asia-Pac: DH continues to follow up on suspected closure of private healthcare facilities

    Source: Hong Kong Government special administrative region

    DH continues to follow up on suspected closure of private healthcare facilities 
    As announced on May 2, the Government set up an inter-departmental dedicated team to follow up on the incident. The team comprises representatives from the Security Bureau, the Commerce and Economic Development Bureau, the Hong Kong Customs and Excise Department, the Hong Kong Police Force, the DH and the Consumer Council.
     
    The DH has set up a telephone hotline, email and a WhatsApp account since May 3 for public enquiries on related issues. As at 5pm today, a total of 149 enquiries were received. Most of the enquiries were related to vaccines for children or other age groups. One enquiry about laboratory services has been received.

    Laboratory reports
    ——————— 
    For the sake of prudence, the DH is also reaching out to local registered professionals operating medical laboratories and radiological imaging services, inviting them to contact the DH for assistance if they are unable to deliver any laboratory reports to referring doctors from the private healthcare facilities in question.
     
    Anyone who has received laboratory or diagnostic radiological imaging services through the private healthcare facilities in question and has not yet been able to obtain the report from their doctor may call the DH hotline (2125 1188), which operates from 9am to 5pm daily, or send an email to dhhelpdesk_2501@dh.gov.hk 
    Childhood immunisation
    —————————
    Public enquiries
    —————— 
    The DH has compiled a series of Frequently Asked Questions from recently received enquiries and uploaded them to the DH’s     website 
    The DH will continue to join hands with other members of the inter-departmental dedicated team to follow up on the incident and take appropriate actions, with a view to handling all cases as soon as possible and provide assistance to those affected by the incident.
    Issued at HKT 18:25

    NNNN

    MIL OSI Asia Pacific News –

  • MIL-OSI Russia: Financial news: The deposit auction of the Moscow Small Business Lending Assistance Fund will take place on 14.05.2025

    Translation. Region: Russian Federal

    Source: Moscow Exchange – Moscow Exchange –

    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.

    Please Note; This Information is Raw Content Directly from the Information Source. It is access to What the Source Is Stating and Does Not Reflect

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    Date of the deposit auction 05/14/2025
    Placement currency Rub
    Maximum amount of funds placed (in placement currency) 122,000,000.00
    Placement period, days 9
    Date of deposit 05/14/2025
    Refund date 05/23/2025
    Minimum placement interest rate, % per annum 20.25
    Conditions of imprisonment, urgent or special Urgent
    Minimum amount of funds placed for one application (in placement currency) 122,000,000.00
    Maximum number of applications from one Participant, pcs. 1
    Auction form, open or closed Open
    Basis of the Treaty General Agreement
     
    Schedule (Moscow time)
    Preliminary applications from 10:30 to 10:40
    Applications in competition mode from 10:40 to 10:45
    Setting a cut-off percentage or declaring the auction invalid until 10:55
       
    Additional terms Placement of funds with the possibility of early withdrawal of the entire deposit amount and payment of interest accrued on the deposit amount at the rate established by the deposit transaction, in the event of non-compliance of the Bank with the requirements established by clause 2.1. of the Regulation “On the procedure for selecting banks for placing funds of the Moscow Small Business Lending Assistance Fund in deposits (deposits) under the GDS” (as amended on the date of the deposit transaction), early withdrawal at the “on demand” rate, payment of interest at the end of the term, without replenishment

    MIL OSI Russia News –

  • MIL-OSI Banking: Joint Summary of the Working Visit by H

    Source: ASEAN

    At the invitation of the Government of New Zealand, the Secretary-General of ASEAN, H.E. Dr. Kao Kim Hourn, paid a working visit to Wellington and Auckland, from 11 to 14 May 2025.
     
    During the visit, the Secretary-General engaged with a broad range of New Zealand Government representatives across the four themes of the ASEAN–New Zealand relationship, namely Peace, Prosperity, People and Planet, including the Right Honourable Prime Minister Christopher Luxon, the Right Honourable Deputy Prime Minister and Minister of Foreign Affairs Winston Peters, the Hon Minister of Defence Judith Collins KC, the Hon Erica Stanford Minister of Education, the Hon Minister for Pacific Peoples Dr. Shane Reti, and the Hon Minister of Climate Change Simon Watts.
     
    The Secretary-General also engaged with other Government Officials, the business community, including the ASEAN-New Zealand Business Council, student representatives, academia, think tanks and the media.
     
    Across these engagements, both sides discussed the significance of the enduring partnership between ASEAN and New Zealand over the past five decades. Both sides emphasised the importance of upholding and strengthening ASEAN Centrality in the Indo-Pacific and the rules-based regional architecture, of strengthening the East Asia Summit as the premier Leaders-led strategic forum in the region, and the importance of practical cooperation on the ASEAN Outlook on the Indo-Pacific.
     
    The working visit underscored the significance of 2025 as an important milestone in the ASEAN–New Zealand relationship, marking 50 years of dialogue relations. Both sides look forward to the ASEAN–New Zealand Commemorative Leaders’ Summit in Kuala Lumpur, in October 2025, and welcome progress towards establishing a Comprehensive Strategic Partnership this year, that is substantive, meaningful, and mutually beneficial.
     
    Finally, both sides welcomed the complete implementation of the current ASEAN–New Zealand Plan of Action and looked forward to developing a new 2026–2030 Plan of Action that contributes to the peace, stability and prosperity of our region

    The post Joint Summary of the Working Visit by H.E. Dr. Kao Kim Hourn, Secretary-General of ASEAN, to New Zealand appeared first on ASEAN Main Portal.

    MIL OSI Global Banks –

  • MIL-OSI Economics: Joint Summary of the Working Visit by H.E. Dr. Kao Kim Hourn, Secretary-General of ASEAN, to New Zealand

    Source: ASEAN – Association of SouthEast Asian Nations

    At the invitation of the Government of New Zealand, the Secretary-General of ASEAN, H.E. Dr. Kao Kim Hourn, paid a working visit to Wellington and Auckland, from 11 to 14 May 2025.
     
    During the visit, the Secretary-General engaged with a broad range of New Zealand Government representatives across the four themes of the ASEAN–New Zealand relationship, namely Peace, Prosperity, People and Planet, including the Right Honourable Prime Minister Christopher Luxon, the Right Honourable Deputy Prime Minister and Minister of Foreign Affairs Winston Peters, the Hon Minister of Defence Judith Collins KC, the Hon Erica Stanford Minister of Education, the Hon Minister for Pacific Peoples Dr. Shane Reti, and the Hon Minister of Climate Change Simon Watts.
     
    The Secretary-General also engaged with other Government Officials, the business community, including the ASEAN-New Zealand Business Council, student representatives, academia, think tanks and the media.
     
    Across these engagements, both sides discussed the significance of the enduring partnership between ASEAN and New Zealand over the past five decades. Both sides emphasised the importance of upholding and strengthening ASEAN Centrality in the Indo-Pacific and the rules-based regional architecture, of strengthening the East Asia Summit as the premier Leaders-led strategic forum in the region, and the importance of practical cooperation on the ASEAN Outlook on the Indo-Pacific.
     
    The working visit underscored the significance of 2025 as an important milestone in the ASEAN–New Zealand relationship, marking 50 years of dialogue relations. Both sides look forward to the ASEAN–New Zealand Commemorative Leaders’ Summit in Kuala Lumpur, in October 2025, and welcome progress towards establishing a Comprehensive Strategic Partnership this year, that is substantive, meaningful, and mutually beneficial.
     
    Finally, both sides welcomed the complete implementation of the current ASEAN–New Zealand Plan of Action and looked forward to developing a new 2026–2030 Plan of Action that contributes to the peace, stability and prosperity of our region

    The post Joint Summary of the Working Visit by H.E. Dr. Kao Kim Hourn, Secretary-General of ASEAN, to New Zealand appeared first on ASEAN Main Portal.

    MIL OSI Economics –

  • India’s WPI inflation falls to 13-month low

    Source: Government of India

    Source: Government of India (4)

    India’s wholesale inflation fell to a 13-month low of 0.85% in April, down from 2.05% in March and 2.38% in February, according to data released by the Ministry of Commerce and Industry on Wednesday. This sharp deceleration reflects easing price pressures across key sectors.

    On a month-over-month basis, the Wholesale Price Index (WPI) declined by 0.19% in April, continuing the downward trend seen in recent months. The drop was largely driven by falling food prices and a double-digit decline in fuel prices, which pulled overall inflation into negative territory on a monthly basis.

    In parallel, retail inflation also eased. As per data released by the Ministry of Statistics on Tuesday, Consumer Price Index (CPI)-based inflation dropped to 3.16% in April, down from 3.34% in March, marking its lowest level since July 2019.

    A significant factor in this decline was the moderation in food inflation, which slowed to 1.78% in April from 2.69% in March. Given that food prices account for nearly half of the CPI basket, this has brought much-needed relief to household budgets.

    This marks the third consecutive month that retail inflation has stayed below the Reserve Bank of India’s (RBI) 4% medium-term target, providing the central bank with greater flexibility to maintain its accommodative monetary policy stance aimed at supporting economic growth.

    In its recent monetary policy review, the RBI Governor, Sanjay Malhotra noted that the inflation outlook has improved considerably. The Monetary Policy Committee (MPC) has revised its inflation forecast for 2025–26 down to 4%, from an earlier estimate of 4.2%, citing a more favourable outlook for food prices.

    The easing of uncertainties around Rabi crop production, along with the second advance estimates pointing to record wheat output and improved pulse production, are expected to further help contain food inflation. Coupled with strong Kharif arrivals, this sets the stage for a more durable softening of inflationary pressures.

    Additionally, the latest RBI survey shows a sharp decline in inflation expectations over the next three months and one year, which is likely to help anchor inflationary sentiment going forward.

    (With IANS inputs)

  • MIL-OSI USA: NatureMills US Inc. Issues Allergy Alert on Undeclared Wheat, Milk, and Sesame in Rice Mixes, Soups, Spice Mixes, Porridge Mix, Papads and Vadam Products

    Source: US Food and Drug Administration

    Summary

    Company Announcement Date:
    May 13, 2025
    FDA Publish Date:
    May 13, 2025
    Product Type:
    Food & BeveragesAllergens
    Reason for Announcement:

    Recall Reason Description
    Undeclared Allergen – Wheat, Milk, Sesame

    Company Name:
    Nature Mills US
    Brand Name:

    Brand Name(s)
    Nature Mills

    Product Description:

    Product Description
    Rice Mixes, Soups, Spice Mixes, Porridge Mix, Papads and Vadam Products

    Company Announcement
    NatureMills US Inc., based in Prosper, Texas, is recalling select products that were sold between December 1, 2023, and May 10, 2025, due to undeclared allergens: Wheat, Milk, and Sesame. People who have an allergy or severe sensitivity to these allergens run the risk of serious or life-threatening allergic reactions if they consume these products.
    The affected products were distributed nationwide in the United States via the NatureMills website(www.naturemills.com).
    Recalled Products (Grouped):

    Rice Mixes: Idly Chilli Powder, Sesame Rice Mix, Dal Garlic Rice Mix, Moringa Rice Mix, Curry Leaf Rice Mix, Vallarai Rice Mix, Horsegram Rice Mix
    Soups: Wonderberry Leaf Soup, Moringa Leaf Soup, Avarampoo Soup, Horsegram Soup
    Spice Mixes & Powders: Traditional Sambar Powder, Traditional Rasam Powder
    Porridge Mix: Black Kavuni Porridge Mix
    Papads & Vadam: Garlic Vadam, Tomato Vadam, Rice Papad

    Product Description

    UPC 

    Batch Code/Best By Dates

    Nature Mills Idly Chilli Powder, 200g

    1 95993 07455 5

    ICPIXG (Best By OCT-2025)ICPXIIG (Best By JAN-2026)ICPVH (Best By JUN-2026)ICPVIIH (Best By AUG-2026)

    Nature Mills Sesame Rice Mix, 200g

    689394708435

    SRMIXG (Best By OCT-2025)SRMXIIG (Best By JAN-2026)SRMVH (Best By JUN-2026)

    NatureMills Dal Garlic Rice Mix, 200g

    689394708428

    DRMIXG (Best By OCT-2025)DRMXIIG (Best By JAN-2026)DRMVH (Best By JUN-2026)

    NatureMills Moringa Rice Mix, 200g

    689394708442

    MRMIXG (Best By OCT-2025)MRMXIIG (Best By JAN-2026)MRMVH (Best By JUN-2026)

    NatureMills Curry Leaf Rice Mix, 200g

    689394708336

    CRMIXG (Best By OCT-2025)CRMXIIG (Best By JAN-2026)CRMVIIH (Best By AUG-2026)CRMVH (Best By JUN-2026)

    NatureMills Vallarai Rice Mix, 200g

    689394708459

    VRMIXG (Best By OCT-2025)VRMXIIG (Best By JAN-2026)VRMVH (Best By JUN-2026)

    NatureMills Horsegram Rice Mix, 200g

    689394708466

    HRMIXG (Best By OCT-2025)HRMXIIG (Best By JAN-2026)HRMVH (Best By JUN-2026)

    NatureMills Avarampoo Soup, 100g

    689394708374

    AVSIXG (Best By OCT-2025)AVSXIIG (Best By JAN-2026)AVSVH (Best By JUN-2026)

    NatureMills Horsegram Soup, 100g

    689394708398

    HGSIXG (Best By OCT-2025)HGSXIIG (Best By JAN-2026)HGSVH (Best By JUN-2026)

    NatureMills Moringa Leaf Soup, 100g

    689394708381

    MLSIXG (Best By OCT-2025)MLSXIIG (Best By JAN-2026)MLSVH (Best By JUN-2026)

    NatureMills Wonderberry Soup, 100g

    195993074562

    WLSIXG (Best By OCT-2025)WLSXIIG (Best By JAN-2026)WLSVH (Best By JUN-2026)

    NatureMills Traditional Sambar Powder, 200g

    689394708312

    SBPIXG (Best By OCT-2025)SBPXIIG (Best By JAN-2026)SBPVIIH (Best By AUG-2026)SBPVH (Best By JUN-2026)

    NatureMills Traditional Rasam Powder, 200g

    689394708329

    RSPIXG (Best By OCT-2025)RSPXIIG (Best By JAN-2026)RSPVIIH (Best By AUG-2026)RSPVH (Best By JUN-2026)

    NatureMills Garlic Vadam, 100g

    195993074609

    GVMIXG (Best By OCT-2025)GVMXIIG (Best By JAN-2026)GVMVH (Best By JUN-2026)

    NatureMills Tomato Vadam, 100g

    195993074593

    TVMIXG (Best By OCT-2025)TVMXIIG (Best By JAN-2026)TVMVH (Best By JUN-2026)

    NatureMills Rice Papad, 200g

    195993074623

    RAPIXG (Best By OCT-2025)RAPXIIG (Best By JAN-2026)RAPVH (Best By JUN-2026)

    NatureMills Black Kavuni Porridge Mix, 200g

    689394708282

    BKPIXG (Best By OCT-2025)BKPXIIG (Best By JAN-2026)BKPVIIH (Best By AUG-2026)BKPVH (Best By JUN-2026)

    No illnesses have been reported to date in connection with this issue.
    This recall was initiated after a routine internal audit revealed missing ingredients and allergen labeling. The issue was the result of a oversight in the packaging process. Immediate corrective measures have been implemented.
    Consumers who have purchased these products and who are allergic to Wheat, Milk, or Sesame should not consume them. Please dispose of the items and contact us for a full refund or replacement at info@naturemills.com or 1-833-628-8736, 9AM to 5PM CST.
    Visit www.naturemills.com/pages/recall for more information.

    Company Contact Information

    Product Photos

    Content current as of:
    05/13/2025

    Regulated Product(s)

    Topic(s)

    Follow FDA

    MIL OSI USA News –

  • MIL-OSI Africa: Africa Rallies for Gas-Driven Growth at Invest in African Energy (IAE) 2025

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

    PARIS, France, May 14, 2025/APO Group/ —

    African energy leaders kicked off the Invest in African Energy (IAE) 2025 Forum in Paris with a resounding call for deeper cross-border collaboration, strategic gas monetization and inclusive national development policies, signaling a united front in shaping Africa’s energy future.

    Leading the charge, NJ Ayuk, Executive Chairman of the African Energy Chamber, lauded the successful execution of the Greater Tortue Ahmeyim (GTA) gas project by Mauritania and Senegal – which loaded its first LNG cargo last month – as a model for regional cooperation.

    “No country has been able to do cross-border projects like Mauritania and Senegal. They showed that it is possible in Africa to come together and do cross-border collaboration,” he said, emphasizing that regionalism and pragmatism must outweigh isolationist tendencies. “Resource nationalism slows down projects.”

    Technip Energies’ Chief Business Officer, Marco Villa, echoed Ayuk’s sentiment on the continent’s energy potential, calling natural gas a “strategic driver” rather than just a tradable commodity.

    “Resources alone are not enough – the real opportunity is transforming this potential into sustainable, prosperous and inclusive growth,” said Villa. “We believe natural gas is more than a commodity – it is a strategic driver for countries and for Africa – in terms of industrialization, energy security and global integration.”

    Villa stressed the importance of both large-scale export infrastructure and domestic gas valorization, positioning gas as a dual solution for global competitiveness and local economic development.

    “While exports are important, local valorization of gas is equally crucial. Africa cannot only be an exporter of gas – gas can be a lever for domestic transportation, power generation, enabling petrochemical industries, modernizing refineries and supporting agribusiness.”

    Petroleum Commissioner at Namibia’s Ministry of Mines and Energy, Maggy Shino, highlighted Namibia’s rapid emergence as a global hydrocarbon hotspot, following massive offshore discoveries from Shell, TotalEnergies, Galp and Rhino Resources in the deepwater Orange Basin.

    “Namibia has emerged as one of the world’s most exciting hydrocarbon frontiers… These discoveries are among the largest of our decade. With more than 80% of our offshore unexplored, Namibia is not only a frontier – it’s a first mover advantage waiting to be seized,” said Shino.

    She also emphasized Namibia’s commitment to fast-tracking development and fostering a responsible investment environment, highlighting the ongoing development of the National Upstream Petroleum Local Content Policy as a key step toward embedding local content from the outset.

    “This policy is more than a regulation for us. It’s a platform to align global expertise with Namibian empowerment. We are actively engaging industry stakeholders to create a framework that balances skill development, supplier integration and the upliftment of Namibian citizens with operational efficiency.”

    Meanwhile, Anibor Kragha, Executive Secretary of the African Refiners & Distributors Association, cautioned against overdependence on petroleum imports and underscored the urgency of building domestic refining capacity and storage resilience.

    “If you’re going to maximize your returns, then you have to run the full value chain and refine… What happens to Africa if we cannot import a single petroleum product for 30 days? How many countries have strategic storage beyond two weeks?” said Kragha. “Africa’s energy boom is not just about oil and gas.”

    The opening keynotes set the tone for a forward-looking IAE 2025 agenda – one centered on transforming Africa’s resource wealth into tangible, inclusive and strategically driven development. The forum continues in Paris through May 14.

    MIL OSI Africa –

  • MIL-OSI Africa: Africa’s Liquefied Natural Gas (LNG) Growth Hinges on Investment, Strategic Partnerships

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

    PARIS, France, May 14, 2025/APO Group/ —

    Accelerating Africa’s liquefied natural gas (LNG) ambitions will depend on mobilizing risk-tolerant investment, building strong technical and commercial partnerships, and committing to local capacity-building, according to panelists at the Invest in African Energy (IAE) Forum in Paris.

    Speaking during a discussion on monetizing African gas sponsored by Perenco, UTM Offshore Managing Director Julius Rone emphasized that LNG demand remains robust, but the missing piece is financing.  “Investment is required. The market is there. LNG is not going anywhere – global gas demand is increasing every year. Therefore, we need the right investors to enable us to monetize our gas.”

    The $5 billion UTM FLNG project offshore Nigeria is currently in its pre-construction phase. Rone emphasized that indigenous players like UTM Offshore are capable of forming the right partnerships to drive development, with plans to take FID in the coming months, move into the construction phase and expand the company’s FLNG technologies beyond Nigeria into other African markets.

    Competitiveness Starts at the Wellhead

    For international players, the viability of LNG in Africa hinges on low-cost resources and predictable legal frameworks. Golar LNG’s Chief Commercial Officer Federico Petersen noted that while Africa holds a geographic edge over the U.S. in terms of access to global markets, project economics must work from the start.

    “In the U.S., both the liquefaction and transport sides are increasing – if Africa can beat the U.S. at the wellhead, then it can have competitive liquefaction and it is closer to Europe and Asia,” said Petersen.

    He added that technical capability and financial strength are key to delivering projects at scale, along with speed and access to low-cost gas. “The asset needs to be cheap gas. We look at the asset, the contract and the partner… On the contract side, the legal framework and the stability needs to be there, both for upstream operators and for us.”

    Infrastructure-First Approach

    Gas infrastructure must come before LNG exports, according to Denis Chatelan, Head of Business Development at Perenco. The company’s strategy has focused on domestic gas use as a foundation for future liquefaction, citing gas-to-power and gas-to-industry projects in Gabon and Cameroon.

    “We did not start with liquefaction, but to develop the gas resources… We managed to find the right compromise of investment, ROI and infrastructure,” said Chatelan. “At Perenco, we have deployed equity. If you want big rewards, then you have to take some risk. We have taken the risk of infrastructure, which is a very important first step to develop the gas resources of a country.”

    Local Support Critical to Long-Term Success

    Jiří Rus, Sales & Business Development Director at Neuman & Esser, stressed the importance of original equipment manufacturers building in-country operational support to sustain LNG and gas projects.

    “Within our partnerships, we focus on operation. We need to support projects not from Germany, but through local service centers. We have one in Port Harcourt in Nigeria, for example, to support future projects, and now we are doing so in Mozambique,” said Rus.

    Dominique Gadelle, VP of Upstream & LNG at Technip Energies, echoed the importance of anchoring projects in local benefits. “Boosting local economies, power generation… This is a must before going to international exports,” he said. “We can also look at monetizing gas in different ways – fertilizers, for instance. We also need to promote regional cooperation, and we cannot forget local skills, employment and education and training programs.”

    MIL OSI Africa –

  • MIL-OSI United Kingdom: UK-EU summit ‘should be the start, and not the end of strengthening ties with Europe’ – Plaid Cymru

    Source: Party of Wales

    Rejoining the Single Market and Customs Union in Wales’ economic interests –  Llinos Medi MP

    Plaid Cymru’s Business and Trade Spokesperson, Llinos Medi MP has urged the UK Government to “take action” to fix the UK’s damaged relationship with Europe.

     

    Ahead of next week’s EU-UK summit, the MP for Ynys Môn said that the people of Wales have been “let down” by those who promised that Brexit would lead to a brighter future and has instead caused “huge damage” to the communities and economy of Wales.

     

    By 2025, Brexit has cost the Welsh economy up to £4 billion and has reduced the value of Welsh exports by up to £1.1 billion.

     

    In a speech in the House of Commons on Tuesday 13 May, Ms Medi called on the UK Government to establish a Youth Mobility Scheme and join Erasmus+ to allow young people to study and work abroad.

     

    Llinos Medi MP also said that the UK should commit to the long-term goal of joining the Single Market and Customs Union, claiming that it would help the UK Government achieve its mission of growing the economy.

     

     

    Speaking in the House of Commons, Llinos Medi MP said:

    “The hard Brexit pursued by the previous UK Government has cost the Welsh economy up to £4 billion; it has reduced the value of Welsh exports by up to £1.1 billion, and post-Brexit trade deals such as with New Zealand and Australia have been unfavourable for Welsh agriculture and manufacturing.

    “Since Brexit, Wales has lost out on £1 billion in European structural and rural development funding which could have been used to support our deprived communities. 

    “This was despite the promise made by the then Conservative UK Government in 2019 to “at a minimum match the size” of former EU funding in Wales and the other nations of the UK.”

     

     

    Llinos Medi MP continued:

    “The Government should create Youth Mobility Scheme and join Erasmus+ so that our young people can study and work abroad, creating new skills and opportunities for the next generation. We also need to see cooperation on the environment, the arts and on defence.

    “I hope next week’s summit will be the start, and not the end of strengthening our ties to Europe. Any plan needs clear aims and goals – Plaid Cymru believes the goal should be to eventually join the Single Market and Customs Union.

    “This Government has said its first mission is to grow the economy. I can see no better opportunity to improve growth by committing the UK and Wales to the long-term goal of joining the Single Market and Customs Union.

    “Wales has suffered badly by those who championed the false promises of Brexit, this Government must now take action to fix our damaged relationship with Europe to protect the Welsh economy.”

    MIL OSI United Kingdom –

  • MIL-OSI Asia-Pac: LCQ2: Work on attracting enterprises and investments

    Source: Hong Kong Government special administrative region

    Following is a question by the Hon Jeffrey Lam and a reply by the Acting Secretary for Commerce and Economic Development, Dr Bernard Chan, in the Legislative Council today (May 14):

    Question:

    In recent years, the Government has been vigorously promoting the work on attracting enterprises and investments. It is learnt that Invest Hong Kong (InvestHK) assisted a total of 539 overseas and Mainland enterprises in setting up or expanding their businesses in Hong Kong last year. In this connection, will the Government inform this Council:

    (1) of the number of overseas and Mainland enterprises which InvestHK has assisted in establishing a presence in Hong Kong or setting up regional headquarters in Hong Kong since January this year; the home countries of such enterprises, as well as the industries to which they belong;

    (2) of the policies and measures currently put in place by the Government in respect of land, taxation, etc. to support overseas and Mainland enterprises in establishing a presence in Hong Kong; and

    (3) given that the Secretary for Labour and Welfare has pointed out at a special meeting of the Finance Committee of this Council held to discuss the Estimates of Expenditure 2025-2026 that Hong Kong Talent Engage (HKTE) would provide comprehensive one-stop support to incoming talents, of the total number of applications received by HKTE since January this year; among such applications, of the areas in which support has been provided?

    Reply:

    President,

    After consulting the Development Bureau (DEVB), the Financial Services and the Treasury Bureau, the Labour and Welfare Bureau, as well as the Office for Attracting Strategic Enterprises (OASES), my consolidated response to the Hon Jeffrey Lam’s question is as follows:

    InvestHK Hong Kong (InvestHK) is responsible for promoting inward direct investment to Hong Kong by attracting Mainland and overseas enterprises to set up or expand in the city. In 2024, InvestHK assisted 539 Mainland and overseas enterprises in establishing and expanding their businesses in Hong Kong, representing an increase of over 40 per cent year on year. On a pro-rata basis, the figure well exceeded the performance indicator as set out in the 2022 Policy Address by the Chief Executive. On the other hand, the number of companies in Hong Kong with overseas or Mainland parent companies in 2024 reached a record high of 9 960. It included 1 410 regional headquarters, an increase of over 5 per cent year on year.

    From January to April this year, InvestHK assisted 223 Mainland and overseas enterprises, representing an increase of 13 per cent as compared with the same period last year. These enterprises are expected to bring in direct investment of over $22.3 billion and create over 4 900 jobs within their first year of operations or expansion. Over one-fourth of these enterprises indicated their setup of international or regional headquarters in Hong Kong. The top five places of origin of those enterprises are the Mainland, the United States, Japan, the United Kingdom and Singapore; and the top five sectors are the financial services and fintech sector, family office, innovation and technology sector, tourism and hospitality sector, and consumer products sector.

    Separately, the current-term Government established OASES, which is directly under the Financial Secretary, to attract high-potential and representative strategic innovation and technology enterprises from around the globe. So far, OASES successfully attracted 84 strategic enterprises, many of which plan to establish their international or regional headquarters in Hong Kong.

    InvestHK and OASES provide Mainland and overseas enterprises with one-stop customised support services, including introducing tax regime and tax concessions of Hong Kong, assisting enterprises in identifying premises for operations, and assisting them in following up on matters relating to talent admission.

    In terms of tax policy, Hong Kong has been practicing a simple, territorial-based and low-tax regime. Hong Kong’s profits tax rates are very competitive internationally, with the first $2 million of profits of corporations taxed at the rate of 8.25 per cent, and the profits above that amount taxed at 16.5 per cent. Besides, tax types in Hong Kong are simple in that there is not any kind of capital gains tax, withholding tax on dividends or interest, estate duty, value-added tax, goods and services tax, nor digital services tax. The Government of the Hong Kong Special Administrative Region (HKSAR) has also been strategically utilising tax measures to facilitate the development of different industries. Tax concessions introduced over recent years have benefitted multiple industries or taxpayers, including the asset and wealth management industry, maritime industry, insurance industry, and taxpayers with intellectual property income.

    In terms of assisting enterprises in identifying suitable premises, given the diverse backgrounds of enterprises, InvestHK and OASES focus on understanding and catering to the different needs of individual enterprises. In respect of land supply, the DEVB has been collaborating with InvestHK and OASES to introduce to Mainland and overseas enterprises interested in setting up in Hong Kong the distribution of existing and future economic land in the territory, including how the Government will adopt an “industry-led” approach in planning strategic projects such as the Northern Metropolis (NM). In particular, as each New Development Area in the NM has its own industry positioning, the next few years will see considerable output in development land and floor space for innovation and technology and other emerging industries, as well as industries with traditional strengths, to move in. As for enterprises interested in setting up in Hong Kong and participating in the construction of buildings for industries, the DEVB will recommend development land for their consideration. It will also support relevant policy bureaux in exploring and adopting various modes of land disposal and land premium arrangements by giving consideration to restricted tender or direct land grant in addition to the traditional practice of open tender. When a project enters the design and construction stages, the DEVB will also provide one-stop services by co-ordinating with relevant departments to expedite approvals.

    Apart from focusing on attracting enterprises and investment, the current-term Government is also dedicated to attracting talents from overseas and the Mainland. Since its establishment on October 30, 2023, the Hong Kong Talent Engage (HKTE) strives to provide comprehensive one-stop support to talents. From January to April 2025, over 45 000 new applications under various talent admission schemes were received, of which over 35 000 applications were approved. The support services provided by the HKTE to incoming talents and their families include the following:

    (a) Themed seminars: To cater for the needs of incoming talents, leaders from various industries and admitted talents were invited to share career information and tips on starting a business. Since its establishment and up to end-April 2025, the HKTE has organised 33 online and offline themed seminars;

    (b) Job fairs: Job fairs help job-seeking talents to match with employers direct, so as to help incoming talents to look for jobs based on their skills, making better use of their professional competencies. As at end-April 2025, the HKTE has organised, co-organised and participated in 17 job fairs in total;

    (c) Enquiry and support matching services: The HKTE’s online platform currently connects with about 90 designated working partners to provide talents with advice and services in respect of job matching, accommodation, education, banking and insurance services, business and corporate services, integrated settlement services as well as networking and community through online matching services. The online platform has processed over 41 000 enquiries, mainly involving matters such as talent schemes, visa and job seeking, and made around 12 000 referrals of support service requests so far;

    (d) Integration activities: Participation in volunteer services allows incoming talents to strengthen their connections with the local community, thereby facilitating their better integration into local society. As at end-April 2025, the HKTE has organised, in collaboration with volunteer groups, three integration activities; and

    (e) Cantonese learning classes: The classes help enhance the Cantonese speaking and listening skills of incoming talents, and assist them in understanding the local culture and customs, thereby expediting their integration into local society. As at end-April 2025, the HKTE has organised 28 Cantonese learning classes.

    The HKSAR Government will continue to make every effort to attract more enterprises and talents from the Mainland and overseas.

    Ends/Wednesday, May 14, 2025
    Issued at HKT 12:21

    MIL OSI Asia Pacific News –

  • MIL-OSI Russia: Double Degree in the South of Russia: GUU and KubSAU Launched a Unique Educational Program

    Translation. Region: Russian Federal

    Source: State University of Management – Official website of the State –

    A delegation from the State University of Management headed by Rector Vladimir Stroyev visited the Kuban State Agrarian University named after I.T. Trubilin to sign an agreement on network cooperation and the official presentation of the joint program “Finance and Business Management”. The delegation also included Vice-Rectors Dmitry Bryukhanov and Maria Karelina.

    The new educational program will allow you to obtain two qualifications in 4 years – a bachelor of economics and a bachelor of management. It provides for alternating study locations: Krasnodar (first and second years) – Moscow (third year) – Krasnodar (fourth year). It is important to note that there are no analogues of this program in the South of Russia yet.

    During the visit, representatives of the State University of Management, accompanied by the rector of KubSAU Alexander Trubilin, visited the main facilities of the university: the Historical Heritage Center, where guests immersed themselves in the history of the university, modern digital content laboratories, innovative classrooms and the Military Training Center.

    At the end of the tour, the official presentation of the program “Finance and Business Management” took place in the main building. The event was attended by the management of universities, schoolchildren, their parents, teachers and students.

    Rector of the State University of Management Vladimir Stroev spoke about the history of the university, its achievements and famous graduates, and also noted the uniqueness of the joint program.

    “There is no such program anywhere in the South of Russia yet. We are confident that it will open new horizons for our students,” Vladimir Stroyev emphasized.

    Rector of KubSAU Alexander Trubilin spoke in more detail about the advantages of the new educational program.

    “Today we present you a new project – an innovative online educational program “Finance and Business Management”, developed jointly with the State University of Management. The program opens up unique opportunities for students: a whole year of study in Moscow, work on real projects together with Moscow students and teachers, gaining invaluable experience and knowledge from the country’s leading specialists. Upon completion of their studies, graduates will receive a diploma of higher education with two qualifications, which will significantly increase their competitiveness in the labor market,” concluded Alexander Trubilin.

    Also at the presentation, an agreement on network cooperation between KubSAU and GUU was signed.

    Let us recall that in January 2025, the State University of Management and the Kuban State Agrarian University named after I.T. Trubilin signed a cooperation agreement and discussed areas of interaction, including the implementation of a joint program.

    Photos taken from the official website of KubSAU.

    Subscribe to the TG channel “Our GUU” Date of publication: 05/14/2025

    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 Russia: Young professionals and big challenges: results of the IT Tournament at Gazprom Neft

    Translation. Region: Russian Federal

    Source: Peter the Great St Petersburg Polytechnic University – Peter the Great St Petersburg Polytechnic University –

    The IT Tournament at Gazprom Neft, which brought together students interested in development in the field of information technology, has ended. As part of the educational intensive, participants worked on practical cases on IT economics, enterprise infrastructure and telecommunications systems in the oil and gas industry.

    The grand opening took place in the Polytechnic Tower, where Gazprom Neft representatives told participants about the company’s business objectives, corporate master’s programs, and career opportunities for young professionals.

    The event included selection testing, problem solving and project defense in front of the company’s experts. The final defense was held with the participation of Leonid Potapov, Head of IT Education at Gazprom Neft, and Irina Rudskaya, Director of the Scientific and Educational Center for Information Technology and Business Analysis at Gazprom Neft, who emphasized the importance of developing young specialists and cooperation between business and education.

    According to the results of the final, the winners were Vera Filippova, Dmitry Savitsky and Artem Bosyakov.

    Participation in the tournament allowed students to gain experience in solving real business problems, consult with HR specialists and learn more about working in a large technology company. For many, this was the first step towards professional development in IT.

    The next tournament is scheduled for 2026. Participate and develop your career in IT.

    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 New Zealand: Banking Sector – The Co-operative Bank outranks the big 5 for customer satisfaction again

    Source: The Co-operative Bank

    The Co-operative Bank says it is delighted to win the Consumer People’s Choice Award for banking.
    The Co-operative Bank has taken out the top spot in Consumer’s 2025 banking satisfaction survey, earning a score of 77% of customers who are very satisfied, which is 20% higher than New Zealand’s biggest bank and 15% higher than the average score across all banks.
    The Co-operative Bank, which is fully owned by its customers, has been voted #1 by customers in the Consumer People’s Choice Award for nine out of the past 10 years.
    Chief Executive Mark Wilkshire says the win is a testament to the bank’s commitment to putting customers first.
    “It shows that bigger is not necessarily better. The Co-operative Bank punches well above our weight because we focus relentlessly on doing better for our customers, who also own the bank.”
    “As owners of the Co-operative, our customers can expect better from us than they can from other banks. They can expect better accountability, transparency and customer experiences,” Mark Wilkshire says.
    One of the ways the Co-operative is delivering better is through competitive rates. It today announced a drop to its floating home loan interest rate from 6.20% to 5.95% p.a., which would make it the lowest rate of this type currently being offered by any bank in NZ, as well as offering competitive 1 and 2 year fixed rates at 4.99% per annum.
    “The cut to our floating rate reflects the importance of offering customers more options.
    Customers can opt for floating rates while they decide when to fix or, for some customers, having some or all of their mortgage on floating gives them flexibility,” Mark Wilkshire said.
    “We remain committed to helping our customers to bank better every day and we are actively working on more improvements to our products and services that our customers have asked for.”
    As well as being voted first overall, The Co-operative Bank was rated #1 in four categories: its mobile app, digital banking features, interest on savings and personal loan interest rates.
    The floating rate change is effective for new loans from 15 May and existing loans from 29 May.
    About The Co-operative Bank:
    The Co-operative Bank is a customer-owned co-operative that operates in retail banking and associated personal financial services across Aotearoa New Zealand. Our approach to banking is about leaving everyone better off – our customers, our people, the Co-operative, and our communities. We are here to grow together and share the gains. All profits stay in New Zealand and since 2013 The Co-operative Bank has shared $24million with eligible customer shareholders as rebates.

    MIL OSI New Zealand News –

  • MIL-OSI Asia-Pac: LCQ11: Management of water resources

    Source: Hong Kong Government special administrative region

    LCQ11: Management of water resources 
    Question:
     
         Water charges in Hong Kong have not been adjusted for nearly 30 years since February 1995. The Waterworks Operating Accounts have recorded persistent deficits since 1999, and such deficits have increased substantially from less than $1 billion in the 2013-2014 financial year to about $2.4 billion in the 2022-2023 financial year. Moreover, it has been reported that the water charges in Hong Kong are among the lowest in advanced cities. While the water charges in other advanced countries or cities (such as Japan and Singapore) account for about 1 per cent to 2 per cent of the local household income, Hong Kong’s average water charges represent only less than 0.2 per cent of its household income. In this connection, will the Government inform this Council:
     
    (1) whether it has studied the reasons why persistent deficits have been recorded in the operation of waterworks in Hong Kong, apart from the apparently low water charges, and whether the authorities have examined the reasons for persistent deficits from the management and operation perspectives; if it has studied, of the details, and how the authorities will make improvements;
     
    (2) given that according to the paper submitted by the Government to the Panel on Development of this Council on December 13, 2023, the main source of water supply for Hong Kong is Dongjiang water purchased from the Guangdong Province under the “package deal deductible sum” approach, and the annual ceiling water prices from 2024 to 2026 will be over $5 billion, whether the authorities have actively enlisted support from the relevant ministries of the Central Government and proactively discussed with the authorities of the Guangdong Province to explore ways to optimise the existing mode of water supply (especially the water prices); and
     
    (3) whether it will actively consider privatising the Water Supplies Department; if so, of the specific timetable and roadmap; if not, the reasons for that?
     
    Reply:
     
    President,
     
         The Water Supplies Department (WSD) has all along been committing to providing the public with reliable, sufficient and quality fresh water.  Over the years, the WSD has been constructing many waterworks facilities to meet the needs of social development and the public on the one hand, while on the other hand containing fresh water demand growth through various water conservation and water loss management initiatives. The WSD is exploiting new water resources including desalinated seawater, reclaimed water (Note 1) and treated grey water (Note 2) to diversify the water supply portfolio and build resilience in fresh water supply.
     
         Besides, through adopting new technology to enhance operational cost-effectiveness and streamline business processes, the WSD effectively controls the capital cost of water supply.
     
         The Government will review the level of water tariff periodically based on the principles of “user pays” and “service cost recovery”, taking into account the social and economic situations, affordability of the consumers, financial performance of waterworks operations and the views of the stakeholders, etc. Water is a daily necessity for people, and the water tariff adjustment will have significant impact on people’s livelihood and the operation of various trades and industries. The Government needs to consider the factors very carefully in order to balance the public finance position and the impact on the public.
     
         The reply to the various parts of the question raised by the Hon Yim is as follows:
     
    (1) The number of water accounts has increased from 2.2 million in 1998 to 3.27 million in 2024 (an increase of about 49 per cent).  To meet the new service demands, the WSD has increased the number of waterworks facilities substantially between 1998 and 2024, including an increase of 43 per cent in the length of water mains from about 5 900 km to about 8 500 km, a rise of 8 per cent in the number of service reservoirs from 215 to 232, and an increase of 8 per cent in the number of pumping stations from 177 to 191, which results in a continuous increase in the associated operational and maintenance expenses. The Composite Consumer Price Index also increased by 40 per cent over the same period. Besides, water tariff has not been adjusted since 1995 (except for the adjustment of water fees for non-local vessels in 1996). Taking all these factors into account, the Waterworks Operating Accounts (WOA) have continuously recorded a deficit since 1998-99, and the cost recovery rate also dropped to about 75 per cent.
     
         To control the cost of water supply and improve waterworks operating conditions, the WSD has been committing to improving water resources management and making good use of technology to streamline business processes, reduce water loss and save energy consumption. Meanwhile, the WSD has reduced its establishment from about 6 100 in 1998 to about 4 700 in 2024.
     
         In addition, the WSD has implemented water loss management initiatives, including the replacement and rehabilitation of about 3 000 km of aged water mains between 2000 and 2015 and the implementation of Risk-based Improvement Programme of Water Mains and Water Intelligent Network in recent years. These efforts have reduced the leakage rate of government water mains from around 25 per cent in 2000 to around 13.4 per cent at present. The WSD has also spared no efforts in promoting water conservation to defer the need for building additional waterworks facilities, thereby lowering the operational, maintenance, and depreciation expenses associated with water supply, alleviating the pressure from the rising costs and achieving better cost-effectiveness.
     
         Other measures that have been implemented to enhance the cost-effectiveness of waterworks facilities include controlling private water main leakage, installing smart water meters, and upgrading the WSD’s energy management system to save the energy cost.
     
         To control the cost of water supply more effectively in the long run, the WSD is formulating an overall digital transformation roadmap to implement a series of digitalisation projects and measures in phases, including the establishment of the WSD’s Central Operation Management Centre, Internet of Things platform, cloud data centre, digital twin and hydraulic model applications, etc, with a view to improving the operational efficiency and stability of water supply, and reducing energy consumption. By implementing the aforementioned measures and making timely and suitable adjustments to water tariff, the performance of the WOA could be improved in the long run.
     
    (2) The price for the Hong Kong Special Administrative Region Government to purchase Dongjiang (DJ) water includes the costs incurred by the mainland for supplying DJ water to Hong Kong, such as the costs for infrastructure, system operation and maintenance, etc, as well as the cost of measures to protect the quality of DJ water supplied to Hong Kong. The fees do not include the costs of the Mainland on ecological conservation and other aspects including the opportunity costs of the control of development in the protection zones along the basin, and the prohibition of activities such as quarrying, mining and extensive poultry farming within the protection zones, etc. The price of DJ water will be reviewed every three years upon each renewal of the DJ water supply agreement, and adjusted in a reasonable and appropriate manner based on the established mechanism which takes account of a number of objective factors including changes in the exchange rate between Renminbi and Hong Kong dollar, changes in the relevant price indices of Guangdong (GD) and Hong Kong, as well as increase in operation costs. In fact, the increase of annual ceiling water price for the 2024 to 2026 DJ water supply agreement is lower than the changes in the exchange rate and price indices mentioned above.
     
         Since 2021, DJ water supply agreement has adopted the “package deal deductible sum” approach. Hong Kong can import DJ water based on the city’s need. If there is a high local yield and the amount of DJ water required is below the pre-set annual supply ceiling, a price deduction, according to the actual amount of water supplied, will be made to the annual ceiling water price. This approach provides greater flexibility in the control of water storage level, preventing wastage of DJ water resources and saving energy cost for water delivery. Also, both the GD and Hong Kong sides agreed that the “package deal deductible sum” approach should be maintained at least up to 2029.
     
    (3) As mentioned above, water is a daily necessity for people. A highly reliable water supply service is extremely important and has significant impact on people’s livelihood and the operation of various trades and industries. While there are examples where the water supply business is privatised, we are also aware that such operation arrangement may not necessarily bring overall benefits to the society. On the contrary, private investors may charge the public a higher water fee for the sake of profit, or be reluctant to invest resources in maintaining and repairing aging water pipes and other water facilities to control costs. The Government currently does not have plans to privatise the WSD.
     
    Note 1: Reclaimed water is a water resource generated by further processing treated effluent from sewage treatment works.
     
    Note 2: Water collected from bathrooms, wash basins, kitchen sinks and laundry machines etc. is known as grey water. Along with harvested rainwater, the grey water can be treated and reused for non-potable purposes such as toilet flushing.
    Issued at HKT 15:36

    NNNN

    MIL OSI Asia Pacific News –

  • MIL-OSI Asia-Pac: LCQ21: Deepening international exchanges and co-operation

    Source: Hong Kong Government special administrative region

    LCQ21: Deepening international exchanges and co-operation 
    Question:
     
         In the country’s Report on the Work of the Government this year, it was mentioned that Hong Kong must deepen international exchanges and co-operation. The Hong Kong Special Administrative Region Government is also actively attracting overseas companies to Hong Kong and helping Mainland companies go global to align with the overall development strategy of the country. In this connection, will the Government inform this Council:
     
    (1) how it will promote alignment between Hong Kong’s financial services industry and national policies to leverage Hong Kong’s unique advantages, reinforce its connectivity with both the Mainland and the world, and actively promote international exchanges and co-operation; whether it will consider providing further support to financial services enterprises to expand into new markets and broaden their international networks;
     
    (2) as it is learnt that many Hong Kong enterprises, business associations, non-profit organisations, and international trade organisations possess extensive overseas networks, whether the Government has compiled the relevant statistics; if so, of the details; how the Government will leverage the power and resources of non-governmental organisations to foster citizen diplomacy;
     
    (3) to align with the country’s overall development strategy, will the Government review and optimise the division of responsibilities and functions of different government departments or public organisations responsible for promoting trade (such as the Economic and Trade Offices, the Hong Kong Trade Development Council, Invest Hong Kong, and other overseas offices), so as to avoid overlapping structures and enable them to focus more on delivering services under existing policies;
     
    (4) whether the Government will formulate specific policy measures to support and sponsor various enterprises and organisations to participate in industrial and commercial, and financial exhibitions, etc, in overseas countries in order to promote commercial co-operation with Middle East countries and Belt and Road countries, and to promote Hong Kong to such countries; if so, of the details; if not, the reasons for that; and
     
    (5) whether the Government has a comprehensive plan to tell good stories of Hong Kong to the outside world through targeted publicity and promotion strategies, and to better leverage Hong Kong’s international advantages to attract more international financial institutions and investors to establish presence in Hong Kong?
     
    Reply:
     
    President,
     
         Having consulted the Financial Services and the Treasury Bureau, the consolidated reply to the question raised by the Hon Robert Lee is as follows:
     
         The Outline of the 14th Five-Year Plan for National Economic and Social Development of the People’s Republic of China and the Long-Range Objectives Through the Year 2035 (14th Five-Year Plan) supports Hong Kong to enhance its status as an international financial centre, strengthen its functions as a global offshore Renminbi (RMB) business hub, an international asset management centre and a risk management centre, as well as deepen and expand the mutual access between the financial markets of the Mainland and Hong Kong.
     
         In this regard, the Hong Kong Special Administrative Region (HKSAR) Government has been committed to deepening the interface of Hong Kong’s financial services industry with national policies in accordance with the 14th Five-Year Plan. For example, in terms of mutual market access, the Stock Connect has made some breakthroughs over the past few years, including the inclusion of exchange-traded funds and the addition of eligible stocks of foreign companies primarily listed in Hong Kong. This has become the most reliable channel for international investors to access the Mainland securities market. In terms of global offshore RMB business, at present, Hong Kong has the world’s largest offshore pool of RMB funds, currently processing about 80 per cent of global offshore RMB payments. On attracting Mainland enterprises to list in Hong Kong, as driven by a series of listing enhancement measures, there are currently over 1 480 Mainland enterprises listed in Hong Kong. The Hong Kong Exchanges and Clearing Limited (HKEX) has established listing avenues for new economy with weighted voting rights structures, and specialist technology companies as well as the technology enterprises channel, with a view to accurately addressing the financial service demands of Mainland’s emerging innovation and technology industries and leveraging Hong Kong’s strengths to serve our country’s needs.
     
         We also continue to deepen exchanges and co-operation with the global financial community, actively strengthen and expand our circle of friends with the global community, organise major financial events of global significance such as the Asian Financial Forum, the Wealth for Good in Hong Kong Summit and the Global Financial Leaders’ Investment Summit, in a bid to further enhance the voice and influence of our country and Hong Kong in the international financial community and showcase to the international investors the strengths and opportunities of Hong Kong as an international financial centre.
     
         In addition, the HKSAR Government, regulators and the HKEX are committed to promoting Hong Kong’s financial services industry, securities market and fundraising platform to overseas and Mainland enterprises and investors (including target markets such as the Middle East and the Association of Southeast Asian Nations regions), through organising and participating in different thematic flagship summits, outreach activities, thematic roadshow events, etc, with a view to strengthening Hong Kong’s linkage with overseas and Mainland markets, fostering financial market co-operation, as well as facilitating the local financial services industry to open up new markets.
     
         We will continue to deepen and step up our efforts to seize the national development opportunities, bringing more new opportunities to the industry and continuing to contribute to our country’s development as a financial powerhouse.
     
         On the other hand, the HKSAR Government has been actively promoting the sustainable development of Hong Kong as an international trade centre through diversified measures. The global trade landscape and geopolitics are rapidly changing, with parts of the supply chains shifted to the Global South and Belt and Road (B&R) countries, while Mainland enterprises are also proactively establishing their presence abroad. Hong Kong’s rich experience in international trade and world-class professional services will be of assistance to such Mainland enterprises in re-deploying their global supply chains. According to the 2024 Policy Address, Invest Hong Kong (InvestHK) and the Hong Kong Trade Development Council (HKTDC) set up in December 2024 a high value-added supply chain services mechanism for attracting Mainland enterprises to establish international or regional headquarters in Hong Kong for managing offshore trading and supply chain, and providing one-stop professional advisory services for enterprises in Hong Kong looking to go global. The mechanism is conducive to Hong Kong’s economic development on the one hand, and facilitates the deepening of its international exchanges and co-operation on the other hand, thus responding to meet Premier Li Qiang’s expectations for Hong Kong, as set out in his work report this year, integrating into the overall national development while making contribution to the country.
     
         Besides, the HKSAR Government will continue to organise a number of outbound missions to B&R markets to assist Hong Kong enterprises and professional services to further explore business opportunities and build long-lasting collaborative relationships with relevant local enterprises and organisations. We will also continue to actively organise various major events to promote Hong Kong’s advantages and facilitate business matching and project participation between Hong Kong and B&R countries. In addition, the HKTDC’s overseas network has already covered the major markets along the B&R, including regions of the Middle East. By leveraging its global network, the HKTDC will continue to launch diversified outreach activities, information platforms, large-scale international exhibitions and conventions, to highlight Hong Kong’s opportunities and role as a two-way business and investment platform, and facilitate the co-operation among enterprises of the Mainland and Hong Kong, investors and professional service providers, as well as the project owners from B&R countries.
     
         For overseas exhibitions activities, the HKSAR Government strives to encourage and provide funding support for non-listed Hong Kong enterprises to upgrade and restructure, enhance competitiveness of enterprises as well as sectors and conduct promotional activities through various funding schemes and measures, including the Dedicated Fund on Branding, Upgrading and Domestic Sales, the SME Export Marketing Fund and the Trade and Industrial Organisation Support Fund. Enterprises/organisations could apply for funding to participate in promotional activities such as exhibitions in markets outside Hong Kong to develop their businesses. The HKTDC has also been actively leading Hong Kong companies to participate in large-scale exhibitions overseas and set up Hong Kong pavilions in selected large-scale exhibitions. In addition, the HKTDC offers preferential participation rates and a range of value-added services, including the arrangement of business matching meetings, for Hong Kong companies to grasp the opportunities to promote their products and services.
     
         Currently, the HKSAR Government has 14 overseas Hong Kong Economic and Trade Offices (ETOs). Together with the offices of the HKTDC and InvestHK worldwide, Hong Kong has set up offices in 68 cities around the world, covering 129 countries, including emerging markets. The ETOs, InvestHK’s Dedicated Teams for Attracting Businesses and Talents based in the ETOs and its consultant offices in other locations, as well as the HKTDC’s offices are responsible for different aspects of work, while collaborating from time to time to generate synergy. The trio promote bilateral economic and trade relations between Hong Kong and overseas economies. InvestHK and the HKTDC mainly serve the business community. InvestHK is responsible for promoting inward direct investment to Hong Kong. Through its teams based in Hong Kong, the Dedicated Teams for Attracting Businesses and Talents based in the ETOs, as well as consultant offices in other locations, the department has all along been reaching out to a wide spectrum of companies in different sectors and industries around the world to attract and assist them to set up or expand their businesses in Hong Kong, and offering one-stop customised support services, from the planning to implementation stages. As for the HKTDC, it is responsible for trade promotion as well as facilitating, assisting and developing trade in Hong Kong. Through organising international exhibitions, conferences and business missions, the HKTDC creates business opportunities in the Mainland and international markets for Hong Kong enterprises. The ETOs are committed to maintaining close communication and exchanges with the international community and overseas stakeholders in different sectors (including government officials, think tanks, media organisations, academics, cultural and business groups and other key opinion leaders in countries under their purview), promoting and explaining the HKSAR Government’s important policies and Hong Kong’s unique advantages under “one country, two systems”, with a view to telling the good stories of Hong Kong and promoting economic and trade development between Hong Kong and overseas.
     
         Meanwhile, the ETOs will strengthen ties and co-operation with foreign chambers of commerce in Hong Kong and the local political and business sectors, and take the opportunity of the latter’s overseas visits to collaborate in promoting Hong Kong’s latest developments and major policy measures through different forms of activities, and jointly tell the good stories of Hong Kong from multiple perspectives.
    Issued at HKT 15:33

    NNNN

    MIL OSI Asia Pacific News –

  • MIL-OSI United Kingdom: Swindon Borough Council fails to meet RSH’s consumer standards

    Source: United Kingdom – Executive Government & Departments

    Press release

    Swindon Borough Council fails to meet RSH’s consumer standards

    The Regulator of Social Housing has today issued five new regulatory judgements.

    Swindon Borough Council has failed to meet the outcomes in the consumer standards and has been given a C3 grading from the Regulator of Social Housing, as part of a range of regulatory judgements published today. 

    An inspection was brought forward after the council made a self-referral over health and safety issues and its repairs service.  

    RSH’s inspection found that Swindon Borough Council: 

    • Was unable to report accurately on the presence of smoke and carbon monoxide detectors. 

    • Was unable to track or monitor faults from electrical safety checks. 

    • Has more than 800 overdue fire safety actions, the majority of which were overdue by more than a year.  

    • Was not actively tracking, monitoring, or reporting open damp and mould cases, though there was evidence that reports are followed up effectively. 

    • Was unable to demonstrate how tenants’ views have been considered in its decision making, with no evidence of actively encouraging participation from under-represented groups. 

    Swindon Borough Council has demonstrated that it understands the issues and is taking action towards rectifying the failures identified. 

    RSH is continuing to engage with the landlord to make sure the necessary improvements are made. 

    Separately, three housing associations – Housing 21, Torus62 and Sovereign Network – received C2/G1 gradings following inspections. This means that they meet the governance requirements but there are some weaknesses in their delivery of the outcomes of the consumer standards and improvement is needed. 

    All three housing associations meet the viability requirements with Housing 21 and Torus62 retaining V1 gradings, and Sovereign Network Group retaining its V2 grading.  

    While both V1 and V2 landlords meets the viability requirements and have the financial capacity to deal with a reasonable range of adverse scenarios, V2 landlords need to manage material risks to ensure continued compliance.  

    RSH also published interim G1/V1 gradings for Bromford Flagship, after Flagship Housing Group became a subsidiary of Bromford Housing Group in February this year.  

    Kate Dodsworth, Chief of Regulatory Engagement at RSH, said:  

    “We take health and safety very seriously and expect all landlords to make sure tenants are not at risk in their homes.  

    “We also want to see better data management from landlords, to demonstrate they understand their homes and tenants. Self-referrals are a good indicator that a landlord not only understands our requirements, but that they are taking accountability.  

    “Lastly, our scrutiny of housing associations’ governance and viability remains vital for delivering more and better homes for tenants.” 

    Notes to Editors 

    Provider Consumer grade Governance grade Viability grade Process
    Bromford Flagship Limited Not assessed yet G1 (Interim Grading) V1 (Interim Grading) Merger Activity
    Housing 21 C2 G1 V1 Inspection
    Torus62 Limited C2 G1 V1 Inspection
    Sovereign Network Group C2 G1 V2 Inspection
    Swindon Borough Council C3 – – Inspection

    1. RSH regulates housing associations and other private registered providers against its full set of standards. Councils are regulated against the consumer and rent standards only. 

    2. More information about RSH’s responsive engagement and programmed inspections is also available on its website.  is also available on its website.   

    3. RSH promotes a viable, efficient and well-governed social housing sector able to deliver more and better social homes. It does this by setting standards and carrying out robust regulation focusing on driving improvement in social landlords, including local authorities, and ensuring that housing associations are well-governed, financially viable and offer value for money. It takes appropriate action if the outcomes of the standards are not being delivered.   

    4. RSH’s gradings are listed below. More information is available on its website.  Governance 

    Grading Description
    G1 Our judgement is that the landlord meets our governance requirements.
    G2 Our judgement is that the landlord meets our governance requirements but needs to improve some aspects of its governance arrangements to support continued compliance.
    G3 Our judgement is that the landlord does not meet our governance requirements. There are issues of serious regulatory concern and in agreement with us the landlord is working to improve its position.
    G4 Our judgement is that the landlord does not meet our governance requirements. There are issues of serious regulatory concern, and the landlord is subject to regulatory intervention or enforcement action.

    Viability 

    Grading Description
    V1 Our judgement is that the landlord meets our viability requirements and has the financial capacity to deal with a wide range of adverse scenarios.
    V2 Our judgement is that the landlord meets our viability requirements. It has the financial capacity to deal with a reasonable range of adverse scenarios but needs to manage material risks to ensure continued compliance.
    V3 Our judgement is that the landlord does not meet our viability requirements. There are issues of serious regulatory concern and in agreement with us the landlord is working to improve its position.
    V4 Our judgement is that the landlord does not meet our viability requirements. There are issues of serious regulatory concern, and the landlord is subject to regulatory intervention or enforcement action.

    Consumer 

    Grading Description
    C1 Our judgement is that overall the landlord is delivering the outcomes of the consumer standards. The landlord has demonstrated that it identifies when issues occur and puts plans in place to remedy and minimise recurrence.
    C2 Our judgement is that there are some weaknesses in the landlord delivering the outcomes of the consumer standards and improvement is needed.
    C3 Our judgement is that there are serious failings in the landlord delivering the outcomes of the consumer standards and significant improvement is needed.
    C4 Our judgement is that there are very serious failings in the landlord delivering the outcomes of the consumer standards. The landlord must make fundamental changes so that improved outcomes are delivered.
    1. For general enquiries email enquiries@rsh.gov.uk. For media enquiries please see our Media Enquiries page.

    Updates to this page

    Published 14 May 2025

    MIL OSI United Kingdom –

  • MIL-OSI United Kingdom: Leader announces new Cabinet for 2025/26

    Source: City of Oxford

    Wednesday, 14 May 2025

    Councillor Susan Brown, Leader of Oxford City Council, has announced her Cabinet for 2025/26.

    Councillor Louise Upton is not on the Cabinet in 2025/26 because she will be serving as the Lord Mayor of Oxford.

    The Cabinet has subsequently been reduced from nine members to eight.

    The Cabinet Members are:

    • Councillor Susan Brown, Leader, and Cabinet Member for Partnership Working and Inclusive Economic Growth
    • Councillor Ed Turner, Deputy Leader (Statutory), and Cabinet Member for Finance and Asset Management
    • Councillor Anna Railton, Deputy Leader, and Cabinet Member for a Zero Carbon Oxford
    • Councillor Lubna Arshad, Cabinet Member for a Safer Oxford
    • Councillor Nigel Chapman, Cabinet Member for Citizen Focused Services and Council Companies
    • Councillor Alex Hollingsworth, Cabinet member for Planning and Culture
    • Councillor Chewe Munkonge, Cabinet Member for a Healthy, Fairer Oxford and Small Business Champion
    • Councillor Linda Smith, Cabinet Member for Housing and Communities

    The responsibilities of each Cabinet Member are:

    • Councillor Susan Brown
      • Council strategy and policy delivery
      • Democratic Services and Member Support
      • Partnerships and outside bodies including
      • District Councils Network (Labour Vice Chair)
      • Fast Growth Cities (Chair)
      • Local Government General Assembly member
      • Oxford Growth Commission
      • Oxford Strategic Partnership
    • Councillor Ed Turner
      • Deputise for Leader as required
      • Financial and treasury strategy
      • Financial support for local residents and businesses
      • Links with our twin cities
      • Property and asset management and maintenance
    • Councillor Anna Railton
      • Deputise for Leader as required
      • Air Quality
      • Biodiversity delivery including verge and tree planting
      • Carbon reduction, heat decarbonisation and retrofitting
      • Delivery of Zero Carbon Oxford City Council by 2030
      • Delivery of the outcomes of the Oxford Citizens Assembly on Climate Change
      • Parks, Allotments, Cemeteries and Open Spaces
      • Renewable energy and energy planning
      • Sustainability
      • Taxi Licensing
      • Transport liaison with Oxfordshire County Council and Highways England and other providers
    • Councillor Lubna Arshad
      • Community safety and tackling antisocial behaviour
      • Safeguarding Adults and Children
      • Working with Thames Valley Police to tackle anti-social behaviour, child sexual exploitation, county lines, drug dealing, domestic abuse, knife crime, modern slavery, violence against women and girls and crime generally
    • Councillor Nigel Chapman
      • Business Improvement
      • Customer Service
      • Oxford Direct Services as contractor
      • OX Place as a company
      • Service delivery
      • Street scene, public conveniences
      • Tree management
      • Waste and recycling
    • Councillor Alex Hollingsworth
      • Car Parking Policy
      • City Centre Action Plan delivery
      • Culture, cultural partnerships and events (including St Giles Fair, Cowley Road Carnival etc.)
      • Development and Building Control
      • Infrastructure planning
      • Licensing Policy
      • Local Plan and planning policies including biodiversity
      • Spatial Planning and conservation
      • Major projects delivery
      • Museum of Oxford
      • Promotion of a thriving music and night-time economy
      • Tourism
    • Councillor Chewe Munkonge
      • Addressing health inequalities and public health promotion
      • Children and young people policies and school liaison
      • Leisure partnership and contract management
      • Local market promotions
      • Promotion of Oxford Living Wage
      • Small Business Champion
      • Sport and physical activity
    • Councillor Linda Smith
      • Affordable housing delivery
      • Community centres, pavilions and grants
      • Estate regeneration projects
      • Homelessness services including prevention
      • Housing allocations and strategy
      • Regulation of the Private Rented Sector
      • Tenancy management and sustainment
      • Tenant and Resident involvement

    The new Cabinet will be announced at the Annual Council Meeting tomorrow (15 May).

    “The Cabinet will continue our work focused on our key priorities: tackling inequality and the high cost of living in Oxford, delivering more affordable homes, making Oxford a great place to live and preparing our city for climate change. In order to achieve this, we will continue to provide stable and prudent council finances and good quality services.

    “We want to make sure that Oxford’s strong and growing economy is delivering for all of Oxford’s citizens. As a cabinet we are committed to continuing to work with Oxford’s diverse communities and businesses to support their needs. Oxford is a great place to live, work and do business and we want everyone to feel proud of their neighbourhood. That is what we are striving to achieve.”

    Councillor Susan Brown, Leader of Oxford City Council

    MIL OSI United Kingdom –

  • MIL-OSI USA: Rep. Chu Recognizes 2025 Congressional Women of the Year

    Source: United States House of Representatives – Representative Judy Chu (CA2-27)

    PASADENA, CA — On Saturday, April 19, 2025, Rep. Judy Chu (CA-28) hosted her 15th annual Congressional Women of the Year Awards Ceremony, honoring remarkable women from the San Gabriel Valley who have made a lasting impact through service, advocacy, and leadership. Each year, this award recognizes women nominated by members of their own communities for their extraordinary dedication. While this year’s honorees have made a difference throughout their careers, their leadership following the devastating Eaton Fires has been especially powerful. They’ve helped families, supported youth, cared for seniors, and uplifted our community during the most challenging moments of the Eaton Fires. 

    “After January’s Eaton Fire left our community devastated, this year’s honorees, who have long been pillars of strength in our neighborhoods truly rose to the occasion. They stepped up in the immediate aftermath, supported the recovery efforts, and continue to lead as we move into long-term rebuilding. It’s so important that we come together to recognize the women who have helped our community. The San Gabriel Valley is more resilient today because of their unwavering dedication,” said Rep. Judy Chu. “This award is special because the honorees are nominated by those who know them best and I’m honored to celebrate their impact.”

    The 2025 honorees are: 

    Anna Babayan – Interim Principal for Sahag-Mesrob Armenian Christian School

    Anna Babayan has been a tireless advocate for Pasadena’s Armenian community, working with groups like AGBU and local Armenian schools. After the Eaton Fire destroyed Sahag Mesrob Armenian School and displaced many students and staff, Anna acted swiftly, organizing donation drives, securing temporary classrooms with the help of local Armenian organizations, and prioritizing students’ emotional recovery. Today, as the community navigates the long road to rebuilding. Anna isn’t just helping rebuild Sahag Mesrob, she’s working to expand it, with plans to eventually open a high school. For over 45 years, Sahag Mesrob has been a cornerstone of Pasadena’s Armenian community, and thanks to Anna’s leadership, its legacy will continue.

    Debra Boudreaux – Chief International Affairs Officer, Buddhist Tzu Chi Foundation

    Debra Boudreaux has spent over 35 years advancing global humanitarian work. When the Eaton Fire struck, she was in Taiwan but immediately mobilized disaster response efforts from abroad. Under her leadership, Tzu Chi provided shelter, meals, and supplies to evacuees, staffed Red Cross shelters, and offered emotional support to impacted families. Upon returning to Los Angeles, Debra worked non-stop to distribute aid, partner with FEMA and local organizations, and provide emergency financial assistance to thousands. From helping replace a lost wheelchair to comforting a police officer who lost his home, Debra’s compassion and leadership brought hope to a community in crisis.

    Jennifer DeVoll – President & CEO – Pasadena Community Foundation

    When the Eaton Fire hit, Jennifer DeVoll and the Pasadena Community Foundation (PCF) sprang into action, launching a relief fund within hours and distributing $1 million in the first two weeks. Her fast, strategic response made her a trusted leader in the recovery, drawing support from major corporations and foundations. Under her guidance, PCF has since provided $3.5 million in direct aid and helped launch the Altadena Builds Back Foundation with $50 million to support long-term recovery in phases, focusing now on childcare and housing. Beyond disaster relief, Jennifer has led PCF to manage $250 million in assets, create nearly 100 million in endowments, and expand access to affordable housing and scholarships. As she prepares to retire this June, her work will continue through Altadena Builds Back. 

    Sharon Gray– Owner and Operator Eaton Dam Stables

    Sharon Gray is a true hero whose courage and compassion saved over 50 lives during the Eaton Fire. As the longtime owner of Eaton Dam Stables, Sharon has spent decades building a community centered around her deep love for horses. When the fire broke out on January 7th, she and her team acted fast, evacuating 39 horses, a pig, barn cats, and chickens under extreme conditions. Thanks to her leadership and quick thinking, every animal was saved, including one horse she later rescued from the burned property. Sharon’s bravery is matched only by her lifelong commitment to service, including 36 years as a Pasadena police officer. Even after losing her own home in the fire, she continues to show up daily to help rebuild the stables and support her community.

    Victoria Knapp – Chair of Altadena Town Council 

    Victoria Knapp, Chair of the Altadena Town Council, has been a tireless advocate for her community, especially in the wake of the Eaton Fire. On the very night her own home of 15 years was lost, she began sharing critical updates to keep residents informed. In the days that followed, she launched a fire recovery website, turned monthly town council meetings into weekly briefings, and worked closely with agencies like FEMA and the EPA to provide accurate, timely information. Her firsthand experience navigating recovery gave her the empathy and insight to guide others through the same process. Her commitment to Altadena began well before the fire, from revitalizing local infrastructure to supporting small businesses, and thanks to her leadership, the community is on a path to rebuild stronger than ever. 

    Jasmin Shupper – Founder and President of Greenline Housing Foundation

    Jasmin Shupper, founder and president of Greenline Housing Foundation, is a passionate advocate for housing justice, focused on repairing the long-term harms of redlining and race-based discrimination. Through her foundation, Jasmin has provided over $1 million in down payment grants, financial education, and home maintenance assistance to Black and Hispanic families, all without public funding. After the Eaton Fire devastated Altadena, a historically Black homeownership hub, Jasmin quickly mobilized to support displaced families. Her foundation secured year-long leases for 15 families and is offering up to $40,000 in rental aid, with plans to assist 50 households. Greenline is also covering insurance and FEMA funding gaps with up to $250,000 in rebuilding aid per family. To prevent land loss, they’ve begun purchasing lots to hold in community trust. Jasmin’s work is deeply personal, shaped by her own family’s generational homeownership, and she’s now helping others protect their legacy and build lasting wealth.

    Sharon Strong – Volunteer and In-Home Care Provider

    Sharon Strong, a single mother, in-home care provider, and NAACP board member, has long been a champion for vulnerable communities in Altadena and Pasadena. When the Eaton Fire struck, she organized relief efforts through the Dena Relief Drive and supporting her own displaced family members. Sharon worked with local groups to provide rent assistance, clothing, and essentials to fire victims, while also focusing on seniors’ needs. She personally delivered supplies to elderly residents, set up a resource center, and arranged cleanup efforts and temporary housing for those in impacted senior complexes. Her unwavering dedication to service, especially for seniors and underserved families, has made a powerful difference in the lives of so many.

    Dr. Randy Taplitz – City of Hope Chair, Department of Medicine

    Dr. Randy Taplitz, Chair of the Department of Medicine at City of Hope, whose calm leadership and compassion has guided countless patients through their most difficult moments. A nationally recognized infectious disease specialist with over 30 years of experience, Dr. Taplitz has dedicated her career to protecting immunocompromised patients, especially those with cancer. During the Eaton Fire, she led emergency efforts at the hospital, even as she learned her own home had been destroyed. Despite that personal loss, she never stopped and continued to care for patients. Her leadership was also critical during the COVID-19 pandemic, helping shape vaccine protocols for vulnerable populations. Dr. Taplitz is a tireless advocate and a true caregiver. 

    Maricela Viramontes – President of the Rotary Club of Altadena

    Maricela Viramontes is a community leader who has dedicated herself to Altadena for 24 years. A small business owner and Farmers Insurance provider, she also serves as President of the Rotary Club of Altadena and sits on the Altadena Chamber of Commerce board. When the Eaton Fire hit, destroying her own home, Maricela sprang into action. Under her leadership, the Rotary Club launched a relief grant program that has distributed over $160,000 to local nonprofits and provided essentials like food, clothing, and internet access. She also worked with the Chamber to help 15 small businesses reopen. Despite her personal loss, Maricela has been a beacon of strength.

    MIL OSI USA News –

  • MIL-Evening Report: Soon, your boss will have to pay your wages and super at the same time. Here’s how everyone could benefit

    Source: The Conversation (Au and NZ) – By Helen Hodgson, Professor, Curtin Law School and Curtin Business School, Curtin University

    Dragon Images/Shutterstock

    If you have a job in Australia, you’ve probably noticed each of your payslips has a section telling you how much superannuation will be paid alongside your wages.

    But while your wages are deposited in your bank account however frequently you receive a payslip – whether that’s weekly, fortnightly or monthly – it’s a different story for your super.

    Under current superannuation laws, employers are only required to pay super into an employee’s nominated fund at least four times a year – 28 days after the end of each quarter – although many do pay more regularly.

    But that’s set to change. From July 1 2026, new “payday super” rules will require employers to pay super into the employee’s fund within seven days of wages.

    This reform was announced in the 2023–24 federal budget, allowing employers, superannuation funds and software providers three years to set up compliant systems. But it hasn’t yet been legislated.

    Now, some industry groups are calling for a further delay of up to two years. So, who are these reforms designed to benefit? And does business really need more time to get ready?

    Missing or incorrect super

    Missing or incorrect super payments present a huge problem for Australia’s retirement system.

    The Super Members Council claims one in four Australians are missing out on the correct amount of superannuation contributions.

    Missing super payments are a multi-billion dollar problem.
    Wara1982/Shutterstock

    The Australian Taxation Office (ATO) estimates A$5.2 billion of guaranteed superannuation went unpaid in 2021–22.

    This can be due to payroll errors, misclassification under an award or, in extreme cases, non-payment of superannuation as a form of wage theft. All these things can be harder to spot when super is paid less frequently.

    Rules only requiring super to be paid quarterly may have been appropriate 30 years ago, in the early days of the superannuation guarantee. Business systems were often not computerised, and wages were often paid in cash.

    Times have changed

    Payroll systems are now much more sophisticated.

    From 2018, the federal government rolled out the single-touch payroll program that requires employers to report wages in real time, including details of superannuation guarantee withheld from an employee’s wages.

    The government is already benefiting from the increased automation of data submitted through this system.

    Single-touch payroll data helps improve official labour statistics and provides up-to-date income information for employees through the MyGov portal.

    Sending real-time data to Centrelink addresses one of the major flaws underpinning the Robodebt scandal, which used an averaging system to estimate fortnightly earnings.

    Benefits for employees

    In simple terms, the coming changes are basically a change in timing. Payments will be transferred to an employee’s super fund in the same way their wages are transferred directly to their bank account.

    Once bedded down, the changes will provide benefits across the board to employees, employers and the government.

    Currently, if an employee believes the correct amount of superannuation is not being paid to their fund, they are expected to follow this up directly with the ATO.

    Unfortunately, many employees presume the withheld amount shown on the payslip has already been paid into their super account.

    Unless a member is actively monitoring their super balance, they may be unaware that the amount shown on their payslip is not being paid into their fund on a timely basis.

    Payday super changes could help employees more easily check their super is being paid.
    Chay_Tee/Shutterstock

    Benefits for business

    Employers should also benefit from these changes, many of whom already do transfer superannuation when wages are paid.

    Currently, superannuation guarantee payments are run on a separate payment cycle to payroll, coinciding with payment of tax liabilities. If payments are on the same cycle as payroll, it should make budgeting easier, and ensure the separate super payment run is not overlooked.

    This assumes, of course, that the business is not relying on unpaid superannuation contributions to manage their cash flows elsewhere in the business. If that is the case, payday super changes will help protect the employee if the employer runs into financial difficulties.

    The change will also allow the tax office to match deductions and payments in real time to detect fraud – and check that super is actually being paid. This can reduce audit costs and – in the long run – reduce reliance on the aged pension as super account balances improve.

    Why wait any longer?

    So, with all of these expected benefits, why has the financial services sector this month asked for implementation to be delayed further – by up to two years? The building blocks of the system – electronic payments to transfer funds and the government’s single-touch payroll gateway – are already in place.

    One challenge is legislative. Although announced in May 2023, the draft legislation was only released for consultation in March 2025.

    The Superannuation Guarantee (Administration) Act 1992 needs extensive amendments to rewrite references to the calculation and payment of the superannuation guarantee charge.

    The draft legislation also makes some changes to definitions that may impact on how systems must be set up for payday super. Although not intended to change entitlements, they need to be made accurate in the software.

    Still, payday super has the potential to strengthen Australia’s superannuation system, protecting employee contributions and smoothing the payment system for employers. Concerns around its implementation are largely due to the time it has taken for the draft legislation to emerge.

    Following the election, the federal government has the numbers to pass this legislation as a matter of priority.

    Helen Hodgson has received funding from the ARC, AHURI and CPA Australia. Helen is the Chair of the Social Policy Committee and a Director of the National Foundation for Australian Women (NFAW). Helen was a Member of the WA Legislative Council from 1997 to 2001, elected as an Australian Democrat. She is not a current member of any political party. She is a Registered Tax Agent and a member of the SMSF Association, CPA Australia and The Tax Institute. Helen has superannuation with Unisuper and jointly owns positively geared rental properties.

    – ref. Soon, your boss will have to pay your wages and super at the same time. Here’s how everyone could benefit – https://theconversation.com/soon-your-boss-will-have-to-pay-your-wages-and-super-at-the-same-time-heres-how-everyone-could-benefit-256564

    MIL OSI Analysis – EveningReport.nz –

  • MIL-OSI Asia-Pac: InvestHK helps 223 firms in 4 months

    Source: Hong Kong Information Services

    From January to April this year, Invest Hong Kong assisted 223 Mainland and overseas enterprises, representing an increase of 13% relative to the same period last year.

    Acting Secretary for Commerce & Economic Development Bernard Chan told legislators today that these enterprises are expected to bring in direct investment of over $22.3 billion and create more than 4,900 jobs within their first year of operations or expansion.

    More than a quarter of the enterprises indicated they plan to set up international or regional headquarters in Hong Kong, he added.

    The top five places of origin of the 223 enterprises are the Mainland, the US, Japan, the UK and Singapore. Meanwhile, the top five sectors are financial services and fintech, family offices, innovation and technology (I&T), tourism and hospitality, and consumer products.

    Separately, the Office for Attracting Strategic Enterprises (OASES), established directly under the Financial Secretary by the current-term Government, has so far attracted 84 strategic enterprises to Hong Kong, many of which plan to establish their international or regional headquarters in the city. OASES was set up in 2022 to attract high-potential and strategic I&T enterprises from around the globe.

    Besides attracting enterprises and investment, the current-term Government is also committed to attracting talent from the Mainland and overseas. From January to April this year, over 45,000 new applications under various talent admission schemes were received, with more than 35,000 being approved.

    Mr Chan stressed that the Hong Kong Special Administrative Region Government will continue to make every effort to attract more enterprises and talent from the Mainland and overseas.

    MIL OSI Asia Pacific News –