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Category: Education

  • MIL-OSI Global: Alberta has long accused Ottawa of trying to destroy its oil industry. That’s a dangerous myth

    Source: The Conversation – Canada – By Ian Urquhart, Professor Emeritus, Political Science, University of Alberta

    “Alberta is a place soaked in self-deception.” Those words began Alberta-based journalist Mark Lisac’s 2004 book aimed at shattering the myths that have unhelpfully animated too much of Alberta’s politics over the past few decades.

    Current and former Alberta politicians are once again embracing and treating separatist grievances seriously. That means it’s time once again to highlight and challenge political misconceptions that have the potential to destroy Canada.

    Oil is the root of one such myth. The misconception? That Ottawa perenially opposes the oil and gas sector and is determined to stop its continued growth. The National Energy Program (1980), the Northern Gateway pipeline project (2016), the Energy East Pipeline (2017) and the proposed greenhouse gas pollution cap allegedly prove Ottawa’s hostility.

    Notably missing from these grievances is the Keystone XL pipeline and the Trans Mountain Expansion Project. Ottawa supported these projects aimed at transporting Alberta oilsands crude to foreign markets. The federal government even purchased the Trans Mountain project from Kinder Morgan in 2018 — not to kill it, but to build it.



    Read more:
    Justin Trudeau’s risky gamble on the Trans Mountain pipeline

    As for Keystone XL, Alberta Premier Jason Kenney thanked Prime Minister Justin Trudeau for supporting the project. This doesn’t fit the separatist narrative, so it’s largely ignored.

    Oilsands booster

    No one should dispute the National Energy Program’s devastating impact on Alberta’s conventional oil and gas sector 40 years ago. But the oilsands, not conventional oil, propelled Canada to its position as the world’s fourth largest oil producer.

    Has Ottawa facilitated or obstructed the spectacular post-1990 growth of oilsands production?

    The record shows that, since the mid-1970s, Ottawa has facilitated and supported the oilsands sector. The federal government helped keep the Syncrude project alive in 1975 when it took a 15 per cent interest in Canada’s second oilsands operation.

    Ironically, Ottawa’s enthusiasm for more, not less, petroleum from the oilsands also appeared in 1980 via the National Energy Program (NEP), the devil in Alberta’s conservative catechism. What most accounts of the NEP don’t mention is that Ottawa offered tax benefits to oilsands companies while stripping them from conventional oil producers.

    Furthermore, the NEP’s “made-in-Canada” pricing effectively guaranteed Syncrude would receive the world price for its production. At $38 per barrel, Syncrude received more than double what conventional producers received. If the NEP was harsh on conventional oil producers, it helped create a golden future for the oil sands.

    In the mid-1990s, Ottawa helped propel the post-1995 oilsands boom. The industry-dominated National Task Force on Oil Sands Strategies sought federal tax concessions to promote oilsands growth. The federal government delivered them in its 1996 budget, despite Prime Minister Jean Chretien’s general concern with cutting the deficit.

    Again, these measures clearly contradict the myth of federal opposition to the oil industry.

    Generous emissions caps

    Ottawa’s policy favouritism towards the oilsands didn’t end there. It has consistently animated the federal government’s treatment of the oilsands in its climate change policies.

    The federal Climate Change Plan for Canada (2002) treated oil and gas leniently. Its measures for large industrial emitters bore a striking resemblance to the climate change policy preferences of the Canadian Association of Petroleum Producers. Suncor and Syncrude, the two leading oilsands producers, estimated these federal proposals would add a pittance, between 20 and 30 cents, to their per barrel production costs.

    Justin Trudeau’s response to Alberta’s 2015 oilsands emissions cap also underlined Ottawa’s favouritism, not hostility, to the dominant player in Canada’s oil patch.

    Rachel Notley’s NDP government set this cap at 100 million tonnes of GHG per year, plus another 10 million tonnes allowed to new upgrading and co-generation facilities. This cap was a whopping 39 million tonnes or 55 per cent higher than what the oilsands emitted in 2014.

    This generous cap contributed to a tremendous increase in oilsands production. Healthy profits became record profits in 2022. Ottawa embraced Alberta’s largesse, incorporating the province’s cap into its post-2015 climate policies.

    Furthermore, Ottawa increased its leniency towards the oilsands by exempting new in-situ (non-mining) oilsands projects in Alberta from the federal Impact Assessment Act. This exemption applies until Alberta’s emissions cap is reached. Canada’s latest National Inventory Report on greenhouse gas emissions reported record oilsands GHG emissions of 89 million tonnes in 2023, still 11 million tonnes shy of the 100 million tonne threshold.

    Weaponizing myths

    Finally, we have today’s proposed national cap on greenhouse gas emissions. Alberta is apoplectic about the cap. But whether or not it’s intentional, Premier Danielle Smith’s outrage feeds into secessionist sentiment by seemingly misrepresenting the cap’s impact on oil and gas production.

    Smith and her environment minister use the work of the Parliamentary Budgetary Officer (PBO) to nurture their “Ottawa hates oil” narrative. They claim the officer’s analysis of the cap’s economic impact showed it “will cut oil and gas production by five per cent, or more than 245,000 barrels per day.”

    This is simply not true.

    In fact, the PBO concluded that, with the cap, oilsands production “is projected to remain well above current levels” — 15 per cent higher than in 2022. The proposed federal emissions cap, like the Alberta NDP’s cap of a decade ago, is higher than current oilsands emissions levels. The PBO concluded the proposed ceiling for oilsands emissions would be six per cent higher than 2022 emissions.

    Ottawa’s proposed cap, in fact, continues its decades-long support of the oilsands.

    Myths are central to our being. When I tell my grandsons about the pot of gold at the end of the rainbow, I hope to inspire curiosity, imagination and interest in their grandmother’s Irish heritage.

    But in politics, fanciful stories can be dangerous. Some weaponize myths, using the fictions at their core to encourage followers to let falsehoods rule their behaviour. That seems to be playing out yet again in Alberta. We must demand better from the political class.

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

    – ref. Alberta has long accused Ottawa of trying to destroy its oil industry. That’s a dangerous myth – https://theconversation.com/alberta-has-long-accused-ottawa-of-trying-to-destroy-its-oil-industry-thats-a-dangerous-myth-255908

    MIL OSI – Global Reports –

  • MIL-OSI Russia: SPbGASU – 193 years old!

    Translation. Region: Russian Federal

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

    Saint Petersburg State University of Architecture and Civil Engineering celebrates its 193rd birthday. By decree of Emperor Nicholas I, the university was founded on April 27 (May 9, new style), 1832 as the School of Civil Engineers under the Main Directorate of Communications and Public Buildings.

    For almost two centuries, our university has been successfully fulfilling its mission. During this time, a whole galaxy of outstanding architects, engineers, and scientists have emerged from its walls, who have made a great contribution to the development of science and education, and left beautiful architectural monuments to their descendants.

    Preserving and enhancing traditions, SPbGASU confidently moves forward: it introduces digital technologies into the educational process, conducts scientific research relevant to modern society, and implements innovative projects, thanks to which it has been awarded the status of a federal innovation platform. Industry partners provide our students with opportunities for internships and practical training, offer topics for writing final qualifying papers, which contributes to the training of in-demand specialists with modern knowledge and competencies.

    We congratulate SPbGASU on its birthday and wish you new successes and achievements!

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

    MIL OSI Russia News –

  • MIL-OSI Russia: /Economic Review/ New Professions Fuel China’s Booming Cultural and Tourism Sector

    Translation. Region: Russian Federal

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

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

    CHANGCHUN, May 8 (Xinhua) — As dawn broke over Mount Taishan in east China’s Shandong Province, 26-year-old Wang Yang packed his backpack with essentials such as a first aid kit, trekking poles and sugar candies to replenish his energy.

    He is preparing to lead a family of five on a six-hour climb to the summit, his seventh tour group over the five-day May Day weekend that ended Monday.

    Wang Yang is part of a growing trend of “climbing guides” – people who keep company as they explore China’s scenic beauty spots. The new profession, which attracts students, mountaineering enthusiasts and guesthouse owners, offers personalized services such as route planning, photography and even “encouraging verbal therapy” to hikers along the way.

    Charging service fees ranging from 400 to 1,500 yuan (US$55 to US$208) depending on the difficulty of the route, some such guides manage to earn up to 30,000 yuan a month.

    The emergence of the new profession reflects a broader boom in tourism. For example, in the first quarter of 2025, Taishan was visited 1.27 million times, up 12.6 percent year-on-year. In 2023 and 2024, the mountain was visited more than 8 million times annually.

    “The move towards personalized and specialized services also reflects a significant increase in consumer demand,” said Wang Yang, who, thanks to his newfound knowledge of emergency medical care, was able to help revive a tourist suffering from hypoglycemia.

    About 1,000 kilometers away in northeast China’s Jilin Province, 50-year-old Yu Wei sat in a ski resort cabin, studying a thick stack of work notes. A technician by training, he played a key role in developing China’s first national standards for “ski patrol rescuers,” a newly recognized national profession.

    When Yu Wei entered the industry in 1995, China’s ski resorts relied on equipment donated by foreign countries and had few active holidaymakers. But that all changed after Beijing won the 2022 Winter Olympics in 2015, and ski visits to the country’s ski slopes increased to 234 million in 2024-25.

    “Now that 70 percent of skiers are snowboarding and trying difficult tricks, rescue work requires new skills,” said Yu Wei, whose team has developed protocols such as the “18-minute golden patrol cycle” to meet the changing demands of the sport.

    The emergence of new roles in the tourism industry, from food reviewers to sports technicians, reflects broader changes in society. Song Zhiqiang, a popular content creator from Yanbian Korean Autonomous Region (Jilin Province, northeast China), has turned food vlogging into a powerful marketing tool, increasing local sales and consumption by more than 10 million yuan. Industry data shows that social media influencers like Song Zhiqiang will help the country’s entrepreneurs earn 133.3 billion yuan in 2024.

    Since 2019, China has officially recognized 93 new occupations, with the total number of “new economy” workers reaching 84 million people, accounting for 21 percent of the country’s total workforce.

    “These occupations are not just jobs; they are indicators of rising consumption levels,” said Zhou Guangxu, an associate professor at the Institute of Labor Affairs at Renmin University of China. -0-

    MIL OSI Russia News –

  • MIL-OSI USA: This Is Your Brain On Music: Groundbreaking UConn-led Study Shows How the Brain Keeps the Beat

    Source: US State of Connecticut

    The most sophisticated musical instrument in the world is the human brain, according to a paradigm-shifting new paper in Nature Reviews Neuroscience. 

    Led by UConn psychological sciences and physics professor Edward W. Large, the research introduces neural resonance theory (NRT). NRT explains how physical structures in the brain and nervous system resonate with the structures of music, turning sequences of sounds into profound physiological and emotional experiences. 

    “In physics, resonance is everywhere,” explains Large, who directs the Music Dynamics Laboratory. “The heart is an oscillator. Circadian rhythms are oscillators, and they synchronize to the light and dark cycles of the earth.” 

    His research shows that human brain activity can also sync to various rhythms – from reggae to R&B to rhapsodies. 

    “A long-standing puzzle in music research is the presence of common features as well as variations across musical cultures,” says Ji Chul Kim, a co-author on the paper and assistant research professor in the Department of Psychological Sciences. “NRT explains this nature/nurture problem in terms of natural constraints and neural plasticity.” 

    Music, Meet Math

    Large carries himself like someone who has spent some time on stage. He’s a smart dresser, accessorizing on a Monday afternoon video interview with a small silver earring. He does have a musical past, he tells me – after double-majoring in math and classical guitar in college, he spent some time performing – but when he learned it was possible to study the science of music in graduate school, he was hooked. 

    “As soon as I saw that, I knew that’s what I was meant to do,” he says. 

    When Large transitioned from making music to studying it, he noticed that the scientific world understood music very differently than he did. 

    The prevailing understanding was that humans enjoy music because its patterns enable a pleasurable system of prediction based on learned expectations. The human brain works like autocomplete, it was thought, predicting which notes and chord shifts will come next in a sequence – and feeling rewarded when it guesses correctly. 

    But Large’s research shows that this is only part of the story. His pioneering neural resonance theory offers a new explanation: oscillations (rhythms) in the brain’s neural activity actually synchronize with the pitches and rhythms of music. This synchronization is what creates the sense of expectation or anticipation. 

    According to NRT, people can keep time, dance, and effectively improvise music because human biological processes can sync with music, from simple tunes to complex melodies. 

    “This is about embodiments – physical states of the brain that have lawful relationships to external events [like sounds],” Large says. “They’re not abstract. It’s literally the sound causing a physical resonance in the brain.” 

    This means that the human body is very much part of the music-making process. Neurons vibrate like a plucked guitar string. Seen on an EEG, brainwaves dance to drumbeats.  

    “I have always been fascinated by music and physics,” Kim says. “I am excited about the way NRT brings them together and describes the perception and performance of music as dynamic patterns formed within and between listeners and performers.” 

    Volume Up

    Large’s paper explains that this function of music is responsible for many of its uplifting qualities, like its mood- and memory-boosting properties, as well as its most universally recognized side effect: the urge to dance. (The paper refers to this phenomenon as “groove.”) 

    “This is the way I always intuitively understood music, before I went into science,” Large says. “But people wanted to talk about the brain as a computer, and its computing input/output functions. It just didn’t seem like how I experience music, or how people in general experience music. But this idea of resonance? I thought that was really compelling. 

    “So, what I set out to do was make it science,” he continues. “Instead of just New Age terminology — ‘oh, I’m resonating to this music, man’ — I wanted to ask whether, scientifically, this really does happen.” 

    Large demonstrates a form of combined light and music therapy at Pratt & Whitney Hangar Museum in East Hartford on Oct. 7, 2019. (Peter Morenus/UConn Photo)

    Even before the publication of this latest research, Large recognized the healing potential of music. In 2016, he founded Oscillo Biosciences (named for the neural oscillations that synchronize with music) with Kim, who had recently completed a postdoctoral fellowship at UConn.

    The healthcare startup uses music and light therapy to help mitigate disease progression among Alzheimer’s patients. It is a highly promising application of NRT. 

    “We’re in a clinical trial right now, and we are showing that by listening to music and watching lights in a certain frequency relationship to the music, we can cause resonance in the brain that actually improves memory,” Large says. 

    NRT has other promising potential applications, ranging from AI to education. Machines trained on neural resonance could produce more emotionally intelligent and culturally aware music. Learning tools could leverage NRT to help people better grasp rhythm and pitch. 

    In the meantime, NRT offers a scientific explanation for one of the most mysterious human experiences — how and why music moves us. 

    In addition to Large, the multi-institutional collaboration featured other researchers at the University of Connecticut and at the University of Groningen (Netherlands), the University of Illinois Chicago, Queen Mary University of London, and McGill University (Canada). The other UConn authors on the paper were Ji-Chul Kim, who is now an assistant research professor in the Department of Psychological Sciences, and Parker Tichko ‘19 Ph.D. 

    MIL OSI USA News –

  • MIL-OSI USA: Neag School Class of 2025 Student Profile: Nathan Kim

    Source: US State of Connecticut

    Editor’s Note: As Commencement approaches, we are featuring some of our Neag School Class of 2025 graduating students over the coming days.


    Major:     BS, Sport Management
    Hometown: North Wales, Pennsylvania

    Q: Why did you choose UConn?

    A: Even though UConn is out-of-state for me, I felt drawn to it because of the strength of the program and the unique opportunities it offered. After touring the campus, I just couldn’t say no. It had that true college-town feel, which was exactly what I wanted. Unlike city schools, where you’re walking alongside people from all walks of life, UConn felt like a tight-knit community. Everywhere I went, I’d run into students just like me, and that sense of connection was enough for me.

    Q: What’s your major or field of study, and what drew you to it?

    A: I’m a sport management major, and I’ve known I have wanted to be in this field since high school. UConn, having one of the top programs in the country, made the decision easy. To me, sports are more than just games; they’re a powerful, universal language. They give people a way to express themselves without saying a word. My goal has always been to help others and combining that with my love and passion for sports gave me the perfect path forward: using sports as a tool to make a positive impact in the world.

    Q: Did you have a favorite professor or class?

    A: Man… choosing just one professor feels impossible. I’ve been lucky to have some amazing mentors. But if I had to shout someone out, it’s Dr. Chen. He is my professor and my advisor, and he went above and beyond by agreeing to supervise a club I started at UConn. He’s been consistently supportive, both academically and personally. We’ve had countless run-ins on campus, whether it’s at the gym or just walking around, and every time, it led to a funny or motivational chat I’ll always remember.

    Q: What activities were you involved in as a student?

    A: I was the president of KSA (Korean Student Association) and founded and served as president of GIFT (Guys in Fitness Training). On the job side, I worked briefly as a tour guide and was also part of the athletic operations team for UConn’s sports programs. Getting involved in all these different spaces gave me the chance to meet incredible people and build lasting relationships. Get involved everywhere as much as you can.

    Q: What’s one thing that surprised you about UConn?

    A: I was never bored. Not once. People love to say college towns don’t have much going on, but UConn proved them all wrong. If anything, there was too much to do. Even after four years, I feel like I barely scratched the surface of everything this place has to offer.

    Q: What are your plans after graduation/receiving your degree?

    A: I plan to continue working in the sports industry. I’ve been fortunate enough to intern with a few teams, and I’m excited to explore roles in sponsorships and partnerships. Long-term, I want to build something of my own. Something rooted in sports and driven by a bigger purpose. My dream is to make a difference while doing what I love.

    Q: How has UConn prepared you for the next chapter in life?

    A: UConn taught me how to be independent and thrive on my own. Sure, it’s fun to be surrounded by friends, go to games together, and eat at the dining halls. But there were also those moments when I had to stand on my own. Those moments helped me figure out who I am, what I value, and the kind of people I want around me. Thanks to the support of my professors, advisors, and friends, I’ve learned a lot about life and about myself.

    UConn taught me how to be independent and thrive on my own. &#8212 Nathan Kim

    Q: Any advice for incoming students?

    A: Come in knowing your “why” and be proud of it. Don’t feel like you need to fit into a mold. UConn has so many clubs, organizations, and communities that you will find your people. Your journey is your own, and that’s what makes it special. Be confident in your path, even if it looks different from everyone else’s.

    Q: What’s one thing everyone should do during their time at UConn?

    A: Okay, I know the default answer is “go to a sporting game,” yes, you should definitely do that, but I want to give you a different take: use the Rec Center. Whether it’s group fitness classes, pickup sports, or just hanging out, the Rec Center is a hub of energy and good vibes. Even if you’re not super into fitness, it’s a great way to meet people and stay active. Honestly, it’s one of the gems of campus life, and I definitely took this for granted. It’s honestly one of the things I will miss the most.

    Q: What will always make you think of UConn?

    A: A husky. No doubt. Every time I see one, I instantly think of UConn. It’s more than just a mascot here. It’s part of who we are. Honestly, I might even get a husky one day.

    MIL OSI USA News –

  • MIL-OSI USA: Neag School Class of 2025 Student Profile: Matthew Kylin

    Source: US State of Connecticut

    Editor’s Note: As Commencement approaches, we are featuring some of our Neag School Class of 2025 graduating students over the coming days.


    Major:     BS, Special Education and Human Rights
    Hometown: Baltimore, Maryland

    Q: Why did you choose UConn?

    A: I chose to come to UConn from out of state because of the great reputation that the Neag School of Education has developed. I want to be the best teacher that I can be, and I knew that UConn would help me do that.

    Q: What’s your major or field of study, and what drew you to it?

    A: I am a double major in special education and human rights. I have wanted to be a teacher since I was in first grade, and I figured out I wanted to work in special education after spending a summer as a one-on-one aide at a summer camp. I think that a strong K-12 education system is necessary for a caring society, and I want to contribute to developing the future generation. I chose to add the double major in human rights because I wanted to approach education from a human rights perspective.

    Q: Did you have a favorite professor or class?

    A: It’s hard to choose! I have loved all my American Sign Language professors (shout out to professors Michael Schlang and Linda Pelletier), and all my education professors have been incredible. If I had to choose one class/professor, I would choose EPSY 3125 with professor Jennifer Freeman. Dr. Freeman welcomed my cohort into the Neag School with open arms, and her passion for education made it impossible not to love the class.

    Q: What activities were you involved in as a student?

    A: Throughout my time at UConn, I have been involved in several extracurricular and professional activities. I have been a part of Alpha Phi Omega, a gender-inclusive fraternity, since freshman year. I have also been a resident assistant since my sophomore year. I have also been involved in Community Outreach, the American Sign Language (ASL) Club, and working with the Department of Student Activities.

    Q: What’s one thing that surprised you about UConn?

    A: When I came to UConn, I didn’t know a single person and thought I would struggle to find my place there. The thing that surprised me most was how quickly I was able to find a community of people who have become my support system.

    Q: What are your plans after graduation/receiving your degree?

    A: After graduating with my master’s next year, I plan to begin working as a special education teacher in an elementary school!

    Q: How has UConn prepared you for the next chapter in life?

    A: UConn has given me a multitude of opportunities that extend beyond the classroom. The Neag School of Education at UConn has provided me with the opportunity to work in a variety of school settings and has developed my understanding of education from an evidence-based perspective that I know will help me be the best teacher I can be.

    UConn has given me a multitude of opportunities that extend beyond the classroom. &#8212 Matthew Kylin

    Q: Any advice for incoming students?

    A: Get involved! There is so much going on all the time around campus that you WILL find a group of people you relate to. It is sometimes scary going out of your comfort zone (I know I was terrified for a long time of putting myself out there), but it is the best way to have a positive college experience.

    Q: What’s one thing everyone should do during their time at UConn?

    A: Go to a basketball game! I didn’t even know we were known for our basketball program until I got here, but as soon as I went to my first game, I was hooked. Even if you’re not a sports person, I think it is a necessary task while being at UConn.

    Q: What will always make you think of UConn?

    A: My friends! I have met so many incredible people here, and I think all the time about how my life would be different without the people I have met over the past four years.

    MIL OSI USA News –

  • MIL-OSI USA: Neag School Class of 2025 Student Profile: Alexis Hastings

    Source: US State of Connecticut

    Editor’s Note: As Commencement approaches, we are featuring some of our Neag School Class of 2025 graduating students over the coming days.


    Major:     BS, Sport Management
    Hometown: Holly Springs, North Carolina

    Q: Why did you choose UConn?

    A: I committed to come to UConn without ever stepping foot on campus. I had a virtual visit, and although the campus is beautiful with state-of-the-art athletic facilities, the culture was most captivating. UConn had exactly what I was looking for and more. From an academic standpoint, it had the major that I was looking for. From an athletics standpoint, I valued the desire to bring a softball championship back to Storrs and honor its great history. In my first conversation with the head coach, I knew immediately that she cared about recruiting great people as we talked about everything other than softball. Not only did I want to play at a high level while earning a degree, but I wanted to be a coach in becoming the best player and person I could be.

    Q: What’s your major or field of study, and what drew you to it?

    A: Sport Management. What drew me to the program was their mission statement. “Our mission is to graduate scholar-practitioners and researchers who have the knowledge, skills, and values to lead the sports industry in the 21st century and who envision sport as a vehicle for positive social outcomes.” Sport was a big part of my development, and I wanted to be a part of and learn from the best of the best, as UConn Athletics has a rich history of competitive excellence.

    Q: Did you have a favorite professor or class?

    A: My favorite class was Sport-Based Youth Development, taught by Justin Evanovich. Part of this course is partnered with UConn Husky Nutrition and Sport, which is a unified approach to addressing state-level SNAP-Ed goals and objectives while leveraging the strengths and expertise of each agency and honoring Husky Nutrition and Sport’s core values: Relevancy, Relationships, and Representation.

    Q: What activities were you involved in as a student?

    A: Captain of the UConn softball team; Athletes in Action, a Christian ministry on campus that serves athletes in their walk with Christ; Goal line project, supports the academic and personal development of elementary and middle school students in the surrounding communities; Team IMPACT matches children facing serious illness and disability with college sports teams, creating a long-term, life-changing experience for everyone involved; alumni committee for the UConn softball team – building a bridge between all those who came before us and laying the foundation of the program; and UConn game day operations – student assistant for game day operations and faculty management.

    Q: What’s one thing that surprised you about UConn?

    A: How pretty the campus was! Again, I never came on a visit, so when I arrived for the first time, I came through the main entrance by Horsebarn Hill and thought, “What are those cows?!!”

    Q: What are your plans after graduation/receiving your degree?

    A: I will be pursuing a master’s degree in Higher Education and Student Affairs at UConn and working as a graduate assistant for the Office of Institutional Equity/Title IX.

    Q: How has UConn prepared you for the next chapter in life?

    A: Professionally, I have had many opportunities to network and grow my skills, as well as attend conferences and forums.

    Professionally, I have had many opportunities to network and grow my skills, as well as attend conferences and forums. &#8212 Alexis Hastings

    Q: Any advice for incoming students?

    A: The time you put into your classes and studies will prepare you for the future. After all, you are spending money on being here. Make the most of it. Get involved, meet so many people, journal your journey, and enjoy every moment because it goes by fast.

    Q: What’s one thing everyone should do during their time at UConn?

    A: Yoga on Horsebarn Hill, go to the Dairy Bar, watch a UConn softball game, rent a paddleboard from the UConn Rec Center, and go to Mansfield Hollow State Park.

    Q: What will always make you think of UConn?

    A: March Madness and navy blue.

    MIL OSI USA News –

  • MIL-OSI Global: ‘Everyone lives in fear’: trapped between two warring nuclear giants, the people of Kashmir continue to suffer

    Source: The Conversation – Global Perspectives – By Leoni Connah, Lecturer in International Relations, Flinders University

    Tensions between India and Pakistan escalated this week after India launched missile strikes on its long-time rival, killing more than 30 people.

    India was retaliating for a terror attack on tourists in Indian-controlled Kashmir on April 22, which killed 26 civilians, most of them Indian. New Delhi has blamed a Pakistan-based militant group for the incident.

    Pakistan has vowed revenge for the airstrikes, calling them an “act of war”.

    If a full-scale war does break out between the two nuclear powers, it wouldn’t be the first time they have fought over the disputed region of Kashmir. In fact, the two sides have been in conflict over Kashmir since 1947.

    The people of Kashmir, meanwhile, are stuck in the middle of this geopolitical rivalry, trapped in a security state with little hope for the future.

    Life before the April 22 terror attack

    Before the attack on the tourists last month, Indian Prime Minister Narendra Modi’s government had made repeated claims that “normalcy” was returning to the region.

    However, Kashmir remains one of the most heavily militarised zones in the world and the people have long suffered human rights abuses the Indian government has justified on the grounds of counter-terrorism.

    In 2019, the Modi government revoked Article 370 of the Indian constitution, which had granted a special status to the state of Jammu and Kashmir, along with a high degree of autonomy.

    The revocation of this article brought Jammu and Kashmir, now a “union territory”, under the full control of the Modi government in New Delhi.

    This decision was made on behalf of Kashmiris, not in consultation with them. Speaking with Kashmiris in 2020 as part of my ongoing research on the region, there was a huge sense of betrayal at the move.

    One of my interview subjects claimed Indian security forces were “instilling fear and psychological warfare” in Kashmir. Another said “it’s no exaggeration to say after every three kilometres, there’s a checkpoint” manned by Indian security forces. The situation worsened during the COVID pandemic, with increased lockdowns and curfews.

    Some hope did return last September when Kashmiris were able to vote in regional assembly elections for the first time in a decade.

    The election meant the new local assembly would have the power to make and amend laws, debate local issues and approve decisions for the territory, particularly in education and culture.

    However, this doesn’t mean “normalcy” had returned, nor was Kashmir peaceful and tranquil.

    In February of this year, there were reports that Indian security forces had conducted operations against suspected militants, resulting in a lockdown and 500 people being detained.

    A young Kashmiri man died by suicide after allegedly being tortured by police in February. The next day, another man was shot dead by the army.

    These are just two incidents that are part of a wider cycle of violence that has become a part of everyday life in Kashmir.

    Life after April 22

    After the April 22 tourist attack, the central government has doubled down on its heavy-handed approach to Kashmir under the guise of counter-terrorism.

    Kashmiris have been subjected to an increased security presence, new lockdowns, “cordon and search operations”, social media surveillance, house demolitions and other draconian measures.

    Police say some 1,900 Kashmiris have been detained and questioned since the attack. This number will no doubt continue to rise.

    It is no wonder Kashmiris were saying “everyone lives in fear”, even before India launched missile strikes on its neighbour.

    Possible retaliation from Pakistan – or a wider war – now looms, with Kashmiris again on the front lines.

    Calls for India to follow Israel’s lead

    There is a very big concern that right-wing Indian media outlets and social media posts are now encouraging the Indian government to respond to the terror attack in the same way Israel has retaliated against Hamas in Gaza.

    Some commentators are portraying the April 22 attack as India’s version of the October 7 Hamas attack on southern Israel, which could become a dangerous precedent for what the future holds for Kashmir.

    Israel also recently announced its support for India’s right to “self-defence”.

    In addition, the rise in right-wing rhetoric increases the likelihood of Islamophobic attacks taking place against Kashmiris, as well as Muslims in India more broadly.

    Pathways to peace?

    Each war fought between India and Pakistan over Kashmir has ended with negotiations and treaties.

    Bilateral relations have been attempted numerous times over the years and would be a preferable option to increased escalation in the current conflict.

    Ultimately, it is the Kashmiris who suffer the most whenever tensions boil over between the two nuclear powers. As one young man recently said:

    My parents don’t allow me to step outside. Every time I get a call, I feel a wave of anxiety, fearing it might be the police.

    Kashmir might be a wonderland, a mini-Switzerland or a paradise for others, but for us, it is an open prison. Everyone lives in fear. What future do we have?

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

    – ref. ‘Everyone lives in fear’: trapped between two warring nuclear giants, the people of Kashmir continue to suffer – https://theconversation.com/everyone-lives-in-fear-trapped-between-two-warring-nuclear-giants-the-people-of-kashmir-continue-to-suffer-256085

    MIL OSI – Global Reports –

  • MIL-OSI Europe: AFRICA – Archbishop Nwachukwu: “Africa is no longer a little child”

    Source: Agenzia Fides – MIL OSI

    Luca Mainoldi

    Rome (Agenzia Fides) – “Africa is often seen as a little child in a cradle, whose voice is perceived as a disturbing cry and who needs to be calmed by giving her some ‘milk’ in the form of development aid,” said Archbishop Fortunatus Nwachukwu, Secretary of the Dicastery for Evangelization (Section for First Evangelization and the New Particular Churches), in his speech at the Colloquium “The Church in Africa: general perspectives in view of the Conclave and the future of the Church,” held on Tuesday, May 6, at the Pontifical University of the Holy Cross in Rome.Archbishop Nwachukwu emphasized that at the international political level, there are those “who see Africa only as a baby in a cradle: They say, ‘Please go and calm the child so she does not disturb the adults who are talking.’ And then they give the baby a little milk in the form of a subsidy so she will be quiet and the adults can talk. That is why Africa is often viewed as a child who has no voice to be taken into consideration.” “Unfortunately, in the political world, Africa is still only either a mine from which minerals are extracted for one’s own production or a deposit for one’s own waste,” said the Secretary of the Missionary Dicastery. “And when Africans try to raise their heads to change this situation, there are those who set fires to prevent any change.”That is why,” Archbishop Nwachukwu continued, “Africa is internationally viewed either as a baby in a cradle, as a mine, or as a landfill.” “We therefore need a new way of thinking, including in the Church,” he emphasized. “Africa finds itself in a situation it did not want, but it is working to respond and rise again,” he emphasizes. “And the Lord is with Africa, the continent that Jesus sought to bind to himself since he was a child and sought refuge there when he was in danger.”Archbishop Nwachukwu reminds us that there is also a kind of new Herod in Africa, such as “the modern ideology that wants to destroy the Church.” It is above all the ideology of easy money that captivates the young African generation, says Archbishop Nwachukwu. “That is the real challenge: how to convey to young people where true happiness can be found, the true meaning of life,” he says. “In search of quick money, so many fall victim to scams or join criminal gangs or sects. What worries me about these phenomena is that efforts are being made to destroy the Church’s image. The Church, which came to save, is portrayed as having come to exploit people and destroy what was there before. When a young person grows up with these ideas, they reject the Church, forgetting that they only received an education because a missionary sacrificed himself to build the school where he went to study.” According to the Secretary of the Dicastery for Evangelization, it is necessary to “strengthen the memory of our missionaries.” “And thanks be to God that in Africa we have received the faith from Westerners whom I call heroes of the faith, those missionaries who left for other continents when leaving meant death, also because today’s means were not available,” he emphasizes. “These missionaries were the best export product of the West, and it is time to reap the fruits of what they sowed,” concludes Archbishop Nwachukwu. (L.M.) (Agenzia Fides, 7/5/2025)
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    MIL OSI Europe News –

  • MIL-OSI: Kaltura Announces Financial Results for First Quarter 2025

    Source: GlobeNewswire (MIL-OSI)

    NEW YORK, May 08, 2025 (GLOBE NEWSWIRE) — Kaltura, Inc. (“Kaltura” or the “Company”), the video experience cloud, today announced financial results for the first quarter ended March 31, 2025, as well as outlook for the second quarter and full year 2025.

    “We surpassed our guidance for the first quarter, delivering record total and subscription revenue, as well as significant Net loss improvement on a GAAP basis, and on a non-GAAP basis – a record positive Adjusted net income, Adjusted EBITDA, and earnings profitability per share. We also posted record ARR and the highest net dollar retention rate since the first quarter of 2022,” said Ron Yekutiel, Co-founder, Chairman, President and Chief Executive Officer of Kaltura.   “We continue to forecast for the full year a return to growth of new bookings fueled by customer consolidation around our platform, maturity of our newer products, exciting new Gen AI capabilities which customers have increasingly been adopting, growth potential within our great customer base, and a gradual growth in our sales force.”

    First Quarter 2025 Financial Highlights:

    • Revenue for the first quarter of 2025 was $47.0 million, an increase of 5% compared to $44.8 million for the first quarter of 2024.
    • Subscription Revenue for the first quarter of 2025 was $44.9 million, an increase of 9% compared to $41.2 million for the first quarter of 2024.
    • Annualized Recurring Revenue (ARR) for the first quarter of 2025 was $174.8 million, an increase of 7% compared to $162.7 million for the first quarter of 2024.
    • GAAP Gross profit for the first quarter of 2025 was $32.7 million, representing a gross margin of 70% compared to a GAAP gross profit of $28.6 million and gross margin of 64% for the first quarter of 2024. 
    • Non-GAAP Gross profit for the first quarter of 2025 was $33.0 million, representing a non-GAAP gross margin of 70%, compared to a non-GAAP gross profit of $29.0 million and non-GAAP gross margin of 65% for the first quarter of 2024. 
    • GAAP Operating loss was $1.6 million for the first quarter of 2025, compared to an operating loss of $7.3 million for the first quarter of 2024.
    • Non-GAAP Operating income was $3.1 million for the first quarter of 2025, compared to a non-GAAP operating loss of $0.6 million for the first quarter of 2024.
    • GAAP Net loss was $1.1 million or $0.01 per diluted share for the first quarter of 2025, compared to a GAAP net loss of $11.1 million, or $0.08 per diluted share, for the first quarter of 2024.
    • Non-GAAP Net income was $3.5 million or $0.02 per diluted share for the first quarter of 2025, compared to a non-GAAP net loss of $4.4 million, or $0.03 per diluted share, for the first quarter of 2024.
    • Adjusted EBITDA was $4.1 million for the first quarter of 2025, compared to adjusted EBITDA of $0.6 million for the first quarter of 2024.
    • Net Cash Used in Operating Activities was $1.0 million for the first quarter of 2025, compared to $1.1 million for the first quarter of 2024.

    First Quarter 2025 Business Highlights:

    • Closed one new seven-digit deal and fifteen six-digit deals, similar to first quarter 2024, reflecting typical seasonality
    • Sequential and year-over-year improvement in net dollar retention rate, reaching 107% – best since first quarter of 2022
    • Growing interest in Gen AI products – more than 150 customers already showing interest representing roughly 20% of our customer base. We think this represents a significant upsell opportunity for us in the coming quarters
    • Recognized by Gartner as a representative vendor in their 2025 Market Guides for both Video Platform Services and Meeting Solutions
    • Kaltura TV Genie recently won the Product of the Year award for Streaming at the 2025 NAB Show
    • Held our first Investor Event in our NYC office and remotely using our Events Platform. Conducted product demos and a customer panel and provided additional insights about our long-term financial goal.   Recording of the event and its presentation deck are available in the Investor section of our website
    • “Kaltura Connect on the road” series of customers events to be held in New York (May 13th), San Francisco (May 15th), and London (May 20th), followed by six ‘Connect in Education’ events across the US and Europe and virtually for APAC organizations.   Information is available on our website

    Financial Outlook:

    For the second quarter of 2025, Kaltura expects:

    • Subscription Revenue to be between $40.8 million and $41.6 million. 
    • Total Revenue to be between $43.4 million and $44.2 million. 
    • Adjusted EBITDA to be between $1.5 million to $2.5 million.

    For the full year ending December 31, 2025, Kaltura expects:

    • Subscription Revenue to be between $170.4 million and $173.4 million. 
    • Total Revenue to be between $179.9 million and $182.9 million. 
    • Adjusted EBITDA to be in the range of $13.5 million to $15.5 million.

    The guidance provided above contains forward-looking statements and actual results may differ materially. Refer to “Forward-Looking Statements” below for information on the factors that could cause our actual results to differ materially from these forward-looking statements. Kaltura has not provided a quantitative reconciliation of forecasted Adjusted EBITDA to forecasted GAAP net loss within this press release because the Company is unable, without making unreasonable efforts, to calculate certain reconciling items with confidence. The reconciliation for Adjusted EBITDA includes but is not limited to the following items: stock-based compensation expenses, depreciation, amortization, financial expenses (income), net, provision for income tax, and other non-recurring operating expenses. These items, which could materially affect the computation of forward-looking GAAP net loss, are inherently uncertain and depend on various factors, some of which are outside of the Company’s control. The guidance above is based on the Company’s current expectations relating to the macro-economic climate trends.

    Additional information on Kaltura’s reported results, including a reconciliation of the non-GAAP financial measures to their most comparable GAAP measures, is included in the financial tables below.

    Investor Deck

    Our first quarter and full year 2025 Investor Deck has been posted in the investor relations page on our website at: www.investors.kaltura.com.

    Conference Call

    Kaltura will host a conference call today on May 8, 2025 to review its first quarter 2025 financial results and to discuss its financial outlook.

      Time: 8:00 a.m. ET
      United States/Canada Toll Free: 1-877-407-0789
      International Toll: +1-201-689-8562
         

    A live webcast will also be available in the Investor Relations section of Kaltura’s website at: https://investors.kaltura.com/news-and-events/events

    A replay of the webcast will be available in the Investor Relations section of the company’s web site approximately two hours after the conclusion of the call and remain available for approximately 30 calendar days.

    About Kaltura

    Kaltura’s mission is to create and power AI-infused hyper-personalized video experiences that boost customer and employee engagement and success. Kaltura’s AI Video Experience Cloud includes a platform for enterprise and TV content management and a wide array of Gen AI-infused video-first products, including Video Portals, LMS and CMS Video Extensions, Virtual Events and Webinars, Virtual Classrooms, and TV Streaming Applications. Kaltura engages millions of end-users at home, at work, and at school, boosting both customer and employee experiences, including marketing, sales, and customer success; teaching, learning, training and certification; communication and collaboration; and entertainment, and monetization. For more information, visit www.corp.kaltura.com. 

    Investor Contacts:
    Kaltura
    John Doherty
    Chief Financial Officer
    IR@Kaltura.com

    Sapphire Investor Relations
    Erica Mannion and Michael Funari
    +1 617 542 6180
    IR@Kaltura.com

    Media Contacts:
    Kaltura
    Nohar Zmora
    pr.team@kaltura.com

    Headline Media
    Raanan Loew
    raanan@headline.media
    +1 347 897 9276

    Forward-Looking Statements

    This press release contains forward-looking statements within the meaning of Section 27A of the Securities Act of 1933, as amended, and Section 21E of the Securities Exchange Act of 1934, as amended. All statements contained in this press release that do not relate to matters of historical fact should be considered forward-looking statements, including but not limited to, statements regarding our future financial and operating performance, including our guidance; our business strategy, plans and objectives for future operations; expectations with respect to our products and capabilities; our expectations regarding potential profitability and growth; and general economic, business and industry conditions, including expectations with respect to trends in customer consolidation and corporate spending.

    In some cases, you can identify forward-looking statements by terminology such as “aim,” “anticipate,” “assume,” “believe,” “contemplate,” “continue,” “could,” “due,” “estimate,” “expect,” “goal,” “intend,” “may,” “objective,” “plan,” “predict,” “potential,” “positioned,” “seek,” “should,” “target,” “will,” “would” and other similar expressions that are predictions of or indicate future events and future trends, or the negative of these terms or other comparable terminology, although not all forward-looking statements contain these words. Any forward-looking statements contained herein are based on our historical performance and our current plans, estimates and expectations and are not a representation that such plans, estimates, or expectations will be achieved. These forward-looking statements represent our expectations as of the date of this press release. Subsequent events may cause these expectations to change, and we disclaim any obligation to update the forward-looking statements in the future, except as required by law. These forward-looking statements are subject to known and unknown risks and uncertainties that may cause actual results to differ materially from our current expectations.

    Important factors that could cause actual results to differ materially from those anticipated in our forward-looking statements include, but are not limited to, the current volatile economic climate and its direct and indirect impact on our business and operations; political, economic, and military conditions in Israel and other geographies; our ability to retain our customers and meet demand; our ability to achieve and maintain profitability; the evolution of the markets for our offerings; our ability to keep pace with technological and competitive developments; risks associated with our use of certain artificial intelligence and machine learning models; our ability to maintain the interoperability of our offerings across devices, operating systems and third-party applications; risks associated with our Application Programming Interfaces, other components in our offerings and other intellectual property; our ability to compete successfully against current and future competitors; our ability to increase customer revenue; risks related to our approach to revenue recognition; our potential exposure to cybersecurity threats; our compliance with data privacy and data protection laws; our ability to meet our contractual commitments; our reliance on third parties; our ability to retain our key personnel; risks related to revenue mix and customer base; risks related to our international operations; risks related to potential acquisitions; our ability to generate or raise additional capital; and the other risks under the caption “Risk Factors” in our Annual Report on Form 10-K for the fiscal year ended December 31, 2024, filed with the Securities and Exchange Commission (“SEC”), as such factors may be updated from time to time in our other filings with the SEC, which are accessible on the SEC’s website at www.sec.gov and the Investor Relations page of our website at investors.kaltura.com.

    Non-GAAP Financial Measures

    Kaltura has provided in this press release and the accompanying tables measures of financial information that have not been prepared in accordance with generally accepted accounting principles in the U.S. (“GAAP”), including non-GAAP gross profit, non-GAAP gross margin (calculated as a percentage of revenue), non-GAAP research and development expenses, non-GAAP sales and marketing expenses, non-GAAP general and administrative expenses, non-GAAP operating income (loss), non-GAAP operating margin (calculated as a percentage of revenue), non-GAAP net income (loss), non-GAAP net income (loss) per share and Adjusted EBITDA.
    Kaltura defines these non-GAAP financial measures as the respective corresponding GAAP measure, adjusted for, as applicable: (1) stock-based compensation expense; (2) the amortization of acquired intangibles; and (3) war-related costs. Kaltura defines EBITDA as net profit (loss) before financial expenses (income), net, provision for income taxes, and depreciation and amortization expenses.

    Adjusted EBITDA is defined as EBITDA (as defined above), adjusted for the impact of certain non-cash and other items that we believe are not indicative of our core operating performance, such as non-cash stock-based compensation expenses and certain non-recurring operating expenses. We believe these non-GAAP financial measures provide useful information to management and investors regarding certain financial and business trends relating to Kaltura’s financial condition and results of operations. These non-GAAP metrics are a supplemental measure of our performance, are not defined by or presented in accordance with GAAP, and should not be considered in isolation or as an alternative to net profit (loss) or any other performance measure prepared in accordance with GAAP. Non-GAAP financial measures are presented because we believe that they provide useful supplemental information to investors and analysts regarding our operating performance and are frequently used by these parties in evaluating companies in our industry. By presenting these non-GAAP financial measures, we provide a basis for comparison of our business operations between periods by excluding items that we do not believe are indicative of our core operating performance. We believe that investors’ understanding of our performance is enhanced by including these non-GAAP financial measures as a reasonable basis for comparing our ongoing results of operations. Additionally, our management uses these non-GAAP financial measures as supplemental measures of our performance because they assist us in comparing the operating performance of our business on a consistent basis between periods, as described above. Although we use the non-GAAP financial measures described above, such measures have significant limitations as analytical tools and only supplement but do not replace, our financial statements in accordance with GAAP. See the tables below regarding reconciliations of these non-GAAP financial measures to the most directly comparable GAAP measures.

    Key Financial and Operating Metrics

    Annualized Recurring Revenue. We use Annualized Recurring Revenue (“ARR”) as a measure of our revenue trend and an indicator of our future revenue opportunity from existing recurring customer contracts. We calculate ARR by annualizing our recurring revenue for the most recently completed fiscal quarter. Recurring revenues are generated from SaaS and PaaS subscriptions, as well as term licenses for software installed on the customer’s premises (“On-Prem”). For the SaaS and PaaS components, we calculate ARR by annualizing the actual recurring revenue recognized for the latest fiscal quarter. For the On-Prem components for which revenue recognition is not ratable across the license term, we calculate ARR for each contract by dividing the total contract value (excluding professional services) as of the last day of the specified period by the number of days in the contract term and then multiplying by 365. Recurring revenue excludes revenue from one-time professional services and setup fees. ARR is not adjusted for the impact of any known or projected future customer cancellations, upgrades or downgrades or price increases or decreases. The amount of actual revenue that we recognize over any 12-month period is likely to differ from ARR at the beginning of that period, sometimes significantly. This may occur due to new bookings, cancellations, upgrades or downgrades, pending renewals, professional services revenue, foreign exchange rate fluctuations and acquisitions or divestitures. ARR should be viewed independently of revenue as it is an operating metric and is not intended to be a replacement or forecast of revenue. Our calculation of ARR may differ from similarly titled metrics presented by other companies.

    Net Dollar Retention Rate. Our Net Dollar Retention Rate, which we use to measure our success in retaining and growing recurring revenue from our existing customers, compares our recognized recurring revenue from a set of customers across comparable periods. We calculate our Net Dollar Retention Rate for a given period as the recognized recurring revenue from the latest reported fiscal quarter from the set of customers whose revenue existed in the reported fiscal quarter from the prior year (the numerator), divided by recognized recurring revenue from such customers for the same fiscal quarter in the prior year (denominator). For annual periods, we report Net Dollar Retention Rate as the arithmetic average of the Net Dollar Retention Rate for all fiscal quarters included in the period. We consider subdivisions of the same legal entity (for example, divisions of a parent company or separate campuses that are part of the same state university system), as well as Value-add Resellers (“VARs”) (meaning resellers that directly manage the relationship with the customer) and the customers they manage, to be a single customer for purposes of calculating our Net Dollar Retention Rate. Our calculation of Net Dollar Retention Rate for any fiscal period includes the positive recognized recurring revenue impacts of selling new services to existing customers and the negative recognized recurring revenue impacts of contraction and attrition among this set of customers. Our Net Dollar Retention Rate may fluctuate as a result of a number of factors, including the growing level of our revenue base, the level of penetration within our customer base, expansion of products and features, and our ability to retain our customers. Our calculation of Net Dollar Retention Rate may differ from similarly titled metrics presented by other companies.

    Remaining Performance Obligations. Remaining Performance Obligations represents the amount of contracted future revenue that has not yet been delivered, including both subscription and professional services revenues. Remaining Performance Obligations consists of both deferred revenue and contracted non-cancelable amounts that will be invoiced and recognized in future periods. We expect to recognize 59% of our Remaining Performance Obligations as revenue over the next 12 months, and the remainder over a period of four years, in each case, in accordance with our revenue recognition policy; however, we cannot guarantee that any portion of our Remaining Performance Obligations will be recognized as revenue within the timeframe we expect or at all.

     
    Consolidated Balance Sheets (U.S. dollars in thousands)
     
        As of
        March 31, 2025   December 31, 2024
        (Unaudited)    
    ASSETS        
    CURRENT ASSETS:        
    Cash and cash equivalents   $ 31,695     $ 33,059  
    Marketable securities     31,223       48,275  
    Trade receivables     18,209       19,978  
    Prepaid expenses and other current assets     9,943       9,481  
    Deferred contract acquisition and fulfillment costs, current     10,326       10,765  
             
    Total current assets     101,396       121,558  
             
    LONG-TERM ASSETS:        
    Marketable securities     18,004       3,379  
    Property and equipment, net     15,242       16,190  
    Other assets, noncurrent     3,120       2,983  
    Deferred contract acquisition and fulfillment costs, noncurrent     12,195       13,605  
    Operating lease right-of-use assets     11,670       12,308  
    Intangible assets, net     101       212  
    Goodwill     11,070       11,070  
             
    Total noncurrent assets     71,402       59,747  
             
    TOTAL ASSETS   $ 172,798     $ 181,305  
             
    LIABILITIES AND STOCKHOLDERS’ EQUITY        
    CURRENT LIABILITIES:        
    Current portion of long-term loans   $ 3,764     $ 3,110  
    Trade payables     8,311       3,265  
    Employees and payroll accruals     15,033       15,399  
    Accrued expenses and other current liabilities     12,298       14,262  
    Operating lease liabilities     2,536       2,504  
    Deferred revenue, current     53,879       63,123  
             
    Total current liabilities     95,821       101,663  
    NONCURRENT LIABILITIES:        
    Deferred revenue, noncurrent     57       67  
    Long-term loans, net of current portion     27,886       29,153  
    Operating lease liabilities, noncurrent     14,365       15,263  
    Other liabilities, noncurrent     12,010       10,772  
             
    Total noncurrent liabilities     54,318       55,255  
    TOTAL LIABILITIES   $ 150,139     $ 156,918  
    STOCKHOLDERS’ EQUITY:        
    Common stock   $ 16     $ 15  
    Treasury stock     (10,119 )     (7,801 )
    Additional paid-in capital     502,644       500,024  
    Accumulated other comprehensive income     47       959  
    Accumulated deficit     (469,929 )     (468,810 )
    Total stockholders’ equity     22,659       24,387  
             
    TOTAL LIABILITIES AND STOCKHOLDERS’ EQUITY   $ 172,798     $ 181,305  
     
    Consolidated Statements of Operations (U.S. dollars in thousands, except for share data)
     
        Three Months Ended
    March 31,
          2025       2024  
        (Unaudited)
             
    Revenue:        
             
    Subscription   $ 44,906     $ 41,170  
    Professional services     2,078       3,611  
             
    Total revenue     46,984       44,781  
             
    Cost of revenue:        
             
    Subscription     10,487       11,401  
    Professional services     3,761       4,772  
             
    Total cost of revenue     14,248       16,173  
             
    Gross profit     32,736       28,608  
             
    Operating expenses:        
             
    Research and development     12,088       12,005  
    Sales and marketing     11,923       11,812  
    General and administrative     10,302       12,082  
             
    Total operating expenses     34,313       35,899  
             
    Operating loss     1,577       7,291  
             
    Financial expense (income), net     (1,803 )     1,497  
             
    Loss before provision for income taxes     226       (8,788 )
    Provision for income taxes     1,345       2,308  
             
    Net loss   $ 1,119     $ 11,096  
             
    Net loss per share attributable to common stockholders, basic and diluted   $ 0.01     $ 0.08  
             
    Weighted average number of shares used in computing basic and diluted net loss per share attributable to common stockholders     154,009,623       144,253,660  
     
    Consolidated Statements of Operations (U.S. dollars in thousands, except for share data)
     
    Stock-based compensation included in above line items:
     
        Three Months Ended March 31,
          2025     2024
        (Unaudited)
             
    Cost of revenue   $ 128   $ 285
    Research and development     849     1,172
    Sales and marketing     432     770
    General and administrative     3,124     4,302
             
    Total   $ 4,533   $ 6,529
     
    Revenue by Segment (U.S. dollars in thousands):
     
        Three Months Ended March 31,
          2025     2024
        (Unaudited)
             
    Enterprise, Education and Technology   $ 34,416   $ 32,440
    Media and Telecom     12,568     12,341
             
    Total   $ 46,984   $ 44,781
     
    Gross Profit by Segment (U.S. dollars in thousands):
     
        Three Months Ended March 31,
          2025     2024
        (Unaudited)
             
    Enterprise, Education and Technology   $ 26,568   $ 23,556
    Media and Telecom     6,168     5,052
             
    Total   $ 32,736   $ 28,608
     
    Consolidated Statement of Cash Flows (U.S. dollars in thousands)
     
        Three Months Ended March 31,
          2025       2024  
        (Unaudited)
    Cash flows from operating activities:        
    Net loss   $ (1,119 )   $ (11,096 )
    Adjustments to reconcile net loss to net cash used in operating activities:        
    Depreciation and amortization     1,185       1,305  
    Stock-based compensation expenses     4,533       6,529  
    Amortization of deferred contract acquisition and fulfillment costs     2,864       2,888  
    Non-cash interest income, net     (60 )     (286 )
    Gain on foreign exchange     (61 )     (325 )
    Changes in operating assets and liabilities:        
    Decrease in trade receivables     1,769       5,475  
    Increase in prepaid expenses and other current assets and other assets, noncurrent     (1,293 )     (560 )
    Increase in deferred contract acquisition and fulfillment costs     (1,104 )     (1,067 )
    Increase in trade payables     5,216       4,447  
    Increase (decrease) in accrued expenses and other current liabilities     (1,973 )     1,654  
    Decrease in employees and payroll accruals     (2,566 )     (1,099 )
    Increase (decrease) in other liabilities, noncurrent     1,044       (36 )
    Decrease in deferred revenue     (9,254 )     (8,617 )
    Operating lease right-of-use assets and lease liabilities, net     (228 )     (358 )
             
    Net cash used in operating activities     (1,047 )     (1,146 )
             
    Cash flows from investing activities:        
             
    Investment in available-for-sale marketable securities     (26,390 )     (15,424 )
    Proceeds from maturities of available-for-sale marketable securities     28,933       12,000  
    Purchases of property and equipment     (297 )     (93 )
             
    Net cash provided by (used in) investing activities     2,246       (3,517 )
             
    Cash flows from financing activities:        
             
    Repayment of long-term loans     (875 )     (875 )
    Proceeds from exercise of stock options     1,470       104  
    Cash settlement of equity classified share-based payment awards     (889 )     —  
    Repurchase of common stock     (2,318 )     —  
    Payments on account of repurchase of common stock     (12 )     —  
    Payment of debt issuance costs     —       (10 )
             
    Net cash used in financing activities     (2,624 )     (781 )
             
    Effect of exchange rate changes on cash, cash equivalents and restricted cash     61       325  
             
    Net decrease in cash, cash equivalents and restricted cash   $ (1,364 )   $ (5,119 )
    Cash, cash equivalents and restricted cash at the beginning of the period     33,159       36,784  
    Cash, cash equivalents and restricted cash at the end of the period   $ 31,795     $ 31,665  
     
    Reconciliation from GAAP to Non-GAAP Results (U.S. dollars in thousands, except per share data; Unaudited)
     
        Three Months Ended March 31,
          2025       2024  
    Reconciliation of gross profit and gross margin        
    GAAP gross profit   $ 32,736     $ 28,608  
    Stock-based compensation expense     128       285  
    Amortization of acquired intangibles     97       105  
    Non-GAAP gross profit   $ 32,961     $ 28,998  
    GAAP gross margin     70 %     64 %
    Non-GAAP gross margin     70 %     65 %
    Reconciliation of operating expenses        
    GAAP research and development expenses   $ 12,088     $ 12,005  
    Stock-based compensation expense     849       1,172  
    Amortization of acquired intangibles     —       —  
    Non-GAAP research and development expenses   $ 11,239     $ 10,833  
    GAAP sales and marketing   $ 11,923     $ 11,812  
    Stock-based compensation expense     432       770  
    Amortization of acquired intangibles     14       13  
    Non-GAAP sales and marketing expenses   $ 11,477     $ 11,029  
    GAAP general and administrative expenses   $ 10,302     $ 12,082  
    Stock-based compensation expense     3,124       4,302  
    Amortization of acquired intangibles     —       —  
    War related costs(b)     —       21  
    Non-GAAP general and administrative expenses   $ 7,178     $ 7,759  
    Reconciliation of operating income (loss) and operating margin        
    GAAP operating loss   $ (1,577 )   $ (7,291 )
    Stock-based compensation expense     4,533       6,529  
    Amortization of acquired intangibles     111       118  
    War related costs(b)     —       21  
    Non-GAAP operating income (loss)   $ 3,067     $ (623 )
    GAAP operating margin     (3 )%     (16 )%
    Non-GAAP operating margin     7 %     (1 )%
    Reconciliation of net loss        
    GAAP net loss attributable to common stockholders   $ (1,119 )   $ (11,096 )
    Stock-based compensation expense     4,533       6,529  
    Amortization of acquired intangibles     111       118  
    War related costs(b)     —       21  
    Non-GAAP net income (loss) attributable to common stockholders   $ 3,525     $ (4,428 )
             
    Non-GAAP net income (loss) per share – basic and diluted   $ 0.02     $ (0.03 )
             
    Reconciliation of weighted average number of shares outstanding:        
    Weighted-average number of shares used in calculating GAAP and Non-GAAP net income (loss) per share, basic     154,009,623       144,253,660  
    Effect of dilutive shares used in calculating Non-GAAP net income (loss) per share, diluted (c)     11,294,304       —  
    Weighted-average number of shares used in calculating Non-GAAP net income (loss) per share, diluted     165,303,927       144,253,660  
     
    Adjusted EBITDA (U.S. dollars in thousands)
     
        Three Months Ended March 31,
          2025       2024  
         
    Net loss   $ (1,119 )   $ (11,096 )
    Financial expenses (income), net (a)     (1,803 )     1,497  
    Provision for income taxes     1,345       2,308  
    Depreciation and amortization     1,185       1,305  
    EBITDA     (392 )     (5,986 )
    Non-cash stock-based compensation expense     4,533       6,529  
    War related costs(b)     —       21  
    Adjusted EBITDA   $ 4,141     $ 564  
    (a) The three months ended March 31, 2025 and 2024, include $609 and $704, respectively, of interest expenses and $896 and $818, respectively, of interest income.
       
    (b) The three months ended March 31, 2024 includes costs related to conflicts in Israel, attributable to temporary relocation of key employees from Israel for business continuity purposes, purchase of emergency equipment for key employees for business continuity purposes, and charitable donations to communities directly impacted by the war.
       
    (c) The effect of these dilutive shares was not included in the GAAP calculation of diluted net loss per share for the three months ended March 31, 2025 and 2024 because the effect would have been anti-dilutive.
     
    Reported KPIs
     
        March 31,
          2025     2024
        (U.S. dollars, amounts in thousands)
    Annualized Recurring Revenue             $ 174,842   $ 162,713
    Remaining Performance Obligations             $ 184,860   $ 165,224
       

    Three Months Ended March 31,
        2025     2024  
    Net Dollar Retention Rate             107 %   98 %

    The MIL Network –

  • MIL-OSI: Biz2Credit’s Annual Top 25 Cities for Small Business Report Identifies Worcester, MA as #1

    Source: GlobeNewswire (MIL-OSI)

    NEW YORK, May 08, 2025 (GLOBE NEWSWIRE) — The 2025 Biz2Credit Top Cities for Small Business Study has identified Worcester, MA, as the top city for small businesses in its annual financial analysis. According to Biz2Credit’s analysis, the other cities in the top five are: Ventura, CA, Stamford, CT, Portland, OR, and San Jose, CA.  

    The study examined financial indicators, including annual revenue, credit score, age of business, and the proprietary BizAnalyzer® scores of businesses that applied for funding with Biz2Credit during 2024. The analysis found that small businesses’ average revenue increased while credit scores dipped slightly. 

    Key Findings:  

    • The top 25 study saw moderate changes compared to 2024, with the most notable being California’s tech-heavy bay area losing its top two spots. 
    • The leading industries among the top cities are retail trade, construction, healthcare & social assistance, and accommodation and food services. 
    • Average credit scores decreased by 5 points, from 652 to 647.  
    • Seven cities are new to the list this year: Worcester, MA (1), Buffalo, NY (11), Fresno, CA (15), Richmond, VA (17), Myrtle Beach, SC (23), New Haven, CT (24), Indianapolis, IN (25) 
    • Eight cities fell off the 2024 list: Pittsburgh, PA, Sacramento, CA, Minneapolis, MN, Port St. Lucie, FL, Philadelphia, PA, Hartford, CT, Riverside, CA, and Phoenix, AZ all fell outside the top 25 from last year’s list. This is the same number that fell off in Biz2Credit’s 2024 study. 

    The Top 25 Cities for Small Business for this year (with 2024 ranking in parenthesis) are:  

    1. Worcester, MA (unranked)
    2. Ventura/Oxnard, CA (13) 
    3. Greater Bridgeport, CT (5) 
    4. Portland, OR (7) 
    5. San Jose, CA (1) 
    6. Seattle, WA (4) 
    7. Salt Lake City, UT (11) 
    8. Colorado Springs, CO (3) 
    9. Nashville, TN (22) 
    10. Denver, CO (15) 
    11. Buffalo, NY (unranked) 
    12. Providence, RI (9) 
    13. San Diego, CA (6) 
    14. San Francisco, CA (2) 
    15. Fresno, CA (unranked) 
    16. Boston, MA (12) 
    17. Richmond, VA (unranked) 
    18. New York City, NY (8) 
    19. Los Angeles, CA (17) 
    20. Washington, D.C. (16) 
    21. Baltimore, MD (10) 
    22. Hartford, CT (23) 
    23. Myrtle Beach, SC (unranked) 
    24. New Haven, CT (unranked) 
    25. Indianapolis, IN (unranked) 

    “Small businesses in Ventura County (Ventura and Oxnard) had high average annual revenues ($1,075,489), strong average credit score (679), and are mature businesses,” said Rohit Arora, CEO of Biz2Credit and one of the nation’s leading experts in small business finance. “This year’s top 5 continues to show the strength of our nation’s coastal states as hubs for small and medium size businesses.” 

    Methodology  

    The data included in this study was collected from submitted cases between Jan. 1, 2024, and Dec. 31, 2024. The study encompassed more than 75,000 applications. Biz2Credit set a threshold of 150 applications for an MSA (Metropolitan Statistical Area) to be included in the 2024 study. As a result, the MSA level analysis was based on 49,940 cases above the threshold. Data pertaining to state name, MSA, and ZIP code is from the U.S. Census.  

    The 2025 Top 25 Cities Study is based on actual verified cash flows of merchants on the Biz2Credit platform during 2024. Submitted cases with an annual revenue exceeding $5 million were excluded from the revenue analysis. The ranking of cities in the study was established using BizAnalyzer Score (BA Score), a proprietary score developed by Biz2Credit. To determine the BA Score, Biz2Credit examined several key factors, including Credit Score, Annual Revenue, Age of Business, Debt-to-Income Ratio, and Cash Flow Analytics powered by Bank Statement Analyzer. 

    About Biz2Credit  

    Founded in 2007, Biz2Credit has helped thousands of companies access more than in small business financing. Biz2Credit is headquartered in New York City, employs over 800 people with over half in product, data science, and engineering roles. Using data analytics and predictive modeling, Biz2Credit seeks to enhance the accuracy and transparency of business credit decisions, fueling long-term economic development. Visit www.biz2credit.com, or follow the company on LinkedIn, Instagram, Facebook, and X (formerly Twitter).

    Media Contact: Brett Holzhauer, (818) 326-1109, brett.holzhauer@biz2credit.com 

    The MIL Network –

  • MIL-OSI United Kingdom: Change of His Majesty’s Ambassador to Ireland: Kara Owen

    Source: United Kingdom – Executive Government & Departments 3

    Press release

    Change of His Majesty’s Ambassador to Ireland: Kara Owen

    Ms Kara Owen has been appointed His Majesty’s Ambassador to Ireland.

    Ms Kara Owen CMG CVO has been appointed His Majesty’s Ambassador to Ireland in succession to Mr Paul Johnston.  Ms Owen will take up her appointment during September 2025.

    Curriculum vitae

    Full name: Kara Justine Owen

    Year Role
    July 2024 to present Projects/ pre-posting preparation with FCDO  
    2019 to 2024 Singapore, British High Commissioner  
    2016 to 2019 FCO, Director, Americas  
    2012 to 2016 Paris, Deputy Head of Mission  
    2011 to 2012 FCO, Head of Strategy and Network Department, Consular  
    2009 to 2011 FCO, Director for Diversity and Equality  
    2005 to 2009 Hanoi, Deputy Head of Mission  
    2003 to 2005 FCO, Private Secretary to the Foreign Secretary  
    2001 to 2003 FCO, Assistant Private Secretary to Junior Ministers  
    2000 to 2001 FCO, EU Policy Officer  
    1996 to 2000 Hong Kong, Vice Consul and later Vice Consul political  
    1995 to 1996 FCO, Cantonese language training  
    1993 to 1995 FCO, Joint Assistance Unit (Know How Fund)  
    1993 Joined FCO  

    Media enquiries

    Email newsdesk@fcdo.gov.uk

    Telephone 020 7008 3100

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

    Updates to this page

    Published 8 May 2025

    MIL OSI United Kingdom –

  • MIL-OSI United Nations: Lessons in service and humanity from the Red Cross and Red Crescent Movement

    Source: UNISDR Disaster Risk Reduction

    World Red Cross and Red Crescent Day – 8 May – is a fitting moment to reflect on the immense service given by Red Cross and Red Crescent societies around the world, and by their global umbrella organization, the International Federation of Red Cross and Red Crescent Societies – IFRC).

    The Red Cross and Red Crescent is arguably the most iconic socially-oriented global brand. Instantly recognizable, it represents first aid, medical and humanitarian support, community service, and unassuming, practical action in the face of crisis.

    Like so many others, I grew with this venerable Red Cross brand as part of the fabric of my community, my city and my country. But when I entered the world of disaster risk reduction, my relationship with the Red Cross and Red Crescent deepened as I engaged professionally with the people who make up the movement, working tirelessly for their National Societies all around the world.

    In my present role , I have the privilege to work closely with the IFRC and its inspirational Secretary-General, Jagan Chapagain, in steering the UN Secretary-General’s Early Warnings for All Initiative. It is a true privilege to be a partner in this vital undertaking. Fittingly, the IFRC leads the preparedness and response capabilities pillar – drawing on the deep community reach of all the National Societies (UNDRR leads the pillar for disaster risk knowledge; the World Meteorological Organization leads on detection, observation, monitoring, analysis, and forecasting; and the International Telecommunication Union on warning dissemination and communication).

    But this is far from my first experience with the Red Cross and Red Crescent Movement. Over the past three decades, I have worked side by side with Red Cross colleagues in more than two dozen countries, and with every interaction I’ve learnt something new.

    As I reflect on these experiences, a flood of memories returns:

    • Meeting Red Crescent Society of the Islamic Republic of Iran colleagues immediately after landing in Bam after the 2003 earthquake, and jointly launching IFRC and UN Flash Appeals.
    • Collaborating with IFRC colleagues (particularly Madeleen Helmer) during the establishment of the Red Cross Red Crescent Climate Centre.
    • Witnessing the birth of the Maldivian Red Crescent Society in the wake of the Indian Ocean Tsunami.
    • Supporting colleagues and friends from the Nepal Red Cross Society in developing their DP-Net (Disaster Preparedness Net) – a disaster-preparedness network that paid rich dividends in the aftermath of the 2105 Gorkha earthquake.
    • Learning from the volunteers of the Bangladesh Red Crescent Society (BDRCS), who form the bed rock of the country’s Cyclone Preparedness Programme.
    • More recently, engaging with the Vanuatu Red Cross Society, on their leading work on post-earthquake school safety in the country’s recovery.
    • And just this week, exchanging insights with the President of the Spanish Red Cross, who told me how they mobilized the response to Valencia floods. 
    Inspiring recent encounters: With Spanish Red Cross President, Maria del Mar Pageo, and with Vanuatu Red Cross President, Moses Stevens, and Vanuatu Red Cross Secretary General, Dickinson Tevi; and with IFRC Pacific Office Head, Finau Leveni. 

    My experiences are too many to recount them all. But as I reflect on their essence, three core lessons stand out:

    1. First, each interaction with the Red Cross is a humbling experience. It is a gentle invitation to step out of policy wonkishness, reminding us what this work is ultimately about: serving communities – and especially the most vulnerable. We must keep returning to this core question: ‘Are we meeting the needs of those we serve?’
    2. Second, each interaction is always the same yet different! All National Societies are guided by the same humanitarian principles, yet each is deeply rooted in its own social, cultural, and political context. Their organizers and volunteers come from the communities they serve –giving them a superpower of local engagement and impact.
    3. And finally, the Red Cross and Red Crescent Movement shows that voices for societal change don’t always have to be shrill. As auxiliary institutions that work alongside governments – but on their own principled terms – Red Cross and Red Crescent Societies are unique. They get a lot done quietly and unassumingly, and as a result can often operate in contexts where most other assistance providers struggle to gain access.

    On this World Red Cross and Red Crescent Day, I offer my heartfelt congratulations – and thanks – to all my colleagues and friends in the Movement. I’m deeply grateful for the chance to work alongside you.

    MIL OSI United Nations News –

  • MIL-OSI Europe: AFRICA/TOGO – Being a missionary with and for others

    Source: Agenzia Fides – MIL OSI

    Wednesday, 7 May 2025

    SG

    Lomé (Agenzia Fides) – “We are a family consisting of seven young people, all university graduates, a community leader, Father Valéry Aguh, who spent ten years in Sierra Leone; a director of studies, Jean Jacques Wisdom; and a chaperone,” says Father Silvano Galli, the “spiritual director” who, at the end of the second-term exams of the propedeutic period, the preparatory year for entry into the Society of African Missions before the beginning of the three-year philosophical cycle of the SMA missionaries, offers some insights into reflections on mission and on traditional life and cultures.”Being a missionary, far from our own lands, among unknown peoples and other cultures, means sharing the love of Christ with others and conveying to them that we are all brothers,” says one of the students. “Living with people from different countries in one house means creating unity through our differences, living in harmony as brothers, learning from one another, and being open to new cultures. Being a missionary does not just mean leaving one’s own country, but above all being a missionary with and for others.” “It is the harmony that exists between the different colors that makes a flower beautiful,” is another quote.”Charles de Foucauld reminds us that we are missionaries by who we are, not by what we do. Challenges are part of our mission and help us gain new experiences, immerse ourselves in new cultures, learn from our mistakes, and change our perspective.The courses have enabled me to be well-equipped as a missionary of tomorrow, not to be afraid to explore, to delve deeper, to understand other cultures without ever judging. Wisdom helps us live well with others, develop our maturity, and face the challenges that come our way.”Some of these young people had a difficult journey that prepared them for the complexities of life. One example is a young man from a “normal and well-functioning” family: “We were all living without major worries when our parents suddenly separated,” he says. “This event turned our entire lives upside down, as I was still in first grade, my brother in fourth, and my sister in fifth. After my parents separated, I stayed with my aunt and uncle until I finished elementary school. It was a very difficult time. The family was a peasant family, and by second grade, I had to use a hoe because that was the only way I could eat. I was on my own. And so it was until the first year of middle school when my mother came to visit me with some clothes and then disappeared again. I had to cope with this nomadic life (back and forth) and various problems, especially the lack of affection from my parents, until I finished fifth grade. After graduating, my father decided to send me to the city of Sokodé to continue my education with a teacher. In Sokodé, I attended high school. After graduating, I went to Lomé,” says the young man, “and enrolled at the University of Anthropology, passing two exams.” Then I joined the Society of African Missions.” (AP) (Agenzia Fides, 7/5/2025)
    SG

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    MIL OSI Europe News –

  • MIL-OSI Europe: Speech by President António Costa at the European University Institute event on peace and security in Europe

    Source: Council of the European Union

    European Council President António Costa participated in a special event at the European University Institute in Fiesole, Italy. In his keynote address on peace and security in Europe, he reaffirmed the European Union’s identity as a peace project, calling for stronger defense, strategic autonomy, and investment in competitiveness to confront today’s geopolitical challenges. He emphasized that peace must be actively defended and linked to economic strength, unity, and global partnerships.

    MIL OSI Europe News –

  • MIL-OSI: Liquidia Corporation Reports First Quarter 2025 Financial Results and Provides Corporate Update

    Source: GlobeNewswire (MIL-OSI)

    • Awaiting FDA action on YUTREPIA™ NDA with a PDUFA goal date of May 24, 2025
    • District Court dismissed cross claim filed by United Therapeutics challenging PH-ILD amendment
    • Fully enrolled Cohort A of ASCENT study in patients with PH-ILD
    • Further strengthened financial position via access of up to $100 million from existing financing agreement with HealthCare Royalty
    • Company to host webcast today at 8:30 a.m. ET

    MORRISVILLE, N.C., May 08, 2025 (GLOBE NEWSWIRE) — Liquidia Corporation (NASDAQ: LQDA), a biopharmaceutical company developing innovative therapies for patients with rare cardiopulmonary disease, today reported financial results for the first quarter ended March 31, 2025. The company will also host a webcast at 8:30 a.m. ET on May 8, 2025 to discuss its financial results and provide a corporate update.

    Dr. Roger Jeffs, Liquidia’s Chief Executive Officer, said: “With the FDA’s PDUFA goal date on the YUTREPIA NDA just over two weeks away, we remain focused on ensuring that we are prepared to make YUTREPIA commercially available in the quickest time possible if granted full approval. We continue to believe that YUTREPIA has the potential to be the prostacyclin of first choice for patients with pulmonary arterial hypertension (PAH) and pulmonary hypertension associated with interstitial lung disease (PH-ILD).”

    Corporate Updates

    Awaiting FDA action on NDA for YUTREPIA (treprostinil) inhalation powder
    On March 28, 2025, the U.S. Food and Drug Administration (FDA) accepted Liquidia’s New Drug Application (NDA) resubmission for YUTREPIA (treprostinil) inhalation powder to treat PAH and PH-ILD as a complete Class 1 response to the previous action letter issued on August 16, 2024, which granted tentative approval of YUTREPIA. The FDA has set a Prescription Drug User Fee Act (PDUFA) goal date of May 24, 2025, the day after regulatory exclusivity expires for Tyvaso DPI®.

    Court will not hear cross-claim that challenged the amendment to the YUTREPIA NDA to add the PH-ILD indication
    On May 2, 2025, Liquidia announced that the U.S. District Court for the District of Columbia (District Court) dismissed, without prejudice, the cross-claim filed by United Therapeutics (UTHR) that sought to challenge Liquidia’s amendment to its NDA for YUTREPIA™ (treprostinil) inhalation powder, which added the treatment of PH-ILD)to the proposed label for YUTREPIA. In its ruling, the District Court determined that UTHR’s claim was unripe and that UTHR had failed to plausibly allege that it has standing. UTHR has the right to appeal the Court’s ruling.

    Fully enrolled Cohort A of ASCENT study in PH-ILD patients
    In March 2025, Liquidia completed enrollment of Cohort A of the open-label ASCENT study evaluating the tolerability and titratability of YUTREPIA in PH-ILD, with more than 50 patients enrolled. An interim look at the dosing and tolerability profile in the first 20 patients to complete eight weeks of treatment was consistent with observations made in the INSPIRE study of PAH patients. To date, patients in Cohort A of ASCENT were able to titrate to doses that are three-times higher than the labelled target dose of nebulized Tyvaso, while showing positive trends on exploratory measures of efficacy, including 6-minute walk distance. Liquidia will present additional data from Cohort A of the ASCENT study during two poster sessions at the American Thoracic Society (ATS) 2025 International Conference on May 21, 2025.

    Strengthened financial position ahead of launch via amendment to Agreement with HealthCare Royalty
    On March 17, 2025, Liquidia entered into a sixth amendment to its agreement with HealthCare Royalty (HCR Agreement) to provide for up to an additional $100 million of financing in three tranches. The company intends to use the proceeds to fund ongoing commercial development of YUTREPIA, continued development of YUTREPIA in other clinical trials, including but not limited to trials for pediatric patients and trials further evaluating the use of YUTREPIA in PAH and PH-ILD patients, clinical development of L606, a sustained-release formulation of treprostinil administered twice-daily with a next-generation nebulizer, and for general corporate purposes.

    First Quarter 2025 Financial Results

    Cash and cash equivalents totaled $169.8 million as of March 31, 2025, compared to $176.5 million as of December 31, 2024.

    Revenue was $3.1 million for the three months ended March 31, 2025, compared to $3.0 million for the three months ended March 31, 2024. Revenue related primarily to the promotion agreement with Sandoz, Inc. pursuant to which we share profits from the sale of Treprostinil Injection in the United States (Promotion Agreement). The increase of $0.1 million was primarily due to the impact of unfavorable gross-to-net returns adjustments recorded in the prior year offset by lower sales volumes in the current year.

    Cost of revenue was $1.5 million for each of the three months ended March 31, 2025 and 2024. Cost of revenue related to the Promotion Agreement as noted above.

    Research and development expenses were $7.0 million for the three months ended March 31, 2025, compared to $10.1 million for the three months ended March 31, 2024. The decrease of $3.1 million or 31% was primarily due to a $3.6 million decrease in personnel expenses (including stock-based compensation) due to a shift from activities related to research and development to preparation for the potential commercialization of YUTREPIA. These decreases were offset by a $1.7 million increase in clinical expenses related to our L606 program, and a $0.4 million decrease in expenses related to our YUTREPIA research and development activities.

    General and administrative expenses were $30.1 million for the three months ended March 31, 2025, compared to $20.2 million for the three months ended March 31, 2024. The increase of $9.9 million or 48% was primarily due to a $8.1 million increase in personnel expenses (including stock-based compensation) driven by higher headcount and a shift from activities related to research and development to preparation for the potential commercialization of YUTREPIA, a $0.6 million increase in legal fees related to our ongoing YUTREPIA-related litigation, and a $0.6 million increase in facilities and infrastructure expenses.

    Total other expense, net was $2.9 million for the three months ended March 31, 2025, compared with $1.3 million for the three months ended March 31, 2024. The increase of $1.6 million was primarily driven by a $1.5 million increase in interest expense attributable to the higher borrowings under the HCR Agreement.

    Net loss for the three months ended March 31, 2025, was $38.4 million or $0.45 per basic and diluted share, compared to a net loss of $30.1 million, or $0.40 per basic and diluted share, for the three months ended March 31, 2024.

    About YUTREPIA™ (treprostinil) Inhalation Powder
    YUTREPIA is an investigational, inhaled dry-powder formulation of treprostinil delivered through a convenient, low-effort, palm-sized device. In August 2024, the FDA issued tentative approval of YUTREPIA for the PAH and PH-ILD indications. YUTREPIA was designed using Liquidia’s PRINT® technology, which enables the development of drug particles that are precise and uniform in size, shape and composition, and that are engineered for enhanced deposition in the lung following oral inhalation. Liquidia has completed INSPIRE, or Investigation of the Safety and Pharmacology of Dry Powder Inhalation of Treprostinil, an open-label, multi-center phase 3 clinical study of YUTREPIA in patients diagnosed with PAH who are naïve to inhaled treprostinil or who are transitioning from Tyvaso® (nebulized treprostinil). YUTREPIA is currently being studied in the ASCENT trial, an Open-Label Prospective Multicenter Study to Evaluate Safety and Tolerability of Dry Powder Inhaled Treprostinil in Pulmonary Hypertension, to evaluate the safety and tolerability of YUTREPIA in PH-ILD patients. YUTREPIA was previously referred to as LIQ861 in investigational studies.

    About L606 (liposomal treprostinil) Inhalation Suspension
    L606 is an investigational, sustained-release formulation of treprostinil administered twice-daily with a next-generation nebulizer. The L606 suspension uses Pharmosa Biopharm’s proprietary liposomal formulation to encapsulate treprostinil which can be released slowly at a controlled rate into the lung, enhancing drug exposure over an extended period of time. L606 is currently being evaluated in an open-label study in the United States for treatment of pulmonary arterial hypertension (PAH) and pulmonary hypertension associated with interstitial lung disease (PH-ILD) with a planned global pivotal placebo-controlled efficacy study for the treatment of PH-ILD.

    About Treprostinil Injection
    Treprostinil Injection is the first-to-file, fully substitutable generic treprostinil for parenteral administration. Treprostinil Injection contains the same active ingredient, same strengths, same dosage form and same inactive ingredients as Remodulin® (treprostinil) and is offered to patients and physicians with the same level of service and support, but at a lower price than the branded drug. Liquidia PAH promotes the appropriate use of Treprostinil Injection for the treatment of PAH in the United States in partnership with its commercial partner, Sandoz, who holds the Abbreviated New Drug Application (ANDA) with the FDA.

    About Pulmonary Arterial Hypertension (PAH)
    Pulmonary arterial hypertension (PAH) is a rare, chronic, progressive disease caused by hardening and narrowing of the pulmonary arteries that can lead to right heart failure and eventually death. Currently, an estimated 45,000 patients are diagnosed and treated in the United States. There is currently no cure for PAH, so the goals of existing treatments are to alleviate symptoms, maintain or improve functional class, delay disease progression and improve quality of life.

    About Pulmonary Hypertension Associated with Interstitial Lung Disease (PH-ILD)
    Pulmonary hypertension (PH) associated with interstitial lung disease (ILD) includes a diverse collection of up to 150 different pulmonary diseases, including interstitial pulmonary fibrosis, chronic hypersensitivity pneumonitis, connective tissue disease-related ILD, and chronic pulmonary fibrosis with emphysema (CPFE) among others. Any level of PH in ILD patients is associated with poor 3-year survival. A current estimate of PH-ILD prevalence in the United States is greater than 60,000 patients, though actual prevalence in many of these underlying ILD diseases is not yet known due to factors including underdiagnosis and lack of approved treatments until March 2021 when inhaled treprostinil was first approved for this indication.

    About Liquidia Corporation
    Liquidia Corporation is a biopharmaceutical company developing innovative therapies for patients with rare cardiopulmonary disease. The company’s current focus spans the development and commercialization of products in pulmonary hypertension and other applications of its proprietary PRINT® Technology. PRINT enabled the creation of Liquidia’s lead candidate, YUTREPIA™ (treprostinil) inhalation powder, an investigational drug for the treatment of pulmonary arterial hypertension (PAH) and pulmonary hypertension associated with interstitial lung disease (PH-ILD).  The company is also developing L606, an investigational sustained-release formulation of treprostinil administered twice-daily with a next-generation nebulizer, and currently markets generic Treprostinil Injection for the treatment of PAH. To learn more about Liquidia, please visit www.liquidia.com.

    Remodulin® and Tyvaso® are registered trademarks of United Therapeutics Corporation.

    Cautionary Statements Regarding Forward-Looking Statements
    This press release may include forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995. All statements contained in this press release other than statements of historical facts, including statements regarding our future results of operations and financial position, our strategic and financial initiatives, our business strategy and plans and our objectives for future operations, are forward-looking statements. Such forward-looking statements, including statements regarding clinical trials, clinical studies and other clinical work (including the funding therefor, anticipated patient enrollment, safety data, study data, trial outcomes, timing or associated costs), regulatory applications and related submission contents and timelines, including the potential for final FDA approval of the NDA for YUTREPIA, which may occur after the expiration of the exclusivity period of TYVASO DPI, if at all, the timelines or outcomes related to patent litigation with United Therapeutics in the U.S. District Court for the District of Delaware, litigation with United Therapeutics and FDA in the U.S. District Court for the District of Columbia or other litigation between Liquidia and United Therapeutics or others, including rehearings or appeals of decisions in any such proceedings, the issuance of patents by the USPTO and our ability to execute on our strategic or financial initiatives, the potential for additional funding under the HCR Agreement, our anticipated use of net proceeds funded under the HCR Agreement, our estimates regarding future expenses, capital requirements and needs for additional financing, and potential revenue and profitability of YUTREPIA, if approved, involve significant risks and uncertainties and actual results could differ materially from those expressed or implied herein. The receipt of tentative approval of an NDA from the FDA is not determinative as to whether or when the FDA will grant final approval. The words “anticipate,” “believe,” “continue,” “could,” “estimate,” “expect,” “intend,” “may,” “plan,” “potential,” “predict,” “project,” “should,” “target,” “would,” and similar expressions are intended to identify forward-looking statements. We have based these forward-looking statements largely on our current expectations and projections about future events and financial trends that we believe may affect our financial condition, results of operations, business strategy, short-term and long-term business operations and objectives and financial needs. These forward-looking statements are subject to a number of risks discussed in our filings with the SEC, as well as a number of uncertainties and assumptions. Moreover, we operate in a very competitive and rapidly changing environment and our industry has inherent risks. New risks emerge from time to time. It is not possible for our management to predict all risks, nor can we assess the impact of all factors on our business or the extent to which any factor, or combination of factors, may cause actual results to differ materially from those contained in any forward-looking statements we may make. In light of these risks, uncertainties and assumptions, the future events discussed in this press release may not occur and actual results could differ materially and adversely from those anticipated or implied in the forward-looking statements. Nothing in this press release should be regarded as a representation by any person that these goals will be achieved, and we undertake no duty to update our goals or to update or alter any forward-looking statements, whether as a result of new information, future events or otherwise.

    Financial Statement Revision

    During the three months ended March 31, 2025, we identified immaterial errors in our accounting treatment of the fourth and fifth amendments to the HCR Agreement.  We voluntarily revised our previously issued 2024 annual consolidated financial statements to correct the immaterial errors and disclosed the impacts to our quarterly financial statements for the respective 2024 interim periods in our Current Report on Form 8-K filed on May 8, 2025. As a result of the revision, the loss on extinguishment has been eliminated and an adjustment to interest expense resulting from the modifications has been recorded, with corresponding adjustments to the long-term debt and accumulated deficit accounts.  The financial statement line items as of and for the three months ended March 31, 2024 in the financial statements presented in this press release reflect such revisions.

    Contact Information

    Investors:
    Jason Adair
    Chief Business Officer
    919.328.4350
    Jason.adair@liquidia.com

    Media:
    Patrick Wallace
    Director, Corporate Communications
    919.328.4383
    patrick.wallace@liquidia.com

    Liquidia Corporation
    Select Condensed Consolidated Balance Sheet Data (unaudited)
    (in thousands)
                 
        March 31,     December 31,  
        2025     2024  
    Cash and cash equivalents   $ 169,758     $ 176,479  
    Total assets   $ 227,429     $ 230,313  
    Total liabilities   $ 177,716     $ 150,935  
    Accumulated deficit   $ (595,756 )   $ (557,389 )
    Total stockholders’ equity   $ 49,713     $ 79,378  
                 
    Liquidia Corporation
    Condensed Consolidated Statements of Operations and Comprehensive Loss (unaudited)
    (in thousands, except share and per share amounts)
     
        Three Months Ended
    March 31,    		  
        2025     2024  
    Revenue   $ 3,120     $ 2,972  
    Costs and expenses:                
    Cost of revenue     1,517       1,467  
    Research and development     6,966       10,057  
    General and administrative     30,062       20,249  
    Total costs and expenses     38,545       31,773  
    Loss from operations     (35,425 )     (28,801 )
    Other income (expense):                
    Interest income     1,728       1,880  
    Interest expense     (4,670 )     (3,162 )
    Total other expense, net     (2,942 )     (1,282 )
    Net loss and comprehensive loss   $ (38,367 )   $ (30,083 )
    Net loss per common share, basic and diluted   $ (0.45 )   $ (0.40 )
    Weighted average common shares outstanding, basic and diluted     85,172,696       75,393,907  

    The MIL Network –

  • MIL-OSI United Kingdom: Change of His Majesty’s Ambassador to Argentina: David Cairns

    Source: United Kingdom – Executive Government & Departments 3

    Press release

    Change of His Majesty’s Ambassador to Argentina: David Cairns

    Mr David Cairns has been appointed His Majesty’s Ambassador to the Argentine Republic.

    Mr David Cairns has been appointed His Majesty’s Ambassador to the Argentine Republic, in succession to Mrs Kirsty Hayes, who will be transferring to another Diplomatic Service appointment.

    Mr Cairns will take up his appointment during September 2025.

    Curriculum vitae           

    Full name: David Seldon Cairns

    Date Role
    2019 to present Equinor, Vice President
    2015 to 2019 Stockholm, Her Majesty’s Ambassador and Director of Nordic Baltic Network
    2010 to 2014 FCO, Director, Estates, Security, Corporate Services
    2006 to 2010 Tokyo, Director of Trade and Investment
    2002 to 2006 Geneva, First Secretary WTO
    2000 to 2002 FCO, Private Secretary to Baronesses Scotland and Amos
    1999 to 2000 FCO, EU Directorate. Head of Public Diplomacy
    1995 to 1998 Tokyo, Second Secretary Commercial
    1993 to 1994 FCO, Security Policy Department
    1993 Joined FCO

    Media enquiries

    Email newsdesk@fcdo.gov.uk

    Telephone 020 7008 3100

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

    Updates to this page

    Published 6 May 2025

    MIL OSI United Kingdom –

  • MIL-Evening Report: Grattan on Friday: Bitter struggle in Liberals for likely poisoned chalice, as Jacinta Price defects from Nationals

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

    By late last week it was clear Labor would win the election, but it came as more of a surprise when Peter Dutton lost the Queensland seat of Dickson he’d held since 2001.

    Nor did many anticipate Greens leader Adam Bandt, member for Melbourne since 2010, would be swept away, in a lower house rout that has seen the minor party stripped of three of its four House of Representative seats.

    Both the Liberals and the Greens are in existential moments, in need of new leaders and some painful introspection’s about their future directions.

    Thinking back to the Liberal experience after Kevin Rudd’s 2007 victory, some wonder why anyone would be putting up their hand for the party leadership.

    The Liberals churned through three leaders between 2007 and 2009. Brendan Nelson took over the party after Labor’s victory; undermined by Malcolm Turnbull, he lasted less than a year. Turnbull survived just over a year before being ousted by Tony Abbott.

    Admittedly the experience of Peter Dutton was different – he was given a full term as opposition leader.

    But the chances of Dutton’s successor becoming prime minister will be very low. With the added seats Labor has won, the Liberals are looking at a two-term strategy. The odds are on more than one leader, and generational change, in that time. Tim Wilson, 45, who has won back Goldstein, obviously has his eye on the prize in the longer term.

    Despite all the disincentives, Sussan Ley, 63, and Angus Taylor, 58, both want this thankless post that’s up for grabs at Tuesday’s party meeting.

    The battle has turned into a fight over negatives as much as positives. Supporters of Ley say Taylor did a dreadful job as shadow treasurer, including not producing a tax policy. The Taylor camp argues Ley, the deputy leader, under-performed generally.

    Both contenders hold regional NSW electorates. Taylor’s support base is the conservative wing of the party; Leys’ is the moderate wing. The relative weightings of the factions in the Liberal party room has changed somewhat as a result of the election, in the favour of the moderates.

    For those Liberal MPs whose votes are not tightly locked in by factional allegiances, there are multiple questions they need to consider.

    Who will be able to keep the party together, while forcing it to face up to what changes it must make, and driving a major overhaul of policy? Who can improve the Liberals’ standing with women, and with younger voters? Who can better handle the relationship with the Nationals?

    On the last point, anyone who might think it would be best to break the Coalition is, I believe, misguided. Going it alone didn’t work in the 1970s and the 1980s. Different as they may be, the Liberals and Nationals are, electorally, two parts of a whole.

    They need their collective numbers to win and they’re better to stay together in opposition, to make the partnership in government work. But the relationship may be rocky.

    At the election, the Nationals retained almost all their seats and will have a relatively bigger voice from now on.

    On Thursday, however, their highest profile senator, Jacinta Nampijinpa Price, jumped from the Nationals to the Liberals. She said she thought she could be more effective in the Liberals, “especially as the party faces a significant rebuild […] I feel obliged to play a robust part in”.

    This was a concerted move from the right, and will play into the leadership contest in an as-yet unclear way. With speculation that she might run as Taylor’s deputy, Price was asked on Sky on Thursday night she would be willing to be drafted for a position. “I will not put limitations on myself,” she said.

    For the Liberals, there is absolutely no silver lining from this election. The Greens can take some comfort in the fact they’ve retained their numbers (11) in the Senate, with only a small fall in their Senate vote. On the projected results, the Greens are set to be the sole negotiators with the government in the Senate on legislation opposed by the Coalition.

    Who will become leader is still an open question, with South Australian veteran Senator Sarah Hanson-Young, deputy leader Mehreen Faruqi, and the party’s Senate leader, Larissa Waters, mentioned. Whoever gets the post, the leadership will return to the Senate, where it always was until Bandt obtained the position in early 2020.

    Post election, Anthony Albanese has continued his fierce pre-election attack on the Greens. “What I hope comes out of the new Senate is a bit of a recognition that one of the reasons why the Greens political party have had a bad outcome in the election is the view that they simply combined with the Coalition in what I termed the ‘noalition’, to provide blockages, and that occurred across a range of portfolios, housing, treasury, as well as environment,” he told the ABC.

    Albanese was particularly scathing about Greens housing spokesman Max Chandler-Mather who lost his seat and criticised parliament as a “sick place”.

    “Maybe what he needs is a mirror and a reflection on why he’s no longer in parliament. […] This is a guy who stood before signs at a CFMEU rally in Brisbane describing me as a Nazi.”

    Bob Brown, the Greens’ inaugural leader from 2005 to 2012, describes Albanese’s comments as “ungracious” in “his moment of glory”.

    While the Greens’ pro-Palestinian position came under much criticism, Brown strongly defends it, declaring it “honorable”.

    Brown, speaking to The Conversation, says the Greens will be in an extraordinarily powerful position in the Senate, and their “environmental origins will  come back to the fore”. He urges the Greens to “have deaf ears to calls for the Senate to be a rubber stamp”. The Constitution, he says, has the Senate with equal powers with the house except on money matters.

    Brown predicts the Greens will be “resurgent” at the next election.  His strongest message is directed squarely at the government. “The Greens should never direct preferences to Labor again – because Labor takes preferences with one hand and stabs the Greens with the other.”

    Like the new Liberal leader, Bandt’s successor will inherit a party at a fork in the road. Does it become more militant or more moderate, more confrontational in its dealing with the government, or as transactional as possible?

    Bandt’s hope of the Greens power-sharing with a Labor government in the lower house has evaporated. So how does the party use what power it has in the Senate, while trying to put itself in the best position to avoid going further backwards at the next election?

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

    – ref. Grattan on Friday: Bitter struggle in Liberals for likely poisoned chalice, as Jacinta Price defects from Nationals – https://theconversation.com/grattan-on-friday-bitter-struggle-in-liberals-for-likely-poisoned-chalice-as-jacinta-price-defects-from-nationals-255634

    MIL OSI Analysis – EveningReport.nz –

  • MIL-OSI Asia-Pac: CENJOWS hosts MRSAM-India Eco-System Summit 2.0

    Source: Government of India

    Posted On: 08 MAY 2025 10:44AM by PIB Delhi

    The Centre for Joint Warfare Studies (CENJOWS), in collaboration with Aerospace Services India (ASI) and Israel Aerospace Industries (IAI), successfully hosted the Medium-Range Surface-to-Air Missile (MRSAM) India Eco-System Summit 2.0 at the Manekshaw Centre, New Delhi on May 07, 2025. The day-long summit brought together key stakeholders from India’s defence eco-system, highlighting collaborative achievements and future possibilities in enhancing the country’s air & missile defence capabilities under the Aatmanirbhar Bharat and Make-in-India initiatives.

    The event witnessed participation from senior representatives of the Ministry of Defence (MoD), Armed Forces, DRDO, Bharat Electronics Limited, Bharat Dynamics Limited, and leading Indian defence manufacturers. The participants voiced a shared commitment to elevate India’s position as a global hub for advanced defence systems, with ASI reaffirming its vision to become India’s premier defence service provider.

    The inaugural session was presided over by senior MoD officials and addressed by key industry leaders, focusing on the growing synergy between Indian and Israeli defence sectors. Key sessions of the summit included:

    • Panel discussions on operational readiness and self-reliance in missile systems.
    • Technology showcases featuring AI-powered service management systems like STORMS developed by ASI.
    • Industry interactions on building India’s long-term capability in indigenous defence manufacturing.

    The summit emphasised the achievements of ASI-IAI’s wholly-owned Indian subsidiary, which plays a critical role in providing technical representation, life-cycle support, and local manufacturing for the MRSAM system and its associated subsystems such as the BARAK 8 missile and Air Defence Fire Control Radar. It underscored the importance of establishing a resilient and future-ready air defence infrastructure through sustained collaboration, capability development, and localised innovation. 

    ****

    VK/SR/Savvy

    (Release ID: 2127642) Visitor Counter : 82

    MIL OSI Asia Pacific News –

  • MIL-OSI Asia-Pac: Singapore ETO enhances ties with Laos (with photos)

    Source: Hong Kong Government special administrative region

         The Hong Kong Economic and Trade Office in Singapore (Singapore ETO) concluded an official visit to Vientiane, the capital of Laos, between May 6 and 7 (Vientiane time). The visit aimed to deepen understanding and collaboration with the Laotian government and business sectors, while further strengthening bilateral relations in trade, investment, and people-to-people exchanges.

         Upon arrival on May 6, the Director of the Singapore ETO, Mr Owin Fung, met with the Director-General of the Department of Asia-Pacific and Africa, Laos’ Ministry of Foreign Affairs, Mr Bounthanongsack Chanthalath, to introduce Hong Kong’s latest developments. Both sides exchanged views on the current economic and geopolitical landscape, and explored opportunities to further enhance co-operation and deepen the Hong Kong – Laos bilateral relations.

         Members of the Singapore ETO also visited Vientiane Secondary School to learn about the implementation of a memorandum of understanding (MOU) signed between the school and the Hong Kong Polytechnic University. The MOU, announced by the Chief Executive, Mr John Lee, last July during his visit to the school, offers a dedicated scholarship programme for outstanding students at Vientiane Secondary School.

         On May 7, the Singapore ETO organised a business seminar and networking event “Business and Investment Opportunities in Hong Kong – Gateway to Greater Bay Area” in collaboration with Invest Hong Kong (InvestHK) and the Hong Kong Trade Development Council (HKTDC). The event attracted about 70 local business leaders and investors, including executive committee members of the Lao National Chamber of Commerce and Industry (LNCCI) and the Lao Chinese Chamber of Commerce (LCCC), which were the event’s supporting organisations. The Commissioner for the Development of the Guangdong-Hong Kong-Macao Greater Bay Area, Ms Maisie Chan, also participated in the event. 

         In his opening remarks, Mr Fung emphasised Hong Kong’s position as a leading international financial, trading, and logistics hub under the “one country, two systems” framework. He reiterated Hong Kong’s strong commitment to multilateralism and free trade.

         Other speakers included Assistant Commissioner for the Development of the Guangdong-Hong Kong-Macao Greater Bay Area Miss Cathy Li; the Head of Investment Promotion (Singapore Office), InvestHK, Mr Melvin Lee; and the Director of Indochina at the HKTDC, Ms Tina Phan. They shared insights into Hong Kong’s latest investment climate and opportunities in Hong Kong and the Guangdong-Hong Kong-Macao Greater Bay Area (GBA), Hong Kong’s role as a “super-connector” and a “super value-adder” between the GBA and Laos, as well as the range of support services available to Laotian enterprises. Following the seminar, representatives of Singapore ETO, the GBA Development Office, the LNCCI and the LCCC had a networking lunch to explore avenues for stronger co-operation in trade and commerce.

         Later that afternoon, Ms Chan and Mr Fung had a working meeting with the Permanent Secretary, Laos Ministry of Industry and Commerce, Dr Buavanh Vilavong. Both sides expressed confidence in the partnership between Hong Kong and Laos business communities which would promote greater regional integration and sustainable economic growth. Mr Fung also sought continued support for Hong Kong’s accession to the Regional Comprehensive Economic Partnership. 

         Before the end of the duty visit, Ms Chan and Mr Fung paid a courtesy call on the Ambassador Extraordinary and Plenipotentiary of the People’s Republic of China to the Lao People’s Democratic Republic, Ms Fang Hong, to introduce respectively the GBA Development Office’s latest work and Singapore ETO’s efforts and achievements in liaising with the Laos government, business sector and community. Mr Fung also thanked the Embassy for its continuous care and assistance to Hong Kong people in Laos and Hong Kong enterprises investing in Laos.

    MIL OSI Asia Pacific News –

  • MIL-OSI Asia-Pac: Global Leaders Unite at UN Vesak 2025 to Champion Buddhist Values for Peace and Sustainability

    Source: Government of India

    Global Leaders Unite at UN Vesak 2025 to Champion Buddhist Values for Peace and Sustainability

    Buddhism is the Ethical Foundation for a Just and Non-Discriminatory Society- Shri Ramdas Athawale – Minister of State for Social Justice and Empowerment

    Global Buddhist Voices Call for Compassion, Education, and Environmental Action

    Vajrayana Buddhist monks from India performed a prayer chanting ceremony with profound spiritual meaning

    Posted On: 07 MAY 2025 9:30PM by PIB Delhi

    The Vietnam Buddhist Academy in Ho Chi Minh City marked the second day of the United Nations Vesak 2025 celebrations with a profound display of spiritual unity and global cooperation. Leaders from 85 countries gathered to reflect on this year’s theme: “Solidarity and Tolerance for Human Dignity: Buddhist Wisdom for World Peace and Sustainable Development.”

    Shri Ramdas Athawale, Minister of State for Social Justice and Empowerment of India, emphasized the transformative potential of Buddhist principles in promoting justice, equality, and compassion in modern societies.

    Speakers from across continents underscored the relevance of Buddhist wisdom in addressing pressing global challenges. Messages ranged from the role of Buddhist education in modern times, to environmental advocacy, mental health, and the importance of nurturing the younger generation to carry forward the light of the Dharma.

    The program continued with messages and speeches from leaders of international Buddhist organizations, focusing on clarifying the main theme of this year’s Great Festival.

    In the beginning of the program, Vajrayana Buddhist monks from India performed a prayer chanting ceremony with profound spiritual meaning. The ceremony symbolizes the spirit of harmony, respect, solidarity among Buddhist traditions in the international community. After the prayer service, the plenary session continued with speeches from leaders and government representatives from many countries. The leaders appreciated the role of Buddhist thought in building harmonious and compassionate societies and responding to global challenges such as war, poverty and climate change.

    Most Venerable Thich Thien Nhon – Deputy Supreme Patriarch, Chairman of the Executive Council of the Vietnam Buddhist Sangha, Chairman of the National Committee for Vesak 2025 attended with leaders of the Vietnam Buddhist Sangha, representatives of Buddhist organizations and scholars from 85 countries and territories.

    Venerable Jeong Beom – Acting Chairman of Overseas Affairs Headquarters, Korea, delivered a message “Affirming the importance of global cooperation and solidarity among Buddhist traditions.” Associate Prof. Karsai Gábor Zsolt – Rector of Dharma Gate Buddhist College, Hungary, delivered the message “Promoting the role of Buddhist education in modern times.” Guerrero Diañez – President of the Spanish Buddhist Association, delivered the message “Sharing hope in the young generation that will continue the light of Buddhism in the West.”

    Gerhard Weissgrab – President of the Austrian Buddhist Union, delivered the message “Call for practical action for the environment and world peace.” Ricardo Vieira Sasaki – Director of the Nālandā Buddhist Studies Center, Brazil, delivered the message “Emphasizing the healing power of Buddhism for community mental health.” Associate Prof. Edi Ramawijaya Putra – President of the Indonesian Association of Higher Buddhist Education, delivered the message “Proposal to enhance exchange and cooperation in regional Buddhist education.” Mr. Egil Lothe – Former President of the Norwegian Buddhist Federation, Member of the ICDV International Executive Committee, delivered the message “Emphasizing Vesak as a symbol of global Buddhist connection.

     

    ****

    Sunil Kumar Tiwari

    pibculture[at]gmail[dot]com

    (Release ID: 2127641) Visitor Counter : 38

    MIL OSI Asia Pacific News –

  • MIL-OSI United Kingdom: Generations of football fandom given a new voice in library exhibition

    Source: City of Leeds

    Some of the world’s oldest football fanzines, which kicked off a wave of people-powered publications on terraces across the globe, are going on display in a new exhibition in Leeds.

    A copy of Foul, widely regarded as the original magazine created by football supporters, is among the scores of titles which feature in Voice of the Fans, which opens at Leeds Central Library on Friday (May 9) in partnership the British Library.

    On loan from the British Library’s collection, Foul was originally produced by students at Cambridge University in October, 1972, with 34 issues subsequently published between 1972 and 1976.

    Researchers scouring through archives, libraries and loans from members of the public have also discovered a copy of The Shamrock, made by fans of Celtic in Scotland, which researchers believe is the oldest fanzine they have traced.

    On loan from the National Library of Scotland, it was produced by the Edinburgh-based Shamrock Supporters Club in the early 1960s, and was sold on match days by volunteers along the approaches to Celtic Park.

    These early examples are among a huge range of grassroots, self-published zines on display tracing the evolution of fan-led media right through to modern, multimedia content.

    Other aspects of fan culture including badges, banners, scarfs and even recordings of terrace chants from the British Library Sound Archive also form part of the exhibition.

    And fresh off a parade earlier this week, which saw thousands of Leeds United fans gather to celebrate the club’s triumphant return to the Premier League, the exhibition also features some of their most important and enduring zines.

    Editions of The Square Ball, featuring Elland Road idols including Gordon Strachan and Lucas Radebe, and Marching Altogether, founded by Leeds United fans to campaign against racism in football, are among the exhibits on display.

    And with Bradford City also securing promotion to League One last weekend fans will be able to see copies of The City Gent– the longest running print football zine in the country.

    Antony Ramm, librarian at Leeds Central Library, said: “The longevity and sheer variety of some of these remarkable publications really demonstrates how much fan culture has been at the heart and soul of football, playing such a huge role in making the game so beloved the world over.

    “The ways fans express themselves may have changed through the years, but what’s remained the same is that passion and desire which has driven supporters to find a way to make their voices heard.

    “As well as being a fun way of fans communicating, self-published zines have also played an important role in holding clubs to account and driving change in the game too.

    “We saw this week just how much football means to the fans, and we’re excited to be celebrating their creations and working with the British Library to bring so many different examples of supporters’ voices together.”

    The exhibition will also feature more influential publications from the British Library’s collection including The End and other Yorkshire zines such as Y-Front, Just Another Wednesday and Smile Awhile.

    Laurence Byrne, lead curator, Latin American and Caribbean collections at the British Library, said: “It’s been a pleasure to be involved with Voice of the Fans, an exhibition the British Library has co-produced with Leeds Libraries. This special exhibition features a number of loans from the Library’s collection of zines, created by football fans from the 1970s onwards, including Foul, widely regarded as the first football fanzine.

    “As historical documents fanzines are invaluable, reflecting contemporary politics and changing social values while representing the incredible creativity and ingenuity of fans. I hope that researchers and the public will continue to be inspired by them.”

    Kenn Taylor, lead culture producer north at the British Library, said: “We are thrilled to be co-producing Voice of the Fans with Leeds Libraries. We’ve long had a presence in Leeds through working with local partners to deliver inspiring exhibitions and also more widely in West Yorkshire, with over 70 per cent of our collection being cared for in Boston Spa, near Wetherby.

    “This collaboration with Leeds Libraries is part of the British Library’s wider commitment to the region, working closely with the local community in Leeds and opening up our collection for everyone.”

    Voice of the Fans is open from May 9 until August 10 at Leeds Central Library and is free to visit.

    Councillor Mary Harland, Leeds City Council’s executive member for communities, customer service and community safety, said: “This week has been a huge moment for football in Leeds and a time when we’ve seen in spectacular style just how much love for the game there is in the city.

    “We’re thrilled to be showcasing how much football has meant to fans through the years and to be celebrating the unique place the beautiful game has in the hearts of supporters.”

    More information about Voice of the Fans can be found at: Voice of the Fans exhibition | Leeds Library

    ENDS

    MIL OSI United Kingdom –

  • MIL-OSI United Kingdom: Call for Leeds to come out and play for global day of family fun

    Source: City of Leeds

    Residents across Leeds are being invited to stop the traffic on June 11 and host a play street in their neighbourhoods to help mark International Day of Play.

    Applications are open until May 16 for communities to register to close their roads and host family fun on their doorsteps for the global awareness day to celebrate the power of play.

    Hosting a play street is completely free and offers the chance for neighbours to come together in an open and safe space to allow all children and families to ‘play out’.

    Leeds City Council has an award-winning play streets scheme which first began over a decade ago and last year alone saw 78 play streets across the city, totalling over 300 hours of play.

    The scheme is co-ordinated by the Child Friendly Leeds team – which works towards the ambition of making Leeds the best UK city for children and young people to grow up in – in partnership with the highways department.

    Leeds has been ahead of the curve when it comes to play – with the council becoming the first in England to complete a ‘play sufficiency assessment’ in 2023, creating an action plan optimising play opportunities for children and young people.

    A list of priorities developed with children and young people led to the Child Friendly Leeds 12 Wishes’ – with ‘Wish Two’ to ensure that children ‘have safe spaces to play, hang out and have fun’.

    International Day of Play began last year when the United Nations declared the awareness day would take place annually on June 11, to showcase how central play is to every child’s development.

    To mark this year’s event, Leeds City Council is hoping many streets across the city will join in the celebration and is urging people to register now before the May 16 deadline.

    To apply, simply gather support from neighbours to ensure there are enough adults to supervise on the day, then email play.streets@leeds.gov.uk with the street name to check eligibility.

    Successful applicants will receive advice from the authority about which part of the street is safe to close and will be supplied with a road closure notice and ‘road closed’ stickers to display on wheelie bins.

    Councillor Helen Hayden, Leeds City Council’s executive member for children and families, said: “As the Play Champion for Leeds, I’m really looking forward to seeing as many streets as possible come alive with play for this global awareness day.

    “Play is vitally important to a child’s wellbeing and Leeds has been proudly leading the way on this for a number of years, helping to inspire playfulness in our neighbourhoods and ensure our city’s children get the best start in life.

    “Let’s celebrate the power of play and take the opportunity for all – young and old – to get outside and have fun right on our doorsteps.”

    For more information, view the play streets toolkit on the Child Friendly Leeds website.

    Any schools which would also like to support event can find suggestions on how to get involved on the Leeds for Learning website, including access to free Child Friendly Leeds resources to support a playful curriculum for the day.

    Other ways to celebrate International Day of Play in Leeds could include visiting a local park or green space or one of the mini playboxes in the city’s libraries and community hubs.

    ENDS

    For media enquiries please contact:

    Leeds City Council communications and marketing,

    Email: communicationsteam@leeds.gov.uk

    Tel: 0113 378 6007

    MIL OSI United Kingdom –

  • MIL-OSI Economics: Roong Mallikamas: From open finance to an inclusive digital society

    Source: Bank for International Settlements

    Introduction: ASEAN’s Fintech Potential

    President of Money20/20 (Tracey Davies)
    Distinguished guests

    I’m honored to be here today at Money20/20 to discuss a topic that’s crucial to the future of finance in ASEAN: “From Open Finance to an Inclusive Digital Society.”

    Our region, a vibrant mosaic of economies, presents an unparalleled opportunity for fintech innovation. With a combined population exceeding 650 million and a rapidly growing digital consumer base, the potential is immense.

    ASEAN’s digital economy is projected to reach over $360 billion by 2025.1 Yet, a significant portion of our population remains unbanked or underbanked. For instance, studies indicate that over 60% of adults in some ASEAN nations lack access to formal financial services.2  This substantial underbanked segment represents a critical opportunity for fintech to provide relevant and accessible solutions.

    The reasons for this underbanking are multifaceted, often stemming from limited data availability for credit assessment, a lack of transparency in financial product offerings, and poor interoperability between existing systems. These factors collectively contribute to a high cost of customer acquisition for traditional banks, hindering their ability to effectively serve these populations. Fintech, with its agility and data-driven approaches, is uniquely positioned to overcome these barriers, fostering greater financial inclusion and driving economic growth by empowering our communities with seamless access to tailored financial tools and services.

    Thailand’s Context and the BOT’s 3 Opens

    Ladies and Gentlemen.

    Policy objectives for driving inclusive digital finance often involve balancing the trilemma of stability/safety, efficiency, and inclusion. And to clarify what we mean by inclusion, it goes beyond simply having a bank account. It’s about ensuring that everyone – individuals, small businesses, and marginalized communities – can access and utilize appropriate financial services like payments, savings, credit, and insurance in a convenient and affordable way. This is the vision we strive for in ASEAN, and each country prioritizes these elements of the trilemma with its own context and evolving needs.

    Initially when developing PromptPay which is our national real-time payment system, Thailand focused on driving inclusion and maintaining stability,. Now, we emphasize competition and efficiency, recognizing that smaller, agile players – fintechs and new entrants – are often better positioned to innovate and address the diverse, unmet needs of specific customer segments due to their nimbler structures and specialized focus. This competition, while maintaining system safety, can lead to more tailored and accessible financial solutions that larger, established institutions may find challenging to deliver efficiently across all demographics. Thailand’s journey provides some lessons learned on how policy objectives have shifted and henceforth led us to pursue the ‘3 Opens’ as our strategic priorities-Open Competition, Open Infrastructure, and Open Data.

    • Open Infrastructure: Promotes interoperability and seamless connectivity, enabling efficient financial transactions.
    • Open Data: Facilitates data sharing and collaboration, driving the development of personalized financial solutions.
    • Open Competition: Encourages new players, fostering innovation and enhancing consumer choice.

    Let’s delve deeper into each of these “3 Opens”.

    Analyzing the 3 Opens: Rationale and Way Forward

    [1 From PromptPay to Open Infrastructure]

    In 2015, we aimed to promote inclusion through digital payments, leading to the development of PromptPay with the following regulatory constructs at that time with banks only: welfare and tax refunds, low fee, standardization, safety/stability.

    Economically, a payment infrastructure is a natural monopoly, which is amplified by economies of scale, network effects, and data accumulation. Therefore, key infrastructure needs to be regulated, especially for fair access, pricing, etc. to ensure cost efficiency of the payment flows through the infrastructure. The initial restriction on non-banks participating in the infrastructure was a lesson learned. Although this strategy led to high adoption rates and a stable system, it inadvertently stifled innovation among existing players, who faced less competitive pressure to evolve their offerings. This is a key factor driving our current emphasis on opening up the infrastructure.

    Currently, we aim to place more emphasis on efficiency, enabling Open Infrastructure by allowing non-banks to play a role in providing services that enhance access to digital finance for underserved groups. Therefore, the BOT will enhance the oversight of Systemically Important Retail Payment Systems (SIRPS), aligning with central bank practices abroad, such as the European Central Bank. Key regulatory criteria include membership and access rules, and fee structure. Thailand’s broad payment strategy is that”payment should be broader than payment”. BOT hence focuses on Open payment infrastructure and Open payment data for better access to finance.

    [2 Leveraging data and technology with Open Data]

    Having witnessed the transformative impact of PromptPay’s widespread adoption in retail fast payments, We are now strategically focusing on the next critical layer of digital infrastructure. Our priority is to put in place data sharing infrastructure, recognizing its pivotal role in driving further innovation and efficiency within the financial ecosystem.

    Open Data is not just about technology. it’s a catalyst for financial inclusion. Currently, customer data is scattered across various service providers and agencies. If there is a mechanism allowing customers to easily request their service providers and agencies to share their data to other service providers and agencies, it will enable customers to better utilize their data to receive improved financial services.

    BOT pursues Project ‘Your Data’ to empower customers to have their own financial information and non-financial data portable to another service provider based on customer consent. Our priority use cases are access to credit and personal financial management as they still pose significant gaps in our financial system. Therefore, the data that serve such use cases include payment history, account balance, investment holdings, and government data such as tax filing information and utilities usage. By enabling secure and seamless data sharing, we’re empowering individuals and SMEs, particularly those traditionally underserved, to access tailored financial services and participate fully in the digital economy.

    [3 Open Infrastructure and Open Data as foundation for Open Competition]

    With the imminent launch of Project Your Data, we are establishing a robust supply of data within the financial ecosystem. Simultaneously, the Bank of Thailand is actively fostering demand by enabling financial service providers to innovate and compete on offering enhanced loan products and personal financial management solutions. The introduction of the new virtual banking license will empower digital-native players with tech-focused solutions to fully capitalize on this data sharing infrastructure. Furthermore, the soon-to-be-established National Credit Guarantee Agency will integrate this very data sharing mechanism to enhance its operations and support broader access to credit, especially for underserved SMEs.

    With robust infrastructure and data sharing as the bedrock, all players – banks, fintechs, and virtual banks – can operate at their full capacity in an Open Competition, driving innovation and enhancing financial services for underserved communities. Fintechs, leveraging technology with greater agility and often a higher risk appetite than traditional institutions, can better cater to specific customer needs within these segments. For example, they can utilize alternative data for credit scoring individuals with limited traditional credit history, create tailored digital platforms for efficient invoice financing and supply chain management solutions, or offer integrated accounting and payment systems that streamline operations and improve cash flow for small businesses.

    As we encourage new players to drive competition and expand financial inclusion, including these fintechs with their enhanced technological capabilities and willingness to navigate higher risk for underserved segments, we acknowledge the inherent risks associated with novel technologies. Beyond foundational technologies like digital assets and tokenization, fintechs are pioneering areas such as blockchain-based trade finance platforms that can reduce costs and increase transparency for SME cross-border transactions, and data analytics tools that provide SMEs with valuable insights for better financial planning and access to tailored financial products. Our regulatory approach must therefore truly consider both the transformative potential and the evolving risks these innovations present, ensuring a balance between fostering access and maintaining stability.

    [4 Regulatory approach to embrace the new technology by collaboration]

    Building on this foundation of open infrastructure and data, which empowers a diverse ecosystem of players, including agile fintechs uniquely positioned to serve underserved segments, our journey is one of continuous learning and adaptation. We recognize that the financial technology landscape is rapidly evolving, and no single entity holds all the answers. Therefore, our approach moving forward is deeply rooted in collaboration. We are committed to working hand-in-hand with the industry, including our fintech community, to refine our policies and navigate the complexities of this dynamic environment. Furthermore, we actively seek to learn from the experiences and best practices of both regulators and innovative fintech companies across the ASEAN region and beyond, fostering a collective understanding that will shape a resilient and inclusive financial future for all.

    [Collaborative Learning and Adaptive Guardrails]

    Drawing upon our internal explorations with cutting-edge technologies like CBDC, we are now extending this spirit of learning and adaptation to the wider financial industry. Recognizing that innovation, especially from new players, can yield unpredictable outcomes, our approach centers on establishing clear ‘guardrails’ – collaboratively defining the boundaries to prevent systemic risks while allowing for experimentation. This ensures a resilient financial system that can safely accommodate novel solutions.

    [Enticing Innovation through an Evolving Regulatory Sandbox]

    A key element of our collaborative strategy is our Enhanced Regulatory Sandbox. This controlled environment is specifically designed to attract fintechs and innovators to Thailand, offering a safe space to test ideas where risks are still being understood. Our initial focus includes Programmable Payments, demonstrated by the ‘Tourist Wallet’ application enabling USD stablecoin conversion to THB stablecoin for limited tourist spending, and ‘Programmable Escrow Payments’ designed to enhance trust and transparency in online commerce by automating fund release upon condition fulfillment. These real-world examples showcase the tangible opportunities within our sandbox.

    [A Streamlined Sandbox for Agile Collaboration]

    We understand that a cumbersome sandbox can stifle innovation. Therefore, we are actively transforming our Enhanced Regulatory Sandbox to be more agile and accessible, with expanded scope, reduced compliance burdens, and significantly faster processing times – aiming for a 6-to-12-month timeframe for projects like Programmable Payments. By opening our sandbox to both regulated and unregulated entities, we aim to foster a vibrant collaborative space where knowledge sharing and rapid iteration can occur. The valuable lessons learned within this sandbox will directly inform our evolving regulations, ensuring they remain relevant and supportive of a dynamic digital finance ecosystem in Thailand.

    Conclusion: Building a Future-Ready and Inclusive ASEAN Fintech Ecosystem

    In closing, the journey we’ve outlined today underscores the Bank of Thailand’s unwavering commitment to fostering a dynamic and inclusive digital financial landscape within ASEAN. We firmly believe that by strategically embracing the ‘3 Opens’ – Open Competition, Open Infrastructure, and Open Data – we can unlock the immense potential of digital finance to address the unique needs of our diverse populations, particularly the underserved.

    Our experience, from the foundational success of PromptPay to the ongoing development of Project Your Data and our cautious exploration of new technologies within our enhanced Regulatory Sandbox, represents our attempt to learn and adapt. We understand that real progress requires not only innovation but also a continuous focus on resiliency, security, and responsible growth.

    The path ahead necessitates continued collaboration – between regulators, financial institutions, fintech pioneers, and the very communities we aim to serve. By working together, sharing insights, and learning from each other’s experiences, we can collectively build a future-ready ASEAN fintech ecosystem that is not only innovative and efficient but also truly inclusive, empowering individuals and businesses across our vibrant region to thrive in the digital age.

    Thank you.

    MIL OSI Economics –

  • MIL-OSI Economics: Lesetja Kganyago: The role of ethical leadership amid threats to academic freedom

    Source: Bank for International Settlements

    Good morning graduates and members of the university community.

    It is my distinct honour to be recognised by Walter Sisulu University (WSU), an institution that bears the name of such an influential figure in South Africa’s history.

    Incidentally, just over four years ago, I was conferred an honorary doctorate by a university named after Walter Sisulu’s lifelong friend, Nelson Mandela. I consider it a profound privilege for my name to be attached, albeit indirectly, to these two great men through the universities that stand as monuments to their legacies.

    Today I would like to take the opportunity to reflect on the importance of safeguarding institutions such as WSU, tied as they are to our country’s past and – more critically – its future.

    During apartheid, South Africa’s universities became key sites of political activity. In an effort to curtail any political mobilisation, the government clamped down on progressive academics and student organisations.

    In the 1980s, for example, five lecturers at the University of Transkei, the institution that would later become WSU, were deported. Hundreds of students were arrested and more were banned from campus.1

    But this campaign against academic freedom went beyond the hard power tactics displayed in the 1980s. The government also exacted its influence by meddling in appointments and creating obstacles to certain areas of research.2

    What happened at our universities during apartheid was not a one-off, and history has repeated itself in a number of different contexts since.

    Most recently, universities in the United States (US) have also come under undue pressure. And US universities are not the only ones under strain, with research suggesting that academic freedom has declined in several other democracies in recent years.

    In spite of our own recent history, today some South African universities face intense pressure to bend on their principles in relation to their academic boycotts of certain countries.3

    Having led the South African Reserve Bank for just over a decade now, I have come to understand that institutions often comes under attack when they shed light on some or other dereliction of duty elsewhere.

    Whether it be a government’s failure to uphold the rights of its citizens or its stated democratic ideals, or a financial institution’s neglect to safeguard people’s money, the attacker’s response is often the same: a strike at the target’s independence.

    As we know, independence is sacred, especially for those institutions that hold a mirror up to power, as universities so often do.

    To paraphrase Albert Einstein, academic freedom means having the right to seek the truth and to uncover that truth. Naturally this right comes with the duty not to withhold a part of what is believed to be true.4

    It is no secret that South Africa’s universities have had their fair share of challenges over the years. Many of these have been the growing pains of a young democracy – and, while our universities have been bruised, they have not been broken.

    However, there are likely more perils in store for our maturing democracy, one of which reared its head during the country’s last election. I am of course referring to the rise of anti-constitutionalism and populism, which have targeted parts of South Africa’s accountability ecosystem.

    In the wake of this looming threat, and the other crises that have torn at the fabric of society, ethical leadership and strong governance are crucial to ensuring our universities can continue to deliver quality higher education.

    Every leader, lecturer and graduate of this university will forever have Walter Sisulu’s name on their CVs. This comes with an immense responsibility.

    Former President Nelson Mandela once described his comrade’s life as one of “absolute selflessness”.5

    Indeed, Sisulu was known for embodying servant leadership, prioritising collective good over personal gain. He also fostered collaboration among his peers, helping build an organisation that would withstand some of history’s greatest tests.

    As I stand before you today, now a member of this university community, I urge you all to model a type of leadership that will defend against threats to academic freedom and uphold accountability, thus safeguarding our country’s future.

    Thank you.

    MIL OSI Economics –

  • MIL-Evening Report: Fiji media’s Stan Simpson blasts ‘hypocrites’ in social media clash over press freedom

    Pacific Media Watch

    Barely hours after being guest speaker at the University of the South Pacific‘s annual World Press Freedom Day event this week, Fiji media industry stalwart Stanley Simpson was forced to fend off local trolls whom he described as “hypocrites”.

    “Attacked by both the Fiji Labour Party and ex-FijiFirst MPs in just one day,” chuckled Simpson in a quirky response on social media.

    “Plus, it seems, by their very few supporters using myriads of fake accounts.

    “Hypocrites!”

    Simpson, secretary of the Fiji Media Association (FMA), media innovator, a founder and driving force of Mai TV, and a gold medallist back in his university student journalist days, was not taking any nonsense from his cyberspace critics, including Rajendra, the son of Labour Party leader and former prime minister Mahendra Chaudhry.

    The critics were challenging recent comments about media freedom in his speech at USP on Monday and on social media when he took a swipe at “pop-up propagandists”.

    “I stand by my statements. And I love the attention now put on media freedom by those who went missing or turned a blind eye when it was under threat [under Voreqe Bainimarama’s regime post-2006 coup]. Time for them to own up and come clean.”

    Briefly, this is the salvo that Simpson fired back after Rajendra Chaudhry’s comment “This Stanley Simpson fella . . . Did he organise any marches [against the Bainimarama takeover], did he organise any international attention, did he rally the people against the Bainimarama regime?” and other snipes from the trolls.

    1. FLP [Fiji Labour Party]
    At a period 2006-2007 when journalists were being bashed and beaten and media suppressed — the Fiji Labour Party and Chaudhry went silent as they lay in bed with the military regime.

    Rajendra Chaudhry’s criticism. Image: APR screenshot

    “They try to gloss over it by saying the 1997 constitution was still intact. It was intact but useless because you ignored the gross human rights abuses against the media and political opponents.

    “Where was FLP when Imraz, Laisa, Pita and Virisila were beaten? Where were they when Netani Rika, Kenneth Zinck, Momo, Makeli Radua were attacked and abused, when our Fiji Living Office was trashed and burnt down, and Pita and Dionisia put in jail cells like common criminals?

    “It was when Chaudhry took on Fiji Water and it backfired and left the regime that they started to speak out. When Aiyaz [Sayed-Khaiyum, former Attorney-General] replaced him as No. 2. By then too late.

    “Yes FLP — some of us who survived that period are still around and we still remember so you can’t rewrite what happened in 2006-2007 and change the narrative. You failed!”

    “2. Alvick Maharaj [opposition MP for the FijiFirst Party]
    “The funny thing about this statement is that I already knew last night this statement was coming out and who was writing it etc. I even shared with fellow editors and colleagues that the attacks were coming — and how useless and a waste of time it would be as it was being done by people who were silent and made hundreds of thousands of dollars while media were being suppressed [under the draconian Fiji Media Industry Development Act 2010 (MIDA) and other news crackdowns].

    Troll-style swipes. Image: APR screenshot

    “Ex-Fiji First MPs protecting their former PR colleagues for their platform which has been used to attack their political opponents. We can see through it all because we were not born yesterday and have experience in this industry. We can see what you are doing from a mile away. Its a joke.

    “And your attacks on the [recent State Department] editors’ US trip is pathetic. Plus [about] the visit to Fiji Water.

    “However, the positive I take from this — is that you now both say you believe in media freedom.

    “Ok now practice it. Not only when it suits your agenda and because you are now in Opposition.

    “You failed in the past when you governed — but we in the media will continue to endeavor to treat you fairly.

    “Sometimes that also means calling you out.”

    USP guest speech
     As guest speaker at USP, Simpson had this to say among making other points during his media freedom speech:

    The USP World Press Freedom Day seminar on Monday. Image: USP/APR

    “Journalists today work under the mega spotlight of social media and get attacked, ridiculed and pressured daily — but need to stay true to their journalism principles despite the challenges and pressures they are under.

    “Today, we stand at a crossroads. To students here at USP — future journalists, leaders, and citizens — remember the previous chapter [under FijiFirst]. Understand the price paid for media freedom. Protect it fiercely. Speak out when it’s threatened, even if it’s unpopular or uncomfortable.

    “To our nation’s leaders and influencers: defend a free media, even when it challenges you. A healthy democracy requires tolerance of criticism and commitment to transparency.”

    • Fiji rose four places to 40th (out of 180 nations) in the RSF 2025 World Press Freedom Index to make the country the Oceania media freedom leader outside of Australia (29) and New Zealand (16).

    MIL OSI Analysis – EveningReport.nz –

  • MIL-OSI USA: Schatz: Reported ICE Raid On Filipino Teachers On Maui Outrageous, Abuse Of Power

    US Senate News:

    Source: United States Senator for Hawaii Brian Schatz
    Published: 05.07.2025
    Schatz’s Office Is Reaching Out To Assist Impacted Teachers

    WASHINGTON – U.S. Senator Brian Schatz (D-Hawai‘i) released the following statement on reports that Filipino teachers on Maui were interrogated and held in their home by U.S. Immigration and Customs Enforcement.
    “The reported interrogation and efforts to detain Filipino teachers in their home on Maui by ICE agents is outrageous. This is racial profiling and a shameful abuse of power. We are a nation of laws, but the broad ICE raids this week are clearly designed just to instill fear,” said Senator Schatz. “Our teachers, our visitors, and our neighbors, deserve dignity and safety, not fear of seemingly arbitrary harassment,”
    Schatz’s office is in contact with the Hawai‘i Department of Education and reaching out to offer assistance to teachers impacted by the raid.  Resources for immigrants and their families are available at schatz.senate.gov/help.

    MIL OSI USA News –

  • MIL-OSI United Kingdom: expert reaction to the news that Ørsted are to discontinue the Hornsea 4 offshore wind project in its current form

    Source: United Kingdom – Executive Government & Departments

    Scientists comment on Ørsted discontinuing the Hornsea 4 offshore wind project. 

    Prof Jun Liang, Professor of Power Electronics and Power Networks, Cardiff University, said:

    What does this mean for the UK’s net zero by 2030 aim?

    “This development undoubtedly impacts the UK’s Net Zero ambitions, as renewable energy—particularly offshore wind power from the North Sea—is a key driver in achieving this goal.  While the discontinuation of a single offshore wind farm due to an isolated issue may not be catastrophic, the underlying reasons behind this decision raise significant concerns.  If these challenges reflect broader systemic issues, they could have far-reaching implications for other similar projects, potentially hindering progress toward the 2030 target.

     

    Is there anything the government can do to encourage projects like this?

    “Although the UK government seems to be not doing anything wrong directly towards this wind farm development, the government must take proactive measures to address supply chain challenges and prevent further project cancellations.  While we recognise the broader economic pressures facing the UK—including global trade uncertainties—sustained focus on economic growth is essential to strengthen investment capacity and build a resilient supply chain.  The challenges facing offshore wind projects, such as Hornsea 4, are not isolated incidents but rather symptoms of the current economic climate.  Without decisive intervention, similar setbacks could jeopardize the UK’s renewable energy ambitions.

     

    Is this a blow to the UK’s renewable energy efforts – what else do we have; was this a significant part of it or is there still plenty more?

    “Based on available information, the discontinuation of this offshore wind project does not appear to stem from inherent issues in renewable energy development—such as turbine technology, transmission infrastructure, or grid capacity.  Instead, broader economic and supply chain challenges seem to be the primary drivers.

    “While offshore wind is a cornerstone of the UK’s renewable energy strategy, other sources—such as onshore wind and solar PV—remain critical.  However, these sectors may face similar supply chain constraints, as the root cause lies in macroeconomic pressures rather than sector-specific limitations.  The key question is whether the UK can mitigate these systemic risks to sustain progress across all renewable energy avenues.”

     

    Prof John Loughhead, Industrial Professor of Clean Energy, University of Birmingham, said:

    “This is certainly a significant setback to the Government’s ambitions for a rapid increase in offshore wind capacity.  Hornsea 4 represented about 10% of the planned increase to meet its aggressive 2030 low carbon electricity targets, and as it has been in development since 2018 it’s very unlikely an alternative could be identified and delivered within that timescale.  Achieving the 2030 targets has become even more challenging.  It appears a combination of supply chain inflation and delivery challenges meant the project became economically unattractive given the CfD price agreed with Government only last September, which also suggests future offshore wind will need a higher guaranteed price than foreseen.”

     

     

     

    https://orsted.com/en/company-announcement-list/2025/05/orsted-to-discontinue-the-hornsea-4-offshore-wind–143901911

     

     

    Declared interests

    Prof John Loughhead: “No interests to declare.”

    For all other experts, no reply to our request for DOIs was received.

    MIL OSI United Kingdom –

  • MIL-OSI United Kingdom: Change of His Majesty’s Ambassador to Ireland

    Source: United Kingdom – Government Statements

    Press release

    Change of His Majesty’s Ambassador to Ireland

    Ms Kara Owen has been appointed His Majesty’s Ambassador to Ireland.

    Ms Kara Owen CMG CVO has been appointed His Majesty’s Ambassador to Ireland in succession to Mr Paul Johnston.  Ms Owen will take up her appointment during September 2025.

    Curriculum vitae

    Full name: Kara Justine Owen

    Year Role
    July 2024 to present Projects/ pre-posting preparation with FCDO  
    2019 to 2024 Singapore, British High Commissioner  
    2016 to 2019 FCO, Director, Americas  
    2012 to 2016 Paris, Deputy Head of Mission  
    2011 to 2012 FCO, Head of Strategy and Network Department, Consular  
    2009 to 2011 FCO, Director for Diversity and Equality  
    2005 to 2009 Hanoi, Deputy Head of Mission  
    2003 to 2005 FCO, Private Secretary to the Foreign Secretary  
    2001 to 2003 FCO, Assistant Private Secretary to Junior Ministers  
    2000 to 2001 FCO, EU Policy Officer  
    1996 to 2000 Hong Kong, Vice Consul and later Vice Consul political  
    1995 to 1996 FCO, Cantonese language training  
    1993 to 1995 FCO, Joint Assistance Unit (Know How Fund)  
    1993 Joined FCO  

    Media enquiries

    Email newsdesk@fcdo.gov.uk

    Telephone 020 7008 3100

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

    Updates to this page

    Published 8 May 2025

    MIL OSI United Kingdom –

  • MIL-OSI Australia: Arts festival to astound in the City of Wanneroo

    Source: South Australia Police

    Experience an extravaganza of artistic talent as the Beach to Bush Arts Festival arrives in the City of Wanneroo this May.

    Featuring art of all kinds, the festival runs from 9 to 31 May, featuring painting workshops, dance classes, theatre productions and much more.

    Wanneroo Deputy Mayor James Rowe said the 2025 festival offerings were bigger and better than ever before.

    “Back for its third year, the popular Beach to Bush Arts Festival is a celebration of our City’s diverse array of artistic talent,” he said.

    “We’ve got an incredible schedule of events, performances and workshops planned for this year’s festival, and I encourage everyone to stop by and check it out.”

    The festival will conclude with a spectacular finale concert, featuring performances by talented local singers, dancers, bands and the Joondalup Symphony Orchestra.

    The full schedule is available on the Beach to Bush event page.

    Festival finale event details:

    • 5pm to 9pm, Saturday 31 May 2023
    • Peter Moyes Anglican Community School, Mindarie
    • Tickets cost $11 per person, available via Eventbrite

    MIL OSI News –