Category: Commerce

  • MIL-OSI: BexBack Launches High-Leverage Crypto Trading With No KYC, Double Deposit Bonus, and $50 Welcome Bonus

    Source: GlobeNewswire (MIL-OSI)

    SINGAPORE, May 05, 2025 (GLOBE NEWSWIRE) — As the cryptocurrency market reaches new levels of global adoption, BexBack, a fast-growing digital asset derivatives exchange, is redefining the future of leveraged trading. The platform now offers up to 100x leverage, no KYC requirement, a 100% deposit bonus, and a $50 welcome bonus to empower traders across the world.

    Launched in May 2024 and headquartered in Singapore, BexBack has quickly attracted over 500,000 users across more than 200 countries, with strong adoption in the United States, Canada, and Europe. Its commitment to transparency, security, and performance has positioned it as one of the most promising platforms in the crypto derivatives space.

    “We believe trading should be fast, secure, and accessible to everyone,” said Amanda, Business Manager at BexBack. “By removing entry barriers like KYC and providing strong financial incentives, we’re helping users seize market opportunities without compromise.”

    Key Features of BexBack:

    • No KYC Required: Users can start trading instantly while maintaining privacy.
    • 100x Leverage: Maximize capital efficiency across BTC, ETH, ADA, SOL, XRP and 50+ other crypto futures.
    • $50 Welcome Bonus: Earned after a deposit of at least 0.001 BTC or 100 USDT and completing the first trade.
    • 100% Deposit Bonus: Double your trading capital up to 10 BTC; bonus usable as margin
    • Zero Deposit Fees: Move funds without friction.
    • Advanced Security: Protected by multi-signature cold wallets, distributed servers, and DDoS prevention.
    • Regulatory Compliance: BexBack is a registered MSB under U.S. FinCEN, ensuring a compliant trading environment.
    • Global Access & 24/7 Support: Available to traders worldwide with round-the-clock assistance.

    Driving the Future of Crypto Trading

    BexBack’s mission is to democratize access to high-performance trading tools and provide a level playing field for retail traders. The platform offers a demo account with 10 BTC and 1M USDT in virtual funds, ideal for beginners to gain experience before committing real capital.

    As global economic uncertainty and market volatility continue, leveraged futures have become a critical strategy for traders seeking greater flexibility and profit potential. BexBack meets this demand with institutional-grade tools designed for all skill levels.

    Start Trading Today

    Traders interested in joining the BexBack community can sign up at www.bexback.com, make their first deposit, and begin trading with up to 100x leverage—no KYC, no barriers.

    Website: www.bexback.com

    Contact: business@bexback.com

    Contact:
    Amanda
    business@bexback.com

    Disclaimer: This content is provided by BexBack. The statements, views, and opinions expressed in this content are solely those of the content provider and do not necessarily reflect the views of this media platform or its publisher. We do not endorse, verify, or guarantee the accuracy, completeness, or reliability of any information presented. We do not guarantee any claims, statements, or promises made in this article. This content is for informational purposes only and should not be considered financial, investment, or trading advice. Investing in crypto and mining-related opportunities involves significant risks, including the potential loss of capital. It is possible to lose all your capital. These products may not be suitable for everyone, and you should ensure that you understand the risks involved. Seek independent advice if necessary. Speculate only with funds that you can afford to lose. Readers are strongly encouraged to conduct their own research and consult with a qualified financial advisor before making any investment decisions. However, due to the inherently speculative nature of the blockchain sector—including cryptocurrency, NFTs, and mining—complete accuracy cannot always be guaranteed.

    Neither the media platform nor the publisher shall be held responsible for any fraudulent activities, misrepresentations, or financial losses arising from the content of this press release. In the event of any legal claims or charges against this article, we accept no liability or responsibility. Globenewswire does not endorse any content on this page.

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

    Photos accompanying this announcement are available at

    https://www.globenewswire.com/NewsRoom/AttachmentNg/4b76b8ef-8984-4ab2-835a-4e95d81c2a11

    https://www.globenewswire.com/NewsRoom/AttachmentNg/7cc88919-f350-4f53-b54f-6a86227f3254

    https://www.globenewswire.com/NewsRoom/AttachmentNg/fbd9db24-bdfd-4c2c-b074-40a548359fac

    https://www.globenewswire.com/NewsRoom/AttachmentNg/e3d19656-4c31-4a31-9680-1c795bdf52a9

    The MIL Network

  • MIL-OSI Global: Lessons from the fashion industry: Why some DEI efforts fail to resonate with consumers

    Source: The Conversation – Canada – By Jordan Foster, Postdoctoral Research Fellow, Sociology, McMaster University

    United States President Donald Trump and his administration have set their sights on the “tyranny of so-called diversity, equity and inclusion policies,” firing federal staff and purging public institutions like the Smithsonian of their commitments to racial history.

    Although many of Trump’s executive orders have focused on the federal government, some firms and private businesses have followed suit, rolling back their own commitments to DEI. For example, META and Amazon cut back their DEI efforts while some major retailers have severed ties with Black-owned businesses.

    Figures located within the fashion and beauty industry have also floundered in their commitments to DEI, investing in brief and uneven surges in racial representation on the runway and the inclusion of older models, trans models and models with disabilities.

    Industry leaders like Teen Vogue positioned models with disabilities on its cover, while brands like Aerie and Victoria Secret invested in more varied representations of beauty in their advertisements. Others however, took steps forward, then back.

    In 2021, we wrote about Victoria’s Secret’s efforts, arguing that the brand had learned that diversity sells. At the time, we noted how brands were encouraging one another to join the “inclusion revolution” — a movement Victoria’s Secret abandoned soon after.

    Had we got it wrong? We weren’t the only ones with questions.

    Backtracking on DEI?

    In 2023, British columnist Barbara Ellen noted: “For some gloaters, this is confirmation of ‘go woke, go broke,’ but the truth could be more complicated.” She went on to ask: “Is it really wokery that has scuppered Victoria’s Secret’s empowerment reboot, or is this more a corporate cautionary tale about the perils of ‘faking it?’”

    That same year, Vogue reported on the myriad ways “fashion backtracked on diversity,” drawing attention to “growing fatigue” surrounding DEI initiatives and what many perceived as insincere and performative gestures made in the name of diversity and inclusion.

    Since then, some within the fashion and beauty landscape have held firm to their commitments, while others have reneged on their promise to reflect on and represent consumer diversity. Why?

    In our ongoing work examining the rise (and fall?) of DEI in fashion and beauty, we’ve collected survey data from those who work inside the industry as well as everyday consumers.

    In looking at our data, we’ve found that certainly, some consumers do not support DEI efforts. These tend to be people who generally express attitudes aligned with those of the current U.S government.

    But we also found many more individuals who broadly like the idea of increased diversity in fashion and beauty. Sure, they expressed their fair share of skepticism toward brands that are overly “performative” in their demonstrations, but most want to see diverse figures and faces who look like them.

    Some brands may abandon DEI efforts, but we venture to guess that more brands will either continue on and stay quiet about their efforts for now, or reimagine their campaigns in the months and years to come.

    What could these campaigns look like? And what can brands do to insulate their efforts from attack?

    Capturing diversity and inclusion

    In our recently published study, we discuss the challenges that accompany DEI within the beauty industry, particularly focusing on how DEI efforts are evolving amid longstanding barriers.

    We focused on the beauty brands Benefit Cosmetics, Sephora and Dove, which have all made strides by featuring models with disabilities, racialized models and fuller-figured models in their online campaigns.

    While these advertising campaigns had their merits, we also noticed a significant under-representation of some forms of diversity in advertisements and campaign images. For example, models above the age of 55 and models with a visible disability were almost completely absent from representations of beauty online.

    Additionally, images were often altered to remove visible differences around race and disability or they were featured in ways that minimized markers of difference. This editing tends to hide what makes these individuals unique — the aspects of their appearance that may challenge society’s standard views of beauty.




    Read more:
    Fake models for fast fashion? What AI clones mean for our jobs — and our identities


    Savvy consumers are well-attuned to and perceptive of what they view in both traditional and online media, often questioning whether a brand’s DEI efforts are meaningful or purely profit-driven. They ask, for example, whether brands are simply capitalizing on current societal trends and critique companies they feel do not go far enough in promoting real inclusivity.

    The brands that do invest in what appear to be sincere and authentic strives toward diversity and inclusivity see returns, outperforming their market competitors while courting new consumers. Those who divest from DEI efforts, or act uncritically, risk losing their market share.

    What next?

    What can fashion and beauty brands do in response? For one, they can invest in sustained and consistent efforts to showcase diversity and inclusion. They can recruit models who embody differences across a range of markers and characteristics, and they can spend less time editing and “perfecting” the figures and faces they select from.

    Yet, diversity and inclusion needs to move beyond representation and toward more varied product formulations, shade ranges and accessible beauty tools.

    While there may be folks who continue to be critical of DEI campaigns because they think brands bought into being “woke” (and now are paying a price for it), many more are eager for greater and better representation.

    Consumers remain critical of insincere or superficial efforts, asking for real engagement with matters of diversity and inclusion. This includes representations that break the mould and push the boundaries surrounding who is (and isn’t) considered beautiful.

    This also means that if we want to know about why diversity and inclusion “fails,” we can’t just focus on those who are “anti-woke” nor should we focus solely on Trump’s politics.

    To safeguard against retrenchment, we need to understand why diversity and inclusion campaigns cease to resonate with those consumers who support DEI. Without their support, inclusion and diversity efforts lose legitimacy making them more susceptible to reversal.

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

    ref. Lessons from the fashion industry: Why some DEI efforts fail to resonate with consumers – https://theconversation.com/lessons-from-the-fashion-industry-why-some-dei-efforts-fail-to-resonate-with-consumers-255091

    MIL OSI – Global Reports

  • MIL-OSI Asia-Pac: Director General David Cheng-Wei Wu Attended the Annual Dinner of ABSC

    Source: Republic of China Taiwan

    《Taiwan – Australia Economic Ties Field of Opportunity》
    Director General David Cheng-Wei Wu and Mrs Wu were pleased to join the annual dinner of Australian Business Summit Council (ABSC), and they appreciated the invitation by its President, Dr. Frank Alafaci.
    D.G. Wu received an honorary token at the ceremony to officially launch #EKONOMOS (Issue 6, 2025), in the article D.G. Wu contributed, he highlighted:
    1. Taiwan will strengthen national defence

    , improve economic security, enhance partnerships with democratic countries, and stablise the cross-strait leadership. Those “Four Pillars of Peace” are our action plan to maintain status quo. We adopt “Integrated Diplomacy” as our foreign policy, which encompasses Value Diplomacy, Alliance Diplomacy, and Economic Diplomacy.
    2. Taiwan, from its status of the world’s 22nd-largest economy and 16th-largest exporter, will due develop the Five Trusted Industry Sectors – namely, semiconductors, security and surveillance, next-generation communications, Artificial Intelligence (Al), and military. In the meanwhile, Taiwan will seek to achieve net-zero emissions by 2050., via investments on green energy and recycling technologies.
    3. Taiwan and Australia share a mutually complementary trade structure, with bilateral trade reaching US$23.4 billion in 2023. Australia is Taiwan’s 8th largest trading partner and biggest source of coal and iron ore imports. As Australia has had the experience of falling victim to China’s economic coercion, the challenges of risks followed by geopolitical instability makes Taiwan a valuable partner to Australia.
    4. Taiwan’s membership application to CPTPP deserves careful consideration and support. Taiwan is an indispensable partner in global supply chains and remains committed to collaborating with Australia and its partners to safeguard democracy, shared values, and the rules-based international order in the region. Taiwan is ready to pursue FTA negotiations with Australia. We urge Australia’s further support for Taiwan’s bid.

    MIL OSI Asia Pacific News

  • MIL-OSI Europe: Ambassador Gerard McGurk assumes duties as new Head of OSCE Mission in Kosovo

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

    Headline: Ambassador Gerard McGurk assumes duties as new Head of OSCE Mission in Kosovo

    Ambassador Gerard McGurk of United Kingdom, Head of the OSCE Mission in Kosovo. Prishtinë/Priština, 5 May 2025. (OSCE/Leurina Mehmeti ) Photo details

    PRISHTINË/PRIŠTINA, 05 May 2025 – Ambassador Gerard McGurk, a career member of the British Diplomatic Service, has been appointed as the new Head of the OSCE Mission in Kosovo and has officially assumed his duties today.
    Ambassador McGurk’s previous diplomatic experience includes extensive engagement in crisis management, bilateral and multilateral international relations across a variety of regions, from Madrid, Amman, and Skopje to the United Nations in New York. Ambassador McGurk was part of the British Government’s Final Status Team related to the work of UN Special Envoy Martti Ahtisaari (2005-2007).
    “These experiences have shaped my approach to diplomacy, focusing on inclusive dialogue, partnership, respect and collaboration. These are virtues that are deeply rooted in OSCE’s work here. As the new Head of Mission, I am committed to building on the outstanding work of my predecessors in fulfilling the Mission’s core mandate to improve good governance, protect and promote human and community rights, and enhance public safety for all,” Ambassador McGurk said.
    Ambassador McGurk’s previous roles include Deputy Director and Head of the Security and Resilience Department in the Foreign, Commonwealth and Development Office (FCDO) and Deputy Director of Network and Performance.
    He led the Consular Pillar in the Afghanistan Task Force in London, playing a critical role in crisis leadership during the high-profile international Kabul evacuation in August-September 2021. He was part of the UK Mission to the United Nations in New York as the UK Government’s representative to the Iraq and Al-Qaida Sanctions Committees. He deployed to Iraq to work with the Coalition Provisional Authority (CPA) in the summer of 2003. His first overseas assignment was at the British Embassy in Athens, Greece, in 1991.
    Ambassador McGurk holds a Master’s in Business Administration (MBA) from the Open University in the UK. Apart from his mother tongue, English, he speaks Macedonian and some Spanish. He is married with two adult children.
    In his role as the Head of the OSCE Mission in Kosovo, he succeeds Ambassador Michael Davenport of the United Kingdom.
    For more information on his biography, click here: https://www.osce.org/node/590342

    MIL OSI Europe News

  • MIL-OSI: ECDMA Global Awards 2025 Announces First Winners, Establishing a New Global Benchmark for Recognition in E-Commerce, Digital Marketing, and Business Innovation

    Source: GlobeNewswire (MIL-OSI)

    New York, USA, May 05, 2025 (GLOBE NEWSWIRE) — The E-Commerce & Digital Marketing Association (ECDMA) has officially published the results of the first-ever ECDMA Global Awards, closing the inaugural 2025 cycle with the announcement of more than one hundred winning entries from across the globe. This carefully designed competition has already gained the attention of the professional community not just for the breadth of international participation, but for its clear structure, deep jury expertise, and the integrity of its judging process.

    ECDMA Global Awards Logo

    In its first year, the Awards attracted over 350 applications from companies, teams, and professionals representing more than 30 countries and a wide variety of sectors – from fintech to retail, software-as-a-service, creative agencies, logistics platforms, and digital-first consumer brands. Submissions were accepted in a range of categories covering strategic marketing, e-commerce excellence, innovation in business infrastructure, customer experience, content performance, and digital transformation.

    From the beginning, the ECDMA Global Awards were conceived as something different – not just another logo or certificate to decorate a portfolio, but a credible and practical system of recognition designed for real professionals. The Association made a clear decision not to outsource or replicate existing award frameworks. Instead, the team developed a proprietary award management system, built internally to support transparent and scalable judging, enable conflict-free jury assignment, and apply tiered score-based distinctions in an equitable and replicable way. That custom platform allowed each submission to be reviewed in detail by multiple independent judges, with all evaluations recorded securely and anonymously within the system.

    Behind this process stood a jury of nearly one hundred experts, carefully selected for their active roles in shaping digital business today. Among them were C-level executives, founders, marketing directors, e-commerce consultants, technologists, and educators – many with cross-border experience and deep operational insight. These jury members were not symbolic names placed on a list for prestige. They were involved reviewers, tasked with evaluating multiple entries in their domain of expertise and required to declare all potential conflicts before being assigned any projects.

    This rigor mattered. The Global Awards were open to both well-known industry players and emerging innovators. In some categories, boutique agencies competed alongside international conglomerates. In others, early-stage platforms went head-to-head with long-established service providers. The judging model made it possible for each submission to be evaluated on its own merit – measuring not relative size or reputation, but the strength of strategy, the clarity of execution, and the demonstrable impact of results.

    Each winner was placed into one of three tiers – Gold, Silver, or Bronze – based not on comparison, but on reaching specific score thresholds. This allowed the Awards to reflect excellence across a wide spectrum of company profiles, resource levels, and markets. From AI-powered CRM transformations in enterprise environments to inventive grassroots influencer campaigns launched on shoestring budgets, the winning entries had one thing in common: they produced measurable outcomes through insight, discipline, and creativity.

    Reflecting on the first edition, Eugene Mischenko, Co-Founder and President of ECDMA, emphasized the importance of creating a recognition system rooted in professional reality rather than optics.

    “This award was never meant to be a celebration of surface-level activity,” said Mischenko. “We created it for the teams and professionals who are buried in real work. The ones who are fixing inefficient funnels, rewriting codebases, training client success teams, tuning targeting models, rebuilding category pages, and aligning strategies across business units. Their impact is undeniable – but in most cases, invisible. We wanted to change that.

    There are so many awards today that exist only to reward visibility. But the industry needs something deeper. A place where people are seen for their judgment, their process, and their persistence. Where the work itself – not just the presentation of the work – is what’s being judged. That’s what this platform was built to deliver, and that’s what we saw reflected in the submissions this year.

    We received applications from companies I’d never heard of – working out of regions many ignore – who demonstrated levels of strategic thinking that rival top-tier consultancies. At the same time, we saw market leaders with significant infrastructure take bold new approaches. And the judging process honored both. That’s the standard we set this year, and we’ll keep building on it.”

    The geographic and sector diversity of the entries revealed a rich landscape of digital innovation. There were submissions from high-growth startups in Central Asia, from mature e-commerce ecosystems in Eastern Europe, from platform builders in Latin America, and from specialist agencies in the Gulf region. While some of these organizations operate in markets with limited access to global visibility, their inclusion in the ECDMA Awards created a new channel of recognition – one not dependent on geography or marketing budget, but on substance.

    The Awards also proved to be a valuable self-assessment tool. Several participants noted that the process of preparing their entry pushed their teams to articulate strategic choices more clearly, measure results more accurately, and reflect more critically on their work. The format encouraged applicants to document not just success, but the reasoning behind their actions – making the Awards feel more like a professional dialogue than a one-way submission.

    Feedback from jury members reinforced this. Many reported that they found the process not only fair and well-structured, but intellectually rewarding. Reviewing applications became an opportunity to observe current global practices across industries, from content lifecycle management and loyalty innovation to logistics automation, multi-market product rollouts, and adaptive customer segmentation strategies.

    The launch edition of the Awards has already created ripples far beyond its starting point. It has begun to set a new tone for what professional recognition in the digital space can look like – one that is quieter, deeper, and more grounded in the kind of work that defines real progress. The scale of this success was not driven by hype or volume, but by intent. The participants who applied came because they were looking for something meaningful. The jury members who judged took part because they wanted to support a credible process. And the Association itself remained uncompromising in its standards, choosing clarity and substance over ceremony at every step.

    Looking forward, ECDMA will build on the momentum of this year’s success with an expanded program for 2026. The next edition of the Global Awards will introduce new categories and regional recognitions, deepen collaboration with international associations, and continue to improve the judging infrastructure based on jury and applicant feedback. Plans are also underway to publish an annual analysis based on award submissions – capturing patterns, strategies, and performance benchmarks from across markets and sectors. This report will become an important knowledge-sharing tool for the community, further reinforcing the role of the Awards not only as a recognition platform but as a professional resource.

    The ECDMA Global Awards were built to endure. They are not defined by this year’s numbers, but by the quality of the process and the value it creates over time. In its first year, the Awards attracted talent from around the world, surfaced remarkable projects, and showed that a better way of recognizing digital excellence is not only possible – it’s necessary.

    The full list of winners is available now at https://awards.ecdma.org/winners-2025. The stories behind these names represent the future of digital business – not only because of their innovation but also because of their execution, thinking, and discipline.

    For media interviews, post-award features, or inquiries about partnerships for the next edition, please contact E-Commerce & Digital Marketing Association

    Press inquiries

    E-Commerce & Digital Marketing Association
    https://ecdma.org
    Eugene Mischenko
    em@ecdma.org
    3072162411

    The MIL Network

  • MIL-OSI USA: After More Than a Year of Closure, Feenstra Helps Reopen Post Office in Charter Oak

    Source: United States House of Representatives – Representative Randy Feenstra (IA-04)

    HULL, IOWA – Today, U.S. Rep. Randy Feenstra (R-Hull) announced that, following repeated requests by his office, the Charter Oak Post Office reopened last week after more than a year of closure. 

    After being contacted by a constituent, Feenstra’s office reached out to the Consumer Affairs Manager for the Iowa-Nebraska-South Dakota USPS District on multiple occasions throughout the winter and spring inquiring about when the Post Office would reopen. Despite assurances on multiple occasions that the reopening would occur expeditiously, the persistence finally paid off.

    “Following repeated requests by our office, I’m glad that the Charter Oak Post Office has finally reopened after more than a year of closure. Iowans fund the USPS through their taxes and deserve to be able to visit the Post Office in person at their convenience. These delays are unacceptable, and it’s why I remained persistent in getting the Charter Oak Post Office reopened,” said Rep. Feenstra. “In rural Iowa, we depend on the postal service to receive mail, get medications, and pay bills – and a prolonged closure like the one in Charter Oak denies Iowans of these critical services. Delivering for Iowans remains my top priority, and I will continue to advocate for our rural communities in Congress.”

    In January, after repeated requests and a trip in December to see the post office himself, Feenstra helped reopen the Rock Valley Post Office.

    Last October, another inquiry led by Feenstra resulted in the reopening of the Storm Lake Post Office after it was closed for roughly three months due to damage sustained from a car accident in July.

    ###

    MIL OSI USA News

  • MIL-OSI: Suzy Founder & CEO Matt Britton Launches Generation AI

    Source: GlobeNewswire (MIL-OSI)

    NEW YORK, May 05, 2025 (GLOBE NEWSWIRE) — Suzy, the leading end‑to‑end consumer insights platform, today announced that its Founder and CEO, Matt Britton, will release his highly anticipated second book published by Wiley, Generation AI: Why Generation Alpha and The Age of AI Will Change Everything, on May 6, 2025.

    Building on the breakout success of his debut bestseller, YouthNation, Britton, entrepreneur, futurist, and renowned consumer trend authority, delivers a clear, actionable playbook for parents and professionals navigating the seismic shifts unleashed by artificial intelligence.

    “Artificial intelligence isn’t just another technology cycle – it’s the new operating system for humanity,” said Matt Britton. “With Generation AI, I want to equip leaders, parents, and anyone curious about the future with a practical blueprint to embrace AI’s boundless opportunities while ensuring we steer its impact toward a more equitable world.”

    What’s Inside Generation AI

    • Consumer Behavior – Hyper‑personalized shopping and the rise of the creator economy
    • Education – Reinventing learning from memory‑based curricula to creativity and problem‑solving
    • Work & Career – The new AI‑powered skill sets professionals need to stay indispensable
    • Mental Health & Relationships – How AI can both connect and isolate us—plus strategies for balance
    • Ethics & Privacy – Why strong governance is essential to protect equity and fairness

    Packed with data, real‑world case studies, and forward‑looking advice, Generation AI is an indispensable guide for Millennial parents raising the first AI‑native generation, as well as business leaders, educators, and anyone eager to future‑proof their careers.

    Book Launch & Availability

    Generation AI will be available everywhere books are sold starting May 6, 2025. Early readers can learn more and sign up for launch updates at GenerationAI.bot.

    About the Author

    Matt Britton is one of the world’s leading voices on the changing landscape of consumer behavior. As the Founder & CEO of Suzy, he helps Fortune 1000 brands harness real‑time insights to drive growth. His first book, YouthNation, reframed how marketers think about youth culture and remains a staple for brands seeking to connect with the new consumer. Britton’s expertise has been featured in The Wall Street Journal, Forbes, and CNBC.

    About Suzy
    Founded in 2018, Suzy is changing the way research gets done by integrating quantitative analysis, qualitative analysis, conversational research and high quality audiences into a single connected platform. Suzy enables teams to conduct iterative, efficient research with agency-quality rigor at a fraction of the cost of traditional market research. Suzy has been recognized on Forbes’ list of America’s Best Startup Employers in 2022, Inc. Magazine’s list of Best Workplaces of 2022 & 2023, Inc. Magazine’s Top 5000 list in 2024, GRIT’s Top 50 Most Innovative Suppliers in Market Research and a Top 25 Innovator in 2024 by the Insights Association. Suzy has raised over $100 million in venture capital funding from investors that include Bertelsmann Digital Media Investments, Foundry Group, H.I.G. Capital, Rho Ventures, North Atlantic Capital, Tribeca Venture Partners, Triangle Peak Partners, and Kevin Durant’s 35 Ventures. Learn more at www.suzy.com.

    Contact Info:
    Melissa Dunn
    EVP, Marketing & Communications
    Suzy, Inc.
    917-969-8200
    melissa.dunn@suzy.com

    A photo accompanying this announcement is available at https://www.globenewswire.com/NewsRoom/AttachmentNg/6268f633-7091-4214-b7ff-eae8796f2b0f

    The MIL Network

  • MIL-OSI: Sagitec Awarded MainePERS Project for a Modern Pension Administration System

    Source: GlobeNewswire (MIL-OSI)

    ST. PAUL, Minn., May 05, 2025 (GLOBE NEWSWIRE) — Sagitec is proud to announce that it has been awarded the Maine Public Employees Retirement System (MainePERS) project. This achievement is a testament to Sagitec’s commitment to adhering to the vision that MainePERS has for a dynamic and user-friendly Pension Administration System (PAS).

    MainePERS envisioned a PAS that would adeptly administer pension benefits while enhancing transparency, accuracy, and efficiency. The new system aims to resolve identified operational challenges, enrich user experience, ensure regulatory compliance, and offer a scalable platform that adapts alongside technological advances, organizational development, and regulatory and statutory requirements.

    Sagitec’s solution, Neospin™, is designed to achieve this vision through several strategic goals and objectives:

    • Enhance Efficiency: Neospin will streamline and automate processes to increase direct processing of member requests and minimize manual interventions and errors.
    • Ensure Compliance: The system will facilitate adherence to statutory and regulatory requirements, safeguarding the interests of members, retirees, beneficiaries, and employers.
    • Improve Stakeholder Experience: Neospin offers improved interfaces for self-service functionalities for members, retirees, beneficiaries, employers, and MainePERS staff, ensuring accessibility, clarity, and ease of use.
    • Support Data Integrity and Security: The solution ensures the integrity and security of data, adhering to the highest standards of cybersecurity and data protection.
    • Enable Scalability: Neospin is built with the future in mind, offering a platform that is adaptable and scalable, accommodating evolving needs and technological advancements.

    “We are excited to begin this partnership with Sagitec and implement the Neospin product at MainePERS. Sagitec offered the best opportunity for modernizing MainePERS’ system to best serve members, retirees, and employers and improve efficiencies for staff.” Dr. Rebecca M. Wyke, CEO MainePERS

    Sagitec’s approach to security subscribes to NIST and FedRAMP standards, providing a standardized approach to security assessment, authorization, and continuous monitoring for cloud products and services. Additionally, Sagitec will leverage Microsoft Azure Commercial cloud as the underlying Infrastructure as a Service (IaaS), ensuring robust and reliable performance.

    “We are thrilled to partner with MainePERS on this visionary project. This collaboration is a significant milestone for Sagitec as it aligns perfectly with our mission to deliver innovative and efficient solutions in the pension administration space. By leveraging our Neospin™ platform, we are committed to enhancing transparency, accuracy, and efficiency in pension administration, ultimately improving the experience for all stakeholders involved. This partnership underscores our dedication to driving technological advancements and providing scalable solutions that meet the evolving needs of our clients.” Subodh Murthi, Managing Director of Pension Business at Sagitec

    With these strategic goals and objectives, Sagitec is poised to deliver a PAS solution that not only meets the immediate needs of MainePERS but also scales to accommodate future developments and challenges. This partnership underscores Sagitec’s dedication to improving efficiency, quality, service delivery, and member experience for MainePERS.

    About MainePERS

    Since 1942, the Maine Public Employees Retirement System (MainePERS) has helped public employees prepare for retirement. The System’s contributing members include teachers, state, county, and municipal employees, legislators, judges, and those who work for other public entities. Upon retirement, public sector retirees or their beneficiaries receive monthly benefits from retirement plans offered by MainePERS. The System also administers Disability Retirement, Group Life Insurance, and MaineSTART, a tax-deferred retirement savings program.

    About Sagitec Solutions

    Sagitec is a global software provider focused on solving complex, business-rule-driven problems with proven technology. Sagitec serves some of the largest pension organizations in the world. The fully integrated, web-based pension administration Neospin™ solution is powered by Sagitec’s core platform, and supports millions of plan participants, many thousand employers, and administers multiple types of pension plans including but not limited to defined benefit and defined contribution.

    In addition to serving the pension industry, Sagitec Solutions designs and delivers software solutions for unemployment insurance, paid family medical leave, disability insurance, and healthcare. With deep industry experience, Sagitec is a partner clients can trust to drive their vision into action. For more information, visit: www.sagitec.com

    Media Inquiries:
    mediainquiry@sagitec.com

    The MIL Network

  • MIL-OSI: Valueex (VUEE) Exchange Opens IEO Window, Leading New Opportunities in Global Blockchain Investment

    Source: GlobeNewswire (MIL-OSI)

    Fresno, CA, May 05, 2025 (GLOBE NEWSWIRE) — In an era where blockchain technology and digital assets are rapidly rising, Initial Exchange Offerings (IEOs) have become an important avenue for investors to engage with emerging projects. Valueex Exchange (VUEE), a technology-driven global fintech platform, has officially announced the launch of its IEO window, providing global investors with secure, transparent, and efficient investment opportunities in blockchain projects. With its advanced technology, strict compliance, and outstanding market performance, VUEE is becoming a pioneer in the IEO space, helping investors seize new opportunities in the digital economy.

    IEO Window: Connecting Innovation and Wealth

    Established in 2023 and headquartered in Sydney, Australia, Valueex Exchange is founded by a team of top experts in the fintech field, dedicated to creating a leading global one-stop trading platform. VUEE’s IEO window will provide investors with direct access to high-quality blockchain projects, covering cutting-edge areas such as decentralized finance (DeFi), Web3 applications, and metaverse technology. Through VUEE’s IEO platform, investors can acquire rigorously vetted high-potential project tokens, enjoying the value appreciation opportunities of early investments.

    The IEO process at VUEE is user-centric, leveraging an advanced technological framework to ensure a simple and efficient participation experience. The platform supports stablecoin transactions (such as USDT and USDC), reducing the complexities of cross-border investments, while utilizing AI-driven analytical tools to provide users with project evaluations and investment recommendations. Whether for blockchain-curious newcomers or seasoned investors seeking high returns, VUEE’s IEO window offers a secure and trustworthy entry point for investment.

    Compliance and Security: The Solid Assurance of IEO

    Valueex Exchange understands that trust is key to the success of IEOs. The platform holds two authoritative licenses: a U.S. Registered Investment Advisor (RIA) and a Money Services Business (MSB), and is regulated by the U.S. Securities and Exchange Commission (SEC). It strictly adheres to Anti-Money Laundering (AML) and Know Your Customer (KYC) requirements. VUEE’s screening process for IEO projects is particularly rigorous, requiring all listed blockchain projects to pass multiple rounds of due diligence to ensure their technical feasibility, team backgrounds, and market potential.

    By collaborating with global regulatory bodies and leading companies in the blockchain industry, VUEE has built a robust compliance and security ecosystem. Its blockchain technology applications and multilayer encryption protocols safeguard user funds and transaction data, providing a worry-free investment environment for IEO participants. U.S. investors can receive localized support through VUEE’s studio in Fresno, California (address: 265 E River Park Circle, Fresno, CA 93720), further enhancing participation confidence.

    Technological and Market Advantages: The Cornerstone of IEO Success

    Valueex Exchange’s IEO window relies on its advanced technology platform to offer users a seamless investment experience. The platform’s high-frequency trading system and blockchain integration technology ensure fast and stable transactions during the IEO period. Its AI-driven one-click financial tool intelligently recommends suitable IEO projects based on user risk preferences, helping investors optimize returns. The stablecoin trading model allows global users to participate in investments with dollar-pegged assets, mitigating exchange rate fluctuation risks.

    VUEE’s market performance further substantiates its potential in the IEO space. Since its inception, the platform has attracted over 500,000 registered users globally, with an average daily trading volume exceeding $1 billion. After entering the U.S. market in 2025, VUEE quickly garnered support from 30,000 American users, showcasing its strong brand appeal. This market trust lays a solid foundation for the success of the IEO window, attracting numerous high-quality blockchain projects to choose VUEE as their issuance platform.

    Future Vision: IEO Driving Global Innovation

    The IEO window at Valueex Exchange is not only an opportunity for investors but also a catalyst for innovation in the blockchain industry. VUEE plans to support more transformative projects through IEOs, promoting global development in areas such as DeFi, NFTs, and the metaverse. The platform will continue to deepen its technological research and development, optimize the IEO process, and expand into European, Asian, and South American markets, providing global investors with more diversified blockchain investment options.

    A VUEE spokesperson stated, “The IEO window is another milestone in empowering global investors. With stringent compliance standards and leading technology, VUEE is committed to offering users secure and efficient blockchain investment channels, helping them seize opportunities in the digital economy.”

    Seize the IEO Opportunity, Join Valueex

    Valueex Exchange’s IEO window opens the door to the future of blockchain for investors. Whether exploring the potential of emerging projects or realizing global asset appreciation, VUEE offers a trustworthy platform. Visit valueexchanges.com to learn more about the IEO window and join the global blockchain investment wave.

    Media Contact:
    Valueex Exchange

    Email: service@valueexchanges.com

    Website: valueexchanges.com

    Contact Person: SILAMPARASAN RAJIN DRAN

    Disclaimer: The information provided in this press release is not a solicitation for investment, nor is it intended as investment advice, financial advice, or trading advice. It is strongly recommended you practice due diligence, including consultation with a professional financial advisor, before investing in or trading cryptocurrency and securities.

    The MIL Network

  • MIL-OSI: BigCommerce Taps Technology Industry Veteran with Strong Record of Innovation as Chief Product Officer

    Source: GlobeNewswire (MIL-OSI)

    AUSTIN, Texas, May 05, 2025 (GLOBE NEWSWIRE) — BigCommerce (Nasdaq: BIGC), a leading provider of open, composable commerce solutions for B2C and B2B brands, retailers, manufacturers and distributors, today announced that Vipul Shah has joined the company as its new Chief Product Officer, bringing over two decades of experience building innovative products and business models at PayPal, Google, J.P. Morgan and Wells Fargo.

    At BigCommerce, Shah leads product management, product design and product strategy groups across all three of the company’s products – BigCommerce, Feedonomics and Makeswift.

    “Vipul brings an unmatched record of innovation across a range of industries. That experience will be crucial to helping us unite BigCommerce, Feedonomics, and Makeswift under one holistic product strategy,” said Travis Hess, CEO at BigCommerce. “Beyond that proven technical expertise, he is also a great culture fit for BigCommerce and shares our vision for the company moving forward.”

    Prior to BigCommerce, Shah was president and chief operating officer of venture capital-backed NEXT Trucking, where he helped digitize shipping container movement and modernize broken supply chain processes exposed during the pandemic.

    Passionate about technology and its potential to help people, Shah began his career designing aircraft engines and later worked with biotech and pharmaceutical companies to improve drug development processes. Influenced by the economic disparity he observed growing up in India, Greece and the United States, Shah then tackled the world of banking and fintech with the goal of driving financial inclusion and economic empowerment. Over 20 years at PayPal, Google, J.P. Morgan and Wells Fargo, Shah has built innovative products and business models to help consumers and businesses worldwide capitalize on the burgeoning digital economy.

    “My personal experiences have always shaped my professional work, and I’m excited to bring my perspective to BigCommerce and the broader ecommerce industry,” Shah said. “As AI ushers in a new era of ecommerce, BigCommerce, Feedonomics and Makeswift have a tremendous opportunity to deliver powerful innovation, engaging customer experiences and meaningful growth for our global community of merchants and partners.”

    Learn more about BigCommerce’s leadership team here: https://www.bigcommerce.com/company/leaders/

    About BigCommerce
    BigCommerce (Nasdaq: BIGC) is a leading open SaaS and composable ecommerce platform that empowers brands, retailers, manufacturers and distributors of all sizes to build, innovate and grow their businesses online. BigCommerce provides its customers sophisticated professional-grade functionality, customization and performance with simplicity and ease-of-use. Tens of thousands of B2C and B2B companies across 150 countries and numerous industries rely on BigCommerce, including Coldwater Creek, Harvey Nichols, King Arthur Baking Co., MKM Building Supplies, United Aqua Group and Uplift Desk. For more information, please visit www.bigcommerce.com or follow us on X and LinkedIn.

    BigCommerce® is a registered trademark of BigCommerce Pty. Ltd. Third-party trademarks and service marks are the property of their respective owners.

    Media Contact:
    Brad Hem
    pr@bigcommerce.com

    The MIL Network

  • MIL-OSI: Study Shows Large Improvements in Long COVID Symptoms and Return to Work

    Source: GlobeNewswire (MIL-OSI)

    SAN FRANCISCO, May 05, 2025 (GLOBE NEWSWIRE) — Researchers at the University of Alabama at Birmingham (UAB) have identified what is believed to be the first intervention found in a randomized controlled trial to show large and very large improvements in multiple symptoms associated with Long COVID, and to result in people debilitated by those symptoms returning to work. The study deployed progressively challenging computerized brain exercises alongside a progressively challenging coaching approach. The brain exercise used in the study is commercially-available only in the brain exercise app, BrainHQ made by Posit Science.

    While estimates of those still coping with Long COVID vary, some 20 million Americans have been diagnosed with Long Covid, and an estimated 9-10 million still report symptoms, with nearly 14% reporting an inability to return to work even 90 days after infection.

    The UAB study showed that the intervention resulted in statistically significant and very large benefits on its primary measures of performance and satisfaction with daily activities.

    It also showed significant benefits in many secondary measures, including large to very large benefits on depressive, fatigue, and brain fog symptoms, as well as a significant benefit in brain processing speed, and a trend toward large benefits on anxiety symptoms. No significant change was noted in a measure of global cognition.

    Perhaps, most strikingly, the researchers reported that eighty percent of the non-retired participants in the intervention group returned to work, and none in the control group.

    This was a modest-sized study designed primarily to assess feasibility and to help scope follow-on studies. The researchers enrolled 16 community residents, who were three or more months past COVID infection, with mild cognitive impairment and with dysfunction in the performance of instrumental activities of daily living. Participants were randomly assigned to the intervention or to a wait-list control.

    The intervention is based on the science of neuroplasticity, which has established that intensive, repetitive, and progressively challenging activities can drive beneficial changes to the brain. The approach is based on the seminal work of Dr. Michael Merzenich, who upended the field of brain science four decades ago, by showing that brains remain plastic — capable of chemical, physical and functional change — at any age.

    After discovering lifelong plasticity, Dr. Merzenich first harnessed plasticity in his co-invention of the cochlear implant to restore hearing to hundreds of thousands of people. For the past three decades, he has focused on creating computerized brain exercises to improve brain health and function. He is the Co-Founder and Chief Scientific Officer of the company that makes the BrainHQ exercises.

    The intervention in this study reflects further work in plasticity of two distinguished UAB faculty members. Dr. Karlene Ball pioneered plasticity-based exercises to address age-related cognitive decline. Her UAB colleague, Dr. Edward Taub, developed plasticity-based, constraint-induced movement therapy to address movement disorders. His supportive and progressively challenging coaching inspired the coaching used in this study.

    Prior studies of BrainHQ exercises in older adults, and in patients with various health conditions, (cancer, heart failure, multiple sclerosis, schizophrenia, mild cognitive impairment) suggested the kind of improvements seen in this study (in cognition, daily activities, depressive symptoms, stress, fatigue, and employment status). However, the magnitude of the improvements in this study were quite large as compared to some prior studies.

    “That may be because this study population had substantial deficits with room for substantial improvement, or it may be there is extra benefit from combining the exercises with this type of coaching,” commented Dr. Henry Mahncke, CEO of Posit Science. “Either way, it suggests that brain training is a promising approach to helping people with Long COVID.”

    “It’s been a long road to address Long COVID,” observed Dr. Mahncke. “We hope this will be a turning point in identifying tools to address a condition that is often quite debilitating.”

    BrainHQ exercises have shown benefits in more than 300 studies. Such benefits include gains in cognition (attention, speed, memory, decision-making), in quality of life (depressive symptoms, confidence and control, health-related quality of life) and in real-world activities (health outcomes, balance, driving, workplace activities). BrainHQ is offered by leading health and Medicare Advantage plans, by leading medical centers, clinics, and communities, and by sports, military, and other organizations focused on peak performance. Consumers can try a BrainHQ exercise for free daily at https://www.brainhq.com.

    The MIL Network

  • MIL-OSI: LPL Financial Welcomes Northern Advisory Group

    Source: GlobeNewswire (MIL-OSI)

    SAN DIEGO, May 05, 2025 (GLOBE NEWSWIRE) — LPL Financial LLC announced today that 10 financial advisors with Northern Advisory Group have joined LPL Financial’s broker-dealer, Registered Investment Advisor (RIA) and custodial platforms. They reported serving approximately $300 million in advisory, brokerage and retirement plan assets* and join LPL from Osaic.

    Partners Richard DiTaranto, Brian DiBrino and Jeff Miller, who have a combined eight decades of wealth management experience, teamed up in 2004 to launch Northern Advisory Group. The ensemble practice is headquartered in Fairfield, N.J., and includes fellow financial advisors Anthony Fresella, Daniel Greenwood, Griffin Durand, Robert Kelley, Seamus Nelson, Jaret Mittenthal and Damien DiTaranto — Richard’s son. Together, the group takes a holistic approach to helping their clients work towards their fiscal goals.

    “We really take the time to understand our clients’ fiscal goals — both in the short and long-term — by asking where they would like to be in 10-, 15-, 20-years,” DiBrino said. “Using that information, we put together a customized plan, get our clients’ buy-in and then work with them to make adjustments over the years to help them pursue their financial goals.”

    “Client education is key because we want our clients to understand the process and take an active role in their financial futures,” DiTaranto said. “We want them to ask questions and take a vested interest in how their money is invested. After all, the best client is an educated client.”

    Looking for enhanced service experiences and a more robust technology platform, the Northern Advisory team made the move to LPL after an in-depth due diligence process.

    “It was the campus visit that sealed the deal for me,” DiBrino said. “We had only been there for about 15 minutes when I said, ‘This is the spot for us.’ I was impressed by several things during that visit, such as how it was made clear that we are the client and LPL is here to serve us. I also appreciated learning that 90% of calls are picked up by a real person within 30 seconds and most issues are resolved during that first call. I am confident that partnering with LPL is the right choice for the next phase of our business.”

    DiTaranto added, “With LPL’s technology platform, our clients are going to appreciate the single sign-on, and the service LPL provides is second to none. By moving to LPL, not only will we be better able to serve our clients today, but we can grow our business into something generational — allowing Northern Advisory Group to serve clients for years to come.”

    Scott Posner, LPL Managing Director, Business Development, said, “We welcome the team at Northern Advisory Group and congratulate them on this milestone in the evolution of their practice. As a leading wealth management firm, LPL is committed to delivering innovative technology and comprehensive business solutions to help advisors differentiate their practices and increase value for their clients. We look forward to supporting Northern Advisory Group in this next chapter of their business.”

    Related

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

    About LPL Financial

    LPL Financial Holdings Inc. (Nasdaq: LPLA) is among the fastest growing wealth management firms in the U.S. As a leader in the financial advisor-mediated marketplace, LPL supports nearly 29,000 financial advisors and the wealth management practices of approximately 1,200 financial institutions, servicing and custodying approximately $1.7 trillion in brokerage and advisory assets on behalf of approximately 6 million Americans. The firm provides a wide range of advisor affiliation models, investment solutions, fintech tools and practice management services, ensuring that advisors and institutions have the flexibility to choose the business model, services, and technology resources they need to run thriving businesses. For further information about LPL, please visit www.lpl.com.

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

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

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

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

    Media Contact: 
    Media.relations@LPLFinancial.com 

    Tracking #730850

    The MIL Network

  • MIL-OSI: Implementation of capital reduction

    Source: GlobeNewswire (MIL-OSI)

    Nasdaq Copenhagen
    Euronext Dublin
    London Stock Exchange        
    Other partners

                    Date        5 May 2025

    Implementation of capital reduction

    As advised in the company announcement of 5 March 2025 “Minutes of the annual general meeting held on 5 March 2025”, it was decided at the bank´s annual general meeting to reduce the bank´s share capital by nom. DKK 1,315,042 by cancellation of 1,315,042 own shares.

    The deadline of the statutory notice to the bank’s creditors has expired with no claims being reported, and final registration of the capital reduction has been made with the Danish Business Authority.

    Following the capital reduction, Ringkjøbing Landbobank A/S’ nominal share capital is DKK 25,391,697 in 25,391,697 shares. The total maximum number of voting rights amount to 25,391,697.

    Kind regards

    Ringkjøbing Landbobank

    John Fisker       
    CEO

    Attachments

    The MIL Network

  • MIL-OSI: Articles of Association for Ringkjøbing Landbobank A/S

    Source: GlobeNewswire (MIL-OSI)

    Articles of Association

    for Ringkjøbing Landbobank A/S

    Company reg. (CVR) no. 37536814

    5 March 2025

    Name, registered office and object

    Art. 1

    The bank’s name shall be ”Ringkjøbing Landbobank, Aktieselskab”. The bank’s domicile shall be the municipality of Ringkøbing-Skjern.

    The bank’s object shall be to carry out banking business and other activities permitted by the relevant legislation in order to create a sound and healthy bank for its sphere of activities via solid and cost-efficient operations.

    The bank shall also operate under the secondary names of:

    • Nordjyske Bank A/S
    • A/S Egnsbank Nord
    • Folkebanken for Frederikshavn og Omegn Aktieselskab
    • Aktieselskabet Frederikshavns Bank
    • Aktieselskabet Skagens Bank
    • Aktieselskabet Sæby Bank
    • Vendsyssel Bank A/S
    • A/S Handels- og Landbrugsbanken i Hjørring
    • Lokalbanken i Hjørring A/S
    • Lokalbanken i Vendsyssel A/S
    • Øster Brønderslev Sparekasse A/S
    • Hallund Sparekasse A/S
    • Brønderslev Sparekasse A/S
    • A/S Nørresundby Bank
    • A/S Banken for Nørresundby og Omegn
    • Aktieselskabet Tarm Bank
    • Egnsbank Vest A/S

    The bank’s capital and shares

    Art. 2

    The bank’s share capital shall be nom. DKK 25,391,697 in shares of nom. DKK 1.

    Art. 2a

    The general meeting has decided to authorise the board of directors to increase the share capital in one or more rounds by up to nom. DKK 5,078,339 with right of pre-emption for the bank’s existing shareholders. The capital increase shall be fully paid up in cash. The capital increase may be below the market price. This authorisation shall apply until 4 March 2030.

    Art. 2b

    The general meeting has decided to authorise the board of directors to increase the share capital in one or more rounds by up to nom. DKK 2,539,169 without right of pre-emption for the bank’s existing shareholders. The capital increase may be by cash payment or contribution of an existing company or specific asset values corresponding to the value of the shares issued. The capital increase shall be fully paid up at the market price ascertained by the board of directors. This authorisation shall apply until 4 March 2030.

    Art. 2c

    If the share capital is increased in accordance with Articles 2a and 2b, the board of directors shall determine the terms and conditions for subscription, including the time, matters relating to subscription, subscription price and the time from when the new shares carry a right to dividend. The board of directors may use the authorisations under Articles 2a and 2b to increase the share capital by a maximum of nom. DKK 5,078,339 in total.

    Art. 2d

    Shares for which subscription is made under the Articles 2a and 2b shall be negotiable securities and shall be registered in the holder’s name. The board of directors shall determine the extent to which the shares for which subscription is made under the specified articles carry the right to dividend from the year of subscription, and the shares shall also be subject to the same rules applying to the other shares with respect to rights, redeemability and negotiability. Finally, there shall be no limitations under the Article 2a and under the Article 2b to the subscribed shares’ right of pre-emption under Article 2a on future increases.

    Art. 2e

    The general meeting authorises the board of directors to make the requisite amendments to the Articles of Association required by the capital increases under the Articles 2a and 2b.

    Art. 3

    The shares shall be issued by name.
    The shares shall be negotiable instruments.
    No shareholder shall be obliged to permit redemption of his or her shares in whole or in part.
    There shall be no limitations to the negotiability of the shares.
    No shareholder shall have special rights.

    The bank’s share register is VP Securities A/S, CVR no. 21599336.

    Art. 4

    Lost shares, interim certificates, certificates of right of pre-emption, partial certificates, coupons and counterfoils may be cancelled by the bank without a court order under the current rules applying to shares which are negotiable instruments. The costs of cancellation shall be payable by the person who makes the request.

    The bank’s management

    The bank’s affairs shall be managed by:

    1. The general meeting

    2. The shareholders’ committee

    3. The board of directors

    4. General management

    The general meeting

    Art. 5

    The ordinary general meeting shall be held in Ringkøbing each year before the end of March.

    The board of directors may decide to hold all or part of a general meeting electronically, if the board of directors considers this to be appropriate and provided that proper conduct of the meeting is thereby assured and that other legal requirements for a partly or fully electronic general meeting are fulfilled. At electronic general meetings the shareholders may attend, speak and vote by electronic means. Details regarding registration and procedures for electronic attendance will be made available on the bank’s website and in the notice of the relevant general meeting.

    Extraordinary general meetings shall be held as decided by the general meeting, the shareholders’ committee, the board of directors, auditor, or at the request of shareholders who own one-twentieth (1/20) of the share capital.

    Art. 6

    Notice of the general meeting shall be given by the board of directors by announcement on the bank’s website. Notice in writing shall also be given to all shareholders listed in the share register who have so requested.

    The notice of meeting, which shall include the agenda for the general meeting, shall be given at the earliest five (5) weeks and at the latest three (3) weeks before the meeting.

    Proposals from shareholders for consideration at an annual general meeting shall be received by the chair of the shareholders’ committee at the latest six (6) weeks before the date of the general meeting.

    The agenda and all proposals for consideration by the general meeting shall be made available to the shareholders on the bank’s website at the latest three (3) weeks before the meeting. In the case of the annual general meeting, the annual report including auditor’s report and management’s report and any consolidated accounts shall also be made available to the shareholders on the bank’s website. The annual report shall be sent to each listed shareholder who has so requested.

    The press shall be entitled to attend the general meeting.

    Art. 6a

    The bank’s board of directors may decide that under Article 6 of the Articles of Association, annual reports may be sent electronically by e-mail to shareholders who are listed by name. The board of directors may further decide that admission cards may be ordered and proxies may be submitted via e-mail or on the bank’s website or that of the bank’s share register operator. The decision of the board of directors on the use of electronic communication under this Article 6a shall be announced on the bank’s website: www.landbobanken.dk. The bank shall request the e-mail addresses of those shareholders who are listed by name and to whom notices in electronic form can be sent. The shareholder shall be responsible for ensuring that the bank is in possession of the correct e-mail-address. Further information of a technical nature and on the procedure in connection with the electronic communication in question will be available to shareholders on the bank’s website if the board of directors should decide to implement this.

    Art. 7

    The agenda for the ordinary general meeting shall include:

    1.        Election of chairperson.

    2.        The board’s report on the bank’s activities in the previous year.

    3.        Presentation of the annual report for approval.

    4.        Decision on allocation of profit or covering of loss under the approved annual report.

    5.        Consultative vote on the remuneration report.

    6.        Approval of the remuneration of the board of directors for the current financial year.

    7.        Election of members to the shareholders’ committee.

    8.        Election of one or more auditors.

    9.         Authorisation for the board of directors to permit the bank to acquire its own shares.

    10.        Any proposals from the board of directors, the shareholders’ committee or shareholders.

    Art. 8

    The general meeting shall elect a chairperson by simple majority vote. The chairperson shall conduct the business of the meeting and rule on all questions of procedure, voting and the results of voting. Voting shall be in writing unless the meeting adopts a different procedure.

    Art. 9a

    Each shareholder eligible and intending to be present at a general meeting in accordance with Article 9b shall notify the bank accordingly no later than three (3) days before the meeting.

    Each share of nom. DKK 1 shall carry one (1) vote when the share is recorded in the bank’s share register, or when the shareholder has reported and documented his or her right. However, a shareholder may cast no more than 3,000 votes.

    Art. 9b

    A shareholder’s right to attend and vote at a general meeting shall be determined in accordance with the shares possessed by the shareholder on the date of registration. The registration date shall be one (1) week before the general meeting. The shares held by the individual shareholder on the registration date shall be counted on the basis of the listing of the shareholder’s capital in the share register and information on the ownership which the bank and/or the share register operator has received in connection with the recording in the share register, but which has not yet been entered in the share register.

    Art. 10

    All matters shall be decided at the general meeting by simple majority vote unless otherwise provided by law or these Articles of Association.

    A decision to amend the Articles of Association or to dissolve the bank shall only be valid if approved by at least two-thirds (2/3) of both votes cast and the share capital represented at the meeting.

    Art. 11

    The board of directors is authorised to decide to distribute extraordinary dividends in one or more rounds.

    The shareholders’ committee

    Art. 12

    The bank’s shareholders’ committee shall be elected at the general meeting by and from among the shareholders. The size of the shareholders’ committee shall be determined jointly by the committee and the board of directors, however with a minimum of thirty-seven (37) and a maximum of forty-two (42) members.

    The members of the shareholders’ committee shall be elected for two (2)-year terms. Re-election shall be permitted.

    The shareholders’ committee shall elect its chairperson and deputy chairperson each year.

    Shareholders who have reached the age of sixty-seven (67) may not be elected, and members of the shareholders’ committee shall retire from their positions at the first ordinary general meeting following their sixty-seventh birthday.

    Art. 13

    The shareholders’ committee shall normally meet at least twice a year and otherwise as often as the chairperson considers necessary or half of the members or the board of directors so request. Meetings of the shareholders’ committee shall be convened by the chairperson on at least eight (8) days’ notice.

    A quorum shall not exist unless over half of the members are present. Decisions shall then be taken by simple majority vote.

    Meetings of the shareholders’ committee shall be presided by the chairperson or, in the chairperson’s absence, by the deputy chairperson. Members of the bank’s board of directors who are not also members of the shareholders’ committee shall be entitled to participate in meetings of the committee but shall not be entitled to vote.

    Art. 14

    A report on the bank’s activities in the preceding period shall be presented at meetings of the shareholders’ committee, and the latest quarterly report sheet shall be reviewed.

    The shareholders’ committee shall work to ensure the bank’s prosperity and shall assist the board of directors and the general management to the best of its ability by procuring any information which the board of directors and the general management may require. The shareholders’ committee shall fix the board’s payment and shall decide on the establishment of branches as recommended by the board of directors.

    The shareholders’ committee shall not check the accuracy of the annual report.

    The board of directors

    Art. 15

    The board of directors shall consist of at least six (6) and at most ten (10) members who shall be elected by the shareholders’ committee.

    The board of directors shall also include the members who may be prescribed by law.

    Board members shall be elected for two (2)-year terms. Re-election shall be permitted.

    The board of directors shall elect its chairperson and up to two deputy chairpersons each year.

    A board member’s membership of the board shall cease if he or she resigns or retires from the shareholders’ committee.

    Board members elected by the shareholders’ committee shall retire from the board at the first ordinary general meeting following the date on which the member reaches the age of sixty-seven (67).

    The bank has established a voluntary arrangement regarding employee representation on the board of directors. The voluntary arrangement shall remain in force unless it ceases under the rules of the executive order on employee representation in force at any time. This provision on employee representation in this Article shall automatically lapse if the voluntary arrangement regarding employee representation lapses.

    Art. 16

    The board of directors shall specify procedures containing rules for the carrying out of its activities. A quorum shall not exist unless more than half the board members are present.

    Minutes of the board’s proceedings shall be kept and signed by all members present.

    The board of directors shall specify the extent to which management may make loans without the board’s prior participation.

    The board of directors may grant collective power to bind the company.

    General management

    Art. 17

    The general management, which is appointed by the board of directors, shall consist of one or more general managers, one of whom shall be chief executive officer.

    The general management shall participate – but without the right to vote – in meetings of the board of directors and the shareholders’ committee.

    Power to bind the company

    Art. 18

    The bank shall be bound by the signatures of

    1.        Two (2) members of the board of directors in conjunction.

    2.        One (1) member of the board of directors in conjunction with one (1) general manager.

    3.        Two (2) general managers in conjunction.

    Auditing

    Art. 19

    The audit shall be carried out by one or more auditors elected by the general meeting, however, at least such number as is required under the Danish Financial Business Act, and the auditors shall comply with the requirements specified in the Act. The election applies for one (1) year at a time.

    The auditors’ remuneration shall be set by the board of directors.

    The annual report

    Art. 20

    The bank’s financial year shall be the calendar year.

    After any loss from previous years has been covered, the net profit shall be allocated as follows:

    The remaining sum plus amounts carried forward shall be used as decided by the general meeting. The meeting may not, however, decide upon a higher dividend than that proposed or approved by the board of directors.

    Ringkøbing, 5 March 2025

    Disclaimer:
    “This document is a translation of an original document in Danish. The original Danish text shall be the governing text for all purposes and in case of any discrepancy the Danish wording shall be applicable.”

    Attachment

    The MIL Network

  • MIL-OSI: As Federal Collections Activity Resumes, More Than One in Five Federal Student Loan Borrowers With a Payment Due are Seriously Delinquent

    Source: GlobeNewswire (MIL-OSI)

    CHICAGO, May 05, 2025 (GLOBE NEWSWIRE) — As the U.S. Department of Education begins resuming collections activities among defaulted borrowers, new research reveals that the number of consumers at risk for default has soared past pre-pandemic levels. These findings come from a new analysis conducted by TransUnion (NYSE: TRU) and featured at the company’s 2025 Financial Services Summit, attended by 300+ leading industry executives.

    The Department of Education (DOE) initially suspended federal student loan payments in March 2020. The agency called for payments to resume in September 2023, with servicers directed not to report them to credit bureaus until October 2024, with the requirement that borrowers only be reported to credit bureaus as delinquent when they reach 90 days or more past due on federal student loan accounts. Last month, the DOE announced it would resume collection activities effective today.

    The analysis found that 20.5% of federal student loan borrowers with a payment due are 90 days or more past due (90+ DPD) as reported by their servicer through February 2025. This compares to 11.5% in February 2020, near the beginning of the pandemic and the subsequent student loan pause. The current rate of delinquency represents the highest figure ever recorded.

    More Consumers are 90+ Days Past Due (90+ DPD) Than Just Prior to the Pandemic

      February 2020 February 2025
    Total 11.5% 20.5%

    Source: TransUnion U.S. Consumer Credit Database

    “Student loans and their payment reporting are complex. More than one in five federal student loan borrowers with a payment due have been reported as seriously delinquent, but this figure may in fact be much higher,” said Michele Raneri, vice president and head of research at TransUnion. “The complexity arises in part from the various reasons borrowers might not be making payments without being considered delinquent, such as being a current student or in deferment or forbearance. We are continuing to analyze data to determine how many non-payers are at risk of being reported as seriously delinquent or default.”

    Across risk tiers, subprime saw the highest percentage of payment-due student loan borrowers seriously delinquent in February 2025, with 51% at 90+ DPD, up from 39% in February 2020. Near prime followed at 23% in February 2025 (up from 9% in February 2020).

    More Than Half of Subprime Federal Student Loan Borrowers With a Payment Due Were 90+ DPD

      February 2020 February 2025
    Super prime 0.1% 0.9%
    Prime plus 0.1% 2.1%
    Prime 1.3% 7.5%
    Near prime 9.1% 23.3%
    Subprime 38.8% 50.8%

    Source: TransUnion U.S. Consumer Credit Database

    The analysis also found that those consumers who had faced default since the end of the on-ramp saw their credit scores decline by an average of 63 points. And while a lower percentage of super prime borrowers were seriously delinquent, those who did ultimately default saw the impact on their credit scores to be significantly greater than that of traditionally more risky credit tiers. This is largely due to the fact that borrowers in higher credit risk tiers typically have fewer derogatory marks, so an account in default has the potential to have a significant and jarring impact.

    Among those borrowers who experienced a default in the months of January and February 2025, 23% were in prime and above risk tiers in December 2024.

    Consumers in the Super Prime Credit Tier Were the Most Impacted by Student Loan Default

    Risk Tier Prior to Default Average Credit Score* Change
    Super prime -175 pts
    Prime plus -121 pts
    Prime -99 pts
    Near prime -64 pts
    Subprime -42 pts

    *VantageScore® 4.0

    “Consumers may find themselves shocked by the dramatic and immediate impact that a default can have on their credit scores. Likewise, lenders need to recognize the significant potential impact on otherwise low-risk borrowers,” said Joshua Trumbull, senior vice president and head of consumer lending at TransUnion. “That need to identify potentially impacted consumers and the associated risk is creating a surge in lenders incorporating student loan-specific insights into portfolio reviews and doing those reviews more often.”

    To gain additional insights into how student loans are impacting the wallets of their potential customers, lenders can leverage TruVision Premium Student Loan Attributes to see details about student loan types, balances, and payment histories to help identify impacted consumers. Consumers seeking more information about how student loans affect credit can read our consumer blog on the topic.

    About TransUnion (NYSE: TRU)
    TransUnion is a global information and insights company with over 13,000 associates operating in more than 30 countries. We make trust possible by ensuring each person is reliably represented in the marketplace. We do this with a Tru™ picture of each person: an actionable view of consumers, stewarded with care. Through our acquisitions and technology investments we have developed innovative solutions that extend beyond our strong foundation in core credit into areas such as marketing, fraud, risk and advanced analytics. As a result, consumers and businesses can transact with confidence and achieve great things. We call this Information for Good® — and it leads to economic opportunity, great experiences and personal empowerment for millions of people around the world. http://www.transunion.com/business

    Contact Dave Blumberg
      TransUnion
       
    E-mail  david.blumberg@transunion.com
       
    Telephone 312-972-6646

    The MIL Network

  • MIL-OSI Economics: South Africa card payments to exceed $158 billion in 2025 amid digital surge and inclusion push, forecasts GlobalData

    Source: GlobalData

    South Africa card payments to exceed $158 billion in 2025 amid digital surge and inclusion push, forecasts GlobalData

    Posted in Banking

    The South African card payments market is on a solid growth trajectory, projected to reach ZAR2.9 trillion ($158.8 billion) in 2025. This momentum is driven by a growing shift toward digital payments, bolstered by enhanced financial inclusion, expanding payment infrastructure, and rising consumer preference for speed, safety, and convenience in everyday transactions, says GlobalData, a leading data and analytics company.

    GlobalData’s Payment Cards Analytics reveals that card payment value in South Africa registered a growth of 10.3% in 2024 to reach ZAR2.7 trillion ($149.4 billion). This growth is primarily fuelled by the rise in the consumer spending and wider acceptance of card payments among merchants.

    Yasaswini Pujitha, Banking and Payments Analyst at GlobalData, comments: “The South African payment landscape is evolving rapidly, supported by growing banking population, rising contactless payment adoption and developing payment infrastructure. The average frequency of payments per card stands at 118.1 times in 2024, which is higher compared to its peers such as Nigeria (51), Egypt (24.2), Morocco (10.9), and Kenya (5.3).”

    Debit card payments held a significant share of the total card payments market in South Africa, accounting for 74% in total payment value in 2024. This is primarily driven by the expanding banking population and increasing use of debit cards for low-value, day-to-day payments. Meanwhile, digital banks and fintech companies such as Discovery Bank, TymeBank, and Bank Zero are offering innovative banking services, further increasing competition in the debit card space.

    Credit and charge cards, on the other hand, held the remaining 26% share of card payments by value in 2024. The adoption and usage of these cards is driven by the associated value-added benefits offered by banks, such as cashback, reward points, discounts, and installment payment facilities. This growth is also supported by the rising middle class and a young, working population.

    The rise of contactless payments is contributing to the overall card payments growth with banks and scheme providers increasingly promoting this technology. Both consumers and merchants are embracing the contactless technology in the country.

    According to GlobalData’s 2024 Financial Services Consumer Survey*, 68.4% of the respondents in South Africa indicated having access to a contactless card and used it for payments.

    Growing adoption of contactless card payments for transport services is also contributing to the expansion of card payment market. South African National Roads Agency Limited (SANRAL) is implementing the nationwide rollout of contactless payment systems at toll plazas.

    Effective from 1 December 2024, magstripe card payments were phased out at certain toll gates, with a complete transition to contactless payments expected by 31 May 2025. This initiative is backed up by the financial institutions, along with payment scheme providers such as Visa and Mastercard.

    Pujitha concludes: “South Africa’s payment card landscape is set for steady growth over the next five years, marked by increased adoption of payment cards amid a boarder digital transformation. The proliferation of digital banks, an increasing preference for contactless technology, and improving payment infrastructure are the key drivers for this growth. The market is expected to grow at a compound annual growth rate (CAGR) of 6.7% between 2025 and 2029 to reach ZAR3.8 trillion ($206.2 billion) in 2029.”

    *GlobalData’s 2024 Financial Services Consumer Survey was carried out in Q2 2024. Approximately 67,292 respondents aged 18+ were surveyed across 41 countries.

    MIL OSI Economics

  • MIL-OSI Russia: GUU became the arena for the National Project Management Championship

    Translation. Region: Russian Federal

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

    The National Project Management Championship was held at the State University of Management, organized jointly with the youth wing of the project management association SOVNET Young Crew Russia.

    The National Project Management Championship is a two-stage competition consisting of a qualification round and a final. The event aims to increase student involvement in project management, interest in professional project management, and the exchange of knowledge and experience between researchers and the professional community.

    The championship brought together representatives from 24 Russian cities. At the first stage, 93 teams from 47 universities passed the ICB 4.0 standard test prepared by SOVNET Vice President Alexander Kaltykov and consisting of 28 cases. The finalist teams met at the State University of Management to get acquainted, exchange experiences, try their hand at developing a project based on a real case from the Project PRACTICE Group of Companies and compete for the main prize – the opportunity to undergo free IPMA Level D certification.

    To evaluate the teams’ work, a pool of experts was formed, which included seven professionals in the field of project management:

    Dmitry Bryukhanov – Vice-Rector of the State University of Management; Dmitry Medvedev – Director of the SOVNET-SERT Certified Center; Yuri Kim – General Director of ANO TsORPU; Maxim Guzenko – Head of the Department for Work with Universities of the Moscow Bank of PJSC Sberbank; Natalia Starkova – Director of the Department of Academic Policy and Implementation of Educational Programs of the State University of Management; Evgeny Bespalov – Head of the Project Office of JSC GT Energo; Mikhail Zorin – Chairman of the Young Crew SOVNET youth community

    The partners of the event were: – SOVNET – National Project Management Association; – GC “Project PRACTICE”; – PJSC “Sberbank”; – ANO “TsORPU”; – Business Studio “LAB”; – Case Club Garnet.

    Teams from GUU, HSE, RTU MIREA, Financial University, PNIPU and RANEPA defended their projects. Four hours of non-stop brainstorming: participants, like seasoned architects of the future, designed a solution for one of the key national projects, tying it to the region of Russia they had chosen.

    The third place was taken by the team of the National Research University Higher School of Economics with a project to develop a digital product aimed at developing a culture of blood donation in the Samara region. The second place was taken by the team of the Russian Presidential Academy of National Economy and Public Administration, which proposed the development of the SPO program “Innovation Engineer”, which solves the problem of shortage of qualified personnel in the Kaluga region. The well-deserved victory was won by the team of the Financial University under the Government of the Russian Federation with a project to develop and implement stops in the city of Gorlovka that ensure safety for local residents.

    Subscribe to the TG channel “Our GUU” Date of publication: 05.05.2025

    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: CORRECTION: Oma Savings Bank Plc’s Interim Report 1.1.-31.3.2025: High costs and declining market interest rates weighed on the result, work to strengthen OmaSp continues

    Source: GlobeNewswire (MIL-OSI)

    OMA SAVINGS BANK PLC, STOCK EXCHANGE RELEASE 5 MAY 2025 AT 13.00 A.M. EET, INTERIM REPORT Q1


    CORRECTION: Oma Savings Bank Plc’s Interim Report 1.1.-31.3.2025: High costs and declining market interest rates weighed on the result, work to strengthen OmaSp continues

    This release corrects the January-March interim report published today at 9.45 a.m. EET. The CEO’s review contained an incorrect figure regarding the total investments in the Noste project. The corrected sentence reads: Total investments in the Noste project reached EUR 11.6 million over its duration.

    Below the corrected stock exchange release and the interim report January-March 2025 attached.

    Oma Savings Bank Plc’s Interim Report 1.1.-31.3.2025: High costs and declining market interest rates weighed on the result, work to strengthen OmaSp continues

    This release is a summary of Oma Savings Bank’s (OmaSp) January-March 2025 Interim Report, which can be read from the pdf file attached to this stock exchange release and on the Company’s web pages www.omasp.fi

    CEO Karri Alameri: High costs and declining market interest rates weighed on the result, work to strengthen OmaSp continues

    ”I had the honour of starting as the CEO of Oma Savings Bank at the end of March. In recent weeks, I have engaged with the bank’s personnel, customers, and stakeholders across Finland. These discussions have underscored OmaSp’s strong customer relationships, employee commitment, as well as comprehensive range of services, and personalised service model. These elements provide a solid foundation for OmaSp’s next phase. It is clear that we must continue refining our policies and evolving our ways of working. Trust in the Company is rebuilt through actions.

    The comparable profit before taxes for the first quarter was EUR 4.6 million and the comparable cost/income ratio of 54.4%. Profit and profitability were burdened by increased operating and personnel expenses, as well as lower net interest income due to declining market interest rates.

    The increase in costs is primarily attributed to the implementation of the risk management action plan (the “Noste”) initiated in summer 2024. The final investments in the project were made as planned in the first quarter, and new operating models are being integrated into daily operations. Total investments in the Noste project reached EUR 11.6 million over its duration. What is more, we continue to act on the findings of the supervisory assessment.

    Net interest income decreased by 18.3% compared to the comparison period, totalling EUR 46.9 million. The decline is due to fallen market interest rates. The volumes transferred from Handelsbanken have contributed to the development of net interest income as market interest rates have declined.

    Fee and commission income and expenses (net) remained nearly at the level of the comparison period, amounting to EUR 14.7 million.

    The mortgage loan portfolio increased by 3.0%, the corporate loan portfolio by 0.4%, and the deposit base by 2.7% from the level of the previous year.

    Impairment losses on financial assets totalled EUR -22.3 million in January–March. Approximately one-third was related to the update of the calculation model for expected credit losses (ECL), another third to increased allowances in the portfolio, which is being wound down in a controlled manner, and the remaining third to other impairment losses on the loan portfolio due to the general uncertain economic situation.

    Additionally, a provision of EUR 3.0 million was made for the first quarter to prepare for potential sanctions from the Finnish Financial Supervisory Authority (FIN-FSA) due to deficiencies identified in the final inspection report on the prevention of money laundering and terrorist financing. The FIN-FSA’s audit covered the period prior to December 2023. Measures to rectify the deficiencies were initiated while the audit was underway last year.

    Customer and employee satisfaction at an excellent level

    Following the Handelsbanken acquisition, we gained 10,000 new customers last autumn, and the integration has progressed smoothly. We have 48 branches covering all key growth and regional centres in Finland. In January–March, approximately 800 new customer relationships were established organically per month. OmaSp has a strong customer base of over 200,000. We are committed to offering services to households and SMEs across our network.

    Our customer and employee surveys indicated that satisfaction has remained at the excellent level of previous years. I want to extend my gratitude to our personnel for their exemplary work. Committed and motivated personnel are crucial to OmaSp’s future success.

    OmaSp’s financial position is stable, with a good solvency and liquidity position. The total capital (TC) ratio further strengthened to 17.7% at the end of March. The accumulated equity exceeds EUR 583 million.

    I look to the future with confidence. We will continue to develop our operations, invest in our core business, and strengthen the customer experience for both existing and new customers. Our strategy aims for profitable growth.”

    January–March 2025

    • In January–March, net interest income decreased by 18.3% compared with the same period last year. Net interest income totalled EUR 46.9 (57.4) million.
    • Mortgage portfolio increased by 3.0% during the previous 12 months. Corporate loan portfolio increased by 0.4% during the previous 12 months.
    • Deposit base increased by 2.7% over the past 12 months.
    • From January to March, fee and commission income and expenses (net) decreased mainly due to lower lending commissions compared to the comparison period, 2.6%.
    • From January to March, total operating income decreased by 18.9% compared to the comparison period. In the first quarter, comparable total operating income decreased by 19.8% and was EUR 59.5 (74.3) million.
    • From January to March, total operating expenses grew in total by 31.9%. The growth is mainly explained by the costs of the Company’s ongoing extensive risk management development projects, the authority processes and the promotion of a controlled winding down plan related to the non-compliance with the guidelines. In addition, the number of personnel increased compared to the comparison period due to business arrangements, the opening of new branches and the strengthening of the risk management processes. Other operating expenses were in total EUR 22.2 (16.4) million, of which the development costs of the risk management action plan and investigation costs amounted to EUR 5.3 million.
    • Comparable total operating expenses grew by 27.9% in the first quarter and were EUR 32.2 (25.2) million. Of this amount the risk management action plan (the ”Noste”) amounted to EUR 3.3 million. The measures implemented in the first quarter completed the action plan initiated in the summer of 2024.
    • For January-March, the impairment losses on financial assets were in total EUR -22.3 (-23.1) million. During the reporting period, the Company updated the calculation model for expected credit losses (ECL) as part of a larger operational programme and development of risk control. The total impact of the updated model increased the ECL by approximately EUR 8.5 million. In addition, the amount of impairment losses was impacted by an increase in allowances in the controlled winding down of the portfolio, which had an impact of approximately EUR 5.7 million. In other credit portfolio, impairment losses amounted to approximately EUR 8.1 million, and the development was particularly affected by the overall economic uncertainty.
    • For January-March, profit before taxes was EUR 3.1 (24.7) million and comparable profit before taxes was EUR 4.6 (25.6) million.
    • In the first quarter, cost/income ratio was 57.4 (35.2)% and comparable cost/income ratio was 54.4 (34.1)%.
    • In the first quarter, comparable return on equity (ROE) was 2.5 (15.5)%.
    • Total capital (TC) ratio was 17.7 (15.6)%.
    The Group’s key figures (1,000 euros) 1.3.2025 1.3.2024 Δ % 1.12.2024
    Net interest income 46,88 57,369 -18 % 213,097
    Fee and commission income and expenses, net 12,439 12,766 -3 % 50,745
    Total operating income 60,074 74,08 -19 % 270,068
    Total operating expenses -34,24 -25,958 32 % -111,004
    Impairment losses on financial assets, net -22,322 -23,112 -3 % -83,379
    Profit before taxes 3,111 24,668 -87 % 74,589
    Cost/income ratio, % 57.4% 35.2% 63 % 41.3%
    Balance sheet total 7,517,814 7,531,291 0 % 7,709,090
    Equity 583,026 527,426 11 % 576,143
    Return on assets (ROA) % 0.1% 1.0% -88 % 0.8%
    Return on equity (ROE) % 1.7% 14.9% -89 % 10.7%
    Earnings per share (EPS), EUR 0.07 0.60 -88 % 1.80
    Total capital (TC) ratio % 17.7% 16.9% 5 % 15.6%
    Common Equity Tier 1 (CET1) capital ratio % 16.5% 15.4% 8 % 14.4%
             
    Comparable profit before taxes 4,617 25,626 -82 % 86,656
    Comparable cost/income ratio, % 54.4% 34.1% 60 % 37.8%
    Comparable return on equity (ROE) % 2.5% 15.5% -84 % 12.4%

    Outlook for the financial year 2025 adjusted

    OmaSp updated its expected credit loss (ECL) calculation model in the first quarter and made a provision to prepare for possible sanctions following the final inspection report from the FIN-FSA on anti-money laundering and terrorist financing. These had a total one-off impact of approximately EUR -11 million on the results. Overall economic uncertainly has further increased. Therefore, OmaSp maintains its earnings guidance on the Group’s comparable profit before taxes to be EUR 65–80 million for the financial year 2025, with a clarification that the figure is expected to be below the mid-point of the range.

    Business outlook and earnings guidance are as follows:

    The outlook for the Company’s business for the financial year 2025 is affected by the decline in market interest rates and the continued high level of costs due to IT investments and system improvements required by risk management and quality processes. In addition, the Company continues to invest in customer experience on different channels. The uncertainty of the operating environment and economic situation affects the development of balance sheet items and comparable profit for the financial year 2025.

    Oma Savings Bank Plc provides earnings guidance on comparable profit before taxes for 2025. Earnings guidance is based on the forecast for the entire year, which takes into account the current market and business situation. Forecasts are based on the management’s insight into the Group’s business development.

    We estimate the Group’s comparable profit before taxes to be EUR 65–80 million for the financial year 2025, with a clarification that the figure is expected to be below the mid-point of the range (comparable profit before taxes was EUR 86.7 million in the financial year 2024).

    Oma Savings Bank Plc

    Additional information:
    Karri Alameri, CEO, tel. +358 45 656 5250, karri.alameri@omasp.fi

    DISTRIBUTION: 
    Nasdaq Helsinki Ltd
    Major media
    www.omasp.fi

    OmaSp is a solvent and profitable Finnish bank. About 500 professionals provide nationwide services through OmaSp’s 48 branch offices and digital service channels to over 200,000 private and corporate customers. OmaSp focuses primarily on retail banking operations and provides its clients with a broad range of banking services both through its own balance sheet as well as by acting as an intermediary for its partners’ products. The intermediated products include credit, investment and loan insurance products. OmaSp is also engaged in mortgage banking operations.

    OmaSp core idea is to provide personal service and to be local and close to its customers, both in digital and traditional channels. OmaSp strives to offer premium level customer experience through personal service and easy accessibility. In addition, the development of the operations and services is customer-oriented. The personnel is committed and OmaSp seeks to support their career development with versatile tasks and continuous development. A substantial part of the personnel also own shares in OmaSp.

    Attachment

    The MIL Network

  • MIL-OSI Asia-Pac: India’s MICE Industry Set to Be a Major Economic Driver, Generating High-Quality Jobs: Union Tourism Minister Shri Gajendra Singh Shekhawat

    Source: Government of India

    India’s MICE Industry Set to Be a Major Economic Driver, Generating High-Quality Jobs: Union Tourism Minister Shri Gajendra Singh Shekhawat

    ‘Meet in India Conclave 2025 organized in Jaipur, Rajasthan

    Strong focus on state-led promotion, public-private partnerships, and seamless connectivity to support the MICE sector

    MICE tourism is recognized as a key driver for economic growth and job creation in India

    Posted On: 05 MAY 2025 8:33AM by PIB Delhi

    The Ministry of Tourism, Government of India, in collaboration with the Department of Tourism, Government of Rajasthan, and the Federation of Indian Chambers of Commerce & Industry (FICCI), organized the Meet in India Conclave on 4th May 2025 at Jaipur, Rajasthan on the sidelines of the 14th Great Indian Travel Bazaar (GITB).

    Union Minister of Tourism & Culture, Shri Gajendra Singh Shekhawat,   addressed the conclave and said that India’s Meetings, Incentives, Conferences, and Exhibitions (MICE) Industry is set to be a major economic driver, generating high-quality jobs. Speaking at the conclave, Shri Shekhawat said, India’s MICE industry is rapidly emerging as a global powerhouse, fuelled by robust economic growth, world-class infrastructure, and strong government backing. States across the country are unlocking tourism opportunities in their own unique ways — and now, it’s time for India to position itself firmly on the global MICE map.

    With iconic venues like Bharat Mandapam, Yashobhoomi, Jio World Centre etc. and with special focus on MICE, we aim to elevate at least 10 Indian cities into the world’s top MICE destinations. Guided by Prime Minister Shri Narendra Modi’s visionary leadership, and with states like Rajasthan leading through legacy and innovation, India is poised to become the world’s most admired tourism and events destination,” the Tourism Minister added while highlighting the growing potential of the country in the MICE segment.

    More than 300 delegates and participants attended the event consisting of International MICE Companies/Operators, Domestic MICE Companies/Professional Conference organizers, Speakers, Foreign Tour Operators specialized in MICE invited for GITB, Secretaries from States / UTs, Media, Stakeholders from various Tourism and Hospitality Associations, Local Stakeholders (Hotels, DMCs, Associations, GITB, officials from States / UTs, exhibitors etc.) etc.

    The India MICE market generated a revenue of USD 49,402.6 million in 2024 and is expected to reach USD 103,686.5 million by 2030 while registering a growth of 13% CAGR. This growth is fuelled by the recent developments in MICE-ready destinations coming up in cities like Varanasi, Khajuraho, Kochi etc. Over the last decade, India has shown a tremendous growth curve in infrastructure with be it the construction of roads over 1,50,000 km, new railway stations, semi high-speed trains, inland waterways, more than 150 operational airports and over 2.48 million hotel rooms. Further, India’s hosting of G20 nations has reinforced India’s growing venue network and regional tourism potential.

    Vice Chairperson, NITI Aayog, Shri Suman Bery, emphasized, “The vision laid by Hon’ble PM during India’s G20 presidency has opened new pathways. It is now up to states to build on this momentum. From deregulation to concert tourism, India has the opportunity to become a global hub for events and experiences.”

    Highlighting Rajasthan as an emerging MICE destination, Deputy Chief Minister of Rajasthan, Ms. Diya Kumari, said, “Rajasthan is not just a heritage destination — it is a vibrant, future-ready hub for MICE tourism. With state-of-the-art convention centres, seamless connectivity, digital infrastructure, and world-class hospitality, we are building a dynamic ecosystem that blends tradition with transformation”Elucidating Rajasthan’s commitment to MICE not as a short-term effort, but as a strategic priority to drive growth, innovation, and global visibility, the Deputy CM of Rajasthan said, “Rajasthan is ready — not just to welcome conferences, but to offer an unforgettable, enriching experience.”

    Deputy Chief Minister, Smt. Pravati Parida, while addressing the gathering said, whether it’s conferences or exhibitions, India is ready to welcome the world—and Odisha stands proudly among the leading states. From the spiritual serenity of Puri to the architectural marvel of Konark, our state offers not only robust infrastructure but also a rich cultural tapestry for all to experience.

    Additional Secretary & Director General of Tourism, Mr. Suman Billa, set the context for MICE in India conclave and added that “A unified national strategy, skilled talent, digital tools, and strong state-led promotion can propel us into the top five MICE markets by 2025.” While India already has the necessary infrastructure and market demand, he pointed out that the real challenge lies in coordination. Mr Billa emphasized the need for city-level convention promotion bureaus, a strong national MICE brand, skill development academies, and a seamless digital portal.

    Dr. Jyotsna Suri, Past President, FICCI highlighted that India is no longer just a leisure destination and We are now ready to take on the world as a leading MICE destination. With exceptional infrastructure, seamless connectivity, and the proven capabilities we demonstrated during the G20, we have everything it takes to host large-scale global conventions. Through platforms like the Great Indian Travel Bazaar and Meet in India, we are not just showcasing our potential — we are inviting the world to collaborate, catalyse, and say, ‘Let’s meet in India”.

    Post inaugural keynote address was deliver by Dr. Senthil Gopinath, CEO, International Congress and Convention Association (ICCA. The event concluded with three sessions on  Catalyzing Growth: How Tourism Policies are Attracting MICE Opportunities, Unlocking India’s MICE Tourism Potential: Elevating Convention Centres to Attract Global MICE Events and  Strategizing for Success: Crafting Policies & Marketing India as a Global MICE Hub. B2B sessions for the buyers and sellers were also organised.

    Following the conclave, the 14th edition of GITB will commence from May 5–6 at the Jaipur Exhibition and Convention Centre (JECC).

    ***

    Sunil Kumar Tiwari

    tourism4pib[at]gmail[dot]com

    (Release ID: 2126905) Visitor Counter : 25

    MIL OSI Asia Pacific News

  • MIL-OSI China: Buffett, Cook stress dangers of new US tariff policy

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

    Billionaire investor Warren Buffett and Apple CEO Tim Cook have joined a chorus of business leaders warning against Washington’s tariff-driven trade policies, highlighting that they are inflating costs for companies in the United States and harming economic growth.

    Their remarks show that even large corporations with diversified supply chains, like Apple, are feeling the strain, while smaller US enterprises reliant on imports face bigger risks, industry experts said.

    “Trade should not be a weapon,” Buffett, the chairman and CEO of Berkshire Hathaway, told the company’s annual shareholders meeting on Saturday in Omaha, Nebraska.

    “It’s a big mistake, in my view, when you have seven and a half billion people that don’t like you very well, and you got 300 million that are crowing in some way about how well they’ve done — I don’t think it’s right, and I don’t think it’s wise,” said Buffett.

    He said tariffs had “led to bad things”.

    “Just the attitudes it’s brought out. In the US, I mean, we should be looking to trade with the rest of the world and we should do what we do best and they should do what they do best,” Buffett said.

    He emphasized that US prosperity hinges on global economic health.

    “I do think that the more prosperous the rest of the world becomes, it won’t be at our expense, the more prosperous we’ll become, and the safer we’ll feel and your children will feel someday,” he added.

    The remarks followed data showing that the US economy contracted for the first time in three years, swamped by a flood of imports as businesses raced to avoid higher costs from tariffs.

    The US GDP decreased at an annualized rate of 0.3 percent in the first quarter of 2025 compared with the preceding quarter, marking the first decline in three years, said Reuters, quoting a report from the US Commerce Department.

    Cook from Apple revealed on Thursday that tariffs could add $900 million to the US tech company’s costs this quarter.

    “Assuming the current global tariff rates, policies, and applications do not change for the balance of the quarter and no new tariffs are added, we estimate the impact to add $900 million to our costs,” he told a quarterly earnings call.

    About 90 percent of Apple’s iPhone, its most profitable product, is produced in China, according to estimates by the Los Angeles-based financial services firm Wedbush Securities.

    Bai Ming, a researcher at the Chinese Academy of International Trade and Economic Cooperation in Beijing, said the “America First” approach has backfired, with tariffs raising input costs for manufacturers, squeezing consumer prices, and eroding business confidence.

    “The tariffs hit the US companies very hard. It is ultimately American consumers that pay the extra bill,” Bai added.

    Jeffrey Sachs, a world-renowned professor of economics and director of the Center for Sustainable Development at Columbia University, told China Daily that Washington’s tariff policy is “destructive for the United States and disruptive for the world”.

    “Protectionism will fail and increasingly isolate the US in the world economy and politics. There are few countries that will accept Trump’s approach, even in Europe,” Sachs added.

    MIL OSI China News

  • MIL-OSI: Oma Savings Bank Plc’s Interim Report 1.1.-31.3.2025: High costs and declining market interest rates weighed on the result, work to strengthen OmaSp continues

    Source: GlobeNewswire (MIL-OSI)

    OMA SAVINGS BANK PLC, STOCK EXCHANGE RELEASE 5 MAY 2025 AT 9.45 A.M. EET, INTERIM REPORT Q1

    Oma Savings Bank Plc’s Interim Report 1.1.-31.3.2025: High costs and declining market interest rates weighed on the result, work to strengthen OmaSp continues

    This release is a summary of Oma Savings Bank’s (OmaSp) January-March 2025 Interim Report, which can be read from the pdf file attached to this stock exchange release and on the Company’s web pages www.omasp.fi

    CEO Karri Alameri: High costs and declining market interest rates weighed on the result, work to strengthen OmaSp continues

    ”I had the honour of starting as the CEO of Oma Savings Bank at the end of March. In recent weeks, I have engaged with the bank’s personnel, customers, and stakeholders across Finland. These discussions have underscored OmaSp’s strong customer relationships, employee commitment, as well as comprehensive range of services, and personalised service model. These elements provide a solid foundation for OmaSp’s next phase. It is clear that we must continue refining our policies and evolving our ways of working. Trust in the Company is rebuilt through actions.

    The comparable profit before taxes for the first quarter was EUR 4.6 million and the comparable cost/income ratio of 54.4%. Profit and profitability were burdened by increased operating and personnel expenses, as well as lower net interest income due to declining market interest rates.

    The increase in costs is primarily attributed to the implementation of the risk management action plan (the “Noste”) initiated in summer 2024. The final investments in the project were made as planned in the first quarter, and new operating models are being integrated into daily operations. Total investments in the Noste project reached EUR 9.1 million over its duration. What is more, we continue to act on the findings of the supervisory assessment.

    Net interest income decreased by 18.3% compared to the comparison period, totalling EUR 46.9 million. The decline is due to fallen market interest rates. The volumes transferred from Handelsbanken have contributed to the development of net interest income as market interest rates have declined.

    Fee and commission income and expenses (net) remained nearly at the level of the comparison period, amounting to EUR 14.7 million.

    The mortgage loan portfolio increased by 3.0%, the corporate loan portfolio by 0.4%, and the deposit base by 2.7% from the level of the previous year.

    Impairment losses on financial assets totalled EUR -22.3 million in January–March. Approximately one-third was related to the update of the calculation model for expected credit losses (ECL), another third to increased allowances in the portfolio, which is being wound down in a controlled manner, and the remaining third to other impairment losses on the loan portfolio due to the general uncertain economic situation.

    Additionally, a provision of EUR 3.0 million was made for the first quarter to prepare for potential sanctions from the Finnish Financial Supervisory Authority (FIN-FSA) due to deficiencies identified in the final inspection report on the prevention of money laundering and terrorist financing. The FIN-FSA’s audit covered the period prior to December 2023. Measures to rectify the deficiencies were initiated while the audit was underway last year.

    Customer and employee satisfaction at an excellent level

    Following the Handelsbanken acquisition, we gained 10,000 new customers last autumn, and the integration has progressed smoothly. We have 48 branches covering all key growth and regional centres in Finland. In January–March, approximately 800 new customer relationships were established organically per month. OmaSp has a strong customer base of over 200,000. We are committed to offering services to households and SMEs across our network.

    Our customer and employee surveys indicated that satisfaction has remained at the excellent level of previous years. I want to extend my gratitude to our personnel for their exemplary work. Committed and motivated personnel are crucial to OmaSp’s future success.

    OmaSp’s financial position is stable, with a good solvency and liquidity position. The total capital (TC) ratio further strengthened to 17.7% at the end of March. The accumulated equity exceeds EUR 583 million.

    I look to the future with confidence. We will continue to develop our operations, invest in our core business, and strengthen the customer experience for both existing and new customers. Our strategy aims for profitable growth.”

    January–March 2025

    • In January–March, net interest income decreased by 18.3% compared with the same period last year. Net interest income totalled EUR 46.9 (57.4) million.
    • Mortgage portfolio increased by 3.0% during the previous 12 months. Corporate loan portfolio increased by 0.4% during the previous 12 months.
    • Deposit base increased by 2.7% over the past 12 months.
    • From January to March, fee and commission income and expenses (net) decreased mainly due to lower lending commissions compared to the comparison period, 2.6%.
    • From January to March, total operating income decreased by 18.9% compared to the comparison period. In the first quarter, comparable total operating income decreased by 19.8% and was EUR 59.5 (74.3) million.
    • From January to March, total operating expenses grew in total by 31.9%. The growth is mainly explained by the costs of the Company’s ongoing extensive risk management development projects, the authority processes and the promotion of a controlled winding down plan related to the non-compliance with the guidelines. In addition, the number of personnel increased compared to the comparison period due to business arrangements, the opening of new branches and the strengthening of the risk management processes. Other operating expenses were in total EUR 22.2 (16.4) million, of which the development costs of the risk management action plan and investigation costs amounted to EUR 5.3 million.
    • Comparable total operating expenses grew by 27.9% in the first quarter and were EUR 32.2 (25.2) million. Of this amount the risk management action plan (the ”Noste”) amounted to EUR 3.3 million. The measures implemented in the first quarter completed the action plan initiated in the summer of 2024.
    • For January-March, the impairment losses on financial assets were in total EUR -22.3 (-23.1) million. During the reporting period, the Company updated the calculation model for expected credit losses (ECL) as part of a larger operational programme and development of risk control. The total impact of the updated model increased the ECL by approximately EUR 8.5 million. In addition, the amount of impairment losses was impacted by an increase in allowances in the controlled winding down of the portfolio, which had an impact of approximately EUR 5.7 million. In other credit portfolio, impairment losses amounted to approximately EUR 8.1 million, and the development was particularly affected by the overall economic uncertainty.
    • For January-March, profit before taxes was EUR 3.1 (24.7) million and comparable profit before taxes was EUR 4.6 (25.6) million.
    • In the first quarter, cost/income ratio was 57.4 (35.2)% and comparable cost/income ratio was 54.4 (34.1)%.
    • In the first quarter, comparable return on equity (ROE) was 2.5 (15.5)%.
    • Total capital (TC) ratio was 17.7 (15.6)%.
    The Group’s key figures (1,000 euros) 1–3/2025 1–3/2024 Δ % 1–12/2024
    Net interest income 46,880 57,369 -18 % 213,097
    Fee and commission income and expenses, net 12,439 12,766 -3 % 50,745
    Total operating income 60,074 74,080 -19 % 270,068
    Total operating expenses -34,240 -25,958 32 % -111,004
    Impairment losses and financial assets, net -22,322 -23,112 -3% -83,379
    Profit before taxes 3,111 24,668 -87% 74,589
    Cost/income ratio, % 57.4% 35.2% 63% 41.3%
    Balance sheet total 7,517,814 7,531,291 0% 7,709,090
    Equity 583 026 527 426 11% 576,143
    Return on assets, ROA % 0.1 % 1.0 % -88 % 0.8%
    Return on equity, ROE % 1.7 % 14.9 % -89% 10.7%
    Earnings per share (EPS), EUR 0.07 0.60 -88% 1.80
    Total capital (TC), % 17.7% 16.9% 5% 15.6%
    Common equity Tier 1 (CET1), capital ratio % 16.5% 15.4% 8% 14.4%
    Comparable profit before taxes 4,617 25,626 -82% 86,656
    Comparable cost/incme ratio, % 54.4% 34.1% 60% 37.8%
    Comparable return on equity, ROE % 2.5% 15.5% -84% 12.4%


    Outlook for the financial year 2025 adjusted

    OmaSp updated its expected credit loss (ECL) calculation model in the first quarter and made a provision to prepare for possible sanctions following the final inspection report from the FIN-FSA on anti-money laundering and terrorist financing. These had a total one-off impact of approximately EUR -11 million on the results. Overall economic uncertainly has further increased. Therefore, OmaSp maintains its earnings guidance on the Group’s comparable profit before taxes to be EUR 65–80 million for the financial year 2025, with a clarification that the figure is expected to be below the mid-point of the range.

    Business outlook and earnings guidance are as follows:

    The outlook for the Company’s business for the financial year 2025 is affected by the decline in market interest rates and the continued high level of costs due to IT investments and system improvements required by risk management and quality processes. In addition, the Company continues to invest in customer experience on different channels. The uncertainty of the operating environment and economic situation affects the development of balance sheet items and comparable profit for the financial year 2025.

    Oma Savings Bank Plc provides earnings guidance on comparable profit before taxes for 2025. Earnings guidance is based on the forecast for the entire year, which takes into account the current market and business situation. Forecasts are based on the management’s insight into the Group’s business development.

    We estimate the Group’s comparable profit before taxes to be EUR 65–80 million for the financial year 2025, with a clarification that the figure is expected to be below the mid-point of the range (comparable profit before taxes was EUR 86.7 million in the financial year 2024).

    Oma Savings Bank Plc

    Additional information:
    Karri Alameri, CEO, tel. +358 45 656 5250, karri.alameri@omasp.fi

    DISTRIBUTION: 
    Nasdaq Helsinki Ltd
    Major media
    www.omasp.fi

    OmaSp is a solvent and profitable Finnish bank. About 500 professionals provide nationwide services through OmaSp’s 48 branch offices and digital service channels to over 200,000 private and corporate customers. OmaSp focuses primarily on retail banking operations and provides its clients with a broad range of banking services both through its own balance sheet as well as by acting as an intermediary for its partners’ products. The intermediated products include credit, investment and loan insurance products. OmaSp is also engaged in mortgage banking operations.

    OmaSp core idea is to provide personal service and to be local and close to its customers, both in digital and traditional channels. OmaSp strives to offer premium level customer experience through personal service and easy accessibility. In addition, the development of the operations and services is customer-oriented. The personnel is committed and OmaSp seeks to support their career development with versatile tasks and continuous development. A substantial part of the personnel also own shares in OmaSp.

    Attachment

    The MIL Network

  • MIL-OSI USA: MENG CALLS ON DOJ TO RESTORE FUNDING FOR GRANT PROGRAMS SUPPORTING LAW ENFORCEMENT AND VIOLENCE PREVENTION

    Source: United States House of Representatives – Congresswoman Grace Meng (6th District of New York)

    WASHINGTON, DC – U.S. Rep. Grace Meng (D-NY), Ranking Member of the House Appropriations Subcommittee on Commerce, Justice, Science, and Related Agencies (CJS), wrote a letter to Attorney General Pam Bondi opposing the Department of Justice’s (DOJ) decision to terminate federal grants awarded through the agency’s Office of Justice Programs (OJP) and urging the Administration to restore funding for critical programs supporting law enforcement and violence prevention.

    OJP is the largest grant-making arm of the DOJ. The grants funded by the office have been instrumental in supporting a wide range of law enforcement and community-based initiatives across the country, including local law enforcement, prosecution, judges, forensic science, reentry, hospitals, faith-based organizations, victim services and youth groups. 

    In her letter to Attorney General Bondi, Ranking Member Meng wrote, “These programs are not “wasteful” spending, as you have claimed. They play a critical role in leading violence prevention and intervention efforts; serving at-risk youth and victims of crimes, coordinating responses to rising hate crimes; and assisting individuals struggling with substance use disorders. These programs save lives.”

    The grants terminated by the DOJ support at-risk youth, victims of crime, lead violence prevention efforts, coordinate responses to increases in hate crimes, and help people struggling with substance abuse. This includes the Community-Based Approaches to Prevent and Address Hate Crimes grant program, originally authored by Meng following the passage of her COVID-19 Hate Crimes Act, which was signed into law by President Biden in 2021.

    Meng continued, “You stated the priority of your department is “law and order in America.” But law and order cannot exist if victims of crime are unable to recover, or if law enforcement does not have the resources to more effectively fight crime and restore relationships with the community members they serve, or if non-violent offenders cannot find a pathway to reentry into society.”

    Meng serves as Ranking Member of the House Appropriations Subcommittee on Commerce, Justice, Science, and Related Agencies (CJS), which has jurisdiction over federal funding appropriated to the DOJ.

    A copy of the letter can be viewed here

    MIL OSI USA News

  • MIL-Evening Report: 5 huge climate opportunities await the next parliament – and it has the numbers to deliver

    Source: The Conversation (Au and NZ) – By Anna Skarbek, Climateworks CEO, Monash University

    Australians have returned an expanded Labor Party to government alongside a suite of climate-progressive independents. Meanwhile, the Coalition – which promoted nuclear energy and a slower renewables transition – suffered a historic defeat.

    Labor also looks set to have increased numbers in the Senate, where the Greens are likely to hold the balance of power.

    These numbers mean support for progressive climate and energy policy in Australia’s 48th parliament is shaping as stronger than the last. So what does this mean as Australia seeks to position itself as a leader in the global net zero economy?

    In its first term in government, Labor laid the groundwork for stronger climate action, including legislating an emissions-reduction target and putting crucial policies and organisations in place. The next parliament will be well-placed to build on these foundations. Here, we explain where key opportunities lie.

    1. National emissions target for 2035

    By September this year, all signatories to the global Paris Agreement must set emissions reduction targets out to 2035.

    Labor is waiting on advice from the Climate Change Authority before setting its target. The authority’s initial advice last year suggested a target between 65% and 75%, based on 2005 levels.

    Some countries have already set their targets. The United Kingdom, for example, will aim for a reduction of at least 81% by 2035, based on 1990 levels.

    2. A firm plan for net-zero

    Australia has committed to reaching net-zero emissions by 2050. Getting there will require innovation and investment across the economy. In the last term of government, Labor began
    developing net-zero plans for each economic sector. They comprise energy, transport, industry, resources, the built environment, and agriculture and land.

    The plans are due to be finalised this year. They will act as a tangible map for Australia to meet both net zero and the 2035 emissions-reduction target, and are keenly awaited by state governments, industry and investors.

    This policy area presents the broadest opportunity for the crossbench to exert influence for greater ambition, scale and pace. Neither the 2035 target nor the sector plans need to go through parliament – however they could feature in broader parliamentary negotiations.

    Separately, the Safeguard Mechanism will be reviewed in 2027, during this parliament. The policy aims to reduce emissions reductions from Australia’s biggest greenhouse-gas polluters. It is key to reaching net zero in Australia’s industrial sector, and an important moment to ensure the policy reduces emissions at the rate needed.

    3. Bidding to host COP31

    Australia is bidding to host next year’s United Nations global climate talks, or COP, in partnership with Pacific Island nations. The bid was opposed by the Coalition.

    A decision on the COP host is expected in June. If Australia succeeds, the federal government will seek to use the high-profile global gathering to showcase its climate credentials – and there will be high expectations from Pacific co-hosts. So all policy between now and then really matters.

    4. An energy system to make Australia thrive

    Energy produces about 70% of Australia’s emissions. Tackling this means reducing emissions from electricity through renewable generation. Elsewhere in the economy, it means switching from gas, petrol and diesel to clean electricity.

    The government’s plan to reach 82% renewable energy by 2030 remains crucial. Australia’s electricity system is expected to reach around 50% renewable energy this year. But there is more work to do.

    A review of the National Electricity Market is due this year. It is expected to recommend ways to promote greater investment in renewable generation and storage. This includes what policy might follow the Capacity Investment Scheme, a measure to boost renewables investment which will be rolled out by 2027.

    Faster action on the renewable shift can also be achieved through the Australian Energy Market Operator’s next Integrated System Plan – the nation’s roadmap for guiding energy infrastructure and investment.

    Labor also has scope to improve energy efficiency, and better match energy demand and supply – especially at times of peak energy use. The government’s commitments to subsidise home batteries, and expand the Clean Energy Finance Corporation, will help achieve this. The crossbench, including the Greens, is likely to seek greater investments to reduce household energy use and costs.

    Beyond this, Australia’s electricity grid needs to be double the size of what’s currently planned, to power the entire economy with clean energy.

    5. Leverage clean energy export advantages

    Australia generates about a quarter of its GDP from exports – many of them emissions-intensive such as fossil fuels, minerals and agricultural products.

    In his election victory speech, Prime Minister Anthony Albanese urged Australia to seize the moment at a time of global economic disruption. Key to this will be building on the Future Made in Australia agenda and ensuring Australia makes the most of its competitive advantages as the world transitions to net-zero.

    This will include:

    • leveraging a strong reputation as a reliable trade partner
    • capitalising on our world-leading solar and wind energy resources to produce low-emissions goods for export
    • developing the industry around critical minerals and rare earths needed in low-emissions technologies
    • helping metals and minerals sectors achieve net-zero emissions pathways.

    This will be central to trade negotiations in the years to come. Realising Australia’s green exports aspiration requires action abroad as well as at home.

    A game-changing decade

    This decade is crucial to Australia’s future economy, and to the success of Australia’s long-term transition to net zero emissions. Our work has shown Australia can slash emissions while the economy grows.

    The question now is how quickly the re-elected government – indeed, the next parliament – can realise Australia’s ambition as a renewable energy superpower.

    The next three years will provide vital opportunities and they must be seized – for the sake of our energy bills, our economic prosperity and Australia’s reputation on the world stage.

    Anna Skarbek is on the board of the Net Zero Economy Authority, SEC Victoria, the Centre for New Energy Technologies, the Green Building Council of Australia, and the Asia-Pacific Advisory Board of the Glasgow Financial Alliance on Net Zero. She is CEO of Climateworks Centre which receives funding from philanthropy and project-specific financial support from a range of private and public entities including federal, state and local government and private sector organisations and international and local non-profit organisations. Climateworks Centre works within Monash University’s Sustainable Development Institute.

    Climateworks Centre is a part of Monash University. It receives funding from a range of external sources including philanthropy, governments and businesses. Businesses such as mining companies and industry associations have previously co-funded Climateworks’ research on industrial decarbonisation, and may benefit from policies mentioned in this article.

    ref. 5 huge climate opportunities await the next parliament – and it has the numbers to deliver – https://theconversation.com/5-huge-climate-opportunities-await-the-next-parliament-and-it-has-the-numbers-to-deliver-255772

    MIL OSI AnalysisEveningReport.nz

  • MIL-OSI New Zealand: Trade negotiations with India commence

    Source: New Zealand Government

    Following significant engagement over the last month, the first in-person round of negotiations towards a comprehensive India New Zealand Free Trade Agreement (FTA) will take place in India this week. 

    This follows the highly successful visit to India last year by Deputy Prime Minister, Winston Peters and the formal launch of negotiations by Minster for Trade and Investment, Todd McClay and Indian Minister of Commerce and Industry, Piyush Goyal during the Prime Minister’s large trade mission to New Delhi in April.

    “This is an important step in our trade relationship with India and signals the two Governments’ intent to deliver a high quality outcome that benefits both countries,” Mr McClay says.

    “With a population of 1.4 billion and a GDP estimated to grow to USD $5.2 trillion by 2030, India offers significant opportunity for New Zealand exporters,” Mr McClay says.

    “Strengthening ties with India across the board is a key part of the Government’s broader strategy to diversify and grow New Zealand’s export markets and double trade by value in 10 years.

    MIL OSI New Zealand News

  • MIL-OSI China: Trump to impose 100% tariff on all movies ‘produced in foreign lands’

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

    U.S. President Donald Trump said on Sunday that he is authorizing to immediately begin the process of instituting a 100 percent tariff on all movies “produced in Foreign Lands.”

    In a post on his Truth Social platform, Trump wrote, “The Movie Industry in America is DYING a very fast death.”

    “Other Countries are offering all sorts of incentives to draw our filmmakers and studios away from the United States. Hollywood, and many other areas within the U.S.A., are being devastated,” Trump said in the post, calling the situation “a National Security threat.”

    “Therefore, I am authorizing the Department of Commerce, and the United States Trade Representative, to immediately begin the process of instituting a 100 percent Tariff on any and all Movies coming into our Country that are produced in Foreign Lands. WE WANT MOVIES MADE IN AMERICA, AGAIN!” he added. 

    MIL OSI China News

  • MIL-OSI China: Pilot FTZs in China’s coastal regions unwaveringly deepen opening up

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

    As China marks the 10th anniversary of establishing three pilot free trade zones (FTZs) in its coastal regions, the country has demonstrated its unwavering commitment to deepening reform and advancing high-level opening up.

    Over the past decade, the pilot FTZs in Tianjin municipality and provinces of Guangdong and Fujian have yielded numerous achievements in institutional innovation, trade facilitation and industrial development.

    EXPERIMENTAL POLICIES

    In the Nansha area of the Guangdong pilot FTZ, citizens and tourists can hail a self-driving vehicle, which runs across the district populated by about a million residents.

    Pony.ai, a Chinese autonomous driving technology developer, set up its research and development center in Nansha in 2017, the year after its establishment. At the time, China had yet to introduce policies on autonomous driving. With the pilot FTZ’s policies, Guangzhou chose to pioneer and experiment with drafting regulations, paving the way for the legalization of autonomous vehicle road testing.

    The policies of pilot FTZs have benefited both domestic and international businesses.

    In response to the needs of airlines and maintenance enterprises, authorities in the Tianjin pilot FTZ have tailored and introduced bonded maintenance policies, enabling aviation companies worldwide to enjoy more convenient services for both routine maintenance and passenger-to-cargo conversions in the pilot FTZ.

    Under the previous customs rules, aircraft conversions required prepayment of import duties and a deposit of approximately 10 million yuan (about 1.39 million U.S. dollars), which would be refunded about six months after the completion of the three-month conversion process. At the same time, maintenance companies had to lease warehouses in a bonded zone for parts storage.

    However, since 2019, the Tianjin pilot FTZ’s bonded maintenance initiative has removed the deposit requirement, enabling foreign aircraft to be serviced in this zone without upfront capital expenditure.

    This initiative saves the aircraft maintenance company Tianjin Haite Aircraft Engineering Co., Ltd. approximately 50,000 yuan a month in warehouse rental costs, as it can now store maintenance components in its own facility. “Our overseas revenue has soared from 2 million U.S. dollars in 2019 to 15.5 million U.S. dollars in 2025, thanks to the zone’s bonded maintenance policy,” said Li Han, the company’s deputy general manager.

    The Fujian pilot FTZ has also implemented multiple experimental policies to boost cross-border trade, including streamlining the administrative approval process, shortening the customs clearance period, and granting equal treatment to domestic and foreign enterprises.

    Taking customs clearance as an example, Fujian has offered one-stop customs clearance services for companies in the pilot FTZ areas, which allows them to apply for customs clearance without docking the vessels. The policy has reduced logistics costs by 28 percent and improved customs clearance efficiency by 30 percent on average.

    Zhongjing Petrochemical Group Co., Ltd., a polypropylene producer located in the Fuzhou area of the Fujian pilot FTZ, requires substantial production materials imported from overseas each year. Under the traditional customs declaration model, vessels must wait for the declaration and inspection of all cargo before unloading, incurring daily port stay-over costs of up to 360,000 yuan per vessel.

    The local customs authority conducted on-site research and tailored a “compartmentalized declaration and inspection upon unloading” supervision model. This has resulted in an average reduction of one day in the operational cycle for individual vessels.

    Huang Min, deputy general manager of the company, said the new customs measures have improved the efficiency of their raw material turnover by nearly 30 percent. “This is particularly crucial for bulk hazardous materials such as propane, which have high demands for storage and transportation timeliness.”

    The optimization of the customs clearance process ensures continuous operation of production lines. “This year, we plan to expand our production capacity and anticipate importing approximately 2.6 million tonnes of propane and other materials, with the new model expected to save us over 20 million yuan in port stay fees,” Huang said.

    DEEPENING OPENING UP

    “The three pilot FTZs have comprehensively deepened reform and led high-standard opening up with high-level modern industrial clusters,” Meng Huating, a commerce ministry official, told a press conference last week.

    The Guangdong pilot FTZ has seen its total trade volume surge from approximately 110 billion yuan in 2015 to around 740 billion yuan in 2024, achieving an average annual growth rate of over 24 percent. The Fujian pilot FTZ has 138,000 newly established enterprises, 8.8 times the number before its establishment. The official said that the Tianjin counterpart has attracted an average annual utilization of foreign investment exceeding 2 billion U.S. dollars, contributing more than 40 percent of the city’s total actual foreign investment while occupying just 1 percent of its land area.

    In the Qianhai and Shekou areas of the Guangdong pilot FTZ, authorities have been attracting more global talent as a move to drive deeper opening up.

    To solve their work and living problems, global professionals can visit the Qianhai International Talent Hub, a one-stop center offering 700 government and business services, including streamlined visa and work permit processing.

    The hub has also launched an “In Qianhai” online portal, which has provided employment information, business policies and other customized support for 48,000 people.

    To make financial activities more convenient, the Tianjin pilot FTZ has established over 3,000 Free Trade (FT) accounts to bolster cross-border trade and investment for domestic and international enterprises, with transaction volume surpassing 1.15 trillion yuan.

    Previously, companies needed to have multiple accounts and go through intricate processes — including currency conversion — to procure foreign goods. FT accounts now enable direct payments in Chinese currency, renminbi, and foreign currencies through a unified account, offering flexible financing solutions and competitive onshore-offshore exchange rates.

    Bank of China has customized financial products by integrating FT accounts with local specialized industries, such as leasing and shipping logistics, providing one-stop services like online freight settlement, asset trading and cross-border financing.

    “FT accounts streamline cross-border transactions, reduce costs and enhance returns for businesses,” said Sun Yong, vice president of the bank’s Tianjin branch.

    With a global eye, the Xiamen pilot FTZ area in Fujian has been facilitating more convenient trade by taking advantage of its coastal location with ports and shipping facilities.

    The area is endeavoring to build a hub connecting the Silk Road Economic Belt and the 21st Century Maritime Silk Road, while building an interconnected economic corridor. So far, 122 shipping routes named after the “Silk Road Maritime” have been opened, linking 46 countries and 145 ports.

    To date, China has set up 22 pilot FTZs. In 2024, they attracted 28.25 billion dollars of foreign direct investment in actual use, accounting for 24.3 percent of the country’s total, according to the Ministry of Commerce.

    China established its first pilot FTZ in Shanghai in 2013, with the major mission of trialing transformative reforms in government functions, the country’s financial system, trade services, foreign investment and taxation, and pilot policies that could later be applied across the country.

    MIL OSI China News

  • MIL-OSI Australia: Interview with David Speers, Insiders, ABC

    Source: Australian Parliamentary Secretary to the Minister for Industry

    David Speers:

    Treasurer, thank you.

    Jim Chalmers:

    It’s been too long, David.

    Speers:

    It’s been too long. After a little bit of sleep, how do you reflect on what happened last night?

    Chalmers:

    It’s still sinking in, David. This was beyond even our most optimistic expectations. It was a history‑making night. It was one for the ages, genuinely. But to pick up on something that Sam said which I think is right, this victory does come as well with healthy helpings of humility as well because we know that there are a lot of challenges to address in our economy and more broadly we know that people are under pressure.

    We know the global environment is uncertain, and we know that this second term has been given to us by the Australian people because they want stability in uncertain times, but not because they think we’ve solved every challenge in our economy or in our society more broadly, but because we’re better placed to work towards solving some of those challenges. So there is an element of humility and there’s a lot of gratitude to the Australian people.

    Speers:

    And I want to just ask you about your approach now to a second term. A second term with a big win and a big majority – bigger than you’ve had in the first term – and this question about how you use this political capital. Just give us a sense of how you are thinking about what you’ll do in this second term.

    Chalmers:

    Well, I think one of the major differences we have between some of the commentary and how we see our own government is this is an ambitious government. You think about some of the changes we’ve made, income tax cuts, some of the budget repair that we’ve done, the big investments in housing, the energy transformation, and particularly in healthcare, this is an ambitious government and we’re looking forward to implementing the agenda that we took to the election.

    I think one thing that tempers some of the discussion I heard from yourself and the counterparts over there is, remember, nobody will control the Senate. It’s not an outcome like we saw under Prime Minister Howard.

    Speers:

    You’ll still have the Greens there.

    Chalmers:

    Well, not just them, in the Senate.

    Speers:

    I think it might, in fact, be just them that you’ll have to rely on, unless you have the Coalition, of course, for legislation.

    Chalmers:

    The point that I’m making is we have a big agenda, we’re looking forward to implementing it with confidence, with the confidence that comes from a big majority, a substantial majority in the House of Representatives.

    Speers:

    But I guess, I mean, I hear your point about reforms that you have done in that first term, but I guess what I’m getting at here is that budget challenge in particular. We do have deficits for the next 4 years under your budget plans of about $150 billion in total. It’s a structural deficit. Something needs to happen to fix that. Is that going to be a priority?

    Chalmers:

    Well, that will obviously require our ongoing attention, but we shouldn’t dismiss or diminish the really quite phenomenal progress that we’ve made in the budget in our first term, a couple of hundred billion dollar turnaround, 2 surpluses – that hasn’t happened for decades – so we’ve made progress.

    But the way that Katy Gallagher and I see that challenge is that’s an ongoing challenge, including in a structural sense, where we have made progress in aged care, the NDIS and interest costs but clearly that will warrant ongoing attention.

    Speers:

    Does the scale of this win give you more confidence to do things that might not be politically popular?

    Chalmers:

    The way that I see the scale of this win, I thought, again not to dance on the political graves of our opponents, but there was a real kind of darkness at the heart of the Coalition campaign, this kind of backward‑looking pessimism which Australians rejected.

    And in rejecting that, I think they embraced the kind of leadership that Anthony Albanese provides which is practical, pragmatic, it’s problem solving, and it’s very forward looking, and that’s the approach that we’ll take.

    Speers:

    So when we look at what you’re facing over the years ahead, the 3 years ahead, I mentioned the budget challenge, you’ve also got the Donald Trump challenge and the prospects of a global trade war and a lot going on. What are your priorities right now?

    Chalmers:

    Well, first of all, I think managing this global economic uncertainty. I’ve already had a briefing from the Treasury Secretary this morning at a quarter to 7.

    Speers:

    Already this morning?

    Chalmers:

    Yes, this morning, I had a briefing with Secretary Steven Kennedy. I’m grateful to him for providing that briefing of the initial –

    Speers:

    Do you talk during the campaign or is this the first sort of proper briefing?

    Chalmers:

    We speak but in not the same way that we would engage outside of caretaker.

    Speers:

    Now that he knows you’re back in the job for sure.

    Chalmers:

    So we had a discussion at a quarter to 7 this morning, back to work. Obviously, the immediate focus is on this global economic uncertainty, particularly the US and China part of that and what it means for us. And so I was able to be briefed on that, what’s happening in markets and what it means for the Australian economy. So clearly, that’s the immediate focus and again. I think one of the reasons why we got this big majority last night is because people recognise that if you wanted stability while the global economy was going crazy, then a majority Labor government was the best way to deliver that. So global economic uncertainty but our agenda is really clear.

    We have to build more homes now, we’ve got to get this energy transformation right, we’ve got to do more to embrace technology – particularly the AI opportunity. There’s a huge agenda there for us and what our agenda boils down to is obviously weathering and withstanding this global economic uncertainty in the near term, but also making sure that we make the Australian people the primary beneficiaries of all of this churn and change that we’re seeing in the world, and so we’ve got a big agenda there and I’m really looking forward to rolling it out.

    Speers:

    And just on the briefing you had this morning, is there any noticeable change in the outlook for the global economy?

    Chalmers:

    I think the spectrum of scenarios is much broader now. We know that the direct impact on us from the tariffs is manageable and relatively modest, but there is a huge downside risk in the global economy. I think what’s happening, particularly between the US and China does cast a dark shadow over the global economy.

    And we’re not uniquely impacted by that, but we’re really well placed, we are quite well prepared because of the progress that Australians made over the course of the last 3 years. So we go in that with a sense of, we’re realistic about how this could play out in the world, but we are optimistic about Australia’s place in it.

    Speers:

    So that is still the number one concern for Australia?

    Chalmers:

    Certainly, for every country, including Australia. But global economic uncertainty really is the big influence on my thinking and my work on day one of a second term and we need to have the ability – and we will have the ability – to manage that uncertainty at the same time as we roll out our domestic agenda – Future Made in Australia, housing, energy, technology, human capital, competition policy.

    Speers:

    The great difficulty you face and the government faced in the first term was inflation and all of those interest rate rises. We saw one rate cut earlier this year – are you looking forward to in the second term seeing a few more rate cuts?

    Chalmers:

    Look, I’m not going to count my chickens on that front. Certainly the market expects there to be a number of interest rate cuts, I don’t make those sorts of predictions. We saw a rate cut in February, and I think that did have an impact on the way people see their prospects.

    Consumer confidence has actually started rebounding from the middle of last year, the tax cuts, petrol prices coming down, and then the interest rate cut has slowly rebuilt confidence off a very low base and so if we do see more interest rate cuts over the course of the rest of the year, I think that will be a very helpful way to boost confidence in the economy, particularly consumer sentiment, and also provide some cost‑of‑living relief for people.

    Speers:

    Nearly every economist says productivity needs to be one of your top priorities as well. Is there more you can do to squeeze more productivity out of the economy?

    Chalmers:

    Yes, and I’m looking forward to rolling out the changes we announced on a national regime for occupational licensing, the non‑compete clauses change, the competition policy I’m working up with the states, reviving national competition policy – big priority for me as Treasurer – so there is an agenda there.

    But also don’t forget, we commissioned from the Productivity Commission 5 big pieces of work on the main drivers – the main pillars of productivity in our economy – we’ll see that in the third quarter of this year. I’m looking forward to receiving that because we’ve got an agenda on productivity, but we can do more, and we will do more.

    The best way to think about the difference between our first term and the second term that we won last night, first term was primarily inflation without forgetting productivity, the second term will be primarily productivity without forgetting inflation.

    Speers:

    That’s interesting, so the priority does shift now to productivity.

    Chalmers:

    And a much broader sense of it – human capital, competition policy, technology, energy, the care economy – these are where we’re going to find the productivity gains, and not quickly, but over the medium term.

    Speers:

    Looking at the politics of what happened last night, there were clearly surprises for you and for all of us watching what happened.

    Chalmers:

    I was trying to keep a lid on it on the panel.

    Speers:

    You can let loose now. What surprised you the most?

    Chalmers:

    Petrie I think, as David said. Petrie, if we can cling on there, that would be an extraordinary outcome. But I’m really grateful for what you said before, David, about Queensland and about these really quite remarkable women that Queensland is sending to the national parliament. You think about Madonna Jarrett, Renee Coffey, Kara Cook, Corinne Mulholland in the Senate, we’ve won back that second Senate seat in Queensland, and people will be hearing a lot about Corinne Mulholland. So very, very proud of the contribution that Queensland is making to this second term of an Albanese Labor government.

    Speers:

    You won’t be so lonely as a Queenslander in the Labor caucus. Just explain to us how it works, if you now have a much stronger Queensland contingent, does that need to be reflected on the front bench?

    Chalmers:

    Well, I think there’s a stronger contingent in a number of states, and so I always think you can never have too many Queenslanders, that’s why I was so pleased to see Anika Wells join the ranks of the Cabinet not that long ago. We’ve been really long on influence but short on numbers, and now we’re hopefully going to be long on influence and long on numbers.

    Speers:

    You’d be keen for another Cabinet or Ministry spot, at least from Queensland.

    Chalmers:

    I’m a Queenslander, and I think that most of the Cabinet should be Queenslanders, that’s just how we’re born and raised, but there’s a lot of good people around the country. Claire Clutterham in Sturt’s amazing.

    Speers:

    Do you expect there will be a bit of a refresh of the Ministry?

    Chalmers:

    That remains to be seen and I haven’t been focused on that at all. The Prime Minister will allocate the portfolios when the dust has settled on the count. We know who will be putting their hands up for ministries but that’s not a big part of my job, it’s not a big part of my focus.

    Speers:

    Now, finally, I just want to ask about the leadership and your future. You did say last night that you absolutely would support Anthony Albanese running again for a third term.

    Chalmers:

    Yes.

    Speers:

    What does that mean for your own leadership ambitions?

    Chalmers:

    Look, I’ve said on probably countless occasions now, if I can sit on the back deck in some period 20 years down the track and think that I was Treasurer in a great Labor government led from go to whoa by Anthony Albanese, I’d be very happy with that.

    And I pay tribute to the Prime Minister. I can’t think of a campaign where a Prime Minister has campaigned more effectively than Anthony Albanese over the course of the last 5 weeks. I think he is the biggest explanation for why we turned around the trouble that we were in at the end of 2024 to the position that we won last night. It was an extraordinary campaign, and I think he deserves to be very proud. My expectation and my hope is that he serves a full term and runs again.

    Speers:

    You’re a student of Labor Prime Ministers past. How does Anthony Albanese now sit in the pantheon?

    Chalmers:

    He’s a Labor hero, and I think the outcome last night and the fact that his leadership has meant that we are surrounded now by even more terrific colleagues. Ali France in Dickson, unbelievable life story, I think he deserves to be very proud about that. But again, coming back to where we started, there is a humility here because we know that there’s a bunch of stuff that we have to address together, but he has every right to feel very proud, and we’re very proud of him.

    I’m personally incredibly proud of him. I rang him during the day yesterday and told him how proud I was of him, and he deserves the lion’s share of the credit for what happened last night.

    Speers:

    Did you talk last night?

    Chalmers:

    No, not last night. I was with you all night sitting – I was sitting a metre and a half from you for about 6 hours probably in the end. I’ll probably have a yak with him today, but I rang him during the day before the result was known, and I said his was an extraordinary campaign, he’s got a lot to be proud of and we are certainly proud to be part of his team.

    Speers:

    Well, Treasurer Jim Chalmers, we do appreciate you backing up this morning. Thank you for joining us.

    Chalmers:

    Thanks, David.

    MIL OSI News

  • MIL-OSI New Zealand: Universities – Robinson Research Institute awarded $71 million to host advanced technology platform – Vic

    Source: Te Herenga Waka—Victoria University of Wellington
     
    Robinson Research Institute, a pioneer in high-temperature superconductivity (HTS) research, has received funding of $71million towards setting up and hosting an advanced technology platform in Future Magnetic and Materials Technologies.
     
    The funding for the advanced technology platform was announced by Minister for Science, Technology and Innovation, Dr Shane Reti at Robinson Research Institute’s facility in Lower Hutt, and will operate through the Ministry of Business, Innovation and Employment-administered Strategic Science Investment Fund (SSIF) portfolio over a period of seven years.
     
    In line with the objective to grow New Zealand’s hi-tech exports, the advanced technology platform will apply materials and engineering expertise across a range of sectoral themes including space, electric aviation, critical minerals and technologies for fusion energy. The platform will play a crucial role in lifting New Zealand’s innovation capacity, enabling companies to take technology to market, and in accelerating the growth of the domestic manufacturing sector.  
     
    Professor Nick Long, director, Robinson Research Institute, said “It is an honour for the Institute to receive this strategic funding. At Robinson, our focus has always been on how applications of HTS can be leveraged to address real-world issues, ranging from propulsion in space to more accessible Magnetic Resonance Imaging (MRI) scanners. With proven capabilities in emerging areas like space and advanced aviation, Robinson is well-placed to drive growth in this area. Initially leveraging our capability in magnetics, the Institute has also developed processing methods for critical minerals from New Zealand resources. This funding will enable us to solve some problems with scaling these methods to commercial levels.”
     
    Deputy Vice-Chancellor, Research, Professor Magaret Hyland is excited by the possibilities that the funding offers. “Te Herenga Waka has a strong culture of research excellence and the work that our staff undertake has impact on national and international scales.  
     
    “A valued part of the University community, Robinson Research Institute has a strong track record of projects evolving into pilot projects or commercial enterprises. This new platform is a significant opportunity for Robinson to strengthen collaborations with the wider research community, in a way that delivers stronger outcomes for Aotearoa New Zealand. With an established network of research and commercialisation partnerships, within New Zealand and abroad, I can see Robinson now playing an even bigger role in enhancing New Zealand’s capabilities in advanced technology.”
     
    The objectives of the platform will include developing workforce capability through internships and postgraduate study, and encouraging early career researchers to take their research beyond the laboratory. Projects from the platform will also enhance local and international research and commercial partnerships, and encourage inward investment into the New Zealand research and development sector.

    MIL OSI New Zealand News

  • MIL-OSI New Zealand: New Advanced Technology Science Platform announced

    Source: Ministry of Business Innovation and Employment MBIE (2)

    The multidisciplinary Paihau—Robinson Research Institute will host the platform, leveraging its world-leading expertise in superconductors, magnets and materials technologies. The platform will increase jobs in advanced tech in New Zealand, and create innovations that will benefit many sectors from space to fusion energy, quantum computing, aviation, medical devices and sensors. 

    The science platform brings together the expertise needed to turn innovative ideas into real-world products and services. It will support our scientists and innovators to achieve technological breakthroughs and take their ideas to market.

    Funding is being provided through the MBIE-administered Strategic Science Investment Fund. Details on the platform plan, outlining the goals, scope and approach to achieving these are being worked through alongside contracting with MBIE.

    This investment marks the first step towards establishing an advanced technology Research Organisation (PRO) in New Zealand. Details about what the advanced technology PRO will look like, its structure, form and function are to come.

    Read the Minister’s announcement:

    Boosting high-tech exports with advanced technology(external link) — Beehive.govt.nz

    MIL OSI New Zealand News

  • MIL-OSI Australia: Mandatory information standard for toppling furniture to reduce accidents and deaths

    Source: Australian Ministers for Regional Development

    Furniture suppliers are now required to provide safety warnings to consumers about the dangers of toppling furniture after the mandatory information standard for toppling furniture came into effect on 4 May 2025.

    Since the year 2000 at least 28 people, including 17 children under five, have died in Australia from toppling furniture and televisions.

    Each year more than 900 Australians suffer injuries requiring medical assistance from toppling furniture. Children aged up to four years are most at risk, with older Australians also vulnerable.

    “A mandatory information standard is a critical step towards reducing the injuries and deaths involving toppling furniture,” ACCC Deputy Chair Catriona Lowe said.

    “The impact of furniture tip-over can be tragic, with young children and the elderly most at risk. The information standard raises awareness about the risk of furniture tip-over and empowers consumers with the knowledge they need to safeguard their homes.”

    The new information standard applies to chests of drawers, wardrobes, bookcases, hall tables, display cabinets, buffets and sideboards with a height of 686mm or more, and entertainment units of any height.

    If not properly secured, tall or unstable furniture can topple over when young children attempt to climb on them or pull themselves up. Elderly people with reduced strength or mobility are also at greater risk because they are more likely to rely on furniture for support and are more likely to suffer severe injury if furniture tips over.

    The information standard requires suppliers to:

    • provide warnings about the hazards of toppling furniture in stores and online
    • include safety information and advice about anchoring furniture in manuals and assembly instructions.

    “Suppliers must meet these requirements, and the ACCC will be working with state-based consumer agencies to monitor compliance and take enforcement action if appropriate,” Ms Lowe said.

    “Suppliers face serious penalties for non-compliance, with penalties up to $50 million for businesses and $2.5 million for individuals.”

    Following a recommendation by the ACCC, the toppling furniture information standard was made by the Assistant Treasurer on 13 April 2024 and registered on 3 May 2024. Suppliers have had a 12-month transition period to implement the new information and labelling requirements.

    Consumer advice

    When you’re out shopping, use these tips to help you pick safer furniture:

    • Look for required warning labels displayed in store, online and on the furniture.
    • Examine the furniture to make sure it is stable.
    • Pull out any top drawers of a chest of drawers or open doors on other furniture items and apply a little pressure to see how stable the furniture is.
    • Look for low-set furniture, or furniture with a sturdy, stable and broad base. It’s less likely to tip over.

    The best way to prevent furniture from tipping over is to secure it to the wall or floor with an anchoring device.   

    What you’ll need depends on what your wall or floor is made of, and what kind of furniture you’re working with. There are different kinds of wall and floor anchors available.

    If your furniture doesn’t come with anchoring hardware, you can ask about anchors and buy what you need from a furniture retailer, hardware store or a specialty retailer selling baby and toddler products.

    As well as securing your furniture and TVs, here are some things you can do to use furniture safely:

    • Place furniture on a flat and stable surface.
    • Keep your heaviest items at the bottom of your drawers or shelves. Furniture that is top-heavy is easier to tip over.
    • Don’t place heavy items such as TVs or items that are attractive to children on top of furniture.
    • Put locking devices on all drawers. They help prevent children from opening them and using them as steps.

    Information for suppliers

    From 4 May 2025, furniture suppliers must comply with the requirements of the mandatory information standard. The ACCC published supplier guidance to assist suppliers in complying with the mandatory standard.

    Supplying a product that fails to comply with the information standard is a contravention of the Australian Consumer Law and may expose a business or individual to potential enforcement action by the ACCC.

    The maximum financial penalties for businesses are the greatest of:

    • $50,000,000;
    • three times the value of the “reasonably attributable” benefit obtained from the conduct, if the court can determine this; or
    • if a court cannot determine the benefit, 30 per cent of adjusted turnover during the breach period.
    • The maximum financial penalty for individuals is $2,500,000.

    MIL OSI News