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Category: Economy

  • MIL-OSI USA: Arts and Cultural Production Satellite Account, U.S. and States, 2023

    Source: US Bureau of Economic Analysis

    The Arts and Cultural Production Satellite Account released today by the U.S. Bureau of Economic Analysis shows that arts and cultural economic activity, adjusted for inflation, increased 6.6 percent in 2023 after increasing 3.8 percent in 2022 (chart 1 and table 1). By comparison, the broader economy, as measured by real gross domestic product (GDP), increased 2.9 percent in 2023 after increasing 2.5 percent in 2022 (chart 1). Arts and cultural economic activity accounted for 4.2 percent of GDP, or $1.17 trillion, in 2023 (tables 2 and 3).

    Real (inflation-adjusted) value added for core arts and cultural production industries, which include performing arts, museums, design services, fine arts education, and education services, increased 5.5 percent in 2023. Supporting arts and cultural production industries, which include art support services and information services, increased 7.1 percent in 2023 (chart 2 and table 1).

    • Performing arts increased 3.5 percent in 2023 after increasing 24.9 percent in 2022. One of the leading contributors to the increase was performing arts companies, which increased 31.6 percent in 2023 after increasing 42.0 percent in 2022.
    • Museums increased 18.0 percent after decreasing 12.0 percent.
    • Design services increased 6.3 percent after increasing 8.0 percent.
    • Education services increased 1.8 percent after increasing 3.9 percent.

    Nominal value added

    Nominal value added (not adjusted for inflation) increased 7.6 percent nationally in 2023 (table 2). The leading contributor to the increase was supporting arts and cultural production industries (table 4). Supporting arts and cultural production industries increased 6.8 percent to a level of $873.8 billion; the leading contributor to the increase was information services. Core arts and cultural production industries increased 10.6 percent in 2023 to a level of $265.8 billion; the leading contributors to the increase were performing arts and design services.

    In 2023, nominal value added in arts and cultural production industries increased in 47 states and the District of Columbia. The percent change across all states ranged from 14.7 percent in Nevada to –3.4 percent in Louisiana (table 2).

    In Nevada—the state with the largest increase in value added—promoters of performing arts and similar events, publishing, and performing arts companies were the leading contributors to the increase in value added. In Louisiana—the state with the largest decrease in value added—motion pictures was the leading contributor to the decline (table 4).

    For all states and the District of Columbia, the arts and cultural share of total GDP ranged from 9.8 percent in Washington state to 1.2 percent in Delaware. The share for most states ranged between 2 and 5 percent. Washington state, the District of Columbia, New York, California, and Nevada were the only areas where the arts and cultural share of total GDP exceeded 5 percent (table 3).

    The top arts and cultural production industries varied among the states. In Washington state, publishing and retail industries were the leading contributors to the share of total state GDP. Government and advertising were the leading contributors in the District of Columbia. Broadcasting and “other information services” were the leading contributors in New York. Other information services and motion pictures were the leading contributors in California. Other information services and promoters of performing arts and similar events were the leading contributors in Nevada (table 3).

    Employment

    Arts and cultural employment nationwide increased 0.3 percent in 2023. The total number of arts and cultural jobs for the nation was 5.4 million. Arts and cultural employment increased in 27 states. The percent change across all states ranged from 7.6 percent in North Carolina to –6.6 percent in Hawaii (table 8).

    North Carolina had 167,254 jobs related to arts and culture, representing 3.3 percent of all jobs in the state. Government and retail industries were the leading contributors to the increase in arts and cultural employment in North Carolina. In Hawaii, construction and motion pictures were the leading contributors to the decrease in arts and cultural employment (table 9).

    Compensation

    Arts and cultural compensation nationwide increased 3.6 percent in 2023. Arts and cultural compensation increased in 43 states and the District of Columbia. The percent change across all states ranged from 12.7 percent in Nevada to –6.9 percent in Georgia (table 8).

    Update of arts and cultural production statistics

    Today, BEA released updated national-level arts and cultural production statistics on output, value added, intermediate inputs, employment, and compensation from 1998 to 2022, with new statistics for 2023, and updated state-level statistics on value added, employment, and compensation from 2001 to 2022, with new statistics for 2023. The 2017 to 2023 statistics primarily reflect the incorporation of new and updated source data as well as the results of the 2024 annual update of BEA’s National and Regional Economic Accounts. The updates to the 1998 to 2016 statistics reflect the incorporation of the 2023 comprehensive update of BEA’s National and Regional Economic accounts. These data, combined with new and revised arts and cultural production-specific source data, allow the arts and cultural production statistics to capture the dynamics of this sector more accurately.

    BEA’s Arts and Cultural Production Satellite Account is supported by funding from the National Endowment for the Arts.

    For arts and culture definitions, statistical conventions, and more, visit “Additional Information.”

    Next release: March 2026
    Arts and Cultural Production Satellite Account, U.S. and States, 2024

    MIL OSI USA News –

  • MIL-OSI United Kingdom: New fund to tackle hatred against Muslims

    Source: United Kingdom – Executive Government & Departments

    Press release

    New fund to tackle hatred against Muslims

    The new Combatting Hatred Against Muslims Fund will provide funding to monitor incidents of anti-Muslim hate and for support for victims.

    • Efforts to tackle anti-Muslim hatred and Islamophobia bolstered by improved strategic approach following highest level of anti-Muslim hatred incidents recorded this year 

    • Incidents monitored, increased awareness of hate-crime and better support for victims will help create safer streets as part of the government’s Plan for Change 

    • New ideas and proposals will support in tackling religiously motivated hatred against Muslims head on  

    A new fund to provide a comprehensive service to monitor anti-Muslim hate and support victims has today (2 April) been announced, with applications opening on Monday, 7 April.   

    Last year, police-recorded hate crime statistics found almost two in five of all religious hate crimes targeted Muslims, an increase of 13% in comparison to the year before.   

    With cases on the rise, up-to-date and detailed information on incidents and drivers of this form of hatred will play a fundamental part in supporting the government to combat anti-Muslim hate and Islamophobia and ensure Muslim communities feel safe and supported.   

    The establishment of the fund also contributes to the government’s broader commitment to creating safer streets as part of the Plan for Change, with addressing the rise of anti-Muslim hate playing a crucial part in building safer, stronger and more cohesive communities for all.  

    Minister for Faith, Lord Khan, said:  

    “Putting an end to the shocking rise of targeted attacks against Muslims requires a thorough understanding of the nature and scale of the hatred our Muslim communities face.  

    “That’s why we’re taking a crucial step forward this week to open this fund, seek new ideas and solutions and tackle this hatred head on.  

    “Combatting this unacceptable rise of religiously motivated hatred will create a more tolerant and understanding society for everyone, making our streets safer and delivering on our Plan for Change.”

    As well as monitoring and reporting incidents, the grant recipient will work to increase awareness of what hate crime is, encourage victims to come forward to report incidents, and facilitate support for victims of hate. They will work alongside a network of local and national partners and stakeholders including the government, and faith and belief groups to deliver on this vital work.  

    The fund is open to applications from a single organisation, or a group of organisations to work together to deliver an accurate record of hate incidents across England.   

    The competition window will be open for six weeks from the 7 April, closing on 18 May at 23:59.   

    The full prospectus, including a link for registration to apply, can be found here.  

    This follows action taken earlier this year to establish a working group to provide the government with a definition of Anti-Muslim Hatred/Islamophobia. Further details on this can be found here: Government launches working group on Anti-Muslim Hatred/Islamophobia definition – GOV.UK 

    ENDS 

    Notes to editors:  

    • Up to £650,000 funding will be made available in the 2025/26 financial year, and up to £1 million per year financial year for 2026/27 and 2027/28.

    Updates to this page

    Published 2 April 2025

    MIL OSI United Kingdom –

  • MIL-OSI: Aero Capital Solutions Raises Fourth Aviation Investment Vehicle

    Source: GlobeNewswire (MIL-OSI)

    AUSTIN, Texas, April 02, 2025 (GLOBE NEWSWIRE) — Aero Capital Solutions, Inc. (“ACS”), a world-class leasing platform that specializes in mid-life narrowbody aircraft, announces the final closing on its fourth and largest aviation investment vehicle with total aggregate equity commitments of $936 million. The vehicle was oversubscribed with a diverse investor base of new and existing relationships which include institutional investors, registered investment advisers, and single and multi-family offices. In addition to the $936 million of equity, ACS has negotiated two debt facilities led by Deutsche Bank and Atlas SP and is targeting over $3.5 billion in total capital for deployment.

    Jason Barany, ACS’ CEO & CIO, commented, “As we continue to operate in a capacity constrained environment, we are finding interesting risk adjusted opportunities and increased deal flow. With committed capital, our integrated platform and asset focused approach, ACS will continue to be a trusted and integral partner to airlines worldwide.”

    Adam Davidson, ACS’ EVP of Business Development, added, “We are grateful for the strong support from such a sophisticated and diverse group of investors. Raising our fourth investment vehicle will allow us to continue to grow with our valued partners and build on our successful track record in the mid-life aircraft space.”

    As of its final close on March 28, 2025, the investment vehicle was approximately 72% called, comprised of 160 commercial aircraft closed or under contract to close. The current portfolio includes a mix of mid-life Boeing and Airbus narrowbody aircraft on-lease to a diversified group of airlines around the world.

    Vedder Price serves as legal counsel to ACS.

    About Aero Capital Solutions, Inc.
    Aero Capital Solutions, Inc. (“ACS”) is a leading lessor of mid-life aircraft and engines with over $2.7 billion in AUM. Since it was founded in 2010, ACS has deployed more than $5 billion in aircraft assets in conjunction with institutional finance partners and via privately offered investment vehicles. ACS has 60 employees and offices in Austin, TX, Dublin, Ireland, and Singapore.

    Web: aerocapitalsolutions.com

    The MIL Network –

  • MIL-OSI: Western Financial Group CEO Grant Ostir Charts Bold Growth Strategy After 90 Days at the Helm

    Source: GlobeNewswire (MIL-OSI)

    HIGH RIVER, Alberta, April 02, 2025 (GLOBE NEWSWIRE) — Western Financial Group (“Western”) today announced that Chief Executive Officer Grant Ostir unveiled a transformative growth strategy following his first 90 days in the role. The plan aims to double the company’s customer base over the next five years by enhancing service excellence, prioritizing customer convenience, and implementing innovative operational changes across the organization.

    Grant brings over two decades of experience with Western to the position, is implementing cross-functional, journey-based teams designed to better align with how customers prefer to interact with the company—whether digitally, in-branch, or through specialized outbound services.

    “The insurance landscape is rapidly evolving, and Western is positioning itself at the forefront of this transformation,” said Grant. “By reorganizing around customer journeys rather than traditional department silos, we’re creating a more responsive organization that can adapt quickly to changing customer expectations while maintaining the personal touch that has defined Western for over a century.”

    This strategic shift comes at a pivotal time for the Canadian insurance industry, which faces record-setting climate challenges, the rise in use of AI, and a distinct contrast between commercial and personal line markets. Since assuming the CEO role in December 2024, Grant has been conducting a comprehensive review of operations, meeting with team members across Western’s 200+ locations, and refining the company’s approach to growth, performance and care.

    “I’m confident and excited about the goals we can achieve and the great work we can do to continue being a leader in the insurance brokerage industry,” Grant added. “It’s an honor to work with such passionate, hard-working, and caring people, who understand the importance of putting our customers first, providing them with the best advice and the most care, while making it as easy and convenient as possible. We always think about what the customer wants, bettering the customer experience across on-site and off-site experiences. Our structure is built around how customers want to do business with us, whether it’s through digital, in-branch, or specialized outbound teams. This reflects Western’s innovative strength, allowing us to mobilize and adapt quickly to meet customer needs.”

    A Western veteran who previously served as Chief Growth Officer since 2022, Grant brings unique insights from his experience across Commercial, Personal, Employee Benefits, and Financial Services product lines. His leadership group is focusing on empowered employee engagement and introducing operational efficiencies that will support frontline team members in delivering exceptional service.

    “Overcoming great challenges leads to the most fulfilling rewards, and we have the people here who I’m confident will help us reach these audacious goals,” said Grant. “You only get to live once—why not be a person who drives change and impacts the lives of others for the better?”

    About Western Financial Group Inc.

    Headquartered in High River, Alberta, Western Financial Group is a diversified insurance services company that has provided over one million Canadians with protection for over 100 years. Western is committed to community service, customer service, innovation, growth, and people while providing personal and business insurance through our engaged team of over 2,000 people in over 200 communities, affiliates, and various connected channels.

    Since the very beginning, supporting our local communities has guided everything we do—it’s who we are. In 2001, the Western Financial Group Communities Foundation (our non-profit charity) was created as a way for our team members to give back and positively impact the people and pride in the places where we live, work, and play. To date, we have granted over $9 million back into our communities.

    Western Financial Group is a subsidiary of Trimont Financial Ltd., a subsidiary of The Wawanesa Mutual Insurance Company. Visit https://westernfinancialgroup.ca for more.

    For more information, please contact:
    Nichola Petts, PR Manager: Nichola.petts@westernfg.ca

    A photo accompanying this announcement is available at https://www.globenewswire.com/NewsRoom/AttachmentNg/8f9e2573-fe59-4141-a0e3-01332057b00a

    The MIL Network –

  • MIL-OSI Africa: African Development Bank-Supported Projects in Senegal, Rwanda Clinch Top Honors at 2025 Bonds, Loans & ESG Capital Markets Africa Awards

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

    CAPE TOWN, South Africa, April 2, 2025/APO Group/ —

    Two African Development Bank Group (www.AfDB.org) -supported projects have garnered top honours at the 2025 Bonds, Loans & ESG Capital Markets Africa Awards (https://apo-opa.co/4li4foE) conference. A $545 million sustainable term loan facility in Senegal (https://apo-opa.co/4ldg7rV) was named Sovereign Syndicated Loan Deal of the Year, while Rwanda’s €200 million ESG loan (https://apo-opa.co/4lf3cpd) was awarded ESG Loan Deal of the Year. Both projects were supported by partial credit guarantees from the African Development Bank Group.

    The awards celebrate Africa’s most innovative and transformative financial deals, highlighting exemplary execution, effective mobilization of new liquidity pools, and innovative deal structuring.

    In its debut on the international sustainable finance market, announced in March 2024, Senegal raised $545 million in long-term financing – part of it in the CFA franc. The African Development Bank served as a financial advisor in addition to providing a partial credit guarantee. The pioneering transaction, which leveraged the Bank Group’s credit guarantee to secure favorable borrowing terms and attract diverse investor segments, was seen as underscoring Senegal’s commitment to financing critical sustainable development projects in climate resilience, renewable energy, and social infrastructure.

    In April 2024, Rwanda secured a partial credit guarantee from the African Development Fund, the Bank’s concessional window, paving the way for long-term funding from international commercial banks. The financing is supporting Rwanda’s National Strategy for Transformation, which focuses on green urbanization, environmental sustainability, social inclusion, and health and education infrastructure. With the African Development Bank serving as the initial mandated lead arranger, this transaction diversifies Rwanda’s financing sources and underlines the growing attractiveness of African sustainable investment opportunities in global markets, while enhancing citizens’ quality of life.

    Ahmed Attout, the Bank Group’s Director for Financial Sector Development, said: “These awards underscore the Bank’s steadfast commitment to fostering competitive and sustainable financing solutions. By tailoring partial credit guarantees to the specific needs of member countries, Senegal and Rwanda now have access to competitive international capital, enabling them to mobilize long term funding from international commercial banks for green and social initiatives for the first time.”

    Max Magor N’diaye, Bank Group Senior Director for Syndication, Co-financing client solutions and the Africa Investment Forum stated: “The awards shine a spotlight on these innovative transactions, marking a game-changing benchmark for leveraging sustainable financing to drive transformative and social progress. They not only benefit communities but also pave the way for a resilient and prosperous future.” 

    Bonds, Loans & ESG Capital Markets Africa, held annually at the Cape Town International Convention Center, is an important event for Africa’s capital markets, bringing together the public and private sectors, government officials, financial institutions, investors, and industry experts for dialogue.

    MIL OSI Africa –

  • MIL-OSI: H&R Block Contest Encourages Millions of Gig Workers to “Make It Legit”

    Source: GlobeNewswire (MIL-OSI)

    KANSAS CITY, Mo., April 02, 2025 (GLOBE NEWSWIRE) — From bagpiping in a pickle suit to reviving lost recipes, gig workers like Pickle Pete and Dead Gregs are among the millions of taxpayers with revenue-generating side hustles who are fueling the rapidly growing gig economy and redefining what it means to be a small business owner. To showcase the talent and creativity of these gig workers—and motivate them to take their gig to the next level, H&R Block (NYSE: HRB), a leading provider of global tax preparation, financial products and small business solutions, today announced the “Make It Legit” contest.

    Entries will be accepted until May 4 for the nationwide contest that is not just a competition, but a platform that will help three lucky gig workers “Make it Legit” by providing key professional business services and marketing support.

    “Gig workers often do not see themselves as legitimate business owners, even though they are taxed as such. We believe that if you’re getting taxed like a legit business, you should look like one, too,” said Wendy Fitch, Vice President of Brand, Content, and Insights at H&R Block. “H&R Block has provided help and inspired confidence in its clients and communities for seven decades. This unique contest aims to inspire the more than 70 million individuals1 who classify themselves as gig workers to make it legit, so you can keep every dollar of your hard-earned income.”

    With the recent change in the 1099-K reporting threshold, independent workers using third-party payment apps or online marketplaces must now report earnings of $5,000 or more—down from the previous threshold of $20,000. The significant change to the threshold amount means casual sellers, side hustlers and gig workers are now considered small businesses.

    A January 2025 H&R Block study conducted by Morning Consult found that nearly half of gig workers, side hustlers and online sellers were unaware of the 1099-K change. Even after learning about it, 50% still said they were not clear on the details as of the start of tax season.2 While their creativity knows no bounds, many gig workers may be limiting their possibilities and their income because they are not receiving credits and deductions small businesses can claim, and are leaving money behind.

    The three Make It Legit winners will receive free business formation service and access to one of H&R Block’s tax professionals for year-round tax expertise and to file next year’s taxes. Winners will also receive custom marketing materials—such as a new logo, brand colors, custom font and to top it off, their very own commercial shot by a live film crew. Eligible gig workers are encouraged to enter for a chance to win a Make It Legit kit by visiting MakeItLegitContest.com and can find full rules and regulations here.

    “With 70 years of tax expertise under our belt, we’ve helped countless individuals transition to small business owners and navigate and capitalize on the unique tax codes related to their expertise,” said Fitch. “As the pioneer of the tax prep category, we’re helping other pioneers benefit from their passions and operate with confidence.”

    Make It Legit Contest

    To bring this initiative to life, H&R Block teamed up with the following three wildly creative content creators who have turned their unique passions into a legitimate business, by giving them the small business treatment complete with free business formation and tax prep services, in addition to a logo, tagline, and typeface:

    While bagpiping in a pickle suit might not seem like a small business, creators like Pickle Pete get taxed as one. H&R Block treated Pickle Pete to a full brand upgrade as well as his own small business commercial. The one-minute piece shines a spotlight on Pickle Pete’s passion, creativity, and his unique hustle—playing on all the tropes of the small business commercials we know and love. Pickle Pete’s film is live now on H&R Block’s social channels including Instagram and TikTok.

    All eligible gig workers looking for the same small business treatment enjoyed by Pickle Pete, Dead Gregs and Inspire by Tyler, including their very own commercial, enter the Make It Legit contest today.

    To learn more about H&R Block’s tax preparation services, many ways to file, and year-round financial support, visit hrblock.com. For media assets, visit hrblock.com/tax-center/newsroom and for helpful tips and information, follow H&R Block on TikTok, Instagram, and Facebook.

    1Statista: Number of freelancers in the United States from 2017 to 2028
    2H&R Block 1099-K Study: Morning Consult Omnibus Results + OnePulse Results

    About H&R Block
    H&R Block, Inc. (NYSE: HRB) provides help and inspires confidence in its clients and communities everywhere through global tax preparation services, financial products, and small-business solutions. The company blends digital innovation with human expertise and care as it helps people get the best outcome at tax time and also be better with money using its mobile banking app, Spruce. Through Block Advisors and Wave, the company helps small-business owners thrive with year-round bookkeeping, payroll, advisory, and payment processing solutions. For more information, visit H&R Block News.

    The MIL Network –

  • MIL-OSI: Flexera Launches Cloud License Management to Empower ITAM and FinOps to Save Up to 25% Off Their Cloud Bill

    Source: GlobeNewswire (MIL-OSI)

    ITASCA, Ill., April 02, 2025 (GLOBE NEWSWIRE) — Flexera, the global leader in technology spend and risk management, today announced the release of Cloud License Management, a new product that helps organizations optimize the cost of software running in the cloud. The new Cloud License Management, built on top of Flexera’s Technology Intelligence Platform, provides a unified view and actionable insights into cloud software spend.

    “For the past three years, cloud spend has been the top ranked cloud challenge for organizations, ahead of security, according to the State of the Cloud report,” said Becky Trevino, Chief Product Officer at Flexera. “With cloud software easy to provision and highly distributed, organizations need visibility to answer the simple question: how do we optimize software spend in the cloud? Flexera Cloud License Management provides organizations with confidence to forecast and manage cloud software spend, while ensuring they aren’t paying for things they already own.”

    The Complexity of Cloud Software

    Software running in the cloud can represent a large portion of an organization’s cloud bill, up to 25% according to estimates1. This can add up quickly, especially since one-third of organizations invest more than $12 million a year on public cloud2. When left unchecked, mismanaged cloud software can cause wasted software spend, bloated cloud bills and potential regulatory and license compliance risk.

    “Flexera Cloud License Management provides you with the overall visibility and recommendations you need on your software running in the cloud,” said Sonal Gupta, FinOps and Cloud Hosting Service at Carlsberg Group. “Whether you want to use pay-as-you-go licenses, Azure hybrid benefit or bring your own licenses, there are great recommendations that Cloud License Management generates which can save an organization a lot of money.”

    Smarter Decisions with Flexera Cloud License Management

    Flexera’s new Cloud License Management breaks down the complexity and barriers to fully managing your cloud software spend by providing insight into cloud software running on public cloud services including Amazon Web Services and Microsoft Azure. Cloud License Management also offers details on options for cloud software licensing models like pay-as-you-go (PAYG) and bring-your-own-license (BYOL) for major software operating systems and databases.

    “This is our first converged ITAM and FinOps use case on the Technology Intelligence platform – a huge milestone for Flexera, its customers and partners,” said Trevino. “The recommendations shared in Cloud License Management are possible due to bringing together cloud billing data and software licenses and entitlements on Flexera One.”

    Additional features of Cloud License Management include:

    • View and track your cloud software spend in Microsoft Azure and Amazon Web Services: Flexera provides detailed license usage information by vendor, cost center, product and license model so organizations can take advantage of the best license type for each cloud instance or server. The product is also able to analyze license usage data going back 365 days, to better forecast future needs and identify policy changes needed to prevent waste.
    • Connect cloud software license details with entitlement data: Understand what on-premises software licenses organizations already own that offer BYOL options which could be brought to the cloud, reducing the risk of duplicate spend. Also, identify and address any over-used BYOL options that could create risks of non-compliance.
    • Support more efficient cloud spending: Review software costs from highest to lowest, down to individual cloud instances and calculate price per hour based on the number of vCPUs. With Flexera’s automation policy engine, create alerts on spending exceeding specific budget thresholds or identify overprovisioning.

    Flexera Cloud License Management is now available for the Flexera One ITAM and FinOps portfolio. To learn more, visit: https://www.flexera.com/products/flexera-one/cloud-license-management

    1 Source: Data from Flexera One Cloud Cost Optimization and Cloud License Management pilot customers
    2 Source: Flexera 2025 State of the Cloud Report

    More Resources

    Follow Flexera

    About Flexera
    Flexera helps organizations understand and maximize the value of their technology, saving billions of dollars in wasted spend. Powered by the Flexera Technology Intelligence Platform, our award-winning IT asset management, FinOps and SaaS management solutions provide comprehensive visibility and actionable insights on an organization’s entire IT ecosystem. This intelligence enables IT, finance, procurement, FinOps and cloud teams to address skyrocketing costs, optimize spend, mitigate risk and identify opportunities to create positive business outcomes. More than 50,000 global organizations rely on Flexera and its Technopedia reference library, the largest repository of technology asset data. Learn more at flexera.com.

    For more information, contact:
    Ciri Haugh
    Flexera
    publicrelations@flexera.com

    The MIL Network –

  • MIL-OSI: Alpha FMC Releases 2025 Asset & Wealth Management and Alternatives Outlooks: AI, Private Markets, and Regulatory Shifts Take Center Stage

    Source: GlobeNewswire (MIL-OSI)

    • A critical turning point for both industries, with innovation, AI integration, and operational efficiency identified as key success drivers in a competitive landscape.
    • Despite challenges like rising interest rates and tightening regulations in 2024, Alpha FMC’s outlooks predict a year of transformation for both industries, where firms focused on adaptability and technology will thrive.

    NEW YORK, April 02, 2025 (GLOBE NEWSWIRE) — The financial services industry is at a pivotal moment in 2025, with innovation as a key success factor. Yet, Alpha FMC, a leading global provider of specialist consulting services to the financial services industry, highlights a significant challenge in its 2025 Asset & Wealth Management [AWM] & Alternatives Outlooks, both published today. The reports reveal a concerning gap: only one in three firms consider themselves “good” innovators, underscoring the urgency for transformation in an increasingly competitive and evolving market.

    Despite rising interest rates, liquidity pressures, and regulatory shifts, firms, particularly in the U.S., have shown resilience over the past year. Going forward, success will depend on operational efficiency, adaptability, and innovation. AWM and Alternatives firms face shared challenges in AI integration, private market expansion, and evolving regulations. Those embracing transformation will be best positioned to thrive.

    Key Areas Shaping AWM:

    • AI & Automation: AI-powered investment strategies, risk management, and client engagement are enhancing efficiency and competitiveness. Cloud-based solutions support scalability and long-term growth.
    • Private Market Expansion: Increasing demand for private market investments is driving firms to diversify portfolios and expand retail access to alternative assets, blurring public-private market lines.
    • Operational Optimization: Firms are centralizing operations, outsourcing, and utilizing AI to improve profitability, compliance, and service quality while fueling sustainable growth.
    • Regulatory Responsiveness and Agility: Shifting regulatory landscapes are prompting firms to refine compliance strategies and governance structures.

    Transformative Forces in the Alternatives Industry

    • Tech-Driven Transformation: AI, automation, and data-driven decisions and strategies are revolutionizing operations, enabling scalable business models, and enhancing client engagement. This challenge is especially acute for firms investing across multiple asset classes, but those that master it will reap the rewards through greater efficiencies.
    • Convergence of Private Markets: Traditional investment structures are evolving as demand for private market exposure grows, from both institutional and retail investors.
    • Scalability & Cost Efficiency: Firms are using automation and infrastructure upgrades to support larger asset bases while maintaining cost efficiency, ensuring long-term growth.
    • Evolving Investor Profiles: As firms expand into retail markets, they are redefining product offerings and engagement models. FinTech disruptors are pushing for greater accessibility and transparency.

    Looking Ahead: Seizing Opportunities in a Changing Landscape:

    Joe Morant, Global Head of Asset & Wealth Management Consulting, commented:

    “In 2024, rising interest rates and regulatory changes tested the Asset and Wealth Management industry, but firms proved resilient. Going forward, the focus will be on operational efficiency and transformation. Success will depend on leveraging AI, expanding private markets, adapting to regulations, and prioritizing operational efficiency. Firms that do this will be well-positioned to thrive.”

    Nick Fienberg, Global Head of Alternatives Consulting, added:

    “In our 2025 Outlook, we see cautious optimism in the Alternatives industry, driven by improving market sentiment. Despite 2024’s challenges, firms have remained agile and navigated adversity. The lines between private market asset classes are blurring as firms expand their offerings to meet client needs. Disruptions from FinTech and traditional asset managers entering the Alternatives space are driving structural shifts. AI and automation are key to improving operations and scalability. In this dynamic environment, innovation and adaptability will be critical for long-term success.”

    Both outlooks can be downloaded online here.

    About Alpha FMC:

    Alpha Financial Markets Consulting is a leading global consultancy to the financial services industry. Alpha combines highly specialist sector-focused strategy, management consulting and technology expertise to support the client transformation lifecycle. Founded in 2003, it now has over 1,180 consultants across North America, UK, Europe, MENA and APAC.

    To learn more, visit:
    Asset and Wealth Management – Alpha FMC
    Alpha Alternatives | Strategy, Technology, Operations

    The MIL Network –

  • MIL-OSI: Notice of the Annual General Meeting of Orrön Energy AB

    Source: GlobeNewswire (MIL-OSI)

    The shareholders of Orrön Energy AB (publ), 556610-8055 (“Orrön Energy” or the “Company”), are hereby given notice of the Annual General Meeting to be held on 5 May 2025 at 11.00 (CEST). The meeting will be held digitally.

    Shareholders may choose to exercise their voting rights at the Annual General Meeting by attending the digital meeting in person, through a proxy or by postal voting.

    Vote at the Annual General Meeting

    Those who wish to exercise their voting rights at the Annual General Meeting must:

    • be entered as a shareholder in the share register kept by Euroclear Sweden AB on 24 April 2025 or, if the shares are registered in the name of a nominee, request that the nominee registers the shares in their own name for voting purposes in such time that the registration is completed by 28 April 2025; and
    • give notice of attendance at the Annual General Meeting to the Company in accordance with the instructions set out in the section “Online participation and voting at the Annual General Meeting” or submit a postal vote in accordance with the instructions set out in the section “Voting by post in advance of the Annual General Meeting” no later than 28 April 2025.

    Important information regarding participation and voting

    The Board of Directors has decided to hold the Annual General Meeting as a digital meeting combined with an option to vote by post in advance of the Annual General Meeting in accordance with the Company’s Articles of Association.

    For terms and instructions for online participation and voting at the Annual General Meeting, please refer to the section “Online participation and voting at the Annual General Meeting” below.

    For terms and instructions for voting by post in advance of the Annual General Meeting, please refer to the section “Voting by post in advance of the Annual General Meeting” below.

    Please note that despite thorough preparations, it cannot be ruled out that online participation or voting at the Annual General Meeting do not work as intended due to technical complications attributable to shareholders. The Annual General Meeting will be held regardless of any such complications and there is a risk that votes submitted online at the Annual General Meeting are not registered. Consequently, those who want to be certain of being able to exercise their voting rights should vote by post in advance of the Annual General Meeting.

    Please also note that it will not be possible to vote both by post in advance of the Annual General Meeting and online at the Annual General Meeting. If a postal vote has been submitted in accordance with the terms and instructions for voting by post and such postal vote has not been withdrawn by the shareholder no later than 28 April 2025, the Company will consider the postal vote at the Annual General Meeting.

    It is possible to vote by post in advance of the Annual General Meeting and still follow the Annual General Meeting without exercising any voting rights online, please see the section “Voting by post in advance of the Annual General Meeting” below for more information.

    Online participation and voting at the Annual General Meeting
    Those who wish to participate at the digital Annual General Meeting in person or through proxy shall give notice of attendance to the Company no later than 28 April 2025 either:

    • electronically through the Company’s website, www.orron.com (only applicable to individuals);
    • by post to Computershare AB, Box 5267, SE-102 46 Stockholm (Att. “Orrön Energy’s AGM”);
    • by telephone to +46 (0)8 518 01 554 on weekdays between 09.00 and 16.00 (CEST); or
    • by email to info@computershare.se.

    The notice of attendance shall state name, personal identification number or corporate registration number, address, telephone number and, where relevant, the number of accompanying advisors (not more than two).

    To participate and vote online, a stable network connection must be maintained throughout the Annual General Meeting. Online participation is possible via a computer, a smartphone or a tablet, provided the device is equipped with an up-to-date operating system and the latest software version. Access to the meeting will be facilitated via a web browser, ensuring a seamless and secure connection to the digital platform.

    Those who give notice of attendance at the Annual General Meeting will receive login instructions on the admission card which will be sent to the address stated in the notice of attendance. On the day of the Annual General Meeting, the digital platform will open for login from 10.00 (CEST), and participants must log in no later than 11.00 (CEST) to attend.

    In connection with each voting item, shareholders will be able to choose between the alternatives “Yes”, “No” and “Abstain”. Engagement and questions during the meeting will be facilitated through a dedicated written Q&A function.

    Those who do not wish to participate or vote online in person may exercise their voting rights at the Annual General Meeting through a proxy in possession of a written, signed and dated proxy form. In order for the proxy to obtain login instructions to the digital platform, the proxy’s name, personal identification number or corporate registration number and address must be included in the notice of attendance. A proxy form issued by a legal entity must be accompanied by a copy of a certificate of registration or a corresponding document of authority for the legal entity. Template proxy forms in Swedish and English are available on the Company’s website, www.orron.com. Proxy forms, certificates of registration and other documents of authority shall be appended to the notice of attendance. Please note that notice of attendance must be given even if a shareholder wishes to exercise its rights at the meeting through a proxy. A submitted proxy form does not count as a notice of attendance.

    Voting by post in advance of the Annual General Meeting
    Those who wish to exercise their voting rights by post in advance of the Annual General Meeting shall use the voting form and follow the instructions available on the Company’s website, www.orron.com. The postal vote must be received by the Company no later than 28 April 2025. The postal vote shall be sent either:

    • electronically in accordance with the instructions available on the Company’s website, www.orron.com;
    • by email to info@computershare.se; or
    • by post to Computershare AB, Box 5267, SE-102 46 Stockholm (Att. “Orrön Energy AGM”).

    If a shareholder’s voting rights are exercised by proxy, a power of attorney and other authorisation documents must be enclosed with the voting form. A proxy form is available on the Company’s website, www.orron.com, and will be sent to shareholders upon request.

    Shareholders who wish to exercise their voting rights by post in advance of the Annual General Meeting may still follow the Annual General Meeting online (without also exercising voting rights online). In order to receive login instructions, please elect for this option in the voting form.

    Proposed agenda
    1.   Opening of the Annual General Meeting.
    2.   Election of Chair of the Annual General Meeting.
    3.   Preparation and approval of the voting register.
    4.   Approval of the agenda.
    5.   Election of one or two persons to approve the minutes.
    6.   Determination as to whether the Annual General Meeting has been duly convened.
    7.   Presentation by the Chief Executive Officer.
    8.   Presentation of the annual and sustainability report and the auditor’s report, the consolidated financial statements and the auditor’s Group report as well as the remuneration report prepared by the Board of Directors and the auditor’s statement on compliance with the policy on remuneration.
    9.   Resolution in respect of adoption of the income statement and the balance sheet and the consolidated income statement and consolidated balance sheet.
    10.   Resolution in respect of disposition of the Company’s result according to the adopted balance sheet.
    11.   Resolution in respect of discharge from liability of members of the Board of Directors and the Chief Executive Officer.
    12.   Resolution in respect of the remuneration report prepared by the Board of Directors.
    13.   Nomination Committee proposals:

    • Proposal for the number of members of the Board of Directors.
    • Proposal for remuneration of the Chair of the Board of Directors and other members of the Board of Directors.
    • Proposal for election of Chair and other members of the Board of Directors.
    • Proposal for remuneration of the auditor.
    • Proposal for election of auditor.

    14.   Resolution in respect of the number of members of the Board of Directors.
    15.   Resolution in respect of remuneration of the Chair of the Board of Directors and other members of the Board of Directors.
    16.   Resolutions in respect of Board members:
    a)   re-election of Grace Reksten Skaugen as a Board member;
    b)   re-election of Jakob Thomasen as a Board member;
    c)   re-election of Peggy Bruzelius as a Board member;
    d)   re-election of William Lundin as a Board member;
    e)   re-election of Mike Nicholson as a Board member;
    f)   election of Richard Ollerhead as a Board member; and
    g)   re-election of Grace Reksten Skaugen as the Chair of the Board of Directors.
    17.   Resolution in respect of remuneration of the auditor.
    18.   Election of auditor.
    19.   Resolution for the 2025 Long-term, Performance-based Incentive Plan (LTIP 2025).
    20.   Resolution in respect of delivery of shares under the LTIP 2025 through:
    a)   an issue and transfer of warrants of series 2025:1; or
    b)   an equity swap arrangement with a third party.
    21.   Resolution in respect of authorisation for the Board of Directors to resolve on new issue of shares and convertible debentures.
    22.   Resolution in respect of authorisation for the Board of Directors to resolve on repurchase and sale of shares.
    23.   Closing of the Annual General Meeting.

    Proposals for resolutions to be presented at the Annual General Meeting of Orrön Energy on 5 May 2025

    Items 2 and 14–18: Resolutions in respect of Chair of the Annual General Meeting, number of members of the Board of Directors, remuneration of the Chair of the Board of Directors and other members of the Board of Directors, election of Chair of the Board of Directors and of other members of the Board of Directors, and remuneration of the auditor and election of the auditor
    Orrön Energy’s Nomination Committee for the 2025 Annual General Meeting consists of Aksel Azrac (Chair, Nemesia S.à.r.l.), Sussi Kvart (Handelsbanken Fonder) and Richard Ollerhead (JNE Partners LLP). The Nomination Committee for the 2025 Annual General Meeting, appointed by shareholders jointly holding approximately 46 per cent of the shares and voting rights in Orrön Energy as per 1 August 2024, proposes the following:

    • Advokat Klaes Edhall to be appointed as Chair of the Annual General Meeting or, if he is absent, any other person appointed by the Nomination Committee.
    • Six members of the Board of Directors to be appointed without deputy members.
    • Remuneration of the members of the Board of Directors and the Chair of the Board of Directors, including in respect of Committee membership, to be as follows: (i) annual fees for the members of the Board of Directors of EUR 60,000 (excluding the Chair of the Board of Directors); (ii) annual fees for the Chair of the Board of Directors of EUR 120,000; (iii) annual fees for Committee members of EUR 5,000 per Committee assignment (other than Committee Chairs); and (iv) annual fees for Committee Chairs of EUR 10,000; with the total fees for Committee work (including fees for Chairs of Committees) not to exceed EUR 50,000.
    • Re-election of Grace Reksten Skaugen, Jakob Thomasen, Peggy Bruzelius, Mike Nicholson and William Lundin as members of the Board of Directors and election of Richard Ollerhead as a member of the Board of Directors for a period until the end of the 2026 Annual General Meeting. Mr. Ollerhead is a British national born in 1986. Mr. Ollerhead graduated from Balliol College at the University of Oxford, where he obtained a degree in Physics and Philosophy. Mr. Ollerhead worked between 2008 and 2014 at Taconic Capital Advisors in London. From 2015 to 2018 he was part of the European investment team at MSD Partners, which spun out at the end of 2018 as JNE Partners LLP. Mr Ollerhead is a partner at JNE Partners LLP, responsible for a range of equity investments. JNE Partners LLP is the Investment Manager of JNE Master Fund LP, a subsidiary of which (JNE Partners Luxembourg S.à r.l.) is a major shareholder in the Company. Mr. Ollerhead currently holds no Board memberships.
    • Re-election of Grace Reksten Skaugen as Chair of the Board of Directors for a period until the end of the 2026 Annual General Meeting.
    • The auditor’s fees shall be payable upon approval of their invoice.
    • Re-election of the registered accounting firm Ernst & Young AB as the auditor of the Company, which intends to appoint authorised public accountant Anders Kriström as the auditor in charge, for a period until the end of the 2026 Annual General Meeting.

    Item 3: Preparation and approval of the voting register
    The Board of Directors proposes that the register prepared by Computershare AB (on behalf of the Company) based on the Company’s share register, shareholders attending in person or through proxy and postal votes received by the Company is approved as voting register for the Annual General Meeting.

    Item 10: Resolution in respect of disposition of the Company’s result according to the adopted balance sheet
    The Board of Directors proposes that no dividend is distributed and that all distributable funds are brought forward.

    Item 19: Resolution for the 2025 Long-term, Performance-based Incentive Plan (LTIP 2025)
    The Board of Directors proposes that the Annual General Meeting resolves to establish a long-term, performance-based incentive plan in respect of Group Management and a number of key employees of Orrön Energy on the terms and conditions set out below (“LTIP 2025”).

    Background and purpose
    The reason for establishing LTIP 2025 is to align the interests of Group Management and other key employees with the interests of the shareholders, and to provide market appropriate reward reflecting continuity, performance and commitment. The Board of Directors believes that the proposed LTIP 2025 will provide Orrön Energy with a crucial component to a competitive total compensation package to attract and retain executives who are critical to Orrön Energy’s future success.

    The performance-based LTIP 2025 has been designed by the Compensation Committee based on market practice and through engagement with the Company’s shareholders, other stakeholders and a remuneration consultant. The plan introduces performance conditions related to total shareholder return and strategic targets which determine the final award for the long-term incentive plan.

    It is considered that the LTIP 2025, as the share option plans in the past, is best financed through delivery of shares allowing the Company to continue to allocate all available capital towards growth.

    The Board of Directors intends to propose to future Annual General Meetings to establish long-term incentive (“LTI”) plans based on principles corresponding to the currently proposed LTIP 2025. In order to be eligible to participate in such future LTI plans, each participant needs to build towards a meaningful shareholding in Orrön Energy, meaning that a certain portion of any allotted shares pursuant to LTIP 2025 (and any future LTI plans) shall be retained until the required level of shareholding has been met.

    Implementation of LTIP 2025
    The Board of Directors proposes that the Annual General Meeting 2025 resolves on the implementation of the LTIP 2025 in accordance with the terms and conditions set out below.

    Terms and conditions

    (a)   Awards under LTIP 2025 are proposed to be made to approximately 9 permanent employees of the Orrön Energy Group (the “Participants”), comprising the CEO and other members of Group Management, as well as certain other key employees. The Board of Directors may, within the total number of shares available under LTIP 2025, invite a limited number of additional Participants in LTIP 2025 following recruitment to the Orrön Energy Group.

    (b)   LTIP 2025 gives the Participants the possibility to receive shares in Orrön Energy subject to uninterrupted employment and the fulfilment of performance conditions over a three-year performance period commencing on 1 June 2025 and expiring on 31 May 2028 (the “Performance Period”). The performance condition is two-fold, where the two conditions have a 75 per cent and 25 per cent weighting in determining the vesting of awards under LTIP 2025 (the “Performance Conditions”). The first Performance Condition is based on the share price growth and dividends (“Total Shareholder Return”) of the Orrön Energy share compared to the Total Shareholder Return of a peer group of companies (the “Peer Group”) (the “Total Shareholder Return Performance Condition”), with a 75 per cent weighting. The second Performance Condition is based on the achievement of strategic performance targets (the “Strategic Performance Condition”), with a 25 per cent weighting. At the beginning of the Performance Period, the Participants will, free of charge, be granted awards (“LTIP Awards”) which, to the extent that i.a. one or both Performance Conditions are partially or fully met, entitle the Participant to be allotted, also free of charge, shares in Orrön Energy (“Performance Shares”) as soon as reasonably practicable following the end of the Performance Period.

    (c)   The LTIP Awards (i.e. the number of Performance Shares that a Participant may be allotted following the expiration of the Performance Period, provided that i.a. one or both of the Performance Conditions are partially or fully met) to be awarded to each Participant shall be calculated as follows:

                     LTIP Award = A multiplied by B divided by C multiplied by D, where

                     A = the Participant’s monthly gross base salary applicable as at the date of grant of the LTIP Award;

                     B = a number of months as determined by the Board of Directors in respect of each Participant, taking into account such factors as industry benchmarking and the Participant’s position within the Orrön Energy Group (but in any case, subject to a maximum    cap of 36 months);

                     C = the volume weighted average price of the Orrön Energy share on Nasdaq Stockholm for the period between 1 January 2025 and 31 March 2025; and

                     D = the product of the factors representing the proportional increases in the number of Performance Shares under award for each dividend (if any) until allotment, calculated by dividing the value of the Orrön Energy share at closing on the ex-dividend date plus the declared dividend by the value of the share at closing on the ex-dividend date.

            Fractions of allotted Performance Shares shall be rounded-off to the immediate lower whole number.

            Considering the volume weighted average share price of the Orrön Energy share between 1 January 2025 and 31 March 2025 of SEK 5.9, the total number of Performance Shares that may be allotted under LTIP 2025 as at the date of award of the LTIP Awards (assuming 100 per cent vesting) is 4,450,000, corresponding to approximately 1.6 per cent of the current total number of shares and votes in Orrön Energy. In addition, considering additional Participants (if any) following recruitment and increased awards due to dividends (if any), and the expected social charges linked to award, it is proposed that the total number of Performance Shares under LTIP 2025 shall not exceed 5,450,000.

    (d)   Allotment of Performance Shares will be determined by the Board of Directors after the expiration of the Performance Period on the basis of LTIP Awards made and is conditional on (i) the Participant retaining his or her uninterrupted employment in the Orrön Energy Group until the expiry of the Performance Period and (ii) the extent to which (if any) one or both of the Performance Conditions have been met. The LTIP Award will compensate for dividends distributed (if any), and to ensure further alignment with shareholders’ interests, LTIP 2025 will do so by increasing the number of Performance Shares under award proportionally during the award period through the formula described in (c) above, entailing also a reinvestment of dividends received during the award period. The Board of Directors may reduce (including reduce to zero) allotment of Performance Shares at its discretion, should it consider the underlying performance not to be reflected in the outcome of the Performance Conditions.

    (e)   Minimum and a maximum levels for the Performance Conditions to be fulfilled have been established by the Board of Directors. In order for the LTIP Awards to give Participants entitlement to the maximum number of Performance Shares, the maximum level for both Performance Conditions must have been fulfilled.

    1. In respect of the Total Shareholder Return Performance Condition, the fulfilment of which shall result in an entitlement of a maximum of 75 per cent of the maximum number of Performance Shares, the Performance Condition calculation will be made based on a comparison of Total Shareholder Return of the Orrön Energy share to the Peer Group, comparing the three month period of January to March 2025 prior to the commencement of the Performance Period, with the three month period of January to March 2028 prior to the end of the Performance Period. The LTIP Awards will vest based on the comparative Total Shareholder Return of the Orrön Energy share from no vesting below the 38th percentile performance and with vesting at or above the 38th percentile performance on a straight line basis to 100 per cent vesting of this performance condition at the 75th percentile performance or above. The Performance Condition calculation will be performed by the Board of Directors.
    2. In respect of the Strategic Performance Condition, the fulfilment of which shall result in an entitlement of a maximum of 25 per cent of the maximum number of Performance Shares, the measurement of the Performance Condition will be based on an assessment at the end of the Performance Period, relative to the commencement of the Performance Period, of the fulfilment of strategic performance criteria set by the Board of Directors, reflecting key performance targets such as power generation, investments, financial, sustainability and growth through brownfield and greenfield projects, M&A transactions, geographical or technological expansions and other value accretive events. The Performance Condition fulfilment assessment will be performed by the Board of Directors.
    3. The Performance Conditions described in point 1 and 2 above may each individually lead to a 75 and 25 per cent vesting of the LTIP Awards, respectively, and may also vest partially, leading to a partial vesting of the LTIP Awards. Should both Performance Conditions be fully met, 100 per cent of the LTIP Awards will vest. Orrön Energy intends to present the level of fulfilment of the LTIP 2025 Performance Conditions in the 2028 Annual Report.

    (f)   The Participants will not be entitled to transfer, pledge or dispose of the LTIP Award or any rights or obligations under LTIP 2025, or exercise any shareholders’ rights regarding the LTIP Awards during the Performance Period.

    (g)   Shares allotted under LTIP 2025 (or any future LTI plans) shall be subject to certain disposition restrictions, meaning that the Participants shall be building towards a meaningful shareholding in Orrön Energy. The required level of shareholding will be either 50 per cent or 100 per cent (200 per cent for the CEO) of the Participant’s annual gross base salary based on the Participant’s position within the Orrön Energy Group. Notwithstanding this requirement, the Company may pay part or whole of the allotment of Performance Shares in cash in order to facilitate the payment of the Participant’s tax liabilities, or as otherwise may be determined by the Board of Directors. However, a minimum of 50 per cent of the allotted Performance Shares (after taxes and social security charges) under LTIP 2025 will be required to be retained until the required level of shareholding has been met.

    (h)   Recalculation of the Performance Conditions and the LTIP Awards, including the number of Performance Shares allotted, shall take place in the event of an intervening dividend in kind, bonus issue, split, preferential rights issue and/or other similar corporate events.

    Structure and administration

    The Board of Directors of Orrön Energy will be responsible for the structure and administration of LTIP 2025, as well as for the detailed terms and conditions applicable between Orrön Energy and the Participants. The detailed terms and conditions will be adopted within the scope of the terms and conditions and guidelines stated herein. In connection therewith, the Board of Directors will be entitled to adopt different terms and conditions for LTIP 2025 regarding, among other things, the Performance Period and allotment of Performance Shares in the event of commencement or termination of employment during the Performance Period, e.g. due to new recruitments, illness, disability, death, redundancy, contractual retirement and other exceptional circumstances determined by the Board of Directors.

    The Board of Directors will be entitled to make adjustments in order to comply with special rules or market conditions abroad. In the event that delivery of Performance Shares to Participants cannot take place under applicable law or at a reasonable cost and employing reasonable administrative measures, the Board of Directors will be entitled to decide that Participants may, instead, be offered a cash settlement. In the event of a change of control, all LTIP Awards under LTIP 2025 will vest in full.

    Peer Group

    The Board of Directors has reviewed the Peer Group and determined that it shall consist of the following companies for LTIP 2025: ABO Energy, Arise, Cloudberry, Energiekontor, Eolus Vind, Fortum, Magnora, Ørsted, PNE, Scatec, Solaria and TRIG. The Board of Directors shall have the power to amend the Peer Group in order to maintain a representative and relevant group of companies during the Performance Period.

    Delivery of shares, costs etc.

    In order to secure the delivery of shares to the Participants and cover potential costs (including taxes and social security charges) under the LTIP 2025, the Board of Directors proposes that the Annual General Meeting resolves to issue up to 5,450,000 warrants of series 2025:1 (see item 20 a) of the proposed agenda)

    In the event the nine-tenth (9/10) majority requirement applicable to the Board of Directors’ proposal to issue and transfer warrants of series 2025:1 under item 20 a) of the proposed agenda is not satisfied, the Board of Directors proposes that the Annual General Meeting resolves to approve that the Company may hedge its obligations under the LTIP 2025 by entering into (or maintaining) an equity swap arrangement with a third party, whereby the third party in its own name shall be entitled to acquire and transfer shares (including to the Participants) in accordance with the terms and conditions of the LTIP 2025 (see item 20 b) of the proposed agenda).

    The LTIP 2025 will be accounted for in accordance with the accounting standard IFRS 2 and the costs will be charged to the income statement over the Performance Period. The maximum cost for granting LTIP Awards under LTIP 2025, excluding costs related to delivery of the Performance Shares, is approximately 0.25 MEUR, assuming 100 per cent vesting.

    Effects on key figures
    Under the assumptions set out in item (c) above and upon full allotment of Performance Shares, the number of shares under LTIP 2025 amounts to 4,450,000 shares in Orrön Energy (subject to recruitments and adjustments for dividends), corresponding to approximately 1.6 per cent of the current total number of shares and votes in the Company. If the total number of Performance Shares under LTIP 2025 reaches the cap of 5,450,000 shares in Orrön Energy, it will correspond to approximately 1.9 per cent of the current total number of shares and votes in the Company.

    Preparation of the proposal
    The proposal for LTIP 2025 has been prepared by the Compensation Committee and resolved on by the Board of Directors.

    Other incentive schemes in Orrön Energy
    For a description of the Company’s other LTIP’s, reference is made to the Company’s Annual and Sustainability Report for 2024, note 21, and the Company’s website, www.orron.com.

    Majority requirement
    The proposal to implement LTIP 2025 requires support from shareholders representing more than half (1/2) of the votes cast at the Annual General Meeting.

    A resolution in accordance with the Board of Directors’ proposal regarding the issue and transfer of warrants of series 2025:1 under item 20 a) of the proposed agenda requires support from shareholders representing not less than nine-tenth (9/10) of both the votes cast and the shares represented at the Annual General Meeting. A resolution in accordance with the Board of Directors’ proposal regarding the equity swap arrangement under item 20 b) of the proposed agenda requires support from shareholders representing more than half (1/2) of the votes cast at the Annual General Meeting.

    Item 20: Resolution in respect of delivery of shares under the LTIP 2025 through (a) an issue and transfer of warrants of series 2025:1 or (b) an equity swap arrangement with a third party

    Background
    Under the LTIP 2025 proposed by the Board of Directors under item 19 of the proposed agenda, the Company has an obligation, subject to certain conditions, to deliver shares in the Company to the Participants in the LTIP 2025.

    In order to secure the Company’s obligation to deliver shares and to cover a portion of the costs (including taxes and social security charges), the Board of Directors proposes that the Annual General Meeting resolves to issue and transfer up to 5,450,000 warrants of series 2025:1 on the terms and conditions set out in item 20 a) below. In the event the nine-tenth (9/10) majority requirement applicable to the proposed warrant settlement method is not satisfied, the Board of Directors proposes that the Annual General Meeting resolves to approve that the Company hedges its obligations under the LTIP 2025 by entering into an equity swap arrangement with a third party, whereby the third party in its own name shall be entitled to acquire and transfer shares (including to the participants) on the terms and conditions set out in item 20 b) below.

    The Board of Directors considers the warrant settlement method to be the preferred alternative since the costs for an equity swap arrangement are significantly higher than the costs for issuing and transferring warrants. If the Annual General Meeting resolves to approve the proposed warrant settlement method under item 20 a) below with the requisite majority, the Board of Directors intends to withdraw its equity swap arrangement proposal under item 20 b) below.

    Item 20 a): Resolution in respect of delivery of shares under the LTIP 2025 through an issue and transfer of warrants of series 2025:1
    In order to secure the Company’s obligation to deliver shares under the LTIP 2025, the Board of Directors proposes that the Annual General Meetings resolves to issue and transfer warrants of series 2025:1 in the Company on the following terms and conditions:

    1. A maximum of 5,450,000 warrants shall be issued.
    2. The right to subscribe for warrants shall, with deviation of the shareholders’ preferential rights, rest with the Company itself.
    3. The reason for deviating from the shareholders’ preferential rights is to secure the Company’s obligations to deliver shares and to cover any costs (including taxes and social security charges) under the LTIP 2025.
    4. Subscription for the warrants shall take place on a separate subscription list not later than 1 November 2025.
    5. The warrants shall be issued free of charge.
    6. Each warrant shall entitle the holder to subscribe for one new share in the Company. The subscription price for each new share shall be equal to the quotient value of the Company’s share.
    7. The warrants may be exercised during the period from and including 1 June 2025 up to and including 1 June 2029.
    8. The new shares shall carry rights to dividends for the first time on the record date for dividends that occurs after subscription has been effected.
    9. The subscription price and the number of shares for which each warrant entitles subscription may be re-calculated under certain circumstances as set forth in the complete terms and conditions for the warrants.
    10. Upon exercise of all 5,450,000 warrants, the Company’s share capital will increase by SEK 66,312.15 (based on a quotient value of approximately SEK 0.01). If the subscription price exceeds the quotient value of the shares, the excess amount shall be allotted to the non-restricted statutory reserve (Sw. den fria överkursfonden).
    11. The Company may transfer up to 5,450,000 warrants (a) free of charge to Participants (and/or a designated third party) for the purpose of enabling the delivery of shares in the Company under the LTIP 2025 and (b) at a price equal to the fair market value of the warrants as determined using a customary valuation method to a designated third party for the purpose of covering any costs (including taxes and social security charges) under the LTIP 2025.

    The complete terms and conditions for the warrants of series 2025:1 will be available at the Company and on the Company’ website, www.orron.com, not later than three weeks prior to the Annual General Meeting.

    The resolution shall be conditional upon that the Annual General Meeting resolves to establish the LTIP 2025 in accordance with the Board of Directors’ proposal under item 19 of the proposed agenda.

    A resolution in accordance with the Board of Directors’ proposal requires support from shareholders representing not less than nine-tenth (9/10) of both the votes cast and the shares represented at the Annual General Meeting.

    Item 20 b): Resolution in respect of delivery of shares under the LTIP 2025 through an equity swap arrangement with a third party
    The Board of Directors proposes that the Annual General Meeting resolves to approve that the Company may hedge its obligations under the LTIP 2025 by entering into (or maintaining) an equity swap arrangement with a third party, whereby the third party in its own name shall be entitled to acquire and transfer shares (including to the participants) in accordance with the terms and conditions of the LTIP 2025.

    The resolution shall be conditional upon that the Annual General Meeting resolves to establish the LTIP 2025 in accordance with the Board of Directors’ proposal under item 19 of the proposed agenda.

    A resolution in accordance with the Board of Directors’ proposal requires support from shareholders representing more than half (1/2) of the votes cast at the Annual General Meeting.

    Item 21: Resolution in respect of authorisation for the Board of Directors to resolve on new issue of shares and convertible debentures
    The Board of Directors proposes that the Annual General Meeting resolves to authorise the Board of Directors to decide, at one or more occasions until the next Annual General Meeting:

    (i)    to issue no more than 28,500,000 new shares with consideration in cash or in kind or by set-off; and

    (ii)    to issue convertible debentures with consideration in cash or in kind or by set-off, where the number of shares that may be issued after conversion shall not exceed 28,500,000.

    The Board of Directors may resolve to deviate from the shareholders’ preferential rights. If the Board of Directors resolves to deviate from the shareholders’ preferential rights, the reason shall be to enable or facilitate acquisitions of companies or businesses or other major investments.

    The total number of shares that can be issued based on the proposed authorisations under (i) and (ii) may not together exceed 28,500,000. If the authorisation is exercised in full for issues with deviation from the shareholders’ preferential rights, the dilution effect is approximately ten per cent.

    A resolution in accordance with the Board of Directors’ proposal requires the support of shareholders representing at least two thirds (2/3) of the votes cast and of the shares represented at the Annual General Meeting.

    Item 22: Resolution in respect of authorisation for the Board of Directors to resolve on repurchase and sale of shares

    The Board of Directors proposes that the Board of Directors is authorised, during the period until the next Annual General Meeting, to decide on repurchases and sales of the Company’s shares on the following terms and conditions:

    1. The maximum number of shares repurchased shall be such that shares held in treasury from time to time do not exceed ten per cent of all shares of the Company.
    2. The maximum number of shares that may be sold is the number of shares that the Company at such time holds in treasury.
    3. Repurchase of shares may be made (a) on Nasdaq Stockholm or (b) in accordance with an offer directed to all shareholders.
    4. Repurchase and sale of shares on Nasdaq Stockholm may take place only at a price within the spread between the highest bid price and lowest ask price prevailing and disseminated by Nasdaq Stockholm from time to time. Repurchases of shares in accordance with an offer directed to all shareholders may also take place at a market premium in relation to the price prevailing and disseminated by Nasdaq Stockholm from time to time.
    5. The repurchases and sales shall be made in accordance with the provisions concerning the purchase and sale of a company’s own shares under applicable stock exchange rules and other applicable rules and regulations.

    The purpose of the authorisation is to provide the Board of Directors with an instrument to optimise the Company’s capital structure and to enable the use of own shares as consideration for or as financing of acquisitions of companies or businesses, to secure obligations under incentive plans and to cover costs, including social security charges, that may arise as a result of incentive plans.

    The Board of Directors’ reasoned statement pursuant to pursuant to Chapter 19, Section 22 of the Swedish Companies Act will be available at the Company and on the Company’s website, www.orron.com, not later than three weeks prior to the Annual General Meeting.

    A resolution in accordance with the Board of Directors’ proposal requires the support of shareholders representing at least two thirds (2/3) of the votes cast and of the shares represented at the Annual General Meeting.

    Number of shares and votes in the Company
    Orrön Energy’s share capital amounts to SEK 3,478,713.38, represented by 285,905,187 shares. Each share carries one vote. Orrön Energy holds, as of the date of this notice, no treasury shares.

    Shareholders’ right to request information

    The Board of Directors and the Chief Executive Officer shall, if a shareholder so requests and the Board of Directors considers that it may do so without significant damage to the Company, give information at the Annual General Meeting regarding circumstances that could affect the assessment of an item on the agenda and circumstances that could affect the assessment of the Company’s or a subsidiary’s financial situation. The duty to give information also applies to the Company’s relationship with another Group company and the consolidated financial statements.

    Additional documentation
    Complete proposals and other documents that shall be made available prior to the Annual General Meeting pursuant to the Swedish Companies Act and the Swedish Corporate Governance Code are available at Orrön Energy’s office (Hovslagargatan 5 in Stockholm) and on www.orron.com. The documents will be sent to shareholders free of charge upon request if their postal address is provided.

    Handling of personal data and external participants
    For information on how personal data is processed in connection with the Annual General Meeting, see the privacy notices of Euroclear Sweden AB and Computershare AB available at their respective websites, www.euroclear.com/dam/ESw/Legal/Privacy-notice-bolagsstammor-engelska.pdf. and
    www.computershare.com/se/gm-gdpr.

    It will not be possible for the Company to verify if any external persons are following the Annual General Meeting online. Consequently, the Board of Directors has resolved to allow persons who are not shareholders to follow the Annual General Meeting online.

    Stockholm in April 2025
    ORRÖN ENERGY AB (PUBL)
    The Board of Directors

    For further information, please contact:

    Robert Eriksson
    Corporate Affairs and Investor Relations
    Tel: +46 701 11 26 15
    robert.eriksson@orron.com

    Jenny Sandström
    Communications Lead
    Tel: +41 79 431 63 68
    jenny.sandstrom@orron.com

    Orrön Energy is an independent, publicly listed (Nasdaq Stockholm: “ORRON”) renewable energy company within the Lundin Group of Companies. Orrön Energy’s core portfolio consists of high quality, cash flow generating assets in the Nordics, coupled with greenfield growth opportunities in the Nordics, the UK, Germany and France. With significant financial capacity to fund further growth and acquisitions, and backed by a major shareholder, management and Board with a proven track record of investing into, leading and growing highly successful businesses, Orrön Energy is in a unique position to create shareholder value through the energy transition.

    Forward-looking statements
    Statements in this press release relating to any future status or circumstances, including statements regarding future performance, growth and other trend projections, are forward-looking statements. These statements may generally, but not always, be identified by the use of words such as “anticipate”, “believe”, “expect”, “intend”, “plan”, “seek”, “will”, “would” or similar expressions. By their nature, forward-looking statements involve risk and uncertainty because they relate to events and depend on circumstances that could occur in the future. There can be no assurance that actual results will not differ materially from those expressed or implied by these forward-looking statements due to several factors, many of which are outside the company’s control. Any forward-looking statements in this press release speak only as of the date on which the statements are made and the company has no obligation (and undertakes no obligation) to update or revise any of them, whether as a result of new information, future events or otherwise.

    Attachment

    The MIL Network –

  • MIL-OSI Global: What parents need to know to talk to their children about the manosphere

    Source: The Conversation – UK – By Annabel Hoare, PhD Student in Gender-Based Political Violence, Anglia Ruskin University

    BearFotos/Shutterstock

    The success of Netflix drama Adolescence, along with concerns about misogynistic influencers such as Andrew Tate, has brought the “manosphere” into public discussion.

    Many parents, particularly of young boys, may fear they don’t know enough about what their children are exposed to online. I research radical misogyny online, and the pathways by which young people encounter these spaces. Here is what parents should know about this content.

    What is the manosphere?

    The manosphere is a network of communities that create, consume and distribute content online aimed at men and boys. It includes multiple groups that differ in their aims and focus, but are all largely anti-feminist.

    These groups discuss masculinity, but also topics such as health, gaming, politics and finance. They trivialise hateful rhetoric through memes, comedy and trolling (provocation or bullying for amusement) by framing it as self-help, entertainment and tools for financial success. This can make it difficult for parents to identify and for children to realise the extreme messages they are being exposed to.

    Manosphere content is promoted by various influencers on popular social media platforms. These influencers often showcase unattainable wealth and status, selling the illusion that followers can achieve success by adopting their teachings.

    The most notable manosphere influencer is Andrew Tate, who rose to fame in 2022. He and his brother Tristan are currently under investigation in Romania for charges of rape, human trafficking and money laundering, and in the UK for rape and human trafficking. However, he is not the only influencer out there.

    In recent years, there have been a number of incidents of violence that have been linked to manosphere content. The extent of real-world effects is difficult to measure, and not everyone who engages with the manosphere will go on to commit violence. But it’s clear that these communities can promote violence or spread harmful ideas about women and girls.

    It is important to note, however, that this content also harms men and young boys. The manosphere promotes unrealistic expectations and extreme measures which can lead to poor self-esteem, mental health problems and, in some cases, suicide. This content preys on vulnerabilities and insecurities of boys and young men, especially related to social isolation and sexual rejection.

    Misinformation and pseudoscience

    Much of the content that spreads in the manosphere is based on disinformation or pseudoscientific theories. These provide an easy framework for men to assess and improve their status while framing women and feminism as the problem.

    For example, the “80/20 rule” refers to the pseudoscientific theory that 80% of women are only attracted to the top 20% of men. In the manosphere, this rule is used to blame women for mens’ feelings of sexual or romantic rejection.

    Influencers and community members promote step-by-step instructions that people can follow to improve their social standing. Many of these guides involve extreme or harmful physical transformations in a phenomenon known as “looksmaxxing”, which can even involve facial surgery in a bid to increase their sexual “value”.



    Read more:
    ‘Looksmaxxing’ is the disturbing TikTok trend turning young men into incels

    The manosphere has an expansive lexicon which is used to incite hatred towards women and fuel rivalry between men. Common terms include:

    • Red pill: TRP, the manosphere’s core philosophy, derived from the Matrix, frames the red pill as an awakening to feminism’s oppression of men. The blue pill represents ignorance, and the black pill, used by incels, as accepting their “terminal” celibacy status.

    • Amog (alpha male of the group), Alpha, Gamma, Omega, Sigma, Sub-5 – These terms categorise and compare men and their social status. While sigma and alpha males or Amogs are considered the top of the hierarchy, the terms gamma, omega, and sub-5 denigrate men perceived to be of a lower status.

    • White Knight, Soyboy: Derogatory terms describe men who are viewed as being subservient to women.

    • Awalt (All women are like that), Foid/Femoid (female humanoid), Becky, Carousel: Terms used to denigrate and dehumanise women.

    Parents should not panic if they hear their children using manosphere terms. They may not fully understand their meanings and may have encountered them innocently. However, changes in how boys talk about women and girls, withdrawal from family and friends, and frequent use of these terms can be an indication that they are being influenced by the manosphere.

    Supporting your child

    Most adolescents will come across manosphere content at some point. A recent survey found that 59% of boys accessed manosphere content through innocent and unrelated searches. This doesn’t necessarily mean that they endorse the misogynistic values spread by these groups.

    Here are some steps you can take to support your child.

    1. Explore online together

    Research commissioned by media regulator Ofcom found that children were more likely to come across harmful content if their parents are less engaged in what they are doing. Watching content that relates to your children’s hobbies, and sending them content you think they would like, can help train algorithms to promote more moderate content and open up an avenue for discussion.

    Engaging online with your child can be a natural way to start conversations about what they are exposed to. It is important that you are not trying to intervene or critique, but rather understand why they enjoy watching certain influencers or content.

    2. Encourage reflection and media literacy

    Research suggests that teaching children to be sceptical about what they see online can inoculate them against mis- and disinformation.

    The most obvious disinformation they are most likely to come across in the manosphere may be in the form of statistics, summaries of “academic” reports, and news articles about instances of female aggression or false rape allegations. They may also come across misleading content in educational or self-help posts, about improving their appearance or how to be successful.

    Ask your children why they trust certain influencers and where they think their friends get their information. These kinds of questions can help them develop their own fact-checking skills without it seeming like a lesson.

    3. Ask open-ended questions

    Asking children about what they consume or what slang they use online can feel cringe. The best way to get around this is to ask simple open-ended questions such as “How do boys in your class talk about girls?” or “Have you ever heard of…?”

    What you hear may be shocking, but approach it with curiosity and without judgment or dismissal to let them know they can share things with you.

    If you are concerned about your child’s behaviour, you can also get support from resources such as Young Minds mental health support, the Center for Countering Digital Hate’s free parents guide or the government’s radicalisation helpline ACT Early. Getting support from government services is not a punishment. It won’t go on a person’s criminal record, but can provide access to governmental services like Prevent.

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

    – ref. What parents need to know to talk to their children about the manosphere – https://theconversation.com/what-parents-need-to-know-to-talk-to-their-children-about-the-manosphere-252984

    MIL OSI – Global Reports –

  • MIL-OSI Global: Engineering hope: how I made it my mission to help rebuild Ukraine’s critical infrastructure

    Source: The Conversation – UK – By Nadiia Kopiika, Research Fellow, School of Engineering, University of Birmingham

    The war in Ukraine is often marked by specific dates, like February 24, 2022 – the day of the full-scale invasion. But for many Ukrainians, that February never really ended. For me, then a 22-year-old master’s student in construction engineering, that day shattered everything I understood about my future. I was glued to my phone, refreshing news updates in a frantic attempt to make sense of the chaos.

    The distant echoes of explosions rumbled through the city, shaking windows and setting off endless car alarms. Air raid sirens wailed, their sound slicing through the early morning stillness. Outside, people hurried past with suitcases, their faces pale and tense, while others lined up at pharmacies and ATMs, their hands trembling as they stocked up on essentials.

    My family and friends sent frantic messages (Are you safe? Are you leaving? What do we do?) but no one had an answer. Fear settled in like a second skin, thick and suffocating. The streets, once familiar, now felt unrecognisable, transformed by the weight of uncertainty.

    We were all touched by the war, including my family. My father, who is a scientist and professor of Mykolaiv University of Shipbuilding, voluntarily joined the military forces to fight for Ukraine and give my family the possibility to work and study while the war raged outside.

    Meanwhile, my hometown, Mykolaiv – previously a strategically important shipbuilding and port city on the Black Sea – became a key stepping-stone for Russian forces on the road to Odesa. It is very close to currently occupied territories and the frontline.

    The Insights section is committed to high-quality longform journalism. Our editors work with academics from many different backgrounds who are tackling a wide range of societal and scientific challenges.

    Controlling access to the city and its bridges was crucial in the battle for Ukraine. The destruction of these bridges cut off vital supply routes, leaving Mykolaiv isolated and struggling to hold the line. What were once ordinary crossings became symbols of survival, as the city fought to stay connected and withstand the siege.

    As my home was attacked, I realised something fundamental: bridges were not just engineering projects. They were lifelines.

    Engineering hope

    Rebuilding bridges and roads is about more than repairing physical structures; it is about restoring security, economic stability and vital connections between communities. A collapsed bridge isolates people from essential services, disrupting supply chains and deepening vulnerability. The war has exposed just how critical Ukraine’s infrastructure is for survival.

    Mykolaiv is one of the hardest-hit regions. According to the Ukrainian government, more than 20 bridges were destroyed or severely damaged by Russian attacks, including the Inhul Bridge, a vital artery for the city.

    The Snihurivka Bridge, another key crossing, was also wiped out, leaving thousands stranded without reliable access to healthcare and supplies. For months, humanitarian aid and commerce were forced onto alternative, unreliable routes, further isolating communities. The reconstruction of key bridges in my home region has allowed life to resume, but the scale of the challenge across the country remains immense.

    A destroyed bridge in Irpin, near Kyiv.
    Taras Fedorenko/Ukraine Media Centre, CC BY-NC

    Elsewhere, the destruction has been just as devastating.. The Irpin Bridge, north-west of Kyiv, which once carried 40,000 vehicles a day, became a symbol of both loss and survival. Ukrainian forces had to destroy the bridge to stop Russian advances on Kyiv. Thousands of civilians fled across its wreckage under fire.

    Science: a light in the dark

    Fast forward to the autumn of 2022. Ukraine’s power grid was under relentlessattack. Entire cities were plunged into darkness. I sat at my desk in Lviv, in western Ukraine, where I have been working on my PhD thesis. My laptop battery was draining and a single candle flickered beside me. I was writing a research paper on strengthening methods for buildings and infrastructure. Yet, all around me real infrastructure was collapsing, making my work feel disconnected from reality.

    Laptop battery draining and a single candle flickers during one of the regular power cuts.
    Nadiia Kopiika

    The city had endured weeks of missile strikes targeting critical infrastructure and power cuts became part of daily life. Simple tasks like boiling water for tea, charging a phone, or even sending an email became unpredictable challenges. The hum of generators filled the streets and people lined up at charging stations trying to stay connected. The darkness wasn’t just outside, it seeped into everything, a constant reminder that the war was never far away.



    Read more:
    Ukraine: the UN’s ‘responsibility to protect’ doctrine is a hollow promise for civilians under fire

    At that moment, a question struck me: what if science could help rebuild Ukraine? Could research, something that had once felt so theoretical, actually make a difference in the aftermath of war?

    My supervisor introduced me to BridgeUkraine: a research alliance of people focused on rebuilding Ukraine’s critical infrastructure. It was founded by two leading experts in disaster recovery and engineering: Stergios-Aristoteles Mitoulis, the head of structures at the University of Birmingham’s School of Engineering and Sotirios Argyroudis, reader of infrastructure engineering at the Department of Civil and Environmental Engineering at Brunel University.

    The project aimed to not only repair what was damaged but to build better infrastructure: homes that are more resilient, more sustainable and ready for future crises. Mitoulis recalled that the whole idea for BridgeUkraine was born out of a deeply personal moment:

    I first thought of BridgeUkraine when I spoke with my former MSc student, Marat Khodzhaiev, who was in Ukraine when the war started. He was stranded in his house and at risk of missing the opportunity to graduate from his MSc course in the UK. All bridges around him had collapsed, there was no escape route. His wife was pregnant at the time. That call made me realise the urgent need, not only to rebuild infrastructure, but also to support and empower Ukrainian engineers to build their future. BridgeUkraine became more than just a research alliance, it became a mission that ensures that Ukraine’s recovery will be driven by its own people, equipped with the best knowledge and tools to rebuild their country.

    The KSE Institute estimates that more than 300 bridges across Ukraine require urgent reconstruction, with damages exceeding US$2.6 billion. But this isn’t all about infrastructure; it is about securing Ukraine’s independence and ensuring that its economy and society can function even under the most difficult conditions. Every bridge rebuilt is a step toward recovery, a restored connection between families and communities, and a symbol of resilience.

    To address these challenges, rebuilding Ukraine’s infrastructure cannot follow conventional methods. The sheer scale of destruction demands a new approach, one that not only restores what was lost but strengthens the country for the future.

    At BridgeUkraine, we are developing solutions that prioritise resilience over quick fixes. Instead of rebuilding vulnerable structures, we are integrating sustainable materials, climate-adaptive engineering, and strategic planning to ensure that Ukraine’s transport networks are built to last.

    Rebuilding fairly and efficiently

    A comprehensive assessment conducted by the government of Ukraine, the World Bank Group, the European Commission, and the United Nations estimates that the total cost of Ukraine’s reconstruction and recovery stands at approximately €506 billion (US$524bn) over the next decade. This underscores the necessity for continued and enhanced international support to address the extensive needs arising from the conflict.

    There are no academic guidelines on how to rebuild after such destruction. What is the most effective way to approach reconstruction in this context? We quickly came to the realisation that conventional methods were too slow and rigid to address the urgent and widespread damage.

    Our research team wanted to re-imagine how to rebuild infrastructure and homes that are resilient to future challenges, from war-related destruction to climate-induced disasters. As Mitoulis told me:

    Rebuilding infrastructure is not just about restoring roads and bridges, it’s about rebuilding lives. Our approach is centred on people, ensuring that the infrastructure is designed by Ukrainians, for Ukrainians. It must not only reconnect communities but also support economic recovery and long-term resilience.

    But such ethical reconstruction must be inclusive, sustainable and community-driven, ensuring that those who depend on infrastructure have a say in how it is rebuilt.

    Reconstruction must be a participatory, creative effort – one that rebuilds cities with beauty and meaning, connecting them to their past while preparing for the future. Too often, post-war recovery efforts have been dictated by external donors, prioritising short-term economic gains over long-term resilience.

    People like me, who have grown up in these places, understand the culture, the rhythm of daily life, and the importance of preserving identity as well as buildings. We want to see our cities restored in a way that reflects our history and spirit.

    For example, in post-second world war Warsaw, reconstruction efforts initially ignored the city’s historical character in favour of Soviet-style urban planning. It was only through the persistence of local architects and historians that parts of the Old Town were painstakingly restored to reflect their original designs.

    Ukraine cannot afford such myopic, profit-driven decision-making. Instead, it must empower local communities, integrating their knowledge, needs and skills into the reconstruction process.



    Read more:
    Rebuilding Homs: how to resurrect a city after years of conflict

    This vision started to take shape through workshop discussions with experts in geography and urban planning. Everyone agreed on the need for an adaptable transportation system where modular designs and relocatable, prefabricated bridges (like the Mabey bridge in US) could respond to evolving demands and disruptions.

    Similarly, at the ReBuild Ukraine 2024 conference leading engineers, policymakers and researchers showcased groundbreaking technologies designed to accelerate reconstruction while reducing long-term environmental and economic risks (for example, nature-based solutions, 3D-printing, Virtual Reality and Building Informational Modelling).

    Revolutionising damage assessment with AI, radar and satellite imagery

    But to effectively plan for recovery and reconstruction, it’s crucial to first accurately characterise the damage. A clear picture of what has been destroyed allows for smarter decisions, prioritising the most urgent repairs and using resources effectively.

    Our latest research, published in Automation in Construction, introduces a faster, more precise way to assess damage to key infrastructure, particularly bridges. Bringing together expertise from a large multidisciplinary team, we developed a new approach that combines satellite images and radar and artificial intelligence to swiftly and accurately analyse damage.

    This technology allowed us to assess the condition of bridges remotely, without having to be onsite in dangerous or inaccessible areas. By providing rapid, data-driven insights, our method helps ensure that reconstruction efforts start where they are needed most, speeding up recovery and making rebuilding efforts more effective.

    We tested this approach on numerous bridges in the Irpin region of Ukraine, and the results were striking. It significantly improved both the speed and accuracy of damage assessments. Using Sentinel-1 SAR images (radar satellite images from the European Space Agency’s Copernicus program), crowdsourced data (photos and reports from people on the ground), and high-resolution imagery, we developed a comprehensive approach for damage detection and classification.

    This approach works on multiple levels: it provides a big-picture view of damage across entire regions while also zooming in on specific structural issues in individual bridge components. By combining satellite data with detailed images, our method makes damage assessments more precise, faster and safer, ensuring that reconstruction efforts focus on the most critical areas first.

    These findings can play a crucial role in damage and needs assessment such as those conducted by the World Bank.

    Sustainable infrastructure

    In war zones, destruction often affects vital humanitarian and evacuation corridors, making it essential to prioritise reconstruction based on factors such as the national importance of a bridge, its role in border crossings, and its impact on social services.

    For instance, the failure of a bridge could disrupt emergency response efforts, further complicating recovery.

    But rebuilding after a disaster is also an opportunity to create something stronger, smarter, built to last – and with a sustainable focus.

    From the first day of the invasion, Nadiia began volunteering at Lviv Polytechnic National University helping to weave camouflage nets.
    @kathryn_moskalyuk

    Given Ukraine’s commitment to net-zero emissions and resilience, we expanded our research [and published a study] which introduced an innovative model for rebuilding infrastructure that can withstand future hazards while minimising carbon emissions. At its core, the model features a “smart prioritisation system” that helps decision-makers allocate resources effectively. It assesses key factors such as repair urgency, community impact and long-term durability, ensuring that rebuilding efforts provide the greatest benefits where they are needed most.

    For example, when assessing damaged structures, the system prioritises projects that will provide the most long-term benefits. That might mean restoring energy systems to prevent future blackouts or repairing bridges that serve as key evacuation routes and economic lifelines.

    As Stanislav Gvozdikov, deputy director of Euro-integration Process at Ukraine’s State Road Research Institute, told me: “Every bridge we restore, every road we reopen, isn’t just about infrastructure, it’s about restoring life, reconnecting families and ensuring that communities have the resilience to withstand whatever comes next.”

    This is already a reality near my home town, Mykolaiv, where newly rebuilt bridges have restored transport links and also revived local economies, giving people hope for the future.

    But no one rebuilds a country alone.

    The UK-Ukraine 100-year agreement, announced in February 2025, underscored a deep commitment to Ukraine’s security, economic resilience, and post-war reconstruction. The partnership recognises the importance of cooperation between the UK and Ukraine to strengthen technological innovation and to increase collaboration in transport more widely.

    I’ve also had the privilege of working with some of the brightest minds in the field, including more than 50 practitioners, consultants, academics, institutions and international bodies. This alliance of experts was united by a shared vision: to change the way the world approaches post-war reconstruction.

    A key part of this mission is training engineers, equipping them with the latest knowledge in damage assessment, resilience-based and people-centred design and international standards to lead Ukraine’s reconstruction.

    We come from different backgrounds – engineering, economics, policy, humanitarian efforts, and governmental bodies. But we all share the same motivation in wanting to help our country.

    Leading researchers from Ukraine specialising in AI technologies, infrastructure engineering, sustainable and energy-saving buildings or climate change, are also members of BridgeUkraine. AI-specialist, Ivan Izonin has spoken passionately about how he believes that the collaborative efforts we have started “will lay the foundation for large-scale scientific projects that will be pivotal in post-war reconstruction…”. While Natalya Shakhovska , also a specialist in AI, recalled: “My activity in the BridgeUkraine alliance gave me the opportunity to align my research to critical infrastructure assessment, enabled by my AI modelling…Today I really feel included, I understand that my expertise is helping [my country’s recovery]”

    Another enthusiastic Ukrainian researcher, Khrystyna Myroniuk, who specialises in building physics, told me how the collaboration had given her the opportunity to continue her “research on sustainable housing solutions for Ukraine”.

    Stopping the brain drain

    One of the most critical challenges facing Ukraine today, aside from the physical destruction, is the brain drain – the mass exodus of skilled professionals who left the country in search of safety and better opportunities abroad.

    This trend has had a significant impact on the country’s ability to rebuild. Engineers, architects and other highly trained specialists have long been a pillar of Ukraine’s development. But the war has forced many to leave, with no clear path back to contribute to the reconstruction effort. BridgeUkraine is helping to reverse this trend by offering a compelling reason for these skilled professionals to return.

    A dog walks on a restored bridge in Mykolaiv.
    Mykolaiv Oblast Military Administration/Ukraine Media Centre, CC BY-NC

    Our engagement with Ukrainian engineers then sparked another idea: what if we trained local professionals to apply our expertise, equipping them to drive this transformation within their engineering communities?

    This vision became the foundation of the Empower Ukraine programme, through which, over 5,000 engineers and scientists will be trained in European (Eurocodes) and international design standards.

    This ensures that Ukraine’s recovery is driven by its own people, equipped with the latest global knowledge. By bridging the knowledge gap and integrating the best methods and ideas from across Europe, Ukraine can position itself as a leader in resilient infrastructure design.

    Our research was taken up by the Ministry of Restoration of Ukraine. Stanislav Gvozdikov collaborated with us to launch a joint programme of Continuing Professional Development seminars for engineers designed to help them stay up to date with the latest knowledge and skills in their field. To date, our expertise has been shared with over 1,500 Ukrainians.

    Argyroudis emphasised to me how critical the role of engineers will be in Ukraine’s reconstruction, saying: “It’s about rebuilding Ukrainian identity as a country.”

    The ultimate goal is to build a culture of innovation and self-reliance among local professionals who have the expertise and passion to drive this change.

    Professionals can now contribute to projects and be part of a larger community of practice, which brings together engineers, academics and international partners.

    I am, personally, incredibly proud to have had the privilege, over the past two years, to help empower Ukrainians to develop world-leading research that accelerates their country’s recovery.

    Shaping tomorrow

    My hometown, Mykolaiv, still bears the scars of war. Returning there, I saw firsthand what was lost. But also what could be rebuilt. War has taken, and continues to take so much, but it has also forged a new generation of engineers who understand that our profession is no longer just about calculations and designs. It is about resilience, survival and national recovery.

    Three years ago, I would have imagined a very different career for myself. But today, I know that engineering is more than my profession, it is my mission.

    I am committed to ethical and inclusive infrastructure recovery in Ukraine, because science must be the foundation of national resilience. Ethical reconstruction must prioritise people over profits, creating systems that empower and strengthen communities.

    Ukraine’s recovery is about setting a global precedent for post-conflict reconstruction. Our research, training programs and commitment to innovation are laying the groundwork for a stronger, more connected Ukraine, offering a paradigm shift to the war-torn world. Because rebuilding is about more than replacing the past. It is about creating a future that can withstand whatever comes next.

    For you: more from our Insights series:

    To hear about new Insights articles, join the hundreds of thousands of people who value The Conversation’s evidence-based news. Subscribe to our newsletter.

    Nadiia Kopiika receives funding from British Academy. She is affiliated with University of Birmingham, UK and Lviv Polytechnic National University, Ukraine.

    – ref. Engineering hope: how I made it my mission to help rebuild Ukraine’s critical infrastructure – https://theconversation.com/engineering-hope-how-i-made-it-my-mission-to-help-rebuild-ukraines-critical-infrastructure-251857

    MIL OSI – Global Reports –

  • MIL-OSI: LPL Financial Welcomes Horizon Capital Advisors

    Source: GlobeNewswire (MIL-OSI)

    SAN DIEGO, April 02, 2025 (GLOBE NEWSWIRE) — LPL Financial LLC announced today that eight financial advisors with Horizon Capital Advisors have joined LPL Financial’s broker-dealer, Registered Investment Advisor (RIA) and custodial platforms. They reported serving approximately $450 million in advisory, brokerage and retirement plan assets* and join LPL from Osaic.

    Led by Partners Brett Deuth, CRPC®, J. Brock McClain, CFP®, and Brian Watts, CFP®, Horizon Capital’s roots date back more than 50 years. The ensemble practice is headquartered in Overland Park, Kan., with additional offices in Clinton and Van Buren, Mo., and Baxter Springs, Kan., and includes fellow financial advisors Brian Perley, CFP®, Bennett Long, CIMA®, AIF®, CRPS®, Cindy Gettel, Melissa Proffitt and Michael Sisson.

    “Our team is unified by a shared vision and synergy,” Deuth said. “We take a holistic approach to providing goals-based proactive wealth management with clear direction. We work with families, business owners and executives to create personalized financial plans and disciplined investment strategies to help clients work toward their financial goals.”

    The move to LPL was driven by the Horizon team’s desire for enhanced service experiences, office efficiencies and a more robust technology platform.

    “LPL has the right tools to add new services and create more value with our clients, as well as the stability we were looking for from a Fortune 500 company,” Watts said. “LPL invests heavily in industry-leading capabilities and strategic business resources that will create streamlined experiences for both our team and our clients.”

    McClain added, “We also appreciate LPL’s client-centric mission and forward thinking. LPL is driven by advisor feedback, making the business much more intuitive. We are excited about the future as we grow our team and evolve the practice.”

    Scott Posner, LPL Executive Vice President, Business Development, said, “We welcome the entire team at Horizon Capital Advisors. As a leading wealth management firm, LPL is committed to delivering innovative technology and comprehensive business solutions to help advisors differentiate their practices and increase value for their clients. We look forward to supporting Horizon for years to come.”

    Related

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

    About LPL Financial

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

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

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

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

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

    Media Contact: 
    Media.relations@LPLFinancial.com

    Tracking #710795

    The MIL Network –

  • MIL-OSI: AI and Blockchain Leading the Future of Trading Markets – Global Assets Creates a New Era of “Automated Trading”

    Source: GlobeNewswire (MIL-OSI)

    New York, NY, April 02, 2025 (GLOBE NEWSWIRE) — With the rapid development of financial technology, the integration of artificial intelligence (AI) and blockchain technology is reshaping the landscape of global trading markets. As a leading smart trading platform, Global Assets is focusing on technological innovation to drive the market into an “automated trading” era of intelligence and decentralization.

    Technology-Driven, Building an Intelligent Trading Ecosystem
    Global Assets has created a secure, efficient, and transparent trading environment by deeply integrating AI and blockchain technology. Its AI trading system is capable of analyzing market data in real time, optimizing trading processes, automating the execution of trading strategies, and reducing human factors that influence trading, thereby enhancing market operational efficiency.

    Core features of the AI intelligent trading system include:

    Real-Time Market Analysis: AI robots can analyze market data around the clock, identifying market trends.

    Automated Trade Execution: The system can execute trades at the millisecond level, enhancing efficiency.

    Multi-layer Risk Management: Built-in risk management mechanisms ensure the safety of trading funds.

    Blockchain Collateral Lending to Enhance Asset Liquidity
    Global Assets’ blockchain collateral lending service offers users an innovative asset management method, helping them release instant liquidity without selling their assets. Through blockchain technology, the collateralization process is more transparent and does not require cumbersome credit checks.

    Advantages of blockchain collateral lending include:

    No Traditional Credit Checks Required: Users only need to provide digital assets as collateral to secure funding.

    Fast Automated Loan Disbursement: The system automatically assesses the value of collateralized assets, enhancing liquidity.

    Transparent and Trustworthy Blockchain Mechanism: Transaction records are recorded on the blockchain, ensuring transparent and public information.

    Diverse Trading Ecosystem to Meet Global User Needs
    Global Assets provides a one-stop trading solution by supporting diverse asset trading. The platform covers multiple asset classes to meet different users’ asset allocation requirements.

    Supported trading categories include:

    Digital Currency Trading: Supports mainstream cryptocurrencies, including BTC, ETH, XRP, and more.

    Forex Trading: Covers major fiat currencies such as USD, EUR, and JPY.

    Commodity Trading: Offers trading opportunities for commodities like gold and crude oil.

    Stocks and ETFs: Connects to major global stock markets, providing investment opportunities in international markets.

    Why Choose Global Assets?

    Technology-Driven Innovation: The combination of AI and blockchain technology constructs an intelligent trading ecosystem.

    Safe and Compliant Assurance: Multiple security protections and recognition from financial regulators in several countries.

    Global Market Coverage: Supports multiple countries and regions, providing round-the-clock trading services.

    Efficient Customer Service: A professional team available 24/7 to address user inquiries.

    As the financial market evolves towards intelligence and automation, the combination of AI and blockchain technology is leading the global trading market into a new era of “automated trading.” As a promoter of this transformation, Global Assets is committed to creating an efficient, secure, and transparent trading platform for global users, helping them maintain a leading position in the future trading market.

    To learn more about the Global Assets AI Intelligent Trading System, please visit the official website and embark on a new era of intelligent trading!

    Media Contact

    Company Name: Global Assets

    Website: https://global-assets.com

    Email: service@global-assets.com

    Contact: Markus Johann Fischer

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

    The MIL Network –

  • MIL-OSI: CareCloud Acquires RevNu Medical Management, Completing Second Acquisition in 31 Days

    Source: GlobeNewswire (MIL-OSI)

    SOMERSET, N.J., April 02, 2025 (GLOBE NEWSWIRE) — CareCloud, Inc. (the “Company”) (Nasdaq: CCLD, CCLDO), a leading provider of practice management, healthcare technology and AI-driven solutions to medical practices across the country, today announced the acquisition of RevNu Medical Management (“RevNu”), an emerging audiology-focused revenue cycle management (“RCM”) company based in Westminster, California.

    “We’ve spent years building trusted relationships within the audiology community, and we couldn’t be more excited to join forces with CareCloud,” said Clay Gililland, founder of RevNu. “That experience has given us a deep understanding of the industry’s needs—insights we’re excited to put into action as RevNu joins CareCloud. As both the founder of RevNu and the owner of more than 30 hearing health clinics across Southern California, I’m confident that our clients and the broader industry will benefit greatly from CareCloud’s technology, automation, and scale.”

    “The closing of RevNu marks a significant milestone in our acquisition strategy and a strategic expansion into a specialty care market lacking a clear leader,” said Stephen Snyder, Co-CEO of CareCloud. “RevNu’s deep expertise in audiology and strong, trusted client relationships make it an exceptional addition as we accelerate growth in underserved markets. By deploying our AI-powered revenue cycle management and advanced technology infrastructure in the hearing healthcare space, we are well positioned to expand our footprint, capture new market share, and accelerate CareCloud’s overall growth.”

    The U.S. audiology market is believed to include approximately 24,000 employed audiologists and hearing aid specialists, with annual spending on hearing aids exceeding $5 billion. Despite this scale, the segment remains minimally penetrated by outsourced RCM and practice management vendors. RevNu—while still relatively small—is among the leading RCM providers in this space. With the added resources and technological depth of CareCloud, the combined entity is well-positioned to accelerate growth.

    “Through this combination, our clients will gain access to CareCloud’s powerful suite of tools, advanced infrastructure, and culture of innovation—all of which will improve outcomes and unlock new growth potential,” said Daniel Davis, former CEO of RevNu, who will lead CareCloud’s growth as President of its new hearing healthcare division. “I’m excited to spearhead the expansion of CareCloud’s audiology and hearing aid billing division and build on the foundation RevNu has created to capture new market share and drive growth.”

    The RevNu acquisition, like the MesaBilling acquisition closed a month ago, is expected to be accretive within ninety days. Consideration will be paid quarterly, based on retained revenue.

    About CareCloud 

    CareCloud brings disciplined innovation and generative AI to the business of healthcare. Our suite of technology-enabled solutions helps clients increase financial and operational performance, streamline clinical workflows and improve the patient experience. More than 40,000 providers count on CareCloud to help them improve patient care while reducing administrative burdens and operating costs. Learn more about our products and services including revenue cycle management (RCM), practice management (PM), electronic health records (EHR), business intelligence, patient experience management (PXM) and digital health at www.carecloud.com. 

    Follow CareCloud on LinkedIn, X and Facebook.

    Disclaimer 

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

    Forward-Looking Statements 

    This press release contains various forward-looking statements within the meaning of the safe harbor provisions of the U.S. Private Securities Litigation Reform Act of 1995. These statements relate to anticipated future events, future results of operations or future financial performance. In some cases, you can identify forward-looking statements by terminology such as “may,” “might,” “will,” “shall,” “should,” “could”, “intends,” “expects,” “plans,” “goals,” “projects,” “anticipates,” “believes,” “seeks,” “estimates,” “predicts,” “possible,” “potential,” “target,” or “continue” or the negative of these terms or other comparable terminology. 

    Our operations involve risks and uncertainties, many of which are outside our control, and any one of which, or a combination of which, could materially affect our results of operations and whether the forward-looking statements ultimately prove to be correct.

    Forward-looking statements in this press release include, without limitation, statements reflecting management’s expectations for future financial performance and operating expenditures, expected growth, profitability and business outlook, the impact of pandemics on our financial performance and business activities, and the expected results from the integration of our acquisitions. 

    These forward-looking statements are neither historical facts nor assurances of future performance. Instead, they are only predictions, are uncertain and involve substantial known and unknown risks, uncertainties and other factors which may cause our (or our industry’s) actual results, levels of activity or performance to be materially different from any future results, levels of activity or performance expressed or implied by these forward-looking statements. New risks and uncertainties emerge from time to time, and it is not possible for us to predict all of the risks and uncertainties that could have an impact on the forward-looking statements, including without limitation, risks and uncertainties relating to the Company’s ability to manage growth, migrate newly acquired customers and retain new and existing customers, maintain cost-effective global operations, increase operational efficiency and reduce operating costs, predict and properly adjust to changes in reimbursement and other industry regulations and trends, retain the services of key personnel, develop new technologies, upgrade and adapt legacy and acquired technologies to work with evolving industry standards, compete with other companies’ products and services competitive with ours, and other important risks and uncertainties referenced and discussed under the heading titled “Risk Factors” in the Company’s filings with the Securities and Exchange Commission. 

    The statements in this press release are made as of the date of this press release, even if subsequently made available by the Company on its website or otherwise. The Company does not assume any obligations to update the forward-looking statements provided to reflect events that occur or circumstances that exist after the date on which they were made. 

    SOURCE CareCloud 

    Company Contact: 

    Norman Roth 
    Interim Chief Financial Officer and Corporate Controller 
    CareCloud, Inc.
    nroth@carecloud.com 

    Investor Contact:

    Stephen Snyder 
    Co-Chief Executive Officer 
    CareCloud, Inc. 
    ir@carecloud.com 

    The MIL Network –

  • MIL-OSI: Crowd Street Introduces Inaugural Member Council with a Focus on User Experience

    Source: GlobeNewswire (MIL-OSI)

    NEW YORK, April 02, 2025 (GLOBE NEWSWIRE) — Crowd Street, the direct-access private market investment platform dedicated to helping members reach their financial ambitions, today announced the launch of its inaugural Crowd Street Member Council. The council, comprised of 15 of Crowd Street’s most engaged users, will build a stronger partnership between Crowd Street and its members.

    The member council is an open forum to discuss insights, ideas and feedback that will ensure member experience remains at the forefront of Crowd Street’s mission. Crowd Street will host council events to collect valuable feedback, encourage individuals to expand their own personal networks and foster new relationships with other Crowd Street members. Most importantly, the collaborative approach encourages transparency, fosters innovation and helps affirm that every step Crowd Street takes is aligned with the needs and expectations of its members.

    “Private market investing has traditionally been out of reach for many investors, but Crowd Street is connecting members to alternative investment opportunities you can’t find elsewhere,” said Ken Maher, a member for 6 years. “The new member council gives me the opportunity to share my voice and shape the future of the platform, as the company seeks to provide investors with access to the right tools, resources and an elevated experience to enable them to pursue their financial goals.”

    The Crowd Street Member Council will meet quarterly, with one in-person meeting each year. The inaugural meeting will take place on April 3, coinciding with the opening of Crowd Street’s new headquarters in the heart of New York City. Meetings will focus on strategic planning for the future of the platform, technology enhancements and new product and feature updates. The company will also invite outside experts such as Crowd Street partners, investment sponsors and other market stakeholders to speak at the member council meetings.

    “Due to the long-term nature of our investments, building strong relationships with our members is paramount and an absolute priority,” said John Imbriglia, CEO of Crowd Street. “The introduction of the member council is a natural step as we scale our growth, in order to strengthen communication and gather valuable user feedback from our most engaged members. We have ambitious plans for the platform to expand beyond commercial real estate into other asset classes, and having our members be part of these strategic conversations will be essential for our success.”

    “I’m excited about the Crowd Street vision moving forward and believe the diversification of its platform will add value for members,” said Randy Williamson, a member since 2020. “I’m looking forward to learning more about the company’s foray into additional asset classes, providing its members with even greater opportunities across private credit, private equity and venture capital later in 2025.”

    About Crowd Street 

    Crowd Street empowers its members to reach their financial ambitions through direct-access private market investments. The platform offers a carefully selected marketplace of alternative investment opportunities that have historically only been available to a small group of people. In addition to providing advanced tools, research, and insights to help investors confidently explore these exclusive opportunities, Crowd Street is also building a member experience rooted in trust and experience – further bridging the gap between investment opportunities and true financial wealth. Learn more at https://www.CrowdStreet.com/.

    Media Contact
    LaunchSquad
    CrowdStreet@launchsquad.com

    CrowdStreet, Inc. (“Crowd Street”) offers investment opportunities and financial services on its website. Broker dealer services provided in connection with an investment are offered through CrowdStreet Capital LLC (“Crowd Street Capital”), a registered broker dealer, Member FINRA/SIPC. Advisory services are offered through CrowdStreet Advisors, LLC (“Crowd Street Advisors”), a wholly-owned subsidiary of Crowd Street and a federally registered investment adviser. Investment opportunities available through Crowd Street are speculative and involve substantial risk. You should not invest unless you can sustain the risk of loss of capital, including the risk of total loss of capital. All investors should consider their individual factors in consultation with a professional advisor of their choosing when deciding if an investment is appropriate.

    The MIL Network –

  • MIL-OSI: Grayscale Launches Grayscale® Bitcoin Covered Call ETF (Ticker: BTCC) and Grayscale® Bitcoin Premium Income ETF (Ticker: BPI)

    Source: GlobeNewswire (MIL-OSI)

    STAMFORD, Conn., April 02, 2025 (GLOBE NEWSWIRE) — Grayscale, a leading crypto asset manager, today announced the launch of Grayscale® Bitcoin Covered Call ETF (Ticker: BTCC) and Grayscale® Bitcoin Premium Income ETF (Ticker: BPI) (the “Funds”). The two Funds are Grayscale’s newest exchange-traded funds (ETFs) which offer covered call writing strategies, seeking to provide investors the ability to access the volatility characteristics of Bitcoin as a differentiated source of income.

    Grayscale® Bitcoin Covered Call ETF seeks to provide current income. The Fund’s secondary objective is to participate in the returns of Bitcoin through the use of options on Bitcoin exchange-traded products whose investment objectives are to, before fees and expenses, track the price performance of Bitcoin. The Bitcoin exchange-traded products include, but are not limited to, Grayscale Bitcoin Trust ETF (Ticker: GBTC) and Grayscale Bitcoin Mini Trust ETF (Ticker: BTC) (the “Bitcoin ETPs”). There can be no assurance that the Fund will achieve its investment objective. The Fund attempts to achieve its investment objective by systematically writing calls very close to spot prices. This strategy leverages Bitcoin’s volatility to help prioritize income, which is then distributed to fund shareholders. By selling calls near spot prices, BTCC seeks to deliver a principal focus on income generation. This makes BTCC an income-first strategy, potentially ideal for investors seeking regular cash flows and high yielding opportunities. The option premiums collected in this type of strategy may also help cushion against market downturns, potentially leading to lower volatility during drawdowns.

    In contrast, Grayscale® Bitcoin Premium Income ETF seeks to provide current income while maintaining prospects for capital appreciation through the use of options on Bitcoin exchange-traded products whose investment objectives are to, before fees and expenses, track the price performance of Bitcoin. The Bitcoin exchange-traded products include, but are not limited to, Grayscale Bitcoin Trust ETF (Ticker: GBTC) and Grayscale Bitcoin Mini Trust ETF (Ticker: BTC) (the “Bitcoin ETPs”). There can be no assurance that the Fund will achieve its investment objective. The Fund seeks to achieve this by systematically writing calls targeting strike prices that are well out-of-the-money. By focusing on this type of call writing strategy, BPI allows investors to participate in much of Bitcoin’s upside potential while possibly benefiting from some dividend income. This blended approach provides investors with an opportunity to participate in the capital appreciation potential of Bitcoin with the benefits of income. Both Funds are actively managed, fully options based, and will aim to distribute income monthly.

    “Grayscale® Bitcoin Covered Call ETF may complement an investors existing Bitcoin exposure by adding income, while Grayscale® Bitcoin Premium Income ETF offers an alternative to Bitcoin ownership, aiming to balance upside participation and income generation for investors,” said David LaValle, Global Head of ETFs at Grayscale. “We understand that every investor has unique needs, and we’re excited to offer these new products that not only may capture and deliver income but also offer differentiated outcomes and behavioral characteristics tailored to their specific goals.”

    For more information about BTCC and BPI, please visit: https://etfs.grayscale.com/btcc or https://etfs.grayscale.com/bpi

    About Grayscale

    Grayscale enables investors to access the digital economy through a family of future-forward investment products. Founded in 2013, Grayscale has a decade-long track record and deep expertise as an asset management firm focused on crypto investing. Investors, advisors, and allocators turn to Grayscale for single asset, diversified, and thematic exposure. For more information, please follow @Grayscale or visit grayscale.com.

    Media Contact

    press@grayscale.com

    Client Contact

    866-775-0313

    info@grayscale.com

    Investors should consider the investment objectives, risks, charges and expenses carefully before investing. For a prospectus or summary prospectus with this and other information about the Funds, please call (866)-775-0313 or visit our website at etfs.grayscale.com/bpi and etfs.grayscale.com/btcc. Read the prospectuses or summary prospectuses carefully before investing.

    Grayscale Bitcoin Covered Calls ETF and Grayscale Bitcoin Premium Income ETF (collectively the “Funds”) will not invest in digital assets directly. The Funds also will not invest in initial coin offerings. The Funds will, however, have indirect exposure to digital assets by virtue of its investments in derivatives on exchange-traded vehicles that hold digital assets as investments. Because the Funds will not invest directly in any digital assets, they may not track price movements of any digital assets.

    Investing involves risk and possible loss of principal. There is no guarantee the investment strategies will be successful. The Funds are considered to be non-diversified. The Funds are actively managed and their performance reflects the investment decisions that the Adviser makes for the Funds.

    Derivative Instruments. The Funds will invest in options, a type of derivative instrument. Derivatives can be more sensitive to changes in interest rates or to sudden fluctuations in market prices than conventional securities, which can result in greater losses for the Funds. In addition, the prices of the derivative instruments and the prices of underlying securities, interest rates or currencies they are designed to reflect may not move together as expected. Derivatives are usually traded on margin, which may subject the Funds to margin calls. Margin calls may force the Funds to liquidate assets.

    Options Risk. The use of options involves investment strategies and risks different from those associated with ordinary portfolio securities transactions and depends on the ability of the Funds’ portfolio managers to forecast market movements correctly. The prices of options are volatile and are influenced by, among other things, actual and anticipated changes in the value of the underlying instrument. The effective use of options also depends on the Funds’ ability to terminate option positions at times deemed desirable to do so. There is no assurance that the Funds will be able to effect closing transactions at any particular time or at an acceptable price.

    Covered Call Option Writing Risk. By writing covered call options in return for the receipt of premiums, the Fund will give up the opportunity to benefit from potential increases in the value of the security above the exercise prices of such options, but will continue to bear the risk of declines in the value of the underlying security. The premiums received from the options may not be sufficient to offset any losses sustained from the volatility of the underlying stocks over time. As a result, the risks associated with writing covered call options may be similar to the risks associated with writing put options. In addition, the Funds’ ability to sell the securities underlying the options will be limited while the options are in effect unless the Funds cancel out the option positions through the purchase of offsetting identical options prior to the expiration of the written options.

    Digital Assets Risk. Digital assets, such as bitcoin, are assets designed to act as a medium of exchange, though some arguably have not achieved that purpose. Digital assets are an emerging asset class. Digital assets generally operate without a central authority (such as a bank) and are not backed by any government. Digital assets are not legal tender. Federal, state and/or foreign governments may restrict the use and exchange of digital assets, and regulation in the United States is still developing. 

    Bitcoin ETPs Investment Risk. Bitcoin ETPs Investment Risk. The Funds intend to obtain investment exposure to Bitcoin, indirectly via synthetic exposure to Bitcoin ETPs through derivatives. The price of Bitcoin ETPs shares may not directly correspond to the price of any digital currency and are highly volatile. Such investment also exposes the Funds to all of the risks related to digital currencies discussed herein. The shares of Bitcoin ETPs are not registered under the Investment Company Act of 1940, or any state securities laws, and therefore such an investment will not benefit from the protections and restrictions of such laws.

    Of the Bitcoin ETPs, GBTC and BTC are sponsored by an affiliate of the Funds’ Adviser that receives a fee in exchange for assuming certain administrative and marketing expenses of GBTC and BTC. While the Funds do not invest directly in GBTC and BTC, the Funds’ strategies may result in additional purchases of shares of GBTC and BTC by options holders, which will benefit the Adviser and its affiliate in terms of the fee being received on these products.

    Liquidity Risk. The market for Bitcoin ETP options is still developing and may be subject to a period of illiquidity.  

    New Fund Risk. The Funds are recently organized investment companies with no operating history. 

    The Funds are distributed by Foreside Fund Services, LLC and Grayscale Advisors, LLC (“GSA”) is the adviser. Foreside is not related to GSA or its affiliates. 

    The MIL Network –

  • MIL-OSI: First Mid Bancshares, Inc. to Announce First Quarter 2025 Results on April 30

    Source: GlobeNewswire (MIL-OSI)

    MATTOON, Ill., April 02, 2025 (GLOBE NEWSWIRE) — First Mid Bancshares, Inc. (NASDAQ: FMBH) (the “Company”) announced today that it intends to issue its first quarter 2025 financial results after market close on Wednesday, April 30, 2025. Along with the press release announcing the financial results, the Company will publish an investor presentation and make it available via the investor relations section of its website.

    About First Mid: First Mid Bancshares, Inc. (“First Mid”) is the parent company of First Mid Bank & Trust, N.A., First Mid Insurance Group, Inc., and First Mid Wealth Management Co. First Mid is a $7.5 billion community-focused organization that provides a full-suite of financial services including banking, wealth management, brokerage, Ag services, and insurance through a network of locations throughout Illinois, Missouri, Texas, and Wisconsin and a loan production office in the greater Indianapolis area. Together, our First Mid team takes great pride in providing solutions and services to the customers and communities and has done so over the last 160 years. More information about the Company is available on our website at www.firstmid.com.

    Investor Contact:
    Austin Frank
    SVP, Shareholder Relations
    217-258-5522
    afrank@firstmid.com

    Matt Smith
    Chief Financial Officer
    217-258-1528
    msmith@firstmid.com

    The MIL Network –

  • MIL-OSI: Fortinet to Announce First Quarter 2025 Financial Results

    Source: GlobeNewswire (MIL-OSI)

    SUNNYVALE, Calif., April 02, 2025 (GLOBE NEWSWIRE) — Fortinet® (NASDAQ: FTNT), the global cybersecurity leader driving the convergence of networking and security, announced that it will hold a conference call to discuss its first quarter 2025 financial results on Wednesday, May 7, at 1:30 p.m. Pacific Time (4:30 p.m. Eastern Time).

    Fortinet’s financial results conference call will be broadcast live in listen-only mode on the company’s investor relations website at http://investor.fortinet.com. While not required, it is recommended that you join at least 10 minutes prior to the event start.

    The CEO and CFO’s prepared remarks, supplemental slides and a call replay will be accessible from the Quarterly Earnings page on the Investor Relations page of Fortinet’s website at https://investor.fortinet.com/quarterly-earnings.

    About Fortinet (www.fortinet.com)
    Fortinet (Nasdaq: FTNT) is a driving force in the evolution of cybersecurity and the convergence of networking and security. Our mission is to secure people, devices, and data everywhere, and today we deliver cybersecurity everywhere our customers need it with the largest integrated portfolio of over 50 enterprise-grade products. Well over half a million customers trust Fortinet’s solutions, which are among the most deployed, most patented, and most validated in the industry. The Fortinet Training Institute, one of the largest and broadest training programs in the industry, is dedicated to making cybersecurity training and new career opportunities available to everyone. Collaboration with esteemed organizations from both the public and private sectors, including Computer Emergency Response Teams (“CERTS”), government entities, and academia, is a fundamental aspect of Fortinet’s commitment to enhance cyber resilience globally. FortiGuard Labs, Fortinet’s elite threat intelligence and research organization, develops and utilizes leading-edge machine learning and AI technologies to provide customers with timely and consistently top-rated protection and actionable threat intelligence. Learn more at https://www.fortinet.com, the Fortinet Blog, and FortiGuard Labs. 

    FTNT-F
    Copyright © 2025 Fortinet, Inc. All rights reserved. The symbols ® and ™ denote respectively federally registered trademarks and common law trademarks of Fortinet, Inc., its subsidiaries and affiliates. Fortinet’s trademarks include, but are not limited to, the following: Fortinet, the Fortinet logo, FortiGate, FortiOS, FortiGuard, FortiCare, FortiAnalyzer, FortiManager, FortiASIC, FortiClient, FortiCloud, FortiMail, FortiSandbox, FortiADC, FortiAgent, FortiAI, FortiAIOps, FortiAgent, FortiAntenna, FortiAP, FortiAPCam, FortiAuthenticator, FortiCache, FortiCall, FortiCam, FortiCamera, FortiCarrier, FortiCASB, FortiCentral, FortiCNP, FortiConnect, FortiController, FortiConverter, FortiCSPM, FortiCWP, FortiDAST, FortiDB, FortiDDoS, FortiDeceptor, FortiDeploy, FortiDevSec, FortiDLP, FortiEdge, FortiEDR, FortiEndpoint FortiExplorer, FortiExtender, FortiFirewall, FortiFlex FortiFone, FortiGSLB, FortiGuest, FortiHypervisor, FortiInsight, FortiIsolator, FortiLAN, FortiLink, FortiMonitor, FortiNAC, FortiNDR, FortiPAM, FortiPenTest, FortiPhish, FortiPoint, FortiPolicy, FortiPortal, FortiPresence, FortiProxy, FortiRecon, FortiRecorder, FortiSASE, FortiScanner, FortiSDNConnector, FortiSEC, FortiSIEM, FortiSMS, FortiSOAR, FortiSRA, FortiStack, FortiSwitch, FortiTester, FortiToken, FortiTrust, FortiVoice, FortiWAN, FortiWeb, FortiWiFi, FortiWLC, FortiWLM, FortiXDR and Lacework FortiCNAPP. Other trademarks belong to their respective owners.

    Fortinet has not independently verified statements or certifications herein attributed to third parties and Fortinet does not independently endorse such statements. Notwithstanding anything to the contrary herein, nothing herein constitutes a warranty, guarantee, contract, binding specification or other binding commitment by Fortinet or any indication of intent related to a binding commitment, and performance and other specification information herein may be unique to certain environments.

    The MIL Network –

  • MIL-OSI Economics: How Does a Used Galaxy Device Become a Key Part of a New One? Inside Samsung’s Circular Battery Supply Chain

    Source: Samsung

    What if a used smartphone could become part of a brand-new device?
    Previously confined to the imagination, this idea is now a reality with Samsung Electronics’ Circular Battery Supply Chain — an initiative that recovers and reuses key materials from the batteries of used Galaxy smartphones. The Galaxy S25 marks the first time this closed-loop battery recycling system has been applied to Samsung’s flagship lineup.
    Samsung Newsroom spoke with Youngmin Kim from the Circular Economy Lab in the Global Environment, Health and Safety (EHS) Office and Sangcheul Lee from the Battery Group in the Mobile eXperience (MX) Business at Samsung Electronics to learn more about the development and impact of this project.
    ▲ (From left) Sangcheul Lee and Youngmin Kim
    Used Galaxy Devices Reborn as Valuable Resources
    Each year, approximately 200 tons of waste battery material were collected at Samsung’s production facilities in Vietnam. Countries with proper recycling infrastructure can repurpose used batteries for applications like electric vehicle batteries. Vietnam, however, lacked the means to do so. Recognizing the need for a sustainable solution, the company decided to address the issue.
    “Samsung’s Vietnam facilities are among those that generate the highest volume of waste batteries, including defective units from the manufacturing process and batteries recovered from a factory that repairs Galaxy phones traded in from the United States,” said Youngmin Kim. “Our goal was to create a system that would allow us to recycle these resources and reintegrate them into our products.”
    ▲ Youngmin Kim explains the Circular Battery Supply Chain while showcasing cobalt and cathode materials.
    To develop an efficient recycling process for Vietnam’s waste batteries, Samsung partnered with multiple companies to build an optimized resource circularity system that connected cobalt extraction plants with battery production lines in neighboring countries.
    “For the Galaxy S24 series, we sourced recycled cobalt externally,” he explained. “However, with the Galaxy S25, we implemented a fully closed-loop recycling system that extracts cobalt directly from discarded Galaxy batteries.”
    The collected waste batteries are processed into high-purity cobalt, then shipped to the battery production line where it is integrated into Galaxy S25 batteries. This process transforms electronic waste from used Galaxy devices into a valuable resource, supporting Samsung’s vision for a sustainable circular economy.
    ▲ Samsung’s Circular Battery Supply Chain in action
    More specifically, the Circular Battery Supply Chain begins with collecting used Galaxy smartphones, followed by dismantling and discharging their batteries. These batteries are then shredded and processed into a fine powder known as “black mass.” This material is subsequently refined to extract cobalt — which is used to produce cathode materials, a key component of the Galaxy S25 battery.
    The Endless Recyclability of Cobalt
    Cobalt is essential for maintaining the stability and performance of lithium-ion batteries in smartphones. While lithium carries electrons within the battery, cobalt facilitates lithium’s movement to ensure optimal battery operation.
    ▲ Cobalt ore samples
    “Cobalt does not degrade with battery use, meaning it can theoretically be recycled indefinitely,” said Lee. “Recycled cobalt and newly mined cobalt are virtually identical — so much so that the difference is indistinguishable in the manufacturing process.”
    In essence, Galaxy devices containing cobalt can be recycled and repurposed regardless of their manufacturing date.

    ▲ Samsung’s Circular Battery Supply Chain on display at Mobile World Congress (MWC) 2025 in Barcelona
    “The key to extracting high-purity cobalt lies in technology,” said Kim. “Through our Circular Battery Supply Chain, we have successfully recovered and utilized over 90% of the cobalt from the discarded batteries that have been collected.”
    Half of the cobalt used in the Galaxy S25 batteries comes from recycled sources — a strong testament to Samsung’s environmental strategy and commitment to reducing its environmental impact while maintaining premium product quality.
    The Road to a Reliable and Efficient Circular Supply Chain
    Nonetheless, establishing the Circular Battery Supply Chain was no easy feat as the batteries were required to meet stringent global safety and environmental regulations.
    ▲ Sangcheul Lee explains the certification management process.
    “We had to engage with numerous partner companies, navigating complex and rigorous procedures,” recalled Lee. “To prevent fire hazards during transport, the batteries had to be crushed and obtaining the necessary certifications to comply with relevant environmental regulations took considerable time.”
    “With constantly evolving regulations and Samsung’s exceptionally high internal standards, we underwent multiple rounds of reviews and certifications,” he added. “Despite the challenges, we persisted as a team and successfully implemented the system in the Galaxy S25.”

    Samsung’s Evolving Vision for a Circular Economy
    “I felt a great sense of pride when our Circular Battery Supply Chain was showcased at the recent Galaxy Unpacked event,” said Lee, reflecting on the achievement. “I hope to continue developing sustainable batteries by expanding our recycling efforts to include lithium and other materials.”
    “With the Galaxy S25, we’ve also reached another significant milestone in resource circularity — wafer trays discarded after semiconductor manufacturing have been repurposed into a plastic used in the side and volume keys,” shared Kim. “We are working on various projects to expand resource circularity across other product lines as well, and we hope our users will continue to join us on our journey.”
    Samsung has successfully established a closed-loop battery recycling system through the Circular Battery Supply Chain — turning a vision launched under its 2022 environmental strategy into reality with the Galaxy S25. This milestone has sparked growing anticipation for the next innovations that will emerge from Samsung’s pursuit of a more sustainable future.

    MIL OSI Economics –

  • MIL-OSI United Kingdom: Government unlocks £10 billion private investment into the UK

    Source: United Kingdom – Executive Government & Departments

    Press release

    Government unlocks £10 billion private investment into the UK

    The Minister for Investment has signed a new partnership with Singaporean bank OCBC, which will help unlock £10 billion of investment into key priority sectors in the UK.

    • Minister for Investment Poppy Gustafsson signs new partnership with OCBC, Singapore’s second largest bank, to facilitate £10 billion investment into the UK.
    • Agreement will increase UK-Asia Pacific collaboration and support investment into priority growth sectors including energy, infrastructure and real estate.
    • Comes in the wake of ratification of CPTPP – a massive trade deal with the region – helping to create economic growth and supporting the Plan for Change.

    New collaboration between the UK government and one of the largest banks in Southeast Asia will unlock £10 billion of investment into Britain, boosting economic growth and driving forward the government’s Plan for Change.   

    Today [Wednesday 2 April], Minister for Investment Baroness Poppy Gustafsson has signed the new MoU with the Oversea-Chinese Banking Corporation Limited’s (OCBC) Head of Global Corporate Banking Elaine Lam.    

    The bank aims to finance £10 billion of investment from the Asia Pacific region into priority growth sectors including energy, infrastructure and real estate by 2030.   

    Minister for Investment Baroness Poppy Gustafsson CBE said:

    This £10 billion commitment from OCBC is a major vote of confidence in the UK economy. Not only will it help create more opportunities in real estate and infrastructure, but will also back our clean energy industry, a key growth sector identified in our upcoming Industrial Strategy.” 

    We have the most open, stable and connected economy in the world – and our Plan for Change will encourage more international companies to invest here, delivering long-term growth that supports good, skilled jobs across the country.

    Under the newly expanded Office for Investment, OCBC will collaborate with the government to promote the UK as a hub for businesses, investors and services, attracting billions of pounds worth of investment from Asia and supporting the government’s growth mission.    

    As one of the largest banks in Southeast Asia, OCBC brings valuable private capital from Asia into the UK. OCBC’s plan to finance £10 billion worth of investment until 2030 signifies the significant opportunities from Asia and is a huge vote of confidence in the UK economy.    

    OCBC Head of Global Corporate Banking Elaine Lam said:

    The UK and Singapore share historically deep ties and OCBC is proud to play a part in further strengthening the relationship with this agreement. Our UK business has grown significantly over the years and our London branch is now the largest in our international network. The growth has been driven by developments in sectors such as real estate, renewables, energy transition as well as digital and core physical infrastructure.  

    These align with the priority sectors outlined in the UK’s industrial strategy and we will double down on our efforts to drive further growth in these areas. We are also committed to supporting UK companies that are keen to establish or expand operations in Singapore and Southeast Asia. We look forward to building on our strong track record in the UK to deliver on these goals.

    The UK and Asia-Pacific trading relationship is worth £126 billion. This new partnership will create more opportunities in key growth driving sectors identified in the government’s upcoming modern Industrial Strategy, and build on the UK’s CPTPP ratification – expected to boost the economy by £2 billion a year in the long-term.   

    The collaboration will also help facilitate further trade and investment with the APAC region, as the UK remains committed to free and fair trade, with a pro-business approach focused on reducing barriers to investment.   

    The government’s new modern Industrial Strategy will deliver long-term, sustainable, inclusive growth right across the UK by driving investment into the economy and hardwire stability for investors, giving them the confidence to plan not just for the next year, but for the next 10 years and beyond.

    Updates to this page

    Published 2 April 2025

    MIL OSI United Kingdom –

  • MIL-OSI United Kingdom: Campaign to tackle dirty money steps up with new sanctions

    Source: United Kingdom – Executive Government & Departments

    Press release

    Campaign to tackle dirty money steps up with new sanctions

    UK sanctions corrupt actors undermining democratic governments in Foreign Secretary’s latest steps to crack down on corruption and illicit finance.

    • UK sanctions pro-Kremlin operation responsible for destabilising Moldova
    • Cronies used by corrupt leaders to undermine democracy and rule of law in Georgia and Guatemala also included in new crackdown
    • Action marks latest step in Foreign Secretary’s campaign to tackle threats to UK from corruption and illicit finance

    Pro-Kremlin operatives responsible for rigging elections in Moldova are among those hit with sanctions today (2 April), which will freeze assets and ban travel.

    This crackdown is the latest in the Foreign Secretary’s campaign to tackle corruption and dirty money, which is vital to protect the UK public from organised criminals and safeguard our democracy.

    The sanctions target a network of pro-Russian actors named Evrazia operating in Moldova on behalf of corrupt fugitive oligarch Ilan Shor, previously designated by the UK in 2022, to destabilise Moldovan democracy and spread Russia’s malign influence.

    Evrazia, a Russian non-profit, has been used by Shor to bribe Moldovan citizens to vote “no” in last year’s referendum on joining the EU. Moldovan police have said that approximately 130,000 citizens received a total of $15 million from Evrazia – with payments ranging from $50 per month for “supporters” to over $2,500 per month for “leaders”.

    Today’s sanctions target the founder and director of Evrazia Nelli Alekseyevna Parutenko and member of Evrazia’s management board Natalia Parasca, as well as Evrazia itself and another of Shor’s key political operatives, Marina Tauber.

    These sanctions expose the Kremlin’s attempts to undermine and destabilise democracies in Eastern Europe. By targeting corrupt actors and their enablers, the UK is using its powers to create a more hostile environment for corruption and illicit finance and deter threats to the safety and security of Britain.

    This marks the next step in the government’s ambitious agenda to tackle the devastating impacts of corruption and illicit finance, both at home and overseas, and deliver the UK’s national security under the Plan for Change.

    Foreign Secretary, David Lammy said:

    These sanctions send a clear message. We will not stand idly by as Russia undermines democracy and the rule of law, threatening the national security of countries we consider friends and partners.

    Left unchecked, this kind of insidious corruption can erode the very foundations of our society and open doors for Russia and other malign actors to expand their influence and compromise the stability of our neighbours and the UK.

    We must protect the institutions designed to hold these unscrupulous individuals to account, and the independent investigative journalists whose hard and often dangerous work exposes the truth behind their actions.

    Minister Doughty met earlier today with journalists from the Organized Crime and Corruption Reporting Project (OCCRP) to express support for their tireless and risky work exposing corruption and bringing those responsible to justice.

    The independent investigative reporting by the OCCRP and the activities of civil society groups such as Transparency International often play a crucial role in informing sanctions of this kind.

    Today’s sanctions also target corrupt officials and prosecutors in Georgia and Guatemala, who are sabotaging democratic governance and undermining judicial impartiality by abusing their power.

    In Georgia, this includes the leaders of the ‘Judicial Clan’ – a group of party-political judges who are abusing their position to influence court rulings and undermine the rule of law for the benefit of the ‘Georgian Dream’ party and their control of Georgia’s judicial system.

    In Guatemala, the sanctions are targeted at former President Giammattei and his ‘Pacto De Corruptos’ (‘Pact of the Corrupt’) – a cabal of officials and prosecutors still operating under the current Attorney General who have sought to undermine the anti-corruption reforms of President Arévalo by interfering in prosecutions and threatening investigators.

    Background

    The individuals and entity designated for sanctions today are: 

    Moldova

    • Evrazia, a non-governmental organisation that acts on behalf of pro-Russian Moldovan oligarch Ilan Shor;
    • Nelli Parutenko, founder and director of Evrazia;
    • Natalia Parasca, member of the Evrazia management board and former leader of the Shor-backed Renaissance Party;
    • Marina Tauber, former leader of the Shor Party.

    Guatemala

    • Alejandro Giammattei, former President of Guatemala;
    • Maria Consuelo Porras, Attorney General of Guatemala;
    • Jose Curruchiche, Head of the Special Prosecution Office Against Impunity (FECI), who has undermined corruption investigations into Giammattei and his allies;
    • Cinthia Monterroso, Prosecutor and Head of Unit at FECI;
    • Angel Pineda, Secretary General of the Public Ministry, who has undermined corruption investigations into Giammattei and his allies, and targeted anti-corruption journalists, judges and prosecutors;  
    • Melvin Quijivix, former Head of the National Institute of Electrification, who misappropriated public funds for the benefit of his own businesses;
    • Miguel Martinez, close associate of Giammattei.

    Georgia

    • Levan Murusidze, member of the High Council of Justice of Georgia and member of the Tbilisi Court of Appeals;
    • Mikheil Chinchaladze, Chairman of the Tbilisi Court of Appeals.

    About the OCCRP

    The Organized Crime and Corruption Reporting Project is a global network of investigative journalists that exposes organised crime and corruption so citizens can hold powerful politicians and officials to account.

    About Transparency International

    Transparency International is an independent, non-governmental, not-for-profit and works with like-minded partners across the world to end the injustice of corruption. Its mission is to stop corruption and promote transparency, accountability and integrity at all levels and across all sectors of society. As part of the Global Anti-Corruption Consortium, TI uses OCCRP’s investigative reporting to seek legal redress for victims of corruption, and advocate for reforms to close down the systems and networks that enable corruption to thrive, demanding greater transparency and integrity in all areas of public life.

    Definitions

    • Asset freeze: an asset freeze prevents any UK citizen, or any business in the UK, from dealing with any funds or economic resources which are owned, held or controlled by the designated person. It also prevents funds or economic resources being provided to or for the benefit of the designated person. UK financial sanctions apply to all persons within the territory and territorial sea of the UK and to all UK persons, wherever they are in the world.
    • Travel ban: a travel ban means that the designated person must be refused leave to enter or to remain in the United Kingdom, providing the individual is an excluded person under section 8B of the Immigration Act 1971. 

    Media enquiries

    Email newsdesk@fcdo.gov.uk

    Telephone 020 7008 3100

    Contact the FCDO Communication Team via email (monitored 24 hours a day) in the first instance, and we will respond as soon as possible.

    Updates to this page

    Published 2 April 2025

    MIL OSI United Kingdom –

  • MIL-OSI United Kingdom: Lancaster City Council makes strong progress on improvement plan A team of local government experts has praised Lancaster City Council for successfully delivering a plan to make its services even better.

    Source: City of Lancaster

    A team of local government experts has praised Lancaster City Council for successfully delivering a plan to make its services even better.

    Following a Corporate Peer Challenge (CPC) in April 2024, the council was told how it could make improvements to the way it serves the public.

    A recent review of a plan for delivering these changes found that 85% of recommendations are on track and progressing well.

    Particular praise was given for the council’s approach to community wealth building, economic resilience, and environmental sustainability.

    Key areas of progress include:

    • Strengthened Community Partnerships: The Lancaster District Strategic Partnership (LDSP) has been formally established, bringing together key stakeholders, including local universities, NHS partners, third-sector organisations, and the Chamber of Commerce.
       
    • Economic Growth and Sustainable Development: The council has taken strategic steps towards developing an inclusive economic strategy, incorporating insights from Lancaster University’s ‘Before Eden’ research.
       
    • Commitment to a Sustainable Future: An early ‘call for sites’ process has been successfully implemented, ensuring alignment with the council’s Local Plan and climate action goals.
       
    • Enhanced Leadership and Governance: The council has invested in leadership development for senior officers and councillors, including dedicated training programmes and scrutiny enhancements.
       
    • Financial Sustainability: The ‘Fit for the Future’ transformation programme is driving efficiency, with a focus on aligning financial planning with long-term priorities and asset management.

    Mark Davies, chief executive of Lancaster City Council, welcomed the findings: “The peer challenge process has helped to highlight some of the excellent work by staff and Elected Members to continually improve the council and the services we provide. The positive feedback from the LGA confirms that our strategic vision is making a real impact and we are delivering key improvements for our residents, businesses, and stakeholders.

    “One of the areas the peer team highlighted was our Fit for the Future programme and the way the council is transforming its services in response to the continuing tough financial times in which local authorities are operating. This programme is helping to identify where we can become even more efficient while continuing to provide good services for our communities.”

    A peer challenge is when representatives from councils nationwide spend time with another council to evaluate their performance, assess their ambition for residents, and determine if adequate resources are in place to fulfil those objectives. In the city council’s case, the peer challenge team gathered information and views from more than 50 meetings, in addition to further research, and spoke to more than 130 people, including a range of council staff, councillors and external stakeholders.

    Last updated: 02 April 2025

    MIL OSI United Kingdom –

  • MIL-OSI Europe: Press release – The EU must keep on defending universal democratic values and principles

    Source: European Parliament 3

    On Wednesday, Parliament adopted its 2024 annual report on human rights and democracy in the world, warning against the deteriorating global human rights situation.

    Denouncing the rise of authoritarianism, totalitarianism, and populism, MEPs are deeply concerned by the increase in violations of democratic values and disregard for international humanitarian law.

    They condemn the weakened protection of democratic institutions and procedures, and deplore the frequent political attacks on international institutions, censorship, threats towards independent media, and shrinking space for civil society worldwide.

    They reiterate the strong support of the EU for the International Court of Justice and the International Criminal Court (ICC) as essential, independent and impartial jurisdictional institutions amid a particularly challenging time for international justice. MEPs also express their deep concern about the sanctions imposed on the ICC, which constitute ‘a serious attack on the international judicial system’. They call on the Commission to activate the blocking statute as a matter of urgency.

    Parliament is concerned by the threat that artificial intelligence (AI) poses for democracy and human rights when not properly regulated, and MEPs are worried about how the internet is being used to restrict political freedom and undermine the integrity of elections.

    The report also stresses the importance of protecting women’s rights, the respect of which is in decline, and MEPs deplore the discrimination and violence to which women and girls are subjected, including during conflicts.

    It is the EU’s responsibility to defend universal democratic values

    The text underscores the EU’s responsibility to continue defending universal democratic values and principles, human rights, international justice, and peace.
    It also outlines the tools available for that purpose, such as suspending European Neighbourhood policy projects that contribute directly or indirectly to human rights violations in non-EU countries, adding human rights clauses to trade agreements with third countries, and enforcing the EU’s global human rights sanctions regime (the EU Magnitsky Act). The EU has the means to promote and defend universal values, MEPs point out, and it is time to use them.

    The text recommends increasing the resources available to the EU’s Special Representative for Human Rights. It also calls on the European institutions and member states to work more closely together on promoting and defending human rights.

    The text was adopted with 390 votes in favour, 116 against and with 126 abstentions.

    Quote

    The rapporteur Isabel Wiseler-Lima (EPP, Luxembourg) stated: “Our world is entering a new era, one where international courts, democracy, the rule of law, and human rights are being constantly undermined. The EU must stand its ground and reaffirm these values, which are central to creating a world built on justice and respect. The European Parliament will never stop calling out these abuses and will do everything possible to support those who strive to protect democracy. The report we voted on today takes stock of the current situation of democracy and human rights, sets out the means we already possess to act, and outlines new measures to put in place”

    Background

    Every year, Parliament adopts three reports on foreign, security, defence, and human rights policies. These form the basis of Parliament’s contribution to shaping EU foreign policy.

    On Tuesday, MEPs discussed the 2024 annual report on human rights and democracy in a plenary debate with the EU’s foreign policy chief, Kaja Kallas. For a video recording of the debate click here (1.4.2025).

    MIL OSI Europe News –

  • MIL-OSI Africa: George welcomes announcement on private sector-powered grid expansion initiative

    Source: South Africa News Agency

    The Minister of Forestry, Fisheries and the Environment (DFFE), Dr Dion George, has commended the announcement that government will pursue private investment for the construction of new transmission lines.

    Electricity and Energy Minister, Dr Kgosientsho Ramokgopa, on Tuesday announced that a pilot programme, the Independent Transmission Programme (ITP) will pave the way for the construction of 1 164 kilometers of new transmission lines.  

    The Department of Forestry, Fisheries and the Environment said Ramokgopa’s statement aligns with the DFFE’s vision, by encouraging private sector involvement, which aims to address the transmission constraints that have hindered the integration of solar and wind energy, especially in the Cape province.

    “This significant step forward aligns seamlessly with the vision Minister George articulated earlier this week in his landmark decision on Eskom’s emissions framework, marking a triumph for South Africa’s sustainable energy future,” the department said in a statement on Wednesday. 

    On Monday, George underscored the urgent need for innovative infrastructure solutions to balance energy security with environmental responsibility, subtly pointing to the expansion of transmission capacity as a key enabler for renewable energy growth. 

    The Minister said Ramokgopa’s announcement is a “resounding victory for the sustainable energy path we are forging.” 

    “My decision on Eskom’s emissions earlier this week laid the groundwork for a modernised energy system that respects our climate commitments. Minister Ramokgopa’s bold move to unlock private investment in transmission lines is exactly what I alluded to – a practical, impactful step to harness our renewable potential and secure a cleaner future for all South Africans.”

    George also commended the cross-governmental collaboration, noting that the R440 billion Transmission Development Plan, now supported by private funding, will ease the burden on Eskom and the national budget, while accelerating the transition to renewable energy. 

    He reaffirmed his dedication to partnering with Ramokgopa to ensure that environmental standards remain integral to this transformative infrastructure expansion.

    “This initiative is about more than just power lines – it’s about powering opportunity. We are opening the door to investment, job creation, and South Africa’s emergence as a green economy leader,” George said 

    The procurement regulations are set to be released on Thursday, 3 April 2025. – SAnews.gov.za
     

    MIL OSI Africa –

  • MIL-OSI Africa: Gauteng targets R300 billion in investments to boost economy

    Source: South Africa News Agency

    Gauteng Economic Development MEC, Lebogang Maile, says the province is aiming to secure at least R300 billion in investment pledges at the Gauteng Investment Conference (GIC), to be held in Johannesburg.

    The MEC was speaking during a media briefing on the state of readiness of the province to host the conference, to be held at the Johannesburg Stock Exchange, in Sandton, on 3 April 2025.

    “Leaders across all tiers of government, including Minister of Trade, Industry and Competition, Parks Tau, Premier of Gauteng Premier Lesufi, and Johannesburg Mayor Dada Morero, will provide inputs at the conference. The keynote address will be delivered by the Deputy President, who also serves as the Leader of Government Business in South Africa, His Excellency, Paul Mashatile.  

    “Of equal significance is the large contingent of leaders across the business and government sectors on the African continent, the African diaspora and the globe. With over 50 companies represented, the conference will be a convergence point of the world’s most important companies in various sectors,” Maile said.

    The Gauteng province is of importance for South Africa’s economy and contributes at least 33% to the national Gross Domestic Product, and nearly 7% of sub-Saharan Africa’s output.

    “The [GIC] is a transformative event in affirming the place of the Gauteng province in the continental economy. We are asserting that the development of Gauteng is in the best interest of South Africa, the Southern African Development Community and the continent broadly.

    “Thus, investment in the economy of Gauteng extends beyond the confines of its provincial borders into other lands across the entire continent,” the MEC said.

    Furthermore, the conference will also serve as a platform for critical dialogue that will “enable direct engagement between policy makers, investors and industry experts”.

    “This will ensure that we come out with tangible and applicable outcomes. The sessions will focus on, amongst other things, public-private infrastructure investments, as well as key Gauteng most dynamic and high growth sectors, including…advanced manufacturing, green and renewable energy, ICT [information and communication technology] and data infrastructure, transport and logistics, smart property development and urban regeneration, as well as tourism and the creative economy,” he said.

    Maile emphasised that these sectors are critical to ensuring development on a provincial, national and continental level.

    “Investment in these sectors offers the most reliable instrument for ensuring sustainability and development, offering a clear path to economic prosperity that is anchored on inclusive growth, environmental protection and human development,” Maile said. – SAnews.gov.za

    MIL OSI Africa –

  • MIL-OSI Africa: South Africa needs a fresh start, says new book: but does the argument hold up?

    Source: The Conversation – Africa – By Roger Southall, Professor of Sociology, University of the Witwatersrand

    Eddy Maloka, the South African historian, diplomat and academic, argues in his latest book the case for South Africa to forge a “second republic”. What is meant by this is left undefined, but emerges as the making of a new constitution, establishing new institutions.

    Maloka’s argument is that South Africa’s transformation since 1994 – the overthrow of an unjust political, economic and social order – has benefited only a few.

    Today the country is in crisis – “think load-shedding (power cuts), potholes, economic decline, rampant corruption, collapsing state institutions etc” (p.ii).

    This is not unusual, he avers. It is customary for post-revolutionary countries to encounter a crisis. South Africa must now overcome its own and move to a higher stage of development. It can do this by

    reconstituting itself into a second republic.

    As a social scientist, I have enjoyed Maloka’s previous work, notably his valuable history of South Africa’s Communist Party.

    But his latest offering, The Case For a Second Republic – South Africa’s Second Chance, disappoints as ill-thought out, unable to rise above liberation movement theology. It fails to pull together its many interesting ruminations into a coherent whole.

    Nonetheless, it is worth exploring his central argument about the need for South Africa to have a new start. It is one which has substantial popular currency – rarely spelt out in detail, but often expressed on social media, radio chat shows and in speeches by politicians who should know better.

    Justification for a second republic

    The storyline usually goes something like this: the former liberation movement, the African National Congress (ANC), and the National Party, which had been running South Africa since 1948, negotiated a political settlement in 1994. This has been undermined by the economic compromises which were agreed behind the scenes by large-scale capital and the ANC.

    The incoming ANC elite was bought off with goodies such as directorships proffered by large firms, so that capitalism could continue much as usual.

    The result has been that, despite the transfer of political power, the structure of the economy has been little changed. Whites continue to enjoy the major portion of the country’s wealth. Although the black elite has been enriched, the black majority continues to carry the burden of massive unemployment, poverty and inequality. It follows that South Africa needs to revisit the political settlement made in 1994.

    Read more: Why it’s wrong to blame South Africa’s woes on Mandela’s compromises

    Because there are significant elements of truth in this analysis, it has gained considerable traction. Witness the call by former president Jacob Zuma’s uMkhonto we Sizwe party for the rewriting of the constitution. Zuma argues parliament should call the shots without being subject to the judgments of the constitutional court.

    It’s a tempting call. However, it’s too simplistic. Yes, much of South Africa is broken, but there’s no easy way to fix it – and certainly not by an ill-informed transition to a second republic in the way Maloka suggests.

    Out with the old, in with the new

    The call for a second republic, declares Maloka, is a call for a strategic break with the 1994 dispensation. He cites the examples of African countries like Mali (where an attempt to re-found the state was made after a military coup in 2021) and Kenya, where after the political violence that followed the 2007 elections, there was an effort to revisit the constitutional foundations of the post-colonial state.

    In both cases, new constitutions were drawn up and approved by electorates voting in referenda. In both cases, the re-foundation was principally about the state –

    how it is constituted, its territorial governance, the powers of the executive, the separation of powers, and so forth.

    But then Maloka admits that the re-foundation process is always going to be contested, and there is no guarantee that it will succeed.

    Skotaville Publishers

    Maloka views the liberation struggle as having been intended to establish a state based on “people’s power”, a vision endorsed by the ANC’s erstwhile Reconstruction and Development Plan. However, once it came into office, state power was appropriated by Leaders (capital “L”) acting only in their own interests. The people were disempowered, and now wait passively for government to deliver services to them.

    There is therefore an urgent need for a post-1994 paradigm. This should:

    • re-mobilise people politically at a local level, so that they address local problems themselves

    • install a technocratic and meritocratic state led by performance-driven leaders

    • allow the direct election of representatives to provide for a parliament that holds the state to account.

    Refounding the South African state

    How to achieve all this?

    Our approach should not be piecemeal … we should be decisive and overhaul the entire dispensation to align it with the times.

    People’s power must be its central pillar. To do this, Maloka makes just three major recommendations.

    First, he wants the machinery of government to be restructured. Provinces have not proved their worth. They should now be merged into the current system of local government, which could be incorporated into a new three tier state system (although we are not told how), with street committees as its third tier.

    Read more: Persisting inequality has made many young South Africans question the choices made by Nelson Mandela – podcast

    Second, the existing electoral system of proportional representation has made parliament and provincial legislatures accountable to party bosses, not the people. A reformed electoral system providing for public representatives and the president to be “directly elected” is necessary. (He dodges more precise discussion of electoral reform.)

    Third, for these changes to be achieved, Maloka calls for the drawing up of a new constitution that should be validated through a national referendum. This should be achieved within two years.

    No need for a second republic

    What is so remarkable about Maloka’s book is that after delivering punchy critiques of the state of South Africa today, it fails to come up with a substantive case for a second republic, which is laid bare as an empty slogan.

    If Maloka were to read paragraph 4 of chapter 3 of the existing constitution, he would find that there is already a carefully laid out provision for how bills to amend the constitution may be passed.

    Why is it that this process cannot achieve the sort of changes that Maloka wants? If there is a need for wider social dialogue (there may well be), how is this to be achieved? He does not tell us.

    Read more: Mandela was a flawed icon. But without him South Africa would be a sadder place

    However, there is a far more fundamental objection to his call for a second republic. That is that it would call into question the very foundation of the present constitution – its statement of the principles on which the democratic state is founded: human dignity and equality; non-racialism and non-sexism; supremacy of the constitution and the rule of law; and universal suffrage. The bill of rights affirms and protects all these values.

    If Maloka wants to jettison these, he should tell us. As it is, his call for a second republic would put them up for grabs.

    – South Africa needs a fresh start, says new book: but does the argument hold up?
    – https://theconversation.com/south-africa-needs-a-fresh-start-says-new-book-but-does-the-argument-hold-up-249502

    MIL OSI Africa –

  • MIL-OSI Global: South Africa needs a fresh start, says new book: but does the argument hold up?

    Source: The Conversation – Africa – By Roger Southall, Professor of Sociology, University of the Witwatersrand

    Eddy Maloka, the South African historian, diplomat and academic, argues in his latest book the case for South Africa to forge a “second republic”. What is meant by this is left undefined, but emerges as the making of a new constitution, establishing new institutions.

    Maloka’s argument is that South Africa’s transformation since 1994 – the overthrow of an unjust political, economic and social order – has benefited only a few.

    Today the country is in crisis – “think load-shedding (power cuts), potholes, economic decline, rampant corruption, collapsing state institutions etc” (p.ii).

    This is not unusual, he avers. It is customary for post-revolutionary countries to encounter a crisis. South Africa must now overcome its own and move to a higher stage of development. It can do this by

    reconstituting itself into a second republic.

    As a social scientist, I have enjoyed Maloka’s previous work, notably his valuable history of South Africa’s Communist Party.

    But his latest offering, The Case For a Second Republic – South Africa’s Second Chance, disappoints as ill-thought out, unable to rise above liberation movement theology. It fails to pull together its many interesting ruminations into a coherent whole.

    Nonetheless, it is worth exploring his central argument about the need for South Africa to have a new start. It is one which has substantial popular currency – rarely spelt out in detail, but often expressed on social media, radio chat shows and in speeches by politicians who should know better.

    Justification for a second republic

    The storyline usually goes something like this: the former liberation movement, the African National Congress (ANC), and the National Party, which had been running South Africa since 1948, negotiated a political settlement in 1994. This has been undermined by the economic compromises which were agreed behind the scenes by large-scale capital and the ANC.

    The incoming ANC elite was bought off with goodies such as directorships proffered by large firms, so that capitalism could continue much as usual.

    The result has been that, despite the transfer of political power, the structure of the economy has been little changed. Whites continue to enjoy the major portion of the country’s wealth. Although the black elite has been enriched, the black majority continues to carry the burden of massive unemployment, poverty and inequality. It follows that South Africa needs to revisit the political settlement made in 1994.



    Read more:
    Why it’s wrong to blame South Africa’s woes on Mandela’s compromises

    Because there are significant elements of truth in this analysis, it has gained considerable traction. Witness the call by former president Jacob Zuma’s uMkhonto we Sizwe party for the rewriting of the constitution. Zuma argues parliament should call the shots without being subject to the judgments of the constitutional court.

    It’s a tempting call. However, it’s too simplistic. Yes, much of South Africa is broken, but there’s no easy way to fix it – and certainly not by an ill-informed transition to a second republic in the way Maloka suggests.

    Out with the old, in with the new

    The call for a second republic, declares Maloka, is a call for a strategic break with the 1994 dispensation. He cites the examples of African countries like Mali (where an attempt to re-found the state was made after a military coup in 2021) and Kenya, where after the political violence that followed the 2007 elections, there was an effort to revisit the constitutional foundations of the post-colonial state.

    In both cases, new constitutions were drawn up and approved by electorates voting in referenda. In both cases, the re-foundation was principally about the state –

    how it is constituted, its territorial governance, the powers of the executive, the separation of powers, and so forth.

    But then Maloka admits that the re-foundation process is always going to be contested, and there is no guarantee that it will succeed.

    Maloka views the liberation struggle as having been intended to establish a state based on “people’s power”, a vision endorsed by the ANC’s erstwhile Reconstruction and Development Plan. However, once it came into office, state power was appropriated by Leaders (capital “L”) acting only in their own interests. The people were disempowered, and now wait passively for government to deliver services to them.

    There is therefore an urgent need for a post-1994 paradigm. This should:

    • re-mobilise people politically at a local level, so that they address local problems themselves

    • install a technocratic and meritocratic state led by performance-driven leaders

    • allow the direct election of representatives to provide for a parliament that holds the state to account.

    Refounding the South African state

    How to achieve all this?

    Our approach should not be piecemeal … we should be decisive and overhaul the entire dispensation to align it with the times.

    People’s power must be its central pillar. To do this, Maloka makes just three major recommendations.

    First, he wants the machinery of government to be restructured. Provinces have not proved their worth. They should now be merged into the current system of local government, which could be incorporated into a new three tier state system (although we are not told how), with street committees as its third tier.



    Read more:
    Persisting inequality has made many young South Africans question the choices made by Nelson Mandela – podcast

    Second, the existing electoral system of proportional representation has made parliament and provincial legislatures accountable to party bosses, not the people. A reformed electoral system providing for public representatives and the president to be “directly elected” is necessary. (He dodges more precise discussion of electoral reform.)

    Third, for these changes to be achieved, Maloka calls for the drawing up of a new constitution that should be validated through a national referendum. This should be achieved within two years.

    No need for a second republic

    What is so remarkable about Maloka’s book is that after delivering punchy critiques of the state of South Africa today, it fails to come up with a substantive case for a second republic, which is laid bare as an empty slogan.

    If Maloka were to read paragraph 4 of chapter 3 of the existing constitution, he would find that there is already a carefully laid out provision for how bills to amend the constitution may be passed.

    Why is it that this process cannot achieve the sort of changes that Maloka wants? If there is a need for wider social dialogue (there may well be), how is this to be achieved? He does not tell us.



    Read more:
    Mandela was a flawed icon. But without him South Africa would be a sadder place

    However, there is a far more fundamental objection to his call for a second republic. That is that it would call into question the very foundation of the present constitution – its statement of the principles on which the democratic state is founded: human dignity and equality; non-racialism and non-sexism; supremacy of the constitution and the rule of law; and universal suffrage. The bill of rights affirms and protects all these values.

    If Maloka wants to jettison these, he should tell us. As it is, his call for a second republic would put them up for grabs.

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

    – ref. South Africa needs a fresh start, says new book: but does the argument hold up? – https://theconversation.com/south-africa-needs-a-fresh-start-says-new-book-but-does-the-argument-hold-up-249502

    MIL OSI – Global Reports –

  • MIL-OSI Global: 23andMe is potentially selling more than just genetic data – the personal survey info it collected is just as much a privacy problem

    Source: The Conversation – USA – By Kayte Spector-Bagdady, Associate Professor of Obstetrics and Gynecology, University of Michigan

    For companies like 23andMe, consumers are as much the product as the DNA test kits. Veronika Oliinyk/iStock via Getty Images Plus

    As soon as the genetic testing company 23andMe filed for bankruptcy on March 23, 2025, concerns about what would happen to the personal information contained in its massive genetic and health information database were swift and widespread. A few days after, a U.S. judge ruled that the company could sell its consumer data as part of the bankruptcy.

    The attorneys general of several states warned their citizens to delete their genetic data. California urged its citizens to request that 23andMe delete their data and destroy their spit samples. Michigan’s attorney general released a statement warning that “23andMe collects and stores some of the most sensitive personal information, our genetic code.”

    When customers originally signed up for 23andMe, they agreed to terms and conditions and a privacy notice that allows the company to use their information for research and development as well as share their data, in aggregate, with third parties. If consumers consented to additional research, which the vast majority did, the company can additionally share their individual information with third parties. 23andMe has also been clear that if it is involved in a bankruptcy or sale of assets, consumer information might be sold or transferred.

    While 23andMe has warned customers all along about everything that is currently happening, many are still surprised and concerned.

    I’m a lawyer and bioethicist who has been studying direct-to-consumer genetic testing for almost a decade. Understanding what information 23andMe has been collecting, and how it might be used if sold or shared, can help clarify concerns for consumers.

    What is 23andMe?

    In 2007, 23andMe, named after the 23 pairs of chromosomes found in a human cell, was one of the first direct-to-consumer genetic testing companies to open in the United States. It was backed by a large investment by Google, which quickly attracted the interest of other investors, allowing 23andMe to thrive when many other direct-to-consumer genetic companies went quickly out of business.

    The direct-to-consumer business model is fairly straightforward: A consumer orders a genetic test kit online, spits into a tube that comes in the mail, returns it to the company and accesses their results in an online portal. Over 15 million consumers bought 23andMe, and the vast majority consented to its research. At its peak, the company was valued at US$6 billion.

    The fate of the trove of personal information 23andMe has gathered over the years has wide-ranging implications for consumers.

    While the market initially believed in the value of 23andMe’s business model, its stock has been in decline for years, and the company owes hundreds of millions of dollars to creditors.

    Reasons for this rapid decline include a decrease in the sale of test kits after a 2023 hack of almost 7 million people’s data, as well as a failure to profit enough from providing data access to other private sector companies. Lack of private interest in 23andMe data may be related to the fact that much of the information the company collects is self-reported, which is often considered less reliable than information written down by a doctor in a medical record.

    What kind of data does 23andMe collect?

    While the saying goes “If you’re not paying, you’re the product,” 23andMe managed to convince its consumers to both pay for AND be the product. It did this by selling genetic testing kits to consumers as well as collecting a massive amount of their valuable data.

    And 23andMe collected more than just genetic data generated from consumers’ spit. Eighty-five percent of customers consented to 23andMe research, allowing their individual-level data to be used for studies. The company then collected information from survey questions about their personal health and beyond, such as drinking habits and risk tolerance.

    This means that not only does 23andMe possess the genetic data of 15 million people, but it also possesses almost a billion additional data points associated with this genetic information. This makes the 23andMe dataset potentially very private – and very valuable.

    At first, drug companies seemed to agree. For example, in 2018, 23andMe granted pharmaceutical company GlaxoSmithKline an exclusive license to use consented customer data to develop new drugs. GlaxoSmithKline also made a $300 million equity investment in 23andMe. When 23andMe went public in 2021, its $6 billion valuation reflected the promise of this business model.

    But for over a decade, scholars, including me, have been warning that allowing 23andMe to collect and use personal data was not one that customers fully understood, or were actually comfortable with.

    What should 23andMe customers worry about?

    In response to current public concern about data privacy, 23andMe has stated that there will be no changes to how it stores and protects data during its bankruptcy proceedings. But once that stage is through, what exactly should customers worry about?

    First, law enforcement could use genetic information in civil or criminal cases. This happened in 2018, when police used the genetic testing company GEDmatch to help identify the Golden State Killer. Police pretended they were customers looking for genealogy data and sent in an old crime scene blood spot. This allowed them to connect to known suspects with blood relatives who had given their genetic information to the company as consumers. While this was in violation of GEDmatch’s own policies, the evidence was successfully used in court.

    Second, genetic information could be used to discriminate against customers if it shows that they have or are at high risk of developing a genetic disease or disorder. The federal Genetic Information Nondiscrimination Act prohibits health insurers and employers from asking about genetic information or using it to discriminate in work or health insurance decisions. It does not, however, protect against discrimination in long-term care or life insurance.

    Giving someone your genetic, medical and personal information gives them opportunities to exploit you.
    Westend61/Getty Images

    Many of the warnings from the media and attorneys general are focused on genetic information because it is unique to only one person. But direct-to-consumer genetic testing companies also retain a massive amount of personal information from the surveys consumers are asked to complete. Much of this information could be embarrassing if it were inadvertently or intentionally revealed, such as a person’s intelligence.

    In the 2025 book “Careless People,” former Meta executive Sarah Wynn-Williams reported that Facebook would use indications of self-consciousness about personal appearance, such as deleting a selfie, to promote beauty products. If companies know such intimate details about a person, they could not only be used to sell products, but also potentially manipulate them over social media or the internet in ways they do not even realize. It could be used for targeted advertising or to build algorithms that exploit a person’s vulnerabilities.

    I believe consumers are right to be worried about how their genetic data could be misused. But the survey data containing all sorts of other personal information are at least as much, if not more, of a privacy problem. This is particularly concerning if the data is pooled together with other information available on the internet, like a dating profile, to create a more detailed – and personal – picture of an individual.

    I am deleting my own 23andMe data. In the future, I would also warn consumers against freely gifting the private sector with information about their fears, hopes, limitations and successes.

    That information is valuable to more people than just you.

    Kayte Spector-Bagdady receives funding from the National Center for Advancing Transnational Sciences and the Greenwall Foundation.

    – ref. 23andMe is potentially selling more than just genetic data – the personal survey info it collected is just as much a privacy problem – https://theconversation.com/23andme-is-potentially-selling-more-than-just-genetic-data-the-personal-survey-info-it-collected-is-just-as-much-a-privacy-problem-253220

    MIL OSI – Global Reports –

  • MIL-OSI USA: U.S. uranium production in 2024 was highest in six years

    Source: US Energy Information Administration

    In-brief analysis

    April 2, 2025

    Data source: U.S. Energy Information Administration, Form EIA-851A, Domestic Uranium Production Report (Annual), and Form EIA-851Q, Domestic Uranium Production Report (Quarterly)
    Note: Data were withheld from second-quarter 2020 to second-quarter 2021. P=preliminary data; W=withheld

    Companies in the United States produced more uranium concentrate in 2024 than in any year since 2018 after a sustained period of higher uranium prices spurred production, according to our recently published Domestic Uranium Production Report—Quarterly. The increase largely came from two in-situ recovery facilities, one in Texas and one in Wyoming, and the resumption of uranium production at White Mesa Mill in Utah, the only operational uranium mill in the United States. Production in the fourth quarter of 2024 alone was higher than the total annual production for each of the years in 2019–23.

    Energy Fuels’ White Mesa Mill in Utah can produce uranium, rare earth and other minerals, and vanadium, which is used in steelmaking among other purposes. The company’s most recent annual financial disclosure documents report it expects to continue focusing on uranium in 2025.

    Uranium concentrate has commercial uses as the fuel for civilian nuclear reactors and in medical applications. Uranium concentrate must be processed in conversion and enrichment facilities before being fabricated in fuel rods or pellets at fuel fabrication plants. These fuel rods or pellets can then be loaded into civilian nuclear reactors.

    We publish estimates on the production of domestic uranium in the Domestic Uranium Production Report—Quarterly, along with the status of uranium mills, heap leach facilities, and in-situ recovery plants.

    Principal contributors: Tim Shear, M. Tyson Brown

    MIL OSI USA News –

  • MIL-OSI United Kingdom: Homes England and Octopus Real Estate launch £150 million Greener Homes Alliance phase 2

    Source: United Kingdom – Executive Government & Departments

    Press release

    Homes England and Octopus Real Estate launch £150 million Greener Homes Alliance phase 2

    The renewed alliance will reinforce a responsibility to support small and medium-sized (SME) housebuilders, while encouraging greener building practices.

    Octopus Real Estate supported by Homes England

    Homes England has joined with Octopus Real Estate, part of Octopus Investments and a leading specialist real estate investor and lender, to create the Greener Homes Alliance 2.

    The alliance will commit £150 million of funding, £42 million of which will be provided by the Agency’s Home Building Fund. This will provide small and medium-sized (SME) housebuilders with further loan finance enabling even more high-quality, energy efficient homes to be built across England.

    The first phase of the alliance launched in 2021, as part of broader efforts to expand the supply of finance available to SMEs, and funded over 550 much needed, new sustainable homes across the country. More than 40% of the homes built during phase one achieved an Energy Performance Certificate (EPC) rating of A, and 100% secured a Standard Assessment Procedure (SAP) score higher than 86, significantly higher than the UK average EPC rating of D and SAP score of 67.

    Phase one of the Greener Homes Alliance made a significant impact, with 20 loans completed totalling £150 million — an average loan size to SME developers of £7.5 million.

    Phase two of the Greener Homes Alliance will seek to support the creation of more sustainable homes by introducing 10 new criteria, 4 of which must be met for developers to benefit from a 1.25% discount on their interest rate. If 6 or more criteria are met, developers will be eligible for a 2% discount.

    The new criteria for phase 2 will include the use of modern methods of construction (MMC) in the fabric of buildings and a real living wage paid to workers on site. It will also encourage borrowers to support the Lighthouse Charity, a leader in mental health within the construction industry.

    To qualify for funding from the alliance in the first place, all schemes must deliver specific key performance indicators as a minimum. Developers must ensure that all homes built are fossil fuel free and have an average SAP score of 85 or above.

    Marcus Ralling, Chief Investment Officer at Homes England said:

    Small and medium housebuilders play a vital and essential role in driving the delivery of much needed, new and sustainable homes.

    This extended Alliance is an excellent example of how we are working with partners like Octopus Real Estate to support the SME housebuilders that are crucial to building a diverse and resilient housing sector.

    Andy Scott, Co-Head of Debt, Octopus Real Estate, added:

    We are extremely proud of the impact our Greener Homes Alliance initiative has had when it comes to supporting developers looking to make greener decisions for their projects, and we’ve spent a lot of time working out the new criteria with Homes England to make sure the next phase is as impactful as possible.

    At Octopus, our mission is to reimagine real estate through the delivery of high-quality, sustainable places for people to live that are fit for the future and address societal needs such as fuel poverty. Working with esteemed government agencies to enact real change for the developers who have the expertise and capability to deliver such homes is a huge part of this.

    ENDS

    Notes to editors

    An Energy Performance Certificate (EPC) tells you how energy efficient a property is, giving a property an energy efficiency rating from A (best) to G (worst) that is valid for 10 years. An EPC contains information about a property’s energy use and typical energy costs and steps to improve a property’s energy efficiency.

    The Standard Assessment Procedure (SAP) for the energy rating of dwellings) is the methodology currently used by the government to estimate the energy performance of homes. A SAP score provides a rating between 1 and 100, this range is then divided into categories A (best) to G (worst).

    The new criteria introduced for phase two will include:

    • An average SAP score of 92+ (EPC A)

    • More than 90% of waste from the site avoids landfill

    • Biodiversity Net Gain of over 20%

    • More than 50% of new homes will be Zero Bills ready

    • Regeneration of a brownfield site

    • Potable water usage reduced to less than 110 litres per person per day

    • Use of Modern Methods of Construction (MMC) in the fabric of the building

    • The Real Living Wage must be paid to all workers on site

    • The borrower to support Lighthouse Charity, a leader in mental health within the construction industry

    • More than 25% of units to be affordable built on-site, or in line with local social housing plans

    All schemes must also deliver the following KPIs as a minimum:

    • All homes to be fossil fuel free

    • Every scheme to have average SAP score of 85+

    About Homes England 

    We are the government’s housing and regeneration Agency, and we’re here to drive the creation of more affordable, quality homes and thriving places so that everyone has a place to live and grow.  

    We make this happen by working in partnership with thousands of organisations of all sizes, using our powers, expertise, land, capital and influence to bring investment to communities and get more quality homes built. 

    Learn more about us: https://www.gov.uk/government/organisations/homes-england/about

    Press Office contact details 

    Email: media@homesengland.gov.uk 

    Phone: 0207 874 8262 

    About Octopus Real Estate

    Octopus Real Estate, part of Octopus Investments, is a specialist real estate investor and lender delivering quality, sustainable places to live for every stage of life. Through our role as an investor, lender, and landlord, we fund the entire lifecycle of real estate ─ reimagining its future.

    We have more than £3.7 billion in real estate assets and secured lending, working with our partners to deliver greener homes for people to buy or rent, increase the supply of genuinely affordable housing, and build communities that meet the aspirations of elderly people. We also transform underused land and properties that require regeneration and redevelopment.

    We believe that real, lasting change can only be achieved if businesses invest in the right way. We work with people who share our values and take our responsibilities to the communities we serve seriously. Together, we’re harnessing change to build a better tomorrow.

    About Lighthouse

    The Lighthouse Construction Industry Charity is the only charity that provides emotional, physical and financial wellbeing support to the construction community and their families.

    Our mission is to ensure that our construction community can easily access the emotional, physical and financial wellbeing support they need and to develop healthy and sustainable futures for this generation and the next.

    Updates to this page

    Published 2 April 2025

    MIL OSI United Kingdom –