Category: Economy

  • MIL-OSI: SUTNTIB AB Tewox audited consolidated and separate annual financial statements for 2024

    Source: GlobeNewswire (MIL-OSI)

    Vilnius, Lithuania, April 29, 2025 (GLOBE NEWSWIRE) —

    AB Tewox (the Company) publishes its audited annual consolidated and separate financial statements for 2024 together with Company’s and Group’s annual management report for 2024.

    Financial results

    The objective of the Company is to earn a return to shareholders through investments in individual income-generating real estate objects – either under development or already developed – intended for retail or other (commercial and/or residential) purposes in the Baltic Sea Region countries – Lithuania, Latvia, Estonia, Finland, Sweden, Denmark, Poland and Germany. The main financial indicators for the period were:

    • As at 31 December 2024, the Company’s total assets were EUR 75,648 thousand, total equity was EUR 43,448 thousand, and total liabilities were EUR 32,200 thousand.
    • As at 31 December 2024, the Company’s investment assets at fair value through profit or loss were EUR 69,908 thousand, which compared to 31 December 2023, grew by EUR 4,029 thousand (or 6.21 %).
    • From January to December 2024, The Company earned EUR 3.344 thousand in total comprehensive income.

    Key events of 2024:

    • In 2024, the Company, through its managed subsidiaries, acquired investment property with a total acquisition value of approximately EUR 23.9 million:
      • Commercial building, located at 83 Dariaus ir Girėno g., Jurbarkas, Lietuva;
      • Commercial building, located at 2 Chrobrego, Radom, Lenkija;
      • Commercial building, located at 211 Zgierska, Łódź, Lenkija;
      • Land plot, located at 46 Artojų g., Kaunas, Lietuva.
    • In 2024 the Company issued private bonds with nominal value of EUR 9.974 million and redeemed private bonds with a nominal value of EUR 26.570 million.
    • On 13 August 2024, the Group’s prospectus for a public bond offering of EUR 35 million was approved. During 2024, the Company issued bonds with a nominal value of EUR 23.774 million.

    Key events after the end of the financial year:

    • On January 19, 2025, the third tranche of the public bond issuance was completed, during which the Company issued bonds with a total nominal value of EUR 11.226 million.
    • At the end of January 2025, the Company executed an early redemption of bonds in accordance with applicable early redemption terms, redeeming private bonds with a nominal value of EUR 7.474 million.
    • In March 2025, the Company, through its subsidiary, has completed a transaction for the acquisition of two Lidl store buildings in Panevėžys and Jurbarkas, for which it received EUR 6.7 million in financing from a credit institution.

    Shareholder’s meeting

    According to the Law on Companies of Republic of Lithuania, the annual financial statements prepared by the Management are authorised by the General Shareholders’ meeting. The shareholders hold the power not to approve the annual financial statements and the right to request new financial statements to be prepared. 

    The shareholders of the Company will vote on approving the Group’s and Company’s 2024 financial statements at a shareholders’ meeting to be held on 30 April 2025. The meeting will also consider a proposal for the distribution of profits, it is proposed to allocate profits as follows:

    Article Amount, EUR
    Retained earnings (loss) – at the beginning of financial year (4,339,664)
    Change in accounting policy 2,979,859
    Retained earnings (loss) – at the beginning of financial year after the change in accounting policy (1,360,105)
    Comprehensive income (loss) for the reporting period – net profit for the current year 3,344,405
    Interim dividends paid in 2024 (400,000)
    Profit transfer to the legal reserve
    Retained earnings (loss) – at the end of financial year 1,584,300
    Profit distribution:  
    Profit transfer to the legal reserve (167,220)
    Profit transfer to other reserves
    Profit to be paid as dividends (1,274,534)
    Retained earnings (loss) at the end of the financial year for 2024 and previous financial periods 142,546

    Additional agenda items of the shareholders’ meeting – the amendment of the Company’s Articles of Association, the establishment of the Audit Committee, the and approval of its guidelines.

    Contact person for further information:

    Paulius Nevinskas

    Manager of the Investment Company

    paulius.nevinskas@lordslb.lt

    https://lordslb.lt/tewox_bonds/

    Attachments

    The MIL Network

  • MIL-OSI: Best Online Casinos Canada 2025: 7Bit Casino Recognized as the Best Overall Choice

    Source: GlobeNewswire (MIL-OSI)

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    Pros Cons
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    Supports fiat and crypto payments  
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    About Gaming in 7Bit Casino

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      • Interac: Popular in Canada for fast, local transactions.
      • Skrill: E-wallet for rapid transfers.
      • Neteller: Trusted e-wallet with global reach.
      • Paysafe Card: Prepaid option for secure deposits.
      • Bank Transfer: Reliable but slower for withdrawals.
      • Neosurf: Prepaid voucher for anonymous deposits.
      • EcoPayz: Eco-friendly e-wallet with low fees.
      • MuchBetter: Mobile-friendly payment app for quick transactions.
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    Games Available in 7Bit Casino

    7Bit’s expansive library of over 10,000 games includes:

    Slots

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    Table Games

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    Live Dealer Games

    Powered by Evolution Gaming and Pragmatic Play, offering immersive real-time experiences:

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    Instant Win Games

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    This diverse selection makes 7Bit a top destination among the best online casinos Canada (Casino.org).

    The Most Popular Pay-out Methods at 7Bit Casino

    The most preferred payout methods at 7Bit include:

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    • Pay ID: Near-instant withdrawals, highly popular among Canadian players for speed and convenience.
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    Crypto’s speed and anonymity make it a favorite, aligning with 7Bit’s anonymous online casino appeal. Pay ID’s efficiency further enhances its status as a leading pay ID casino.

    Additional 7Bit Casino Highlights

    • Award Recognition: 7Bit has been nominated for “Best Crypto Casino” in recent industry awards, reflecting its excellence in the crypto gaming space.
    • Global Accessibility: Supports players from multiple countries, with region-specific promotions tailored to Canadian users.
    • High Volatility Options: A dedicated section for high-volatility slots caters to risk-takers seeking big wins.
    • Player-Driven Updates: Regular platform enhancements based on user feedback, such as improved navigation and new game categories.
    • Crypto Staking Rewards: Experimental feature allowing players to earn small rewards by holding certain cryptocurrencies in their 7Bit wallet.
    • Exclusive Game Releases: Early access to new titles from providers like BGaming, often paired with free spins promotions.
    • Social Responsibility: Partnerships with responsible gambling organizations and in-house tools to promote safe play (Bitcoin Casino Kings).

    Final Thoughts On Best Online Casinos Canada

    7Bit Casino, rated 4.8/5 for 2025, offers innovation, security, and entertainment with a vast game library, crypto-friendly platform, instant payouts, and player-focused features. Ideal for free spins, online pokies, or live dealer games, it excels as a leading pay ID and anonymous casino, delivering a secure, rewarding, and cutting-edge experience.

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    Frequently Asked Questions

    1. Is 7Bit Casino legal in Canada?
      Yes, 7Bit Casino is licensed by the Curacao eGaming Commission, making it legal for Canadian players outside Ontario, where iGaming Ontario regulates local operators. Always verify local laws before playing.
    2. What’s the welcome bonus?
      New players can claim up to 5.25 BTC + 250 free spins across four deposits. The bonus is structured to reward initial deposits, with free spins usable on select slots.
    3. How fast are withdrawals?
      Crypto and Pay ID withdrawals are processed instantly, often within minutes. E-wallets like Skrill take 1–24 hours, while bank transfers may require 3–5 days.
    4. Is there a mobile version?
      Yes, 7Bit offers a seamless mobile platform compatible with iOS and Android. Players can access the full game library and manage accounts without downloading an app.
    5. Are there no deposit bonuses?
      Yes, 7Bit occasionally offers no-deposit bonuses, such as free spins for new players or Telegram promotions. Check the promotions page or social channels for updates.
    6. Can I play anonymously?
      Yes, crypto transactions allow anonymous play, requiring minimal personal information. This makes 7Bit a top choice for privacy-conscious players.

    EMAIL: Support@7bitCasino.com

    Disclaimer and Affiliate Disclosure

    General Disclaimer
    This article is for informational and entertainment purposes only, not legal or financial advice. Content is based on research and user reviews as of writing. No warranties are made, and users must verify information before acting.

    Casino and Gambling Disclaimer
    Online gambling carries risks and isn’t for everyone. Confirm you’re of legal gambling age in your jurisdiction. Gambling laws vary, and compliance is your responsibility. We don’t promote gambling; participation is at your risk. 7Bit Casino is a third-party platform, and we’re not liable for losses or disputes.

    Affiliate Disclosure
    This article may include affiliate links, earning us a commission at no cost to you for qualifying actions. These support our content. Our reviews are unbiased, and we recommend only valuable products.

    A photo accompanying this announcement is available at https://www.globenewswire.com/NewsRoom/AttachmentNg/ee7b7996-5711-4ded-8c48-d7d20368a86a

    The MIL Network

  • MIL-OSI USA: Engineering Students Excel at UConn Stamford’s First Senior Design Day

    Source: US State of Connecticut

    In between classes, careers, hobbies, and other obligations, coordinating plans with friends can be difficult for many college students and young professionals.

    “We’ve all experienced this planning chaos firsthand,” says Jainil Desai ’25 (ENG), a computer science major. “What if there was a way to make getting together with friends easier, smarter and more fun?”

    Visitors and judges at the Senior Design poster presentation could download a beta version of the STAC-IT app. (Olivia Drake/UConn photo)

    Desai, along with seven other students developed an innovative solution—a mobile app that simplifies social planning into a smooth, personalized experience.

    The team, also including Engineering students Yuzhuo Zhang ’25, Kevin Enrique Hernandez ’25, Amid Qazi ’25, Jan Ulloa, ’25 Toyi Hendrik Shimizu ’25, Mohammad Abujaffar ’25, and Ignacio Efrain Deleon ’25, debuted their app— STAC-IT— during the first-ever Senior Design Day Program held April 25 at UConn Stamford.

    In 2024–2025, UConn Stamford has 31 students engaged in year-long senior design projects as part of its full four-year computer science degree program. To showcase their work and strengthen ties with the broader community, the campus hosted its inaugural Senior Design Day Program — providing students the opportunity to present their projects to fellow students, faculty, and industry partners.

    The program is similar to the Senior Design Demonstration Day held annually at UConn Storrs.

    “Located in a growing industrial and technology hub, with proximity to Stamford and greater New York area companies, UConn Stamford is uniquely positioned to foster strong collaborations between its students and the tech workforce,” says Hasan Baig, director of the computer science program at UConn Stamford and event organizer. “Events like the Senior Design Day Program are critical in preparing graduates for real-world opportunities while helping industry partners discover emerging talent.”

    During the program, six teams made five-minute pitches to multiple UConn alumni and industry leaders who served as judges. Later, the teams spoke to the judges one-on-one during a poster session. The STAC-IT team, sponsored by Stacks IT, took first place.

    Aaron McClure, a judge from GE Appliances and CoCREATE in Stamford, found all six projects to be “good ideas that solve common problems.” STAC-IT, in particular, he says, is an ingenious way to get friends together.

    “Sometimes organizing people can be like herding cats,” he says. “If you want to get coffee, you can check the STAC-IT app to see if any of your friends also want to get coffee so you can meet up.”

    The Gush team created a platform where users can form authentic connections based on who they are, not just how they look. (Olivia Drake/UConn photo)

    McClure also was impressed with Gush, an online dating app that prioritizes personality—rather than physical attraction—to foster authentic connections. Paul Kwon ’25, Lyles Williams ’25, Max Senchukov ’25, and Joseph Vincento ’25 worked with the Woods Hole Institute to develop the app that pairs two users and places them inside a “blind date” with a countdown timer. When this timer finishes, users can either like or dislike each other. If both users like each other, they can now see each other’s photos and continue their conversation.

    “The dating app is a very novel idea and very different that other ones out there,” McClure says. “I really liked their approach.”

    In addition, Arianna Azizi ’25, Savar Jain ’25, and Romick Jean-Baptiste ’25 worked with their industry sponsor Neural Tax Networks to help reduce confusion during tax season. By using AI, their product provides answers to assist users with accessible tax and accounting research.

    “I’ve seen my dad struggle with going his own taxes, so I really liked the idea of using AI to help normal people file their taxes,” says Hamza Ejaz ’27. “It was the most attention-grabbing project.”

    Suchitha Misra’25, Karima Hamada ’25, Ananya Jonnakuti ’25, William French ’25, Trang Tran ’25, and Dylan Young ’25 worked with industry sponsor PRE to create gameified startup pitches. The platform enables audiences to act as mock investors, providing real-time feedback and investment signals to founders during live or remote events. This gamified approach boosts engagement, helps identify high-potential startups, and provides valuable performance insights to presenters.

    Dalia Clarke ’22 (ENG) served as a Senior Design judge. (Olivia Drake/UConn photo)

    Peter Vaichus ’25, Tom McCarthy’25, and Joshua Pintacasi ’25 worked with their industry sponsor Culture Tech to help museums track their collections, licenses, and workflows. The team developed and integrated a Digital Asset Manager (DAM) into a specialized software so clients can import their collections directly from their DAM.

    Sakib Nazmus ’25, Akhil Jannu ’25, William Lee ’25, and Dedeep Singu ’25 worked with their industry sponsor State Street Global Advisors to help institutional investors interpret make better financial decisions.  The tool extracts and scores sentiment by topic (financial metrics, macro trends, regulation) and time. A custom dashboard enables visualization and analysis of paragraph and keyword level sentiment trends.

    Mechanical engineering major Dalia Clarke ’22 (ENG) returned to her alma mater to help judge the presentations.

    “I love learning from the students,” she says. “I was very impressed with the depth of their work and their ability to answer questions, and also that they all had plans for making their projects even better in the future.”

    View photo gallery.

    MIL OSI USA News

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

    Source: US State of Connecticut

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

     

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

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

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

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

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

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

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

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

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

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

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

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

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

     

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

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

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

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

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

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

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

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

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

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

    MIL OSI USA News

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

    Source: GlobeNewswire (MIL-OSI)

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

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

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

    Key 2024 Strategic Pillars

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

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

    Highlights of Business Performance

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

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

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

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

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

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

    Subsequent Events and 2025 Outlook

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

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

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

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

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

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

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

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

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

    2024 Results

    Selected Financial Measures

    Results of Operations

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

    Cash Flows

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

    Non-IFRS Measures and Reconciliation of Non-IFRS Measures

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

    Adjusted EBITDA

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

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

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

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

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

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

    _____________________________________________

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

    About MiniLuxe

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

    For further information

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

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

    Forward-looking statements

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

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

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

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

    The MIL Network

  • MIL-OSI: XRP News: XenDex Soft Cap Almost Filled as Demand Explodes $XDX Tokens Selling Out Ahead of Exchange Listing

    Source: GlobeNewswire (MIL-OSI)

    SYDNEY, Australia, April 29, 2025 (GLOBE NEWSWIRE) — The window is closing fast. XenDex, the revolutionary all-in-one decentralized exchange built on the XRP Ledger, is on the brink of selling out its presale and early buyers may never see these current prices again, keep reading.

    In a week dominated by XRP market milestones, including Brazil’s first XRP Spot ETF approval, the SEC’s lawsuit withdrawal, and the greenlight for ProShares’ XRP Futures ETF — XenDex has emerged as the go-to DeFi platform for XRP holders. Now, with its soft cap almost completely filled, the urgency to secure $XDX tokens has reached new heights.

    Buy $XDX Now!

    XDX Price Set to Increase After Today

    Currently, 1 XRP = 10 XDX, But once the soft cap is filled, 1.25 XRP will be required to purchase 10 XDX.

    That’s a 25% increase after the soft cap is raised, and with demand surging, this is the final opportunity to buy $XDX at its lowest possible rate.

    Join the Presale Now: https://xendex.net/presale

    High-Profile Listings Confirmed

    Once the presale concludes, $XDX is already lined up for listing on major exchanges, including:

    • Binance
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    These listings will open the doors to global liquidity, institutional access, and high-volume trading, making today’s entry price even more critical.

    Purchase XDX At Lowest Presale Price

    What Makes XenDex Different

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    • AI-Powered Copy Trading – Mirror elite trader strategies in real-time
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    Thousands are already in and holding $XDX, what are you waiting for?

    The XenDex community is exploding across Telegram and Twitter, with whales and retail investors alike locking in their $XDX allocations before the price jump. Presale supply is shrinking by the hour and when it’s gone, it’s gone.

    Join XenDex Presale

    Final chance to buy at launch price is now! Do not miss it.

    This is your last chance to get in before $XDX becomes more expensive.

    Don’t wait until tomorrow to regret what you could have done today.

    Visit Official XenDex Links

    Website: https://xendex.net
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    Docs: https://xdxdocs.gitbook.io

    Contact:
    Frank Richards
    Frank@xendex.net

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

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

    A photo accompanying this announcement is available at https://www.globenewswire.com/NewsRoom/AttachmentNg/5fc1748f-4060-4d9b-a620-c57ff79a5e61

    The MIL Network

  • MIL-OSI: CECO Environmental Reports First Quarter 2025 Results

    Source: GlobeNewswire (MIL-OSI)

    Numerous Financial Records Reflect Strength of Well-Positioned Portfolio
    Company Maintains Full Year Outlook

    ADDISON, Texas, April 29, 2025 (GLOBE NEWSWIRE) — CECO Environmental Corp. (Nasdaq: CECO) (“CECO”), a leading environmentally focused, diversified industrial company whose solutions protect people, the environment, and industrial equipment, today reported its financial results for the first quarter of 2025.

    First Quarter Summary(1)

    • Orders of $227.9 million, up 57 percent
    • Backlog of $602.0 million, up 55 percent
    • Revenue of $176.7 million, up 40 percent
    • Gross profit margin of 35.2 percent; Gross margin of $68.0 million, up 28 percent
    • Net income of $36.0 million; non-GAAP net income of $3.5 million
    • GAAP EPS (diluted) of $0.98; non-GAAP EPS (diluted) of $0.10
    • Adjusted EBITDA of $14.0 million, up 6 percent
    • Free cash flow of $(15.1) million, down $13.2 million

    (1) All comparisons are versus the comparable prior year period, unless otherwise stated.
    Reconciliations of GAAP (reported) to non-GAAP measures are in the attached financial tables.

    Todd Gleason, CECO’s Chief Executive Officer commented, “We started 2025 with outstanding first quarter record orders of $228 million, which helped drive new record levels of backlog and revenue for the company. This is a powerful statement on the strength of our well-positioned portfolio, which is closely aligned to key long-term growth themes of industrial manufacturing reshoring, electrification, power generation, natural gas infrastructure, and industrial water investments. This marks the second consecutive quarter with bookings greater than $200 million, which has enabled our backlog to exceed $600 million for the first time in Company history. With our order pursuit pipeline now over $5 billion, we remain highly confident in our continued growth outlook.”

    First quarter operating income was $61.9 million, up $54.2 million when compared to $7.7 million in the first quarter 2024. On an adjusted basis, non-GAAP operating income was $8.6 million, down $1.6 million or 16 percent when compared to $10.2 million in the first quarter of 2024. Net income was $36.0 million in the quarter, up $34.5 million compared to $1.5 million in the first quarter 2024. Non-GAAP net income was $3.5 million, down $0.5 million when compared to $4.0 million in the first quarter 2024. Adjusted EBITDA of $14.0 million, reflecting an Adjusted EBITDA margin of 7.9 percent, was up 6 percent compared to $13.2 million in the first quarter 2024. Free cash flow in the quarter was $(15.1) million, down $13.2 million compared to $(1.9) million in the first quarter of 2024.

    “In the first quarter, we introduced strategic price actions to address preliminary tariff impacts. Additionally, to proactively manage our record backlog and robust project pipeline, we selectively pulled-in some inventory purchases and added key operational and customer-centric personnel to maintain the highest level of project execution. These additions drove incremental engineering, project management and business development costs during the first quarter as well as utilizing additional cash. This had the effect of depressing Adjusted EBITDA in the quarter, but these proactive measures were important to better position CECO for executing on our record backlog. Starting in Q2 2025, we will take strategic cost actions associated with eliminating redundant general and administrative roles and expenses resulting from our programmatic M&A and will expand our ongoing productivity and efficiency initiatives. We expect the benefits from these actions, when combined with continued strong volume growth, will underpin operating margin expansion throughout the year,” added Gleason.

    2025 Full Year Guidance

    For the full year 2025 outlook, the Company maintains its expectation to deliver Revenue of $700 to $750 million, up approximately 30 percent at the midpoint year and maintains its expected range for Adjusted EBITDA of $90 to $100 million, up approximately 50 percent at the midpoint versus 2024. The Company maintains its 2025 adjusted free cash flow to be between 60 and 75 percent of Adjusted EBITDA.

    “We are very pleased with the strong start to the year as our industrial air, industrial water and energy transition businesses continue to drive growth through our operating model leveraging their respective niche leadership positions, and flexible business models. Our record backlog and opportunity pipeline provide me with confidence in achieving our growth targets for the year. While we recognize we are in a very dynamic environment which makes it difficult to predict the impact tariffs and other related uncertainties might have on the economy and on our operations, we believe that our direct exposure to tariff-related imports is relatively modest. CECO is comparatively well-positioned as we execute and manufacture a majority of our business in the same regions in which we sell. At present, this aspect of our business design and operating model, coupled with the cost actions we have taken, allows us to maintain our full year outlook – but we are monitoring the economic situation and working with our supply chain to aggressively manage any additional cost expenses which might arise over the course of the year,” concluded Gleason.

    EARNINGS CONFERENCE CALL

    A conference call is scheduled for today at 8:30 a.m. ET to discuss the first quarter 2025 financial results. Please visit the Investor Relations portion of the website (https://investors.cecoenviro.com) to listen to the call via webcast. The conference call may also be accessed by visiting https://edge.media-server.com/mmc/p/tvr2idgu.

    A replay of the conference call will be available on the Company’s website for a period of one year. The replay may also be accessed by visiting https://edge.media-server.com/mmc/p/tvr2idgu.

    ABOUT CECO ENVIRONMENTAL

    CECO Environmental is a leading environmentally focused, diversified industrial company, serving the broad landscape of industrial air, industrial water and energy transition markets globally providing innovative solutions and application expertise. CECO helps companies grow their business with safe, clean, and more efficient solutions that help protect people, the environment and industrial equipment. CECO solutions improve air and water quality, optimize emissions management, and increase energy efficiency for highly-engineered applications in power generation, midstream and downstream hydrocarbon processing and transport, electric vehicle production, polysilicon fabrication, semiconductor and electronics, battery production and recycling, specialty metals and steel production, beverage can, and water/wastewater treatment and a wide range of other industrial end markets. CECO is listed on Nasdaq under the ticker symbol “CECO.” Incorporated in 1966, CECO’s global headquarters is in Addison, Texas. For more information, please visit www.cecoenviro.com.

    Company Contact:
    Peter Johansson
    Chief Financial and Strategy Officer
    888-990-6670
    investor.relations@onececo.com

    Investor Relations Contact:
    Steven Hooser and Jean Marie Young
    Three Part Advisors, LLC
    214-872-2710
    investor.relations@onececo.com

    CECO ENVIRONMENTAL CORP.
    CONSOLIDATED BALANCE SHEETS
    (unaudited)
     
    (in thousands, except per share data)   March 31,
    2025
        December 31,
    2024
     
    ASSETS            
    Current assets:            
    Cash and cash equivalents   $ 146,471     $ 37,832  
    Restricted cash     205       369  
    Accounts receivable, net allowances of $8,663 and $8,863     152,405       159,572  
    Costs and estimated earnings in excess of billings on uncompleted contracts     83,335       69,889  
    Inventories     52,919       42,624  
    Prepaid expenses and other current assets     36,910       16,859  
    Prepaid income taxes     3,856       3,826  
    Total current assets     476,101       330,971  
    Property, plant and equipment, net     46,063       33,810  
    Right-of-use assets from operating leases     24,419       25,102  
    Goodwill     274,769       269,747  
    Intangible assets – finite life, net     109,250       74,050  
    Intangible assets – indefinite life     9,559       9,466  
    Deferred income taxes     210       966  
    Deferred charges and other assets     16,724       15,587  
    Total assets   $ 957,095     $ 759,699  
    LIABILITIES AND SHAREHOLDERS’ EQUITY            
    Current liabilities:            
    Current portion of debt   $ 1,673     $ 1,650  
    Accounts payable     109,504       109,671  
    Accrued expenses     59,176       47,528  
    Billings in excess of costs and estimated earnings on uncompleted contracts     87,870       81,501  
    Notes payable     700       1,700  
    Income taxes payable     19,831       2,612  
    Total current liabilities     278,754       244,662  
    Other liabilities     4,314       14,362  
    Debt, less current portion     338,037       217,230  
    Deferred income tax liability, net     26,481       11,322  
    Operating lease liabilities     19,458       20,230  
    Total liabilities     667,044       507,806  
    Commitments and contingencies (See Note 14)            
    Shareholders’ equity:            
    Preferred stock, $.01 par value; 10,000 shares authorized, none issued            
    Common stock, $.01 par value; 100,000,000 shares authorized, 35,250,489 and
    34,978,009 shares issued and outstanding at March 31, 2025 and December 31, 2024, respectively
        352       349  
    Capital in excess of par value     255,807       255,211  
    Retained earnings     42,554       6,570  
    Accumulated other comprehensive loss     (12,922 )     (14,441 )
    Total CECO shareholders’ equity     285,791       247,689  
    Noncontrolling interest     4,260       4,204  
    Total shareholders’ equity     290,051       251,893  
    Total liabilities and shareholders’ equity   $ 957,095     $ 759,699  
    CECO ENVIRONMENTAL CORP.
    CONSOLIDATED STATEMENTS OF INCOME
    (unaudited)
     
        Three months ended March 31,  
    (in thousands, except per share data)   2025     2024  
    Net sales   $ 176,697     $ 126,332  
    Cost of sales     114,535       81,200  
    Gross profit     62,162       45,132  
    Selling and administrative expenses     53,542       34,908  
    Amortization expenses     3,096       2,156  
    Acquisition and integration expenses     8,143       190  
    Gain on sale of Global Pump Solutions business     (64,502 )      
    Other expenses     13       192  
    Income from operations     61,870       7,686  
    Other expense, net     (594 )     (1,513 )
    Interest expense     (6,217 )     (3,413 )
    Income before income taxes     55,059       2,760  
    Income tax expense     18,617       667  
    Net income     36,442       2,093  
    Noncontrolling interest     (458 )     (585 )
    Net income attributable to CECO Environmental Corp.   $ 35,984     $ 1,508  
    Earnings per share:            
    Basic   $ 1.03     $ 0.04  
    Diluted   $ 0.98     $ 0.04  
    Weighted average number of common shares outstanding:            
    Basic     35,028,301       34,846,163  
    Diluted     36,689,320       36,177,323  
    CECO ENVIRONMENTAL CORP.
    CONSOLIDATED STATEMENTS OF CASH FLOWS
     
        Three months ended March 31,  
    (in thousands)   2025     2024  
    Cash flows from operating activities:            
    Net income   $ 36,442     $ 2,093  
    Adjustments to reconcile net income to net cash provided by (used in) operating activities:            
    Depreciation and amortization     5,115       3,512  
    Unrealized foreign currency gain (loss)     (1,142 )     149  
    Gain on sale of Global Pump Solutions business     (64,502 )      
    (Loss) gain on sale of property and equipment     (15 )     115  
    Debt discount amortization     206       120  
    Share-based compensation expense     3,356       1,670  
    Provision (recovery) for credit loss     819       (384 )
    Inventory reserve expense     92       499  
    Deferred income tax benefit     166        
    Changes in operating assets and liabilities, net of acquisitions:            
    Accounts receivable     16,215       (5,355 )
    Costs and estimated earnings in excess of billings on uncompleted contracts     (12,270 )     7,858  
    Inventories     (2,416 )     (4,447 )
    Prepaid expense and other current assets     (17,652 )     1,211  
    Deferred charges and other assets     (1,137 )     (221 )
    Accounts payable     (3,633 )     (2,442 )
    Accrued expenses     8,865       1,220  
    Billings in excess of costs and estimated earnings on uncompleted contracts     5,933       1,262  
    Income taxes payable     17,220       (387 )
    Other liabilities     (3,358 )     (5,249 )
    Net cash (used in) provided by operating activities     (11,696 )     1,224  
    Cash flows from investing activities:            
    Acquisitions of property and equipment     (3,385 )     (3,116 )
    Net cash proceeds for sale of Global Pump Solutions business     105,860        
    Net cash (paid) received for acquisitions, net of cash acquired     (97,646 )     422  
    Net cash provided by (used in) investing activities     4,829       (2,694 )
    Cash flows from financing activities:            
    Borrowings on revolving credit lines     148,100       13,400  
    Repayments on revolving credit lines     (27,600 )     (12,600 )
    Repayments of long-term debt     (420 )     (2,553 )
    Payments on finance leases and financing liability     (234 )     (229 )
    Deferred consideration paid for acquisitions     (1,000 )     (1,000 )
    Equity awards surrendered by employees for tax liability, net of proceeds from employee stock purchase plan and exercise of stock options     (2,688 )     258  
    Noncontrolling interest distributions     (402 )     (804 )
    Common stock repurchased           (3,000 )
    Net cash provided by (used in) financing activities     115,756       (6,528 )
    Effect of exchange rate changes on cash, cash equivalents and restricted cash     (414 )     (422 )
    Net increase (decrease) in cash, cash equivalents and restricted cash     108,475       (8,420 )
    Cash, cash equivalents and restricted cash at beginning of period     38,201       55,448  
    Cash, cash equivalents and restricted cash at end of period   $ 146,676     $ 47,028  
    Cash paid during the period for:            
    Interest   $ 3,987     $ 3,269  
    Income taxes   $ 2,405     $ 975  
    CECO ENVIRONMENTAL CORP.
    RECONCILIATION OF GAAP TO NON-GAAP MEASURES
     
        Three months ended March 31,  
    (in millions, except ratios)   2025     2024  
    Operating income as reported in accordance with GAAP   $ 61.9     $ 7.7  
    Operating margin in accordance with GAAP     35.0 %     6.1 %
    Amortization expenses     3.1       2.2  
    Acquisition and integration expenses     8.1       0.2  
    Gain on sale of Global Pump Solutions business     (64.5 )      
    Other expenses(1)           0.1  
    Non-GAAP operating income   $ 8.6     $ 10.2  
    Non-GAAP operating margin     4.9 %     8.1 %
        Three months ended March 31,  
    (in millions, except share data)   2025     2024  
    Net income as reported in accordance with GAAP   $ 36.0     $ 1.5  
    Amortization and earnout expenses     3.1       2.2  
    Acquisition and integration expenses     8.1       0.2  
    Gain on sale of Global Pump Solutions business     (64.5 )      
    Restructuring expenses           0  
    Foreign currency remeasurement     0.6       0.9  
    Tax (benefit) expense of adjustments     20.2       (0.9 )
    Non-GAAP net income   $ 3.5     $ 4.0  
    Depreciation     2.0       1.3  
    Non-cash stock compensation     3.4       1.7  
    Other expense, net           0.6  
    Interest expense     6.2       3.4  
    Income tax expense     (1.6 )     1.6  
    Noncontrolling interest     0.5       0.6  
    Adjusted EBITDA   $ 14.0     $ 13.2  
                 
    Earnings per share:            
    Basic   $ 1.03     $ 0.04  
    Diluted   $ 0.98     $ 0.04  
                 
    Non-GAAP net (loss) income per share:            
    Basic   $ 0.10     $ 0.11  
    Diluted   $ 0.10     $ 0.11  
      Three months ended March 31,  
    (in millions) 2025     2024  
    Net cash provided by operating activities $ (11.7 )   $ 1.2  
    Acquisitions of property and equipment   (3.4 )     (3.1 )
    Free cash flow $ (15.1 )   $ (1.9 )
     

    NOTE REGARDING NON-GAAP FINANCIAL MEASURES

    CECO is providing certain non-GAAP historical financial measures as presented above as we believe that these figures are helpful in allowing individuals to better assess the ongoing nature of CECO’s core operations. A “non-GAAP financial measure” is a numerical measure of a company’s historical financial performance that excludes amounts that are included in the most directly comparable measure calculated and presented in accordance with GAAP.

    Non-GAAP operating income, non-GAAP net income, non-GAAP operating margin, non-GAAP earnings per basic and diluted share, adjusted EBITDA and free cash flow, as we present them in the financial data included in this press release, have been adjusted to exclude the effects of amortization expenses for acquisition-related intangible assets, contingent retention and earnout expenses, restructuring expenses primarily relating to severance and legal expenses, acquisition and integration expenses which include retention, legal, accounting, banking, and other expenses, foreign currency remeasurement and other nonrecurring or infrequent items and the associated tax benefit of these items. Management believes that these items are not necessarily indicative of the Company’s ongoing operations and their exclusion provides individuals with additional information to better compare the Company’s results over multiple periods. Management utilizes this information to evaluate its ongoing financial performance. Our financial statements may continue to be affected by items similar to those excluded in the non-GAAP adjustments described above, and exclusion of these items from our non-GAAP financial measures should not be construed as an inference that all such costs are unusual or infrequent.

    Non-GAAP operating income, non-GAAP net income, non-GAAP operating margin, non-GAAP earnings per basic and diluted share, adjusted EBITDA and free cash flow are not calculated in accordance with GAAP, and should be considered supplemental to, and not as a substitute for, or superior to, financial measures calculated in accordance with GAAP. Non-GAAP financial measures have limitations in that they do not reflect all of the costs associated with the operations of our business as determined in accordance with GAAP. As a result, you should not consider these measures in isolation or as a substitute for analysis of CECO’s results as reported under GAAP. Additionally, CECO cautions investors that non-GAAP financial measures used by the Company may not be comparable to similarly titled measures of other companies.

    In accordance with the requirements of Regulation G issued by the Securities and Exchange Commission, non-GAAP operating income, non-GAAP net income, non-GAAP operating margin, non-GAAP earnings per basic and diluted share, adjusted EBITDA and free cash flow stated in the tables above are reconciled to the most directly comparable GAAP financial measures.

    Non-GAAP measures presented on a forward-looking basis were not reconciled to the comparable GAAP financial measures because the reconciliation could not be performed without unreasonable efforts. The GAAP measures are not accessible on a forward-looking basis because we are currently unable to predict with a reasonable degree of certainty the type and extent of certain items that would be expected to impact GAAP measures for these periods but would not impact the non-GAAP measures. Such items may include amortization expenses for acquisition-related intangible assets, contingent retention and earnout expenses, restructuring expenses primarily relating to severance and legal expenses, acquisition and integration expenses which include retention, legal, accounting, banking, and other expenses, foreign currency remeasurement and other nonrecurring or infrequent items and the associated tax benefit of these items. The unavailable information could have a significant impact on our GAAP financial results.

    SAFE HARBOR

    Any statements contained in this Press Release, other than statements of historical fact, including statements about management’s beliefs and expectations, are forward-looking statements within the meaning of Section 27A of the Securities Act of 1933 and Section 21E of the Securities Exchange Act of 1934, both as amended, and should be evaluated as such. These statements are made on the basis of management’s views and assumptions regarding future events and business performance. We use words such as “believe,” “expect,” “anticipate,” “intends,” “estimate,” “forecast,” “project,” “will,” “plan,” “should” and similar expressions to identify forward-looking statements. Forward-looking statements involve risks and uncertainties that may cause actual results to differ materially from any future results, performance or achievements expressed or implied by such statements. Potential risks and uncertainties, among others, that could cause actual results to differ materially are discussed under “Part I – Item 1A. Risk Factors” of the Company’s Annual Report on Form 10-K for the fiscal year ended December 31, 2024 and may be included in subsequently filed Quarterly Reports on Form 10-Q, and include, but are not limited to: the effect of the divestiture of our Fluid Handling business on business relationships, operating results, and business generally, disruption of current plans and operations and potential difficulties in employee retention as a result of the transaction, diversion of management’s attention from ongoing business operations in connection with the integration of recent acquisitions, the amount of the costs, fees, expenses and other charges related to the transaction, the achievement of the anticipated benefits of transactions, our ability to successfully integrate acquired businesses and realize the synergies from acquisitions, as well as a number of factors related to our business, including the sensitivity of our business to economic and financial market conditions generally and economic conditions in CECO’s service areas; the potential for fluctuations in prices for manufactured components and raw materials, including as a result of tariffs and surcharges, and rising energy costs; inflationary pressures relating to rising raw material costs and the cost of labor; dependence on fixed price contracts and the risks associated therewith, including actual costs exceeding estimates and method of accounting for revenue; the effect of growth on our infrastructure, resources, and existing sales; the ability to expand operations in both new and existing markets; the potential for contract delay or cancellation as a result of on-going or worsening supply chain challenges or other customer considerations; liabilities arising from faulty services or products that could result in significant professional or product liability, warranty, or other claims; changes in or developments with respect to any litigation or investigation; failure to meet timely completion or performance standards that could result in higher cost and reduced profits or, in some cases, losses on projects; the substantial amount of debt incurred in connection with our strategic transactions and our ability to repay or refinance it or incur additional debt in the future; the impact of federal, state or local government regulations; our ability to repurchase shares of our common stock and the amounts and timing of repurchases; our ability to successfully realize the expected benefits of our restructuring program; economic and political conditions generally; our ability to optimize our business portfolio by identifying acquisition targets, executing upon any strategic acquisitions or divestitures, integrating acquired businesses and realizing the synergies from strategic transactions; and the unpredictability and severity of catastrophic events, including cyber security threats, acts of terrorism or outbreak of war or hostilities or public health crises, as well as management’s response to any of the aforementioned factors. Many of these risks are beyond management’s ability to control or predict. Should one or more of these risks or uncertainties materialize, or should the assumptions prove incorrect, actual results may vary in material aspects from those currently anticipated. Investors are cautioned not to place undue reliance on such forward-looking statements as they speak only to our views as of the date the statement is made. Except as required under the federal securities laws or the rules and regulations of the Securities and Exchange Commission, we undertake no obligation to update or review any forward-looking statements, whether as a result of new information, future events or otherwise.

    The MIL Network

  • MIL-OSI: OTC Markets Group Welcomes BW Energy Limited to OTCQX

    Source: GlobeNewswire (MIL-OSI)

    NEW YORK, April 29, 2025 (GLOBE NEWSWIRE) — OTC Markets Group Inc. (OTCQX: OTCM), operator of regulated markets for trading 12,000 U.S. and international securities, today announced BW Energy Limited (Oslo Bors: BWE; OTCQX: BWERY, BWEFF), a growth-focused oil and gas company, has qualified to trade on the OTCQX® Best Market. BW Energy Limited upgraded to OTCQX from the Pink® market.

    BW Energy Limited begins trading today on OTCQX under the symbols “BWERY” and “BWEFF.” 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.

    “The OTCQX Market provides a platform for increased recognition and engagement with a wider base of US investors. BW Energy is a fast-growing oil and gas company with production and attractive development assets in Gabon, Namibia and Brazil. We expect cross-trading on OTCQX to create additional long-term value through a broader US investor base and increased trading volumes in our shares,” says Carl K. Arnet, the CEO of BW Energy.

    About BW Energy Limited
    BW Energy is a growth E&P company with a differentiated strategy targeting proven offshore oil and gas reservoirs through low risk phased developments. The Company has access to existing production facilities to reduce time to first oil and cashflow with lower investments than traditional offshore developments. The Company’s assets are 73.5% of the producing Dussafu Marine licence offshore Gabon, 100% interest in the Golfinho and Camarupim fields, a 76.5% interest in the BM-ES-23 block, a 95% interest in the Maromba field in Brazil, a 95% interest in the Kudu field in Namibia, all operated by BW Energy. In addition, BW Energy holds approximately 6.6% of the common shares in Reconnaissance Energy Africa Ltd. and a 20% non-operating interest in the onshore Petroleum Exploration License 73 (“PEL 73”) in Namibia. Total net 2P+2C reserves and resources were 599 million barrels of oil equivalent at the start of 2025.

    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 three public markets: OTCQX® Best Market, OTCQB® Venture Market, and Pink® Open 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 ATSTM are each an 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: AML Go Showcased at MFSA’s Virtual Workshop: Mastering FICA Compliance

    Source: GlobeNewswire (MIL-OSI)

    JOHANNESBURG, April 29, 2025 (GLOBE NEWSWIRE) — AML Go (Pty) Ltd (“AML Go”), a South African subsidiary of UPAY Inc. (OTCQB: UPYY) and a leading provider of AML compliance and screening solutions, was honored to be invited to present at the MicroFinance South Africa (MFSA) Virtual Workshop on Mastering FICA Compliance, held on Tuesday, April 16, 2025.

    The high-impact virtual workshop brought together more than 380 delegates from across the country, including compliance officers, executives, and representatives from the Financial Intelligence Centre (FIC) and various accountable institutions. Tailored for the credit and microfinance sector, the event delivered practical, high-value insights on navigating South Africa’s Anti-Money Laundering and Counter-Financing of Terrorism (AML/CFT) regulations.

    Empowering the Sector with Practical FICA Insights

    The MFSA workshop addressed key areas of the Financial Intelligence Centre Act (FICA), equipping professionals with actionable strategies to strengthen institutional compliance. Topics included:

    • Core FICA obligations and recent legislative developments
    • Effective implementation of Risk Management and Compliance Programs (RMCPs)
    • Execution of a Risk-Based Approach and Customer Due Diligence (CDD)
    • Employee screening procedures to enhance internal controls
    • FIC investigative practices and audit expectations

    The comprehensive sessions highlighted the growing need for technology-enabled compliance tools that streamline implementation while maintaining high regulatory standards.

    AML Go’s Role and Live Demonstration

    During its live session, AML Go demonstrated how its platform empowers accountable institutions—particularly in the microfinance space—to:

    • Automate RMCP workflows
    • Perform comprehensive client screening and risk profiling
    • Generate audit-friendly reports and maintain real-time monitoring

    Participants gained hands-on exposure to AML Go’s intelligent compliance engine and witnessed how the solution simplifies complex regulatory processes while reinforcing operational integrity.

    Driving Innovation in Financial Compliance

    “We’re honored to have participated in this important industry event,” said a spokesperson for AML Go. “Workshops like these play a critical role in ensuring that institutions remain equipped to uphold their compliance responsibilities in an increasingly complex regulatory landscape. AML Go remains committed to supporting the sector with powerful, accessible, and locally relevant tools.”

    About AML Go

    AML Go (Pty) Ltd provides cutting-edge, automated AML compliance, client screening, credit vetting, and risk management solutions. Serving financial and non-financial sectors across Africa, AML Go enables institutions to meet regulatory obligations while optimizing operational efficiency.

    www.amlgo.co.za

    About UPAY

    UPAY Inc. is a publicly traded fintech holding company focused on delivering innovative financial software platforms, data intelligence, and compliance automation. Through its portfolio of solutions—including AML GO, HUNTPAL and ACPAS—UPAY helps clients navigate complex financial ecosystems with confidence and precision.

    www.upaytechnology.com

    Forward-Looking Statements
    This press release contains “forward-looking statements” as defined under applicable securities laws. These statements involve known and unknown risks, uncertainties, and other factors that may cause actual results to differ materially from those anticipated. The Company does not undertake any obligation to update or revise forward-looking statements because of new information, future events, or other circumstances. No information in this publication should be interpreted as any indication whatsoever of the Company’s future revenues, results of operations, or stock price.

    Contact Information
    UPAY INC.
    Media Relations
    info@upaytechnology.com

    The MIL Network

  • MIL-OSI United Nations: New Data: Since 2014, 52,000 Migrants Died Fleeing Humanitarian Crises; IOM Urges Collective Action 

    Source: International Organization for Migration (IOM)

    Berlin/Geneva, 29 April 2025 – A new report from the International Organization for Migration (IOM) reveals that most people who die while migrating are not taking dangerous journeys purely out of choice, but out of desperation – fleeing insecurity, conflict, disaster, and other humanitarian crises.  

    Since 2014, more than 52,000 people have died while trying to escape crisis-affected* countries. That’s nearly three-quarters (72%) of all migrant deaths recorded globally during this period. These include over 39,000 people who died within crisis zones, often while trapped in unsafe conditions, and more than 13,500 who died while trying to flee conflict or disaster.  

    “These numbers are a tragic reminder that people risk their lives when insecurity, lack of opportunity, and other pressures leave them with no safe or viable options at home,” said IOM Director General Amy Pope. “We must invest to create stability and opportunity within communities, so that migration is a choice, not a necessity. And when staying is no longer possible, we must work together to enable safe, legal, and orderly pathways that protect lives.” 

    Crisis Zones: The Deadliest Places for Migrants  

    More than half (54%) of all recorded migrant deaths since 2014 occurred in or near countries affected by conflict or disaster. For example:  

    • In Afghanistan, over 5,000 people have died in transit, including thousands who perished while fleeing the country following the 2021 political upheaval.  
    • Among the Rohingya people from Myanmar, more than 3,100 people have died – many in shipwrecks or while crossing into Bangladesh.  
    • The Central Mediterranean remains the deadliest single migration route worldwide, with nearly 25,000 people lost at sea.  

    A Call for Stronger Global Cooperation  

    Despite the scale of the crisis, migrants are often overlooked in humanitarian planning. Needs assessments and aid appeals frequently fail to include targeted efforts to protect those on the move – even though nearly one in four missing migrants came from a crisis-affected country.

    “Too often, migrants fall through the cracks,” said Julia Black, coordinator of IOM’s Missing Migrants Project and the report’s author. “And due to data gaps – especially in war zones and disaster areas – the true death toll is likely far higher than what we’ve recorded.”  

    IOM is urging States and humanitarian partners to work together to ensure migrants are not excluded from crisis responses. This means expanding legal pathways, improving access to aid and healthcare, and investing in data systems that can better track and protect those at risk.  

    Note to Editor:  

    * For the purposes of this report, “countries in crisis” refers to 40 countries with an active Crisis Response Plan (CRP) or Humanitarian Response Plan (HRP) listed by IOM and/or UN OCHA as of December 2024.   

    Click here to access the Missing Migrants Project 2024 annual report.  

    The analysis in this press release is based on data available as of 1 March 2025. For the latest figures, click here.   

    IOM’s Missing Migrants Project is currently maintained with financial support of the governments of Switzerland, Norway, Denmark and the European Union. The preparation of this year’s report was co-funded through IOM’s Flexible Funding Mechanism (FFM), enabling the use of data and evidence to save lives and protect people affected by humanitarian crises. IOM appreciates the generous unearmarked and softly earmarked voluntary contributions from our donors to the Flexible Funding Mechanism, which made this initiative possible.  

    For more information, please contact IOM Media Centre  

    MIL OSI United Nations News

  • MIL-OSI Russia: “I hope that I will be able to initiate new research at the Higher School of Economics”

    Translation. Region: Russian Federal

    Source: State University Higher School of Economics – State University Higher School of Economics –

    © TASS

    More than 10,000 scientific projects were supported by the Russian Science Foundation (RSF) in 2024. One of the recipients of the foundation’s grants is a scientist from Iran, HSE Associate Professor Ahmad Ostovari Moghaddam. Thanks to the support of the RSF and HSE, he decided to stay in Russia for a long time.

    A conference was held at TASS to sum up the results of the RSF’s work last year. In his greeting, RSF Director General Vladimir Bespalov recalled that the foundation carried out its activities in accordance with the presidential decree, which defined the strategic directions for the foundation’s development until 2030. The RSF development program includes activities in four priority areas: support for scientific research and the development of research teams that occupy leading positions in certain areas of science; support for projects to develop promising and priority science-intensive technologies in order to solve problems associated with major challenges for society, the state and science; support for young scientists and popularization of the achievements of Russian science.

    In 2024, the funding volume for 10 thousand projects implemented with the support of the Russian Science Foundation amounted to 39.2 billion rubles, 60 thousand performers from more than 800 organizations in 81 regions of the Russian Federation worked on them, including from the Donetsk People’s Republic and the Zaporizhia region. Based on the results of research supported by the Russian Science Foundation, more than 45 thousand reporting publications were published. A significant part of them were published in leading peer-reviewed Russian and foreign scientific journals.

    The projects not only contribute to the “development of science, but also have practical value, ensuring the creation of new industries,” Vladimir Bespalov noted. In 2024, 2.3 thousand new projects were supported. “It is very important that one and a half thousand managers received grants from the Science Foundation for the first time,” the speaker said. At the same time, in 2025, with the support of the Russian Academy of Sciences, “the post-grant life of the projects will be implemented,” he added. According to him, “the research teams implementing the projects supported by the foundation are centers of attraction for young people in science.” The majority of project implementers (42.7 thousand) are under 39 years of age (inclusive), including more than 9 thousand postgraduate students and more than 7 thousand students.

    Associate Professor of the National Research University Higher School of Economics Ahmad Ostovari Moghaddam, a scientist from Iran, noted that he submitted documents to begin research in Russia and in a number of European countries. “But of all the options that I had, it was work in Russia that seemed the most interesting and convenient. This concerned both the interesting topic for scientific work that was proposed at the Higher School of Economics and the advanced equipment that the university provided,” the scientist said. HSE gave him the opportunity to “form his own research teams.” “I have permanent young research associates who work with me, and I also have the opportunity to implement projects in my own laboratory at the Higher School of Economics,” he noted.

    It was thanks to the support of the Higher School of Economics and the Russian Science Foundation (the foundation awarded the scientist a grant twice) that Ahmad Ostowari Moghaddam decided to stay in Russia for a long time. The project that the scientist is currently implementing at the Higher School of Economics is related to the use of catalytic technologies. “I am also studying the reaction of oxygen reduction from carbon dioxide. My future goal is to increase the focus on practical research, to move away from the academic format. Although, of course, publishing articles and participating in scientific projects are extremely important, I would like my research to also benefit people, making their lives easier and more convenient. As one of the recipients of the Russian Science Foundation grant, I hope that I will be able to initiate new research at the Higher School of Economics,” he noted.

    The scientist recommends “all young researchers from foreign countries to join scientific work in Russia, to come and implement their projects here.”

    The press conference was also attended by Georgy Yakovlev, Assistant to the General Director of Svetlana-Rost (he spoke about the implementation of a new technology in the field of the full-cycle semiconductor industry) and Director of the Research Institute of Neurosciences of the Lobachevsky State University of Nizhny Novgorod, laureate of the Russian President’s Prize in Science and Innovation for Young Scientists Susanna Gordleeva. She emphasized that a very important mission of the RSF is to support young scientists. Speaking about her personal experience, Susanna Gordleeva noted that “she started with winning a small RSF grant”, and this year she was lucky enough to win an interdisciplinary RSF grant, where there was a competition of about 20 people per place. “We are trying to develop biologically plausible realistic mathematical models that we build on the basis of experimental data to explain the mechanisms of formation of cognitive functions, as well as the development of neurodegenerative diseases,” she said about her work. The obtained research results allow us to move “to the development of new promising artificial intelligence technologies that will be built on the principles of the brain’s functioning.”

    According to the Chair of the RSF Expert Council, Academician of the Russian Academy of Sciences Yulia Gorbunova, last year marked the tenth anniversary of the RSF’s existence and its work was cited as an example of the “gold standard”. “Of course, when we talk about finances, it is very important how we distribute them, to whom, for what work we give this money. And here, of course, the correct examination mechanism is very important, which is constantly being improved at the RSF,” she noted. In particular, according to her, the procedure for selecting experts is very thorough: their achievements, their scientific reputation are assessed, possible conflicts of interest are identified, etc.

    Please note: This information is raw content directly from the source of the information. It is exactly what the source states and does not reflect the position of MIL-OSI or its clients.

    MIL OSI Russia News

  • MIL-OSI United Kingdom: British-built satellite to map Earth’s forests in 3D for the first time

    Source: United Kingdom – Government Statements

    News story

    British-built satellite to map Earth’s forests in 3D for the first time

    A satellite developed by British academics and engineers is set to become the first in the world to measure the condition of the Earth’s forests in 3D from space.  

    Artist’s impression of Biomass in orbit. Credit: ESA/ATG medialab, CC BY-SA 3.0 IGO.

    The European Space Agency (ESA) Biomass Earth observation mission, which launched successfully from Europe’s spaceport in Kourou, French Guiana today, aims to enhance our understanding of the world’s forests and their role in the carbon cycle. The mission will use state-of-the-art radar technology to uncover new insights into forests, including their size and weight, and areas of deforestation.  

    This work will be crucial to helping us understand how tropical forests are changing and provide critical data to understand the carbon cycle and help develop climate strategies. 

    Biomass taking to the skies on 29 April 2025. Credit: ESA-CNES-ARIANESPACE/Optique vidéo du CSG–S. Martin

    The concept was conceived in Yorkshire, at the University of Sheffield by Professor Shaun Quegan, working with the National Centre for Earth Observation in Leicester. Other academics from the University of Edinburgh and UCL have brought modelling and data assimilation expertise to the application of Biomass data.   

    Since 2016 the UK has won almost £77 million in contracts for Biomass through its membership of ESA. 

    Minister for Space Sir Chris Bryant said:  

    The Biomass mission showcases British ingenuity at its very best, from conception in Sheffield to construction in Stevenage.     

    Britain is not only stepping to the forefront of the space industry, but of global climate action too.    

    Contributing to such great extent to a European mission set to deliver vital global results is testament to the UK’s industrial and academic expertise in space technology and will attract global investment into our vibrant space ecosystem, helping us boost growth and deliver our Plan for Change.

    Biomass was built by Airbus in Stevenage, UK. Credit: Airbus.

    Shaun Quegan, University of Sheffield’s Professor and lead proposer of the mission concept to the European Space Agency, said:  

    It’s been a privilege to have led the team in the development of a pioneering mission that will revolutionise our understanding of the volume of carbon held in the most impenetrable tropical rainforests on the planet and, crucially, how this is changing over time. Our research has solved critical operational scientific problems in constructing the Biomass satellite.   

    Conceived and built in the UK, Biomass is a brilliant example of what we can achieve in collaboration with our partners in industry and academia. The mission is the culmination of decades of highly innovative work in partnership with some of the best scientists in Europe and the US.   

    Airbus UK is the Prime Contractor and has manufactured the satellite in Stevenage. Throughout construction, it has supported approximately 250 highly skilled jobs, benefitting the local economy and bolstering the UK’s 52,000-strong space workforce. 

    Kata Escott, Managing Director of Airbus Defence and Space in the UK, said:  

    Biomass is a groundbreaking mission that will advance our understanding of how carbon is stored in the world’s forests – delivering crucial data in the fight against climate change. With more than 50 companies involved across 20 nations, the team in Stevenage has shown exceptional leadership in delivering this flagship ESA mission.

    Many other businesses in the UK supply chain have contributed, including ABSL in Abingdon, which has provided the battery, European Astrotech UK in Westcott, which has provided test services, and Nammo, in Cheltenham, providing the service valves.

    Its revolutionary technology will help scientists capture vital data on the changes to carbon in forests as ecosystems are increasingly impacted by deforestation. The satellite will create a 3D map of tropical forests after 17 months, then new (non-3D) maps every 9 months for the rest of the 5-year mission, providing insights normally hidden from human sight because of the difficulty in accessing these environments.   

    Both deforestation, which releases carbon dioxide, and forest growth, which soaks up CO2 from the atmosphere, are crucial parts of climate change.  

    Data on the biomass of tropical forests is very limited because they are difficult to access.     

    The Biomass satellite will be able to penetrate cloud cover and measure forest biomass more accurately than any current technology, which only see the top of the canopy. By providing better data it will help create a more accurate global carbon budget and better understanding of carbon sinks and sources which will help in developing and implementing effective strategies to achieve net-zero goals.  

    Observations will also lead to better insight into the rates of habitat loss and, as a result, the effect this may have on biodiversity in the forest environment.   

    Dr Paul Bate, CEO of the UK Space Agency, said:  

    The Biomass satellite represents a major leap forward in our ability to understand Earth’s carbon cycle. By mapping the world’s forests from space in unprecedented detail, it will provide critical insights into how our planet is responding to climate change — helping scientists, policymakers, and conservationists take informed action.  

    We’re proud of the leading role the UK has played in this important mission.

    Updates to this page

    Published 29 April 2025

    MIL OSI United Kingdom

  • MIL-OSI New Zealand: Events – Unions to hold Nationwide Day of Action on May Day – CTU

    Source: CTU

    This Thursday 1 May (May Day) the union movement are holding a Nationwide Day of Action to fight back against the Government’s anti-worker agenda.

    Thousands of workers from a wide range of industries in both the public and private sectors will be taking action including participating in lunchtime hui, stop work meetings, and strike action, with key events in 12 centres from Whāngarei to Invercargill.

    “Every year on May Day workers and their unions around the world celebrate the union movement, our history, and our purpose – to build workers’ power and solidarity,” said NZCTU President Richard Wagstaff.

    “This year we are coming together to resist the ongoing assault on workers and unions in Aotearoa New Zealand over the past 18 months. This Government has declared war on working people. They are removing our rights, destroying jobs, and ruining the economy.

    “We are sending send a strong message to those in power that we demand a better deal for working people, and an end to the attack on unions. We will also be calling on the Government to deliver pay equity and honour Te Tiriti o Waitangi.

    “Workers are sick and tired of having their rights trampled on by this Government, and this Thursday will be out in force to demand change,” said Wagstaff.

    Details of nationwide events:

    Whāngarei

    Tarewa Park

    12-1pm

    Auckland

    Manukau Plaza

    12-1pm

    Hamilton

    Hamilton Lake Rose Garden

    12.30-1.30pm

    New Plymouth

    Huatoki Plaza

    12-1pm

    Mt Maunganui

    Hopukiore (Mt Drury) Reserve

    12-1pm

    Rotorua

    Ranolf & Arawa St roundabout  

    12-1pm

    Palmerston North

    Arena 3

    12.30-1.30pm

    Wellington

    Queens Wharf

    12-1pm

    Nelson

    1903 Square (Top of Trafalgar St)

    12.30-1.30pm

    Christchurch

    Addington Raceway

    12-1pm

    Dunedin

    Otago University Student Union Hall

    12.30-1.30pm

    Invercargill

    Workingmens Club

    12.30-1.30pm

     

    In addition to these main events, health unions have organised events at hospitals focusing on workers’ rights and the public health system. Details of those hui can be found herehttps://link.nzctu.org.nz/click/sDAAiSKYLKJS.j2KawNATEPiY.fn2P4wBdbh_/2BOtzy1a/3s/www.psa.org.nz/campaigns/fight-back-together-maranga-ake-2025

    MIL OSI New Zealand News

  • MIL-OSI: HighPeak Energy, Inc. Announces 2025 First Quarter Earnings Release and Conference Call Dates

    Source: GlobeNewswire (MIL-OSI)

    FORT WORTH, Texas, April 29, 2025 (GLOBE NEWSWIRE) — HighPeak Energy, Inc. (NASDAQ: HPK) (“HighPeak Energy”), today announced that it plans to release its 2025 first quarter financial and operating results after the close of trading on Monday, May 12, 2025.

    HighPeak Energy will host a conference call and webcast on Tuesday, May 13, 2025 at 10:00 a.m. Central Time for investors and analysts to discuss its 2025 first quarter financial results and operational highlights. Participants may register for the call here. Access to the live audio-only webcast and replay of the earnings release conference call may be found here. A live broadcast of the earnings conference call will also be available on HighPeak Energy’s website at www.highpeakenergy.com under the “Investors” section of the website.  

    About HighPeak Energy, Inc.

    HighPeak Energy is a publicly traded independent oil and natural gas company, headquartered in Fort Worth, Texas, focused on the acquisition, development, exploration and exploitation of oil and natural gas reserves in the Midland Basin in West Texas. For more information, please visit our website at www.highpeakenergy.com.

    Investor Contact:

    Ryan Hightower
    Vice President, Business Development
    817.850.9204
    rhightower@highpeakenergy.com

    Source: HighPeak Energy, Inc.

    The MIL Network

  • MIL-OSI: From Vision to 36 Million Users: MEXC Celebrates 7 Years of Exponential Growth

    Source: GlobeNewswire (MIL-OSI)

    VICTORIA, Seychelles, April 29, 2025 (GLOBE NEWSWIRE) — MEXC, a leading cryptocurrency exchange, witnessed impressive growth throughout 2024, with its global user base soaring to 36 million and trading volumes surging across the board. The platform recorded a 143% increase in Spot trading volume and a 118% jump in Futures trading volume, reflecting its rising dominance in the digital asset space. As MEXC celebrates its 7th anniversary, it has not only weathered the challenges of a highly competitive industry but has firmly positioned itself as one of the top-performing exchanges worldwide—driven by innovation, scalability, and user-first service.

    Key Highlights:

    • Spot Trading Volume: +143% YoY
    • Futures Trading Volume: +118% YoY
    • Market Share: Jumped from 2.4% in 2023 to 13.06% in Q1 2025
    • User Base: Reached 36 million globally
    • Listed Assets: Over 3,000
    • Employees: Doubled to 2,000+
    • Recovered User Assets: Over $1.8 million
    • Customer Service Tickets Resolved: 1.1 million+

    Unprecedented Trading Volume Growth: Dominating Market Share

    MEXC has demonstrated exceptional performance in its core trading business, with remarkable growth metrics that reflect its increasing dominance in the cryptocurrency exchange landscape. According to the latest data, the platform achieved an impressive 143% growth in Spot trading volume and a substantial 118% increase in Futures trading volume over the past year.

    According to TokenInsight’s industry report, MEXC’s market share surged from 2.4% in 2023 to 11.6% in 2024, and further increased to 13.06% in 2025 Q1. The CoinGecko Q1 2025 report also highlighted MEXC’s expanding market presence and growing influence in the global cryptocurrency exchange ecosystem, noting its leap into 3rd place in terms of futures trading volume.

    This impressive growth is well above the industry average, showing that more and more traders are choosing MEXC for its strong trading tools. With high liquidity, low fees, and reliable performance in both Spot and Futures markets, the platform continues to attract a wide range of users—from everyday investors to major institutions.

    36 Million Users and Counting: MEXC’s Global Expansion

    In a testament to its expanding influence, MEXC has witnessed phenomenal user adoption over the past year. The platform welcomed an impressive number of new users, significantly expanding its ecosystem. This substantial influx has propelled the exchange to reach a cumulative user base of 36 million globally.

    This rapid growth isn’t just about the numbers—it shows that millions of people and institutions are choosing to trust MEXC for its reliable infrastructure, strong security, and quality service. The platform’s success in gaining and keeping users from around the world highlights its broad appeal and the increasing trust it’s earning from crypto enthusiasts, traders, and investors everywhere.

    Strategic Organizational Expansion: Scaling with Purpose

    Understanding that technological innovation is driven by human talent, MEXC has undertaken a strategic workforce expansion, nearly doubling its staff to 2,000 employees. This deliberate scaling has focused on strengthening three critical operational pillars:

    1. Growth Center – A specialized division dedicated to accelerating user acquisition, enhancing platform adoption strategies, and exploring new market opportunities. This team spearheads MEXC’s expansion into emerging cryptocurrency markets while strengthening its position in established ones.

    2. R&D Center – The innovation engine of MEXC, where talented engineers and developers work tirelessly to enhance the platform’s technological infrastructure, develop cutting-edge features, and implement security protocols that safeguard user assets. The R&D team’s commitment to excellence ensures that MEXC remains at the technological vanguard of the crypto exchange landscape.

    3. Business Support – The operational backbone ensuring seamless platform functionality, superior customer experience, and efficient business processes. This division works behind the scenes to maintain the high standards of service that users have come to expect from MEXC.

    Diverse Asset Offerings with Reward Programs

    MEXC continues to enhance its position as a versatile and comprehensive trading platform, offering sophisticated Spot and Futures trading services that cater to both novice and experienced traders. The exchange has significantly expanded its asset portfolio to include an impressive 3,000+ listed assets, providing users with unparalleled diversity in trading options across various cryptocurrencies, tokens, and digital assets. This extensive listing strategy reflects MEXC’s commitment to offering users access to emerging projects and established cryptocurrencies alike, creating a dynamic marketplace where traders can diversify their portfolios and capitalize on market opportunities.

    Complementing this diverse asset ecosystem, MEXC has implemented one of the industry’s most comprehensive reward programs, successfully orchestrating 2,293 airdrop events through its innovative token airdrop program, distributing a substantial prize pool valued at $136 million. These strategic initiatives serve multiple purposes: rewarding loyal users, incentivizing platform participation, and introducing the community to promising new projects. By consistently sharing value with its user base while maintaining robust liquidity and advanced trading infrastructure, MEXC has cultivated a culture of reciprocity and mutual growth that strengthens user loyalty and platform advocacy.

    Thriving Community: Nurturing Global Connections

    MEXC’s vibrant community continues to flourish across multiple social platforms, with its X account followers almost doubling to 2.25 million. This substantial social media presence amplifies the exchange’s voice in cryptocurrency discourse and facilitates direct engagement with users and stakeholders.

    Complementing its social media presence, MEXC’s Telegram ecosystem has expanded to include 193,000 membersacross various groups, creating dynamic spaces for real-time discussions, market insights, educational content, and peer support. These community hubs foster a sense of belonging among users while serving as valuable channels for information dissemination and feedback collection.

    The robust growth of MEXC’s community ecosystem reflects the platform’s success in transcending its role as a mere trading venue to become a vibrant hub for cryptocurrency enthusiasts and professionals worldwide.

    Customer-Centric Service: Setting Industry Standards

    MEXC’s unwavering commitment to customer satisfaction is evidenced by its responsive and resourceful customer service team, which has successfully addressed over 1.1 million customer service requests in the past year. This volume underscores both the scale of MEXC’s operations and its dedication to providing timely assistance to users navigating the complexities of cryptocurrency trading.

    Beyond routine support, MEXC’s customer service team has demonstrated exceptional value by helping users recover over $1.8 million in assets that might otherwise have been lost due to user errors, technical issues, or misconceptions. This recovery effort exemplifies MEXC’s proactive approach to customer service and its genuine concern for user welfare beyond transactional relationships.

    The quality and effectiveness of MEXC’s customer service infrastructure set new benchmarks for the industry, reinforcing user confidence and contributing significantly to the platform’s reputation for reliability and trustworthiness.

    Looking Ahead: Charting the Course for Future Growth

    Behind the impressive growth figures lies the comprehensive result of MEXC’s ongoing investment in core trading infrastructure, rapid asset listings, enhanced user experience, and region-specific strategies. MEXC has evolved from its former position as a market follower to establish itself firmly among the world’s elite cryptocurrency trading platforms, demonstrating leadership through innovation and consistent performance excellence.

    As MEXC embarks on its eighth year, the exchange stands poised for continued innovation and market leadership. Built on a foundation of user trust, technological excellence, and community engagement, MEXC is strategically positioned to navigate the evolving cryptocurrency landscape.

    The impressive metrics across all business areas highlight MEXC’s successful execution of its strategic roadmap and adaptability in a dynamic industry. With its proven track record and clear vision, MEXC remains committed to providing a secure, efficient platform for cryptocurrency enthusiasts worldwide, continuing to shape the future of digital finance.

    About MEXC
    Founded in 2018, MEXC is committed to being “Your Easiest Way to Crypto.” Serving over 36 million users across 170+ countries, MEXC is known for its broad selection of trending tokens, everyday airdrop opportunities, and low trading fees. Our user-friendly platform is designed to support both new traders and experienced investors, offering secure and efficient access to digital assets. MEXC prioritizes simplicity and innovation, making crypto trading more accessible and rewarding.
    MEXC Official WebsiteXTelegramHow to Sign Up on MEXC

    Source

    Contact:
    Lucia Hu
    lucia.hu@mexc.com

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

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

    Photos accompanying this announcement are available at:

    https://www.globenewswire.com/NewsRoom/AttachmentNg/417cca70-bf4f-4b19-a358-67edc185e1fa

    https://www.globenewswire.com/NewsRoom/AttachmentNg/1cdc1488-17b0-41a2-8048-31877ca064c7

    https://www.globenewswire.com/NewsRoom/AttachmentNg/2086a36b-60e6-40cc-a6ac-69a2a7dd7aff

    https://www.globenewswire.com/NewsRoom/AttachmentNg/99ab9bef-c276-4647-8e2d-5278b9242104

    The MIL Network

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

    Source: Republic of China Taiwan

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

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

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

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

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

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

    MIL OSI Asia Pacific News

  • MIL-OSI: Southside Bancshares, Inc. Announces Financial Results for the First Quarter Ended March 31, 2025

    Source: GlobeNewswire (MIL-OSI)

    • First quarter net income of $21.5 million;
    • First quarter earnings per diluted common share of $0.71;
    • Annualized return on first quarter average assets of 1.03%;
    • Annualized return on first quarter average tangible common equity of 14.14%(1); and
    • Nonperforming assets remain low at 0.39% of total assets.

    TYLER, Texas, April 29, 2025 (GLOBE NEWSWIRE) — Southside Bancshares, Inc. (“Southside” or the “Company”) (NYSE: SBSI) today reported its financial results for the quarter ended March 31, 2025. Southside reported net income of $21.5 million and earnings per diluted common share of $0.71 for both of the three month periods ended March 31, 2025 and 2024. The annualized return on average shareholders’ equity for the three months ended March 31, 2025 was 10.57%, compared to 11.02% for the same period in 2024. The annualized return on average assets was 1.03% for both of the three month periods ended March 31, 2025 and 2024.

    “We are pleased to report financial results for the first quarter ended March 31, 2025, which included earnings per share of $0.71, a return on average assets of 1.03%, and a return on average tangible common equity of 14.14%,” stated Lee R. Gibson, Chief Executive Officer of Southside. “Linked quarter, the net interest margin increased three basis points to 2.86%, net interest income increased $145,000 to $53.9 million, and deposits net of public fund and brokered deposits increased $91.9 million. The linked quarter decrease in total loans was primarily due to payoffs exceeding original projections. Our loan pipeline is solid and we continue to anticipate mid-single-digit loan growth for 2025; however, it will likely be heavily weighted in the last half of the year.”

    Operating Results for the Three Months Ended March 31, 2025

    Net income was $21.5 million and earnings per diluted common share were $0.71 for both of the three month periods ended March 31, 2025 and 2024. Annualized returns on average assets and average shareholders’ equity for the three months ended March 31, 2025 were 1.03% and 10.57%, respectively, compared to 1.03% and 11.02%, respectively, for the three months ended March 31, 2024. Our efficiency ratio and tax-equivalent efficiency ratio(1) were 57.04% and 55.04%, respectively, for the three months ended March 31, 2025, compared to 57.95% and 55.54%, respectively, for the three months ended March 31, 2024, and 56.08% and 54.00%, respectively, for the three months ended December 31, 2024.

    Net interest income for the three months ended March 31, 2025 was $53.9 million, an increase of $0.5 million, or 0.9%, compared to the same period in 2024. Linked quarter, net interest income increased $0.1 million, or 0.3%, compared to $53.7 million for the three months ended December 31, 2024. The increase in net interest income for both periods was due to the decrease in the average rate paid on interest bearing liabilities and the increase in the average balance of our interest earning assets, partially offset by the decrease in the average yield of interest earning assets and the increase in the average balance of our interest bearing liabilities.

    Our net interest margin increased to 2.74% for the three months ended March 31, 2025, compared to 2.72% for the same period in 2024, while tax-equivalent net interest margin(1) was 2.86% for both of the three month periods ended March 31, 2025 and 2024. Linked quarter, net interest margin and tax-equivalent net interest margin(1) increased from 2.70% and 2.83%, respectively, for the three months ended December 31, 2024.

    Noninterest income was $10.2 million for the three months ended March 31, 2025, an increase of $0.5 million, or 5.1%, compared to $9.7 million for the same period in 2024. The increase was primarily due to increases in gain on sale of loans and trust fees, partially offset by an increase in net loss on sale of securities available for sale (“AFS”). On a linked quarter basis, noninterest income decreased $2.1 million, or 16.8%, compared to the three months ended December 31, 2024. The decrease was primarily due to a decrease in other noninterest income, an increase in net loss on sale of securities AFS and a decrease in deposit services income. The decrease in other noninterest income was due to a decrease in swap fee income for the three months ended March 31, 2025.

    Noninterest expense increased $0.2 million, or 0.6%, to $37.1 million for the three months ended March 31, 2025, compared to $36.9 million for the same period in 2024, due to increases in other noninterest expense and professional fees, partially offset by decreases in salaries and employee benefits expense and amortization of intangibles. On a linked quarter basis, noninterest expense decreased by $1.1 million, or 2.8%, compared to the three months ended December 31, 2024, due to decreases in salaries and employee benefits, net occupancy, other noninterest expense and professional fees.

    Income tax expense increased $0.1 million, or 2.1%, for the three months ended March 31, 2025, compared to the same period in 2024. On a linked quarter basis, income tax expense increased $0.1 million, or 1.3%. Our effective tax rate (“ETR”) increased to 18.0% for the three months ended March 31, 2025, compared to 17.7% for the three months ended March 31, 2024, and increased from 17.6% for the three months ended December 31, 2024. The higher ETR for the three months ended March 31, 2025 compared to the same period in 2024, was primarily due to an increase in state income tax expense.

    Balance Sheet Data

    At March 31, 2025, Southside had $8.34 billion in total assets, compared to $8.35 billion at March 31, 2024, and $8.52 billion at December 31, 2024.

    Loans at March 31, 2025 were $4.57 billion, a decrease of $10.1 million, or 0.2%, compared to $4.58 billion at March 31, 2024. Linked quarter, loans decreased $94.4 million, or 2.0%, due to decreases of $79.7 million in construction loans, $19.7 million in municipal loans, $2.5 million in commercial real estate loans and $1.9 million in loans to individuals. These decreases were partially offset by increases of $8.5 million in commercial loans and $1.0 million in 1-4 family residential loans.

    Securities at March 31, 2025 were $2.74 billion, an increase of $24.2 million, or 0.9%, compared to $2.71 billion at March 31, 2024. Linked quarter, securities decreased $76.9 million, or 2.7%, from $2.81 billion at December 31, 2024.

    Deposits at March 31, 2025 were $6.59 billion, an increase of $45.1 million, or 0.7%, compared to $6.55 billion at March 31, 2024. Linked quarter, deposits decreased $63.4 million, or 1.0%, from $6.65 billion at December 31, 2024.

    At March 31, 2025, we had 178,840 total deposit accounts with an average balance of $34,000. Our estimated uninsured deposits were 40.0% of total deposits as of March 31, 2025. When excluding affiliate deposits (Southside-owned deposits) and public fund deposits (all collateralized), our total estimated deposits without insurance or collateral was 20.8% as of March 31, 2025. Our noninterest bearing deposits represent approximately 20.9% of total deposits. Linked quarter, our cost of interest bearing deposits decreased nine basis points from 2.92% in the prior quarter to 2.83%. Linked quarter, our cost of total deposits decreased five basis points from 2.31% in the prior quarter to 2.26%.

    Our cost of interest bearing deposits decreased 14 basis points, from 2.97% for the three months ended March 31, 2024, to 2.83% for the three months ended March 31, 2025. Our cost of total deposits decreased 10 basis points, from 2.36% for the three months ended March 31, 2024, to 2.26% for the three months ended March 31, 2025.

    Capital Resources and Liquidity

    Our capital ratios and contingent liquidity sources remain solid. During the first quarter ended March 31, 2025, we did not purchase any common stock pursuant to our Stock Repurchase Plan. Under this plan, repurchases of our outstanding common stock may be carried out in open market purchases, privately negotiated transactions or pursuant to any trading plan that might be adopted in accordance with Rule 10b5-1 of The Securities Exchange Act of 1934, as amended. The Company has no obligation to repurchase any shares under the Stock Repurchase Plan and may modify, suspend or discontinue the plan at any time. Subsequent to March 31, 2025, and through April 25, 2025, we purchased 196,419 shares of common stock at an average price of $26.82 pursuant to the Stock Repurchase Plan.

    As of March 31, 2025, our total available contingent liquidity, net of current outstanding borrowings, was $2.29 billion, consisting of FHLB advances, Federal Reserve Discount Window and correspondent bank lines of credit.

    Asset Quality

    Nonperforming assets at March 31, 2025 were $32.2 million, or 0.39% of total assets, an increase of $24.2 million, or 303.5%, compared to $8.0 million, or 0.10% of total assets, at March 31, 2024. Linked quarter, nonperforming assets increased $28.6 million, or 797.0%, from $3.6 million at December 31, 2024 due primarily to increases of $27.5 million in restructured loans and $1.1 million in nonaccrual loans. The increase in restructured loans was due to the extension of maturity on a $27.5 million commercial real estate loan to allow for an extended lease up period. Classified loans totaled $67.0 million on March 31, 2025, compared to $48.0 million on December 31, 2024, primarily due to the downgrade of a $17.9 million commercial real estate loan in the first quarter that paid off on April 4, 2025.

    The allowance for loan losses totaled $44.6 million, or 0.98% of total loans, at March 31, 2025, compared to $44.9 million, or 0.96% of total loans, at December 31, 2024. The allowance for loan losses was $43.6 million, or 0.95% of total loans, at March 31, 2024. The increase in allowance as a percentage of total loans was primarily due to an increase in economic concerns forecasted in the CECL model, partially offset by a decrease in the loan portfolio due to payoffs.

    For the three months ended March 31, 2025, we recorded a provision for credit losses for loans of $42,000, compared to a provision of $1.2 million and $1.6 million for the three months ended March 31, 2024 and December 31, 2024, respectively. Net charge-offs were $0.3 million for the three months ended March 31, 2025 and March 31, 2024, compared to net charge-offs of $1.0 million for the three months ended December 31, 2024.

    We recorded a provision for credit losses on off-balance-sheet credit exposures of $0.7 million for the three months ended March 31, 2025, compared to a reversal of provision for credit losses on off-balance-sheet credit exposures $1.1 million and $0.2 million for the three months ended March 31, 2024 and December 31, 2024, respectively. The balance of the allowance for off-balance-sheet credit exposures was $3.8 million and $2.8 million at March 31, 2025 and 2024, respectively, and is included in other liabilities.

    Dividend

    Southside Bancshares, Inc. declared a first quarter cash dividend of $0.36 per share on February 6, 2025, which was paid on March 6, 2025, to all shareholders of record as of February 20, 2025.

    _______________

    (1) Refer to “Non-GAAP Financial Measures” below and to “Non-GAAP Reconciliation” at the end of the financial statement tables in this Earnings Release for more information and for a reconciliation of this non-GAAP financial measure to the nearest GAAP financial measure.
       

    Conference Call

    Southside’s management team will host a conference call to discuss its first quarter ended March 31, 2025 financial results on Tuesday, April 29, 2025 at 11:00 a.m. CDT. The conference call can be accessed by webcast, for listen-only mode, on the company website, https://investors.southside.com, under Events.

    Those interested in participating in the question and answer session, or others who prefer to call-in, can register at https://register-conf.media-server.com/register/BI1a8ec95cd2734970adaf83fadfc7f01d to receive the dial-in number and unique code to access the conference call seamlessly. While not required, it is recommended that those wishing to participate, register 10 minutes prior to the conference call to ensure a more efficient registration process.

    For those unable to attend the live event, a webcast recording will be available on the company website, https://investors.southside.com, for at least 30 days, beginning approximately two hours following the conference call.

    Non-GAAP Financial Measures

    Our accounting and reporting policies conform to generally accepted accounting principles (“GAAP”) in the United States and prevailing practices in the banking industry. However, certain non-GAAP measures are used by management to supplement the evaluation of our performance. These include the following fully taxable-equivalent measures (“FTE”): (i) Net interest income (FTE), (ii) net interest margin (FTE), (iii) net interest spread (FTE), and (iv) efficiency ratio (FTE), which include the effects of taxable-equivalent adjustments using a federal income tax rate of 21% to increase tax-exempt interest income to a tax-equivalent basis. Interest income earned on certain assets is completely or partially exempt from federal income tax. As such, these tax-exempt instruments typically yield lower returns than taxable investments.

    Net interest income (FTE), net interest margin (FTE) and net interest spread (FTE). Net interest income (FTE) is a non-GAAP measure that adjusts for the tax-favored status of net interest income from certain loans and investments and is not permitted under GAAP in the consolidated statements of income. We believe that this measure is the preferred industry measurement of net interest income and that it enhances comparability of net interest income arising from taxable and tax-exempt sources. The most directly comparable financial measure calculated in accordance with GAAP is our net interest income. Net interest margin (FTE) is the ratio of net interest income (FTE) to average earning assets. The most directly comparable financial measure calculated in accordance with GAAP is our net interest margin. Net interest spread (FTE) is the difference in the average yield on average earning assets on a tax-equivalent basis and the average rate paid on average interest bearing liabilities. The most directly comparable financial measure calculated in accordance with GAAP is our net interest spread.

    Efficiency ratio (FTE). The efficiency ratio (FTE) is a non-GAAP measure that provides a measure of productivity in the banking industry. This ratio is calculated to measure the cost of generating one dollar of revenue. The ratio is designed to reflect the percentage of one dollar which must be expended to generate that dollar of revenue. We calculate this ratio by dividing noninterest expense, excluding amortization expense on intangibles and certain nonrecurring expense by the sum of net interest income (FTE) and noninterest income, excluding net gain (loss) on sale of securities available for sale and certain nonrecurring impairments. The most directly comparable financial measure calculated in accordance with GAAP is our efficiency ratio.

    These non-GAAP financial measures should not be considered alternatives to GAAP-basis financial statements and other bank holding companies may define or calculate these non-GAAP measures or similar measures differently. Whenever we present a non-GAAP financial measure in an SEC filing, we are also required to present the most directly comparable financial measure calculated and presented in accordance with GAAP and reconcile the differences between the non-GAAP financial measure and such comparable GAAP measure.

    Management believes adjusting net interest income, net interest margin and net interest spread to a fully taxable-equivalent basis is a standard practice in the banking industry as these measures provide useful information to make peer comparisons. Tax-equivalent adjustments are reflected in the respective earning asset categories as listed in the “Average Balances with Average Yields and Rates” tables.

    A reconciliation of our non-GAAP financial measures to the comparable GAAP financial measures is included at the end of the financial statement tables.

    About Southside Bancshares, Inc.

    Southside Bancshares, Inc. is a bank holding company with approximately $8.34 billion in assets as of March 31, 2025, that owns 100% of Southside Bank. Southside Bank currently has 53 branches in Texas and operates a network of 73 ATMs/ITMs.

    To learn more about Southside Bancshares, Inc., please visit our investor relations website at https://investors.southside.com. Our investor relations site provides a detailed overview of our activities, financial information and historical stock price data. To receive email notification of company news, events and stock activity, please register on the website under Resources and Investor Email Alerts. Questions or comments may be directed to Lindsey Bailes at (903) 630-7965, or lindsey.bailes@southside.com.

    Forward-Looking Statements

    Certain statements of other than historical fact that are contained in this press release and in other written materials, documents and oral statements issued by or on behalf of the Company may be considered to be “forward-looking statements” within the meaning of and subject to the safe harbor protections of the Private Securities Litigation Reform Act of 1995. These forward-looking statements are not guarantees of future performance, nor should they be relied upon as representing management’s views as of any subsequent date. These statements may include words such as “expect,” “estimate,” “project,” “anticipate,” “appear,” “believe,” “could,” “should,” “may,” “might,” “will,” “would,” “seek,” “intend,” “probability,” “risk,” “goal,” “target,” “objective,” “plans,” “potential,” and similar expressions. Forward-looking statements are statements with respect to the Company’s beliefs, plans, expectations, objectives, goals, anticipations, assumptions, estimates, intentions and future performance and are subject to significant known and unknown risks and uncertainties, which could cause the Company’s actual results to differ materially from the results discussed in the forward-looking statements. For example, benefits of the Share Repurchase Plan, trends in asset quality, capital, liquidity, the Company’s ability to sell nonperforming assets, expense reductions, planned operational efficiencies and earnings from growth and certain market risk disclosures, including the impact of interest rates and our expectations regarding rate changes, tax reform, inflation, tariffs, the impacts related to or resulting from other economic factors are based upon information presently available to management and are dependent on choices about key model characteristics and assumptions and are subject to various limitations. By their nature, certain of the market risk disclosures are only estimates and could be materially different from what actually occurs in the future. Accordingly, our results could materially differ from those that have been estimated. The most significant factor that could cause future results to differ materially from those anticipated by our forward-looking statements include the ongoing impact of higher inflation levels, interest rate fluctuations, including the impact of changes in interest rates on our financial projections, models and guidance, and general economic and recessionary concerns, as well as the effects of declines in the real estate market, tariffs or trade wars (including reduced consumer spending, lower economic growth or recession, reduced demand for U.S. exports, disruptions to supply chains, and decreased demand for other banking products and services), high unemployment and increasing insurance costs, as well as the financial stress on borrowers as a result of the foregoing, all of which could impact economic growth and could cause a reduction in financial transactions and business activities, including decreased deposits and reduced loan originations, and our ability to manage liquidity in a rapidly changing and unpredictable market.

    Additional information concerning the Company and its business, including additional factors that could materially affect the Company’s financial results, is included in the Company’s Annual Report on Form 10-K for the year ended December 31, 2024, under “Part I – Item 1. Forward Looking Information” and “Part I – Item 1A. Risk Factors” and in the Company’s other filings with the Securities and Exchange Commission. The Company disclaims any obligation to update any factors or to announce publicly the result of revisions to any of the forward-looking statements included herein to reflect future events or developments.

     
    Southside Bancshares, Inc.
    Consolidated Financial Summary (Unaudited)
    (Dollars in thousands)
     
      As of
        2025       2024  
      Mar 31,   Dec 31,   Sep 30,   Jun 30,   Mar 31,
    ASSETS                  
    Cash and due from banks $ 103,359     $ 91,409     $ 130,147     $ 114,283     $ 96,744  
    Interest earning deposits   293,364       281,945       333,825       272,469       307,257  
    Federal funds sold   34,248       52,807       22,325       65,244       65,372  
    Securities available for sale, at estimated fair value   1,457,939       1,533,894       1,408,437       1,405,944       1,405,221  
    Securities held to maturity, at net carrying value   1,278,330       1,279,234       1,288,403       1,305,975       1,306,898  
    Total securities   2,736,269       2,813,128       2,696,840       2,711,919       2,712,119  
    Federal Home Loan Bank stock, at cost   34,208       33,818       40,291       32,991       27,958  
    Loans held for sale   903       1,946       768       1,352       756  
    Loans   4,567,239       4,661,597       4,578,048       4,589,365       4,577,368  
    Less: Allowance for loan losses   (44,623 )     (44,884 )     (44,276 )     (42,407 )     (43,557 )
    Net loans   4,522,616       4,616,713       4,533,772       4,546,958       4,533,811  
    Premises & equipment, net   142,245       141,648       138,811       138,489       139,491  
    Goodwill   201,116       201,116       201,116       201,116       201,116  
    Other intangible assets, net   1,531       1,754       2,003       2,281       2,588  
    Bank owned life insurance   137,962       138,313       137,489       136,903       136,604  
    Other assets   135,479       142,851       124,876       133,697       130,047  
    Total assets $ 8,343,300     $ 8,517,448     $ 8,362,263     $ 8,357,702     $ 8,353,863  
                       
    LIABILITIES AND SHAREHOLDERS’ EQUITY                  
    Noninterest bearing deposits $ 1,379,641     $ 1,357,152     $ 1,377,022     $ 1,366,924     $ 1,358,827  
    Interest bearing deposits   5,211,210       5,297,096       5,058,680       5,129,008       5,186,933  
    Total deposits   6,590,851       6,654,248       6,435,702       6,495,932       6,545,760  
    Other borrowings and Federal Home Loan Bank borrowings   691,417       808,352       865,856       763,700       770,151  
    Subordinated notes, net of unamortized debt
    issuance costs
      92,078       92,042       92,006       91,970       93,913  
    Trust preferred subordinated debentures, net of unamortized debt issuance costs   60,276       60,274       60,273       60,272       60,271  
    Other liabilities   92,055       90,590       103,172       144,858       95,846  
    Total liabilities   7,526,677       7,705,506       7,557,009       7,556,732       7,565,941  
    Shareholders’ equity   816,623       811,942       805,254       800,970       787,922  
    Total liabilities and shareholders’ equity $ 8,343,300     $ 8,517,448     $ 8,362,263     $ 8,357,702     $ 8,353,863  
                                           
       
    Southside Bancshares, Inc.
    Consolidated Financial Highlights (Unaudited)
    (Dollars and shares in thousands, except per share data)
       
      Three Months Ended
        2025       2024  
      Mar 31,   Dec 31,   Sep 30,   Jun 30,   Mar 31,
    Income Statement:                  
    Total interest and dividend income $ 100,288     $ 101,689     $ 105,703     $ 104,186     $ 102,758  
    Total interest expense   46,436       47,982       50,239       50,578       49,410  
    Net interest income   53,852       53,707       55,464       53,608       53,348  
    Provision for (reversal of) credit losses   758       1,384       2,389       (485 )     58  
    Net interest income after provision for (reversal of) credit losses   53,094       52,323       53,075       54,093       53,290  
    Noninterest income                  
    Deposit services   5,829       6,084       6,199       6,157       5,985  
    Net gain (loss) on sale of securities available for sale   (554 )           (1,929 )     (563 )     (18 )
    Gain (loss) on sale of loans   55       138       115       220       (436 )
    Trust fees   1,765       1,773       1,628       1,456       1,336  
    Bank owned life insurance   799       848       857       1,767       784  
    Brokerage services   1,120       1,054       1,068       1,081       1,014  
    Other   1,209       2,384       233       1,439       1,059  
    Total noninterest income   10,223       12,281       8,171       11,557       9,724  
    Noninterest expense                  
    Salaries and employee benefits   22,382       22,960       22,233       21,984       23,113  
    Net occupancy   3,404       3,629       3,613       3,750       3,362  
    Advertising, travel & entertainment   924       884       734       795       950  
    ATM expense   378       378       412       368       325  
    Professional fees   1,520       1,645       1,206       1,075       1,154  
    Software and data processing   2,839       2,931       2,951       2,860       2,856  
    Communications   383       320       423       410       449  
    FDIC insurance   947       931       939       977       943  
    Amortization of intangibles   223       249       278       307       337  
    Other   4,089       4,232       3,543       3,239       3,392  
    Total noninterest expense   37,089       38,159       36,332       35,765       36,881  
    Income before income tax expense   26,228       26,445       24,914       29,885       26,133  
    Income tax expense   4,721       4,659       4,390       5,212       4,622  
    Net income $ 21,507     $ 21,786     $ 20,524     $ 24,673     $ 21,511  
                       
    Common Share Data:      
    Weighted-average basic shares outstanding   30,390       30,343       30,286       30,280       30,262  
    Weighted-average diluted shares outstanding   30,483       30,459       30,370       30,312       30,305  
    Common shares outstanding end of period   30,410       30,379       30,308       30,261       30,284  
    Earnings per common share                  
    Basic $ 0.71     $ 0.72     $ 0.68     $ 0.81     $ 0.71  
    Diluted   0.71       0.71       0.68       0.81       0.71  
    Book value per common share   26.85       26.73       26.57       26.47       26.02  
    Tangible book value per common share   20.19       20.05       19.87       19.75       19.29  
    Cash dividends paid per common share   0.36       0.36       0.36       0.36       0.36  
                       
    Selected Performance Ratios:                  
    Return on average assets   1.03 %     1.03 %     0.98 %     1.19 %     1.03 %
    Return on average shareholders’ equity   10.57       10.54       10.13       12.46       11.02  
    Return on average tangible common equity (1)   14.14       14.12       13.69       16.90       15.07  
    Average yield on earning assets (FTE) (1)   5.23       5.24       5.51       5.45       5.38  
    Average rate on interest bearing liabilities   3.03       3.12       3.28       3.32       3.22  
    Net interest margin (FTE) (1)   2.86       2.83       2.95       2.87       2.86  
    Net interest spread (FTE) (1)   2.20       2.12       2.23       2.13       2.16  
    Average earning assets to average interest bearing liabilities   128.10       129.55       128.51       128.62       127.71  
    Noninterest expense to average total assets   1.78       1.80       1.73       1.72       1.77  
    Efficiency ratio (FTE) (1)   55.04       54.00       51.90       52.71       55.54  
    (1) Refer to “Non-GAAP Reconciliation” at the end of the financial statement tables in this Earnings Release for a reconciliation of this non-GAAP financial measure to the nearest GAAP financial measure.
       
       
    Southside Bancshares, Inc.
    Consolidated Financial Highlights (Unaudited)
    (Dollars in thousands)
       
      Three Months Ended
        2025       2024  
      Mar 31,   Dec 31,   Sep 30,   Jun 30,   Mar 31,
    Nonperforming Assets: $ 32,193     $ 3,589     $ 7,656     $ 6,918     $ 7,979  
    Nonaccrual loans   4,254       3,185       7,254       6,110       7,709  
    Accruing loans past due more than 90 days                            
    Restructured loans   27,505       2             145       151  
    Other real estate owned   388       388       388       648       119  
    Repossessed assets   46       14       14       15        
                       
    Asset Quality Ratios:                  
    Ratio of nonaccruing loans to:                  
    Total loans   0.09 %     0.07 %     0.16 %     0.13 %     0.17 %
    Ratio of nonperforming assets to:                  
    Total assets   0.39       0.04       0.09       0.08       0.10  
    Total loans   0.70       0.08       0.17       0.15       0.17  
    Total loans and OREO   0.70       0.08       0.17       0.15       0.17  
    Ratio of allowance for loan losses to:                  
    Nonaccruing loans   1,048.97       1,409.23       610.37       694.06       565.01  
    Nonperforming assets   138.61       1,250.60       578.32       613.00       545.90  
    Total loans   0.98       0.96       0.97       0.92       0.95  
    Net charge-offs (recoveries) to average loans outstanding   0.03       0.08       0.04       0.02       0.03  
                       
    Capital Ratios:                  
    Shareholders’ equity to total assets   9.79       9.53       9.63       9.58       9.43  
    Common equity tier 1 capital   13.44       13.04       13.07       12.72       12.43  
    Tier 1 risk-based capital   14.49       14.07       14.12       13.76       13.47  
    Total risk-based capital   17.01       16.49       16.59       16.16       15.92  
    Tier 1 leverage capital   9.73       9.67       9.61       9.40       9.22  
    Period end tangible equity to period end tangible assets (1)   7.54       7.33       7.38       7.33       7.17  
    Average shareholders’ equity to average total assets   9.75       9.76       9.67       9.52       9.35  
    (1) Refer to the “Non-GAAP Reconciliation” at the end of the financial statement tables in this Earnings Release for a reconciliation of this non-GAAP financial measure to the nearest GAAP financial measure.
       
       
    Southside Bancshares, Inc.
    Consolidated Financial Highlights (Unaudited)
    (Dollars in thousands)
       
      Three Months Ended
        2025       2024  
    Loan Portfolio Composition Mar 31,   Dec 31,   Sep 30,   Jun 30,   Mar 31,
    Real Estate Loans:                  
    Construction $ 458,101     $ 537,827     $ 585,817     $ 546,040     $ 599,464  
    1-4 Family Residential   741,432       740,396       755,406       738,037       720,508  
    Commercial   2,577,229       2,579,735       2,422,612       2,472,771       2,413,345  
    Commercial Loans   371,643       363,167       358,854       359,807       358,053  
    Municipal Loans   371,271       390,968       402,041       416,986       427,225  
    Loans to Individuals   47,563       49,504       53,318       55,724       58,773  
    Total Loans $ 4,567,239     $ 4,661,597     $ 4,578,048     $ 4,589,365     $ 4,577,368  
                       
    Summary of Changes in Allowances:                  
    Allowance for Securities Held to Maturity                  
    Balance at beginning of period $     $     $     $     $  
    Provision for (reversal of) securities held to maturity   64                          
    Balance at end of period $ 64     $     $     $     $  
                       
    Allowance for Loan Losses                  
    Balance at beginning of period $ 44,884     $ 44,276     $ 42,407     $ 43,557     $ 42,674  
    Loans charged-off   (613 )     (1,232 )     (773 )     (721 )     (634 )
    Recoveries of loans charged-off   310       277       365       444       347  
    Net loans (charged-off) recovered   (303 )     (955 )     (408 )     (277 )     (287 )
    Provision for (reversal of) loan losses   42       1,563       2,277       (873 )     1,170  
    Balance at end of period $ 44,623     $ 44,884     $ 44,276     $ 42,407     $ 43,557  
                       
    Allowance for Off-Balance-Sheet Credit Exposures                  
    Balance at beginning of period $ 3,141     $ 3,320     $ 3,208     $ 2,820     $ 3,932  
    Provision for (reversal of) off-balance-sheet credit exposures   652       (179 )     112       388       (1,112 )
    Balance at end of period $ 3,793     $ 3,141     $ 3,320     $ 3,208     $ 2,820  
    Total Allowance for Credit Losses $ 48,480     $ 48,025     $ 47,596     $ 45,615     $ 46,377  
                                           

    The tables that follow show average earning assets and interest bearing liabilities together with the average yield on the earning assets and the average rate of the interest bearing liabilities for the periods presented. The interest and related yields presented are on a fully taxable-equivalent basis and are therefore non-GAAP measures. See “Non-GAAP Financial Measures” and “Non-GAAP Reconciliation” for more information.

     
    Southside Bancshares, Inc.
    Average Balances and Average Yields and Rates (Annualized) (Unaudited)
    (Dollars in thousands)
       
      Three Months Ended
      March 31, 2025   December 31, 2024
      Average Balance   Interest   Average Yield/Rate (3)   Average Balance   Interest   Average Yield/Rate (3)
    ASSETS                      
    Loans (1) $ 4,625,902     $ 68,160   5.98 %   $ 4,604,175     $ 70,155   6.06 %
    Loans held for sale   752       11   5.93 %     1,562       23   5.86 %
    Securities:                      
    Taxable investment securities (2)   749,155       6,363   3.44 %     784,321       6,949   3.52 %
    Tax-exempt investment securities (2)   1,134,590       10,253   3.66 %     1,138,271       10,793   3.77 %
    Mortgage-backed and related securities (2)   1,041,038       13,523   5.27 %     1,031,187       12,043   4.65 %
    Total securities   2,924,783       30,139   4.18 %     2,953,779       29,785   4.01 %
    Federal Home Loan Bank stock, at cost, and equity investments   43,285       483   4.53 %     37,078       591   6.34 %
    Interest earning deposits   319,889       3,370   4.27 %     273,656       3,160   4.59 %
    Federal funds sold   43,813       478   4.42 %     43,121       508   4.69 %
    Total earning assets   7,958,424       102,641   5.23 %     7,913,371       104,222   5.24 %
    Cash and due from banks   89,703               102,914          
    Accrued interest and other assets   457,948               454,387          
    Less: Allowance for loan losses   (45,105 )             (44,418 )        
    Total assets $ 8,460,970             $ 8,426,254          
    LIABILITIES AND SHAREHOLDERS’ EQUITY                      
    Savings accounts $ 593,953       1,429   0.98 %   $ 594,196       1,456   0.97 %
    Certificates of deposit   1,336,815       14,406   4.37 %     1,187,800       13,537   4.53 %
    Interest bearing demand accounts   3,406,342       21,412   2.55 %     3,459,122       23,468   2.70 %
    Total interest bearing deposits   5,337,110       37,247   2.83 %     5,241,118       38,461   2.92 %
    Federal Home Loan Bank borrowings   614,897       5,837   3.85 %     572,993       5,557   3.86 %
    Subordinated notes, net of unamortized debt issuance costs   92,060       932   4.11 %     92,024       945   4.09 %
    Trust preferred subordinated debentures, net of unamortized debt issuance costs   60,275       1,014   6.82 %     60,274       1,095   7.23 %
    Repurchase agreements   75,291       666   3.59 %     80,891       782   3.85 %
    Other borrowings   33,061       740   9.08 %     61,196       1,142   7.42 %
    Total interest bearing liabilities   6,212,694       46,436   3.03 %     6,108,496       47,982   3.12 %
    Noninterest bearing deposits   1,334,933               1,383,204          
    Accrued expenses and other liabilities   88,450               112,320          
    Total liabilities   7,636,077               7,604,020          
    Shareholders’ equity   824,893               822,234          
    Total liabilities and shareholders’ equity $ 8,460,970             $ 8,426,254          
    Net interest income (FTE)     $ 56,205           $ 56,240    
    Net interest margin (FTE)         2.86 %           2.83 %
    Net interest spread (FTE)         2.20 %           2.12 %
    (1) Interest on loans includes net fees on loans that are not material in amount.
    (2) For the purpose of calculating the average yield, the average balance of securities do not include unrealized gains and losses on AFS securities.
    (3) Yield/rate includes the impact of applicable derivatives.
       

    Note: As of March 31, 2025 and December 31, 2024, loans totaling $4.3 million and $3.2 million, respectively, were on nonaccrual status. Our policy is to reverse previously accrued but unpaid interest on nonaccrual loans; thereafter, interest income is recorded to the extent received when appropriate.

     
    Southside Bancshares, Inc.
    Average Balances and Average Yields and Rates (Annualized) (Unaudited)
    (Dollars in thousands)
     
      Three Months Ended
      September 30, 2024   June 30, 2024
      Average Balance   Interest   Average Yield/Rate (3)   Average Balance   Interest   Average Yield/Rate (3)
    ASSETS                      
    Loans (1) $ 4,613,028     $ 72,493   6.25 %   $ 4,595,980     $ 70,293   6.15 %
    Loans held for sale   871       11   5.02 %     1,489       24   6.48 %
    Securities:                      
    Taxable investment securities (2)   791,914       7,150   3.59 %     783,856       7,009   3.60 %
    Tax-exempt investment securities (2)   1,174,445       11,825   4.01 %     1,254,097       12,761   4.09 %
    Mortgage-backed and related securities (2)   886,325       11,976   5.38 %     830,504       11,084   5.37 %
    Total securities   2,852,684       30,951   4.32 %     2,868,457       30,854   4.33 %
    Federal Home Loan Bank stock, at cost, and equity investments   41,159       582   5.63 %     40,467       573   5.69 %
    Interest earning deposits   281,313       3,798   5.37 %     300,047       4,105   5.50 %
    Federal funds sold   33,971       488   5.71 %     75,479       1,021   5.44 %
    Total earning assets   7,823,026       108,323   5.51 %     7,881,919       106,870   5.45 %
    Cash and due from banks   100,578               110,102          
    Accrued interest and other assets   455,091               424,323          
    Less: Allowance for loan losses   (42,581 )             (43,738 )        
    Total assets $ 8,336,114             $ 8,372,606          
    LIABILITIES AND SHAREHOLDERS’ EQUITY                      
    Savings accounts $ 598,116       1,490   0.99 %   $ 604,753       1,454   0.97 %
    Certificates of deposit   1,087,613       12,647   4.63 %     1,020,099       11,630   4.59 %
    Interest bearing demand accounts   3,409,911       24,395   2.85 %     3,513,068       25,382   2.91 %
    Total interest bearing deposits   5,095,640       38,532   3.01 %     5,137,920       38,466   3.01 %
    Federal Home Loan Bank borrowings   618,708       6,488   4.17 %     606,851       6,455   4.28 %
    Subordinated notes, net of unamortized debt issuance costs   91,988       937   4.05 %     92,017       936   4.09 %
    Trust preferred subordinated debentures, net of unamortized debt issuance costs   60,273       1,180   7.79 %     60,271       1,171   7.81 %
    Repurchase agreements   83,297       899   4.29 %     88,007       955   4.36 %
    Other borrowings   137,482       2,203   6.37 %     143,169       2,595   7.29 %
    Total interest bearing liabilities   6,087,388       50,239   3.28 %     6,128,235       50,578   3.32 %
    Noninterest bearing deposits   1,344,165               1,346,274          
    Accrued expenses and other liabilities   98,331               101,399          
    Total liabilities   7,529,884               7,575,908          
    Shareholders’ equity   806,230               796,698          
    Total liabilities and shareholders’ equity $ 8,336,114             $ 8,372,606          
    Net interest income (FTE)     $ 58,084           $ 56,292    
    Net interest margin (FTE)         2.95 %           2.87 %
    Net interest spread (FTE)         2.23 %           2.13 %
    (1) Interest on loans includes net fees on loans that are not material in amount.
    (2) For the purpose of calculating the average yield, the average balance of securities do not include unrealized gains and losses on AFS securities.
    (3) Yield/rate includes the impact of applicable derivatives.
       

    Note: As of September 30, 2024 and June 30, 2024, loans totaling $7.3 million and $6.1 million, respectively, were on nonaccrual status. Our policy is to reverse previously accrued but unpaid interest on nonaccrual loans; thereafter, interest income is recorded to the extent received when appropriate.

     
    Southside Bancshares, Inc.
    Average Balances and Average Yields and Rates (Annualized) (Unaudited)
    (Dollars in thousands)
     
      Three Months Ended
      March 31, 2024
      Average Balance   Interest   Average Yield/Rate (3)
    ASSETS          
    Loans (1) $ 4,559,602     $ 68,849   6.07 %
    Loans held for sale   8,834       18   0.82 %
    Securities:          
    Taxable investment securities (2)   780,423       6,967   3.59 %
    Tax-exempt investment securities (2)   1,285,922       13,168   4.12 %
    Mortgage-backed and related securities (2)   764,713       10,119   5.32 %
    Total securities   2,831,058       30,254   4.30 %
    Federal Home Loan Bank stock, at cost, and equity investments   40,063       333   3.34 %
    Interest earning deposits   380,181       5,202   5.50 %
    Federal funds sold   62,599       838   5.38 %
    Total earning assets   7,882,337       105,494   5.38 %
    Cash and due from banks   114,379          
    Accrued interest and other assets   441,783          
    Less: Allowance for loan losses   (42,973 )        
    Total assets $ 8,395,526          
    LIABILITIES AND SHAREHOLDERS’ EQUITY          
    Savings accounts $ 604,529       1,424   0.95 %
    Certificates of deposit   941,947       10,341   4.42 %
    Interest bearing demand accounts   3,634,936       26,433   2.92 %
    Total interest bearing deposits   5,181,412       38,198   2.97 %
    Federal Home Loan Bank borrowings   607,033       5,950   3.94 %
    Subordinated notes, net of unamortized debt issuance costs   93,895       956   4.10 %
    Trust preferred subordinated debentures, net of unamortized debt issuance costs   60,270       1,175   7.84 %
    Repurchase agreements   92,177       967   4.22 %
    Other borrowings   137,287       2,164   6.34 %
    Total interest bearing liabilities   6,172,074       49,410   3.22 %
    Noninterest bearing deposits   1,338,384          
    Accrued expenses and other liabilities   100,014          
    Total liabilities   7,610,472          
    Shareholders’ equity   785,054          
    Total liabilities and shareholders’ equity $ 8,395,526          
    Net interest income (FTE)     $ 56,084    
    Net interest margin (FTE)         2.86 %
    Net interest spread (FTE)         2.16 %
    (1) Interest on loans includes net fees on loans that are not material in amount.
    (2) For the purpose of calculating the average yield, the average balance of securities do not include unrealized gains and losses on AFS securities.
    (3) Yield/rate includes the impact of applicable derivatives.
       

    Note: As of March 31, 2024, loans totaling $7.7 million were on nonaccrual status. Our policy is to reverse previously accrued but unpaid interest on nonaccrual loans; thereafter, interest income is recorded to the extent received when appropriate.

    The following tables set forth the reconciliation of return on average common equity to return on average tangible common equity, book value per share to tangible book value per share, net interest income to net interest income adjusted to a fully taxable-equivalent basis assuming a 21% marginal tax rate for interest earned on tax-exempt assets such as municipal loans and investment securities, along with the calculation of total revenue, adjusted noninterest expense, efficiency ratio (FTE), net interest margin (FTE) and net interest spread (FTE) for the applicable periods presented.

     
    Southside Bancshares, Inc.
    Non-GAAP Reconciliation (Unaudited)
    (Dollars and shares in thousands, except per share data)
     
        Three Months Ended
          2025       2024  
        Mar 31,   Dec 31,   Sep 30,   Jun 30,   Mar 31,
    Reconciliation of return on average common equity to return on average tangible common equity:                    
    Net income   $ 21,507     $ 21,786     $ 20,524     $ 24,673     $ 21,511  
    After-tax amortization expense     176       196       220       243       266  
    Adjusted net income available to common shareholders   $ 21,683     $ 21,982     $ 20,744     $ 24,916     $ 21,777  
                         
    Average shareholders’ equity   $ 824,893     $ 822,234     $ 806,230     $ 796,698     $ 785,054  
    Less: Average intangibles for the period     (202,784 )     (203,020 )     (203,288 )     (203,581 )     (203,910 )
    Average tangible shareholders’ equity   $ 622,109     $ 619,214     $ 602,942     $ 593,117     $ 581,144  
                         
    Return on average tangible common equity     14.14 %     14.12 %     13.69 %     16.90 %     15.07 %
                         
    Reconciliation of book value per share to tangible book value per share:                    
    Common equity at end of period   $ 816,623     $ 811,942     $ 805,254     $ 800,970     $ 787,922  
    Less: Intangible assets at end of period     (202,647 )     (202,870 )     (203,119 )     (203,397 )     (203,704 )
    Tangible common shareholders’ equity at end of period   $ 613,976     $ 609,072     $ 602,135     $ 597,573     $ 584,218  
                         
    Total assets at end of period   $ 8,343,300     $ 8,517,448     $ 8,362,263     $ 8,357,702     $ 8,353,863  
    Less: Intangible assets at end of period     (202,647 )     (202,870 )     (203,119 )     (203,397 )     (203,704 )
    Tangible assets at end of period   $ 8,140,653     $ 8,314,578     $ 8,159,144     $ 8,154,305     $ 8,150,159  
                         
    Period end tangible equity to period end tangible assets     7.54 %     7.33 %     7.38 %     7.33 %     7.17 %
                         
    Common shares outstanding end of period     30,410       30,379       30,308       30,261       30,284  
    Tangible book value per common share   $ 20.19     $ 20.05     $ 19.87     $ 19.75     $ 19.29  
                         
    Reconciliation of efficiency ratio to efficiency ratio (FTE), net interest margin to net interest margin (FTE) and net interest spread to net interest spread (FTE):                    
    Net interest income (GAAP)   $ 53,852     $ 53,707     $ 55,464     $ 53,608     $ 53,348  
    Tax-equivalent adjustments:                    
    Loans     581       598       608       633       656  
    Tax-exempt investment securities     1,772       1,935       2,012       2,051       2,080  
    Net interest income (FTE) (1)     56,205       56,240       58,084       56,292       56,084  
    Noninterest income     10,223       12,281       8,171       11,557       9,724  
    Nonrecurring income (2)     554       (25 )     2,797       (576 )     18  
    Total revenue   $ 66,982     $ 68,496     $ 69,052     $ 67,273     $ 65,826  
                         
    Noninterest expense   $ 37,089     $ 38,159     $ 36,332     $ 35,765     $ 36,881  
    Pre-tax amortization expense     (223 )     (249 )     (278 )     (307 )     (337 )
    Nonrecurring expense (3)     (1 )     (919 )     (219 )     2       17  
    Adjusted noninterest expense   $ 36,865     $ 36,991     $ 35,835     $ 35,460     $ 36,561  
                         
    Efficiency ratio     57.04 %     56.08 %     53.94 %     54.90 %     57.95 %
    Efficiency ratio (FTE) (1)     55.04 %     54.00 %     51.90 %     52.71 %     55.54 %
                         
    Average earning assets   $ 7,958,424     $ 7,913,371     $ 7,823,026     $ 7,881,919     $ 7,882,337  
                         
    Net interest margin     2.74 %     2.70 %     2.82 %     2.74 %     2.72 %
    Net interest margin (FTE) (1)     2.86 %     2.83 %     2.95 %     2.87 %     2.86 %
                         
    Net interest spread     2.08 %     1.99 %     2.10 %     2.00 %     2.02 %
    Net interest spread (FTE) (1)     2.20 %     2.12 %     2.23 %     2.13 %     2.16 %
    (1) These amounts are presented on a fully taxable-equivalent basis and are non-GAAP measures.
    (2) These adjustments may include net gain or loss on sale of securities available for sale, BOLI income related to death benefits realized and other investment income or loss in the periods where applicable.
    (3) These adjustments may include foreclosure expenses and branch closure expenses, in the periods where applicable.

    The MIL Network

  • MIL-OSI United Kingdom: Twelve arrested in MHRA’s biggest ever crackdown on organised medicines trafficking

    Source: United Kingdom – Government Statements

    Press release

    Twelve arrested in MHRA’s biggest ever crackdown on organised medicines trafficking

    Dawn raids in four counties across the West Midlands and the Northwest of England this morning (29 April) dismantle major criminal network trafficking unlicensed medicines.

    Some of the medicines seized in raids today. Credit: MHRA

    Twelve suspects have been arrested in dawn raids in four counties across the West Midlands and the Northwest of England this morning (29 April) in the largest criminal investigation into organised medicines trafficking in the history of the Medicines and Healthcare products Regulatory Agency (MHRA).

    The individuals have been arrested on suspicion of participating in the activities of an organised crime group, conspiracy to sell or supply controlled drugs and unlicensed medicines, and money laundering. Suspects are being held for questioning at police stations across the two regions.

    The raids across the West Midlands, Greater Manchester, Staffordshire and Merseyside follow a lengthy intelligence-led investigation, codenamed ‘Operation Subaru’, by the MHRA’s Criminal Enforcement Unit. Around 150 officers were deployed in today’s operation, with MHRA staff supported by West Midlands and North West Regional Organised Crime Unit, the National Crime Agency, Staffordshire Police and Greater Manchester Police.

    In searches of 22 residential and commercial premises, hundreds of thousands of doses of medicines have been seized including controlled drugs such as opioid painkillers and anti-anxiety medicines, around £100,000 in cash, luxury watches and suspected criminal assets held in cryptocurrency. The MHRA has also obtained restraint orders for more than £3.5 million in assets suspected to be linked to criminal activity.

    Andy Morling, head of the MHRA’s Criminal Enforcement Unit, said:

    “Today’s search and arrest operation follows a long, complex and thorough investigation by the MHRA’s Criminal Enforcement Unit. Operation Subaru is the largest investigation we’ve ever undertaken and demonstrates the MHRA’s commitment to protecting the public by dismantling the organised international criminal networks that cause so much harm.

    “Trafficking in medicines destroys lives and places a huge financial burden on wider society. Our dedicated team will stop at nothing to tackle this illegal trade by taking potentially harmful medicines off the street and bringing those responsible to justice. As today’s operation shows, there is nowhere to hide.”

    “I’m extremely grateful to each of our law enforcement partners involved today for their substantial, enthusiastic and unwavering support.

    “I would also urge the public to be extremely cautious when buying medicines online. Medicines should only be obtained from a registered pharmacy against a prescription issued by a healthcare professional. Taking medicines sourced in any other way carries serious risks to your health – there are no guarantees about what they contain, and some may even be contaminated with toxic substances.

    The MHRA #FakeMeds website offers helpful guidance and advice for staying safe when buying medicines online.

    This operation is the latest step in the MHRA’s crackdown on illegal medicines trafficking. In 2024, the Agency’s Criminal Enforcement Unit and its partners in the Home Office’s Border Force removed more than 17.5m doses of trafficked medicines from circulation. The seized medicines, including painkillers, sleeping tablets and erectile dysfunction treatments, had a potential street value of more than £40 million.

    Notes to editors 

    1. The Criminal Enforcement Unit is the MHRA’s in-house law enforcement function, leading the Agency’s response to medicines crime. Its strategic mission is to protect the public, maintain confidence in regulation and uphold the rule of law by preventing offending where it can, disrupting offending where it cannot, and bringing offenders to justice where it should. It uses the full range of its powers and capabilities, including intelligence analysis, online disruption, covert techniques and asset recovery to tackle criminal threats to the UK public, working closely with the police and law enforcement agencies in the UK and overseas.

    2. Anyone who suspects they are having a side effect from a medicine are encouraged to talk to their doctor, pharmacist or nurse and report it directly to the MHRA Yellow Card scheme, either through the Yellow Card website or by searching the Google Play or Apple App stores for MHRA Yellow Card.

    3. The MHRA’s Accredited Financial Investigators are authorised by the National Crime Agency under the Proceeds of Crime Act 2002 (POCA). They support investigations by tracing, freezing, and confiscating assets linked to crime, including money laundering and the illegal supply of medicines. Their work includes seizing cash, valuable items, and freezing bank accounts or cryptocurrency suspected of criminal origins. The Home Office’s Asset Recovery Incentivisation Scheme (ARIS) allows a proportion of the proceeds of crime recovered under POCA, to be redistributed to agencies involved in the asset recovery process.

    4. The Medicines and Healthcare products Regulatory Agency (MHRA) is responsible for regulating all medicines and medical devices in the UK by ensuring they work and are acceptably safe.  All our work is underpinned by robust and fact-based judgements to ensure that the benefits justify any risks.

    5. The MHRA is an executive agency of the Department of Health and Social Care.

    6. For media enquiries, please contact the newscentre@mhra.gov.uk, or call on 020 3080 7651.

    Updates to this page

    Published 29 April 2025

    MIL OSI United Kingdom

  • MIL-OSI USA: Governor Newsom congratulates Prime Minister Mark Carney

    Source: US State of California 2

    Apr 28, 2025

    SACRAMENTO — Governor Gavin Newsom today issued the following statement congratulating newly elected Canadian Prime Minister Mark Carney:

    “Jennifer and I warmly congratulate Prime Minister Mark Carney. California looks forward to strengthening our partnership with our northern neighbors — advancing a clean economy, expanding trade, and building a stable future for Canadians and Californians.” 

    Recent news

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    MIL OSI USA News

  • MIL-OSI USA: Governor Newsom proclaims Workers’ Memorial Day 2025

    Source: US State of California 2

    Apr 28, 2025

    Sacramento, California – Governor Gavin Newsom today issued a proclamation declaring April 28, 2025 as “Workers’ Memorial Day.”

    The text of the proclamation and a copy can be found below:

    PROCLAMATION

    On Workers’ Memorial Day, we acknowledge, remember, and honor all those who lost their lives or were injured on the job, and renew our commitment to securing safe and healthy working conditions for all workers.

    Our diverse workforce has helped make California’s economy the envy of the world, and the contributions of our workers help all Californians to live and thrive in the state. Workers serving in our state’s many industries put themselves at risk of serious injury every day. California is profoundly grateful to these women and men and is committed to protecting those who support all of us.

    Our state has a long history of championing important safeguards and rights for our workers. In 1991, California became the first state in the nation to adopt an Injury and Illness Prevention Program standard, and in recent years, our state has adopted strong public health standards to further protect workers and their families.

    In recent years, we have advanced landmark actions to improve working conditions and wages for fast-food workers, protect warehouse workers from unsafe production quotas, end unfair pay practices impacting garment industry workers, and protect the health of workers in the stone fabrication industry. These vital efforts would not have been possible without the leadership of workers who have spoken out and led the charge for safer conditions for themselves and their co-workers.

    As we recognize Workers’ Memorial Day and pay tribute to our fallen workers, let us recommit to supporting the welfare of our workforce and ensuring healthy and safe workplaces for all Californians.

    NOW THEREFORE I, GAVIN NEWSOM, Governor of the State of California, do hereby proclaim April 28, 2025 as “Workers’ Memorial Day.”

    IN WITNESS WHEREOF I have hereunto set my hand and caused the Great Seal of the State of California to be affixed this 18th day of April 2025.
     

    GAVIN NEWSOM
    Governor of California

    ATTEST:
    SHIRLEY N. WEBER, Ph.D.
    Secretary of State

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  • MIL-OSI Economics: Monetary developments in the euro area: March 2025

    Source: European Central Bank

    29 April 2025

    Components of the broad monetary aggregate M3

    The annual growth rate of the broad monetary aggregate M3 decreased to 3.6% in March 2025 from 3.9% in February, averaging 3.7% in the three months up to March. The components of M3 showed the following developments. The annual growth rate of the narrower aggregate M1, which comprises currency in circulation and overnight deposits, increased to 3.8% in March from 3.4% in February. The annual growth rate of short-term deposits other than overnight deposits (M2-M1) decreased to 1.5% in March from 2.0% in February. The annual growth rate of marketable instruments (M3-M2) decreased to 11.3% in March from 18.0% in February.

    Chart 1

    Monetary aggregates

    (annual growth rates)

    Data for monetary aggregates

    Looking at the components’ contributions to the annual growth rate of M3, the narrower aggregate M1 contributed 2.4 percentage points (up from 2.2 percentage points in February), short-term deposits other than overnight deposits (M2-M1) contributed 0.4 percentage points (down from 0.6 percentage points) and marketable instruments (M3-M2) contributed 0.7 percentage points (down from 1.1 percentage points).

    Among the holding sectors of deposits in M3, the annual growth rate of deposits placed by households stood at 3.5% in March, compared with 3.4% in February, while the annual growth rate of deposits placed by non-financial corporations decreased to 2.3% in March from 3.0% in February. Finally, the annual growth rate of deposits placed by investment funds other than money market funds increased to 16.2% in March from 8.5% in February.

    Counterparts of the broad monetary aggregate M3

    The annual growth rate of M3 in March 2025, as a reflection of changes in the items on the monetary financial institution (MFI) consolidated balance sheet other than M3 (counterparts of M3), can be broken down as follows: net external assets contributed 2.7 percentage points (down from 3.1 percentage points in February), claims on the private sector contributed 2.1 percentage points (down from 2.2 percentage points), claims on general government contributed 0.2 percentage points (as in the previous month), longer-term liabilities contributed -1.3 percentage points (up from -1.5 percentage points), and the remaining counterparts of M3 contributed -0.1 percentage points (as in the previous month).

    Chart 2

    Contribution of the M3 counterparts to the annual growth rate of M3

    (percentage points)

    Data for contribution of the M3 counterparts to the annual growth rate of M3

    Claims on euro area residents

    The annual growth rate of total claims on euro area residents stood at 1.7% in March 2025, unchanged from the previous month. The annual growth rate of claims on general government stood at 0.4% in March, unchanged from the previous month, while the annual growth rate of claims on the private sector stood at 2.2% in March, compared with 2.3% in February.

    The annual growth rate of adjusted loans to the private sector (i.e. adjusted for loan transfers and notional cash pooling) increased to 2.6% in March from 2.4% in February. Among the borrowing sectors, the annual growth rate of adjusted loans to households increased to 1.7% in March from 1.5% in February, while the annual growth rate of adjusted loans to non-financial corporations increased to 2.3% in March from 2.1% in February.

    Chart 3

    Adjusted loans to the private sector

    (annual growth rates)

    Data for adjusted loans to the private sector

    Notes:

    • Data in this press release are adjusted for seasonal and end-of-month calendar effects, unless stated otherwise.
    • “Private sector” refers to euro area non-MFIs excluding general government.
    • Hyperlinks lead to data that may change with subsequent releases as a result of revisions. Figures shown in annex tables are a snapshot of the data as at the time of the current release.

    MIL OSI Economics

  • MIL-OSI Economics: Piero Cipollone: Navigating a fractured horizon: risks and policy options in a fragmenting world

    Source: European Central Bank

    Speech by Piero Cipollone, Member of the Executive Board of the ECB, at the conference on “Policy challenges in a fragmenting world: Global trade, exchange rates, and capital flow” organised by the Bank for International Settlements, the Bank of England, the ECB and the International Monetary Fund

    Frankfurt am Main, 29 April 2025

    I’m honoured to welcome you to this conference, jointly organised by the Bank for International Settlements (BIS), the Bank of England, the European Central Bank (ECB) and the International Monetary Fund (IMF).[1]

    Today, we come together to discuss the urgent challenges posed by global fragmentation – a growing risk to our interconnected world. Earlier this month, the President of the United States announced tariff hikes, sending shockwaves through the global economy – a stark reminder that the fractures we face are no longer hypothetical, but real.

    This announcement is but the latest chapter in a series of four major shocks that have been reshaping our world in recent years.

    First, since 2018 the intensifying power struggle between the United States and China has led to tit-for-tat tariffs affecting nearly two-thirds of the trade between these two economic giants. Second, starting in 2020, the pandemic caused unprecedented disruptions to supply chains, which prompted a re-evaluation of the balance between global integration and resilience. Third, in 2022 Russia’s unjustified invasion of Ukraine not only triggered an energy crisis but also deepened a geopolitical divide that continues to have worldwide repercussions. And fourth, we are now facing the rising risk of economic fragmentation within the western bloc itself, as new trade barriers threaten long-standing international partnerships.

    The data paint a sobering picture. Geopolitical risk levels have surged to 50% above the post-global financial crisis average, and uncertainty surrounding trade policy has risen to more than eight times its average since 2021.[2] What we are experiencing is not merely a temporary disruption – it is a profound shift in how nations interact economically, financially and diplomatically. So, it does not come as a surprise that financial markets have experienced considerable volatility in recent weeks. It remains to be seen if, for markets to find a stable equilibrium, it will be enough to step back from the current international economic disorder towards a more stable, predictable and reliable trading system – a development that appears elusive in the short term. Against this backdrop, recent moves in exchange rates, bond yields and equities, suggest that US markets have not been playing their usual role as a safe haven in this particular episode of stress. This potentially has far-reaching longer-term implications for capital flows and the international financial system.

    Today I will focus on three key points. First, we are seeing increasing signs of fragmentation becoming visible across the economy and financial system. Second, the implications of this accelerating fragmentation could extend far beyond the immediate disruptions, with consequences for growth, stability and prosperity. Third, in this evolving economic landscape, central banks must adapt their approaches yet retain a steadfast focus on their core mandates, while striving to preserve international cooperation.

    The emerging reality of fragmentation

    Let me begin by addressing a common belief – still held by many until recently – that, despite rising geopolitical tensions, globalisation appears largely resilient. Headline figures in trade and cross-border investment, for example, do indeed appear to support this belief. In 2024 world trade expanded to a record USD 33 trillion – up 3.7% from 2023. Similarly, the global stock of foreign direct investment reached an unprecedented USD 41 trillion.[3] However, these surface-level indicators may not reflect the underlying realities, creating a misleading sense of stability when important changes are already underway. In reality, fragmentation is already happening in both the global economy and the financial system.

    Fragmentation of the real economy

    Fragmentation is most evident in rebalancing trade, driven by escalating geopolitical tensions. Take, for instance, the escalating US-China trade tensions that have been intensifying since 2018. Studies show the impact of geopolitical distance on trade has become notably negative. A doubling of geopolitical distance between countries – akin to moving from the position of Germany to that of India in relation to the United States – decreases bilateral trade flows by approximately 20%.[4]

    The series of shocks to the global economy in recent years have also contributed to this fragmentation. According to gravity model estimates, trade between geopolitically distant blocs has significantly declined. Trade between rivals is about 4% lower than it might have been without the heightened tensions post-2017, while trade between friends is approximately 6% higher.[5] Global value chains are being reconfigured as companies respond to these new realities. In 2023 surveys already indicated that only about a quarter of leading firms operating in the euro area[6] that sourced critical inputs from countries considered subject to elevated risk had not developed strategies to reduce their exposure.[7]

    However, these shifting trade patterns have not yet been reflected in overall global trade flows. Non-aligned countries have played a crucial role as intermediaries, or connectors, helping to sustain global trade levels even as direct trade between rival blocs declines.[8] But this stabilising influence is unlikely to endure as trade fragmentation deepens and geopolitical alliances continue to shift.

    The tariffs announced by the US Administration are far-reaching and affect a substantial share of global trade flows. The effects on the real economy are likely to be material. In its World Economic Outlook, published last week, the International Monetary Fund revised down global growth projections for 2025-26 by a cumulative 0.8 percentage points and global trade by a cumulative 2.3 percentage points.[9] This notably reflects a negative hit from tariffs that ranges between 0.4% to 1% of world GDP by 2027.[10] In particular, IMF growth projections for the United States have been revised down by a cumulative 1.3 percentage points in 2025-26. The cumulative impact on euro area growth is smaller, at 0.4 percentage points.

    Financial fragmentation

    The fragmentation we are witnessing in global trade is mirrored in the financial sector, where geopolitical tensions are also reshaping the landscape.

    In recent years, global foreign direct investment flows have increasingly aligned with geopolitical divides. Foreign direct investment in new ventures has plunged by nearly two-thirds between countries from different geopolitical blocs. However, strong intra-bloc investments have helped sustain overall foreign direct investment levels globally, masking some of the fragmentation occurring beneath the surface.[11]

    But, as with trade flows, this dynamic is unlikely to persist as geopolitical tensions grow within established economic blocs. For instance, increased geopolitical distance is shown to curtail cross-border lending. A two standard deviation rise in geopolitical distance – akin to moving from the position of France to that of Pakistan in relation to Germany – leads to a reduction of 3 percentage points in cross-border bank lending.[12]

    The impact of fragmentation in global financial infrastructure is perhaps even more revealing. Since 2014 correspondent banking relationships – crucial for facilitating trade flows across countries – have declined by 20%. While other factors – such as a wave of concentration in the banking industry, technological disruptions and profitability considerations – have played a role[13], the contribution of the geopolitical dimension can hardly be overstated. The repercussions of this decline can be profound. Research shows that when correspondent banking relationships are severed in a specific corridor, a firm’s likelihood of continuing to export between the two countries of that corridor falls by about 5 percentage points in the short term, and by about 20 percentage points after four years.[14]

    Contributing to this trend, countries such as China, Russia and Iran have launched multiple initiatives to develop alternatives to established networks such as SWIFT, raising the possibility of a fragmented global payment system.[15] Geopolitical alignment now exerts a stronger influence than trade relationships or technical standards in connecting payment systems between countries.[16] This poses risks of regional networks becoming more unstable, increased trade costs and settlement times, and reduced risk sharing across countries.

    Additionally, we are witnessing a noticeable shift away from traditional reserve currencies, with growing interest in holding gold. Central banks purchased more than 1,000 tonnes of gold in 2024, almost double the level of the previous decade, with China being the largest purchaser, at over 225 tonnes. At market valuations, the share of gold in global official reserves has increased, reaching 20% in 2024, while that of the US dollar has decreased. Survey data suggest that two-thirds of central banks invested in gold to diversify, 40% to protect against geopolitical risk and 18% because of the uncertainty over the future of the international monetary system.[17] There are further signs that geopolitical considerations increasingly influence decisions to invest in gold. The negative correlation of gold prices with real yields has broken down since 2022, a phenomenon we have also observed in recent weeks. This suggests that gold prices have been influenced by more than simply the use of gold to hedge against inflation. Moreover, countries geopolitically close to China and Russia have seen more pronounced increases in the share of gold in official foreign reserves since the last quarter of 2021.

    The looming consequences of fragmentation

    Accelerating fragmentation is resulting in the immediate disruptions we are now seeing, but this is likely to only be the beginning – potentially profound medium and long-term consequences for growth, stability and prosperity can be expected.

    Medium-term impacts

    The initial consequences of fragmentation are already evident in the form of increased uncertainty. In particular, trade policy uncertainty has led to a broader rise in global economic policy instability, which is stifling investment and dampening consumption. Our research suggests that the recent increase in trade policy uncertainty could reduce euro area business investment by 1.1% in the first year and real GDP growth by around 0.2 percentage points in 2025-26[18]. Consumer sentiment is also under strain, with the ECB’s Consumer Expectations Survey revealing that rising geopolitical risks are leading to more pessimistic expectations, higher income uncertainty and ultimately a lower willingness to spend.[19] Moreover, ECB staff estimates suggest that the observed increase in financial market volatility might imply lower GDP growth of about 0.2 percentage points in 2025.

    Over the medium term, tariffs are set to have an unambiguously recessionary effect, both for countries imposing restrictions and those receiving them. The costs are particularly high when exchange rates fail to absorb tariff shocks, and some evidence suggests exchange rates have become less effective in this role.[20]

    The Eurosystem’s analysis of potential fragmentation scenarios suggests that such trade disruptions could turn out to be significant. In the case of a mild decoupling between the western (United States-centric) and the eastern (China-centric) bloc, where trade between East and West reverts to the level observed in the mid-1990s, global output could drop by close to 2%.[21] In the more extreme case of a severe decoupling – essentially a halt to trade flows – between the two blocs, global output could drop by up to 9%. Trade-dependent nations would bear the brunt of these trade shocks, with China potentially suffering losses of between 5% and 20%, and the EU seeing declines ranging from 2.4% to 9.5% in the mild and severe decoupling scenarios respectively. The analysis also shows that the United States would be more significantly affected if it imposed additional trade restrictions against western and neutral economies – with real GDP losses of almost 11% in the severe decoupling scenario – whereas EU losses would increase only slightly in such a case.[22]

    The inflationary effects of trade fragmentation are more uncertain. They depend mainly on the response of exchange rates, firms’ markups and wages. Moreover, they are not distributed equally. While higher import costs and the ensuing price pressures are likely to drive up inflation in the countries raising tariffs, the impact is more ambiguous in other countries as a result of the tariffs’ global recessionary effects, which push down demand and commodity prices, as well as of the possible dumping of exports from countries with overcapacity. The short to medium-term effects may even prove disinflationary for the euro area, where real rates have increased and the euro has appreciated following US tariff announcements.

    In fact, a key feature of most model-based assessments is that higher US tariffs lead to a depreciation of currencies against the US dollar, moderating the inflationary effect for the United States and amplifying it for other countries. But so far we have seen the opposite: the risk-off sentiment in response to US tariff announcements and economic policy uncertainty have led to capital flows away from the United States, depreciating the dollar and putting upward pressure on US bond yields. Conversely, the euro area benefited from safe haven flows, with the euro appreciating and nominal bond yields decreasing.

    Long-term structural changes

    The long-term consequences of economic fragmentation are inherently difficult to predict, but by drawing on historical examples and recognising emerging trends, it’s clear that we are on the verge of significant structural changes. Two areas stand out.

    The first one is structurally lower growth. On this point, international economic literature has reached an overwhelming consensus.[23] Quantitatively, point estimates might vary. For example, research of 151 countries spanning more than five decades of the 20th century reveals that higher tariffs have typically led to lower economic growth. This is largely due to key production factors – labour and capital – being redirected into less productive sectors.[24]

    However, data from the late 19th and early 20th centuries, a period which tariff supporters often look back to, seem to tell a different story. At that time, trade barriers across countries were high – the US effective tariff rate, for example, reached almost 60%, twice as high as after the 2 April tariffs. And sometimes countries imposing higher trade barriers enjoyed higher growth, which may provide motivation for current policymakers’ trade tariff policies. But these episodes need to be read in historical context. Before 1913, tariffs mostly shielded manufacturing, a high-productivity sector at the time, attracting labour from other, less productive sectors, like agriculture. Therefore, their negative effects were mitigated by the expansion of industries at the frontier of technological innovation. Moreover, the interwar years offer further nuance – the Smoot-Hawley tariffs of the 1930s had relatively limited direct effects on US growth, mainly because trade accounted for just 5% of the economy.

    But today’s tariffs are unlikely to replicate the positive effects seen in the 19th century. Instead, they risk creating the same inefficiencies observed in the course of the 20th century, by diverting resources from high-productivity sectors to lower-productivity ones. This contractionary effect could lead to persistently lower global growth rates. In fact, the abolition of trade barriers within the EU and the international efforts towards lower trade barriers in the second half of the 20th century were a direct response to the economic and political impact of protectionism,[25] which had played a key role in worsening and prolonging the Great Depression[26] and had contributed to the formation of competing blocs in the run-up to the Second World War.[27]

    The second long-term shift driven by fragmentation might be the gradual transition from a US-dominated, global system to a more multipolar one, where multiple currencies compete for reserve status. For example, if the long-term implications of higher tariffs materialise, notably in the form of higher inflation, slower growth and higher US debt, this could undermine confidence in the US dollar’s dominant role in international trade and finance.[28] Combined with a further disengagement from global geopolitical affairs and military alliances, this could, over time, undermine the “exorbitant privilege” enjoyed by the United States, resulting in higher interest rates domestically.[29]

    Moreover, as alternative payment systems gain traction, regional currencies may start to emerge as reserves within their respective blocs. This could be accompanied by the rise of competing payment systems, further fragmenting global financial flows and international trade. Such shifts would increase transaction costs and erode the capacity of countries to share risks on a global scale, making the world economy more fragmented and less efficient.

    The central bank’s role in a fragmented world

    So, as these tectonic shifts reshape the global economic landscape, central banks must adapt their approaches while remaining steadfast in their core mandates. The challenges posed by fragmentation require a delicate balance between confronting new realities and working to preserve the benefits of an integrated global economy. In order to navigate the present age of fragmentation, it is necessary to take action in four key areas.

    First, central banks must focus on understanding and monitoring fragmentation. Traditional macroeconomic models often assume seamless global integration and may not fully capture the dynamics of a fragmenting world. Enhanced analytical frameworks that incorporate geopolitical factors and how businesses adjust to these risks will be essential for accurate forecasting and effective policy formulation. The Eurosystem is reflecting on these issues.

    Second, monetary policy must adapt to the new nature of supply shocks generated by fragmentation. The effects of the greater frequency, size and more persistent nature of fragmentation-induced shocks and their incidence on prices require a careful calibration of our monetary responses. In this respect, our communication needs to acknowledge the uncertainty and trade-offs we face while giving a clear sense of how we will react depending on the incoming data. This can be done by making use of scenario analysis and providing clarity about our reaction function, as emphasised recently by President Lagarde.[30]

    Third, instead of building walls, we must forge unity. Even as political winds shift, central banks should strengthen international cooperation where possible. Through forums such as those provided by the BIS and the Financial Stability Board, we can keep open channels of cooperation that transcend borders. Our work on cross-border payments stands as proof of this commitment in line with the G20 Roadmap[31]. The ECB is pioneering a cross-currency settlement service through TARGET Instant Payment Settlement (TIPS) – initially linking the euro, the Swedish krona and the Danish krone. We are exploring connections between TIPS and other fast-payment systems globally, both bilaterally and on the basis of a multilateral network such as the BIS’ Project Nexus.[32]

    And fourth, central banks must enhance their capacity to address financial stability risks arising from fragmentation. The potential for sudden stops in capital flows, payment disruptions and volatility in currency markets requires robust contingency planning and crisis management frameworks. Global financial interlinkages and spillovers highlight the importance of preserving and further reinforcing the global financial safety net so that we can swiftly and effectively address financial stress, which is more likely to emerge in a fragmenting world.[33]

    In fact, the lesson from the 1930s is that international coordination is key to avoiding protectionist snowball effects, where tit-for-tat trade barriers multiply as each country seeks to direct spending to merchandise produced at home rather than abroad.[34] In order to avoid this, the G20 countries committed to preserving open trade could call an international trade conference to avoid beggar-thy-neighbour policies[35] and instead agree on other measures, such as macroeconomic policies that can support the global economy in this period of uncertainty and contribute to reduce global imbalances.

    Let me finally emphasise that the current situation also has important implications for the euro area. If the EU upholds its status as a reliable partner that defends trade openness, investor protection, the rule of law and central bank independence, the euro has the potential to play the role of a global public good. This requires a deep, trusted market for internationally accepted euro debt securities. That is why policy efforts to integrate and deepen European capital markets must go hand in hand with efforts to issue European safe assets.[36]

    Conclusion

    Let me conclude.

    As we stand at this crossroads of global fragmentation, we must confront an uncomfortable truth: we are drifting toward a fractured economic and financial landscape where trust is eroded and alliances are strained.

    Central banks now face a double challenge: to be an anchor of stability in turbulent economic waters while reimagining their role in a world where multiple economic blocs are forming. The question is not whether we adapt, but how we mitigate the costs of fragmentation without sacrificing the potential of global integration.

    Our greatest risk lies not in the shocks we anticipate, but in the alliances we neglect, the innovations we overlook and the common ground we fail to find. The future of global prosperity hinges on our ability to use fragmentation as a catalyst to reinvent the common good.

    MIL OSI Economics

  • MIL-OSI United Nations: Madagascar: Improving Infrastructure Resilience to Reduce Climate-Related Economic Losses

    Source: UNISDR Disaster Risk Reduction

    Madagascar: Improving Infrastructure Resilience to Reduce Climate-Related Economic Losses

    (In collaboration with UNDRR and CDRI)

    One of the world’s largest islands, located in the tropical south-west Indian Ocean, Madagascar needs new roads, schools, electricity networks, and more to lift large portions of its 30 million population out of poverty. But even as it builds this new infrastructure, its progress remains fragile. Tropical cyclones and other extreme hazard events can wipe out these development gains, and climate change multiplies that threat. 

    The challenge is significant. Madagascar is the world’s fourth largest island, and its relatively small population is spread out, much of it in rural hard-to-access areas. Most villages are isolated and they lack access to decent roads, drinking water or electricity, preventing sustainable development and poverty reduction too. Rapid population growth increases the pressure to build new infrastructure fast, but Madagascar must also find new ways to protect its transport networks, energy supplies, water supplies, and more from the growing threat of climate change. 

    Building resilience into infrastructure will bring significant benefits. Madagascar’s infrastructure currently suffers damage worth roughly USD 100 million each year. Cyclones account for 85 percent of this damage and are expected to increase with climate change.  

    With that in mind, Madagascar has become one of four countries – together with Bhutan, Chile, and Tonga – to pioneer the Global Methodology for Infrastructure Resilience Review. Developed by the UN Office for Disaster Risk Reduction (UNDRR) and the Coalition for Disaster Resilient Infrastructure (CDRI), the methodology helps countries to identify and prioritize strategies that will make their infrastructure more resilient through a five-step approach. 

    • Developing the plan
    • Developing the plan

      “With this new way of looking by zooming out, we have more of an overall vision of everything that makes infrastructure vulnerable,” Randrianandrasana Lila Norolalaina, Head of Disaster Risk Reduction at the Ministry of Education, says.

      Together, these stakeholders looked at six specific sectors – transport, energy, water, telecommunications, health and education – analyzing them against ten key hazards. Cyclones account for most of Madagascar’s recorded losses, but floods, rising sea levels, variations in rainfall patterns, and heatwaves also have an impact. 

      Cascading disasters were central to the analysis, since a failure in one infrastructure sector can spread to others. Electricity failure impacts communication, transportation, and water supply systems, for example. And pumping equipment loses power and is unable to keep floodwaters under control around the capital Antananarivo, then an electricity failure would lead to other disasters, for example. Understanding these interdependencies helps to prevent a chain of failures and thus much bigger crises

      The UNDRR stress testing tool simulated various scenarios and assessed the potential impact on different sectors. It helped decision-makers to understand their vulnerabilities and to analyse the possibilities for cascading disasters. Finally, it concluded that telecommunications and energy were the sectors most likely to trigger further failures, while wastewater management was the most vulnerable to disruptions from elsewhere. 

      Interdependencies of Functions and Cascading Effects

    • Energy
    • Energy

      Discussed within the context of resilient infrastructure, energy is also vital for Madagascar’s human development. It is, however, in short supply throughout the country and this shortage prevents the country from industrialising its key sectors, especially farming. Some 80 percent of the workforce is involved with subsistence farming, for example, while failure to industrialise prevents the creation of higher paying jobs. The lack of energy also slows the modernisation of Madagascar’s young mining sector, a major contributor to GDP, through exports of nickel, cobalt, chromium, titanium, and heavy metals.

      Madagascar aims to connect 70 percent of its population to electricity by 2030, from just 15 percent at present. For those who are connected, however, power cuts and voltage fluctuations are frequent, causing serious disruptions to daily life and economic development alike. The issue is often acute in rural areas, where just 5 percent of the population is connected.

      Stress-testing analysis, Energy

      Inadequate maintenance is part of the problem, but cyclones, heavy rains, landslides, and strong winds all lead to widespread interruptions and power outages. Two of six power stations are vulnerable to rising water levels, while earthquakes and cyber-attacks can also damage production. Droughts and fires threaten serious impacts to water supplies. They can therefore limit the production of electricity from hydropower, which accounts for 31 percent of Madagascar’s energy. 

      Resilience is a vital priority. Part of Madagascar’s resilience plan is to move away from imported fossil fuels towards renewables. Oil and coal, for example, account for 49 and 19 percent respectively of the island’s energy production, but they depend heavily on Madagascar’s transport, which is also vulnerable to storms. Madagascar wants renewables to account for 80 percent of its energy production by 2030, up from 33 percent at present. 

      Even before the review of infrastructure resilience, Madagascar had already begun to improve its energy infrastructure, through its 2015-2030 New Energy Policy (NPE). One key element of NPE is to integrate disaster risk management into the energy sector. In case of emergency, Madagascar has also developed a contingency plan to ensure continuity of essential services. With support from the World Bank, Madagascar is enhancing its energy sector management and improving service quality.

      These opportunities mainly link to information and data. Stakeholders discussed the need to strengthen and update data for monitoring and evaluation, as well as to request information and disaster risk best practices from private operators in the sector. By mapping the state of energy infrastructure, including an assessment of vulnerability and resilience levels, Madagascar will be better placed to prioritise its interventions.

      Following the Global Methodology for Infrastructure Resilience Review, therefore, Madagascar has already begun to work with other partners. The Global Risk Modelling Alliance (GRMA), for example, is working with Madagascar to improve their data through better hazard modelling.

    • Transport
    • Transport

      Made up of four sub-sectors – air, sea, road, and rail – Madagascar’s transport illustrates the country’s challenges effectively too. Even without the natural hazards, Madagascar’s transport networks are limited. To the south, for example, one single trainline connects a region of roughly 100,000 people to the rest of the country. Also in the South, covering 500km by road can take three days. 

      With limited internal roads and railways, Madagascar uses its air network to connect different parts of the vast country, especially in the rainy season or when humanitarian aid is needed urgently. Its ports are also vital for the country’s economy, exporting vanilla and other agricultural products, together with minerals and seafood products. 

      Much of this infrastructure is, however, vulnerable to disasters, such as cyclones, cyber-attacks, fire hazards, and even pandemics. Cyclones, landslides, and flooding routinely damage roads and – in the wake of Cyclone Gamane in March 2024 – reconstruction of road infrastructure was set to cost USD 76 million.

      International financial institutions, such as the World Bank and European Investment Bank, support Madagascar to recover from cyclone damage and to make their transport infrastructure more resilient. The Japan International Cooperation Agency (JICA) is supporting the USD 640 million expansion of Toamasina port, the gateway for about 75 percent of Madagascar’s international freight, while the African Development Bank (AfDB) is also considering rehabilitation of the port at Manakara. 

      Policies on rigorous maintenance, disaster planning, and construction or rehabilitation of new infrastructure, such as Ivato International Airport, will also help Madagascar to strengthen its infrastructure resilience. 

      Stress-testing analysis, Transportation

      However, the Infrastructure Resilience Review brought new insights, enabling Madagascar to prioritise its interventions. Data analysis identified:

      Stakeholders discussed the need to improve regulations and institutions alike, including by incorporating resilience principles. More work is needed on climate adaptation, while Madagascar would also benefit from better engagement with financial institutions and the insurance sector too. Better coordination would improve national adaptation plans and coastal area management. 

      Stakeholders also discussed the need for more data analysis, preventive maintenance, capacity building, and emergency planning, as well as the need to involve the private sector and facilitate more competition. 

      One key topic was the importance of resilience norms, especially in the transport sector. How does Madagascar develop these and then ensure compliance? These norms – and stakeholder compliance – are essential in reducing the amount of substandard construction, a major boost for resilience. 

    • Lessons for other countries
    • Lessons for other countries

      The Infrastructure Resilience Review represents an important step forward by Madagascar towards infrastructure resilience. Stakeholders hope it will also benefit donors and provide key lessons for other countries. 

      Resilient infrastructure is important because it enables and protects sustainable development. All too often, ferocious storms have destroyed donor-financed infrastructure, which means – in other words – that insufficient resilience puts development progress at risk.

    MIL OSI United Nations News

  • MIL-OSI United Nations: Chile: Strengthening infrastructure resilience to face new and emerging hazards

    Source: UNISDR Disaster Risk Reduction

    Chile: Strengthening infrastructure resilience to face existing and emerging hazards

    (In collaboration with UNDRR and CDRI)

    Stretching along Latin America’s Pacific coast from tropics in the north to freezing micro-climates in the south, Chile faces an array of natural hazards. Home to 20 million people, its location in the Ring of Fire and proximity to major tectonic plates exposes Chile to earthquakes and volcanic activity.

    A high-income country recognized for its good governance, Chile has reduced many of the risks associated with earthquakes and tsunamis. However, the country must also adapt to the new and intensifying hazards related to climate. 

    Chile was one of the first countries, together with Bhutan, Madagascar, and Tonga, to implement the new Global Methodology for Infrastructure Resilience Review. Developed by the UN Office for Disaster Risk Reduction (UNDRR) and the Coalition for Disaster Resilient Infrastructure (CDRI) the methodology helps countries to identify and prioritise the strategies that will build their infrastructure resilience through a five-step approach: 

    • Early start
    • Early start

      Within the disaster risk community, Chile stands out for its proactive approach to disaster risk. While saving lives is the top priority, the motivations are also economic. Between 2000 and 2019, damage to infrastructure accounted for 53 percent of all economic losses from disasters in the Latin American and Caribbean region. By enhancing its infrastructure resilience, Chile also protects its economy.

      Chile had already begun its search for new solutions to its disaster risk by the time Chile engaged with UNDRR and CDRI. In 2021, Chile replaced its National Emergency Office of the Ministry of the Interior and Public Safety (ONEMI) with SENAPRED, a new National Disaster Prevention and Response Agency, shifting the emphasis from recovery and reconstruction to disaster prevention

      Meanwhile, Chile’s new policies are also improving the resilience of Chilean infrastructure. New infrastructure projects require a disaster risk analysis, for example. Also, Chile’s 2022 Law on Climate Change (LMCC) requires sectoral, regional, and municipal authorities to reduce greenhouse gas emissions and promote resilience to climate change. Such laws complement SENAPRED’s focus on disasters by focusing on hazards that can be slower to develop, such as water scarcity and desertification. 

    • The process
    • The process

      The Global Methodology for Infrastructure Resilience Review builds on UNDRR’s six Principles for Resilient Infrastructure, which set out the key conditions for sustainable infrastructure resilience. In doing so, the principles support the Sendai Framework for Disaster Risk Reduction and Sustainable Development Goals, as well as the G20 Principles for Investing in Quality Infrastructure. 

      However, each country needs its own paths to infrastructure resilience, which is why the Global Methodology for Infrastructure Resilience Review is important. It provides a structured approach for every country to review and enhance their infrastructure governance, identifying the opportunities to create resilience across government levels. 

      Chile implemented the methodology’s five steps at the national level from June 2023 to May 2024. A deep dive was then completed for the Biobío region in December 2024, adapting the Global Methodology to the regional level. The analysis focused on six sectors – water, energy, transportation, telecommunications, health and education. 

      The government was well represented throughout the process, bringing together stakeholders from the ministries of public works (MOP), transport and telecommunications (MTT), energy (MINEN), education (MINEDUC), health (MINSAL), social development (MIDESO), housing and urban planning (MINVU), international relations (MINREL), finance, defence, and environment (MMA). 

      While this broad representation in the assessment and workshops created a truly multi-stakeholder approach, the Chile pilot also looked at the role of the private sector, which manages a large portion of the country’s infrastructure. This raised questions in terms of coordination, information asymmetries, and the incentives for private companies to invest in disaster risk reduction. When a private company is managing public assets, for example, how can incentives be aligned so that the private company puts the public interest before its desire for profit?

    • Recognising drought
    • Recognising drought

      Stakeholders highlighted discussions of risk as a major strength, noting that the stress testing allowed for a broader assessment of existing infrastructure vulnerabilities, including pandemics and cyber risks. While other threats—such as violence, sea level rise, atmospheric pollution, invasive exotic species, and diseases—were considered, they were ultimately excluded from further analysis due to their limited impact on infrastructure.

      Click to download the Prioritization of Threats in Chile table in PDF

      Drawing from data analysis and workshop discussions, participants ranked the greatest threats to Chilean infrastructure in the following order: drought, fires, floods, landslides, earthquakes, tsunamis, heat waves, tidal waves, and volcanic eruptions.

      Drought and water scarcity emerged as a priority because of their interdependent nature and potential cascading impacts on infrastructure systems. Around 53 percent of Chile’s territory is considered at high risk of drought, and 23 percent is at high risk of desertification. The central areas of Chile have experienced a nearly continuous megadrought since 2010.

      “The application of the global methdology allowed us to break new ground by conducting a hazard analysis in Chile specifically targeted to infrastructure, consolidating a systemic view and adding new elements that had previously gone unnoticed, such as droughts,” stated Luis Doñas, Project Coordinator, SENAPRED

      “Chile must now analyse these factors more closely to generate appropriate investment and make progress on key issues identified by stakeholders: territorial application, unification of information systems, strengthening intersectoral resilience training, and more decisive private sector involvement,” add Doñas

    • Protecting water
    • Protecting water

      Throughout the assessment, stakeholders distinguished between their infrastructure’s direct economic value and its critical functions. They also examined vulnerabilities, highlighting how the frequency and impact of different hazards can vary significantly between the regions. 

      Beyond these individual risks, the discussions also explored interdependencies between sectors and the potential for cascading failures. One key example is the relationship between water and energy in Chile. 

      After more than a decade of mega-drought, water supply companies have implemented contingency measures to limit the impacts in urban areas. However, the sustained dry conditions have seriously affected drinking water, irrigation, and other vital needs in rural areas. The proposed infrastructure assessment integrates advanced technology – such as desalination plants – with ongoing training and public education. Through a combination of short-, medium-, and long-term actions, the plan aims to enhance the resilience and sustainability of Chile’s water resources. 

      Water supply is not an isolated system, of course. It relies on other critical infrastructure, such as energy and transportation. Energy, in particular, is a priority as every other sector depends on it. A failure in the energy sector could trigger widespread cascading effects. To protect its energy infrastructure, Chile’s plan promotes advanced technologies and renewable energy solutions, reducing dependence on fossil fuels and strengthening long-term resilience.

    • Next steps
    • Next steps

      The process initiated in Chile concluded with establishing a Roadmap for Infrastructure Resilience, a strategic guide that will shape actions in this area for years to come. While the Roadmap outlines a series of proposals across six key infrastructure sectors, it also lays out a broader pathway for Chile to strengthen its infrastructure governance. 

      This includes better coordination, the incorporation of risk analysis into infrastructure planning and investment, better compliance, and more available and accessible risk data, including interactive platforms and information exchanges. In other words, Chile is committed to building more resilience into its infrastructure. 

      With this in mind, Chile has come up with three immediate actions.

      Click to download the Immediate Intervention scheme in PDF

      First, the Roadmap suggests establishing an intersectoral working group so that the necessary sectors and ministries can develop shared definitions and guidelines for resilient infrastructure. This group will receive extra training from a “Resilience Academy” involving both national and international experts. 

      Second, recognizing the sheer variety of hazards and territorial conditions across the country, Chile launched a regional-level infrastructure assessment to deepen risk analysis and develop improvements to governance. This process began in the Biobío Region, one of Chile’s 16 regions.

      Roughly 40 percent of Chile’s population and 40 percent of its economic activity are concentrated in the central region, where Santiago, the capital, is located. As a result, this area has a higher density of critical infrastructure increasing the infrastructure exposure to hazards. At the same time, remote regions remain highly vulnerable, as they often lack the resources and preparedness to withstand disasters effectively. 

      Each territory has its own unique needs, making it essential to tailor disaster risk reduction to local context.

      Distribution of hazards in micro-zones over the period 2000-2023

      Third, Chile will design and pilot an integrated data hub to consolidate risk-related information, enabling better monitoring, evaluation, and decision-making in risk management. The integrated data centre will serve as a unified system for tracking, reporting, and verifying the fragmented infrastructure resilience assessments and diagnostics currently dispersed across different sectors and agencies. By centralising this information, Chile will strengthen infrastructure planning and enhance its disaster risk reduction. 

      Implementing these and other measures will also move Chile towards a more resilient infrastructure, aligning with UNDRR’s principles for resilient infrastructure. This will better position the country to tackle current challenges, but also to enhance its ability to adapt to new and emerging hazards. 

      Collaboration will be key to success. Achieving resilience will require continued collaboration between government, business, and civil society. By enabling new analyses and multi-stakeholder workshops, the Global Methodology for Infrastructure Resilience Review has played a crucial role in fostering vital trust between the different stakeholders. 

    MIL OSI United Nations News

  • MIL-OSI United Nations: Tonga: Building infrastructure resilience in an isolated, hazardous world

    Source: UNISDR Disaster Risk Reduction

    Tonga: Building infrastructure resilience in an isolated, hazardous world

    (In collaboration with UNDRR and CDRI)

    When an underwater volcano erupted about 65 kilometres north of Tonga’s main island, Tongatapu, in January 2022, it sent ash high into the atmosphere and triggered a tsunami that struck the archipelago nation with waves as high as 15 metres. While the waves killed four people directly in Tonga, the eruption and consequent tsunami smashed into residential and non-residential buildings alike, damaged other infrastructure such as submarine cables, and contaminated water supplies with ashfall.

    The event also highlighted how Tonga must quickly build more resilience into its infrastructure and economy if it wants to improve the quality of life for its roughly 100,000 population.

    The country is a lower-middle income nation, constrained by its geographic isolation, small market size, and high cost of basic services. A Pacific archipelago of 172 islands, whose nearest neighbours – Fiji and Samoa – are more than 700 kilometres away, Tonga is highly dependent on climate sensitive-sectors such as agriculture, fisheries, and tourism. Its economy is sensitive to external shocks. 

    Cyclones, tsunamis, and volcanoes cause serious damage every time they hit Tonga, and yet – in recent years – the Pacific nation has experienced more extreme weather events than usual. Cyclone Gita, a category 4 tropical cyclone which hit Tonga in February 2018, was one of the most powerful storms to hit Tonga in decades, killing two, destroying at least 171 homes, and damaging more than 1,100 others. 

    This immense vulnerability to multiple natural hazards – and the dangers of cascading impacts – led Tonga to become one of four countries – together with Bhutan, Chile, and Madagascar – pioneering the Global Methodology for Infrastructure Resilience Review. Developed by the UN Office for Disaster Risk Reduction (UNDRR) and the Coalition for Disaster Resilient Infrastructure (CDRI), the methodology helps countries to identify and prioritise the strategies that will build their infrastructure resilience through a five-step approach.

    • The process
    • The process

      In 2021, Tonga enacted the Disaster Risk Management (DRM) 2021 Act, replacing the Emergency Management Act 2007, signaling a new ambition to manage risk instead of reacting to disaster

      After the 2022 volcano eruption, it also connected quickly with international partners. With World Bank support, it upgraded its ports, roads, and an airport, making them more resilient to storm surges, floods, and high winds. The Asian Development Bank has also helped with grants to help the country recover from disasters and health emergencies, including the COVID-19 pandemic.

      The infrastructure resilience assessment approach in the Global Methodology, provided Tonga with the opportunity to take a holistic look at their infrastructure and risk, identify the gaps, and then fill them.

      Stress-testing of Critical Infrastructure against Identified Hazard, Tonga

      In the first phase, a technical working group was set up with representatives from 21 departments and agencies across six ministries. Supported by this working group, the review process began with a kick-off meeting that included key stakeholders for infrastructure development, disaster risk reduction, and sectoral operations. Next, in phase two, it reviewed existing policies and regulations, assessing the extent to which they address disaster risks and support infrastructure resilience.

      In the third phase, stakeholders conducted stress tests and gap analysis on ten critical infrastructure functions against a range of hazards, including cyclones, droughts, underground water / seawater intrusion, tsunamis, volcanic eruptions, non-communicable diseases, land degradation and erosion, floods, sea level rises, and cybersecurity breaches. By identifying these vulnerabilities, interdependences, and cascading risks, the participants were able to seriously consider the economic impacts and interdependences of different hazards throughout. 

    • Water sector
    • Water sector

      One of the sectors examined was the water sector, including a deep dive analysis. Water is everywhere in a small island development state (SIDS) like Tonga, of course, but securing a stable supply remains difficult. Water in Tonga comes from ground water and rainwater, which are both vulnerable to impacts from climate change. 

      Rising sea-levels mean that many assets are at risk of flooding, while soil erosion is also a threat. When sea levels rise, salt water can enter some freshwater supplies, reducing the available water for drinking. 

      Funding the necessary upgrades, however, is a challenge. The Tonga Water Board (TWB) operates without subsidies, making capital investment difficult.

      Meanwhile, the lack of a centralised infrastructure database complicates the assessment and management of existing resources. Multiple institutions manage water resources across the archipelago’s 45 or so inhabited islands, doing so with varying levels of expertise. While integrated planning and coordination should be essential for efficiency, the system is fragmented. Integrated planning and management are urgently needed to ensure resilience in the water sector. Equally as importantly, there’s a need for more data and information, and for a better understanding of how to use the already available data, which does not capture all boreholes and rainwater harvesting.

      Finally, the water pumping stations are dependent on electricity. This means that if a cyclone damages the power lines and impacts electricity supply, then water supply would also be affected. The disaster responses are complicated by limited standard operating procedures (SOPs) as cyclones, volcanoes, and tsunamis all affect the water infrastructure in different ways. Take a look at how some of the most recent events have affected Tonga’s water infrastructure:

      TROPICAL CYCLONES:

      Cyclone Gita (2018) damaged water distribution systems and rainwater tanks, while other cyclones have led to extensive system failures.

      VOLCANIC ERUPTIONS AND ASHFALL:

      The 2022 eruption of Hunga Tonga-Hunga Ha’apai severely impacted water punps and contaminated rainwater tanks, leading to supply disruptions.

      DROUGHTS:

      Prolonged droughts in 2023 have affected rainwater collection systems, exacerbating water shortages.

      TSUNAMIS:

      The 2022 tsunami contamined groundwater sources in southern islands and destroyed coastal water infrastructure.

      Several resilience measures do exist. Desalination units provide emergency water, even if their maintenance or repairs sometimes fall on untrained community members, causing delays and potential safety issues. Overall, however, these are uneven and insufficient.

      Some development support has been provided, but the projects are also unevenly distributed. They tend to focus mostly on the main island, leaving outer islands underserved. 

      From the Infrastructure Resilience Review, several recommendations emerged:

    • Transport
    • Transport

      The Infrastructure Resilience Review also looked at transport, given the importance and vulnerabilities of Tonga’s ports, airports, and roads. 

      On the one hand, Tonga’s geographic isolation makes it highly dependent on its ports and airports for imports of food, fuel, and spare parts. In 2000, the last available energy balance showed that 75 percent of the country’s energy depends on imported petroleum products. Over 98 percent of Tonga’s grid-supplied electricity is generated using imported diesel. 

      On the other hand, those ports and airports are highly vulnerable to disruption of the other critical infrastructure functions, including transport. The ports and airports both depend on Tonga’s roads, for example, to connect them with the rest of the country.

      Multi Hazards Disaster Risk Assessment, ARUP 2021

      However, while Tonga’s climate is already tropical, climate change is expected to bring heavier and more frequent rainfall, damaging roads in the low-lying areas. Inadequate drainage will compound this damage, disrupting transport and mobility to the ports and airports. 

      In turn, this could also disrupt Tonga’s electricity, which relies heavily on diesel imports, as well as the delivery of clean water to remote areas or even – in case of emergencies – access to evacuation centres. 

      “The infrastructure resilience review reminds us that we are not passive actors, but that to a much greater extent we are masters of our own destiny,” said Sione Pulotu ‘Akau’ola, CEO for Ministry of MEIDECC.

      “In the long run, building resilience into our infrastructure will save us lives, destruction, and economic damage,” he said.

    MIL OSI United Nations News

  • MIL-OSI Asia-Pac: Union Minister Shri Manohar Lal and Chief Minister of Rajasthan Shri Bhajan Lal Sharma reviewed Centrally Funded urban development schemes in Jaipur today

    Source: Government of India

    Union Minister Shri Manohar Lal and Chief Minister of Rajasthan Shri Bhajan Lal Sharma reviewed Centrally Funded urban development schemes in Jaipur today

    Proper assessment of expenditure and cost should be done in Metro Phase-2 project to provide better facilities can also be provided to the general public : Shri Bhajan Lal

    Posted On: 29 APR 2025 1:55PM by PIB Delhi

    Union Minister for Housing and Urban Affairs, GoI, Sh. Manohar Lal and Chief Minister of Rajasthan, Sh. Bhajan Lal Sharma held a review meeting of all the Centrally Funded Projects in Rajasthan related to urban development, at the Chief Minister’s residence in Jaipur today.

    He reviewed the development, expansion and financial model of important projects related to the development of Rajasthan, funded by the Centre, such as Swachh Bharat Mission, PM e-Bus Service, Jaipur Metro Rail, Amrit Mission 2.0, and Pradhan Mantri Awas Yojana.

    Sh. Sharma said that proper assessment of expenditure and cost should be done in Metro Phase-2 project and other important projects so that along with the proper utilization of financial resources,  better facilities can also be provided to the general public.

    He also said that Rajasthan is a historic and rapidly growing state where important works are being done for urban development with the support of the Centre. He gave guidelines for planning and their proper implementation keeping in mind the future needs and facilities of the common man.

    Senior officials of the Government of India and Rajasthan Government were also present on this occasion. The officers gave a detailed presentation to the Hon’ble Union Minister and Hon’ble Chief Minister regarding all the important Urban Development Projects.

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    MIL OSI Asia Pacific News

  • MIL-OSI Asia-Pac: Prime Minister Shri Narendra Modi addresses YUGM Innovation conclave

    Source: Government of India

    Prime Minister Shri Narendra Modi addresses YUGM Innovation conclave

    Our endeavour is to empower the youth with skills that make them self-reliant and position India as a global innovation hub: PM

    We are modernizing the country’s education system according to the needs of the 21st century: PM

    A new National Education Policy has been introduced in the country, It has been prepared keeping in mind the global standards of education: PM

    One Nation, One Subscription has given the youth the confidence that the government understands their needs, today students pursuing higher education have easy access to world class research journals: PM

    India’s university campuses are emerging as dynamic centres where Yuvashakti drives breakthrough innovations: PM

    The trinity of Talent, Temperament and Technology will transform India’s future: PM

    It is crucial that the journey from idea to prototype to product is completed in the shortest time possible: PM

    We are working on the vision of Make AI in India, And our aim is- Make AI work for India: PM

    Posted On: 29 APR 2025 12:44PM by PIB Delhi

    Prime Minister Shri Narendra Modi addressed the YUGM Innovation Conclave at Bharat Mandapam in New Delhi today. Addressing the gathering on the occasion, he highlighted the significant gathering of government officials, academia, and science and research professionals, emphasizing the confluence of stakeholders as a “YUGM”—a collaboration aimed at advancing future technologies for a developed India. The Prime Minister expressed confidence that the efforts to enhance India’s innovation capacity and its role in deep-tech would gain momentum through this event. He remarked on the inauguration of super hubs at IIT Kanpur and IIT Bombay, focusing on AI, intelligent systems, and biosciences, biotechnology, health, and medicine. He also mentioned the launch of the Wadhwani Innovation Network, which reaffirms the commitment to advancing research in collaboration with the National Research Foundation. The Prime Minister congratulated the Wadhwani Foundation, IITs, and all stakeholders involved in these initiatives. He also extended a special appreciation to Shri Romesh Wadhwani for his dedication and active role in fostering positive changes in the country’s education system through collaboration between the private and public sectors.

    Quoting the scriptures in Sanskrit meaning true life is lived in service and selflessness, Shri Modi remarked that science and technology should also serve as mediums for service. He expressed his satisfaction  witnessing institutions like the Wadhwani Foundation, and the efforts of Shri Romesh Wadhwani and his team, steering science and technology in the right direction in India. He highlighted Mr. Wadhwani’s remarkable journey, marked by struggles, including the aftermath of partition, displacement from his birthplace, battling polio in childhood, and rising above these challenges to build a massive business empire. Shri Modi commended Shri Wadhwani for dedicating his success to India’s education and research sectors, calling it an exemplary act. He acknowledged the foundation’s contributions to school education, Anganwadi technologies, and Agri-Tech initiatives. He noted his earlier participation in events like the establishment of the Wadhwani Institute of Artificial Intelligence and expressed confidence that the foundation would continue achieving numerous milestones in the future and extended his best wishes to the Wadhwani Foundation for their endeavors.

    Underlining that the future of any nation depends on its youth and marking the importance of preparing them for the future, the Prime Minister remarked that the education system plays a crucial role in this preparation and underscored efforts to modernize India’s education system to meet 21st-century needs. He highlighted the introduction of the New National Education Policy, designed with global education standards in mind, and noted the significant changes it has brought to the Indian education system. He remarked on the development of the National Curriculum Framework, Learning Teaching Material, and new textbooks for classes one to seven. He highlighted the creation of AI-based and scalable digital education infrastructure platform – ‘One Nation, One Digital Education Infrastructure’ under PM e-Vidya and DIKSHA platforms, enabling the preparation of textbooks in over 30 Indian languages and seven foreign languages. The Prime Minister remarked that the National Credit Framework has made it easier for students to study diverse subjects simultaneously, providing modern education and opening new career paths. He stressed the importance of strengthening India’s research ecosystem to achieve national goals, highlighting the doubling of gross expenditure on R&D from ₹60,000 crore in 2013-14 to over ₹1.25 lakh crore, the establishment of state-of-the-art research parks, and the creation of Research and Development Cells in nearly 6,000 higher education institutions. He remarked on the rapid development of an innovation culture in India, citing the increase in patent filings from around 40,000 in 2014 to over 80,000, reflecting the support provided by the intellectual property ecosystem to the youth. The Prime Minister further highlighted the establishment of the ₹50,000 crore National Research Foundation to promote research culture and the One Nation, One Subscription initiative, which has facilitated access to world-class research journals for higher education students. He emphasised on the Prime Minister’s Research Fellowship, which ensures that talented individuals face no obstacles in advancing their careers.

    Shri Modi highlighted that the youth today excel not only in Research & Development but have become Ready and Disruptive themselves, emphasizing the transformative contributions of India’s young generation to research across various sectors. He cited milestones like the commissioning of the world’s longest hyperloop test track, a 422-meter hyperloop developed at IIT Madras in collaboration with Indian Railways. He remarked on groundbreaking achievements such as nanotechnology developed by scientists at IISc Bangalore to control light at the nano-scale and the ‘brain on a chip’ technology, capable of storing and processing data across 16,000+ conduction states in a molecular film. He further highlighted the development of India’s first indigenous MRI machine just weeks ago. “India’s university campuses are emerging as dynamic centres where Yuvashakti drives breakthrough innovations”, said Shri Modi, showcasing India’s representation in Higher Education Impact Rankings, with over 90 universities listed among 2,000 institutions globally. He noted the growth in QS world rankings, where India moved from having nine institutions in 2014 to 46 in 2025, alongside the increasing representation of Indian institutions among the world’s top 500 higher education institutes over the past decade. He also remarked on Indian institutions establishing campuses abroad, such as IIT Delhi in Abu Dhabi, IIT Madras in Tanzania, and upcoming IIM Ahmedabad in Dubai. He underscored that leading global universities are also opening campuses in India, promoting academic exchange, research collaboration, and cross-cultural learning opportunities for Indian students.

    “The trinity of Talent, Temperament and Technology will transform India’s future”, stressed the Prime Minister, highlighting initiatives such as Atal Tinkering Labs, with 10,000 labs already operational, and the announcement of 50,000 more in this year’s budget to provide early exposure to children. He noted the launch of the PM Vidya Lakshmi scheme to provide financial support to students and the establishment of internship cells in over 7,000 institutions to transform students’ learning into real-world experience. He remarked that every effort is being made to develop new skills among the youth, whose combined talent, temperament, and technological strength will lead India to the pinnacle of success. 

    Underscoring the importance of meeting the goal of a developed India within the next 25 years, the Prime Minister said, “it is crucial that the journey from idea to prototype to product is completed in the shortest time possible”. He stressed that reducing the distance from lab to market ensures faster delivery of research outcomes to the people, motivates researchers, and provides tangible incentives for their work. This accelerates the cycle of research, innovation, and value addition. The Prime Minister called for a robust research ecosystem, urging academic institutions, investors, and industry to support and guide researchers. He highlighted the potential role of industry leaders in mentoring youth, providing funding, and collaboratively developing new solutions. He reaffirmed the government’s commitment to simplifying regulations and fast-tracking approvals to further these efforts.

    Emphasising the need to consistently promote AI, quantum computing, advanced analytics, space tech, health tech, and synthetic biology, Shri Modi highlighted India’s leading position in AI development and adoption. He mentioned the launch of the India-AI Mission to build world-class infrastructure, high-quality datasets, and research facilities. He remarked on the increasing number of AI Centres of Excellence being developed with the support of leading institutions, industries, and startups. He reiterated the commitment to the vision of “Make AI in India” and the goal to “Make AI work for India.” He further noted the budgetary decision to expand IIT seat capacities and introduce Meditech courses, combining medical and technology education, in collaboration with IITs and AIIMS. The Prime Minister urged the timely completion of these initiatives, with a focus on positioning India among the “best in the world” in future technologies. Concluding his address, the Prime Minister remarked that initiatives like YUGM, a collaboration between the Ministry of Education and Wadhwani Foundation, can revitalize India’s innovation landscape. He expressed gratitude to the Wadhwani Foundation for their continued efforts and highlighted the significant impact of today’s event in furthering these objectives.

    Union Ministers Shri Dharmendra Pradhan, Dr. Jitendra Singh, Shri Jayant Chaudhary, Dr. Sukanta Majumdar were present among others at the event.

    Background

    YUGM (meaning “confluence” in Sanskrit) is a first-of-its-kind strategic conclave convening leaders from government, academia, industry, and the innovation ecosystem. It will contribute to India’s innovation journey, driven by a collaborative project of around Rs 1,400 crore with joint investment from the Wadhwani Foundation and Government Institutions.

    In line with Prime Minister’s vision of a self-reliant and innovation-led India, various key projects will be initiated during the conclave. They include Superhubs at IIT Kanpur (AI & Intelligent Systems) and IIT Bombay (Biosciences, Biotechnology, Health & Medicine); Wadhwani Innovation Network (WIN) Centers at top research institutions to drive research commercialization; and partnership with Anusandhan National Research Foundation (ANRF) for jointly funding late-stage translation projects and promoting research and innovation.

    The conclave will also include High-level Roundtables and Panel Discussions involving government officials, top industry and academic leaders; action-oriented dialogue on enabling fast-track translation of research into impact; a Deep Tech Startup Showcase featuring cutting-edge innovations from across India; and exclusive networking opportunities across sectors to spark collaborations and partnerships.

    The Conclave aims to catalyze large-scale private investment in India’s innovation ecosystem; accelerate research-to-commercialization pipelines in frontier tech; strengthen academia-industry-government partnerships; advance national initiatives like ANRF and AICTE Innovation; democratize innovation access across institutions; and foster a national innovation alignment toward Viksit Bharat@2047.

     

     

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    MIL OSI Asia Pacific News

  • MIL-OSI Asia-Pac: Government welcomes publication of annual report of Process Review Panel for Insurance Authority

    Source: Hong Kong Government special administrative region

    Government welcomes publication of annual report of Process Review Panel for Insurance Authority 
         A spokesman for the Financial Services and the Treasury Bureau said, “The PRP undertook a thorough and comprehensive review of the internal procedures and operational guidelines that guide the IA in carrying out its various regulatory functions.  These functions encompass a wide range of critical activities, including the handling of complaints, authorisation of insurers, licensing of intermediaries, conduct of investigations, and undertaking of disciplinary actions. The PRP’s observations and recommendations ensure that the IA exercises its regulatory powers in a fair and consistent manner, strengthen public confidence in its regulatory framework and foster a stable environment that supports the sustainable development of Hong Kong’s insurance industry. This, in turn, enhances Hong Kong’s position as a leading international financial and risk management centre.
     
         “We would like to express sincere gratitude to the PRP Chairman, Mr Eugene Fung, SC, and members of the PRP for their dedication and insight in advising the IA to enhance our regulatory regime,” the spokesman added.
     
         The PRP is an independent panel established with the approval of the Chief Executive to review and advise the IA on the adequacy of its internal procedures and operational guidelines governing the actions taken and operational decisions made by the IA and its staff in the performance of regulatory functions.
    Issued at HKT 11:29

    NNNN

    MIL OSI Asia Pacific News

  • MIL-OSI: Bitget Becomes Gold Sponsor at Token2049 Dubai: CEO Gracy Chen to Share Vision for Crypto’s Next Chapter

    Source: GlobeNewswire (MIL-OSI)

    DUBAI, United Arab Emirates, April 29, 2025 (GLOBE NEWSWIRE) — Bitget, the leading cryptocurrency exchange and Web3 company, is set to make a major impact at TOKEN2049 Dubai as a Gold Sponsor of this year’s landmark event. Taking place from 30 April to 1 May 2025, at Madinat Jumeirah Conference Centre, TOKEN2049 Dubai brings together the brightest minds and boldest innovators from across the global crypto and blockchain ecosystem. As the crypto community gathers in one of the most dynamic hubs for innovation, Bitget stands ready to spotlight its strategies that continue to shape the digital asset landscape.

    Day One of the conference will see Bitget CEO Gracy Chen deliver a keynote speech on the io.net Stage, from 3:00 to 3:15 PM GST. Titled,“Two Strategies Bitget Adopted to Thrive in a Volatile Market”, the sharing will explore how Bitget navigates and thrives amid global volatility, tapping into emerging opportunities while staying at the forefront of innovation. Gracy’s insights will highlight the strategies that enabled Bitget to deliver real-world impact in an unpredictable market landscape, setting a blueprint for sustainable success in the evolving crypto ecosystem.

    Further amplifying its presence, Bitget is setting the stage for an unforgettable evening with Cryptoverse Dream Night on May 30. In collaboration with 1inch and backed by Morph, this invite-only after-hours event will gather Web3 pioneers, blockchain leaders, and crypto giants for an immersive night of electrifying energy, premium experiences, and next-gen networking. From surprise performances to curated social moments, the event captures the bold spirit driving the future of the cryptoverse. Attendees stand a chance to be rewarded with Bitget Exclusives when they capture and share the most electrifying moments at the event.

    As discussions around decentralization, market access, and innovation take center stage, Bitget is expanding its role beyond that of a traditional exchange. Through its contributions both during the conference and at side events, Bitget aims to help shape new standards for how value is built in this digital economy. “Our goal is to help lay the groundwork for a more connected and resilient Web3 ecosystem,” said Gracy Chen, CEO of Bitget. “Success in this space requires more than technology — it demands collaboration and a shared vision for what the future should look like and there is no greater platform to have these conversations than at an event like TOKEN2049. With a powerful presence both on and off the main stage, Bitget’s participation at Token2049 Dubai reflects its broader strategy to support the ongoing evolution of Web3.”

    About Bitget

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

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

    For more information, visit: WebsiteTwitterTelegramLinkedInDiscordBitget Wallet

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

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

    A photo accompanying this announcement is available at https://www.globenewswire.com/NewsRoom/AttachmentNg/dca116ce-6d79-4bfa-8ef8-9b1e72215f89

    The MIL Network

  • MIL-OSI: Aurora Mobile’s SendCloud Partners with DHgate to Power Seamless Customer Communication

    Source: GlobeNewswire (MIL-OSI)

    SHENZHEN, China, April 29, 2025 (GLOBE NEWSWIRE) — Aurora Mobile Limited (NASDAQ: JG) (“Aurora Mobile” or the “Company”), a leading provider of customer engagement and marketing technology services in China, today announced that its subsidiary Wuhan SendCloud Technology Co., Ltd. (“SendCloud”), a trusted email solution provider, has provided seamless customer communication for DHgate during its recent unprecedented surge in users in the U.S. market. This surge propelled DHgate to #2 on the U.S. App Store Free iPhone Apps Ranking, surpassing giants like Google and TurboTax, trailing only behind ChatGPT.

    Founded in 2004, DHgate is a leading Chinese cross-border B2B marketplace connecting global buyers, primarily SMBs and retailers, directly with Chinese manufacturers for small-batch wholesale, making it a crucial platform for global sourcing.

    DHgate’s recent surge in popularity in the U.S. further highlights its core value of effectively connecting Chinese factories and suppliers directly with international consumers. This connection provides global buyers with more convenient access to goods straight from the source.

    As DHgate experienced this massive influx of users, SendCloud, a professional and trusted expert in email services, played a critical role in maintaining seamless and stable customer communication. Leveraging SendCloud’s robust API integration, DHgate successfully managed the increased load by:

    • Maintaining over 90% email deliverability, consistently connecting with users worldwide.
    • Achieving a 99% inbox placement rate, significantly outperforming industry benchmarks.
    • Reaching a 40% email open rate, boosted by optimized sender certification and domain reputation.

    These achievements allowed DHgate to effectively nurture its expanding customer relationships, build loyalty, and drive sustainable growth within one of the world’s most dynamic markets.

    SendCloud Powers EngageLab’s Omnichannel Solutions: Driving Global Engagement

    Building upon the reliable email infrastructure provided by SendCloud, EngageLab further empowers businesses with an advanced customer engagement platform tailored for global e-commerce challenges:

    • Unmatched Deliverability: A 99.97% inbox placement rate through domain warm-up and BIMI certification, ensuring compliance with GDPR and DPPA.
    • Personalized Campaigns: Leveraging AI-driven marketing automation, businesses tailor emails to diverse client segments—from small retailers sourcing electronics to wholesalers procuring bulk fashion items.
    • Global Infrastructure: With 5 global nodes, EngageLab ensured low-latency communication, which is critical for global business operations.

    The Future of Cross-Border E-Commerce

    The increasing global traction of Chinese cross-border e-commerce underscores why seamless, AI-powered customer engagement is critical for success. EngageLab remains steadfast in its commitment to providing businesses the adaptive tools needed to conquer challenges in dynamic international markets.

    About EngageLab

    EngageLab is a world-leading AI-powered omnichannel customer engagement solution provider, unites technology and versatility to offer seamless customer interactions across every channel, including Email, AppPush, WebPush, OTP, SMS and WhatsApp Business. It empowers businesses to build lasting relationships and achieve higher conversions and retention. With a strong focus on innovation and performance, EngageLab supports businesses in over 220 countries and regions, delivering more than 1 million messages every second across various channels. For more information about EngageLab and its suite of solutions, visit www.engagelab.com.

    About Aurora Mobile Limited

    Founded in 2011, Aurora Mobile (NASDAQ: JG) is a leading provider of customer engagement and marketing technology services in China. Since its inception, Aurora Mobile has focused on providing stable and efficient messaging services to enterprises and has grown to be a leading mobile messaging service provider with its first-mover advantage. With the increasing demand for customer reach and marketing growth, Aurora Mobile has developed forward-looking solutions such as Cloud Messaging and Cloud Marketing to help enterprises achieve omnichannel customer reach and interaction, as well as artificial intelligence and big data-driven marketing technology solutions to help enterprises’ digital transformation.

    For more information, please visit https://ir.jiguang.cn/.

    Safe Harbor Statement

    This announcement contains forward-looking statements. These statements are made under the “safe harbor” provisions of the U.S. Private Securities Litigation Reform Act of 1995. These forward-looking statements can be identified by terminology such as “will,” “expects,” “anticipates,” “future,” “intends,” “plans,” “believes,” “estimates,” “confident” and similar statements. Among other things, the Business Outlook and quotations from management in this announcement, as well as Aurora Mobile’s strategic and operational plans, contain forward-looking statements. Aurora Mobile may also make written or oral forward-looking statements in its reports to the U.S. Securities and Exchange Commission, in its annual report to shareholders, in press releases and other written materials and in oral statements made by its officers, directors or employees to third parties. Statements that are not historical facts, including but not limited to statements about Aurora Mobile’s beliefs and expectations, are forward-looking statements. Forward-looking statements involve inherent risks and uncertainties. A number of factors could cause actual results to differ materially from those contained in any forward-looking statement, including but not limited to the following: Aurora Mobile’s strategies; Aurora Mobile’s future business development, financial condition and results of operations; Aurora Mobile’s ability to attract and retain customers; its ability to develop and effectively market data solutions, and penetrate the existing market for developer services; its ability to transition to the new advertising-driven SAAS business model; its ability to maintain or enhance its brand; the competition with current or future competitors; its ability to continue to gain access to mobile data in the future; the laws and regulations relating to data privacy and protection; general economic and business conditions globally and in China and assumptions underlying or related to any of the foregoing. Further information regarding these and other risks is included in the Company’s filings with the Securities and Exchange Commission. All information provided in this press release and in the attachments is as of the date of the press release, and Aurora Mobile undertakes no duty to update such information, except as required under applicable law.

    For more information, please contact:

    Aurora Mobile Limited
    E-mail: ir@jiguang.cn

    Christensen
    In China
    Ms. Xiaoyan Su
    Phone: +86-10-5900-1548
    E-mail: Xiaoyan.Su@christensencomms.com

    In US
    Ms. Linda Bergkamp
    Phone: +1-480-614-3004
    Email: linda.bergkamp@christensencomms.com

    For Media Inquiries:
    Contact: marketing@engagelab.com

    The MIL Network