Category: Economy

  • G20 finance chiefs meet under tariff cloud in South Africa

    Source: Government of India

    Source: Government of India (4)

    South Africa urged G20 countries to provide global and cooperative leadership to tackle challenges including rising trade barriers as the club’s finance chiefs met on Thursday under the shadow of President Donald Trump’s tariff threats.

    The G20, which emerged as a forum for cooperation to combat the 2008 global financial crisis, has for years been hobbled by disputes among key players that have been exacerbated by Russia’s war in Ukraine and Western sanctions on Moscow.

    Host South Africa, under its presidency’s motto “Solidarity, Equality, Sustainability”, has aimed to promote an African agenda, with topics including the high cost of capital and funding for climate change action.

    In opening remarks, South Africa’s Finance Minister Enoch Godongwana said the G20 must provide strategic global leadership, cooperation and action in the face of complex challenges.

    “Many developing countries especially in Africa remain burdened by high and rising debt vulnerabilities, constrained fiscal space and high cost of capital that limits their ability to invest in their people and their futures,” he said.

    “The need for bold cooperative leadership has never been greater.”

    Questions, however, are lingering over the ability of the finance chiefs and central bankers meeting in the coastal city of Durban to tackle those issues and others together. The G20 aims to coordinate policies, but its agreements are non-binding.

    U.S. Treasury Secretary Scott Bessent will not attend the two-day meeting, his second absence from a G20 event in South Africa this year.

    Bessent also skipped February’s Cape Town gathering, where several officials from China, Japan and Canada were also absent, even though Washington is due to assume the G20 rotating presidency at the end of the year.

    Michael Kaplan, acting undersecretary for international affairs, will represent the United States at the meetings.

    A G20 delegate, who asked not to be named, said Bessent’s absence was not ideal but that the U.S. was engaging in discussions on trade, the global economy and climate language.

    Finance ministers from India, France and Russia are also set to miss the Durban meeting.

    South Africa’s central bank governor Lesetja Kganyago said that representation was what mattered most.

    “What matters is, is there somebody with a mandate sitting behind the flag and are all countries represented with somebody sitting behind the flag?” Kganyago told Reuters.

    U.S. officials have said little publicly about their plans for the presidency next year, but one source familiar with them said Washington would reduce the number of non-financial working groups and streamline the summit schedule.

    Brad Setser, a former U.S. official now at the Council on Foreign Relations, said he expected it to be “kind of a scaled-back G20 with less expectation of substantive outcomes.”

    TARIFF SHADOW

    Trump’s tariff policies have torn up the global trade rule book. With baseline levies of 10% on all U.S. imports and targeted rates as high as 50% on steel and aluminium, 25% on autos and potential levies on pharmaceuticals, extra tariffs on more than 20 countries are slated to take effect on August 1.

    His threat to impose further 10% tariffs on BRICS nations — of which eight are G20 members — has raised fears of fragmentation within global forums.

    German Finance Minister Lars Klingbeil said in Durban on Thursday that Europe was engaged in constructive talks with the U.S. on tariffs but was prepared to take countermeasures if necessary.

    He also said Germany and Europe must demonstrate they are safe destinations for investment.

    South Africa’s Treasury Director General Duncan Pieterse said the group hoped to issue the first communique under the South African G20 presidency by the end of the meetings.

    The G20 was last able to collectively issue a communique in July of 2024, mutually agreeing on the need to resist protectionism but making no mention of Russia’s invasion of Ukraine.

    (Reuters)

     

  • Future in motion: India’s new dawn, powered by a new generation

    Source: Government of India

    Source: Government of India (2)

    ndia’s growth story is a story of youthful ascent. The country’s demographic dividend is at the core of the fastest-growing major economy in the world. It is expected to play a significant role in India’s promising economic future, when the global economy is projected to slow down. The world’s most populous nation, India is also the youngest among the major economies, with a median age of around 28 years.

    A McKinsey assessment, published in July 2024, puts the median age of the population in India at 27.6 years, a full decade younger than the citizens of most other major economies. Apart from contributing to increased productivity, the demographic dividend has the potential to transform the growth story on a positive social scale. If the nation’s productivity is harnessed well with the demographic advantage it has, and the working-age population base is properly skilled and productively employed, millions could be lifted not only above the poverty line but also be economically empowered.

    “In India, as with other G-20 economies, economic growth and business innovations will be critical to future economic inclusion; in fact, these levers could erase more than 90 percent of the empowerment gap. To put that in human terms, accelerated economic growth and business-led innovation alone could lift about 700 million people above the threshold by 2030,” says the report.

    What is the line of economic empowerment? As defined by the McKinsey Global Institute, being economically empowered means having a decent economic condition that affords a nutritious meal, good education and healthcare, a house that is owned with water and sanitation, and access to energy sources such as a power connection and means of transportation.

    Being economically empowered means having the value addition that life needs, going beyond the economic inclusion threshold. With a minimum of $12 per day in PPP terms, a person, after fulfilling their needs to sustain a good lifestyle, can also save money, meaning they are a level above the risk of falling into the poverty cycle again. The report said that globally there were 4.7 billion people (or 60% of the world’s population) not economically empowered as per this benchmark.

    Harnessing the demographic dividend is a calculated task, demanding sustained investment in education and the promotion of industrial collaboration, together with a thriving skilling system. The foundational ingredients of this requirement prime the nation for an era of unprecedented human-led growth.

    According to the Ministry of Skill Development and Entrepreneurship, 65% of India’s population is under 35 years of age, and the country has seen a significant positive change in the last decade in the headcount ratio available for employability. Before 2014, the country had 33.9% employable final- or pre-final-year students. This increased by over 17% to 51.3% in 2024.

    The current government in the country is focused on harnessing this demographic dividend, creating a pool of skilled and talented youth to support its national and industrial growth on India’s journey of outstanding economic growth.

    With an aim to become a developed country by 2047, the 100th year of its independence, with an economy crossing the $30 trillion mark in real GDP terms, the focus is on creating millions of trained and skilled youth ready for different industrial sectors. Many flagship training initiatives have been launched for this, including the Pradhan Mantri Kaushal Vikas Yojana (PMKVY) scheme, Jan Shikshan Sansthan (JSS), and National Apprenticeship Promotion Scheme (NAPS), under the Skill India Mission (SIM), creating millions of trained and skilled youth so far.

    To put it in absolute numbers, over 60 million Indians have been empowered through various government initiatives, says data from the Ministry of Skill Development and Entrepreneurship, the Government of India. PMKVY has trained over 16 million youth across different sectors including advanced emerging training fields like AI, Robotics, and IoT. Last year, in October, another flagship scheme was launched, known as the Prime Minister’s Internship Scheme (PMIS). Under the scheme, one crore youth will be given paid internships of 12 months in India’s top 500 companies over five years.

    Also, a young population base as the core of economic growth will have a dual advantage. An assessment published by EY in April 2023 on India’s demographic dividend deciphers this potential advantage. A young population base means more hands to be trained and skilled. A young population base also means a more consumption-based headcount, a factor that is good for markets and the overall economy. Consumption grows. Economy grows.

    By 2030, India’s working-age population, among the major economies, will be the highest in the world, at 68.9% of its total population say the assessment. The country, then, will have 1.04 billion working-age people. It is, and will remain, the largest provider of human resources in the world, with the largest pool of STEM graduates (STEM: science, technology, engineering and mathematics), says the assessment. And it is an ever-widening pool, with an average annual addition of 2.14 million STEM graduates. India is also the country with the largest number of female STEM graduates. Earlier, the Western world dominated in having STEM graduates. Now it is the turn of emerging economies led by India.

    WorldSkills International, a Netherlands-based not-for-profit organisation with 80 member countries, conducts the WorldSkills Competition every two years with participants under the age of 23. It is the largest skill competition in the world.

    Over 50 skills under six sectors are the main focus areas – construction and building technology, transportation and logistics, manufacturing and engineering technology, information and communication technology, creative arts and fashion, and social and personal services. The outcome of the competition tests vocational excellence and sets a benchmark for high performance, and India’s position has seen a consistent improvement in its overall score tally on the overall points scorecard, from 16th in 2013 to fifth in 2024.

    The roadmap to the $30 trillion target runs directly through India’s burgeoning urban centres. The 2024-25 annual report from the NITI Aayog notes that cities already function as the nation’s primary economic engines, generating between 70% and 80% of the entire national output. Cities are hubs of industrial clusters, housing small-, medium- and large-sized industries, run by manpower engaged directly and indirectly.

    To further amplify this growth tool, or “making city regions growth hubs that can unlock their full potential” as the annual report says, the government launched the Growth Hub (G-Hub) initiative in 2023. “The Growth Hub (G-Hub) initiative aims to redefine urban planning for liveability and sustainability with pilot projects launched in Surat, Mumbai, Varanasi, and Visakhapatnam and blueprints approved for Surat and Mumbai,” the annual report adds. An increase in productivity means more skilled hands at work.

    As one of the most important tools to drive India’s growth, the pool of the country’s skilled youth completes the growth curve of its resilient economy, solid macroeconomic fundamentals, and vast domestic market. While external shocks will inevitably arise, the direction of the journey points firmly upward.

  • MIL-OSI United Nations: El Salvador: Community-led mangrove restoration through Green Life Insurance

    Source: UNISDR Disaster Risk Reduction

    This case study was collected through a Call for Good Practices on Reducing Risk across SDG Transitions, launched by the UNDRR Focal Points Group in 2024.

    SDGs addressed: 13 | 14 | 15 | 8 | 5 | 10

    Coastal Barra de Santiago has lost 60 % of its mangroves in 50 years. The Green Life Insurance initiative, driven by Davivienda Seguros and the ARISE leader FUNDEMAS, channels part of each policy premium into community restoration. With technical support from GIZ and permits from the Ministry of Environment & Natural Resources (MARN), residents-led by the women’s association AMBAS-have restored 8 ha and planted 26 200 mangroves, sequestering 1 892 t CO₂ and improving habitat across the 11 500-ha Ramsar site.

    Innovation & Success Factors

    • Finance-nature link – insurance premiums fund measurable ecological gains.
    • Women-centred governance empowers AMBAS (60 % female workforce) and secures local buy-in.
    • Outcome-based payments tie funding to survival rates and canopy growth.

    Key impacts

    • Disaster-risk reduction – mangroves buffer storm surge, erosion and flooding.
    • Livelihoods – 70 families receive paid restoration work and nursery jobs.
    • Carbon storage – 1 892 t CO₂ captured.
    • Biodiversity – habitat revived for fish, birds and turtles; fish stocks rising.
    • Replication pipeline – plan to restore 10 ha more and replicate model in Honduras & Costa Rica.

    Lessons learned for replication or adaptation

    1. Community ownership sustains effort; locals plan, plant and monitor.
    2. Tying finance to ecological metrics secures long-term funding.
    3. Public-private-community governance speeds permits and aligns incentives.
    4. Gender focus increases impact and ensures broad social acceptance.
    5. Baseline & monitoring data from GIZ proved vital for adaptive management.

    Other resources / Explore further

    Organisations involved

    • Private sector: Davivienda Seguros (insurer & funder)
    • UN system: UNDRR via ARISE Private Sector Alliance
    • National NGO: FUNDEMAS (ARISE El Salvador leader)
    • Government: Ministry of Environment & Natural Resources (permits)
    • Technical partner: GIZ (capacity-building, biodiversity monitoring)
    • Community group: Asociación de Mujeres de la Barra de Santiago (AMBAS)

    MIL OSI United Nations News

  • MIL-OSI United Nations: Micronesia: Regional collaboration strengthens SIDS disaster-risk resilience

    Source: UNISDR Disaster Risk Reduction

    This case study was collected through a Call for Good Practices on Reducing Risk across SDG Transitions, launched by the UNDRR Focal Points Group in 2024.

    SDGs addressed: 8 | 13

    The North-Pacific Small Island Developing States (SIDS) – Palau, the Federated States of Micronesia (FSM), the Marshall Islands, Nauru and Kiribati – share high climate- and disaster-risk exposure but limited technical capacity. After the UN Multi-Country Office for Micronesia (UN MCO) opened in 2021, UNDRR, UNDP and UN MCO initiated the first regional DRR technical-assistance programme covering all five countries. Using participatory workshops, qualitative risk mapping and a shared governance framework, the programme blended traditional ecological knowledge (e.g. mangrove planting, raised housing) with modern methods, aligning with Sendai Framework Priorities 1 & 2.

    Innovation & Success Factors

    • Multi-country strategy enabled peer learning, reduced redundancy and built shared accountability.
    • Community-centric design combined indigenous knowledge with scientific analysis, increasing cultural relevance and buy-in.
    • Innovative finance dialogue with entities such as the Global Green Growth Institute laid the groundwork for sustainable phase-two funding.

    Key impacts

    • Regional DRR framework adopted; inter-island steering group meets twice yearly.
    • Capacity built – 60+ officials trained in risk assessment, contingency planning and early-warning design.
    • Knowledge exchange – traditional practices documented and paired with hazard mapping for all five SIDS.
    • Cost efficiency – pooled workshops, procurement and M&E lowered travel and admin costs.
    • Financing pathway – engagement begun with the Pacific Resilience Facility and other donors for phase II.

    Lessons learned for replication or adaptation

    1. Regional collaboration magnifies UN technical support through mutual learning and lower overheads.
    2. Integrating traditional knowledge with modern tools strengthens community acceptance and policy relevance.
    3. Sustainable finance is essential; strong institutional links and human-resource development underpin long-term resilience.
    4. A regional lens fosters constructive peer pressure, accelerating national DRR commitments.

    Other resources / Explore further

    Organisations involved

    • UN entities: UNDRR; UNDP; UN Multi-Country Office for Micronesia (UN MCO)
    • Regional bodies: Secretariat of the Pacific Regional Environment Programme (SPREP); Pacific Community (SPC); Pacific Resilience Facility (PRF)
    • National agencies: Palau NEMO; FSM DECEM; Marshall Islands Office of the Minister in Assistance to the President for Environment; Nauru Ministry of National Emergency Services; Kiribati line ministries
    • Technical partner: Asian Disaster Preparedness Center (ADPC)
    • Development partners: Governments of Australia, Ireland and Japan; Global Green Growth Institute (prospective phase II finance)

    MIL OSI United Nations News

  • MIL-OSI United Nations: Costa Rica: Multi-hazard probabilistic risk assessment for resilience

    Source: UNISDR Disaster Risk Reduction

    This case study was collected through a Call for Good Practices on Reducing Risk across SDG Transitions, launched by the UN DRR Focal Points Group in 2024.

    SDGs addressed: 2 | 4 | 6

    Costa Rica is exposed to earthquakes, floods, hurricanes and landslides. Historically, risk studies focused on direct physical losses, leaving indirect economic impacts invisible. In 2022-23 the National Commission for Emergencies (CNE), UNDRR and technical contractor ERN International completed an 18-month probabilistic, multi-hazard risk assessment-the first of its kind at national scale in the region. Through multi-sector data sharing and stakeholder workshops, the project produced validated loss curves for infrastructure, housing, water and sanitation, capturing supply-chain and public-service disruptions. The results now inform resilient-investment decisions and new disaster-risk-financing instruments.

    Innovation & Success Factors

    • Indirect-loss modelling revealed macro-economic ripple effects previously overlooked.
    • Peril-agnostic methodology-the same framework can add hurricanes or landslides when data mature.
    • Risk-literacy workshops turned complex outputs into decision-ready information for ministries and insurers.

    Key impacts

    • Authoritative national loss curves for earthquakes & floods (direct + indirect).
    • Financial innovation – data underpin risk-transfer tools (e.g., catastrophe bonds, Global Shield discussions).
    • Policy leverage – evidence feeds new regulations for resilient infrastructure and DRR financing.
    • Capacity built – 80+ officials, academics and private-sector actors trained in probabilistic analysis.
    • Replication path – same arithmetic can down-scale to provincial level, subject to data availability.

    Lessons learned for replication or adaptation

    1. Include indirect impacts to expose hidden vulnerabilities.
    2. Organised national datasets accelerate modelling.
    3. Embed capacity-building for sustained use and updates.
    4. Engage finance stakeholders early so risk data translate into investment criteria.
    5. Start with high-impact hazards, expand incrementally as data improve.

    Organisations involved

    • Lead UN entity: UNDRR
    • National lead: National Commission for Emergencies (CNE)
    • Technical partner: ERN International
    • Advisory group: RSTAG members in Costa Rica

    MIL OSI United Nations News

  • MIL-OSI United Nations: Programme management officer

    Source: UNISDR Disaster Risk Reduction

    Org. Setting and Reporting

    Created in December 1999, the United Nations Office for Disaster Risk Reduction (UNDRR) is the designated focal point in the United Nations system for the coordination of efforts to reduce disasters and to ensure synergies among the disaster reduction activities of the United Nations and regional organizations and activities in both developed and less developed countries. Led by the United Nations Special Representative of the Secretary-General for Disaster Risk Reduction (SRSG), UNDRR has over 140 staff located in its headquarters in Geneva, Switzerland, and in regional offices. Specifically, UNDRR guides, monitors, analyses and reports on progress in the implementation of the Sendai Framework for Disaster Risk Reduction 2015-2030, supports regional and national implementation of the Framework and catalyzes action and increases global awareness to reduce disaster risk working with UN Member States and a broad range of partners and stakeholders, including civil society, the private sector, parliamentarians and the science and technology community.

    This position is located in the UNDRR Office in Bonn, Germany. The Programme Officer will report to the Head of the UNDRR Bonn Office under the overall guidance of the Chief, Risk Knowledge, Monitoring and Capacity-Development Branch.

    Responsibilities

    Within delegated authority, the incumbent will be responsible for the following duties: – 

    • Develops, implements and evaluates assigned systems programmes/projects of significant importance for the Department; monitors and analyses programme/project development and implementation; reviews relevant documents and reports; identifies problems and issues to be addressed and initiates corrective actions; liaises with relevant parties; ensures follow-up actions. In particular, oversees and supports the management and updating of the online monitoring system to track progress in the implementation of the Sendai Framework for Disaster Risk Reduction. Tracks and monitors project progress against plan, requirements, quality measures, standard processes; liaises with users on all aspects and during all phases.
    • Provides expert advice on complex systems analysis and design; identifies the need for new systems (or modifications to existing systems) or responds to requests from users; develops plans for feasibility assessment, requirements specification, design, development and implementation, including project plans, schedules, time and cost estimates, metrics and performance measures. –
    • Provides expert advice and coordinates the roll-out of the Disaster Tracking System in all Member States, liaising with the concerned regional offices. Keeps abreast of developments in the field and determines the need for testing and evaluating new products and technologies. –
    • Leads and coordinates the official reporting on Sendai Framework and SDGs, among others, and organizes and prepares written outputs, e.g. draft background papers, analysis, sections of reports and studies, inputs to publications, technical reports, including advance analytics using AI-based tools.
    • Develops, implements and monitors application of standards and guidelines. Oversees the preparation of technical and user documentation for systems; prepares training materials and detailed technical presentations including technical guidelines to support the reporting against the indicators to assess progress towards the targets of Sendai Framework, as recommended by the open-ended intergovernmental expert working group on indicators and terminology. Works in close collaboration with the UNDRR Global Education and Training Institute (GETI) in Incheon and contributes to the development of training modules on Sendai Framework Monitoring Process. Collaborates and coordinates closely with UNDRR Regional Offices in support of strengthening the capacity of Member States to use the online Sendai Framework Monitoring system and their ability to report against the indicators. –
    • Provides substantive backstopping to consultative and other meetings, conferences, etc., to include proposing agenda topics, identifying participants, preparation of documents and presentations, etc. –
    • Participates in planning and preparation of the budget, work program and spending plan of the Section and of the Branch. Contributes to activities related to budget funding (programme/project preparation and submissions, progress reports, financial statements, etc.) and prepares related documents/reports (pledging, work programme, programme budget, etc.). Develops cost proposals for contractual services, oversees the technical evaluation of proposals received and manages the contract service. Provides professional leadership and work direction to assigned project team, and/or mentor and supervises the work of new/junior officers, contract staff, etc. – Performs other duties as required.

    Competencies

    Professionalism: Knowledge and understanding of theories, concepts and approaches relevant to particular sector, functional area or other specialized field. Ability to identify issues, analyze and participate in the resolution of issues/problems. Ability to conduct data collection using various methods. Conceptual analytical and evaluative skills to conduct independent research and analysis, including familiarity with and experience in the use of various research sources, including electronic sources on the internet, intranet and other databases. Ability to apply judgment in the context of assignments given, plan own work and manage conflicting priorities. Shows pride in work and in achievements; demonstrates professional competence and mastery of subject matter; is conscientious and efficient in meeting commitments, observing deadlines and achieving results; is motivated by professional rather than personal concerns; shows persistence when faced with difficult problems or challenges; remains calm in stressful situations. Takes responsibility for incorporating gender perspectives and ensuring the equal participation of women and men in all areas of work. Planning & Organizing: Develops clear goals that are consistent with agreed strategies; identifies priority activities and assignments; adjusts priorities as required; allocates appropriate amount of time and resources for completing work; foresees risks and allows for contingencies when planning; monitors and adjusts plans and actions as necessary; uses time efficiently. 

    Accountability: Takes ownership of all responsibilities and honours commitments; delivers outputs for which one has responsibility within prescribed time, cost and quality standards; operates in compliance with organizational regulations and rules; supports subordinates, provides oversight and takes responsibility for delegated assignments; takes personal responsibility for his/her own shortcomings and those of the work unit, where applicable. 

    Client Orientation: Considers all those to whom services are provided to be “clients” and seeks to see things from clients’ point of view; establishes and maintains productive partnerships with clients by gaining their trust and respect; identifies clients’ needs and matches them to appropriate solutions; monitors ongoing developments inside and outside the clients’ environment to keep informed and anticipate problems; keeps clients informed of progress or setbacks in projects; meets timeline for delivery of products or services to client.

    Education

    An advanced university degree (Master’s degree or equivalent degree) in social sciences, management, economics, statistics or a related field is required. A first-level degree in combination with two additional years of qualifying experience may be accepted in lieu of the advanced degree.

    Work experience

    • A minimum of seven years of progressively responsible experience in project planning, implementation and monitoring or a related area is required.
    • Experience in disaster risk assessment and monitoring, and disaster risk reduction is required.
    • Experience in data management and statistics is desirable.

    Languages

    English and French are the working languages of the United Nations Secretariat. For the position advertised, fluency in English is required. Knowledge of French is desirable. Knowledge of another UN official language is desirable.

    Assessment

    Evaluation of qualified candidates may include an assessment exercise which will be followed by a competency-based interview.

    Special notice

    The appointment or assignment and renewal thereof are subject to the availability of the post or funds, budgetary approval or extension of the mandate. At the United Nations, the paramount consideration in the recruitment and employment of staff is the necessity of securing the highest standards of efficiency, competence and integrity, with due regard to geographic diversity. All employment decisions are made on the basis of qualifications and organizational needs. The United Nations is committed to creating a diverse and inclusive environment of mutual respect. The United Nations recruits and employs staff regardless of gender identity, sexual orientation, race, religious, cultural and ethnic backgrounds or disabilities. Reasonable accommodation for applicants with disabilities may be provided to support participation in the recruitment process when requested and indicated in the application. The United Nations Secretariat is committed to achieving 50/50 gender balance and geographical diversity in its staff. Female candidates are strongly encouraged to apply for this position. In line with the overall United Nations policy, the UN Office for Disaster Risk Reduction encourages a positive workplace culture which embraces inclusivity and leverages diversity within its workforce. Measures are applied to enable all staff members to contribute equally and fully to the work and development of the organization, including flexible working arrangements, family-friendly policies and standards of conduct. Individual contractors and consultants who have worked within the UN Secretariat in the last six months, irrespective of the administering entity, are ineligible to apply for professional and higher, temporary or fixed-term positions and their applications will not be considered.

    United Nations Considerations

    According to article 101, paragraph 3, of the Charter of the United Nations, the paramount consideration in the employment of the staff is the necessity of securing the highest standards of efficiency, competence, and integrity. Candidates will not be considered for employment with the United Nations if they have committed violations of international human rights law, violations of international humanitarian law, sexual exploitation, sexual abuse, or sexual harassment, or if there are reasonable grounds to believe that they have been involved in the commission of any of these acts. The term “sexual exploitation” means any actual or attempted abuse of a position of vulnerability, differential power, or trust, for sexual purposes, including, but not limited to, profiting monetarily, socially or politically from the sexual exploitation of another. The term “sexual abuse” means the actual or threatened physical intrusion of a sexual nature, whether by force or under unequal or coercive conditions. The term “sexual harassment” means any unwelcome conduct of a sexual nature that might reasonably be expected or be perceived to cause offence or humiliation, when such conduct interferes with work, is made a condition of employment or creates an intimidating, hostile or offensive work environment, and when the gravity of the conduct warrants the termination of the perpetrator’s working relationship. Candidates who have committed crimes other than minor traffic offences may not be considered for employment. Due regard will be paid to the importance of recruiting the staff on as wide a geographical basis as possible. The United Nations places no restrictions on the eligibility of men and women to participate in any capacity and under conditions of equality in its principal and subsidiary organs. The United Nations Secretariat is a non-smoking environment. Reasonable accommodation may be provided to applicants with disabilities upon request, to support their participation in the recruitment process. The paramount consideration in the appointment, transfer, or promotion of staff shall be the necessity of securing the highest standards of efficiency, competence, and integrity. By accepting an offer of appointment, United Nations staff members are subject to the authority of the Secretary-General and assignment by him or her to any activities or offices of the United Nations in accordance with staff regulation 1.2 (c). In this context, all internationally recruited staff members shall be required to move periodically to discharge new functions within or across duty stations under conditions established by the Secretary-General. Applicants are urged to follow carefully all instructions available in the online recruitment platform, inspira. For more detailed guidance, applicants may refer to the Manual for the Applicant, which can be accessed by clicking on “Manuals” hyper-link on the upper right side of the inspira account-holder homepage. The evaluation of applicants will be conducted on the basis of the information submitted in the application according to the evaluation criteria of the job opening and the applicable internal legislations of the United Nations including the Charter of the United Nations, resolutions of the General Assembly, the Staff Regulations and Rules, administrative issuances and guidelines. Applicants must provide complete and accurate information pertaining to their personal profile and qualifications according to the instructions provided in inspira to be considered for the current job opening. No amendment, addition, deletion, revision or modification shall be made to applications that have been submitted. Candidates under serious consideration for selection will be subject to reference checks to verify the information provided in the application. Job openings advertised on the Careers Portal will be removed at 11:59 p.m. (New York time) on the deadline date.

    No Fee

    THE UNITED NATIONS DOES NOT CHARGE A FEE AT ANY STAGE OF THE RECRUITMENT PROCESS (APPLICATION, INTERVIEW MEETING, PROCESSING, OR TRAINING). THE UNITED NATIONS DOES NOT CONCERN ITSELF WITH INFORMATION ON APPLICANTS’ BANK ACCOUNTS.

    MIL OSI United Nations News

  • MIL-OSI United Nations: Country Engagement Specialist & Regional Coordinator for Eastern Europe, Santiago network

    Source: UNISDR Disaster Risk Reduction

    Background information – job-specific

    Santiago network The Santiago network was established in December 2019 at COP25, as part of the Warsaw International Mechanism, for averting, minimizing and addressing loss and damage associated with the adverse effects of climate change, to catalyze the technical assistance of relevant organizations, bodies, networks and experts, for the implementation of suitable relevant approaches at the local, national and regional level, in developing countries that are particularly vulnerable to the adverse effects of climate change. (decision 2/CMA.2, para 43, noted by 2/CP.25).

    The Parties to the UN Framework Convention on Climate Change Convention and the Paris Agreement subsequently decided on the functions of the Santiago network at COP26 and on the institutional arrangements to enable its full operationalization. Parties agreed the structure would comprise:

    A hosted Secretariat that will facilitate its work, to be known as the Santiago network Secretariat; An Advisory Board, to provide guidance and oversight to the Santiago network Secretariat on the effective implementation of the functions of the network; and A network of organizations, bodies, networks and experts (OBNEs) covering a wide range of topics relevant to averting, minimizing and addressing loss and damage.

    At COP28 in 2023, Parties selected the consortium of UNOPS and the United Nations Office for Disaster Risk Reduction (UNDRR) as co-hosts of the Santiago network Secretariat for an initial term of five years, with five-year renewal periods.

    While UNOPS provides the necessary administrative and operational support for the effective functioning of the Secretariat, UNDRR provides the Secretariat with technical backstopping and expertise in the domain of averting, minimizing and addressing loss and damage consistent with the guidelines for preventing potential and addressing actual and perceived conflicts of interest in relation to the Santiago network.

    Relevant COP/CMA decisions on the Santiago network can be consulted here. Documents and reports from meetings of the Santiago network Advisory Board are available here.

    The United Nations Office for Project Services (UNOPS) is an operational arm of the United Nations, supporting the successful implementation of its partners’ peacebuilding, humanitarian and development projects around the world. Mandated as a central resource of the United Nations, UNOPS provides sustainable project management, procurement and infrastructure services to a wide range of governments, donors and United Nations organisations. With over 6,000 personnel spread across 80 countries, UNOPS offers its partners the logistical, technical and management knowledge they need, where they need it. By implementing around 1,000 projects for our partners at any given time, UNOPS makes significant contributions to results on the ground, often in the most challenging environments.

    Country Engagement Specialist and Regional Coordinator for Eastern Europe, Santiago network Under the overall guidance and supervision of the Director, and in close coordination with the Senior Programme Manager and the OBNE Engagement Specialist, the Country Engagement Specialist and Regional Coordinator for Eastern Europe is responsible for managing the central operations of the technical assistance request process, supporting the coordination of global and regional operations, and driving the provision of catalyzed technical assistance in Eastern Europe, ensuring effective and timely delivery. This includes establishing and executing processes for the implementation of the steps of the technical assistance request workflow, working closely with Regional Coordinators, Desk Officers and designated contact points; and leading the technical assistance work of the Santiago network Secretariat in Eastern Europe. The role will collaborate with the OBNE and Member Engagement Specialist in the planning, implementing, and reporting on membership activities in Eastern Europe. This role requires strong coordination, communication, and technical skills relevant to the delivery of the role’s functions.

    Functional responsibilities

    1. Setting up processes and systems
    2. Catalyzing technical assistance/Management of OBNEs
    3. Programme implementation and monitoring
    4. Partner and stakeholder engagement
    5. Knowledge management and innovation
    6. Corporate functions and team building

    1. Setting up processes and systems 

    • Establish and manage processes and systems to ensure the application of the Santiago network’s operative guidelines across the technical assistance workflow, from preparation to knowledge sharing.
    • Support the creation of an enabling environment for demand-driven technical assistance, including support in identifying needs and in preparing requests for technical assistance.

    2. Catalyzing technical assistance/Management of OBNEs

    • Lead the implementation of the Santiago network’s technical assistance workflow in Eastern Europe, from preparation and submission to delivery, monitoring and experience sharing.
    • Collaborate with the OBNE and Member Engagement Specialist in the planning and implementation of membership activities in Eastern Europe.
    • Coordinate the implementation of centrally managed processes for responding to technical assistance requests, including the issuance and management of responses to calls for proposals, in coordination with Regional Coordinators.
    • Support the Senior Programme Manager in coordinating regional operations, ensuring quality control and consistent service standards.
    • Coordinate engagement with national liaisons to the Santiago network Secretariat across regions, in collaboration with Regional Coordinators.
    • Manage the technical assistance review process in coordination with regional functions, aimed at connecting those seeking technical assistance with best-suited Members and OBNEs.

    3. Programme implementation and monitoring

    • Coordinate the implementation of the monitoring, evaluation and learning framework at a portfolio level, in coordination with regional operations, ensuring their effectiveness against expected outcomes.
    • Collaborate with the Programme Support and Operations Manager to ensure the timely management of fund disbursement for technical assistance provided to proponents.
    • Identify, assess and manage risks and issues that may impact the effective delivery of technical assistance, including by maintaining a risk register and coordinating mitigation measures.
    • Coordinate the preparation of reports of Santiago network overall operations, including regular reporting to the Advisory Board and inputs to the Annual Report to the governing body or bodies.

    4. Partner and stakeholder engagement

    • Coordinate the implementation of partnership strategies in collaboration with regional roles, providing a consistent approach to partner and stakeholder engagement across regions.
    • Develop strategies for engaging and maintaining partnerships in Eastern Europe, including collaborative projects, joint events, and resource sharing.
    • Establish communication channels and platforms for effective networking and information exchange among Members in Eastern Europe.
    • Participate in regional fora and high-level meetings contributing to the positioning of the Santiago network in the loss and damage and climate action ecosystem.

    5. Knowledge management and innovation

    • Contribute to the development, provision and dissemination of knowledge and information on topics relevant to technical assistance for loss and damage.
    • Facilitate the dissemination of good practices, case studies, and other relevant information to support the catalyzation and delivery of technical assistance.
    • Support knowledge management, outreach, and communication activities related to technical assistance, in collaboration with relevant colleagues and partners, including the WIM ExCom.
    • Contribute to the Santiago network’s learning function, including the establishment of feedback loops to inform continuous improvement.

    6. Corporate functions and team building

    • Uphold and model team values, fostering a respectful, inclusive, and collaborative work environment that supports collective success and individual well-being.
    • Contribute to the development and implementation of the Santiago network’s strategic, policy, and operational frameworks, ensuring alignment with its mandate and evolving needs.
    • Support the organization and delivery of Advisory Board meetings and intersessional work, including the preparation of background documents, reports, and other relevant materials, as well as coordination of related functions.
    • Represent the Santiago network in international fora and technical meetings, contributing to advance the delivery of its mandate and objectives.
    • Others, as required by the supervisor.

    Education/Experience/Language requirements

    Education 

    • An advanced university degree (Masters or equivalent), preferably in development studies, international relations, political science, environmental sciences and climate change, economics, social sciences, or related areas, is required.
    • A first-level university degree in combination with two (2) additional years of qualifying experience may be accepted in lieu of an advanced university degree.

    Experience 

    • A minimum of seven (7) years of relevant experience in programme management in the areas of development, loss and damage, disaster risk reduction, climate change adaptation, or related climate change processes is required.
    • Demonstrated experience in work across regions is required.
    • Demonstrated experience in Eastern Europe is desirable.
    • Familiarity with UNFCCC processes and the loss and damage agenda is highly desirable.

    Language 

    • Fluency in oral and written English is required.
    • Knowledge of another UN official language is an advantage.

    Contract type, level and duration

    Contract type: Staff – FTA Contract level: P4 (ICS-11) Contract duration: One year initially, renewable subject to satisfactory performance and funding availability.

    For more details about United Nations staff contracts, please follow this link: https://www.unops.org/english/Opportunities/job-opportunities/what-we-offer/Pages/UN-Staff-Contracts.aspx

    Competencies

    Develops and implements sustainable business strategies, thinks long term and externally in order to positively shape the organization. Anticipates and perceives the impact and implications of future decisions and activities on other parts of the organization.(for levels IICA-2, IICA-3, LICA Specialist- 10, LICA Specialist-11, NOC, NOD, P3, P4 and above)

    Treats all individuals with respect; responds sensitively to differences and encourages others to do the same. Upholds organizational and ethical norms. Maintains high standards of trustworthiness. Role model for diversity and inclusion.

    Acts as a positive role model contributing to the team spirit. Collaborates and supports the development of others. For people managers only: Acts as positive leadership role model, motivates, directs and inspires others to succeed, utilizing appropriate leadership styles.

    Demonstrates understanding of the impact of own role on all partners and always puts the end beneficiary first. Builds and maintains strong external relationships and is a competent partner for others (if relevant to the role).

    Efficiently establishes an appropriate course of action for self and/or others to accomplish a goal. Actions lead to total task accomplishment through concern for quality in all areas. Sees opportunities and takes the initiative to act on them. Understands that responsible use of resources maximizes our impact on our beneficiaries.

    Evaluates data and courses of action to reach logical, pragmatic decisions. Takes an unbiased, rational approach with calculated risks. Applies innovation and creativity to problem-solving.

    Expresses ideas or facts in a clear, concise and open manner. Communication indicates a consideration for the feelings and needs of others. Actively listens and proactively shares knowledge. Handles conflict effectively, by overcoming differences of opinion and finding common ground.

    Additional information

    • Please note that UNOPS does not accept unsolicited resumes.
    • Applications received after the closing date will not be considered.
    • Please note that only shortlisted candidates will be contacted and advance to the next stage of the selection process, which involves various assessments.
    • UNOPS embraces diversity and is committed to equal employment opportunity. Our workforce consists of many diverse nationalities, cultures, languages, races, gender identities, sexual orientations, and abilities. UNOPS seeks to sustain and strengthen this diversity to ensure equal opportunities as well as an inclusive working environment for its entire workforce.
    • Qualified women and candidates from groups which are underrepresented in the UNOPS workforce are encouraged to apply. These include in particular candidates from racialized and/or indigenous groups, members of minority gender identities and sexual orientations, and people with disabilities.
    • We would like to ensure all candidates perform at their best during the assessment process. If you are shortlisted and require additional assistance to complete any assessment, including reasonable accommodation, please inform our human resources team when you receive an invitation.

    Terms and conditions

    • For staff positions only, UNOPS reserves the right to appoint a candidate at a lower level than the advertised level of the post.
    • For retainer contracts, you must complete a few mandatory courses ( they take around 4 hours to complete) in your own time, before providing services to UNOPS. Refreshers or new mandatory courses may be required during your contract. Please note that you will not receive any compensation for taking courses and refreshers. For more information on a retainer contract here.
    • All UNOPS personnel are responsible for performing their duties in accordance with the UN Charter and UNOPS Policies and Instructions, as well as other relevant accountability frameworks. In addition, all personnel must demonstrate an understanding of the Sustainable Development Goals (SDGs) in a manner consistent with UN core values and the UN Common Agenda.
    • It is the policy of UNOPS to conduct background checks on all potential personnel. Recruitment in UNOPS is contingent on the results of such checks.

    MIL OSI United Nations News

  • MIL-OSI United Nations: OBNE and Member Engagement Specialist, Santiago network

    Source: UNISDR Disaster Risk Reduction

    Background information – job-specific

    Santiago network The Santiago network was established in December 2019 at COP25, as part of the Warsaw International Mechanism, for averting, minimizing and addressing loss and damage associated with the adverse effects of climate change, to catalyze the technical assistance of relevant organizations, bodies, networks and experts, for the implementation of suitable relevant approaches at the local, national and regional level, in developing countries that are particularly vulnerable to the adverse effects of climate change. (decision 2/CMA.2, para 43, noted by 2/CP.25).

    The Parties to the UN Framework Convention on Climate Change Convention and the Paris Agreement subsequently decided on the functions of the Santiago network at COP26 and on the institutional arrangements to enable its full operationalization. Parties agreed the structure would comprise:

    A hosted Secretariat that will facilitate its work, to be known as the Santiago network Secretariat; An Advisory Board, to provide guidance and oversight to the Santiago network Secretariat on the effective implementation of the functions of the network; and A network of organizations, bodies, networks and experts (OBNEs) covering a wide range of topics relevant to averting, minimizing and addressing loss and damage.

    At COP28 in 2023, Parties selected the consortium of UNOPS and the United Nations Office for Disaster Risk Reduction (UNDRR) as co-hosts of the Santiago network Secretariat for an initial term of five years, with five-year renewal periods.

    While UNOPS provides the necessary administrative and operational support for the effective functioning of the Secretariat, UNDRR provides the Secretariat with technical backstopping and expertise in the domain of averting, minimizing and addressing loss and damage consistent with the guidelines for preventing potential and addressing actual and perceived conflicts of interest in relation to the Santiago network.

    Relevant COP/CMA decisions on the Santiago network can be consulted here. Documents and reports from meetings of the Santiago network Advisory Board are available here.

    The United Nations Office for Project Services (UNOPS) is an operational arm of the United Nations, supporting the successful implementation of its partners’ peacebuilding, humanitarian and development projects around the world. Mandated as a central resource of the United Nations, UNOPS provides sustainable project management, procurement and infrastructure services to a wide range of governments, donors and United Nations organisations. With over 6,000 personnel spread across 80 countries, UNOPS offers its partners the logistical, technical and management knowledge they need, where they need it. By implementing around 1,000 projects for our partners at any given time, UNOPS makes significant contributions to results on the ground, often in the most challenging environments.

    OBNE and Member Engagement Specialist, Santiago network

    Under the overall guidance and supervision of the Director, and in close coordination with the Country Engagement Specialist, the OBNE and Member Engagement Specialist is responsible for managing the central processes related to membership under the Santiago network, as well as supporting the planning, implementing, and reporting on membership activities in Eastern Europe. This includes overseeing the implementation of the guidelines for the designation of organizations, bodies, networks, and experts (OBNEs) as Members of the Santiago network, supporting the coordination of global and regional functions related to membership, and implementing strategies to ensure a diverse, inclusive, and robust network of Members, including through outreach and capacity building. The role also involves facilitating collaboration and coordination among Members, including communities of practice. This role requires strong organizational, coordination, and communication skills relevant to the delivery of the role’s functions.

    Functional responsibilities

    1. Setting up processes and systems
    2. Catalyzing technical assistance/Management of OBNEs
    3. Programme implementation and monitoring
    4. Partner and stakeholder engagement
    5. Knowledge management and innovation
    6. Corporate functions and team building

    1. Setting up processes and systems 

    • Establish and manage processes and systems for the implementation of the guidelines for the designation of Organizations, Bodies, Networks and Experts (OBNEs) as Members of the Santiago network.
    • Set strategies to facilitate a strong, diverse and inclusive network membership, with relevant expertise at the local, national and regional level.

    2. Catalyzing technical assistance/Management of OBNEs

    • Facilitate the growth and diversification of the Santiago network’s membership, including by managing the process of expressions of interest, in line with the guidelines approved by the Advisory Board
    • Collaborate with the Regional Coordinator for Eastern Europe in the planning and implementation of membership activities in Eastern Europe.
    • Facilitate the effective participation of Members in the provision of technical assistance, supporting matchmaking between demand and supply, in response to identified needs and in collaboration with global and regional functions.
    • Develop and implement outreach strategies to attract new Members, with a focus on local and community-based organizations, ensuring inclusive representation across regions, target groups and relevant thematic areas.
    • Foster collaboration and synergies among Members by promoting peer-to-peer exchange, and identifying opportunities for joint action to enhance the delivery and impact of technical assistance.
    • Provide continuous guidance to OBNEs and Members of the Santiago network, enabling them to actively engage with and contribute to the network’s objectives.

    3. Programme implementation and monitoring

    • Design and implement an engagement programme for Members, aligned with relevant Santiago network functions such as technical assistance, collaboration, and knowledge and information sharing.
    • Conduct periodic assessments of the network’s performance in addressing the needs related to averting, minimizing, and addressing loss and damage at local and regional levels.
    • Identify, assess, and manage risks and issues that could affect the OBNE and membership processes, including proposing and implementing appropriate mitigation measures.
    • Coordinate inputs on membership for regular reporting, including reporting to the Advisory Board and the Annual Report to the governing body or bodies.

    4. Partner and stakeholder engagement

    • Coordinate the implementation of strategies for OBNEs and Member outreach and engagement in collaboration with regional roles, with a consistent approach across regions.
    • Set up and manage communication channels and platforms to support collaboration, coordination and synergies among Members, including through communities of practice.
    • Foster collaboration and partnerships with other relevant mechanisms, networks and organizations working in the area of loss and damage.
    • Liaise with the communications role to enhance knowledge sharing and mutual learning among Members and other stakeholders.

    5. Knowledge management and innovation

    • Facilitate the development, provision, dissemination of and access to knowledge and information produced by Members on topics relevant for loss and damage.
    • Develop and maintain a comprehensive database of OBNEs, including contact information, areas of expertise, and availability for technical assistance
    • Develop and implement support mechanisms, including peer-to-peer learning and knowledge exchange, to strengthen Member engagement and enhance technical assistance delivery.
    • In collaboration with the Country Engagement Specialist, identify gaps in knowledge and expertise across the network in relation to TA needs, and take appropriate actions to address them.

    6. Corporate functions and team building

    • Uphold and model team values, fostering a respectful, inclusive, and collaborative work environment that supports collective success and individual well-being.
    • Contribute to the development and implementation of the Santiago network’s strategic, policy, and operational frameworks, ensuring alignment with its mandate and evolving needs.
    • Support the organization and delivery of Advisory Board meetings and intersessional work, including the preparation of background documents, reports, and other relevant materials, as well as coordination of related functions.
    • Represent the Santiago network in international fora and technical meetings, contributing to advance the delivery of its mandate and objectives.
    • Others, as required by the supervisor.
    • Education/Experience/Language requirements

    Education 

    • An advanced university degree (Masters or equivalent), preferably in development studies, international relations, political science, environmental sciences and climate change, economics, social sciences, or related areas, is required.
    • A first-level university degree in combination with two (2) additional years of qualifying experience may be accepted in lieu of an advanced university degree.

    Experience 

    • A minimum of seven (7) years of relevant experience in stakeholder engagement in the areas of development, loss and damage, disaster risk reduction, climate change adaptation, or related climate change processes is required.
    • Technical skills to foster inclusive participation and knowledge exchange across the Santiago network are highly desirable.
    • Familiarity with UNFCCC processes and the loss and damage agenda is highly desirable.
    • Language
      • Fluency in oral and written English is required.
      • Knowledge of another UN official language is an advantage.

    Contract type, level and duration

    Contract type: Staff – FTA Contract level: P4 (ICS-11) Contract duration: One year initially, renewable subject to satisfactory performance and funding availability.

    For more details about United Nations staff contracts, please follow this link: https://www.unops.org/english/Opportunities/job-opportunities/what-we-offer/Pages/UN-Staff-Contracts.aspx

    Competencies

    Develops and implements sustainable business strategies, thinks long term and externally in order to positively shape the organization. Anticipates and perceives the impact and implications of future decisions and activities on other parts of the organization.(for levels IICA-2, IICA-3, LICA Specialist- 10, LICA Specialist-11, NOC, NOD, P3, P4 and above)

    Treats all individuals with respect; responds sensitively to differences and encourages others to do the same. Upholds organizational and ethical norms. Maintains high standards of trustworthiness. Role model for diversity and inclusion.

    Acts as a positive role model contributing to the team spirit. Collaborates and supports the development of others. For people managers only: Acts as positive leadership role model, motivates, directs and inspires others to succeed, utilizing appropriate leadership styles.

    Demonstrates understanding of the impact of own role on all partners and always puts the end beneficiary first. Builds and maintains strong external relationships and is a competent partner for others (if relevant to the role).

    Efficiently establishes an appropriate course of action for self and/or others to accomplish a goal. Actions lead to total task accomplishment through concern for quality in all areas. Sees opportunities and takes the initiative to act on them. Understands that responsible use of resources maximizes our impact on our beneficiaries.

    Evaluates data and courses of action to reach logical, pragmatic decisions. Takes an unbiased, rational approach with calculated risks. Applies innovation and creativity to problem-solving.

    Expresses ideas or facts in a clear, concise and open manner. Communication indicates a consideration for the feelings and needs of others. Actively listens and proactively shares knowledge. Handles conflict effectively, by overcoming differences of opinion and finding common ground.

    Additional information

    • Please note that UNOPS does not accept unsolicited resumes.
    • Applications received after the closing date will not be considered.
    • Please note that only shortlisted candidates will be contacted and advance to the next stage of the selection process, which involves various assessments.
    • UNOPS embraces diversity and is committed to equal employment opportunity. Our workforce consists of many diverse nationalities, cultures, languages, races, gender identities, sexual orientations, and abilities. UNOPS seeks to sustain and strengthen this diversity to ensure equal opportunities as well as an inclusive working environment for its entire workforce.
    • Qualified women and candidates from groups which are underrepresented in the UNOPS workforce are encouraged to apply. These include in particular candidates from racialized and/or indigenous groups, members of minority gender identities and sexual orientations, and people with disabilities.
    • We would like to ensure all candidates perform at their best during the assessment process. If you are shortlisted and require additional assistance to complete any assessment, including reasonable accommodation, please inform our human resources team when you receive an invitation.

    Terms and conditions

    • For staff positions only, UNOPS reserves the right to appoint a candidate at a lower level than the advertised level of the post.
    • For retainer contracts, you must complete a few mandatory courses ( they take around 4 hours to complete) in your own time, before providing services to UNOPS. Refreshers or new mandatory courses may be required during your contract. Please note that you will not receive any compensation for taking courses and refreshers. For more information on a retainer contract here.
    • All UNOPS personnel are responsible for performing their duties in accordance with the UN Charter and UNOPS Policies and Instructions, as well as other relevant accountability frameworks. In addition, all personnel must demonstrate an understanding of the Sustainable Development Goals (SDGs) in a manner consistent with UN core values and the UN Common Agenda.
    • It is the policy of UNOPS to conduct background checks on all potential personnel. Recruitment in UNOPS is contingent on the results of such checks.

    MIL OSI United Nations News

  • MIL-OSI Asia-Pac: InvestHK promotes Hong Kong’s business and supply chain management advantages at China International Supply Chain Expo (with photos)

    Source: Hong Kong Government special administrative region – 4

    Associate Director-General of Investment Promotion at Invest Hong Kong (InvestHK) Ms Loretta Lee attended the China International Supply Chain Expo (CISCE) in Beijing today (July 17). There, Ms Lee delivered remarks at the Thematic Event on Supply Chain Service to promote Hong Kong’s business advantages and opportunities to Mainland and overseas companies and media representatives, encouraging enterprises to leverage Hong Kong’s unique position as an international financial, shipping, and trade hub to establish their multinational supply chain management expertise.

    Organised by the China Council for the Promotion of International Trade (CCPIT), the CISCE is the world’s first national-level expo focused on supply chains. InvestHK has joined the CISCE for two consecutive years and delivered speeches on Thematic Event on Supply Chain Service and Thematic Event on Advanced Manufacturing topics this year.

    The Thematic Event on Supply Chain Service topic focuses on upgrading the industrial supply chain and explores new global collaboration efforts. In her remarks, Ms Lee promoted Hong Kong’s unique advantages under the “one country, two systems” framework and the city’s role as a gateway connecting Mainland China and global markets under the national dual circulation strategy. She said, “Hong Kong as a ‘super connector’ and a ‘super value-adder’ can help Mainland enterprises better cope with the international market and balance the stability and flexibility of the supply chain. The city has rich experience in supply chain management. From infrastructure, professional service talent, international supplier networks to government policy support, Hong Kong can fully meet enterprises’ needs in different stages of business operation such as procurement, trade, and logistics. As a leading international financial centre, Hong Kong boasts a vibrant and diverse capital market. In the first half of this year, Hong Kong led the world in initial public offering fundraising, making it the ideal destination for corporate financing. I encourage Mainland enterprises to establish corporate treasury centres in Hong Kong to facilitate global expansion.”

    CCPIT Vice Chairman Mr Chen Jian’an also delivered a speech at the event.

    On the same day, the Head of Transport, Logistics and Industrials at InvestHK, Mr Benjamin Wong, joined a thematic forum at the Thematic Event on Advanced Manufacturing, sharing insights on the innovation-driven development through green and low-carbon technologies. He noted that the demand for green and low-carbon solutions in industries is currently experiencing a growth momentum. The Hong Kong Special Administrative Region Government has been supporting the development of the local innovation and technology sector through various measures, including enhanced research and development support, expanded funding channels, and strengthened collaboration among academia, industry, and the Government, with the aim of accelerating Hong Kong’s transformation into a green tech hub. To further enhance green and sustainable economic development, InvestHK has established a dedicated sustainability team, which actively attracts overseas and Mainland enterprises with leading technologies and solutions in carbon neutrality to establish or expand their operations in Hong Kong.

    Following the CISCE, InvestHK will host a roundtable on July 18 to further discuss Hong Kong’s role as a multinational supply chain management centre, and conduct in-depth discussions and exchanges with representatives of Beijing-based companies interested in expanding their business in Hong Kong. Ms Lee will deliver welcome remarks, encouraging Beijing companies to use Hong Kong as their multinational supply chain management centre. In the sharing session, Mr Wong and the Managing Director of Li & Fung Development (China) Ltd, Mr Chang Ka-mun, will discuss the latest environment and trends of global trade and supply chains, and how Hong Kong can help Mainland and overseas enterprises build global supply chain management expertise. Experts from PricewaterhouseCoopers and China Merchants Bank will also share insights at the event on Hong Kong’s tax benefits and financial services for Mainland enterprises looking to expand internationally.

    During the visit, the InvestHK delegation will meet with various enterprises to provide the latest updates on Hong Kong’s latest policies and opportunities, thereby assisting them to leverage Hong Kong’s advantages to expand overseas.

    To download event photos, please visit: www.flickr.com/photos/investhk/albums/72177720327606368.

    MIL OSI Asia Pacific News

  • MIL-OSI Asia-Pac: Legislative amendments on low-altitude economy development to take effect on July 18

    Source: Hong Kong Government special administrative region – 4

    The Small Unmanned Aircraft (Amendment) Order 2025 and the Air Navigation (Hong Kong) Order 1995 (Amendment) Order 2025 will come into effect tomorrow (July 18) to facilitate the development of the low-altitude economy.

    The amendments to the Small Unmanned Aircraft (SUA) Order (Cap. 448G) serve to extend the existing regulatory regime to cover SUA weighing over 25 kilograms but not exceeding 150kg. Relevant guidance documents including the updated Safety Requirements Document and Advisory Circulars will be available on the Civil Aviation Department (CAD)’s website (www.cad.gov.hk/english/sua_new.html) from July 18.

    Meanwhile, the amendments to the Air Navigation (Hong Kong) Order 1995 (Cap. 448C) serve to facilitate the trials of various unconventional aircraft in Hong Kong. New articles are added under Cap. 448C to empower the Chief Executive to permit the trials of unconventional aircraft under specified conditions. Practical guidance in respect of the trials of unconventional aircraft will be published on the CAD’s website (www.cad.gov.hk/english/uca_trials.html) on July 18.

    MIL OSI Asia Pacific News

  • MIL-OSI USA: Governor Newsom calls on Trump to end Los Angeles militarization, shares community resources

    Source: US State of California 2

    Jul 16, 2025

    What you need to know: Governor Newsom visited local businesses in the Los Angeles area that have been impacted by the federal government’s indiscriminate immigration raids, called on Trump to end his deployment of soldiers, and shared new “know your rights” resources with the community.

    LOS ANGELESProviding support to local communities impacted by federal immigration enforcement actions, Governor Gavin Newsom today met with business owners and faith leaders in the Los Angeles area.

    Enough is enough – Stephen Miller and Trump’s chaos campaign needs to end now. They are violating constitutional rights, terrorizing neighborhoods and businesses, and targeting people because of their skin color and the language they speak. These heartless and cruel actions have real consequences for our economy and society.

    Governor Gavin Newsom

    Visiting with community members

    Governor Newsom met with local restaurant owners of Cuernavaca’s Grill in the City of Bell to discuss the economic impact these indiscriminate immigration actions have had on their small business.

    The Governor then stopped by a church in Downey that recently was targeted by federal immigration agents. 

    Economic impact of this cruel policy

    Trump’s actions have a chilling effect – the state’s economy is likely to contract later this year due to fallout from global tariffs and immigration raids in Los Angeles and other cities that have rattled key sectors, including construction, hospitality, and agriculture, according to a UCLA Anderson forecast.

    Mass deportations in California could slash $275 billion from the state’s economy and eliminate $23 billion in annual tax revenue. The loss of immigrant labor would delay projects (including rebuilding Los Angeles after the wildfires), reduce food supply, and drive up costs.

    Undocumented immigrants contributed $8.5 billion in state and local taxes in 2022 — a number that would rise to $10.3 billion if these taxpayers could apply to work lawfully.

    New resource for community 

    Trump’s militarization of Los Angeles has also led to increasingly concerning tactics by federal immigration enforcement, including violating the law and people’s constitutional rights. Families are being terrorized by the broad enforcement efforts targeting Latino neighborhoods, harming U.S. citizens, and racially profiling families and workers. That’s why it’s important to remember the following if you are affected by a federal immigration action:

    • You can observe and record public immigration arrests, but stay calm and at a safe distance to avoid risk to yourself and others.
    • Do not interfere or argue with federal agents. Physical obstruction or verbal escalation can put your safety at risk and may lead to criminal charges.
    • Agents don’t need a judge-signed warrant to arrest someone in public — but do need one to enter non-public areas of private property.
    • Prepare yourself and your family in case you are arrested. Memorize the phone numbers of your family members and your lawyer. Make emergency plans if you have children or take medication. 

    For more information on helpful community resources, the Governor’s Office has released new factsheets here in English and here in Spanish.

    End the militarization of LA now

    For over a month, about 4,000 National Guard members have been serving as political pawns for the President in Los Angeles, pulled away from their families, communities, and civilian jobs. While half are just now beginning to demobilize, many remain without a clear mission, direction, or a timeline for returning to their communities. California urges Trump and the Department of Defense to end this theatrical deployment and send all remaining guardsmembers home immediately.

    The federal government can enforce immigration laws and keep us safe without violating our rights, terrorizing entire communities, breaking the law, disrupting the economy, and raising costs for families. 

    Recent news

    News What you need to know: Residents impacted by the Eaton and Palisades fires have an opportunity to help directly shape the next steps of rebuilding their communities. The first phase of the engagement with fire survivors has led to a series of early actions guided…

    News What you need to know: On July 17, the LGBTQ support option on the 988 Suicide & Crisis Lifeline will end thanks to the Trump administration – but California is stepping up and doubling down on life-saving support for young gay people in crisis.  LOS…

    News LOS ANGELES COUNTY — Governor Gavin Newsom will hold a media availability to speak on the federal government’s demobilization of 2,000 National Guard members, as well as the effect of immigration raids on immigrant communities across California.WHEN: Wednesday,…

    MIL OSI USA News

  • MIL-OSI USA: Governor Newsom invites LA Fire survivors to continue shaping rebuilding efforts through Engaged California

    Source: US State of California 2

    Jul 16, 2025

    What you need to know: Residents impacted by the Eaton and Palisades fires have an opportunity to help directly shape the next steps of rebuilding their communities. The first phase of the engagement with fire survivors has led to a series of early actions guided by residents’ input, including streamlined permitting technology for local communities.

    LOS ANGELES – Today, Governor Gavin Newsom is urging anyone who was affected by the LA fires in January to sign up for the Engaged California platform and use their voice to shape the rebuilding of their community. This call to action is for anyone who has lived or worked in, or was impacted by the evacuation zones in the path of the Eaton and Palisades fires.

    “Recovery isn’t something that happens to you, it happens with you. The feedback generated from the Engaged California process is reflective of residents’ experiences and is needed for leaders to understand their vision for rebuilding the future. Engaged California is designed to build trust and understanding of what actions need to be taken. I am very grateful to everyone who has participated so far. We are just getting started.”

    Governor Gavin Newsom

    After signing up, individuals affected by the evacuation zones will be invited to the program’s platform to share ideas on rebuilding Altadena and the Palisades, weighing choices that can guide recovery in both the short and long term.

    “Engaged California has given us valuable insight into how people are feeling in a moment of unimaginable tragedy,” said California Government Operations Secretary Nick Maduros. “This next step will be pivotal for us to listen and learn about how rebuilding should look according to those who experienced it firsthand.”

    You spoke. We listened.

    Engaged California was piloted as part of the administration’s response to the fire recovery, and nearly 8,000 people have signed up. It marks the first time California has used a dedicated, open digital tool to gather wildfire survivor input at this scale

    Launching in February, participants began to share comments as they prioritized topics for wildfire recovery from mid-March through May 16. Residents were asked to weigh in on 10 recovery topics, including housing and infrastructure, emotional well-being, and wildfire prevention.

    “This is a significant milestone in a brand-new program for the State of California,” said Office of Data and Innovation Director Jeffery Marino. “The voices of Californians impacted by the fires are being heard by their government and used to make data-driven decisions. This early action shows it is possible to have a two-way conversation between Californians and their government that results in meaningful, impactful outcomes.” 

    Early actions

    Here are a few examples of the early actions taken that deliver on what survivors said they need

    Provide clear and affordable rebuilding pathways

    Residents said they want an easier permit process and less red tape for rebuilding.

    ✅ Action taken: The state launched Archistar, a new artificial intelligence-driven software tool to aid Los Angeles City and County in accelerating the approval process for rebuilding permits. This week marked the beta launch of the new AI permitting tool made possible by a partnership between the state and philanthropic partners, including LA Rises. The tool aims to fast-track the approval process for rebuilding permits to help Angelenos get back into their homes following the Eaton and Palisades fires. 

    ✅ Action taken: Launched the CalAssist Mortgage Fund to assist homeowners whose homes were destroyed or left uninhabitable.

    Mental health

    Residents expressed a need for mental health support.

    ✅ Action taken: There are many resources available now on the ca.gov/lafires recovery website, including immediate assistance, ongoing support, and care for all age groups and language needs. Yesterday, the Governor also announced a new public outreach campaign with LA Rises, which will connect and support impacted Angelenos with key resources and share stories of community efforts to recover and rebuild for the long term in the aftermath of the Eaton and Palisades fires.

    Efficient, effective, and engaged

    Since the start of his administration in 2019, Governor Newsom has made efficiency and engagement a top priority, implementing new technologies and practices that make government more efficient and responsive to the people it serves. In 2019, the Governor established the Office of Data Innovation to help advance this important work and yesterday announced a new effort through the California Breakthrough Project —  which brings together innovators and leaders from the Golden State’s top tech companies to help guide this work

    As the birthplace of the tech industry, California is at the forefront in the study and implementation of AI in government. In 2023, Governor Newsom issued an executive order directing the state to utilize Generative AI technologies to improve state services and help solve important issues. Since that time, the state has integrated AI and other efficiency solutions to make state government work faster and even more effectively.

    Engaged California is a bold, new state program that elevates the voices of survivors through a digital platform. They opt in and share their thoughts while connecting with other people in their communities on topics that are important to them. The comments are anonymous and will remain anonymous. You can read all comments in full here.

    To get involved in the rebuilding conversation, visit engaged.ca.gov and sign up. 

    Press releases, Recent news

    Recent news

    News What you need to know: On July 17, the LGBTQ support option on the 988 Suicide & Crisis Lifeline will end thanks to the Trump administration – but California is stepping up and doubling down on life-saving support for young gay people in crisis.  LOS…

    News LOS ANGELES COUNTY — Governor Gavin Newsom will hold a media availability to speak on the federal government’s demobilization of 2,000 National Guard members, as well as the effect of immigration raids on immigrant communities across California.WHEN: Wednesday,…

    News What you need to know: Productions filmed in California are raking in the nominations in this year’s Emmy bids.  SACRAMENTO –  Today, the nominees for the 77th Emmy Awards were announced, with California-based television productions securing at least 104…

    MIL OSI USA News

  • MIL-OSI Security: Landmark partnership puts Met officers closer to communities

    Source: United Kingdom London Metropolitan Police

    A landmark agreement with a housing developer and a London local authority will bring frontline offices closer to communities as part of the Met’s focus on neighbourhood policing.

    The opening of the Kidbrooke Village Community Police Hub provides local officers with a dedicated base to enhance their response to issues that matter most in the area.

    The space was jointly funded by Berkeley Homes, the Royal Borough of Greenwich and the Met, demonstrating how businesses and other agencies can work together to improve community safety at a time when budgets are stretched.

    Up to 24 officers covering six wards will be stationed at the hub which puts them closer to the areas they serve and will help the Met build on reductions in theft, burglary, robbery, anti-social behaviour and retail crime across London.

    Six neighbourhood teams will now be within a 20-minute walk of their wards. A further two will be based nearer to the areas they serve. They were previously spread between bases in Mottingham, Sidcup and Woolwich – which are both at least 20 minutes away by car.

    The hub was formally opened by Deputy Commissioner Matt Jukes on Tuesday, 15 July.

    Deputy Commissioner Matt Jukes said:

    “Across the Met we are focused on tackling the crimes that matter most to Londoners and we have made significant progress in reducing neighbourhood crime – with a 19 per cent reduction in offences since April.

    “House building is important for London – but as the city grows it inevitably puts extra pressure on local policing teams at a time when we’re having to make tough choices.

    “Working closely with councils and developers will be key to ensuring more officers can be based near to the areas they serve – and I’d like to thank Berkeley Homes and the Royal Borough of Greenwich for their support in ensuring our teams remain at the heart of their communities.”

    Councillor Anthony Okereke, Leader of the Royal Borough of Greenwich, said:

    “We’ve invested, alongside Berkeley Homes and the police, to bring a new police base to Kidbrooke. This means more police on our streets, supporting the community and understanding the patch. They’ll be able to respond quicker and be more of a presence, which we know residents really care about. This investment is part of our wider work to make sure Greenwich is kept safe.”

    Councillor Rachel Taggart-Ryan, Cabinet Member for Community Safety and Enforcement, said:

    “We know how much residents care about having local police in their communities, available to respond to calls and get on the scene quickly. That’s why, along with our partners, we’ve put funding into making this a reality in Kidbrooke, a growing area that more and more people are calling home. This is part of our wider work to target area specific crime like anti-social behaviour and theft, and we’re so pleased to see it open.”

    Paul Pritchard, Berkeley’s Development Director, said:

    “Berkeley would like to thank those involved in the opening of the new Community Policing Hub at Kidbrooke Village, from the Met Police, our local MP, the Mayor of Greenwich, councillors, officers, representatives from our local schools, and other key residents and stakeholders from the community.

    “After the closure of many facilities, it is a tribute to all who have helped ensure we have been able to open this new facility. We look forward to the Met’s presence once again, helping to reinforce a safer neighbourhood for Kidbrooke and the wider area and further strengthening this already resilient and sustainable community.”

    Police buildings are an important part of the fabric of London underpinning all Met activity and offering reassurance, functionality and a constant presence for communities in an ever-changing city.

    Our estate also needs to adapt to the changing nature of policing. To meet the needs of Londoners, it is imperative to have good quality buildings, where there are not leaking roofs and crumbling walls, in the right locations close to communities, and ones which are as reasonably accessible for victims as possible.

    The Met’s relentless focus on driving down crimes that matter most to the public in first six weeks of this financial year has seen promising reductions in a number of crime types compared to the same period last year across London:

    MIL Security OSI

  • MIL-OSI: Just 3 in 10 aviation executives believe their strategy can adequately address the emerging risk challenges of the next decade

    Source: GlobeNewswire (MIL-OSI)

    LONDON, July 17, 2025 (GLOBE NEWSWIRE) — 130 senior aviation representatives took part in our new report, Understanding emerging risks in the aviation industry by Willis, a WTW business (NASDAQ:WTW). Of these, only one in two declared themselves confident that their business model and strategy are resilient to today’s emerging risks environment, and only 30% believe their strategy will be fit for purpose over the next decade.

    In addition, 80% of key decision makers and 90% of those involved in teams leading or implementing risk strategies were unable to identify their organization’s definition of emerging risk. Almost half of the respondents in the sector (49%) were unable to identify their company’s top five emerging risks.

    Other key findings include:

    • Climate transition: Climate change is viewed as a significant threat to the aviation industry, impacting operational resilience, financial performance and stakeholder trust. Fixed-asset aviation operators – such as airports, fuel suppliers and cargo handlers – are particularly exposed to the exogenous risks associated with climate change. Nearly one in three (29%) of all respondents mention climate change in their overall top five emerging risks, one in five (20%) put the climate transition as a top five source of emerging risks in the next two years and one in two (50%) chose the environmental category as one of their top five sources of emerging risks in the next 10 years.
    • Geopolitical and economic risks: Geopolitical and economic risks are closely tied and seen to have an outsized influence on opportunity and business plans. Concerns about financial shock, geopolitical instability, government business policy, trade sanctions and business financial risk affect all companies in the sector. Insurance gaps are also mentioned in this context, suggesting an unsated appetite for economic risk transfer products among aviation organizations. Geopolitical and economic outlook risks feature in the top 5 risks in all time horizons: risks of today, of the next two years and the next 10 years. They are also at the top in terms of interconnectivity, with the most volume of risk connections declared.
    • Cyber risks: As the hosts and owners of critical national infrastructure and systems, aviation companies are perennially in the crosshairs of cybercriminals. 11% of respondents see this as the industry’s most significant current risk (on par with supply chain risks) and it also features heavily over the five- and 10-year timescales. It is closely connected with AI, which is seen as an enabler of both hackers and internet security providers.
    • Artificial intelligence: AI is viewed as a risk in the immediate timescale, taking the top position for 36% of respondents, but drops out of the top five when looking at a two-year and ten-year horizon. One airport executive shared a dual concern around the exposure that comes from using AI and the risk of not using it and being left behind. For example, there is potential for the industry to deploy AI to gather insight on minor incidents that lead to attritional claims. These are estimated to represent half to two thirds of the value of aviation insurance claims in any given year, and there is a clear incentive for the insurance and risk management sector to work with the industry to develop tools or services that can reduce their number or severity.

    The unique nature of aviation as an industry puts it in an interesting position when it comes to technology as a whole and the development of AI specifically. Airports compete geographically and airlines on routes, but because many airports and airlines are seen as important parts of national infrastructure, there are often very strict rules around ownership. The industry’s structure has also made it relatively open to sharing appropriate data, particularly where safety is involved. This could potentially mean that any successful AI tools and services will spread relatively quickly through the industry over the next few years, without outsized benefits for any particular organization.

    John Rooley, CEO, Willis Aviation & Space, said: “The challenges we face today in the aviation industry, whether it’s the business implications of AI, cyberattacks, disruptions to the global supply chain or energy transition, demand a re-evaluation of how we perceive and manage emerging and interconnected risks. But our survey shows that aviation experts, traditionally superb at long-term planning that accommodates fleet renewals, infrastructure development and regulatory compliance, have been struggling to define the emerging risk landscape. The time has come to take a proactive stance and align planning with a forward-thinking approach that embraces adaptability and resilience.”

    About WTW

    At WTW (NASDAQ: WTW), we provide data-driven, insight-led solutions in the areas of people, risk and capital. Leveraging the global view and local expertise of our colleagues serving 140 countries and markets, we help organizations sharpen their strategy, enhance organizational resilience, motivate their workforce and maximize performance.

    Working shoulder to shoulder with our clients, we uncover opportunities for sustainable success—and provide perspective that moves you.

    Learn more at wtwco.com.

    Media contact

    Lauren David
    Lauren.david@wtwco.com

    The MIL Network

  • MIL-OSI: OptimizeRx Sets Second Quarter 2025 Conference Call for August 7, 2025, at 4:30 p.m. ET

    Source: GlobeNewswire (MIL-OSI)

    WALTHAM, Mass., July 17, 2025 (GLOBE NEWSWIRE) — OptimizeRx Corp. (the “Company”) (Nasdaq: OPRX), a leading provider of healthcare technology solutions helping life sciences companies reach and engage healthcare professionals (HCPs) and patients, will hold a conference call on Thursday, August 7, 2025, at 4:30 p.m. Eastern Time to discuss its results for the second quarter period ended June 30, 2025. The financial results will be issued in a press release prior to the call.

    OptimizeRx management will host the call, followed by a question-and-answer period. Details for the conference call can be found below:

    Please call the conference telephone number or log on to the web access link five minutes prior to the start time.

    A replay of the call will remain available for 12 months via the Investors section of the OptimizeRx website at http://www.optimizerx.com/investors.

    About OptimizeRx

    OptimizeRx is a leading healthcare technology company that’s redefining how life science brands connect with patients and healthcare providers. Our platform combines innovative AI-driven tools like the Dynamic Audience Activation Platform (DAAP) and Micro-Neighborhood Targeting (MNT) to deliver timely, relevant, and hyper-local engagement. By bridging the gap between HCP and DTC strategies, we empower brands to create synchronized marketing solutions that drive faster treatment decisions and improved patient outcomes.

    Our commitment to privacy-safe, patient-centric technology ensures that every interaction is designed to make a meaningful impact, delivering life-changing therapies to the right patients at the right time. Headquartered in Waltham, Massachusetts, OptimizeRx partners with some of the world’s leading pharmaceutical and life sciences companies to transform the healthcare landscape and create a healthier future for all.

    OptimizeRx Contact
    Andy D’Silva, SVP Corporate Finance
    adsilva@optimizerx.com

    Investor Relations Contact
    Steven Halper
    LifeSci Advisors, LLC
    shalper@lifesciadvisors.com

    The MIL Network

  • MIL-OSI: OptimizeRx Sets Second Quarter 2025 Conference Call for August 7, 2025, at 4:30 p.m. ET

    Source: GlobeNewswire (MIL-OSI)

    WALTHAM, Mass., July 17, 2025 (GLOBE NEWSWIRE) — OptimizeRx Corp. (the “Company”) (Nasdaq: OPRX), a leading provider of healthcare technology solutions helping life sciences companies reach and engage healthcare professionals (HCPs) and patients, will hold a conference call on Thursday, August 7, 2025, at 4:30 p.m. Eastern Time to discuss its results for the second quarter period ended June 30, 2025. The financial results will be issued in a press release prior to the call.

    OptimizeRx management will host the call, followed by a question-and-answer period. Details for the conference call can be found below:

    Please call the conference telephone number or log on to the web access link five minutes prior to the start time.

    A replay of the call will remain available for 12 months via the Investors section of the OptimizeRx website at http://www.optimizerx.com/investors.

    About OptimizeRx

    OptimizeRx is a leading healthcare technology company that’s redefining how life science brands connect with patients and healthcare providers. Our platform combines innovative AI-driven tools like the Dynamic Audience Activation Platform (DAAP) and Micro-Neighborhood Targeting (MNT) to deliver timely, relevant, and hyper-local engagement. By bridging the gap between HCP and DTC strategies, we empower brands to create synchronized marketing solutions that drive faster treatment decisions and improved patient outcomes.

    Our commitment to privacy-safe, patient-centric technology ensures that every interaction is designed to make a meaningful impact, delivering life-changing therapies to the right patients at the right time. Headquartered in Waltham, Massachusetts, OptimizeRx partners with some of the world’s leading pharmaceutical and life sciences companies to transform the healthcare landscape and create a healthier future for all.

    OptimizeRx Contact
    Andy D’Silva, SVP Corporate Finance
    adsilva@optimizerx.com

    Investor Relations Contact
    Steven Halper
    LifeSci Advisors, LLC
    shalper@lifesciadvisors.com

    The MIL Network

  • MIL-OSI: Arq Schedules Second Quarter 2025 Earnings Conference Call

    Source: GlobeNewswire (MIL-OSI)

    GREENWOOD VILLAGE, Colo., July 17, 2025 (GLOBE NEWSWIRE) — Arq, Inc. (NASDAQ: ARQ) (the “Company” or “Arq”), a producer of activated carbon and other environmentally efficient carbon products for use in purification and sustainable materials, today announced the Company will release its second quarter 2025 financial results and file its Quarterly Report on Form 10-Q for the period ended June 30, 2025, after market close on Monday, August 11, 2025. A conference call to discuss the Company’s financial performance is scheduled for Tuesday, August 12, 2025, at 8:30 a.m. Eastern Time.

    The conference call webcast information will be available via the Investor Resources section of Arq’s website at www.arq.com. Interested parties may participate in the conference call by registering at https://www.webcast-eqs.com/Arq_Q2_2025. Alternatively, the live conference call may be accessed by dialing (877) 407-0890 or +1 201-389-0918 and referencing Arq.

    A supplemental investor presentation will be available on the Company’s Investor Resources section of the website prior to the start of the conference call.

    A replay of the event will be made available shortly after the event and accessible via the same webcast link referenced above. Alternatively, the replay may be accessed by dialing (877) 660-6853 or (201) 612-7415 and entering Access ID 13754338. The dial-in replay will expire after August 19, 2025.

    About Arq

    Arq (NASDAQ: ARQ) is a diversified, environmental technology company with products that enable a cleaner and safer planet while actively reducing our environmental impact. As the only vertically integrated producer of activated carbon products in North America, we deliver a reliable domestic supply of innovative, hard-to-source, high-demand products. We apply our extensive expertise to develop groundbreaking solutions to remove harmful chemicals and pollutants from water, land and air. Learn more at: www.arq.com.

    Source: Arq, Inc.

    Investor Contact:

    Anthony Nathan, Arq
    Marc Silverberg, ICR
    investors@arq.com

    The MIL Network

  • MIL-OSI: Arq Schedules Second Quarter 2025 Earnings Conference Call

    Source: GlobeNewswire (MIL-OSI)

    GREENWOOD VILLAGE, Colo., July 17, 2025 (GLOBE NEWSWIRE) — Arq, Inc. (NASDAQ: ARQ) (the “Company” or “Arq”), a producer of activated carbon and other environmentally efficient carbon products for use in purification and sustainable materials, today announced the Company will release its second quarter 2025 financial results and file its Quarterly Report on Form 10-Q for the period ended June 30, 2025, after market close on Monday, August 11, 2025. A conference call to discuss the Company’s financial performance is scheduled for Tuesday, August 12, 2025, at 8:30 a.m. Eastern Time.

    The conference call webcast information will be available via the Investor Resources section of Arq’s website at www.arq.com. Interested parties may participate in the conference call by registering at https://www.webcast-eqs.com/Arq_Q2_2025. Alternatively, the live conference call may be accessed by dialing (877) 407-0890 or +1 201-389-0918 and referencing Arq.

    A supplemental investor presentation will be available on the Company’s Investor Resources section of the website prior to the start of the conference call.

    A replay of the event will be made available shortly after the event and accessible via the same webcast link referenced above. Alternatively, the replay may be accessed by dialing (877) 660-6853 or (201) 612-7415 and entering Access ID 13754338. The dial-in replay will expire after August 19, 2025.

    About Arq

    Arq (NASDAQ: ARQ) is a diversified, environmental technology company with products that enable a cleaner and safer planet while actively reducing our environmental impact. As the only vertically integrated producer of activated carbon products in North America, we deliver a reliable domestic supply of innovative, hard-to-source, high-demand products. We apply our extensive expertise to develop groundbreaking solutions to remove harmful chemicals and pollutants from water, land and air. Learn more at: www.arq.com.

    Source: Arq, Inc.

    Investor Contact:

    Anthony Nathan, Arq
    Marc Silverberg, ICR
    investors@arq.com

    The MIL Network

  • MIL-OSI Africa: International Relations (IR) Committee Launches People-Centred Oversight Mechanism in Western Cape

    Source: APO


    .

    The Portfolio Committee on International Relations and Cooperation yesterday successfully launched the People-Centred Oversight Mechanism in the Western Cape where there were traditional leaders, academics, students and representatives from different non-governmental organisations.

    The Chairperson of the committee, Mr Supra Mahumapelo, said the People-Centred Oversight Mechanism is an initiative of the committee to ensure that ordinary citizens in villages, townships and small towns have a say in foreign policy and international trade relations that impact on their lives.

    The committee heard from the Western Cape legislature that no one must be left behind when it comes to international and trade relations and these policies have an impact on job creation and the economy of the country.

    There was a call to link trade agreements negotiated by the DIRCO and the Department of Trade, Industry and Competition with local governments that are affected by those agreements. That will ensure that municipalities will have a say in these agreements and implementation is at local level.

    Student representatives from the universities of the Western Cape, Cape Town and Stellenbosch appealed for opportunities for students to be able to participate in international trade delegations and in the drafting of policies on international relations. They called for inclusion in decision making as the future leaders of the country.

    The women’s wing of the Congress of Traditional Leaders of South Africa welcomed the opportunity to engage with the committee. The role of the DIRCO is significant and the management of the influx of refugees is a challenge that requires engagement with all stakeholders. There is little engagement with traditional leaders in this regard. With the incorporation of the traditional leadership, social cohesion will be enhanced.

    With reference to the United States (USA), the opposition parties in the Western Cape Legislature reiterated the need for the province to send a positive message to the international community that South Africa is a united country especially when there are utterances that impact on the economic policy of South Africa.

    Labour unions positively viewed the engagement and called for more such dialogues so that workers on the ground can understand what foreign policy is and informed the committee that there is a need for structured platforms so that information reaches the workers. A call was made to the DIRCO to use social media platforms to disseminate information to inform workers and ordinary people on the ground about what is happening internationally.

    COSATU representatives called for all international agreements to translate into job creation in the country. The representative called for migrant workers to be protected and there should be a labour impact assessment in countries that export goods to South Africa. The impact of imported goods from the European Union and China have an impact on local jobs.

    Africa’s Growth and Opportunity Act was passed as part of the Trade and Development Act of 2000 in the USA. It provides duty- free access to the USA market for almost all products from more than 40 eligible sub-Saharan African countries including South Africa. The impact of the 30% increase on tariffs on exports needs to be engaged on.

    The committee heard the sentiment among the people about the importance of the oversight mechanism and their hope for its effectiveness. Representatives also called for monitoring and evaluation of the oversight mechanism, transparency and accessibility. The committee will upon the end of the launch proramme at all the nine provinces, develop monitoring and evaluation mechanism for the programme.

    The Chairperson of the committee, Mr Supra Mahumapelo said that going forward the DIRCO will provide reports on Trade Agreements and their impact on a quarterly basis. The reports will include the volume of minerals/products produced and released in SA for export. He said: “ Together with the Portfolio Committee on Employment and Labour we must be able to engage with our counterparts on the trumpeting tariffs of the US.”

    Mr Mahumapelo said workers in South Africa must be able to understand how the utterances of the US affect the economic growth of South Africa. The People-Centred Oversight Mechanism has been launched in Mpumalanga, North West and Gauteng provinces. The committee strives to complete to launch the programme in the remaining five provinces by early next year 2026.”

    Distributed by APO Group on behalf of Republic of South Africa: The Parliament.

    MIL OSI Africa

  • MIL-OSI Africa: Benin Can Mobilize More Domestic Resources to Drive Inclusive Growth and Equity

    Source: APO


    .

    More inclusive growth path, taxation and spending adapted to vulnerable populations could further accelerate efforts to reduce poverty and inequality, notes the latest edition of the Benin Economic Outlook report.

    The first part of the report, Raising Domestic Revenue Mobilization while Protecting the Poor, analyzes recent economic developments and presents the country’s medium-term prospects. In 2024, Benin’s economic growth reached 7.5%, its highest level since 1990, thanks to the strong performance of the services and industrial sectors. Poverty fell by 2.2 percentage points, from 33.2% in 2023 to 31% in 2024.

    Continued fiscal consolidation helped achieve the West African Economic Monetary Union –WAEMU– fiscal deficit target of 3% in 2024 and reduce the debt, thereby helping to improve the country’s debt profile. Benin is on the verge of integrating into global value chains with the development of the Glo-Djigbé industrial zone (GDIZ). Despite heightened global trade uncertainties and volatile trade relations with neighboring countries, economic growth is projected to average 7.1% over 2025-2027. The dynamism of economic activity added to the moderation in inflation should support a decline in poverty to 22.3% in 2027.

    Continued efforts to mobilize domestic resources and a rebalancing of the composition of debt in favor of domestic debt, in line with medium-term revenue mobilization and debt strategies, should enable Benin to maintain its macroeconomic stability, which is critical for attracting private investment and supporting the ongoing economic transformation.” says Mamadou Tanou Baldé, World Bank Economist and Lead author of the report.

    The second part of the report focuses on domestic revenue mobilization while protecting the poor. The simplification of tax policy and the digitization of tax collection processes have improved the quality of services and secured revenue collection. Revenue mobilization in Benin has steadily increased since 2016 and has demonstrated resilience in the face of various shocks, including border closures with some neighboring countries, the COVID-19 pandemic, the rising cost of living in 2022, and insecurity. Tax revenue, the main driver of revenue growth, increased from 9.2% of GDP in 2016 to 13.2% in 2024, an increase of 4% over the period. Despite this progress, the gap with its peers remains and Benin needs to increase domestic revenue mobilization to finance its development plan. While Benin’s fiscal system reduces inequality by 3 Gini points, an improvement in the fiscal system, including a mix of more targeted taxes and transfers, could lift more than 100,000 people out of poverty each year while continuing to mobilize more resources.

    To improve the situation, Benin should strengthen social safety nets, implement more progressive taxation and increase social spending more targeted at the poorest to improve the redistributive impact of its fiscal policies,” adds Arthur Alik-Lagrange, World Bank Lead Economist and co-author of the report.

    Distributed by APO Group on behalf of The World Bank Group.

    MIL OSI Africa

  • MIL-OSI Africa: African Development Bank and Partners Launch a $263.8 Million Infrastructure Project to Transform Urban Development in Abia State

    Source: APO

    The African Development Bank (www.AfDB.org), in partnership with the Islamic Development Bank, Nigeria’s Federal Government and the Abia State, has launched the Abia State Integrated Infrastructure Development Project, a transformative $263.8 million initiative to modernize urban infrastructure, enhance mobility, and promote inclusive, climate-resilient development over the next five years.

    The project addresses critical infrastructure gaps in urban transport, erosion control and waste management which have long constrained mobility, public health and economic productivity in the cities of Umuahia and Aba in Abia State.

    The African Development Bank is contributing $115 million to the project, including $100 million from its ADB window and $15 million from the Canada-AfDB Climate Fund (CACF). The Islamic Development Bank is co-financing with $125 million, while the Federal Government of Nigeria is providing $23.8 million in counterpart funding.

    The project will rehabilitate more than 248 kilometers of roads in the cities of Umuahia and Aba, restore two erosion sites, and catalyze private sector investment in solid waste management through public-private partnerships.

    Abia State, like many rapidly growing regions, has faced mounting infrastructure challenges driven by urban expansion, environmental pressures and limited investment over time. Cities such as Umuahia and Aba are contending with aging roads, erosion threats, and strained waste systems. This project signals a decisive shift toward integrated, climate-resilient urban development that supports inclusive growth and long-term sustainability.

    Speaking at the launch, Dr. Alex C. Otti, Governor of Abia State, said the initiative marked a defining moment in the State’s infrastructure renewal agenda: “The fruits of development are richer when supported by partners who believe in your vision. We are focused on raising living standards, expanding access to education and healthcare, and driving economic productivity. Investor confidence is growing, public optimism is rising, and Abia is emerging as a destination of choice for opportunity and impact.”

    The project is expected to generate over 3,000 temporary jobs during the construction phase, with 30 percent reserved for women, and approximately 1,000 permanent jobs during the operational phase. A key feature of the project is its focus on youth employment and skills development: 50 percent of the permanent roles will go to young people, who will be trained through the State Youth Road Maintenance Corps—a cadre of local engineers drawn from all 17 Local Government Areas of Abia State.

    Dr. Akande Oyebola, Assistant Director at the International Economic Relations Department of the Federal Ministry of Finance, reaffirmed the Government’s support: “This initiative represents a significant milestone in our collective effort to drive economic growth, strengthen infrastructure, and improve the quality of life for the people of Abia State.”

    Dr. Abdul Kamara, Director General of the African Development Bank’s Nigeria Country Department, commended the leadership of the federal and state governments. “This project is rooted in partnership, ambition and long-term impact,” he said.  “At its core, this project is about lives, it is about reducing travel time by half, increasing incomes, improving access to schools and hospitals, and creating space for entrepreneurs, particularly women and youth, to thrive.”

    Beyond the physical infrastructure, the project incorporates comprehensive social and environmental safeguards. These include training for women and youth entrepreneurs, resettlement support, HIV/AIDS and STI awareness campaigns, and strengthened systems for procurement and financial management.

    Otumchere Oti, Abia State Commissioner for Works, reaffirmed the State’s commitment to accountable delivery.

    “Today we reassure all stakeholders, our development partners, contractors, communities, and government institutions, that implementation will be guided by diligence, transparency, and accountability. Our monitoring mechanisms are robust, and our resolve is strong. This is a defining moment for Abia State, and we shall rise to it with determination and unity,” he said.

    The African Development Bank will provide technical support, capacity building, and close implementation supervision through its Nigeria Country Department and sector teams.

    The launch of the Abia State Integrated Infrastructure Development Project marks a key milestone in the Bank’s commitment to advancing Nigeria’s development priorities through inclusive, sustainable infrastructure investment.

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

    Contact:
    Nkiruka Henrietta Ugoh
    Nigeria Country Department
    media@afdb.org

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

    Media files

    .

    MIL OSI Africa

  • MIL-OSI United Kingdom: Infrastructure Pipeline kicks off new era of infrastructure delivery

    Source: United Kingdom – Executive Government & Departments

    Press release

    Infrastructure Pipeline kicks off new era of infrastructure delivery

    New tool gives investors and industry clarity they need to plan for the long term and support the delivery of the government’s infrastructure ambitions.

    • UK’s major infrastructure projects published giving investors and British business the certainty to plan for the long term.
    • NISTA’s new interactive Pipeline website sets out 780 planned projects including transport, energy, schools and hospitals.
    • Follows publication of government’s landmark 10 Year Infrastructure Strategy setting out new approach to infrastructure and vital reforms to ensure planning and delivery is joined up.

    Construction firms have been given the certainty and confidence they need to invest in major UK infrastructure projects as the government publishes details of hundreds of live schemes, underpinning the delivery of the government’s landmark 10 Year Infrastructure Strategy.

    This Infrastructure Pipeline will provide real time updates on 780 planned private and public sector projects, giving industry the clarity needed to plan for the long term and creating good quality jobs and supply chain capacity necessary to deliver the government’s infrastructure ambitions and the Plan for Change. It will support our modern Industrial Strategy, boosting business investment and driving growth across the country.

    Building on data from 40 government departments, public bodies and regulated businesses, the new interactive online tool provides details of around 780 public and privately led infrastructure projects under construction, in development, or at an early stage of planning including transport, energy, schools and hospitals.

    The pipeline outlines £530 billion of projects and programmes over the next ten years, which includes £285 billion funded solely by the public sector.

    It comes as the government announced last month at least £725 billion of government funding over the coming decade, as part of a new approach to how projects are planned and delivered.

    Chief Secretary to the Treasury Darren Jones MP said:

    Last month, I set out a comprehensive ten-year strategy to restore confidence in the UK’s capacity to provide the infrastructure we need to renew Britain.

    Delivering that ambition will require support from the private sector to invest in the jobs and training opportunities workers need to help us rebuild the country.

    This pipeline brings industry on that journey with us – by giving business leaders and investors confidence about future work and therefore the confidence to invest in their workforce.

    By providing a more consistent picture of significant infrastructure investments planned by both government and the private sector, the pipeline also aims to improve the quality of policy making, spending decisions and the delivery of major projects – replacing the previously erratic and uncoordinated nature of infrastructure planning with a more certain picture.

    This is backed by a new online pipeline tool allowing users to see the national and regional picture of planned investments by both the government and private sector in real time. As well as providing details of individual projects, users will also be able to look at the full range of planned investments.

    The pipeline will managed by the National Infrastructure and Service Transformation Authority (NISTA) and updated on a regular basis. 

    Becky Wood, Chief Executive Office of NISTA, said:

    We’ve listened to a wide range of voices to ensure this pipeline is designed to give the infrastructure sector the information and insights needed to plan with confidence and to build the skills, workforce and supply chains required.

    NISTA is committed to working with investors, operators and construction firms on future iterations to ensure the pipeline is where private and public sector partners will stand firmly behind a shared ambition to do things better.

    John Foster, Chief Policy and Campaigns Officer at CBI said:

    A dynamic, forward-looking infrastructure pipeline is exactly what business needs to plan, invest, and build with confidence. This announcement responds to long-standing calls from industry and sends a strong signal that government is serious about long-term infrastructure planning. Greater clarity and certainty on upcoming projects will unlock investment in nationally significant schemes, strengthen supply chains, and support high-value jobs across the UK.

    Sam Gould, Director of policy and external affairs at the Institution of Civil Engineers said:

    The ICE has promoted the importance of an up-to-date, credible project pipeline for some time, so NISTA’s publication of the new Infrastructure Pipeline is a welcome step forward.

    Having an agreed list of projects provides essential clarity for the industry to plan – not just for delivery, but to enable better workforce planning and attract necessary finance.

    The commitment from NISTA to regularly update the Pipeline with insights and data from across industry is also positive, and the ICE looks forward to working with NISTA to refine and develop this Pipeline.

    This joined-up, systematic approach is what’s needed to plan for and deliver the infrastructure the UK needs.

    Mark Reynolds, Mace’s Executive Chair and Co-Chair of the Construction Leadership Council and Co-Chair of the Construction Skills Mission Board, said:

    The construction industry cannot invest in new skills, capacity and technology without clarity on our future workload. The government’s pipeline plays a critical role in allowing us to scale up to deliver 1.5m new homes and a revitalisation of our national infrastructure.

    NISTA’s new dynamic approach is a major step forward; and the inclusion of employment data will make a significant difference to firms across the country as they plan for the next few years of growth. The Construction Skills Mission Board will be working with our members from government, industry, training bodies, the devolved authorities and the unions to build the skilled workforce we need to realise the ambitious plans laid out in the pipeline.

    More information

    • Additional comments:

    Leo Quinn, Group Chief Executive of Balfour Beatty, said:

    The new Infrastructure Pipeline is a big step forward, giving industry the clarity and confidence to invest in skills, grow capability and deliver sustainable, digital solutions. It’s what Balfour Beatty has been calling for: funded schemes, greater detail and transparency, and real-time updates to support business planning. The challenge now is keeping up momentum and making it a trusted tool for long-term UK infrastructure planning.

    Suzannah Nichol OBE, Chief Executive, Build UK said:

    The new Infrastructure Pipeline is another step towards much needed visibility and stability for the construction supply chain and private sector investors. This dynamic approach showing a clear and updated pipeline of work will give our members more confidence to invest in the skills, resources and technology required to deliver and maintain the social and economic infrastructure we all rely on.

    Build UK is committed to working with the Treasury and NISTA to ensure the pipeline is an effective tool, supporting improved performance and productivity and driving economic growth.

    Jon Phillips, Chief Executive, Global Infrastructure Investor Association said:

    This is a positive step towards strengthening the UK’s appeal as a destination for private finance of critical infrastructure.

    Global investors will value a clear pipeline of projects that shows the full scope of the UK’s investment potential.

    We look forward to working closely with the government to ensure the pipeline meets investors’ needs and has the greatest possible impact on UK economic growth.

    David Allen, spokesperson for the Civil Engineering Contractors Association (CECA), and Executive Director of CECA Southern, said:

    The long-term certainty provided by the pipeline published today – and the ease of access that the online tool provides – will boost the infrastructure sector’s delivery capacity, at a time when we need the UK economy to be firing on all cylinders.

    CECA members have consistently argued that key to delivering the best results is providing industry with clear visibility of the forward pipeline of investment.

    This is essential to maintaining confidence across our sector, and enables businesses to plan efficiently, invest in skills and innovation, and deliver the economic and social outcomes the UK needs.

    • The Infrastructure Pipeline is a dynamic online tool, developed after extensive engagement with a wide range of industry stakeholders.
    • It provides both an interactive and downloadable information about each scheme, including details of anticipated spend, the current project status and its expected completion date, together with information on the Pipeline’s methodology and how it will evolve in future. 
    • This first iteration of the pipeline reflects public spending settlements agreed across government as part of the recent Spending Review. The next update planned for early 2026 will add further details following the completion of business planning across government resulting from Spending Review decisions..
    • The Pipeline is not an announcement of new government policy or project investments – it is an update on the latest position on each project.

    Updates to this page

    Published 17 July 2025

    MIL OSI United Kingdom

  • MIL-OSI: Arclaim Finance to Launch DeFi Staking Platform on July 15, Solving Liquidity Challenges for Crypto Investors

    Source: GlobeNewswire (MIL-OSI)

    WELLINGTON, New Zealand, July 17, 2025 (GLOBE NEWSWIRE) — The decentralized finance (DeFi) ecosystem evolves rapidly, driven by innovation and the pursuit of liquidity. Staking, a popular method for cryptocurrency users to earn passive income, faces a persistent challenge: limited liquidity and untapped potential of staked assets. Arclaim, a pioneering decentralized staking platform, addresses these issues, offering users an optimized way to maximize earnings through staking. By leveraging advanced smart contracts and a user-centric approach, Arclaim redefines staking in the DeFi space, delivering higher returns, enhanced security, and unparalleled flexibility.

    A New Era for Staking

    Arclaim transforms how users interact with staked assets by combining robust technology with innovative earning mechanisms. Unlike traditional staking platforms, Arclaim not only facilitates high-yield staking but also integrates arbitrage opportunities, enabling users to earn from multiple streams. This dual-earning model, supported by carefully audited smart contracts, positions Arclaim as a leader in the DeFi ecosystem, appealing to both novice and seasoned investors.

    “Arclaim empowers users to unlock the full potential of their crypto assets,” says Josh Smith, spokesperson for Arclaim Finance. “By combining high-APR staking pools with arbitrage opportunities and a 98% profit-sharing model, we prioritize user earnings while ensuring safety and reliability.”

    How Arclaim Works

    Arclaim operates through a seamless, secure, and efficient process designed to optimize user earnings. The platform’s proprietary system follows a structured approach:

    1. Analysis of Staking Pools: Arclaim’s advanced algorithms scan the market to identify staking pools with high Annual Percentage Rates (APR) and strong arbitrage potential, ensuring users access the most lucrative opportunities.
    2. Deployment of Smart Contracts: Once optimal pools are identified, Arclaim deploys robust smart contracts to facilitate staking. These contracts securely lock user funds and efficiently distribute rewards.
    3. Profit Distribution Model: Arclaim distributes 98% of fees and profits back to users, retaining only 2%. This user-centric model maximizes earnings, setting Arclaim apart from competitors.
    4. Earnings Through Arbitrage: Beyond staking rewards, Arclaim’s smart contracts exploit price differences across pools, generating additional profits for users.

    This streamlined process ensures users benefit from high returns, transparency, and ease of use, all while maintaining the highest standards of security.

    Why Arclaim Stands Out

    Arclaim distinguishes itself through innovative features that address the limitations of traditional staking platforms:

    • Higher Returns: By identifying high-APR pools and leveraging arbitrage, Arclaim consistently delivers superior returns compared to other decentralized applications (dApps).
    • User-Centric Profit Model: With 98% of profits returned to users, Arclaim prioritizes community financial growth, unlike platforms that retain significant portions of earnings.
    • Safety and Reliability: Arclaim’s smart contracts undergo rigorous audits to ensure the security of user funds, fostering trust among users worldwide.
    • Optimized Staking Experience: The platform’s intuitive interface simplifies staking, allowing users to monitor earnings and withdraw profits effortlessly.

    These features make Arclaim a transformative solution, combining the best of DeFi innovation with a focus on user empowerment.

    Who Benefits from Arclaim?

    Arclaim caters to a diverse audience, from beginners exploring DeFi to experienced investors seeking advanced opportunities. Whether users aim to earn passive income through staking or capitalize on arbitrage, Arclaim’s user-friendly platform and transparent profit-sharing model make it an ideal choice. With a low entry barrier, users can start staking with minimal investment, democratizing access to high-yield opportunities in the DeFi space.

    The Future of Staking

    As DeFi continues to expand, Arclaim sets a new standard for decentralized staking platforms. By addressing liquidity challenges and maximizing user profits, the platform paves the way for a more efficient and inclusive staking experience. Arclaim’s innovative approach ensures users can optimize their assets while maintaining control and security.

    The platform’s vision extends beyond staking. By integrating arbitrage opportunities and leveraging cutting-edge technology, Arclaim unlocks the full potential of crypto assets. As the DeFi ecosystem grows, Arclaim positions itself as a leader, offering a compelling solution for those seeking to enhance their financial future without compromising on reliability.

    A Bright Future for DeFi Investors

    Arclaim’s combination of safety, reliability, and high earning potential reshapes how users perceive staking. As more individuals explore DeFi, platforms like Arclaim play a pivotal role in empowering users to maximize their crypto investments. With its robust smart contracts, transparent profit model, and user-focused design, Arclaim invites investors to join a revolution in decentralized finance.

    For those looking to earn more from their staked assets, Arclaim offers a secure and innovative platform to achieve financial goals. Whether new to staking or a seasoned investor, Arclaim provides the tools to take control of your crypto portfolio.

    About Arclaim Finance

    Arclaim Finance, based in Wellington, New Zealand, leads the charge in decentralized staking innovation. With a mission to optimize liquidity and earnings for crypto users, Arclaim combines advanced smart contracts with a user-centric profit model to redefine staking in the DeFi ecosystem. Visit arclaim.com to learn more and join the staking revolution.

    Media Contact:
    Josh Smith
    Arclaim Finance
    Email: support@arclaim.com
    Website: https://arclaim.com

    Disclaimer: This press release is provided by Arclaim Finance. The statements, views, and opinions expressed in this content are solely those of the content provider and do not necessarily reflect the views of this media platform or its publisher. We do not endorse, verify, or guarantee the accuracy, completeness, or reliability of any information presented. This content is for informational purposes only and should not be considered financial, investment, or trading advice. Investing involves significant risks, including the potential loss of capital. Readers are strongly encouraged to conduct their own research and consult with a qualified financial advisor before making any investment decisions. Neither the media platform nor the publisher shall be held responsible for any fraudulent activities, misrepresentations, or financial losses arising from the content of this press release. In the event of any legal claims or charges against this article, we accept no liability or responsibility.

    Legal Disclaimer: This media platform provides the content of this article on an “as-is” basis, without any warranties or representations of any kind, express or implied. We do not assume any responsibility or liability for the accuracy, content, images, videos, licenses, completeness, legality, or reliability of the information presented herein. Any concerns, complaints, or copyright issues related to this article should be directed to the content provider mentioned above.

    A photo accompanying this announcement is available at https://www.globenewswire.com/NewsRoom/AttachmentNg/58de9966-b614-477b-af1f-f9fc6ca02d3c

    The MIL Network

  • MIL-OSI: Arclaim Finance to Launch DeFi Staking Platform on July 15, Solving Liquidity Challenges for Crypto Investors

    Source: GlobeNewswire (MIL-OSI)

    WELLINGTON, New Zealand, July 17, 2025 (GLOBE NEWSWIRE) — The decentralized finance (DeFi) ecosystem evolves rapidly, driven by innovation and the pursuit of liquidity. Staking, a popular method for cryptocurrency users to earn passive income, faces a persistent challenge: limited liquidity and untapped potential of staked assets. Arclaim, a pioneering decentralized staking platform, addresses these issues, offering users an optimized way to maximize earnings through staking. By leveraging advanced smart contracts and a user-centric approach, Arclaim redefines staking in the DeFi space, delivering higher returns, enhanced security, and unparalleled flexibility.

    A New Era for Staking

    Arclaim transforms how users interact with staked assets by combining robust technology with innovative earning mechanisms. Unlike traditional staking platforms, Arclaim not only facilitates high-yield staking but also integrates arbitrage opportunities, enabling users to earn from multiple streams. This dual-earning model, supported by carefully audited smart contracts, positions Arclaim as a leader in the DeFi ecosystem, appealing to both novice and seasoned investors.

    “Arclaim empowers users to unlock the full potential of their crypto assets,” says Josh Smith, spokesperson for Arclaim Finance. “By combining high-APR staking pools with arbitrage opportunities and a 98% profit-sharing model, we prioritize user earnings while ensuring safety and reliability.”

    How Arclaim Works

    Arclaim operates through a seamless, secure, and efficient process designed to optimize user earnings. The platform’s proprietary system follows a structured approach:

    1. Analysis of Staking Pools: Arclaim’s advanced algorithms scan the market to identify staking pools with high Annual Percentage Rates (APR) and strong arbitrage potential, ensuring users access the most lucrative opportunities.
    2. Deployment of Smart Contracts: Once optimal pools are identified, Arclaim deploys robust smart contracts to facilitate staking. These contracts securely lock user funds and efficiently distribute rewards.
    3. Profit Distribution Model: Arclaim distributes 98% of fees and profits back to users, retaining only 2%. This user-centric model maximizes earnings, setting Arclaim apart from competitors.
    4. Earnings Through Arbitrage: Beyond staking rewards, Arclaim’s smart contracts exploit price differences across pools, generating additional profits for users.

    This streamlined process ensures users benefit from high returns, transparency, and ease of use, all while maintaining the highest standards of security.

    Why Arclaim Stands Out

    Arclaim distinguishes itself through innovative features that address the limitations of traditional staking platforms:

    • Higher Returns: By identifying high-APR pools and leveraging arbitrage, Arclaim consistently delivers superior returns compared to other decentralized applications (dApps).
    • User-Centric Profit Model: With 98% of profits returned to users, Arclaim prioritizes community financial growth, unlike platforms that retain significant portions of earnings.
    • Safety and Reliability: Arclaim’s smart contracts undergo rigorous audits to ensure the security of user funds, fostering trust among users worldwide.
    • Optimized Staking Experience: The platform’s intuitive interface simplifies staking, allowing users to monitor earnings and withdraw profits effortlessly.

    These features make Arclaim a transformative solution, combining the best of DeFi innovation with a focus on user empowerment.

    Who Benefits from Arclaim?

    Arclaim caters to a diverse audience, from beginners exploring DeFi to experienced investors seeking advanced opportunities. Whether users aim to earn passive income through staking or capitalize on arbitrage, Arclaim’s user-friendly platform and transparent profit-sharing model make it an ideal choice. With a low entry barrier, users can start staking with minimal investment, democratizing access to high-yield opportunities in the DeFi space.

    The Future of Staking

    As DeFi continues to expand, Arclaim sets a new standard for decentralized staking platforms. By addressing liquidity challenges and maximizing user profits, the platform paves the way for a more efficient and inclusive staking experience. Arclaim’s innovative approach ensures users can optimize their assets while maintaining control and security.

    The platform’s vision extends beyond staking. By integrating arbitrage opportunities and leveraging cutting-edge technology, Arclaim unlocks the full potential of crypto assets. As the DeFi ecosystem grows, Arclaim positions itself as a leader, offering a compelling solution for those seeking to enhance their financial future without compromising on reliability.

    A Bright Future for DeFi Investors

    Arclaim’s combination of safety, reliability, and high earning potential reshapes how users perceive staking. As more individuals explore DeFi, platforms like Arclaim play a pivotal role in empowering users to maximize their crypto investments. With its robust smart contracts, transparent profit model, and user-focused design, Arclaim invites investors to join a revolution in decentralized finance.

    For those looking to earn more from their staked assets, Arclaim offers a secure and innovative platform to achieve financial goals. Whether new to staking or a seasoned investor, Arclaim provides the tools to take control of your crypto portfolio.

    About Arclaim Finance

    Arclaim Finance, based in Wellington, New Zealand, leads the charge in decentralized staking innovation. With a mission to optimize liquidity and earnings for crypto users, Arclaim combines advanced smart contracts with a user-centric profit model to redefine staking in the DeFi ecosystem. Visit arclaim.com to learn more and join the staking revolution.

    Media Contact:
    Josh Smith
    Arclaim Finance
    Email: support@arclaim.com
    Website: https://arclaim.com

    Disclaimer: This press release is provided by Arclaim Finance. The statements, views, and opinions expressed in this content are solely those of the content provider and do not necessarily reflect the views of this media platform or its publisher. We do not endorse, verify, or guarantee the accuracy, completeness, or reliability of any information presented. This content is for informational purposes only and should not be considered financial, investment, or trading advice. Investing involves significant risks, including the potential loss of capital. Readers are strongly encouraged to conduct their own research and consult with a qualified financial advisor before making any investment decisions. Neither the media platform nor the publisher shall be held responsible for any fraudulent activities, misrepresentations, or financial losses arising from the content of this press release. In the event of any legal claims or charges against this article, we accept no liability or responsibility.

    Legal Disclaimer: This media platform provides the content of this article on an “as-is” basis, without any warranties or representations of any kind, express or implied. We do not assume any responsibility or liability for the accuracy, content, images, videos, licenses, completeness, legality, or reliability of the information presented herein. Any concerns, complaints, or copyright issues related to this article should be directed to the content provider mentioned above.

    A photo accompanying this announcement is available at https://www.globenewswire.com/NewsRoom/AttachmentNg/58de9966-b614-477b-af1f-f9fc6ca02d3c

    The MIL Network

  • MIL-OSI: Morien Announces Strategic Aggregate Partnership

    Source: GlobeNewswire (MIL-OSI)

    HALIFAX, Nova Scotia, July 17, 2025 (GLOBE NEWSWIRE) — Morien Resources Corp. (“Morien” or the “Company“) (TSX-V:MOX) is pleased to announce that it has entered into a strategic partnership with a large, U.S. based, regional crushed stone (“aggregate”) operator to jointly identify and permit long-life crushed stone opportunities in Atlantic Canada.

    Morien has pursued new relationships leveraging its regional expertise and longstanding relationships across Nova Scotia and Atlantic Canada. This effort is aligned with its commitment to unlocking the potential of Atlantic Canada’s high-quality mineral resources that can serve both domestic and export infrastructure markets.

    This partnership positions Morien to capitalize on Atlantic Canada’s strategic location, deep-water access, and high-quality stone resources to meet rising infrastructure demands in both Canada and the eastern U.S.

    In May 2025, the provincial government of Nova Scotia expanded its support of the mining industry by identifying aggregate as a “Strategic Mineral” under its Critical Minerals Strategy, a commodity that Nova Scotia now deems important for its economy and future development.

    The collaboration has already yielded promising results. One aggregate (granite) project in Nova Scotia has advanced to formal technical and stakeholder engagement with environmental and permitting groundwork now underway. A second aggregate (limestone) project in Newfoundland is currently progressing through due-diligence, including early-stage technical and commercial assessment.

    Under the terms of the strategic partnership agreement, Morien will receive a milestone payment upon the successful permitting of certain designated projects and is entitled to an industry competitive production royalty on future sales over the life of the operation. Morien’s time and expenses associated with each project are reimbursed by its partner. This arrangement is consistent with Morien’s focus on disciplined project selection and its partner-driven business model that maximizes long-term value while maintaining its lean operating model.

    The Company expects to provide further updates as milestones are achieved within this new aggregate initiative.

    About Morien

    Morien is a Nova Scotia based, mining development company created in 2012 to be a vehicle of direct prosperity for Nova Scotians, its largest shareholder group. Led by Nova Scotians, Morien’s primary assets are a royalty on the sale of coal from the Donkin Mine in Cape Breton, Nova Scotia, and a royalty on the sale of aggregate from the permitted Black Point Project, in Guysborough County, Nova Scotia. Morien’s management team exercises ruthless discipline in managing both the assets and liabilities of the Company. The Company’s management and its Board of Directors consider shareholder returns to be paramount over corporate size, number or scale of assets and industry recognition. The Company has 51,292,000 issued and outstanding common shares and a fully diluted position of 53,992,000. Further information is available at www.MorienRes.com.

    Forward-Looking Statements

    Some of the statements in this news release may constitute “forward-looking information” as defined under applicable securities laws. These statements reflect Morien’s current expectations of future revenues and business prospects and opportunities and are based on information currently available to Morien. Morien cautions that actual performance will be affected by a number of factors, many of which are beyond its control, and that future events and results may vary substantially from what Morien currently foresees. Factors that could cause actual results to differ materially from those in forward-looking statements include risks and uncertainties described in documents filed by Morien with the Canadian securities regulators on SEDAR+ (www.sedarplus.com) from time to time. Morien cautions that its royalty revenue will be based on production by third party property owners and operators who will be responsible for determining the manner and timing for the properties forming part of Morien’s royalty portfolio. These third party owners and operators are also subject to risk factors that could cause actual results to differ materially from those predicted herein including: volatility in financial markets or general economic conditions; capital requirements and the need for additional financing; fluctuations in the rates of exchange for the currencies of Canada and the United States; prices for commodities including coal and aggregate; unanticipated changes in production, mineral reserves and mineral resources, metallurgical recoveries and/or exploration results; changes in regulations and unpredictable political or economic developments; loss of key personnel; labour disputes; and ineffective title to mineral claims or property. There are other business risks and hazards associated with mineral exploration, development and mining. Although Morien believes that the forward-looking information contained herein is based on reasonable assumptions (including assumptions relating to economic, market and political conditions, the Company’s working capital requirements and the accuracy of information supplied by the operators of the properties in which the Company has a royalty interest), readers cannot be assured that actual results will be consistent with such statements. Morien expressly disclaims any intention or obligation to update or revise any forward-looking information in this news release, whether as a result of new information, events or otherwise, except in accordance with applicable securities laws. All dollar values discussed herein are in Canadian dollars. Any financial outlook or future-oriented financial information in this news release, as defined by applicable securities laws, has been approved by management of Morien as of the date of this news release. Such financial outlook or future-oriented financial information is provided for the purpose of providing information about management’s current expectations and plans relating to the future. Readers are cautioned that such outlook or information should not be used for purposes other than for which it is disclosed in this news release.

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

    For more information, please contact:

    Dawson Brisco, President & CEO
    Phone: (902) 403-3149
    dbrisco@MorienRes.com
    or
    John P.A. Budreski, Executive Chairman
    Phone: (416) 930-0914
    www.MorienRes.com

    The MIL Network

  • MIL-OSI Submissions: East African countries and open borders: great strides, but still a long way to go

    Source: The Conversation – Africa – By Alan Hirsch, Senior Research Fellow New South Institute, Emeritus Professor at The Nelson Mandela School of Public Governance, University of Cape Town

    It’s not uncommon to find a Ugandan taxi driver in Rwanda’s capital, Kigali, just as one regularly meets Zimbabwean Uber drivers in South Africa. But there is a big difference. A Ugandan working in Rwanda most likely has a secure legal right to be there, whereas Zimbabweans working in South Africa are often uncertain of their current or future legality.

    East Africa has made greater strides towards the free flow of people crossing borders and seeking work than most of Africa. Only the Economic Community of West African States (Ecowas) is in the same league.

    While the African Union’s Free Movement of Persons protocol has faltered at a continental level, some of the regional economic communities have made progress. The Southern African Development Community (SADC) allows visa-free travel across almost all its borders.

    Ecowas and the East African Community (EAC) have driven ambitiously towards regional common markets including the freeing up of job-seeking, residential settlement and business development across the borders of member states.

    The New South Institute, a think-tank focused on governance reforms in the global south, is nearing the end of a research programme on migration governance reform in Africa. Our new report is on East Africa.

    We have found that unlike much of the global north, the African continent is moving towards more open borders for people. In some of the global south the promise of economic growth outweighs political fears. Yet progress is slow, and not coordinated. Mostly migration reform happens in regions and between neighbours.

    The progress in the East African Community is particularly notable compared with other African regional communities. We identify a number of reasons for this, including strong leadership and co-operation between state and non-state actors.

    The commitment to free movement

    The East African Community adopted its Common Market Protocol in 2010. The bloc is made up of Tanzania, Uganda, Kenya, Rwanda, Burundi, South Sudan, the DRC and Somalia.

    The regional body’s common market pact includes the movement of goods, services, capital and people. It gives people the right – on paper at least – to find employment across borders, the right to reside and the right to establish a business. There is also a commitment to the harmonisation and mutual recognition of academic and professional qualifications and labour policies to ease mobility.

    Even before the common market protocol, the regional bloc began to establish one-stop border posts on many of its internal borders to facilitate the flow of goods and people. Though they don’t all operate the same way or equally well, they have been successful at easing movement.

    Uneven outcomes

    The common market’s impact on the movement of people has been uneven within the region. Most integrated are Uganda, Kenya and Rwanda, which allow the cross-border movement of citizens with standardised identity documents – they do not need passports.

    It is also relatively easy to get jobs across these borders.

    Tanzania and Burundi are close to the inner circle but still require passports, though no visas. The three states which joined more recently, South Sudan, the DRC and Somalia, are all fragile states with governance systems that do not always meet the standards needed for acceptance into all the privileges of the regional bloc.

    In practice there is differential treatment. Generally, it is more difficult for citizens of the three latecomers to get regular access and jobs in their regional partners.

    Another limitation when it comes to the mobility of people is that little progress has been made in the formal harmonisation of education, health and social welfare systems between member states. This inhibits job seeking across borders.

    In addition, national labour laws, which tend to require permits for foreigners, still apply to varying degrees in the region. Some countries are more permissive. For example, Kenya, Uganda and Rwanda have a reciprocal no-fee work permit agreement.

    Another shortcoming has been that the outcomes of court processes in enforcing the freedom of movement have been disappointing. This is so even though the regional bloc has an active East African Court of Justice. Its legal mandate includes the enforcement of the bloc’s treaty and its protocols.

    In some cases the court has found that national actions inhibiting the movement of persons were trumped by the regional protocol. It has instructed the errant governments to comply. But its ability to enforce the decisions is minimal.

    Reasons for success

    Leadership has been important. The fact that the strongest economy in the region, Kenya, has been part of the leading echelon is significant.

    Rwanda and Uganda have led by example too. Rwanda was one of the first countries on the continent to offer visa-free entry to all other African countries. For its part, Uganda is widely admired for its refugee inclusion programmes.

    Another factor outlined in our report has been the opportunity for collaboration fostered by relationships between formal institutions, such as governments, and non-state actors such as the International Organisation for Migration. Interactions between these various players have created opportunities for officials and policymakers from states of the region to meet, discuss issues of concern, and develop relationships of trust and understanding.

    Another non-state donor-funded actor, TradeMark Africa, which was established in 2010 to support in the implementation of the common market in east Africa, provided considerable support. For example it supported the implementation of the regional One-Stop Border Post programme..

    Way forward

    Based on our report we identified changes that could make a positive difference.

    Firstly, the development of reliable, harmonised systems in the region to collect and manage data on population mobility and employment. This would build confidence that policy was being made on the basis of reliable information.

    Secondly, reducing friction in cross-border monetary transactions, including migrants’ remittances. This would make it easier for migrants to send some of their income to their countries of origin.

    Thirdly, improvements to population registers, identity documents, passports and cross-border migration management systems. Improvements would build mutual trust in the integrity of systems and pave the way for further commitments to lowering migration barriers.

    Fourth, cooperation on cross-border access to social services such as health and education. This is one of the most important intermediate steps towards freeing up mobility for the citizens of the region.

    Fifth, reconsidering some of the amendments made to weaken the East African Court of Justice in 2007. This would strengthen the de jure powers of the court, adding considerably to the entrenchment of cross-border rights in the region.

    Ultimately, the key constraint in the region is political and security instability, which holds back social and economic development. Nevertheless, incremental progress on mobility is possible despite issues in the fragile states, even though it may result in asymmetric progress within the East African Community.

    Alan Hirsch’s work on migration governance is part of his responsibilities while employed as a Senior Research Fellow at the New South Institute.

    ref. East African countries and open borders: great strides, but still a long way to go – https://theconversation.com/east-african-countries-and-open-borders-great-strides-but-still-a-long-way-to-go-261021

    MIL OSI

  • MIL-OSI: DT Midstream to Announce Second Quarter 2025 Financial Results, Schedules Earnings Call

    Source: GlobeNewswire (MIL-OSI)

    DETROIT, July 17, 2025 (GLOBE NEWSWIRE) — DT Midstream, Inc. (NYSE: DTM) plans to announce second quarter 2025 financial results before the market opens on Thursday, July 31, 2025.

    DT Midstream has scheduled a conference call to discuss results for 9:00 a.m. ET (8:00 a.m. CT) the same day. Investors, the news media and the public may listen to a live internet broadcast of the call at this link. The participant toll-free telephone dial-in number in the U.S. and Canada is 888.596.4144, and the toll number is 646.968.2525; the passcode is 9881735. International access numbers are available here.

    The webcast will be archived on the DT Midstream website at investor.dtmidstream.com. 

    About DT Midstream

    DT Midstream (NYSE: DTM) is an owner, operator and developer of natural gas interstate and intrastate pipelines, storage and gathering systems, compression, treatment and surface facilities. The company transports clean natural gas for utilities, power plants, marketers, large industrial customers and energy producers across the Southern, Northeastern and Midwestern United States and Canada. The Detroit-based company offers a comprehensive, wellhead-to-market array of services, including natural gas transportation, storage and gathering. DT Midstream is transitioning towards net zero greenhouse gas emissions by 2050, including a plan of achieving 30% of its carbon emissions reduction by 2030. For more information, please visit the DT Midstream website at www.dtmidstream.com.

    The MIL Network

  • MIL-Evening Report: Grattan on Friday: New parliament presents traps for Albanese and Ley

    Source: The Conversation (Au and NZ) – By Michelle Grattan, Professorial Fellow, University of Canberra

    Anthony Albanese hasn’t been in any rush to convene the new parliament, which Governor-General Sam Mostyn will open on Tuesday.

    It’s only mildly cynical to observe that governments of both persuasions often seem to regard having pesky members and senators around too much as a hindrance to business. Accountability is all very good in theory – facing it in practice is another matter.

    In this first fortnight of the new parliament, however, much of the attention will be less on the government than on the opposition. Liberal leader Sussan Ley has handled her early weeks without tripping. But her critics hover like crows on the fence in lambing season. Angus Taylor, who narrowly lost the leadership ballot, retains his ambition. The right-wing media wait for Ley’s mistakes.

    Ley will need to maintain a strong grip on her team’s messaging, especially on foreign and defence policy, or the Coalition will open itself to criticism.

    Taylor, now the defence spokesman, attracted attention this week when he went out on a limb on Taiwan, telling the ABC, “we should have a joint commitment with them [the US] to the security of Taiwan”.

    Ley, who says she wants to avoid unrelenting negativity, must choose the Coalition’s targets carefully. It has been presented with some useful fodder with the (inadvertently) leaked Treasury brief to the re-elected government that urged the need for tax rises and spending cuts. This is manna from political heaven because it is on the Coalition’s favoured economic ground, and raises issues for which the government doesn’t have immediate or clear-cut answers.

    As important as Ley’s own performance will be, so will that of shadow treasurer Ted O’Brien. Taylor’s handling of the job last term was a serious weakness for the Coalition.

    Facing a well-prepared and confident counterpart in Jim Chalmers, O’Brien must find his feet quickly. Sensibly, he has hired on his staff an experienced, credible economist, Steven Hamilton, who has been an assistant professor of economics at George Washington University in Washington DC. Hamilton has also been a regular contributor to The Australian Financial Review, so he has a feel for, and contacts in, the financial media.

    The government has a mix of legislation to introduce in this initial fortnight. Albanese promised during the campaign that Labor’s first cab off the rank would be its commitment to cut student debt by 20%. It also foreshadowed early action to cement in penalty rates.

    It didn’t anticipate having to rush in a bill to strip funding from childcare centres that do not meet safety standards. This follows the recent revelations
    of abuse.

    The first parliamentary fortnight comes in the run-up to the government’s August 19–21 productivity roundtable (named by Chalmers the “economic reform roundtable”). With expectations inevitably exploding, observers will be watching closely the dynamics between the treasurer and the prime minister in parliament.

    The two agree that delivering election promises should be the floor, rather than the ceiling, of ambition for the second term. But their degrees of ambition differ. Chalmers fears Albanese’s is limited; the prime minister fears his treasurer’s will overreach. Will Albanese show a restraining hand on the roundtable in the weeks before it?

    As the government wants to emphasise delivery to voters in the early days of the parliament, Chalmers hasn’t rushed to seek the deal he needs with the Greens on his controversial changes to superannuation tax arrangements. The plan is to increase the tax on balances of more than $3 million, and tax the unrealised capital gains.

    The Greens want the $3 million reduced to $2 million and that amount indexed. It’s a fair assumption a compromise will be reached when negotiations occur.

    That will be a relatively easy test for the Greens under their new leader Larissa Waters, who has also said she wants to be constructive while holding the government to account.

    Later on, though, will come harder issues, including whether the Greens will sign up to a new environmental protection authority, stymied by political obstacles last term.

    In general, the Senate will be less complicated for the government in coming months than last term, given the Greens hold the sole balance of power on legislation contested by the opposition.

    That means things are more frustrating for other Senate crossbenchers.

    In his stand on staffing, Albanese is not improving their mood. Pauline Hanson’s One Nation doubled its representation to four senators but has no extra staff. Staff allocation is up to the prime minister, who has once again been arbitrary about how many staff individual Senate crossbenchers receive. This is an unfair and indefensible system – there should be independent, consistent rules.

    ACT senator David Pocock hasn’t lost any staff but he has lost clout, compared with last term when his vote could be crucial and he was able to trade it for concessions from the government. The new numbers deal him and other non-Green crossbenchers out of the game.

    In the House of Representatives, the Teals retain strong representation but, as in the last parliament, they can only exert (limited) influence, not power. For a while early this year, when it looked as if there would be a hung parliament, they were preparing wish lists.

    One new Teal will be sworn in next week, Nicolette Boele, who won the seat of Bradfield from the Liberals. She can’t know, however, whether she will see out her term. The Liberals have challenged the result after she won by just 26 votes. The matter will be decided by the Court of Disputed Returns.

    There are three possible outcomes: the court confirms the result; the result is overturned and the seat awarded to Liberal candidate Gisele Kapterian (who was allowed to vote in the Liberal leadership and supported Ley); or a fresh election is ordered.

    The Liberals are taking some risk with the challenge. If there were a new election, and they lost it, that would be another setback for them and could destabilise Ley’s leadership.

    Michelle Grattan 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. Grattan on Friday: New parliament presents traps for Albanese and Ley – https://theconversation.com/grattan-on-friday-new-parliament-presents-traps-for-albanese-and-ley-261096

    MIL OSI AnalysisEveningReport.nz

  • MIL-OSI Russia: Tatyana Golikova spoke at government hour in the State Duma.

    Translation. Region: Russian Federal

    Source: Government of the Russian Federation – Government of the Russian Federation –

    An important disclaimer is at the bottom of this article.

    Deputy Prime Minister Tatyana Golikova spoke at the government hour in the State Duma on the topic “On priorities in the implementation of the demographic policy of the Russian Federation.” It was also attended by Minister of Labor and Social Protection Anton Kotyakov, Minister of Health Mikhail Murashko, Minister of Finance Anton Siluanov, Minister of Construction and Housing and Utilities Irek Faizullin and Minister of Culture Olga Lyubimova.

    The Deputy Prime Minister thanked the deputies for choosing the topic of the government hour and the detailed expert discussion. She emphasized that in the course of preparation for the government hour, 128 questions were received, to which written answers were given.

    “Of all the components of demographic development, and today’s discussion has also shown this, increasing the birth rate is the most difficult task. We see, based on accumulated experience, that the birth rate does not directly depend on the amount of funds that we invest in social benefits. Our citizens have become more concerned about their health, and for expectant mothers, accessibility, including transportation, of medical care, a perinatal center, and a medical organization is important. Living standards have changed significantly – in the issue of birth rate, the importance of comfortable housing and sufficient space has increased. And the insufficient development of infrastructure in the regions, its inadequacy to the needs of small children is the main limiting challenge to birth rate. The life cycle is transforming – this is an extension of the period of obtaining an education, the desire to realize oneself in the professional sphere, ensuring career growth and financial independence. All this postpones the birth of a child. Another consequence of this transformation is loneliness. Quite a large number of young people cannot find a partner,” said Tatyana Golikova.

    The Deputy Prime Minister noted that the average age of mothers at birth in Russia is 29. In addition, it is important to correctly assess the factor of the country’s growing urbanization: more than 80% of all births today occur in cities.

    “Indirectly, through the use of maternity capital for education, we see that 70% of recipients in this area choose universities in large cities: Moscow, St. Petersburg, Krasnodar, Kazan. Young people leave their cities and, as a rule, do not return. Thus, the uniform territorial development of the country, the construction of housing, social and engineering infrastructure – these are all key things that need to be developed, and not only in cities, but also in rural areas. The strategy for the spatial development of Russia and its correct construction are of key importance for achieving the indicators set by the President. And of course, this is the work of all executive authorities at both the federal and regional levels, the maximum involvement of employers,” said the Deputy Prime Minister.

    Tatyana Golikova emphasized that demographic issues were discussed in detail at faction meetings and with relevant committees in the run-up to the government hour.

    The first block of questions is housing.

    “There are many support measures in place today. This is the Young Family program, preferential mortgage programs, the validity of which has been extended: family mortgage at 6%, rural mortgage at 3%, Far Eastern or Arctic mortgage at 2%. To help families pay off mortgages, a payment of 450 thousand rubles is provided at the birth of a third or subsequent child. In eight regions of the Far East, its size has been increased to 1 million rubles. Another eight have established a similar measure within the framework of regional programs to increase the birth rate. As a result, there are 16 of them. A separate topic is the development of the preferential rental housing market. Currently, 12 thousand rental apartments are being built in the Far East. In addition, there is the My Private Home initiative, which combines measures to support individual housing construction. The comprehensive rural development program also includes housing construction models in rural areas. It is important for us to jointly assess how all current housing programs are interconnected, how they affect the family, ”said Tatyana Golikova.

    An analysis of the use of maternity capital over the entire period of its existence confirms that housing is the main focus (69%) and more than 67% of funds used for housing, or 3.1 trillion rubles, are directed toward mortgages.

    In addition, the high level of indebtedness of families, both mortgage and consumer loans, becomes an obstacle to the birth rate.

    The second is support for families with many children.

    Today, there are almost 2.8 million large families in Russia. Over the past two years, the number of large families has increased by 17.4%, and the number of children in them has reached 8.9 million.

    As Tatyana Golikova noted, given the importance of this topic, a separate federal project, Large Families, has been formed within the national project Family. It combines federal and regional measures – both those that have proven their effectiveness and those introduced since 2025.

    The Presidential Decree on social support for large families established the permanent status of a large family and defined the concept of a large family for receiving support measures. At the same time, the decree retained the right of regions to expand the category of a large family and also established a recommended list of regional support measures.

    At the federal level, basic guarantees in the sphere of labor relations, early assignment of an insurance pension, vocational training and retraining for parents with many children, and the provision of state benefits in connection with the birth and upbringing of children are enshrined. In 2024, a single benefit covered more than 1.5 million large families raising 5.3 million children.

    “Since 2025, for the first time, a priority procedure for concluding a social contract with large families has been established. More than 25% of social contracts have been concluded with large families. A register of large families has been formed. Since October 1 of last year, an electronic certificate for large families has been launched. 2.2 million certificates have already been issued,” noted Tatyana Golikova.

    As part of the “demographic menu”, which is co-financed from the federal budget, 41 regions with low birth rates have provided additional support measures for large families.

    “The problem remains that when establishing the status of a large family, regions require permanent registration in the region of all family members. This leads to the fact that the father, registered in another region, is not included in the family and, accordingly, in the certificate. And, as a result, he cannot take advantage of not only regional, but also federal support measures – go with children to a museum for free, buy goods or tickets at a discount. This approach must be eliminated. It is important that all regions have a responsible, informal attitude to the topic of supporting large families,” the Deputy Prime Minister emphasized.

    Thirdly, the health of citizens.

    Within the framework of the new national projects “Family” and “Long and Active Life”, an active range of measures in the field of healthcare will be continued.

    “Special attention will be paid to psychological, legal and social assistance to pregnant women, as well as the use of assisted reproductive technologies to treat infertility: 485 thousand IVF cycles will be performed,” said Tatyana Golikova.

    Fourth – strengthening value systems with a focus on strong families and having many children among young people.

    The promotion of family values in the media, literature, through family competitions, forums and festivals such as “Family of the Year”, “It’s Family for Us”, the All-Russian Wedding Festival and a number of others, gives its results, forms traditions, and a respectful attitude towards the family.

    Please note: This information is raw content obtained directly from the source of the information. It is an accurate report of what the source claims and does not necessarily reflect the position of MIL-OSI or its clients.

    MIL OSI Russia News

  • MIL-OSI Russia: Materials for the Government meeting on July 17, 2025.

    Translation. Region: Russian Federal

    Source: Government of the Russian Federation – Government of the Russian Federation –

    An important disclaimer is at the bottom of this article.

    The following issues are planned to be considered at the meeting:

    1. On the allocation of budgetary allocations to the Ministry of Industry and Trade of Russia in 2025 from the reserve fund of the Government of the Russian Federation for the provision of one-time financial assistance in the form of a subsidy from the federal budget to the budget of the Republic of Tatarstan

    The draft order is aimed at providing financial support for the implementation of the investment project “Complex for the production of large-tonnage LNG compressor units” in the single-industry town of Zelenodolsk.

    2. On the allocation of budgetary allocations to Rosaviatsia in 2025 from the reserve fund of the Government of the Russian Federation for the purpose of providing subsidies from the federal budget to Russian airports

    The draft order is aimed at partial reimbursement of expenses for ordinary activities and interest on credit agreements or loan agreements during the period of introduction of the temporary flight restriction regime to airports in the southern and central parts of Russia for December 2024 – June 2025.

    3. On the allocation of budgetary allocations to the Ministry of Transport of Russia in 2025 from the reserve fund of the Government of the Russian Federation within the framework of the state program of the Russian Federation “Development of the transport system”

    The funds are needed to implement the project “Construction of the Bagaevsky hydroelectric complex on the Don River. Objects of the 2nd stage (main period).”

    4. On the allocation of budgetary appropriations to the Ministry of Construction of Russia in 2025 from the reserve fund of the Government of the Russian Federation for the purpose of providing another inter-budget transfer from the federal budget to the budget of the Orenburg Region

    The draft order is aimed at reimbursing the regional budget for the costs incurred in financial support for the implementation of social support measures for citizens whose residential premises were lost and/or damaged as a result of the emergency caused by the spring floods of 2024.

    5. On the allocation of budgetary appropriations to the Ministry of Construction of Russia in 2025 from the reserve fund of the Government of the Russian Federation for the provision of a subsidy from the federal budget within the framework of the federal project “Assistance to the development of infrastructure of the constituent entities of the Russian Federation (municipalities)” to the budget of the Saratov region for the purpose of implementing the project “Bank protection of the Volgograd reservoir on the section from the first berth to the solarium “Zaton” city of Saratov (stages 2, 3)”

    The adoption of the draft order will ensure the creation of a full-fledged coastal protection belt and the use of the embankment as a center of public and cultural activity in Saratov.

    6. On the allocation of budgetary appropriations from the reserve fund of the Government of the Russian Federation to the Ministry of Economic Development of Russia in 2025

    The draft order is aimed at providing the Federal Corporation for the Development of Small and Medium-Sized Entrepreneurship joint-stock company with a subsidy from the federal budget for the implementation of projects aimed at developing special economic zones and single-industry municipalities of the Russian Federation (single-industry towns).

    Moscow, July 16, 2025

    The content of the press releases of the Department of Press Service and References is a presentation of materials submitted by federal executive bodies for discussion at a meeting of the Government of the Russian Federation.

    Please note: This information is raw content obtained directly from the source of the information. It is an accurate report of what the source claims and does not necessarily reflect the position of MIL-OSI or its clients.

    MIL OSI Russia News