Category: Education

MIL-OSI Russia: “There is a need to develop and understand the phenomenon of digital trust of citizens in the state”

Translation. Region: Russian Federal

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

The digital transformation of public administration should increase the speed of data processing and routine procedures, improve the technologies of intra-departmental and interdepartmental interaction. This creates the conditions for the transition to more effective management based on data. Vyshka.Glavnoe talked about the features of the digitalization of government agencies with the head of the International Laboratory of Digital Transformation in Public Administration IGMU HSE Evgeny Styrin.

— Tell us how the laboratory was created?

— The idea of the laboratory crystallized into an application in 2020. But five years earlier, colleagues at the HSE Institute of Public Administration and Governance, who were actively involved in expert activities, consulting, and solving everyday management problems, came up with the idea of activating scientific work, including participating in high-level conferences, preparing articles for leading journals, and conducting in-depth research in the field of public administration and related disciplines. Public administration as a science is closely related to management, political science, and even psychology. There was a need to create a separate team of highly qualified scientists. We understood that additional research competencies in public administration and giving a scientific impetus to its study were needed.

We discussed the idea with the director of the institute, Andrey Borisovich Zhulin. When the university announced a competition to create international laboratories (the project “HSE Centres of Excellence“), we already had a research plan. In 2021, our application became one of the winners.

— What role does the laboratory’s leading scientist, Professor Eran Vigoda-Gadot, play in its work?

— Since 2021, the laboratory has been operating as an international one. Due to the difficult international situation, its scientific directors have changed. In early 2023, I offered the position of academic director of the laboratory to Eran Vigoda-Gadot, a professor at the University of Haifa. He agreed, and we managed to establish sustainable cooperation. He is an outstanding scholar, the author of several monographs on public administration and publications in leading global journals. And for him, the proposal to develop the topic of digital transformation was a challenge. A lot of work needs to be done to understand practical developments, transfer them to academic research and publish them. In fact, we need to rethink how all concepts and ideas are affected in the academic discipline of public administration. This is partly being done by our team. But there is an ambition to create a map of comparisons of key concepts of public administration and their evolution under the influence of the potential of digital technologies over the past 10-15 years.

— What are the priority areas of transformation? How does improving document flow, interaction within and between institutions affect the quality of management?

— The state and its individual institutions have current tasks, and we were looking for a topic that had not been developed theoretically. When Professor Vigoda-Gadot and I were forming the research program for the laboratory, we found out that a number of issues, for example, the digitalization of government services and even the introduction of artificial intelligence technologies, had been studied from an academic point of view and it was necessary to look for our own scientific niche. And then we turned to a very interesting problem of digital governance based on emotions. From a technological point of view, a lot has been studied. But citizens can reject government products due to emotional or psychophysiological rejection, an inconvenient human-computer interface, difficulties in using online services or, for example, mistrust of digital identification and other digital solutions of the state. We decided to look at the process of digital transformation from the point of view of citizens’ perception. There was a need to develop and understand the phenomenon of citizens’ digital trust in the state.

At the same time, it was important for the laboratory to realize its mission of adequate implementation of state digital solutions, by which we mean compliance with public and civil values, principles of ethics. We want to expand and develop theories of perception and adaptation of digital technologies by citizens, taking into account the dimensions of digital trust and the emotional component. Now this is the main focus of the academic part of our research.

— Doesn’t it happen that digitalization of processes leads to duplication of paper documents in electronic form and an increase in the office workload (which doctors and teachers have complained about)? Can this be avoided?

— We believe that the accumulated experience reflects a fairly high level of digital maturity of government bodies, the ability to create and scale digital solutions. But what the citizen wants has not been fully studied. This is largely due to the technological optimism of digital solution manufacturers on the part of the state, they are confident that their technologies will be in demand by citizens.

We see that this is not always the case. We are developing models of citizens’ perception of digital transformation, what external and value factors influence it, which takes time to create a foundation, if you will, a new theory of digital emotional management. A series of experiments and studies on this issue are being conducted, in practice, how ordinary citizens perceive and adapt various digital solutions for themselves is being studied.

– For example?

— In one of the experiments, we show respondents videos about digital transformation (DT), presenting it in a positive, negative and neutral way, and then ask questions about the perception of DT. We found out during the experiments that if you first evoke negative emotions, then the subsequent perception of digital solutions will be even more negative for a long period, even if the citizen successfully used their results.

If you show the positive role of technology to the subject, the answer will also be positive, but the positive message evokes a relatively weak response compared to the negative one. This seems obvious, but no one has yet conducted such research specifically in the context of public administration. We did this and launched a cross-cultural comparative study in six countries: the United States, Germany, Poland, Israel, the United Kingdom and Russia.

— Please name the key projects.

— The study of emotional state digital governance is a key project that is divided into several areas. It is very important for us, I have given examples of the studies above.

We believe that this is an area where we can say a new word in science. We hope that taking this factor into account by government bodies will allow for more accurate and personalized creation of digital solutions, taking into account the emotional characteristics of a person, increasing their demand and thereby increasing the efficiency of using budget funds for their development.

Separate areas are the impact of digital platforms on the labor market and state regulation of communication and expression of will on platforms. This topic is studied by senior research fellow Evgeny Diskin. We also study the role of the personality of managers – vice-mayors, vice-governors, heads of departments – in the pace and direction of transformation (leading research fellow Anna Sanina, research fellow Aisylu Atayeva).

— What is the laboratory’s work aimed at, when electronic interaction between residents of most cities and various government agencies is already, at first glance, well established?

— We are investigating how digitalization differs from digitalization and digital transformation. The first involves converting paper documents into an electronic image. It does not yet allow a machine to recognize it. This is the first step, the zero stage for accumulating data in digital form, without it it is difficult to engage in digitalization of management.

Then the process affects the internal processes of public administration, its interaction with citizens and business. It became clear that it was easier to organize communication when the state front office became electronic, through it it became possible to make requests, send data, and changes began. Electronic document flow appeared, which improved control over the passage of documents, which does not mean the cancellation of parallel circulation of paper documents, the authorities began to collect the first data in digital form in machine-readable formats.

Digitalization continues, with its different stages occurring in parallel.

— What is digital transformation then?

— This is management based on data accumulated during the digitalization stage, using the digital footprint and profile of a citizen acting in different roles: taxpayer, patient, student or recipient of social benefits. Its success depends on how effectively it is possible to form predictive and recommendation models that use data about citizens to create new, higher quality services.

But digital transformation is innovation and reform in the system of government bodies, often quite abrupt, and the most difficult thing to change is a person in different positions: an official, an elected representative, etc. It is very difficult to form a digital culture, its correct perception by employees, this turned out to be not obvious for the teams themselves within the government bodies, changes require effort and understandable technology.

— Can you explain its benefits using a specific example?

— For example, a person feels ill on the street. If there is a digital patient card, the ambulance that arrives on call will quickly understand what could have happened to him, provide him with effective assistance, which will help to avoid serious harm to health and, possibly, save a life. But this requires complete and consistent data, and well protected from fraudsters.

The state should create not only convenient services, but also, taking into account the needs of citizens, convenient products that accompany different periods of their lives. Then it will be possible to achieve high personalization of the consideration of citizens’ needs and human attitude towards them.

— What is it? How does personalization for citizens differ from customer-centricity in business?

— This means that a person does not need to contact the state with a request; it, knowing his needs, will offer him the services he needs. For example, it will offer him a medical examination. And in difficult times — options for convenient options in ensuring health, social well-being, developing skills in the labor market, etc. This is a proactive approach, possible only thanks to digital transformation and high-quality data on the state side.

— How do you see the practical application of the laboratory’s research?

— Another of our missions, as we see it, is to form a pool of knowledge and competencies that are in demand by civil servants, so that they, for example, understand how to competently collect data, check and analyze it, form channels for exchanging information for quick interaction between different departments and agencies as a whole. That is, the key task of digital transformation for government agencies is to create a complete, cleaned, verified and balanced set of depersonalized data and exchange it safely.

To do this, it is necessary to modernize the authorities themselves, change the attitude of civil servants to working with data, as well as improve the interfaces for interaction with citizens and businesses and, most importantly, monitor new technologies, their potential and emerging new digital solutions. At a certain stage, they will have to adapt and include the capabilities of machine learning and AI technologies in everyday activities. At the same time, it is necessary to protect the rights of citizens, the inviolability of their personal information, thereby forming a system of digital trust between the digital contour of the state and citizens.

We are not only engaged in academic activities; we have a need to implement our ideas and developments in practice in the daily activities of government bodies.

We are running a project on digital maturity of government bodies using the example of the Moscow City Control Complex. It includes five executive bodies engaged in different types of control in the city. We have implemented a digital maturity model that allows us to determine the current level of technology, the readiness of employees to use it, and also to outline roadmaps, according to which the Control Complex can solve the tasks of the digital control, where we highlight strategic management, personnel and process management, development of models and data, ensuring security and creating digital products.

The project combines scientific and practical tasks, and now the control bodies have agreed with the assessments of digital maturity and are showing a willingness to change independently.

— How different is the level of development of digital technologies in public administration in the capital and the regions?

— We are happy with our interaction with Moscow, but it is a well-off, rich region with high-quality infrastructure and management. Many regions cannot afford large projects. They do not have the resources and competencies of civil servants to formulate the goals of future changes, as well as large IT companies with a sufficient number of qualified employees, that is, a developed IT industry.

It is also important to understand that digital transformation is not only an expensive process, but also a complex one. You can spend a lot of money and end up with unclaimed digital products.

Currently, federal authorities are actively promoting a platform approach, whereby regions can use ready-made digital platform solutions and connect to them, introducing components that take into account local specifics.

Achieving digital maturity means, among other things, how successfully it will be possible to scale solutions developed at the federal level and in leading regions to the rest of Russia. Regions have different potential, digital solutions and the quality of human resources are different, so it is impossible to achieve the same results everywhere in the same amount of time.

— What other applied projects could you name?

— Together with Laboratory of human-centeredness and leadership practices HSE, we assessed the human-centricity of bank chatbots by order of the Bank of Russia. The Central Bank of the Russian Federation is concerned about protecting the rights and comfort of citizens as consumers in communication with a chatbot. We studied what properties banking solutions should have for this, and we are proud that the result was sent to all employees of the Bank of Russia, including regional offices.

We are also developing a system for evaluating government chatbots for convenience and functionality, and we would like to add an emotional component to it – how citizens perceive this convenience, so that digital products are more adapted to their needs.

— How do you use the results of your research activities in your academic work?

— Part of the laboratory’s mission is to prepare training courses. We turn academic research into courses, complementing them, and then offer the courses to students and other listeners. This is what Yaroslav Ivanovich Kuzminov talks about — when research helps education and creates new partnerships. The laboratory staff teaches a university-wide elective course on the digital transformation of public administration. We are currently developing a business game for civil servants related to the specifics of working during the digital transformation. We will continue to form these courses and invest in continuing education programs to provide access to everyone — students, specialists improving their qualifications, and especially civil servants: how to adapt technologies, in particular AI, how to implement them so that they are convenient for all users.

In 2023, we became the methodologists of a unique program for civil servants in African countries, carried out in collaboration with Center for African Studies HSE University. We developed the program content aimed at transferring Russian experience of digital transformation, supported the training of African students. They received DPO certificates in English.

— What new ideas did you come up with during the implementation of the project?Mirror Laboratories“, jointly with Pskov State University?

— We studied the geography of local communities, how municipal centers and communities of people in places of residence differ, how they perceive digital solutions and digital transformation, how residents of cities and small towns relate to them.

— Can we talk about some kind of digital trust?

— Yes, this is another direction of our research. We are thinking of scaling the project, determining the level of digital trust in the regions and finding out the reasons for the differences. It is important to determine them and understand what influences the different levels of digital trust in neighboring regions or even within the same territory.

For example, the state has a digital solution, and we need to understand why people do not use it and what motivates citizens to come to the portals of departments. Or those registered on “Gosuslugi” use only part of the opportunities. It is not about technology. People often remember their previous, often even pre-digital experience of interaction with the state, often unsuccessful and unpleasant, and we need to work with citizens so that they use digital solutions more actively, trust them.

The state should continue to make efforts to ensure that digital services are significantly more convenient than offline services. For example, a super service for applicants when applying to universities on the federal portal of state services, when the applicant adds the Unified State Exam scores, certificate and other documents to the application. This is so convenient that refusing to use the super service puts the citizen in a clearly disadvantageous situation in relation to those who use it.

But to create such a super service, federal agencies had to organize data exchange, verify applicants’ statuses, and negotiate with universities about their connection to the service and participation in its work.

— Can we say that some digital government projects did not take off in the provinces? Why?

— In the Pskov region, we studied, among other things, how citizens use technologies, taking into account the distribution and geographical autonomy of individual districts and municipalities, and tried to understand the differences on the scale of the region. Wherever the federal center offers a ready-made platform solution, the regions receive an interface and design, technological logic and a mechanism for implementing government services, supplement them with their own data and rules, adjust them taking into account the specifics of regional legislation, and the picture in the regions differs.

In some of them, we see a high level of mistrust in digital solutions, an irrational fear of being “counted”, “chipped”. We have to study this. Sometimes, people who do not want to accept digital products need to be offered unusual solutions and ways of communication. We plan to make a sample and a survey using our methodology and study interregional differences in the context of digital trust.

— How is your interaction with the university’s departments and campuses organized?

— We are at least a dual-campus lab: we have employees in Moscow and St. Petersburg. We also collaborated with Professor Svetlana Golovanova from the campus HSE University in Nizhny Novgorod. Therefore, we have a lot of online interaction, including holding international conferences, which does not exclude face-to-face events.

We are a highly interdisciplinary unit, since public administration involves a combination of many sciences, so we actively interact with Institute of Cognitive Neurosciences, With Faculty of Social Sciences in general. We teach, recruit students, and since the current academic year, we have been working closely with Scientific and educational laboratory of political and psychological research under the leadership of Olga Gulevich. We conduct seminars with ISSEK, we cooperate with colleagues from Institute of Education HSE University. We are open to broad cooperation.

— How is interaction with other universities developing?

— We are developing partnerships with the Faculty of Public Administration of Lomonosov Moscow State University (they participate in our conferences), with the Baltic Federal University named after I. M. Kant, ITMO University, and also with St. Petersburg State University.

— Which foreign universities do you cooperate with?

— We had close contacts with the Center for Management Technologies at the University of Arizona. I hope they will be unfrozen in the near future. Cooperation with China is currently actively developing, in particular with the School of Public Administration at Huazhong University of Science and Technology in Wuhan. There is a common research program, we have applied for joint grants and hope for success with the City University of Hong Kong.

Of course, we must mention the University of Haifa. When Professor Eran Vigoda-Gadot became the academic director, we prepared and extended a comprehensive cooperation program. It continues even under the current conditions.

Finally, in Brazil, we collaborate with a highly ranked university, the Getúlio Vargas Foundation (FGV), as well as with the INSPER Institute, which is more of an expert than a scientific center, as well as with universities and expert centers in Kazakhstan and Indonesia. This is important for us to get inside information from experts on how digitalization is happening in other countries.

— The large volume of data accumulated by the state creates the problem of its safety.

— Fraud also occurred in the paper, “tube” world. Much data became available even before measures were taken to combat its leaks. We must collectively — the state, business and the scientific community — try to ensure that less new data leaks. Often the weak link is people, not a low level of technological protection. Even employees of large companies and banks used primitive passwords, and sometimes pasted them near their workplaces to the delight of fraudsters and hackers. Other reasons are a passion for enrichment, a lack of understanding of digital hygiene, and inattention. Therefore, we need to work with people, and from childhood, so that they know that hackers and fraud methods are improving and there are no guarantees against hacking. We must come to terms with this and find benefits in using digital tools, including receiving personalized services from the state at the expense of their data, and in a proactive mode.

— How would you formulate the current goals of the laboratory?

— We are focused on ensuring that the development of technologies and digital transformation in the public administration system are combined with their humanitarian, scientific and ethical understanding, protection of citizens’ rights and personal information.

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

MIL OSI Russia News –

July 3, 2025
MIL-OSI: Elementium awarded $100,000 SuperBoost Grant to scale production of next-generation battery electrolytes

Source: GlobeNewswire (MIL-OSI)

BINGHAMTON, N.Y., July 02, 2025 (GLOBE NEWSWIRE) — Elementium, an energy storage startup developing novel battery electrolytes compatible with next-generation lithium-ion chemistries, has been awarded a $100,000 SuperBoost grant from the National Science Foundation Energy Storage Engine in Upstate New York. The funding will enable Elementium to advance the scale-up of its proprietary non-carbonate electrolyte formulations in collaboration with Corning Inc., a world-leading innovator in glass, ceramic and materials science.

The collaboration will help Elementium transition from lab-scale synthesis to pilot-scale production using Corning’s Advanced-Flow™ Reactor (AFR) technology, which helps create faster and inherently safer reactions for battery materials.

Elementium’s proprietary electrolyte platform is designed to address key challenges faced by conventional carbonate-based systems, including limited voltage stability, flammability, and electrochemical degradation. The company’s formulations are engineered to be intrinsically compatible with a wide range of advanced cathode and anode materials, including silicon, lithium manganese iron phosphate (LMFP) and nickel manganese cobalt (NMC). This platform unlocks improved cycle life, faster charge rates and enhanced safety performance. With more than 30 customer validation projects underway — several of which are with Fortune 500 manufacturers — Elementium is now focused on commercial readiness to meet rising demand.

“This funding accelerates our ability to scale production of our next-generation electrolytes to meet the growing near-term demand from our U.S. customers,” said Matthew Dawson, Ph.D., CEO of Elementium. “Working with Corning’s world-class team and AFR technology will allow us to demonstrate cost-effective synthesis at scale and lay the foundation for inherently safer domestic manufacturing of longer-lasting, higher-performing battery chemistries.”

SuperBoost is a signature initiative of the Energy Storage Engine, which supports early-stage companies in rapidly advancing promising energy storage technologies from proof-of-concept to commercial readiness. The program combines targeted funding with access to regional testbeds, technical partners and commercialization expertise.

The project will move Elementium’s electrolyte synthesis to commercialization, validating both molecule synthesis and large-scale blending processes for commercial cell integration. Pending successful outcomes, the company aims to commission a 1 million kg/year manufacturing facility in the United States in 2026, enabling supply to key domestic customers in sectors ranging from consumer electronics to aerospace and electric mobility.

“Elementium’s work to develop novel electrolytes aligns closely with our commitment to advancing inherently safer process technology and scalable battery technologies,” said Jamie Huang Chu, program director for energy materials at Corning. “We’re pleased to collaborate on this SuperBoost-supported initiative and look forward to the progress it can drive across the broader energy storage ecosystem.”

Fernando Gómez-Baquero, director of the Translation Pillar for the Energy Storage Engine, emphasized the importance of scale-up support: “Elementium’s chemistry addresses one of the most fundamental bottlenecks in next-generation battery development. This project showcases how strategic collaboration and infrastructure can help domestic startups rapidly move from the lab bench to market.”

Meera Sampath, CEO of the Energy Storage Engine, added, “SuperBoost is designed to catalyze the kind of scale-up activity that Elementium is now undertaking. By leveraging assets like Corning’s AFR technology, we are building an ecosystem that supports manufacturing scale-up and positions upstate New York as a key player in the future of energy storage. Supporting technologies like Elementium’s aligns directly with our mission to enable energy self-reliance, bolster national security, and drive regional economic growth.”

About Elementium

Elementium is a next-generation battery materials company focused on developing and scaling novel electrolyte formulations for advanced lithium-ion chemistries. The company’s proprietary non-carbonate electrolytes are engineered to deliver enhanced safety, stability, and compatibility with emerging anode and cathode materials, including lithium metal, silicon, LMFP, NMC and sodium. Based in Boston, Massachusetts, Elementium partners with leading battery manufacturers and global battery end-users to accelerate the transition to high-performance, cost-effective and domestically manufactured energy storage solutions.

For more information, visit www.elementium.io.

Contact:
Matthew Dawson, Ph.D.
CEO, Elementium
Email: info@elementium.io

About the NSF Energy Storage Engine in Upstate New York

The NSF Energy Storage Engine in Upstate New York, led by Binghamton University, is a National Science Foundation-funded, place-based innovation program. The coalition of 40+ academic, industry, nonprofit, state, and community organizations includes Cornell University, Rochester Institute of Technology, Syracuse University, Griffiss Institute, Launch-NY and NY-BEST as core partners. The Engine advances next-gen battery technology development and manufacturing to drive economic growth and bolster national security. Its vision is to transform upstate New York into America’s Battery Capital.

For more information on the NSF Energy Storage Engine in Upstate New York, visit https://upstatenyengine.org/.

Contact:
Fernando Gómez-Baquero, Ph.D.
Translation Pillar Director
NSF Upstate New York Energy Storage Engine
fernando@cornell.edu

The MIL Network –

July 3, 2025

MIL-OSI United Kingdom: DfE Update: 2 July 2025

Source: United Kingdom – Government Statements

Correspondence

DfE Update: 2 July 2025

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

Applies to England

Documents

DfE Update further education: 2 July 2025

HTML

DfE Update academies: 2 July 2025

HTML

DfE Update local authorities: 2 July 2025

HTML

Details

Latest for further education

Article	Title
Information	Add apprentice details to the Apprenticeship Service account using ILR data
Information	Funding rules and guidance update for apprenticeships care leavers’ bursary
Information	Apprenticeship carry-in allocations for the 2025 to 2026 funding year
Information	Updated learning aim references for generation 2 T Levels
Information	Free courses for jobs allocations for the 2025 to 2026 funding year
Reminder	Deadline to submit post-16 subcontracting standard report
Your feedback	Tell us about your experience of our funding service
Events and webinars	Minister for Skills live event on post-16 education and skills development

Latest information for academies

Article	Title
Information	Updated learning aim references for generation 2 T Levels
Information	Shorter teaching apprenticeships available from August 2025
Your feedback	Tell us about your experience of our funding service
Events and webinars	Get help buying for schools webinar
Events and webinars	Hiring supply teachers and agency workers for your school or trust webinar
Events and webinars	Academy Finance Professionals July Power Hour: Academy Trust Handbook
Events and webinars	Academies technical update 2025 to 2026
Events and webinars	School flooding solution

Latest information for local authorities

Article	Title
Information	Apprenticeship carry-in allocations for the 2025 to 2026 funding year
Information	Add apprentice details to the Apprenticeship Service account using ILR data
Information	Funding rules and guidance update for apprenticeships care leavers’ bursary
Information	Shorter teaching apprenticeships available from August 2025
Information	Updated learning aim references for generation 2 T Levels
Information	Free courses for jobs allocations for the 2025 to 2026 funding year
Reminder	Deadline to submit post-16 subcontracting standard report
Reminder	Early years 2025 summer term data collection
Your feedback	Tell us about your experience of our funding service
Events and webinars	Get help buying for schools webinar
Events and webinars	Hiring supply teachers and agency workers for your school or trust webinar
Events and webinars	Minister for Skills live event on post-16 education and skills development

Published 2 July 2025

MIL OSI United Kingdom –

July 3, 2025

MIL-OSI Africa: Building local value through skills development at the Learning and Knowledge Development Facility (LKDF) Forum 2025

Download logo

The United Nations Industrial Development Organization (UNIDO), through its Learning and Knowledge Development Facility (LKDF) and with the support of the Swedish International Development Cooperation Agency (Sida), convened the LKDF Forum 2025 under the theme “Skills Development and Local Value Addition: Ensuring Sustainable Growth in Global Supply Chains.” The Forum took place both online and in-person at the World of Volvo in Gothenburg, Sweden.

Achieving sustainable, ethical supply chains requires transforming industrial processes, business relations, and workforce skills, with local value addition key to reducing dependency on external inputs and boosting resilience. For emerging markets, building local capabilities diversifies economies and creates jobs; for multinationals, localizing supply chains offers market growth, risk mitigation, and regulatory compliance. UNIDO’s Director General Gerd Müller opened the event by calling for greater investment in skills for responsible, future-oriented supply chains, declaring “To build competitive and resilient supply chains with more local value addition, more high value manufacturing and services, more market access, [and] more prosperity, skills development is absolutely key.”

Maria Tegborg, Acting Head of the Global Department of Sida, echoed this message, underscoring the role of technical and vocational education and training (TVET) in bridging skills gaps and improving economic outcomes, stating “we must continue to invest in skills development to ensure that supply chains operate responsibly.”

The Forum highlighted how localizing skills and competencies across value chains—particularly in manufacturing, energy, healthcare, and industrial processing—is key to enabling multinational corporations and developing countries to thrive.

UNIDO’s Virpi Stucki stressed the need for systemic approaches to workforce development, explaining that strong policy frameworks and transparent supply chains must support sustainable value addition. “When combined with strong policy direction and stakeholder engagement along the way, developing the labour force can be a continuing input into national benefit,” she noted.

Anchoring programs in local priorities and ambitions was also a recurring theme. Enabel’s Charlotte Vanstallen stressed, “It all starts, I think, with the local objective and the local focus and the [local] ambition… it cannot be mentioned enough.” Participants agreed that without a strong local perspective, initiatives risk being ineffective or unsustainable. Early engagement of local stakeholders and tailoring programs to community needs make efforts more demand-driven, effective, scalable, and foster stronger ownership and lasting impact.

The discussion recognized the importance of soft skills, sustainability literacy, ESG compliance, and attention to the informal economy, which still represents the majority of employment in many parts of the world. In this context, Caterina Occhio, Economic Inclusion and ESG Advisor at UNIDO, emphasized the power of social procurement models to professionalize informal labour, raise compliance standards, and promote living wages—contributing to what she described as a “culture shift” for sustainable sourcing.

The Forum underscored the need for strong cross-sectoral partnerships to close the skills gap across supply chains. UNIDO’s Public-Private Development Partnerships (PPDP) were highlighted as an effective model for aligning vocational training and education with industry demands. By leveraging the strengths of both sectors, these partnerships foster targeted training programs that integrate technical skills with sustainability practices.

The Forum welcomed 37 in-person participants and 231 online attendees, from public and private sectors, civil society, academia, and international organizations. Among the distinguished participants were representatives from the Swedish International Development Cooperation Agency (Sida), the European Commission, the African Union Development Agency-NEPAD, the African Development Bank Group (AfDB), the World Trade Organization (WTO), the Volvo Group, Siemens Healthineers, Enabel, Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ), Festo Didactic, and numerous Swedish and international companies representing a wide range of global value chains.

The first day of LKDF Forum 2025 concluded with a strong call to action: align national industrial policies with education and training reforms, strengthen cooperation at regional and global levels, and place local communities at the centre of development strategies. Participants were united in the view that sustainable industrialization will depend on holistic, inclusive, and partnership-based approaches to skills development and value addition.

The second day of the LKDF Forum 2025 featured a co-creation workshop facilitated by UNIDO’s LKDF team in partnership with the Volvo Group. Participants from public, private, and development sectors engaged in strategic discussions aimed at fostering actionable, cross-sector collaboration to strengthen skills ecosystems. This interactive session enabled meaningful exchanges and connections among attendees, laying the groundwork for future partnerships across industries and generating thirteen new PPDP project ideas. The day continued with a guided visit to the Volvo Trucks Experience Facility, where participants learned about Volvo’s history, explored the latest innovations in truck manufacturing, and even had the opportunity to test drive several vehicles.

Distributed by APO Group on behalf of United Nations Industrial Development Organization (UNIDO).

MIL OSI Africa –

July 3, 2025
MIL-OSI China: How CPC is shaping China’s modernization roadmap through five-year plans

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

As the Communist Party of China (CPC) celebrates the 104th anniversary of its founding this week, the Party’s signature five-year plans continue to serve as a roadmap for China’s modernization drive.

This year, China is set to complete its 14th Five-Year Plan (2021-2025) and is formulating the blueprint for the next one, marking a pivotal moment in the country’s long-term strategy for national rejuvenation.

From transforming an agrarian society into the world’s second-largest economy to charting a path toward becoming a great modern socialist country in all respects by mid-century, these plans reflect the CPC’s enduring commitment to long-term strategic vision and collective prosperity.

Through this cyclical yet ever-evolving roadmap, China sets strategic goals, defines government priorities, regulates business operations, and mobilizes national resources — all in pursuit of its overarching objective of building a modern socialist nation.

The country’s first plan in 1953 marked its initial push toward industrialization with the establishment of the nation’s first major steel and automobile plants. Fast-forward to the 13th (2016-2020), and it saw the completion of the world’s largest high-speed rail network.

“Five-year plans are to China’s development what construction drawings are to building a house,” said Ran Hao, a professor at the Party School of the CPC Central Committee. “It tells the government and society which ‘floor’ to focus on and which ‘road’ to build over the next five years, helping avoid a piecemeal approach.”

A framework, not a dogma

Although China’s five-year plans include quantitative targets, such as the GDP growth goal, first introduced in the seventh five-year plan, it does not mean the CPC is running a centralized planned economy.

“It’s not about the government dictating everything; rather, the plans set the direction and priorities,” Ran said.

Since 2006, targets have been divided into two types: binding targets, which reflect government commitments, such as reducing energy consumption per unit of GDP, and anticipatory targets, which represent desired outcomes like GDP growth, to be pursued primarily through market mechanisms.

In a break from tradition, the 14th Five-Year Plan did not set a quantitative target for GDP growth; instead, it described expected growth in broader terms, in part to emphasize quality over speed.

“Five-year plans are suited to the Chinese mentality and the Chinese idea of thinking long-term,” said British scholar Martin Jacques. For millennia, Confucian classics have taught that those who plan ahead are more likely to succeed.

China’s five-year plans set clear goals but give regions the leeway needed to tailor their own pathways. National plans are broad frameworks that guide local governments in creating their own action plans, explained Yin Jun, a researcher with the Peking University.

At present, the CPC is drafting proposals for the country’s 15th Five-Year Plan (2026-2030).

Observers said the upcoming plan will emphasize a future-oriented approach to global challenges, foster new quality productive forces, and strengthen the social safety net to improve public well-being.

Planning with collective efforts

Given their far-reaching impact, China’s five-year plans are developed over several years, and informed by research, expert reviews, inter-agency coordination and public consultation. For example, work on the current 14th Five-Year Plan began as early as 2018.

While drafting the five-year plan, the CPC highly values public inputs, which reflect society’s needs and help foster consensus. In 2020, for the first time, public advice was collected online, with suggestions like mutual-aid elderly care included in the final plan.

Over three months that year, seven symposiums were held with the Party’s leader meeting with entrepreneurs, experts, local officials, and representatives from the grassroots level to listen to their suggestions.

The combination of top-level planning with public participation continued this year. In May, major media platforms invited public feedback, and netizens proposed improvements such as enhancing rural express delivery infrastructure and installing elevators in older communities, among other ideas.

An old saying from Sun Tzu’s “The Art of War” offers insight into the success of China’s five-year plans: Triumph comes when the leaders and the people share the same goal.

Impact beyond borders

China’s five-year plans not only guide national development but also offer opportunities for global investors.

Madiyar Tukpatov, chairman of a public transport company in Astana, Kazakhstan, visited China earlier this year to research electric buses. His company began using Chinese electric buses in 2020 and plans to further integrate Chinese EV technology into Astana’s transport system.

New energy vehicles (NEVs) have been developed as a strategic industry over several five-year plans. Their production and sales each exceeded 12.8 million units in 2024, maintaining China’s position as the global leader in this sector for 10 consecutive years. Chinese NEVs can be found in over 70 countries and regions.

Benjamin Mgana, chief editor of foreign news at The Guardian newspaper in Tanzania, praised China’s approach to planning, saying it demonstrates that developing countries can create workable strategies based on their own realities, rather than copying Western models.

Inspired by China’s success, a growing number of countries have adopted their own medium- to long-term strategies. Poland, Ethiopia and Tanzania have sought support from Chinese institutions to assist in their planning process.

MIL OSI China News –

July 3, 2025
MIL-OSI USA: Distraction-Free Schools Website Launches
Source: US State of New York

overnor Kathy Hochul today launched a website that provides resources for New York school districts as they prepare to implement bell-to-bell restrictions on smartphones for the coming school year. The website, linked here, includes a policy FAQ, toolkit and examples that school districts can use to design their distraction-free policy, which must be published by August 1 as noted under State law. Many districts across the state have already developed and finalized distraction-free policies that benefit students, teachers, and parents — and by highlighting these new resources, Governor Hochul continues the State’s ongoing efforts to support all schools throughout the summer, in time for the 2025-26 school year.

“School districts across New York are already showing us that bell-to-bell smartphone restrictions help deliver the best possible learning environments for our kids,” Governor Hochul said. “As we prepare for the coming school year, my team is continuing to provide the necessary resources and tools to ensure school districts finalize and publish their distraction-free policy by the August 1 deadline.”

This new requirement will take place in the 2025-26 School Year and applies to all schools in public school districts, as well as charter schools and Boards of Cooperative Educational Services (BOCES). Under this law, all school districts must publish their distraction-free policy by August 1, so it is visible to the district’s community of students, parents and other key stakeholders.

Governor Hochul’s cellphone policy creates a statewide standard for distraction-free schools in New York including:
- Prohibits unsanctioned use of smartphones and other internet-enabled personal devices on school grounds in K-12 schools for the entire school day (from “bell to bell”), including classroom time and other settings like lunch and study hall periods
- Allows schools to develop their own plans for storing smartphones during the day — giving administrators and teachers the flexibility to do what works best for their buildings and students
- Secures $13.5 million in funding to be made available for schools that need assistance in purchasing storage solutions to help them go distraction-free
- Requires schools to give parents a way to contact their kids during the day when necessary
- Requires teachers, parents and students to be consulted in developing the local policy
- Prevents inequitable discipline
Governor Hochul’s policy clarifies that students will have authorized access to simple cellphones without internet capability, as well as internet-enabled devices officially provided by their school for classroom instruction, such as laptops or tablets used as part of lesson plans.

Additionally, the Governor’s policy includes several exemptions to smartphone restrictions, including for students who require access to an internet-enabled device to manage a medical condition, where required by a student’s Individualized Education Program (IEP), for academic purposes, or for other legitimate purposes, such as translation, family caregiving and emergencies.

State Senator Shelley B. Mayer said, “I applaud Governor Hochul for providing financial and implementation resources to school districts as they draft their individual cellphone policies. We know how detrimental cellphone use is to students’ mental health, academic success, social interaction, and emotional stress. The Legislature has been a partner in these efforts, and as Chair of the Senate Education Committee, I am confident these changes will make a meaningful change in the lives of our students, school staff, and our communities. I appreciate the Governor’s commitment to supporting our school districts, parents and children as they implement this new law, and I look forward to hearing from school districts and students about the results of these new policies.”

Governor Hochul pursued this initiative after engaging in a statewide listening tour with teachers, parents, and students. Her report “More Learning, Less Scrolling: Creating Distraction-Free Schools” underscores the following:
- Smartphones distract students and inhibit learning and creativity
- Phone-free environments do not compromise student safety
- Phone-free environments support the mental health of students and teachers
- Open communication and direct guidance for all stakeholders is key for successful implementation
- Schools must address any parent concerns about staying in contact with their children during the day
- An effective distraction-free policy must focus on the entire school day, rather than solely on time in the classroom
- Schools can strengthen their distraction-free environment by connecting more students with in-person engagement like clubs, sports, arts and other programming
MIL OSI USA News –
July 3, 2025
MIL-OSI: PLUMAS BANCORP ACQUIRES CORNERSTONE COMMUNITY BANCORP

Source: GlobeNewswire (MIL-OSI)

RENO, Nev., July 02, 2025 (GLOBE NEWSWIRE) — Plumas Bancorp (“Plumas”) (Nasdaq: PLBC) announced today the completion of its acquisition of Cornerstone Community Bancorp (“Cornerstone”), the holding company for Cornerstone Community Bank, effective July 1, 2025. On the same day, Cornerstone Community Bank merged with and into Plumas’s subsidiary, Plumas Bank. The transaction was previously announced on January 28, 2025.

Under the terms of the merger agreement between Plumas and Cornerstone, each issued and outstanding share of common stock of Cornerstone was converted into the right to receive a combination of 0.6608 shares of Plumas common stock and $9.75 in cash. The value of the total deal consideration was approximately $61.3 million, based on the closing price of Plumas common stock of $44.46 per share on June 30, 2025.

“We are pleased to welcome the clients, employees, and shareholders of Cornerstone,” said Andrew J. Ryback, President and Chief Executive Officer, Plumas Bancorp. “This transaction is a pivotal milestone in our company’s evolution. By integrating Cornerstone Community Bank’s deep local expertise with Plumas Bank’s advanced technology and small business solutions, we are enhancing the services available to our communities. We look forward to providing long-term value to our combined shareholders, clients, team members, and communities we serve.”

In accordance with the merger agreement, Plumas appointed Ken Robison, a director of Cornerstone, to the board of directors of Plumas and Plumas Bank effective as of July 1, 2025. Mr. Robison is president and broker/owner of Robison Real Estate Corporation in Red Bluff, Calif., and former owner of RE/Max Top Properties. Robison is active in the Tehama and Shasta communities, previously serving on the Red Bluff City Council and as Mayor of Red Bluff for two terms. Robison holds an MBA from California State University, Chico.

In addition, Cornerstone’s President and Chief Executive Officer, Matthew B. Moseley, will continue with Plumas Bank as Executive Vice President and Market President. Moseley joined Cornerstone Community Bank in August 2011 as a senior vice president/credit administrator. He was promoted to positions as the bank’s executive vice president/chief lending officer, executive vice president/chief banking officer, and executive vice president/chief credit officer. In 2022, Moseley assumed the role of president and CEO of Cornerstone Community Bank and Cornerstone Community Bancorp. Moseley is an honors graduate of Simpson University and an honors graduate of Pacific Coast Banking School.

Director, President and Chief Executive Officer of Plumas Bancorp and Plumas Bank, Andrew J. Ryback, remarked, “We are pleased to welcome Ken Robison to the board. His extensive involvement in communities within our expanded footprint and knowledge of real estate markets will help us grow and prosper in this region for years to come. We are also excited to welcome Matt Moseley to the executive team as Market President. His wealth of leadership experience, deep credit expertise, and strong regional connections will be invaluable in driving success for our company, clients, and the communities we serve.”

Robison commented, “I am grateful for the opportunity to serve on the Plumas Bancorp Board and excited to contribute to its ongoing success. The core values of Plumas Bank closely align with those of Cornerstone Community Bank, reinforcing a shared commitment to community growth. I am confident that Plumas Bank’s dedication to its communities will lead to enhanced services in the region. I look forward to supporting the bank’s efforts in delivering innovative financial solutions to small businesses, entrepreneurs, and families in northern California and beyond.”

Moseley stated, “I am thrilled to join Plumas Bank as we embark on this exciting new chapter together. The synergy between our teams, shared values, and commitment to excellence make this transition seamless and full of potential. I look forward to collaborating to drive innovation, enhance services, and create even greater opportunities for our clients and communities. This is a powerful moment for growth, and I am eager to contribute to the future success of our combined organizations.”

As of March 31, 2025, Cornerstone had total assets of $648 million, total loans outstanding of $492 million and total deposits of $572 million. With the completion of the merger, Plumas Bank adds four branches in Anderson, Red Bluff and Redding (two branches), California.

With the addition of Cornerstone, on a pro forma combined basis, Plumas had total assets of approximately $2.3 billion, total loans outstanding of approximately $1.5 billion and total deposits of approximately $1.9 billion as of March 31, 2025 (unaudited).

Raymond James & Associates, Inc. served as financial advisor to Plumas in the transaction. Sheppard, Mullin, Richter & Hampton LLP served as legal counsel to Plumas. Performance Trust Capital Partners, LLC served as financial advisor to Cornerstone and delivered a fairness opinion to its board of directors. Gary Steven Findley & Associates served as legal counsel to Cornerstone.

Investor Relations Contact:

Plumas Bancorp
5525 Kietzke Lane Ste. 100
Reno, NV 89511
775.786.0907 x8908
investorrelations@plumasbank.com

Cautionary Note Regarding Forward-Looking Statements

This release contains “forward-looking statements” that are subject to the safe harbor provided by the Private Securities Litigation Reform Act of 1995. Forward-looking statements include but are not limited to plans, expectations, projections, and statements about Plumas and the benefits of the merger and other statements that are not historical facts. Forward-looking statements involve risks and uncertainties that are difficult to predict. Factors that could cause or contribute to results differing from those in or implied in the forward-looking statements include but are not limited to the ability of Plumas successfully integrate Cornerstone’s business with its own; cost savings being less than anticipated; changes in economic conditions; the risk that the merger disrupts the business of Plumas, Cornerstone or both; difficulties in retaining senior management, employees or customers; and other factors that may affect the future results of the combined company. Further information regarding risk factors is contained in Plumas’s filings with the Securities and Exchange Commission, including its Form 10-K for the year ended December 31, 2024 and its registration statement on Form S-4 with respect to merger, copies of which are available on the SEC’s website at www.sec.gov and the investor relations section of Plumas’s website at www.plumasbank.com. Forward-looking statements made in this release speak only as of the date of this release. Plumas undertakes no obligation to revise or publicly release any revision or update to these forward-looking statements to reflect events or circumstances that occur after the date on which such statements were made.

The MIL Network –

July 3, 2025
MIL-OSI: PLUMAS BANCORP ACQUIRES CORNERSTONE COMMUNITY BANCORP

Source: GlobeNewswire (MIL-OSI)

RENO, Nev., July 02, 2025 (GLOBE NEWSWIRE) — Plumas Bancorp (“Plumas”) (Nasdaq: PLBC) announced today the completion of its acquisition of Cornerstone Community Bancorp (“Cornerstone”), the holding company for Cornerstone Community Bank, effective July 1, 2025. On the same day, Cornerstone Community Bank merged with and into Plumas’s subsidiary, Plumas Bank. The transaction was previously announced on January 28, 2025.

Under the terms of the merger agreement between Plumas and Cornerstone, each issued and outstanding share of common stock of Cornerstone was converted into the right to receive a combination of 0.6608 shares of Plumas common stock and $9.75 in cash. The value of the total deal consideration was approximately $61.3 million, based on the closing price of Plumas common stock of $44.46 per share on June 30, 2025.

“We are pleased to welcome the clients, employees, and shareholders of Cornerstone,” said Andrew J. Ryback, President and Chief Executive Officer, Plumas Bancorp. “This transaction is a pivotal milestone in our company’s evolution. By integrating Cornerstone Community Bank’s deep local expertise with Plumas Bank’s advanced technology and small business solutions, we are enhancing the services available to our communities. We look forward to providing long-term value to our combined shareholders, clients, team members, and communities we serve.”

In accordance with the merger agreement, Plumas appointed Ken Robison, a director of Cornerstone, to the board of directors of Plumas and Plumas Bank effective as of July 1, 2025. Mr. Robison is president and broker/owner of Robison Real Estate Corporation in Red Bluff, Calif., and former owner of RE/Max Top Properties. Robison is active in the Tehama and Shasta communities, previously serving on the Red Bluff City Council and as Mayor of Red Bluff for two terms. Robison holds an MBA from California State University, Chico.

In addition, Cornerstone’s President and Chief Executive Officer, Matthew B. Moseley, will continue with Plumas Bank as Executive Vice President and Market President. Moseley joined Cornerstone Community Bank in August 2011 as a senior vice president/credit administrator. He was promoted to positions as the bank’s executive vice president/chief lending officer, executive vice president/chief banking officer, and executive vice president/chief credit officer. In 2022, Moseley assumed the role of president and CEO of Cornerstone Community Bank and Cornerstone Community Bancorp. Moseley is an honors graduate of Simpson University and an honors graduate of Pacific Coast Banking School.

Director, President and Chief Executive Officer of Plumas Bancorp and Plumas Bank, Andrew J. Ryback, remarked, “We are pleased to welcome Ken Robison to the board. His extensive involvement in communities within our expanded footprint and knowledge of real estate markets will help us grow and prosper in this region for years to come. We are also excited to welcome Matt Moseley to the executive team as Market President. His wealth of leadership experience, deep credit expertise, and strong regional connections will be invaluable in driving success for our company, clients, and the communities we serve.”

Robison commented, “I am grateful for the opportunity to serve on the Plumas Bancorp Board and excited to contribute to its ongoing success. The core values of Plumas Bank closely align with those of Cornerstone Community Bank, reinforcing a shared commitment to community growth. I am confident that Plumas Bank’s dedication to its communities will lead to enhanced services in the region. I look forward to supporting the bank’s efforts in delivering innovative financial solutions to small businesses, entrepreneurs, and families in northern California and beyond.”

Moseley stated, “I am thrilled to join Plumas Bank as we embark on this exciting new chapter together. The synergy between our teams, shared values, and commitment to excellence make this transition seamless and full of potential. I look forward to collaborating to drive innovation, enhance services, and create even greater opportunities for our clients and communities. This is a powerful moment for growth, and I am eager to contribute to the future success of our combined organizations.”

As of March 31, 2025, Cornerstone had total assets of $648 million, total loans outstanding of $492 million and total deposits of $572 million. With the completion of the merger, Plumas Bank adds four branches in Anderson, Red Bluff and Redding (two branches), California.

With the addition of Cornerstone, on a pro forma combined basis, Plumas had total assets of approximately $2.3 billion, total loans outstanding of approximately $1.5 billion and total deposits of approximately $1.9 billion as of March 31, 2025 (unaudited).

Raymond James & Associates, Inc. served as financial advisor to Plumas in the transaction. Sheppard, Mullin, Richter & Hampton LLP served as legal counsel to Plumas. Performance Trust Capital Partners, LLC served as financial advisor to Cornerstone and delivered a fairness opinion to its board of directors. Gary Steven Findley & Associates served as legal counsel to Cornerstone.

Investor Relations Contact:

Plumas Bancorp
5525 Kietzke Lane Ste. 100
Reno, NV 89511
775.786.0907 x8908
investorrelations@plumasbank.com

Cautionary Note Regarding Forward-Looking Statements

This release contains “forward-looking statements” that are subject to the safe harbor provided by the Private Securities Litigation Reform Act of 1995. Forward-looking statements include but are not limited to plans, expectations, projections, and statements about Plumas and the benefits of the merger and other statements that are not historical facts. Forward-looking statements involve risks and uncertainties that are difficult to predict. Factors that could cause or contribute to results differing from those in or implied in the forward-looking statements include but are not limited to the ability of Plumas successfully integrate Cornerstone’s business with its own; cost savings being less than anticipated; changes in economic conditions; the risk that the merger disrupts the business of Plumas, Cornerstone or both; difficulties in retaining senior management, employees or customers; and other factors that may affect the future results of the combined company. Further information regarding risk factors is contained in Plumas’s filings with the Securities and Exchange Commission, including its Form 10-K for the year ended December 31, 2024 and its registration statement on Form S-4 with respect to merger, copies of which are available on the SEC’s website at www.sec.gov and the investor relations section of Plumas’s website at www.plumasbank.com. Forward-looking statements made in this release speak only as of the date of this release. Plumas undertakes no obligation to revise or publicly release any revision or update to these forward-looking statements to reflect events or circumstances that occur after the date on which such statements were made.

The MIL Network –

July 3, 2025
MIL-OSI: Former SWAT Leader and National Educator Joins WrapTactics™ to Launch Digital Pre-Escalation Training
Source: GlobeNewswire (MIL-OSI)

MIAMI, July 02, 2025 (GLOBE NEWSWIRE) — Wrap Technologies, Inc. (NASDAQ: WRAP) (“Wrap” or, the “Company”), a global leader in pre-escalation and non-lethal public safety solutions, today announces the appointment of Todd Larson, EdD., MSL, FABC, as Strategic Advisor of the Company. Dr. Larson will guide the development of WrapTactics™, Wrap’s advanced learning management system focused on elevating police training through integrated mindset conditioning, emotional regulation and tactical problem-solving.

Dr. Larson brings over 30 years of experience in law enforcement, public safety innovation and education. His decorated 22-year tenure with the Scottsdale Police Department included leadership roles in Special Investigations, Violent Crimes, and more than a decade with the SWAT team as operator, sniper and team leader. Complementing his field experience, Dr. Larson has taught at the University of Phoenix, Northern Arizona University, and delivered leadership, ethics and emotional intelligence training nationwide to thousands of officers.

“Dr. Larson’s commitment to innovation, leadership and his extensive law enforcement experience makes him an invaluable addition to our core advisory team,” said Scot Cohen, Chief Executive Officer of Wrap. “His expertise is expected to ensure our learning system is grounded in reality, guided by science and focused on safer outcomes for all.”

As Wrap builds a scalable and practical training platform in public safety, Dr. Larson will lead efforts to embed scenario-based modules rooted in real-world encounters, emphasizing three critical components of effective policing:
- Mindset framing to foster clarity under pressure within the pre-escalation period;
- Emotion regulation to de-escalate before force becomes necessary; and
- Tactical precision to resolve situations safely and effectively.
“I am honored to support Wrap’s mission to improve officer readiness through innovation,” said Dr. Larson. “WrapTactics™ isn’t just about tools—it’s about transforming the way officers think, respond and lead in every interaction.”

Larson holds a Doctorate in Organizational Leadership and a master’s degree in leadership with an emphasis in Crisis Management and Disaster Preparedness from Grand Canyon University, as well as a bachelor’s degree in education from Northern Arizona University. He also works as a consultant with a large Arizona based healthcare system focused on Innovation and Network Operations, is a published author and a nationally known speaker.

To learn more about WrapTactics™ and Dr. Larson’s role in redefining modern police training, visit [www.wrap.com].

About Wrap Technologies, Inc.

Wrap Technologies, Inc. (Nasdaq: WRAP) a global leader in innovative public safety technologies and non-lethal tools, delivering cutting-edge technology with exceptional people to address the complex, modern day challenges facing public safety organizations.

Wrap’s BolaWrap® 150 solution leads the world in pre-escalation and beyond, providing law enforcement with a safer choice for nearly every phase of a critical incident.

This innovative, patented device deploys a multi-sensory, cognitive disruption that leverages sight, sound and sensation to expand the pre-escalation period and give officers the advantage and critical time to manage non-compliant subjects before resorting to higher-force options. The BolaWrap® 150 is a not pain-based- compliance. It does not shoot, strike, shock, or incapacitate—instead, it helps officers strategically operate pre-escalation on the force continuum, reducing the risk of injury to both officers and subjects. Used by over 1,000 agencies across the U.S. and in 60 countries, BolaWrap® is backed by training certified by the International Association of Directors of Law Enforcement Standards and Training (IADLEST), reinforcing Wrap’s commitment to public safety through cutting-edge technology and expert training.

Wrap Reality® VR is a fully immersive training simulator to enhance decision-making under pressure.

As a comprehensive public safety training platform, it provides first responders with realistic, interactive scenarios that reflect the evolving challenges of modern law enforcement. By offering a growing library of real-world situations, Wrap Reality® equips officers with the skills and confidence to navigate high stakes encounters effectively, leading to safer outcomes for both responders and the communities they serve.

WrapVision is an all-new body-worn camera and evidence management system built for efficiency.

Designed for efficiency, security, and transparency to meet the rigorous demands of modern law enforcement, WrapVision captures, stores and helps manage digital evidence, with operational security, regulatory compliance and superior video picture quality and field of view.

The WrapVision camera, powered by IONODES boasts cloud integration and adheres to Trade Agreements Act (TAA) compliance requirements and GSA schedule contracts requirements. Crucially, unlike many competitor devices manufactured overseas in foreign, non-compliant, and possibly hostile regions, WrapVision is built in North America, promoting unparalleled data integrity and reducing critical concerns over unauthorized access or foreign surveillance risks.

Trademark Information

Trademark Information Wrap, the Wrap logo, BolaWrap®, Wrap Reality® and Wrap Training Academy are trademarks of Wrap Technologies, Inc., some of which are registered in the U.S. and abroad. All other trade names used herein are either trademarks or registered trademarks of the respective holders.

Cautionary Note on Forward-Looking Statements – Safe Harbor Statement

This release contains “forward-looking statements” within the meaning of the “safe harbor” provisions of the Private Securities Litigation Reform Act of 1995. Words such as “expect,” “anticipate,” “should”, “believe”, “target”, “project”, “goals”, “estimate”, “potential”, “predict”, “may”, “will”, “could”, “intend”, and variations of these terms or the negative of these terms and similar expressions are intended to identify these forward-looking statements. Moreover, forward-looking statements are subject to a number of risks and uncertainties, many of which involve factors or circumstances that are beyond the Company’s control. The Company’s actual results could differ materially from those stated or implied in forward-looking statements due to a number of factors, including but not limited to: the Company’s expectations related to the appointment of the new Chief Financial Officer, the expected benefits of the acquisition of W1 Global, LLC, the Company’s ability to maintain compliance with the Nasdaq Capital Market’s listing standards; the Company’s ability to successfully implement training programs for the use of its products; the Company’s ability to manufacture and produce products for its customers; the Company’s ability to develop sales for its products; the market acceptance of existing and future products; the availability of funding to continue to finance operations; the complexity, expense and time associated with sales to law enforcement and government entities; the lengthy evaluation and sales cycle for the Company’s product solutions; product defects; litigation risks from alleged product-related injuries; risks of government regulations; the business impact of health crises or outbreaks of disease, such as epidemics or pandemics; the impact resulting from geopolitical conflicts and any resulting sanctions; the ability to obtain export licenses for counties outside of the United States; the ability to obtain patents and defend intellectual property against competitors; the impact of competitive products and solutions; and the Company’s ability to maintain and enhance its brand, as well as other risk factors mentioned in the Company’s most recent annual report on Form 10-K, subsequent quarterly reports on Form 10-Q, and other Securities and Exchange Commission filings. These forward-looking statements are made as of the date of this release and were based on current expectations, estimates, forecasts, and projections as well as the beliefs and assumptions of management. Except as required by law, the Company undertakes no duty or obligation to update any forward-looking statements contained in this release as a result of new information, future events or changes in its expectations.

Investor Relations Contact:
(800) 583-2652
ir@wrap.com

A photo accompanying this announcement is available at https://www.globenewswire.com/NewsRoom/AttachmentNg/6444767d-f765-42a5-873b-4d2990983561

The MIL Network –
July 3, 2025
MIL-Evening Report: Philadelphia’s $2B affordable housing plan relies heavily on municipal bonds, which can come with hidden costs for taxpayers

Source: The Conversation (Au and NZ) – By Jade Craig, Assistant Professor of Law, University of Mississippi

The Parker administration says it will issue $800 million in bonds over the next four years to fund affordable housing. Jeff Fusco/The Conversation, CC BY-NC-SA

Philadelphia Mayor Cherelle Parker’s Housing Opportunities Made Easy initiative, which was included in the city budget passed June 12, 2025, is an ambitious effort to address the city’s affordable housing challenges.

Parker has promised to create or preserve 30,000 affordable housing units throughout the city, at a cost of roughly US$2 billion.

To help fund the plan, the Parker administration says it will issue $800 million in housing bonds over the next three years.

In an April 2025 report on the housing plan, the Parker administration admits that, in light of declining federal investment in affordable housing, proceeds from municipal bonds issued by the local government “have taken on an outsized role” in Philadelphia’s housing programs.

Often, only city treasurers and the finance committees of city councils pay attention to the details behind these municipal bonds.

As a law professor who studies the social impact of municipal bonds, I believe it’s important that city residents understand how these bonds work as well.

While municipal bonds are integral to the city’s effort to increase access to affordable and market-rate housing, they can include hidden costs and requirements that raise prices in ways that make city services unaffordable for lower-income residents.

The Parker administration has vowed to create or preserve 30,000 affordable housing units in Philly through new construction, rehabilitation and expanded rental assistance.
Jeff Fusco/The Conversation, CC BY-SA

How municipal bonds work

Most people are aware that companies sell shares on the stock market to raise capital. State and local governments do the same thing in the form of municipal bonds, which help them raise money to cover their expenses and to finance infrastructure projects.

These bonds are a form of debt. Investors can purchase an interest in the bond and, in exchange, the local government promises to pay the money back with interest in a specified time period. The money from investors functions like a loan to the government.

Municipal bonds are often used so that one generation of taxpayers is not having to bear the full cost of a project that will benefit multiple generations of residents. The cost of building a bridge, for example, which will be in use for decades, can be spread out over 30 years so that residents pay back the loan slowly over time rather than saddle residents with huge tax increases one year to cover the cost.

However, the cost of borrowing pushes up the cost of projects by adding interest payments the same way a mortgage adds to the overall cost of buying a house. Overall, the market and state and local governments have historically viewed this cost as a worthy trade-off.

Some municipal bonds have limits

The Parker administration has several options when it comes to raising capital on the municipal market.

The most common method is through general obligation bonds, which are backed by the city’s authority to impose and collect taxes. Bondholders rely on the city’s “full faith and credit” to assure them that if the city has difficulty paying back the debt, the city will raise taxes on residents to secure the payment.

The city plans to use general obligation bonds to help fund its affordable housing plan, but there are limits on how much it can borrow this way. The state constitution limits Philadelphia’s ability to incur debt to a total of 13.5% of the value of its assessed taxable real estate, based on an average of this amount for the preceding 10 years.

Philadelphia is more affordable than several other big U.S. cities, according to a 2020 report from the Pew Charitable Trusts, but it has a high poverty rate.
Jeff Fusco/The Conversation, CC BY-SA

Philly has another option

The city, however, also has the authority to take on another form of debt: revenue bonds. Revenue bonds rely on specific sources of revenue instead of the government’s taxing power. Jurisdictions issue revenue bonds to fund particular projects or services – usually ones that generate income from fees paid by users.

For example, a publicly owned water utility or electric company relies on water and sewage fees or electricity rates and charges to pay back their revenue bonds. Likewise, a transportation authority will rely on tolls to pay back revenue bonds issued to build a toll road, such as the Pennsylvania Turnpike.

Under state law, revenue bonds are “non-debt debts.” They are not debts owed by the city, because the city has not promised to repay the debt through the use of its own taxing powers. Instead, the people who pay the fees to use the service are paying back the debt.

Since states began to place stricter limits on debt in the wake of the Great Depression in the 1930s, cities across the U.S. have increasingly used revenue bonds to get around state debt limits and still fund valuable public services, including affordable housing projects.

When another government entity – rather than the city – issues the bond, and the city pays them a service fee for doing so, it’s a form of what’s called conduit debt. That obligation to pay the service fee to the other government entity is the conduit debt that the city pays out of its general fund.

In Philadelphia, conduit debt includes revenue bonds issued by the Philadelphia Authority for Industrial Development and Philadelphia Redevelopment Authority.

From fiscal years 2012 to 2021, the city’s outstanding debt from general obligation bonds paid for out of its general fund was between $1.3 billion to $1.7 billion per year. However, the city’s conduit debt outstripped that number every year, ranging from $1.8 billion to nearly $2.3 billion. In more recent years, conduit debt has been less than the city’s debt from general obligation bonds.

The city keeps conduit debt on its books – and is obligated to pay it back – even though it comes from bonds issued by the development authorities, because these debts loop back to the city. In the bonds issued by these agencies, the city actually becomes like a client of the agency. The city is typically obligated to pay the agency service fees as part of a contractual obligation that cannot be canceled.

The revenue on which the development agencies’ bonds rely, the money from which bondholders expect to be paid back, does not come from fees that residents pay out of their own pocket – for example through ticket sales from a sports stadium built with revenue bonds. The money instead comes out of the city’s treasury.

A loophole to affordable housing

Essentially this is a loophole for the city to bypass debt limits set for Philadelphia in the state constitution. Sometimes creativity in government requires using loopholes to get the job done – to get to yes instead of a stalemate.

Consider this analogy. Say your sister takes out a bank loan to buy a car for you because your credit limit is maxed out. She is relying on you to pay her back, and she uses your payment to pay the bank. But if you don’t pay her back, she’s not responsible by law for paying the bank herself. So, it’s your debt, but she is the conduit.

If the city holds itself accountable, it can use conduit debt responsibly to make affordable housing construction a reality.

The mayor’s office did not respond to my questions about whether they plan to use conduit debt issued by a development authority, whether that conduit debt would include service fees, and what funds would be used to pay those fees.

In its quest to increase access to affordable housing, the Parker administration should, in my view, be mindful of limiting the service fees it agrees to pay – which have no legally prescribed limits – and also account for where it will find income to cover these costs. For example, will it come from the sale of city-owned land? Fees charged to developers? Or some other source?

Otherwise, taxpayers may be left to foot a bill that is essentially unlimited.

Read more of our stories about Philadelphia.

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

– ref. Philadelphia’s $2B affordable housing plan relies heavily on municipal bonds, which can come with hidden costs for taxpayers – https://theconversation.com/philadelphias-2b-affordable-housing-plan-relies-heavily-on-municipal-bonds-which-can-come-with-hidden-costs-for-taxpayers-253522

MIL OSI Analysis – EveningReport.nz –

July 3, 2025
MIL-OSI: EBC Financial Group Celebrates Multiple Award Wins in 2025

Source: GlobeNewswire (MIL-OSI)

LONDON, July 02, 2025 (GLOBE NEWSWIRE) — EBC Financial Group (EBC) has been recognised by two leading industry award bodies in 2025, reinforcing its position as a trusted broker via the Best CFD Provider award by Online Money Awards and Most Trusted Broker and Best Trading Platform titles at the World Finance Forex Awards 2025.

EBC’s wins at the World Finance Forex Awards mark the third consecutive year the Group has received honours from the awarding body—an indication of its sustained performance in both technology execution and client trust metrics. The 2025 dual awards build on EBC’s previous recognitions in 2023 and 2024, highlighting its consistent delivery of robust trading solutions across global markets.

The acknowledgments span both product delivery and trust metrics, reflecting EBC’s operational focus on execution quality, platform innovation, and client protection within regulated trading environments.

“These awards affirm the Group’s emphasis on building efficient, transparent, and regulated trading infrastructure,” said David Barrett, CEO of EBC Financial Group (UK) Ltd. “Whether it’s through our ETF CFD suite expansion, platform enhancements, or client-first service model, we remain focused on building tools and experiences that help traders act with clarity, confidence, and control.”

Driving Growth with Thematic and Tactical CFD Solutions
EBC’s recent launch of over 100 U.S.-listed ETF CFDs has expanded its multi-asset product suite and positioned the Group at the forefront of thematic trading innovation. These instruments give clients real-time, leveraged access to ETFs across a broad spectrum of global narratives—including clean energy, U.S. tech, dividend-yielding assets, fixed income, and emerging markets.

The offering features ETFs from leading issuers such as Vanguard, iShares (BlackRock), and State Street Global Advisors, with key advantages including zero fund management fees, leverage options and short-selling capabilities as well as real-time execution and low-cost access to NYSE and NASDAQ-listed assets.

This expansion aligns with EBC’s strategic focus on delivering smarter exposure tools—enabling traders to respond quickly to macro shifts, hedge market views, or construct diversified portfolios with precision.

Platform Innovation and Client Experience at the Core
Beyond product growth, EBC continues to enhance its platforms with features such as smart liquidity routing, expanded multilingual support, and ultra-low latency execution. Proprietary tools like the Trading Black Box and Private Room help optimise price aggregation, protect trade integrity, and elevate the trading experience across retail and institutional segments.

These upgrades contributed to EBC’s recognition as Best Trading Platform at the 2025 World Finance Forex Awards, while the Most Trusted Broker title acknowledged the Group’s long-term dedication to governance, client protection, and relationship-building in regulated markets.

This article reflects the observations of EBC Financial Group and all its global entities. It is not financial or investment advice. Trading in commodities and foreign exchange (FX) involves a significant risk of loss, potentially exceeding your initial investment. Consult a qualified financial advisor before making any trading or investment decisions, as EBC Financial Group and its entities are not liable for any damages arising from reliance on this information.

For more information about EBC Financial Group and its award-winning services, visit www.ebc.com.

About EBC Financial Group

Founded in London, EBC Financial Group (EBC) is a global brand known for its expertise in financial brokerage and asset management. Through its regulated entities operating across major financial jurisdictions—including the UK, Australia, the Cayman Islands, Mauritius, and others—EBC enables retail, professional, and institutional investors to access global markets and trading opportunities, including currencies, commodities, CFDs and more.

Trusted by investors in over 100 countries and honoured with global awards including multiple year recognition from World Finance, EBC is widely regarded as one of the world’s best brokers with titles including Best Trading Platform and Most Trusted Broker. With its strong regulatory standing and commitment to transparency, EBC has also been consistently ranked among the top brokers—trusted for its ability to deliver secure, innovative, and client-first trading solutions across competitive international markets.

EBC’s subsidiaries are licensed and regulated within their respective jurisdictions. EBC Financial Group (UK) Limited is regulated by the UK’s Financial Conduct Authority (FCA); EBC Financial Group (Cayman) Limited is regulated by the Cayman Islands Monetary Authority (CIMA); EBC Financial Group (Australia) Pty Ltd, and EBC Asset Management Pty Ltd are regulated by Australia’s Securities and Investments Commission (ASIC); EBC Financial (MU) Ltd is authorised and regulated by the Financial Services Commission Mauritius (FSC).

At the core of EBC are a team of industry veterans with over 40 years of experience in major financial institutions. Having navigated key economic cycles from the Plaza Accord and 2015 Swiss franc crisis to the market upheavals of the COVID-19 pandemic. We foster a culture where integrity, respect, and client asset security are paramount, ensuring that every investor relationship is handled with the utmost seriousness it deserves.

EBC is a proud official foreign exchange partner of FC Barcelona and continues to drive impactful partnerships to empower communities – namely through the UN Foundation’s United to Beat Malaria initiative, Oxford University’s Department of Economics, and a diverse range of partners to champion initiatives in global health, economics, education, and sustainability.
https://www.ebc.com/

Media Contact:
Savitha Ravindran
Global Public Relations Manager
savitha.ravindran@ebc.com

Michelle Siow
Brand & Communications Director
michelle.siow@ebc.com

The MIL Network –

July 3, 2025
MIL-OSI USA: Leaders Across Vermont Support Welch’s Bill to Reform FEMA

US Senate News:

Source: United States Senator Peter Welch (D-Vermont)
“I appreciate Senator Welch taking on the challenge to create an expedited, more efficient, and flexible emergency management system.”
“Nearly every municipal leader impacted by recent flooding in Vermont has told me that FEMA has been difficult to work with. I’m pleased to see Senator Welch proposing reforms to address these concerns.”
“What is needed, and what this bill would do, is build state and local capacity to prepare, mitigate, respond, and recover while making more efficient and effective use of federal resources.”
“We are grateful to Senator Welch for proposing a commonsense solution that would provide technical assistance, simplified procedures and support for long-term resiliency to municipalities that are in need.”
“Senator Welch’s Disaster AID Act provides a path toward more timely and effective recovery, especially for Vermont’s hardest-hit towns.”
“This legislation represents a fundamental shift in the way we administer hazard mitigation funding.”
WESTON, VT—U.S. Senator Peter Welch (D-Vt.)’s Disaster Assistance Improvement and Decentralization (AID) Act has earned the support of community leaders across Vermont.
Senator Welch’s Disaster AID Act will cut red tape and empower state and local governments to access recovery assistance when it is needed. The bill will support hazard mitigation efforts, make the delivery of disaster aid more efficient and effective, provide technical assistance to small towns and communities impacted by natural disasters, and block the White House from withholding funding for disaster response. He will officially introduce the Disaster AID Act next week, coinciding with the anniversary of the 2023 and 2024 floods. 
“FEMA does lifesaving and important work after a disaster, but we need to find a way to fix the agency so it works better to help communities recover in the weeks, months, and years after a disaster. Vermont saw it firsthand: there’s too much red tape, and the long-term recovery process is inefficient,” said Senator Welch. “The Disaster AID Act is inspired by the experiences of flood-impacted Vermont communities that had to wait too long—and jump through far too many hoops—to get the federal support needed to build back after a disaster. I am proud the Disaster AID Act has earned the support of community and disaster recovery leaders across our state, and thank them for helping shape this commonsense bill.”
Vermont Governor Phil Scott, and Kristin Atwood, Barton Town Clerk; Ted Brady, Executive Director of the Vermont League of Cities and Towns; Michele Braun, Executive Director of the Friends of the Winooski River; Chris Campany, Executive Director of the Windham Regional Commission, and Chair of the VAPDA Emergency Management Committee; Jon Copans, Executive Director, Montpelier Commission for Recovery and Resilience; Ben Doyle, Executive Director of the Preservation Trust of Vermont; Peter Gregory, Executive Director of the Two Rivers-Ottauquechee Regional Commission (TRORC); Thom Lauzon, Mayor of Barre City; Kristen Leahy, Zoning and Floodplain Administrator and Resilience & Adaption Coordinator for Hardwick; Jim Linville, Selectboard Vice Chair and Recovery Director of Weston; Julie Moore, Secretary of the Vermont Agency of Natural Resources; Stephanie Smith, Vermont Hazard Mitigation Officer; Justin Smith, Municipal Administrator for the Town of Lyndon; and Beverley Wemple, Director of the University of Vermont’s Water Resources Institute.
“After facing devastating floods over the last two summers, Vermonters have seen firsthand, the value of federal support and assistance from FEMA workers. However, we’ve also experienced gaps between response and recovery, and we need to make changes that better support responders on the ground and those trying to rebuild. I appreciate Senator Welch taking on the challenge to create an expedited, more efficient, and flexible emergency management system,” said Governor Phil Scott.
“The Town of Barton, Vermont, has been hit two years in a row on the same date by disastrous flooding. The unknowns of funding around that have us delaying needed normal maintenance until FEMA funds are received to cover flooding repairs, and slowing down the repairs to make sure those funds flow in before the next project is underway. This unknown funding element has the Town worrying as we look to the future instead of confident FEMA will have our backs. Our ability to prepare for and mitigate the next storm is significantly impacted by our unwillingness to overextend ourselves in case FEMA funding does not come through. This puts us at greater risk of damage if another storm were to come before we have completed recovery from the prior two,” said Kristin Atwood, Barton Town Clerk.
“Vermont municipalities can’t prepare for or recover from a disaster without the federal government’s help. Nearly every municipal leader impacted by recent flooding in Vermont has told me that FEMA has been difficult to work with. I’m pleased to see Senator Welch proposing reforms to address these concerns. The ballooning federal bureaucracy, rotating FEMA staff, inconsistent funding, and requirement to take on debt have combined to make recovering from the flooding here in Vermont another disaster. The Disaster AID Act addresses these challenges by providing technical assistance to municipalities before a disaster hits, providing disaster aid immediately to reduce the debt towns need to take on, and cutting down on the red tape communities need to navigate to access federal assistance,” said Ted Brady, Executive Director of the Vermont League of Cities and Towns.
“Having helped dozens of towns to recover from devastating floods, we know firsthand that FEMA’s procedures are a barrier to accessing critical funds. Friends of the Winooski River appreciates Senator Welch’s efforts to improve access to the resources our communities desperately need for flood recovery and future health and safety,” said Michele Braun, Executive Director of the Friends of the Winooski River.
“FEMA provides critical resources and structure for disaster preparedness, mitigation, response, and recovery, but it needs reform to make it work better for people and their communities. I don’t think there’s disagreement there, including among FEMA rank and file personnel. Congress needs to act. What is needed, and what this bill would do, is build state and local capacity to prepare, mitigate, respond, and recover while making more efficient and effective use of federal resources,” said Chris Campany, Executive Director of the Windham Regional Commission, and Chair of the Vermont Association of Planning and Development Agencies (VAPDA) Emergency Management Committee.
“While it is far from perfect, the Federal Emergency Management Agency has repeatedly proven to be a critical part of disaster response here in Central Vermont. I commend Senator Peter Welch for his efforts to improve FEMA’s process and provide support to small municipalities as we struggle to navigate the bureaucracy to help our communities recover. The Disaster Assistance and Decentralization Act takes important steps to reform and strengthen federal disaster response so that cities and towns across the country can recover more quickly and make critical investments in future resilience,” said Jon Copans, Executive Director, Montpelier Commission for Recovery and Resilience.
“One thing that became clear very quickly after the 2023 flood is that if you’ve seen one small town dealing with a disaster, you’ve seen one small town dealing with a disaster. The impacts on homes, businesses, and infrastructure, were all significant, but they were different depending on the community—and the capacity of municipalities to respond and support residents varied widely. While FEMA representatives were on the ground and well-intentioned, the truth is they were often more prepared to tell people what they couldn’t do because of regulations than to help them rebuild their lives. We need the federal government to meet people where they are—regardless of the size of the community or the scale of the disaster—and provide tailored technical assistance, financial support, and, most importantly, hope.” said Ben Doyle, Executive Director of the Preservation Trust of Vermont.
“We are very appreciative of Senator Welch’s proposal to reform FEMA and how it interacts with Vermonters. His proposal explicitly enables regional planning commissions to work as agents of municipalities when interacting with FEMA. We were pleased to offer this idea and even more pleased to help our communities,” said Peter Gregory, Executive Director of the Two Rivers-Ottauquechee Regional Commission (TRORC).
“The City of Barre was hit hard by the 2023 and 2024 floods, and we are grateful to the many people who have and continue to help us rebuild better and stronger. While we’ve made significant progress, there’s much more work to be done. We are grateful to Senator Welch for proposing a commonsense solution that would provide technical assistance, simplified procedures and support for long-term resiliency to municipalities that are in need. We need to fix FEMA, not kill it,” said Thom Lauzon, Mayor of Barre City.
“Hardwick has faced devastating impacts from back-to-back floods in 2023 and 2024, with repeated damage to homes, businesses, and public infrastructure along the Lamoille River. One example is 41 Brush Street, a residential property now hanging precariously over the riverbank due to severe erosion. The home is slated for a FEMA-funded buyout, and additional stabilization is needed to protect surrounding properties. FEMA’s Building Resilient Infrastructure and Communities program is essential for communities like ours, not only for rebuilding but for implementing long-term solutions that reduce future risk. Without sustained and accessible funding, rural towns will be left in a cycle of damage and short-term fixes. Senator Welch’s Disaster AID Act provides a path toward more timely and effective recovery, especially for Vermont’s hardest-hit towns,” said Kristen Leahy, Zoning and Floodplain Administrator and Resilience & Adaption Coordinator for Hardwick.
“The support for small towns in Senator Welch’s Disaster AID Act is crucial in enabling towns in Vermont and nationwide to obtain the expert assistance they require in responding to disasters, as well as identifying, designing and funding mitigation projects. Five months after the July 2023 flood in Weston, we applied for and received an MTAP grant that allowed us to retain professional help to guide us through the grant maze and get a head start on modeling the flooding and designing mitigation projects. Our hope is that with passage of the Disaster AID Act, this sort of assistance will be available soon after the next (inevitable) disaster event so our town fathers and mothers aren’t wringing their hands trying to figure out what to do, how to do it and how to pay for it,” said Jim Linville, Selectboard Vice Chair and Recovery Director of Weston.
“Vermont has experienced multiple federally-declared disasters since 2023 which laid bare Vermont municipalities’ need for additional technical assistance,” said ANR Secretary Julie Moore. “The Disaster Assistance Improvement and Decentralization Act would help fill this critical need. In particular, we are grateful to Sen. Welch for his continued efforts to simplify procedures for complex relocation projects for critical facilities, such as the wastewater treatment facilities in Johnson, Hardwick and Ludlow – all of which have experienced repeated flood damage.”
“The BRIC program greatly improved Vermont’s ability to do the planning and scoping work necessary in order to develop important flood reduction projects in our communities,” said Stephanie Smith, Vermont Hazard Mitigation Section Chief. “This legislation represents a fundamental shift in the way we administer hazard mitigation funding that would allow us to successfully and efficiently utilize federal resources to reduce future flood risk in Vermont.”
“Like many rural towns in Vermont, Lyndon is not blessed with a large staff to handle the volume of paperwork required to receive funding from FEMA when a disaster occurs. Many towns in rural Vermont are not even fortunate enough to have a Municipal Administrator or Manager in place to handle the paper trail and are forced to rely solely on volunteers in their community. We understand and support the necessity of ensuring that funds are being properly spent and accounted for. However, there is a strong need to create a system where communities have one point of contact throughout the entirety of a declared disaster. Small Vermont communities such as ours, do not have the resources or the personnel work hours to start and re-start the process of disaster re-imbursement from scratch because a FEMA PDMG has reached their 50-week time limit and must move on,” said Justin Smith, Municipal Administrator for the Town of Lyndon. “Taking away a single employee from their normal day to day responsibilities to devote to disaster recovery severely understaffs any rural community, and extending this length of time attempting to get a new PDMG or multiple PDMGs up to speed is time and money that rural communities don’t have the luxury of wasting.”
“The Disaster Assistance Improvement and Decentralization (AID) Act will provide critical assistance to communities impacted by flooding and other disasters. The bill’s provisions will get assistance into the hands of those who need it more rapidly following disasters. In Vermont and communities across the country, investments in hazard mitigation projects enabled by the Act, like reconnecting rivers to floodplains that store and dissipate the energy of floodwaters, will make communities safer and ensure we are prepared for the future in a way that also supports healthy ecosystems,” said Beverley Wemple, Director of the University of Vermont’s Water Resources Institute. “Thank you, Senator Welch, for introducing this important piece of legislation that will support all Americans in meeting the challenges of future natural disasters.”
•••
Over the course of consecutive summers in July 2023 and July 2024, Vermont experienced severe storms which caused catastrophic flooding, washouts, and mudslides. Homes, farms, businesses, and public infrastructure were destroyed, and communities were left reeling. In the immediate aftermath of the destruction, FEMA provided lifesaving on-the-ground assistance, working with local organizations and the state. In the long-term, however, FEMA’s response has not met the needs of communities.  
Many of Vermont’s towns operate with limited resources and lack the administrative capacity needed to navigate the complex web of federal disaster assistance—especially in the aftermath of a brutal flood. FEMA has failed to provide necessary support and burdensome FEMA policies have slowed or blocked communities from accessing federal funds. Towns were not empowered to capitalize on their understanding of conditions on the ground. To make matters worse, under the Trump Administration, communities must now contend with uncertain federal funding streams, including for reimbursement of projects already approved and under way. 
Senator Welch’s Disaster AID Act will cut red tape and ease cumbersome requirements that restrict state and local governments from tailoring solutions to local circumstances. The bill will also provide technical and financial resources for small towns and communities that lack administrative capacity, and restrain future administrations from arbitrarily turning off the funding spigot for communities in the midst of disaster recovery. 
Learn more about the Disaster AID Act. 
Read a section-by-section summary of the Disaster AID Act. 

MIL OSI USA News –

July 3, 2025
MIL-OSI Russia: Students of SPbGASU entered the top thousand participants of the competition “Your move, class monitor!”

Translation. Region: Russian Federal

Source: Saint Petersburg State University of Architecture and Civil Engineering – Saint Petersburg State University of Architecture and Civil Engineering –

The All-Russian student project “Your Move” (an initiative of the Federal Agency for Youth Affairs (Rosmolodezh) and the Ministry of Science and Higher Education of Russia) is holding a competition “Your Move, Headman!” The competition brought together more than 12,000 participants from all over the country.

The participants of the competition completed a series of competition tasks. First, they had to prepare an essay about what it means to be a headman. Then the contestants took an online test on their knowledge of the “Your Move” project and youth policy in Russia, mastered the “School of Headmen” course, and held “Opportunities for Youth in Russia” meetings in their groups. The final test was the creation of a portfolio, which had to reflect the achievements and activity of the entire group – in studies, social projects, volunteer activities, as well as participation in the “Your Move” initiative and in grant competitions of Rosmolodezh.

Five representatives of SPbGASU made it into the top thousand, selected from 12 thousand participants. They are Daria Alekseeva (second year of the Faculty of Civil Engineering, group 1-SUZSs-2), Ekaterina Kashitsyna (fourth year of the Faculty of Automobile and Road Engineering, group 1-NTTSs-4), Anna Snetkova (second year of the Faculty of Economics and Management, group 1-EBs-2), Victoria Marusey (second year of the Faculty of Engineering Ecology and Urban Management, group 1-Sb(VV)-2) and Olga Gavrichenkova (third year of the Faculty of Engineering Ecology and Urban Management, group 1-Sb(IS)-3).

The “Your Move, Headman!” competition is held in two streams throughout the year. Based on the results of each module, a thousand winners will be determined. Each of them will receive a scholarship, which will be paid for six months. The best 100 headmen will take part in the final events of the project.

The second module of the “Your Move, Headman!” competition will start in September. At the same time, the “Otkryvayu” (Discovering) competition will begin for those who will begin their studies in the first year. It will help first-year students to make a name for themselves at the beginning of their student journey, immerse themselves in the student community and its opportunities, and also get acquainted with the ecosystem of Russian youth policy. Based on its results, 200 winners will be determined, who will receive a prize from the project.

Students of SPbGASU take an active part in the project “Your Move”. On June 30, the festival of youth projects of leaders and associations of St. Petersburg “Prometheus” was held, organized by the regional team of the project. From our university, the participants of the program were the project “Drawing”, aimed at developing and supporting interests in the field of descriptive geometry (headed by Edgar Barsegyan) and the project “The concept of an exploitable roof or a well-thought-out courtyard territory on the example of SPbGASU” (headed by Elena Sedunova). The teams held presentations of their initiatives, which were attended by experts of the project “Your Move”, and received recommendations for their further development.

Don’t miss the opportunity to take part in the events of “Your Move”! Register at project website.

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

MIL OSI Russia News –

July 3, 2025
MIL-OSI Russia: More than 700 streets in Moscow will be improved by the end of the year

Translation. Region: Russian Federal

Source: Moscow Government – Government of Moscow –

This year, specialists from the city services complex will improve more than 700 streets in various administrative districts of the capital, said the Deputy Mayor of Moscow for Housing and Public Utilities and Improvement Petr Biryukov.

“The main objective of the comprehensive improvement program is to ensure comfortable movement for drivers and pedestrians, organize convenient routes to residential areas, transport and socially significant facilities. Last year, 667 streets were put in order, including over 20 kilometers of the Yauza River embankments, the historical park near the main building of the Lomonosov Moscow State University and adjacent streets were renovated,” said Pyotr Biryukov.

During the improvement, Novorizhanskoe and Ostashkovskoe highways, Butyrskaya, Dubninskaya, Krylatskiye Kholmy streets will be renovated. Work will also be carried out on six embankments – Nagatinskaya, Novodanilovskaya, Danilovskaya, Paveletskaya, Derbenevskaya and Shlyuzovaya.

The specialists will change the pavement of the sidewalks and roads, make convenient parking pockets for motorists and new ground crossings with contrast lighting supports for pedestrians. In addition, they will modernize street lights and install modern bus stops, new road signs, traffic lights and pedestrian navigation steles. This will make the city even more comfortable and safe.

In addition, the area will be further landscaped – lawns will be laid out and trees will be planted.

The comprehensive improvement projects being implemented in the capital correspond to the goals and objectives of the national project “Infrastructure for life”.

Get the latest news quicklyofficial telegram channel the city of Moscow.

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

Please Note; This Information is Raw Content Directly from the Information Source. It is access to What the Source Is Stating and Does Not Reflect

https: //vv.mos.ru/nevs/ite/156175073/

MIL OSI Russia News –

July 3, 2025
MIL-OSI: NextNRG Appoints Global Logistics Authority Gary M. Goldfarb as Chairman of Newly Formed Strategic Advisory Board

Source: GlobeNewswire (MIL-OSI)

MIAMI, July 02, 2025 (GLOBE NEWSWIRE) — NextNRG, Inc. (Nasdaq: NXXT), a pioneer in AI-driven energy innovation transforming how energy is produced, managed, and delivered through its Next Utility Operating System^®, smart microgrids, wireless EV charging, and mobile fuel delivery, today announced a strategic advisory agreement with Goldfarb Management Services, LLC. As part of the agreement, Gary M. Goldfarb, a recognized authority in global logistics and supply chain innovation, has been appointed Chairman of NextNRG’s newly established Advisory Board.

Mr. Goldfarb is Chairman of the Board of The World Trade Center Miami and past Chairman of the Board of the Miami-Dade Beacon Council. He is currently Chief Strategy Officer at Interport Logistics and a board member of Global Empowerment Mission, bringing decades of experience in operational infrastructure, international trade and market expansion. Mr. Goldfarb helped revitalize The Miami Free Zone, driving occupancy above 96% and growing trade volume to nearly $1 billion at its peak. He also developed and obtained patents for software solutions for international logistics (From2.com) and holds advisory roles with organizations including the World Trade Center Miami and Florida International University’s Engineering Master’s ELE Program. He brings more than 50 years of experience in international trade and supply chain management.

“Our mission at NextNRG is to reimagine how energy is generated, managed and delivered,” said Michael D. Farkas, Executive Chairman and CEO of NextNRG. “Gary’s extensive background in logistics, distribution centers, and manufacturing operations, combined with his industry relationships, will be instrumental as we pursue strategic partnerships and business development initiatives aimed at powering commercial and industrial facilities with distributed energy generation, advanced smart grid technologies, and our revolutionary dynamic wireless charging solutions for industrial equipment and robotics.”

NextNRG’s innovative portfolio includes cutting-edge wireless charging technology specifically designed for industrial and commercial facility operations. The company’s patented wireless charging systems provide seamless power solutions for warehouse equipment, forklifts, automated robotics, and fleet vehicles within manufacturing and distribution centers. These compact, efficient charging solutions eliminate the need for traditional plug-in infrastructure on factory floors and in logistics facilities, enabling continuous operations while reducing maintenance costs and safety hazards. NextNRG’s smart microgrid technology integrates seamlessly with these wireless charging systems, creating intelligent power ecosystems that optimize energy distribution across entire commercial facilities.

Under the agreement, Mr. Goldfarb and his firm will advise on commercialization strategy, market entry planning and strategic partner engagement, leveraging his deep connections within the logistics, manufacturing, and distribution sectors. As Chairman of the Advisory Board, Mr. Goldfarb will help guide the company’s efforts to bring intelligent, resilient energy solutions to commercial and industrial facilities across new regions and market segments.

“I’m excited to support a company that’s leading the way in smart, decentralized energy systems for commercial and industrial applications,” said Gary M. Goldfarb. “NextNRG is building the kind of adaptive infrastructure that modern warehouses, distribution centers, and manufacturing facilities demand, and I look forward to contributing to its continued growth and impact in powering the future of industrial operations.”

The formation of the Advisory Board represents a key step in NextNRG’s corporate development strategy as the company moves toward commercial deployment of its AI-driven platforms and targets high-impact opportunities across infrastructure, industrial and municipal energy sectors.

About NextNRG, Inc.
NextNRG Inc. (NextNRG) is Powering What’s Next by implementing artificial intelligence (AI) and machine learning (ML) into renewable energy, next-generation energy infrastructure, battery storage, wireless electric vehicle (EV) charging and on-demand mobile fuel delivery to create an integrated ecosystem.

At the core of NextNRG’s strategy is its Next Utility Operating System^®, which leverages AI and ML to help make existing utilities’ energy management as efficient as possible, and the deployment of NextNRG smart microgrids, which utilize AI-driven energy management alongside solar power and battery storage to enhance energy efficiency, reduce costs and improve grid resiliency. These microgrids are designed to serve commercial properties, healthcare campuses, universities, parking garages, rural and tribal lands, recreational facilities and government properties, expanding energy accessibility while supporting decarbonization initiatives.

NextNRG continues to expand its growing fleet of fuel delivery trucks and national footprint, including the acquisition of Yoshi Mobility’s fuel division and Shell Oil’s trucks, further solidifying its position as a leader in the on-demand fueling industry. NextNRG is also integrating sustainable energy solutions into its mobile fueling operations. The company hopes to be an integral part of assisting its fleet customers in their transition to EV, providing fuel delivery while advancing efficient energy adoption. The transition process is expected to include the deployment of NextNRG’s innovative wireless EV charging solutions.

To find out more visit: www.nextnrg.com

Forward-Looking Statements
This press release includes forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995. Any statement describing NextNRG’s goals, expectations, financial or other projections, intentions, or beliefs is a forward-looking statement and should be considered an at-risk statement. Words such as “expect,” “intends,” “will,” and similar expressions are intended to identify forward-looking statements. Such statements are subject to certain risks and uncertainties, including, but not limited to, those related to NextNRG’s business and macroeconomic and geopolitical events. These and other risks are described in NextNRG’s filings with the Securities and Exchange Commission from time to time. NextNRG’s forward-looking statements involve assumptions that, if they never materialize or prove correct, could cause its results to differ materially from those expressed or implied by such forward-looking statements. Although NextNRG’s forward-looking statements reflect the good faith judgment of its management, these statements are based only on facts and factors currently known by NextNRG. Except as required by law, NextNRG undertakes no obligation to update any forward-looking statements for any reason. As a result, you are cautioned not to rely on these forward-looking statements.

Investor Relations Contact
NextNRG, Inc.
Sharon Cohen
SCohen@nextnrg.com

The MIL Network –

July 3, 2025
MIL-OSI United Kingdom: expert reaction to wildfires in Scotland, including in the Highlands and Moray

Source: United Kingdom – Executive Government & Departments

July 2, 2025

Scientists comment on wildfires in Scotland.

Prof Rory Hadden, Chair of Fire Science, University of Edinburgh, said:

“It is widely expected that the number of wildfires will increase in Scotland (and the UK) as we see more periods of extreme weather driven by climate change. The recent fine weather means that vegetation has dried out and becomes susceptible to ignition sources. Even a small heat source such as a BBQ or campfire can initiate a wildfire either by direct flame contact with vegetation, or by igniting a smouldering fire in dry vegetation and soils which will later transition to a flaming fire.

“Once vegetation is ignited, a fire will grow extremely rapidly especially if there is wind and/or dense vegetation. This is especially true given the recent weather conditions in Scotland and means that typically it will be challenging to fight without proper resources. Also a smouldering fire in soils may only transition to flaming some hours after it is ignited (and there may be no obvious signs that smouldering has been ignited). Once ignited a fire will spread rapidly through vegetation, moving fastest in the direction of the wind and up slopes. Poor access, difficult terrain and extensive vegetation coverage means that the fire can spread over large areas relatively quickly.

“The impacts of these fires are of course significant. There is a huge cost to the fire and rescue services in fighting and managing these fires – drawing resources from a wide area. There is the destruction of natural capital – the countryside provides important ecosystem services that we all rely on and these are impacted negatively by wildfires. Loss of vegetation impacts on wildlife. The smoke is harmful and can impact on people large distances away, exacerbating respiratory conditions. If the fire burns into peat soils then the loss of carbon to the atmosphere will be significant and may drive future climate change. There is also possibility of loss of property as fires move towards settlements (farms, villages, towns).

“While there is ongoing research on this topic, there is lots we do not know around the changes in risk to people, property and environment posed by wildfires in Scotland and the UK. The fire and rescue services are adapting but there is currently no national fire danger assessment tool or clear coordination at Government level in Scotland. We need to work on finding measures to manage fire risk in Scotland and the UK, including fuel load management (e.g. prescribed burning, mechanical means) as well as communications with stakeholders and the public to advise of periods of higher fire danger. This is critical because as well as climate change, we are in a period of significant changes in land use (including rewilding) across Scotland and the UK.

“It is important to note that the leading cause of wildfires is people. We all need to do our part when visiting the countryside to ensure we do not bring ignition sources – pack a picnic instead of a BBQ, and only have campfires in designated areas.”

Declared interests

Prof Rory Hadden: “Funding declaration:

US Department of Agriculture, Forest Service;

US Department of Commerce, National Institute of Standards and Technology;

Funding on unrelated projects from Defence and Security Accelerator;

UKRI EPSRC.”

MIL OSI United Kingdom –

July 3, 2025
MIL-OSI Video: ECB Forum on Central Banking 2025 – Session 2

Source: European Central Bank (video statements)

Session 2: Monetary transmission through households, consumption and savings

Chair: Frank Elderson, Member of the Executive Board and Vice-Chair of the Supervisory Board, European Central Bank

Paper: “Discretionary spending is the cycle, and why it matters for monetary policy”
Author: Paolo Surico, Professor, London Business School
(together with Michele Andreolli, Assistant Professor, Boston College, Natalie Rickard, London Business School, and Chiara Vergeat, London Business School)

Discussant: María Teresa Valderrama, Head of the Monetary Policy Section, Oesterreichische Nationalbank

https://www.youtube.com/watch?v=muUop31UZIU

MIL OSI Video –

July 2, 2025
MIL-OSI Video: ECB Forum on Central Banking 2025 – Panel 1

Source: European Central Bank (video statements)

Panel 1: Cross-country heterogeneity in the euro area and implications for monetary policy

Chair: Isabel Schnabel, Member of the Executive Board, European Central Bank

Agnès Bénassy-Quéré, Second Deputy Governor, Banque de France
Piet Haines Christiansen, Director, Danske Bank
Luca Fornaro, Senior Researcher, CREI, and Adjunct Professor, Universitat Pompeu Fabra
Refet Gürkaynak, Professor, Bilkent University

https://www.youtube.com/watch?v=mgikNXm7118

MIL OSI Video –

July 2, 2025
MIL-OSI Video: ECB Forum on Central Banking 2025 – Session 1

Source: European Central Bank (video statements)

Session 1: Macroeconomic implications of changes in euro area labour markets
Chair: Luis de Guindos, Vice-President, European Central Bank

Paper: “Eurosclerosis at 40: labor market institutions, dynamism, and European competitiveness”
Author: Benjamin Schoefer, Associate Professor, University of California, Berkeley

Discussant: Nicola Fuchs-Schündeln, President, WZB Berlin, and Professor, Goethe University Frankfurt

https://www.youtube.com/watch?v=nqAXJVC77bo

MIL OSI Video –

July 2, 2025
MIL-OSI: Crypto Losses Surpass $2.47 Billion in H1 2025, CertiK Report Reveals Alarming Rise in Phishing Attacks

Source: GlobeNewswire (MIL-OSI)

NEW YORK, July 02, 2025 (GLOBE NEWSWIRE) — CertiK, the world’s largest Web3 security service provider, released its Web3 security quarterly report, Hack3d, for Q2 and H1 2025, revealing that more than $2.47 billion has been lost to hacks, scams, and exploits in the first half of the year alone. The findings suggest that the crypto space remains a high-stakes environment for both users and projects as new threats emerge and evolve.

According to the report, $801 million in losses were recorded in Q2, bringing H1 totals more than to the entire sum lost in 2024. When accounting only for confirmed, unrecovered losses (excluding whitehat returns and frozen funds), 2025 has already surpassed last year’s adjusted figure of $1.98 billion, with $2.29 billion in net losses.

While this upward trend raises concerns, the report highlights that two major incidents in 2025 alone accounted for nearly $1.78 billion of these losses. Absent those outliers, industry losses would total just $690 million, indicating a more nuanced risk landscape.

One of the most significant shifts in Q2 was the rise of phishing as the most costly attack vector, with more than $395 million lost—surpassing phishing-related losses in the same period last year. Meanwhile, private key compromise incidents have continued to decline, and code exploits remain within historical norms, with a notable incident involving Cetus Protocol.

Additionally, CertiK’s Hack3d report analyzes blockchains with the most exploits, the top three incidents of the quarter, general industry developments, and how users and protocols can boost their security.

As retail users, institutions, and sovereign entities deepen their presence in Web3, CertiK emphasizes the growing need for preventative security, transparency, and real-time monitoring.

Hack3d serves as an essential resource and record of statistics for understanding security challenges and vulnerabilities in the Web3 space. It equips stakeholders with the knowledge and insights needed to fortify their defenses and make informed decisions in an increasingly high-stakes environment.

About CertiK

CertiK is the largest Web3 security services provider, utilizing industry-leading formal verification technology to protect and monitor blockchain protocols and smart contracts. Founded in December 2017 by professors from Yale University and Columbia University, CertiK applies cutting-edge innovations from academia to enterprise, enabling mission-critical applications to scale with safety and correctness.

The MIL Network –

July 2, 2025

MIL-OSI: Diversified Energy Promotes Michael Garrett to Chief Accounting Officer

Source: GlobeNewswire (MIL-OSI)

BIRMINGHAM, Ala., July 02, 2025 (GLOBE NEWSWIRE) — Diversified Energy Company PLC (LSE: DEC, NYSE: DEC) (“Diversified” or the “Company”) is pleased to announce the promotion of Michael Garrett to Chief Accounting Officer (“CAO”). Mr. Garrett, a certified public accountant, has been at Diversified since 2018, where he has held various leadership positions and currently serves as a Senior Vice President and Controller.

In his new role, Garrett will be responsible for leading the Company’s corporate and regulatory accounting matters, external financial reporting, controllership, and tax, overseeing a team of approximately 75 financial professionals across numerous offices. Garrett will continue to report to Brad Gray, Diversified’s President & Chief Financial Officer.

Commenting on the promotion, Brad Gray said:

“The strength of Diversified’s accounting organization is evident in the seasoned executives who can step up and lead in new roles. Michael has a unique background and a high level of expertise in the oil and gas sector that has served him well throughout his career. His skill and experience have been invaluable to our organization for many years, including navigating complex accounting, reporting and regulatory requirements of the New York Stock Exchange and the London Stock Exchange. I am excited to watch Michael take on this elevated role for a publicly traded company and lead our accounting and financial reporting teams.”

Garrett brings 20 years of advanced accounting experience to his new role. He has previously served in accounting functions at Callon Petroleum, Pfizer, and Pinnacle Airlines with progressively higher responsibilities. Garrett is a graduate of Lambuth University with a degree in accounting and is a Certified Public Accountant (“CPA”).

For further information, please contact:

Diversified Energy Company PLC	+1 973 856 2757
Doug Kris	dkris@dgoc.com
Senior Vice President, Investor Relations & Corporate Communications	www.div.energy

FTI Consulting	dec@fticonsulting.com
U.S. & UK Financial Public Relations

About Diversified Energy Company PLC

Diversified is a leading publicly traded energy company focused on natural gas and liquids production, transport, marketing, and well retirement. Through our unique differentiated strategy, we acquire existing, long-life assets and invest in them to improve environmental and operational performance until retiring those assets in a safe and environmentally secure manner. Recognized by ratings agencies and organizations for our sustainability leadership, this solutions-oriented, stewardship approach makes Diversified the Right Company at the Right Time to responsibly produce energy, deliver reliable free cash flow, and generate shareholder value.

The MIL Network –

July 2, 2025

MIL-OSI Africa: W Cape welcomes employment of new peace officers in Bergrivier

Source: South Africa News Agency

Wednesday, July 2, 2025

Western Cape MEC for Police Oversight and Community Safety, Anroux Marais, has voiced her support for the graduation and employment of 20 new peace officers (POs) in the Bergrivier Municipality.

According to the provincial department, the recruitment and training of these officers is part of a five-year strategic plan aimed at strengthening local law enforcement across municipalities in the province.

This initiative is designed to create a safer Western Cape for everyone.

In collaboration with the City of Cape Town’s accredited Public Training College, the graduates completed a 30-day programme accredited by the Safety and Security Sector Education and Training Authority (SASSETA).

Upon finishing the course, the officers received formal certification to serve as both peace officers and traffic wardens.

Addressing the graduates during the ceremony, Marais reminded them that their role extends beyond merely enforcing the law.

“You are here not only to maintain order but also to build trust, foster relationships, and help create safer, more connected communities, where residents can live and move freely,“ she said.

Marais encouraged them to serve with honour, courage and distinction.

The MEC believes that the training and certification these young peace officers have received not only enhances their employability but also opens doors to future careers in law enforcement and public safety.

“The Western Cape government remains committed to investing in youth and building safer communities through initiatives like our Peace Officer Training Project. Safer communities support a stronger economy, as people are more likely to invest when they feel safe, which in turn drives job creation.” – SAnews.gov.za

Share this post:

MIL OSI Africa –

July 2, 2025
MIL-OSI Africa: Over 60 000 applications received on SAPS e-recruitment site

Source: South Africa News Agency

Wednesday, July 2, 2025

The South African Police Service (SAPS) e-recruitment site is continuing to receive large volumes of applications for the Basic Police Learning Development Programme (BPLDP).

The site, https://erecruitment.saps.gov.za/, was officially launched on Monday.

READ | SAPS launches long awaited e-Recruitment drive

In the first 24 hours, SAPS received in excess of 67 774 applications from various parts of the country.

“SAPS is aware that the website is experiencing a delayed response due to traffic volumes. The Technology Management Services (TMS), inclusive of IT experts, is continuously monitoring the influx of applications.

“Applicants are advised to be patient and to continue refreshing the careers page,” SAPS said in a statement.

The closing date for applications for the Basic Police Learning Development Programme is 18 July 2025.

All applications should be submitted via the website portal and not via email. – SAnews.gov.za

Share this post:

MIL OSI Africa –

July 2, 2025
MIL-Evening Report: Around 250 million years ago, Earth was near-lifeless and locked in a hothouse state. Now scientists know why

Source: The Conversation (Au and NZ) – By Andrew Merdith, DECRA Fellow, School of Earth Sciences, University of Adelaide

Some 252 million years ago, almost all life on Earth disappeared.

Known as the Permian–Triassic mass extinction – or the Great Dying – this was the most catastrophic of the five mass extinction events recognised in the past 539 million years of our planet’s history.

Up to 94% of marine species and 70% of terrestrial vertebrate families were wiped out. Tropical forests – which served, as they do today, as important carbon sinks that helped regulate the planet’s temperature – also experienced massive declines.

Scientists have long agreed this event was triggered by a sudden surge in greenhouse gases which resulted in an intense and rapid warming of Earth. But what has remained a mystery is why these extremely hot conditions persisted for millions of years.

Our new paper, published today in Nature Communications, provides an answer. The decline of tropical forests locked Earth in a hothouse state, confirming scientists’ suspicion that when our planet’s climate crosses certain “tipping points”, truly catastrophic ecological collapse can follow.

A massive eruption

The trigger for the Permian–Triassic mass extinction event was the eruption of massive amounts of molten rock in modern day Siberia, named the Siberian Traps. This molten rock erupted in a sedimentary basin, rich in organic matter.

The molten rock was hot enough to melt the surrounding rocks and release massive amounts of carbon dioxide into Earth’s atmosphere over a period as short as 50,000 years but possibly as long as 500,000 years. This rapid increase in carbon dioxide in Earth’s atmosphere and the resulting temperature increase is thought to be the primary kill mechanism for much of life at the time.

On land it is thought surface temperatures increased by as much as 6°C to 10°C – too rapid for many life forms to evolve and adapt. In other similar eruptions, the climate system usually returns to its previous state within 100,000 to a million years.

But these “super greenhouse” conditions, which resulted in equatorial average surface temperatures upwards of 34°C (roughly 8°C warmer than the current equatorial average temperature) persisted for roughly five million years. In our study we sought to answer why.

The forests die out

We looked at the fossil record of a wide range of land plant biomes, such as arid, tropical, subtropical, temperate and scrub. We analysed how the biomes changed from just before the mass extinction event, until about eight million years after.

We hypothesised that Earth warmed too rapidly, leading to the dying out of low- to mid-latitude vegetation, especially the rainforests. As a result the efficiency of the organic carbon cycle was greatly reduced immediately after the volcanic eruptions.

Plants, because they are unable to simply get up and move, were very strongly affected by the changing conditions.

Before the event, many peat bogs and tropical and subtropical forests existed around the equator and soaked up carbon

However, when we reconstructed plant fossils from fieldwork, records and databases around the event we saw that these biomes were completely wiped out from the tropical continents. This led to a multimillion year “coal gap” in the geological record.

These forests were replaced by tiny lycopods, only two to 20 centimetres in height.

Enclaves of larger plants remained towards the poles, in coastal and in slightly mountainous regions where the temperature was slightly cooler. After about five million years they had mostly recolonised Earth. However these types of plants were also less efficient at fixing carbon in the organic carbon cycle.

This is analogous in some ways to considering the impact of replacing all rainforests at present day with the mallee-scrub and spinifex flora that we might expect to see in the Australian outback.

Post-extinction lycopod fossils.
Zhen Xu

Finally, the forests return

Using evidence from the present day, we estimated the rate at which plants take atmospheric carbon dioxide and store it as organic matter of each different biome (or its “net primary productivity”) that was suggested in the fossil record.

We then used a recently developed carbon cycle model called SCION to test our hypothesis numerically. When we analysed our model results we found that the initial increase in temperature from the Siberian Traps was preserved for five to six million years after the event because of the reduction in net primary productivity.

It was only as plants re-established themselves and the organic carbon cycle restarted that Earth slowly started to ease out of the super greenhouse conditions.

Maintaining a climate equilibrium

It’s always difficult to draw analogies between past climate change in the geological record and what we’re experiencing today. That’s because the extent of past changes is usually measured over tens to hundreds of thousands of years while at present day we are experiencing change over decades to centuries.

A key implication of our work, however, is that life on Earth, while resilient, is unable to respond to massive changes on short time scales without drastic rewirings of the biotic landscape.

In the case of the Permian–Triassic mass extinction, plants were unable to respond on as rapid a time scale as 1,000 to 10,000 years. This resulted in a large extinction event.

Overall, our results underline how important tropical and subtropical plant biomes and environments are to maintaining a climate equilibrium. In turn, they show how the loss of these biomes can contribute to additional climate warming – and serve as a devastating climate tipping point.

Zhen Xu was the lead author of the study, which was part of her PhD work.

Andrew Merdith receives funding from the Australian Research Council as part of the Discovery Early Career Researcher Award.

Benjamin J. W. Mills receives funding from UK Research and Innovation.

Zhen Xu receives funding from UK Research and Innovation and the National Natural Science Foundation of China.

– ref. Around 250 million years ago, Earth was near-lifeless and locked in a hothouse state. Now scientists know why – https://theconversation.com/around-250-million-years-ago-earth-was-near-lifeless-and-locked-in-a-hothouse-state-now-scientists-know-why-260203

MIL OSI Analysis – EveningReport.nz –

July 2, 2025
MIL-OSI Africa: World Health Organization (WHO) supports Mauritius in developing a national medicine policy to ensure access to safe and quality medicines

Download logo

From a mother seeking antibiotics for her child at a clinic, to a cancer patient in need of lifesaving therapy, medicines are no ordinary commodities. They are lifelines. They manage pain, control chronic illness, treat infections, and save lives.

Mauritius is embarking in the development of a national medicine policy with the support of WHO:

“The national medicine policy will ensure the population of Mauritius has access to good quality medicines,” said the Senior Chief Executive of the Ministry of Health and Wellness, Mr Sarwansingh Purmessur at the opening of the workshop. It shows the commitment of the country in achieving Universal Health Coverage, added Mr S. Purmessur.

“Mauritius relies heavily on imported medicines; A strong National Medicine Policy is the backbone of a well-functioning pharmaceutical system. It will bring transparency, accountability, and resilience in a world of increasing health threats and economic volatility. said the WHO Representative, Dr Anne Ancia. “Today’s landmark workshop marks the commitment of Mauritius in ensuring safe, effective, quality and affordable medicines for all citizens”

This initiative unites various health professionals including clinicians, pharmacists, regulators, academics, wholesalers, member of pharmacy council and other health professionals to contribute to the development of a policy that will meet the specificities of the country and the local context.

WHO has mobilized two internationally renowned experts—Professor Fatima Suleman and Dr Andy Gray, leading the WHO Collaborating Centre for Pharmaceutical Policy and Evidence-Based Practice at the University of KwaZulu-Natal, South Africa—to provide the greatest technical input and guidance throughout the process.

This participatory and inclusive approach underscores the Ministry of Health and Wellness’s commitment to transparency and collaboration, laying the foundation for a policy owned by all and ensuring engagement and accountability for its implementation.

WHO is not only here to assist in developing this policy — we want to work with you in ensuring its long-term impact and success; when the right medicine will reach the right person at the right time, every time; when medicines will always do what they are meant to do: heal, protect, and give every Mauritian the chance to live a full, healthy life.

Distributed by APO Group on behalf of World Health Organization (WHO) – Mauritius.

MIL OSI Africa –

July 2, 2025
MIL-OSI United Nations: From risk to resilience: Unlocking SDG progress through DRR
Source: UNISDR Disaster Risk Reduction

Venue

United Nations Headquarters, Conference Room 8
Organizers

Co-chairs of the Group of Friends of Disaster Risk Reduction (Permanent Missions of Australia, Indonesia, Norway and Peru), the Permanent Mission of Switzerland and the United Nations Office for Disaster Risk Reduction

Time

1:15 – 2:45pm

Background

As the 2030 Agenda enters the final stretch for implementation with only 17% of the SDGs on track, the escalating impact of disasters continues to jeopardize progress, and threatens to reverse hard-won development gains. From 2015 to 2023, direct economic loss worldwide has been reported to exceed US$ 1.1 trillion in total1, with an even higher toll in terms of human lives as well as economic, social and environmental impacts. Recent Voluntary National Reviews (VNRs) and the 2025 Global Platform for Disaster Risk Reduction (DRR), have highlighted both the obstacles and opportunities for a risk-informed approach to sustainable development.

This side event will delve into the key takeaways from the Global Platform for DRR, revealing priorities for the effective implementation of the 2030 Agenda for Sustainable Development and the Sendai Framework for Disaster Risk Reduction. Using insights from the VNRs, the event will also explore practical ways to strengthen the coherence between sustainable development and disaster risk reduction.

The discussion will focus on advancing next steps to strengthen national and international disaster risk reduction efforts in an evolving risk landscape. It will spotlight transformative actions and accelerated solutions, building on the main findings and calls to action from the Geneva Call for Disaster Risk Reduction and the 2025 ECOSOC High-Level Political Forum.

Join us for a dynamic and insightful session to contribute to and learn from the global efforts to build resilience and achieve the SDGs.

Programme

Moderator: Ms. Laurel Patterson, Strategic Partnerships and Communications Director, UNDP Crisis Bureau

Fireside chat: Learnings from the Global Platform Key takeaways from Global Platform to accelerate SDG implementation
- Mr. Christian Frutiger, Assistant Director General and Head of Thematic Cooperation, Swiss Agency for Development and Cooperation, Switzerland
- Mr. Kamal Kishore, Special Representative of the Secretary-General for Disaster Risk Reduction and Head of UNDRR
Panel: Building a strong evidence base for DRR and resilience Insights from VNRs and future pathways for implementation
- Three countries presenting on their integration of DRR in the VNRs
Open Discussion

Closing Remarks: Co-Chair of the Group of Friends on Disaster Risk Reduction

This event is open to all participants registered for the High-Level Political Forum (HLPF 2025) and to those holding a valid UN grounds pass.
MIL OSI United Nations News –
July 2, 2025
MIL-OSI United Nations: From risk to resilience: Unlocking SDG progress through DRR
Source: UNISDR Disaster Risk Reduction

Venue

United Nations Headquarters, Conference Room 8
Organizers

Co-chairs of the Group of Friends of Disaster Risk Reduction (Permanent Missions of Australia, Indonesia, Norway and Peru), the Permanent Mission of Switzerland and the United Nations Office for Disaster Risk Reduction

Time

1:15 – 2:45pm

Background

As the 2030 Agenda enters the final stretch for implementation with only 17% of the SDGs on track, the escalating impact of disasters continues to jeopardize progress, and threatens to reverse hard-won development gains. From 2015 to 2023, direct economic loss worldwide has been reported to exceed US$ 1.1 trillion in total1, with an even higher toll in terms of human lives as well as economic, social and environmental impacts. Recent Voluntary National Reviews (VNRs) and the 2025 Global Platform for Disaster Risk Reduction (DRR), have highlighted both the obstacles and opportunities for a risk-informed approach to sustainable development.

This side event will delve into the key takeaways from the Global Platform for DRR, revealing priorities for the effective implementation of the 2030 Agenda for Sustainable Development and the Sendai Framework for Disaster Risk Reduction. Using insights from the VNRs, the event will also explore practical ways to strengthen the coherence between sustainable development and disaster risk reduction.

The discussion will focus on advancing next steps to strengthen national and international disaster risk reduction efforts in an evolving risk landscape. It will spotlight transformative actions and accelerated solutions, building on the main findings and calls to action from the Geneva Call for Disaster Risk Reduction and the 2025 ECOSOC High-Level Political Forum.

Join us for a dynamic and insightful session to contribute to and learn from the global efforts to build resilience and achieve the SDGs.

Programme

Moderator: Ms. Laurel Patterson, Strategic Partnerships and Communications Director, UNDP Crisis Bureau

Fireside chat: Learnings from the Global Platform Key takeaways from Global Platform to accelerate SDG implementation
- Mr. Christian Frutiger, Assistant Director General and Head of Thematic Cooperation, Swiss Agency for Development and Cooperation, Switzerland
- Mr. Kamal Kishore, Special Representative of the Secretary-General for Disaster Risk Reduction and Head of UNDRR
Panel: Building a strong evidence base for DRR and resilience Insights from VNRs and future pathways for implementation
- Three countries presenting on their integration of DRR in the VNRs
Open Discussion

Closing Remarks: Co-Chair of the Group of Friends on Disaster Risk Reduction

This event is open to all participants registered for the High-Level Political Forum (HLPF 2025) and to those holding a valid UN grounds pass.
MIL OSI United Nations News –
July 2, 2025
MIL-OSI United Kingdom: Championing the role of science
Source: Scottish Government

New Chief Scientific Adviser appointed.

Professor Calum Semple OBE has been appointed the Scottish Government’s next Chief Scientific Adviser (CSA).

He will take up the position on 5 August 2025 on an initial three-year term.

Professor Semple is a Consultant in Paediatric Respiratory Medicine at Alder Hey Children’s NHS Foundation Trust and became Professor of Outbreak Medicine and Child Health at the University of Liverpool in 2018.

He has held key advisory roles during public health emergencies, serving as a UK Government adviser during the 2009 Swine Flu pandemic, on the World Health Organisation Scientific Advisory Committee during the Ebola Emergency and as a member of the Scientific Advisory Group for Emergencies during the Covid pandemic.

The role of CSA includes:
- providing Scottish Government Ministers independent scientific advice on issues of strategic importance
- championing Scotland’s world-leading science and research base and the role of science in the economy and society
- inspiring the next generation of scientists and encourage diversity in the STEM (science, technology engineering and mathematics) workforce.
Business Minister Richard Lochhead said:

“Science is the bedrock of our society and economy and at the heart of government decision making. From health to the economy to the environment and everything in between, it is a fundamental part of our everyday lives.

“I am delighted to welcome Professor Semple to the role of Chief Scientific Adviser and look forward to his valuable insight and advice as the Scottish Government continues to work with our world leading science sector to highlight Scotland’s strengths as a science nation and ensure it is front and centre of everything we do.”

Professor Semple said:

“I am thrilled to have this opportunity to work for the people and government of Scotland, providing evidence and scientific advice to support our policymakers. I particularly look forward to collaborating with Scotland’s vibrant communities of scientists and engineers in our schools, universities and industries, who inspire and drive the innovation essential for future economic growth. I will ensure that science and evidence remain at the heart of how we shape a fairer, greener, and more prosperous Scotland.

“I would like to thank my wife, friends, and colleagues at the University of Liverpool and Alder Hey Children’s Hospital who support my career and enabled this important appointment. Their encouragement and collaboration have been vital to my journey.”

Background

Professor Semple was raised in Glasgow and Edinburgh. He qualified in medicine from the University of Oxford after completing a PhD in Clinical Virology at University College London and a Bachelor’s Tripos in Cell Pathology, Immunology, and Virology at Middlesex Hospital Medical School.

His clinical academic training in Paediatric Respiratory Medicine began in 2002 when he was awarded a Department of Health National Clinical Scientist Fellowship at the University of Liverpool and Alder Hey Children’s Hospital.

He was appointed Consultant in Paediatric Respiratory Medicine at Alder Hey Children’s Hospital in 2006 and was promoted to Professor of Outbreak Medicine and Child Health at the University of Liverpool in 2018.

He will retain these positions, albeit with reduced activity, during his appointment to the Scottish Government.

Professor Semple has been studying severe viral outbreaks since 1989 and co-founded the International Severe Acute Respiratory and Emerging Infection Consortium (ISARIC) in 2012. He has led research on HIV/AIDS, Bronchiolitis, Influenza, Ebola, Mpox, COVID-19, and Hepatitis, with a focus on disease characterisation and clinical countermeasures. His work has been supported by the Wellcome Trust, UK NIHR, and UKRI MRC. For his leadership of medical research activities in Sierra Leone between 2014 and 2016, he and his team were awarded the Queen’s Ebola Medal for Service in West Africa. In 2019, he received a Commonwealth Award for his ongoing work with Ebola Survivors.

Professor Semple has held key advisory roles during public health emergencies, including serving as a UK Government advisor during the 2009 Swine Flu pandemic, on the WHO Scientific Advisory Committee for the Ebola Emergency – STAC-EE (2014–2017), the New Emerging Respiratory Viral Threats Advisory Group – NERVTAG (2014–2023), and the Scientific Advisory Group for Emergencies – SAGE for COVID-19 (2020–2022).

He was appointed OBE in 2020 for his contributions to the COVID-19 response and was elected a Fellow of the Faculty of Public Health by distinction in 2022. His leadership is marked by integrity, collaboration, inclusivity, and clear communication.

He enjoys spending time with his family, dogs, beekeeping, playing the pipes, and fly fishing.
MIL OSI United Kingdom –
July 2, 2025
MIL-OSI United Kingdom: Joy as ambitious and caring school maintains high standards

Source: City of Wolverhampton

They visited Green Park at the end of April and, in their report published recently, found that staff have ‘high expectations and a deep understanding of all pupils’.

The school, which supports learners aged three to 19 with complex physical and medical needs, provides a ‘safe and calm’ environment, with pupils feeling ‘motivated and happy to learn’.

The ‘progressive and personalised’ curriculum is ‘exciting, broad and ambitious’, with a breadth of subjects and topics that supports pupils’ engagement and attention and which are delivered ‘consistently well’.

Through creative approaches to teaching, such as songs, pictures and textured materials, ‘pupils engage in their learning’ and ‘achieve well’.

Work on improving pupils’ communication ‘is a strength’, enabling them to learn well, become more independent and to play an active part in the school community.

The school prepares pupils for adulthood effectively, offering a range of opportunities beyond the classroom including residential visits, horse riding and swimming, all of which help pupils ‘develop new skills and confidence as they venture into the wider world’. In sixth form, students benefit from increased opportunities to improve their independence, enjoying work experience and travel training.

Pupils behave well, with the school using a ‘range of strategies to promote and reward positive behaviour’. Staff are committed to promoting good attendance, and pupils enjoy ‘being in school and attend regularly’.

Leaders are ambitious for all pupils and have created ‘a positive culture for learning’ which is ‘supported effectively’ by governors who know what is working well and where to focus for improvement.

Inspectors concluded that the school has a ‘committed and passionate staff team that makes Green Park an exciting place where pupils will continue to flourish’. And they confirmed that the school has taken effective action to maintain the standards identified at the previous inspection, when it was judged to be Good.

Headteacher Lorraine Dawney said: “I am so proud of the achievements of our learners; they rise to every new challenge and astound us every day by their progress.

“Our vision is to prepare them for ‘Learning for Life’ and the inspection recognised that we aspire for all children to reach their full potential each and every day.

“I would like to personally thank all staff; I have such a fabulous team of caring and committed professionals who always give 100% to our learners. I also want to celebrate the partnership with parents, carers and governors as it is their support and dedication that creates a school where children flourish.”

Councillor Jacqui Coogan, the City of Wolverhampton Council’s Cabinet Member for Children, Young People and Education, said: “This is a brilliant outcome for Green Park School and reflects the commitment of everyone involved. The school’s focus on pupil independence, communication and wellbeing is inspiring.

“We’re incredibly proud of the work being done at Green Park to ensure children with special educational needs and disabilities (SEND) receive the best start in life, and I’d like to thank the staff, families and pupils for their continued passion and hard work.”

Latest data shows that 97% of schools in Wolverhampton are currently rated either Good or Outstanding by Ofsted, the highest ever.

MIL OSI United Kingdom –

July 2, 2025
MIL-OSI United Kingdom: £5.6million project launched to explore how man-made structures affect our seas University researchers will work alongside a range of institutions from across the UK and in Norway on the £5.6 million initiative, which will be led by Plymouth Marine Laboratory (PML). The ValMAS (Value of Marine Artificial Structures) project is a major new research effort to understand the full impact of man-made…

Source: University of Aberdeen

University researchers will work alongside a range of institutions from across the UK and in Norway on the £5.6 million initiative, which will be led by Plymouth Marine Laboratory (PML).
The ValMAS (Value of Marine Artificial Structures) project is a major new research effort to understand the full impact of man-made structures in the ocean, ranging from offshore oil, gas and wind energy infrastructure to shipwrecks. These are collectively known as marine artificial structures (MAS).
The project, which will focus on the North Sea with wider applicability across the UK and beyond, aims to create tools and evidence that will help decision-makers manage these structures in ways that support clean energy, protect nature, and benefit society.
MAS have potentially significant footprints at all stages of their lifecycle through demonstration, construction, operation, and finally decommissioning. As marine space is increasingly squeezed, this large-scale development will inevitably lead to environmental, social and economic trade-offs.
While these structures can provide habitat, support blue carbon capture, or enhance biodiversity, they can also pose risks that are not yet fully understood.
Professor Nicola Beaumont, project lead from PML, said: “Thousands of artificial structures have been installed in the marine environment, and many more are on the horizon as part of the UK’s transition to a clean energy future.
“ValMAS will give policymakers and industry the tools they need to make informed decisions that align with both net zero targets and nature recovery goals.”
The research is co-funded by Natural Environment Research Council (NERC) and the industry-sponsored INSITE Programme.
Professor Astley Hastings CEng, from the School of Biological Sciences, will lead work in Aberdeen alongside marine eco-toxicologist Dr Rebecca von Hellfeld, and Dr Kate Gormley, an interdisciplinary researcher specialising in coastal and marine environmental management, working to fill the experimental knowledge gaps on marine contaminants mobilisation and marine growth on structures. Professor Anne-Michelle Slater, from the University’s School of Law, will work on the policy and legislation relating to the environment surrounding marine structures.
Professor Hastings said: “ValMAS will map marine artificial structures to develop a natural capital framework that reflects their ecological, economic, and social value, identify research gaps and foster collaboration, and model future climate scenarios to assess impacts on biodiversity, fisheries, and carbon storage. The project will also examine public perceptions and economic trade-offs to support a fair energy transition and create advanced decision support tools for use by policymakers, regulators, and industry.
“While evidence, tools and models around natural capital and MAS exist, access to and uptake of these resources remains limited. There is a pressing need to translate this knowledge into strategic, value-based decision-making that is practical, user-driven, and ready for real-world application.”
Other project partners include the Norwegian Institute for Water Research (NIVA), Cardiff University, Natural England – the government’s adviser for the natural environment in England, SUERC – Centre For The Isotope Sciences, University of Glasgow, the University of Strathclyde, EFTEC, Ecologos, NIRAS, Marine Energy Wales, the Scottish Fishermen’s Federation, The Shellfish Association of Great Britain, and the National Federation of Fishermen’s Organisations. It also brings together another 20+ partners from academia, government, NGOs and industry, including major energy operators.
Tracy Shimmield, Director of Research and Skill at the Natural Environment Research Council (NERC) said: “NERC is delighted to announce the launch of ‘The Value of Marine Artificial Structures (ValMAS)’ programme, which seeks to inform nature positive policy solutions for the management of all life stages of Marine Artificial Structures (MAS). The ValMAS project, which is cofounded with industry, builds on the work achieved by the INSITE programme. It will deliver evidence of the interplay between the ecological, economic and social values of MAS, to build a better understanding of their environmental value across sectors in the North Sea. Evidence generated will inform decision making on the best outcomes for the environment when it comes to decommissioning.”
Professor Beaumont added: “This is not just about infrastructure, it’s about people, nature, and building a future where sustainable energy systems work in harmony with marine life.”
The project will begin in August 2025 and run for four years.

MIL OSI United Kingdom –

July 2, 2025

Category: Education

DfE Update: 2 July 2025

Applies to England

Documents

Details

Latest for further education

Latest information for academies

Latest information for local authorities

Updates to this page

Sign up for emails or print this page

How municipal bonds work

Some municipal bonds have limits

Philly has another option

A loophole to affordable housing

July 2, 2025

A massive eruption

The forests die out

Finally, the forests return

Maintaining a climate equilibrium

Organizers

Time

Background

Programme

Organizers

Time

Background

Programme