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Category: COVID-19 Vaccine

  • MIL-OSI Global: What magic reveals about the brain – and how magicians sometimes fool themselves

    Source: The Conversation – UK – By Radoslaw Wincza, Lecturer in Behavioural Sciences, University of Central Lancashire

    FOTOKITA/Shutterstock

    Magicians have long been masters of mind games, turning our brain’s quirks and blind spots into moments of pure astonishment. But magic isn’t just for show – it’s become a powerful tool in the cognitive science of unlocking the mind’s hidden limitations.

    The science of magic has grown into a serious field of study, showing us how unreliable our intuitions and self-perceptions can be. However, a new study shows that magicians may be wrong about why their tricks work.

    From psychology and artificial intelligence to education and mental health, magic is inspiring fresh approaches to some of today’s biggest challenges. Today, scientists and magicians are teaming up, bringing sleight-of-hand into the lab to reveal surprising truths about how we think, see and behave.

    For example, misdirection is a key conjuring principle used to manipulate what we see, and scientific research on misdirection shows just how easily our attention can be hijacked. Other techniques such as “forcing,” involve subtle ways to steer our decisions without us even noticing. These illusions expose the gap between what we think we’re aware of and what’s actually happening in our minds.

    Magicians are masters of mind control – using techniques like misdirection to guide your attention to one thing while something else slips by unnoticed. Take English illusionist Derren Brown. He claims that, with the right mix of gestures and phrases, he can get you to think of a card he’s already predicted. Sounds wild, right?

    According to research, it actually works. Well, kind of. Not 100% of the time, but around 20%. That might not sound like much, but consider this: the chance of randomly naming a specific card from a deck is less than 2%, and even lower if we account for biases (like people often picking the Ace of Spades). So, bumping that chance up tenfold is pretty impressive.

    What does this tell us? That our decisions – what we choose, what we notice – are heavily influenced by what’s going on around us, even if we have no clue it’s happening.

    And this doesn’t just apply to magic. For example, as you are doing your weekly shop, you might think you pick your favourite brand of toilet paper because it’s the best. But research shows that people often choose whatever is placed at eye level, or in the centre of a shelf. Supermarkets know this. That’s why the most profitable products get prime shelf space – to gently (but powerfully) sway your choices.

    We love to believe we’re rational thinkers. But the truth is, we’re often guided by invisible hands – and not just the magician’s.

    Magicians were tapping into the secrets of the human mind long before scientists caught up. For decades, they’ve been using intuition to craft tricks that play perfectly on our mental blind spots. But even seasoned professionals can be fooled by their own assumptions.

    Here’s a standout example: in the magic world, it’s commonly believed that if a spectator names a card out loud (like “Queen of Hearts”), that choice is freer and less influenced by a magician than if the spectator had physically picked a card from the deck the magician is holding. Sounds reasonable, right? Except – it’s the opposite.

    Actions v thoughts

    In our recent study, we interviewed nearly 140 people after taking part in a magic trick where they either named or physically picked a card. On average, people felt more in control when they physically selected a card, and less influenced by the magician – despite what the magic community might expect.

    These findings reveal something fascinating: our sense of control is split. We feel more ownership over our actions – what we do – than over our thoughts. In other words, we trust our hands more than our heads.

    The human brain isn’t as rational as we think.
    Everett Collection/Shutterstock

    But it doesn’t stop there. Another long-held belief among magicians is that a trick feels more impossible and impressive – and creates a stronger emotional punch – when it happens in the spectator’s hands.

    Think about it: if a card magically swaps places with another while you’re holding them that should blow your mind more than if the same trick happens, say, under a box on the table.

    Surprisingly, that’s not what the research shows. In our study, participants were shown two versions of the same trick – in one version, a freely selected card changed in the hands of the participant, while in the other version, the card changed underneath a box.

    We found that people’s reactions to this kind of trick didn’t significantly change based on where it happened. Whether the cards swapped places in their hands or under a box, their sense of amazement was the same. The only difference? When it happened in their own hands, they felt more confused – but not more astonished.

    Why? We think it’s because the trick itself, just like many others out there, is already packed with emotional punch. No matter where the magic takes place, the effect is still jaw-dropping. So, it turns out, the “where” doesn’t matter as much as magicians had thought. It’s the “what” – the impossibility of the effect – that really leaves people stunned.

    So, why are some magicians wrong about this stuff? Honestly, we don’t have a definitive answer yet. But what we do know is this: even with years of experience, our perceptions can still lead us astray. That’s why it’s so important to test our assumptions – not just trust our gut. Magic gives us a powerful reminder of this by turning our mental shortcuts into moments of surprise.

    And this lesson goes way beyond card tricks. In everyday life, we carry beliefs and assumptions – about people, situations, even ourselves – that might feel true but are built on shaky ground. Sometimes, it’s just a harmless mistake. Other times, it can lead to stereotyping, misunderstandings, or missed opportunities.

    So next time you catch yourself making a snap judgement, pause and ask: How sure am I, really? A little curiosity could save you from an awkward moment – or even help you connect with someone you might’ve otherwise dismissed.

    Because if there’s one thing magic teaches us, it’s this: the mind is full of surprises – and we’re all a little easier to fool than we’d like to admit.

    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. What magic reveals about the brain – and how magicians sometimes fool themselves – https://theconversation.com/what-magic-reveals-about-the-brain-and-how-magicians-sometimes-fool-themselves-255236

    MIL OSI – Global Reports –

  • MIL-OSI Global: Whooping cough is making a comeback, but the vaccine provides powerful protection

    Source: The Conversation – USA – By Annette Regan, Adjunct Associate Professor of Epidemiology, University of California, Los Angeles

    Infants can get vaccinated against whooping cough starting at 6 weeks of age. Hill Street Studios/Corbis via Getty Images

    Whooping cough, a bacterial infection that can be especially dangerous for babies and young children, is on the rise. Already in 2025 the U.S. has recorded 8,485 cases. That’s compared with 4,266 cases during the same period in 2024.

    Like measles, which is also spreading at unprecedented levels, whooping cough, more formally known as pertussis, can be prevented by a safe
    and effective vaccine. But with anti-vaccine sentiment increasing and cuts to immunization services, vaccination rates for whooping cough over the past two years have declined in children.

    The Conversation asked epidemiologist Annette Regan to explain why pertussis has become so prevalent and how families can protect themselves from the disease.

    What is pertussis and why is it dangerous?

    Pertussis is a vaccine-preventable disease caused by the bacterium Bordetella pertussis. Researchers in France first identified the B. pertussis bacterium in 1906. The first recorded epidemic of pertussis is thought to have occurred in Paris in 1578.

    Infection can cause an acute respiratory illness characterized by severe and spasmodic coughing spells. The classic symptom of pertussis is a “whoop” sound caused by someone trying to breath during a bad cough. Severe complications of pertussis include slowed or stopped breathing, pneumonia and seizures. The disease is most severe in young babies, although severe cases and deaths can also occur in older children and adults.

    Some doctors call pertussis “the 100-day cough” because symptoms can linger for weeks or even months.

    The World Health Organization estimates that 24.1 million pertussis cases and 160,700 deaths occur worldwide in children under 5 each year. Pertussis is highly contagious. Upon exposure, 80% of people who have not been previously exposed to the bacterium or vaccinated against the disease will develop an infection.

    Fortunately, the disease is largely preventable with a safe and effective vaccine, which was first licensed in the U.S. in 1914.

    Whooping cough causes violent fits of coughing that can make it difficult to inhale.

    How do cases last year and this year compare with past years?

    During the COVID-19 pandemic between 2020 and 2022, pertussis cases were lower than usual. This may have been a result of limited social contact due to social distancing, masking, school closures and lockdown measures, which reduced the spread of disease overall.

    In the past two years, however, pertussis cases have surpassed figures from before the pandemic. In 2024, local and state public health agencies reported 35,435 pertussis cases to the Centers for Disease Control and Prevention – a rate five times higher than the 7,063 cases reported in 2023 and nearly double the 18,617 cases reported in 2019 prior to the pandemic.

    Between October 2024 and April 2025, at least four people in the U.S. have died of pertussis: two infants, one school-age child and one adult.

    Why are pertussis cases rising?

    Although vaccines have resulted in a dramatic decline in pertussis infections in the U.S., incidence of the disease has been rising since the 1990s, except for a brief dip during the COVID-19 pandemic.

    Before the start of routine childhood vaccination for pertussis in 1947, its rates hovered between 100,000 and 200,000 cases per year. With vaccines, rates plunged under 50,000 annually by the late 1950s and under 10,000 per year in the late 1960s. They reached a low of 1,010 cases in 1976.

    Starting in the 1980s and 1990s, however, the U.S. and several other countries have been seeing a steady resurgence of pertussis cases, which have exceeded 10,000 cases in the U.S. every year from 2003 to 2019. They dropped again during the pandemic until last year’s resurgence.

    There is no single explanation for why cases have been rising recently, but several factors probably contribute. First, pertussis naturally occurs in cyclic epidemics, peaking every two to five years. It is possible that the U.S. is headed into one of these peaks after a period of low activity between 2020 and 2022. However, some scientists have noted that the increase in cases is larger than what would be expected during a usual peak.

    A public health worker processes blood samples during a whooping cough outbreak in Ohio in December 2010.
    National Institute for Occupational Safety and Health

    Some scientists have noted that this apparent resurgence correlates with a change in the type of vaccine used in children. Until the 1990s, the pertussis vaccine contained whole, killed B. pertussis bacteria cells. Whole-cell vaccine can stimulate a long-lasting immune response, but it is also more likely to cause fever and other vaccine reactions in children.

    In the 1990s, national vaccine programs began to transition to a vaccine that contains purified components of the bacterial cell but not the whole cell. Some scientists now believe that although this partial-cell vaccine is less likely to cause high fevers in children, it provides protection for a shorter time. Immunity after whole-cell vaccination is thought to last 10-12 years compared with three to five years after the partial-cell vaccine. This means people may become susceptible to infection more quickly after vaccination.

    Vaccination rates are also not as high as they should be and have started falling in children since 2020. In the U.S., the percent of kindergartners who are up to date with recommended pertussis vaccines has declined from 95% during the 2019-20 school year to 92% in the 2023-24 school year. Even fewer adolescents receive a booster dose.

    How can people protect themselves and their families?

    Routine vaccination for children starting in infancy followed by booster doses in adolescents and adults can help keep immunity high.

    Public health experts recommend that children receive five doses of the pertussis vaccine. According to the recommendations, they should receive the first three doses at 2, 4 and 6 months of age, then two additional doses at 15 months and 4 years of age, with the aim of providing protection through early adolescence.

    Infants younger than 6 weeks are not old enough to get a pertussis vaccine but are at the greatest risk of severe illness from pertussis. Vaccination during pregnancy can offer protection from birth due to antibodies that pass from the mother to the developing fetus. Many countries, including the U.S., now recommend that women receive one dose of pertussis vaccine between the 27th and 36th week of every pregnancy to protect their babies.

    To maintain protection against pertussis after childhood, a booster dose of pertussis vaccine is recommended for adolescents at 11 to 12 years of age. The CDC recommends that all adults receive at least one booster dose.

    The pertussis vaccine’s protction wanes over time, so public health experts recommend a booster around age 11 or 12.
    SELF Magazine via flickr, CC BY

    Because immunity declines over time, people who are in contact with infants and other high-risk groups, such as caregivers, parents and grandparents, may benefit from additional booster doses. When feasible, the CDC also recommends a booster dose for adults 65 years and older.

    Vaccine safety studies over the past 80 years have proven the pertussis vaccine to be safe. Around 20% to 40% of vaccinated infants experience local reactions, such as pain, redness and swelling at the vaccination site, and 3% to 5% of vaccinated infants experience a low-grade fever. More severe reactions are much less common and occur in fewer than 1% of vaccinated infants.

    The vaccine is also highly effective: For the first year after receiving all five doses of the pertussis vaccine, 98% of children are protected from pertussis. Five years after the fifth dose, 65% of vaccinated children remain protected.

    Booster vaccination during adolescence protects 74% of teens against pertussis, and booster vaccination during pregnancy protects 91% to 94% of immunized babies against hospitalization due to pertussis.

    Families can talk to their regular health care providers about whether a pertussis vaccine is needed for their child, themselves or other family members.

    Annette Regan receives funding from the National Institutes of Health, the US Centers for Disease Control and Prevention, and the Global Vaccine Data Network.

    – ref. Whooping cough is making a comeback, but the vaccine provides powerful protection – https://theconversation.com/whooping-cough-is-making-a-comeback-but-the-vaccine-provides-powerful-protection-254647

    MIL OSI – Global Reports –

  • MIL-OSI USA: 2025 Commencement Speakers and Honorary Degree Recipients

    Source: US State of Connecticut

    From business success to the National Science Foundation, from policymaking in Hartford to the world’s most popular YouTube sneaker channel, from the Chairman of the Mashantucket Pequot Tribal Nation to the President of the Rwanda Academy of Sciences, the honored guests of UConn’s commencement ceremonies bring a wealth of experience, insight, and wisdom to share with this year’s graduates. Speakers at the ceremonies, which begin on Saturday, May 10, include:

    College of Engineering (Saturday, May 10, 9 a.m. at Gampel Pavilion): Mark P. Sarkisian ’83

    Mark Sarkisian is a partner in the San Francisco office of Skidmore, Owings & Merrill LLP. He is a licensed professional engineer and structural engineer in 31 states. In 2021, Sarkisian was elected to the National Academy of Engineering, and is a member of the University of Connecticut Academy of Distinguished Engineers. He received his bachelor’s degree in civil engineering from UConn in 1983, and his master’s degree in structural engineering from Lehigh University. Sarkisian’s career focuses on developing innovative structural engineering solutions for over 100 major building projects around the world, including the Jin Mao Tower in China and the Al Hamra Fidrous Tower in Kuwait, both over 1,300 feet[1]tall. Sarkisian holds 10 U.S. patents and five international patents. Sarkisian has authored over 150 technical papers related to the design of building structures, and in 2012 completed his first book, “Designing Tall Buildings – Structure as Architecture.” He teaches integrated studio design courses focused on collaborative design opportunities at the University of California, Berkeley; California College of the Arts; Stanford University; California Polytechnic State University; Northeastern University; North Carolina State University; and the Pratt Institute.

    School of Nursing (Saturday, May 10, 9 a.m. at Jorgensen Center for the Performing Arts): Joan Y. Reede

    Dr. Joan Y. Reede was appointed as Harvard Medical School’s (HMS) first Dean for Diversity and Community Partnership in January of 2002, and has been responsible for the development and management of a comprehensive program that has provided leadership, guidance, and support to promote the increased recruitment, retention, and advancement of diverse faculty, particularly individuals from groups underrepresented in medicine. This charge includes oversight of all diversity activities at HMS as they relate to faculty, trainees, students, and staff. Reede is a graduate of Brown University and Mount Sinai School of Medicine. She completed a pediatric residency at Johns Hopkins Hospital in Baltimore, Maryland, and a fellowship in child psychiatry at Boston Children’s Hospital. She holds an MPH and an MS in Health Policy Management from Harvard T. H. Chan School of Public Health, and an MBA from Boston University. Reede created and developed more than 20 programs at HMS that aim to address pathway and leadership issues for minorities and women who are interested in careers in medicine, academic and scientific research, and the health care professions. At a national level, Reede’s advice and expertise is highly sought after among several committees and councils, such as being appointed to the Health and Human Services Advisory Committee on Minority Health and serving on the Board of Governors for the Warren Grant Magnuson Clinical Center. She also has many affiliations, including the Task Force for the Annual Biomedical Research Conference for Minority Students, CTSA Women in CTR Interest Group of the NIH, and the American Association for the Advancement of Science STEM Education Review Committee.

    School of Business (Saturday, May 10, 1:30 p.m. at Gampel Pavilion): Richard Eldh ‘81

    Rich Eldh was born in the village of Ardsley, New York, and moved homes five times between the ages of 5 and 15. He attended Staples High School in Westport, graduating as a three-sport athlete and an all-state football player. After high school, he enrolled at the University of Connecticut. In what would have been his junior year, 1978–1979, he took a leave of absence to travel abroad, living in Kempten, Germany, in Bavaria. There, he worked at Dixie Union, a manufacturing company, as a computer programmer, where he developed new automation software for the finance department. This experience in Germany highlighted the significant impact computing technology would have on business. Motivated by this realization, he decided to pursue a career in the computer industry. Upon returning to the University of Connecticut for his final two years, he majored in finance at the School of Business and graduated in 1981 with a degree in Finance. He first joined a manufacturing firm implementing automation software, then moved to Four Phase Systems, a Motorola company, selling data entry systems. Later, he joined Hewlett-Packard, specializing in manufacturing systems and automation. It was at HP that he met his wife; they married and started a family. After working for two very large corporations, Rich joined a startup called Gartner Group in Stamford. He was the 100th employee, and in ten years, the company grew from $9 million in revenue to just under $1 billion with 4,500 employees. Today, Gartner boasts a market cap of $38 billion with 21,000 employees. These early career highlights led Rich to co-found Sirius Decisions, which became a leader in high-performance go-to[1]market research and benchmarking. Headquartered in Wilton, Sirius Decisions grew to 400 employees with private equity backing and offices worldwide. The company was eventually monetized for approximately $300 million through a sale to a public company in Boston. Throughout his career, he has had the honor of working with associates and clients across more than 50 countries. Alongside his career, Rich and his wife Joyce raised two daughters and a son. They have each found success in the medical field, the fashion world, and the blockchain and crypto industry, respectively.

    School of Social Work (Saturday, May 10, 1:30 p.m. at Jorgensen Center for the Performing Arts): Maggie Mitchell Salem

    Maggie Mitchell Salem joined IRIS as Executive Director in January 2024. Throughout her nearly 30-year career, Maggie has managed diverse teams focused on civic education, intercultural dialogue, social and political rights, and forced displacement. She arrived in Connecticut following three years leading the National Democratic Institute’s democratic governance program in Tunisia. Given the exponential increase in the number of refugees, humanitarian parolees, and other immigrants that IRIS assists, Maggie has focused on organizational structure, systems, and policies that create a strong foundation for the organization’s continued growth. Her previous experience at Global Refuge (formerly Lutheran Immigration & Refugee Services) and Fugees Academy have underscored the importance of collaborative, communicative leadership and management. For more than a decade, she was the founding executive director of Qatar Foundation International and expanded Arabic language and culture education to public K-12 schools across the U.S., UK, and Germany. As the Regional Director for the Middle East and North Africa at the International Foundation for Electoral Systems (IFES), she expanded or created new programs in Jordan, Iran, and Iraq. Maggie started up and led the Middle East Institute’s Communications Department from 2001-2004. She also served as a U.S. Foreign Service Officer in Mumbai and Tel Aviv, and as staff on the Executive Secretariat of Secretary of State Madeleine Albright. Maggie was a Fulbright Scholar in Syria while studying for her Masters in Contemporary Arab Studies at Georgetown University. She received a bachelor’s degree in political science and psychology from Johns Hopkins University. She has two sons and two daughters. She lives with her six dogs and two cats in East Haddam.

    Bachelor of General Studies (Saturday, May 10, 2 p.m. at Student Union Theater): Daniel Mercier ‘95

    Daniel Mercier graduated from the Bachelor of General Studies program in 1995 with a focus in Visual Communications. After serving as a Graphics Specialist for a few years, Mercier returned to UConn in 1998 as a Media Producer. In 2001, he transitioned to the role of Instructional Developer in the Instructional Design and Development Department. After completing a Master of Arts in Educational Technology in 2003, Mercier became Manager of Instructional Design and Development and ultimately served as Assistant Director and Director of the Institute of Teaching and Learning. In 2015, he took on the role of Director, Instructional Design, in the Center for Pedagogical Innovation at Wesleyan University. In 2017, Mercier returned to UConn as the Director of Academic Affairs at the Avery Point Campus of the University of Connecticut. Throughout his 30-plus-year career, Mercier has demonstrated an unwavering commitment to the development of instructional tools, to help faculty utilize technologies to reach our students. In his work, he has supported faculty, staff and students across the higher education landscape. His commitment to the University of Connecticut spans nearly 25 years. In his current position, he recruits faculty, oversees academic advising and other academic support programs, and develops partnerships between the Avery Point campus and other academic entities within and outside UConn. These partnerships include the support of students in the Bachelor of General Studies Program.

    College of Agriculture, Health and Natural Resources (Saturday, May 10, 6 p.m. at Gampel Pavilion): Rodney Butler ’99 (BUS)

    Rodney A. Butler is the Chairman of the Mashantucket Pequot Tribal Nation (MPTN) since January 2010. Butler’s service on Tribal Council began in 2004, and after one year, he was appointed Tribal Council Treasurer; a position he held through 2009. During his tenure, Butler chaired the Tribe’s Finance, Housing, and Judicial Committees, the MPTN Utility Authority, and served as an Interim CEO for Foxwoods Resort Casino. Butler earned his Bachelor’s Degree in Finance from the University of Connecticut where he played Defensive Back for the UConn Huskies football team. Prior to Tribal Council, Butler worked in the finance department at Foxwoods Resort Casino. He later became Chairman of the Tribal Business Advisory Board; an executive body responsible for overseeing the Tribe’s non-gaming businesses and commercial properties. Butler was actively involved in multiple resort expansions at Foxwoods, as well as community development initiatives on the Reservation, the establishment of the Mashantucket (Western) Pequot Tribe Endowment Trust, and the legalization of Sports Betting and iGaming in the state of Connecticut. He was also a participant in Harvard Business School’s program “Leading People and Investing to Build Sustainable Communities.” He is a regular speaker on national panels related to Native American issues. Butler presently serves on the Board of Directors for Mashantucket Pequot Interactive and is on the board of Foxwoods El San Juan Casino. He also serves as the President of Native American Finance Officers Association (NAFOA), as Alternate Vice President for the National Congress of American Indians, and on the boards for the United South and Eastern Tribes, Indian Gaming Association, American Gaming Association, the Mystic Aquarium, and the United Way of Southeastern Connecticut. He is the 2019 recipient of the Citizen of the Year award from the Eastern Connecticut Chamber of Commerce, and the National Indian Gaming Association’s John Kieffer Sovereignty Award. In 2018, he received the St. Edmund’s Medal of Honor Award from the Enders Island Retreat Center. In 2017, Butler was appointed “Tribal Leader of the Year” by the NAFOA. As Chairman, Butler’s primary focus is to ensure long-term stability for the Tribe’s citizens, government, and business enterprises.

    School of Fine Arts (Saturday, May 10, 6 p.m. at Jorgensen Center for the Performing Arts): Jacob G. Padrón

    Jacob G. Padrón is the Artistic Director of Long Wharf Theatre in New Haven. He is also the Founder and Artistic Director of The Sol Project, a national theater initiative that works in partnership with leading theater companies to amplify the voices of Latino playwrights in New York City and beyond. Padrón has held senior-level artistic positions at theater companies across the country. He was the Senior Line Producer at The Public Theater where he worked on new plays, new musicals, Shakespeare in the Park, and Public Works. He was formerly the Producer at Steppenwolf Theatre Company in Chicago where he supported the artistic programming in the Garage – Steppenwolf’s dedicated space for new work, new artists, and new audiences. From 2008 to 2011, he was an Associate Producer at the Oregon Shakespeare Festival where he was instrumental in producing all shows in the 11-play repertory. Under the guidance of his late mentor Diane Rodriguez, he served as the producer of Suzan-Lori Parks’ “365 Days/365 Plays” for Center Theatre Group, a collaboration that included over 50 theater companies to launch Festival 365 in Los Angeles. He is a co-founder of the Artist Anti-Racism Coalition, a grassroots movement committed to dismantling structural racism within the Off-Broadway community. Jacob is a graduate of Loyola Marymount University (B.A.) and David Geffen School of Drama (M.F.A.). His first artistic home was El Teatro Campesino located in San Juan Bautista, California.

     

    College of Liberal Arts and Sciences, Ceremony I (Sunday, May 11, 9 a.m. at Gampel Pavilion): Maureen Ahern ‘85

    Maureen Ahern is an Executive Leadership Coach on her third career whose journey began in the same classrooms as today’s graduates. A proud Husky who earned both a Bachelors and a Masters, Maureen’s connection to UConn runs deep. For over 10 years, she returned to UConn Stamford each week as an Adjunct Professor, teaching Interpersonal Communications and Public Speaking after her corporate day job in New York, driven by her belief that becoming a great communicator gives you the power and confidence to take meaningful action to shape your future. Maureen started as a Sales Executive at The Associated Press and quickly rose to lead the Satellite Networks division before transitioning to Standard and Poor’s Comstock. At S&P she led many different departments as Director of Operations, VP of US Sales and Managing Director for Asian and South American markets, building successful international relationships while traveling the world. She was part of the management team that sold Comstock to IDC and then pivoted from corporate into the digital world, as Partner and COO of momAgenda, where she helped build a thriving e-commerce company. Drawing on her teaching background, leadership experience and desire to coach and mentor others, Maureen completed her leadership coaching certification at Georgetown University’s Transformational Leadership Institute. Today as Founder of Ahern Leadership Coaching and Consulting, Maureen partners with C-suite executives and emerging leaders across industries, facilitating leadership development through one-on-one coaching, team coaching, and specialized training and leadership development workshops. Her coaching philosophy – described by clients as “tough but loving”-centers on her belief that leaders aren’t born, they are made and that everyone has leadership capacity waiting to be unlocked through awareness, action and courage. Maureen was a mentor with the Freshman Founders Program at the Werth Institute at UConn Stamford, in addition to her volunteer work with CT NEXT and Startup Westport as a business mentor. She is also an angel investor with Tidal River Fund whose goal is to fund underrepresented founders. When not working with her clients whom she loves and adores, Maureen enjoys yoga, beach walks, and time with her three adult children (Patrick, Brendan and Caeleigh). She shares life in Cos Cob with her husband Mike Santini (fellow UConn grad) and their black lab, Nino.

    Neag School of Education (Sunday, May 11, 9 a.m. at Jorgensen Center for the Performing Arts): Suzanne M. Wilson

    Suzanne M. Wilson is the Neag Endowed Professor of Teacher Education at the University of Connecticut’s Neag School of Education, where she also serves as a professor in the Department of Curriculum and Instruction. Her undergraduate degree is in history and American studies from Brown University; she also has an M.S. in statistics and a Ph.D. in psychological studies in education from Stanford University. She was a University Distinguished Professor in the Department of Teacher Education at Michigan State University, where she served on the faculty for 26 years. Wilson also served as the first director of the Teacher Assessment Project, which developed prototype assessments for the National Board for Professional Teaching Standards. Wilson is a committed teacher, having taught undergraduate, master’s, and doctoral classes in educational policy, teacher learning, and research methods. She has directed 36 dissertations and served as a committee member for another 45. Wilson serves on multiple editorial and advisory boards. She was elected to the National Academy of Education in 2013 and to the American Academy of Arts and Sciences in 2022. Wilson has written on teacher knowledge, qualitative methods, curriculum reform, educational policy, and teacher preparation and professional development. She has published in Science, American Educator, American Educational Research Journal, Educational Researcher, Review of Educational Research, Elementary School Journal, Teaching and Teacher Education, Journal of Teacher Education, Phi Delta Kappa, and Teaching Education. She is the author of “California Dreaming: Reforming Mathematics Education” (Yale, 2003) and editor of Lee Shulman’s collection of essays, “Wisdom of Practice: Essays on Teaching, Learning, and Learning to Teach” (Jossey-Bass, 2004). She is currently working on a collection of essays entitled, “Why Teach?”

    College of Liberal Arts and Sciences Ceremony II (Sunday, May 11, 1:30 p.m. at Gampel Pavilion): Joe La Puma ‘05

    Joe La Puma serves as SVP of Content Strategy at Complex NTWRK and hosts Complex’s Sneaker Shopping, the world’s No. 1 sneaker show, which has garnered over 1 billion views on YouTube. He has been at the forefront of sneaker and street culture at Complex for the past 15 years. La Puma started his journalism career writing for The Daily Campus and was voted “Rookie of the Year” by fellow staffers. After graduating from UConn in 2005 with a degree in Journalism, he returned to Bay Shore to manage The Finish Line—where he previously worked in high school—while contributing articles to both local and global publications like Newsday and Hypebeast.com. In 2006, La Puma landed an internship at Complex magazine, a pop culture publication specializing in convergence culture through hip-hop, sneakers, and fashion. La Puma has written more cover stories (21) than any other writer in Complex history, including profiles on Justin Bieber, Katy Perry, and Kid Cudi. La Puma is also a published author of the book “Complex Presents: Sneaker of the Year: The Best Since ’85.” In his current SVP role, La Puma has led Complex to over 200% growth in audience and engagement. In 2014, Complex debuted the YouTube show Sneaker Shopping, a series that La Puma created and hosts to this day. Over the past decade of Sneaker Shopping, La Puma has interviewed icons like Eminem, Whoopi Goldberg, Kevin Hart, Mark Wahlberg, Billie Eilish, Cristiano Ronaldo, David Beckham, and conducted one of the only lifestyle interviews with former Vice President Kamala Harris during the 2020 election cycle. The show has filmed episodes across the U.S., as well as abroad in China, England, Spain, and Japan. With his extensive editorial work on footwear and over 300 episodes of Sneaker Shopping, La Puma is regarded as one of the foremost sneaker experts in the world. La Puma is a three-time Webby Award winner and has been featured on Good Morning America, and The Tonight Show With Jimmy Fallon. In 2024, La Puma was inducted into the Bay Shore High School Hall of Fame, a group that includes only 79 members since the school opened in 1893. La Puma currently lives in Brooklyn, and takes half-days at work when he can during UConn Basketball March Madness runs.

    School of Pharmacy – Doctor of Pharmacy (Sunday, May 11, 1:30 p.m. at Jorgensen Center for the Performing Arts): JoAnn Trejo

    JoAnn Trejo, Ph.D., MBA is professor of pharmacology and senior assistant Vice Chancellor for Health Sciences Faculty Affairs at the University of California (UC) San Diego. She completed her undergraduate degree at UC Davis, earned her Ph.D. and MBA at UC San Diego and completed postdoctoral training at UC San Francisco. Trejo is a basic science researcher with expertise in cell signaling in the context of vascular inflammation and cancer. Her research has been published in more than 100 peer-reviewed articles and she is a recipient of a NIH R35 Maximizing Investigators’ Research Award (MIRA) and the American Heart Association Established Investigator Award. Trejo is an outstanding educator, mentor and a leader actively engaged in initiatives aimed at enhancing excellence in science and pharmacology. She is the director of five NIH-supported training programs including the UC San Diego IRACDA Postdoctoral Scholars Program, FIRST Program and three early career faculty development programs. Trejo served as an elected member of the leadership Council for the ASCB and the American Society for Biochemistry and Molecular Biology and is a current member of the scientific advisory boards for Septerna and Versiti. She has also served on multiple NIH Study Sections, the NCI Board of Scientific Counselors for Basic Sciences, and Blavatnik, HHMI and Chan Zuckerberg foundation review panels. Trejo is a current member of the NIGMS Advisory Council. She is the Associate Editor for Molecular Biology of the Cell and is an editorial board member for Proceedings National Academy of Sciences Nexus, Journal of Biological Chemistry and Molecular Pharmacology. Trejo is an elected member of the National Academy of Medicine, American Society for Cell Biology (ASCB) Fellow and 100 Inspiring Hispanic / Latinx Scientists and was recently elected honorary fellow of the British Pharmacological Society.

    College of Liberal Arts and Sciences Ceremony III (Sunday, May 11, 5:30 p.m., Gampel Pavilion): Joe La Puma ‘05

    School of Pharmacy – Bachelor of Science (Sunday, May 11, 6 p.m., Jorgensen Center for the Performing Arts): Joe Honcz ‘98

    Joe Honcz is a distinguished expert in managed care and market access, boasting a robust 25-year career that spans significant sectors of the health care industry. Early in his career, he played a pivotal role in leading teams for the launch of Medicare Part D, followed by instrumental involvement in the implementation of the Affordable Care Act while at Anthem BCBS and Aetna. Since 2020, Joe has leveraged his profound understanding of managed care to deliver strategic market access insights, empowering over 20 biotech and pharmaceutical clients to effectively navigate complex market dynamics. His contributions have been crucial in the successful launch of innovative products in both traditional and rare/orphan disease categories. As a “pharmacy futurist,” he continues to drive innovation and shape market access strategies at Petauri Health, supporting the emerging pharmaceutical and health tech industries. His exceptional ability to anticipate industry trends has consistently provided clients with strategic advantages, enabling them to stay ahead of competitors with foresight and precision. Beyond his professional endeavors, Joe is actively involved at Yale Ventures as an Entrepreneur-in-Residence and at the University of Connecticut Technology Commercialization Services in the same capacity. He has also served as an Adjunct Professor at the University of St. Joseph School of Pharmacy and is on the Board of Directors for the Academy of Managed Care Pharmacy (AMCP) and Avery’s Little Army, whose mission is to honor the legacy of Avery Marie Lafferty, an exceptionally brave cancer rebel, and all patients like her. Joe’s extensive background is complemented by diverse roles at Pfizer, Walgreens, Humana, PrecisionAQ, and CVS. He holds a Bachelor of Science in Pharmacy and a Master of Business Administration with a concentration in Marketing from the University of Connecticut, underscoring his deep roots and commitment to the field. In addition to being a Board member, he is also an AMCP diplomat to the UConn School of Pharmacy, where he fulfills his passion for mentoring and coaching.

    The Graduate School – Masters Ceremony (Monday, May 12, 9 a.m. at Gampel Pavilion): Manasse Mbonye ’95 Ph.D.

    Manasse Mbonye is a Founding Fellow of the Rwanda Academy of Sciences (RAS) and its current President. He is also the Group Leader and Professor, Rwanda Astrophysics Space and Climate Sciences Research Group (RASCSRG) at the University of Rwanda and a member of the national Science Advisory Group (SAG). By Training, Mbonye is a theoretical Astrophysicist and Cosmologist. He completed his Ph.D. from the University of Connecticut in 1995. Mbonye has taught Physics at various institutions including UConn, the University of Michigan, and RIT. He has also worked at NASA (Goddard Space Flight Center). In 2012, Mbonye returned to Africa. Since then, his appointments have included, Provost (later) Ag Rector (National University of Rwanda), the first Principal (University of Rwanda, College of Science and Technology), and Executive Secretary (Rwanda’s National Council for Science and Technology, (NCST)). During Mbonye’s tenure, NCST instituted a major review of Rwanda’s Science, Technology, Research and Innovation (STRI) policy. Further, the National Research and Innovation Agenda (NRIA) was constructed, along with its implementation enabler, the National Research and Innovation Fund (NRIF) framework. Rwanda launched the NRIF in June 2018. Mbonye has served on the East African Science and Technology Commission (EASTCO) Board of Directors as its Rapporteur (2017-2018). He has also been Chairman of the Rwanda Energy Group (REG) (2015-2018), Rwanda’s sole electric energy production source and utility company. Prof. Mbonye continues to do research and supervise students, at the University of Rwanda.

     

    UConn Health (Monday, May 12, 1 p.m. at Jorgensen Center for the Performing Arts): Manisha Juthani

    Dr. Manisha Juthani, is the Commissioner of the Connecticut Department of Public Health (DPH). Juthani is the first Indian American to serve as a commissioner in the State of Connecticut. She served as professor of medicine at Yale School of Medicine through September 2024 and currently serves as an adjunct professor of medicine. She served as Director of the Infectious Diseases Fellowship Program from 2012 to 2021. Juthani received her B.A. from the University of Pennsylvania and M.D. from Cornell University Medical College, completed Internal Medicine residency training at New York-Presbyterian Hospital/Weill Cornell campus, and served as chief resident at Memorial-Sloan Kettering Cancer Center. She came to Connecticut in 2002 as an Infectious Diseases fellow at Yale School of Medicine. During the COVID-19 pandemic, Juthani was a leader in the COVID response at Yale which led to her appointment as Commissioner of CT DPH in 2021. In the early days of the pandemic, she was a voice to help educate the public in both local and national media outlets, a role she was able to expand in her role as Commissioner. Upon joining CT DPH, she helped guide Connecticut out of the pandemic and worked to revitalize areas of public health, such as gun violence, maternal health, opioid use, and sexually transmitted diseases, that were exacerbated during the pandemic. As she continues in her role as DPH Commissioner, Juthani has shifted her core vision to “Preserve and Protect Core Public Health Principles and Services.” As Connecticut is presented with new public health challenges, she remains committed to preserving public health achievements made over the years, including improvements in regulatory oversight in health care, drinking water, and environmental health which includes food safety. It is more important than ever to highlight the importance of vaccines, control of infectious diseases, road safety, and healthier mothers and babies. Clear, accurate communication about public health risks is vital to her mission. She continues to advocate for health as a human right which is the core vision of CT DPH. Juthani is on the Board of Directors of UConn Health.

    The Graduate School – Doctoral Ceremony (Monday, May 12, 6 p.m. at Jorgensen Center for the Performing Arts): Sethuraman Panchanathan

    Sethuraman “Panch” Panchanathan is a computer scientist and engineer who served as the 15th director of the United States National Science Foundation (NSF) from 2020 until 2025. Panchanathan was nominated to by the president in 2019 and unanimously confirmed by the Senate on June 18, 2020. NSF is a $9.06 billion independent federal agency, and the only government agency charged with advancing all fields of scientific discovery, technological innovation and science, technology, engineering and mathematics education.

    Panchanathan previously served as the executive vice president of the Arizona State University (ASU) Knowledge Enterprise, where he was also chief research and innovation officer. He was also the founder and director of the Center for Cognitive Ubiquitous Computing at ASU. Under his leadership, the university increased research performance fivefold, earning recognition as the fastest growing and most innovative research university in the U.S.

    Prior to joining NSF, Panchanathan was appointed by the president to serve on the National Science Board, where he was a chair of the Committee on Strategy and a member of the External Engagement and National Science and Engineering Policy committees. Additionally, he was chair of the Council on Research of the Association of Public and Land-grant Universities and co-chair of the Extreme Innovation Taskforce of the Global Federation of Competitiveness Councils. Arizona’s governor appointed Panchanathan as senior advisor for science and technology in 2018. He was the editor-in-chief of the Institute of Electrical and Electronics Engineers (IEEE) MultiMedia magazine and editor and associate editor of several international journals.

    For his scientific contributions, Panchanathan has received numerous awards, including honorary doctorates from prestigious universities, distinguished alumni awards, the Governor’s Innovator of the Year for Academia Award, the Washington Academy of Sciences Distinguished Career Award and the IEEE-USA Public Service Award.

    Panchanathan is a member of the National Academy of Engineering and a fellow of the National Academy of Inventors, where he also served as vice president for strategic initiatives. He is also a fellow of the American Association for the Advancement of Science, the Canadian Academy of Engineering, the Association for Computing Machinery, IEEE and the Society of Optical Engineering.

    School of Law (Sunday, May 18, 10:30 a.m. at UConn School of Law): Mayor Arunan Arulampalam

    The son of Sri Lankan refugees, Arunan Arulampalam was born in Zimbabwe and made a home and a family in Hartford after graduate school. Prior to being elected mayor of Hartford in November 2023, he served as CEO of the Hartford Land Bank, where he developed a first-in-the-nation program to train Hartford residents to become local developers and tackle blight in their city. Arulampalam served in Governor Ned Lamont’s administration as Deputy Commissioner of the Connecticut Department of Consumer Protection. Before that, he was a lawyer at the downtown firm Updike, Kelly & Spellacy, P.C. Arulampalam also served on the Board of the Hartford Public Library, the House of Bread, and on the Hartford Redevelopment Authority. He earned his BA in International Studies from Emory University and his JD from Quinnipiac University School of Law.

    MIL OSI USA News –

  • MIL-OSI: MINILUXE REPORTS FULL-YEAR FINANCIAL RESULTS FOR YEAR ENDED DECEMBER 29, 2024

    Source: GlobeNewswire (MIL-OSI)

    All reported figures in U.S. Dollars unless otherwise noted

    Boston, MA, April 29, 2025 (GLOBE NEWSWIRE) — MiniLuxe Holding Corp. (TSXV: MNLX) today announced its financial results for the 52 weeks ended December 29, 2024 (FY2024). The fiscal year of MiniLuxe (the “Company”) is a 52-week reporting cycle which ended in 2024 on Sunday, December 29, 2024.

    As the Company has previously and consistently shared, there were three key strategic and performance objectives for 2024.

    Key 2024 Strategic Pillars

    1. Accelerate overall studio-level profitability (i.e. store level contribution) growth
    2. Drive growth through operating partners (via JVs or M&A) and franchise partners
    3. Increase fixed cost leverage and SG&A efficiency

    Across each of these core strategic pillars and 2024 performance objectives, the Company made material progress.

    Highlights of Business Performance

    • Studio-level profitability (store-level cash contribution) grew YoY 360 percent.
    • As a percentage of revenue, SG&A reduced to under 16 percent, which represented a decrease of approximately 24 percent versus prior year while gross profit grew to $11M or +8 percent improvement versus prior year.
    • The net effect of both increasing studio cash contribution, decreasing SG&A and increasing gross profit margin led to adjusted EBITDA losses being cut by more than half in 2024 to -$4.0M from -$9.0M in 2023.
    • Operating cash burn improved by a factor of over 3x to just over -$2M in 2024 from -$7M in 2023.
    • FY2024 year-end cash, cash equivalent and restricted cash reached $4M, an improvement of $.6M versus $3.4M at year-end FY2023 due to a combination of dramatically reduced cash burn and ~$1.6M coming from the first closing of a non-brokered private placement which was originally announced on November 27, 2024. (more details below).

    The Company seeks to maintain this positive momentum in 2025, progressing increasingly closer to overall company-wide profitability. Total Company revenue for 2024 finished at a record level of $26.1M or just over 6% YoY growth, compared to $24.6M in 2023. While the overall quantum of YoY growth was relatively modest, the quality and increased profitability of that growth was both very significant and intentional in terms of the Company’s operating strategy. These results were accomplished by driving revenue growth through studio specific KPIs, some studios were held to more constrained growth (to better focus on improving efficiencies and profitability) while the majority of the fleet portfolio were managed to all-time-record revenue highs. In terms of unit-level revenue, two studios crossed over the $2M revenue threshold before the end of the year (ultimately reaching ~$1,500 per square feet of sales). The top 25 percent of studios in the fleet are now at a median of ~$1.9M per unit volume and the top 50 percent at ~ $1.6M.

    Also noteworthy is that MiniLuxe’s most loyal client base – those visiting 20+ times per year – grew 4.5% year-over-year between 2024 and 2023. In any given month, the split of customers is between ~88% repeat and ~12% new customers.

    Throughout 2024 and as the Company goes into 2025, the focus on Operating Partners remains core to the Company’s strategy to leverage its brand and platform while scaling growth through localized operators. In July of 2024, MiniLuxe announced its first operating and JV partner for the Atlanta region with the business Sugarcoat. As part of the joint venture agreement, MiniLuxe took a majority ownership stake of one Sugarcoat location in The Forum Peachtree Corners in Atlanta. On December 17th of 2024, MiniLuxe also announced its first franchise operating partner, Ms. Quynh Pham, who opened a MiniLuxe studio in Brookline, MA (taking over the old MiniLuxe Academy Studio). Both joint venture and franchise partners have rapidly brought forward fresh ideas and hyper-localized marketing and new operational best-practices translating into increased week-over-week sales, walk-ins and utilization levels. During 2024 the Company also had its first full year of results with its regional operating partner in the Dallas Fort Worth area which saw a lift in profitability of over 5x within the year.

    A key driver to longer-term growth and competitive advantage has been the Company’s ability to attract and retain its ecosystem of nail designer talent. FY2024 represented a record year in terms of annual retention of designer talent which was at 87 percent, up 3 percentage points from 84 percent in 2023. Additionally, a number of nail designers crossed their five-year anniversaries with the Company and now over 50 percent of the nail designer talent employment base hold tenure with the Company for 5 years or more.

    “In 2024 the team demonstrated our deepest understanding of unit economics and KPIs, delivering the strongest studio performance across the portfolio, while diversifying our revenue streams with new JV, franchise and operating partners – setting us up on our journey towards greater scale and growth. We head into 2025 with a record level of 360%+ YoY studio profitability, deepening brand loyalty amongst our customer base, a strong balance sheet, and much enthusiasm for what’s ahead.” said Tony Tjan, Chief Executive Officer and Co-founder of MiniLuxe.

    Subsequent Events and 2025 Outlook

    To date, the first part of Q1 2025 presented the Company with both early progress towards its strategic priorities but also headwinds in the form of the LA wildfires and the introduction of US tariffs on trade partners.

    The LA fires impacted foot traffic and demand for Beverly Hills and Brentwood Studios. The Company has taken measures to address this potential impact to studio economics with increased leadership support and connectivity with the local community such that demand has begun to return (but is not anticipated to fully recover until 2H 2025).

    While the vast majority of MiniLuxe’s products are made in the US, the company is still making efforts to further minimize supply related exposure by exploring options to shift sourcing from China to US based vendors and lower tariff markets like Vietnam and Taiwan. These early moves are designed to optimize and protect gross margins in MiniLuxe’s proprietary products and Paintbox custom press on products and packaging.

    Early wins in Q1 of 2025 include closing on a new tranche of funding and reaching an agreement for the conversion of all of the Company’s remaining balance of convertible notes as explained below.

    Effective February 10, 2025, the Company completed a non-brokered private placement of Class A subordinate voting shares of the Company and raised a total of USD $3.49M or (~CDN $4.94M) through the issuance of 6,247,717 Subordinate Voting Shares at a price of USD $0.55 each (CDN $0.79) Together, with the first private placement closing and this second and final closing of the Offering raised total new primary capital for the Company in the amount of USD $5.067M or (~CDN $7.26M). 

    Alongside the private placement offering, the Company also finalized additional shares-for-debt agreements to satisfy an aggregate of USD$1,055,577 (~CDN$1.49 million) of outstanding debt related to the principal and accrued but unpaid interest on certain convertible debentures of the Company (the “Debentures”). As part of this debt conversion, an aggregate of 2,294,731 Subordinate Voting Shares were issued at a deemed price of USD$0.46 per share, with an effective conversion date of February 7, 2025.

    The Company offered existing Debenture holders participating in the Offering the opportunity to elect to receive Subordinate Voting Shares at a discounted conversion price relative to the original terms of the Debentures. All Debenture holders electing to convert are deemed to be at arm’s length from the Company. The issuance of these shares remains subject to TSX Venture Exchange approval. Similarly, completion of all tranches of the private placement Offering is subject to the satisfaction of customary closing conditions, including the approval of the TSX Venture Exchange. The securities issued pursuant to the initial closing of the Offering are subject to a hold period of four months and one day from the issuance date in accordance with applicable securities laws.

    On March 11, 2025, the Company announced the refinancing and extension of maturity of its existing senior debt to 2028 to be coincident with a new tranche of $1.675M of senior debt from Flow Capital.

    On March 21, 2025, the Company announced that it had reached agreement for the conversion of all of its remaining balance of convertible notes.

    2024 Results

    Selected Financial Measures

    Results of Operations

    The following table outlines the consolidated statements of loss and comprehensive loss for the fiscal year which ended December 29, 2024, and December 31, 2023.

    Cash Flows

    The following table presents cash and cash equivalents for the fiscal year which ended December 29, 2024, and December 31, 2023.

    Non-IFRS Measures and Reconciliation of Non-IFRS Measures

    This press release references certain non-IFRS measures used by management. These measures are not recognized under International Financial Reporting Standards (“IFRS”), do not have a standardized meaning prescribed by IFRS, and are therefore unlikely to be comparable to similar measures presented by other companies. Rather, these measures are provided as additional information to complement those IFRS measures by providing further understanding of the Company’s results of operations from management’s perspective. Accordingly, these measures should not be considered in isolation nor as a substitute for analysis of the Company’s financial information reported under IFRS. The non-IFRS measures referred to in this press release are “Adjusted EBITDA” and “Fleet Adjusted EBITDA”.

    Adjusted EBITDA

    Management believes Adjusted EBITDA most accurately reflects the commercial reality of the Company’s operations on an ongoing basis by adding back non-cash expenses. Additionally, the rent-related adjustments ensure that studio-related expenses align with revenue generated over the corresponding time periods.

    Adjusted EBITDA is calculated by adding back fixed asset depreciation, right-of-use asset amortization under IFRS 16, asset disposal, and share-based compensation expense to IFRS operating income, then deducting straight-line rent expenses net of lease abatements. IFRS operating income is revenue less cost of sales (gross profit), additionally adjusted for general and administrative expenses, and depreciation and amortization expenses.

    A reconciliation of IFRS operating income to Adjusted EBITDA is included in Selected Consolidated Financial Information.
    ‎

    The Company also uses Fleet Adjusted EBITDA to evaluate the performance of its MiniLuxe Core Studio business (19 MiniLuxe-branded studios operating for 18+ months). This metric is calculated in a similar manner, starting with Talent revenue and adjusting for non-fleet Talent revenue and cost of sales, further adjusted by fleet general and administrative expenses and finally subtracting straight line rent expense (similar to amount used in the full company Adjusted EBITDA, less amounts allocated to locations outside of MiniLuxe’s core studio business, i.e. Paintbox). The Company believes that this metric most closely mirrors how management views the fleet portion of the business. A reconciliation of Talent revenue to Fleet Adjusted EBITDA is included in Selected Consolidated Financial Information.

    The following table reconciles net Operating Loss to Adjusted EBITDA for FY24 and FY23.

    The following table reconciles Fleet Talent Revenue to Fleet Adjusted EBITDA for FY24 and FY23.

    _____________________________________________

    1 Straight-line rent expense for a given payment period is calculated by dividing the sum of all payments over the life of the lease (the figure used in the present value calculation of the right-of-use asset) by the number of payment periods (typically months). This number is then annualized by adding the rent expenses calculated for the payment periods that comprise each fiscal year. For leases signed mid-year, the total straight-line rent expense calculation applies the new lease terms only to the payment periods after the signing of the new lease.

    About MiniLuxe

    MiniLuxe, a Delaware corporation based in Boston, Massachusetts. MiniLuxe is a lifestyle brand and talent empowerment platform servicing the beauty and self-care industry. The Company focuses on delivering high-quality nail care and esthetic services and offers a suite of trusted proprietary products that are used in the Company’s owned-and-operated studio services. For over a decade, MiniLuxe has been elevating industry standards through healthier, ultra-hygienic services, a modern design esthetic, socially responsible labor practices, and better-for-you, cleaner products. MiniLuxe’s aims to radically transform a highly fragmented and under-regulated self-care and nail care industry through its brand, standards, and technology platform that collectively enable better talent and client experiences. For its clients, MiniLuxe offers best-in-class self-care services and better-for-you products, and for nail care and beauty professionals, MiniLuxe seeks to become the employer of choice. In addition to creating long-term durable economic returns for our stakeholders, the brand seeks to positively impact and empower one of the most diverse and largest hourly worker segments through professional development and certification, economic mobility, and company ownership opportunities (e.g., equity participation and future franchise opportunities). Since its inception, MiniLuxe has performed over 4 million services.

    For further information

    Christine Mastrangelo
    ‎Investor Relations, MiniLuxe Holding Corp.
    ‎cmastrangelo@MiniLuxe.com
    ‎    MiniLuxe.com 

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

    Forward-looking statements

    This press release contains “forward-looking information” and “forward-looking statements” (collectively, “forward-looking information”) concerning the Company and its subsidiaries within the meaning of applicable securities laws. Forward-looking information may relate to the future financial outlook and anticipated events or results of the Company and may include information regarding the Company’s financial position, business strategy, growth strategies, acquisition prospects and plans, addressable markets, budgets, operations, financial results, taxes, dividend policy, plans and objectives. Particularly, information regarding the Company’s expectations of future results, performance, achievements, prospects or opportunities or the markets in which the Company operates is forward-looking information. In some cases, forward-looking information can be identified by the use of forward-looking terminology such as “plans”, “targets”, “expects”, “budgets”, “scheduled”, “estimates”, “outlook”, “forecasts”, “projects”, “prospects”, “strategy”, “intends”, “anticipates”, “believes”, or variations of such words and phrases or statements that certain actions, events or results “may”, “could”, “would”, “might”, or “will” occur. In addition, any statements that refer to expectations, intentions, projections or other characterizations of future events or circumstances contain forward-looking information. Statements containing forward-looking information are not historical facts but instead represent management’s expectations, estimates and projections regarding future events or circumstances.

    Many factors could cause the Company’s actual results, performance, or achievements to be materially different from any future results, performance, or achievements that may be expressed or implied by such forward-looking information, including, without limitation, those listed in the “Risk Factors” section of the Company’s filing statement dated November 9, 2021. Should one or more of these risks or uncertainties materialize, or should assumptions underlying the forward-looking statements prove incorrect, actual results, performance, or achievements could vary materially from those expressed or implied by the forward-looking statements contained in this press release. 

    Forward-looking information, by its nature, is based on the Company’s opinions, estimates and assumptions in light of management’s experience and perception of historical trends, current conditions and expected future developments, as well as other factors that the Company currently believes are appropriate and reasonable in the circumstances. Those factors should not be construed as exhaustive. Despite a careful process to prepare and review forward-looking information, there can be no assurance that the underlying opinions, estimates and assumptions will prove to be correct. These factors should be considered carefully, and readers should not place undue reliance on the forward-looking information. Although the Company bases its forward-looking information on assumptions that it believes were reasonable when made, which include, but are not limited to, assumptions with respect to the Company’s future growth potential, results of operations, future prospects and opportunities, execution of the Company’s business strategy, there being no material variations in the current tax and regulatory environments, future levels of indebtedness and current economic conditions remaining unchanged, the Company cautions readers that forward-looking statements are not guarantees of future performance and that our actual results of operations, financial condition and liquidity, and the development of the industry in which the Company operates may differ materially from the forward-looking statements contained in this press release. In addition, even if the Company’s results of operations, financial condition and liquidity, and the development of the industry in which it operates are consistent with the forward-looking information contained in this press release, those results or developments may not be indicative of results or developments in subsequent periods.

    Although the Company has attempted to identify important risk factors that could cause actual results to differ materially from those contained in forward-looking information, there may be other risk factors not presently known to the Company or that the Company presently believes are not material that could also cause actual results or future events to differ materially from those expressed in such forward-looking information. There can be no assurance that such information will prove to be accurate, as actual results and future events could differ materially from those anticipated in such information. Accordingly, readers should not place undue reliance on forward-looking information, which speaks only as of the date made (or as of the date they are otherwise stated to be made). Any forward-looking statement that is made in this press release speaks only as of the date of such statement.

    The MIL Network –

  • MIL-OSI United Kingdom: HPV health poster design competition launched for WHO Immunisation Week

    Source: City of Salford

    • Salford launches design a HPV vaccination poster competition for young people to support WHO Immunisation Week.
    • The HPV vaccine plays an important role in preventing cervical cancer, as almost all cases of cervical cancer are caused by HPV.
    • The poster design competition is free to enter and open to all young people aged 11 to 16 who live in Salford or attend a Salford school. 

    In a strong pledge of global public health initiatives, the World Health Organization’s (WHO) World Immunisation Week campaign, “Immunisation for All is Humanly Possible,” highlights the vital impact of vaccines in saving lives. 

    WHO recommends that at least 95% of children should be immunised against vaccine-preventable diseases targeted for elimination or control, including diphtheria, tetanus, pertussis, polio, Hib, measles, mumps, and rubella.

    Following this campaign, Salford City Council Health Protection team are working with a group of young people from across the city to take part in an exciting creative health competition to design a poster promoting the HPV vaccination in schools.

    Human papillomavirus (HPV) is the name of a very common group of viruses. Teenage boys and girl are offered the HPV vaccination at high school, in year 8.  The HPV vaccine plays an important role in preventing cervical cancer, as almost all cases of cervical cancer are caused by HPV.

    This competition aims to improve health literacy among secondary school pupils in Year 8. By involving students, we can empower them to become champions for the HPV vaccine and own the importance of protecting their health and the health of others.

    Cllr John Merry, Deputy City Mayor and Lead Member for Adult Services, Health, and Wellbeing, said: “I’m genuinely excited to see creative approaches to health, like the HPV poster competition. I encourage all children to get involved and hope more Salford high schools join our HPV School’s Education Programme.

    We have already seen excellent outcomes with flu vaccination for children aged 2 to 3 in Swinton, Pendlebury, Walkden and Little Hulton Primary Care Networks (PCN). In addition, the Salford University GP service organised vaccination catch-up clinics for students and staff, ensuring our university community remains well-protected.

    The more Salford’s public health colleagues, service providers, and key stakeholders work together to boost the immunisation rates, the greater the opportunity to reduce health inequalities and protect the whole community.”

    Councillor Arnold Saunders, Vice Chair of the Community and Neighbourhoods Scrutiny Panel, also shared: “While immunisation rates in Salford have declined since 2013, it’s encouraging to note that vaccination rates in children aged five have increased for the first time in over a decade.

    Offers of local health events and clinics in Broughton community settings, including evening and weekend sessions have increased, and means more people can now access services at the right time and right place.

    Broughton is a diverse community so programmes that educate residents and service providers about vaccinations and other health priorities are vital to encouraging higher vaccine uptake and better community health for all.”

    The HPV health poster design competition is free to enter and open to all young people aged 11 to 16 who live in Salford or attend a Salford school. 

    For information on how to enter, the prizes, and terms and conditions, visit www.salford.gov.uk/hpvposterdesign

    Submissions open on 25 April 25 and close on 16 June 2025.

    Salford City Council is committed to creating a fairer, greener, healthier and more inclusive city for all. To achieve this vision, it has set out seven interconnected priorities as the focus for our work from 2024 to 2028.

    • Good growth
    • A good home for all
    • Tackling poverty and inequality
    • Creating places where people want to live
    • A child friendly city
    • Responding to climate change
    • Healthy lives and quality of care for all.

    Find out more about our ambitions and how we intend to deliver them in our corporate plan, This is our Salford, at www.salford.gov.uk/this-is-our-salford. The plan builds on past successes and continues to find new and innovative ways to improve residents’ lives.

    Salford continues its remarkable story of transformation with already much to celebrate as a city – more well-paid jobs, new affordable and social homes, thriving local schools, award-winning green spaces, iconic infrastructure, cleaner transport, more integrated health and care and a vibrant cultural scene. 

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    Date published
    Tuesday 29 April 2025

    Press and media enquiries

    MIL OSI United Kingdom –

  • MIL-OSI Asia-Pac: President Lai meets NBR delegation  

    Source: Republic of China Taiwan

    Details
    2025-04-28
    President Lai meets Japanese Diet Member and former Minister of State for Economic Security Takaichi Sanae
    On the afternoon of April 28, President Lai Ching-te met with a delegation led by Member of the Japanese House of Representatives and former Minister of State for Economic Security Takaichi Sanae. In remarks, President Lai thanked the government of Japan for repeatedly emphasizing the importance of peace and stability across the Taiwan Strait at important international venues. The president expressed hope that in the face of China’s continually expanding red supply chains, Taiwan and Japan can continue to cooperate closely in such fields as semiconductors, energy, and AI technology to create non-red supply chains that enhance economic resilience and industrial competitiveness for both sides, and jointly pave the way for further prosperity and growth in the Indo-Pacific region. A translation of President Lai’s remarks follows: First, I would like to extend a warm welcome to Representative Takaichi as she returns for another visit to Taiwan. I am also very happy to have Members of the House of Representatives Kikawada Hitoshi and Ozaki Masanao, and Member of the House of Councillors Sato Kei all gathered together here to engage in these very important exchanges. Our visitors will be taking part in many exchange activities during this trip. Earlier today at the Indo-Pacific Strategy Thinktank’s International Political and Economic Forum, Representative Takaichi delivered a speech in which she clearly demonstrated the great importance she places upon the friendship between Taiwan and Japan. For this I want to express my deepest appreciation to each of our guests. The peoples of Taiwan and Japan have a deep friendship and mutual trust. We have a shared commitment to the universal values of democracy, freedom, and respect for human rights, but beyond that, we both have striven to contribute to regional peace and stability. I also want to thank the government of Japan for repeatedly emphasizing the importance of peace and stability across the Taiwan Strait at important international venues. Tomorrow you will all make a trip to Kaohsiung to visit a bronze statue of former Prime Minister Abe Shinzo, who once said, “If Taiwan has a problem, then Japan has a problem.” We will always remember the firm support and friendship he showed Taiwan. Since taking office last year, I have worked hard to improve Taiwan’s whole-of-society defense resilience and implement our Four Pillars of Peace action plan. By strengthening our national defense capabilities, building up economic security, demonstrating stable and principled cross-strait leadership, and deepening partnerships with democratic countries including Japan, we can together maintain peace and stability in the Indo-Pacific region and across the Taiwan Strait. At the same time, in the face of China’s continually expanding red supply chains, we hope that Taiwan and Japan, as important economic and trade partners, can continue to cooperate closely in such fields as semiconductors, energy, and AI technology to create non-red supply chains that further enhance economic resilience and industrial competitiveness for both sides. Going forward, Taiwan will work hard to play an important role in the international community and contribute its key strengths. I hope that, with the support of our guests, Taiwan can soon accede to the Comprehensive and Progressive Agreement for Trans-Pacific Partnership and sign an economic partnership agreement (EPA) with Japan so that we can jointly pave the way for further prosperity and growth in the Indo-Pacific region. Lastly, I thank each of you once again for taking concrete action to support Taiwan. I am confident that your visit will help deepen Taiwan-Japan ties and create even greater opportunities for cooperation. Let us all strive together to keep propelling Taiwan-Japan relations forward.  Representative Takaichi then delivered remarks, first thanking President Lai and Taiwanese political leaders for the warm hospitality they extended to the delegation, and mentioning that the visiting delegation members are all like-minded partners carrying on the legacy of former Prime Minister Abe. July 8 this year will mark the third anniversary of the passing of former Prime Minister Abe, she said, and when the former prime minister unfortunately passed away, President Lai, then serving as vice president, was among the first to come offer condolences, for which she expressed sincere admiration and gratitude. Representative Takaichi stated that Taiwan and Japan are island nations that face the same circumstances and problems, and that Japan’s trade activities rely heavily on ocean transport, so once a problem arises nearby that threatens maritime shipping lanes, it will be a matter of life and death for Japan. Taiwan and Japan are similar, as once a problem arises, both will face food and energy security issues, and supply chains may even be threatened, she said. Regarding Taiwan-Japan cooperation, Representative Takaichi stated that both sides must first protect and strengthen supply chain resilience. President Lai has previously said that he wants to turn Taiwan into an AI island, she said, and in semiconductors, Taiwan has the world’s leading technology. Representative Takaichi went on to say that Taiwan and Japan can collaborate in the fields of AI and semiconductors, quantum computing, and dual-use industries, as well as in areas such as drones and new energy technologies to build more resilient supply chains, so that if problems arise, we can maintain our current standard of living with peace of mind. Representative Takaichi indicated that cooperation in the defense sector is also crucial, and that by uniting like-minded countries including Taiwan, the United States, Japan, the Philippines, and Australia, and even countries in Europe, we can build a stronger network to jointly maintain our security guarantees. Representative Takaichi expressed hope that Taiwan and Japan will continue to strengthen substantive non-governmental relations, including personnel exchange visits and information sharing, so that we can jointly face and respond to crises when they arise. Regarding the hope to sign a Taiwan-Japan EPA that President Lai had mentioned earlier, she also expressed support and said she looks forward to upcoming exchanges and talks. The visiting delegation also included Japan-Taiwan Exchange Association Taipei Office Chief Representative Katayama Kazuyuki.

    Details
    2025-04-23
    President Lai delivers remarks at International Holocaust Remembrance Day event
    On the afternoon of April 23, President Lai Ching-te attended an International Holocaust Remembrance Day event and delivered remarks, in which he emphasized that peace is priceless, and war has no winners, while morality, democracy, and respect for human rights are powerful forces against violence and tyranny. The president stated that Taiwan will continue to expand cooperation with democratic partners and safeguard regional and global peace and stability, defending democracy, freedom, and human rights. He said we must never forget history, and must overcome our differences and join in solidarity to ensure that the next generations live in a world that is more just and more peaceful. Upon arriving at the event, President Lai heard a testimony from the granddaughter of a Holocaust survivor, followed by a rabbi’s recitation of the prayer “El Maleh Rachamim.” He then joined other distinguished guests in lighting candles in memory of the victims. A transcript of President Lai’s remarks follows: To begin, I want to thank the Israel Economic and Cultural Office (ISECO) in Taipei, German Institute Taipei, Taiwan Foundation for Democracy, and Ministry of Foreign Affairs for co-organizing this deeply significant memorial ceremony again this year. I also want to thank everyone for attending. We are here today to remember the victims of the Holocaust, express sympathy for the survivors, honor the brave individuals who protected the victims, and acknowledge all who were impacted by this atrocity. It was deeply moving to hear Ms. [Orly] Sela share the story of how her grandmother, Yehudit Biksz, escaped the Nazi regime. I want to thank her specially for traveling so far to attend this event. From the 1930s through World War II, the Nazi regime sought to exclude Jewish people from society. In their campaign, they perpetrated systematic genocide driven by their ideology. Policies and directives under the authoritarian Nazi regime resulted in the deaths of approximately 6 million Jews. Millions of others were persecuted, including Romani people, persons with disabilities, the gay community, and anyone who disagreed with Nazi ideology. It is one of the darkest chapters in human history. Many countries, including Taiwan, have enacted anti-massacre legislation, and observe a remembrance day each year. Those occasions help us remember the victims, preserve historical memory, and most importantly, reinforce our resolve to fight against hatred and discrimination. Twenty-three years ago, Chelujan (車路墘) Church in Tainan founded the Taiwan Holocaust Memorial Museum. It is the first Jewish museum in Taiwan, and the second Holocaust museum in Asia. Its founding mission urges us to forget hatred and love one another; put an end to war and advocate peace. Many of the exhibition items come from Jewish people, connecting Taiwan closer with Israel and helping Taiwanese better understand the experiences of Jewish people. In this way, we grow to more deeply cherish peace. When I was mayor of Tainan, I took part in an exhibition event at Chelujan Church. I was also invited by the Israeli government to join the International Mayors Conference in Israel, where I visited the World Holocaust Remembrance Center. I will never forget how deeply that experience moved me, and as a result, peace and human rights became even more important issues for me. These issues are valued by Taiwan and our friends and allies. They are also important links connecting Taiwan with the world. Peace is priceless, and war has no winners. We will continue to expand cooperation with democratic partners and safeguard regional and global peace and stability. We will also continue to make greater contributions and work with the international community to defend democracy, freedom, and human rights. This year also marks the 80th anniversary of the end of World War II. However, we still see wars raging around the world. We see a resurgence of authoritarian powers, which could severely impact global democracy, peace, and prosperous development. Today’s event allows for more than reflection on the past; it also serves as a warning for the future. We are reminded of the threats that hatred, prejudice, and extremism pose to humanity. But we are also reminded that morality, democracy, and respect for human rights are powerful forces against violence and tyranny. We must never forget history. We must overcome our differences and join in solidarity for a better future. Let’s work together to ensure that the next generations live in a world that is more just and more peaceful. Also in attendance at the event were Member of the Israeli Knesset (parliament) and Taiwan friendship group Chair Boaz Toporovsky, ISECO Representative Maya Yaron, and German Institute Taipei Deputy Director General Andreas Hofem.

    Details
    2025-04-23
    President Lai pays respects to Pope Francis  
    On the morning of April 23, President Lai Ching-te visited the Taipei Archdiocesan Curia to pay respects in a memorial ceremony for His Holiness Pope Francis. As officiant of the ceremony, President Lai burned incense and presented flowers, fruits, and wine to pay his respects to Pope Francis. At the direction of the master of ceremonies, the president then bowed three times in front of Pope Francis’s memorial portrait, conveying his grief and deep respect for the late pope. After hearing of Pope Francis’s passing on April 21, President Lai promptly requested the Ministry of Foreign Affairs to express sincere condolences from the people and government of Taiwan to the Vatican. The president also instructed Minister of Foreign Affairs Lin Chia-lung (林佳龍) to convey condolences to the Holy See’s Apostolic Nunciature in Taiwan.  

    Details
    2025-04-23
    President Lai meets US CNAS NextGen fellows
    On the morning of April 23, President Lai Ching-te met with fellows from the Shawn Brimley Next Generation National Security Leaders Program (NextGen) run by the Center for a New American Security (CNAS). In remarks, President Lai thanked the government of the United States for continuing its arms sales to Taiwan over the years, supporting Taiwan’s efforts to enhance its national defense capabilities and jointly maintaining peace and stability in the Indo-Pacific region. The president pointed out that we will promote our “Taiwan plus one” policy, that is, new arrangements for Taiwan plus the US, and form a “Taiwan investment in the US team” to expand investment and bring about even closer Taiwan-US trade cooperation, allowing us to reduce the trade deficit and generate development that benefits both sides. A translation of President Lai’s remarks follows: Ms. Michèle Flournoy, chair of the CNAS Board of Directors, is a good friend of Taiwan, and she has made major contributions to Taiwan-US relations through her long-time efforts on various aspects of our cooperation. I am happy to welcome Chair Flournoy, who is once again leading a NextGen Fellowship delegation to Taiwan. CNAS is a prominent think tank focusing on US national security and defense policy based in Washington, DC. Its NextGen Fellowship has fostered talented individuals in the fields of national security and foreign affairs. This year’s delegation is significantly larger than those of the past, demonstrating the increased importance that the next generation of US leaders attach to Taiwan. On behalf of the people of Taiwan, I extend my sincerest welcome to you all. The Taiwan Strait, an issue of importance for our guests, has become a global issue. There is a high degree of international consensus that peace and stability across the Taiwan Strait are indispensable elements in global security and prosperity. Facing military threats from China, Taiwan proposed the Four Pillars of Peace action plan. First, we are actively implementing military reforms, enhancing whole-of-society defense resilience, and working to increase our defense budget to more than 3 percent of GDP. Second, we are strengthening our economic resilience. As Taiwan’s economy must keep advancing, we can no longer put all our eggs in one basket. We are taking action to remain firmly rooted in Taiwan while expanding our global presence and marketing worldwide. In these efforts, we are already seeing results. Third, we are standing side-by-side with other democratic countries to demonstrate the strength of deterrence and achieve our goal of peace through strength. And fourth, Taiwan is willing, under the principles of parity and dignity, to conduct exchanges and cooperate with China towards achieving peace and stability in the Taiwan Strait. This April 10 marked the 46th anniversary of the enactment of the Taiwan Relations Act. We thank the US government for continuing its arms sales to Taiwan over the years, supporting Taiwan’s efforts to enhance its national defense capabilities and jointly maintaining peace and stability in the Indo-Pacific region. We look forward to Taiwan and the US continuing to strengthen collaboration on the development of both our defense industries as well as the building of non-red supply chains. This will yield even more results and further deepen our economic and trade partnership. The US is now the main destination for outbound investment from Taiwan. Moving forward, we will promote our “Taiwan plus one” policy, that is, new arrangements for Taiwan plus the US. And our government will form a “Taiwan investment in the US team” to expand investment. We hope this will bring Taiwan-US economic and trade cooperation even closer and, through mutually beneficial assistance, allow us to generate development that benefits both our sides while reducing our trade deficit. In closing, thank you once again for visiting Taiwan. We hope your trip is fruitful and leaves you with a deep impression of Taiwan. We also hope that going forward you continue supporting Taiwan and advancing even greater development for Taiwan-US ties.  Chair Flournoy then delivered remarks, first thanking President Lai for making time to receive their delegation. Referring to President Lai’s earlier remarks, she said that it is quite an impressive group, as past members of this program have gone on to become members of the US Congress, leading government experts, and leaders in the think-tank world and in the private sector. She remarked that investing in this group is a wonderful privilege for her and that they appreciate President Lai’s agreeing to take the time to engage in exchange with them. Chair Flournoy emphasized that they are visiting Taiwan at a critical moment, when there is so much change and volatility in the geostrategic environment, a lot of uncertainty, and a lot of unpredictability. She stated that given our shared values, our shared passion for democracy and human rights, and our shared interests in peace and stability in the Indo-Pacific region, this is an important time for dialogue, collaboration, and looking for additional opportunities where we can work together towards regional peace and stability.

    Details
    2025-04-18
    President Lai meets US delegation from Senate Foreign Relations Subcommittee on East Asia and the Pacific
    On the afternoon of April 18, President Lai Ching-te met with a delegation led by Senator Pete Ricketts, chairman of the United States Senate Foreign Relations Subcommittee on East Asia, the Pacific, and International Cybersecurity Policy. In remarks, President Lai said we hope to promote our Taiwan plus one policy, that is, new industrial arrangements for Taiwan plus the US, to leverage the strengths of both sides and reinforce our links in such areas as the economy, trade, and technological innovation. The president said that by deepening cooperation, Taiwan and the US will be better positioned to work together on building non-red supply chains. He said a more secure and sustainable economic and trade partnership will allow us to address the challenges posed by geopolitics, climate change, and the restructuring of global supply chains. A translation of President Lai’s remarks follows: I warmly welcome you all to Taiwan. I want to take this opportunity to especially thank Chairman Pete Ricketts and Ranking Member Chris Coons for their high regard and support for Taiwan. Chairman Ricketts has elected to visit Taiwan on his first overseas trip since taking up his new position in January. Ranking Member Coons made a dedicated trip to Taiwan in 2021 to announce a donation of COVID-19 vaccines on behalf of the US government. He also visited last May, soon after my inauguration, continuing to deepen Taiwan-US exchanges. Thanks to support from Chairman Ricketts and Ranking Member Coons, the US Congress has continued to introduce many concrete initiatives and resources to assist Taiwan through the National Defense Authorization Act and Consolidated Appropriations Act, bringing the Taiwan-US partnership even closer. For this, I want to again express my gratitude. There has long been bipartisan support in the US Congress for maintaining security in the Taiwan Strait. Faced with China’s persistent political and military intimidation, Taiwan will endeavor to reform national defense and enhance whole-of-society defense resilience. We will also make special budget allocations to ensure that our defense budget exceeds 3 percent of GDP, up from the current 2.5 percent, so as to enhance Taiwan’s self-defense capabilities. We look forward to Taiwan and the US continuing to work together to maintain peace and stability in the region. We will also promote our Taiwan plus one policy, that is, new industrial arrangements for Taiwan plus the US. We hope to leverage the strengths of both sides and reinforce our links in such areas as the economy, trade, and technological innovation, jointly promoting prosperity and development. We believe that by deepening cooperation through the Taiwan plus one policy, Taiwan and the US will be better positioned to work together on building non-red supply chains. A more secure and sustainable economic and trade partnership will allow us to address the challenges posed by geopolitics, climate change, and the restructuring of global supply chains. In closing, I wish Chairman Ricketts and Ranking Member Coons a smooth and successful visit. Chairman Ricketts then delivered remarks, first thanking President Lai for his hospitality. He said that he and his delegation have had a wonderful time meeting with government officials, industry representatives, and the team at the American Institute in Taiwan. Highlighting that Taiwan has long been a friend and partner of the US, he said their bipartisan delegation to Taiwan emphasizes long-time bipartisan support in the US Congress for Taiwan, and though administrations change, that bipartisan support remains. Chairman Ricketts stated that the US is committed to peace and stability in the Indo-Pacific and that they want to see peace across the Taiwan Strait. He also stated that the US opposes any unilateral change in the status of Taiwan and that they expect any differences between Taiwan and China to be resolved peacefully without coercion or the threat of force. To that end, he said, the US will continue to assist Taiwan in its self-defense and will also step up by bolstering its own defense capabilities, noting that there is broad consensus on this in the US Congress. Chairman Ricketts stated that they want to see Taiwan participate in international organizations and memberships where appropriate, and encourage Taiwan to reach out to current and past diplomatic allies to strengthen those bilateral relationships. He pointed out that the long economic relationship between the US and Taiwan is important for our as well as the entire world’s security and prosperity. He also noted that there are many opportunities for us to continue to grow the economic relationship that will help create more prosperity for our respective peoples and ensure that we are more secure in the world. Chairman Ricketts emphasized that they made this trip early on in the new US administration to work with Taiwan to develop three points: security, diplomatic relations, and the economy. He stated that in the face of rising aggression from communist China, the US will provide commensurate help to Taiwan in self-defense and that they will continue to provide the services and tools needed. In closing, Chairman Ricketts once again thanked President Lai for the hospitality and said he looks forward to dialogue on how we can continue these relationships. Ranking Member Coons then delivered remarks. Mentioning that their delegation also visited the Philippines on this trip, he said that there and in Taiwan, they have been focused on peace, stability, and security, and the ways for deepening and strengthening economic and security relations. He noted that 46 years ago, the US Senate passed the Taiwan Relations Act, adding that it was strongly bipartisan when enacted and that support for it is still strongly bipartisan today. Its core commitment, he said, is that the US will be engaged and will be a partner in ensuring that any dispute or challenge across the strait will be resolved peacefully, and that Taiwan will have the resources it needs for its self-defense. Ranking Member Coons said that between people, friendships are deepest and most enduring when they are based not just on interests but on values, and that the same is true between the US and Taiwan. Free press, free enterprise, free societies, democracy – these core shared values, he said, anchor our friendship and partnership, making them deeper. He remarked that they are grateful for the significant investment in the US being made by companies from Taiwan, but what anchors our partnership, in addition to these important investments and investments being made by Taiwan in its own security, are the values that mobilize our free-enterprise spirit and our commitment to free societies. In Europe in recent years, Ranking Member Coons said, an aggressive nation has tried to change boundaries and change history by force. He said that the US and dozens of countries committed to freedom have come to the aid of Ukraine to defend it, help it stabilize, and secure its future. So too in this region of the world, he added, the US and a bipartisan group in the US Senate are committed to stable, secure, peaceful relations and to deterring any unilateral effort to change the status quo by force. In closing, he said he is grateful for a chance to return to Taiwan after the pandemic and that he looks forward to our conversation, our partnership, and the important work we have in front of us. The delegation was accompanied to the Presidential Office by American Institute in Taiwan Taipei Office Director Raymond Greene.

    Details
    2025-04-06
    President Lai delivers remarks on US tariff policy response
    On April 6, President Lai Ching-te delivered recorded remarks regarding the impact of the 32 percent tariff that the United States government recently imposed on imports from Taiwan in the name of reciprocity. In his remarks, President Lai explained that the government will adopt five response strategies, including making every effort to improve reciprocal tariff rates through negotiations, adopting a support plan for affected domestic industries, adopting medium- and long-term economic development plans, forming new “Taiwan plus the US” arrangements, and launching industry listening tours. The president emphasized that as we face this latest challenge, the government and civil society will work hand in hand, and expressed hope that all parties, both ruling and opposition, will support the measures that the Executive Yuan will take to open up a broader path for Taiwan’s economy. A translation of President Lai’s remarks follows: My fellow citizens, good evening. The US government recently announced higher tariffs on countries around the world in the name of reciprocity, including imposing a 32 percent tariff on imports from Taiwan. This is bound to have a major impact on our nation. Various countries have already responded, and some have even adopted retaliatory measures. Tremendous changes in the global economy are expected. Taiwan is an export-led economy, and in facing future challenges there will inevitably be difficulties, so we must proceed carefully to turn danger into safety. During this time, I want to express gratitude to all sectors of society for providing valuable opinions, which the government regards highly, and will use as a reference to make policy decisions.  However, if we calmly and carefully analyze Taiwan’s trade with the US, we find that last year Taiwan’s exports to the US were valued at US$111.4 billion, accounting for 23.4 percent of total export value, with the other 75-plus percent of products sold worldwide to countries other than the US. Of products sold to the US, competitive ICT products and electronic components accounted for 65.4 percent. This shows that Taiwan’s economy does still have considerable resilience. As long as our response strategies are appropriate, and the public and private sectors join forces, we can reduce impacts. Please do not panic. To address the reciprocal tariffs by the US, Taiwan has no plans to adopt retaliatory tariffs. There will be no change in corporate investment commitments to the US, as long as they are consistent with national interests. But we must ensure the US clearly understands Taiwan’s contributions to US economic development. More importantly, we must actively seek to understand changes in the global economic situation, strengthen Taiwan-US industry cooperation, elevate the status of Taiwan industries in global supply chains, and with safeguarding the continued development of Taiwan’s economy as our goal, adopt the following five strategies to respond. Strategy one: Make every effort to improve reciprocal tariff rates through negotiations using the following five methods:  1. Taiwan has already formed a negotiation team led by Vice Premier Cheng Li-chiun (鄭麗君). The team includes members from the National Security Council, the Office of Trade Negotiations, and relevant Executive Yuan ministries and agencies, as well as academia and industry. Like the US-Mexico-Canada free trade agreement, negotiations on tariffs can start from Taiwan-US bilateral zero-tariff treatment. 2. To expand purchases from the US and thereby reduce the trade deficit, the Executive Yuan has already completed an inventory regarding large-scale procurement plans for agricultural, industrial, petroleum, and natural gas products, and the Ministry of National Defense has also proposed a military procurement list. All procurement plans will be actively pursued. 3. Expand investments in the US. Taiwan’s cumulative investment in the US already exceeds US$100 billion, creating approximately 400,000 jobs. In the future, in addition to increased investment in the US by Taiwan Semiconductor Manufacturing Company, other industries such as electronics, ICT, petrochemicals, and natural gas can all increase their US investments, deepening Taiwan-US industry cooperation. Taiwan’s government has helped form a “Taiwan investment in the US” team, and hopes that the US will reciprocate by forming a “US investment in Taiwan” team to bring about closer Taiwan-US trade cooperation, jointly creating a future economic golden age.  4. We must eliminate non-tariff barriers to trade. Non-tariff barriers are an indicator by which the US assesses whether a trading partner is trading fairly with the US. Therefore, we will proactively resolve longstanding non-tariff barriers so that negotiations can proceed more smoothly. 5. We must resolve two issues that have been matters of longstanding concern to the US. One regards high-tech export controls, and the other regards illegal transshipment of dumped goods, otherwise referred to as “origin washing.” Strategy two: We must adopt a plan for supporting our industries. For industries that will be affected by the tariffs, and especially traditional industries as well as micro-, small-, and medium-sized enterprises, we will provide timely and needed support and assistance. Premier Cho Jung-tai (卓榮泰) and his administrative team recently announced a package of 20 specific measures designed to address nine areas. Moving forward, the support we provide to different industries will depend on how they are affected by the tariffs, will take into account the particular features of each industry, and will help each industry innovate, upgrade, and transform. Strategy three: We must adopt medium- and long-term economic development plans. At this point in time, our government must simultaneously adopt new strategies for economic and industrial development. This is also the fundamental path to solutions for future economic challenges. The government will proactively cooperate with friends and allies, develop a diverse range of markets, and achieve closer integration of entities in the upper, middle, and lower reaches of industrial supply chains. This course of action will make Taiwan’s industrial ecosystem more complete, and will help Taiwanese industries upgrade and transform. We must also make good use of the competitive advantages we possess in such areas as semiconductor manufacturing, integrated chip design, ICT, and smart manufacturing to build Taiwan into an AI island, and promote relevant applications for food, clothing, housing, and transportation, as well as military, security and surveillance, next-generation communications, and the medical and health and wellness industries as we advance toward a smarter, more sustainable, and more prosperous new Taiwan. Strategy four: “Taiwan plus one,” i.e., new “Taiwan plus the US” arrangements: While staying firmly rooted in Taiwan, our enterprises are expanding their global presence and marketing worldwide. This has been our national economic development strategy, and the most important aspect is maintaining a solid base here in Taiwan. We absolutely must maintain a solid footing, and cannot allow the present strife to cause us to waver. Therefore, our government will incentivize investments, carry out deregulation, and continue to improve Taiwan’s investment climate by actively resolving problems involving access to water, electricity, land, human resources, and professional talent. This will enable corporations to stay in Taiwan and continue investing here. In addition, we must also help the overseas manufacturing facilities of offshore Taiwanese businesses to make necessary adjustments to support our “Taiwan plus one” policy, in that our national economic development strategy will be adjusted as follows: to stay firmly rooted in Taiwan while expanding our global presence, strengthening US ties, and marketing worldwide. We intend to make use of the new state of supply chains to strengthen cooperation between Taiwanese and US industries, and gain further access to US markets. Strategy five: Launch industry listening tours: All industrial firms, regardless of sector or size, will be affected to some degree once the US reciprocal tariffs go into effect. The administrative teams led by myself and Premier Cho will hear out industry concerns so that we can quickly resolve problems and make sure policies meet actual needs. My fellow citizens, over the past half-century and more, Taiwan has been through two energy crises, the Asian financial crisis, the global financial crisis, and pandemics. We have been able to not only withstand one test after another, but even turn crises into opportunities. The Taiwanese economy has emerged from these crises stronger and more resilient than ever. As we face this latest challenge, the government and civil society will work hand in hand, and I hope that all parties in the legislature, both ruling and opposition, will support the measures that the Executive Yuan will take to open up a broader path for Taiwan’s economy. Let us join together and give it our all. Thank you.

    MIL OSI Asia Pacific News –

  • MIL-OSI Asia-Pac: President Lai meets Japanese Diet Member and former Minister of State for Economic Security Takaichi Sanae

    Source: Republic of China Taiwan

    Details
    2025-04-23
    President Lai delivers remarks at International Holocaust Remembrance Day event
    On the afternoon of April 23, President Lai Ching-te attended an International Holocaust Remembrance Day event and delivered remarks, in which he emphasized that peace is priceless, and war has no winners, while morality, democracy, and respect for human rights are powerful forces against violence and tyranny. The president stated that Taiwan will continue to expand cooperation with democratic partners and safeguard regional and global peace and stability, defending democracy, freedom, and human rights. He said we must never forget history, and must overcome our differences and join in solidarity to ensure that the next generations live in a world that is more just and more peaceful. Upon arriving at the event, President Lai heard a testimony from the granddaughter of a Holocaust survivor, followed by a rabbi’s recitation of the prayer “El Maleh Rachamim.” He then joined other distinguished guests in lighting candles in memory of the victims. A transcript of President Lai’s remarks follows: To begin, I want to thank the Israel Economic and Cultural Office (ISECO) in Taipei, German Institute Taipei, Taiwan Foundation for Democracy, and Ministry of Foreign Affairs for co-organizing this deeply significant memorial ceremony again this year. I also want to thank everyone for attending. We are here today to remember the victims of the Holocaust, express sympathy for the survivors, honor the brave individuals who protected the victims, and acknowledge all who were impacted by this atrocity. It was deeply moving to hear Ms. [Orly] Sela share the story of how her grandmother, Yehudit Biksz, escaped the Nazi regime. I want to thank her specially for traveling so far to attend this event. From the 1930s through World War II, the Nazi regime sought to exclude Jewish people from society. In their campaign, they perpetrated systematic genocide driven by their ideology. Policies and directives under the authoritarian Nazi regime resulted in the deaths of approximately 6 million Jews. Millions of others were persecuted, including Romani people, persons with disabilities, the gay community, and anyone who disagreed with Nazi ideology. It is one of the darkest chapters in human history. Many countries, including Taiwan, have enacted anti-massacre legislation, and observe a remembrance day each year. Those occasions help us remember the victims, preserve historical memory, and most importantly, reinforce our resolve to fight against hatred and discrimination. Twenty-three years ago, Chelujan (車路墘) Church in Tainan founded the Taiwan Holocaust Memorial Museum. It is the first Jewish museum in Taiwan, and the second Holocaust museum in Asia. Its founding mission urges us to forget hatred and love one another; put an end to war and advocate peace. Many of the exhibition items come from Jewish people, connecting Taiwan closer with Israel and helping Taiwanese better understand the experiences of Jewish people. In this way, we grow to more deeply cherish peace. When I was mayor of Tainan, I took part in an exhibition event at Chelujan Church. I was also invited by the Israeli government to join the International Mayors Conference in Israel, where I visited the World Holocaust Remembrance Center. I will never forget how deeply that experience moved me, and as a result, peace and human rights became even more important issues for me. These issues are valued by Taiwan and our friends and allies. They are also important links connecting Taiwan with the world. Peace is priceless, and war has no winners. We will continue to expand cooperation with democratic partners and safeguard regional and global peace and stability. We will also continue to make greater contributions and work with the international community to defend democracy, freedom, and human rights. This year also marks the 80th anniversary of the end of World War II. However, we still see wars raging around the world. We see a resurgence of authoritarian powers, which could severely impact global democracy, peace, and prosperous development. Today’s event allows for more than reflection on the past; it also serves as a warning for the future. We are reminded of the threats that hatred, prejudice, and extremism pose to humanity. But we are also reminded that morality, democracy, and respect for human rights are powerful forces against violence and tyranny. We must never forget history. We must overcome our differences and join in solidarity for a better future. Let’s work together to ensure that the next generations live in a world that is more just and more peaceful. Also in attendance at the event were Member of the Israeli Knesset (parliament) and Taiwan friendship group Chair Boaz Toporovsky, ISECO Representative Maya Yaron, and German Institute Taipei Deputy Director General Andreas Hofem.

    Details
    2025-04-23
    President Lai pays respects to Pope Francis  
    On the morning of April 23, President Lai Ching-te visited the Taipei Archdiocesan Curia to pay respects in a memorial ceremony for His Holiness Pope Francis. As officiant of the ceremony, President Lai burned incense and presented flowers, fruits, and wine to pay his respects to Pope Francis. At the direction of the master of ceremonies, the president then bowed three times in front of Pope Francis’s memorial portrait, conveying his grief and deep respect for the late pope. After hearing of Pope Francis’s passing on April 21, President Lai promptly requested the Ministry of Foreign Affairs to express sincere condolences from the people and government of Taiwan to the Vatican. The president also instructed Minister of Foreign Affairs Lin Chia-lung (林佳龍) to convey condolences to the Holy See’s Apostolic Nunciature in Taiwan.  

    Details
    2025-04-23
    President Lai meets US CNAS NextGen fellows
    On the morning of April 23, President Lai Ching-te met with fellows from the Shawn Brimley Next Generation National Security Leaders Program (NextGen) run by the Center for a New American Security (CNAS). In remarks, President Lai thanked the government of the United States for continuing its arms sales to Taiwan over the years, supporting Taiwan’s efforts to enhance its national defense capabilities and jointly maintaining peace and stability in the Indo-Pacific region. The president pointed out that we will promote our “Taiwan plus one” policy, that is, new arrangements for Taiwan plus the US, and form a “Taiwan investment in the US team” to expand investment and bring about even closer Taiwan-US trade cooperation, allowing us to reduce the trade deficit and generate development that benefits both sides. A translation of President Lai’s remarks follows: Ms. Michèle Flournoy, chair of the CNAS Board of Directors, is a good friend of Taiwan, and she has made major contributions to Taiwan-US relations through her long-time efforts on various aspects of our cooperation. I am happy to welcome Chair Flournoy, who is once again leading a NextGen Fellowship delegation to Taiwan. CNAS is a prominent think tank focusing on US national security and defense policy based in Washington, DC. Its NextGen Fellowship has fostered talented individuals in the fields of national security and foreign affairs. This year’s delegation is significantly larger than those of the past, demonstrating the increased importance that the next generation of US leaders attach to Taiwan. On behalf of the people of Taiwan, I extend my sincerest welcome to you all. The Taiwan Strait, an issue of importance for our guests, has become a global issue. There is a high degree of international consensus that peace and stability across the Taiwan Strait are indispensable elements in global security and prosperity. Facing military threats from China, Taiwan proposed the Four Pillars of Peace action plan. First, we are actively implementing military reforms, enhancing whole-of-society defense resilience, and working to increase our defense budget to more than 3 percent of GDP. Second, we are strengthening our economic resilience. As Taiwan’s economy must keep advancing, we can no longer put all our eggs in one basket. We are taking action to remain firmly rooted in Taiwan while expanding our global presence and marketing worldwide. In these efforts, we are already seeing results. Third, we are standing side-by-side with other democratic countries to demonstrate the strength of deterrence and achieve our goal of peace through strength. And fourth, Taiwan is willing, under the principles of parity and dignity, to conduct exchanges and cooperate with China towards achieving peace and stability in the Taiwan Strait. This April 10 marked the 46th anniversary of the enactment of the Taiwan Relations Act. We thank the US government for continuing its arms sales to Taiwan over the years, supporting Taiwan’s efforts to enhance its national defense capabilities and jointly maintaining peace and stability in the Indo-Pacific region. We look forward to Taiwan and the US continuing to strengthen collaboration on the development of both our defense industries as well as the building of non-red supply chains. This will yield even more results and further deepen our economic and trade partnership. The US is now the main destination for outbound investment from Taiwan. Moving forward, we will promote our “Taiwan plus one” policy, that is, new arrangements for Taiwan plus the US. And our government will form a “Taiwan investment in the US team” to expand investment. We hope this will bring Taiwan-US economic and trade cooperation even closer and, through mutually beneficial assistance, allow us to generate development that benefits both our sides while reducing our trade deficit. In closing, thank you once again for visiting Taiwan. We hope your trip is fruitful and leaves you with a deep impression of Taiwan. We also hope that going forward you continue supporting Taiwan and advancing even greater development for Taiwan-US ties.  Chair Flournoy then delivered remarks, first thanking President Lai for making time to receive their delegation. Referring to President Lai’s earlier remarks, she said that it is quite an impressive group, as past members of this program have gone on to become members of the US Congress, leading government experts, and leaders in the think-tank world and in the private sector. She remarked that investing in this group is a wonderful privilege for her and that they appreciate President Lai’s agreeing to take the time to engage in exchange with them. Chair Flournoy emphasized that they are visiting Taiwan at a critical moment, when there is so much change and volatility in the geostrategic environment, a lot of uncertainty, and a lot of unpredictability. She stated that given our shared values, our shared passion for democracy and human rights, and our shared interests in peace and stability in the Indo-Pacific region, this is an important time for dialogue, collaboration, and looking for additional opportunities where we can work together towards regional peace and stability.

    Details
    2025-04-18
    President Lai meets US delegation from Senate Foreign Relations Subcommittee on East Asia and the Pacific
    On the afternoon of April 18, President Lai Ching-te met with a delegation led by Senator Pete Ricketts, chairman of the United States Senate Foreign Relations Subcommittee on East Asia, the Pacific, and International Cybersecurity Policy. In remarks, President Lai said we hope to promote our Taiwan plus one policy, that is, new industrial arrangements for Taiwan plus the US, to leverage the strengths of both sides and reinforce our links in such areas as the economy, trade, and technological innovation. The president said that by deepening cooperation, Taiwan and the US will be better positioned to work together on building non-red supply chains. He said a more secure and sustainable economic and trade partnership will allow us to address the challenges posed by geopolitics, climate change, and the restructuring of global supply chains. A translation of President Lai’s remarks follows: I warmly welcome you all to Taiwan. I want to take this opportunity to especially thank Chairman Pete Ricketts and Ranking Member Chris Coons for their high regard and support for Taiwan. Chairman Ricketts has elected to visit Taiwan on his first overseas trip since taking up his new position in January. Ranking Member Coons made a dedicated trip to Taiwan in 2021 to announce a donation of COVID-19 vaccines on behalf of the US government. He also visited last May, soon after my inauguration, continuing to deepen Taiwan-US exchanges. Thanks to support from Chairman Ricketts and Ranking Member Coons, the US Congress has continued to introduce many concrete initiatives and resources to assist Taiwan through the National Defense Authorization Act and Consolidated Appropriations Act, bringing the Taiwan-US partnership even closer. For this, I want to again express my gratitude. There has long been bipartisan support in the US Congress for maintaining security in the Taiwan Strait. Faced with China’s persistent political and military intimidation, Taiwan will endeavor to reform national defense and enhance whole-of-society defense resilience. We will also make special budget allocations to ensure that our defense budget exceeds 3 percent of GDP, up from the current 2.5 percent, so as to enhance Taiwan’s self-defense capabilities. We look forward to Taiwan and the US continuing to work together to maintain peace and stability in the region. We will also promote our Taiwan plus one policy, that is, new industrial arrangements for Taiwan plus the US. We hope to leverage the strengths of both sides and reinforce our links in such areas as the economy, trade, and technological innovation, jointly promoting prosperity and development. We believe that by deepening cooperation through the Taiwan plus one policy, Taiwan and the US will be better positioned to work together on building non-red supply chains. A more secure and sustainable economic and trade partnership will allow us to address the challenges posed by geopolitics, climate change, and the restructuring of global supply chains. In closing, I wish Chairman Ricketts and Ranking Member Coons a smooth and successful visit. Chairman Ricketts then delivered remarks, first thanking President Lai for his hospitality. He said that he and his delegation have had a wonderful time meeting with government officials, industry representatives, and the team at the American Institute in Taiwan. Highlighting that Taiwan has long been a friend and partner of the US, he said their bipartisan delegation to Taiwan emphasizes long-time bipartisan support in the US Congress for Taiwan, and though administrations change, that bipartisan support remains. Chairman Ricketts stated that the US is committed to peace and stability in the Indo-Pacific and that they want to see peace across the Taiwan Strait. He also stated that the US opposes any unilateral change in the status of Taiwan and that they expect any differences between Taiwan and China to be resolved peacefully without coercion or the threat of force. To that end, he said, the US will continue to assist Taiwan in its self-defense and will also step up by bolstering its own defense capabilities, noting that there is broad consensus on this in the US Congress. Chairman Ricketts stated that they want to see Taiwan participate in international organizations and memberships where appropriate, and encourage Taiwan to reach out to current and past diplomatic allies to strengthen those bilateral relationships. He pointed out that the long economic relationship between the US and Taiwan is important for our as well as the entire world’s security and prosperity. He also noted that there are many opportunities for us to continue to grow the economic relationship that will help create more prosperity for our respective peoples and ensure that we are more secure in the world. Chairman Ricketts emphasized that they made this trip early on in the new US administration to work with Taiwan to develop three points: security, diplomatic relations, and the economy. He stated that in the face of rising aggression from communist China, the US will provide commensurate help to Taiwan in self-defense and that they will continue to provide the services and tools needed. In closing, Chairman Ricketts once again thanked President Lai for the hospitality and said he looks forward to dialogue on how we can continue these relationships. Ranking Member Coons then delivered remarks. Mentioning that their delegation also visited the Philippines on this trip, he said that there and in Taiwan, they have been focused on peace, stability, and security, and the ways for deepening and strengthening economic and security relations. He noted that 46 years ago, the US Senate passed the Taiwan Relations Act, adding that it was strongly bipartisan when enacted and that support for it is still strongly bipartisan today. Its core commitment, he said, is that the US will be engaged and will be a partner in ensuring that any dispute or challenge across the strait will be resolved peacefully, and that Taiwan will have the resources it needs for its self-defense. Ranking Member Coons said that between people, friendships are deepest and most enduring when they are based not just on interests but on values, and that the same is true between the US and Taiwan. Free press, free enterprise, free societies, democracy – these core shared values, he said, anchor our friendship and partnership, making them deeper. He remarked that they are grateful for the significant investment in the US being made by companies from Taiwan, but what anchors our partnership, in addition to these important investments and investments being made by Taiwan in its own security, are the values that mobilize our free-enterprise spirit and our commitment to free societies. In Europe in recent years, Ranking Member Coons said, an aggressive nation has tried to change boundaries and change history by force. He said that the US and dozens of countries committed to freedom have come to the aid of Ukraine to defend it, help it stabilize, and secure its future. So too in this region of the world, he added, the US and a bipartisan group in the US Senate are committed to stable, secure, peaceful relations and to deterring any unilateral effort to change the status quo by force. In closing, he said he is grateful for a chance to return to Taiwan after the pandemic and that he looks forward to our conversation, our partnership, and the important work we have in front of us. The delegation was accompanied to the Presidential Office by American Institute in Taiwan Taipei Office Director Raymond Greene.

    Details
    2025-04-17
    President Lai meets New Zealand delegation from All-Party Parliamentary Group on Taiwan  
    On the morning of April 17, President Lai Ching-te met with a delegation from New Zealand’s All-Party Parliamentary Group on Taiwan. In remarks, President Lai thanked the government of New Zealand for reiterating the importance of peace and stability across the Taiwan Strait on multiple occasions since last year. He also stated that this year, the Taiwan-New Zealand economic cooperation agreement (ANZTEC) is being implemented in its complete form. The president expressed hope that deeper collaboration in such fields as smart agriculture, food manufacturing, biomedicine, the digital economy, and clean energy, as well as exchanges among our indigenous peoples, will allow our economies and industries to continue evolving as they adapt to the challenges arising from global changes. A translation of President Lai’s remarks follows: I extend a warm welcome to all of our guests. New Zealand’s All-Party Parliamentary Group on Taiwan was established in 2023, marking a significant milestone in the deepening of Taiwan-New Zealand relations. I would like to thank Members of Parliament Stuart Smith and Tangi Utikere for leading this delegation, and thank all our guests for demonstrating support for Taiwan through action. We currently face a rapidly changing international landscape. Authoritarian regimes continue to converge and expand. Democracies must actively cooperate and jointly safeguard peace, stability, and the prosperous development of the Indo-Pacific region. Since last year, the government of New Zealand has on multiple occasions reiterated the importance of peace and stability across the Taiwan Strait. On behalf of the people of Taiwan, I would like to express our sincere gratitude for these statements and demonstrations of support. This year, ANZTEC is being implemented in its complete form. We look forward to exploring even more diverse markets with New Zealand. Deeper collaboration in such fields as smart agriculture, food manufacturing, biomedicine, the digital economy, and clean energy, as well as exchanges among indigenous peoples, will allow our economies and industries to continue evolving as they adapt to the challenges arising from global changes. Taiwan and New Zealand share the universal values of democracy, freedom, and respect for human rights, and parliamentary diplomacy is a tradition practiced by democracies around the world. Looking ahead, our parliamentary exchanges and mutual visits are bound to become more frequent. This will enable us to explore even more opportunities for cooperation and further deepen and solidify the democratic partnership between Taiwan and New Zealand. Thank you once again for making the long journey to visit us. I wish you a fruitful and successful trip. I also hope that everyone can take time to see more of Taiwan, try our local cuisine, and learn more about our culture. I hope our guests will fall in love with Taiwan. MP Smith then delivered remarks, saying that it is a great pleasure and an honor to be received by President Lai. The MP, noting that President Lai already covered many of the points he planned to make, went on to say that New Zealand and Taiwan share many values. He indicated that both are trading nations that rely on easy access for imports and exports, and that is why freedom of navigation is so important. That is why New Zealand had a naval vessel sail through the Taiwan Strait, he said, to underline the importance of freedom of navigation and our mutual security. MP Smith said that they look forward to building stronger relationships and enhancing the trade between our two nations. He added that New Zealand has much to offer in the field of geothermal energy to assist Taiwan, and mentioned that New Zealand is third largest in terms of the number of rocket launchers for satellites, which could assist Taiwan with communications in the future. New Zealand has other products as well, he said, but looks for assistance from Taiwan’s technology and technological sector. Lastly, MP Smith stated that he looks forward to a long and prosperous relationship between Taiwan and New Zealand. MP Utikere then delivered remarks, indicating that like Taiwan, New Zealand is a nation that is surrounded by ocean, which means that they rely on strong partnerships with communities of interest all around the globe. He said that the all-party parliamentary friendship group that was established and that they are a part of goes a long way in ensuring that a secure relationship between our two parliaments can continue to prosper. The MP also thanked Taiwan’s Representative to New Zealand Joanne Ou (歐江安) and her team for their work, which has ensured the success of the delegation’s visit. He said that the delegation experienced meetings with ministers in Taiwan’s government, members of the legislature, and those from the non-government organization sector as well. He also said that they enjoyed the opportunity to visit Wulai, and that the strength of the connections between the indigenous peoples of Taiwan and the indigenous peoples of Aotearoa New Zealand is something that certainly landed with members of the delegation. MP Utikere noted that he will take up President Lai’s offer on experiencing more of Taiwan, and will spend a few extra days in Tainan, which he understands has a very special place in the president’s heart, adding that he looks forward to his time and experiences there. The MP concluded his remarks by saying that this will be a relationship that continues to go from strength to strength. After their remarks, the New Zealand delegation sang the Māori song “Tutira Mai Nga Iwi” to extend best wishes to Taiwan. Also in attendance at the meeting were New Zealand Members of Parliament Jamie Arbuckle, Greg Fleming, Hamish Campbell, Cameron Luxton, and Helen White.  

    Details
    2025-04-06
    President Lai delivers remarks on US tariff policy response
    On April 6, President Lai Ching-te delivered recorded remarks regarding the impact of the 32 percent tariff that the United States government recently imposed on imports from Taiwan in the name of reciprocity. In his remarks, President Lai explained that the government will adopt five response strategies, including making every effort to improve reciprocal tariff rates through negotiations, adopting a support plan for affected domestic industries, adopting medium- and long-term economic development plans, forming new “Taiwan plus the US” arrangements, and launching industry listening tours. The president emphasized that as we face this latest challenge, the government and civil society will work hand in hand, and expressed hope that all parties, both ruling and opposition, will support the measures that the Executive Yuan will take to open up a broader path for Taiwan’s economy. A translation of President Lai’s remarks follows: My fellow citizens, good evening. The US government recently announced higher tariffs on countries around the world in the name of reciprocity, including imposing a 32 percent tariff on imports from Taiwan. This is bound to have a major impact on our nation. Various countries have already responded, and some have even adopted retaliatory measures. Tremendous changes in the global economy are expected. Taiwan is an export-led economy, and in facing future challenges there will inevitably be difficulties, so we must proceed carefully to turn danger into safety. During this time, I want to express gratitude to all sectors of society for providing valuable opinions, which the government regards highly, and will use as a reference to make policy decisions.  However, if we calmly and carefully analyze Taiwan’s trade with the US, we find that last year Taiwan’s exports to the US were valued at US$111.4 billion, accounting for 23.4 percent of total export value, with the other 75-plus percent of products sold worldwide to countries other than the US. Of products sold to the US, competitive ICT products and electronic components accounted for 65.4 percent. This shows that Taiwan’s economy does still have considerable resilience. As long as our response strategies are appropriate, and the public and private sectors join forces, we can reduce impacts. Please do not panic. To address the reciprocal tariffs by the US, Taiwan has no plans to adopt retaliatory tariffs. There will be no change in corporate investment commitments to the US, as long as they are consistent with national interests. But we must ensure the US clearly understands Taiwan’s contributions to US economic development. More importantly, we must actively seek to understand changes in the global economic situation, strengthen Taiwan-US industry cooperation, elevate the status of Taiwan industries in global supply chains, and with safeguarding the continued development of Taiwan’s economy as our goal, adopt the following five strategies to respond. Strategy one: Make every effort to improve reciprocal tariff rates through negotiations using the following five methods:  1. Taiwan has already formed a negotiation team led by Vice Premier Cheng Li-chiun (鄭麗君). The team includes members from the National Security Council, the Office of Trade Negotiations, and relevant Executive Yuan ministries and agencies, as well as academia and industry. Like the US-Mexico-Canada free trade agreement, negotiations on tariffs can start from Taiwan-US bilateral zero-tariff treatment. 2. To expand purchases from the US and thereby reduce the trade deficit, the Executive Yuan has already completed an inventory regarding large-scale procurement plans for agricultural, industrial, petroleum, and natural gas products, and the Ministry of National Defense has also proposed a military procurement list. All procurement plans will be actively pursued. 3. Expand investments in the US. Taiwan’s cumulative investment in the US already exceeds US$100 billion, creating approximately 400,000 jobs. In the future, in addition to increased investment in the US by Taiwan Semiconductor Manufacturing Company, other industries such as electronics, ICT, petrochemicals, and natural gas can all increase their US investments, deepening Taiwan-US industry cooperation. Taiwan’s government has helped form a “Taiwan investment in the US” team, and hopes that the US will reciprocate by forming a “US investment in Taiwan” team to bring about closer Taiwan-US trade cooperation, jointly creating a future economic golden age.  4. We must eliminate non-tariff barriers to trade. Non-tariff barriers are an indicator by which the US assesses whether a trading partner is trading fairly with the US. Therefore, we will proactively resolve longstanding non-tariff barriers so that negotiations can proceed more smoothly. 5. We must resolve two issues that have been matters of longstanding concern to the US. One regards high-tech export controls, and the other regards illegal transshipment of dumped goods, otherwise referred to as “origin washing.” Strategy two: We must adopt a plan for supporting our industries. For industries that will be affected by the tariffs, and especially traditional industries as well as micro-, small-, and medium-sized enterprises, we will provide timely and needed support and assistance. Premier Cho Jung-tai (卓榮泰) and his administrative team recently announced a package of 20 specific measures designed to address nine areas. Moving forward, the support we provide to different industries will depend on how they are affected by the tariffs, will take into account the particular features of each industry, and will help each industry innovate, upgrade, and transform. Strategy three: We must adopt medium- and long-term economic development plans. At this point in time, our government must simultaneously adopt new strategies for economic and industrial development. This is also the fundamental path to solutions for future economic challenges. The government will proactively cooperate with friends and allies, develop a diverse range of markets, and achieve closer integration of entities in the upper, middle, and lower reaches of industrial supply chains. This course of action will make Taiwan’s industrial ecosystem more complete, and will help Taiwanese industries upgrade and transform. We must also make good use of the competitive advantages we possess in such areas as semiconductor manufacturing, integrated chip design, ICT, and smart manufacturing to build Taiwan into an AI island, and promote relevant applications for food, clothing, housing, and transportation, as well as military, security and surveillance, next-generation communications, and the medical and health and wellness industries as we advance toward a smarter, more sustainable, and more prosperous new Taiwan. Strategy four: “Taiwan plus one,” i.e., new “Taiwan plus the US” arrangements: While staying firmly rooted in Taiwan, our enterprises are expanding their global presence and marketing worldwide. This has been our national economic development strategy, and the most important aspect is maintaining a solid base here in Taiwan. We absolutely must maintain a solid footing, and cannot allow the present strife to cause us to waver. Therefore, our government will incentivize investments, carry out deregulation, and continue to improve Taiwan’s investment climate by actively resolving problems involving access to water, electricity, land, human resources, and professional talent. This will enable corporations to stay in Taiwan and continue investing here. In addition, we must also help the overseas manufacturing facilities of offshore Taiwanese businesses to make necessary adjustments to support our “Taiwan plus one” policy, in that our national economic development strategy will be adjusted as follows: to stay firmly rooted in Taiwan while expanding our global presence, strengthening US ties, and marketing worldwide. We intend to make use of the new state of supply chains to strengthen cooperation between Taiwanese and US industries, and gain further access to US markets. Strategy five: Launch industry listening tours: All industrial firms, regardless of sector or size, will be affected to some degree once the US reciprocal tariffs go into effect. The administrative teams led by myself and Premier Cho will hear out industry concerns so that we can quickly resolve problems and make sure policies meet actual needs. My fellow citizens, over the past half-century and more, Taiwan has been through two energy crises, the Asian financial crisis, the global financial crisis, and pandemics. We have been able to not only withstand one test after another, but even turn crises into opportunities. The Taiwanese economy has emerged from these crises stronger and more resilient than ever. As we face this latest challenge, the government and civil society will work hand in hand, and I hope that all parties in the legislature, both ruling and opposition, will support the measures that the Executive Yuan will take to open up a broader path for Taiwan’s economy. Let us join together and give it our all. Thank you.

    MIL OSI Asia Pacific News –

  • MIL-OSI: Annual report and financial statements for the period ended 31 December 2024

    Source: GlobeNewswire (MIL-OSI)

    OCTOPUS FUTURE GENERATIONS VCT PLC

    Annual report and financial statements for the period ended 31 December 2024

    Octopus Future Generations VCT plc (‘Future Generations VCT’ or the ‘Company’) is backing businesses that aim to address some of society’s biggest challenges, providing an opportunity for investors to share in the growth of ambitious, purpose‑driven companies.

    The Company is managed by Octopus AIF Management Limited (the ‘Manager’), which has delegated investment management to Octopus Investments Limited (‘Octopus’ or ‘Portfolio Manager’) via its investment team Octopus Ventures.

    Chair’s statement

    I am pleased to present the financial report and audited accounts for the Company for the 18 months to 31 December 2024.

    I would like to welcome all of our new shareholders to the Company. Future Generations VCT invests in exciting early-stage companies which aspire to address current environmental and societal issues. In 2023, the Board reviewed and approved a proposal to move the Company’s year end from 30 June to 31 December. As a result, shareholders are receiving this annual report covering an extended 18-month period and will thereafter receive a half-year report as at June, and annual report and audited financial statements for the years ending December thereafter.

    The NAV per share at 31 December 2024 was 88.8p, which represents a net decrease of 5.5p per share from 30 June 2023. In the 18 months to 31 December 2024, we utilised £10.1 million of our cash resources, including £8.2 million which was invested into 16 new and follow‑on opportunities. The cash balance of £20.1 million (excluding cash awaiting allotment) as at 31 December 2024 represents 42% of net assets at that date. The loss made in the period to 31 December 2024 was £2.9 million. This decline is reflective of some company specific performance challenges and the difficult funding conditions in the early-stage space which have led to downward movements in some valuations. Given the Company is still a relatively young VCT, many of its portfolio companies are at the beginning of their journey and will likely require further funding to succeed, so it is to be expected to see under performance or even failures before any growth in value of companies which are ultimately successful. The decline is also accentuated by the running costs of the Company exceeding returns from investments, which is to be anticipated at this stage.

    We look forward to deploying further capital into attractive new investment opportunities, and we ultimately intend the profile of the Company to comprise 80% to 90% in VCT qualifying investments and 10% to 20% in permitted non-VCT qualifying investments or cash.

    Fundraise
    We raised £3.6 million in the fundraise which closed on 31 October 2024. The 2023/2024 VCT fundraise market was highly competitive, ranking as the third highest on record with £882 million raised. In this environment, newer VCTs such as ours faced challenges in raising funds, as we compete with more established funds.

    On 3 February 2025, to further support the Company’s growth, the Board launched an initial offer to raise up to £5 million. The offer closed for new applications on 1 April 2025 for the 2024/2025 tax year having successfully raised £5.0 million.

    As investors will be aware, the intention is to invest in businesses which meet one of three key themes, which we hope will demonstrate excellent investment prospects as well as having the potential to transform the world we live in for the better.

    VCT status
    In November 2023, a ten-year extension was announced to the ‘sunset clause’ (a retirement date for the VCT scheme), meaning that VCT tax reliefs will be available until 5 April 2035. This extension passed through Parliament in February 2024 and on 3 September 2024 His Majesty’s Treasury brought the extension into effect through The Finance Act 2024.

    Board of Directors
    As announced in the half-yearly report to 31 December 2023, Emma Davies announced her retirement from the Board of Directors with effect from 31 March 2024 and Ajay Chowdhury was appointed with effect from 1 March 2024 and was elected by shareholders at the Annual General Meeting (AGM) held in December. We are already benefiting from his extensive experience in the early-stage venture ecosystem.

    All the other Directors have indicated their willingness to remain on the Board and will be seeking re-election at the AGM.

    Portfolio Manager
    In September 2024, Octopus Titan VCT PLC, a fund which the Company has co-invested alongside to date, announced a review of strategy, due to the ongoing performance issues it has faced. This review (which benefits from independent external advice) is ongoing, and when concluded, the results will be shared with the Board of the Company and via any public announcements that the Board of Octopus Titan VCT PLC may make.

    During this period, the investment team has prioritised much of its resource towards those portfolio companies which they believe have the potential to drive the greatest returns. This has affected your Company’s investment rate into new opportunities.

    In the meantime, there have been a significant number of leavers from the broader Octopus Ventures team which invests capital from both the Company and other funds under management. Simon King, Octopus’ Lead Fund Manager for Future Generations, has unfortunately resigned to pursue a new opportunity after 13 years with Octopus. He will continue to take an active role as Lead Fund Manager of the Company until late summer. I would like to take this opportunity to thank Simon for his contribution and to wish him well for the future. We will provide you with updates in due course regarding his potential successor.

    Erin Platts was appointed as new Chief Executive Officer (CEO) of Octopus Ventures in January 2025. Previously, she was CEO of HSBC Innovation Banking UK, formerly Silicon Valley Bank UK and worked at the heart of the UK and European tech ecosystem. Erin will be looking to scale the Octopus Ventures business, including ensuring there is appropriate investment and portfolio management resource to support the ongoing success of the Company.

    AGM
    The AGM will take place on 4 June 2025 from 10am and will be held at 33 Holborn, London EC1N 2HT. Full details of the business to be conducted at the AGM are given in the Notice of the AGM. We will have a Portfolio Manager’s update at the AGM, supported by a filmed update from the Portfolio Manager which will be available on the website at www.octopusinvestments.com/futuregenvct/.

    Shareholders’ views are important, and the Board encourages shareholders to vote on the resolutions within the Notice of the AGM using the proxy form, or electronically at www.investorcentre.co.uk/eproxy. The Board has carefully considered the business to be approved at the AGM and recommends shareholders to vote in favour of all the resolutions being proposed, as the Board will be doing.

    Outlook
    In the 18-month reporting period, the sharpest decline in NAV was seen in the first half of 2024 with a 7.1% drop. This was reflective of some of the portfolio companies struggling to scale, secure customer wins and successfully fundraise, meaning they were not achieving the milestones set at the time the Company invested. With companies not able to prove their business models, we will unfortunately see some fail. The Board is mindful that such performance is not an unusual outcome for a VCT at this stage of its investment life cycle, with any failures likely preceding valuation growth which is usually expected once the portfolio matures. The portfolio has been operating in a volatile macro environment since the Company launched and global geo-political and economic pressures continue to hamper some of their growth plans. However, we are satisfied to see a stabilisation in the NAV, with the portfolio showing a positive return in the six months from June to December 2024.

    The Mergers and Acquisitions (M&A) environment has started to thaw with startups experiencing the highest annual M&A transaction levels since 2019¹. We are delighted to have been able to realise the Company’s first full and partial exits in the reporting period. These exits within just three years of launch we hope provide validation of Future Generations VCT’s investment strategy, demonstrating the ability of Octopus to identify and back high-potential companies while delivering early returns to the VCT and brings confidence that it is well positioned to generate long-term, sustainable value for shareholders.

    The long-term target is to pay an annual dividend of 5% of the NAV. However, given the expected holding period of target portfolio companies and restrictions imposed on VCTs, it is very unlikely that the Company will be able to pay dividends before 2026. During this time, any growth in value will increase the net asset value of the Company. Dividends are likely to be generated from successful exits, so the Company is unlikely to pay significant dividends until more portfolio companies have time to mature and realisations are secured.

    I would like to conclude by thanking both my Board colleagues and the Octopus team on behalf of all shareholders for their hard work. The Board’s long-term view of early-stage venture capital remains positive, and I am looking forward to seeing what 2025 brings for your Company.

    Helen Sinclair
    Chair

    1 https://carta.com/uk/en/data/state-of-private-markets-q4-2024/#key-trends

    Portfolio Manager’s review

    At Octopus, our focus is on managing your investments and providing investors with clear and transparent communication. Our annual and half-yearly updates are designed to keep you informed about the progress of your investment.

    Focus on Future Generations VCT’s performance
    The NAV per share at 31 December 2024 was 88.8p, which represents a decrease in NAV of 5.5p per share versus a NAV of 94.3p per share as at 30 June 2023. The Company invests in three key areas that we believe demonstrate excellent investment prospects and have potential to transform our world for the better.

    Below is a breakdown of the 36 investments held as at 31 December 2024, showing the proportion and value of the portfolio in each investment theme:

    Proportion by number of portfolio companies in each theme
    Revitalising healthcare: 53%
    Empowering people: 28%
    Building a sustainable planet: 19%

    Value of the portfolio in each theme
    Revitalising healthcare: £13.3m
    Empowering people: £8.0m
    Building a sustainable planet: £5.5m

    The decline in valuation over the 18-month period has been in large part driven by the downward valuation movements across 11 companies which saw a collective decrease in valuation of £7.9 million. The businesses which contributed most significantly to this were Tympa Health, Pear Bio and Elo Health. Tympa Health over‑invested in growth and had to make significant cost cuts and changes to senior management whilst running a fundraise process. It has successfully concluded a further investment round, but at a reduced valuation and the Company’s shareholding now sits behind a large preference stack, meaning that other investors get paid back first before the Company would see any returns. Pear Bio also had to significantly reduce its cash burn but has limited runway and needs to further fundraise, so the valuation has been reduced to reflect the risk to its future. Elo Health struggled to find a market fit and execute on the investment thesis, so to extend its cash runway it had to raise an investment round at a reduced valuation. These three valuation movements account for 86% of the total decline in the reporting period. The total investment cost of these three companies was £7 million.

    Octopus Ventures believes that some of the companies which have seen decreased valuations in the 18 months have the potential to overcome the issues they face and get their growth plans back on track. We will continue to work with them to help them realise their ambitions. In some cases, if a company is achieving its performance milestones, the support offered could include further funding, to ensure a business has the capital it needs to execute on its strategy. At this early stage of the Company’s life cycle, it is to be anticipated that failures will likely precede valuation growth, which takes longer as the portfolio companies must achieve their agreed milestones and mature.

    Conversely, 12 companies saw an increase in unrealised valuation in the period, delivering a collective increase in valuation of £4.4 million. These valuation increases reflect businesses which have successfully concluded further funding rounds, grown revenues or met certain important milestones. Notable strong performers in the portfolio include Apheris and Manual, both of which have shown impressive capital efficient growth. These strong performers demonstrate that there are opportunities available for companies to scale.

    The interest on Future Generation’s uninvested cash reserves was £1.4 million in the 18 months to 31 December 2024 (30 June 2023: gain of £0.4 million), driven by returns on money market funds. The Board’s objective for these investments is to generate sufficient returns through the cycle to cover costs, at limited risk to capital.

    Disposals
    In September 2024, as part of a Series A funding round, Octopus sold a portion of the Company’s shares in Neat. Then in November, Pluxee (a global leader in employee benefits) acquired Cobee. The two exits combined offer the Company a return of 1.5x, including contingent deferred proceeds.

    Overview of investments
    The Company completed 16 investments in the 18 months to 31 December 2024 (comprising a total of £8.2 million) and 4 further investments after the reporting date totalling £2.4 million. More information on some of these businesses can be found below:

    A selection of our completed investments

    Revitalising Healthcare

    Pencil Biosciences is a gene editing technology platform.

    Awell Health automates routine clinical tasks, synchronising data between systems and driving seamless coordination between care teams and patients.

    Cellvoyant is an artificial intelligence (AI) first biotechnology company creating novel stem cell-based therapies for chronic diseases.

    Manual provides easy access to advice and medical support for diagnosis, custom treatment plans and holistic care to induce long-term behaviour change.

    Nanosyrinx has developed a targeted biologic therapeutic delivery platform (a nano-syringe).

    Empowering people

    Correcto is an AI writing and grammar tool for the Spanish language.

    Remofirst is an Employer of Record (EOR) and compliance platform that allows companies to hire and pay employees globally.

    Swiipr has developed a digital payments platform specifically for the airline industry.

    Building a sustainable planet

    Metris Energy has created a platform that allows landlords of multi-unit buildings to monetise modular renewable energy projects through a single billing platform to charge tenants.

    Drift is designing sailing vessels and routing algorithms required to capture deep water wind energy and convert it into onboard hydrogen gas for transportation back to shore using a fully integrated desalination, electrolysis and storage system.

    Q&A

    Q. How do you value a portfolio company?
    A. Future Generations VCT’s unquoted portfolio companies are valued in accordance with UK Generally Accepted Accounting Practice (UK GAAP) accounting standards and the International Private Equity and Venture Capital (IPEV) valuation guidelines.

    This means we value the portfolio at fair value, with all companies being valued at least twice yearly, for our half-year (June) and annual accounts (December).

    Q. What do you mean by ‘fair value’?
    A. When we say fair value, we mean the price we expect people would be willing to buy or sell an asset for, assuming they understand the asset and market conditions, are knowledgeable parties, act independently, and that the transaction is carried out under the normal course of business (i.e. is not rushed and proper marketing has taken place).

    Q. Who values the portfolio, what is the process and what oversight is there to make sure this is right?
    A. The Octopus Investment Managers involved with the portfolio companies, either in the capacity of a Director or observer on the board, or the primary contact, will provide commentary including, but not limited to, recent developments with the portfolio and the wider market in which they operate, progress towards milestones, management team changes, board dynamics and technical progress. This is combined with the latest available financial accounts and budget provided by the portfolio company which will be summarised into Key Performance Indicators (KPIs).

    From this information, a member of the separate Valuations team drafts the initial proposal. This will highlight any material changes, key asset level assumptions used and KPIs, and discuss portfolio company performance as well as the rationale underpinning the selected valuation methodology. A peer review exercise then takes place, where the proposals are challenged and reviewed. The peer reviewer is an investment professional from the Fund Manager (typically the Lead Fund Manager) who has not been involved in preparing the valuations.

    This will then be reviewed and approved by the Octopus Valuations Committee which comprises individuals with appropriate expertise and experience in valuations. Those individuals are not involved in the investment decisions and as such can independently review and challenge. The Future Generations VCT Board will then meet to discuss them in detail, revise as necessary and ultimately approve them.

    There are also more valuation checkpoints throughout the year in advance of allotments and other share-related transactions, which means that the portfolio’s valuation is reviewed to ensure NAV is fairly represented prior to these corporate actions.

    As part of our continuous improvement processes, we periodically review the actual realised value of our investments compared to their last holding value and refine our valuation methodologies accordingly. This, combined with the high proportion of valuations that are based on the terms of further funding rounds led by new external investors, firmly underpins the robustness of the valuation process.

    Valuations
    The table illustrates the split of valuation methodology (shown as a percentage of portfolio value and number of companies). ‘External price’ includes valuations based on funding rounds that typically completed in the last 18 months to the period end or shortly after the period end, and exits of companies where terms have been agreed with an acquirer. ‘Multiples’ is predominantly used for valuations that are based on a multiple of revenues for portfolio companies. Where there is uncertainty around the potential outcomes available to a company, a probability weighted ‘scenario analysis’ is considered.

    Valuation methodology By value By number of companies
    Multiples 18% 3
    External price 44% 12
    Scenario analysis 14% 7
    Milestone analysis 24% 10
    Write-off — 4

    Portfolio case studies

    CoMind
    CoMind is building revolutionary brain sensing technologies.

    Their mission is to redefine the way the brain is measured and treated at every stage of care. One of the first applications of CoMind’s core technology is in measuring intracranial brain pressure using an adhesive sensor and advanced signal processing. This will be a step change from the current standard of having to drill through the skull to measure intracranial pressure in patients impacted by traumatic brain injury, stroke, and/or other neurocritical conditions.

    While other companies are trying to create noninvasive technology in this sector, we believe CoMind has a distinct competitive advantage. CoMind has developed an advanced optical sensing technique that has opened up new possibilities in monitoring brain health. Unlike existing methods, CoMind’s technology is more similar to the “LiDAR” (Light Detection and Ranging) systems used in self-driving cars. This allows CoMind’s devices to give a unique, detailed view of brain health, helping doctors deliver more personalised and targeted treatments to patients at every stage of care.

    >250 subjects were measured in 2024.
    Several devices are currently being used in hospitals for clinical trials.

    Swiipr
    Passengers get quick, easy-to-use compensation, airlines save on processing costs while improving service.

    When flights are disrupted, compensating passengers is a hassle for both airlines and travellers. Swiipr’s platform simplifies this by automating payment verification and processing through a system designed specifically for airlines. The company provides passengers with virtual and physical prepaid cards, offering instant, flexible spending compared to outdated paper vouchers or slow payments. Swiipr also supports airlines with solutions for crew, operational, and crisis payments, enabling fast, direct payouts to staff. Passengers get quick, easy-to-use compensation, airlines save on processing costs while improving service, and retailers benefit from instant payment settlement. Swiipr also integrates with airline Customer Relationship Management systems, making it an essential partner for the industry.

    Octopus Ventures is excited about Swiipr’s travel-focused digital payments solution and its potential to revolutionise how airlines handle pay-outs. Swiipr’s innovative product aims to transform compensation payments and speed up management processes for airlines and beyond. By enabling digital payments, Swiipr seeks to boost efficiency, enhance customer experiences, and provide automated processes that are transparent and compliant with regulations.

    With over 500 million passengers affected by travel disruptions each year, simplifying the path to compensation has the potential to significantly improve customer satisfaction, build trust, and foster loyalty in the industry.

    Only 1–2% of disrupted passengers currently receive compensation.
    Billions of dollars lost by passengers in outdated, inefficient pay-out processes every year.
    Pay360 Payment Award winner: Best B2B Programme and Best Customer Facing Experience at the 2024 awards.

    DRIFT
    DRIFT aims to drive the clean energy transition worldwide with high-performance sailing vessels that harness deep ocean wind to produce green hydrogen at sea and deliver it globally.

    It does this using a unique, AI-enabled vessel routing system that enables the vessels to find and stay in optimum weather conditions. The growing demand for clean hydrogen to accelerate the decarbonisation of sectors such as heavy industry, transportation and manufacturing is sparking innovation in the sector. DRIFT’s solution is mobile, resilient and works outside of existing infrastructure. The company is developing renewable energy partnerships that will benefit coastal and island communities around the world.

    DRIFT is leading the way in developing a truly innovative new class of mobile renewable energy, building the world’s first net-positive ships and unlocking a new era of clean fuel generation capable of covering 70% of the globe. The company’s technology uniquely unlocks the planet’s greatest resource, overcoming supply challenges and enabling a fair and equitable clean energy transition.

    €10 trillion: Goldman Sachs estimates that the green hydrogen market could reach €10 trillion by 2050.

    24%: Bank of America predicts that clean hydrogen could provide 24% of global energy needs by 2050.

    COP 28 winner: DRIFT is a COP 28 award-winning DeepTech company and winner of the Monaco Prize for Innovation in Renewable Hydrogen and Transportation 2024.

    Top 10 investments
    Here, we set out the cost and valuation of the top 10 holdings, which account for over 58% of the value of the portfolio.

    Portfolio company Investment cost Valuation at
    31 December 2024    		 Investment Theme
    1. HelloSelf Limited £2.6m £2.6m Revitalising healthcare
    2. Remofirst, Inc £1.2m £1.7m Empowering people
    3. Infinitopes Ltd £1.6m £1.6m Revitalising healthcare
    4. Neat SAS £0.6m £1.5m Building a sustainable planet
    5. TYTN Ltd (t/a TitanML) £0.5m £1.5m Building a sustainable planet
    6. Apheris AI GmbH £1.5m £1.5m Empowering people
    7. Menwell Limited (t/a Manual) £0.9m £1.5m Revitalising healthcare
    8. Mr & Mrs Oliver Ltd (t/a Skin + Me) £1.0m £1.4m Revitalising healthcare
    9. Intrinsic Semiconductor Technologies Ltd £0.9m £1.2m Empowering people
    10. CoMind Technologies Ltd £0.8m £1.0m Revitalising healthcare

    Top 10 investments in detail1

    1

    HelloSelf Limited
    A digital, personalised psychological therapy and coaching platform.
    www.helloself.com

    Initial investment date: January 2023
    Investment cost: £2.6m
      (2023: £2.6m)
    Valuation: £2.6m
      (2023: £2.6m)
    Last submitted accounts: 31 March 2024
    Turnover: Not available2
    (2023: Not available2)
    Profit/(loss) before tax: Not available2
      (2023: Not available2)
    Net assets: £(15.5)m
      (2023: £(9.8)m)
    Valuation methodology: Calibration

    2
    Remofirst, Inc.
    Global payroll and compliance system for remote teams.
    www.remofirst.com

    Initial investment date: February 2024
    Investment cost: £1.2m
      (2023: n/a)
    Valuation: £1.7m
      (2023: n/a)
    Last submitted accounts: Not available2
    Turnover: Not available2
      (2023: Not available2)
    Profit/(loss) before tax Not available2
      (2023: Not available2)
    Net assets: Not available2
      (2023: Not available2)
    Valuation methodology: Last Round

    3
    Infinitopes Ltd
    Has built an antigen discovery platform to develop cancer vaccines that provide better treatment outcomes.
    www.infinitopes.com

    Initial investment date: December 2022
    Investment cost: £1.6m
      (2023: £1.6m)
    Valuation: £1.6m
      (2023: £1.6m)
    Last submitted accounts: 31 December 2023
    Turnover: Not available2
      (2023: Not available2)
    Profit/(loss) before tax Not available2
      (2023: Not available2)
    Net assets: £9.3m
      (2023: £8.1m)
    Valuation methodology: Last Round

    4
    Neat SAS
    An embedded insurance platform that gives merchants the ability to provide insurance bundles to their customers at a competitive rate.
    mobility.neat.eu

    Initial investment date: November 2022
    Investment cost: £0.6m
      (2023: £0.8m)
    Valuation: £1.5m
      (2023: £0.8m)
    Last submitted accounts: Not available2
    Turnover: Not available2
      (2023: Not available2)
    Profit/(loss) before tax: Not available2
      (2023: Not available2)
    Net assets: Not available2
      (2023: Not available2)
    Valuation methodology: Last round

    5

    TYTN Ltd (t/a TitanML)
    An artificial intelligence company which is developing a one-stop-shop for Natural Language Processing AI Optimisation, allowing enterprises to generate value from their data.
    www.titanml.co

    Initial investment date: February 2023
    Investment cost: £0.5m
      (2023: £0.5m)
    Valuation: £1.5m
      (2023: £0.5m)
    Last submitted accounts: 30 April 2024
    Turnover: Not available2
      (2023: Not available2)
    Profit/(loss) before tax: Not available2
      (2023: Not available2)
    Net assets: £1.5m
      (2023: £2.0m)
    Valuation methodology: Last Round

    6

    Apheris AI GmbH
    An end-to-end federated learning platform enabling data scientists to conduct analysis over sensitive data without compromising the privacy or security of the data subjects.
    www.apheris.com

    Initial investment date: November 2022
    Investment cost: £1.5m
      (2023: £1.2m)
    Valuation: £1.5m
      (2023: £1.2m)
    Last submitted accounts: Not available2
    Turnover: Not available2
      (2023: Not available2)
    Profit/(loss) before tax: Not available2
      (2023: Not available2)
    Net assets: Not available2
      (2023: Not available2)
    Valuation methodology: Last round

    7

    Menwell Limited (t/a Manual)
    Making high-quality healthcare more accessible and stigma-free
    www.manual.co

    Initial investment date: May 2024
    Investment cost: £0.9m
    (2023: n/a)
    Valuation: £1.5m
      (2023: n/a)
    Last submitted accounts: 31 December 2023
    Turnover: £54.7m
    (2023: £22.4m)
    Profit/(loss) before tax: £(7.9)m
    (2023: £(10.6)m)
    Net assets: £11.8m
    (2023: £8.0m)
    Valuation methodology: Last round

    8
    Mr & Mrs Oliver Ltd (t/a Skin + Me)
    A direct to consumer, personalised skin care company.
    www.skinandme.com

    Initial investment date: December 2022
    Investment cost: £1.0m
      (2023: £1.0m)
    Valuation: £1.4m
      (2023: £1.3m)
    Last submitted accounts: 31 August 2023
    Turnover: £28.7m
      (2023: £14.3m)
    Profit/(loss) before tax: £1.8m
      (2023: £(3.3)m)
    Net assets: £12.8m
      (2023: £(0.7)m)
    Valuation methodology: Revenue Multiple

    9
    Intrinsic Semiconductor Technologies Ltd
    Solid state memory technology that is simple to integrate and faster than current alternatives like Flash.
    www.intrinsicsemi.com

    Initial investment date: December 2023
    Investment cost: £0.9m
      (2023: n/a)
    Valuation: £1.2m
      (2023: n/a)
    Last submitted group accounts: 31 December 2023
    Turnover: Not available2
    (2023: Not available2)
    Profit/(loss) before tax: Not available2
    (2023: Not available2)
    Consolidated net assets: £4.0m
      (2023: £5.5m)
    Valuation methodology: Scenario Analysis

    10

    CoMind Technologies Ltd
    Development of non-invasive brain sensing technology for monitoring of medical conditions.
    comind.io

    Initial investment date: November 2023
    Investment cost: £0.8m
      (2023: n/a)
    Valuation: £1.0m
      (2023: n/a)
    Last submitted group accounts: 31 December 2023
    Turnover: Not available2
    (2023: Not available2)
    Profit/(loss) before tax: Not available2
    (2023: Not available2)
    Net assets: £17.1m
      (2023: £4.1m)
    Valuation methodology: Milestone Analysis

    1. These are numbers per latest public filings. More recent figures have not yet been disclosed.
    2. Information not publicly available.

    Portfolio engagement
    As part of our strategy, we require portfolio companies to put in place a Diversity and Inclusion policy (D&I) and an Anti-Harassment policy. We also engage with each company to help them understand their greenhouse gas (GHG) emissions and support them to take action to minimise them. You can see how we are progressing with these goals below, as at the date of this report:

    D&I policy status
    Policy in place: 100%

    Engaged in monitoring 2023 greenhouse gas emissions1
    Signed up: 16
    Introduced: 19
    In progress: 1

    1 As of 31 December 2024, only 2023 carbon emissions data was available.

    Outlook
    Despite the declining NAV in the reporting period, we are reassured to see an increase in the NAV per share of the fund in the last six months. This, combined with the two profitable realisations in the period, is offering us early proof points of the Company’s investment strategy to deliver sustainable growth as it moves into its third year of deployment. With a more diversified portfolio, in terms of both stage and sector, this also offers a clearer path for the Company to enter a growth phase.

    As is to be expected at this stage in the Company’s lifecycle, it has started to make its first follow-on investments into portfolio companies which are achieving their agreed milestones and successfully gaining new external lead funders. The Company made two follow-on investments in the reporting period and three after.

    This strategy of reinvesting into existing portfolio companies aims to increase the Company’s stake in portfolio companies that have achieved market fit and are scaling successfully, supporting its overall growth plan. Along with further financial support, Octopus’ resources are directed in the most impactful way, both through Octopus-appointed non-executive Directors or monitors on the boards and our in-house People and Talent team. This team works directly with the portfolio company management teams, offering training and recruitment support to ensure the best talent pool is being explored to help drive success.

    We are excited to have the opportunity to continue to scale the Company, support its ambition to make the world a better place for future generations, and hope to deliver attractive returns to shareholders.

    Simon King
    Partner and Lead Fund Manager for Future Generations VCT

    Risks and risk management

    The Board assesses the risks faced by Future Generations VCT, reviews the mitigating controls and monitors the effectiveness of these controls.

    Emerging and principal risks, and risk management
    The Board is mindful of the ongoing risks and will continue to make sure that appropriate safeguards are in place. The Board carries out a regular review of the risk environment in which the Company operates.

    Emerging risks

    The Board has considered emerging risks. The Board seeks to mitigate risks by setting policy, regularly reviewing performance and monitoring progress and compliance. In the mitigation and management of these risks, the Board applies the principles detailed in the Financial Reporting Council’s Guidance on Risk Management, Internal Control and Related Financial and Business Reporting.

    The following are some of the potential emerging risks management and the Board are currently monitoring:

    • adverse changes in global macroeconomic environment;
    • challenging market conditions for private company fundraising and exits;
    • geo‑political instability; and
    • climate change.

    Detailed below are the principal risks of Future Generations VCT, and the mitigating actions in relation to those risks.

    Principal risks

    Risk Mitigation Change
    Investment performance:    
    The focus of Future Generations VCT investments is into early-stage, unquoted, small and medium‑sized VCT qualifying companies which, by their nature, entail a higher level of risk and shorter cash runway than investments in larger quoted companies. Octopus has significant experience of investing in early-stage unquoted companies, and appropriate due diligence is undertaken on every new investment. A member of the Octopus Ventures team is appointed to the board of a portfolio company using a risk-based approach, considering the size of the company within the Future Generations VCT portfolio and the engagement levels of other investors. This arrangement, in conjunction with its Portfolio Talent team’s active involvement, allows Future Generations VCT to play a prominent role in a portfolio company’s ongoing development and strategy. Increased exposures reflected in the previous period remain unchanged due to the difficult macro environment and challenging trading conditions for some portfolio companies continuing.
    Risk Mitigation Change
    VCT qualifying status:    
    Future Generations VCT is required at all times to observe the conditions for the maintenance of approved VCT status. The loss of such approval could lead to Future Generations VCT and its investors losing access to the various tax benefits associated with VCT status and investment. Octopus tracks Future Generations VCT’s qualifying status throughout the period, and reviews this at key points, including at the point of investment and realisation. This status is reported to the Board at each Board meeting. The Future Generations VCT Board has also engaged external independent advisers to undertake an independent VCT status monitoring role. VCT status monitoring by independent advisers continues to reduce the risk of an issue causing a loss of VCT status.
    Risk Mitigation Change
    Loss of key people:    
    The loss of key investment staff by the Portfolio Manager could lead to poor fund management and/or performance due to lack of continuity or understanding of Future Generations VCT. The Portfolio Manager has a broad team experienced in and focused on early-stage investing. This mitigates the risk of any one individual with the required skill set and knowledge of venture capital investing, and the portfolio specifically, leaving. Key investment staff are also incentivised via the performance incentive fee. The increase is attributed to the departure of key personnel from the Octopus Ventures team and risk exposure reflects a reduction in performance fees potentially increasing attrition.
    Risk Mitigation Change
    Operational:    
    The Future Generations VCT Board is reliant on the Portfolio Manager to manage investments effectively, and manage the services of a number of third parties, in particular the registrar, depositary and tax advisers. A failure of the systems or controls at Octopus or third‑party providers could lead to an inability to provide accurate reporting and accounting and to ensure adherence to VCT rules. The Future Generations VCT Board reviews the system of internal controls, both financial and non-financial, operated by Octopus (to the extent the latter are relevant to Future Generations VCT’s internal controls). These include controls designed to make sure that Future Generations VCT assets are safeguarded and that proper accounting records are maintained. No overall change in risk exposure on balance.
    Risk Mitigation Change
    Information security:    
    A loss of key data could result in a data breach and fines. The Future Generations VCT Board is reliant on Octopus and third parties to take appropriate measures to prevent a loss of confidential customer information. Annual due diligence is conducted on third parties which includes a review of their controls for information security. Octopus has a dedicated Information Security team and a third party is engaged to provide continual protection in this area. A security framework is in place to help prevent malicious events. The appropriateness of mitigants in place are continuously reassessed to adapt to new risk exposures, such as those posed by artificial intelligence. No overall change on balance, although cyber threat remains a significant risk area faced by all providers.
    Risk Mitigation Change
    Economic:    
    Events such as an economic recession, movement in interest rates, inflation and rising living costs could adversely affect some smaller companies’ valuations, as they may be more vulnerable to changes in trading conditions of the sectors in which they operate. This could result in a reduction in the value of Future Generations VCT assets. Future Generations VCT aims to invest in a diverse portfolio of companies, across a range of sectors, which helps to mitigate against the impact on any one sector. Future Generations VCT also maintains adequate liquidity to make sure that it can continue to provide follow‑on investment to those portfolio companies which require it and which are supported by the individual investment case. Increased exposures reflected in the previous periods remain as economic uncertainty persists through high inflation, high interest rates and other economic factors.
    Risk Mitigation Change
    Legislative:    
    A change to the VCT regulations could adversely impact Future Generations VCT by restricting the companies Future Generations VCT can invest in under its current strategy. Similarly, changes to VCT tax reliefs for investors could make VCTs less attractive and impact Future Generations VCT’s ability to raise further funds. The Portfolio Manager engages with HM Treasury and industry bodies to demonstrate the positive benefits of VCTs in terms of growing early-stage companies, creating jobs and increasing tax revenue, and to help shape any change to VCT legislation. Risk exposure has reduced following the extension of the sunset clause to 2035 being agreed.
    Risk Mitigation Change
    Liquidity:    
    The risk that Future Generations VCT’s available cash will not be sufficient to meet its financial obligations. Future Generations VCT invests into smaller unquoted companies, which are inherently illiquid as there is no readily available market for these shares. Therefore, these may be difficult to realise for their fair market value at short notice. Future Generations VCT’s liquidity risk is managed on a continuing basis by Octopus in accordance with policies and procedures agreed by the Board. Future Generations VCT’s overall liquidity risks are monitored on a quarterly basis by the Board, with frequent budgeting and close monitoring of available cash resources. Future Generations VCT maintains sufficient investments in cash and readily realisable securities to meet its financial obligations. At 31 December 2024, these resources were valued at £20,084,000. Risk exposures continue to increase, reflecting the potential knock-on effects of economic uncertainty, impacting fundraising and increasing the risk of disposal failure.

    Viability statement

    In accordance with the FRC UK Corporate Governance Code published in 2018 and provision 36 of the AIC Code of Corporate Governance, the Directors have assessed the prospects of Future Generations VCT over a period of five years, consistent with the expected investment holding period of an investor. A fundraise with an initial offer to raise up to £5 million was launched on 3 February 2025. The offer closed for new applications on 1 April 2025 for the 2024/2025 tax year having successfully raised £5 million. Under VCT rules, subscribing investors are required to hold their investment for a five‑year period in order to benefit from the associated tax reliefs. The Board regularly considers strategy, including investor demand for Future Generations VCT’s shares, and a five-year period is considered to be a reasonable time horizon for this.

    The Board carried out a robust assessment of the emerging and principal risks facing Future Generations VCT and its current position. This includes risks which may adversely impact its business model, future performance, solvency or liquidity, and focused on the major factors which affect the economic, regulatory and political environment. Particular consideration was given to the Company’s reliance on, and close working relationship with, the Investment Manager. The principal risks faced by the Company and the procedures in place to monitor and mitigate them are set out above.

    The Board has carried out robust stress testing of cash flows, which included assessing the resilience of portfolio companies, including the requirement for any future financial support.

    The Board has additionally considered the ability of Future Generations VCT to comply with the ongoing conditions to make sure it maintains its VCT qualifying status under its current Investment policy.

    Based on this assessment, the Board confirms that it has a reasonable expectation that Future Generations VCT will be able to continue in operation and meet its liabilities as they fall due over the five-year period to 31 December 2029. The Board is mindful of the ongoing risks and will continue to make sure that appropriate safeguards are in place, in addition to monitoring the cash flow forecasts to make sure Future Generations VCT has sufficient liquidity.

    Directors’ responsibilities statement

    The Directors are responsible for preparing the Strategic Report, the Directors’ Report, the Directors’ Remuneration Report and the Financial Statements in accordance with applicable law and regulations. They are also responsible for ensuring that the annual report and financial statements include information required by the UK Listing Rules of the Financial Conduct Authority.

    Company law requires the Directors to prepare financial statements for each financial year. Under that law the Directors have elected to prepare the financial statements in accordance with United Kingdom Generally Accepted Accounting Practice (GAAP), including Financial Reporting Standard 102 – The Financial Reporting Standard Applicable in the United Kingdom and Republic of Ireland (FRS 102), United Kingdom accounting standards and applicable law. Under company law the Directors must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of affairs and profit or loss of the Company for that period. In preparing these financial statements, the Directors are required to:

    • select suitable accounting policies and then apply them consistently;
    • make judgements and accounting estimates that are reasonable and prudent;
    • state whether applicable UK accounting standards have been followed, subject to any material departures disclosed and explained in the financial statements;
    • prepare the financial statements on the going concern basis unless it is inappropriate to presume that the Company will continue in business; and
    • prepare a Strategic Report, Directors’ Report and Directors’ Remuneration Report which comply with the requirements of the Companies Act 2006.

    The Directors are responsible for keeping adequate accounting records that are sufficient to show and explain the Company’s transactions and disclose with reasonable accuracy at any time the financial position of the Company and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the Company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

    In so far as each of the Directors is aware:

    • there is no relevant audit information of which the Company’s auditor is unaware; and
    • the Directors have taken all steps that they ought to have taken to make themselves aware of any relevant audit information and to establish that the auditor is aware of that information.

    The Directors are responsible for preparing the annual report and financial statements in accordance with applicable law and regulations. Having taken advice from the Audit Committee, the Directors are of the opinion that this report as a whole provides the necessary information to assess the Company’s performance, business model and strategy and is fair, balanced and understandable.

    The Directors are responsible for the maintenance and integrity of the corporate and financial information included on the Company’s website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.

    The Directors confirm that, to the best of their knowledge:

    • the financial statements, prepared in accordance with United Kingdom Generally Accepted Accounting Practice, including FRS 102, give a true and fair view of the assets, liabilities, financial position and profit or loss of the Company; and
    • the annual report and financial statements (including the Strategic Report), give a fair review of the development and performance of the business and the position of the Company, together with a description of the principal risks and uncertainties that it faces.

    On behalf of the Board

    Helen Sinclair
    Chair

    Income statement

        18 months to 31 December 2024 Year to 30 June 2023
        Revenue Capital Total Revenue Capital Total
        £’000 £’000 £’000 £’000 £’000 £’000
    Gain on disposal of fixed asset investments   — 1,382 1,382 — — —
    Net loss on valuation of fixed asset investments   — (3,564) (3,564) — (6) (6)
    Investment management fee   (345) (1,035) (1,380) (174) (522) (696)
    Investment income   1,427 — 1,427 424 — 424
    Other expenses   (759) — (759) (500) — (500)
    Earnings/(loss) before tax   323 (3,217) (2,894) (250) (528) (778)
    Tax   — — — — — —
    Earnings/(loss) after tax   323 (3,217) (2,894) (250) (528) (778)
    Earnings/(loss) per share – basic and diluted   0.6p (6.3)p (5.7)p (0.6)p (1.3)p (1.9)p
    • The ‘Total’ column of this statement is the profit and loss account of Future Generations VCT; the supplementary revenue return and capital return columns have been prepared under guidance published by the Association of Investment Companies.
    • All revenue and capital items in the above statement derive from continuing operations.
    • Future Generations VCT has only one class of business and derives its income from investments made in shares and securities and from bank and money market funds.

    Future Generations VCT has no other comprehensive income for the period.

    The accompanying notes form an integral part of the financial statements.

    Balance sheet

        As at 31 December 2024 As at 30 June 2023  
        £’000 £’000 £’000 £’000  
    Fixed asset investments     26,769   24,895  
    Current assets:            
    Debtors   1,166   379    
    Applications cash1   100   370    
    Cash at bank   112   152    
    Money market funds   19,972   20,140    
          21,350   21,041  
    Creditors: amounts falling due within one year   (196)   (518)    
    Net current assets     21,154   20,523  
    Net assets     47,923   45,418  
    Share capital     54   48  
    Share premium     51,854   46,461  
    Capital reserve realised     (328)   (640)  
    Capital reserve unrealised     (3,526)   3  
    Revenue reserve     (131)   (454)  
    Total equity shareholders’ funds     47,923   45,418  
    NAV per share     88.8p   94.3p  
    1. Cash received from investors but not yet allotted.

    The accompanying notes form an integral part of the financial statements.

    The statements were approved by the Directors and authorised for issue on 28 April 2025 and are signed on their behalf by:

    Helen Sinclair
    Chair
    Company No: 13750143

    Statement of changes in equity

      Share capital
    £’000    		 Share premium
    £’000    		 Capital reserve realised1
    £’000    		 Capital reserve unrealised
    £’000    		 Revenue reserve1
    £’000    		 Total
    £’000
    As at 1 July 2023 48 46,461 (640) 3 (454) 45,418
    Comprehensive income for the period:            
    Management fees allocated as capital expenditure — — (1,035) — — (1,035)
    Current year gain on disposal of fixed asset investments — — 1,382 — — 1,382
    Net loss on fair value of fixed asset investments — — — (3,564) — (3,564)
    Gain after tax — — — — 323 323
    Total comprehensive loss for the period — — 347 (3,564) 323 (2,894)
    Contributions by and distributions to owners:            
    Share issue 6 5,506 — — — 5,512
    Share issue costs — (113) — — — (113)
    Total contributions by and distributions to owners 6 5,393 — — — 5,399
    Other movements:            
    Prior year fixed asset loss unrealised — — (35) 35 — —
    Total other movements — — (35) 35 — —
    Balance as at 31 December 2024 54 51,854 (328) (3,526) (131) 47,923
      Share capital
    £’000    		 Share premium
    £’000    		 Capital reserve realised1
    £’000    		 Capital reserve unrealised
    £’000    		 Revenue reserve1
    £’000    		 Total
    £’000
    As at 1 July 2022 33 31,572 (118) 9 (204) 31,292
    Comprehensive income for the period:            
    Management fees allocated as capital expenditure — — (522) — — (522)
    Net loss on fair value of fixed asset investments — — — (6) — (6)
    Loss after tax — — — — (250) (250)
    Total comprehensive loss for the period — — (522) (6) (250) (778)
    Contributions by and distributions to owners:            
    Shares issued 15 15,164 — — — 15,179
    Share issue costs — (275) — — — (275)
    Total contributions by and distributions to owners 15 14,889 — — — 14,904
    Balance as at 30 June 2023 48 46,461 (640) 3 (454) 45,418
    1. Reserves are available for distribution, subject to the restrictions.

    The accompanying notes form an integral part of the financial statements.

    Cash flow statement

        18 months to
    31 December     		 Year to
    30 June
        2024 2023
        £’000 £’000
    Cash flows from operating activities      
    Loss before tax1   (2,894) (778)
    Decrease/(increase) in debtors   173 (325)
    Decrease in creditors   (52) (103)
    Gain on disposal of fixed assets   (1,382) —
    Loss on valuation of fixed asset investments   3,564 6
    Outflow from operating activities   (591) (1,200)
    Cash flows from investing activities      
    Purchase of fixed asset investments   (8,162) (23,238)
    Sale of fixed asset investments   3,146 —
    Outflow from investing activities   (5,016) (23,238)
    Cash flows from financing activities      
    Movement in applications account   (270) (1,544)
    Proceeds from share issues   5,512 15,179
    Share issue costs   (113) (275)
    Inflow from financing activities   5,129 13,360
    Decrease in cash and cash equivalents   (478) (11,079)
    Opening cash and cash equivalents   20,662 31,741
    Closing cash and cash equivalents   20,184 20,662
    Cash and cash equivalents comprise      
    Cash at bank   112 152
    Money market funds   19,972 20,140
    Applications cash   100 370
    Closing cash and cash equivalents   20,184 20,662
    1. Loss before tax includes cashflows from dividends of £1.4 million (2023: £0.4 million).

    The accompanying notes form an integral part of the financial statements.

    Notes to the financial statements

    1. Principal accounting policies

    Octopus Future Generations VCT plc (‘Future Generations VCT’) is a Public Limited Company (plc) incorporated in England and Wales and its registered office is at 6th Floor, 33 Holborn, London EC1N 2HT.

    Future Generations VCT has been approved as a Venture Capital Trust by HMRC under Section 259 of the Income Taxes Act 2007. The shares of Future Generations VCT were first admitted to the Official List of the UK Listing Authority and trading on the London Stock Exchange on 5 April 2022 and can be found under the TIDM code OFG. Future Generations VCT is premium listed.

    The principal activity of Future Generations VCT is to invest in a diversified portfolio of UK smaller companies in order to generate capital growth over the long term as well as an attractive tax-free dividend stream.

    The financial statements are presented in GBP (£) to the nearest £’000. The functional currency is also GBP (£). Some accounting policies have been disclosed in the respective notes to the financial statements.

    Basis of preparation
    The financial statements have been prepared on a going concern basis under the historical cost convention, except for the measurement at fair value of certain financial instruments, and in accordance with UK Generally Accepted Accounting Practice (GAAP), including Financial Reporting Standard 102 – ‘The Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland’ (FRS 102), the Companies Act 2006 and the Statement of Recommended Practice (SORP) ‘Financial Statements of Investment Trust Companies and Venture Capital Trusts (July 2022)’.

    2. Investment income
    Accounting policy

    Investment income comprises interest earned on money market funds. Dividend income is shown net of any related tax credit. Dividends receivable are brought into account when Future Generation’s right to receive payment is established and there is no reasonable doubt that payment will be received. Fixed returns on debt and money market funds are recognised so as to reflect the effective interest rate, provided there is no reasonable doubt that payment will be received in due course.

    Disclosure

      18 months to  
      31 December 2024

        30 June 2023
      £’000 £’000
    Money market funds 1,427 424
    Total investment income 1,427 424

    3. Investment management fees
    Accounting policy

    For the purposes of the revenue and capital columns in the Income Statement, the management fee has been allocated 25% to revenue and 75% to capital, in line with the Board’s expected long-term return in the form of income and capital gains respectively from Future Generations VCT’s investment portfolio.

    Disclosure

      18 months to 31 December 2024 Year to 30 June 2023
      Revenue Capital Total Revenue Capital Total
      £’000 £’000 £’000 £’000 £’000 £’000
    Investment            
    management fee 345 1,035 1,380 174 522 696
    Total 345 1,035 1,380 174 522 696

    The Portfolio Manager provides investment management services through agreements with Octopus AIF Management Limited and Future Generations VCT. It also provides accounting and administration services to Future Generations VCT under a Non-Investment Services Agreement (NISA). No compensation is payable if the agreement is terminated by either party, if the required notice period is given. The fee payable, should insufficient notice be given, will be equal to the fee that would have been paid should continuous service be provided, or the required notice period was given.

    4. Other expenses
    Accounting policy

    Other expenses are accounted for on an accruals basis and are charged wholly to revenue.

    The transaction costs incurred when purchasing or selling assets are written off to the Income Statement in the period that they occur.

      18 months to Year to
      31 December 30 June
      2024 2023
      £’000 £’000
    NISA fees 213 122
    Directors’ remuneration1 157 77
    Audit fees2 78 63
    Directors and Officers (D&O) insurance 74 15
    Depositary fees 62 57
    Listing fees 46 58
    Registrars fees 28 21
    Director recruitment & expenses 27 —
    Report and account fees 26 38
    Other fees 48 49
    Total 759 500

    1. Includes employers’ NI.
    2. Includes VAT.

    Total ongoing charges are capped at 3.0% of net assets. For the period to 31 December 2024, the ongoing charges exceeded this cap and a rebate was paid from the Portfolio Manager for the amount of £39,000. For the 18 months to 31 December 2024 the ongoing charges were 3.0% (2023: 3.0%) of net assets. This is calculated by summing the annualised expenses incurred in the period (excluding non-recurring expenses) divided by the average NAV throughout the period.

    5. Tax on ordinary activities
    Accounting policy

    Corporation tax payable is applied to profits chargeable to corporation tax, if any, at the current rate. The tax effect of different items of income/gain and expenditure/loss is allocated between capital and revenue return on the ‘marginal’ basis as recommended in the SORP.

    Deferred tax is recognised in respect of all timing differences at the reporting date. Timing differences are differences between taxable profits and total income as stated in the financial statements that arise from the inclusion of income and expenses in tax assessments in periods different from those in which they are recognised in financial statements.

    Disclosure
    The corporation tax charge for the period was £nil.

      18 months to Year to
      31 December 30 June
      2024 2023
      £’000 £’000
    Loss on ordinary activities before tax (2,894) (778)
    Current tax at 25% (2023: 20.5%) (724) (159)
    Effects of:    
    Non-taxable income (357) —
    Non-taxable capital gains 546 1
    Non-deductible expenses 1 —
    Excess management expenses on which deferred tax not recognised 534 193
    Tax rate differences1 — (35)
    Total current tax charge — —

    1. Tax rate difference due to tax charge for the period being calculated at 20.5% and excess management expenses on which deferred tax is not recognised being calculated at 25%.

    Unrelieved tax losses of £3,231,000 (2023: £1,094,000) are estimated to be carried forward at 31 December 2024 (subject to completion of Future Generations VCT’s tax return) and are available for offset against future taxable income, subject to agreement with HMRC. Future Generations VCT has not recognised the deferred tax asset of £808,000 (2023: £273,000) in respect of these tax losses because there is insufficient forecast taxable income in excess of deductible expenses to utilise these losses carried forward.

    Approved VCTs are exempt from tax on capital gains. As the Directors intend for Future Generations VCT to continue to maintain its approval as a VCT through its affairs, no current deferred tax has been recognised in respect of any capital gains or losses arising on the revaluation or disposal of investment.

    6. (Loss)/earnings per share

      18 months to 31 December 2024 Year to 30 June 2023
      Revenue Capital Total Revenue Capital Total
      £’000 £’000 £’000 £’000 £’000 £’000
    Earnings/(loss) attributable to Ordinary shareholders (£’000)

    323

    (3,217)

    (2,894)

    (250)

    (528)

    (778)
    Earnings/(loss) per Ordinary share (p) 0.6 (6.3) (5.7) (0.6) (1.3) (1.9)

    The Earnings/(loss) per share is based on 51,727,417 (2023: 40,987,788) Ordinary shares, being the weighted average number of Ordinary shares in issue during the period.

    There are no potentially dilutive capital instruments in issue and so no diluted return per share figures are relevant. The basic and diluted earnings per share are therefore identical.

    7. Net asset value per share

      31 December 30 June
      2024 2023
    Net assets (£’000) 47,923 45,418
    Shares in issue 53,941,104 48,138,337
    NAV per share (p) 88.8 94.3

    8. Transactions with the Manager and Portfolio Manager

    Future Generations VCT is classified as a full-scope Alternative Investment Fund under the Alternative Investment Fund Management Directive (the ‘AIFM Directive’). Future Generations VCT has appointed Octopus AIF Management Limited to provide the services of an AIFM of a full-scope AIF. In accordance with its power to do so under AIFMD, Octopus AIF Management Limited has delegated investment management to Octopus Investments Limited, whilst retaining the obligations of a risk manager.

    Future Generations VCT paid Octopus AIF Management Limited £1,380,000 (2023: £696,000) in the period as a management fee, after applying a rebate to maintain the total ongoing charges below the 3% cap. The annual management charge (AMC) is based on 2% of Future Generations VCT’s NAV. The AMC is payable quarterly in advance and calculated using the latest published NAV of Future Generations VCT and the number of shares in issue at each quarter end. Once the quarter has ended, an adjustment will be made if the NAV at the end of the current quarter is calculated and which differs from the NAV as at the end of the previous quarter. The Manager will donate 10% of the management fee to the Octopus Giving Charitable Foundation, which was set up in 2014 to help charities make the world a better place and which, since inception, has donated more than £1 million to such worthy causes.

    Octopus also provides Non-Investment Services to Future Generations VCT, payable quarterly in advance. The fee is 0.3% of Future Generations VCT’s NAV, calculated at quarterly intervals. The NISA fee is calculated using the latest published NAV of Future Generations VCT and the number of shares in issue at each quarter end. As with the AMC, an adjustment will be made once the quarter has ended if the NAV at the end of the current quarter is calculated and which differs from the NAV as at the end of the previous quarter. During the period £213,000 (2023: £122,000) was paid to Octopus for Non‑Investment Services. In addition, Octopus is entitled to performance-related incentive fees, subject to Future Generations VCT’s total return at year end exceeding the total return at the previous year end when an incentive fee was paid, or 97p if the first incentive fee has not yet been paid (the ‘Excess’), equal to 20% of the Excess. No performance fee will be paid prior to the financial year ending on 31 December 2025, dividends (paid or declared) being equal to or greater than 10p per Ordinary share and the total return exceeding 120p.

    The cap relating to Future Generations VCT’s total expense ratio, that is the regular, recurring costs of Future Generations VCT expressed as a percentage of its NAV, above which Octopus has agreed to pay, is 3.0%, and is calculated in accordance with the AIC Guidelines.

    Octopus AIF Management Limited remuneration disclosures (unaudited)
    Quantitative remuneration disclosures required to be made in this annual report in accordance with the FCA Handbook FUND 3.3.5 are available on the website: https://www.octopusinvestments.com/remuneration-disclosures/.

    9. Related party transactions

    Several members of the Octopus investment team hold non-executive directorships as part of their monitoring roles in Future Generations VCT’s portfolio companies, but they have no controlling interests in those companies.

    Emma Davies, a Non-Executive Director of Future Generations VCT, previously held the role of co-CEO of Octopus Ventures and she also holds shares in Octopus Capital Ltd. On 24 March 2023, Emma Davies ceased to be employed by Octopus Capital Limited and therefore she is no longer considered a related party. Emma retired as a Non-Executive Director of Future Generations VCT on 31 March 2024. No dividends have been paid to the Directors of Future Generations VCT in the period (2023: £nil).

    10. 2024 financial information

    The figures and financial information for the period ended 31 December 2024 are extracted from the Company’s annual financial statements for the period and do not constitute statutory accounts. The Company’s annual financial statements for the period to 31 December 2024 have been audited but have not yet been delivered to the Registrar of Companies. The Auditors’ report on the 2024 annual financial statements was unqualified, did not include a reference to any matter to which the auditors drew attention without qualifying the report, and did not contain any statements under Sections 498(2) or 498(3) of the Companies Act 2006.

    11. 2023 financial information

    The figures and financial information for the year ended 30 June 2023 are compiled from an extract of the published financial statements for the period and do not constitute statutory accounts. Those financial statements have been delivered to the Registrar of Companies and included the Auditors’ report which was unqualified, did not include a reference to any matter to which the auditors drew attention without qualifying the report, and did not contain any statements under Sections 498(2) or 498(3) of the Companies Act 2006.

    12. Annual Report and financial statements
    The Annual Report and financial statements will be posted to shareholders in early May and will be available on the Company’s website, https://octopusinvestments.com/our-products/venture-capital-trusts/octopus-future-generations-vct/.
    The Notice of Annual General Meeting is contained within the Annual Report.

    13. General information

    Registered in England & Wales. Company No. 13750143
    LEI: 213800AL71Z7N2O58N66

    14. Directors

    Helen Sinclair (Chair), Joanna Santinon and Ajay Chowdhury

    15. Secretary and registered office   

    Octopus Company Secretarial Services Limited
    6th Floor, 33 Holborn, London EC1N 2HT

    The MIL Network –

  • MIL-OSI Global: What Canada can learn from China on effectively engaging with Africa

    Source: The Conversation – Canada – By Isaac Odoom, Assistant Professor, Political Science, Carleton University

    Canada’s recent launch of a new Africa Strategy comes at a moment of profound geopolitical change and growing shifts in global development co-operation.

    As the western-led order and development model faces increasing scrutiny, countries like China are expanding their reach in Africa by linking development co-operation with commercial and strategic interests.

    These approaches resonate with many African governments, while others raise concerns, prompting an important question: How well does Canada’s new strategy respond to these concerns?



    Read more:
    Canada’s Africa strategy is a landmark moment for Canada-Africa relations, but still needs work

    Urgent need to diversify

    Canada’s pivot toward deeper engagement with Africa is timely. With ongoing tariff threats from the United States and a tense relationship with China, the need to diversify economic partnerships has become urgent.

    Africa’s fast-growing population, expanding middle class and continent-wide integration through the African Continental Free Trade Area (AfCFTA) offer real opportunities for commercial engagement.

    While historic, Canada’s new Africa Strategy would benefit from a clearer alignment between Africa’s economic prospects and Canada’s domestic economic challenges, such as labour shortages and trade diversification. Without a stronger economic dimension, Canada risks being perceived as all talk and little commitment.

    That said, Canada’s emphasis on “mutually beneficial partnerships” — echoing China’s language on Africa — is notable, especially as western donors pull back. However, without a coherent development focus, this principle may be viewed as transactional rather than strategic.

    The strategy provides a foundation to build from, but it enters a competitive arena. To build meaningful partnerships in Africa, Canada will need a more focused approach grounded in robust market research, sharper priorities and an informed understanding of Africa’s political and economic realities as well as its geopolitical context.

    As a researcher focused on Africa-China relations, I see important lessons Canada can draw from China’s engagement in Africa.

    Cautious Canada vs. confident China

    Over the past two decades, China has become Africa’s largest trading partner, with trade volumes reaching US$295 billion in 2024.

    Backed by state financing, Chinese firms have built roads, ports, railways, dams and telecom infrastructure across the continent. This presence is no accident: for the past 30 years, every Chinese foreign minister’s first trip abroad has been to Africa.

    Canada’s footprint, by contrast, remains modest. Canada’s merchandise trade with Africa was about $15 billion in 2024. Canada aspires to become a serious economic partner, but its commercial presence in Africa has been limited.

    Notably, while China is often criticized in western media, its image in Africa is more positive. Many African leaders and citizens see China as a pragmatic partner that delivers visible infrastructure and investment.

    China’s positioning as a fellow developing country also contrasts sharply with western models that often carry patronizing overtones. China’s readiness to finance large-scale projects in Africa with limited political strings attached has earned good will, even as concerns rightly persist about transparency, debt and governance.

    Emphasizing Canada’s differences

    Canada should take these dynamics seriously. The narrative of “countering China” in Africa, often promoted by western governments, is ineffective. It overlooks African agency, reduces the continent to a site of great power rivalry and fails to acknowledge that African governments are actively pursuing their choice of partners, instead of a single partner of choice.

    Rather than compete with China, Canada can be different. While Chinese infrastructure projects often align with African priorities, my own work on Chinese engagement in Ghana’s energy projects shows that these projects are often negotiated behind closed doors, with few accountability mechanisms and scant transparency in financing. These gaps create space for Canada to offer a distinct and credible alternative.

    Canada’s approach can be different, but it should be no less strategic. It may not match China in scale, but it can offer commercial partnerships rooted in transparency, accountability and collaboration with partners, including those from China.

    Many African governments and civil society entities are calling for exactly this kind of engagement, particularly as citizens demand greater scrutiny over foreign investment. By focusing on responsible business practices, labour standards, environmental safeguards and good governance, Canada can develop a values-based model of economic engagement.

    Despite this potential, Canada’s new Africa Strategy lacks financial commitment. Canada’s 2022 Indo-Pacific Strategy was backed by a $2.3 billion envelope. The Africa Strategy’s success will ultimately depend on its ability to mobilize concrete resources and sustained engagement.

    The strategy rightly points to Africa’s economic potential, but stronger links to Canada’s domestic priorities, such as a workforce strategy, a trade road map and implementation tools, would enhance its impact.

    References to the AfCFTA are promising, but Canadian businesses need clearer guidance and support. Realizing the strategy’s goals will require measurable targets, dedicated programming and sustained investment.

    A different kind of engagement

    Canada’s past engagement in Africa has been rooted in diplomacy, development co-operation and peacekeeping. These remain valuable, but today’s African leaders are also seeking trade, investment and private-sector partnerships.

    To become a trusted economic partner, Canada should engage with purpose by introducing targeted financing tools — such as credit lines or investment guarantees — to help Canadian businesses manage risk and seize opportunities aligned with AfCFTA.



    Read more:
    African countries could unlock billions in local and global trade – what’s working and what’s not

    It should also focus on strategic sectors where it already has strengths, like clean energy, health innovation, fintech, agri-business and infrastructure.

    By investing in robust research and in dialogue with the African diaspora, business leaders and governance institutions, Canada strengthens commercial ties while prioritizing transparency, accountability and collaboration. Co-operation in innovation (for example, joint research on climate-smart agriculture or vaccines) could also yield benefits for both sides.

    In an increasing multipolar environment, Africa is not waiting for Canada. It’s assessing and comparing competing external partners. Canada’s ability to position itself as a viable alternative depends not on replicating China’s scale, but on seeing Africa as a true partner and offering mutual partnerships that appeal to Africans and Canadian alike.

    The new Africa Strategy sets an important tone for renewed engagement, but its success will depend on real investment and implementation, which so far lacks dedicated funding. Filling these gaps should be the next step, regardless of who wins Monday’s election.

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

    – ref. What Canada can learn from China on effectively engaging with Africa – https://theconversation.com/what-canada-can-learn-from-china-on-effectively-engaging-with-africa-252894

    MIL OSI – Global Reports –

  • MIL-OSI Global: Juggling dynamite? At 100 days in office, Donald Trump is no Franklin D. Roosevelt

    Source: The Conversation – Canada – By Ronald W. Pruessen, Emeritus Professor of History, University of Toronto

    Watching United States President Donald Trump weave and chainsaw his way through the first 100 days of his second term in office, I’ve been reminded of what Anthony Eden, the United Kingdom’s foreign secretary in the 1930s and later its prime minister, once said about Franklin D. Roosevelt.

    FDR, Eden recalled in his memoirs, was “too like a conjurer, skilfully juggling balls of dynamite, whose nature he failed to understand.”

    The image fits the 47th president much better than the 32nd.

    The dynamite-wielding Trump

    Dynamite has certainly been exploding regularly since Trump took office in January. His actions include:



    Read more:
    How Project 2025 became the blueprint for Donald Trump’s second term

    For non-MAGA enthusiasts, it is easy to surmise — similar to Eden’s remarks on FDR — that Trump does not understand the potential damage of the dynamite he is not just juggling, but hurling.

    A case might be made that some lobs align with Trump’s personal penchant for retribution, or that the chainsaw is being wielded to make room in the federal budget for new tax cuts for the one per cent.

    But such calculations disregard deeply rooted American values like respect for the rule of law and the separation of powers.

    Trump’s actions could suggest a lust for mayhem apparently aimed at dismantling a century of efforts to shape a government that serves global security while also meeting the economic, social and health care needs of American citizens, including safety net provisions for senior citizens, children, farmers, veterans and others.

    Threats today, damage tomorrow

    His apparent fondness for dynamite is already having negative consequences, with seemingly little grasp of the likelihood of worse to come: today, he’s upending the lives of civil servants; tomorrow’s disruptions will likely include an attack on the services provided by agencies like the Social Security Administration and disruption of the flow of funds to many poor school districts.

    Today, the U.S. is struggling with a measles outbreak. But the personal beliefs of Health and Human Services Director Robert F. Kennedy, Jr., a notorious vaccination and public health skeptic, doesn’t bode well for a fight against a rapidly evolving avian flu threat on the near horizon.

    Today’s stock and bond market volatility creates the possibility of a trade war catastrophe and damage to economic stability as the U.S. appears poised to disregard its longtime status as the world economy’s “safe haven.”

    The current tensions in what were once ironclad partnerships with allies that include Canada, the European Union and Ukraine — along with the whiplash reversal of American-Russian dynamics — are reminiscent of the global disruption in the 1930s that featured the Great Depression and the eruption of the Second World War.

    How FDR coped with explosions around him

    If Eden’s image of FDR as a dangerous juggler of dynamite might also apply to Trump, it fails to capture the essential attributes of the 32nd president’s White House career. Eden’s ego seems to have undercut his appraisal of FDR — compounded by his own failure to understand the historical developments that profoundly weakened the British Empire and brought his own career to an end.

    There’s no question dynamite was exploding in 1933, the start of FDR’s 12 years in the White House. But the Depression and its evolving consequences, not FDR’s personal impulses and misconceptions, created a tinderbox decade.

    One of Roosevelt’s great strengths, in fact, was his ability to recognize the acute dangers emanating from a fearful cortege of flaming fuses. Another was his success in turning insights into meaningful actions.

    Roosevelt knew — far better than his predecessor, Herbert Hoover — that the onset of the Depression would require dramatic actions and fundamental reforms.

    His New Deal expanded the government’s role in stimulating the economy (for example, the Public Works Administration), regulation (the Securities Exchange Commission), social welfare initiatives (the Social Security program) and infrastructure development (for example, the Tennessee Valley Authority).

    The Depression wasn’t fully eradicated — that didn’t happen until after war broke out — but the lives of millions of Americans still improved significantly.

    Of equal importance, FDR’s creative thinking and government transformations created building blocks for further post-war reforms, including Lyndon Johnson’s Great Society efforts three decades later.



    Read more:
    The Great Society: the forgotten reform movement

    Roosevelt also knew that the devastation of the Depression and the unparalleled destruction of the Second World War required a transformation of the global arena. He believed technology — air power especially — had created an integrated world. In his January 1943 State of the Union address, he said:

    “Wars grow in size, in death and destruction, and in the inevitability of engulfing all nations, in inverse ratio to the shrinking size of the world as a result of the conquest of the air.”

    Sharing responsibilities

    FDR believed the world he worked to create would be safer and more prosperous because multilateral organizations would encourage greater emphasis on shared resources and responsibilities. The United Nations, the International Monetary Fund and the World Bank took shape during FDR’s presidency — as did long-term plans for decolonization and human rights initiatives.

    Roosevelt knew too — better than many of his White House successors — that the U.S. needed to share leadership responsibilities. He believed emphatically in multilateralism, recognizing the limits of American resources and power, and the pragmatism of compromising with the priorities of others, whether they were powerful states or colonial peoples.

    His “Four Policemen” approach to maintaining peace — comprising the U.S., the U.K., the Soviet Union and China — would sometimes create unpalatable situations. He was criticized harshly, for example, for naively opening the door to Soviet domination of eastern Europe via the Yalta agreement. Nonetheless, FDR focused on efforts he believed would avert another destructive cataclysm.

    FDR was an imperfect leader in various ways — in not appreciating, for example, how global leadership could result in arrogance. He did, however, understand the explosive domestic and international developments of the 20th century and sought constructive solutions to grave challenges.

    Trump, on the contrary, is seemingly prioritizing destruction over construction. Propelled by a “move fast and break things” mantra, there’s little evidence that he understands its pain nor the damaging consequences of his impulses.

    Ronald W. Pruessen has received funding from the Social Sciences and Humanities Research Council of Canada.

    – ref. Juggling dynamite? At 100 days in office, Donald Trump is no Franklin D. Roosevelt – https://theconversation.com/juggling-dynamite-at-100-days-in-office-donald-trump-is-no-franklin-d-roosevelt-254773

    MIL OSI – Global Reports –

  • MIL-OSI Europe: Written question – Translation of European respiratory infections forecasting into socially available tools – E-001556/2025

    Source: European Parliament

    Question for written answer  E-001556/2025
    to the Commission
    Rule 144
    Adam Jarubas (PPE)

    EU deaths and hospitalisations due to respiratory infections including respiratory syncytial virus, pneumonia, influenza and COVID-19 are rising, while immunisation rates are declining in some Member Sates. Recent cuts to the EU4Health programme put EU preparedness and response to cross-border health threats under pressure, and clear policies and investment are needed to address Europe’s lung health and its impact on ageing.

    The weekly European Respiratory Virus Surveillance Summary by the European Centre for Disease Prevention and Control (ECDC) and the WHO, and the ECDC Respiratory Diseases Forecasting Hub (RespiCast), with UK collaboration, are significant, recently launched EU tools for monitoring and forecasting the prevalence of respiratory infections. These portals build on the European health union’s ambition and are fundamental for lung health promotion and cross-border prevention of respiratory diseases.

    In the face of rising vaccine hesitancy and healthcare system limitations, civil society calls for the wide dissemination of preventative, science-based information on respiratory infections, to increase awareness, literacy, transparency and trust in public health measures.

    • 1.Does the Commission plan to make data from these portals more accessible to citizens, to enable them to make personal health decisions?
    • 2.Is the Commission considering providing effective tools for healthcare professionals and citizens and promoting awareness of the portals?
    • 3.What has been the reach and use of the portals since their launch?

    Submitted: 16.4.2025

    Last updated: 28 April 2025

    MIL OSI Europe News –

  • MIL-OSI Asia-Pac: CHP investigates confirmed Mpox case

    Source: Hong Kong Government special administrative region

    The Centre for Health Protection (CHP) of the Department of Health (DH) said today (April 28) that it is investigating a confirmed Mpox (also known as Monkeypox) case, and urged the public to be vigilant and avoid close physical contact with persons suspected of contracting Mpox. Meanwhile, high-risk target groups are advised to receive Mpox vaccinations.

    The case involves a 33-year-old male with good past health. He developed rashes and lymphadenopathy on April 22, and attended the Yau Ma Tei Male Social Hygiene Clinic of the DH on April 25. He is in stable condition, and is being arranged for treatment and isolation at Princess Margaret Hospital.

         A preliminary investigation revealed that he did not receive Mpox vaccination and had a history of high-risk exposure in Hong Kong. No epidemiological linkages have been established between this case and other confirmed cases previously recorded in Hong Kong. The CHP is continuing its epidemiological investigations of the case and will report the case to the World Health Organization.

    The CHP reminded high-risk target groups to receive Mpox vaccinations in order to lower the risk of infection or the possibility of having more severe symptoms after infection. In addition, persons who experience Mpox symptoms (including rashes, fever, chills, swollen lymph nodes, exhaustion, muscle pain, and severe headaches) or suspect themselves of being infected are advised to seek medical attention and receive treatment at once. They should not engage in activities with others that may expose others to their skin rash or body fluids. Members of the public should maintain good personal and hand hygiene to prevent virus transmission or infection through contact. They should also avoid close physical contact with persons or animals suspected of being infected.

    The CHP has set up an Mpox telephone hotline (2125 2373), which operates from Monday to Friday from 9am to 5pm, excluding public holidays. Those who suspect or are concerned that they may have had high-risk contact with confirmed cases, particularly men who have sex with men or those who have sexual practices with strangers, can use the hotline to make enquiries and receive relevant health advice.

    Furthermore, the DH provides vaccination services to high-risk groups of Mpox. The following high-risk target groups are eligible for Mpox vaccinations on a voluntary basis:
     

    1. Individuals with high-risk sexual practices, e.g. having multiple sexual partners, sex workers, or having a history of sexually transmitted infection within the past 12 months;
    2. Healthcare workers responsible for caring for patients with confirmed Mpox;
    3. Laboratory personnel working with zoonotic pox viruses; and
    4. Animal care personnel with high risk of exposure in case of Mpox occurrences in animals in Hong Kong.

    The high-risk target groups can receive Mpox walk-in vaccinations at any of the DH’s Social Hygiene Service Clinics (SocHS) (namely Chai Wan SocHS, Wan Chai Male SocHS, Wan Chai Female SocHS, Yau Ma Tei Male SocHS, Yau Ma Tei Female SocHS, Yung Fung Shee SocHS, Fanling SocHS and Tuen Mun SocHS) and the DH’s Yau Ma Tei Integrated Treatment Centre.
     
    Meanwhile, the DH’s Kowloon Bay Integrated Treatment Centre and the Hospital Authority’s Special Medical Clinics at Queen Elizabeth Hospital and Princess Margaret Hospital also provide Mpox vaccination services for their clients.
     
    For more details, please visit the CHP’s page on Mpox and Mpox Vaccination Programme.

    MIL OSI Asia Pacific News –

  • MIL-OSI Global: How a small vaccine drop could see measles becoming endemic again – new study

    Source: The Conversation – UK – By Anastasia A. Theodosiou, Infectious Diseases and Microbiology Academic Clinical Lecturer, University of Glasgow

    Family Stock/Shutterstock.com

    It takes just a spark to start a wildfire, and when it comes to measles, the embers are already glowing.

    A new modelling study published in Jama sounded the alarm: recent drops in childhood vaccination rates could reignite diseases that were nearly extinguished.

    The researchers used a simulation to predict the effect of falling vaccination coverage for measles, rubella, polio and diphtheria. Even at current coverage, measles alone could soon infect more than 850,000 people in the US every year, leading to over 2,500 deaths annually.

    The study also warned how quickly the situation could get worse. A further 10% drop in vaccination rates could lead to more than 11 million cases annually.

    Measles is particularly concerning because of how easily it spreads. It is one of the most contagious diseases known – a single person with measles can infect between 12 and 18 others, each of whom can infect 12 to 18 more, and so on. This is much higher than for diseases such as influenza and COVID, where one person, on average, infects one to four others.

    To stop measles from spreading from person to person, at least 95% of the population needs to be vaccinated. But coverage is falling short – not just in the US, but worldwide. In 2024, less than 84% of five-year-olds in England had received both doses of the measles, mumps and rubella (MMR) vaccine.

    This matters because measles is far from harmless. About one in five children with measles need hospital care, one in 20 develop pneumonia and one in 1,000 suffer encephalitis (a brain infection that can cause seizures and deafness).

    Up to three in every 1,000 children who catch measles will die.

    Although measles poses the greatest immediate threat because of how contagious it is, further drops in vaccination rates could see other serious infections return. Rubella can cause devastating birth defects, polio can lead to permanent paralysis, and diphtheria is fatal in up to 30% of unvaccinated children.

    Before vaccines, these diseases were endemic around the world – circulating constantly, not just in outbreaks. In regions where vaccine coverage has never reached the 95% target, including parts of Africa and south Asia, they remain endemic.

    But in countries where vaccines had all but eliminated them, falling coverage risks undoing decades of progress. And this isn’t just hypothetical – already this year, the US has reported nearly 900 measles cases, including three deaths.

    The MMR vaccine is extremely effective, protecting more than 97% of those who receive both doses. However, some people can’t have the vaccine, including pregnant women, babies and those with a weakened immune system or serious allergy to the vaccine ingredients.

    This is why herd immunity is so important: when over 95% of people in a community are vaccinated, the virus can’t circulate freely, so everyone is protected – including the most vulnerable.

    There are many reasons vaccination rates have fallen. COVID caused the biggest drop in global vaccination in 30 years, and many countries are still catching up. Conflict and natural disasters also contribute, with Yemen reporting over 10,000 measles cases in the past six months.

    Some people choose not to vaccinate their children or themselves. This may be due to vaccine fatigue, concerns about side-effects or underestimating the risks of infection. In this respect, vaccines are victims of their own success – it can be hard to imagine the consequences of infections that have largely disappeared thanks to vaccines.

    As with all medical treatments, vaccines have side-effects, but most are mild and resolve quickly, such as fever, rash and swollen glands.

    Persistent misinformation

    A major contributor to vaccine hesitancy is misinformation, particularly through social media.

    One of the most persistent myths is that the MMR vaccine is linked to autism – a claim based on falsified data in a discredited and retracted study from 1998. Since then, multiple studies have disproved this, including a meta-analysis (a study that combines data from several studies) of over 1.25 million children that found no link between the MMR vaccine and autism.

    Despite clear scientific evidence, these false claims linger, fanning the flames of doubt with real-world consequences. Indeed, the World Health Organization has listed vaccine hesitancy as one of the top ten threats to global health.

    No parent takes decisions about their child’s health lightly. It’s natural to want to weigh the risks and benefits. But when vaccination rates drop, it doesn’t just put unvaccinated children at risk. It threatens those who cannot be vaccinated – including all infants under a year old, who are too young for the MMR vaccine.

    Vaccination remains one of the most powerful tools we have to protect the health of all children. Diseases like measles don’t wait for conflicts to end or for trust to rebuild – they simply spread wherever they can.

    We came close to extinguishing measles and other vaccine-preventable diseases, but any drop in vaccine coverage is a match to kindling. As this new research shows, it doesn’t take much for the embers to flare into a wildfire beyond our control.

    Antonia Ho receives funding from MRC, UKRI, Bill and Melinda Gates Foundation, and Public Health Scotland.

    Chrissie Jones is affiliated with the Immunising Pregnant Women and Neonates (IMPRINT) network, funded by the MRC. She runs clinical trials of vaccines on behalf of the University of Southampton, but does not receive any personal funding for this.

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

    – ref. How a small vaccine drop could see measles becoming endemic again – new study – https://theconversation.com/how-a-small-vaccine-drop-could-see-measles-becoming-endemic-again-new-study-255327

    MIL OSI – Global Reports –

  • MIL-OSI Global: Pope Francis began the process for Antoni Gaudí’s sainthood – an architect explains why

    Source: The Conversation – UK – By Javi Buron Garcia, Associate Professor, School of Architecture & Product Design, University of Limerick

    Wiki Commons/Shutterstock/Canva

    In one of his final announcements before his death, Pope Francis granted Catalonian architect Antoni Gaudí the title of “venerable”, due to his dedication to the design and build of the Sagrada Família church in Barcelona. This recognition is the second of four steps towards sainthood, a process that started more than three decades ago by a secular association founded in Barcelona in 1992 and led by local architects. If this happens, Gaudí would be the first secular architect in history to be declared a saint.

    The Sagrada Família was originally devised by the religious book printer and seller José María Bocabella, who bought the site and founded an association to promote the construction. It was started in 1882, but in just one year the original architect Francisco de Paula del Villar y Lozano resigned due to creative differences with the association’s architectural adviser Joan Martorell.

    After declining the job himself, Martorell fervently recommended his protégée Antoni Gaudí who at that time was only 31 years old. He took over and redesigned it entirely, transforming Villar’s predictable neo-gothic design into what the American architectural historian Henry-Russell Hitchcock described as “the greatest ecclesiastical monument of the last hundred years”.

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    From the moment of his appointment, Gaudí worked obsessively on the project. In 1915, once he finished the crypt of the Church of Colònia Güell, his other lifelong project, he devoted himself entirely to the Sagrada Família. He suddenly died in 1926, when he was hit by a tram just a few blocks from the church.

    Gaudí was fully aware that he would never see the construction completed. Since its inception the construction was solely financed by donations, and its progress frequently slowed due to lack of funds.

    The Sagrada Família is the largest unfinished Catholic church in the world, and it has become a living piece of architectural history, showcasing design methodologies, materials and tools spanning the 19th, 20th and 21st centuries.

    Visionary techniques

    Though Gaudí was a gifted draftsman, he rarely drew detailed plans as his design methods. Instead, he relied on close working relationships with builders and crafts people. He preferred scaled models and developed all sort of unique techniques to develop and communicate his designs to others.

    Probably one of the most famous are his upside-down catenary curve models which he used to form-find the main structure of some of his buildings.

    In this process, he traced the outline plan of the Sagrada Família on a wooden board at a tenth of the scale and placed it on the ceiling. Then, he tied cords from the points of the plan where the columns were located. Later, he hung small sachets filled with lead to represent the weight that the arches would have to support. Finally, he carefully measured and photographed the resulting model from many angles and turned the photos upside down so the strings hanging in pure tension would represent stone and concrete arches in pure compression.

    The expertise required to construct these models was remarkable. In 1986, it was described in painstaking detail by professor of architecture Jos Tomlow at the Institute for Lightweight Structures under the supervision of the renowned architect and structural engineer Frei Otto.

    Tomlow and Otto analysed the hanging design model for Gaudí’s unfinished church of the Colònia Güell, which took him nearly ten years to complete. The research team made a scaled replica of the model which was instrumental for understanding Gaudí’s empirical design methods and bringing a renewed interest to his unfinished masterpiece.

    Completing the Sagrada Familia

    By the end of the 1980s, the construction of the Sagrada Familia was suffering an impasse. The architects continuing the work, now in their nineties, had completed much of the work started together with Gaudí. But they did not have further models or plans to guide their development, as many of the original models, drawings and photographs were destroyed during the 1936 Civil War.

    Fortunately, a younger generation of architects were able to analyse the existing design vocabulary and extend it to fill out the gaps using groundbreaking parametric design tools. Using parametric design, instead of simply reproducing digitally Gaudí’s existing geometries, endless new variations could be automatically generated by changing predefined variables.

    The Sagrada Familia in 1905.
    Jaume Morera Art Museum

    During the 1990s, the same team introduced newer digital fabrication technologies such as 3D printing and robotic stone carving. These were instrumental to keep the construction of Gaudí’s impossible shapes under a reasonable budget and time-frame.

    After several decades of long delays, the temple has experienced a substantial increase in visitors, which has boosted the construction efforts. The latest plans have set the completion for 2033 when it will become the tallest church building in the world. Just seven years after the 100th anniversary of Gaudí’s death, and probably in perfect timing for his canonisation.

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

    – ref. Pope Francis began the process for Antoni Gaudí’s sainthood – an architect explains why – https://theconversation.com/pope-francis-began-the-process-for-antoni-gaudis-sainthood-an-architect-explains-why-255147

    MIL OSI – Global Reports –

  • MIL-OSI Economics: Investing in American leadership in quantum technology: the next frontier in innovation

    Source: Microsoft

    Headline: Investing in American leadership in quantum technology: the next frontier in innovation

    Artificial intelligence has captured the public imagination—and with good reason. It’s transforming how we work, create, learn, and navigate the world. But as AI carries the headlines, we also are on the cusp of another technological frontier: quantum computing. Long the domain of theory, quantum technologies are edging closer to reality, with profound implications for the world and American national competitiveness and security. As basic research and private sector advancements accelerate, a new global race is picking up steam. Now is the time for the United States and its allies to double down and invest in their strengths to claim the quantum frontier.

    Quantum technologies harness the mysterious and powerful behaviors of particles at the atomic level, offering unprecedented capabilities in computing, communication, and sensing. A single quantum computer at scale could offer more computing power than collectively exists in all of today’s computers. And like AI, quantum computing not only has the potential to transform entire sectors of our economy, but tackle previous insurmountable problems, opening pathways in science, medicine, and technology. The possibilities for chemistry, drug discovery, materials, energy, and agriculture provide promise in solving some of the defining challenges of our time.

    Microsoft’s recent quantum breakthrough adds to the breadth and pace of quantum science innovation. The development of our Majorana quantum chip leverages the unique properties of so-called “Majorana quasiparticles,” creating qubits that are more stable and less prone to decoherence. This approach promises to overcome one of the biggest challenges in quantum computing, enabling the construction of scalable and more efficient quantum systems. We believe it’s the type of advancement that can help accelerate the timeline for practical quantum applications.

    Countries around the world understand the criticality of quantum technology to their own economic competitiveness and security. During his confirmation hearing earlier this year, Michael Kratsios, the White House Director of the Office of Science and Technology Policy (OSTP), rightfully emphasized that the shape of the global order “will be defined by whomever leads across AI, quantum, nuclear, and other critical and emerging technologies.” It is no surprise that over the past decade, governments around the world have poured resources into the fiercely competitive global quantum race. China, in particular, seeks to challenge American leadership in quantum through significant investments in infrastructure, research, and workforce skilling.

    The Trump administration’s long-standing leadership in quantum science

    Since the earliest days of quantum sciences, the United States has led the research and development of this technology. While most believe that the United States still holds the lead position, we cannot afford to rule out the possibility of a strategic surprise or that China may already be at parity with the United States. Simply put, the United States cannot afford to fall behind, or worse, lose the race entirely.

    The Trump administration understands well the national imperative and the risks of falling behind. During his first term, President Trump set the foundation for sustained leadership in the quantum sciences. This included the passage of the National Quantum Initiative Act in December 2018 (currently up for reauthorization), which accelerated quantum research and development. The Trump administration inaugurated the National Quantum Coordination Office (NQCO) within the OSTP. This office was empowered to oversee interagency coordination, serve as a central point of contact for federal quantum activities, and promote public outreach and early application of quantum technologies. These initiatives underscored the administration’s commitment to maintaining the American leadership and fostering quantum innovation.

    Last month, President Trump emphasized that actions during his first term “established the foundation for national quantum supremacy” and tasked newly confirmed Director Kratsios to “blaze a trail to the next frontiers of science.” Meeting the moment demands another round of decisive action—one that must be rooted in the very principles that gave rise to the past century of American primacy in the sciences.

    Harnessing America’s heritage of scientific innovation

    For the last 80 years, the United States has led the world with its scientific and technological prowess, resulting in transformative products and capabilities. This federally funded science and technology ecosystem is essentially America’s golden goose. It generates immense wealth and benefits for society by supporting scientific progress that in turn drives economic growth, extends life expectancy, and boosts national power. In many respects, it is the envy of the world.

    The United States has not always prioritized federal funding in scientific research. In fact, before World War II, the United States played a minor role in supporting research at U.S. colleges and universities. Instead, research institutions relied on philanthropic endowments or funding from private companies, often with vested interests. “Curiosity-driven” science, a cornerstone of discovery and innovation, was stymied in the process.

    This limitation changed dramatically after World War II when the federal government recognized the strategic importance of scientific research. In November 1944, thinking ahead to the end of the war, President Franklin D. Roosevelt wrote to Director of the Office of Scientific Research and Development, Vannevar Bush, asking how the successful application of scientific knowledge to wartime problems could be carried over into peacetime—and requesting recommendations on a national policy for science. This initiative led to the creation of many of the research institutions and funding mechanisms that have driven American innovation for decades.

    For 80 years, American innovation has been driven by two critical ingredients. The first is basic research. This is based on curiosity rather than a profit motive, supported by federal funding, and pursued mostly by scientists at our universities and national labs. The second is private sector investment in product development by companies of all sizes. The United States, more than any other country, has mastered the process of bringing these together.

    This combination has led to spectacular discoveries with profound implications for our health, safety, and quality of life. Innovative cancer treatments, the laser, MRI, touchscreens, GPS, the internet, and even artificial intelligence are just a few of the successes from federal investment in research. These innovations have not only advanced science and improved lives but have also created entirely new industries and millions of jobs.

    The United States will need this extraordinary combination of resources more than ever to sustain its quantum leadership, especially as China invests more in its own quantum work.

    China’s focus on gaining quantum supremacy

    Since at least 2000, China has made quantum technology a cornerstone of its national technological strategy and has invested heavily to assert dominance in the quantum sciences. Over this time, China’s public spending on overarching R&D has grown 16-fold, placing it second in the world behind the United States for total spending. It surpassed Japan in 2009 and the combined R&D expenditures of the European Union countries over a dozen years ago, in 2013.

    The scale and focus of China’s efforts continue to accelerate. Last year alone, China announced a 10 percent increase in R&D with public reports indicating that China has increased government spending in quantum research to approximately $15 billion. This represents more than double what the European Union has pledged in quantum spending and eight times what the U.S. government previously planned to allocate. And earlier this year, China launched a government-backed venture fund worth 1 trillion yuan (approximately $138 billion) to support high-risk, long-term projects across various sectors, including quantum computing.

    In addition to state-directed quantum R&D funding, China has prioritized quantum infrastructure and domestic capabilities. The creation of the National Laboratory for Quantum Information Sciences, backed by over $1 billion, alongside a separate $10 billion investment in key projects such as the Micius satellite[1], and the Beijing–Shanghai backbone, underscores China’s ambition to dominate quantum technology—with the Chinese government hoping this institutional infrastructure will provide it with a significant advantage in developing and deploying quantum technologies at scale.[2] Moreover, during the last five years, China has methodically nationalized quantum efforts to pursue strategic, government-coordinated efforts that transition scientific breakthroughs into practical applications.[3]

    The importance of the federal research triad

    Given these coordinated efforts in China, sustained American quantum leadership will require continuing support across the federal government. Coordinated in substantial part by OSTP, American strength rests in substantial part on three federal agencies that collectively serve as the driving force of this leadership. The Department of Defense (DOD), the Department of Energy (DOE), and the National Science Foundation (NSF) possess the legislative authority and institutional capability to advance quantum technology research and development under existing Congressional mandates. This “research triad” provides a resilient science and technology research infrastructure as a bulwark against threats to our technological superiority. Indeed, perhaps more than any military capability, this American research triad is largely responsible for the preeminence of the United States’ global leadership over the past century.

    Each prong of this triad uniquely and collectively contributes to ensuring American technological superiority.

    For example, DOD, through the military labs and defense industrial base, provides a strong and reliable foundation for military readiness and battlefield dominance. There are several notable examples of research efforts funded by DOD for military applications that eventually found enormous civilian uses—the internet, GPS, and voice recognition are among countless other breakthrough technologies.

    DOE, through the network of national laboratories and university partnerships, provides a vital link to state and local communities across a range of national security priorities, such as maintenance of our strategic weapons (e.g., our nuclear weapons arsenal), energy security and innovation, and high-performance computing.

    And the NSF is perhaps the most robust frontline agency that supports workforce development goals in addition to promoting hugely important translational research through federal grants. Specifically, the NSF provides critical incentives for U.S. students to enter STEM fields from early education through post-graduate schooling by way of subsidizing their apprenticeships in research laboratories in colleges and institutions so they can learn from leading scientists and engineers who otherwise would not have the funds or resources to take on students.

    Three strategic actions to ensure American quantum leadership

    Winning the quantum race will require us to deploy and reinvest in our greatest American strengths: our intellect, our curiosity, and our drive to innovate and build. All these qualities are carried forward by the three great and enduring federal agencies that comprise our research triad. We will need to activate all three to succeed in the race to develop next-generation quantum technologies. More specifically, to win this race, we must deploy our research triad in three key areas: driving innovation through robust government-funded quantum research and innovation; developing quantum talent and a skilled quantum workforce; and directing efforts to secure the quantum supply chain.

    These strategic actions—described more fully below—will require DOD, DOE, and the NSF to work together to ensure our competitive edge in the face of intense global competition.

    1. Increase funding for quantum research and development

    To ensure leadership in quantum research, the U.S. government should consider prioritizing federal funding in quantum technologies through a directed approach. A survey by the Information Technology and Innovation Foundation (ITIF), a Washington-based think tank, suggested that China’s centralized funding approach might offer comparative advantages over the fragmented approach in the United States, where competing priorities can hinder systemic progress.

    To start with, the United States cannot win the quantum race without significant and sustained federally funded quantum research. While federal funding in quantum sciences more than doubled between 2019 and 2022 (from $456M in FY 2019 to $1,041M in FY2022), this funding started to decline during the last three years of the Biden Administration (from $1,041M in FY2022 to $998M in President Biden’s requested budget authority for FY25).[4] This means that the United States is not keeping pace—either with itself or with our global competitors.

    The first and most important step this Administration must take is fully funding research and grant programs in the basic and fundamental sciences across DOD, DOE national labs, and the NSF. As noted above, this research triad has been largely responsible for the sustained period of American technological leadership. We cannot make strides in the quantum race without reinvesting and building on these critical capabilities.

    Specific to the quantum sciences, Congress can begin by reauthorizing the National Quantum Initiative Act and this administration should work to ensure that all its programs are fully funded. This must include the Quantum Leap Challenge Institutes funded through the NSF, as well as the important work being led by the DOE’s National Quantum Initiative Centers. These initiatives were established through the National Quantum Initiative Act and are already demonstrating results, with each dollar of federal funding typically leveraging additional private sector investment. Expanding these proven programs would spur innovation in every region of the country while advancing American leadership in critical technologies of strategic importance.

    But even as we expand federal funding for the basic sciences and quantum research, the administration must simultaneously increase funding for government evaluation and validation programs that are focused on identifying scientific breakthroughs and supporting their continued development. DARPA’s Quantum Benchmarking Initiative (QBI) is the nation’s flagship program and must be expanded as public and private sector investments in quantum technology begin to bear fruit and achieve tangible results.

    2. Promote workforce and talent development

    Winning the quantum race requires the world’s best talent. While the United States and its institutions—both public and private—have thus far been able to leverage unique, highly skilled technical talent, the state of the domestic talent pipeline is alarming and requires immediate action. At a topline level, the U.S. science, technology, engineering, and mathematics (STEM) workforce is comprised of 36.8 million people of which foreign-born individuals make up 43 percent of doctorate-level scientists and engineers. That number is likely to increase given the wide gap between the United States and global competitors at the undergraduate level. In 2000, for example, the United States awarded 900,000 undergraduate degrees in STEM fields, compared to 2 million degrees in China and 2.5 million in India.[5]

    It is therefore no surprise that, when including all education levels, India and China were the leading birthplaces of foreign-born STEM workers in the United States, accounting for 29 percent and 12 percent respectively. The good news is that many international students have chosen to stay in the United States after completing their studies, contributing to the country’s technology innovation ecosystem. For example, according to the 2024 State of U.S. Science and Engineering Report, from 2018-2021, temporary visa holders—primarily from China or India—represented 37 percent of U.S. science and engineering research doctorate recipients. Over 70 percent of these doctorate recipients expressed an intention to reside in the United States following graduation. The same report indicated that when these doctorate recipients were surveyed in 2021 across all countries of citizenship and degree fields, the 5-year stay rate for those who were on temporary visas at graduation was 71 percent and the 10-year stay rate was 65 percent.

    In the quantum fields specifically, the number of quantum job postings globally outstrips qualified talent by as much as three to one. Currently, the European Union has the highest concentration of quantum talent, followed by India, China, and then the United States.[6] The United States faces a critical shortage of quantum-ready talent, particularly as other nations invest significant resources in their own national quantum programs and quantum research capabilities. Without concerted action by the federal government to address this skilling gap, even the most advanced quantum research programs will fail to translate into practical capabilities or economic benefits.

    The Trump administration can begin by launching a series of concerted efforts to expand the domestic pipeline. One historical analog is the National Defense Education Act of 1958, enacted in response to the Sputnik challenge. The NDEA provides a useful precedent for how targeted federal investment in technical education can rapidly address strategic workforce gaps.

    For starters, comprehensive STEM education programs must be introduced at all levels of education, from primary schools to universities, to develop a robust domestic pipeline of talent. Research has shown that elementary and secondary education in mathematics and science are the foundation for entry into postsecondary STEM majors and STEM-related occupations. To develop this pipeline, the Trump administration can leverage the existing strength and reach of the NSF. NSF programs, such as those specifically focused on the quantum sciences like the National Q-12 Education Partnership, are ready-made vehicles to promote awareness of STEM and quantum technology in K-12 institutions.

    Second, the United States can provide grants for quantum research and education to encourage students to pursue careers in this field, focusing not only on traditional four-year colleges but also community colleges and vocational programs that are often entry points for many Americans pursuing higher education. In 2021, the U.S. government supported 15 percent of full-time STEM graduate students (mostly doctoral degree students), a decline from the most recent high of 21 percent in 2004. Here, again, the administration should activate and expand NSF research initiatives, including the NSF Research Experiences for Undergraduates (REU) and Research Experiences for Teachers (RET) programs,[7] as well as those focused specifically on the quantum sciences such as the Next Generation Quantum Leaders Pilot Program envisioned by the CHIPS and Science Act. The National Quantum Virtual Laboratory is another promising initiative that would create shared research infrastructure and make quantum education more accessible to students and researchers across the country. Collectively, these national incentives enable the best and brightest of the world to conduct their cutting-edge research in the labs of the United States as opposed to the labs of our adversaries.

    Beyond looking to the NDEA to attract and develop the unique talent to lead the world in quantum development, the Trump administration can focus on three additional priorities.

    First, building on the themes described above, the administration should address the current talent gap in the current STEM workforce. Although there is no substitute for graduate degree programs to drive innovation in the quantum sciences, the broader quantum ecosystem would benefit greatly from an increase in the STEM workforce. To this end, the administration can again utilize the reach of the NSF to promote adult education, retraining, and professional development programs to facilitate current workers’ transition into quantum-related roles.

    Second, research universities also play a pivotal role as powerful economic engines in their communities, often ranking among the largest employers in their congressional districts while generating high-tech spin-off companies that create well-paying jobs. The presence of federally-funded research and development centers (FFRDCs) and university-affiliated research centers (UARCS)—which are not-for-profit organizations established to meet special long-term engineering, research, development, or other analytic needs—also attract private sector investment and create innovation clusters. But most importantly, these entities lead to organic skilling initiatives to up-level the existing labor market.

    Finally, with regard to foreign talent, it’s imperative that the United States continue to attract the world’s best and brightest. This requires developing fast-track immigration pathways for highly skilled individuals with unique technical expertise in the quantum sciences, and expanding the number of visas available to employ quantum STEM PhDs trained at American institutions. This also requires the United States to promote, coordinate, and potentially fund international research initiatives with strategic allies to facilitate cross-pollination of expertise and develop the talent pool within a sphere of select, like-minded countries.

    This includes deepening ties with strategic allies to advance our collective success in the quantum race. Denmark, for example, has continued the great legacy of Niels Bohr by creating a vibrant hub for quantum innovation—one that benefits not only Denmark, but the entire Nordic region and the United States. Through a steady, long-term strategy that has brought together the government, academic, private sector, and startup communities—including multilateral institutions, such as NATO’s Deep Tech Lab-Quantum hosted at the Niels Bohr Institute—Denmark has become a hotbed for quantum talent, as well as quantum research and early commercialization. For our part, Microsoft has benefited greatly from this rich ecosystem of talent and innovation through the Microsoft Quantum Lab on the outskirts of Copenhagen, where later this year we will expand our presence by opening a new state-of-the-art quantum research center.

    3. Ensure supply chain security for quantum technologies

    Securing our leadership in quantum technology requires a reliable supply chain and onshoring of key capabilities within the United States. This is a complex task that cannot be achieved without direct action by the federal government that tightly aligns to specific strategic objectives. To that end, the Trump administration could task the National Quantum Initiative Advisory Committee or another board of advisors to develop a detailed national strategy and execution plan aimed at de-risking the quantum supply chain. This strategy would focus on making the supply chain more independent, increasing the availability of quantum components, lowering prices, and introducing incentives to encourage the private sector to make the necessary investments in the United States for chip fabrication and assembly.

    More specifically, the U.S. strategy to secure the quantum supply chain must include at least three critical action items. First, the federal government can take a direct role through the Departments of Commerce and Energy to promote the diversification of essential quantum components and materials. This can be achieved through government-organized long-term purchase agreements and the deployment of strategic capital for widely needed components such as dilution refrigerators, superconducting cables, amplifiers, circulators, attenuators, lasers, and fiber at frequencies relevant for quantum technologies.

    Second, the administration should work to establish specialized facilities dedicated to the fabrication, packaging, prototyping, and manufacturing of quantum systems and their essential components, such as cryogenic systems, lasers, and advanced chips. By developing, testing, and ultimately producing essential components domestically, this initiative would reduce our dependence on foreign sources and work to mitigate the risk of supply chain disruptions.

    Finally, and most importantly, it is imperative to onshore domestic manufacturing of advanced technologies tailored for quantum devices and additional capabilities needed by American companies and research organizations. This includes design and fabrication of advanced lasers and optics, amplifiers, and advanced chip design and fabrication. It also includes critical capabilities for domestic cryogenic electronics fabrication and design, advanced metrology to characterize chips for quantum computing, and advanced packaging and 3D integration for quantum components.

    The way forward

    At the start of his second term, President Trump signed an executive order to advance American leadership in artificial intelligence. President Trump should now do the same with quantum by setting national priorities that support robust funding, promote a skilled workforce, and protect supply chain security through incentivized onshoring. Taken together, these strategic actions will not only bolster our nation’s security and competitive edge against competitors and adversaries, but it will also drive innovation and economic growth at home towards a new frontier of American prosperity.

    [1] Karen Kwon, “China Reaches New Milestone in Space-Based Quantum Communications,” Scientific American, June 29, 2020, https://www.scientificamerican.com/article/china-reaches-new-milestone-in-space-based-quantum-communications.

    [2] One likely goal of these massive projects is undoubtedly to signal that the People’s Republic of China backs these investments, thereby attracting and retaining skilled professionals. According to the 2024 State of U.S. Science and Engineering Report developed, a regular report mandated by Congress, China is the top overall producer of science and engineering publications and international patents. For decades, the United States was the unparalleled leader in science and engineering doctorate awards until 2019 when we were surpassed by China. That being said, the United States remains the destination of choice for internationally mobile students, hosting 15% of all international students worldwide in 2020. National Science Board, The State of U.S. Science and Engineering 2024, March 2024, https://ncses.nsf.gov/pubs/nsb20243/talent-u-s-and-global-stem-education-and-labor-force.

    [3] Hodan Omaar and Martin Makaryan, How Innovative is China, Information Technology & Innovation Foundation, September 2024, https://www2.itif.org/2024-chinese-quantum-innovation.pdf.

    [4] National Science and Technology Council:  Subcommittee on Quantum Information Science, National Supplement to the President’s FY 2025 Budget, April 24, 2025, https://nqi.gov/supplement-fy2025-budget.

    [5] National Science Board, “The State of U.S. Science and Engineering 2024,” March 2024, https://ncses.nsf.gov/pubs/nsb20243/talent-u-s-and-global-stem-education-and-labor-force.

    [6] McKinsey & Company, “Quantum Technology Monitor,”  April 2023,  https://www.mckinsey.com/~/media/mckinsey/business functions/mckinsey digital/our insights/quantum technology sees record investments progress on talent gap/quantum-technology-monitor-april-2023.pdf (defining quantum talent as “[g]raduates of master’s level or equivalent in 2019 in biochemistry, chemistry, electronics and chemical engineering, information and communications technology, mathematics and statistics, and physics.”).

    [7] National Science Foundation, “NSF Research Experiences for Undergraduates,” accessed April 24, 2025, https://www.nsf.gov/funding/initiatives/reu; National Science Foundation, “NSF 24-503: Research Experiences for Teachers in Engineering and Computer Science,” accessed April 24, 2025, https://www.nsf.gov/funding/opportunities/research-experiences-teachers-engineering-computer-science/nsf24-503/solicitation.

    Tags: AI, quantum, STEM, Technology, United States

    MIL OSI Economics –

  • MIL-OSI USA: Communities and AFSCME Sue to Save Efforts to Stop Trump Cuts, RFK Jr. Anti-Science Meddling

    Source: American Federation of State, County and Municipal Employees Union

    Municipalities in Texas, Tennessee, Ohio, and Missouri Unite to Prevent Pandemic-Prevention Programs

    Washington, D.C. – A coalition of major municipalities, including Harris County, Texas; Columbus, Ohio; the Metropolitan Government of Nashville and Davidson County, Tennessee;  and Kansas City, Missouri, along with public service workers represented by the American Federation of State, County, and Municipal Employees (AFSCME) are uniting to challenge unlawful budget cuts at the Department of Health and Human Services (HHS) that will cancel grants the municipalities rely on to protect people from infectious diseases and pandemics.

    The municipalities filed suit today in District Court for the District of Columbia, and the case is Harris County et. al v. Kennedy et. al. Nashville and Davidson County, Kansas City, and Columbus are represented by Democracy Forward and the Public Rights Project. AFSCME is also represented by Democracy Forward. Harris County is represented by Harris County Attorney Christian Menefee.

    “The pandemic exposed just how urgently we need strong public health systems,” said AFSCME President Lee Saunders. “In response, Congress stepped up — delivering crucial funding to local health departments to track, prepare for, and fight infectious diseases. But now, this administration is sidestepping the law and withholding taxpayer dollars meant to protect our communities so they can hand out massive tax breaks to billionaires. AFSCME members are on the front lines, vaccinating, educating and saving lives every single day. These actions threaten their ability to tackle threats like the flu and measles and jeopardize public health. We are filing this lawsuit with our partners because that funding belongs to our neighborhoods, not the ultra-rich.”

    “Harris County was set to receive funds to support critical public health services—programs that help us detect and prevent disease outbreaks, run vaccination clinics, and keep our residents healthy,” said Harris County Attorney Christian Menefee. “The Trump administration doesn’t get to override Congress just because it wants to score political points. This funding is the backbone of our local public health response – especially during disease outbreaks. You don’t get to break the law just because you don’t like how Congress spent the money.”

    “The Trump administration’s termination of billions of dollars in infectious disease funding is both dangerous and unconstitutional,” said Columbus City Attorney Zach Klein.“Cities cannot stay quiet on the sidelines as extremists within this administration continue to defy the constitution and recklessly endanger the health and safety of our children and the public. That’s why we’re in the arena fighting to see this funding released as Congress intended—so that health departments can do their jobs and prevent needless deaths of children and our most vulnerable from outbreaks of deadly diseases like measles.”

    “The federal government’s mass termination of local health programs has caused an immediate disruption in life-saving health care services. Metro Nashville joined this lawsuit because the federal government’s unlawful termination of health programs has forced layoffs of Health Department employees, termination of lab testing for infectious disease, including lab tests where the patient is waiting on a result, elimination of programs for childhood vaccination, and more. We were on the verge of providing these life saving services to our unhoused population but that initiative is halted in its tracks,” said Wally Dietz, Director of Law, Metropolitan Government of Nashville.

    On March 24, 2025, President Trump and controversial anti-science HHS Secretary Robert F. Kennedy Jr. unlawfully eliminated the congressionally-appropriated federal grants under Centers for Disease Control’s COVID-19 related grant programs, which provide more than $11 billion worth of federal grants to local municipalities for the vital public health work of identifying, monitoring, and addressing infectious diseases; ensuring access to necessary immunizations, including immunizations for children; and strengthening emergency preparedness to avoid future pandemics.

    “Cancelling programs that seek to prevent the spread of infectious diseases – in the middle of active pandemics – is not just unconstitutional, it is unconscionable,” said Skye Perryman, President and CEO of Democracy Forward. “The Trump administration’s destructive agenda threatens to deprive residents of essential public health services in the midst of continuing dangers posed by COVID-19 and other diseases, including a deadly measles outbreak centered in Texas that has spread to Ohio, Tennessee, and other states across the country. The stakes here are real and immediate. Democracy Forward is honored to work with the Public Rights Project and Harris County to represent these municipalities, which are fighting to preserve crucial and lifesaving public health efforts.”

    “Our government partners have been left scrambling to fill gaps from the loss of vital local initiatives,” said Jill Habig, founder and CEO of Public Rights Project. “These grants were more than a response to the pandemic — they were investments in the people and programs that keep our communities healthy every day.”

    Bizarrely, though the reasoning offered by the Trump administration for canceling the grants was the end of the COVID-19 pandemic, the programs canceled were not limited to work on COVID-19, and include work to stop outbreaks of avian flu and measles, two infectious diseases currently spreading in American neighborhoods.

    Please find the full complaint here.

    – # # # –

    Democracy Forward is a national legal organization that advances democracy and social progress through litigation, policy, public education, and regulatory engagement. For more information, please visit www.democracyforward.org.

    MIL OSI USA News –

  • MIL-OSI Global: Cancer research in the US is world class because of its broad base of funding − with the government pulling out, its future is uncertain

    Source: The Conversation – USA – By Jeffrey MacKeigan, Professor of Pediatrics and Human Development, Michigan State University

    Without federal support, the lights will turn off in many labs across the country. Thomas Barwick/Stone via Getty Images

    Cancer research in the U.S. doesn’t rely on a single institution or funding stream − it’s a complex ecosystem made up of interdependent parts: academia, pharmaceutical companies, biotechnology startups, federal agencies and private foundations. As a cancer biologist who has worked in each of these sectors over the past three decades, I’ve seen firsthand how each piece supports the others.

    When one falters, the whole system becomes vulnerable.

    The United States has long led the world in cancer research. It has spent more on cancer research than any other country, including more than US$7.2 billion annually through the National Cancer Institute alone. Since the 1971 National Cancer Act, this sustained public investment has helped drive dramatic declines in cancer mortality, with death rates falling by 34% since 1991. In the past five years, the Food and Drug Administration has approved over 100 new cancer drugs, and the U.S. has brought more cancer drugs to the global market than any other nation.

    But that legacy is under threat. Funding delays, political shifts and instability across sectors have created an environment where basic research into the fundamentals of cancer biology is struggling to keep traction and the drug development pipeline is showing signs of stress.

    These disruptions go far beyond uncertainty and have real consequences. Early-career scientists faced with unstable funding and limited job prospects may leave academia altogether. Mid-career researchers often spend more time chasing scarce funding than conducting research. Interrupted research budgets and shifting policy priorities can unravel multiyear collaborations. I, along with many other researchers, believe these setbacks will slow progress, break training pipelines and drain expertise from critical areas of cancer research – delays that ultimately hurt patients waiting for new treatments.

    A 50-year foundation of federal investment

    The modern era of U.S. cancer research began with the signing of the National Cancer Act in 1971. That law dramatically expanded the National Cancer Institute, an agency within the National Institutes of Health focusing on cancer research and education. The NCI laid the groundwork for a robust national infrastructure for cancer science, funding everything from early research in the lab to large-scale clinical trials and supporting the training of a generation of cancer researchers.

    This federal support has driven advances leading to higher survival rates and the transformation of some cancers into a manageable chronic or curable condition. Progress in screening, diagnostics and targeted therapies – and the patients who have benefited from them – owe much to decades of NIH support.

    The Trump administration is cutting billions of dollars of biomedical research funding.

    But federal funding has always been vulnerable to political headwinds. During the first Trump administration, deep cuts to biomedical science budgets threatened to stall the progress made under initiatives such as the 2016 Cancer Moonshot. The rationale given for these cuts was to slash overall spending, despite facing strong bipartisan opposition in Congress. Lawmakers ultimately rejected the administration’s proposal and instead increased NIH funding. In 2022, the Biden administration worked to relaunch the Cancer Moonshot.

    This uncertainty has worsened in 2025 as the second Trump administration has cut or canceled many NIH grants. Labs that relied on these awards are suddenly facing funding cliffs, forcing them to lay off staff, pause experiments or shutter entirely. Deliberate delays in communication from the Department of Health and Human Services have stalled new NIH grant reviews and funding decisions, putting many promising research proposals already in the pipeline at risk.

    Philanthropy’s support is powerful – but limited

    While federal agencies remain the backbone of cancer research funding, philanthropic organizations provide the critical support for breakthroughs – especially for new ideas and riskier projects.

    Groups such as the American Cancer Society, Stand Up To Cancer and major hospital foundations have filled important gaps in support, often funding pilot studies or supporting early-career investigators before they secure federal grants. By supporting bold ideas and providing seed funding, they help launch innovative research that may later attract large-scale support from the NIH.

    Without the bureaucratic constraints of federal agencies, philanthropy is more nimble and flexible. It can move faster to support work in emerging areas, such as immunotherapy and precision oncology. For example, the American Cancer Society grant review process typically takes about four months from submission, while the NIH grant review process takes an average of eight months.

    Ted Kennedy Jr., right, and Jeff Keith raise money for the American Cancer Society in 1984.
    Mikki Ansin/Getty Images

    But philanthropic funds are smaller in scale and often disease-specific. Many foundations are created around a specific cause, such as advancing cures for pancreatic, breast or pediatric cancers. Their urgency to make an impact allows them to fund bold approaches that federal funders may see as too preliminary or speculative. Their giving also fluctuates. For instance, the American Cancer Society awarded nearly $60 million less in research grants in 2020 compared with 2019.

    While private foundations are vital partners for cancer research, they cannot replace the scale and consistency of federal funding. Total U.S. philanthropic funding for cancer research is estimated at a few billion dollars per year, spread across hundreds of organizations. In comparison, the federal government has typically contributed roughly five to eight times more than philanthropy to cancer research each year.

    Industry innovation − and its priorities

    Private-sector innovation is essential for translating discoveries into treatments. In 2021, nearly 80% of the roughly $57 billion the U.S. spent on cancer drugs came from pharmaceutical and biotech companies. Many of the treatments used in oncology today, including immunotherapies and targeted therapies, emerged from collaborations between academic labs and industry partners.

    But commercial priorities don’t always align with public health needs. Companies naturally focus on areas with strong financial returns: common cancers, projects that qualify for fast-track regulatory approval, and high-priced drugs. Rare cancers, pediatric cancers and basic science often receive less attention.

    Industry is also saddled with uncertainty. Rising R&D costs, tough regulatory requirements and investor wariness have created a challenging environment to bring new drugs to market. Several biotech startups have folded or downsized in the past year, leaving promising new drugs stranded in limbo in the lab before they can reach clinical trials.

    Without federal or philanthropic entities to pick up the slack, these discoveries may never reach the patients who need them.

    A system under strain

    Cancer is not going away. As the U.S. population ages, the burden of cancer on society will only grow. Disparities in treatment access and outcomes persist across race, income and geography. And factors such as environmental exposures and infectious diseases continue to intersect with cancer risk in new and complex ways.

    Addressing these challenges requires a strong, stable and well-coordinated research system. But that system is under strain. National Cancer Institute grant paylines, or funding cutoffs, remain highly competitive. Early-career researchers face precarious job prospects. Labs are losing technicians and postdoctoral researchers to higher-paying roles in industry or to burnout. And patients, especially those hoping to enroll in clinical trials, face delays, disruptions and dwindling options.

    Researchers have been rallying to protect the future of science in the U.S.
    AP Photo/John McDonnell

    This is not just a funding issue. It’s a coordination issue between the federal government, academia and industry. There are currently no long-term policy solutions that ensure sustained federal investment, foster collaboration between academia and industry, or make room for philanthropy to drive innovation instead of just filling gaps.

    I believe that for the U.S. to remain a global leader in cancer research, it will need to recommit to the model that made success possible: a balanced ecosystem of public funding, private investment and nonprofit support. Up until recently, that meant fully funding the NIH and NCI with predictable, long-term budgets that allow labs to plan for the future; incentivizing partnerships that move discoveries from bench to bedside without compromising academic freedom; supporting career pathways for young scientists so talent doesn’t leave the field; and creating mechanisms for equity to ensure that research includes and benefits all communities.

    Cancer research and science has come a long way, saving about 4.5 million lives in the U.S. from cancer from 1991 to 2022. Today, patients are living longer and better because of decades of hard-won discoveries made by thousands of researchers. But science doesn’t run on good intentions alone. It needs universities. It needs philanthropy. It needs industry. It needs vision. And it requires continued support from the federal government.

    Jeffrey MacKeigan receives funding from NIH National Cancer Institute. He has consulting agreements with Merck and scholarly activity with the Translational Genomics Research Institute and the Van Andel Research Institute.

    – ref. Cancer research in the US is world class because of its broad base of funding − with the government pulling out, its future is uncertain – https://theconversation.com/cancer-research-in-the-us-is-world-class-because-of-its-broad-base-of-funding-with-the-government-pulling-out-its-future-is-uncertain-254536

    MIL OSI – Global Reports –

  • MIL-OSI United Kingdom: Get up to date with your jabs this World Immunisation Week

    Source: City of Wolverhampton

    The focus of the annual World Health Organisation campaign this year is ‘immunisations for all is humanly possible’ – with the aim of ensuring even more children and young people, adults and the wider community are protected from preventable diseases.

    Councillor Jasbir Jaspal, the City of Wolverhampton Council’s Cabinet Member for Adults and Wellbeing, said: “Vaccination is one of the greatest public health interventions, both saving lives and promoting good health.

    “Immunisation protects not only the individual but also the population from preventable diseases which can cause serious illness as well as death.

    “Vaccines cannot give the disease they are designed to prevent and, if not enough people are vaccinated, diseases that have become uncommon like whooping cough, polio and measles can quickly re-emerge.

    “It’s important that vaccines are given when they are due for the best protection, but if you or your child has missed a vaccine, contact your GP to catch up.”

    The UK’s national immunisation programme starts from 2 months into old age and provides protection against a range of vaccine preventable infections including diphtheria, haemophilus influenzae type b, hepatitis B, HPV, flu, measles, meningococcal disease, mumps, whooping cough, pneumococcal disease, polio, rotavirus, RSV, rubella, shingles and tetanus.

    Other vaccines are available for those with complex health needs or those who are more at risk. More information on the vaccination schedule can be found at NHS | Vaccinations, which also includes facts and dispels myths about vaccination.

    If your child has missed their diphtheria, tetanus and polio teenage booster vaccination, the HPV (human papilloma virus) vaccination or the meningococcal (Men ACWY) vaccination in school or if your child is home educated and has not received these vaccinations when they are due, Vaccination UK will be holding a catch up clinic on Bank Holiday Monday 26 May from 10am to 2pm at Bizspace, Planetary Road WV13 3SW. To make an appointment, please call 01902 200077.

    Organised by the World Health Organisation, World Immunisation Week aims to highlight the collective action needed to protect people from vaccine preventable diseases. It aims to catch up the millions of children globally who missed out on vaccines during the Covid-19 pandemic and restore essential immunisation coverage to at least 2019 levels so that more children, adults and communities are protected from vaccine preventable diseases, allowing them to live happier, healthier lives.

    World Immunisation Week continues until Wednesday (30 April). For more information, please visit World Immunization Week 2025.

    MIL OSI United Kingdom –

  • MIL-OSI Asia-Pac: India Led with Compassion During COVID-19, Sharing 300 Million Vaccines Globally: Union Minister of Commerce & Industry Shri Piyush Goyal

    Source: Government of India

    India Led with Compassion During COVID-19, Sharing 300 Million Vaccines Globally: Union Minister of Commerce & Industry Shri Piyush Goyal

    Union Minister of Commerce & Industry Shri Piyush Goyal addresses World Health Summit Regional Meeting in New Delhi

    India’s vaccine diplomacy and Ayushman Bharat show commitment to global health equity, says Union Minister

    Govt committed towards ensuring public health, more than 620 million people are now eligible for free healthcare under the Ayushman Bharat scheme: Shri Goyal

    Posted On: 27 APR 2025 8:03PM by PIB Delhi

    Union Minister of Commerce & Industry, Shri Piyush Goyal addressed the World Health Summit (WHS) Regional Meeting Asia 2025, held at Bharat Mandapam, New Delhi today. Shri Goyal highlighted India’s proactive and compassionate global response during the COVID-19 pandemic. Through the Vaccine Maitri initiative, India provided nearly 300 million vaccine doses to less developed and vulnerable countries — many free of cost — ensuring no nation was left behind. Shri Goyal emphasized that unlike many other nations that imposed export controls during COVID-19, India prioritized equitable access for all, staying true to its ancient ethos of Vasudhaiva Kutumbakam — “the world is one family.”

    Speaking on the occasion, Shri Goyal expressed gratitude that the first WHS Regional Meeting in Asia was focused on “Scaling Access to Ensure Health Equity”. He noted that access to quality healthcare is a critical part of sustainable development and shared India’s journey in achieving greater healthcare access for all.

    The Minister recalled personal interactions with global leaders during the pandemic, noting how India ensured the supply of critical medicines at fair prices, resisting the trend of profit-making from global health crises.

    Addressing the theme of Health Equity, Shri Goyal strongly criticized attempts to extend pharmaceutical patents through minor incremental innovations, which, he said, could deprive millions of access to affordable medicines. He urged the WHS delegates to experience firsthand India’s efforts to deliver quality healthcare even in remote regions.

    Shri Goyal highlighted that more than 620 million people are now eligible for free healthcare under the Ayushman Bharat scheme, the world’s largest government-sponsored health insurance program, emphasizing that India’s commitment was never driven by profit but by compassion.

    Quoting Prime Minister Narendra Modi, Shri Goyal said, “For us, healthcare is not just curing a sick patient. Healthcare is preventive healthcare, it is wellness, it is mental healthcare, and it means bridging society under the umbrella of a better lifestyle and a better future.”

    He elaborated on India’s holistic approach to human welfare, highlighting the Swachh Bharat Mission which ensures dignity and sanitation, especially for women; the Pradhan Mantri Awas Yojana, with over 40 million homes already built and millions more underway; the Jal Jeevan Mission, which has expanded tap water access from 30 million to 160 million rural homes; the Ujjwala Yojana, providing free cooking gas connections to protect women from indoor air pollution; and the distribution of free food grains to 800 million citizens during and beyond the pandemic.

    Shri Goyal asserted that physical health, mental wellness, clean environments, quality education, digital connectivity, and economic empowerment together form the basis of a truly healthy society.

    He closed by reaffirming India’s commitment to the global health agenda and called upon all nations to work together towards a healthier, more equitable future for every citizen of the world.

    ***

    Abhishek Dayal/ Abhijjith Narayanan/ Ishita Biswas

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    MIL OSI Asia Pacific News –

  • MIL-OSI Asia-Pac: The Indian Digital Gaming Society Finalists of Innovate2Educate: Handheld Device Design Challenge at WAVES 2025

    Source: Government of India

    Posted On: 27 APR 2025 4:53PM by PIB Mumbai

    Mumbai, 27 April 2025

     

    The Indian Digital Gaming Society (IDGS) has announced the top 10 finalists of the Innovate2Educate: Handheld Device Design challenge. The competition, organised by the IDGS in collaboration with the Ministry of Information and Broadcasting as part of the upcoming World Audio Visual Entertainment Summit (WAVES) 2025, is aimed at driving innovation among the youth at the intersection of technology, education, and gaming, inspiring breakthrough ideas and design for handheld devices that can revolutionize learning experiences.

    The top 10 finalists have been selected from 1856 registration of innovative ideas after rigorous evaluation by an expert jury panel comprising industry leaders, technologists, educators, and designers. The jury includes Mr Indrajit Ghosh, Co-Founder, Eruditio; Mr Rajeev Nagar, Country Manager, Inda and SAARC, Huion; and Mr Jeffrey Cray, Co-Founder and Product Head, Squid Academy.

    The 10 finalists are:

    1. KARNATA PARVA – Code Craft Junior (Karnataka)

    2. VIDYARTHI – Smart Learning Tablet for Kids: An Interactive and Adaptive Educational Companion (Karnataka and Andhra Pradesh)

    The young innovators have developed the Smart Learning Tablet—a low-cost, voice-assisted, interactive educational device powered by ESP8266 or Raspberry Pi. Designed with children in mind, this tablet provides a screen-free, internet-free alternative to traditional and digital learning tools that are often inaccessible due to high costs and connectivity barriers.

    3. TECH TITANS – Smart Handwriting Learning Device with Interactive Writing Assistance (Tamil Nadu)

    Blending traditional writing methods with modern technology, the Smart Handwriting Learning Device is designed to transform how children learn to write. The device offers real-time interactive feedback, a multilingual learning experience, and an offline, affordable solution tailored especially for early learners in underserved areas.

    4. PROTOMINDS – EduSpark (Delhi, Kerala, UP, Bihar)

    EduSpark is an affordable, AI-powered handheld device designed to spark curiosity and accelerate cognitive growth in young children aged 6 to 8. Apart is its adaptive AI engine as children play educational games—ranging from Sudoku and math challenges to mazes and memory puzzles—the device adjusts difficulty in real-time, helping each learner progress at their own pace.

    5. APEX ACHIEVERS – BODMAS Quest: Gamified Math Learning For Smarter Education (Tamil Nadu)

    BODMAS (Brackets, Orders, Division/Multiplication, Addition/Subtraction) often poses challenges to young learners, slowing their confidence and progress in mathematics. BODMAS Quest changes that by transforming learning into an immersive, reward-based journey.

    6. SCIENCEVERSE – The Imperative of Interactive Educational Handheld Devices for Children (Indonesia)

    7. V20 – VFit – Interactive Learning Through Play (Tamil Nadu)

    8. WARRIORS– Maha-shastra (Dehi)

    Maha-Shastra is an innovative educational ecosystem designed to reshape the learning experience for students aged 5 to 18. . Built for inclusivity and scalability, the platform combines quizzes, real-time simulations, AI-powered tutoring, and multilingual support to meet the diverse needs of learners across India and beyond. Its core is a handheld AI-powered device that engages students through interactive games, adaptive quizzes, and offline collaboration using LoRa-based meshtastic networks

    9. KIDDYMAITRI– A Handheld Mathematical Gaming Console (Mumbai, Odisha, Karnataka)

    Over half of Indian students tested fell below global minimum standards in foundational numeracy. Recognizing this critical challenge, Team Kiddymaitri took inspiration from NEP 2020, focusing on native language learning, technological integration, and traditional Indian values to develop a truly local and impactful learning solution.

    10. E-GROOTS– Micro Controller Mastery Kit (Tamil Nadu)

    The top 10 shortlisted teams will present their ideas at a special showcase during the WAVES 2025 in Mumbai. The winners of the challenge will be felicitated at the grand finale by the ministry.

     

    About WAVES

    The first World Audio Visual & Entertainment Summit, a milestone event for the Media & Entertainment (M&E) sector, will be hosted by the Government of India in Mumbai, Maharashtra, from May 1 to 4, 2025.

    Whether you’re an industry professional, investor, creator, or innovator, the Summit offers the ultimate global platform to connect, collaborate, innovate and contribute to the M&E landscape.

    WAVES is set to magnify India’s creative strength, amplifying its position as a hub for content creation, intellectual property, and technological innovation. Industries and sectors in focus include Broadcasting, Print Media, Television, Radio, Films, Animation, Visual Effects, Gaming, Comics, Sound and Music, Advertising, Digital Media, Social Media Platforms, Generative AI, Augmented Reality (AR), Virtual Reality (VR), and Extended Reality (XR).

    Have questions? Find answers here

    Stay updated with the latest announcements from PIB Team WAVES

    Register for WAVES now

     

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    MIL OSI Asia Pacific News –

  • MIL-OSI: Global Web3 Giants Bitget and Avalanche Join Forces to Boost Web3 Ecosystem in India

    Source: GlobeNewswire (MIL-OSI)

    NEW DELHI, April 28, 2025 (GLOBE NEWSWIRE) — Bitget, the world’s leading crypto exchange and web3 company announced a strategic collaboration with Avalanche®, the fastest and most reliable smart contracts platform in the world. Bitget and Avalanche are leaders in the field of digital asset trading and blockchain technology respectively and the partnership is aimed at leveraging the combined strength of both global brands to enable grassroots adoption of web3 technology.

    Avalanche is investing aggressively in the Indian region, working closely with more government agencies on welfare projects and rolling out a mini grants program to encourage builders of all stages to build on their platforms. Bitget’s Blockchain4youth program has pledged $10 million over 5 years offering scholarships, workshops and hackathons to the web3 community in India and across the globe. Bitget’s Blockchain4Her initiative is aimed at supporting women-led web3 projects in India and across the globe.

    The first leg of the program kicked off with the ‘HODL ON’ tour which conducted their first 2 meetup events in Delhi & Bangalore with the mutual agenda to boost education & knowledge about blockchain & cryptocurrencies in the region.

    Commenting on the development, Devika Mittal, Regional Head at Ava Labs, said India has a very robust web3 community. Our goal with events is to provide a space to any web3 enthusiast – whether in Delhi or Varanasi or anywhere else – to connect and build. She emphasized that in 2025 down the year lots of L1s are launching on avalanche & promising very strong activity from builders across the board is expected.

    Commenting on the development Jyotsna Hridyani, South Asia Head at Bitget, said “Empowering users with the right knowledge is essential to unlocking the full potential of blockchain in India’s digital future. At Bitget, we’re committed to bridging this gap through community programs, partnerships with universities, and accessible learning tools.”

    The goal of the partnership is to widen the reach for awareness across cities in India via more such events & workshops to educate the youth on the potential benefits & applications of blockchain technology. Bitget and Avalanche both have committed to partner for more such initiatives & investments for the rest of 2025.

    Global companies like Bitget and Avalanche are betting big on India as it is the world’s top nation in terms of crypto adoption and the second-largest market for web3 developers. India’s tech talent is capable of delivering world class web3 applications if supported by timely grants, experienced mentorship and global exposure. India is home to more than 1000 web3 startups and Bitget’s mission is to double this number in 2025 through dedicated funding and mentorship channels. The ‘HODL ON’ tour offers a unique platform for web3 startups in India to showcase their work and secure funding to succeed in their respective field.

    Commenting on the success of Delhi and Bangalore chapter Akshay Aggarwal, Co-founder & Leading Contributor, Blockchained India, added, “India, with its scale and digital depth, has a unique opportunity to shape how Web3 delivers real value — especially across consumer and enterprise applications. At Blockchained India, we’ve always believed that relevance is earned through consistent action — not noise. This is an inflection point. Let’s continue building with those who see long-term value and are committed to shaping what Web3 can truly become for the masses.”

    About Bitget

    Established in 2018, Bitget is the world’s leading cryptocurrency exchange and Web3 company. Serving over 100 million users in 150+ countries and regions, the Bitget exchange is committed to helping users trade smarter with its pioneering copy trading feature and other trading solutions, while offering real-time access to Bitcoin price, Ethereum price, and other cryptocurrency prices. Formerly known as BitKeep, Bitget Wallet is a world-class multi-chain crypto wallet that offers an array of comprehensive Web3 solutions and features including wallet functionality, token swap, NFT Marketplace, DApp browser, and more.

    Bitget is at the forefront of driving crypto adoption through strategic partnerships, such as its role as the Official Crypto Partner of the World’s Top Football League, LALIGA, in EASTERN, SEA and LATAM markets, as well as a global partner of Turkish National athletes Buse Tosun Çavuşoğlu (Wrestling world champion), Samet Gümüş (Boxing gold medalist) and İlkin Aydın (Volleyball national team), to inspire the global community to embrace the future of cryptocurrency.

    For more information, visit: Website | Twitter | Telegram | LinkedIn | Discord | Bitget Wallet

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

    Risk Warning: Digital asset prices are subject to fluctuation and may experience significant volatility. Investors are advised to only allocate funds they can afford to lose. The value of any investment may be impacted, and there is a possibility that financial objectives may not be met, nor the principal investment recovered. Independent financial advice should always be sought, and personal financial experience and standing carefully considered. Past performance is not a reliable indicator of future results. Bitget accepts no liability for any potential losses incurred. Nothing contained herein should be construed as financial advice. For further information, please refer to our Terms of Use.

    About Avalanche
    Avalanche® is the fastest, most reliable smart contracts platform in the world. Its revolutionary consensus protocol and novel L1s enable Web3 developers to easily launch highly-scalable solutions. Deploy on the EVM, or use your own custom VM. Build anything you want, any way you want, on the eco-friendly blockchain designed for Web3 devs. Avalanche® is an open-source platform for launching decentralized finance applications and enterprise blockchain deployments in one interoperable, highly scalable ecosystem. Avalanche uses Proof-of-Stake, which allows tens of thousands of validators to have a first-hand say in the system while consuming minimal energy. For more information, visit https://www.avax.network/

    A photo accompanying this announcement is available at https://www.globenewswire.com/NewsRoom/AttachmentNg/36d45783-de7b-416e-90f7-362c8ccc1c3f

    The MIL Network –

  • MIL-Evening Report: A ketamine nasal spray will be subsidised for treatment-resistant depression. Here’s what you need to know about Spravato

    Source: The Conversation (Au and NZ) – By Nial Wheate, Professor, School of Natural Sciences, Macquarie University

    WPixz/Shutterstock

    An antidepressant containing a form of the drug ketamine has been added to the Pharmaceutical Benefits Scheme (PBS), making it much cheaper for the estimated 30,000 Australians with treatment-resistant depression. This is when a patient has tried multiple forms of treatment for major depression – usually at least two antidepressant medications – without any improvement.

    From May 1, a dose of Spravato (also known as esketamine hydrochloride) will cost $A31.60 and $7.70 for concession card holders.

    However, unlike oral antidepressants, Spravato can’t be taken at home. Here’s how it works, and who it’s expected to help.

    What is Spravato?

    The chemical ketamine is used as an anaesthetic. In this formulation it combines both the right-handed (designated “R”) and left-handed (called “S”) forms of the molecule.

    This means they are mirror images of each other, similar to how your left hand is a mirror image of your right hand. The left- and right-hand forms can have different effects in the body.

    Spravato contains only the left-handed version, giving the drug its generic name esketamine.

    Spravato works by increasing the levels of glutamate in the brain. Glutamate is a key chemical messenger molecule that excites brain nerve cells, lifting and improving mood. It also plays a role in learning and forming memories.

    How is it taken?

    Spravato cannot be taken at home.

    A patient can self-administer, but it must be done at a registered treatment facility, such as a hospital, under the supervision of medical staff so they can look out for blood pressure changes and monitor potential side effects.

    The drug is provided as a single-use nasal spray. This application means it’s absorbed directly through the nasal lining into the brain, so it starts to work within minutes.

    Spravato must also be taken alongside an oral antidepressant. This will be a new one the patient hasn’t tried before. In clinical trials, it was usually an SNRI or SSRI medication.

    When a patient first starts on Spravato, they are given the spray twice a week in the first month. It is then administered once a week for the second month, and then weekly or fortnightly after that.

    Once there are signs the medicine is working, treatment is continued for at least six months.

    You can use the spray yourself but it must be under medical supervision in a registered facility.
    Scarc/Shutterstock

    How effective is it?

    Spravato was approved for sale in Australia based on clinical trial data from more than 1,600 patients who were administered the drug for a period of four weeks. Each was given either Spravato, or a nasal placebo, and an oral antidepressant.

    Patients were given a starting dose of either 28 or 56mg, which could be then increased up to 84mg by their doctor.

    By the end of the four weeks, a greater percentage of patients who were given Spravato were found to have had a meaningful response to the treatment when compared with patients who received the placebo. Patients who were taking Spravato were also found to relapse at a lower rate. For those who did relapse, it took the Spravato patients longer to relapse when compared with patients who took the placebo.

    It is expected Spravato will benefit a wide range of patients. The clinical trials demonstrated effectiveness for men and women, people aged 18 to 64, and those from a range of different ethnic backgrounds.



    Read more:
    Depression too often gets deemed ‘hard to treat’ when medication falls short

    Potential side effects

    As with any medicine, Spravato may cause side effects, some of which can be serious. The most common include:

    • dissociation (feeling disconnected from yourself or what is around you)
    • dizziness
    • nausea and vomiting
    • drowsiness
    • headache
    • change in taste
    • vertigo.

    Because Spravato can potentially increase blood pressure, medical staff will monitor a patient before and after it is administered.

    Usually, blood pressure spikes around 40 minutes after taking the drug, so a reading is taken around this time. After taking Spravato, if their blood pressure has stayed low, or it’s dropping, the patient is given the all-clear to go home.

    Due to the potential for this and other serious side effects, Spravato carries a black triangle warning. This means medical staff are encouraged to report any problem or side effect to the Therapeutic Goods Administration. A black triangle warning is generally used for new medicines or medicines that are being used in a new way.

    Who will be eligible?

    To be eligible for a prescription, a patient will need to have been diagnosed with treatment-resistant depression. In practice, this means they will have unsuccessfully tried at least two other antidepressant drugs first.

    Australia’s Therapeutic Goods Administration approved Spravato for use in Australia in 2021, meaning it was available but not subsidised. Since then, the sponsoring company, Janssen-Cilag (an Australian subsidiary of the multinational Johnson & Johnson), applied to have it added to the PBS four times.

    In December 2024, the Pharmaceutical Benefits Advisory Committee recommended a PBS listing.

    The new PBS listing, capping the price of a single treatment at $31.60, is a significant price drop. In 2023, single doses of branded Spravato were reported to cost anywhere between $500 and $900.

    However, patients may still have to pay hundreds of dollars for appointments at private clinics where Spravato can be administered. Public places are available but limited.

    Spravato may be suitable for you if you’ve tried different antidepressants without success. If it is suitable for you, then your doctor can discuss the next steps.

    If this article has raised issues for you, or if you’re concerned about someone you know, call Lifeline on 13 11 14.

    Nial Wheate in the past has received funding from the ACT Cancer Council, Tenovus Scotland, Medical Research Scotland, Scottish Crucible, and the Scottish Universities Life Sciences Alliance. He is a fellow of the Royal Australian Chemical Institute. Nial is the chief scientific officer of Vaihea Skincare LLC, a director of SetDose Pty Ltd (a medical device company) and was previously a Standards Australia panel member for sunscreen agents. He is a member of the Haleon Australia Pty Ltd Pain Advisory Board. Nial regularly consults to industry on issues to do with medicine risk assessments, manufacturing, design and testing.

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

    – ref. A ketamine nasal spray will be subsidised for treatment-resistant depression. Here’s what you need to know about Spravato – https://theconversation.com/a-ketamine-nasal-spray-will-be-subsidised-for-treatment-resistant-depression-heres-what-you-need-to-know-about-spravato-255403

    MIL OSI Analysis – EveningReport.nz –

  • MIL-Evening Report: Albanese has been a ‘proficient and lucky general’. But if he wins a second term, we are right to demand more

    Source: The Conversation (Au and NZ) – By Paul Strangio, Emeritus Professor of Politics, Monash University

    Barring a rogue result, this Saturday Anthony Albanese will achieve what no major party leader has done since John Howard’s prime-ministerial era – win consecutive elections. Admittedly, in those two decades he is only the second of the six prime ministers (the other is Scott Morrison), who has been permitted by his party to contest successive elections. The other four – Kevin Rudd, Julia Gillard, Tony Abbott and Malcolm Turnbull – were cut off at the knees by their colleagues before having the chance to seek re-election.

    For a prime minister who has spent much of the past three years derided as a plodder, uninspiring and weak, this is no small feat. If longevity in office is the principal measure of the success of prime ministers, then Albanese will soon have claim to be the best of the post-Howard group. Before election day, he will leapfrog Turnbull’s tenure and if, as the polls suggest, he is returned to government on May 3, he will shortly thereafter exceed Gillard’s incumbency with a whole three years ahead to build on his reign.

    Of course, duration of office is not the only benchmark of prime-ministerial achievement – more important is how power is exercised, the legacy that is left behind. Arguably, the productive Gillard still outranks Albanese in this respect, highlighted by her government’s establishment of the National Disability Insurance Scheme. This is widely regarded as the most transformative social reform since the advent of universal health care. On the other hand, if he is granted a second term by voters, Albanese will be in a position to build on his policy edifice and produce his own signature reform, something he still lacks.

    A leader for the times?

    When sitting down to write this essay about Albanese, I looked back at two of the questions I raised about him shortly before and after his May 2022 election. The first was whether he was capable of switching “to a more dynamic galvanising mode of leadership or will the circumspection that has defined him in opposition shackle him in government?”

    The second question was whether voters would stick by the dogged and gentler type of leadership Albanese promised. Or if, in an environment of pent-up dissatisfaction with the order of things, they would lose patience with him and instead hanker for a “strong” leader: one who conquered and divided, and offered black and white solutions to the complex challenges of the early 21st century.

    As recently as early March, the answer to both of these questions seemed a definite no. For some 18 months, the opinion polls had signalled the electorate was profoundly underwhelmed by Albanese and his Labor government.

    Despite a busy legislative program, the incremental methods of his prime ministership had proved incompatible with the public’s disenchantment with business-as-usual practices. Precious little Labor had done had registered with voters.

    By way of contrast, the Liberal opposition leader, Peter Dutton, gave the impression of being in tune with the disgruntled milieu. Not that the public had warmed to him: a common focus group reaction was he was “nasty”.

    Yet Dutton had the hallmarks of a quintessential “strong” leader. He was a political hard man, a trader in fear and division. He projected decisiveness. Where Albanese was prone to looking wishy-washy, Dutton was a man to get things done.

    As Niccolò Machiavelli recognised in his notorious, and mostly misunderstood, treatise on statecraft, The Prince, the fate of political leaders is significantly determined by “fortuna”. These are the forces largely beyond a prince’s control.

    Fortuna has undoubtedly intervened in Albanese’s favour over the past couple of months. This began with Cyclone Alfred giving him a steal on Dutton. Manning the deck during the cyclone’s painstakingly slow landfall on the east coast of the Australia, Albanese had the advantage of a prime ministerial bearing. His government’s response to Alfred also enabled him to exercise two of his emotional calling cards: empathy and compassion.

    Additionally, the cyclone was a timely demonstration of the increased frequency of extreme weather events in a climate change affected environment. This is a phenomenon the prime minister could credibly speak to. Whereas the opposition leader, at the head of a Coalition in which climate change denialism still runs deep, has dissembled about a connection by protesting he is not a scientist.

    Alfred also compelled the delay of the election to a time more propitious for Labor. The April campaign has been heavily shadowed by the spectre of US President Donald Trump’s wilful and reckless disturbance of geopolitics and the international economy. Unquestionably, Albanese would have been better placed to capitalise on Washington’s caprice and the undiscriminating damage it is visiting on purported allies like Australia had his government opted for a less orthodox America-dependent defence and security posture.

    Yet Trump’s second presidency is principally a liability for Dutton. This is not because he is a Trump ventriloquist. Dutton’s right-wing populist stance on issues such as immigration and climate change and his hostility to identity politics are indigenous to Australia rather than imported from America. He is exploiting themes unleashed in the Liberal Party by Howard, which have been rendered more aggressive by Howard’s successors, first Abbott and now Dutton.

    My hunch has always been the opposition leader was misreading the national psyche. Australians are more optimistic, forward-looking and generous-hearted than he was banking on. They are less scared and less paranoid. Women and young voters especially loomed as a formidable barrier to his prime-ministerial ambitions. But the parallels between his locally originated brand of reactionary populism and Trumpism are sufficient to have made his tilt for power still more difficult.

    Bloodless, perhaps, but methodical and scandal-free

    Albanese’s political renaissance since March, however, is not solely a product of happenstance. Nor is it only due to Dutton’s unravelling: his quest for office has also been damaged by the Coalition’s flimsy policy development and his stumbles on the hustings.

    The opinion polls currently indicate Labor’s primary and two-party preferred votes are hovering around the same level as at the 2022 election. If this translates into Saturday’s result, it would represent the first time a novice government has not shed support in modern Australian political history on its initial return to the polls. Gough Whitlam, Malcolm Fraser, Bob Hawke, Howard and so on all went backwards.

    It is true Albanese is starting from a low base because of his slender victory in 2022. Still, should Labor hold its ground, this will surely owe something to an acceptance by the electorate, even if grudging, that Albanese deserves a second term. In other words, this could not merely be considered a victory by default, but also a degree of positive endorsement of his prime ministership.

    On the cusp of his 2013 election win, Abbott pledged a return to “grown-up” government. After three years of destructive leadership conflict between Rudd and Gillard, he assured voters the “adults” would be back in charge. Over the course of the next nine years of Coalition rule, Abbott’s promise went woefully unfulfilled. It was a period blighted by further leadership civil war and policy indolence. By way of contrast, Albanese’s government has been united, orderly, industrious and scandal-free.

    With the exceptions of the Gillard and Turnbull administrations, the other post-Howard governments have been notable for departing from conventional cabinet practices, an unhealthy level of leadership centralisation, a domineering Prime Minister’s Office (PMO) and a tendency to run roughshod over the bureaucracy. The evidence from Albanese’s first term is he has learned from, and chiefly avoided, these follies.

    An admirer of the governance practices of Hawke and Howard, the latter whom he closely observed over the despatch box between 1996 and 2007, Albanese does not “sweat the small stuff”. He avoids micromanaging his government, as Rudd was notoriously guilty of.

    Detractors attribute this to a dearth of policy curiosity and a want of drive. But, whatever its explanation, the effect has been to give a competent ministerial team, many of them battle-scarred veterans of the tumultuous Rudd-Gillard years, leeway in their portfolios rather than choking their autonomy. The prime minister reaches down only when things “go awry” and, in those circumstances, he intervenes “forcefully” to “assume control”.

    His PMO, headed since 2022 by Tim Gartrell, has been largely stable and has resisted the excessive command and control methods of many of its predecessors. After a decade of cutbacks under the Coalition and the degrading of its policy function through widespread outsourcing to giant consulting firms, the public service has been replenished and its policy input encouraged and respected.

    Albanese has maintained a tight group of ministerial confidants around him, including the talented economics portfolio duo of Jim Chalmers and Katy Gallagher, as well as Deputy Prime Minister Richard Marles and Mark Butler, Penny Wong and Tony Burke.

    The continuity in membership of this “kitchen cabinet” suggests a prime minister gifted in collaboration and relationship management.

    The downside to the ‘lone wolf’

    The story is not all blue skies. As originally identified by the political correspondent, Katharine Murphy, now a media director in Albanese’s office, his early life as the only child of a single mother and invalid pensioner planted in him a powerful streak of self-sufficiency. This “lone wolf” element can see him lapse into relying too much and too stubbornly on his own judgement.

    After a lifetime in the game, he is convinced he possesses uncommon political instincts. Yet his radar is sometimes astray. Examples include little things such as attending the wedding of shock jock Kyle Sandilands, as well as bigger miscalculations, such as purchasing an expensive beachfront property during a housing affordability crisis.

    Few, if any, prime ministers avoid the urge for captain’s calls. Indeed, on occasions, going out on a solitary limb is essential for leaders. But Albanese has left ministers high and dry with some of his unilateral interventions, including blindsiding and humiliating environment minister and one-time leadership rival, Tanya Plibersek, by vetoing legislation to establish a national environment protection authority.

    Albanese routinely cites a laundry list of achievements from the past three years. Against a backdrop of significant international turbulence, Labor’s handling of the economy has been mostly deft: inflation has been reduced, employment has grown, interest rates are finally on a downward trajectory and real wages have increased.

    Analysis indicates it is households from low socioeconomic areas that have benefited most from the government’s tax and welfare changes. In short, redistributive action we expect from a Labor government.

    The government has thrown its weight behind pay increases for poorly renumerated and predominantly female workforces in aged care and childcare. Childcare support has been extended and cheaper medicines delivered.

    Labor has also introduced free TAFE and trimmed the debts of university students. In addition, the government has presided over amendments to industrial relations laws to improve protections for vulnerable workers in the gig economy.

    Notwithstanding criticisms of its approval of new fossil fuel projects, Labor has pursued a concerted strategy to curb carbon emissions, encouraging a major increase in renewable energy supply and implementing complementary measures such as the vehicle efficiency standards scheme.

    On the other hand, there have been glaring gaps in the Albanese government’s record. These include:

    • the stalling on banning gambling advertising, despite this being widely desired by the Australian public

    • the failure to lift many of the most disadvantaged members of the community out of poverty through a meaningful increase in JobSeeker and related income support payments, despite this being repeatedly recommended by the Labor appointed Economic Inclusion Advisory Committee

    • the inadequate due diligence applied to the Morrison government’s AUKUS agreement, an oversight all the more imprudent given the inconstancy of Trump’s America

    • the doleful silence on the Uluru Statement of the Heart agenda since the defeat of the Indigenous Voice to Parliament referendum. This leaves Albanese at risk of joining several of his predecessors, including Malcolm Fraser and Hawke, who later identified the lack of progress on First Nations affairs as the greatest regret of their prime ministerships.

    The government’s reputation for stolidity has been exacerbated by Albanese’s deficiencies. In retrospect, he booby-trapped his own prime-ministership by crouching too low at the 2022 election. The Australian people wanted desperately to be rid of Morrison, affording Labor scope for a more expansive manifesto. The absence of audacity in the party’s program undoubtedly contributed to the public’s tepid embrace of the incoming government. Labor’s primary vote was at a century low.

    In turn, because Albanese was intent on not exceeding his narrow mandate, he was hamstrung in office. He had to be needled by colleagues to finally walk away at the beginning of 2024 from the campaign promise not to amend Morrison’s stage three tax cuts despite their regressive nature – a change of stance the public welcomed.

    His pedestrian communication skills, while congruent with his everyman persona, have had a dulling effect on his government. As Gillard did to her cost, he seems to operate on the premise his government will be known by its deeds rather than words or gestures of emotional freight. He is devoid of memorable or moving phrasing. Where Keating had the Redfern address, Rudd the Stolen Generation apology and Gillard, after repetitive provocation, the misogyny speech, it is hard to imagine Albanese delivering anything commensurately stirring or enduring.

    The lament that governments lack an overarching narrative is commonplace in contemporary politics. But Albanese has showed little proclivity for weaving a compelling tale for his government, to joining the dots between its actions, or projecting what lies ahead on the horizon.

    In that absence, each measure has been at risk of disappearing into the ether through the warp-speed media cycle. And he has been conspicuously tongue-tied on interpreting Australia’s national identity, a theme fruitfully mined by his most accomplished predecessors. At a moment when the distinctiveness of Australia’s democracy has come into sharp relief, this is a missed opportunity.

    Some Labor insiders are confident that, in a second term, Albanese will pursue a more adventurous program. Change to an outmoded tax regime, which is particularly fuelling generational inequality, is widely considered the holy grail of reform.

    One reason why the centre is holding better in Australia relative to other comparable democracies can be traced back to the modernising reforms executed in the final decades of the 20th century by the governments of Hawke and Keating, and the early Howard government. Crucially, under the former intrepid Labor duo, major social stabilisers were also introduced, such as Medicare and compulsory superannuation.

    Though not without their own destabilising effects, these policy innovations helped insulate Australia from the deadly combination of drastic austerity, severe erosion of living standards and gross inequalities experienced in a number of other countries. These are the conditions on which aggressive right-wing populism has dined. The rub is, however, that the reforms of late last century are running out of puff, and patching the policy edifice built in those years is also exhausting its utility. We are on borrowed time.

    If he is returned to the prime ministership on Saturday, there is an imperative for Albanese to spread his wings, to go beyond doggedly nudging the country along. Yet the danger is he will interpret election success as proof of his self-narrative that he has always been underestimated. As confirmation of his rare power of political intuition. As evidence he need not deviate from his first term formula of what he characterises as “considered, measured government”.

    Albanese is a well-intentioned prime minister of evidently decent values. An individual of good character at the helm of nations matters, as anyone who studies leadership comes to recognise. What we can confidently say of him is that as prime minister, he has fulfilled the injunction of the Greek physician and philosopher, Hippocrates: “first, do no harm”.

    In an era in which the potential of mad and bad rulers to wreak havoc is painfully on display, doing no harm is actually quite a mighty thing. To have a prime minister, who believes, as Albanese said during one of the campaign leader debates, that “kindness isn’t weakness” is, indeed, comforting as we witness shrivel-hearted strong men menance the globe.

    Albanese has been a proficient as well as a lucky general. But we are right to yearn for more. A second term will test whether he can make the transition from a solid to a weather-making prime minister. We will also discover, should that step be beyond him, if he has the self-knowledge and grace of spirit, to pass the office on.

    In the past, Paul Strangio received funding from the Australian Research Council

    – ref. Albanese has been a ‘proficient and lucky general’. But if he wins a second term, we are right to demand more – https://theconversation.com/albanese-has-been-a-proficient-and-lucky-general-but-if-he-wins-a-second-term-we-are-right-to-demand-more-235197

    MIL OSI Analysis – EveningReport.nz –

  • MIL-Evening Report: Australia once had ‘immigration amnesties’ to grant legal status to undocumented people. Could we again?

    Source: The Conversation (Au and NZ) – By Sara Dehm, Senior Lecturer, International Migration and Refugee Law, University of Technology Sydney

    The year is 1972. The Whitlam Labor government has just been swept into power and major changes to Australia’s immigration system are underway. Many people remember this time for the formal end of the racist White Australia Policy.

    A lesser-known legacy of this period was the introduction of Australia’s first immigration amnesty. This amnesty, implemented later in 1974 with bilateral support, provided humane pathways to permanency or citizenship for undocumented people in Australia.

    In other words, people living without lawful immigration status could “legalise” their status without risk of punishment or deportation.

    More immigration amnesties were promised during later election campaigns and then implemented in 1976 and 1980.

    These amnesties occurred under successive Labor and Liberal federal governments, and each enjoyed enthusiastic bipartisan support.

    So, how did these amnesties work – and could they happen again?

    Started by Whitlam

    Australia’s first amnesty was announced in January 1974, as part of the Whitlam government’s official policy of multiculturalism.

    Its purpose was to grant permanency to people who had been living in Australia “illegally” and at risk of labour exploitation.

    The amnesty was open for five months, from late January until the end of June 1974.

    The main eligibility criteria was that the person:

    • had to have been living in Australia for three years or more and
    • be of “good character”.

    This program had only a modest uptake. However, it set the path for more successful initiatives in the future.

    Continued by Fraser

    During the 1975 election campaign, then caretaker Prime Minister Malcolm Fraser promised another amnesty if his government won the election.

    He committed to “do everything we can” to allow undocumented people

    to stay here and make Australia their permanent home.

    After the election, Fraser’s Liberal government implemented a broad amnesty for “overstayed visitors” in January 1976.

    Departmental figures show 8,614 people sought legal status in the amnesty period.

    The vast majority (63%) lived in New South Wales. The main nationalities of these applicants were:

    • Greek (1,283 applicants)
    • UK (911 applicants)
    • Indonesian (748 applicants)
    • Chinese (643 applicants).

    Australia’s third broad immigration amnesty came in 1980, again as a result of a bipartisan election promise.

    Immigration Minister Ian Macphee announced a six-month Regularisation of Status Program. It aimed, he said, to deal “humanely with the problem of illegal immigration” while also seeking to curb such unauthorised migration in the future.

    Not a trick

    Many migrants worried these amnesties were a government “trick” to facilitate deportations.

    In an attempt to reassure the public, Prime Minister Fraser insisted in 1980 that the program was

    not a trap to lure people into the open so that they can be seized, jailed and deported.

    By the end of the amnesty period in December 1980, it was reported that more than 11,000 applications had been received. This covered more than 14,000 people.

    What made the past amnesties successful?

    Our research looked at what motivated the amnesties and how they worked.

    We found several key factors that drove success, including the need for:

    • simple and inclusive criteria for eligibility
    • a clear application process
    • a careful campaign for promotion, to build trust with migrant communities, and
    • durable outcomes that offer of clear pathways to citizenship.

    The 1980 amnesty program involved an effective campaign to publicise successful cases.

    A 21-year-old Greek waitress working in her aunt’s Goulburn restaurant was widely publicised as the first person to be granted immigration amnesty status in July 1980. A Uruguayan refugee was profiled as the 1,000th.

    The Department of Immigration also translated amnesty information into 48 languages, publicised in non-English language press and radio.

    Of the three amnesties, the 1974 one was the least successful, due to:

    • stringent eligibility criteria
    • limited media publicity, and
    • no official outreach strategy to build trust with migrant communities.

    Precarious lives

    Recent calls for an immigration amnesty has focused on two groups in Australia:

    The Department of Home Affairs estimates more than 70,000 people live in Australia today without immigration status.

    Undocumented workers are highly vulnerable to exploitation and deportation.

    Yet, these workers often fulfil crucial labour market shortages. Many have been living in Australia for years or even decades.

    Asylum seekers and refugees on temporary or no visas cannot return “home” for fear of persecution. They risk lapsing into irregular status with no rights or entitlements.

    Lessons from past amnesties

    Amnesties are a humane and cost-effective response to unauthorised migration.

    Australia currently spends millions, if not billions of dollars, on the detention and deportation of people without visas.

    In the lead up to both the 1976 and 1980 amnesties, successive governments acknowledged such a “detection and deportation” approach would be unnecessarily costly. It would require “increased resources in manpower”.

    An amnesty, instead, was in the words of then Immigration Minister Macphee a chance to:

    clean the slate, to acknowledge that no matter how people got here they are part of the community.

    These historical precedents show Australia’s migration system and politicians could, if they wanted, accommodate initiatives and reforms that fundamentally value migrants and prioritise migrant access to permanency.

    Our research also shows Australian election campaigns can be opportunities for advancing policies that embrace the reality of immigration and offer hope, not fear.

    Sara Dehm receives funding from the Australian Research Council. She is a co-convenor of the interdisciplinary academic network, Academics for Refugees.

    Anthea Vogl receives funding from the Australian Research Council and the Commonwealth Departure of Health and Aged Care. She is a Board Member of the Forcibly Displaced People Network and co-convenor of the interdisciplinary academic network, Academics for Refugees.

    – ref. Australia once had ‘immigration amnesties’ to grant legal status to undocumented people. Could we again? – https://theconversation.com/australia-once-had-immigration-amnesties-to-grant-legal-status-to-undocumented-people-could-we-again-252294

    MIL OSI Analysis – EveningReport.nz –

  • MIL-OSI Africa: The end of Ebola outbreak in Uganda demonstrates World Health Organization (WHO)’s value in controlling and stopping diseases

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

    KAMPALA, Uganda, April 27, 2025/APO Group/ —

    Uganda has officially declared the end of the Ebola disease outbreak, which was confirmed on 30 January 2025 by Uganda’s Ministry of Health. The outbreak infected 14 people, two of whom were probable (not confirmed by laboratory tests) and caused four deaths (including two probable). 

    Disease outbreaks, such as Ebola, Marburg, and yellow fever, are not new in Uganda. The country has faced multiple outbreaks and, in doing so, has built a resilient health system capable of detecting and containing outbreaks rapidly. With active support from the World Health Organization (WHO) and other partners, this outbreak again demonstrated Uganda’s capacity to deal with such challenges. 

    The latest Ebola disease outbreak occurred in the bustling, highly mobile city of Kampala. In many places, such an announcement could have triggered widespread panic. But, within 72 hours of confirmation, the Ministry of Health, actively supported by the WHO and health partners, activated its response mechanisms. Rapid response teams were deployed on the ground, identifying contacts to the confirmed patient, collecting samples for testing, setting up treatment units, and educating the community about Ebola prevention. 

    Similarly, within 24 hours of notification, the WHO Deputy Director General and Executive Director for Emergencies, Dr Mike Ryan, was in Uganda to guide WHO’s strategic and operational support to the response. 

    “The outbreak occurring in an urban setting is of significant concern to us, given past experiences. In this outbreak, every minute is of the essence, and we must set up rapidly to avert a potential disaster,” said Dr Mike Ryan upon arrival in the country.

    WHO mobilized 129 national and international staff to support the response. They brought a wealth of technical expertise, ensuring that WHO’s input was present at every critical stage.

    The impact of these efforts was quickly evident. On 14 March 2025, the last confirmed patient was discharged, and 534 contacts had been successfully identified and followed up daily. This is no mean achievement given the area in which the outbreak occurred. It is a testament to Uganda’s strengthened capacity to detect and respond to disease outbreaks in line with the International Health Regulations (2005) (IHR), for which WHO is the principal custodian.

    Uganda has now completed the 42-day mandatory countdown without a confirmed Ebola case. During this critical period, WHO worked closely with the Ministry of Health to conduct active case search and mortality surveillance to ensure that no potential chains of transmission went undetected.

    It’s important to acknowledge the groundwork that made this rapid response possible. WHO’s presence on the ground through its regional hubs and prior technical leadership in helping Uganda develop a multisectoral preparedness and response plan were pivotal. These provided clear direction for all responding actors, enabling effective coordination, optimizing resource allocation, and preventing duplication.

    Another key enabler was the swift deployment by WHO of 165 multidisciplinary Rapid Response Team members (RRTs) to hotspot districts. These members strengthened local capacity for alert management, case investigation, and contact tracing, even in remote areas. Backed by WHO’s technical training and tools, the RRTs worked hand in hand with district teams to ensure that no case went undetected. This strong collaboration helped halt the further spread of the disease.

    Special attention was also given to border health. With the international imperative to prevent cross-border transmission, health workers were rapidly reoriented, thermal scanners were deployed, and screening protocols were enforced at 13 key entry points, especially at Entebbe International Airport. 

    The laboratory response was equally robust. Over 1500 samples were collected, transported, and tested, with national labs rising to the challenge. Thanks to WHO’s prior technical support, Uganda had the capacity to manage samples under strict biosafety and quality standards. Laboratory teams at the Uganda Virus Research Institute and Central Public Health Laboratories handled the workload professionally and efficiently, earning praise for their quick turnaround. 

    At the heart of the response was a courageous and well-prepared case management team. Equipped with WHO Ebola supplies designed to protect health workers and support clinical care, they treated patients with professionalism and care. Of the 12 confirmed cases, two patients succumbed, while the rest were successfully treated and reintegrated into their communities. Two probable cases were identified after their death, therefore not managed in the treatment center. 

    WHO-supported 78 Emergency Medical Teams (EMTs) further reinforced case management efforts. These highly trained and well-equipped teams ensured the safe transportation and treatment of patients across affected regions, delivering high-quality care at every step.

    For the second time in an Ebola outbreak caused by the Sudan virus in Uganda,  WHO  deployed anthropologists, risk communication experts, and community engagement teams. These specialists worked directly with communities to address stigma, mistrust, and misinformation, while providing real-time public health information. Their efforts were instrumental in gaining trust and reinforcing safety practices.

    Despite the absence of a licensed vaccine against the Sudan virus, candidate vaccines are in various phases of clinical trials, recommended by the independent WHO candidate vaccine prioritisation working group. Within four days of the government’s declaration of the outbreak, a randomized clinical trial for vaccine safety and efficacy using the ring vaccination approach was launched. In addition, the administration of Remdesivir treatment under the Monitored Emergency Use of Unregistered and Experimental Interventions (MEURI) protocol was initiated. 

    Ecological studies aimed at identifying the source of infection were initiated and are continuing. These are important because they help to anticipate risks of outbreaks as well as ensure health systems are well prepared and ready to detect outbreaks early and respond effectively.

    Behind the scenes, coordination and partner engagement played crucial roles. WHO was responsible for aligning resources, reducing duplication, and maximizing impact. Through its coordination role, WHO mapped out key stakeholders and facilitated effective resource use at all levels of the response.

    No successful outbreak response is complete without adequate financial backing. So far, WHO has mobilized and utilized US $6.2 million for this response. This support, along with in-kind contributions of essential medicines, supplies, and equipment, has been vital in maintaining the momentum of operations.

    WHO acknowledges and deeply appreciates all partners who contributed through the WHO Contingency Fund for Emergencies (CFE), including: Germany, Norway, Ireland, Canada, France, New Zealand, Kuwait, Portugal, Philippines, Republic of Korea, Switzerland, Estonia, and the WHO Foundation. Thanks to the United Kingdom, the Republic of Ireland, the Netherlands, the European Commission – Health Emergency Preparedness and Response (HERA), International Development Research Centre (IDRC), European Commission – European Civil Protection and Humanitarian Aid Operations (DG ECHO) and the African Public Health Emergency Fund (APHEF) for supporting WHO’s interventions.

    As the situation in Uganda stabilizes, this outbreak highlights three clear lessons: early preparedness saves lives, rapid response is critical, and WHO’s support remains vital, not only for Uganda, but for global health security.

    MIL OSI Africa –

  • MIL-OSI Asia-Pac: English rendering of PM’s address in the 121st Episode of ‘Mann ki Baat’ on 27.04.2025

    Source: Government of India

    Posted On: 27 APR 2025 11:47AM by PIB Delhi

    My dear countrymen, Namaskar. Today as I speak to you in ‘Mann Ki Baat’, there is a deep anguish in my heart. The terrorist incident that took place in Pahalgam on the 22nd of April has hurt every citizen of the country. Every Indian holds deep sympathies for the affected families. No matter which state one belongs to, no matter which language one speaks, one is feeling the pain of those who have lost their loved ones in this attack. I can feel that the blood of every Indian is on the boil after seeing the pictures of the terrorist attack. This attack in Pahalgam shows the desperation of the patrons of terrorism; displays their cowardice… at a time when peace was returning to Kashmir, there was a vibrancy in schools and colleges, construction work had gained unprecedented pace, democracy was getting stronger, the number of tourists was increasing at a record rate, people’s income was increasing, new opportunities were being created for the youth. The enemies of the country, the enemies of Jammu and Kashmir, did not like that. The terrorists and the masterminds of terror want Kashmir to be destroyed again and hence they executed such a big conspiracy. In this war against terrorism, the unity of the country, the solidarity of 140 crore Indians, is our biggest strength. This unity is the basis of our decisive fight against terrorism. We have to strengthen our resolve to face this challenge that has surfaced before the country. We have to demonstrate strong willpower as a nation. Today the world is watching, after this terrorist attack, the whole country is speaking in one voice.

    Friends, the anger that we the people of India feel, that anger is there in the whole world. After this terrorist attack, condolences are continuously pouring in from all over the world. Global leaders have called me up as well; written letters and sent messages too. Everyone has strongly condemned this heinous terrorist attack. They have expressed condolences to the families of the deceased. The whole world stands with 140 crore Indians in our fight against terrorism. I once again assure the affected families that they will get justice, and justice will be done. The perpetrators and conspirators of this attack will be served with the harshest response.

    Friends, two days ago we lost the country’s great scientist Dr. K. Kasturirangan ji. Whenever I met Kasturirangan ji, we discussed topics like the talent of Indian youth, modern education, Space-Science. His contribution in lending newer heights to science, education and India’s Space Program shall always be remembered. ISRO attained a new identity under his leadership. The Space Programs that moved forward under his guidance gave global recognition to India’s efforts. Many of the satellites that India uses today were launched under the supervision of Dr. Kasturirangan.

    There was one more special facet to his personality, which the younger generation can learn from. He always accorded importance to innovation. The vision of learning, knowing and doing something new is very inspiring. Dr. K. Kasturirangan also played a major role in formulating the new National Education Policy of the country. Dr. Kasturirangan came up with the idea of ​​forward looking education according to the modern needs of the 21st century. His selfless service to the country and contribution to nation building will always be remembered. Very humbly, I pay my tribute to Dr. K. Kasturirangan.

    My dear countrymen, this month of April marks 50 years of the launch of the Aryabhatta Satellite. Today, when we look back and remember this journey of 50 years, we realize how far we have come. This flight of India’s dreams in space once commenced with just conviction. Some young scientists with the passion to do something for the nation … they neither had the modern resources like today, nor the access to world technology as such. If at all they had anything, it was talent, dedication, hard work and the passion to do something for the country. You must have seen pictures of our scientists carrying critical equipment themselves on bullock carts and bicycles. It is the result of that very dedication and spirit of service to the nation that so much has changed today. Today India has become a Global Space Power. We have created a record by launching 104 Satellites simultaneously. We have become the first country to reach the South Pole of the Moon.

    India has launched the Mars Orbiter Mission and we have reached pretty close to the Sun through the Aditya – L1 Mission. Today India is leading the most cost effective but successful Space Program in the entire world. Many countries of the world take help of ISRO for their Satellites and Space Missions. Friends, when we see a Satellite launch by ISRO, we are filled with pride. I had a similar feeling when I witnessed the launch of PSLV-C-23 in 2014. I was also present at the ISRO Center in Bengaluru during the landing of Chandrayaan-2 in 2019. At that time Chandrayaan failed to achieve the expected success, it was a very difficult time for the scientists. But I could see with my own eyes the patience of the scientists and their zeal to achieve something. And a few years later, the whole world too noticed how the same scientists made Chandrayaan-3 a success.

    Friends, now India has opened her Space Sector for the private sector as well. Today many youth are attaining new milestones in the field of Space Startups. 10 years ago, there was only one company, but today there are more than 325 Space Startups working in the country. The times to come are ushering in a lot of new possibilities in Space. India is going to scale new heights. The country is busy preparing for many important missions like Gaganyaan, SpaDeX and Chandrayaan-4. We are also working on the Venus Orbiter Mission and Mars Lander Mission. Our Space Scientists are going to fill the countrymen with new pride through their innovations.

    Friends, you certainly must have seen the horrific pictures of the earthquake that struck Myanmar last month. The earthquake caused huge devastation there… every breath, every moment was precious for the people trapped under the debris. That is why India immediately started Operation Brahma for our brothers and sisters in Myanmar. From Air Force aircraft to Navy ships, everything was sent to help Myanmar. The Indian team set up a field hospital there. A team of engineers helped in assessing the damage to important buildings and infrastructure. The Indian team supplied blankets, tents, sleeping bags, medicines, food items and many other things. During all of that, the Indian team also received a lot of appreciation from the people there.

    Friends, in this crisis, many heart-touching examples of courage, patience and ingenuity came to light. The Indian team rescued an elderly woman of more than 70 years of age who was buried under the debris for over 18 hours. Those who are watching ‘Mann Ki Baat’ on TV right now, you must be able to see the face of that elderly woman. The team from India provided every treatment facility, from stabilizing her oxygen level to treatment of fractures. When this elderly woman was discharged from the hospital, she expressed her gratitude to our team. She expressed that she had got a new life because of the Indian rescue team. Many people told our team that because of them they were able to locate their friends and relatives.

    Friends, after the earthquake, there was a possibility of many people being trapped in a monastery in Mandalay, Myanmar. Our team also carried out relief and rescue operations there, that resulted in them receiving a lot of blessings from Buddhist monks. We are very proud of all those who participated in Operation Brahma. We have our tradition, our values, the sentiment of ‘Vasudhaiva Kutumbakam’ – the whole world is one family. India’s readiness as the Vishwa-Mitra in times of crisis and India’s commitment to humanity is becoming the hallmark of our identity.

    Friends, I have come to know about an innovative effort of NRIs in Ethiopia, Africa. Indians living in Ethiopia have taken the initiative to send children who are suffering from heart disease since birth to India for treatment. Many such children are also being helped financially by Indian families. If the family of a child is unable to come to India on account of lack of money, our Indian brothers and sisters are making arrangements for that too. The effort is to ensure that every needy child of Ethiopia suffering from a serious ailment receives better treatment. This noble work of NRIs is being appreciated a lot in Ethiopia. You know that medical facilities are constantly improving in India. Citizens of other countries are also benefitting from that.

    Friends, just a few days ago, India has also sent a large quantity of vaccine for the people of Afghanistan. These vaccines will be useful in preventing dangerous diseases like Rabies, Tetanus, Hepatitis B and Influenza. This week, on Nepal’s request, India has sent a large consignment of medicines and vaccines there. This will ensure better treatment for patients of thalassemia and sickle cell disease. Whenever it comes to serving humanity, India has always been at the forefront and will always be at the forefront in every such need in the future as well.

    Friends, we were just referring to Disaster Management and the most important thing in dealing with any natural disaster is your alertness. You can now get help in this alertness from a special APP on your mobile. This APP can save you from getting trapped in any natural disaster and its name too is ‘Sachet’. The ‘Sachet APP’ has been developed by India’s National Disaster Management Authority (NDMA). Be it flood, cyclone, land-slide, tsunami, forest fire, avalanche, storm, hurricane or lightning, ‘Sachet APP’ tries to keep you informed and protected in every way. Through this APP, you can receive updates related to the weather department. The special thing is that ‘Sachet APP’ also provides a lot of information in regional languages. You too should take advantage of this APP and share your experiences with us.

    My dear countrymen, today we see India’s talent being appreciated all over the world. India’s youth has changed the world’s view towards India and the interest of the youth of any country shows what the future of the country would be like. Today, India’s youth is moving towards science, technology and innovation. Even in those regions, which were earlier known for backwardness and other factors, the youth have set examples that give us new confidence. A Science Centre at Dantewada in Chhattisgarh is drawing everyone’s attention these days. Until some time ago, Dantewada was known only for violence and unrest, but now, the Science Centre there has become a new ray of hope for children and their parents. Children are enjoying going to this Science Centre. They are now learning everything from making new machines to technology.

    Through making new machines and using technology, they are learning to make new products now. They have got the opportunity to learn about 3D printers and robotic cars as well as other innovative things. Some time ago, I also inaugurated Science Galleries at Gujarat Science City. These galleries provide a glimpse of the potential of modern science, and how much science can do for us. I have been informed that the children there are very excited about these galleries. This growing attraction towards science and innovation will surely take India to new heights.

    My dear countrymen, the biggest strength of our country is our 140 crore citizens, their capability, their will power. And when crores of people join a campaign together, its impact is huge. An example of this is ‘Ek Ped Maa Ke Naam’ – this campaign is in the name of the mother who gave birth to us and it is also for Mother Earth who ensconces us in her lap. Friends, On the 5th of June, on ‘World Environment Day’, this campaign is completing one year. During this one year, under this campaign, more than 140 crore trees have been planted in the name of the mother across the country. Observing this initiative of India, people outside the country have also planted trees in the name of their mother. You too should become a part of this campaign, so that on completion of one year, you can be proud of your participation.

    Friends, all of us know that trees provide coolness… we get relief from heat in the shade of trees. But recently I came across another news related to this which caught my attention. During the last few years, more than 70 lakh trees have been planted in Ahmedabad city of Gujarat. These trees have increased the green area in Ahmedabad to a great extent. Along with that, the number of water bodies has also increased here due to the construction of the River Front on the Sabarmati river and reconstruction of some lakes like Kankaria lake. Now news reports say that in the last few years, Ahmedabad has become one of the major cities fighting against global warming.

    The people there are also feeling this change; the coolness in the environment. The trees planted in Ahmedabad are becoming the reason of bringing myriad shades of happiness there. I again urge all of you to plant trees to maintain the health of the earth, to deal with the challenges of climate change, and to secure the future of your children. ‘Ek Ped – Maa Ke Naam’.

    Friends, there is an old saying ‘where there is a will there is a way’. When we decide to do something new, we certainly reach our destination. You must have eaten a lot of apples grown in the mountains. But, if I ask you whether you have tasted the apples of Karnataka, you will be surprised. Usually, we think that apples are grown only in the mountains. But Shri Shail Teli ji, who lives in Bagalkot, Karnataka, has grown apples in the plains. In his Kulali village, apple trees have started bearing fruits even in temperatures above 35 degrees. Actually since, Shri Shail Teli was fond of farming, so he tried apple farming as well and he attained success in it. Today, a lot of apples grow on the trees planted by him and he is earning a good income by selling them.

    Friends, now that we are talking about apples, you must have heard the name of Kinnauri apple. Saffron production has started in Kinnaur, famous for apples. Generally, saffron cultivation was little in Himachal, but now it has commenced in the beautiful Sangla valley of Kinnaur. One such example is Wayanad in Kerala.

    Success has been achieved in growing saffron there as well. And in Wayanad, this saffron is not being grown in any field or soil; rather with the help of the Aeroponics Technique. Something astonishingly similar has happened with the production of litchi. We had been hearing that litchi grows in Bihar, West Bengal or Jharkhand. But now litchi is being grown in South India and Rajasthan as well. Thiru Veera Arasu of Tamil Nadu used to cultivate coffee. He planted litchi trees in Kodaikanal and after 7 years of hard work, those trees have started bearing fruit. The success in growing litchi has inspired other farmers in the area. Jitendra Singh Ranawat has succeeded in growing litchi in Rajasthan. All these examples are very inspiring. If we decide to do something new and persist despite difficulties, even the impossible can be made possible.

    My dear countrymen, today is the last Sunday of April. The month of May is beginning in a few days. I will take you around 108 years back from today. The year 1917… these two months of April and May… a unique battle for independence was being fought in the country. The atrocities of the British were at their peak. The exploitation of the poor, the deprived and the farmers had crossed inhuman levels. On the fertile land of Bihar, the British were forcing the farmers to grow indigo. The farmers’ fields were becoming barren due to indigo cultivation, but the British government was least concerned. In such a situation, Gandhiji reached Champaran in Bihar in 1917.

    The farmers told Gandhiji – “our land is dying, we are not getting food grains to eat.” The pain of lakhs of farmers made a resolve come up in Gandhiji’s mind. From there the historic Satyagraha of Champaran started. ‘Champaran Satyagraha’ was the first big experiment by Bapu in India. The entire British rule was shaken by Bapu’s Satyagraha. The British had to suspend the law that forced farmers to cultivate indigo. This was a victory that infused new confidence in the freedom struggle. All of you must be aware that another son of Bihar also contributed a lot to this Satyagraha, who became the first President of the country after independence. The great personality was – Dr. Rajendra Prasad. He also wrote a book on the ‘Champaran Satyagraha’ – ‘Satyagraha in Champaran’… every young person should read this book. Brothers and sisters, many more indelible chapters of the freedom struggle are associated with April itself. Gandhiji’s ‘Dandi March’ culminated on the 6th of April itself. This March which commenced on the 12th of March and continued for 24 days had shaken the British. The Jallianwala Bagh massacre took place in April itself. The marks of this blood stained history are still present on the soil of Punjab.

    Friends, in a few days, on the 10th of May, the anniversary of the first freedom struggle would also be there. The spark that arose in that first battle for freedom, later became a torch for millions of freedom fighters.

    On the 26th of April, we observed the death anniversary of the great hero of the 1857 revolution, Babu Veer Kunwar Singh. The entire country derives inspiration from this great freedom fighter of Bihar. We have to keep alive the immortal inspirations of lakhs of such freedom fighters. The energy we receive from them provides renewed strength to our resolve of Amritkaal.

    Friends, in this long journey of ‘Mann Ki Baat’, you have formed an intimate relationship with this programme. The achievements that the countrymen want to share with others are conveyed to the people through ‘Mann Ki Baat’. Next month, we will again meet and talk about the diversity, glorious traditions and new achievements of the country. We will learn about people who are bringing about a change in the society with their dedication and spirit of service. As always, keep sending us your thoughts and suggestions. Thank you, Namaskar.

    *****

    MJPS/SR/SKS

    (Release ID: 2124694) Visitor Counter : 151

    MIL OSI Asia Pacific News –

  • MIL-OSI Asia-Pac: World Veterinary Day 2025: National Workshop in New Delhi Honours Veterinarians behind India’s Livestock Powerhouse

    Source: Government of India

    World Veterinary Day 2025: National Workshop in New Delhi Honours Veterinarians behind India’s Livestock Powerhouse

    “Veterinarians Are the Backbone of Rural Economy”: Prof. S.P. Singh Baghel Calls for Stronger Veterinary Infrastructure and Skills in the Livestock Sector

    Need to Focus on Indigenous Breeds, 100% IVF Adoption and Enhancing Veterinary Role in FMD Eradication : Prof. S.P. Singh Baghel

    Posted On: 26 APR 2025 6:40PM by PIB Delhi

    In a tribute to the silent sentinels of India’s livestock economy, the Department of Animal Husbandry and Dairying under the Ministry of Fisheries, Animal Husbandry and Dairying, celebrated the World Veterinary Day 2025 with a National Workshop in New Delhi today.

    The event was inaugurated by Prof. S. P. Singh Baghel, Union Minister of State for Fisheries, Animal Husbandry and Dairying and Panchayati Raj, who hailed the veterinary community as the “backbone of rural economy and national biosecurity.” India is home to over 536 million livestock, the largest in the world and nearly 70% of rural households depend on animals for income, food, and security. Yet, the people who ensure those animals remain healthy are rarely in the headlines, he added. Union Minister of State in his address said that “There is no healthy India without healthy animals,” while emphasizing upon the government’s commitment to modernizing veterinary infrastructure, enhancing skill development, and future-proofing India’s animal health systems.  Highlighting this year’s theme, “Animal Health Takes a Team,” he stressed the importance of collaborative efforts among veterinarians, para-veterinary staff, scientists, and public health professionals to ensure integrated animal, human, and environmental health. Prof. Baghel spotlighted key initiatives under the national vaccination program like the National Animal Disease Control Programme (NADCP), which aims to eliminate Foot and Mouth Disease (FMD) by 2030, noting that over 114.56 crore FMD vaccines and 4.57 crore Brucellosis vaccines have been administered in the country so far. The NADCP aims to control FMD by 2025 and eradicate it by 2030 with vaccination.

    Prof. S.P. Singh Baghel emphasized the vital role of indigenous breeds of livestock in strengthening the country’s animal husbandry sector. He noted that these breeds are not only well-adapted to local climatic conditions but also play a crucial role in ensuring sustainable and resilient livestock production systems. He stressed the importance of adopting advanced reproductive technologies, particularly the use of sex-sorted semen, goal of achieving 100% use of in vitro fertilization (IVF) to enhance productivity and breed quality. The Union Minister of State praised the use of digital platforms like the National Digital Livestock Mission (Bharat Pashudhan) for traceability and disease monitoring. Addressing the rising threat of zoonotic diseases, he emphasized India’s adoption of the One Health approach, commending veterinarians for their role in disease surveillance, inter-sectoral coordination, and early warning systems to protect public health.

    Joining the national workshop virtually Secretary, Department of Animal Husbandry and Dairying (DAHD) Ms. Alka Upadhyaya called for a comprehensive overhaul of India’s veterinary ecosystem. Speaking at the World Veterinary Day 2025 event, she emphasized that veterinarians have significantly contributed to enhancing livestock productivity, making India the largest dairy producer globally, second in table egg production, and the fourth-largest meat producer. While India has become aatmanirbhar in advanced technologies such as IVF, sex-sorted semen, cattle immunization, and dairy equipment manufacturing, the Secretary highlighted the acute shortage of veterinary professionals across the country. She urged for an increase in veterinary education seats, the establishment of state-of-the-art facilities in veterinary colleges, and a curriculum that provides students with practical expertise in surgeries and livestock medical care. She further advocated for stronger public-private partnerships, and more academic conferences to modernize veterinary education. She also laid emphasis on mainstreaming of animal welfare initiatives while improving productivity.  Addressing the growing threat of zoonotic diseases, Ms. Alka Upadhyaya stressed upon the need for a strong surveillance system, synchronized vaccination programs across states. “Veterinarians are the first line of defense in ensuring national biosecurity,” she concluded.

    Joining virtually from Rome, Dr. Thanawat Tiensin, Assistant Director-General and Chief Veterinarian at the Food and Agriculture Organization (FAO), lauded India’s pivotal role in global One Health efforts, and praised the country’s recent recognition under the Pandemic Fund for Animal Health Preparedness, a major global endorsement of India’s leadership in veterinary public health.

    In his address, Dr. Abhijit Mitra, Animal Husbandry Commissioner and Chairman of the Animal Welfare Board of India, highlighted India’s progress in mass vaccination campaigns, early disease detection, and the use of digital tracking systems to strengthen animal health services. He emphasized the role of veterinarians as the unseen protectors of food systems and crucial defenders against future pandemics. He drew attention to the vital connection between animal welfare and public health, asserting that animal welfare is not just an act of compassion but a fundamental pillar for ensuring food safety and healthier livestock.

    This year’s global theme of World Veterinary Day 2025 is “Animal Health Takes a Team”, underscores the idea that animal health isn’t a solo mission; it’s a collective national effort involving vets, scientists, public health experts and farmers. The event spotlighted the power of collaboration in protecting animal health, recognising that veterinarians, scientists, public health experts, and farmers form an interdependent network that safeguards not only livestock but the health and economy of the nation. The workshop also featured high-impact technical sessions on Use of Generic Medicines in animal husbandry to improve accessibility and affordability, the veterinarian’s role in preventing zoonotic transmission of diseases like avian influenza, strengthening Integrated Disease Surveillance and data sharing between human and animal health sectors alongside an engaging online national quiz, connecting hundreds of young veterinary students to the national conversation.

    The event was also attended by distinguished dignitaries and stakeholders, including, Ms. Varsha Joshi, Additional Secretary, DAHD, Dr. Ramashankar Sinha, Additional Secretary, DAHD along with other senior officials from ICAR, National Veterinary Councils, FAO, WOAH, WHO and Directors of national research institutes and Vice Chancellors of several veterinary universities. The event saw participation from over 250 delegates and was live-streamed across India, attracting more than 3,000 virtual attendees including veterinary professionals, students, researchers, and farmers reflecting growing public awareness and interest in animal health.

    ****

    Aditi Agrawal

    (Release ID: 2124587) Visitor Counter : 51

    MIL OSI Asia Pacific News –

  • MIL-OSI Africa: Global action needed to combat malaria

    Source: South Africa News Agency

    The World Health Organisation (WHO) says revitalised efforts are urgently needed in the battle against malaria. 

    Today marks World Malaria Day, which is observed globally every year on 25 April to acknowledge the collective efforts to control malaria.

    In a statement released on Friday, WHO highlighted the importance of global collaboration, which has saved nearly 13 million lives since the year 2000.

    Despite the progress, the agency said it has certified 45 countries and one territory as malaria-free, while many countries with a low malaria burden continue to move steadily towards the goal of elimination. 

    Of the remaining 83 malaria-endemic countries, 25 reported fewer than 10 cases of the disease in 2023.

    WHO has warned that the fight against the disease is far from over, with nearly 600 000 lives lost to malaria in 2023, with African nations bearing the brunt of the burden.

    WHO’s Director-General, Dr Tedros Adhanom Ghebreyesus, has stressed the fragility of current gains. 

    “The history of malaria teaches us a harsh lesson that when we divert our attention, the disease resurges, taking its greatest toll on the most vulnerable.

    “But the same history also shows us what’s possible, that with strong political commitment, sustained investment, multisectoral action and community engagement, malaria can be defeated,” said Ghebreyesus.

    In a promising development, 20 African countries, including Mali, are set to introduce malaria vaccines to protect children from the disease.

    In addition, WHO said the use of advanced insecticide-treated nets is on the rise, significantly contributing to malaria prevention.

    The theme for this year’s campaign is: “Malaria ends with us: Reinvest, reimagine, reignite”.

    WHO urges governments, health organisations and communities to come together in a renewed commitment to eradicate malaria once and for all.

    Ghebreyesus has called for sustained commitment and investment at all levels, urging countries to enhance domestic healthcare spending. – SAnews.gov.za

    MIL OSI Africa –

  • MIL-OSI Africa: Malaria scorecard: battles have been won and advances made, but the war isn’t over

    Source: The Conversation – Africa – By Shüné Oliver, Medical scientist, National Institute for Communicable Diseases

    Sub-Saharan Africa continues to bear the brunt of malaria cases in the world. In this region 11 countries account for two-thirds of the global burden.

    World Malaria Day is marked on 25 April. What progress has been made against the disease, where are the gaps and what’s being done to plug them?

    As scientists who research malaria in Africa, we believe that the continent can defeat the disease. New, effective tools have been added to the malaria toolbox.

    Researchers and malaria programmes, however, must strengthen collaborations. This will ensure the limited resources are used in ways that make the most impact.

    The numbers

    Some progress has been made, but in some cases there have been reverses.

    • Between 2000 and 2015 there was an 18% reduction in new cases from 262 million in 2000 to 214 million in 2015. Since then, progress has stalled.

    • The World Health Organization estimates that approximately 2.2 billion cases have been prevented between 2000 and 2023. Additionally, 12.7 million deaths have been avoided. In 2025, 45 countries are certified as malaria free. Only nine of those countries are in Africa. These include Egypt, Seychelles and Lesotho.

    • The global target set by the WHO was to reduce new cases by 75% compared to cases in 2015. Africa should have reported approximately 47,000 cases in 2023. Instead there were 246 million.

    • Almost every African country with ongoing malaria transmission experienced an increase in malaria cases in 2023. Exceptions to this were Rwanda and Liberia.

    So why is progress stagnating and in many cases reversing?

    How malaria affects countries around the world.

    The setbacks

    Effective malaria control is extremely challenging. Malaria parasite and mosquito populations evolve rapidly. This makes them difficult to control.

    Africa is home to malaria mosquitoes that prefer biting humans to other animals. These mosquitoes have also adapted to avoid insecticide-treated surfaces.

    It has been shown in South Africa that mosquitoes may feed on people inside their homes, but will avoid resting on the sprayed walls.

    Mosquitoes have also developed mechanisms to resist the effects of insecticides. Malaria vector resistance to certain insecticides used in malaria control is widespread in endemic areas. Resistance levels vary around Africa.

    Resistance to the pyrethroid class is most common. Organophosphate resistance is rare, but present in west Africa. As mosquitoes become resistant to the chemicals used for mosquito control, both the spraying of houses and insecticide treated nets become less effective. However, in regions with high malaria cases, nets still provide physical protection despite resistance.

    An additional challenge is that malaria parasites continue to develop resistance to anti-malarial drugs. In 2007 the first evidence began to emerge in south-east Asia that parasites were developing resistance to artemisinins. These are key drugs in the fight against malaria.

    Recently this has been shown to be happening in some African countries too. Artemisinin resistance has been confirmed in Eritrea, Rwanda, Tanzania and Uganda. Molecular markers of artemisinin resistance were recently detected in parasites from Namibia and Zambia.

    Malaria parasites have also developed mutations that prevent them from being being detected by the most widely used rapid diagnostic test in Africa.

    Countries in the Horn of Africa, where parasites with these mutations are common, have changed the malaria rapid diagnostic tests used to ensure early diagnosis.

    The progress

    Nevertheless, the fight against malaria has been strengthened by novel control strategies.

    Firstly, after more than 30 years of research, two malaria vaccines – RTS,S and R21 – have finally been approved by the WHO. These are being deployed in 19 African countries.

    These vaccines have reduced disease cases and deaths in the high-risk under-five-years-old age group. They have reduced cases of severe malaria by approximately 30% and deaths by 17%.

    Secondly, effectiveness of long-lasting insecticide-treated nets has been improved.

    New insecticides have been approved for use. Chemical components that help to manage resistance have also been included in the nets.

    Thirdly, novel tools are showing promise. One option is attractive toxic sugar baits. This is because sugar is what mosquitoes naturally eat. Biocontrol by altering the native gut bacteria of mosquitoes may also prove effective.

    Fourthly, reducing mosquito populations by releasing sterilised male or genetically modified mosquitoes into wild mosquito populations is also showing promise. Trials are currently happening in Burkina Faso. Genetically sterilised males have been released on a small scale. This strategy has shown promise in reducing the population.

    Fifthly, two new antimalarials are expected to be available in the next year or two. Artemisinin-based combination therapies are standard treatment for malaria. An improvement to this is triple artemisinin-based combination therapy. This is a combination of this drug with an additional antimalarial. Studies in Africa and Asia have shown these triple combinations to be very effective in controlling malaria.

    The second new antimalarial is the first non-artemisinin-based drug to be developed in over 20 years. Ganaplacide-lumefantrine has been shown to be effective in young children. Once available, it can to be used to treat parasites that are resistant to artemisinin. This is because it has a completely different mechanism of action.

    The end game

    It has been several years since the malaria control toolbox has been strengthened with novel tools and strategies that target both the vector and the parasite. This makes it an ideal time to double down in the fight against this deadly disease.

    In 2020, the WHO identified 25 countries with the potential to stop malaria transmission within their borders by 2025. While none of these countries eliminated malaria, some have made significant progress. Costa Rica and Nepal reported fewer than 100 cases. Timor-Leste reported only one case in recent years.

    Three southern African countries are included in this group: Botswana, Eswatini and South Africa. Unfortunately, all these countries showed increases in cases in 2023.

    With the new tools, these and other countries can eliminate malaria, getting us closer to the dream of a malaria-free world.

    – Malaria scorecard: battles have been won and advances made, but the war isn’t over
    – https://theconversation.com/malaria-scorecard-battles-have-been-won-and-advances-made-but-the-war-isnt-over-255230

    MIL OSI Africa –

  • MIL-OSI NGOs: After first 100 days of US aid budget cuts

    Source: Médecins Sans Frontières –

    New York — Three months since the Trump administration first suspended all international assistance pending review, the United States (US) has terminated much of its funding for global health and humanitarian programmes, dismantled the federal government architecture for oversight of these activities, and fired many of the key staff responsible for implementation. Patients around the world are scrambling to understand how they can continue treatment, medical providers are struggling to maintain essential services, and aid groups are sounding the alarm about exploding needs in countries with existing emergencies.

    “These sudden cuts by the Trump administration are a human-made disaster for the millions of people struggling to survive amid wars, disease outbreaks, and other emergencies,” says Avril Benoît, CEO of Médecins Sans Frontières (MSF) in the US. “We are an emergency response organisation, but we have never seen anything like this massive disruption to global health and humanitarian programmes. The risks are catastrophic, especially since people who rely on foreign assistance are already among the most vulnerable in the world.”

    The US has long been the leading supporter of global health and humanitarian programmes, responsible for around 40% of all related funding. These US investments have helped improve the health and well-being of communities around the globe — and totalled less than 1% of the annual federal budget.

    Abruptly ending this huge proportion of support is already having devastating consequences for people who rely on aid, including those at risk of malnutrition and infectious diseases, and those who are trapped in humanitarian crises around the world. These major cuts to US funding and staffing are part of a broader policy agenda that has far-reaching impacts for people whose access to care is already limited by persecution and discrimination, such as refugees and migrants, civilians caught in conflict, LGBTQI+ people, and anyone who can become pregnant.

    The status of even the much-reduced number of remaining US-funded programmes is highly uncertain. The administration now plans to extend the initial 90-day review period for foreign aid, which was due to conclude on 20 April, by an additional 30 days, according to an internal email from the State Department obtained by the media.

    MSF does not accept US government funding, so we are not directly affected by these sweeping changes to international assistance as most other aid organisations are. We remain committed to providing medical care and humanitarian support in more than 70 countries across the world. However, no organisation can do this work alone. We work closely with other health and humanitarian organisations to deliver vital services, and many of our activities involve programmes that have been disrupted due to funding cuts.

    It will be much more difficult and costly to provide care when so many ministries of health have been affected globally and there are fewer community partners overall. We will also be facing fewer places to refer patients for specialised services, as well as shortages and stockouts due to hamstrung supply chains.

    Amid ongoing chaos and confusion, our teams are already witnessing some of the life-threatening consequences of the administration’s actions to date. Most recently, the US administration cancelled nearly all humanitarian assistance programmes in Yemen and Afghanistan, two countries facing some of the most severe humanitarian needs in the world. After years of conflict and compounding crises, an estimated 19.5 million people in Yemen — over half the population — are dependent on aid. The decision to punish civilians caught in these two conflicts undermines the principles of humanitarian assistance.

    Across the world, MSF teams have witnessed US-funded organisations reducing or cancelling other vital activities –including vaccination campaigns, protection and care for people caught in areas of conflict, sexual and reproductive health services, the provision of clean water, and adequate sanitation services.

    “It’s shocking to see the US abandon its leadership role in advancing global health and humanitarian efforts,” says Benoît. “US assistance has been a lifeline for millions of people–while yanking this support will lead to more preventable deaths and untold suffering around the world. We can’t accept this dangerous new normal. We urge the administration and Congress to maintain commitments to support critical global health and humanitarian aid.”

    Snapshot: How US aid cuts are impacting people worldwide

    Malnutrition: US funding cuts are severely impacting people in areas of Somalia affected by chronic drought, food insecurity, and displacement due to conflict. In the Baidoa and Mudug regions, the scaling down of operations by aid organisations — driven by US funding cuts and a broader lack of humanitarian aid — is making a shortage of health services and nutrition programmes even more critical. For example, the closure of maternal and child health clinics and a therapeutic feeding centre in Baidoa cut off monthly care to hundreds of malnourished children. MSF nutrition programmes in Baidoa have reported an increase in severe acute malnutrition admissions since the funding cuts. The MSF-supported Bay Regional hospital has received patients traveling as far as 190 kilometres for care due to facility closures elsewhere.

    HIV: Cuts to PEPFAR and USAID have led to suspensions and closures of HIV programmes in countries including South Africa, Uganda, and Zimbabwe — threatening the lives of people receiving antiretroviral (ARV) therapy. South Africa’s pioneering Treatment Action Campaign — which helped transform the country’s response to HIV/AIDS — has had to drastically reduce its community-led monitoring system that helps ensure that people stay on treatment. The monitoring is now only happening at a small scale at clinics. In MSF’s programme in San Pedro Sula, Honduras, there has been a 70% increase in pre-exposure prophylaxis (PrEP) tablet distribution from January to March compared to the previous quarter, as well as an increase of 30% in consultations for health services, including for HIV — highlighting the growing demand as USAID funding cuts reduce access to other HIV prevention services.

    Outbreaks: In the border regions across South Sudan and Ethiopia, MSF teams are responding to a rampant cholera outbreak amid escalating violence — while other organisations have scaled down their presence. According to our teams, a number of organisations, including Save the Children, have suspended mobile clinic activities in South Sudan’s Akobo County due to US aid cuts. Save the Children reported earlier this month that at least five children and three adults with cholera died while making the long, hot trek to seek treatment in this part of South Sudan. With the withdrawal of these organisations, local health authorities are now facing significant limitations in their ability to respond effectively to the outbreak. MSF has warned that the disruption of mobile services, combined with the reduced capacity of other actors to support oral vaccination campaigns, increases the risk of preventable deaths and the continued spread of this highly infectious disease.

    Sexual and reproductive healthcare: MSF teams in more than 20 countries have reported concerns with disrupted or suspended sexual and reproductive health programmes, which MSF relies on for referrals for medical emergencies, supplies, and technical partnerships. These include contexts with already high levels of maternal and infant mortality. In Cox’s Bazar, Bangladesh — home to one of the world’s largest refugee camps — MSF teams report that other implementers are not able to provide supplies, like emergency birth kits and contraceptives. Referrals for medical emergencies, like post-abortion care, have also been disrupted, increasing urgent needs for sexual and reproductive care in the region.

    Migration: Essential protection services — including shelters for women and children, legal aid, and support for survivors of violence — have been shuttered or severely reduced as needs increase due to changes in US immigration policy. For patients and MSF teams along the Central American migration route in areas like Danlí, San Pedro Sula, Tapachula, and Mexico City, referral networks have all but disappeared. This has left many migrants without safe places to sleep, access to food, or legal and psychosocial support.

    Access to clean water: In the initial weeks following the aid freeze, our teams saw several organisations stop the distribution of drinking water for displaced people in conflict-affected areas, including in Sudan’s Darfur region, Ethiopia’s Tigray region, and Haiti’s capital, Port-au-Prince. In response to the crisis in Port-au-Prince, in March, MSF stepped in to run a water distribution system via tanker trucks to provide for more than 13,000 people living in four camps for communities displaced by violent clashes between armed groups and police. This was in addition to our regular activities focused on providing medical care for victims of violence. Ensuring access to clean drinking water is essential for health and preventing the spread of waterborne diseases like cholera.

    Vaccination: The reported decision by the US to cut funding to Gavi (The Vaccine Alliance) could have disastrous consequences for children across the globe. The organisation estimated that the loss of US support is projected to deny approximately 75 million children routine vaccinations in the next five years, with more than 1.2 million children potentially dying as a result. Worldwide, more than half of the vaccines MSF uses come from local ministries of health and are procured through Gavi. We could see the impacts in places like the Democratic Republic of the Congo (DRC), where MSF vaccinates more children than anywhere else in the world. In 2023 alone, MSF vaccinated more than 2 million people in DRC against diseases like measles and cholera.

    Mental health: In Ethiopia’s Kule refugee camp, where MSF teams run a health centre for more than 50,000 South Sudanese refugees, a US-funded organisation abruptly halted mental health and social services for victims and survivors of sexual violence and withdrew their staff. MSF teams provide other medical care but cannot currently cover the mental health and social services these patients need.

    Non-communicable diseases: In Zimbabwe, US funding cuts have forced a local provider to stop its community outreach activities to identify women to be screened for cervical cancer. Cervical cancer is the leading cause of cancer-related death in Zimbabwe, even though it is preventable. Many women and girls — especially in rural areas — cannot afford or do not have access to diagnosis and treatment, which makes outreach, screening, and prevention activities vital. 

    MIL OSI NGO –