Category: Economy

  • MIL-OSI Africa: GAIA AFRICA Appoints Mena Imasekha as General Manager

    GAIA AFRICA (https://GAIAAfricaClub.com ), the premier private business club for Africa’s most influential women leaders, is pleased to announce the appointment of Ms. Mena Imasekha as General Manager, effective immediately. Since its founding in 2018, GAIA AFRICA has become a leading force in the empowerment of female decision-makers across Africa. The Club has facilitated over $10 million in member-to-member business value since 2021, reflecting the power of intentional community and strategic collaboration. 

    Mena joined GAIA AFRICA in June 2021 as Business Development & Operations Manager, where she played a pivotal role in the club’s growth, member engagement, and optimising operations across core business units. Her appointment reflects GAIA AFRICA’s ongoing commitment to excellence in leadership and community-building for women across the continent. 

    An accomplished strategist with a strong background in operations, Mena brings over 15 years of experience spanning wellness, e-commerce, non-profit, and financial services. Her multidisciplinary career has included leadership roles in online sales strategy, social impact fundraising, and executive wellness programming, all with a consistent focus on systems thinking and growth. 

    She previously served as Strategy & Communications Manager at the crowdfunding platform 234Give.com, where she led successful CSR campaigns in partnership with top corporates including FBN Capital, Stanbic IBTC, and Sterling Bank. She has also held advisory and executive positions at Women Impacting Nigeria and Mega Plaza. 

    Mena holds a BSc in Biology from Imperial College London, with further certifications in Integrative Health Coaching and CMAE’s Club Management MDP 1 & MDP 2. Her approach to leadership is rooted in a passion for strategic thinking, wellness and social transformation. 

    “Mena’s deep operational insight and commitment to GAIA’s vision of empowering and supporting female decision makers, make her the right leader for this next chapter,” said Olatowun Candide-Johnson, Founder and CEO of GAIA AFRICA. “She brings not only technical excellence but commitment and a powerful sensitivity to the evolving needs of our members.” 

    In her new role, Mena will oversee day-to-day operations, strategy, and strategic partnerships across GAIA AFRICA and its affiliated lifestyle brand, GABY Lagos. She will report to the CEO, who continues to lead on broader strategic initiatives and future growth for the company. 

    Distributed by APO Group on behalf of Gaia Africa.

    Media Contact: 
    GAIA AFRICA Communications 
    Email: bizops@gaiaafricaclub.com  
    Website: https://GAIAAfricaClub.com 

    MIL OSI Africa

  • MIL-OSI United Kingdom: Launch of new body to harness innovative tech for the UK’s Armed Forces

    Source: United Kingdom – Executive Government & Departments 3

    Press release

    Launch of new body to harness innovative tech for the UK’s Armed Forces

    Innovative technology will reach the hands of military personnel faster, as the work of the new UK Defence Innovation (UKDI) organisation kicks off today with its formal establishment.

    • UK Defence Innovation begins work today to streamline delivery of innovative technology to Armed Forces personnel.
    • £400 million annual budget will help create high-skilled jobs in the dual-use technology sector and turbocharge growth, as part of the government’s Plan for Change.
    • UK Strategic Command will be renamed Cyber & Specialist Operations Command to reflect its evolved role and enhanced responsibilities following the SDR.

    UKDI will be the focal point for innovation within the Ministry of Defence, backed by a ringfenced annual budget of at least £400 million – supporting the government’s Plan for Change by driving defence as an engine for UK growth and creating high-skilled jobs in the dual-use technology sector.   

    It follows the government committing to the largest sustained increase in defence spending since the end of the Cold War – hitting 2.6% by 2027, with an ambition to reach 3% in the next Parliament.  

    The new body will simplify and streamline the innovation system within MOD – as outlined in last month’s Strategic Defence Review (SDR). It will take a new approach by moving quickly and decisively, using different ways of contracting, to enable UK companies to scale up innovative prototypes rapidly, by setting out a clear pathway, working with the rest of government, from initial production to manufacturing at scale.     

    UKDI will make the UK a defence innovation leader, funding and supporting firms of all sizes to take state-of-the-art technology from the drawing board to the production line, and into the hands of our Armed Forces. It will ensure cutting-edge innovations get into the hands of our Armed Forces faster, enhancing military capability while driving economic growth.  

    This announcement comes alongside another significant development, with UK Strategic Command being renamed as the Cyber & Specialist Operations Command (CSOC). This change reflects the Command’s evolved role and enhanced responsibilities following the SDR, particularly its leadership of the cyber domain, which the SDR demanded a greater focus on across defence and government as a whole. It also follows the MOD having to protect UK military networks against more than 90,000 ‘sub-threshold’ attacks in the last two years.   

    Defence Secretary, John Healey MP said:   

    Defence is only as strong as the industry that stands behind it and through UKDI we’re putting innovation at the heart of our approach.    

    This shift represents a crucial part of our commitment to change defence, backing the high-growth UK firms developing pioneering technology of the future to boost our national security and make defence an engine for growth – fundamental to our Plan for Change and delivering on the SDR.

    The new name firmly places leadership of this crucial domain for defence and the Armed Forces with the new Command. It also better represents CSOC’s ‘Lead Command’ responsibilities for those specialist capabilities critical to operational success, including Intelligence, Special Forces, deployed medical capabilities, and Command and Control through the Permanent Joint Headquarters (PJHQ).    

    General Sir Jim Hockenhull, Commander, Cyber & Specialist Operations Command, said:

    The transition to Cyber & Specialist Operations Command is far more than a change in name – it is a clear statement of purpose. It reflects our leadership in the cyber domain, the integration of specialist capabilities, and our commitment to delivering effects across Defence. This new identity captures the essence of who we are: a community of experts, united by mission, operating at the forefront of modern warfare.

    The defence sector is a major contributor to the UK economy, with the industry supporting over 430,000 jobs nationwide – equivalent to one in every 60 UK jobs. 

    As part of UKDI’s launch, two key initiatives have been established:   

    • A new Rapid Innovation Team (RIT) enabling innovation at ‘wartime pace’ by utilising commercially available dual-use technology to address the most urgent operational problems.

    • Regional Engagement Teams across the UK to identify and support dual-use innovation from SMEs and academic spin-outs, delivering targeted outreach and business development support.

    The SDR highlighted the rapidly evolving threat landscape and the critical need for the UK to maintain its technological edge. UKDI will play a pivotal role in implementing the SDR’s recommendations by breaking down barriers between defence and commercial innovation, ensuring that game-changing technologies can be rapidly identified, developed, and deployed to the front line.   

    The organisation has been formally established today and will develop over the next 12 months, with further design, transition and implementation work, while determining the optimal workforce structure needed to achieve its long-term ambitions. UKDI will be fully operational by July 2026.   

    Updates to this page

    Published 1 July 2025

    MIL OSI United Kingdom

  • MIL-OSI China: Flag-raising ceremony, reception held to mark 28th anniversary of Hong Kong’s return to motherland

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

    Flag-raising ceremony, reception held to mark 28th anniversary of Hong Kong’s return to motherland

    HONG KONG, July 1 — The government of China’s Hong Kong Special Administrative Region (HKSAR) on Tuesday held a flag-raising ceremony and a reception to celebrate the 28th anniversary of Hong Kong’s return to the motherland.

    Vice Chairman of the National Committee of the Chinese People’s Political Consultative Conference Leung Chun-ying, Chief Executive of the HKSAR John Lee, and Zhou Ji, director of the Liaison Office of the Central People’s Government in the HKSAR, as well as officials from the Office for Safeguarding National Security of the Central People’s Government in the HKSAR, the Office of the Commissioner of the Chinese Foreign Ministry in the HKSAR, and the Hong Kong Garrison of the Chinese People’s Liberation Army, attended the flag-raising ceremony at the Golden Bauhinia Square on Tuesday morning.

    As the Hong Kong Police Silver Band performed “Ode to the Motherland,” the flag-guarding team marched in unison, escorting the national flag of the People’s Republic of China and the flag of the HKSAR into the Golden Bauhinia Square.

    With the majestic national anthem playing, the flag bearers raised the national and regional flags skyward, and the vibrant rose slowly, fluttering in the wind. Attendees stood in solemn attention, singing the national anthem. A helicopter flew over Hong Kong’s iconic Victoria Harbour, displaying the national and regional flags, while a fireboat from the Hong Kong Fire Services Department performed a water salute in the harbor.

    Following the ceremony, a grand reception was hosted by the HKSAR government in the Hong Kong Convention and Exhibition Centre.

    Addressing the reception, HKSAR Chief Executive John Lee said that since taking office, the current HKSAR government has forged ahead with reforms to build a safe and stable Hong Kong, and striven to develop the economy and improve people’s livelihood, and such efforts are gradually delivering results.

    Looking ahead, Lee pledged to safeguard high-quality development with high-level security, speed up the development of the Northern Metropolis, and improve people’s livelihood proactively.

    “As long as we are determined to fully seize the opportunities, keep enhancing our value and competiveness, undertake reforms for progress and foster innovation, I am confident the wisdom and experience of the people of Hong Kong will help our Pearl of the Orient shine brighter than ever on the world stage,” Lee said.

    Earlier in the morning, the Liaison Office of the Central People’s Government in the HKSAR, the Office for Safeguarding National Security of the Central People’s Government in the HKSAR, the Office of the Commissioner of the Chinese Foreign Ministry in the HKSAR, and the Hong Kong Garrison of the Chinese People’s Liberation Army, also held flag-raising ceremonies.

    MIL OSI China News

  • MIL-OSI: Nokia’s new energy innovation venture Enscryb secures partner and first two customers

    Source: GlobeNewswire (MIL-OSI)

    Press Release

    Nokia’s new energy innovation venture Enscryb secures partner and first two customers

    • Enscryb is partnering with NODES, a Norwegian technology company, and will be offering services to Nanuq, a charging infrastructure company, and Smartecon, a utility scale renewable energy construction / EPC company.
    • Enscryb is a platform that uses digital twins and stream processing technology to enable real-time distributed energy orchestration in an era of increasing market volatility, demand and renewable production.
    • Enscryb can simulate distributed energy systems of any size and complexity from grid, to meter, to connected assets.

    1 July 2025
    Espoo, Finland – Nokia today announced its latest venture, Enscryb, an energy innovation platform, is partnering with NODES, an energy trading company. In addition, Enscryb has also secured and onboarded two customers: Nanuq, a charging infrastructure company, and Smartecon, a renewable energy provider.

    Enscryb is an innovative digital toolbox that enables real-time distributed energy flexibility orchestration in an era of increasing market volatility, demand and renewable production by simulating electricity systems of any size and complexity. The Enscryb toolset also provides energy flexibility forecasting for battery energy storage systems and solar hybrid assets. By analyzing data from both markets and clients’ own infrastructures, Enscryb enables more accurate and bankable financial modeling for renewable energy projects.

    Based on technology from Nokia Bell Labs, Enscryb is the latest Nokia venture to engage external partners and customers. These collaborations stem from Nokia’s internal venture incubator dedicated to innovation and new commercialization paths for Nokia Bell Labs technology.

    By contributing to reducing energy expenses, increasing grid resiliency and transitioning toward Net Zero, Enscryb also emphasizes Nokia’s commitment to sustainable businesses.

    NODES facilitates the trading of flexibility resources and Distributed Energy Resources (DERs) between System Operators and Flexibility Service Providers, aggregators and large Industrial and Commercial assets. This activity supports the sustainability sector and contributes to the development of emerging energy flexibility and congestion markets.

    Nanuq helps its industrial customers transition to electrified fleets. They plan investment and operation of fleets with local generation resources and charge points to ensure maximum efficiency by lowering energy operation expenses.

    Smartecon is a pan-Baltic EPC company specializing in utility-scale renewable energy projects. It helps developers and asset owners bring solar, battery, and hybrid power plants from concept to grid connection, with a strong focus on grid compliance, technical design, and hands-on project execution.

    Chris D. Jones, Vice President for Strategic Partnerships at Nokia, said: “Enscryb is the latest proof-point that our venture incubator is finding new ways to commercialize Nokia Bell Labs technology. Nokia is very proud of Enscryb and its first partner and customers. We are looking forward to the opportunity to contribute to a sustainable energy future by helping the energy industry transition through digitalization.”

    Svein Jørgen Sønning, Head of Technology at NODES, said: “This collaboration strengthens the foundation for a more resilient and dynamic flexibility market. Enscryb’s ability to optimize DERs investment decisions and operations by using real-time orchestration and advanced value stack strategies complement NODES’ market design. This synergy helps stakeholders unlock greater value from their energy assets.”

    Hannes Aus, Chief Development Officer and co-founder of Smartecon, said: ” At Smartecon, we don’t just build — we help clients make sense of complexity. Enscryb complements our approach by turning market and infrastructure data into actionable insights. With this partnership, we can deliver not only bankable energy systems but also smarter planning and better performance from day one.”

    Resources and additional information
    Web Page: Nokia Bell Labs
    Web Page: Nokia Ventures

    About Nokia
    At Nokia, we create technology that helps the world act together.

    As a B2B technology innovation leader, we are pioneering networks that sense, think and act by leveraging our work across mobile, fixed and cloud networks. In addition, we create value with intellectual property and long-term research, led by the award-winning Nokia Bell Labs, which is celebrating 100 years of innovation.

    With truly open architectures that seamlessly integrate into any ecosystem, our high-performance networks create new opportunities for monetization and scale. Service providers, enterprises and partners worldwide trust Nokia to deliver secure, reliable and sustainable networks today – and work with us to create the digital services and applications of the future.

    About Enscryb
    Enscryb is an innovative new venture incubated within Nokia to provide simplicity in an increasingly complex energy system. It is a powerful digital engine that enables the creation of digital twin energy systems and deploys new steering mechanisms to maximize the value of energy flexibility for industrial and commercial consumers.
    Website: Enscryb
    LinkedIn: Enscryb

    About NODES
    Nodes is a service-minded company that works with our partners to develop a liquid marketplace for trading flexibility. We provide an innovative market design, which is helping unlock the value of flexibility and accelerating the energy transition. We continually strive to develop new products and services, which can be used to further the development of flexibility services.
    Website: NODES

    About Nanuq
    Nanuq develops holistic charging infrastructure concepts that combine technology, cost-effectiveness, and sustainability. From data-driven planning to smart grid solutions and the integration of renewable energies – we are rethinking electrification and making it future-proof.
    Website: Nanuq

    About Smartecon
    Smartecon is a leading pan-Baltic utility scale renewable energy and construction company that has extensive experience in designing and constructing over 1,000 solar battery and hybrid power plants across five countries. It is a key player in the renewable energy sector and its partnership with Nokia further strengthens its commitment to innovation and sustainable energy solutions.
    Website: Smartecon

    Media inquiries
    Nokia Press Office
    Email: Press.Services@nokia.com

    Follow us on social media
    LinkedIn X Instagram Facebook YouTube

    The MIL Network

  • MIL-OSI: Nokia’s new energy innovation venture Enscryb secures partner and first two customers

    Source: GlobeNewswire (MIL-OSI)

    Press Release

    Nokia’s new energy innovation venture Enscryb secures partner and first two customers

    • Enscryb is partnering with NODES, a Norwegian technology company, and will be offering services to Nanuq, a charging infrastructure company, and Smartecon, a utility scale renewable energy construction / EPC company.
    • Enscryb is a platform that uses digital twins and stream processing technology to enable real-time distributed energy orchestration in an era of increasing market volatility, demand and renewable production.
    • Enscryb can simulate distributed energy systems of any size and complexity from grid, to meter, to connected assets.

    1 July 2025
    Espoo, Finland – Nokia today announced its latest venture, Enscryb, an energy innovation platform, is partnering with NODES, an energy trading company. In addition, Enscryb has also secured and onboarded two customers: Nanuq, a charging infrastructure company, and Smartecon, a renewable energy provider.

    Enscryb is an innovative digital toolbox that enables real-time distributed energy flexibility orchestration in an era of increasing market volatility, demand and renewable production by simulating electricity systems of any size and complexity. The Enscryb toolset also provides energy flexibility forecasting for battery energy storage systems and solar hybrid assets. By analyzing data from both markets and clients’ own infrastructures, Enscryb enables more accurate and bankable financial modeling for renewable energy projects.

    Based on technology from Nokia Bell Labs, Enscryb is the latest Nokia venture to engage external partners and customers. These collaborations stem from Nokia’s internal venture incubator dedicated to innovation and new commercialization paths for Nokia Bell Labs technology.

    By contributing to reducing energy expenses, increasing grid resiliency and transitioning toward Net Zero, Enscryb also emphasizes Nokia’s commitment to sustainable businesses.

    NODES facilitates the trading of flexibility resources and Distributed Energy Resources (DERs) between System Operators and Flexibility Service Providers, aggregators and large Industrial and Commercial assets. This activity supports the sustainability sector and contributes to the development of emerging energy flexibility and congestion markets.

    Nanuq helps its industrial customers transition to electrified fleets. They plan investment and operation of fleets with local generation resources and charge points to ensure maximum efficiency by lowering energy operation expenses.

    Smartecon is a pan-Baltic EPC company specializing in utility-scale renewable energy projects. It helps developers and asset owners bring solar, battery, and hybrid power plants from concept to grid connection, with a strong focus on grid compliance, technical design, and hands-on project execution.

    Chris D. Jones, Vice President for Strategic Partnerships at Nokia, said: “Enscryb is the latest proof-point that our venture incubator is finding new ways to commercialize Nokia Bell Labs technology. Nokia is very proud of Enscryb and its first partner and customers. We are looking forward to the opportunity to contribute to a sustainable energy future by helping the energy industry transition through digitalization.”

    Svein Jørgen Sønning, Head of Technology at NODES, said: “This collaboration strengthens the foundation for a more resilient and dynamic flexibility market. Enscryb’s ability to optimize DERs investment decisions and operations by using real-time orchestration and advanced value stack strategies complement NODES’ market design. This synergy helps stakeholders unlock greater value from their energy assets.”

    Hannes Aus, Chief Development Officer and co-founder of Smartecon, said: ” At Smartecon, we don’t just build — we help clients make sense of complexity. Enscryb complements our approach by turning market and infrastructure data into actionable insights. With this partnership, we can deliver not only bankable energy systems but also smarter planning and better performance from day one.”

    Resources and additional information
    Web Page: Nokia Bell Labs
    Web Page: Nokia Ventures

    About Nokia
    At Nokia, we create technology that helps the world act together.

    As a B2B technology innovation leader, we are pioneering networks that sense, think and act by leveraging our work across mobile, fixed and cloud networks. In addition, we create value with intellectual property and long-term research, led by the award-winning Nokia Bell Labs, which is celebrating 100 years of innovation.

    With truly open architectures that seamlessly integrate into any ecosystem, our high-performance networks create new opportunities for monetization and scale. Service providers, enterprises and partners worldwide trust Nokia to deliver secure, reliable and sustainable networks today – and work with us to create the digital services and applications of the future.

    About Enscryb
    Enscryb is an innovative new venture incubated within Nokia to provide simplicity in an increasingly complex energy system. It is a powerful digital engine that enables the creation of digital twin energy systems and deploys new steering mechanisms to maximize the value of energy flexibility for industrial and commercial consumers.
    Website: Enscryb
    LinkedIn: Enscryb

    About NODES
    Nodes is a service-minded company that works with our partners to develop a liquid marketplace for trading flexibility. We provide an innovative market design, which is helping unlock the value of flexibility and accelerating the energy transition. We continually strive to develop new products and services, which can be used to further the development of flexibility services.
    Website: NODES

    About Nanuq
    Nanuq develops holistic charging infrastructure concepts that combine technology, cost-effectiveness, and sustainability. From data-driven planning to smart grid solutions and the integration of renewable energies – we are rethinking electrification and making it future-proof.
    Website: Nanuq

    About Smartecon
    Smartecon is a leading pan-Baltic utility scale renewable energy and construction company that has extensive experience in designing and constructing over 1,000 solar battery and hybrid power plants across five countries. It is a key player in the renewable energy sector and its partnership with Nokia further strengthens its commitment to innovation and sustainable energy solutions.
    Website: Smartecon

    Media inquiries
    Nokia Press Office
    Email: Press.Services@nokia.com

    Follow us on social media
    LinkedIn X Instagram Facebook YouTube

    The MIL Network

  • MIL-OSI: Banzai Secures New Debt Financing of up to $11.0 Million

    Source: GlobeNewswire (MIL-OSI)

    Initial Financing Tranche of $2.2 Million Provides Additional Operating Liquidity and Financial Flexibility to Support Acquisitions and Growth

    SEATTLE, July 01, 2025 (GLOBE NEWSWIRE) — Banzai International, Inc. (NASDAQ: BNZI) (“Banzai” or the “Company”), a leading marketing technology company that provides essential marketing and sales solutions, today announced the completion of an $11.0 million dollar debt facility with an institutional investor to support acquisitions and ongoing operations.

    The financing includes an initial tranche of $2.2 million (the “Note”), which matures on June 30, 2026, bears interest at 10% per annum, and is secured by the Company’s assets. The principal amount of the Note is payable in cash or convertible in whole or in part into common shares at the holder’s discretion at 115% of the price of the common stock immediately preceding the Closing Date. The company has the right to draw subsequent tranches, provided that certain conditions are met or waived.

    Banzai intends to use the net proceeds from the facility for working capital, acquisitions, and general corporate purposes to support its future growth.

    Rodman & Renshaw LLC acted as Exclusive Financial Advisor to Banzai.

    Further details on the Note will be disclosed in a Current Report on Form 8-K that the Company intends to file with the SEC by July 3, 2025.

    This press release shall not constitute an offer to sell or a solicitation of an offer to buy these securities, nor shall there be any sale of these securities in any state or other jurisdiction in which such offer, solicitation or sale would be unlawful prior to the registration or qualification under the securities laws of any such state or other jurisdiction.

    About Banzai

    Banzai is a marketing technology company that provides AI-enabled marketing and sales solutions for businesses of all sizes. On a mission to help their customers grow, Banzai enables companies of all sizes to target, engage, and measure both new and existing customers more effectively. Banzai had over 90,000 customers including RBC, Dell Technologies, New York Life, Thermo Fisher Scientific, Thinkific, and ActiveCampaign. Learn more at www.banzai.io. For investors, please visit https://ir.banzai.io.

    Forward-Looking Statements

    This press release contains forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995. Forward-looking statements often use words such as “believe,” “may,” “will,” “estimate,” “target,” “continue,” “anticipate,” “intend,” “expect,” “should,” “would,” “propose,” “plan,” “project,” “forecast,” “predict,” “potential,” “seek,” “future,” “outlook,” and similar variations and expressions. Forward-looking statements are those that do not relate strictly to historical or current facts. Examples of forward-looking statements may include, among others, statements regarding Banzai International, Inc.’s (the “Company’s”): future financial, business and operating performance and goals; annualized recurring revenue and customer retention; ongoing, future or ability to maintain or improve its financial position, cash flows, and liquidity and its expected financial needs; potential financing and ability to obtain financing; acquisition strategy and proposed acquisitions and, if completed, their potential success and financial contributions; strategy and strategic goals, including being able to capitalize on opportunities; expectations relating to the Company’s industry, outlook and market trends; total addressable market and serviceable addressable market and related projections; plans, strategies and expectations for retaining existing or acquiring new customers, increasing revenue and executing growth initiatives; and product areas of focus and additional products that may be sold in the future. Because forward-looking statements relate to the future, they are subject to inherent uncertainties, risks and changes in circumstances that are difficult to predict and many of which are outside of our control. Forward-looking statements are not guarantees of future performance, and our actual results of operations, financial condition and liquidity and development of the industry in which the Company operates may differ materially from those made in or suggested by the forward-looking statements. Therefore, investors should not rely on any of these forward-looking statements. Factors that may cause actual results to differ materially include changes in the markets in which the Company operates, customer demand, the financial markets, economic, business and regulatory and other factors, such as the Company’s ability to execute on its strategy. More detailed information about risk factors can be found in the Company’s Annual Report on Form 10-K and the Company’s Quarterly Reports on Form 10-Q under the heading “Risk Factors,” and in other reports filed by the Company, including reports on Form 8-K. The Company does not undertake any duty to update forward-looking statements after the date of this press release.

    Investor Relations
    Chris Tyson
    Executive Vice President
    MZ Group – MZ North America
    949-491-8235
    BNZI@mzgroup.us
    www.mzgroup.us

    Media
    Nancy Norton
    Chief Legal Officer, Banzai
    media@banzai.io

    The MIL Network

  • MIL-OSI: OTC Markets Group Welcomes AMAROQ MINERALS LTD. to OTCQX

    Source: GlobeNewswire (MIL-OSI)

    NEW YORK, July 01, 2025 (GLOBE NEWSWIRE) — OTC Markets Group Inc. (OTCQX: OTCM), operator of regulated markets for trading 12,000 U.S. and international securities, today announced AMAROQ MINERALS LTD. (TSX-V: AMRQ; AIM: AMRQ; XICE: AMRQ; OTCQX: AMRQF), an independent mine development corporation, has qualified to trade on the OTCQX® Best Market. AMAROQ MINERALS LTD. upgraded to OTCQX from the Pink® market.

    AMAROQ MINERALS LTD. begins trading today on OTCQX under the symbol “AMRQF.” U.S. investors can find current financial disclosure and Real-Time Level 2 quotes for the company on www.otcmarkets.com.

    Upgrading to the OTCQX Market is an important step for companies seeking to provide transparent trading for their U.S. investors. For companies listed on a qualified international exchange, streamlined market standards enable them to utilize their home market reporting to make their information available in the U.S. To qualify for OTCQX, companies must meet high financial standards, follow best practice corporate governance and demonstrate compliance with applicable securities laws.

    Eldur Olafsson, Amaroq CEO, commented: 

    “We have enjoyed a strong level of support from U.S. investors to date, and we hope that with the increased visibility of a quotation on the OTCQX, this will continue to grow and expand our global reach, as we execute on our strategy of becoming the proxy for Greenland’s growing mining and infrastructure industries.”

    About AMAROQ MINERALS LTD.
    Amaroq’s principal business objectives are the identification, acquisition, exploration, and development of gold and strategic metal properties in South Greenland. The Company’s principal asset is a 100% interest in the Nalunaq Gold mine. The Company has a portfolio of gold and strategic metal assets in Southern Greenland covering the two known gold belts in the region as well as advanced exploration projects at Stendalen and the Sava Copper Belt exploring for Strategic metals such as Copper, Nickel, Rare Earths and other minerals. Amaroq Minerals is continued under the Business Corporations Act (Ontario) and wholly owns Nalunaq A/S, incorporated under the Greenland Companies Act.

    About OTC Markets Group Inc.
    OTC Markets Group Inc. (OTCQX: OTCM) operates regulated markets for trading 12,000 U.S. and international securities. Our data-driven disclosure standards form the foundation of our public markets: OTCQX® Best Market, OTCQB® Venture Market, OTCID™ Basic Market and Pink Limited™ Market.

    Our OTC Link® Alternative Trading Systems (ATSs) provide critical market infrastructure that broker-dealers rely on to facilitate trading. Our innovative model offers companies more efficient access to the U.S. financial markets. OTC Link ATS, OTC Link ECN, OTC Link NQB, and MOON ATS™ are each SEC regulated ATS, operated by OTC Link LLC, a FINRA and SEC registered broker-dealer, member SIPC. To learn more about how we create better informed and more efficient markets, visit www.otcmarkets.com.

    Subscribe to the OTC Markets RSS Feed

    Media Contact:
    OTC Markets Group Inc., +1 (212) 896-4428, media@otcmarkets.com

    The MIL Network

  • MIL-OSI: Bitfarms Announces Results of Annual General and Special Meeting of Shareholders

    Source: GlobeNewswire (MIL-OSI)

    This news release constitutes a “designated news release” for the purposes of the Company’s second amended and restated prospectus supplement dated December 17, 2024, to its short form base shelf prospectus dated November 10, 2023.

    TORONTO, Ontario, July 01, 2025 (GLOBE NEWSWIRE) — Bitfarms Ltd. (Nasdaq/TSX: BITF) (the “Company”), a global vertically integrated Bitcoin data center company, today announces the results of its annual general and special meeting of shareholders (the “Meeting”), held virtually on June 30, 2025. A total of 224,085,154 common shares, representing 43.9% of the issued and outstanding common shares (“Common Shares”) of the Company, were represented at the Meeting in person or by proxy. All items of business set forth in the Management Information Circular dated May 23, 2025 (the “Circular”) were approved by shareholders at the Meeting.

    Based on the proxies received and the votes cast at the Meeting, six directors (the “Directors”) were elected for the ensuing year. The following is a tabulation of the votes submitted:

    Nominee Votes For Votes Withheld*
    Brian Howlett 151,857,664 6,458,730
    Andrew J. Chang 151,870,218 6,446,175
    Amy Freedman 151,872,656 6,443,738
    Ben Gagnon 151,064,598 7,251,797
    Edie Hofmeister 151,042,254 7,274,141
    Fanny Philip 149,617,634 8,698,761

    *Proxies representing a total of: (i) 85,768,759 Common Shares were not voted in respect of the elections of Benjamin Gagnon, Edith Hofmeister, and Fanny Philip as director; (ii) 85,768,760 Common Shares were not voted in respect of the elections of Brian Howlett and Amy Freedman as director; and (iii) 85,768,761 Common Shares were not voted in respect of the elections of Andrew J. Chang as director.

    Shareholders also voted in favor of reappointing PricewaterhouseCoopers LLP as independent auditors of the Company for the ensuing year and authorized the Directors to fix their remuneration, with votes “For” totaling 236,832,671 Common Shares and votes “Withheld” totaling 7,252,479 Common Shares.

    With votes “For” totaling 131,083,589 Common Shares and 27,232,799 “Against”, shareholders voted in favor of an ordinary resolution approving the Company’s new omnibus incentive plan and the unallocated entitlements thereunder for a period of three (3) years, as more particularly described in the Circular.

    With votes “For” totaling 202,494,926 common shares and 41,590,225 “Against”, shareholders voted in favor of a special resolution to approve a future consolidation of the Common Shares on the basis of one (1) post-consolidation Common Share for up to ten (10) pre-consolidation Common Shares, if, and at such time following the date of the Meeting up to and including June 30, 2027, as may be determined by the board of directors of the Company in its sole discretion, as more particularly described in the Circular.

    About Bitfarms Ltd.
    Founded in 2017, Bitfarms is a North American energy and compute infrastructure company that develops, owns, and operates vertically integrated data centers. Bitfarms currently operates 15 data centers situated in four countries, which currently mine Bitcoin: the United States, Canada, Argentina and Paraguay.

    To learn more about Bitfarms’ events, developments, and online communities:

    www.bitfarms.com
    https://www.facebook.com/bitfarms/
    http://x.com/Bitfarms_io
    https://www.instagram.com/bitfarms/
    https://www.linkedin.com/company/bitfarms/

    Forward-Looking Statements  
    This news release contains certain “forward-looking information” and “forward-looking statements” (collectively, “forward-looking information”) that are based on expectations, estimates and projections as at the date of this news release and are covered by safe harbors under Canadian and United States securities laws. The statements and information in this release regarding the results of the Meeting, adoption of the Company’s new omnibus incentive plan, the consolidation of the Company’s common shares, growth opportunities and prospects for the Company, and other statements regarding future growth, plans and objectives of the Company are forward-looking information.

    Any statements that involve discussions with respect to predictions, expectations, beliefs, plans, projections, objectives, assumptions, future events or performance (often but not always using phrases such as “expects”, or “does not expect”, “is expected”, “anticipates” or “does not anticipate”, “plans”, “budget”, “scheduled”, “forecasts”, “estimates”, “prospects”, “believes” or “intends” or variations of such words and phrases or stating that certain actions, events or results “may” or “could”, “would”, “might” or “will” be taken to occur or be achieved) are not statements of historical fact and may be forward-looking information. This forward-looking information is based on assumptions and estimates of management of Bitfarms at the time they were made, and involves known and unknown risks, uncertainties and other factors which may cause the actual results, performance, or achievements of Bitfarms to be materially different from any future results, performance or achievements expressed or implied by such forward-looking information. Such factors, risks and uncertainties include, among others: an inability to apply the Company’s data centers to HPC/AI opportunities on a profitable basis; a failure to secure long-term contracts associated with HPC/AI customers on terms which are economic or at all; the construction and operation of new facilities may not occur as currently planned, or at all; expansion of existing facilities may not materialize as currently anticipated, or at all; an inability to satisfy the Panther Creek location related milestones which are conditions to loan drawdowns under the Macquarie Group financing facility; an inability to deploy the proceeds of the Macquarie Group financing facility to generate positive returns at the Panther Creek location; the construction and operation of new facilities may not occur as currently planned, or at all; expansion of existing facilities may not materialize as currently anticipated, or at all; new miners may not perform up to expectations; revenue may not increase as currently anticipated, or at all; the ongoing ability to successfully mine digital currency is not assured; failure of the equipment upgrades to be installed and operated as planned; the availability of additional power may not occur as currently planned, or at all; expansion may not materialize as currently anticipated, or at all; the power purchase agreements and economics thereof may not be as advantageous as expected; potential environmental cost and regulatory penalties due to the operation of the former Stronghold plants which entail environmental risk and certain additional risk factors particular to the former business and operations of Stronghold including, land reclamation requirements may be burdensome and expensive, changes in tax credits related to coal refuse power generation could have a material adverse effect on the business, financial condition, results of operations and future development efforts, competition in power markets may have a material adverse effect on the results of operations, cash flows and the market value of the assets, the business is subject to substantial energy regulation and may be adversely affected by legislative or regulatory changes, as well as liability under, or any future inability to comply with, existing or future energy regulations or requirements, the operations are subject to a number of risks arising out of the threat of climate change, and environmental laws, energy transitions policies and initiatives and regulations relating to emissions and coal residue management, which could result in increased operating and capital costs and reduce the extent of business activities, operation of power generation facilities involves significant risks and hazards customary to the power industry that could have a material adverse effect on our revenues and results of operations, and there may not have adequate insurance to cover these risks and hazards, employees, contractors, customers and the general public may be exposed to a risk of injury due to the nature of the operations, limited experience with carbon capture programs and initiatives and dependence on third-parties, including consultants, contractors and suppliers to develop and advance carbon capture programs and initiatives, and failure to properly manage these relationships, or the failure of these consultants, contractors and suppliers to perform as expected, could have a material adverse effect on the business, prospects or operations; the digital currency market; the ability to successfully mine digital currency; it may not be possible to profitably liquidate the current digital currency inventory, or at all; a decline in digital currency prices may have a significant negative impact on operations; an increase in network difficulty may have a significant negative impact on operations; the volatility of digital currency prices; the anticipated growth and sustainability of hydroelectricity for the purposes of cryptocurrency mining in the applicable jurisdictions; the inability to maintain reliable and economical sources of power to operate cryptocurrency mining assets; the risks of an increase in electricity costs, cost of natural gas, changes in currency exchange rates, energy curtailment or regulatory changes in the energy regimes in the jurisdictions in which Bitfarms operates and the potential adverse impact on profitability; future capital needs and the ability to complete current and future financings, including Bitfarms’ ability to utilize an at-the-market offering program ( “ATM Program”) and the prices at which securities may be sold in such ATM Program, as well as capital market conditions in general; share dilution resulting from an ATM Program and from other equity issuances; the risks of debt leverage and the ability to service and eventually repay the Macquarie Group financing facility; volatile securities markets impacting security pricing unrelated to operating performance; the risk that a material weakness in internal control over financial reporting could result in a misstatement of financial position that may lead to a material misstatement of the annual or interim consolidated financial statements if not prevented or detected on a timely basis; risks related to the Company ceasing to qualify as an “emerging growth company”; risks related to unsolicited investor interest, takeover proposals, shareholder activism or proxy contests relating to the election of directors; risks relating to lawsuits and other legal proceedings and challenges; historical prices of digital currencies and the ability to mine digital currencies that will be consistent with historical prices; and the adoption or expansion of any regulation or law that will prevent Bitfarms from operating its business, or make it more costly to do so. For further information concerning these and other risks and uncertainties, refer to Bitfarms’ filings on www.sedarplus.ca (which are also available on the website of the U.S. Securities and Exchange Commission (the “SEC“) at www.sec.gov), including the Company’s annual information form for the year ended December 31, 2024, management’s discussion & analysis for the year-ended December 31, 2024 and the management’s discussion and analysis for the three months ended March 31, 2025. Although Bitfarms has attempted to identify important factors that could cause actual results to differ materially from those expressed in forward-looking statements, there may be other factors that cause results not to be as anticipated, estimated or intended, including factors that are currently unknown to or deemed immaterial by Bitfarms. There can be no assurance that such statements will prove to be accurate as actual results, and future events could differ materially from those anticipated in such statements. Accordingly, readers should not place undue reliance on any forward-looking information. Bitfarms does not undertake any obligation to revise or update any forward-looking information other than as required by law. Trading in the securities of the Company should be considered highly speculative. No stock exchange, securities commission or other regulatory authority has approved or disapproved the information contained herein. Neither the Toronto Stock Exchange, Nasdaq, or any other securities exchange or regulatory authority accepts responsibility for the adequacy or accuracy of this release.

    Investor Relations Contact:
    Laine Yonker
    lyonker@bitfarms.com

    Media Contact:
    Caroline Brady Baker
    cbaker@bitfarms.com

    The MIL Network

  • MIL-OSI: Amalgamated Financial Corporation Welcomes Steven S. SaLoutos and Tony Wells to its Board of Directors

    Source: GlobeNewswire (MIL-OSI)

    NEW YORK, July 01, 2025 (GLOBE NEWSWIRE) — Amalgamated Financial Corp. (“Amalgamated” or the “Company”) (Nasdaq: AMAL), today announced the addition of two new board members to their Board of Directors, Steven SaLoutos and Tony Wells. They will also serve on the Board of Directors of Amalgamated Bank.

    “We are thrilled to welcome Steven and Tony to our Board of Directors,” said Lynne Fox, Chair of the Board. “Our board has always included industry experts who know that profitability and social impact are not mutually exclusive. Steven and Tony have demonstrated this throughout their respective careers, and we know that they both will make valuable contributions to our board and future growth.”

    Mr. SaLoutos brings extensive expertise in the banking industry and a strong background in directorship. He is presently the Chief Financial Officer of ProSight Financial Association, following a distinguished 38-year career at U.S. Bank, N.A. His most recent position there was Executive Vice President and Midwest Regional Executive in Consumer and Business Banking.

    An active community supporter, Mr. SaLoutos is a member and former Chairperson of Wisconsin Women Business Initiative Corporation (WWBIC), a Community Development Financial Institution (CDFI) focused on startup and early-stage business lending for and education of women and minority-owned businesses throughout Wisconsin. Mr. SaLoutos holds a BBA degree from the University of Wisconsin-Whitewater, and an MBA, from the University of Wisconsin-Madison.

    Mr. Wells brings nearly four decades of executive leadership across highly regulated industries including banking, payment services, telecommunications, and energy. He currently serves as a Venture Partner at AZ-VC, Arizona’s largest venture capital fund, and sits on the boards of publicly traded Nexstar Media Group (NASDAQ: NXST), Yelp (NYSE: YELP) and private ad-tech company TripleLift.

    Previously, Mr. Wells served as Chief Media Officer at Verizon from 2021 to 2023, and as a senior marketing executive at USAA from 2017 to 2021, culminating in his role as Chief Brand Officer. While at USAA, he also chaired both the USAA Foundation and the USAA Education Foundation, advancing initiatives in financial literacy, diversity, and customer trust. A former Marine Corps infantry officer, Mr. Wells holds a B.S. from the United States Naval Academy and a Management Certificate from Johns Hopkins University Carey School of Business.

    “Both men bring a wealth of expertise across multiple industries and disciplines, along with powerful strategic perspectives. Their insights will be invaluable as we continue to accelerate our growth and expand our impact.” said Priscilla Sims Brown, CEO of Amalgamated Bank

    “The passion and purpose they’ve demonstrated align with those of Amalgamated, and we are excited to welcome them as valued members of our board.”

    About Amalgamated Financial Corp:
    Amalgamated Financial Corp. is a Delaware public benefit corporation and a bank holding company engaged in commercial banking and financial services through its wholly owned subsidiary, Amalgamated Bank. Amalgamated Bank is a New York-based full-service commercial bank and a chartered trust company with a combined network of five branches across New York City, Washington D.C., and San Francisco, and a commercial office in Boston. Amalgamated Bank was formed in 1923 as Amalgamated Bank of New York by the Amalgamated Clothing Workers of America, one of the country’s oldest labor unions. Amalgamated Bank provides commercial banking and trust services nationally and offers a full range of products and services to both commercial and retail customers. Amalgamated Bank is a proud member of the Global Alliance for Banking on Values and is a certified B Corporation®. As of March 31, 2025, our total assets were $8.3 billion, total net loans were $4.6 billion, and total deposits were $7.4 billion. Additionally, as of March 31, 2025, our trust business held $35.7 billion in assets under custody and $14.2 billion in assets under management.

    Investor Contact:
    Jamie Lillis
    Solebury Strategic Communications
    shareholderrelations@amalgamatedbank.com
    800-895-4172

    The MIL Network

  • MIL-OSI: Prospect Capital Corporation Acquires QC Holdings, Inc.

    Source: GlobeNewswire (MIL-OSI)

    NEW YORK, July 01, 2025 (GLOBE NEWSWIRE) — Prospect Capital Corporation (“Prospect”) (NASDAQ: PSEC) has announced the closing of the acquisition of QC Holdings, Inc. (“QC Holdings”), a provider of consumer credit, by Prospect on June 30, 2025. In accordance with the previously announced definitive merger agreement, Prospect has acquired QC Holdings in an all-cash transaction for a total enterprise value of approximately $115 million.

    The common stock for QC Holdings is no longer listed on a stock exchange. QC Holdings, as a portfolio company of Prospect, will remain headquartered in Lenexa, Kansas. The QC Holdings management team members, led by Darrin Andersen, President and Chief Executive Officer, will continue to lead QC Holdings post-acquisition in their current roles.

    QC Holdings has been advised that stockholders of record on June 30, 2025 (i) with certificated shares will be mailed a letter of transmittal for submission of stock certificates within 3-5 business days and (ii) holding shares through direct registration with Computershare, the stock transfer agent for QC Holdings, should receive payment of the merger price per share held by each such stockholder from Computershare, as Paying Agent, within 3-5 business days. Investors holding shares through brokerage accounts should contact their broker regarding timing of receipt of payment.

    Blank Rome LLP served as legal advisor to Prospect. Stinson LLP served as legal advisor to QC Holdings.

    About Prospect Capital Corporation
    Prospect is a business development company lending to and investing in private businesses. Prospect’s investment objective is to generate both current income and long-term capital appreciation through debt and equity investments.

    Prospect has elected to be treated as a business development company under the Investment Company Act of 1940. Prospect has elected to be treated as a regulated investment company under the Internal Revenue Code of 1986.

    About QC Holdings, Inc.
    QC Holdings specializes in consumer-focused alternative financial services and credit solutions and, for more than 40 years, has been providing credit options for people underserved by traditional banking institutions. Its core products include a variety of short-term loans and financial services. In the United States, QC Holdings operates as “LendNation” through more than 325 retail locations in 12 states. In Canada, QC Holdings offers loans through 19 retail locations and online.

    For further information, contact:

    Grier Eliasek, President and Chief Operating Officer, Prospect Capital Corporation
    grier@prospectcap.com
    (212) 448-0702

    Darrin J. Andersen, President / Chief Executive Officer, QC Holdings, Inc.
    Darrin.andersen@qcholdings.com
    (913) 234-5122

    Joshua C. Ditmore, General Counsel, QC Holdings, Inc.
    Joshua.ditmore@qcholdings.com
    (913) 234-5174

    The MIL Network

  • MIL-OSI: Marex completes acquisition of FX specialist Hamilton Court Group

    Source: GlobeNewswire (MIL-OSI)

    LONDON, July 01, 2025 (GLOBE NEWSWIRE) — Marex Group plc (‘Marex’ or the ‘Group’; NASDAQ: MRX), the diversified global financial services platform, today announces that it has completed the acquisition of foreign exchange (FX) specialist Hamilton Court Group. The acquisition expands the Group’s FX offering, bringing new capabilities onto the platform, consistent with its strategy to diversify earnings.

    The acquisition will bring around 170 employees across London, Milan, Madrid and Toronto to Marex.

    About Marex:
    Marex Group plc (NASDAQ: MRX) is a diversified global financial services platform providing essential liquidity, market access and infrastructure services to clients across energy, commodities and financial markets. The Group provides comprehensive breadth and depth of coverage across four services: Clearing, Agency and Execution, Market Making and Hedging and Investment Solutions. It has a leading franchise in many major metals, energy and agricultural products, with access to 60 exchanges. The Group provides access to the world’s major commodity markets, covering a broad range of clients that include some of the largest commodity producers, consumers and traders, banks, hedge funds and asset managers. With more than 40 offices worldwide, the Group has over 2,400 employees across Europe, Asia and the Americas. For more information visit www.marex.com.

    Enquiries please contact:

    Marex:
    Nicola Ratchford / Adam Strachan
    +44 778 654 8889 / +1 914 200 2508
    nratchford@marex.com/ astrachan@marex.com

    FTI Consulting US / UK
    +1 716 525 7239 / +44 797 687 0961
    marex@fticonsulting.com

    The MIL Network

  • MIL-OSI: Marex completes acquisition of FX specialist Hamilton Court Group

    Source: GlobeNewswire (MIL-OSI)

    LONDON, July 01, 2025 (GLOBE NEWSWIRE) — Marex Group plc (‘Marex’ or the ‘Group’; NASDAQ: MRX), the diversified global financial services platform, today announces that it has completed the acquisition of foreign exchange (FX) specialist Hamilton Court Group. The acquisition expands the Group’s FX offering, bringing new capabilities onto the platform, consistent with its strategy to diversify earnings.

    The acquisition will bring around 170 employees across London, Milan, Madrid and Toronto to Marex.

    About Marex:
    Marex Group plc (NASDAQ: MRX) is a diversified global financial services platform providing essential liquidity, market access and infrastructure services to clients across energy, commodities and financial markets. The Group provides comprehensive breadth and depth of coverage across four services: Clearing, Agency and Execution, Market Making and Hedging and Investment Solutions. It has a leading franchise in many major metals, energy and agricultural products, with access to 60 exchanges. The Group provides access to the world’s major commodity markets, covering a broad range of clients that include some of the largest commodity producers, consumers and traders, banks, hedge funds and asset managers. With more than 40 offices worldwide, the Group has over 2,400 employees across Europe, Asia and the Americas. For more information visit www.marex.com.

    Enquiries please contact:

    Marex:
    Nicola Ratchford / Adam Strachan
    +44 778 654 8889 / +1 914 200 2508
    nratchford@marex.com/ astrachan@marex.com

    FTI Consulting US / UK
    +1 716 525 7239 / +44 797 687 0961
    marex@fticonsulting.com

    The MIL Network

  • MIL-OSI United Kingdom: Cost of Primary Care Services to reduce by £1001 July 2025 ​​​​From 1 July 2025, Islanders will benefit from a new £10 subsidy on appointments with Nurses, Pharmacists, Paramedics, Health Care Assistants, and for telephone consultations in general practice.… Read more

    Source: Channel Islands – Jersey

    01 July 2025

    ​​​​From 1 July 2025, Islanders will benefit from a new £10 subsidy on appointments with Nurses, Pharmacists, Paramedics, Health Care Assistants, and for telephone consultations in general practice. 

    This follows previous reductions in the cost of GP appointments, which saw £20 removed in 2023 and £30 in 2024, to make primary care more affordable for Islanders. 

    Reducing GP service fees is a government priority helping to ease financial pressures on households and supporting Islanders to access GP care early, without fear of high costs.

    The expanded subsidy does not apply to out-of-hours services provided by Jersey Doctors on Call, as well as patients in the Health Access Scheme who pay fixed reduced fees for GP services. 

    The Minister for Social Security, Deputy Lyndsay Feltham, said: “I’m pleased to introduce this new support, which extends financial relief to patients accessing a broader range of primary care professionals, including nurses and telephone consultations. 

    “I’m grateful to general practice for working with us to deliver this important expansion. Together, we are working to strengthen a high-quality, accessible, and flexible primary care system for all Islanders.” 

    Dr Gordon Callander from the Primary Care Body said: “Costs for providing healthcare continue to rise. Practices continue to do all they can to minimise the impact on patients.

    “Many practices now offer consultations with other healthcare professionals who can often meet patients’ needs. It is great that the important work of practice nurses, healthcare assistants, paramedics and pharmacists is recognised by Employment, Social Security and Housing ​to allow the evolution of services offered to patients. 

    “In addition, the use of remote consultations by phone or video has proved invaluable to a number of patients. We are grateful to government for recognising and encouraging new ways of working which reflect modern General Practice.”​

    MIL OSI United Kingdom

  • MIL-OSI Analysis: Air quality isn’t just bad in cities – here’s why and how we’re tracking pollution from upland fires

    Source: The Conversation – UK – By Rebecca Brownlow, Senior Lecturer in Environmental Science, Sheffield Hallam University

    Peatland burns over the reservoir in Langsett, a village in South Yorkshire. Wendy Birks, CC BY-NC-ND

    Early one October afternoon in 2023, thick grey smoke drifted across Sheffield’s western skyline. As much of the city became blanketed, residents turned to social media to complain about “bonfire smoke”, while others were forced to leave the city due to breathing difficulties.

    However, this smoke did not originate within the city. It was drifting in from the Peak District, more than nine miles away, where controlled heather burning was taking place on the moorlands. For around six hours, levels of fine particulate matter (known as PM2.5), tiny airborne pollutants known to harm human health, exceeded 40 micrograms per cubic metre of air (µg/m³) and peaked at 70µg/m³, well above the guidelines recommended by the World Health Organization.

    This single incident points to the wider and largely invisible problem of the routine burning of the UK’s uplands. This can be a serious source of air pollution, but because most official air pollution monitoring concentrates on urban areas, the effects are overlooked. This is why we have started monitoring upland fires and the pollution they cause.

    Prescribed burning is a longstanding land management practice often used to control vegetation for grouse shooting or livestock grazing. It happens across a range of upland landscapes. Many of the areas being burned sit on deep peat, an organic-rich soil made from layers of slowly decomposed plant material formed over thousands of years in waterlogged conditions.

    Peatlands are incredibly important. They are one of the most carbon-rich ecosystems on the planet. In the UK, they cover around 12% of the land area and store an estimated 3.2 billion tonnes of carbon. This is equivalent to all the forests of Germany, France and the UK combined. Most of the UK’s peat is found in Scotland, but notable areas in England include the Peak District and North York Moors. However, their value goes well beyond carbon.

    Around 70% of Britain’s drinking water comes from upland areas that are largely peatland, and healthy peatlands help reduce flooding by slowing the flow of water from hills to towns and cities. They also provide vital habitats for birds, insects and rare plants, forming the UK’s largest area of semi-natural habitat.




    Read more:
    Wildfire smoke can harm human health, even when the fire is burning hundreds of miles away – a toxicologist explains why


    Despite their ecological importance, more than 80% of English peatlands are classified as degraded, often through historic air pollution, draining, overgrazing and, importantly, repeated burning.

    One hidden consequence of that burning is air pollution. These burns are often viewed as isolated rural events, but their effect on regional air quality can be substantial. On that day in Sheffield, pollution levels briefly rivalled those seen across the city during bonfire night, a well-known peak in urban air pollution.

    In response to that October event, our research team launched a new pilot monitoring network across part of the Peak District national park. This FireUp project combines air quality sensors, satellite data and community observations to detect and measure pollution from upland fires.

    Planned burning event in the Peak District captured via Copernicus Sentinel-2 data (2024), retrieved from Copernicus SciHub and processed by European Space Agency.
    CC BY

    By using a mix of technologies and local reporting, we have documented spikes in PM2.5 pollution that would have otherwise been missed. Our system offers a clearer picture of when and where fires occur, and how far their smoke spreads, opening the door for better planning and stronger protections for public health. But the problem is not just a lack of data, it is also a failure of regulation. England’s current upland burning regulations are limited on four fronts.

    Heather and grass burning regulations introduced in 2021 prohibit burning only on peat deeper than 40cm inside designated sites. That means 60% of upland peat is excluded from these protections.

    With more than 95% of PM2.5 monitors located in urban areas, smoke from moorland fires in remote rural locations is rarely registered on official networks.

    The resources for organisations responsible for enforcing regulations have shrunk over the last decade. Natural England, one of the government’s statutory bodies responsible for environmental protection, has experienced a 4% decrease in funding for 2024-25 compared to the previous year.

    Prosecutions for illegal burning are exceptionally rare, with satellite analyses pointing to a higher level of unlicensed activity than official records suggest.

    In short, narrow legal scope, limited monitoring coverage and under-resourced enforcement leave many prescribed burns undetected and unaccounted for, along with the health and environmental risks they carry.

    Our FireUp system improves fire detections and helps quantify the effects of air pollution from these burns. As the UK government reviews regulations as part of the 2025 heather and grass burning consultation for England, and as upland fire risk increases, this kind of evidence is essential, not just to track what is happening, but to help shape a healthier and better future for the UK’s uplands.

    Our next step is to develop a citizen science app that makes it easier for people to report peatland fire incidents and upland burning to help improve regulation and log the effects of changes in air quality.


    Don’t have time to read about climate change as much as you’d like?

    Get a weekly roundup in your inbox instead. Every Wednesday, The Conversation’s environment editor writes Imagine, a short email that goes a little deeper into just one climate issue. Join the 45,000+ readers who’ve subscribed so far.


    James is a member of the Welsh Government Clean Air Advisory Panel, and Promoting Awareness of Air Quality Delivery Group. James also sits on the Scottish Government’s Air Quality Advisory Group.

    Maria Val Martin receives funding from UKRI and is a member of the DEFRA Air Quality Expert Group.

    Rebecca Brownlow 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. Air quality isn’t just bad in cities – here’s why and how we’re tracking pollution from upland fires – https://theconversation.com/air-quality-isnt-just-bad-in-cities-heres-why-and-how-were-tracking-pollution-from-upland-fires-258034

    MIL OSI Analysis

  • MIL-OSI Analysis: Radical listening: two big ideas and six core skills that could help you connect more deeply with others

    Source: The Conversation – UK – By Christian van Nieuwerburgh, Professor of Coaching and Positive Psychology, RCSI University of Medicine and Health Sciences

    brizmaker/Shutterstock

    Even though we live in a constantly connected world, more people feel lonely than ever before. According to public polling company Gallup, nearly a quarter of the world’s population reports feeling lonely.

    At the same time, we’re overwhelmed by distractions: 80% of desk-based workers admit to losing concentration during meetings. And with just a scroll through our newsfeeds, we see growing polarisation and political division on a global scale.

    In such uncertain times, the practice of radical listening – listening with greater intention – offers a way to reconnect and to foster a deeper sense of empathy, engagement and hope.

    In our book, Radical listening: the art of true connection, which I co-authored with positive psychology expert Dr Robert Biswas-Diener, we explore how radical listening can improve motivation, wellbeing and meaningful connection. To become a radical listener, you’ll need to embrace two core ideas and develop six essential skills.

    The first idea is about clarifying your intention when listening. At the heart of radical listening is the belief that we always listen with a purpose — even if we’re not fully aware of it. For example, we might listen to a podcast with the intention of learning something, or attend a comedy show with the goal of being entertained.

    When we set a clear intention, we become more attuned to what matters. If your aim is to show appreciation during a conversation, you’ll naturally tune in to the qualities you value in the other person — a thoughtful comment, a kind gesture. If you want to elevate your listening, enter conversations with a positive, deliberate intention.

    The second idea is about matching your listening intention to what will be most helpful for your conversation partner. This is grounded in the principle of optimal matching of social support. Biswas-Diener explains it well here: meaningful conversations happen when there’s alignment between what the speaker needs and what the listener offers.

    This may sound obvious, but we often miss the mark. Say your partner has had a tough day. Should you offer advice? Reassure them with a personal story? Just listen and empathise? Change the subject to distract them? The most effective response might be asking: “What do you need from me right now?” When you get the match right, you’ll feel the connection.

    Six core skills

    We all have our own listening styles: empathetic, animated, quiet, curious. The good news is that everyone can improve their listening by practising these six core skills:

    1. Noticing: This means scanning for subtle but relevant cues: body language, facial expressions, changes in tone, or unusual word choices. Noticing shows you’re fully present. For example: “I noticed you lit up when you talked about your previous job.”

    2. Quieting: Managing distractions, both external and internal. Great listeners reduce interruptions by putting away their phones or turning off notifications – but also by calming their internal chatter. Being rested and mentally present makes quieting possible.

    3. Accepting: Respecting others’ right to their views – even when you disagree. Acceptance doesn’t mean agreement. It means acknowledging that others have a valid perspective. Try practising this by listening to someone whose views challenge your own.

    4. Acknowledging: Validating your conversation partner’s experiences and contributions. Look for opportunities to highlight their strengths, reflect their feelings and show empathy through both your words and expressions.

    5. Questioning: Curiosity is a cornerstone of radical listening. Ask questions that express genuine interest and invite deeper sharing. Try: “What was it about that moment that made it so special for you?”

    6. Interjecting: Jump in (briefly) with minimal encouragers to show you’re engaged – then jump back out. Minimal encouragers are short verbal or nonverbal cues used during a conversation to show you’re engaged without interrupting or taking over. They’re a key skill in radical listening because they let the speaker know you’re present and responsive while keeping the focus on them. Think of it as offering small bursts of energy, like “That’s amazing!” or “Wow, I didn’t know that.” It shows you’re actively listening, not passively absorbing.

    Radical listening is a hyper-intentional, purposeful and proactive approach to connection. It’s about helping others feel seen, valued and heard. The benefits for your conversation partner are clear — but there are also real advantages for you. You’ll build deeper relationships, experience more satisfying interactions, and be able to create trust quickly.

    In a world of loneliness, distraction, and division, radical listening isn’t just a nice idea – it’s a powerful tool for human connection.


    This article features references to books that have been included for editorial reasons, and may contain links to bookshop.org. If you click on one of the links and go on to buy something from bookshop.org The Conversation UK may earn a commission.

    Christian van Nieuwerburgh 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. Radical listening: two big ideas and six core skills that could help you connect more deeply with others – https://theconversation.com/radical-listening-two-big-ideas-and-six-core-skills-that-could-help-you-connect-more-deeply-with-others-256289

    MIL OSI Analysis

  • MIL-OSI Banking: Updated regulations aim to enhance competitiveness of insurance sector

    Source: Isle of Man

    The Isle of Man Financial Services Authority has introduced a series of changes aimed at enhancing the competitiveness of the Island’s insurance sector, especially in relation to captive insurers and insurance special purpose vehicles.

    Updated insurance regulations, which came into effect on Monday 30 June 2025, also include new enabling provisions to support fast-track authorisations and insurance regulatory sandboxing.

    The intention is to support the Authority’s ability to be proportionate and adaptable in the delivery of its remit in a competitive international insurance business environment.

    The Authority has made the:

    and issued the:

    The amended regulations and binding guidance notes follow the public consultations CP24-03 (3 Apr 2024 to 17 May 2024) and CP24-05 (13 Dec 2024 to 7 Feb 2025).

    The Authority has also issued a feedback statement responding to consultation CP24-05 (Insurance Regulations 2025, Insurance (Fees and Miscellaneous) (Amendment) Regulations 2025 and Insurance (Special Purpose Vehicle and Corporate Governance) (Amendment) Guidance Notes 2025 – Cabinet Office of the Isle of Man Government – Citizen Space).

    MIL OSI Global Banks

  • MIL-OSI United Kingdom: Regulatory Innovation Office to help streamline regulation, helping UK’s world-leading fintech sector

    Source: United Kingdom – Executive Government & Departments

    Press release

    Regulatory Innovation Office to help streamline regulation, helping UK’s world-leading fintech sector

    Regulatory Innovation Office to partner with Digital Regulation Cooperation Forum to cut red tape, and support fintech innovation, fuelling government plan for Plan for Change.

    Regulatory Innovation Office to cut red tape supporting fintech innovation

    • Technology Secretary Peter Kyle announces plans for the Regulatory Innovation Office to work with the Digital Regulation Cooperation Forum to cut red tape, and support fintech innovation, fuelling our Plan for Change
    • RIO push includes backing for new tech to help innovators use AI to better navigate complex digital regulations, from fintech to consumer services
    • UK’s world-leading fintech sector supported through a new one-stop shop to access all the guidance they need in one place

    Fintech and other digital firms will be better supported to navigate complex regulation through new tools backed by the Regulatory Innovation Office, the Technology Secretary announced today (Tuesday 1 July).

    Speaking at the AI and Digital Innovation Day at CityWeek, the Secretary of State hailed the UK’s world-leading financial services sector – last year the UK fintech sector specifically attracted $3.6 billion of investment. He set out plans to make it easier for fintech firms to bring cutting-edge products to market – from improved fraud detection to better tools for managing money – a key part of our Plan for Change to unlock innovation-led growth across the country.

    Innovators across the landscape – including those in fintech, from start-ups to scale-ups – often face the challenge of understanding the labyrinth of regulations in their sector. This can be especially tough for smaller companies, who often don’t have teams of compliance experts, and will help them scale faster – supporting the SMEs that are the backbone of the UK economy.

    The government’s Regulatory Innovation Office (RIO) is partnering with the Digital Regulation Cooperation Forum (DRCF) to support the development of new smarter tools to make navigating the system faster, clearer and more accessible. This will include evaluating a unified digital library providing a ‘one stop’ access to digital policy and regulations for innovators, helping to free up businesses to focus on growth and innovation.

    Science and Technology Secretary, Peter Kyle, said:

    The UK is a genuine world leader in both financial services and technology, and in the intersection between the two – fintech – but for far too many companies, the complex regulatory environment can be challenging to navigate.

    Our Regulatory Innovation Office will work to remove those hurdles, to help innovators unlock new products that could drive economic growth – delivering on our Plan for Change.

    Fintech firms are on the front line of solving big challenges – from fighting financial fraud and improving access to banking, to helping people save, borrow and invest more easily. The use of technologies like AI presents enormous opportunities for the sector, as shown at the Financial Conduct Authority’s AI Sprint earlier this year, which looked at how new technologies are set to overhaul the delivery of financial advice, compliance for firms, customer service and more.  

    But fragmented rules and regulatory complexity slow down innovation, delay safer financial products reaching the public, and deter investment. Supporting innovators to bring trusted products to market faster will help tackle real-world challenges more quickly – and give consumers access to safer, smarter services, which is at the core of The Chancellor’s Regulation Action Plan.

    This cooperation with DRCF builds on the broader work of the Regulatory Innovation Office, which already supports 4 priority technologies: engineering biology, space, AI and digital in healthcare, and drones and autonomous technologies. From using quantum techniques to tackle online fraud, to improving emergency response with drone technology, the government is helping unlock the potential of cutting-edge science for real-world benefit.

    In his speech, the Science Secretary also marked 6 months since the launch of the AI Opportunities Action Plan – highlighting how it has already delivered new cross-government partnerships, helped fund responsible AI trials, and supported regulators to better engage with innovators. He set out how AI will continue to transform key UK industries – from finance and transport to healthcare and defence.

    Kate Jones, CEO, Digital Regulation Cooperation Forum, said:

    The Digital Regulation Cooperation Forum is committed to breaking down barriers for innovators by making digital regulation simpler to find, understand and navigate. Our member regulators – Ofcom, the Competition and Markets Authority, the Information Commissioner’s Office, and the Financial Conduct Authority – are working together in support of their common vision: that regulation should enable responsible innovation.

    This new user-friendly tool will help businesses and investors to find and understand digital regulation more easily and quickly. We’re pleased to be working with the Regulatory Innovation Office on this, supporting the government’s AI Opportunities Action Plan.

    DSIT media enquiries

    Email press@dsit.gov.uk

    Monday to Friday, 8:30am to 6pm 020 7215 3000

    Updates to this page

    Published 1 July 2025

    MIL OSI United Kingdom

  • MIL-OSI United Kingdom: Coventry City Council achieves balanced budget and invests £128.8m in city’s future

    Source: City of Coventry

    The Council has delivered a balanced budget for 2024/25 and investing more than £125m in the city’s future, despite the significant national pressures affecting local authorities across the country.

    The Council’s final outturn position represents a remarkable turnaround from the predicted £7 million overspend projected at Quarter 3, demonstrating strong financial management and disciplined budget control throughout the challenging financial year.

    The Council successfully delivered a substantial £128.8 million capital investment programme during 2024/25, with an impressive 65% funded through external grants – demonstrating the authority’s success in securing funding that reduces the burden on local taxpayers.

    Key investments included:

    • £22 million in transport and highways infrastructure, including completion of the 220-meter Coventry Very Light Rail test track
    • £18.3 million across the city’s school estate, focusing on additional secondary school capacity
    • £16.5 million in climate change initiatives covering green homes and decarbonisation projects
    • £6.6 million supporting registered housing providers to tackle housing issues

    Councillor Richard Brown, Cabinet Member for Strategic Finance and Resources, said:

    “This strong financial performance demonstrates our commitment to sound fiscal management while continuing to invest in Coventry’s future.

    “Despite the challenging environment facing all local authorities and through the efforts of finance colleagues, we have ended the year with a balanced budget.”

    The Council’s commercial investments delivered exceptional returns, with the Asset Management Revenue Account generating a surplus exceeding £10 million.

    Strong dividend performance from Birmingham Airport and Coventry & Solihull Waste Disposal Company contributed to this success.

    Total commercial income of £27.7 million helps support the delivery of essential services for Coventry residents, representing approximately 10% of the Council’s net service expenditure.

    Like councils across the country, Coventry faced significant pressures in children’s and adult social care services due to increased demand, case complexity, and market challenges.

    The Council successfully managed these pressures through careful financial planning and the use of one-off income sources.

    The authority’s strong balance sheet position enabled it to manage budget variations while maintaining its ambitious capital programme, positioning the Council well to continue improving services for residents and investing in the city.

    The capital programme demonstrates the Council’s commitment to Coventry’s long-term prosperity:

    • Infrastructure preparation for the West Midlands Investment Zone focusing on advanced manufacturing
    • Continued progress on major regeneration projects including City Centre South
    • Sustainable transport improvements including cycling infrastructure that has enabled the city to avoid a city centre congestion charge
    • Digital and ICT improvements to enhance service delivery

    Cllr Brown added:

    “The authority’s success in attracting external funding and maintaining strong commercial returns demonstrates effective financial stewardship that benefits all Coventry residents.”

    Published: Tuesday, 1st July 2025

    MIL OSI United Kingdom

  • MIL-OSI Russia: US Tightens Policy on Cuba

    Translation. Region: Russian Federal

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

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

    HOUSTON, July 1 (Xinhua) — U.S. President Donald Trump on Monday signed a memorandum to tighten policies toward Cuba, including restrictions on some financial transactions and travel.

    According to a White House fact sheet, the memo prohibits tourist travel by U.S. citizens to Cuba, requires mandatory records of all travel-related transactions for at least five years and regular compliance audits.

    The Trump administration seeks to end economic practices that disproportionately benefit the Cuban government, military, intelligence, and security services.

    The memorandum prohibits direct or indirect financial transactions with entities controlled by the Cuban military, such as Grupo de Administracion Empresarial SA /GAESA/ and its subsidiaries. A growing number of Cubans and entities are now prohibited from doing business with Americans as the decades-long U.S. economic embargo intensifies.

    D. Trump has always taken a tough stance on Cuba. On the first day of his second term, he returned the island nation to the U.S. list of state sponsors of terrorism, reversing the decision of his predecessor, Joseph Biden.

    In the final days of his first presidential term in 2021, D. Trump called Cuba a “state sponsor of terrorism.”

    Cuban Foreign Minister Bruno Rodriguez Parrilla called the memorandum “criminal behavior that violates the human rights of the entire nation.”

    “The presidential memorandum against Cuba, released today by the US government, intensifies the aggression and economic blockade that punishes the entire Cuban people and is the main obstacle to our development,” Minister X wrote on social media. –0–

    MIL OSI Russia News

  • MIL-OSI: Hyperscale Data Subsidiary Ault Markets to Launch U.S.-Based Global Decentralized Cryptocurrency Exchange

    Source: GlobeNewswire (MIL-OSI)

    LAS VEGAS, July 01, 2025 (GLOBE NEWSWIRE) — Hyperscale Data, Inc. (NYSE American: GPUS), a diversified holding company (“Hyperscale Data” or the “Company”), today announced that its indirect wholly owned subsidiary Ault Markets, Inc. (“Ault Markets”), plans to launch a Decentralized Cryptocurrency Exchange (“DEX”) to be based in the United States, with its headquarters in Las Vegas, Nevada. For more information, interested parties are encouraged to visit Ault.com.

    The Company expects that DEX will enable peer-to-peer digital asset trading with no centralized intermediary, offering true ownership, privacy, and global accessibility. Ault Markets plans to support trading on the DEX in up to 175 countries, marking a bold new chapter in the evolution of global finance.

    In a direct response to the current administration’s recent call for the United States to lead the world in cryptocurrency innovation, Ault Markets is looking forward to answering that call by building a blockchain-native, pro-innovation DEX under the banner of an American enterprise.

    Key Features of the Ault Markets DEX:

    • Non-custodial peer-to-peer trading
    • Support for all major tokens and blockchain networks, including multi-chain interoperability
    • Global compliance screening (excluding OFAC-sanctioned jurisdictions)
    • High-speed, low-cost transactions using Layer-2 scaling and on-chain liquidity
    • Decentralized identity and wallet integration for user sovereignty
    • Around the clock trading, 365 days a year across the globe

    “We believe it is time for the United States to take the lead in the digital asset space,” said Milton “Todd” Ault III, Founder and Executive Chairman of Hyperscale Data. “By launching a DEX from Nevada, we are looking to set a global standard; not just for cryptocurrency access, but for transparency and innovation across global financial systems. This project is about empowering users worldwide while grounding the infrastructure in entrepreneurial American values.”

    By removing intermediaries and empowering individuals, Ault Markets’ DEX plans to challenge traditional financial institutions and foreign-domiciled exchanges offering a secure, transparent, and user-first platform for global digital commerce.

    The Company expects the DEX to be launched in early 2026, following a global node deployment and final smart contract audit phase. Ault Markets will also integrate its exchange into the broader Ault Blockchain ecosystem, offering financial-grade decentralized services alongside lending, custody, and token issuance platforms.

    For more information on Hyperscale Data and its subsidiaries, Hyperscale Data recommends that stockholders, investors and any other interested parties read Hyperscale Data’s public filings and press releases available under the Investor Relations section at hyperscaledata.com or available at www.sec.gov.

    About Hyperscale Data, Inc.

    Through its wholly owned subsidiary Sentinum, Inc., Hyperscale Data owns and operates a data center at which it mines digital assets and offers colocation and hosting services for the emerging artificial intelligence (“AI”) ecosystems and other industries. Hyperscale Data’s other wholly owned subsidiary, ACG, is a diversified holding company pursuing growth by acquiring undervalued businesses and disruptive technologies with a global impact.

    Hyperscale Data expects to divest itself of ACG on or about December 31, 2025 (the “Divestiture”). Upon the occurrence of the Divestiture, the Company would solely be an owner and operator of data centers to support HPC services, though it may at that time continue to operate in the digital asset space as described in the Company’s filings with the SEC. Until the Divestiture occurs, the Company will continue to provide, through ACG and its wholly and majority-owned subsidiaries and strategic investments, mission-critical products that support a diverse range of industries, including an AI software platform, social gaming platform, equipment rental services, defense/aerospace, industrial, automotive, medical/biopharma and hotel operations. In addition, ACG is actively engaged in private credit and structured finance through a licensed lending subsidiary. Hyperscale Data’s headquarters are located at 11411 Southern Highlands Parkway, Suite 190, Las Vegas, NV 89141.

    On December 23, 2024, the Company issued one million (1,000,000) shares of a newly designated Series F Exchangeable Preferred Stock (the “Series F Preferred Stock”) to all common stockholders and holders of the Series C Convertible Preferred Stock on an as-converted basis. The Divestiture will occur through the voluntary exchange of the Series F Preferred Stock for shares of Class A Common Stock and Class B Common Stock of ACG (collectively, the “ACG Shares”). The Company reminds its stockholders that only those holders of the Series F Preferred Stock who agree to surrender such shares, and do not properly withdraw such surrender, in the exchange offer through which the Divestiture will occur, will be entitled to receive the ACG Shares and consequently be stockholders of ACG upon the occurrence of the Divestiture.

    Forward-Looking Statements

    This press release contains “forward-looking statements” within the meaning of Section 27A of the Securities Act of 1933, as amended, and Section 21E of the Securities Exchange Act of 1934, as amended. These forward-looking statements generally include statements that are predictive in nature and depend upon or refer to future events or conditions, and include words such as “believes,” “plans,” “anticipates,” “projects,” “estimates,” “expects,” “intends,” “strategy,” “future,” “opportunity,” “may,” “will,” “should,” “could,” “potential,” or similar expressions. Statements that are not historical facts are forward-looking statements. Forward-looking statements are based on current beliefs and assumptions that are subject to risks and uncertainties.

    Forward-looking statements speak only as of the date they are made, and the Company undertakes no obligation to update any of them publicly in light of new information or future events. Actual results could differ materially from those contained in any forward-looking statement as a result of various factors. More information, including potential risk factors, that could affect the Company’s business and financial results are included in the Company’s filings with the U.S. Securities and Exchange Commission, including, but not limited to, the Company’s Forms 10-K, 10-Q and 8-K. All filings are available at www.sec.gov and on the Company’s website at hyperscaledata.com.

    Hyperscale Data Investor Contact:
    IR@hyperscaledata.com or 1-888-753-2235

    The MIL Network

  • MIL-OSI Africa: Call for municipalities to harness innovation for service delivery

    Source: South Africa News Agency

    Call for municipalities to harness innovation for service delivery

    Municipalities across South Africa have been urged to adopt innovative technologies and foster a culture of innovation as an essential step towards enhancing service delivery and building a more responsive local government in the country.

    During the keynote address at the 2nd Municipal Innovation Recognition Awards (MIRA) held in Durban on Monday, Deputy Minister of Science, Technology, and Innovation Nomalungelo Gina emphasised that adopting innovative technologies is not optional, but essential. 

    The Deputy Minister believes this is particularly true for rural municipalities that continue to face longstanding development challenges.

    She pointed to recent reports by the Auditor-General, highlighting persistent underperformance in municipalities, and said that repeating outdated methods will not yield different results.  

    “Innovation allows us to leapfrog to better outcomes,” she said. 

    “New technologies disrupt the status quo, reduce costs, and streamline processes, ultimately empowering citizens and restoring public trust in local government.”

    The MIRA awards are an initiative of the Department of Science, Technology and Innovation (DSTI), the University of KwaZulu-Natal (UKZN), and the South African Local Government Association (SALGA). 

    The awards recognise municipalities that demonstrate leadership in applying innovative solutions to improve essential services such as water provision, waste management, and citizen engagement.

    Gina encouraged municipalities to embed innovation as a standard way of working. 

    “We must transform the culture of our municipalities to embrace new ideas, smarter tools, and evidence-based approaches to delivering services. Innovation is not a luxury reserved for metros; it is a necessity for every municipality, including those in rural areas,” she said.

    The awards are informed by the Municipal Innovation Maturity Index (MIMI), which was introduced in 2021 as a decision-support tool to assess the innovation capacity of municipalities. 

    In 2025, a total of 57 towns participated in the rollout of MIMI, and all received awards at the ceremony.

    Trailblazers 

    Among the trailblazers were the City of Cape Town, which received the Trailblazing Innovation Award for its Digital Wayleave Management System, which consolidates and streamlines development-related permissions into a single, web-based platform.  

    The City of Tshwane, Emalahleni, eThekwini, and Waterberg District Municipality received Special Recognition Awards for achieving Innovation Maturity Level 4, indicating that their innovation processes are consistent, well-managed, and embedded within their respective municipalities.

    Municipalities such as Vhembe, Waterberg, Modimolle-Mookgopong, and uMgungundlovu were also honoured for successfully applying innovation within specific departments. 

    Although not yet institutionalised across the entire municipality, their innovation efforts are considered promising and repeatable.
    The Deputy Minister congratulated all the winners of MIRA 2025 and encouraged more municipalities to follow suit. 

    “This recognition should inspire others to embark on their innovation journeys. In the future, we want to see all municipalities reaching the required innovation threshold, and I believe we are getting closer to that reality.”

    Municipal Innovation Fund

    A key milestone at the event was the official launch of the Municipal Innovation Fund (MIF), a dedicated funding instrument designed to support municipalities in developing and implementing innovative projects that enhance basic service delivery.  

    The Fund, which is managed by the Technology Innovation Agency (TIA) of the Department of Science and Innovation (DSI), will provide up to R3 million per project to qualifying municipalities for the development and scaling up of technologies that deliver measurable community impact.

    According to the department, funding will be prioritised for municipalities that have reached Level 4 or higher on the MIMI scale and that have demonstrated sound governance and clean audits.

    Approved projects must be implemented through dedicated accounts with regular reporting on progress, financial management, and community benefits.

    The ceremony also featured addresses by representatives of the University of KwaZulu-Natal, SALGA President Councillor Bheke Stofile, eThekwini Mayor Councillor Cyril Xaba, and Deputy Minister of Cooperative Governance and Traditional Affairs, Dr Namane Dickson Masemola. – SAnews.gov.za

    Gabisile

    MIL OSI Africa

  • MIL-OSI Africa: Lamola highlights investment challenges at international financing development conference

    Source: South Africa News Agency

    Lamola highlights investment challenges at international financing development conference

    International Relations and Cooperation Minister, Ronald Lamola, has underscored the persistent difficulties that hinder private investment, underscoring political and regulatory volatility as matters of primary concern. 

    “Frequent policy shifts, coupled with weak institutions and inconsistent regulatory frameworks, create a climate of uncertainty that undermines investor confidence. This unpredictability hampers long-term planning and complicates risk assessments,” he said on Monday. 

    The Minister was speaking at the 4th International Conference on the Financing for Development Summit, which is taking place in Seville, Spain. The gathering kicked off on Monday. 

    Lamola, the head of the South African delegation, delivered a speech at a multi-stakeholder roundtable themed: “Revitalising International Development Cooperation”.

    The event aims to address new and emerging issues in development financing, emphasising the need to fully implement the Sustainable Development Goals (SDGs).

    Lamola called for a unified approach to building institutional capacity, coherence in policy, and independent regulatory bodies. 

    “We need robust investment protection laws to foster investor confidence. Without these safeguards, we are undermining our own potential for growth.”

    The Minister further elaborated on macroeconomic fragility, emphasising that high inflation, currency instability, and unsustainable debt burdens restrict governments’ abilities to provide incentives for investment. 

    To restore stability, he said leaders must adopt prudent fiscal and monetary policies. 

    Lamola believes that improving debt management and collaborating with development finance institutions can create an environment where private investment flourishes.

    Pointing out the limitations posed by underdeveloped financial markets, Lamola highlighted the necessity of expanding local capital markets. 

    “Governments must prioritise regulatory reforms and infrastructure improvements to unlock the potential of our economies. 

    “Supporting fintech innovation and promoting financial inclusion are pivotal in creating a more accessible financing landscape.”

    Building capacity to attract investment

    The Minister also addressed the significant infrastructure gaps that plague many developing nations, which further deter investment. 

    “Inadequate transport and energy infrastructure increase operational costs and evaporate profitability. 

    “We need strategic infrastructure planning, informed by private sector insights, to mobilise the capital necessary for development.”

    He noted that many initiatives falter due to weak design and a lack of feasibility assessments. 

    “We must invest in building technical capacity within the public sector. Establishing dedicated project preparation facilities will significantly increase the attractiveness of investment opportunities,” he urged.  

    To level the playing field for investors, Lamola stressed the importance of improving governance and regulatory certainty. 

    “Simplifying investment-related regulations and reducing bureaucratic hurdles can greatly enhance investor confidence.  

    “We must create an environment where potential investors feel secure in their commitments.”

    The Minister also stressed the importance of developing national sustainable finance strategies to align financial flows with environmental, social, and governance (ESG) criteria. 

    “We must define what constitutes a sustainable investment. Robust taxonomies and disclosure standards can enhance transparency and credibility in the market.”

    He also highlighted the crucial role of Multilateral Development Banks (MDBs) in fostering a conducive investment environment. 

    “MDBs can offer credit enhancements, support project preparation, and co-finance investments alongside private capital.  

    “Their involvement can significantly increase the viability of projects in emerging markets.”

    The Minister expressed optimism about the potential for collaboration in driving sustainable development through private investment. 

    “Together, we can create a future where every dollar invested unlocks new opportunities, tackles pressing challenges, and builds a more sustainable world.” 

    The event highlighted a collective commitment from governments, private sector representatives, and development institutions to work together to revitalise international development cooperation and attract the much-needed private investment that can empower developing nations in their growth journey. – SAnews.gov.za

    Gabisile

    MIL OSI Africa

  • MIL-OSI Analysis: Class and masculinity are connected – when industry changes, so does what it means to ‘be a man’

    Source: The Conversation – UK – By Sophie Lively, PhD Candidate in Human Geography, Newcastle University

    Tero Vesalainen/Shutterstock

    On July 3, I’ll be discussing Youth, Masculinity and the Political Divide at an event with The Conversation and Cumberland Lodge at Newcastle University (get your tickets here).

    Young people involved in the panel have brought up class and the decline of industry as topics for discussion. This is particularly fitting, given my ongoing PhD research exploring masculinity and the contemporary lives of working-class men in Tyneside.

    Tyneside is an area in north-east England which was once a major centre of Britain’s Industrial Revolution. Its coal mining, shipbuilding and heavy engineering industries were seen as the backbone of the region, upheld by a large industrial skilled working class.

    As with many northern towns, widespread deindustrialisation, predominantly around the 1970s and 1980s, dramatically changed the area. At its peak, Swan Hunter – a globally recognised shipyard and significant employer in Wallsend (North Tyneside) and the surrounding area – employed up to 12,000 people. By 2005, the year before its closure, only 357 direct workers were employed.

    The process of deindustrialisation affected not just the type of work that was done, but how men in the region saw themselves. As I am currently researching, the effects of this ring true today.



    Boys and girls are together facing an uncertain world. But research shows they are diverging when it comes to attitudes about masculinity, feminism and gender equality.

    Social media, politics, and identity all play a role. But what’s really going on with boys and girls? Join The Conversation UK and Cumberland Lodge’s Youth and Democracy project at Newcastle University for a discussion of these issues with young people and academic experts. Tickets available here.


    Like other regions in Britain, Tyneside shifted from mostly masculine manual labour to a largely “feminised” service sector. Informal work, subcontracting and part-time work proliferated while rates of trade unionism declined.

    Changes in industry and understandings of social class have a surprising amount to do with how we think about masculinity. Paul Willis’ 1977 seminal study Learning to Labour explores how the links between social class and masculinity are forged early in life.

    Our ideas about masculinity are produced, reinforced and upheld through institutions such as schools, the workplace and media. There is no singular “form” of masculinity – men perform it in many different ways. There is, however, hegemonic masculinity. This is the most dominant form of masculinity in a society at any given time, valued above other forms of gender identities that do not match up to the dominant ideal.

    “Traditional” views of masculinity were particularly prevalent during the height of industry in the area. These views centred around ideas of men as providers and ideas of toughness. Value was placed on a willingness (or need) to do physical and often hazardous labour.

    The demise of “masculine” labour in areas such as Tyneside disrupted not only economic stability but also male identity and pride. As broader socioeconomic shifts unfolded across England, many working class men found themselves outside of those traditional masculine ideals around labour.

    This has been well documented, particularly in ethnographic work such as Anoop Nayak’s 2006 study Displaced Masculinities. This key text explored how working-class boys navigate “what it is to be a ‘man’ beyond the world of industrial paid employment”.

    Class and identity in a changing world

    Early findings from my research suggest that today, class (and working-class identity) is not as salient in mens’ everyday lives. Participants in my study have spoken about class, but it does not overtly feature in how they make sense of their identities. As one man put it: “Class means you have to use yourself to earn money. Your labour, that’s what I understand by it, but I’ve never thought about class much.”

    The quayside in Newcastle-upon-Tyne.
    Philip Mowbray/Shutterstock

    What happens to men when an area’s strong working-class identity declines, but there is no narrative to replace it? There is a risk that harmful ideas about masculinity step in to fill a gap left by declining industry and continued economic inequality. We have seen this in extensive research in the US about masculinity, class and the appeal of the far right.

    This is why class must be part of the discussion around the rise of the “manosphere” – online communities and influencers sharing content about masculinity that can veer into misogyny. Class politics also presents a positive and unifying alternative.

    It is imperative that working-class areas and the people within them aren’t portrayed as somehow inherently susceptible to, or represented by, the narratives of the manosphere. Indeed, the men I have spoken to have not been particularly pulled in by the manosphere. However they do recognise the feeling of being overlooked and not measuring up to idealised “standards” about masculinity.

    The “manosphere” preys on this, tapping into boys’ and young men’s fears around masculinity and their (perceived) social status. Narrow portrayals of what success looks like puts immense pressure on young people to live up to unattainable standards.

    As I have written before, mansophere content often relies on messages around hyper-individualism that ignore the broader effects of class, the economy and political views.

    Manosphere messaging that “most men are invisible” and that the system is now “rigged against men” fits neatly with young boys’ and men’s anxieties about not having the same place or opportunities in society that previous generations of men might have had.

    Without honest discussion about working-class communities and the effects of deindustrialisation on identity, this messaging may become alluring in postindustrial towns.

    Sophie Lively receives funding from the Economic and Social Research Council as part of the Northern Ireland and North East Doctoral Training Partnership.

    ref. Class and masculinity are connected – when industry changes, so does what it means to ‘be a man’ – https://theconversation.com/class-and-masculinity-are-connected-when-industry-changes-so-does-what-it-means-to-be-a-man-258857

    MIL OSI Analysis

  • MIL-OSI United Kingdom: Holiday Activity programme sets out summer of fun for Manchester’s kids

    Source: City of Manchester

    A range of free holiday activities are on offer for eligible families this summer.

    Through the Holiday Activity and Food programme (HAF) there is a huge number of things to help keep the kids active during the summer break.

    From arts and crafts, sporting events and other physical activities there is a host of entertaining things to do, making sure no one gets bored over the holidays.

    Funded through the Department for Education, HAF’s goal is to ensure that some of the most vulnerable children and young people in Manchester – aged between 5-16 years old – get the support they need when the school term is over.

    The HAF is primarily for families whose children are in receipt of free school meals – but eligibility can be checked via the MCRactive website.

    During the previous financial year via the HAF, Manchester City Council has supported 29,224 children in accessing 3,971 holiday sessions. Additional support is also on offer for children with special educational needs as well as children in care and young carers.

    A free and nutritious meal is also provided as part of this programme ensuring that no child has to endure holiday hunger.

    A range of families will be eligible for HAF – details of which can be found by visiting the MCRactive website here – mcractive.com/haf – where you can register for free.

    The Council knows that the HAF can make a huge difference for the families who take part. 98% of the children who take part say they came home having met a new friend, and parents have provided feedback telling us that their child comes home feeling more engaged and less likely to spend time using electronic equipment.

    On top of the HAF programme parents and families can find an extensive range of other free or low-cost activities that are taking place in Manchester this summer by visiting our Loads to Do website. They can enjoy great events like Parktastic, a new series of free, drop-in play sessions run by the council and its youth delivery partners taking place at parks all over the city.

    There is also a range of support available for anyone in Manchester who has been struggling due to the cost-of-living crisis, with a free advice line operating to anyone in need of additional help. Details can be found here.

    Councillor Julie Reid, Executive Member for Early Years, Children and Young People said: “We know the holidays can be a real pinch point for families which is why schemes such as the HAF programme are so important.

    “Providing free activities can be a real boost for children of all ages throughout the holidays, allowing them to meet new friends and try out new things – both hugely significant in terms of their personal wellbeing and mental health.

    “A huge amount of work has taken place in recent years to address the inequality around early years development and we’re proud to be able to have schemes in place that will help us achieve this aim.

    “There are a lot of great events that will be running over the summer holidays with a free meal or snack included, so if you have not already been contacted to take part I’d urge families to have a look at our Loads to Do website and see what they think their child would enjoy over the break.”


    Manchester as a Child Friendly City

    Manchester is determined to make the city the very best place for children and young people to grow up in. A place where children’s rights are understood, respected and actioned in the everyday life of the city and in decision making. A place also where children and young people are given a voice and where their ideas and opinions matter.

    In 2023 it therefore set itself the target of becoming a UNICEF recognised Child Friendly City.

    The city’s bid to be recognised by UNICEF as a Child Friendly City will see the council and local partners putting children’s rights into practice over a time frame of three to five years, as they work together towards the shared goal.

    As part of this the council, in consultation with children and young people, has had to identify areas of particular focus – known as ‘badges’ – that it must work towards before it can be recognised as a UNICEF Child Friendly City.

    The top three badges identified by Manchester’s children and young people for the city to focus on are: Safe and Secure, Place, and Healthy. In addition to these the city must also focus on a further three core badges – Culture, Co-operation and leadership, and Communication – and has also set itself the extra challenge of including a seventh badge, Equal and Included, as a cross-cutting golden thread through all its work in each of the different badge areas.

    With over 200 languages spoken in Manchester and as the only city outside London to have residents in each of the 90 listed ethnic groups in the census, city leaders agreed that the Equal and Included priority should as a necessity underpin all of the work undertaken towards becoming a Child-Friendly City.

    For more information visit childfriendlymanchester.co.uk

    Making Manchester Fairer

    Making Manchester Fairer is a five-year action plan initiated by the Manchester City Council aimed at addressing health inequalities and improving fairness in the city. The plan focuses on eight key themes:

    1. Early years, children, and young people
    2. Poverty, income, and debt
    3. Work and employment
    4. Prevention of ill health and preventable death
    5. Homes and housing
    6. Places, transport, and climate change
    7. Tackling systemic and structural racism and discrimination
    8. Communities and power

    This initiative is part of a broader Anti-Poverty Strategy that seeks to produce evidence-based recommendations to tackle poverty and its consequences.

    MIL OSI United Kingdom

  • MIL-OSI United Nations: Secretary-General’s remarks at the opening of the 4th Financing for Development Conference [trilingual, as delivered; scroll down for all-English and all-Spanish and all-French]

    Source: United Nations

    Majestades,

    Excelencias, señoras y señores:

    Agradezco al Gobierno y al pueblo de España por su cálida acogida en Sevilla para esta importante conferencia.

    Durante décadas, la misión del desarrollo sostenible ha unido a países grandes y pequeños, desarrollados y en desarrollo.

    Juntos, hemos logrado avances.

    Reduciendo la pobreza y el hambre en el mundo.
     
    Salvando vidas con sistemas sanitarios más sólidos.
     
    Llevando más niños a la escuela.
     
    Ampliando las oportunidades para mujeres y niñas.
     
    Y fortaleciendo las redes de seguridad social.
     
    Pero hoy, el desarrollo y su gran impulsor – la cooperación internacional –enfrentan fortísimos vientos en contra.
     
    Vivimos en un mundo donde la confianza se está desmoronando y el multilateralismo está bajo tensión.
     
    Un mundo con una economía en desaceleración, tensiones comerciales crecientes y presupuestos de ayuda diezmados.
     
    Un mundo sacudido por desigualdades, caos climático y conflictos devastadores.
     
    El vínculo entre paz y desarrollo es evidente.
     
    Nueve de los diez países con los Indicadores de Desarrollo Humano más bajos se encuentran actualmente en situación de conflicto.
     
    Excelencias,
     
    La financiación es el motor del desarrollo.
     
    Y, ahora mismo, ese motor se está ahogando.
     
    Mientras nos reunimos, la Agenda 2030 para el Desarrollo Sostenible – nuestra promesa global de transformar nuestro mundo para lograr un futuro mejor y más justo – está en peligro.
     
    Dos tercios de las metas de los Objetivos de Desarrollo Sostenible están rezagadas.
     
    Alcanzarlos requiere una inversión de más de 4 billones de dólares al año.
     
    Pero no se trata sólo de una crisis de cifras.
     
    Es una crisis de personas.
     
    De familias que pasan hambre.
     
    De niños que no reciben vacunas.
     
    De niñas obligadas a abandonar la escuela.
     
    Estamos aquí en Sevilla para cambiar el rumbo.
     
    Para reparar y poner en marcha el motor del desarrollo y acelerar la inversión a la escala y velocidad necesarias.
     
    Y restaurar equidad y justicia – para todas y todos.
     
    Excellencies,
     
    The Sevilla Commitment is a global promise to fix how the world supports countries as they climb the development ladder.
     
    I see three areas of action.
     
    First — we must get resources flowing. Fast.  
     
    Countries must lead by mobilizing domestic resources and investing in areas of greatest impact: schools, health care, social protection, decent work, and renewable energy.
     
    Unlocking these investments requires strengthening tax systems, and tackling illicit financial flows and tax evasion.
     
    And helping developing countries dedicate a greater share of their tax revenues to the systems people need.
     
    The Sevilla Commitment’s call on developed countries to double their aid dedicated to domestic resource mobilization to support this.
     
    Multilateral and national development banks must unite to finance major investments. 
     
    This includes tripling the lending capacity of Multilateral Development Banks — and rechanneling Special Drawing Rights that can unlock lending capacity and help developing countries boost investment.
     
    We also need innovative funding solutions to unlock private capital.
     
    Solutions that mitigate currency risks;
     
    That combine public and private finance more effectively, and ensure the risks and rewards of development projects are shared by both the public and the private sectors; 
     
    And that ensure financial regulations assess risk appropriately and support investments in frontier markets.
     
    Second — we must fix the global debt system which is unsustainable, unfair and unaffordable.
     
    With annual debt service at $1.4 trillion, countries need — and deserve — a system that lowers borrowing costs, enables fair and timely debt-restructuring, and prevents debt crises in the first place.
     
    The Sevilla Commitment lays the groundwork:  
     
    With other aspects, by also creating a single debt registry for transparency, and promoting responsible lending and borrowing;
     
    By lowering the cost of capital through debt swaps and debt management support;
     
    And through debt service pauses in times of emergency.    
     
    And third — we must increase the participation of developing countries in the institutions of the global financial architecture. The present major shareholders have a role to play recognizing the importance of correcting injustices and adapting to a changing world. 

    A new borrowers forum will give voice to borrowers for fairer debt resolution and to foster transparency, shared learning and coordinated debt action.
     
    And we need a fairer global tax system shaped by all, not just by a few.
     
    Excellences, Mesdames et Messieurs,
     
    Cette conférence n’est pas une affaire de charité.
     
    Il s’agit de rétablir la justice – et de permettre à chacun de vivre dans la dignité.
     
    Cette conférence n’est pas une affaire d’argent.
     
    Il s’agit d’investir dans l’avenir que nous voulons construire – ensemble.
     
    Merci – à toutes et à tous – de participer à cet effort essentiel et ambitieux.
     

    ****

    DECLARACIONES DEL SECRETARIO GENERAL
    CON OCASIÓN DE LA INAUGURACIÓN DE LA CUARTA CONFERENCIA SOBRE LA FINANCIACIÓN PARA EL DESARROLLO

    Majestades,

    Excelencias, señoras y señores:

    Agradezco al Gobierno y al pueblo de España por su cálida acogida en Sevilla para esta importante conferencia.

    Durante décadas, la misión del desarrollo sostenible ha unido a países grandes y pequeños, desarrollados y en desarrollo.

    Juntos, hemos logrado avances.

    Reduciendo la pobreza y el hambre en el mundo.

    Salvando vidas con sistemas sanitarios más sólidos.

    Llevando más niños a la escuela.
            
    Ampliando las oportunidades para mujeres y niñas.

    Y fortaleciendo las redes de seguridad social.

    Pero hoy, el desarrollo y su gran impulsor – la cooperación internacional –enfrentan fortísimos vientos en contra.

    Vivimos en un mundo donde la confianza se está desmoronando y el multilateralismo está bajo tensión.

    Un mundo con una economía en desaceleración, tensiones comerciales crecientes y presupuestos de ayuda diezmados.

    Un mundo sacudido por desigualdades, caos climático y conflictos devastadores.

    El vínculo entre paz y desarrollo es evidente.

    Nueve de los diez países con los Indicadores de Desarrollo Humano más bajos se encuentran actualmente en situación de conflicto.

    Excelencias,

    La financiación es el motor del desarrollo.

    Y, ahora mismo, ese motor se está ahogando.

    Mientras nos reunimos, la Agenda 2030 para el Desarrollo Sostenible – nuestra promesa global de transformar nuestro mundo para lograr un futuro mejor y más justo – está en peligro.

    Dos tercios de las metas de los Objetivos de Desarrollo Sostenible están rezagadas.

    Alcanzarlos requiere una inversión de más de 4 billones de dólares al año.

    Pero no se trata sólo de una crisis de cifras.

    Es una crisis de personas.

    De familias que pasan hambre.

    De niños que no reciben vacunas.

    De niñas obligadas a abandonar la escuela.

    Estamos aquí en Sevilla para cambiar el rumbo.

    Para reparar y poner en marcha el motor del desarrollo y acelerar la inversión a la escala y velocidad necesarias.

    Y restaurar equidad y justicia – para todas y todos.

    Excelencias:

    El documento del Compromiso de Sevilla es una clara promesa global de reparar la forma en que el mundo apoya a los países que suben la escalera del desarrollo.

    Veo tres esferas de acción.

    En primer lugar, tenemos que hacer fluir los recursos. Rápido.

    Los países deben dirigir el proceso movilizando recursos nacionales e invirtiendo en las esferas de mayor impacto: escuelas, atención sanitaria, protección social, trabajo decente y energía renovable.

    Para favorecer estas inversiones es necesario reforzar los sistemas tributarios y combatir los flujos financieros ilícitos y la evasión fiscal.

    Y ayudar a los países en desarrollo a que puedan dedicar una mayor parte de sus ingresos tributarios a los sistemas que necesitan las personas.

    El llamamiento del Compromiso de Sevilla a los países desarrollados para que dupliquen la ayuda dedicada a la movilización de recursos nacionales para servir de apoyo.

    Los bancos multilaterales y nacionales de desarrollo deben unirse para financiar grandes inversiones. 

    Para ello, hay que triplicar la capacidad de préstamo de los bancos multilaterales de desarrollo y reorientar los derechos especiales de giro para aumentar la capacidad de préstamo y ayudar a los países en desarrollo a impulsar la inversión.

    También necesitamos soluciones de financiación innovadora para facilitar el capital privado: 

    Que mitiguen los riesgos cambiarios;

    Que combinen más eficazmente la financiación pública y privada, y garanticen que los riesgos y las recompensas de los proyectos de desarrollo sean compartidos por el sector público y el sector privado; 

    Y que garanticen que la reglamentación financiera evalúa los riesgos adecuadamente y apoya las inversiones en mercados frontera.

    En segundo lugar, debemos reparar el sistema mundial de la deuda, que es insostenible, injusto e inasequible.

    Con un servicio de la deuda que asciende a 1,4 billones de dólares al año, los países necesitan — y merecen — un sistema que abarate el costo del endeudamiento, facilite la reestructuración justa y oportuna de la deuda, y prevenga las crisis de deuda en primer lugar.

    El Compromiso de Sevilla sienta las bases:  

    Con otros factores, creando también un registro único de la deuda en aras de la transparencia, y promoviendo prácticas responsables de préstamo y endeudamiento;

    Reduciendo el costo del capital mediante canjes de deuda y el apoyo a la gestión de la deuda;

    Y suspendiendo el servicio de la deuda en épocas de emergencia.    

    Y en tercer lugar debemos incrementar la participación de los países en desarrollo en las instituciones de la arquitectura financiera global. Los principales accionistas tienen un papel que desempeñar al reconocer la importancia de corregir las injusticias y adaptarse a un mundo cambiante.

    Las partes principales deben apoyar reformas que les den una voz más potente.

    Un foro de prestatarios puede fomentar el aprendizaje común y la acción coordinada en materia de deuda. 

    Un nuevo foro de prestatarios dará voz a los prestatarios para una resolución de la deuda más justa y puede fomentar el aprendizaje compartido y la acción coordinada en materia de deuda.

    Y necesitamos un sistema tributario mundial más justo, conformado por todos, no solo por unos pocos.

    Excelencias, señoras y señores:

    Esta conferencia no trata de caridad.

    Trata de restablecer la justicia y permitir que todos vivan con dignidad.

    Esta conferencia no trata de dinero.

    Trata de invertir en el futuro que queremos construir, juntos.

    Gracias a todos por participar en este importante y ambicioso esfuerzo.
     

    ******

    THE SECRETARY-GENERAL
    REMARKS AT THE OPENING OF THE 4TH FINANCING FOR DEVELOPMENT CONFERENCE

    Your Majesties,

    Excellencies, ladies and gentlemen,

    I thank the Government and people of Spain for welcoming us to Sevilla for this important conference.

    For decades, the mission of sustainable development has united countries large and small, developed and developing.

    Together, we achieved progress.

    Reducing global poverty and hunger.

    Saving lives with stronger health care systems.

    Getting more children into school.
                                        
    Expanding opportunities for women and girls.

    And strengthening social safety nets.

    But today, development and its great enabler — international cooperation — are facing massive headwinds.

    We are living in a world where trust is fraying and multilateralism is strained.

    A world with a slowing economy, rising trade tensions, and decimated aid budgets.

    A world shaken by inequalities, climate chaos and raging conflicts. 

    The link between peace and development is clear.

    Nine of the ten countries with the lowest Human Development Indicators are currently in a state of conflict. 

    Excellencies,

    Financing is the engine of development.

    And right now, this engine is sputtering.

    As we meet, the 2030 Agenda for Sustainable Development — our global promise to transform our world for a better, fairer future — is in danger.

    Two-thirds of the Sustainable Development Goals targets are lagging.

    Achieving them requires an investment of more than $4 trillion a year.

    But this is not just a crisis of numbers. 

    It’s a crisis of people.

    Of families going hungry.

    Of children going unvaccinated.

    Of girls forced to drop out of school.

    We are here in Sevilla to change course.
     
    To repair and rev up the engine of development to accelerate investment at the scale and speed required.

    And to restore a measure of fairness and justice for all.

    Excellencies,

    The Sevilla Commitment document is a global promise to fix how the world supports countries as they climb the development ladder.

    I see three areas of action.

    First — we must get resources flowing. Fast.  

    Countries must lead by mobilizing domestic resources and investing in areas of greatest impact: schools, health care, social protection, decent work, and renewable energy.

    Unlocking these investments requires strengthening tax systems, and tackling illicit financial flows and tax evasion.

    And helping developing countries dedicate a greater share of their tax revenues to the systems people need.

    The Sevilla Commitment’s call on developed countries to double their aid dedicated to domestic resource mobilization to support this. 

    Multilateral and national development banks must unite to finance major investments. 

    This includes tripling the lending capacity of Multilateral Development Banks — and rechanneling Special Drawing Rights that can unlock lending capacity and help developing countries boost investment.

    We also need innovative funding solutions to unlock private capital.  

    Solutions that mitigate currency risks;

    That combine public and private finance more effectively, and ensure the risks and rewards of development projects are shared by both the public and private sectors; 

    And that ensure financial regulations assess risk appropriately and support investments in frontier markets.

    Second — we must fix the global debt system which is unsustainable, unfair and unaffordable.

    With annual debt service at $1.4 trillion, countries need — and deserve — a system that lowers borrowing costs, enables fair and timely debt-restructuring, and prevents debt crises in the first place.

    The Sevilla Commitment lays the groundwork:  

    With other aspects, by also creating a single debt registry for transparency, and promoting responsible lending and borrowing;

    By lowering the cost of capital through debt swaps and debt management support;

    And through debt service pauses in times of emergency.    

    And third — we must increase the participation of developing countries in the institutions of the global financial architecture. The present major shareholders have a role to play recognizing the importance of correcting injustices and adapting to a changing world. 

    A new borrowers forum will give voice to borrowers for fairer debt resolution and can foster transparency, shared learning and coordinated debt action.

    And we need a fairer global tax system shaped by all, not just a few.

    Excellencies, ladies and gentlemen,

    This conference is not about charity.

    It’s about restoring justice and lives of dignity.

    This conference is not about money.

    It’s about investing in the future we want to build, together.

    Thank you all for being part of this important and ambitious effort.
     

    *****
    [all-French]

    Je remercie le Gouvernement et le peuple espagnols de nous accueillir à Séville pour cette importante conférence.

    Depuis des décennies, l’aspiration au développement durable est le trait d’union entre tous les pays – grands et petits, développés et en développement.

    Ensemble, nous avons fait des progrès.

    En réduisant la pauvreté et la faim dans le monde.

    En sauvant des vies grâce à des systèmes de santé plus solides.

    En scolarisant plus d’enfants.

    En ouvrant de nouveaux horizons pour les femmes et les filles.

    Et en renforçant les filets de sécurité sociale.

    Aujourd’hui pourtant, le développement et son principal catalyseur – la coopération internationale – sont freinés par de puissants vents contraires.

    Nous vivons dans un monde où la confiance s’effrite et où le multilatéralisme est mis à rude épreuve.

    Un monde où l’économie ralentit, où les tensions commerciales s’accentuent et où les budgets consacrés à l’aide sont amputés.

    Un monde ébranlé par les inégalités, le chaos climatique et la brutalité des conflits.

    Le lien entre la paix et le développement saute aux yeux.

    De fait, neuf des dix pays ayant les indicateurs de développement humain les plus faibles sont actuellement en proie à un conflit.

    Excellences,

    Le financement est le moteur du développement.

    Et pour l’instant, ce moteur tousse.

    À l’heure où nous nous réunissons, le Programme de développement durable à l’horizon 2030 – notre promesse de transformer le monde et de faire advenir un avenir meilleur et plus juste – vacille.

    Deux tiers des cibles associées aux objectifs de développement risquent de ne pas être atteintes.

    Pour y remédier, il faudrait investir plus de 4 000 milliards de dollars par an.

    Mais la crise que nous traversons n’est pas qu’une affaire de chiffres.

    Elle touche aussi les personnes.

    Les familles qui ont faim.

    Les enfants que l’on ne peut pas vacciner.

    Les filles obligées d’abandonner l’école.

    Nous sommes ici à Séville pour changer de cap.

    Pour réparer le moteur du développement et passer la vitesse supérieure afin d’accélérer les investissements à l’échelle et à la vitesse voulues.

    Et pour rétablir un certain degré d’équité et de justice pour toutes et tous.

    Excellences,

    L’Engagement de Séville est une promesse qui cherche à changer la façon dont le monde aide les pays à gravir les échelons du développement.

    Pour moi, il faut agir sur trois fronts.

    Premièrement, nous devons dégager des ressources, sans attendre.

    Les pays doivent prendre les choses en main et mobiliser les ressources nationales pour les injecter dans les domaines qui ont le plus d’impact : l’éducation, la santé, la protection sociale, le travail décent et les énergies renouvelables.

    Pour débloquer ces investissements, il faut renforcer les régimes fiscaux et lutter contre les flux financiers illicites et la fraude fiscale.

    Il faut aider les pays en développement à consacrer une plus grande part de leurs recettes fiscales aux systèmes dont les populations ont besoin.

    À cette fin, un appel est lancé dans l’Engagement de Séville pour que les pays développés multiplient par deux l’aide qu’ils consacrent à la mobilisation des ressources nationales.

    Les banques de développement multilatérales et nationales doivent unir leurs forces pour financer les grands projets d’investissement.

    Il s’agit notamment de tripler la capacité de prêt des banques multilatérales de développement et de réaffecter les droits de tirage spéciaux qui peuvent débloquer la capacité de prêt et aider les pays en développement à stimuler l’investissement.

    Il nous faut, en outre, des modes de financement novateurs pour débloquer les capitaux privés.

    Des solutions qui atténuent les risques de change.

    Des solutions qui combinent plus efficacement les financements publics et privés et garantissent que les risques et les avantages des projets de développement se répartissent entre les secteurs public et privé.

    Des solutions qui garantissent que les réglementations financières évaluent correctement les risques et appuient l’investissement dans les marchés frontières.

    Deuxièmement, nous devons repenser le système mondial de la dette, qui est insoutenable et injuste, et qui coûte trop cher

    Le service de la dette atteint 1 400 milliards de dollars par an ; aussi les pays ont-ils besoin – et méritent-ils – un système qui réduise les coûts d’emprunt, qui facilite une restructuration équitable et rapide de la dette et qui s’attache en premier lieu à prévenir les crises de la dette.

    L’Engagement de Séville prépare le terrain :

    En créant notamment un seul registre de la dette pour plus de transparence et en encourageant les prêts et les emprunts responsables.

    En réduisant le coût du capital grâce à des conversions de dettes et à un soutien à l’administration de la dette.

    Et en suspendant le service de la dette en cas d’urgence.

    Troisièmement, nous devons accroître la participation des pays en développement aux institutions de l’architecture financière mondiale. Les principaux actionnaires actuels ont un rôle à jouer en reconnaissant l’importance de corriger les injustices et de s’adapter à un monde en mutation.

    Une nouvelle tribune permettra aux emprunteurs de défendre un règlement plus équitable de la dette et pourra favoriser la transparence, l’apprentissage en commun et une action coordonnée en matière de dette.

    Enfin, il nous faut un système fiscal mondial plus équitable, pensé par tous et pas seulement par une minorité.

    Excellences, Mesdames et Messieurs,

    Cette conférence n’est pas une affaire de charité.

    Il s’agit de rétablir la justice – et de permettre à chacun de vivre dans la dignité.

    Cette conférence n’est pas une affaire d’argent.

    Il s’agit d’investir dans l’avenir que nous voulons construire – ensemble.

    Merci – à toutes et à tous – de participer à cet effort essentiel et ambitieux.

    MIL OSI United Nations News

  • MIL-OSI Submissions: Plastics threaten ecosystems and human health, but evidence-based solutions are under political fire

    Source: The Conversation – Canada – By Tony Robert Walker, Professor, School for Resource and Environmental Studies, Dalhousie University

    Negotiations toward a global, legally binding plastics treaty are set to resume this summer, with the United Nations Environment Programme announcing that the Intergovernmental Negotiating Committee on plastic pollution will reconvene in August.

    The committee was established to develop an international legally binding instrument — known as the plastics treaty — to end plastic pollution, one of the fastest-growing environmental threats.




    Read more:
    Here’s how the new global treaty on plastic pollution can help solve this crisis


    Globally, 40 per cent of plastics production goes into the production of single-use plastic packaging, which is the single largest source of plastic waste and is a threat to wildlife and human health. Without meaningful action, global plastic waste is projected to nearly triple by 2060, reaching an estimated 1.2 billion tonnes.

    As the world prepares for another round of talks, Canada’s own plastic problem reveals what’s at stake, and what’s possible for the future.

    Canada’s plastic problem

    Canada is no exception to the global plastic crisis. Nearly half (47 per cent) of all plastic waste in Canada comes from the food and drink sector, contributing 3,268 million tonnes annually. Canadians use 15 billion plastic bags annually and nearly 57 million straws daily, yet only nine per cent of plastics are recycled — a figure that is not expected to improve.

    Most of Canada’s plastic — except for plastic bottles made of PET (polyethylene terephthalate) — are uneconomical or difficult to recycle because of the complexity of mixed plastics used in our economy. As a result, 2.8 million tonnes of plastic waste — equivalent to the weight of 24 CN Towers — end up in landfills every year.

    This is not a trivial problem, as Ontario is projected to run out of landfill space by 2035. Plastic pollution poses growing risks to both urban and rural infrastructure.

    In addition to landfill overflow, around one per cent of Canada’s plastic waste leaks into the environment. In 2016, this was 29,000 tonnes of plastic pollution. Once in the environment, plastics disintegrate into tiny particles, called microplastics (small pieces of plastic less than five millimetres long).

    We drink those tiny microplastic particles in our tap water, and eat them in our fish dinners. Some are even making their way into farmland.

    Plastics are everywhere, including inside us

    More than 93 per cent of Canadians have expressed concerns over single-use plastics used in food packaging and have supported government bans. There is a good reason for concern over the mounting levels of plastics in the environment, in our food and in us.

    Growing evidence indicates that plastics can cause harmful health effects in humans and animals. Microplastics and smaller nanoplastics (less than one micron in length) have been found in humans, including infants and breast milk. They can cause metabolic disorders, interfere with our immune and reproductive systems and cause behavioural problems.

    These health problems may be caused by chemicals added to plastics, including single-use plastics, of which 4,200 chemicals have been identified as posing a hazard to human and ecosystem health.

    It is for these reasons that the Canadian government introduced a ban on single-use plastics in 2022 as part of a plan to reach zero plastic waste in Canada by 2030.

    The decision was based extensive public and industry consultation, as well as decades of data on plastic pollution gathered from the Great Canadian Shoreline Cleanup. This data shows the most common plastic litter items found in the environment across Canada, known as the “dirty dozen” list.

    Six of these items were included in the federal ban. Three eastern Canadian provinces had already implemented single-use plastic bag bans before the federal government, with little to no public or industry opposition. Prince Edward Island was the first Canadian province to implement a province-wide plastic bag ban in July 2019, closely followed by Newfoundland and Labrador and Nova Scotia in October 2020.

    The politics of plastic

    Despite overwhelming scientific consensus, debates around plastic pollution are becoming increasingly politicized.

    In February in the United States, President Donald Trump signed an executive order directing the U.S. government to “stop purchasing paper straws and ensure they are no longer provided within federal buildings.”

    Trump told reporters at the White House: “I don’t think plastic is going to affect a shark very much, as they’re munching their way through the ocean.” Almost 2,000 peer-reviewed studies have reported, however, that more than 4,000 species have ingested or been entangled by plastic litter.

    In Canada, plastic has also become a political flashpoint. During the recent federal election, Conservative Leader Pierre Poilievre said he would scrap the federal government’s ban on single-use plastics and bring back plastic straws and grocery bags. He argued the government’s ban was about “symbolism” rather than “science,” saying, “the Liberals’ plastics ban is not about the environment, it’s about cost and control.”

    His promise would have harmed Canadians by dismissing the overwhelming scientific evidence showing that plastics in our bodies are linked to health impacts. Legislation to ban single-use plastics can be highly effective, ranging from 33 to 96 per cent reductions in plastic waste and pollution in the environment, depending on the policy and jurisdiction.

    Canada’s single-use plastics ban is a great example of evidence-based policymaking. The latest data from the conservation group Ocean Wise shows there was a 32 per cent drop in plastic straws found on Canadian shorelines in 2024 compared to the previous year.

    Science-based policies are needed

    It is indisputable that growing plastic production is directly related to plastic pollution in the environment and in human beings. Increasing plastic pollution is a global threat to human and ecosystem health, regardless of borders and political affiliation.

    As negotiators gear up for another round of talks to finalize a Global Plastics Treaty to end plastic pollution, the need for policies that are supported by scientific evidence is more urgent than ever.

    Future generations deserve a healthy and sustainable planet. The path towards a healthy and sustainable planet requires supporting action based on scientific evidence, not misinforming people with catchy phrases and political rhetoric.

    Tony Robert Walker receives funding from the Natural Sciences and Engineering Research Council of Canada, Canada Foundation for Innovation, and Research Nova Scotia. He is also a non-remunerated member of the Scientists’ Coalition for an Effective Plastics Treaty.

    Miriam L Diamond receives funding from Natural Sciences and Engineering Research Council, Ontario Ministry of Environment, Conservation and Parks, Future Earth, and Environment and Climate Change Canada. She is affiliated with the University of Toronto, serves as a paid expert for the Scientific and Technical Advisory Panel of the Global Environment Facility, and has non-remunerated positions with the International Panel on Chemical Pollution (Vice-Chair), is a member of the Scientist Coalition for an Effective Plastics Treaty, and sits on the board of the Canadian Environmental Law Association.

    ref. Plastics threaten ecosystems and human health, but evidence-based solutions are under political fire – https://theconversation.com/plastics-threaten-ecosystems-and-human-health-but-evidence-based-solutions-are-under-political-fire-256764

    MIL OSI

  • MIL-OSI Submissions: Digital government can benefit citizens: how South Africa can reduce the risks and get it right

    Source: The Conversation – Africa (2) – By Busani Ngcaweni, Visiting Adjunct Professor, Wits School of Governance, University of the Witwatersrand

    The digital revolution is reshaping governance worldwide. From the electronic filing of taxes to digital visa applications, technology is making government services more accessible, efficient and transparent.

    South Africa is making progress in its digital journey. In 2024 it climbed to 40th place out of 193 countries, from 65th place in 2022, in the United Nations e-Government Index. This improvement makes the country one of Africa’s digital leaders, surpassing Mauritius and Tunisia.

    South Africa has identified more than 255 government services for digitisation. Already, 134 are available on the National e-Government Portal. This achievement is remarkable. Nevertheless, the shift to digitisation comes with challenges and risks.

    Some countries have weakened the state’s role by rapidly outsourcing key government functions. But South Africa has the opportunity to build a model of digital transformation that strengthens public institutions rather than diminishes them.

    New technologies must bring tangible benefits for citizens. Digital transformation can improve public administration. But, if mismanaged, it could burden taxpayers with costs.

    Benefits

    Digital transformation comes at a cost. This is particularly true if the state fails to use its procurement power to negotiate reasonable prices. Infrastructure upgrades, cybersecurity measures, software licensing and system maintenance require substantial financial investment.

    The question is whether these expenses are a necessary step towards a more efficient and accessible government.

    Two South African examples illustrate that digital transformation can save money and enhance service delivery quality.

    The first is the South African Revenue Service. Its goal is to ensure that taxpayers and tax advisers can use the service from anywhere and at any time. The changes made more than a decade ago show that digital systems can yield substantial financial gains. After introducing e-filing in 2006, the revenue service streamlined tax processes, reduced inefficiencies and led to higher compliance rates. Ultimately this led to improved revenue collection.

    Similarly, digitising social grant payments has had a number of positive effects. In a chapter of a recent edited volume on public governance, my colleagues and I wrote a case study about how the South African Social Security Agency used basic technologies and platforms like WhatsApp and email to process a grant during the COVID pandemic. It allowed over 14 million people to apply, paid grants to over 6 million beneficiaries during the first phase of the project.

    South African Social Security Agency annual reports show that over 95% of grant beneficiaries receive their payouts electronically through debit cards, instead of going to cash points. This improves security and lets beneficiaries decide when to get and spend their money.

    There are fears that automation could result in massive job losses. But global experience has shown that digitalisation does not necessarily lead to large-scale retrenchments. Instead it can shift the nature of work to other responsibilities.

    The South African Social Security Agency provides a compelling case. Its transition to digital grant payments did not lead to job losses. Similarly, the expansion of e-filing at the revenue service has not resulted in workforce reductions. In both cases efficiencies improved.

    These cases highlight that digital transformation is reshaping roles rather than displacing employees. Public servants are moving into areas such as cybersecurity, data analysis and AI-driven decision-making.

    Shortcomings and pitfalls

    A number of inefficiencies are at play in government services.

    Firstly, most government digital operations still work with outdated paper-based systems. The lack of a uniform digital identity creates bureaucratic inefficiencies and delays.

    Secondly, fragmented procurement of equipment in government has led to duplicated efforts, increased costs and fruitless expenditure.

    Thirdly, different departments often use isolated and incompatible digital systems. This reduce the mutual benefits of digital transformation. The State IT Agency has been blamed for inefficiencies, procurement failures and questionable spending.

    Fourthly, South Africa’s public service remains fragmented. Citizens still struggle to access government services seamlessly. They often move between departments to complete what should be a single transaction.

    Without a centralised system, departments operate in isolation, duplicating efforts, increasing costs and eroding public trust.




    Read more:
    South Africa’s civil servants are missing skills, especially when it comes to technology – report


    Fifth, a lack of skills. Increasing reliance on digital tools requires expertise in data analytics, cloud computing and automation. Many public servants lack the training to take on these new roles. The National Digital and Future Skills Strategy was introduced in September 2020 to bridge this gap, but its effectiveness depends on its implementation.

    Introducing it in 2020 at the height of the COVID-19 pandemic forced government to make digital leaps which otherwise might have taken longer. To sustain services, technology had to be rapidly adopted, including basic things like holding Cabinet meetings online, using a system rapidly developed by the State Information Technology Agency.

    Sixth, security concerns complicate the transformation. As government systems become digital, they become vulnerable to cyberattacks. South Africa must put in place cybersecurity infrastructure to prevent identity theft, data breaches and service disruptions. A cyberattack on one department could affect the entire public sector.

    What needs to be done

    Government must streamline procurement, improve coordination and eliminate inefficiencies to ensure interdepartmental collaboration.

    A single, integrated e-government platform would:

    • cut red tape

    • reduce queues

    • increase efficiency.

    Government needs to upskill civil servants and improve their digital literacy.

    Government must create a seamless e-government system that connects services while protecting citizens’ personal information. The success of digitalisation depends on technological advancements as well as the level of trust citizens have in government systems. Without strong security measures, transparency and accountability, even the most sophisticated digital tools will fail to gain public confidence.

    South Africa has the chance to demonstrate that a strong, capable state can successfully integrate technology while safeguarding public interests. It should take full advantage of offers by Microsoft, Amazon and Huawei to support digital skills training in the public sector in a way that does not advantage one company’s technologies over others. Choices of technology must be user-centric, not based on preferences of accounting officers and chief information officers. Leaders of public institutions must be measured on their ability to digitally transform their organisations.

    Busani Ngcaweni is affiliated with the National School of Government, Wits and Johannesburg Universities.

    ref. Digital government can benefit citizens: how South Africa can reduce the risks and get it right – https://theconversation.com/digital-government-can-benefit-citizens-how-south-africa-can-reduce-the-risks-and-get-it-right-254089

    MIL OSI

  • MIL-OSI Submissions: Digital government can benefit citizens: how South Africa can reduce the risks and get it right

    Source: The Conversation – Africa (2) – By Busani Ngcaweni, Visiting Adjunct Professor, Wits School of Governance, University of the Witwatersrand

    The digital revolution is reshaping governance worldwide. From the electronic filing of taxes to digital visa applications, technology is making government services more accessible, efficient and transparent.

    South Africa is making progress in its digital journey. In 2024 it climbed to 40th place out of 193 countries, from 65th place in 2022, in the United Nations e-Government Index. This improvement makes the country one of Africa’s digital leaders, surpassing Mauritius and Tunisia.

    South Africa has identified more than 255 government services for digitisation. Already, 134 are available on the National e-Government Portal. This achievement is remarkable. Nevertheless, the shift to digitisation comes with challenges and risks.

    Some countries have weakened the state’s role by rapidly outsourcing key government functions. But South Africa has the opportunity to build a model of digital transformation that strengthens public institutions rather than diminishes them.

    New technologies must bring tangible benefits for citizens. Digital transformation can improve public administration. But, if mismanaged, it could burden taxpayers with costs.

    Benefits

    Digital transformation comes at a cost. This is particularly true if the state fails to use its procurement power to negotiate reasonable prices. Infrastructure upgrades, cybersecurity measures, software licensing and system maintenance require substantial financial investment.

    The question is whether these expenses are a necessary step towards a more efficient and accessible government.

    Two South African examples illustrate that digital transformation can save money and enhance service delivery quality.

    The first is the South African Revenue Service. Its goal is to ensure that taxpayers and tax advisers can use the service from anywhere and at any time. The changes made more than a decade ago show that digital systems can yield substantial financial gains. After introducing e-filing in 2006, the revenue service streamlined tax processes, reduced inefficiencies and led to higher compliance rates. Ultimately this led to improved revenue collection.

    Similarly, digitising social grant payments has had a number of positive effects. In a chapter of a recent edited volume on public governance, my colleagues and I wrote a case study about how the South African Social Security Agency used basic technologies and platforms like WhatsApp and email to process a grant during the COVID pandemic. It allowed over 14 million people to apply, paid grants to over 6 million beneficiaries during the first phase of the project.

    South African Social Security Agency annual reports show that over 95% of grant beneficiaries receive their payouts electronically through debit cards, instead of going to cash points. This improves security and lets beneficiaries decide when to get and spend their money.

    There are fears that automation could result in massive job losses. But global experience has shown that digitalisation does not necessarily lead to large-scale retrenchments. Instead it can shift the nature of work to other responsibilities.

    The South African Social Security Agency provides a compelling case. Its transition to digital grant payments did not lead to job losses. Similarly, the expansion of e-filing at the revenue service has not resulted in workforce reductions. In both cases efficiencies improved.

    These cases highlight that digital transformation is reshaping roles rather than displacing employees. Public servants are moving into areas such as cybersecurity, data analysis and AI-driven decision-making.

    Shortcomings and pitfalls

    A number of inefficiencies are at play in government services.

    Firstly, most government digital operations still work with outdated paper-based systems. The lack of a uniform digital identity creates bureaucratic inefficiencies and delays.

    Secondly, fragmented procurement of equipment in government has led to duplicated efforts, increased costs and fruitless expenditure.

    Thirdly, different departments often use isolated and incompatible digital systems. This reduce the mutual benefits of digital transformation. The State IT Agency has been blamed for inefficiencies, procurement failures and questionable spending.

    Fourthly, South Africa’s public service remains fragmented. Citizens still struggle to access government services seamlessly. They often move between departments to complete what should be a single transaction.

    Without a centralised system, departments operate in isolation, duplicating efforts, increasing costs and eroding public trust.




    Read more:
    South Africa’s civil servants are missing skills, especially when it comes to technology – report


    Fifth, a lack of skills. Increasing reliance on digital tools requires expertise in data analytics, cloud computing and automation. Many public servants lack the training to take on these new roles. The National Digital and Future Skills Strategy was introduced in September 2020 to bridge this gap, but its effectiveness depends on its implementation.

    Introducing it in 2020 at the height of the COVID-19 pandemic forced government to make digital leaps which otherwise might have taken longer. To sustain services, technology had to be rapidly adopted, including basic things like holding Cabinet meetings online, using a system rapidly developed by the State Information Technology Agency.

    Sixth, security concerns complicate the transformation. As government systems become digital, they become vulnerable to cyberattacks. South Africa must put in place cybersecurity infrastructure to prevent identity theft, data breaches and service disruptions. A cyberattack on one department could affect the entire public sector.

    What needs to be done

    Government must streamline procurement, improve coordination and eliminate inefficiencies to ensure interdepartmental collaboration.

    A single, integrated e-government platform would:

    • cut red tape

    • reduce queues

    • increase efficiency.

    Government needs to upskill civil servants and improve their digital literacy.

    Government must create a seamless e-government system that connects services while protecting citizens’ personal information. The success of digitalisation depends on technological advancements as well as the level of trust citizens have in government systems. Without strong security measures, transparency and accountability, even the most sophisticated digital tools will fail to gain public confidence.

    South Africa has the chance to demonstrate that a strong, capable state can successfully integrate technology while safeguarding public interests. It should take full advantage of offers by Microsoft, Amazon and Huawei to support digital skills training in the public sector in a way that does not advantage one company’s technologies over others. Choices of technology must be user-centric, not based on preferences of accounting officers and chief information officers. Leaders of public institutions must be measured on their ability to digitally transform their organisations.

    Busani Ngcaweni is affiliated with the National School of Government, Wits and Johannesburg Universities.

    ref. Digital government can benefit citizens: how South Africa can reduce the risks and get it right – https://theconversation.com/digital-government-can-benefit-citizens-how-south-africa-can-reduce-the-risks-and-get-it-right-254089

    MIL OSI

  • MIL-OSI: eQ Plc Members of the Shareholders’ Nomination Committee

    Source: GlobeNewswire (MIL-OSI)

    eQ Plc Stock Exchange Release
    1 July 2025 at 1:00 p.m.

    According to the decision of the eQ Plc’s Annual General Meeting, Shareholders’ Nomination Committee comprises of four members and each of the company’s four largest shareholders, based on the ownership status as of 30 June, is entitled to appoint a member.

    Based on the ownership status of eQ Plc as of 30 June 2025, the shareholders represented in the Nomination Committee are: Fennogens Investments S.A., Rettig Oy Ab, Chilla Capital S.A. and Teamet Oy.

    The representatives of the four largest shareholders in the Shareholders’ Nomination Committee are:

    • Alexandre Labignette, CEO, Fennogens Investments S.A.
    • Roger Lönnberg, Director, Head of Family Office, Rettig Oy Ab
    • Janne Larma, Member of the Board, Chilla Capital S.A.
    • Antti Koskimies, Member of the Board, Teamet Oy

    The tasks of the Nomination Board are annually to:

    • prepare and present to the general meeting a proposal for the number of Board members in accordance with the Articles of Association;
    • prepare and presenting to the general meeting a proposal for the election of the Board members;
    • prepare and present to the general meeting a proposal for the remuneration of the Chair of the Board and the Board members in line with the Company’s remuneration policy for governing bodies; and
    • identify potential candidates for successors to current Board members.

    eQ Plc

    Additional information: Juha Surve, Group General Counsel, tel. +358 9 6817 8733

    Distribution: Nasdaq Helsinki, www.eQ.fi

    eQ Group is a Finnish group of companies specialising in asset management and corporate finance business. eQ Asset Management offers a wide range of asset management services (including private equity funds and real estate asset management) for institutions and individuals. The assets managed by the Group total approximately EUR 13.6 billion. Advium Corporate Finance, which is part of the Group, offers services related to mergers and acquisitions, real estate transactions and equity capital markets.

    More information about the Group is available on our website at www.eQ.fi.

    The MIL Network

  • MIL-OSI Africa: United Nations (UN) Leaders engage World Health Organization (WHO) Botswana to strengthen coordination and multilateral collaboration


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    In an expression of strengthened partnership and renewed commitment to multilateralism, the WHO Botswana Country Office recently hosted two high-level courtesy calls from newly appointed UN leaders, Ms. Wenyan Yang, the UN Resident Coordinator in Botswana, and Ms. Nthisana Motsete-Phillips, Botswana’s incoming Permanent Representative to Switzerland and the United Nations in Geneva.

    Ms. Wenyan Yang’s visit formed part of her introductory engagements with UN agencies in Botswana. She was warmly welcomed by the WHO team and WHO Representative Dr. Fabian Ndenzako. During the meeting, Ms. Yang shared her vision of fostering collaboration, innovation, and collective impact within the UN Country Team, stressing the need for creative and integrated approaches amid global financial constraints. “We must find new and more effective ways of working together leveraging our collective strengths to deliver real, measurable change for the people of Botswana,” said Ms. Yang.

    With over 30 years of experience in the UN system, she reaffirmed her commitment to working closely with agencies to deliver results that positively impact the lives of Batswana. Dr. Ndenzako briefed her on WHO’s key areas of support, highlighting national health priorities such as the transition of primary healthcare to local government, the rollout of national health insurance, and the strengthening of health sector coordination. He acknowledged the country’s achievements in areas like HIV control and maternal health, while noting ongoing challenges in achieving universal health coverage and meeting the Sustainable Development Goals (SDGs). Welcoming Ms. Yang’s leadership, Dr. Ndenzako emphasized her crucial role in advocating for stronger coordination within the UN system and aligning support to accelerate Botswana’s national development agenda.

    Meanwhile, WHO Botswana also engaged with Ms. Nthisana Motsete-Phillips as she prepares to assume office in Geneva. Her visit focused on strengthening the relationship between Geneva-based multilateral platforms and in-country implementation. Dr. Ndenzako lauded Botswana’s active voice within the Africa Group and other global health fora and highlighted the critical role of WHO Botswana’s Geneva liaison in bridging global and national priorities. He also drew attention to ongoing global shifts, including shrinking donor budgets, institutional restructuring, and declining development financing, all of which demand strategic engagement by countries like Botswana in global health diplomacy.

    Ms. Motsete-Phillips expressed her intention to serve as a practical and results-oriented bridge between Geneva and national stakeholders. “We must ensure that what is discussed and committed to in Geneva translates into impact on the ground. It is my responsibility to help make that connection real for Botswana,” she said. With a background in the private sector and several years of experience in Switzerland, she pledged to help translate global commitments into tangible, on-the-ground outcomes. She underscored the need for closer coordination between Botswana’s Geneva mission and local UN country teams to ensure coherent policy implementation.

    She also raised concerns about inefficiencies within public institutions and emphasized the importance of accountability and strong follow-through, particularly in managing partnerships and national programmes. Noting the complexity of agendas such as universal health coverage, she called for more realistic and transparent communication strategies. Additionally, she expressed interest in strengthening collaboration with institutions such as the Botswana Vaccine Institute (BVI). Challenging the prevailing classification of Botswana as a middle-income country, Ms. Motsete-Phillips warned that this status often excludes the country from much-needed support. She called for a renewed and nuanced narrative that reflects Botswana’s current realities and development needs.

    Both visits underscored a shared commitment to deepening collaboration, improving coordination at all levels, and ensuring Botswana’s continued active role in shaping and implementing global health and development priorities.

    Distributed by APO Group on behalf of World Health Organization (WHO), Botswana.

    MIL OSI Africa