Category: Economy

  • MIL-OSI: Adjusted financial guidance for 2025

    Source: GlobeNewswire (MIL-OSI)

    Release no. 11/2025          July 16th, 2025
    Columbus adjusts financial guidance for 2025

    Company announcement

    Adjusted financial guidance for 2025

    Columbus A/S announces adjustment of the full-year guidance for 2025.

    Overall, we are facing a challenging macro-economic environment that negatively impacts our customers’ decision-making in major IT projects, resulting in postponement of projects and extended sales processes.

    Due to the expected continued marked uncertainty, Columbus adjusts the full-year guidance for 2025.

    • Revenue guidance is adjusted from an expected organic growth of 7-9% to around the same level as 2024, DKK 1,7bn.
    • EBITDA margin is adjusted from an expected range of 10-12% to an expected range of 7-9%

    Columbus will, as previously communicated, release its Interim Report for Q2 2025 on 21 August 2025 with further details on the performance in Q2 2025, and will host a teleconference for investors and analysts on the same day at 13:00 pm CET.

    Ib Kunøe                                         Søren Krogh Knudsen
    Chairman of the Board                CEO & President

    For further information, please contact:

    CEO & President, Søren Krogh Knudsen, tel :+45 70 20 50 00

    Attachment

    The MIL Network

  • MIL-OSI: Lightchain AI Launches Bonus Round After Raising Over $21M Across 15 Presale Stages

    Source: GlobeNewswire (MIL-OSI)

    SHREWSBURY, United Kingdom, July 16, 2025 (GLOBE NEWSWIRE) — Lightchain AI, a blockchain infrastructure project powered by artificial intelligence, has officially entered its Bonus Round following the completion of 15 presale stages and securing more than $21 million in early funding. The Bonus Round is now live at a fixed token price of $0.007 and marks the next phase in Lightchain AI’s roadmap aimed at expanding wallet distribution and onboarding developer participation.

    Designed to integrate artificial intelligence directly into smart contract execution, Lightchain AI features a proprietary AI Virtual Machine (AIVM), sharded architecture for scalability, and optimized gas performance. The ongoing Bonus Round provides new participants with continued access to tokens as Lightchain prepares for its next development milestones.

    “Closing our presale with over $21 million raised is a major validation of our vision,” said a Lightchain AI spokesperson. “We’re now focused on expanding community engagement through wallet growth, contributor onboarding, and developer incentives.”

    The Lightchain ecosystem has already begun its rollout, including:

    • A public GitHub repository containing technical components of the protocol
    • A live Developer Portal with full documentation and onboarding resources
    • Validator and contributor nodes being integrated across the network
    • A $150,000 grant pool and liquidity support for projects launching on its native Launchpad

    Lightchain AI is structured to support application developers, validators, and community members through a transparent and modular framework. Its roadmap includes continued enhancements to the AIVM engine, cross-chain interoperability tools, and additional incentive programs for builders and early adopters.

    For more information or to participate in the Bonus Round, visit:
    https://lightchain.ai
    Whitepaper
    Twitter/X
    Telegram

    Contact:
    SHAJAN SKARIA
    media@lightchain.ai

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

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    A photo accompanying this announcement is available at
    https://www.globenewswire.com/NewsRoom/AttachmentNg/a996a9ab-92a1-4df0-8563-44420edb6a0c

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    The MIL Network

  • MIL-OSI United Kingdom: My liberal vision for a thriving economy

    Source: Liberal Democrats UK

    Read Ed’s speech in full

    Thank you very much. It’s lovely to see you all this afternoon – as I hope to make a splash… this time, on dry land!

    I don’t know if someone planned it, or if it is just a coincidence that my speech on the economy comes a day after the Chancellor’s Mansion House speech. But I’m grateful both to the Chancellor for being my warm-up act, and to the IPPR for such a timely invitation.

    Let me start by taking you back 12 months…

    Just a few weeks after taking office, the Government quietly decided to cancel plans for a brand new “exascale” supercomputer at Edinburgh University – a supercomputer that could perform a billion billion calculations every second. 50 times more powerful than any computer in the UK. The announcement didn’t attract much attention at the time. It was rather overshadowed by Labour’s incomprehensible decision to withdraw the Winter Fuel Payment from millions of struggling pensioners. But just like Winter Fuel Payments, Ministers were forced to admit they’d made a mistake, and last month they U-turned on that decision too.

    So why am I talking to you about a supercomputer? Partly because I think that computer in Edinburgh, and other projects like it, will be essential to growing our economy over the years and decades ahead. If we are going to support Britain’s amazing tech start-ups and scale-ups… If we are going to attract investment and entrepreneurs from around the world… If we are going to be the home of the next big breakthroughs in science and medicine and artificial intelligence… Then we have to show that we are absolutely committed to investing in the digital infrastructure that those companies and researchers need.

    So I am glad that Ministers U-turned, but they cost that project a year. And we all know that in the world of scientific and technological innovation – especially when it comes to artificial intelligence – a year is an awfully long time to lose. 

    But the other reason I bring up that story is that I think it encapsulates what has gone so badly wrong in government over the past year – especially when it comes to fixing the economy. Labour came into office, opened the books, and found a terrible mess left by the Conservative Party. In this case, Conservative Ministers had announced a new £800 million supercomputer in a glittering press release full of boosterish language and self-congratulation. Just one problem: the project was completely unfunded. So, faced with the challenge of finding the money to make this crucial investment, Labour chose short-term penny-pinching instead.

    Just like when it came to Winter Fuel Payments, or bus fares, or family farms, or Personal Independence Payments, or the National Insurance hike that is hurting British businesses so badly. Mistakes made by a government with no vision for our economy, no strategy for growth. Just a desire to find some cash to keep the Treasury spreadsheet happy, no matter what.

    Now let me be clear: fiscal responsibility is essential. The Conservatives showed what happens when you let borrowing spiral out of control and don’t grow the economy.

    Borrowing more than £100 billion a year, just to pay the interest on our existing debts. More than the entire education budget. Enough to fund the whole of the National Health Service for six months. At a time when government debt is 100% of national income. So managing the public finances carefully, to bring down those borrowing costs and the national debt, and to give businesses the confidence they need to invest, is critically important.

    Yet in truth, this started before the last Conservative Government – even before the 2008 financial crisis. For decades now, Britain’s long-term fiscal future has been weakened because the big budget challenges haven’t been faced up to – by governments or oppositions. And I think a key reason for this is the way we do the Budget itself.

    The Treasury, hoarding power behind those intimidating walls on Horse Guards Road. The Chancellor, emerging every six months to make a fiscal statement, with a new set of forecasts and a scorecard of policies carefully tuned to meet her fiscal rules. And then what? No real debate.

    In theory, MPs have to approve spending for each individual department every year. It’s called the “estimates” process. In practice, it’s a sham. Last month, Parliament “approved” £1.1 trillion in government spending with just three hours of debate. That’s about £6 billion every minute. So instead of real debate and scrutiny, all we get is endless speculation about what new black hole the Chancellor will face in six months’ time, and what tweaks she will make to bring the numbers back into line. 

    Having tough fiscal rules and sticking to them is critical. But the way we scrutinise the budgets prepared to meet those rules, is nothing short of lamentable. And we need nothing less than a major overhaul of the whole system.

    I think we should look at a budget process more like the one Sweden brought in when it faced its own budget crisis in the early nineties. When its debt soared to just over 70% of GDP. Now the Swedish Parliament gets to debate the Government’s budget – and can propose alternatives and amendments – before it is finalised, and gets a proper period of scrutiny and accountability in the months that follow. And now, Sweden’s debt is down to 30% of GDP.

    It matters how a country takes its decisions on the budget. It may be less exciting, but process matters. So I think we should put more power in MPs’ hands to hold the Treasury and every Department properly to account on behalf of our constituents. Supported by a new Office of the Taxpayer, based in Parliament. That alone would rock Whitehall to its core. It would make MPs roll up their sleeves, get their hands dirty and take more responsibility. The trade-offs and choices that get hidden and ignored by Britain’s opaque system, would become stark and unavoidable. And without such a major system change like this, I fear British politics will never deliver the fiscal responsibility so desperately needed.

    But let’s remember: fiscal responsibility alone is a means to an end. Not the end in itself. And certainly no substitute for an economic vision. You won’t be surprised to hear that my economic vision is a liberal one. With free trade, investment in education, support for enterprise. And rigorous competition policy to stop bigger businesses rigging the system. But if we are to build a liberal economy, we have to start with a clear-eyed analysis of where liberal economic policies have gone wrong in recent years.

    We cannot celebrate the advances in overall prosperity without recognising that, too often, that prosperity has not been properly shared. Individuals, communities – even whole regions have been left behind. Boris Johnson’s point about the need to “level up” was right, even if the execution left a lot to be desired. People from all over the world have enriched our economy and our society – but when governments lose control of immigration, as they so clearly did under the same Boris Johnson, it can impose social and financial costs too. And sometimes comfort and complacency has led liberal economists to neglect the importance of security. Food security. Personal security. National security.

    Our new liberal economics can’t afford to repeat those mistakes. It can’t be about going back to the world as it was – before Trump, before Covid, before Brexit, before the crash. What we need is Liberal Economics 2.0. Retaining all that worked so brilliantly in version one. But recognising its errors and correcting them, too. Grasping the new realities of our changing world – from AI to climate change, to demographic trends that make the fiscal outlook even more challenging. From the need to increase defence spending to the strength of new economic superpowers like China and India. 

    The era of interdependence is over. We need cooperation, but not dependence.

    But even in this new world, some old truths remain. Some are even truer than before. Like the importance of trade.

    Trade was how Victorian Liberals overturned protectionism imposed by the Tories – to usher in a period of free trade and growth. We champion free trade because it enlarges individual freedom. As one of my predecessors as Liberal leader put it – free trade “gives the freest play to individual energy and initiative and character, and the largest liberty both to producer and consumer”. And of course, free trade brings growth and lowers the cost of living.

    That is why we opposed the Conservatives’ Brexit deal – the biggest and most destructive act of protectionism in our lifetime. It’s why Liberal Democrats have pressed for a new bespoke UK-EU Customs Union. Why we are pressing Labour to go well beyond its timid “reset” with Europe and tear down Tory trade barriers as quickly as possible. To free British businesses from reels of costly red tape and bring down prices in our shops. And why Liberal Democrats are arguing for a new economic coalition of the willing, for more free trade not just with Europe, but with Commonwealth allies, and Asian allies too.

    The anti-free trade politics of Donald Trump have to be taken on. We can’t let the tariff man’s bullying approach to trade and geopolitics succeed. We know where that ends. That’s why appeasing the White House isn’t smart. Remember, Donald Trump isn’t forever. And as ordinary Americans suffer the costs of his idiocy, the tide will turn. Let the Conservatives and Nigel Farage champion Trump. We Liberal Democrats will champion Britain, and defend free trade so hard-won by those nineteenth century Liberals. 

    The party of trade. And as Liberals, we are also the party of people. Because underpinning our vision for the economy is an understanding of what the economy really is. It isn’t just a series of abstract percentages and meaningless slogans. We understand that, when you strip everything else away, an economy is its people.

    So growing the economy means getting the right people, with the right skills, in the right jobs. That starts with a new approach to education and training – which across the UK has got narrower and narrower, when the rest of the world has got broader.

    But my local university, Kingston, is reversing that trend with its Future Skills programme. Every undergraduate – whatever they are studying – now also studies everything from creative problem solving to digital competency and artificial intelligence, from empathy to resilience, from adaptability to being enterprising. Skills they need. And skills businesses say they want. That’s the kind of education I want for all our young people. And anyone else who wants it later in life.

    And because the economy is about people, I believe that means that to get growth, to boost productivity, we need to focus far more on incentives. We need to build an incentive economy. An economy that gets the incentives right – to motivate people, to encourage people, to reward people who do their bit and play by the rules. And to stop people who break the rules.

    In Government, Liberal Democrats focused on getting the incentives right. Introducing the pupil premium. An incentive for schools to take more of the most disadvantaged children – and focus on them. Raising the personal income tax allowance by four thousand pounds. Taking the lowest paid out of income tax. Incentivising work for everyone, but especially the less well-off. So the Liberal Democrat record shows we’ve long been the party of incentives – and so many of our big ideas today are about how we encourage people to do the right thing.

    When it comes to backing Britain’s small and growing businesses, for example. The start-ups and scale-ups. The entrepreneurs and the self-employed. They are the engines of our economy, the beating heart of local communities, but they’ve been so let down in recent years. Just remember how the Conservative Government shamefully excluded over a million self-employed people from financial support during Covid. Leaving only us – the Liberal Democrats – to stand up for them in Parliament.

    Because we prioritise growth, we have long championed the self-employed and the small business owners. For them too, it’s about government getting the incentives right. That’s why we’d abolish the unfair system of business rates and replace it with a better Commercial Landowner Levy – to increase the incentive to invest and grow. It’s why we’re opposing Labour’s misguided job tax and its unfair tax raid on family farms and other family businesses.

    It’s why I’ve proposed the idea of “Employment in a Box”, to force every Government department – especially HMRC – to come together to make the UK the easiest place in the world for a business to take on its first employees. Because we need to stop holding back small firms that want to grow, and free them – encourage them – to do so. 

    And getting the incentives right also means getting rid of the wrong incentives. So a ban on bonuses for water company CEOs who keep polluting our rivers and seas – and fines if they don’t stop – fit my vision of an incentive economy. We’ve got to stop rewarding failure.

    And, of course, we need to think totally afresh about how we incentivise more people into work. With our focus on care and carers, Liberal Democrats have argued for a special higher minimum wage for care workers – £2 an hour higher than the national minimum wage – to incentivise more people into the care sector. And for family carers – where millions have given up work to look after their loved ones, and millions more have had to reduce their hours – we have argued for an overhaul of the crazy Carer’s Allowance system. So it properly supports carers and enables them to juggle work and care – instead of penalising them for taking on more hours. Getting the incentives right.

    And that inevitably takes us to the unsustainable welfare bill – and the Government’s shambolic attempt to reform welfare. Cutting Personal Independence Payments from disabled people and their carers was indefensible and it’s right those plans were dropped. But what got lost in the Government’s desperation to make the sums add up was an important truth: we need to get more people who aren’t working into work. It’s better for their dignity. It’s better for their families. And it’s better for the economy. The problem is, the Government’s proposed solution would have made the problem worse. Taking away the very support that enables many disabled people to work at all.

    What we need to do – and what our party will always champion – is to put in place the flexibility, security and support people need in order to work. Working from home, if that’s what their condition requires. Part-time, if that’s all they can manage. Helping employers to make whatever reasonable adjustments their workers need. Again, it comes back to Liberal values. Seeing people as individuals, and treating them fairly.

    It’s what makes me so angry about the assessment process. The impenetrable forms that show no comprehension of what life is like for disabled people or their carers. The dehumanising nature of it all. Trying to turn everyone into a box to be ticked or crossed. Not an individual to be engaged with and understood. Let me give you an example. Before the pandemic, 83% of PIP assessments were done face-to-face. There were often problems with such face-to-face assessments, no doubt about it. But at least they happened. Then during lockdown, they understandably switched to being done on the phone or by video. But when the pandemic ended, Conservative Ministers chose to make that switch to phone assessments permanent. So, last year, just 5% of PIP assessments were face-to-face. I think that was a massive mistake. That Conservative policy opened the door to error, abuse and fraud. And I strongly suspect it’s one of the main reasons the welfare bill has ballooned – and why public trust in the system has been undermined. We must go back to face-to-face assessments as soon as possible – so those who need support get it, and those who don’t, don’t.

    And of course we need to invest in people’s health. Physical and mental health. To get the welfare bill down, and more people back into work. How can we rebuild the economy, when more than six million people are stuck on NHS waiting lists?  How can we grow the economy when 2.8 million people are shut out of the labour market by long-term illness? When people are waiting weeks for a GP appointment? A healthy economy needs a healthy population, and a healthy NHS. So Liberal Democrat campaigns on GPs and dentists and hospitals and social care are about giving people the healthcare they deserve, but they are also core to our economic vision too.

    And while we’re thinking about people, let me turn to the cost-of-living crisis people are facing right now, and the number one thing driving it: energy bills. With inflation rising to 3.6% last month, this needs tackling urgently. Families and pensioners are being clobbered with energy bills that are still more than £50 a month higher than they were five years ago. So many people, who were already struggling to make ends meet, having to find an extra £50 a month – just to keep the lights on, or keep their homes warm this winter.

    And businesses are suffering too. Even with the welcome extra help promised in the new Industrial Strategy, parts of British industry will continue to face some of the highest electricity prices in the OECD.

    We have to get those prices down – to boost living standards and grow our economy.

    A big part of that are the things Liberal Democrats have consistently championed… Generating far more electricity from cheap, clean, renewable sources: solar, wind, tidal, hydro-electric. Insulating people’s homes and making them more energy efficient, so they are much cheaper to heat. Things the Liberal Democrats had a great track record on in government. Things the Conservatives put into reverse after 2015. And – when it comes to home insulation especially – something I’m afraid this Labour Government simply hasn’t made enough of a priority so far.

    But there’s another part of this problem that we haven’t spoken enough about, that I want to address today. And that’s the narrative – seized upon by Nigel Farage and Kemi Badenoch – that says the reason energy bills are so high is that we’re investing too much in renewable power. And if we just stopped that investment – and relied more on oil and gas instead – bills would magically come down for everyone.

    The experience of record high gas prices in recent years shows that’s not true. And even when gas prices are softer, the long history of volatility in fossil fuel prices means it’s only a matter of time before high prices return. So we know that tying ourselves ever more to fossil fuels would only benefit foreign dictators like Vladimir Putin – which is probably why Farage is so keen on it.

    But I think we also have to be honest and admit that we have done a really bad job winning that argument. Those of us who understand how important renewable energy is for our economy – how only renewable energy can deliver permanently low and secure energy prices, today and in the future – have too readily dismissed the rantings of Farage. But refusing to engage hasn’t stopped his myths from spreading. From gaining traction in the new world of fake news.

    So we must change that. Starting with the kernel of truth that underpins the myth. People are currently paying too much for renewable energy. But not for the reasons Nigel Farage would have you believe.

    Because generating electricity from solar or wind is now significantly cheaper than gas – even when you factor in extra system costs for back-up power when the wind isn’t blowing or the sun isn’t shining. But people aren’t seeing the benefit of cheap renewable power, because wholesale electricity prices are still tied to the price of gas – Even though half of all our electricity now comes from renewables, compared to just 30% from gas. That’s because the wholesale price is set by the most expensive fuel in the mix – and in the UK, that’s almost always gas. 97% of the time in 2021, the cost of electricity was set by the price of gas.

    And what does that mean for families, pensioners and businesses? It means we’re all paying that higher gas price in our bills, even though most of the energy we’re using comes from much cheaper sources. Not only is that manifestly unfair, but it is also undermining public support for the investment we need in renewable power. When people don’t see the benefits of cheap, clean energy in their bills, we shouldn’t be surprised if they’re sceptical about building more of it.

    So we have got to break the link between gas prices and electricity costs. We have to. It’s something both the Conservative Government and now Labour have spoken about. But when it came to it, both of them put it in the “too difficult” drawer, and just left the problem to fester. So, as with social care, as with sewage, it falls to us – the Liberal Democrats – to say: it might be difficult, but we have to do it. We can’t afford not to. Not when the price is Nigel Farage.

    Now this happens to be a problem we’ve grappled with before – that I grappled with before – back when we were in government. It was part of the thinking behind the incentive mechanism we created for new renewable projects: Contracts for Difference. These contracts give energy companies the certainty they need to invest in renewables. If the wholesale price drops below the agreed strike price, the government pays them the difference.

    But crucially, they give consumers a fair deal too. If the wholesale price goes above the strike price – like they did when gas prices soared when Russia invaded Ukraine – energy companies pay back the difference, taking money off household energy bills. If all renewables were on Contracts for Difference, the electricity market would be a lot fairer and people would see the benefits of cheap renewables in their bills when gas prices are high.

    The problem is, only about 15% of renewable power is generated under Contracts for Difference. The rest is still governed by the old Renewables Obligation Certificates scheme – or ROCs – introduced by the last Labour Government all the way back in 2002 – when ministers didn’t have the foresight to realise that renewable power would get so much cheaper over the next two decades. Unlike Contracts for Difference, companies with ROCs get paid the wholesale price – in other words, the price of gas – with a subsidy on top. Subsidies paid through levies on our energy bills – costing a typical household around £90 a year. It shouldn’t be this way, and it doesn’t have to be any longer. The Government should start today a rapid process of moving all those old ROC renewable projects onto new Contracts for Difference.

    It’s an idea from academics at the UK Energy Research Centre that they call “pot zero”. And in 2022 they estimated that it could save around £15 billion a year – not only encouraging the end of those Renewable Obligation Certificate levies, but in the process cutting the typical household energy bill by more than £200. So my challenge to ministers is this. If you want to bring people’s energy bills down, if you want to tackle the cost of living, if you want to build support for renewable power – stop tinkering, stop dithering, stop deliberating. Start phasing out those unfair Renewable Obligation Certificate schemes today, by offering instead new Contracts for Difference we Liberal Democrats brought in. The incentive scheme is there. We created it. Please – use it. One simple trick to save everyone at least £200 a year.

    And there are so many ways we could do more to cut electricity bills for people and businesses. One example: why aren’t we pushing much harder for more interconnectors, cables that allow us to import electricity from Europe when it’s more expensive here, and export electrons when it’s more expensive there? Of course, Brexit was bad news for this trade – for both existing interconnectors and worse news for new projects. But one potentially big benefit for the UK rejoining the EU’s internal energy market is greater cross-border trade in power, and so lower electricity bills for consumers.

    After nearly a decade of criminally negligent energy policies under the Conservatives, that pushed up everyone’s bills, I believe the right policies now could cut energy bills in half – at least – within ten years. That should be the goal. Nothing less.

    A Liberal Democrat energy policy in service of the British people. Not a Nigel Farage energy policy in service of Vladimir Putin. So just imagine what our economy could look like, in the next decade or so.

    Energy bills slashed – easing the pressures on families and businesses. People helped into work, instead of trapped on NHS waiting lists or discarded as “inactive”. Education and training to equip people with the skills for the future.

    British start-ups and scale-ups thriving with the support they need. Entrepreneurs and the self-employed recognised for the risks they take. Trade boosted, especially with our neighbours in Europe.

    The public finances, carefully managed and properly scrutinised in Parliament. And a supercomputer or two, hopefully not putting think tanks out of business!

    An economy growing strongly, where everyone feels the benefits. An economy underpinned by our proud Liberal Democrat values. Proud British values. An economy that is truly innovative, dynamic, prosperous and fair.

    That is our vision – and I can’t wait to make it happen.

    Thank you.
     

    MIL OSI United Kingdom

  • MIL-OSI Canada: Prime Minister Carney announces new measures to protect and strengthen Canada’s steel industry

    Source: Government of Canada – Prime Minister

    Canada is one of the countries most exposed to the fundamental restructuring of the global steel industry, with substantial steel exports, high per capita use, and a disproportionately open import market. To remain competitive and grow our economy, Canada must reinforce our strength at home. Our objective is to stabilize the domestic steel market and prevent harmful trade diversion amid current tensions in global steel trade.

    Today, the Prime Minister, Mark Carney, announced a suite of targeted measures to stand behind Canada’s steel industry, protect Canadian careers, and invest in our homegrown industrial capacity to build Canada strong. Canada’s new government will:

    1. Restrict and reduce foreign steel imports entering the Canadian market
      • As stated on June 19, 2025, Canada’s new government promised to review our tariff rate quotas for non-free trade agreement (FTA) partners in 30 days. To that end, the following changes to tariff rate quotas will take effect in the coming days.
      • First, Canada will tighten the tariff rate quota levels for steel products from non-FTA countries from 100% to 50% of 2024 volumes. Above those levels, a 50% tariff will apply.
      • Second, for non-U.S. partners with which we have an FTA, Canada will introduce a tariff rate quota level for steel products at 100% of 2024 volumes and apply a 50% tariff on steel imports above those levels.
      • Existing arrangements with our CUSMA partners will remain the same, including no changes to our current trade measures with the U.S.
      • The government is reviewing its remission framework to favour the use of Canadian steel and aluminum in Canadian-made products. Canada will reassess its existing trade arrangements with respect to steel, consistent with progress made in the bilateral discussions with the U.S. and taking into account broader steel negotiations.
      • Canada will also implement additional tariffs of 25% on steel imports from all non-U.S. countries containing steel melted and poured in China before the end of July.
      • These measures will ensure Canadian steel producers are more competitive by protecting them against trade diversion resulting from a fast-changing global environment for steel, creating more resilient supply chains, and unlocking new private capital in Canadian production.
    2. Invest in Canadian steel workers and production
      • Building on the enhancements to Employment Insurance (EI) and the EI Work-sharing, the government is investing $70 million in Labour Market Development Agreements to provide training and income supports for up to 10,000 affected steel workers. Through reskilling investments and increased worker supports, we will ensure workers have the skills and support they need to meet the future needs of the industry.
      • To strengthen and ready the workforce to build a more resilient steel industry, Canada will provide $1 billion to the Strategic Innovation Fund to help steel companies advance projects that will increase their competitiveness within the domestic market, catalyze production of steel products not currently produced in Canada, and create jobs in sectors such as defence.
      • The Business Development Bank of Canada Pivot to Grow initiative is being enhanced to provide support to eligible steel small and medium-sized enterprises facing liquidity challenges.
      • The steel industry will be prioritized with $150 million as part of the government’s Regional Tariff Response Initiative through the Regional Development Agencies.
      • Finally, the Large Enterprise Tariff Loan will be updated to expand eligibility and provide lower cost financing to firms in the steel industry. These changes will include reducing the minimum annual revenue requirement from $300 million to $150 million, reducing the minimum loan size from $60 million to $30 million, extending the loan maturity from 5 to 7 years, reducing the initial interest rate, and requiring companies to prioritize worker retention.
    3. Prioritize Canadian steel to build big projects
      • As the federal government delivers on its mandate to build major, national projects and millions more homes faster, we will ensure Canadian steel and other Canadian materials are prioritized in construction. We will also change federal procurement processes to require companies contracting with the federal government to source steel from Canadian companies.

    At this transformative moment, we are shifting from reliance to resilience – using Canadian steel to protect our sovereignty, grow our industries, export our energy, and build one strong Canadian economy. It’s time to build big, build bold, and build the strongest economy in the G7 using Canadian steel.

    Quotes

    “Our steel industry will be central to Canada’s competitiveness, our security, and our prosperity. As Canada moves from reliance to resilience, Canada’s new government is taking a series of major measures to support, reinforce, and transform the industry to be more resilient in the face of profound shifts in global trade and supply chains.”

    “Our government continues to defend Canadian workers, businesses, and investments as we navigate the new trading environment. At the same time, we are actively strengthening our domestic producers through the significant additional supports announced today, enabling them to build essential infrastructure and ensure the prosperity of workers throughout this key Canadian industry.”

    “Protecting Canada’s steel industry means defending Canadian jobs, securing our economic sovereignty, and building the future right here at home. Canada’s steelworkers are critical to building a strong Canadian economy; protecting their jobs is protecting Canada’s economic future.”

    “Steel workers and their industry are vital to Canada’s economy. Canada will support workers as their jobs are threatened by tariffs. Today’s announcement will help workers access skills training and retraining tailored to the needs of the steel sector. As we build the strongest country in the G7, the message to Canadian steel workers is clear: we are with you.”

    “Canada is building faster and stronger. By prioritizing Canadian steel and other materials in our projects, we are taking important steps to prioritize Canadian suppliers, protect well-paying jobs, strengthen our supply chain, and support our industry in the face of unjustified U.S. tariffs.”

    Associated link

    MIL OSI Canada News

  • MIL-OSI USA: Chairman Mann Leads Subcommittee Hearing on Safeguarding U.S. Agriculture, Disease Prevention in Animal Health

    Source: United States House of Representatives – Representative Tracey Mann (Kansas, 1)

    WASHINGTON, D.C. – Today, Rep. Tracey Mann (KS-01), chairman of the House Agriculture Committee’s Subcommittee on Livestock, Dairy and Poultry, led a subcommittee hearing entitled “Safeguarding U.S. Agriculture: The Role of the National Animal Health Laboratory Network (NAHLN).” During the hearing, the Chairman underscored the vital role the National Animal Health Laboratory Network plays in mitigating foreign animal diseases like the Highly Pathogenic Avian Influenza, African Swine Fever, and New World Screwworm. 

    Chairman Mann also emphasized the role institutions like the Kansas Veterinary Diagnostic Laboratory and the National Bio and Argo-Defense Facility play in preventing animal diseases from spreading and highlighted the devastating impact the New World Screwworm would have on cattle producers in the Big First District and across the country if it reaches U.S. borders. The Chairman ended his questioning touting investments the One Big Beautiful Bill Act made into animal health research, strengthening the nation’s food supply chain and better positioning the United States to focus on disease prevention rather than outbreak control. 

    Excerpts:

    [Opening Statement as Prepared]: “Good morning and thank you all for joining us at today’s hearing. I am excited to chair this hearing of the House Agriculture Committee’s Subcommittee on Livestock, Dairy, and Poultry, where we will focus on the important work of the National Animal Health Laboratory Network, or NAHLN. As a fifth-generation Kansas farm kid I grew up riding pens and doctoring cattle at my family’s preconditioning feedlot and I intimately understand the vital role that animal health plays in all livestock and poultry operations. 

    The National Animal Health Laboratory Network is a critical piece of our ability to respond to and mitigate foreign animal diseases. Originally comprised of 12 laboratories when created in 2002, the NAHLN network has grown to include over 60 State and university laboratories, including the Kansas State Veterinary Diagnostic Laboratory in Manhattan, Kansas.  

    These labs are strategically placed across the United States to support animal agriculture by developing and increasing the capabilities and capacities to support early detection, rapid response, and appropriate recovery from high-consequence animal diseases. Put simply, they are our first line of defense. 

    These labs do not operate in a vacuum. The NAHLN network is successful because of partnerships between Federal, State, and university-associated animal health laboratories and experts. This partnership is critical to response efforts when foreign animal diseases are detected, such as Highly Pathogenic Avian Influenza, New World Screwworm, African Swine Fever, and so many more.  

    Today, you will hear from a panel of experts who work at NAHLN laboratories. These experts will be able to share pertinent information about the critical work they do – whether it be tracking the New World Screwworm outbreak in Mexico, identifying the move of hi-path into dairy cattle in Texas, working with the National Bio and Agro-Defense Facility in Kansas, or crucial swine testing in Iowa. 

    This hearing could not come at a better time to highlight the work of the NAHLN laboratories and talk about the need for additional resources. As of two weeks ago, funding for NAHLN – as well as funding for the National Animal Disease Preparedness and Response Program and National Animal Vaccine and Veterinary Countermeasures Bank – was substantially increased in the One Big Beautiful Bill. 

    The One Big Beautiful Bill included $233 million per year for the three-legged stool, with $10 million per year directed towards the NAHLN laboratories, which is on top of existing discretionary funding. This funding will increase diagnostic capabilities, improve research, assist in disease surveillance, and strengthen our overall capacity as a nation to prevent, detect, and mitigate foreign animal diseases. I am proud of the work this Committee did to shore up our animal health resources and protect the herds and flocks that bring so much value to our producers and national security. 

    I look forward to hearing from our witnesses about the work they do, day in and day out, in their roles with the National Animal Health Laboratory Network. I am excited to hear about how the increased funding will help their operation of these laboratories, which foreign animal diseases they see as the most consequential, and how we as Congress can be good partners to them. Again, thank you all for being here.” 

    [On NBAF and NAHLN combatting foreign animal disease]: “The National Bio and Agro-Defense Facility in Manhattan, Kansas, is a state-of-the-art facility that will help protect the nation’s agriculture, farmers, and consumers against the threat and potential impacts of serious foreign animal diseases. NBAF has biosafety level 2, 3, and 4 laboratories, allowing them to study and diagnose the most consequential animal pathogens. NBAF plays a critical role in our animal disease preparedness and management and is an important partner to the NAHLN system. Dr. Retallick, how does the Kansas State Veterinary Diagnostic Laboratory collaborate with NBAF, and how will each of your operations supplement one another?” 

    Retallick: “We are excited to have NBAF as our neighbor in Manhattan, KS. NBAF has multiple missions, one of those is research and one of those is service, which is the NAHLN lab that was discussed. And so the NAHLN being a network, our interaction with them through the NAHLN and confirmatory testing is going to be the same as all the NAHLN laboratories for that. The other thing you might see us assist in NBAF is training the future technicians for them. Often entry level will come in, we will train, and they may go to work in NBAF. Ultimately, the collaboration will be very similar among all of the state laboratories, with NBAF being our parent lab and our confirmatory testing place.”

    [On New World Screwworm]: “The detection of New World Screwworm in Mexico is a huge threat to our domestic cattle producers. USDA estimates that a contemporary outbreak in Texas alone could cost producers $732 million per year. If you expand those results to the states within the historic range of New World Screwworm pre-eradication, a contemporary outbreak would cost producers as much as $4.3 billion per year and cause a total economic loss of over $10 billion. These are not losses our producers, or our economy, can afford. Again for you Dr. Retallick, surveillance and testing capacity was critical to eradicating this pest back in the 1960s. How are the NAHLN laboratories involved in preventing the spread of screwworm, and what role would they play if the pest were to reach our shores?”

    Retallick: As I stated earlier the NAHLN labs, many of them are in universities and state departments of ag, which have specialists. Each specialist is highly trained to recognize diseases and new disease threats. At KVDL, like many of the other labs in the network, we have parasitologists and pathologists who have already gone through training to recognize this. So, we will recognize through there. The NAHLN is also discussing it in their weekly calls, updating us and providing training. And in addition, with the caseload that comes through these diagnostic laboratories in the states, we see all sorts of things and animals for disposal, allowing us a large caseload to surveil coming in through routine testing.”

    [On One Big Beautiful Bill Act]: “Two weeks ago the One Big Beautiful Bill was signed into law. We were able to secure historic investments to modernize the farm safety net, promote ag products overseas, increase research, and important to this hearing, shore up our animal health tools. Under the One Big Beautiful Bill Act, the NAHLN system will receive $10 million annually through fiscal year 2030 on top of existing discretionary funding. At a time when foreign animal diseases are threatening our producers on all fronts, how will this investment help your lab to prepare for and respond to an outbreak?”

    Main: “Thank you. It would be a tremendous help, I would say, from providing a base of capacity and capability which is principally driven by our people. And that additional funding will enable I think, across the laboratory to really help with, I would say, maintaining adequate preparedness, via the people in the laboratory.

    ###

     

    MIL OSI USA News

  • MIL-OSI Security: NATO Deputy Secretary General calls for stronger NATO-EU cooperation to build on historic Summit decisions

    Source: NATO

    On Wednesday (16 July), NATO Deputy Secretary General Radmila Shekerinska addressed a joint meeting of the European Parliament’s Committee on Foreign Affairs (AFET) and the Committee on Security and Defence (SEDE). She explained the outcome of the NATO Summit in The Hague, called for stronger cooperation with the European Union (EU), and answered questions from Members of the European Parliament.

    Ms Shekerinska introduced the historic agreement reached by Allies at the NATO Summit in The Hague, to raise defence spending to 5% of GDP by 2035. The new defence spending target is based on NATO’s ambitious capability targets and the latest defence plans.  “It is the price we must pay to preserve peace” she stated, adding that “not preparing to prevent war will cost us much, much more.”

    As a result of the Summit agreement, European Allies and Canada are stepping up, to take their fair share of defence spending.  The Deputy Secretary General welcomed the EU’s increased efforts on defence and stressed that NATO and the EU can do much more together, by boosting the defence industry, protecting critical infrastructure, and developing new capabilities. “But to keep Europe safe, we must ensure that our efforts are truly transatlantic,” she noted.

    As Russia’s war of aggression against Ukraine continues, Ms Shekerinska highlighted U.S. President Donald Trump’s new plan to supply Ukraine with military equipment financed by European Allies and Canada. The Deputy Secretary General underscored the importance of achieving a just and lasting peace for Ukraine. “Going forward, there is even more we can do together, to boost the Ukrainian defence industry and to better integrate it with our own,” Ms Shekerinska affirmed. “This is our security as well … Now we need to roll up our sleeves and deliver,” she concluded. 

    MIL Security OSI

  • MIL-OSI United Kingdom: Environment Agency grants incinerator permit

    Source: United Kingdom – Government Statements

    Press release

    Environment Agency grants incinerator permit

    The Environment Agency has granted an environmental permit for Viridor Tees Valley Ltd to operate an energy from waste facility in Teesside.

    This follows a public consultation on the Agency’s ‘minded to’ decision, which took place during May.

    The decision is based on Viridor demonstrating that it has met and will continue to meet expected mandatory conditions as outlined in the permit.

    The operator wants to run the proposed Tees Valley Energy Recovery Facility (TVERF) at Grangetown, Redcar.

    The Environment Agency only issues permits if it’s satisfied the operator can comply with the permit conditions and has appropriate systems in place to operate the incinerator without causing harm to the environment, human health or wildlife.  

    The proposed site also has planning permission.

    Permit will ensure ‘environmental protections are met’

    Ian Preston, Installations Team Leader at the Environment Agency, said:

    I want to reassure people that the permit will ensure that robust levels of environmental protection are met.

    Environmental law sets out these conditions, and as a regulator we are obliged to issue the permit if we can find no reason that the operator would not be able to comply.

    There is a decision document which explains in more detail how the Environment Agency reached this decision.

    It also outlines the concerns raised during the consultation and how the Environment Agency has addressed these.

    View the decision document and permit.

    For more information on the facility visit Tees Valley Energy Recovery Facility.

    Background:

    Environmental Permits

    • Environmental permits set out strict legal conditions by which an operator must comply in order to protect people and the environment. Should an environmental permit be issued, the Environment Agency has responsibility for enforcing its conditions.  
    • Our powers include enforcement notices, suspension and revocation of permits, fines and ultimately criminal sanctions, including prosecution.  
    • We may only refuse a permit if it does not meet one or more of the legal requirements under environmental legislation, including if it will have a significant impact on the environment or harm human health. If all the requirements are met, we are legally required to issue a permit.  

    Tees Valley Energy Recovery Facility (TVERF)

    • Viridor must comply with the environmental permit if it begins operating and Environment Agency staff will regulate the site to ensure it does.
    • The site also has planning permission.
    • The project partners for the proposed site have been engaged in a tender process to find an experienced operator to design, build, finance and operate the Tees Valley Energy Recovery Facility (TVERF).
    • The outcome of this procurement process is due to conclude this year.
    • This will be followed by construction, testing and commissioning, which is anticipated to take approximately four years. The facility is therefore expected to commence commercial operations in late 2029.

    Updates to this page

    Published 16 July 2025

    MIL OSI United Kingdom

  • MIL-OSI: Sidetrade: 2025 H1 revenue, up 19% at constant exchange rates

    Source: GlobeNewswire (MIL-OSI)

    Booking resilience amid economic headwinds

    • Annual Contract Value (ACV) of new deals: €5.88 million
    • Down 21% vs. record H1 2024
    • Stable vs. H1 2023 (€5.84 million)

    Commercial launch of the first autonomous AI Cash Collection Agent

    Partnership signed with a global Order-to-Cash services leader

    Strong revenue growth: +19% at constant exchange rates, with SaaS subscriptions up 25% (+18% and +24% respectively in reported data)

    • Robust half-year performance driven by SaaS subscriptions
    • Acceleration in the enterprise segment

    Sidetrade, the global leader in AI-powered Order-to-Cash applications, today announced strong first-half 2025 revenue growth of 19% at constant exchange rates, driven by a 25% increase in SaaS subscription revenue.

    Commenting on the results, Sidetrade CEO Olivier Novasque stated:

    “Given the current macroeconomic environment, we were unable to replicate our record-breaking booking from the first half of 2024, which had seen a 25% year-over-year increase. As anticipated, H1 2025 reflects a 21% decline from that record high, impacted by companies’ cautious stance toward launching new investment projects. Nonetheless, our well-balanced footprint across Europe and North America, where early signs of recovery are emerging, combined with a diversified mix of new deals and upsells to our existing client base, helped maintain bookings at levels comparable to H1 2023, before the 2024 peak.

    While full-year 2025 booking is expected to follow a similar trend, early market feedback on the launch of our autonomous AI Cash Collection Agent is highly encouraging and supports the prospect of a significant reacceleration starting in 2026. Furthermore, the global alliance signed in June with a leading Order-to-Cash services firm is a new growth catalyst, expected to deliver material impact from 2026 onward. Additional agreements of this nature are in advanced stages and will enhance commercial momentum over the coming years.

    On the revenue front, we posted strong growth of +19% at constant exchange rates, including +25% for our SaaS subscriptions. This performance was driven by 1/ the consolidation of SHS Viveon in H1, 2/ strong growth in our subscriptions in the US (+26%), and 3/ a sharp increase in subscriptions from enterprise clients generating over $2.5 billion in revenue (+42%). With nearly 90% recurring revenue and two new growth engines set to kick in from 2026, Sidetrade is well-positioned to sustain a robust and highly predictable business model. We are now entering a new phase in our growth journey, one that will once again redefine the scale and scope of our company over the next three years.”

    Resilient booking performance against a record 2024 and challenging macro backdrop

    In H1 2025, Sidetrade recorded €5.88 million in new Annual Contract Value (ACV), down 21% from the €7.42 million reported in H1 2024, which marked an all-time high (+25% vs. H1 2023). While the economic context and an exceptionally high comparison base weighed on performance, H1 2025 ACV remained in line with the pre-peak level of H1 2023 (€5.84 million), demonstrating the strength of Sidetrade’s commercial model.
    New Annual Recurring Revenue (New ARR) came in at €2.44 million, down 38% from the record €3.95 million in H1 2024. Q1 2025 was exceptionally soft in North America, which accounted for only 8% of New ARR. However, a strong Q2 2025 rebound lifted the US contribution to 34% of total new contract value for the first half of the year.

    Service booking, which are generally billed within twelve months of being signed, remained stable at €3.44 million in H1 2025 (vs. €3.47 million in H1 2024), with reduced large-scale investment activity, particularly in the US, offset by strong expansion projects within the existing client base, including €1.44 million from SHS Viveon customers in Germany.

    The average initial contract period for new clients (excluding renewals) remained high at 44.5 months (vs. 44.8 in H1 2024), significantly above the SaaS industry average (24–36 months), reflecting strong client confidence and contributing to revenue visibility and resilience.

    In a notable shift in trend, only 30% of H1 2025 bookings came from New Business, compared to the historical range of 50–60%. This was due to greater caution among enterprises, especially in North America. Conversely, Cross-sell deals (new entities within a group and/or additional modules, such as CashApp, Credit Risk Expert, or e-Invoicing) accounted for 45% of total bookings (up from 20% previously), while upsells to existing clients contributed 25%. Together, Cross-Sell and UpSell accounted for 70% of signatures, clear evidence of strong customer satisfaction and revenue retention. This also reflects Sidetrade’s ability to capture incremental growth from existing enterprise clients through a multi-product platform strategy, even in a challenging environment.

    AI Agent and strategic alliances open up new structural growth opportunities for order intake

    H1 2025 marked a strategic inflection point, with two new growth levers expected to reshape Sidetrade’s medium-term commercial trajectory: the industrialization of agent-based AI and the expansion of distribution channels through global partnerships.

    In May 2025, Sidetrade unveiled the first autonomous AI agent for cash collection. Designed to operate without human supervision, this next-generation intelligent agent, embodied by Aimie, is a game-changer in the Order-to-Cash space. With strong interest from enterprise clients seeking immediate cash generation improvements, large-scale commercialization is scheduled for early 2026, with some early-stage pre-orders possible in Q4 2025. Initial feedback indicates that AI agents could significantly boost commercial momentum starting next year.

    In parallel, Sidetrade signed a global partnership in June with a major international consulting firm specializing in finance transformation. The agreement provides privileged access to Global 2000 strategic accounts across services, manufacturing, and healthcare, and is expected to generate incremental pipeline growth across North America, EMEA, and APAC.

    Backed by a substantial installed base, breakthrough innovation, and expanded go-to-market capabilities, Sidetrade is well-equipped to accelerate its commercial growth in the coming years.

    Strong revenue growth: +18%, including +24% SaaS subscription growth

    Sidetrade
    (€m)
    H1 2025 H1 2024 Change
    SaaS Subscription Revenue 25.4 20.5 +24%
    Total Revenue 29.3 24.8 +18%

    All the 2025 information of this financial release is from consolidated, unaudited data.

    Sidetrade posted consolidated revenue of €29.3 million in H1 2025, up 19% at constant exchange rates and 18% on a reported basis.

    SaaS subscription revenue rose to €25.4 million, representing a 25% increase at constant exchange rates (+24% reported). On a like-for-like basis (excluding SHS Viveon), growth stood at +12% constant. This solid performance confirms the strength of Sidetrade’s SaaS business model, with recurring revenue driving robust results amid economic uncertainty.
    Growth was robust among enterprise accounts. SaaS subscriptions from companies generating over €2.5 billion in annual revenue surged 42%, now representing 54% of total subscription revenue, underscoring Sidetrade’s growing penetration of large international enterprises. This high-end market segment is expected to remain a significant growth driver in the coming quarters.

    Service revenue totaled €3.9 million, down 8% compared to H1 2024 and 32% on a like-for-like basis. This was due to fewer large-scale projects and more limited service engagements tied to upsell deals.

    The consolidation of SHS Viveon (effective July 1, 2024) contributed €3.9 million, or 13% of total H1 2025 revenue.

    It is worth noting that all Sidetrade multi-year contracts are indexed to inflation (Syntec index for Southern Europe, UK CPI for Northern Europe, and US CPI for the United States), ensuring that annual pricing updates are automatically reflected in subscription revenue, without waiting for contract renewals.

    Next financial announcement
    First Half Year Results for 2025: September 17, 2025 (after the stock market closes)

    Investor & Media relations @Sidetrade
    Christelle Dhrif                +33 6 10 46 72 00          cdhrif@sidetrade.com

    About Sidetrade (www.sidetrade.com)
    Sidetrade (Euronext Growth: ALBFR.PA) provides a SaaS platform designed to revolutionize how cash flow is secured and accelerated. Leveraging its new-generation agentic AI, nicknamed Aimie, Sidetrade analyzes $7.2 trillion worth of B2B payment transactions daily in its Cloud, thereby anticipating customer payment behavior and the attrition risk of 40 million buyers worldwide. Sidetrade has a global reach, with 400+ talented employees based in Europe, the United States, and Canada, serving global businesses in more than 85 countries. Among them: AGFA, BMW Financial Services, Bunzl, DXC, Engie, Inmarsat, KPMG, Lafarge, Manpower, Morningstar, Page, Randstad, Safran, Saint-Gobain, Securitas, Siemens, UGI, Veolia.
    For further information, visit us at www.sidetrade.com and follow @Sidetrade on LinkedIn.
     In the event of any discrepancy between the French and English versions of this press release, only the English version is to be taken into account.

    Attachment

    The MIL Network

  • MIL-OSI: COFACE SA: Coface launches its syndicate at Lloyd’s offering AA solutions to its clients

    Source: GlobeNewswire (MIL-OSI)

    Coface launches its syndicate at Lloyd’s offering AA solutions to its clients

    Paris, 16 July 2025 – 17.45

    Coface announces today that it has received an “in principle approval” from Lloyd’s to establish a new short term trade credit syndicate, that will be managed by Apollo Syndicate Management (‘Apollo’).

    The syndicate (Coface Lloyd’s Syndicate, 2546), is expected to commence underwriting in 2025. Coface believes that the syndicate will be a valuable addition to the Group’s offering. It will enable Coface to provide AA- rated solutions to better serve the needs of selected segments of the market. Coface also believes that there is significant profitable growth potential for credit insurance solutions at Lloyd’s.

    Coface values the support and advice received from Gallagher Re throughout the entire process.

    Xavier Durand, Coface’s Chief Executive Officer, commented:
    The creation of syndicate 2546 represents an important step for Coface. This project reflects our determination to improve the support to our customers by offering them a broader range of solutions. We see growth potential for credit insurance at Lloyd’s. This new structure is perfectly in line with the objectives of our Power The Core strategic plan, which aims to strengthen and extend our core expertise in credit insurance. It also supports our ambition to develop a global ecosystem of reference for credit risk management.

    David Ibeson, Apollo Group CEO, said:
    We are delighted to welcome Coface as a new Apollo Platform Partner, supporting and maximising the delivery of their Lloyd’s aspirations. The combination of Coface’s market leading trade credit expertise and Apollo’s track record of building innovative new syndicates is exceptionally exciting for the Lloyd’s market.”

    About Apollo:
    Apollo is an innovation inspired insurance platform offering data-driven and creative solutions to a wide variety of risks.

    We provide high quality products and services to clients, brokers, and capital partners at Lloyd’s, enabling a resilient and sustainable world.

    We offer insurance products across Property, Casualty, Marine, Energy & Transportation, Specialty, Reinsurance, as well as Smart Follow and digital & embedded risk programmes. Our expertise and unique Apollo ecosystem give our Platform Partners the best chance of success through the Lloyd’s new entrant process to the delivery of their long-term strategy.

    We invest in true partnership and innovation driven experiences unlike anyone else.

    About Gallagher Re:
    Gallagher Re is a full-service global reinsurance broking and advisory firm operating across the risk and capital spectrum.  

    By combining analytics capabilities with reinsurance expertise, strategic advisory services and transactional excellence, we help clients drive greater value from their businesses, negotiate optimum terms and achieve their risk transfer objectives. Our global client base includes all the world’s top insurance and reinsurance carriers, as well as national catastrophe schemes in many countries around the world. 

    Backed by Gallagher, one of the world’s largest insurance brokerage, risk management and benefits consulting companies, we’re more connected to the places you do business. Whether your operations are global, national or local, we have the talent, market position and trusted relationships to build the best solutions possible.

    CONTACTS

    ANALYSTS / INVESTORS
    Thomas JACQUET: +33 1 49 02 12 58 – thomas.jacquet@coface.com
    Rina ANDRIAMIADANTSOA: +33 1 49 02 15 85 – rina.andriamiadantsoa@coface.com

    MEDIA RELATIONS
    Saphia GAOUAOUI: +33 1 49 02 14 91 – saphia.gaouaoui@coface.com
    Adrien BILLET: +33 1 49 02 23 63 – adrien.billet@coface.com

    FINANCIAL CALENDAR 2025
    (subject to change)
    H1-2025 results: 31 July 2025 (after market close)
    9M-2025 results: 3 November 2025 (after market close)

    FINANCIAL INFORMATION
    This press release, as well as COFACE SA’s integral regulatory information, can be found on the Group’s website: http://www.coface.com/Investors

    For regulated information on Alternative Performance Measures (APM), please refer to our Interim Financial Report for H1-2024 and our 2024 Universal Registration Document (see part 3.7 “Key financial performance indicators”).

      Regulated documents posted by COFACE SA have been secured and authenticated with the blockchain technology by Wiztrust.
    You can check the authenticity on the website www.wiztrust.com.
     

    COFACE: FOR TRADE
    As a global leading player in trade credit risk management for more than 75 years, Coface helps companies grow and navigate in an uncertain and volatile environment.
    Whatever their size, location or sector, Coface provides 100,000 clients across some 200 markets with a full range of solutions: Trade Credit Insurance, Business Information, Debt Collection, Single Risk insurance, Surety Bonds, Factoring.
    Every day, Coface leverages its unique expertise and cutting-edge technology to make trade happen, in both domestic and export markets.
    In 2024, Coface employed ~5,236 people and registered a turnover of €1.84 billion.

    www.coface.com

    COFACE SA is quoted in Compartment A of Euronext Paris
    Code ISIN: FR0010667147 / Ticker: COFA

    DISCLAIMER – Certain declarations featured in this press release may contain forecasts that notably relate to future events, trends, projects or targets. By nature, these forecasts include identified or unidentified risks and uncertainties, and may be affected by many factors likely to give rise to a significant discrepancy between the real results and those stated in these declarations. Please refer to chapter 5 “Main risk factors and their management within the Group” of the Coface Group’s 2024 Universal Registration Document filed with AMF on 3 April 2025 under the number D.25-0227 in order to obtain a description of certain major factors, risks and uncertainties likely to influence the Coface Group’s businesses. The Coface Group disclaims any intention or obligation to publish an update of these forecasts, or provide new information on future events or any other circumstance.

    Attachment

    The MIL Network

  • MIL-OSI Africa: From Mine Shafts to Classrooms: How a Cobalt Mining Town is Reclaiming Childhood and Rebuilding Hope

    Source: APO

    Thirteen-year-old Beni Cial Yumba Musoya used to spend her days scavenging for cobalt under the scorching sun in the artisanal mines of Kolwezi. Today, she dreams of donning a white coat and saving lives. “I want to be a doctor,” she says, smiling shyly from her wooden desk at Kasanda Primary School in Kasulo, a neighbourhood nestled in Congo’s mining heartland of south-eastern Democratic Republic of Congo. “I will build schools and health centres to help people, just as I was helped before,” she continues.

    Beni is one of thousands of Congolese children whose lives have been transformed by the Support Project for Alternative Welfare of Children and Young People Involved in the Cobalt Supply Chain (PABEA-COBALT) (https://apo-opa.co/4l0Hwfv), a bold $82 million initiative funded by the African Development Bank.

    The project aims to eliminate child labour in the cobalt sector – an industry vital to the global tech economy, yet plagued by poverty, informally and exploitation.

    The atmosphere here has changed dramatically. Just a few years ago, the soundscape of Kasulo was dominated by the roar of rudimentary mining machinery and the shuffle of children burdened by sacks of ore. Today, those echoes have been replaced by the buzz of classrooms, the chatter of pupils at recess, and the laughter of children rediscovering play and learning.

    In early 2022, PABEA-COBALT identified more than 16,800 Congolese children working in artisanal cobalt mines in the provinces of Haut-Katanga and Lualaba. Since then, 13,587 of them – including Beni – have been enrolled in schools. Many attend newly constructed or rehabilitated facilities like Kasanda Primary School, where education, healthcare, psychological support and civil registry services are provided at no cost.

    “Before, I used to collect minerals in artisanal mines. That was all I knew,” recalls Beni, her expression briefly clouded by painful memories.

    A few steps away, Marie Samba tends to her hens and quails, her hand dusted with feed rather than cobalt residue. A former mine worker, Marie once spent her days sorting and washing cobalt to survive. Today, she’s a trained poultry farmer. “I used to collect and wash minerals to sell them,” she sighs.

    Marie is one of over 10,500 parents and guardians supported by the project – well above the initial target of 6,250. They have received training in agriculture and livestock farming, as well as materials to start-up kits to launch small businesses. Additionally, 8,200 young people formerly working in the mines are being supported to integrate into school, vocational training, or income-generating activities.

    “We have been educated and trained in livestock farming and agriculture. We have also been given supplies to start our activities. I didn’t think I could change my life like this,” says Marie Samba, who is delighted with the excellent results she is achieving with her poultry farm

    PABEA-COBALT has also helped establish two entrepreneurship centres in Haut-Katanga and Lualaba, equipped with modern equipment for agriculture, livestock farming and food processing. These centres serve as anchors for change, empowering young people and parents to build livelihoods away from the mines.

    “One of the project’s greatest successes is that it has anchored change from within the communities,” says project coordinator Alice Mirimo Kabetsi. “Solutions don’t just come from outside: they are now driven by parents, teachers and young people themselves. This model proves that by focusing on education and local entrepreneurship, we can break the cycle of child labour in the mines for good,” she said.

    Across the region, this shift is tangible. Nearly 1,000 agricultural cooperatives have been reorganized, strengthening local agricultural and livestock value chains and offering new economic opportunities. The transformation has drawn international attention. A recent report from the DRC’s National Human Rights Commission titled Child labour in artisanal cobalt mining sites (https://apo-opa.co/4lU5lGn), produced in collaboration with the UN Human Rights Council, commended the project’s “tangible results” and urged replication in other mining-affected region across the Great Lakes.

    Back in Kasulo, children like Beni are rediscovering their childhood dreams and the power of innocence. Mothers like Marie are holding their heads high, proud to be building a future free from the cobalt mines.

    For partners such as the African Development Bank, this project has not only changed lives. It has paved the way for a whole generation growing up far from the mines and building, day after day, a stronger, fairer and resolutely forward-looking society.

    Distributed by APO Group on behalf of African Development Bank Group (AfDB).

    About the African Development Bank Group: 
    The African Development Bank Group is Africa’s premier development finance institution. It comprises three distinct entities: the African Development Bank (AfDB), the African Development Fund (ADF) and the Nigeria Trust Fund (NTF). On the ground in 41 African countries with an external office in Japan, the Bank contributes to the economic development and the social progress of its 54 regional member states. For more information: www.AfDB.org

    Media files

    .

    MIL OSI Africa

  • MIL-OSI United Kingdom: Plans for new data centre get the green light from city councillors A pioneering new data centre looks set to be built at Salt Ayre Leisure Centre after councillor..

    Source: City of Lancaster

    A pioneering new data centre looks set to be built at Salt Ayre Leisure Centre after councillors approved its delivery as part of a major investment in the district’s digital infrastructure.

    Lancaster City Council’s cabinet has given the green light to a business plan for the building of the new facility, which will be located at the rear of Salt Ayre and replace ageing facilities near to Lancaster Town Hall.

    Designed to integrate into the leisure centre’s existing solar and heat pump systems, the data centre will host the council’s own ICT infrastructure while also making space available for other partners to host their own secure cloud data storage to generate an additional revenue stream.

    The data exchange is a key feature of the Local Full Fibre Network (LFFN) that was completed earlier this year, and which positions the district as a hub for digital infrastructure and innovation, including potential AI Growth Zone initiatives.

    Waste heat from the data centre will help to heat the swimming pool – saving money on the data servers’ cooling systems – while an on-site battery energy storage system will allow the council to maximise value for money from the nearby solar farm and support the operational resilience of the data centre and Salt Ayre.

    Councillor Tim Hamilton-Cox, cabinet member with responsibility for finance and property, said: “The building of this new data centre will be a big step forward.

    “Our current facilities in Lancaster are not fit for purpose and would require very significant investment. Investing in this modern data centre ensures we will be fit for the future as an organisation while also providing digital infrastructure for users of the fibre network.

    “There are also many environmental benefits as the new data centre will cut our carbon emissions and lower our energy bills, supporting our net zero ambitions.

    “The scheme is also another example of strong partnership working with both the private sector and Blackpool Council.”

    Subject to planning permission being approved it’s planned that the new data centre will be up and running by the end of March 2026.

    Last updated: 16 July 2025

    MIL OSI United Kingdom

  • MIL-OSI Europe: ​EBA publishes Handbook on simulation exercises for resolution authorities

    Source: European Banking Authority

    ​The European Banking Authority (EBA) today published the latest chapter of its resolution Handbook on simulation exercises for resolution authorities. The Handbook provides, for the first time, a comprehensive framework of best practices, methodologies and processes to support resolution authorities in enhancing their preparedness and operational capabilities through structured simulation exercises. 

    ​Testing requirements are already imposed to institutions through the EBA Guidelines on resolvability testing, and simulations are becoming more prevalent in ensuring preparation among authorities, the EBA’s Handbook proposes a taxonomy for simulation exercises for resolution authorities to harmonise the use of main concepts within the financial stability framework. 

    ​In addition, the Handbook distinguishes between testing, simulations and dry runs and introduces six main types of simulation exercise: brainstorms, desktop exercises, walkthroughs, fire drills, decision-making exercises and operational simulations. This new chapter also presents the concept of end-to-end simulations, which combine multiple exercise types to replicate real-world resolution scenarios. 

    ​The Handbook describes in operational terms how to initiate, plan, prepare and deliver a simulation exercise. It provides practical guidance on defining objectives and scope, designing scenarios, allocating resources, managing delivery, and collecting feedback. The Handbook also includes templates and examples to support authorities in implementing effective and proportionate simulation exercises. 

    ​Legal basis and background 

    ​This initiative is part of the EBA’s broader mandate under Article 8(1)(ab) of Regulation (EU) No 1093/2010 to maintain an up-to-date Union resolution handbook. The Handbook draws on the experience of resolution authorities across the EU and aims to foster convergence, interoperability and cross-border cooperation. 

    ​Simulation exercises are a key tool for resolution authorities to test and refine their internal procedures, decision-making processes and coordination mechanisms as well as to train their staff. 

    ​The Handbook is available on the EBA’s website and is intended for use by all resolution authorities in the EU. It complements the EBA’s existing Guidalines on resolvability testing and supports the ongoing development of a robust and credible resolution framework. 

    MIL OSI Europe News

  • MIL-OSI: Stifel Ranks No. 1 in J.D. Power Study for Third Straight Year

    Source: GlobeNewswire (MIL-OSI)

    ST. LOUIS, July 16, 2025 (GLOBE NEWSWIRE) — Stifel Financial Corp. (NYSE: SF) today announced that its Stifel, Nicolaus & Company, Incorporated broker-dealer subsidiary ranked No. 1 in employee advisor satisfaction among wealth management firms in the J.D. Power 2025 U.S. Financial Advisor Satisfaction StudySM.

    This marks the third straight year that Stifel has earned the top ranking, which is calculated based on responses submitted by Stifel advisors. Stifel’s overall score was 819 out of 1,000 – 214 points higher than the employee segment average and up 52 points from last year.

    In addition to finishing No. 1 overall, Stifel ranked first in five individual categories: compensation, leadership and culture, operational support, products and marketing, and technology.

    “I am thrilled that J.D. Power has named Stifel the No. 1 wealth management firm for employee advisor satisfaction for the third consecutive year,” said Ron Kruszewski, Chairman and CEO of Stifel. “This recognition means even more because it comes directly from our advisors. Ranking No. 1 in overall satisfaction – and in five of six categories – is a powerful testament to the culture we’ve built at Stifel. But we don’t view this as a victory lap – we view it as a challenge. A challenge to keep raising the bar, to keep listening, and to continuously improve.”

    “This is a tremendous honor for the firm, our advisors, and the colleagues who support them,” said Jim Zemlyak, President of Stifel and Head of Global Wealth Management. “Our unique culture is built around respect for our advisors, and we continually invest in their success by providing them the resources and support needed to deliver exceptional service to their clients.”

    Stifel is home to approximately 2,340 advisors with approximately $517 billion in client assets as of June 30, 2025.

    Stifel Company Information
    Stifel Financial Corp. (NYSE: SF) is a financial services holding company headquartered in St. Louis, Missouri, that conducts its banking, securities, and financial services business through several wholly owned subsidiaries. Stifel’s broker-dealer clients are served in the United States through Stifel, Nicolaus & Company, Incorporated, including its Eaton Partners business division; Keefe, Bruyette & Woods, Inc.; Miller Buckfire & Co., LLC; and Stifel Independent Advisors, LLC; and in the United Kingdom and Europe through Stifel Nicolaus Europe Limited. The Company’s broker-dealer affiliates provide securities brokerage, investment banking, trading, investment advisory, and related financial services to individual investors, professional money managers, businesses, and municipalities. Stifel Bank and Stifel Bank & Trust offer a full range of consumer and commercial lending solutions. Stifel Trust Company, N.A. and Stifel Trust Company Delaware, N.A. offer trust and related services. To learn more about Stifel, please visit the Company’s website at www.stifel.com. For global disclosures, please visit www.stifel.com/investor-relations/press-releases.

    For further information,
    contact Brian Spellecy
    (314) 342-2000        

    The MIL Network

  • MIL-OSI: TAB Bank Welcomes Traci Crabtree as Vice President, Business Development

    Source: GlobeNewswire (MIL-OSI)

    OGDEN, Utah, July 16, 2025 (GLOBE NEWSWIRE) — TAB Bank announces the appointment of Traci Crabtree as Vice President, Business Development, expanding the bank’s presence in Southern California. Crabtree brings more than 20 years of experience in corporate finance and leadership in middle-market direct lending.

    Crabtree has been with TAB Bank since 2018 and was recently promoted from Director of Corporate Credit, Underwriting.

    Throughout her career, Crabtree has built deep expertise in asset-based, cash flow and real estate lending, with a specialized focus on the healthcare industry. She has led numerous system integration projects, developed robust financial modeling tools across a wide range of borrower industries and implemented real-time, paperless borrower reporting solutions to improve efficiency and transparency.

    “Traci’s wide-ranging experience and customer-first mindset make her a tremendous asset to TAB Bank,” said Curtis Sutherland, Senior Vice President and Head of Sales at TAB Bank. “Her background in complex credit structures, paired with her ability to balance risk management with relationship-building, will help us build value for our clients. Traci embodies our mission to unlock dreams with bold financial solutions that lift and empower, especially as we grow our presence in Southern California.”

    Crabtree’s career progression has given her a comprehensive understanding of all facets of transaction structuring and portfolio management. Before joining TAB Bank, Crabtree held senior roles at several regional and national financial institutions, including Vice President, Team Leader at Pacific Premier Bank; Vice President, Senior Portfolio Manager at Siemens Financial Services; and National Audit Director at DVI Business Credit.   She began her asset-based lending career working for several years at FINOVA Capital.

    About TAB Bank
    At TAB Bank, our mission is to unlock dreams with bold financial solutions that empower individuals and businesses nationwide. We are committed to building value in all we do through our innovative banking products.   Our dedication drives us to continuously improve, ensuring that we meet the evolving needs of our clients with excellence and agility. For over 25 years, we have remained steadfast in offering tailored, technology-enabled solutions designed to simplify and enhance the banking experience. 

    For more information about how we can help you achieve your financial dreams, visit www.TABBank.com.

    Contact Information:
    Trevor Morris
    Director of Marketing
    801-710-6318
    trevor.morris@tabbank.com

    A photo accompanying this announcement is available at https://www.globenewswire.com/NewsRoom/AttachmentNg/cca4804d-11ec-4bce-83e9-d1d928dfe61e

    The MIL Network

  • MIL-OSI: AdvicePay Unveils its Summer 2025 Product Showcase with 20 New Features, Updates, and Integrations to Help Advisors Serve Clients and Grow Their Businesses

    Source: GlobeNewswire (MIL-OSI)

    Bozeman, Mont., July 16, 2025 (GLOBE NEWSWIRE) — AdvicePay, the industry-leading platform for managing billing, payments, and compliance of fee-for-service financial planning, today released its Summer 2025 Product Showcase, which highlights its newest features and updates, providing enhanced automation, accelerated payments, stronger data security, and improved firm-level controls.

    With its Summer 2025 Product Showcase, AdvicePay is building on the success of its previous product release—the AdvicePay 2025 Winter Showcase—which is a finalist for a 2025 WealthManagement.com Industry Award, known as the “Wealthies,” in the digital marketing campaign category.

    A highlight of the 2025 Summer Product Showcase is AdvicePay’s integration with Zapier, which allows advisors to automate tasks across thousands of tools, including CRMs, project management tools, marketing platforms, and more. The Zapier integration also reflects AdvicePay’s broader customer commitment, having ranked as one of the platform’s most requested features.

    The Showcase also features special discounted pricing for new customers signing up for both AdvicePay and AdvisorBOB, a leading advisor compensation software company. In May, AdvicePay announced its acquisition of AdvisorBOB, marking a strategic step forward in its ability to support the full advisory firm revenue lifecycle, from billing clients to paying advisors.

    “We’re excited to provide our customers with an array of new features and updates that allow them to do their jobs faster and more efficiently,” said AdvicePay President Kelsey Lewis. “Our focus is always on helping advisory firms better serve their clients, and everything in this Showcase demonstrates our commitment to investing in innovative tools to streamline firm operations and drive advisor success.”

    The Showcase includes a total of 20 new updates and features. From improved navigation and cleaner displays to faster access to cash flow and stronger security, the updated menu of services provides advisors with more powerful tools to serve their clients and grow their businesses.

    About AdvicePay
    Established by well-known financial advisors Michael Kitces and Alan Moore, AdvicePay is the industry-leading platform for overseeing the compliance, delivery, and payment processing of fee-for-service financial planning. Financial services firms and their advisors benefit from efficient workflows designed exclusively to support their fee-for-service financial planning revenue, including up-to-date compliance and data security management, all in one unified platform.

    The MIL Network

  • MIL-OSI: Central 1 Announces Departure of Chief Financial Officer

    Source: GlobeNewswire (MIL-OSI)

    VANCOUVER, British Columbia, July 16, 2025 (GLOBE NEWSWIRE) — Central 1 Credit Union (Central 1) announced today that Emma Hider, Chief Financial Officer (CFO), will be leaving Central 1 in the fourth quarter of 2025.

    “After much consideration, Emma has made the decision to leave Central 1, and will remain in the role to support the transition,” said Sheila Vokey, Central 1 President & CEO. “In her time with Central 1, Emma has been a strong leader enhancing our financial and management reporting, and providing reliable financial counsel and support on several major initiatives. On behalf of Central 1, we are deeply grateful for Emma’s contributions.”

    Central 1 will immediately begin a search for a new Chief Financial Officer, while Ms. Hider continues to provide support in the role.

    About Central 1
    Central 1 cooperatively empowers credit unions and other financial institutions who deliver banking choice to Canadians. With assets of $10.8 billion as of March 31, 2025, Central 1 provides services at scale to enable a thriving credit union system. We do this by collaborating with our clients, developing strategies, products, and services to support the financial well-being of their more than 5 million diverse customers in communities across Canada. For more information, visit www.central1.com

    Caution Regarding Forward Looking Statements

    This press release and announcement contain historical and forward-looking statements. All statements other than statements of historical fact are or may be based on assumptions, uncertainties, and management’s best estimates of future events. Central 1 has based the forward-looking statements on current plans, information, data, estimates, expectations, and projections about, among other things, results of operations, financial condition, prospects, strategies and future events, and therefore undue reliance should not be placed on them. These include, without limitation, statements relating to our financial and non-financial performance objectives, vision and strategic goals and priorities, including focus on capital and cost management, the economic, market and regulatory review and outlook for the Canadian economy and the provincial economies in which our member credit unions operate , the impacts of external events such as international conflicts, protests, natural disasters or pandemics, as well as statements that contain the words “may,” “will,” “intends” and “anticipates” and other similar words and expressions.

    Forward-looking statements are based on the opinions and estimates of management at the date the statements are made. Actual results may differ materially from those currently anticipated. Securityholders are cautioned that such forward-looking statements involve risks and uncertainties. Certain important assumptions by Central 1 in making forward-looking statements include, but are not limited to, competitive conditions, economic conditions and regulatory considerations. Important risk factors that could cause actual results and the timing of such results to differ materially from those expressed or implied by such forward-looking statements include economic risks, regulatory risks (including legislative and regulatory developments), risks and uncertainty from the impact of rising or falling interest rates, international conflicts, natural disasters or pandemics, geopolitical uncertainty, information technology and cyber risks, environmental and social risk (including climate change), digital disruption and innovation, reputation risk, competitive risk, privacy, data and third-party related risks, risks related to business and operations, risks relating to the transition of clients to alternative digital banking providers, and other risks detailed from time to time in Central 1’s periodic reports filed with securities regulators. Central 1 is subject to risks associated with evolving U.S. trade and tariff policies, inflationary pressures, interest rate volatility, and potential regulatory changes under the current U.S. administration. Shifts in tariff structures or global trade conditions may adversely affect our cost structure and overall operating environment. Given these risks, the reader is cautioned not to place undue reliance on forward looking statements. Central 1 undertakes no obligation to update or revise any forward-looking statements, whether as a result of new information, future events or otherwise, except as required by applicable laws.

    Contacts

    Media:
    Amanda LeNeve
    AVP, Communications & Marketing
    Central 1 Credit Union
    E communications@central1.com

    Investors:
    Brent Clode
    Chief Investment Officer
    Central 1 Credit Union
    905.282.8588 or 1.800.661.6813 ext. 8588
    E bclode@central1.com

    The MIL Network

  • MIL-OSI: Fidelity D & D Bancorp, Inc. Third Quarter 2025 Dividend

    Source: GlobeNewswire (MIL-OSI)

    DUNMORE, Pa., July 16, 2025 (GLOBE NEWSWIRE) — The Board of Directors of Fidelity D & D Bancorp, Inc. (NASDAQ: FDBC), parent company of The Fidelity Deposit and Discount Bank, announce their declaration of the Company’s third quarter dividend of $0.40 per share. The dividend is payable September 10, 2025, to shareholders of record at the close of business on August 15, 2025.

    Fidelity D & D Bancorp, Inc., serves Lackawanna, Luzerne, Northampton and Lehigh Counties through The Fidelity Deposit and Discount Bank’s 21 full-service community banking offices, along with the Fidelity Bank Wealth Management Minersville Office in Schuylkill County. Fidelity Bank provides a digital and virtual experience via digital services and digital account opening through Online Banking and the Fidelity Mobile Banking app.

    For more information visit our investor relations web site through www.bankatfidelity.com.

    This press release may contain forward-looking statements as defined in the Private Securities Litigation Reform Act of 1995. Actual results and trends could differ materially from those set forth in such statements due to various factors. These factors include the possibility that increased demand or prices for the company’s financial services and products may not occur, changing economic, interest rate and competitive conditions, technological developments and other risks and uncertainties, including those detailed in the company’s filings with the Securities and Exchange Commission.
    Contacts:  
    Daniel J. Santaniello  Salvatore R. DeFrancesco, Jr.
    President and Chief Executive Officer Treasurer and Chief Financial Officer
    570-504-8035 570-504-8000

    The MIL Network

  • MIL-OSI: Fidelity D & D Bancorp, Inc. Third Quarter 2025 Dividend

    Source: GlobeNewswire (MIL-OSI)

    DUNMORE, Pa., July 16, 2025 (GLOBE NEWSWIRE) — The Board of Directors of Fidelity D & D Bancorp, Inc. (NASDAQ: FDBC), parent company of The Fidelity Deposit and Discount Bank, announce their declaration of the Company’s third quarter dividend of $0.40 per share. The dividend is payable September 10, 2025, to shareholders of record at the close of business on August 15, 2025.

    Fidelity D & D Bancorp, Inc., serves Lackawanna, Luzerne, Northampton and Lehigh Counties through The Fidelity Deposit and Discount Bank’s 21 full-service community banking offices, along with the Fidelity Bank Wealth Management Minersville Office in Schuylkill County. Fidelity Bank provides a digital and virtual experience via digital services and digital account opening through Online Banking and the Fidelity Mobile Banking app.

    For more information visit our investor relations web site through www.bankatfidelity.com.

    This press release may contain forward-looking statements as defined in the Private Securities Litigation Reform Act of 1995. Actual results and trends could differ materially from those set forth in such statements due to various factors. These factors include the possibility that increased demand or prices for the company’s financial services and products may not occur, changing economic, interest rate and competitive conditions, technological developments and other risks and uncertainties, including those detailed in the company’s filings with the Securities and Exchange Commission.
    Contacts:  
    Daniel J. Santaniello  Salvatore R. DeFrancesco, Jr.
    President and Chief Executive Officer Treasurer and Chief Financial Officer
    570-504-8035 570-504-8000

    The MIL Network

  • MIL-OSI Economics: Staff Guidance Note on The Implementation of The IMF Strategy for Fragile and Conflict-Affected States (FCS)

    Source: International Monetary Fund

    Preview Citation

    Format: Chicago

    Staff Guidance Note on The Implementation of The IMF Strategy for Fragile and Conflict-Affected States (FCS), (USA: International Monetary Fund, 2023) accessed July 16, 2025

    Summary

    This note provides operational advice and information to help staff implement the IMF Strategy for Fragile and Conflict-Affected States (FCS) approved by the Executive Board on March 9, 2022. Topics covered include (i) the new IMF FCS classification methodology, which is aligned with that of the World Bank; (ii) the preparation of Country Engagement Strategies (CES) that will be rolled out across FCS to ensure that Fund engagement is appropriately tailored to country-specific manifestations of fragility and/or conflict; (iii) advice on tailoring the thematic focus of Article IV consultations and Fund analytics to FCS, as well as on the prioritization, design, and implementation of capacity development (CD) projects in fragile contexts; (iv) guidance on making full use of the flexibilities of the lending toolkit; (v) guidance on engaging in specific FCS situations, including building accountable institutions to exit fragility, cases of rising fragility risks, active conflict, post-conflict, and addressing the impact of external shocks and spillovers; and (v) strengthening partnerships with humanitarian, development, and peace actors, in accordance with the Fund’s mandate. Dedicated annexes provide additional information on the CES process, addressing good governance in FCS, program design, and country examples of Fund engagement in FCS.

    Subject: Monetary policy, Political economy

    Keywords: Absorptive capacity, Balance of payments, Capacity development, Conflict, Country engagement strategies, Fragile and conflict-affected states, Fragility, Governance, Inclusive growth, Macroeconomic policy, Partnerships, Political economy, Surveillance

    MIL OSI Economics

  • MIL-OSI United Kingdom: DfE Update: 16 July 2025

    Source: United Kingdom – Government Statements

    Correspondence

    DfE Update: 16 July 2025

    Latest information and actions from the Department for Education about funding, assurance and resource management, for academies, local authorities and further education providers.

    Applies to England

    Documents

    Details

    Latest for further education

    Article Title
    Information How to report fraud or financial irregularity
    Information Apprenticeships technical funding guide 2025 to 2026
    Information Interactive post-16 school census tool
    Information Grant funding for the early career teacher entitlement (ECTE) year 2 time off timetable and mentor support: conditions of grant
    Information Early career training programme for mentors (ECTPM): conditions of grant for 2025 to 2026 academic year
    Information R10 in-year qualification achievement rates (QARs) 2024 to 2025
    Information Enter learning data
    Information FE senior pay approval
    Information Further education mastery specialists programme

    Latest information for academies

    Article Title
    Information Grant funding for the early career teacher entitlement (ECTE) year 2 time off timetable and mentor support: conditions of grant
    Information Early career training programme for mentors (ECTPM): conditions of grant for 2025 to 2026 academic year
    Information How to report fraud or financial irregularity
    Information Interactive post-16 school census tool
    Reminder Budget forecast return: update to guidance and reminder
    Events and webinars Financial Management Service comparison matrix

    Latest information for local authorities

    Article Title
    Information Grant funding for the early career teacher entitlement (ECTE) year 2 time off timetable and mentor support: conditions of grant
    Information Early career training programme for mentors (ECTPM): conditions of grant for 2025 to 2026 academic year
    Information How to report fraud or financial irregularity
    Information Apprenticeships technical funding guide 2025 to 2026
    Information Interactive post-16 school census tool
    Information R10 in-year qualification achievement rates (QARs) 2024 to 2025

    Updates to this page

    Published 16 July 2025

    Sign up for emails or print this page

    MIL OSI United Kingdom

  • MIL-OSI: eSHARE Announces Continued Commitment to US and European Regulator Compliance Frameworks for FY 2025

    Source: GlobeNewswire (MIL-OSI)

    WALTHAM, Mass., July 16, 2025 (GLOBE NEWSWIRE) — eSHARE, a leading provider of secure collaboration and data governance solutions, proudly announces a series of major compliance achievements in 2025, further solidifying its position as a trusted partner for enterprises and regulated industries. Through rigorous third-party assessments and internal initiatives, eSHARE has successfully achieved and maintained the following security and compliance certifications.

    2025 Compliance Achievements:

    • SOC 2 Type II Attestation (Year 4): Third-party verified controls for security, availability, and confidentiality—achieved for the fourth consecutive year across commercial and government environments.
    • NIST 800-171 Assessment: Confirms eSHARE meets U.S. federal standards for safeguarding Controlled Unclassified Information (CUI), critical for defense and public sector collaboration.
    • Risk Assessment: Highlights eSHARE’s proactive approach to identifying, evaluating, and mitigating risks across its operations.
    • Independent Penetration Testing: Completed extensive independent penetration testing to ensure robust protection against evolving cyber threats.
    • CSA STAR Level 1 & 2 Attestation: Achieved both Level 1 (self-assessment) and Level 2 (third-party certification) in the Cloud Security Alliance’s Security, Trust & Assurance Registry, reflecting industry-leading cloud security practices.
    • ISO/IEC 27001 Certification: Validates eSHARE’s implementation of a comprehensive Information Security Management System (ISMS) in accordance with international standards.
    • DORA (EU) Attestation: Demonstrates eSHARE’s alignment with the European Union’s DORA requirements, ensuring operational resilience and risk management in digital finance.
    • FedRAMP (In Progress): Following a completed gap assessment, eSHARE is progressing toward FedRAMP Authorization, targeted for completion by December 2025.

    “These achievements reflect our relentless commitment to security, operational resilience, and regulatory compliance”, said Nick Stamos, Founder & CEO of eSHARE. “As customers increasingly rely on eSHARE to enable secure external collaboration, our focus remains on embedding trust at every level of our platform and operations.”

    Why It Matters

    These accomplishments position eSHARE as a preferred partner for Fortune 500 companies and regulated industries—including aerospace, health insurance, and financial services—that require secure external collaboration without compromising the Microsoft-native user experience.

    About eSHARE

    eSHARE is the secure collaboration platform built for Microsoft 365, empowering organizations to exchange sensitive data and collaborate with confidence—inside and outside their enterprise. Trusted by Fortune 100 companies, eSHARE helps highly regulated industries ensure compliance, security, and control without disrupting the Microsoft-native experience. Learn more at www.eshare.com.

    This press release contains forward-looking statements regarding eSHARE’s compliance posture and future initiatives. Actual results may differ based on regulatory developments and business needs.

    The MIL Network

  • MIL-OSI Submissions: When big sports events expand, like FIFA’s 2026 World Cup matches across North America, their climate footprint expands too

    Source: The Conversation – USA (2) – By Brian P. McCullough, Associate Professor of Sport Management, University of Michigan

    Lionel Messi celebrates with fans after Argentina won the FIFA World Cup championship in 2022 in Qatar. Michael Regan-FIFA/FIFA via Getty Images

    When the FIFA World Cup hits North America in June 2026, 48 teams and millions of soccer fans will be traveling to and from venues spread across the United States, Canada and Mexico.

    It’s a dramatic expansion – 16 more teams will be playing than in recent years, with a jump from 64 to 104 matches. The tournament is projected to bring in over US$10 billion in revenue. But the expansion will also mean a lot more travel and other activities that contribute to climate change.

    The environmental impacts of giant sporting events like the World Cup create a complex paradox for an industry grappling with its future in a warming world.

    A sustainability conundrum

    Sports are undeniably experiencing the effects of climate change. Rising global temperatures are putting athletes’ health at risk during summer heat waves and shortening winter sports seasons. Many of the 2026 World Cup venues often see heat waves in June and early July, when the tournament is scheduled.

    There is a divide over how sports should respond.

    Some athletes are speaking out for more sustainable choices and have called on lawmakers to take steps to limit climate-warming emissions. At the same time, the sport industry is growing and facing a constant push to increase revenue. The NCAA is also considering expanding its March Madness basketball tournaments from 68 teams currently to as many as 76.

    Park Yong-woo of team Al Ain from Abu Dhabi tries to cool off during a Club World Cup match on June 26, 2025, in Washington, D.C., which was in the midst of a heat wave. Some players have raised concerns about likely high temperatures during the 2026 World Cup, with matches scheduled June 11 to July 19.
    AP Photo/Julia Demaree Nikhinson

    Estimates for the 2026 World Cup show what large tournament expansions can mean for the climate. A report from Scientists for Global Responsibility estimates that the expanded World Cup could generate over 9 million metric tons of carbon dioxide equivalent, nearly double the average of the past four World Cups.

    This massive increase – and the increase that would come if the NCAA basketball tournaments also expand – would primarily be driven by air travel as fans and players fly among event cities that are thousands of miles apart.

    A lot of money is at stake, but so is the climate

    Sports are big business, and adding more matches to events like the World Cup and NCAA tournaments will likely lead to larger media rights contracts and greater gate receipts from more fans attending the events, boosting revenues. These are powerful financial incentives.

    In the NCAA’s case, there is another reason to consider a larger tournament: The House v. NCAA settlement opened the door for college athletic departments to share revenue with athletes, which will significantly increase costs for many college programs. More teams would mean more television revenue and, crucially, more revenue to be distributed to member NCAA institutions and their athletic conferences.

    When climate promises become greenwashing

    The inherent conflict between maximizing profit through growth and minimizing environmental footprint presents a dilemma for sports.

    Several sport organizations have promised to reduce their impact on the climate, including signing up for initiatives like the United Nations Sports for Climate Action Framework.

    However, as sports tournaments and exhibition games expand, it can become increasingly hard for sports organizations to meet their climate commitments. In some cases, groups making sustainability commitments have been accused of greenwashing, suggesting the goals are more about public relations than making genuine, measurable changes.

    For example, FIFA’s early claims that it would hold a “fully carbon-neutral” World Cup in Qatar in 2022 were challenged by a group of European countries that accused soccer’s world governing body of underestimating emissions. The Swiss Fairness Commission, which monitors fairness in advertising, considered the complaints and determined that FIFA’s claims could not be substantiated.

    Alessandro Bastoni, of Inter Milan and Italy’s national team, prepares to board a flight from Milan to Rome with his team.
    Mattia Ozbot-Inter/Inter via Getty Images

    Aviation is often the biggest driver of emissions. A study that colleagues and I conducted on the NCAA men’s basketball tournament found about 80% of its emissions were connected to travel. And that was after the NCAA began using the pod system, which is designed to keep teams closer to home for the first and second rounds.

    Finding practical solutions

    Some academics, observing the rising emissions trend, have called for radical solutions like the end of commercialized sports or drastically limiting who can attend sporting events, with a focus on fans from the region.

    These solutions are frankly not practical, in my view, nor do they align with other positive developments. The growing popularity of women’s sports shows the challenge in limiting sports events – more games expands participation but adds to the industry’s overall footprint.

    Further compounding the challenges of reducing environmental impact is the amount of fan travel, which is outside the direct control of the sports organization or event organizers.

    Many fans will follow their teams long distances, especially for mega-events like the World Cup or the NCAA tournament. During the men’s World Cup in Russia in 2018, more than 840,000 fans traveled from other countries. The top countries by number of fans, after Russia, were China, the U.S., Mexico and Argentina.

    There is an argument that distributed sporting events like March Madness or the World Cup can be better in some ways for local environments because they don’t overwhelm a single city. However, merely spreading the impact does not necessarily reduce it, particularly when considering the effects on climate change.

    How fans can cut their environmental footprint

    Sport organizations and event planners can take steps to be more sustainable and also encourage more sustainable choices among fans. Fans can reduce their environmental impact in a variety of ways. For example:

    • Avoid taking airplanes for shorter distances, such as between FIFA venues in Philadelphia, New York and Boston, and carpool or take Amtrak instead. Planes can be more efficient for long distances, but air travel is still a major contributing factor to emissions.

    • While in a host city, use mass transit or rent electric vehicles or bicycles for local travel.

    • Consider sustainable accommodations, such as short-term rentals that might have a smaller environmental footprint than a hotel. Or stay at a certified green hotel that makes an effort to be more efficient in its use of water and energy.

    • Engage in sustainable pregame and postgame activities, such as choosing local, sustainable food options, and minimize waste.

    • You can also pay to offset carbon emissions for attending different sporting events, much like concertgoers do when they attend musical festivals. While critics question offsets’ true environmental benefit, they do represent people’s growing awareness of their environmental footprint.

    Through all these options, it’s clear that sports face a significant challenge in addressing their environmental impacts and encouraging fans to be more sustainable, while simultaneously trying to meet ambitious business and environmental targets.

    In my view, a sustainable path forward will require strategic, yet genuine, commitment by the sports industry and its fans, and a willingness to prioritize long-term planetary health alongside economic gains – balancing the sport and sustainability.

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

    ref. When big sports events expand, like FIFA’s 2026 World Cup matches across North America, their climate footprint expands too – https://theconversation.com/when-big-sports-events-expand-like-fifas-2026-world-cup-matches-across-north-america-their-climate-footprint-expands-too-259437

    MIL OSI

  • MIL-OSI USA: Deluzio Fights Price Gouging, Secures Wins for Western PA in Annual Defense Bill

    Source: US Congressman Chris Deluzio (PA)

    WASHINGTON, D.C. – Last night, Congressman Chris Deluzio (PA-17) with colleagues on the powerful House Armed Services Committee, marked up the 2026 National Defense Authorization Act (NDAA)—the large, annual defense bill that creates the policies related to our armed services and other national security-related efforts. Congressman Deluzio voted for the measure, which passed out of committee by a vote of 55-2.

    “The United States faces tremendous strategic challenges across the globe, including the war in Ukraine, intensifying competition with Communist China, and instability in the Middle East. All this activity is stressing the highly consolidated defense industrial base,” said Congressman Deluzio. “For too long, our government has neglected America’s manufacturing competitiveness and power. We need stronger accountability, transparency, and competition in government contracting to beef up our defense industrial base and to protect public money. While not a perfect bill, the 2026 NDAA takes on many of these important issues and more, and that’s why I voted yes last night.”  

    Specifically, the NDAA included Congressman Deluzio’s amendment to fight defense industry price gouging by requiring defense contractors to report when their products under sole source contracts increase by more than 25% of the price specified in the contract bid, over 25% more than the price of the product the preceding year, or by 50% more than the government paid for the product at any time over the last five years.   

    During the NDAA markup, Congressman Deluzio successfully secured several important wins, including some that will specifically benefit the people and economy of Western Pennsylvania. 

    This legislation: 

    • Implements an assessment and evaluation of the use of inland waterways for national defense purposes, and an assessment of vulnerabilities in our Marine Transportation Systems and associated infrastructure.
    • Authorizes an additional two and a half million dollars in funding to improve long range precision fires technology. This kind of research is ongoing at Western Pennsylvania institutions like the University of Pittsburgh.
    • Requires a new report about the technology and disposal methods of Per-and Polyfluoroalkyl Substances (PFAS). This is important because the Defense Department has previously considered incinerating PFAS “forever chemicals” in East Liverpool, Ohio—just across the border from Pennsylvania’s 17th District.
    • This year’s NDAA also includes the text of Congressman Deluzio’s bill, the Depot Investment Reform Act. This bill strengthens federal investment in military depots, including those in Pennsylvania, like the Letterkenny and Tobyhanna Army Depots.   

    Congressman Deluzio secured additional national priorities in this defense bill. This legislation:

    • Strengthens the “right to repair,” requiring contractors to give access to tools, parts, and information for major weapon systems so that our military and servicemembers can repair their own equipment.
    • Adjusts annual reporting on the U.S. Navy’s shipyard modernization efforts at the four public shipyards to include efforts related to the incorporation of digital hardware, software, and cloud storage.
    • Extends the number of days that national guardsmen can be activated by a governor of a state to respond to an emergency like a natural disaster from 3 to 14 days, with possible extensions of 7 and up to 46 days.
    • Requires a report on the Department of Defense’s efforts to incorporate artificial intelligence data centers on Department of Defense land. This report will analyze the risks, benefits, impacts, and footprint of those facilities.
    • Requires the Department of Defense to identify shortfalls and propose solutions for shortfalls of critical minerals and other materials in the National Defense Stockpile. This will better inform the United States’ current readiness and preparedness for any future conflict.
    • Fights consolidation in the defense industry by requiring the Government Accountability Office (GAO) to investigate impacts of mergers and acquisitions on the defense industrial base and competition in the defense industry.
    • Requires that contractors who are negotiating sole-source contracts with the government provide timely and critical pricing data to the government. This will assist the military in getting the best deal for our servicemembers and will steward good use of American public dollars.
    • Requires the Department of Defense to assess the current competitive environment for contracts under $10 million. This will help the military and Congress assess whether recent policy changes have been effective in uplifting small businesses and growing the defense industrial base. 

    A full summary of the Fiscal Year 2026 NDAA as prepared by Democratic committee staff can be found here

    The NDAA now goes to the House Floor for a vote, and the final bill will be negotiated with the Senate. 

    ###

    MIL OSI USA News

  • MIL-OSI Submissions: Muhammadu Buhari: Nigeria’s military leader turned democratic president leaves a mixed legacy

    Source: The Conversation – Global Perspectives – By Kester Onor, Senior Research Fellow, Nigerian Institute of International Affairs

    Nigeria’s former president, Muhammadu Buhari, who died in London on 13 July aged 82, was one of two former military heads of state who were later elected as civilian presidents. Buhari was the military head of state of Nigeria from 31 December 1983 to 27 August 1985 and president from 2015 to 2023.

    The other Nigerian politician to have been in both roles is former president Olusegun Obasanjo . He was a military ruler between 1976 and 1979 and elected president between 1999 and 2007.

    Buhari led Nigeria cumulatively for nearly a decade. His time as military head of state was marked with a war against corruption but he couldn’t do as much during his time as president under democratic rule.

    As a political scientist who once served in the Nigerian Army, I believe that former president Buhari’s government’s war on terrorism was largely underwhelming, despite promises and early gains.

    In his elected role, Buhari maintained a modest personal lifestyle and upheld electoral transitions. Nevertheless his presidency was marred by economic mismanagement, a failure to implement bold structural reforms, ethnic favouritism, and an unfulfilled promise of change.

    He did leave tangible infrastructural footprints, a focus on agriculture, and foundational efforts in transparency and anti-corruption.

    So his mark on Nigeria’s development trajectory was mixed.

    Early years

    Buhari was born on 17 December 1942, to Adamu and Zulaiha Buhari in Daura, Katsina State, north-west Nigeria. He was four years old when his father died. He attended Quranic school in Katsina. He was a Fulani, one of the major ethnic nationalities in Nigeria.

    After completing his schooling, Buhari joined the army in 1961. He had military training in the UK, India and the United States as well as Nigeria.

    In 1975 he was appointed military governor of North Eastern State (now Borno State), after being involved in ousting Yakubu Gowon in a coup that same year. He served as governor for a year.

    Buhari later became federal commissioner for petroleum resources, overseeing Nigeria’s petroleum industry under Obasanjo. Obasanjo had become head of state in 1976 when Gowon’s successor, Murtala Muhammed, was assassinated in a failed coup that year.

    In September 1979, he returned to regular army duties and commanded the 3rd Armoured division based in Jos, Plateau State, north central. Nigeria’s Second Republic commenced that year after the election of Shehu Shagari as president.

    The coup that truncated the Shagari government on 31 December 1983 saw the emergence of Buhari as Nigeria’s head of state.

    Buhari’s junta years

    Buhari headed the military government for just under two years. He was ousted in another coup on 27 August 1985.

    While at the helm he vowed that the government would not tolerate kick-backs, inflation of contracts and over-invoicing of imports. Nor would it condone forgery, fraud, embezzlement, misuse and abuse of office and illegal dealings in foreign exchange and smuggling.

    Eighteen state governors were tried by military tribunals. Some of the accused received lengthy prison sentences, while others were acquitted or had their sentences commuted.

    His government also enacted the notorious Decree 4 under which two journalists, Nduka Irabor and Dele Thompson, were jailed. The charges stemmed from three articles published on the reorganisation of Nigeria’s diplomatic service.

    Buhari also instituted austerity measures and started a “War Against Indiscipline” which sought to promote positive values in the country. Authoritarian methods were sometimes used in its implementation. Soldiers forced Nigerians to queue, to be punctual and to obey traffic laws.

    He also instituted restrictions on press and political freedoms. Labour unions were not spared either. Mass retrenchment of Nigerians in the public service was carried out with impunity.

    While citizens initially welcomed some of these measures, growing discontent on the economic front made things tougher for the regime.




    Read more:
    Why Buhari won even though he had little to show for first term


    Buhari, the democrat

    Buhari’s dream to lead Nigeria again through the ballot box failed in 2003, 2007 and 2011. To his credit, he didn’t give up. An alliance of opposition parties succeeded in getting him elected in 2015.

    The legacy he left is mixed.

    Buhari’s government deepened national disunity.

    His appointments, often skewed in favour of the northern region and his Fulani kinsmen, fuelled accusations of tribalism and marginalisation. His perceived affinity with Fulani herdsmen, despite widespread violence linked to some of them, further eroded public trust in his leadership.

    His anti-corruption mantra largely did not succeed. While some high-profile recoveries were made, critics argue that his anti-corruption war was selective and heavily politicised.

    Currently, his Central Bank governor is on trial for corruption charges.

    The performance of the economy was also dismal under his tenure. Not all these problems could be laid at his feet. Nevertheless his inability to tackle the country’s underlying problems, such as insecurity, inflation and rising unemployment, all contributed. He presided over two recessions, rising unemployment, inflation, and a weakened naira.

    He did, however, succeed on some fronts.

    He tried with infrastructure. The Lagos-Ibadan expressway, a major road, was almost completed and he got the railways working again, completing the Abuja-Kaduna and Lagos-Ibadan lines. He also completed the Second Niger Bridge.

    There was an airport revitalisation programme which led to improvements in Lagos, Abuja and Port Harcourt airports.

    Buhari signed the Petroleum Industry Act after nearly 20 years’ delay. This is now attracting more investments into the oil industry.

    He also initiated some social investment schemes like N-Power, N-Teach and a school feeding programme. They provided temporary jobs for some and gave some poor people more money in their pockets. N-Power is a youth empowerment programme designed to combat unemployment, improve social development and provide people with relevant skills.

    These programmes later became mired in corruption which only became known after he left office.

    There was also an Anchor Borrowers Scheme to make the country more sufficient in rice production. Again, it got enmeshed in corruption and some of its officials are currently standing trial.

    In the fight against corruption, the Buhari administration made some progress through the Treasury Single Account, which improved financial transparency in public institutions. The Whistle Blower Policy also led to the recovery of looted funds.




    Read more:
    Why Buhari’s government is losing the anti-corruption war


    Security failures

    Buhari oversaw a deterioration of Nigeria’s security landscape. Banditry, farmer-herder clashes, kidnapping and separatist agitations escalated.

    In 2015 Buhari campaigned on a promise to defeat Boko Haram and restore territorial integrity in the north-east. Initially, his administration made some progress. Boko Haram was driven out of several local government areas it once controlled, and major military operations such as Operation Lafiya Dole were launched to reclaim territory.

    However, these initial successes were not sustained. Boko Haram splintered, giving rise to more brutal factions like the Islamic State West Africa Province. This group continued to launch deadly attacks.

    Buhari’s counter-terrorism strategy was often reactive, lacking a clear long-term doctrine. The military was overstretched and under-equipped. Morale issues and allegations of corruption in the defence sector undermined operations.

    Intelligence coordination remained poor, while civil-military relations suffered due to frequent human rights abuses by security forces. Community trust in the government’s ability to provide security dwindled.

    Buhari’s second coming as Nigeria’s leader carried high expectations, but he under-delivered.

    Kester Onor 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. Muhammadu Buhari: Nigeria’s military leader turned democratic president leaves a mixed legacy – https://theconversation.com/muhammadu-buhari-nigerias-military-leader-turned-democratic-president-leaves-a-mixed-legacy-261079

    MIL OSI

  • MIL-OSI Submissions: What makes ‘great powers’ great? And how will they adapt to a multipolar world?

    Source: The Conversation – Global Perspectives – By Andrew Latham, Professor of Political Science, Macalester College

    When greats clash! In this case, in the 1974 film ‘Godzilla vs. Mechagodzilla.’ FilmPublicityArchive/United Archives via Getty Images

    Many column inches have been dedicated to dissecting the “great power rivalry” currently playing out between China and the U.S.

    But what makes a power “great” in the realm of international relations?

    Unlike other states, great powers possess a capacity to shape not only their immediate surroundings but the global order itself – defining the rules, norms and structures that govern international politics. Historically, they have been seen as the architects of world systems, exercising influence far beyond their neighborhoods.

    The notion of great powers came about to distinguish between the most and least powerful states. The concept gained currency after the 1648 Peace of Westphalia and the Congress of Vienna in 1815 – events in Europe that helped establish the notion of sovereign states and the international laws governing them.

    Whereas the great powers of the previous eras – for example, the Roman Empire – sought to expand their territory at almost every turn and relied on military power to do so, the modern great power utilizes a complex tapestry of diplomatic pressure, economic leverage and the assertions of international law. The order emerging out of Westphalia enshrined the principles of national sovereignty and territorial integrity, which allowed these powers to pursue a balance of power as codified by the Congress of Vienna based on negotiation as opposed to domination.

    This transformation represented a momentous development in world politics: At least some portion of the legitimacy of a state’s control was now realized through its relationships and capacity to keep the peace, rather than resting solely on its ability to use force.

    From great to ‘super’

    Using their material capabilities – economic strength, military might and political influence – great powers have been able to project power across multiple regions and dictate the terms of international order.

    In the 19th-century Concert of Europe, the great powers – Britain, France, Austria, Prussia and Russia – collectively managed European politics, balancing power to maintain stability. Their influence extended globally through imperial expansion, trade and the establishment of norms that reflected their priorities.

    During the 20th century, the Cold War brought a stark distinction between great powers and other states. The U.S. and the Soviet Union, as the era’s two “superpowers,” dominated the international system, shaping it through a rivalry that encompassed military alliances, ideological competition and economic systems. Great powers in this context were not merely powerful states but the central actors defining the structure of global politics.

    Toward a multipolar world

    The post-Cold War period briefly ushered in a unipolar moment, with the U.S. as the sole great power capable of shaping the international system on a global scale.

    This era was marked by the expansion of liberal internationalism, economic globalization and U.S.-led-and-constructed multilateralism.

    However, the emergence of new centers of power, particularly China and to a lesser extent Russia, has brought the unipolar era to a close, ushering in a multipolar world where the distinctive nature of great powers is once again reshaped.

    In this system, great powers are states with the material capabilities and strategic ambition to influence the global order as a whole.

    And here they differ from regional powers, whose influence is largely confined to specific areas. Nations such as Turkey, India, Australia, Brazil and Japan are influential within their neighborhoods. But they lack the global reach of the U.S. or China to fundamentally alter the international system.

    Instead, the roles of these regional powers is often defined by stabilizing their regions, addressing local challenges or acting as intermediaries in great power competition.

    Challenging greatness

    Yet the multipolar world presents unique challenges for today’s great powers. The diffusion of power means that no single great power can dominate the system as the U.S. did in the post-Cold War unipolar era.

    Instead, today’s great powers must navigate complex dynamics, balancing competition with cooperation. For instance, the rivalry between Washington and Beijing is now a defining feature of global politics, spanning trade, technology, military strategy and ideological influence. Meanwhile, Russia’s efforts to maintain its great power status have resulted in more assertive, though regionally focused, actions that nonetheless have global implications.

    Great powers must also contend with the constraints of interdependence. The interconnected nature of the global economy, the proliferation of advanced technologies and the rise of transnational challenges such as climate change and pandemics limit the ability of any one great power to unilaterally dictate outcomes. This reality forces great powers to prioritize their core interests while finding ways to manage global issues through cooperation, even amid intense competition.

    As the world continues to adjust to multiple centers of power, the defining feature of great powers remains an unmatched capacity to project influence globally and define the parameters of the international order.

    Whether through competition, cooperation or conflict, the actions of great powers will, I believe, continue to shape the trajectory of the global system, making their distinctiveness as central players in international relations more relevant than ever.

    This article is part of a series explaining foreign policy terms commonly used but rarely explained.

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

    ref. What makes ‘great powers’ great? And how will they adapt to a multipolar world? – https://theconversation.com/what-makes-great-powers-great-and-how-will-they-adapt-to-a-multipolar-world-260969

    MIL OSI

  • MIL-OSI Submissions: China’s insertion into India-Pakistan waters dispute adds a further ripple in South Asia

    Source: The Conversation – Global Perspectives – By Pintu Kumar Mahla, Research Associate at the Water Resources Research Institute, University of Arizona

    Indian Border Security Force soldiers patrol near the line of control in Kashmir. Nitin Kanotra/Hindustan Times via Getty Images

    With the future of a crucial water-sharing treaty between India and Pakistan up in the air, one outside party is looking on with keen interest: China.

    For 65 years, the Indus Waters Treaty has seen the two South Asian rivals share access and use of the Indus Basin, a vast area covered by the Indus River and its tributaries that also stretches into Afghanistan and China.

    For much of that history, there has been widespread praise for the agreement as a successful demonstration of cooperation between adversarial states over a key shared resource. But experts have noted the treaty has long held the potential for conflict. Drafters failed to factor in the effects of climate change, and the Himalayan glaciers that feed the rivers are now melting at record rates, ultimately putting at risk the long-term sustainability of water supply. Meanwhile, the ongoing conflict over Kashmir, where much of the basin is situated, puts cooperation at risk.

    With treaty on ice, China steps in

    That latest provocation threatening the treaty was a terrorist attack in the Indian union territory of Jammu and Kashmir on April 22, 2025. In response to that attack, which India blamed on Pakistan and precipitated a four-day confrontation, New Delhi temporarily suspended the treaty.

    But even before that attack, India and Pakistan had been locked in negotiation over the future of the treaty – the status of which has been in the hands of international arbitrators since 2016. In the latest development, on June 27, 2025, the Permanent Court of Arbitration issued a supplementary award in favor of Pakistan, arguing that India’s holding of the treaty in abeyance did not affect its jurisdiction over the case. Moreover, the treaty does not allow for either party to unilaterally suspend the treaty, the ruling suggested.

    Amid the wrangling over the treaty’s future, Pakistan has turned to China for diplomatic and strategic support. Such support was evident during the conflict that took place following April’s terrorist attack, during which Pakistan employed Chinese-made fighter jets and other military equipment against its neighbor.

    Meanwhile, in an apparent move to counter India’s suspension of the treaty, China and Pakistan have ramped up construction of a major dam project that would provide water supply and electricity to parts of Pakistan.

    So, why is China getting involved? In part, it reflects the strong relationship between Pakistan and China, developed over six decades.

    But as an expert in hydro politics, I believe Beijing’s involvement raises concerns: China is not a neutral observer in the dispute. Rather, Beijing has long harbored a desire to increase its influence in the region and to counter an India long seen as a rival. Given the at-times fraught relationship between China and India – the two countries went to war in 1962 and continue to engage in sporadic border skirmishes – there are concerns in New Delhi that Beijing may respond by disrupting the flow of rivers in its territory that feed into India.

    In short, any intervention by Beijing over the Indus Waters Treaty risks stirring up regional tensions.

    Wrangling over waters

    The Indus Waters Treaty has already endured three armed conflicts between Pakistan and India, and until recently it served as an exemplar of how to forge a successful bilateral agreement between two rival neighbors.


    Riccardo Pravettoni, CC BY-SA

    Under the initial terms of the treaty, which each country signed in 1960, India was granted control over three eastern rivers the countries share – Ravi, Beas and Satluj – with an average annual flow of 40.4 billion cubic meters. Meanwhile, Pakistan was given access to almost 167.2 billion cubic meters of water from the western rivers – Indus, Jhelum and Chenab.

    In India, the relatively smaller distribution has long been the source of contention, with many believing the treaty’s terms are overly generous to Pakistan. India’s initial demand was for 25% of the Indus waters.

    For Pakistan, the terms of the division of the Indus Waters Treaty are painful because they concretized unresolved land disputes tied to the partition of India in 1947. In particular, the division of the rivers is framed within the broader political context of Kashmir. The three major rivers – Indus, Jhelum and Chenab – flow through Indian-administered Jammu and Kashmir before entering the Pakistan-controlled western part of the Kashmir region.

    But the instability of the Kashmir region – disputes around the Line of Control separating the Indian- and Pakistan-controlled areas are common – underscores Pakistan’s water vulnerability.

    Nearly 65% of Pakistanis live in the Indus Basin region, compared with 14% for India. It is therefore not surprising that Pakistan has warned that any attempt to cut off the water supply, as India has threatened, would be considered an act of war.

    It also helps to explain Pakistan’s desire to develop hydropower on the rivers it controls. One-fifth of Pakistan’s electricity comes from hydropower, and nearly 21 hydroelectric power plants are located in the Indus Basin region.

    Since Pakistan’s economy relies heavily on agriculture and the water needed to maintain agricultural land, the fate of the Indus Waters Treaty is of the utmost importance to Pakistan’s leaders.

    Such conditions have driven Islamabad to be a willing partner with China in a bid to shore up its water supply.

    China provides technical expertise and financial support to Pakistan for numerous hydropower projects in Pakistan, including the Diamer Bhasha Dam and Kohala Hydropower Project. These projects play a significant role in addressing Pakistan’s energy requirements and have been a key aspect of the transboundary water relationship between the two nations.

    Using water as a weapon?

    With it’s rivalry with India and its desire to simultaneously work with Pakistan on numerous issues, China increasingly sees itself as a stakeholder in the Indus Waters Treaty, too. Chinese media narratives have framed India as the aggressor in the dispute, warning of the danger of using “water as a weapon” and noting that the source of the Indus River lies in China’s Western Tibet region.

    Doing so fits Beijing’ s greater strategic presence in South Asian politics. After the terrorist attack, China Foreign Minister Wang Yi reaffirmed China’s support for Pakistan, showcasing the relationship as an “all-weather strategic” partnership and referring to Pakistan as an “ironclad friend.”

    And in response to India’s suspension of the treaty, China announced it was to accelerate work on the significant Mohmand hydropower project on the tributary of the Indus River in Pakistan.

    Construction at the Mohmand Dam.
    Pakistan Water and Power Development Authority

    Chinese investment in Pakistan’s hydropower sector presents substantial opportunities for both countries in regards to energy security and promoting economic growth.

    The Indus cascade project under the China-Pakistan Economic Corridor initiative, for example, promises to provide cumulative hydropower generation capacity of around 22,000 megawatts. Yet the fact that project broke ground in Gilgit-Baltistan, a disputed area in Pakistan-controlled Kashmir, underscores the delicacy of the situation.

    Beijing’s backing of Pakistan is largely motivated by a mix of economic and geopolitical interests, particularly in legitimizing the China-Pakistan Economic Corridor. But it comes at the cost of stirring up regional tensions.

    As such, the alignment of Chinese and Pakistani interests in developing hydro projects can pose a further challenge to the stability of South Asia’s water-sharing agreements, especially in the Indus Basin. Recently, the chief minister of the Indian state of Arunachal Pradesh, which borders China, warned that Beijing’s hydro projects in the Western Tibet region amount to a ticking “water bomb.”

    To diffuse such tensions – and to get the Indus Waters Treaty back on track – it behooves India, China and Pakistan to engage in diplomacy and dialogue. Such engagement is, I believe, essential in addressing the ongoing water-related challenges in South Asia.

    Pintu Kumar Mahla is affiliated with the Water Resources Research Center, the University of Arizona. He is also a member of the International Association of Water Law (AIDA).

    Pintu Kumar Mahla has not received funding related to this article.

    ref. China’s insertion into India-Pakistan waters dispute adds a further ripple in South Asia – https://theconversation.com/chinas-insertion-into-india-pakistan-waters-dispute-adds-a-further-ripple-in-south-asia-258891

    MIL OSI

  • MIL-OSI Submissions: Europe is stuck in a bystander role over Iran’s nuclear program after US, Israeli bombs establish facts on the ground

    Source: The Conversation – Global Perspectives – By Garret Martin, Hurst Senior Professorial Lecturer, Co-Director Transatlantic Policy Center, American University School of International Service

    Iran Foreign Minister Hossein Amirabdollahian, right, attends a news conference with EU foreign affairs representative Josep Borrell in Tehran on June 25, 2022. Atta KenareAFP via Getty Images

    The U.S. bombing of three Iranian nuclear facilities on June 22, 2025, sent shock waves around the world. It marked a dramatic reversal for the Trump administration, which had just initiated negotiations with Tehran over its nuclear program. Dispensing with diplomacy, the U.S. opted for the first time for direct military involvement in the then-ongoing Israeli-Iranian conflict.

    European governments have long pushed for a diplomatic solution to Tehran’s nuclear ambitions. Yet, the reaction in the capitals of Europe to the U.S. bombing of the nuclear facilities was surprisingly subdued.

    European Commission President Ursula von der Leyen noted Israel’s “right to defend itself and protect its people.” German Chancellor Friedrich Merz was equally supportive, arguing that “this is dirty work that Israel is doing for all of us.” And a joint statement by the E3 – France, the U.K. and Germany – tacitly justified the U.S. bombing as necessary to prevent the possibility of Iran developing nuclear weapons.

    Europe’s responses to the Israeli and American strikes were noteworthy because of how little they discussed the legality of the attacks. There was no such hesitation when Russia targeted civilian nuclear energy infrastructure in Ukraine in 2022.

    But the timid reaction also underscored Europe’s bystander role, contrasting with its past approach on that topic. Iran’s nuclear program had been a key focal point of European diplomacy for years. The E3 nations initiated negotiations with Tehran back in 2003. They also helped to facilitate the signing of the 2015 Iran nuclear deal, which also included Russia, the European Union, China, the U.S. and Iran. And the Europeans sought to preserve the agreement, even after the unilateral U.S. withdrawal in 2018 during President Donald Trump’s first term.

    As a scholar of transatlantic relations and security, I believe Europe faces long odds to once again play an impactful role in strengthening the cause of nuclear nonproliferation with Iran. Indeed, contributing to a new nuclear agreement with Iran would require Europe to fix a major rift with Tehran, overcome its internal divisions over the Middle East and manage a Trump administration that seems less intent on being a reliable ally for Europe.

    Growing rift between Iran and Europe

    For European diplomats, the 2015 deal was built on very pragmatic assumptions. It only covered the nuclear dossier, as opposed to including other areas of contention such as human rights or Iran’s ballistic missile program. And it offered a clear bargain: In exchange for greater restrictions on its nuclear program, Iran could expect the lifting of some existing sanctions and a reintegration into the world economy.

    As a result, the U.S. withdrawal from the deal in 2018 posed a fundamental challenge to the status quo. Besides exiting, the Trump White House reimposed heavy secondary sanctions on Iran, which effectively forced foreign companies to choose between investing in the U.S. and Iranian markets. European efforts to mitigate the impact of these U.S. sanctions failed, thus undermining the key benefit of the deal for Iran: helping its battered economy. It also weakened Tehran’s faith in the value of Europe as a partner, as it revealed an inability to carve real independence from the U.S.

    U.S. President Donald Trump walks past French President Emmanuel Macron, center, and German Chancellor Friedrich Merz, right, in The Hague, Netherlands, on June 25, 2025.
    Christian Hartmann/AFP via Getty Images

    After 2018, relations between Europe and Iran deteriorated significantly. Evidence of Iranian state-sponsored terrorism and Iran-linked plots on European soil hardly helped. Moreover, Europeans strongly objected to Iran supplying Russia with drones in support of Moscow’s invasion of Ukraine – and later on, ballistic missiles as well. On the flip side, Iran deeply objected to European support for Israel’s war in the Gaza Strip in the aftermath of the Oct. 7, 2023, attacks.

    These deep tensions remain a significant impediment to constructive negotiations on the nuclear front. Neither side currently has much to offer to the other, nor can Europe count on any meaningful leverage to influence Iran. And Europe’s wider challenges in its Middle East policy only compound this problem.

    Internal divisions

    In 2015, Europe could present a united front on the Iranian nuclear deal in part because of its limited nature. But with the nonproliferation regime now in tatters amid Trump’s unilateral actions and the spread of war across the region, it is now far harder for European diplomats to put the genie back in the bottle. That is particularly true given the present fissures over increasingly divisive Middle East policy questions and the nature of EU diplomacy.

    Europe remains very concerned about stability in the Middle East, including how conflicts might launch new migratory waves like in 2015-16, when hundreds of thousands of Syrians fled to mainland Europe. The EU also remains very active economically in the region and is the largest funder of the Palestinian Authority. But it has been more of a “payer than player” in the region, struggling to translate economic investment into political influence.

    In part, this follows from the longer-term tendency to rely on U.S. leadership in the region, letting Washington take the lead in trying to solve the Israeli-Palestinian conflict. But it also reflects the deeper divisions between EU member nations.

    With foreign policy decisions requiring unanimity, EU members have often struggled to speak with one voice on the Middle East. Most recently, the debates over whether to suspend the economic association agreement with Israel over its actions in Gaza or whether to recognize a Palestinian state clearly underscored the existing EU internal disagreements.

    Unless Europe can develop a common approach toward the Middle East, it is hard to see it having enough regional influence to matter in future negotiations over Iran’s nuclear program. This, in turn, would also affect how it manages its crucial, but thorny, relations with the U.S.

    Europe in the shadow of Trump

    The EU was particularly proud of the 2015 nuclear deal because it represented a strong symbol of multilateral diplomacy. It brought together great powers in the spirit of bolstering the cause of nuclear nonproliferation.

    Smoke rises from a building in Tehran after the Iranian capital was targeted by Israeli airstrikes on June 23, 2025.
    Elyas/Middle East Images/AFP via Getty Images

    Ten years on, the prospects of replicating such international cooperation seem rather remote. Europe’s relations with China and Russia – two key signers of the original nuclear deal – have soured dramatically in recent years. And ties with the United States under Trump have also been particularly challenging.

    Dealing with Washington, in the context of the Iran nuclear program, presents a very sharp dilemma for Europe.

    Trying to carve a distinct path may be appealing, but it lacks credibility at this stage. Recent direct talks with Iranian negotiators produced little, and Europe is not in a position to give Iran guarantees that it would not face new strikes from Israel.

    And pursuing an independent path could easily provoke the ire of Trump, which Europeans are keen to avoid. There has already been a long list of transatlantic disputes, whether over trade, Ukraine or defense spending. European policymakers would be understandably reticent to invest time and resources in any deal that Trump could again scuttle at a moment’s notice.

    Trump, too, is scornful of what European diplomacy could achieve, declaring recently that Iran doesn’t want to talk to Europe. He has instead prioritized bilateral negotiations with Tehran. Alignment with the U.S., therefore, may not translate into any great influence. Trump’s decision to bomb Iran, after all, happened without forewarning for his allies.

    Thus, Europe will continue to pay close attention to Iran’s nuclear program. But, constrained by poor relations with Tehran and its internal divisions on the Middle East, it is unlikely that it will carve out a major role on the nuclear dossier as long as Trump is in office.

    Garret Martin receives funding from the European Union for the organization, the Transatlantic Policy Center, that he co-directs.

    ref. Europe is stuck in a bystander role over Iran’s nuclear program after US, Israeli bombs establish facts on the ground – https://theconversation.com/europe-is-stuck-in-a-bystander-role-over-irans-nuclear-program-after-us-israeli-bombs-establish-facts-on-the-ground-260740

    MIL OSI

  • MIL-OSI USA: Ernst Supports Mental Health Care for Iowa Farmers

    US Senate News:

    Source: United States Senator Joni Ernst (R-IA)

    WASHINGTON – U.S. Senators Joni Ernst (R-Iowa) and Tammy Baldwin (D-Wis.) introduced the bipartisan Farmers First Act to support access to critical mental health resources for Iowa farmers. 
    Farmers are 3.5 times more likely to die by suicide than the general population. The legislation would build upon Ernst and Baldwin’s Farm and Ranch Stress Assistance Network (FRSAN) work that connects farmers, ranchers, and agriculture workers to stress assistance programs and resources.
    “Iowa farmers work tirelessly from sunrise to sundown – rain or shine – to feed and fuel the world. Their work isn’t easy, and mental health issues, including suicide, are too common in our agriculture community, which is why I’m working to ensure farmers have better access to mental health resources,” said Senator Ernst.
    “Wisconsin’s farmers and ranchers work hard every day to keep their businesses running and our Made in Wisconsin agricultural economy moving forward. But too often, the stress, isolation, and physical demands of this job leave them with nowhere to turn when it all gets to be too much,” said Senator Baldwin. “I’m working to make sure our farmers and rural communities have the resources they need because no one should have to fight these battles alone.”
    “From trade uncertainty to labor shortages and natural disasters, many stressors are weighing heavily on the minds of farmers and ranchers. Resources supported through the Farm and Ranch Stress Assistance Network are more critical now than at any time in recent memory. Farm Bureau appreciates Representatives Craig and Feenstra, as well as Senators Baldwin and Ernst for their tireless commitment to supporting farmer and rancher mental health across the country,” said Sam Kieffer, Vice President, Public Policy, American Farm Bureau Federation.
    “Farming can be incredibly stressful, and too many rural communities still don’t have the mental health support they need,” said National Farmers Union President Rob Larew. “The Farmers First Act will help get essential resources to farmers who are struggling. We thank Senators Baldwin and Ernst and Representatives Feenstra and Craig for leading the charge and urge Congress to reauthorize FRSAN with increased funding.”
    “The Farmer Veteran Coalition strongly supports the reauthorization of the Farmers First Act. Expanding and strengthening the Farm and Ranch Stress Assistance Network is essential to ensuring farmers, ranchers have access to the mental health resources they need to thrive. We commend Representatives Feenstra and Craig, as well as Senators Baldwin and Ernst, for their bipartisan leadership in prioritizing the well-being of those who feed our nation. This bill will provide critical support for agricultural producers facing stress, isolation, and mental health challenges, and we urge swift passage this Congress,” said Jeanette Lombardo, CEO, Farmer Veteran Coalition.
    “Farming and the financial insecurity associated with farming can be very stressful. Farmers dealing with stress-related mental health challenges often feel stigmatized if they seek help, which only compounds the problem. We applaud Representatives Feenstra (R-IA) and Craig (D-MN) and Senators Baldwin (D-WI) and Ernst (R-IA) for their bipartisan leadership in introducing the Farmers First Act to increase resources available to farmers and rural communities to address mental health challenges,” said Steve Etka, Policy Director, Midwest Dairy Coalition.
    “Ensuring sufficient access to evidence-based mental health services continues to be a challenge in many rural and agricultural communities, in many cases a challenge that has endured over generations,” said Arthur C. Evans Jr., CEO of the American Psychological Association Services, Inc. (APA Services). “The Farm and Ranch Stress Assistance Network program continues to be a lifeline to many of these communities. APA Services applauds Representatives Feenstra and Craig and Senators Baldwin and Ernst for their efforts to ensure adequate mental health resources in rural communities, and we ask Congress to swiftly enact the Farmers First Act.”
    “Farming is a stressful job, even in good times, and rural residents often face unique barriers to seeking mental health care,” said Christy Seyfert, Farm Credit Council president and CEO. “FRSAN brings valuable stress assistance services and expertise to the farm and ranch communities most in need of resources. Farm Credit commends Ranking Member Craig, Representative Feenstra, and Senators Baldwin and Ernst for their leadership on the Farmers First Act.”
    Representatives Randy Feenstra (R-Iowa) and Angie Craig (D-Minn.) introduced this bill in the U.S. House.

    MIL OSI USA News

  • MIL-OSI USA: Chairman Capito Outlines Principles for Crafting the Surface Transportation Reauthorization Bill

    US Senate News:

    Source: United States Senator for West Virginia Shelley Moore Capito

    [embedded content]

    To watch Chairman Capito’s opening statement, click here or the image above.

    WASHINGTON, D.C. – Today, U.S. Senator Shelley Moore Capito (R-W.Va.), Chairman of the Senate Environment and Public Works (EPW) Committee, led a hearing on constructing the Surface Transportation Reauthorization Bill with stakeholders’ perspectives. In her opening remarks, Chairman Capito reiterated her three principles for crafting this legislation, and how developing a bipartisan proposal in the Senate remains a central priority for the EPW Committee. 

    Below is the opening statement of Chairman Shelley Moore Capito (R-W.Va.) as delivered.

    “Thank you for joining us this morning and welcome to our three great witnesses that we have. This hearing is second in a two-part series of hearings that we are having to help guide the development of our next Surface Transportation Reauthorization Bill. 

    “Earlier this spring, we held a hearing with U.S. Secretary of Transportation Sean Duffy, where he detailed how the Trump administration is administering the current law and described priorities for the next bill. Today, we will hear from new stakeholders on their priorities.

    “My vision for this legislation is simple, but important, we want to improve the movement of people and goods. Our roads and bridges are what connect us to the people and places that matter most in our lives.

    “They help businesses, large and small, create jobs, economic activities, and enable their competitiveness in the global marketplace. For example, my home state of West Virginia is pursuing important projects like Corridor H, to better link our communities to essential services and economic opportunity.

    “This legislation will provide the funding and establishes the policies and programs that enable the improvement of the surface transportation network that we all rely on. 

    “Since the enactment of the bipartisan Infrastructure Investment and Jobs Act, the Committee has reviewed and conducted oversight on existing programs and policies, and we’ve learned a lot about what is working and what isn’t.

    “The IIJA met a generational level of investment in our surface transportation network, but there have been some challenges in the implementation. We know that the highway formula programs are producing results in communities across the states. We also know there have been some issues getting discretionary grant awards out the door and producing tangible improvements to that network. 

    “When Secretary Duffy appeared before the Committee, he outlined the backlog of more than 3,200 discretionary grant awards without signed grant agreements that he had inherited from the prior administration. I appreciate the Secretary’s ongoing efforts to address this backlog, and I know that the Department of Transportation is making progress on getting those agreements in place. 

    “As a matter of fact, I believe they’ve done over a thousand of those already, they have resolved those. We will apply the lessons learned from the IIJA to shape the next bill and those lessons have led me to three principles.

    “I have discussed these principles at our hearing with the Secretary, but I believe it is important that I reiterate them today.

    “Principle One: Improving the safety – and I want to emphasize safety – safety and reliability of America’s surface transportation network with impactful investments. 

    “In recent years, we’ve seen an increase in the number and scope of federal transportation programs. These programs sometimes have duplicative purposes and project eligibility. This leads to an expensive and time-intensive process to get funding out the door and lessens the impact that the legislation can make.

    “As we craft the next bill, we must prioritize investments that, instead, optimize federal funding and give state partners the confidence to invest over a longer period of time. We should focus on eliminating duplicative programs and increasing funding for the highway formula programs that our states rely on and, as I said earlier, have a proven track record of success.

    “Principle Two: Reforming and modernizing federal programs and policies to create efficiency.

    “We all know that, as currently structured, federal requirements can add red tape that increases costs and slow down the completion of projects. We all want to deliver transportation benefits faster and save money for American taxpayers. To achieve this goal, we need to take a serious look at federal requirements to determine how we can create certainty for the partners who make these projects happen and ensure that the public receives the benefits of these investments quickly.

    “Principle Three: Addressing the variety of surface transportation needs across all states. Obviously, different states have different needs, and I think we’ll hear about that today.

    “I wouldn’t expect West Virginia, with our mountainous peaks and valleys…to prioritize the same transportation projects as other states. We need to avoid top-down mandates from Washington, D.C. and give states the flexibility to address the individual improvements that their communities need.

    “It will take collaboration from my Senate colleagues, the Trump administration, and our stakeholders to complete the bill before the IIJA expires in September of 2026. We must be pragmatic, work in a bipartisan fashion to deliver a bill that sets us up for a productive conversation on this reauthorization effort with our colleagues in the House.

    “I’m really grateful, I know many of you have traveled far, to the witnesses that have joined us today. I look forward to learning about these priorities. This is an excellent opportunity ahead of us to make a pivotal impact in our surface transportation network.

    “Each of us knows how important that network is and the role that it plays in keeping our country’s economy and people on the move. I’m excited to get to work and continue the EPW Committee’s bipartisan tradition of developing legislation that delivers for the American people.”

    MIL OSI USA News

  • MIL-OSI Analysis: Sudan’s war is an economic disaster: here’s how bad it could get

    Source: The Conversation – Africa (2) – By Khalid Siddig, Senior Research Fellow and Program Leader for the Sudan Strategy Support Program, International Food Policy Research Institute (IFPRI)

    Since April 2023, Sudan has been engulfed in a devastating war between the Sudanese Armed Forces and the Rapid Support Forces. What began as a struggle for power has turned into a national catastrophe. More than 14 million people have been displaced. Health and education systems have collapsed and food insecurity threatens over half the population of about 50 million.

    The war has disrupted key sectors, triggering severe economic contractions, and worsening poverty and unemployment levels.

    Sudan’s finance minister reported in November 2023 that the war had resulted in economic losses exceeding US$26 billion – or more than half the value of the country’s economy a year earlier. The industrial sector, which includes manufacturing and oil refining, has lost over 50% of its value. Employment has fallen by 4.6 million jobs over the period of the conflict. More than 7 million more people have been pushed into poverty. The agrifood system alone has shrunk by 33.6%. These estimates exclude informal economy losses.

    My research applies economy-wide models to understand how conflict affects national development. In a recent study, my colleagues and I used this approach to answer the question: what will happen to Sudan’s economy and poverty levels if the war continues through 2025?

    To assess the economic impact of the conflict, we used a Social Accounting Matrix multiplier model. This is a tool that captures how shocks affect different sectors and other agents of the economy, such as firms, government and households.

    Based on our modelling, the answer is devastating: the conflict could shrink the size of Sudan’s economy by over 40% from 2022 levels, plunging millions more into poverty.

    We modelled two scenarios to capture the potential trajectories of Sudan’s economy.

    The extreme scenario assumes a sharp initial collapse, with a 29.5% contraction in the size of the economy in 2023 and 12.2% in 2024, followed by a 7% decline in 2025, reflecting some stabilisation over time.

    The moderate scenario, based on World Bank projections, applies a 20.1% contraction in 2023 and a 15.1% drop in 2024, also followed by a 7% reduction in 2025, indicating a slower but more prolonged deterioration.

    We estimated the annual figures and report only the aggregate impacts through 2025 for clarity.

    We found that if the conflict endures, the value of Sudan’s economy will contract by up to 42% from US$56.3 billion in 2022 (pre-conflict) to US$32.4 billion by the end of 2025. The backbone of livelihoods – agriculture – will be crippled. And the social fabric of the country will continue to fray.

    How we did it

    Our Social Accounting Matrix multiplier model used data from various national and international sources to show the impact of conflict on the value of the economy, its sectors and household welfare.

    We connected this to government and World Bank data to reflect Sudan’s current conditions.

    This allowed us to simulate how conflict-driven disruptions affect the value of the economy, its sectors and household welfare.

    What we found

    Under the extreme scenario, we found:

    • Gross domestic product collapse: Gross domestic product (GDP) measures the total value of all goods and services produced in a country within a year. It’s a key indicator of economic health. We found that the value of Sudan’s economy could contract by up to 42%. This means the country would be producing less than 60% of what it did before the conflict. This would affect incomes, jobs, government revenues and public services. The industrial sector – heavily concentrated in Khartoum – would be hardest hit, with output shrinking by over 50%. The value of services like education, health, transport and trade would fall by 40%, and agriculture by more than 35%.

    • Job losses: nearly 4.6 million jobs – about half of all employment – could disappear. Urban areas and non-farm sectors would be worst affected, with over 700,000 farming jobs at risk.

    • Incomes plummet: household incomes would decline across all groups – rich and poor, rural and urban – by up to 42%. Rural and less-educated households suffer the most.

    • Poverty spikes: up to 7.5 million more people could fall into poverty, adding to the 61.1% poverty level in 2022. In rural areas, the poverty rate could jump by 32.5 percentage points from the already high rural poverty rate pre-conflict (67.6% of the rural population). Women, especially in rural communities, are hit particularly hard. Urban poverty, which was at 48.8% pre-conflict, increases by 11.6 percentage points.

    • The agrifood system – which includes farming, food processing, trade and food services – would lose a third of its value under the extreme scenario.

    Why these findings matter

    Sudan was already in a fragile state before the war. It was reeling from decades of underinvestment, international sanctions and institutional breakdown.

    The war has reversed hard-won gains in poverty reduction. It is also dismantling key productive sectors – from agriculture to manufacturing – which will be essential for recovery once the conflict ends. Every month of continued fighting adds to the damage and raises the cost of rebuilding.

    Our projections already show major economic collapse, yet they don’t include the full extent of the damage. This includes losses in the informal economy or the strain on household coping strategies. The real situation could be even worse than what the data suggests.

    What needs to be done

    First and foremost, peace is essential. Without an end to the fighting, recovery will be impossible.

    Second, even as conflict continues, urgent action is needed to stabilise livelihoods. This means:

    • supporting agriculture in areas that remain relatively safe. Food production must be sustained to prevent famine.

    • restoring critical services where possible – particularly transport, trade and retail – to keep local economies functioning

    • protecting the most vulnerable, such as women in rural areas and the elderly, through expanded social protection and targeted cash assistance.

    Third, prepare for recovery. The international community – donors, development banks and NGOs – must begin laying the groundwork for post-conflict reconstruction now. This includes investment in public infrastructure, rebuilding institutions and re-integrating displaced populations.

    The bottom line

    Sudan’s war is more than a political crisis. It is an economic catastrophe unfolding in real time. One that is deepening poverty, destroying livelihoods and erasing years of progress.

    Our research provides hard numbers to describe what Sudanese families are already experiencing every day.

    The country’s economy is bleeding. Without a shift in the trajectory of the conflict, recovery could take decades – if it happens at all.

    Khalid Siddig 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. Sudan’s war is an economic disaster: here’s how bad it could get – https://theconversation.com/sudans-war-is-an-economic-disaster-heres-how-bad-it-could-get-260609

    MIL OSI Analysis