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Category: Education

  • MIL-OSI United Kingdom: expert reaction to study suggesting shingles vaccine (Zostavax) associated with lower risk of dementia

    Source: United Kingdom – Executive Government & Departments

    April 2, 2025

    A study published in Nature looks at the effect of the shingles vaccine (Zostvax) on dementia risk. 

    Comments provided by our friends at the Australian Science Media Centre:

    Dr Joseph Doyle, Professor of Infectious Diseases at Monash University and President of the Australasian Society for Infectious Diseases, said: 

    “The paper [by Eyting and colleagues in Nature] presents results of a natural experiment in Wales, United Kingdom, on the effect of shingles vaccination on new diagnosis of dementia. The study observed that older adults appeared to have less chance of dementia diagnosis in the seven years after receiving live-attenuated shingles vaccination (Zostavax). The authors estimate there were 3.5% fewer dementia diagnoses among people who received the live-attenuated shingles vaccine.

    “This study had an observational design, so we need to be cautious in assuming the vaccine itself caused this decline in dementia diagnoses. It is plausible that episodes of infection, immune system changes, or health care engagement are among the factors behind this association, but further research is needed to help determine whether there is a causal link.

    “Importantly, we don’t know whether these findings apply to both the live-attenuated shingles vaccine (Zostavax) used in their study and the newer recombinant subunit shingles vaccine (Shingrix) now used widely in Australia. 

    “Australia approved and subsidised Shingrix on the National Immunization Program in 2023. This newer shingles vaccine is available for older adults and is safer for people who are immunocompromised. 

    “While we do not know whether the newer shingles vaccine used locally has the same association with less dementia yet, we do know the shingles vaccine provided free in Australia is very effective and protective against episodes of shingles. 

    “Older adults and people with weak immune systems at higher risk of shingles are encouraged to see their doctor to talk more about vaccination.”  

     

    Professor Anthony Hannan, Group Head of the Epigenetics and Neural Plasticity Group at the Florey Institute of Neuroscience and Mental Health, said:

    “This new research article in Nature adds to the evidence that the nervous system and immune system closely interact, and that this has implications for dementia risk, as well as potentially new approaches to dementia prevention and treatment. Furthermore, it provides evidence that vaccination has the potential to impact positively on human health, beyond the particular disease that the vaccine was intended to prevent. 

    “A key question, not answered by this new study, is how the shingles (herpes zoster) vaccine may have helped protect (reducing risk by 20%) against dementia. We now know that, despite the blood-brain barrier, the brain has its own immune cells, which serve many roles including removal of specific toxic molecules that accumulate with age (particularly in the most common form of dementia, Alzheimer’s disease). 

    “It is possible that the vaccine had direct effects on these brain immune cells, but it is also possible that the vaccine acted indirectly, for example, by slowing brain aging and/or enhancing brain resilience to the ravages of age. The next step is to work out exactly how this vaccine exerts its protective effects against dementia and to use that information to develop new ways to prevent and treat dementia. It also increases the likelihood that in future there may be specific vaccination programs whose primary aim is to prevent dementia.”

     

    Dr Henry Brodaty, Scientia Professor of Ageing and Mental Health and Co-Director of the Centre for Healthy Brain Ageing at the University of New South Wales, said:

    “They examined the effect of a live virus to prevent shingles administered to people aged 79 to 80. The researchers took advantage of a decision in Wales that 79-80-year-olds born before 2nd September 1933 were ineligible for life to receive the shingles vaccine, whereas those born on or after that day were eligible for at least one year to receive the vaccine. There were 16,595 adults who had become eligible for the vaccine from a total sample of 282,541 adults in the sample.

    “They compared people who were one week too old with those who were one week younger. Those who received the vaccine had an absolute reduction of 7% of developing dementia over the next seven years. Compared to those who were unvaccinated, their risk of dementia was 20% lower. The benefits were stronger for women than men.

    “The authors examined multiple competing hypotheses to explain the results. There were no differences in dementia diagnoses for those who had and had not received influenza vaccines. Other possible explanations were also discounted. The authors considered the possible mechanism maybe preventing the reactivation of the shingles of the herpes varicella virus. The authors confirmed their findings in a different population by combining a different type of data from England and Wales and using deaths certified as being due to dementia.

    “Limitations include that these results only pertained to 79-80-year-olds in Wales and to the use of the live vaccine.

    “There has been evidence for some time that older people who receive their vaccinations in general are less likely to develop dementia. This is the best evidence yet to show this. Future research will determine whether the newer non-live virus, Shingrix will provide the same benefit and whether immunisation at younger ages may be just as effective.”

    ‘A natural experiment on the effect of herpes zoster vaccination on dementia’ by Markus Eyting et al. was published in Nature at 16:00 UK time on Wednesday 2 April 2025. 

    DOI: 10.1038/s41586-025-08800-x

    Declared interests

    Professor Anthony Hannan: No COI’s.

    Dr Henry Brodaty: is or has been an advisory board member or consultant to Biogen, Eisai, Eli Lilly, Medicines Australia, Roche and Skin2Neuron. He has received funding from the National Health and Medical Research Council (NHMRC).

    Prof Joseph Doyle: is a board member of the Australian Society for Infectious Diseases and the Pharmaceutical Benefits Advisory Committee. The views expressed here are personal opinions and are not necessarily those of his employers or professional bodies.

    MIL OSI United Kingdom –

    April 3, 2025
  • MIL-OSI Russia: Higher School of Economics launches online course on industrial engineering

    Translartion. Region: Russians Fedetion –

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

    Faculty of Computer Science HSE Announces Launch of New Advanced Training Program “Prompt-engineering: neural networks for humans”. The course is intended for a wide audience interested in mastering effective methods of interaction with generative neural networks.

    The program includes a comprehensive study of approaches to formulating queries (prompts) for the effective solution of various problems using artificial intelligence. During the training, participants will master the creation and optimization of queries for generating texts, images, video and audio, and will also learn to improve prompts to achieve the most accurate and high-quality results.

    The course consists of theoretical lectures and practical classes covering both the basics of modern language models and the practical possibilities of using neural networks in professional and everyday activities. Participants will be able to consolidate their acquired knowledge by working on real examples and projects.

    The program is scheduled to start on May 20, 2025. The course duration is 4 months. Classes will be held online, in the format of webinars, video lectures and practical consultations with teachers.

    Upon completion of the course, students will create their own portfolio, confirming their competencies in the field of industrial engineering and the practical use of artificial intelligence.

    Armen Beklaryan, teacher of the program “Prompt-engineering: neural networks for humans”

    “The Prompt Engineering program will introduce you to methods of constructing and optimizing queries for modern artificial intelligence systems. During the training, you will learn how to correctly structure text commands, adapt them to different AI models, and analyze the results. The program combines theoretical classes with extensive practice: students will create their own projects, practicing their skills in working with the latest tools for generating text, images, audio, and video information. This program will not only deepen your understanding of the principles of AI, but also acquire in-demand competencies for effective interaction with modern digital technologies.”

    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 –

    April 3, 2025
  • MIL-OSI USA: Blood pressure patterns in early pregnancy tied to hypertension risk up to 14 years later

    Source: US Department of Health and Human Services – 2

    Media Advisory
    Wednesday, April 2, 2025

    NIH-supported study reveals new risk group for future high blood pressure, heart disease.
    What
    Blood pressure patterns observed in the first half of pregnancy, even among women without hypertensive disorders of pregnancy (HDP), can identify women at greater risk of developing hypertension up to 14 years after giving birth. The new findings are from a large observational study supported by the National Institutes of Health (NIH).
    High blood pressure is a risk factor for heart disease, the leading cause of death. This study identified a new, previously undefined risk group of postpartum women who are not currently recognized as being at high risk for future hypertension and cardiovascular disease because they did not develop HDP during pregnancy. HDP includes serious complications such as preeclampsia and gestational hypertension during pregnancy and are known to increase the risk of heart disease later in life. When the history of HDP was combined with women’s early pregnancy blood pressure patterns, these data together provide a new and improved tool for risk assessment.  
    The study followed 174,774 women who received prenatal care at Kaiser Permanente Northern California between 2009 and 2019. None of these women had hypertension, kidney, liver, or heart disease, or a history of preeclampsia before pregnancy. Researchers tracked their health records up to 14 years after delivery to identify new cases of hypertension.
    The research found that women who showed certain blood pressure patterns during the first 20 weeks of pregnancy were more likely to develop hypertension later in life. Six distinct risk groups of blood pressure trajectory were identified, ranging from ultra-low to elevated-stable patterns. Women with elevated-stable blood pressure patterns were at the highest risk.
    This study shows that blood pressure trajectories during early pregnancy can stratify this risk, even for women without HDP. By identifying women at higher risk, healthcare providers can offer targeted surveillance and early interventions, potentially preventing future heart problems.
    Detailed Results:

    The study showed that these blood pressure patterns could differentiate risk levels among women with and without HDP.
    Among groups of women who did not develop HDP, those with higher risk blood pressure patterns — including elevated-stable patterns — during early pregnancy were still 11 times more likely to develop hypertension years later than those women with less risky blood pressure patterns.   

    Researchers suggest that this previously unrecognized risk group may warrant closer monitoring after pregnancy. Additionally, they suggest that early pregnancy blood pressure trajectories may improve predictions of cardiovascular disease risk in women. The findings appeared in the journal Hypertension.
    The study was supported by the National Heart, Lung, and Blood Institute (NHLBI), part of the NIH, through R01 HL145808 and R01 HL145808-02S1.
    Who
    Health experts from NIH’s National Heart, Lung, and Blood Institute are available to discuss these findings.  
    About the National Heart, Lung, and Blood Institute (NHLBI): NHLBI is the global leader in conducting and supporting research in heart, lung, and blood diseases and sleep disorders that advances scientific knowledge, improves public health, and saves lives. For more information, visit www.nhlbi.nih.gov.
    About the National Institutes of Health (NIH): NIH, the nation’s medical research agency, includes 27 Institutes and Centers and is a component of the U.S. Department of Health and Human Services. NIH is the primary federal agency conducting and supporting basic, clinical, and translational medical research, and is investigating the causes, treatments, and cures for both common and rare diseases. For more information about NIH and its programs, visit www.nih.gov.
    NIH…Turning Discovery Into Health®

    Study
    Gunderson, EP, et al., Early Pregnancy Blood Pressure Trajectories and Hypertension Years After Pregnancy. Hypertension. 2025; DOI:  10.1161/HYPERTENSIONAHA.125.24649

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    MIL OSI USA News –

    April 3, 2025
  • MIL-OSI Australia: Embracing the ASbA option

    Source: Northern Territory Police and Fire Services

    Young Canberran Poppy Chalmers is now working as a training and business administration officer.

    A desire to work in health care has seen Poppy Chalmers embrace success via an Australian School-based Apprenticeship (ASbA).

    Poppy’s story is like many who choose a Vocational Education and Training pathway.

    She knew she didn’t want the university pathway but felt unsure which direction to take.

    In 2022, she started an Australian School-based Apprenticeship program with Indigenous Allied Health Australia (IAHA).

    The next year, she was named ACT Australian School-based Apprentice of the Year at the 2023 ACT Training Awards.

    She then went on to be a finalist at the 2023 Australian Training Awards.

    These awards recognise students’ commitment to formal studies at school and in the workplace.

    A VET pathway

    Poppy had previously taken on leadership roles at school. She was selected as a Year 6 leader in 2017 and as a Year 10 Indigenous Leader in 2021.

    “I am a natural leader and see myself in a leadership position. I have a lot of ideas. I’m not sure where I want to end up, but I know I have what it takes to get there,” Poppy said.

    She completed a Certificate III in Allied Health Assistance under a new program in the ACT called the National Aboriginal and Torres Strait Islander Health Academy.

    “I didn’t particularly like school, it wasn’t something that I enjoyed. One of my friends got an ASbA in childcare and I thought that was cool, so I did a placement where she worked, and they offered me an ASbA,” Poppy said.

    Moving into health care

    “Though my school supported me to do the ASbA in childcare, I had always been interested in working in the health industry so when an Auntie from the Community reached out with an opportunity to do an ASbA in Allied Health through an Aboriginal company, I applied and was successful.

    “I wanted to be a nurse, my Auntie was a nurse, I had spent a lot of time in hospitals because my sister has cystic fibrosis. I even went to school at the hospital. I saw the positive impact that nurses, doctors, and the hospital had on us all,” Poppy said.

    Through the ASbA, Poppy got to experience what nursing and working in a hospital is all about and what is out there in terms of a future job in Allied Health. She is now employed as a training and business administration officer for Indigenous Allied Health Australia.

    Poppy says applying for the ASbA was seamless, with support available if she needed it.

    “The ASbA process showed me that there are so many other pathways to get to where I want to go. Doing this I saw that I can work in health without having to go to uni. I finished the Certificate III and was offered a job at the hospital as a social work assistant straight away,” she said.

    The path ahead

    Poppy graduated from college in 2023. She says the ASbA has given her self-confidence and redefined her idea of success.

    “The ASbA has given me a lot of direction, opportunity and such a great community. When I was younger, I wanted to be a nurse but now I’m not sure because I have so many opportunities. I’ve been told I can do anything I want. You work with what you have and take every opportunity you get,” she said.

    “I’m not ready for uni yet. I want to do a Cert IV in Business.

    “Success is not where you get to, it is how you got there, the path you took, what you learned and did. Success for me is to experience everything I get to do. I would have a goal, but I would focus on the journey,” Poppy said.


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    MIL OSI News –

    April 3, 2025
  • MIL-OSI Australia: CIT supports the electrification of Canberra

    Source: Northern Territory Police and Fire Services

    CIT’s Electric Vehicle Certificate III is the first course of its kind in Australia.

    Canberra is transitioning away from the use of fossil fuels and towards electrification, which means the future is looking different for Canberrans – particularly our tradies.

    According to ACT Government modelling, Canberra will need at least 1,290 extra electricians and 270 more electrical engineers before 2045.

    CIT is helping to ensure that the ACT has people who have the skills to install technology in homes and businesses. The institution is providing important future skills development, particularly in the electrical trades, to prevent local and national skills shortages.

    “In Canberra, we have the biggest concentration of electric vehicles to people,” Richard Lindsay, CIT automotive teacher and national VET Teacher/Trainer of the Year 2022, said.

    “What that means is that the demand on the servicing industry in Canberra is growing higher and higher by the month.

    “Being at the forefront of the transition with the Electric Vehicle Certificate III is definitely helping to make sure that the industry is ready for the increase in customer demand that is coming through,” Richard said.

    Until this year, CIT was the only training organisation in Australia delivering this course. Richard says that it is a point of pride for both students and the staff at CIT.

    “For the students going through the brand-new Certificate III, the thought of being some of the first fully qualified electric vehicle technicians in Australia is a huge thing for their status in the automotive industry. They’re going to be leaders in their field,” he said.

    The course is attracting attention from a broad range of students.

    “From an apprentice point of view, we’re seeing a big increase in interest, especially from students who may not have thought about a mechanical path previously,” Richard said.

    “Because the vehicles are so autonomous these days with the way they’re working, it’s definitely taking some more interest from the more tech-savvy kids that would have normally gravitated towards a gaming or IT path.”

    The ACT Government will propose to the Commonwealth that a new centre of excellence be established at CIT Fyshwick. The centre would expand CIT’s Electric Vehicle Training Centre to train more EV automotive technicians.

    Extra funding will support the feasibility of a broader Future Energy Skills Hub at CIT which will incorporate the centre of excellence and support the expansion of training in electrotechnology.


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    MIL OSI News –

    April 3, 2025
  • MIL-OSI USA: Congressman Maxwell Frost Takes Orlando’s Questions on Future of Democratic Party, Lowering Costs, Federal Funding Freezes and More on Reddit

    Source: United States House of Representatives – Representative Maxwell Frost Florida (10th District)

    April 02, 2025

    Congressman Frost’s Ask Me Anything (AMA) received over 81,000 views, 1,000 upvotes, and over 350 comments and questions from Redditors in Central Florida.

    ORLANDO, FL — Congressman Maxwell Alejandro Frost (FL-10) joined Reddit users on the r/Orlando subreddit this past Friday to answer questions from Central Floridians concerned about the latest actions from the Trump Administration and what the Congressman is doing to fight back on various issues. Users asked various questions about the state of the economy, the dismantling of federal agencies, federal funding cuts to crucial programs, and the future of the Democratic party.

    In case you missed it, here are some of the highlights:

    During the AMA, one user asked the Congressman: Do House Democrats have a plan to offer an alternative to Trump’s economic policy?

    Congressman Frost replied: “My belief is that we can’t just oppose Trump’s billionaire takeover, we must provide our vision. The vision must be based in the reality that most working people are facing: shit is too expensive and living is unaffordable. Nobody wants to hear about how we’ll marginally make things better, they want bold, transformational change. 

    Expanding Medicare to cover all Americans so no one has to decide between a medical bill and their rent. Speaking of rent, ensuring that we up the inventory of affordable housing and pass robust protections for renters. Holding corporations accountable for price gouging and price fixing which is contributing to the high costs of living. Raising the minimum wage because nobody can live off of $7.25 an hour. We have a great thing going for us because our agenda is popular. We must forcibly oppose this billionaire takeover and in the next breath, give our vision. 

    We’re fighting to reclaim this narrative back and to put forward real solutions to give people results. While the Republicans are focused on covering up their SignalGate scandal, Democrats are working on lowering costs. I have been championing price-lowering legislation to fix the property insurance price crisis, decrease grocery prices, ban excessive hidden fees in rental housing, cap the cost of prescription drugs, including EpiPens, and help our community save on medical bills during hurricanes.”

    Another user whose daughters’ school will be losing a large portion of their Title I funding asked the Congressman: I worry that the school will lose their free lunches program. I’m fortunate enough that that won’t affect my children personally, but there will be plenty of children affected. What are you doing to fight back for education? 

    Congressman Frost replied: “Title I funding is especially important in a state like Florida, where the state government not only shows disinterest in the needs of marginalized communities, but is actively trying to dismantle public education.  

    I am proud to be the son of a retired public school teacher. My mom taught special needs students for 37 years. In February, when it was clear that the Department of Education was under threat, I marched with other Members of Congress to the Department’s doors. It took Department of Homeland Security officers in body armour to keep us out. No matter what Trump says, it will take an act of Congress to truly dismantle the Department of Education, so it is incredibly important that elected officials know how unpopular that goal is. I have been working to organize people in that effort. Parents, teachers, school administrators need to let their elected officials at all levels know that they oppose Trump’s desire to abolish the Department of Education. Making progress at the state level in Florida is hard, which makes a strong Department of Education even more important.”

    Another Reddit user asked: I am concerned about Second Harvest getting its government support cut. Is there anything you can do to help?

    Congressman Frost replied: “For folks who are catching up on this news, this week the Trump Administration canceled shipments of food for Second Harvest, and we just found out it’s likely not a temporary cut. Being hungry is a tragic and terrible experience that harms people’s physical and mental health and Second Harvest plays such an important role in preventing that. I was able to secure $200,000 for Second Harvest to help them save money on their monthly energy costs to store food, but I’m going to continue to fight for resources for our partner. Over 300 local partners in my district (churches, food pantries, etc.) rely on Second Harvest to help them get food out to our community and the individuals and families that need it.”

     

    ###

     

    MIL OSI USA News –

    April 3, 2025
  • MIL-OSI USA: Representatives Goldman, Crockett Introduce Abortion Care Awareness Act to Combat Anti-Abortion Misinformation

    Source: US Congressman Dan Goldman (NY-10)

    Legislation Ensures Women Have Access to Accurate Information About Abortion Services and Where to Obtain Them 

     

    Goldman’s Bill Will Specifically Combat Misinformation about Medication Abortion, the Most Common Abortion Used in Telehealth Abortions 

     

    Read the Bill Here 

    Washington, DC – Congressman Dan Goldman (NY-10) and Congresswoman Jasmine Crockett (TX-30) today re-introduced the ‘Abortion Care Awareness Act,’ which would increase access to medically accurate information about abortion, including medication abortion. Additionally, this bill would ensure people have access to accurate information about where and how to obtain abortion services across the country, how to avoid anti-abortion centers intended to deceive patients, and how to identify misinformation about abortion care. 

    For women residing in states with abortion bans, telehealth appointments and medication abortion have emerged as among the only ways they can receive reproductive health care in their jurisdiction. This bill comes as states with abortion bans in place have increasingly cracked down on these services, most recently charging a New York telemedicine provider who was protected by the state’s shield laws, which protects abortion and reproductive health care providers from lawsuits relating to providing medication abortions to out-of-state patients.  

    “As abortion rights face relentless attacks at every level of government, women across the country are being inundated with a maze of laws and false and misleading information about their reproductive healthcare options,” Congressman Dan Goldman said. “I’m proud to reintroduce the Abortion Care Awareness Act to ensure every woman has access to accurate, trusted information about their rights and available care. No woman should be deceived by bad actors seeking to interfere with her personal medical decisions.” 

    Congresswoman Jasmine Crockett said, “Women across the country, but especially in abortion restrictive states like my state of Texas, have been the targets to mis- and dis-information campaign at the hands of far-right anti-abortion groups. Women should be able to have quick access to know their rights and be provided accurate the type of care available to them to then make their very personal decision of what to do with their bodies. That is why I am proud to reintroduce the Abortion Care Awareness Act of 2025 to protect women’s right to decide with medically accurate and complete information about abortion.” 

    The ‘Abortion Care Awareness Act’ would direct the Secretary of Health and Human Services to carry out a coordinated national public health education, awareness, and outreach campaign to provide accurate information regarding where and how to access abortion care, the right to travel across state lines and utilize telemedicine to access abortion care, how to identify misinformation about abortion, and more. The campaign would be designed in consultation with health care professionals, nonprofit reproductive rights and justice organizations, state and local health departments, and other experts. 

    The bill would also include information on how to identify and avoid crisis pregnancy centers which market themselves as abortion clinics or comprehensive reproductive health care providers to women in vulnerable and emotionally fragile positions, intentionally targeting low-income communities and communities of color. Once under their care, these centers use aggressive rhetoric and manipulative means to coerce them into carrying their pregnancies to full term, jeopardizing their health, well-being, and trust in health care providers. 

    According to the University of Georgia’s Crisis Pregnancy Center Map, there are 10 crisis pregnancy centers in New York City alone, outnumbering the number of Planned Parenthood locations in the city. 

    Congressman Dan Goldman is committed to protecting abortion access across the country and combatting abortion misinformation. 

    In March 2024, the Congressman cosponsored the ‘Stop Anti-Abortion Disinformation (SAD) Act’ to stop crisis pregnancy centers organizations from using deceptive advertisements claiming to offer reproductive health care. The SAD Act would direct the Federal Trade Commission to prohibit unfair or deceptive advertising related to the provisions of abortion services and authorize the FTC to enforce these rules and collect penalties from organizations in violation.  
    In March 2023, the Congressman cosponsored the ‘Women’s Health Protection Act,’ which establishes a federal right for healthcare professionals to provide abortion care and the right for their patients to receive care, free from bans and medically unnecessary restrictions that single out abortion care. The ‘Women’s Health Protection Act’ codifies and expands upon the rights established in Roe v. Wade. 

     

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    MIL OSI USA News –

    April 3, 2025
  • MIL-OSI: Pythian and GigaOm Announce AI Partnership

    Source: GlobeNewswire (MIL-OSI)

    OTTAWA, Ontario, April 02, 2025 (GLOBE NEWSWIRE) — Pythian Services Inc. (“Pythian”), a leading global services company specializing in data, analytics, and AI solutions, announced a strategic partnership with GigaOm, a leading analyst firm, to empower businesses to achieve rapid AI readiness, executive alignment and ethical GenAI integration. The partnership highlights GigaOm’s launch of its comprehensive Enterprise GenAI Maturity Model with Pythian as its primary partner.

    “Pythian’s proven expertise in data and AI makes them the ideal partner for the launch of our AI Maturity Framework,” said Howard Holton, chief operating officer at GigaOm. “Together we’re equipping businesses with the resources they need to accelerate their AI journey and achieve tangible results.”

    The partnership addresses a critical need for businesses to understand and implement GenAI effectively and ethically. GigaOm’s Enterprise GenAI Maturity Model provides a comprehensive, step-by-step roadmap for successfully integrating generative AI technologies into business operations. 

    The robust framework details six maturity levels—from Default (Level 0) to Leading (Level 5)—across key dimensions, including Core Technology, Data Quality, Ethical AI, Budgeting, AI Governance, Model Training, Data Security, Organizational Change Control and Operational Efficiency. Pythian’s AI Workshop complements this model by offering hands-on educational sessions that demystify AI and foster internal alignment, significantly reducing the time required for decision-making from months to weeks.

    “We are thrilled to partner with GigaOm to help businesses navigate the complexities of AI adoption,” stated Paul Lewis, chief technology officer at Pythian. “The collaboration between GigaOm and Pythian offers our customers a streamlined two-step approach to AI strategy with our AI Workshop as the foundation.”

    The AI Workshop is designed to provide businesses with the knowledge and alignment needed to confidently move forward with their AI initiatives. Following from Pythian’s workshop, GigaOm’s AI Maturity Framework provides powerful capabilities and tools to measure progress as customers confidently advance their overall AI strategy.

    Pythian’s expertise in data and AI, combined with GigaOm’s insightful analysis and framework, creates a powerful synergy. Pythian’s deep understanding of the practical application of AI technologies across various industries ensures businesses not only understand the value of AI, but also have a clear strategy for implementation. The AI Workshops are delivered by Pythian’s team of Field CTOs and focus on real-world scenarios, making complex concepts accessible to all stakeholders.

    “Through Pythian’s valued partnership with GigaOm, we are providing customers with a seamless process toward AI enablement that will strengthen their ability to leverage game-changing technology for their respective businesses and allow them to enhance their competitive position within their market,” said Brooks Borcherding, CEO at Pythian.

    Participants in Pythian’s AI Workshop will gain a foundational understanding of AI technologies, learn how to identify relevant use cases, and develop a strategic roadmap using the AI Maturity Framework for implementation. The workshop facilitates crucial conversations among executives and technical teams leading to faster decision-making and a unified vision for AI adoption.

    Schedule your AI Workshop today.

    About GigaOm

    GigaOm is an analyst firm led by real buyers and real engineers. By combining deep technical expertise with executive perspective, GigaOm delivers credible, actionable validation—because they built the systems, led the teams, and made the calls. Their reports, briefs, and enablement tools speak the language customers trust, backed by real-world testing to align marketing, sales, and the C-suite.

    About Pythian

    Founded in 1997, Pythian is a leading data and AI services provider specializing in digital transformation and operational excellence for enterprise customers. We help organizations optimize their data estates, helping them to drive AI enablement, innovation, and growth. Through strategic consulting, managed services and cloud migrations, we enable cost savings, risk reduction and seamless operations while preparing businesses to adopt AI and for the future of data management. A Google Cloud Premier Partner with multiple Specializations, including Data Analytics, Marketing Analytics, Machine Learning and a certified Google Cloud MSP, we’ve delivered thousands of professional and managed services projects for leading enterprises. For more information, visit www.pythian.com or follow us on X, LinkedIn, and our Blog.

    Pythian Media Contacts

    Matt Malanga
    Senior Vice President, Marketing
    malanga@pythian.com
    +1 917-494-2867
    Elisabeth Grant
    Branch Out Public Relations
    egrant@branchoutpr.com
    +1 612-599-7797

    The MIL Network –

    April 3, 2025
  • MIL-OSI Global: Why AI can’t take over creative writing

    Source: The Conversation – Canada – By David Poole, Professor Emeritus of Computer Science, University of British Columbia

    A large language model tries to generate what a random person who had produced the previous text would produce. (Shutterstock)

    In 1948, the founder of information theory, Claude Shannon, proposed modelling language in terms of the probability of the next word in a sentence given the previous words. These types of probabilistic language models were largely derided, most famously by linguist Noam Chomsky: “The notion of ‘probability of a sentence’ is an entirely useless one.”

    In 2022, 74 years after Shannon’s proposal, ChatGPT appeared, which caught the attention of the public, with some even suggesting it was a gateway to super-human intelligence. Going from Shannon’s proposal to ChatGPT took so long because the amount of data and computing time used was unimaginable even a few years before.

    ChatGPT is a large language model (LLM) learned from a huge corpus of text from the internet. It predicts the probability of the next word given the context: a prompt and the previously generated words.

    ChatGPT uses this model to generate language by choosing the next word according to the probabilistic prediction. Think about drawing words from a hat, where the words predicted to have a higher probability have more copies in the hat. ChatGPT produces text that seems intelligent.

    There is a lot of controversy about how these tools can help or hinder learning and practising creative writing. As a professor of computer science who has authored hundreds of works on artificial intelligence (AI), including AI textbooks that cover the social impact of large language models, I think understanding how the models work can help writers and educators consider the limitations and potential uses of AI for what might be called “creative” writing.

    LLMs as parrots or plagiarists

    It’s important to distinguish between “creativity” by the LLM and creativity by a human. For people who had low expectations of what a computer could generate, it’s been easy to assign creativity to the computer. Others were more skeptical. Cognitive scientist Douglas Hofstadter saw “a mind-boggling hollowness hidden just beneath its flashy surface.”

    Linguist Emily Bender and colleagues described the language models as stochastic parrots, meaning they repeat what is in the data they were trained on with randomness. To understand this, consider why a particular word was generated. It’s because it has a relatively high probability, and it has a high probability because a lot of text in the training corpus used that word in similar contexts.

    Selecting a word according to the probability distribution is like selecting text with a similar context and using its next word. Generating text from LLMs can be seen as plagiarism, one word at a time.

    The creativity of a human

    Consider the creativity of a human who has ideas they want to convey. With generative AI, they put their ideas into a prompt and the AI will produce text (or images or sounds). If someone doesn’t care what is generated, it doesn’t really matter what they use as a prompt. But what if they do care about what is generated?

    An LLM tries to generate what a random person who had written the previous text would produce. Most creative writers do not want what a random person would write. They want to use their creativity, and may want a tool to produce what they would write if they had the time to produce it.

    LLMs don’t typically have a large corpus of what a particular author has written to learn from. The author will undoubtedly want to produce something different. If the output is expected to be more detailed than the input, the LLM has to make up details. These may or may not be what the writer intended.

    Most creative writers do not want what a random person would write, but to use their creativity.
    (Shutterstock)

    Some positive uses of LLMs for creative writing

    Writing is like software development: Given an idea of what is wanted, software developers produce code (text in a computer language) analogously to how writers produce text in a natural language. LLMs treat writing code and writing natural language text the same way; the corpus each LLM is trained on contains both natural language and code. What’s produced depends on the context.

    Writers can learn from the experience of software developers. LLMs are good for small projects that have been done previously by many other people, such as database queries or writing standard letters. They are also useful for parts of larger projects, such as a pop-up box in a graphical user interface.

    If programmers want to use them for bigger projects, they need to be prepared to generate multiple outputs and edit the one that is closest to what is intended. The problem in software development has always been specifying exactly what is wanted; coding is the easy part.

    Generating good prompts

    How to generate good prompts has been advocated as an art form called “prompt engineering.” Proponents of prompt engineering have suggested multiple techniques that improve the output of current LLMs, such as asking for an outline and then asking for the text based on the original prompt augmented with the outline.

    Another is to ask the LLM to show its reasoning steps, as in so-called chain of thought. The LLM outputs don’t just the answer a question, but explains the steps that could be taken to answer it. The LLM uses those steps as part of its prompt to get its final answer.

    Proponents of prompt engineering propose techniques that improve the output of current LLMs.
    (Shutterstock)

    Such advice is bound to be ephemeral. If some prompt-engineering technique works, it will be incorporated into a future release of the LLM, so that the effect happens without the need for the explicit use of the technique. Recent models that claim to reason have incorporated such step-by-step prompts.

    People want to believe

    Computer scientist Joseph Weizenbaum, describing his ELIZA program written in 1964–66, said: “I was startled to see how quickly and how very deeply people conversing with (the program) became emotionally involved with the computer and how unequivocally they anthropomorphized it.” The tools have changed, but people still want to believe.

    In this age of misinformation, it is important for everyone to have a way to judge the often self-serving hype.

    There is no magic in generative AI, but there is lots of data from which to predict what someone could write. I hope that creativity is more than regurgitating what others have written.

    David Poole receives funding from NSERC.

    – ref. Why AI can’t take over creative writing – https://theconversation.com/why-ai-cant-take-over-creative-writing-252358

    MIL OSI – Global Reports –

    April 3, 2025
  • MIL-OSI United Kingdom: expert reaction to SACN statement on the WHO guideline on non-sugar sweeteners

    Source: United Kingdom – Executive Government & Departments

    April 2, 2025

    Scientists comment on a SACN statement on the WHO’s guideline on non-sugar sweeteners (NSS). 

    Dr Havovi Chichger, Senior Lecturer in Biomedical Science, Anglia Ruskin University, said:

    “The SACN recommendations published in their position statement this morning are highly appropriate given the WHO report and research findings in the field.  The committee recommends that children not be given drinks containing non-nutritive sweeteners and that adults work towards a sweetener-free diet.  Although the use of non-nutritive sweeteners is an important tool to reduce sugar overconsumption, and the related negative health effects, we now understand that these sweet additives can pose various health risks on the public.  It might seem contradictory, but studies have shown that all commercially-available sweeteners are associated with the development of obesity and diabetes, potentially through a metabolic disruption pathway (Bonnet 2018; McLay-Cooke 2016; Stamataki 2020).  The SACN position statement also recommends that the government monitor the amount of non-nutritive sweeteners in the UK diet and encourage the food and drink industry to clearly communicate the amount of sweeteners within labelling.  These recommendations are based on an in-depth review of studies in the field however these studies do not always specify which sweeteners were consumed.  There are also confounding factors to be considered, for example, the studies show a link between sweetener consumption and negative health outcomes which could be due to underlying and undetected health conditions rather than the sweetener itself.  As such, there is a real need for large-scale studies in the field to understand the direct causative effect of non-nutritive sweeteners on human health.”

    Prof Naveed Sattar, Professor of Cardiometabolic Medicine/Honorary Consultant, University of Glasgow, said:

    “I think this is a very balanced statement.  SACN have accepted that the best quality evidence available (i.e. randomised trials) show that non-sugar sweeteners (NSS) lower weight albeit modestly as compared to taking sugar rich drinks and that other types of evidence which suggest some harm from NSS are unreliable.  I fully agree and would rather people take low calorie drinks with artificial sweeteners every time than sugar rich drinks both for weight and dental benefits and potentially other gains.  However, SACN also correctly points out that until we have more evidence in the future on benefits and safety of NSS, it would be best to limit the intake of all such sweetened (including NSS) drinks in early childhood so that children become accustomed to drinking unsweetened drinks, preferably water.  A sensible and mature summary of a complex set of data.”

    https://www.gov.uk/government/publications/sacn-statement-on-the-who-guideline-on-non-sugar-sweeteners/sacn-statement-on-the-who-guideline-on-non-sugar-sweeteners-summary#sacns-assessment

    https://assets.publishing.service.gov.uk/media/67ea97b3ea9f8afd8105627d/sacn-position-statement-on-non-sugar-sweeteners.pdf

    Declared interests

    Dr Havovi Chichger: “Prof Chichger has no conflict of interest or other in this review.”

    Prof Naveed Sattar: “Only that I often drink diluting juice with NSS.”

    MIL OSI United Kingdom –

    April 3, 2025
  • MIL-OSI United Nations: New Permanent Representative of Guinea Presents Credentials

    Source: United Nations General Assembly and Security Council

    (Based on information provided by the Protocol and Liaison Service)

    The new Permanent Representative of Guinea to the United Nations, Mohamed Dabo, presented his credentials to UN Secretary-General António Guterres today.

    Prior to his appointment, Mr. Dabo served in his country’s Ministry of Foreign Affairs, African Integration and Guineans Living Abroad as Coordinator of Economic Diplomacy, Strategic Intelligence and International Cooperation, from January 2022 to December 2024.

    Before that, from April 2019 to January 2022, he served in the Ministry of Foreign Affairs, International Cooperation, African Integration and Guineans Abroad, as Adviser responsible for diaspora and international careers.

    From October 2017 to April 2019, he served as a member of the Minister’s cabinet and Special Assistant to the Minister in the Ministry of Foreign Affairs and Guineans Abroad.  Before that, from August 2013 to October 2017, he served in the Permanent Mission of Guinea to the United Nations as First Secretary and Special Assistant to the Permanent Representative.

    Mr. Dabo holds a master’s degree in political science, policies and strategies of international public action and a bachelor’s degree in political science, international relations and security defence, both from the University Jean Moulin Lyon 3, France.  He also holds a degree in law and political science from the University Lumière Lyon 2 and a degree in law from the University of Lille 2, both in France.

    MIL OSI United Nations News –

    April 3, 2025
  • MIL-OSI United Nations: New Permanent Representative of Liberia Presents Credentials

    Source: United Nations General Assembly and Security Council

    (Based on information provided by the Protocol and Liaison Service)

    The new Permanent Representative of Liberia to the United Nations, Lewis Garseedah Brown II, presented his credentials to UN Secretary-General António Guterres today.

    Mr. Brown returns to the post after a previous tenure from March 2016 to September 2018.  During that time, he served as Vice-President of the seventy-second session of the General Assembly and chaired the Assembly’s Fourth Committee (Special Political and Decolonization).  Throughout his career, he has held several key Government positions. He served as the Government’s Chief Spokesperson in the Ministry of Information, Cultural Affairs and Tourism. He was also Liberia’s Chief Negotiator at the Accra Comprehensive Peace Conference.

    In 2003, Mr. Brown served as Minister for Foreign Affairs.  Prior to that, he held roles in the Ministry of State for Presidential Affairs as National Security Advisor and Managing Director of the Liberia Petroleum Refinery Company.  Additionally, he was a member of Liberia’s Transitional Legislative Assembly.

    Mr. Brown holds a Master of Science in management from Johns Hopkins University in the United States, and a bachelor’s degree in business administration from the University of Liberia.

    __________

    * This supersedes Press Release BIO/4854 of 30 June 2016.

    MIL OSI United Nations News –

    April 3, 2025
  • MIL-OSI United Nations: New Permanent Observer for Pan-African Intergovernmental Agency for Water and Sanitation for Africa Presents Letter of Appointment

    Source: United Nations General Assembly and Security Council

    (Based on information provided by the Protocol and Liaison Service.)

    The new Permanent Observer for the Pan-African Intergovernmental Agency for Water and Sanitation for Africa, Nabhit Kapur, presented his letter of appointment to UN Secretary-General António Guterres today.

    Since 2016, Mr. Kapur has been Founder and Chairman of the Peacfulmind Foundation, which uses workshops and outreach programmes to advocate for the awareness of mental health.  The organization engages with policymakers and Government officials to support mental health initiatives.

    Prior to his appointment, Mr. Kapur worked as Director of the Sustainable Developments Goals (SDG) Program, National Association of Somalia between 2023 and 2024.  From 2021 to 2023, he served as Adviser to the Vice-President of Liberia.

    He holds a Master of Arts in psychology from Kalinga University, a Master of Science in counselling and psychotherapy from the Institute for Behavioural and Management Sciences Chittoor and a Bachelor of Arts in applied psychology from Amity University.

    MIL OSI United Nations News –

    April 3, 2025
  • MIL-OSI Security: NATO Defence College Field Studies Visit to NATO HQ on 19 March

    Source: NATO

    On 19 March, the NATO Defense College (NDC) conducted a Field Studies visit to NATO HQ, International Military Staff, providing a unique learning opportunity for the Senior Course (SC) and NATO Regional Cooperation Course (NRCC) participants. This visit, which is an integral part of the NDC curriculum, allows course members to engage with national, regional, and global decision-makers while gaining firsthand insights into security policies, armed forces, and cultural values.

    The visit was attended by 121 participants, with 75 from “SC-146”, 36 from “NRCC-36”, and the remaining attendees from NDC staff. The program included a diverse and comprehensive schedule. The opening session featured a welcome address, keynote, and Q&A with Lt Gen Janusz Adamczak, Director General of the International Military Staff (IMS).

    This was followed by a panel discussion on the theme “NATO’s Deterrence and Defence: Strategic Imperatives for the Alliance”, with contributions from Mr. Angus Lapsley (Assistant Secretary General, Defence Planning Policy), Major General Ulf Haeussler (Director, Operations and Planning Division, IMS), Mr. Thijs van der Plas (Dutch Permanent Representative to NATO), and Lieutenant General Jérôme Goisque (French Military Representative to NATO).

    The group was briefed on NATO’s approach to defence and industry’s role in building capabilities from senior experts across the NATO structure. Further sessions also included “NATO Cooperation Security and Military Cooperation” and “NATO’s Assessment of the Terrorist Threat”.

    This visit was a valuable opportunity for NDC participants to gain a deeper understanding of NATO’s strategic direction and key areas of defense and security cooperation.

    MIL Security OSI –

    April 3, 2025
  • MIL-OSI: WISeKey, OISTE Foundation, Abraham House (AbrahamID.Com), and GFLI Announce Major Milestone in Landmark Global Initiative to Deliver Digital Identity to Over One Billion People

    Source: GlobeNewswire (MIL-OSI)

    WISeKey, OISTE Foundation, Abraham House (AbrahamID.Com), and GFLI Announce Major Milestone in Landmark Global Initiative to Deliver Digital Identity to Over One Billion People

    New York | April 2, 2025 – WISeKey International Holding (“WISeKey” or the “Company”) (NASDAQ: WKEY; SIX: WIHN), in collaboration with the OISTE Foundation, Abraham House, and the Global Financial Literacy Initiative (GFLI), today announced significant progress in the global AbrahamID.com initiative, a groundbreaking humanitarian technology project aimed at providing secure digital identities to more than one billion unbanked and underserved individuals worldwide.

    See more information by visiting this video – https://drive.google.com/file/d/1MXJSQmftxPGo_Yc47R-7_i07km5Ldvkl/view?usp=drivesdk.

    This transformative initiative was first introduced at the World Economic Forum in Davos in January 2025, where it received global media coverage, including features in the Financial Times and other leading international outlets. It will be officially launched tomorrow in New York during the Partners for Prosperity Summit, an event hosted by FinFit in collaboration with Salary Finance, and powered by SHINE at Harvard. The summit is not just a gathering—it is a global catalyst for systems-level change, bringing together innovators, policy-makers, philanthropists, and technologists committed to reshaping the future of inclusion, equity, and prosperity.

    At the heart of this announcement is the launch of the AbrahamID.com platform, now live and operational. Through this secure digital portal, individuals from every corner of the globe can create their verified digital identity, opening the door to critical services and opportunities that were previously out of reach. These include access to financial services, healthcare, education, employment, voting systems, and social safety nets, especially in regions where individuals lack official documentation or access to banking systems.

    Built on WISeKey’s WISeID platform and underpinned by the OISTE Foundation’s global cryptographic Root of Trust, the platform utilizes cutting-edge blockchain, AI, and post-quantum cryptography to ensure data integrity, privacy, and cross-border interoperability. These identities are tamper-proof, privacy-respecting, and legally recognized—making them suitable for use by individuals, NGOs, and governments in both the physical and digital domains.

    This initiative directly supports multiple United Nations Sustainable Development Goals (SDGs), including SDG 1 (No Poverty), SDG 4 (Quality Education), SDG 8 (Decent Work and Economic Growth), SDG 9 (Industry, Innovation and Infrastructure), SDG 10 (Reduced Inequalities), and SDG 16 (Peace, Justice and Strong Institutions). By addressing the fundamental right to identity and financial access, the AbrahamID project lays the foundation for social and economic inclusion at an unprecedented scale.

    The platform is especially transformative for marginalized populations—refugees, displaced persons, women in rural communities, youth in informal labor markets, and migrant workers—who often remain invisible to formal systems due to the lack of identification. AbrahamID offers these individuals a secure and portable identity solution that is lightweight, mobile-compatible, and functional even in low-bandwidth environments.

    To complement the digital infrastructure, the initiative integrates the work of the Global Financial Literacy Initiative (GFLI), co-founded by James Rosebush and Daniel Shakhani. GFLI provides practical, culturally relevant financial education to empower individuals with the tools to manage money, plan for the future, and break free from poverty. Combined with digital identity, this dual approach equips individuals not just with access, but with the agency and knowledge to fully engage in today’s digital economy.

    “Digital identity is the gateway, but financial literacy is the roadmap,” said James Rosebush, a globally recognized financial advisor, author, and former senior advisor to President Ronald Reagan. “Together, they enable people to not just survive—but thrive. We’re proud to contribute to this historic effort that bridges technology and humanity.”

    Daniel Shakhani, co-founder of Abraham House, emphasized the moral urgency behind the mission. “As the world becomes more digitized, millions are being left behind. Without identity, people are denied opportunity, justice, and dignity. Abraham House exists to bring together the world’s most forward-thinking minds and ensure innovation serves humanity equitably. This partnership with WISeKey and GFLI is about impact at scale—driving global justice, economic empowerment, and digital inclusion.”

    Co-founded by Shakhani and Jennifer de Broglie, Abraham House serves as a global convener dedicated to solving systemic humanitarian challenges through collaboration, diplomacy, and entrepreneurship. With the AbrahamID.com platform now active, this vision is being brought to life as a real-time, scalable solution for peace and prosperity.

    The technology behind this initiative—WISeID—offers not just a tool for access, but a framework for trusted, ethical, and future-proof digital citizenship. Legally binding digital signatures, encrypted communications, and post-quantum protections ensure that even the most vulnerable individuals are shielded from rising cybersecurity threats and misuse of AI. In an age where identity fraud, digital surveillance, and algorithmic bias disproportionately affect underserved populations, this platform provides digital dignity and control over personal data.

    The range of immediate applications is vast and deeply impactful. Migrant workers can receive secure remittances, patients can access healthcare records, students can register for education, and entrepreneurs can apply for microloans. In fragile states and diaspora communities, digital identity can also restore civic participation by enabling secure digital voting and engagement in public decision-making.

    WISeKey, along with its subsidiaries—including SEALSQ, WISe.ART, WISeSat, and SEALCOIN—continues to pioneer responsible, human-centric innovation. As a Swiss-based global technology leader, WISeKey is committed to embedding trust, privacy, and resilience at the core of digital ecosystems, working toward a future where technology uplifts, protects, and empowers every person.

    Governments, NGOs, corporations, and individuals are now invited to join this global movement by visiting www.AbrahamID.com, where they can register identities, support deployments, and become part of the mission to digitally and financially empower over one billion people.

    #AbrahamID #DigitalDignity #OneBillionStrong #FinancialInclusion #IdentityForAll #TechForGood #SDGs #WISeID #OISTE #AbrahamHouse #GFLI #DigitalInclusion #HumanCentricAI

    About Abraham House
    Abraham House is a global organisation dedicated to fostering peace, collaboration, and innovation. It unites individuals and organisations to address global challenges and deliver tangible benefits for future generations.

    About the Global Financial Literacy Initiative (GFLI)
    Founded by James Rosebush and Daniel Shakhani, GFLI is a UK-registered charity under Kingdom Network and a 501(c)(3) organisation in the United States. It partners with leading organisations to drive financial literacy and stability at scale.

    About WISeKey

    WISeKey International Holding Ltd (“WISeKey”, SIX: WIHN; Nasdaq: WKEY) is a global leader in cybersecurity, digital identity, and IoT solutions platform. It operates as a Swiss-based holding company through several operational subsidiaries, each dedicated to specific aspects of its technology portfolio. The subsidiaries include (i) SEALSQ Corp (Nasdaq: LAES), which focuses on semiconductors, PKI, and post-quantum technology products, (ii) WISeKey SA which specializes in RoT and PKI solutions for secure authentication and identification in IoT, Blockchain, and AI, (iii) WISeSat AG which focuses on space technology for secure satellite communication, specifically for IoT applications, (iv) WISe.ART Corp which focuses on trusted blockchain NFTs and operates the WISe.ART marketplace for secure NFT transactions, and (v) SEALCOIN AG which focuses on decentralized physical internet with DePIN technology and house the development of the SEALCOIN platform.

    Each subsidiary contributes to WISeKey’s mission of securing the internet while focusing on their respective areas of research and expertise. Their technologies seamlessly integrate into the comprehensive WISeKey platform. WISeKey secures digital identity ecosystems for individuals and objects using Blockchain, AI, and IoT technologies. With over 1.6 billion microchips deployed across various IoT sectors, WISeKey plays a vital role in securing the Internet of Everything. The company’s semiconductors generate valuable Big Data that, when analyzed with AI, enable predictive equipment failure prevention. Trusted by the OISTE/WISeKey cryptographic Root of Trust, WISeKey provides secure authentication and identification for IoT, Blockchain, and AI applications. The WISeKey Root of Trust ensures the integrity of online transactions between objects and people. For more information on WISeKey’s strategic direction and its subsidiary companies, please visit www.wisekey.com.

    Disclaimer
    This communication expressly or implicitly contains certain forward-looking statements concerning WISeKey International Holding Ltd and its business. Such statements involve certain known and unknown risks, uncertainties and other factors, which could cause the actual results, financial condition, performance or achievements of WISeKey International Holding Ltd to be materially different from any future results, performance or achievements expressed or implied by such forward-looking statements. WISeKey International Holding Ltd is providing this communication as of this date and does not undertake to update any forward-looking statements contained herein as a result of new information, future events or otherwise.

    This press release does not constitute an offer to sell, or a solicitation of an offer to buy, any securities, and it does not constitute an offering prospectus within the meaning of the Swiss Financial Services Act (“FinSA”), the FinSa’s predecessor legislation or advertising within the meaning of the FinSA. Investors must rely on their own evaluation of WISeKey and its securities, including the merits and risks involved. Nothing contained herein is, or shall be relied on as, a promise or representation as to the future performance of WISeKey.

    Press and Investor Contacts

    WISeKey International Holding Ltd
    Company Contact: Carlos Moreira
    Chairman & CEO
    Tel: +41 22 594 3000
    info@wisekey.com 
    WISeKey Investor Relations (US) 
    The Equity Group Inc.
    Lena Cati
    Tel: +1 212 836-9611
    lcati@equityny.com

    The MIL Network –

    April 3, 2025
  • MIL-OSI USA: King Cosponsors Effort to Repeal Anti-Voter Executive Order

    US Senate News:

    Source: United States Senator for Maine Angus King
    WASHINGTON, D.C. — U.S. Senator Angus King (I-ME) joined his colleagues on legislation that would defend voting rights for all Americans. The Defending America’s Future Elections Act would repeal an Executive Order (EO) that instructs the federal government to review voter registration lists and inserts the federal government into each state’s voting process to prosecute election crimes in states the White House believes are not in compliance with federal law. If implemented, the burdensome voter documentation requirements in the executive order would likely disenfranchise millions of eligible American voters.
    In addition to repealing the executive order, the legislation prevents any federal funds from being transferred to or used by the Department of Government Efficiency (DOGE) to access state voter registration lists, records concerning voter list maintenance activities, federal databases, or other public or private state records related to federal elections. This provision is important because the EO provides DOGE with subpoena power to pursue this data, which could be used to purge eligible voters from state voter rolls. Noncitizen voting is already a federal crime and incredibly rare, with an analysis of Heritage Foundation data identifying only 68 such cases out of nearly 2 billion votes cast over four decades.
    “Since its ratification in 1788, the U.S. Constitution has guided America’s system of government and has been the blueprint for freedom and democracy around the globe,” Senator King said. “The continued success of our unique experiment in self-government relies on each successive generation understanding our shared past, national values, and the framers’ careful – though imperfect – work. If we truly want a government of the people, by the people, and for the people, we must make sure the people have the tools and perspective needed to play their part. The Defending America’s Future Elections Act would ensure that the people can continue to vote for the elected officials that they believe best represent their interests. Not only is this Executive Order illegitimate, it’s also inefficient – there are laws and election boards already in place to maintain the sanctity of the vote.”
    Joining King on the legislation are Senators Alex Padilla (D-CA), Cory Booker (D-NJ), Mazie Hirono (D-HI), Amy Klobuchar (D-MN), Jeff Merkley (D-OR), Jack Reed (D-RI), Adam Schiff (D-CA), Elissa Slotkin (D-MI), Peter Welch (D-VT), Sheldon Whitehouse (D-RI), and Ron Wyden (D-OR).
    Senator King has long championed increasing civic engagement and historical literacy, especially among younger Americans. As a former member of the Senate Rules Committee, he previously introduced a bipartisan bill, the Civics Secure Democracy Act, which would make a $1 billion annual investment in civics and history at K-12 and higher education institutions across the country. He also introduced bipartisan legislation to designate a National High School Seniors Voter Registration Day to encourage school districts nationwide to help high school seniors register to vote.
    Full text of the bill is available here.

    MIL OSI USA News –

    April 3, 2025
  • MIL-OSI Global: Uganda’s electricity distribution is changing hands – what’s at stake

    Source: The Conversation – Africa – By Peter Twesigye, Research Lead: Power Market Reforms and Regulation, University of Cape Town

    Uganda’s electricity sector is at a turning point, as Umeme Limited’s 20-year concession draws to a close. Umeme was the first private distribution operator in anglophone Africa. For nearly two decades, the listed company was the dominant distributor of electricity to the country’s 2.3 million clients. However, Uganda decided in 2022 not to renew the licence on expiry, citing high power tariffs and low electricity access rates.

    Umeme’s departure and the transfer of distribution assets back to the state-owned Uganda Electricity Distribution Company (UEDCL) has sparked controversy. It centres on a US$235 million compensation claim by Umeme. The final settlement could shape power tariffs, the sector’s financial sustainability and investment needs in the country. Peter Twesigye, who researches power market reform, regulation and utility performance in Africa, examines the big questions.

    The numbers behind the controversy

    The flashpoint is the amount the government must pay Umeme to bring the business back under state control. Umeme has demanded US$235.96 million. It says this amount represents its undepreciated and unrecovered investments: costs it hasn’t got back through electricity tariffs or transfers from government.

    The auditor general, representing the government, initially pegged unrecovered investments at US$190.99 million and gave parliament the green light to seek loans to repay Umeme. This was however revised down to US$118 million, which the government has paid. The outstanding gap is more than US$117 million, a 50% difference, which is very large.

    Umeme has, for now, accepted the US$118 million, but has disputed this as the final settlement. It will claim more money and potentially also penalties arising from the government’s failure to pay in full by 31 March 2025. Umeme’s board has a fiduciary duty not to lose shareholders’ capital.

    The buyout amount is more than just a settlement. It will serve as the initial asset base for Uganda Electricity Distribution Company Ltd, which will allow it to provide a service in the future. It will influence the setting of electricity tariffs and the company’s ability to secure funding for investments to ensure service continuity. This benefit is often misunderstood.

    What’s at stake

    At the heart of this debate lies a complex interplay of legal, financial, economic and national risk exposure.

    It will have far-reaching implications for affordability and industrial competitiveness in Uganda, particularly for energy-intensive sectors. A higher asset base reflects greater invested capital, enabling revenue sufficiency to cover the cost of capital, operating expenses and depreciation. This financial strength allows the utility or sector to maintain service delivery, improve electricity reliability and quality, and expand the network to meet demand without relying on subsidies.

    A lower asset base on the other hand reflects under-investment. This could create the risk of poor service delivery and limit the company’s ability to expand or modernise infrastructure. Most importantly it could deter private investors in the sector due to the limited revenue recovery opportunities. The sub-sectors affected could include electricity generation, transmission or distribution.

    Uganda’s prior success in attracting investments in generation was partly due to the presence of Umeme. The utility provided robust governance, commercial and revenue collection guarantees. With its exit, Uganda will find it more challenging to draw in private capital under public governance arrangements.

    For now, the government has adopted the auditor general’s lower valuation of US$118 million. Based on my tariff model analysis, this will give rise to a long-term equilibrium distribution tariff – reflecting cost and state subsidies – of 9.2 cents cents per kilowatt-hour (kWh). That is 7.94% lower than Umeme’s 10 cents per kWh.

    It may appear to be a small reduction in tariff in the short term. But it may prove unsustainable in the long term as there are significant infrastructure investment needs. To meet them, the company will need continued direct state subsidies, which Umeme did not get.

    It remains to be seen whether the government can keep providing subsidies.




    Read more:
    Why merging Uganda’s electricity sector agencies is a bad idea


    Beyond tariffs, how Uganda handles this transition matters. It could send a signal to international investors about its reliability as an investment destination. A harmonious resolution would reassure current and prospective investors.

    A contentious fallout, such as arbitration or judicial proceedings, could heighten perceptions of risk to foreign investors. It could also push up the cost of capital to 15.82%, or 582 basis points higher than the base estimate of 10%. This would stem from perceived fears of expropriation of investments by the government.

    Any default on Uganda’s part could trigger punitive financial penalties immediately. These are contractual commitments and obligations, so it’s up to courts of arbitration to decide. If the government fails to pay (in full) within 30 days of 31 March, penalties and interest rates on overdue amounts will escalate from 10% to as high as 20%, depending on the delay period.

    Failure to honour these commitments could also lead to lawsuits in international courts or debt collection efforts by ruthless venture capital firms. These scenarios would impose even greater costs on Uganda’s economy and global reputation.

    Penalties could add to Uganda’s financial obligations and strain public resources further.

    Limited options for Uganda

    The avoidable financial and legal penalties would be costly for consumers and the national treasury. Another potential impact to watch is the country’s overall investment risk profile. This could influence the future cost of capital (interest rates) and premiums that investors would charge.




    Read more:
    Competition in South Africa’s electricity market: new law paves the way, but it won’t be a smooth ride


    It is imperative not to raise the cost of capital for Uganda, which still lacks adequate electricity infrastructure. If the dispute over the buyout price results in investors wanting a higher return for their risk, the impact on tariffs would be even worse than paying the price Umeme wants.

    What Uganda should do

    By addressing these challenges decisively and transparently, Uganda can turn this transition into an opportunity. It can strengthen its energy sector and set a precedent for effective management of public-private partnerships. The government should explore these recommendations:

    • establish a negotiation team of legal, financial, regulatory and energy experts to reconcile valuation differences transparently and negotiate amicably with Umeme

    • secure financing proactively to avoid penalty interest and ensure timely payment

    • keep stakeholders informed, to maintain public trust and investor confidence

    • equip Uganda Electricity Distribution Company to take over and prevent service disruptions

    • build strong governance systems within the utility

    • work in partnership with the private sector.

    The choices made now will be felt for years to come.

    Peter Twesigye 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. Uganda’s electricity distribution is changing hands – what’s at stake – https://theconversation.com/ugandas-electricity-distribution-is-changing-hands-whats-at-stake-253412

    MIL OSI – Global Reports –

    April 3, 2025
  • MIL-OSI Global: Fake online shops rely on tech skills: what drives Cameroon’s web developers to assist online fraudsters

    Source: The Conversation – Africa – By Suleman Lazarus, Visiting Fellow, Mannheim Centre for Criminology, London School of Economics and Political Science

    When people discuss online fraud, the focus is often on those who directly deceive victims. Little attention is given to those who enable these crimes by providing the digital infrastructure necessary for deception.

    This digital infrastructure includes reliable access to electricity and the internet, as well as digital tools such as proxy servers, spoofing software, phishing kits and virtual private networks. Those involved must possess technical competencies in areas like web development, social engineering and systems maintenance, skills that are critical for sustaining fraudulent operations behind the scenes.

    Research on cybercrime is expanding in west Africa, particularly studies of Nigeria and Ghana. But Cameroon is understudied. This gap in research has obscured a pervasive problem in Cameroon: website developers who create digital storefronts for fraudsters.

    Pet scams are a particularly common type of online fraud perpetrated by Cameroonian fraudsters. This is a form of non-delivery fraud in which victims are tricked into paying for animals that do not exist. Typically, these fake pet websites target prospective pet buyers in countries like the US, Canada and Australia by advertising nonexistent pedigree puppies and kittens as well as exotic animals such as parrots, macaws and tortoises.

    Rather than focusing on the fraudsters themselves, our study examined the infrastructure that enables this fraud to happen and the hidden networks of actors who make deception possible. Our research sheds light on a little-known group of enablers: website developers in anglophone Cameroon who knowingly build fake shopping websites.

    Through interviews with 14 website developers engaged in this illicit trade, we explored the socio-economic and political forces that drive their participation.

    Our findings showed that a mix of economic hardship, social norms and cultural beliefs drive fraud enablement in Cameroon. Our study highlights the need for a more nuanced understanding of cybercrime. The website developers in Cameroon do not fit the typical profile of a fraudster. They see themselves as skilled workers navigating a complex socio-political landscape where survival often comes before morality, given that Cameroon, under Paul Biya’s presidency of more than 40 years, has experienced widespread poverty, instability and an uncertain succession struggle.

    To address fraud effectively, interventions must go beyond simply punishing offenders. Instead, efforts should focus on dismantling the structures that allow fraud to thrive, starting with those who enable it.

    Why fraudsters choose this activity

    A central theme emerging from our interviews was the impact of the Ambazonian Crisis, an ongoing separatist conflict in Cameroon’s anglophone regions. The crisis began as peaceful demonstrations in 2016 when trade unionists and lawyers protested against the mandatory use of the French language in schools and law courts. By 2017, these protests had turned violent as armed separatist groups emerged within the anglophone regions, engaging in sporadic conflict with government forces. The separatists called for the secession of the two anglophone regions, referring to them as Ambazonia. The conflict has since escalated. Reports estimate that the violence has led to approximately 6,000 civilian deaths, the displacement of 600,000 people within Cameroon, and the forced migration of over 77,000 people into Nigeria as refugees.

    The website developers we interviewed described how daily gunfire, displacement and political instability had made it difficult to secure stable employment and find clients.

    Interviewees cited frequent power outages and internet blackouts as barriers to working with legitimate clients.

    As one developer put it:

    There are times when we go without electricity or network for days. I might have a legitimate client, but if the power goes out, I lose the job. Fraudsters, on the other hand, don’t care about delays. They are always there with another request.

    Ghost-town protests, where separatists enforce economic shutdowns and force people to stay in their homes, further limit opportunities for legitimate business. In this unstable environment, undertaking website development for fraudsters became one of the few steady income streams.

    A second theme was spiritual beliefs. We found that spiritual beliefs had an impact on decision-making. Developers rationalised their work by distinguishing between fraud and fraud enablement. Directly perpetrating fraud against victims, they believed, carried spiritual consequences, while simply building websites for fraudsters did not. Some fraudsters in west Africa visit a so-called “juju priest”, who may demand animal sacrifice and even murder in return for their blessing. The website developers we spoke to did not want to get involved in this.

    One of the developers shared his fears about spiritual repercussions:

    Scammers who do rituals for money, they don’t last. Most of the time, you see them dying at the age of 20 or 30. I don’t want to be involved in that. But making websites? That’s different. I’m not the one taking the money.

    A third theme in our findings was the Big Boy culture, a subculture that glorifies online fraud as a symbol of success. In some west African communities, fraudsters who display their wealth through expensive cars, clothes and lifestyles are seen as role models rather than criminals.

    Vanesa, a developer, explained:

    Everybody wants to chill with the Big Boys. Fraudsters want to be seen as superstars, and that means spending money like celebrities.

    The normalisation of internet fraud in some circles has created a perception that financial success justifies the means by which it is achieved. While some developers disapproved of fraudsters’ extravagant lifestyles, others saw it as a model of economic survival to aspire to.

    Rethinking fraud prevention

    These findings challenge the simplistic notion that the internet inherently enables fraud. Instead, fraud thrives within a complex ecosystem that includes not just the perpetrators but also the enablers who facilitate deception for economic, political, and cultural reasons.

    A more effective fraud prevention strategy should address the enablers of cybercrime, not just the scammers.

    This means:

    • providing alternative economic opportunities for tech-savvy youth

    • investing in reliable infrastructure to support legitimate business development

    • understanding cultural attitudes to create more effective awareness campaigns

    • recognising the role of spiritual beliefs in shaping perceptions of crime and morality.

    The authors do not work for, consult, own shares in or receive funding from any company or organisation that would benefit from this article, and have disclosed no relevant affiliations beyond their academic appointment.

    – ref. Fake online shops rely on tech skills: what drives Cameroon’s web developers to assist online fraudsters – https://theconversation.com/fake-online-shops-rely-on-tech-skills-what-drives-cameroons-web-developers-to-assist-online-fraudsters-252429

    MIL OSI – Global Reports –

    April 3, 2025
  • MIL-OSI Global: Put a finger down if TikTok has made you think you have ADHD

    Source: The Conversation – Canada – By Vasileia Karasavva, PhD student, Department of Psychology, University of British Columbia

    ADHD is a neurodevelopmental condition that affects around five to nine per cent of children and around five per cent of adults in Canada. (Shutterstock)

    Young adults love TikTok. In 2024, the app had nearly 2.5 billion active users, 60 per cent of them under 35 years old. Increasingly, young people are turning to TikTok for advice and information on a range of topics and issues, and that includes mental health information to guide their health-care decisions.

    Among those topics is attention-deficit/hyperactivity disorder (ADHD). Content about ADHD is thriving on TikTok, with videos using related hashtags garnering tens of billions of views.

    However, navigating and accessing reliable health-care information online can be challenging, especially for people from marginalized communities who often feel like their concerns are dismissed or minimized.

    At the University of British Columbia’s Promoting Equitable, Affirming Relationships Lab, we are exploring whether that’s more helpful or harmful.

    What is ADHD?

    ADHD is a neurodevelopmental condition that affects around five to nine per cent of children and around five per cent of adults in Canada.

    Common ADHD symptoms include difficulties with inattention (trouble focusing, losing things or making mistakes), hyperactivity (fidgeting or restlessness) and impulsivity (interrupting others or struggling with patience).

    There is no single way to have ADHD, and one person’s experiences can be very different from some one else. Diagnosis involves a thorough and fairly long evaluation, often including interviews, questionnaires and reports from family members, teachers or co-workers.

    Content about ADHD is thriving on TikTok, however, navigating and accessing reliable health-care information online can be challenging.
    (Shutterstock)

    ADHD on TikTok

    Many adults with ADHD who don’t fit the archetype of a young boy with hyperactivity can often be left undiagnosed and struggle with their symptoms. TikTok offers a space where people from all backgrounds and walks of life can share their experiences, find community and discuss how ADHD manifests for them and how they manage it.

    At the same time, short and engaging content is TikTok’s bread and butter. Creators who want to go viral are incentivized to make bold claims.

    For example, procrastination can be a sign of ADHD. However, while procrastination is more common in people with ADHD, it is also something that occurs in other mental health conditions like depression, and is something that everyone does at least a little bit from time to time.

    But on TikTok, procrastination might be framed as a clear-cut sign of ADHD, making viewers question whether they have it. Some creators also present exaggerated actions that are funny, like walking into things, as being among ADHD symptoms, when clumsy walking is not something that usually happens to people with ADHD.

    ADHD content on TikTok

    In our recently published study, we had two clinical psychologists who research and treat ADHD watch the top 100 most popular #ADHD TikToks. They looked at how accurate the information was, according to professional standards, and how helpful they found the videos in teaching people about ADHD.

    Many of the videos were incredibly popular, averaging more than half a million views and almost 100,000 likes.

    However, we found that 94 per cent of these videos didn’t cite any reliable sources. This tracks with the fact that more than half of the claims made in the videos were not backed up by science and did not match the official diagnostic criteria of ADHD, according to the psychologists who evaluated them.

    Even more concerning, many of the videos were trying to sell something or asking for money through Venmo or Amazon Wishlists.

    How does ADHD content affect TikTok users?

    Next, we wanted to understand how these videos impact viewers. We recruited 843 undergrads between the ages of 18 and 25 with varying experiences with ADHD (professionally diagnosed, self-diagnosed, or did not have ADHD). Participants watched the videos that the psychologists had rated as the top five and bottom five.

    We found that the young adults who watched more TikToks about ADHD were also less critical of them, giving a higher score to the bottom psychologist-rated TikToks.

    A high diet of ADHD-related content was also related to the way that users viewed ADHD. The young adults who watched more TikToks about ADHD also estimated that ADHD was almost seven to 10 times more prevalent than it actually is in the general population and felt worse about their own symptoms.

    We also asked participants how confident they were about having ADHD three times: Before watching any TikToks; right after watching TikToks; and after watching a short video from a clinical psychologist breaking down what the TikToks got right and wrong.

    People with an official ADHD diagnosis stayed confident about their ADHD throughout. However, those who initially didn’t think they had ADHD became less sure after watching the TikToks, while those who self-diagnosed became more convinced they had ADHD.

    After watching the psychologist video, those without ADHD regained their confidence that they didn’t actually have ADHD. However, those who self-diagnosed stayed just as convinced they had ADHD, even after hearing the psychologist’s explanation.

    Takeaway message

    We don’t want our research to scare away people from discussing their symptoms and finding community online. TikTok can be a great place to express yourself and find others with similar struggles.

    Instead, we want to urge people to be more critical of the content they consume and consider that it might not fully represent ADHD.

    For example, if you are seeking mental-health information on social media, you can:

    1) Check the source. Is the information posted by a reputable organization (for example, medical institutions, universities, research centres, ADHD advocacy groups)?

    2) Look for expertise. What are the content creator’s credentials? Are they a doctor or a registered clinical psychologist?

    3) Crosscheck information. Does the information match up with authoritative information from other sources relying on research like the Centers of Disease Control, World Health Organization or other medical authorities?

    4) Be wary of absolutes. Remember, ADHD is complex.

    5) Follow the money. Is the content creator trying to sell you something (like supplements that claim to cure ADHD, ADHD coaching, ADHD diagnosis website).

    The bottom line is that we need more accurate information about ADHD on social media. But the solution isn’t just better content. We need to tackle barriers to health-care access and rebuild trust between young people and mental-health experts.

    Vasileia Karasavva receives funding from the Vanier Canada Graduate Scholarship.

    Amori Yee Mikami receives funding from the Canadian Institutes of Health Research and the Social Sciences and Humanities Council of Canada.

    – ref. Put a finger down if TikTok has made you think you have ADHD – https://theconversation.com/put-a-finger-down-if-tiktok-has-made-you-think-you-have-adhd-250000

    MIL OSI – Global Reports –

    April 3, 2025
  • MIL-OSI Africa: Uganda’s electricity distribution is changing hands – what’s at stake

    Source: The Conversation – Africa – By Peter Twesigye, Research Lead: Power Market Reforms and Regulation, University of Cape Town

    Uganda’s electricity sector is at a turning point, as Umeme Limited’s 20-year concession draws to a close. Umeme was the first private distribution operator in anglophone Africa. For nearly two decades, the listed company was the dominant distributor of electricity to the country’s 2.3 million clients. However, Uganda decided in 2022 not to renew the licence on expiry, citing high power tariffs and low electricity access rates.

    Umeme’s departure and the transfer of distribution assets back to the state-owned Uganda Electricity Distribution Company (UEDCL) has sparked controversy. It centres on a US$235 million compensation claim by Umeme. The final settlement could shape power tariffs, the sector’s financial sustainability and investment needs in the country. Peter Twesigye, who researches power market reform, regulation and utility performance in Africa, examines the big questions.

    The numbers behind the controversy

    The flashpoint is the amount the government must pay Umeme to bring the business back under state control. Umeme has demanded US$235.96 million. It says this amount represents its undepreciated and unrecovered investments: costs it hasn’t got back through electricity tariffs or transfers from government.

    The auditor general, representing the government, initially pegged unrecovered investments at US$190.99 million and gave parliament the green light to seek loans to repay Umeme. This was however revised down to US$118 million, which the government has paid. The outstanding gap is more than US$117 million, a 50% difference, which is very large.

    Umeme has, for now, accepted the US$118 million, but has disputed this as the final settlement. It will claim more money and potentially also penalties arising from the government’s failure to pay in full by 31 March 2025. Umeme’s board has a fiduciary duty not to lose shareholders’ capital.

    The buyout amount is more than just a settlement. It will serve as the initial asset base for Uganda Electricity Distribution Company Ltd, which will allow it to provide a service in the future. It will influence the setting of electricity tariffs and the company’s ability to secure funding for investments to ensure service continuity. This benefit is often misunderstood.

    What’s at stake

    At the heart of this debate lies a complex interplay of legal, financial, economic and national risk exposure.

    It will have far-reaching implications for affordability and industrial competitiveness in Uganda, particularly for energy-intensive sectors. A higher asset base reflects greater invested capital, enabling revenue sufficiency to cover the cost of capital, operating expenses and depreciation. This financial strength allows the utility or sector to maintain service delivery, improve electricity reliability and quality, and expand the network to meet demand without relying on subsidies.

    A lower asset base on the other hand reflects under-investment. This could create the risk of poor service delivery and limit the company’s ability to expand or modernise infrastructure. Most importantly it could deter private investors in the sector due to the limited revenue recovery opportunities. The sub-sectors affected could include electricity generation, transmission or distribution.

    Uganda’s prior success in attracting investments in generation was partly due to the presence of Umeme. The utility provided robust governance, commercial and revenue collection guarantees. With its exit, Uganda will find it more challenging to draw in private capital under public governance arrangements.

    For now, the government has adopted the auditor general’s lower valuation of US$118 million. Based on my tariff model analysis, this will give rise to a long-term equilibrium distribution tariff – reflecting cost and state subsidies – of 9.2 cents cents per kilowatt-hour (kWh). That is 7.94% lower than Umeme’s 10 cents per kWh.

    It may appear to be a small reduction in tariff in the short term. But it may prove unsustainable in the long term as there are significant infrastructure investment needs. To meet them, the company will need continued direct state subsidies, which Umeme did not get.

    It remains to be seen whether the government can keep providing subsidies.


    Read more: Why merging Uganda’s electricity sector agencies is a bad idea


    Beyond tariffs, how Uganda handles this transition matters. It could send a signal to international investors about its reliability as an investment destination. A harmonious resolution would reassure current and prospective investors.

    A contentious fallout, such as arbitration or judicial proceedings, could heighten perceptions of risk to foreign investors. It could also push up the cost of capital to 15.82%, or 582 basis points higher than the base estimate of 10%. This would stem from perceived fears of expropriation of investments by the government.

    Any default on Uganda’s part could trigger punitive financial penalties immediately. These are contractual commitments and obligations, so it’s up to courts of arbitration to decide. If the government fails to pay (in full) within 30 days of 31 March, penalties and interest rates on overdue amounts will escalate from 10% to as high as 20%, depending on the delay period.

    Failure to honour these commitments could also lead to lawsuits in international courts or debt collection efforts by ruthless venture capital firms. These scenarios would impose even greater costs on Uganda’s economy and global reputation.

    Penalties could add to Uganda’s financial obligations and strain public resources further.

    Limited options for Uganda

    The avoidable financial and legal penalties would be costly for consumers and the national treasury. Another potential impact to watch is the country’s overall investment risk profile. This could influence the future cost of capital (interest rates) and premiums that investors would charge.


    Read more: Competition in South Africa’s electricity market: new law paves the way, but it won’t be a smooth ride


    It is imperative not to raise the cost of capital for Uganda, which still lacks adequate electricity infrastructure. If the dispute over the buyout price results in investors wanting a higher return for their risk, the impact on tariffs would be even worse than paying the price Umeme wants.

    What Uganda should do

    By addressing these challenges decisively and transparently, Uganda can turn this transition into an opportunity. It can strengthen its energy sector and set a precedent for effective management of public-private partnerships. The government should explore these recommendations:

    • establish a negotiation team of legal, financial, regulatory and energy experts to reconcile valuation differences transparently and negotiate amicably with Umeme

    • secure financing proactively to avoid penalty interest and ensure timely payment

    • keep stakeholders informed, to maintain public trust and investor confidence

    • equip Uganda Electricity Distribution Company to take over and prevent service disruptions

    • build strong governance systems within the utility

    • work in partnership with the private sector.

    The choices made now will be felt for years to come.

    – Uganda’s electricity distribution is changing hands – what’s at stake
    – https://theconversation.com/ugandas-electricity-distribution-is-changing-hands-whats-at-stake-253412

    MIL OSI Africa –

    April 3, 2025
  • MIL-OSI Africa: Fake online shops rely on tech skills: what drives Cameroon’s web developers to assist online fraudsters

    Source: The Conversation – Africa – By Suleman Lazarus, Visiting Fellow, Mannheim Centre for Criminology, London School of Economics and Political Science

    When people discuss online fraud, the focus is often on those who directly deceive victims. Little attention is given to those who enable these crimes by providing the digital infrastructure necessary for deception.

    This digital infrastructure includes reliable access to electricity and the internet, as well as digital tools such as proxy servers, spoofing software, phishing kits and virtual private networks. Those involved must possess technical competencies in areas like web development, social engineering and systems maintenance, skills that are critical for sustaining fraudulent operations behind the scenes.

    Research on cybercrime is expanding in west Africa, particularly studies of Nigeria and Ghana. But Cameroon is understudied. This gap in research has obscured a pervasive problem in Cameroon: website developers who create digital storefronts for fraudsters.

    Pet scams are a particularly common type of online fraud perpetrated by Cameroonian fraudsters. This is a form of non-delivery fraud in which victims are tricked into paying for animals that do not exist. Typically, these fake pet websites target prospective pet buyers in countries like the US, Canada and Australia by advertising nonexistent pedigree puppies and kittens as well as exotic animals such as parrots, macaws and tortoises.

    Rather than focusing on the fraudsters themselves, our study examined the infrastructure that enables this fraud to happen and the hidden networks of actors who make deception possible. Our research sheds light on a little-known group of enablers: website developers in anglophone Cameroon who knowingly build fake shopping websites.

    Through interviews with 14 website developers engaged in this illicit trade, we explored the socio-economic and political forces that drive their participation.

    Our findings showed that a mix of economic hardship, social norms and cultural beliefs drive fraud enablement in Cameroon. Our study highlights the need for a more nuanced understanding of cybercrime. The website developers in Cameroon do not fit the typical profile of a fraudster. They see themselves as skilled workers navigating a complex socio-political landscape where survival often comes before morality, given that Cameroon, under Paul Biya’s presidency of more than 40 years, has experienced widespread poverty, instability and an uncertain succession struggle.

    To address fraud effectively, interventions must go beyond simply punishing offenders. Instead, efforts should focus on dismantling the structures that allow fraud to thrive, starting with those who enable it.

    Why fraudsters choose this activity

    A central theme emerging from our interviews was the impact of the Ambazonian Crisis, an ongoing separatist conflict in Cameroon’s anglophone regions. The crisis began as peaceful demonstrations in 2016 when trade unionists and lawyers protested against the mandatory use of the French language in schools and law courts. By 2017, these protests had turned violent as armed separatist groups emerged within the anglophone regions, engaging in sporadic conflict with government forces. The separatists called for the secession of the two anglophone regions, referring to them as Ambazonia. The conflict has since escalated. Reports estimate that the violence has led to approximately 6,000 civilian deaths, the displacement of 600,000 people within Cameroon, and the forced migration of over 77,000 people into Nigeria as refugees.

    The website developers we interviewed described how daily gunfire, displacement and political instability had made it difficult to secure stable employment and find clients.

    Interviewees cited frequent power outages and internet blackouts as barriers to working with legitimate clients.

    As one developer put it:

    There are times when we go without electricity or network for days. I might have a legitimate client, but if the power goes out, I lose the job. Fraudsters, on the other hand, don’t care about delays. They are always there with another request.

    Ghost-town protests, where separatists enforce economic shutdowns and force people to stay in their homes, further limit opportunities for legitimate business. In this unstable environment, undertaking website development for fraudsters became one of the few steady income streams.

    A second theme was spiritual beliefs. We found that spiritual beliefs had an impact on decision-making. Developers rationalised their work by distinguishing between fraud and fraud enablement. Directly perpetrating fraud against victims, they believed, carried spiritual consequences, while simply building websites for fraudsters did not. Some fraudsters in west Africa visit a so-called “juju priest”, who may demand animal sacrifice and even murder in return for their blessing. The website developers we spoke to did not want to get involved in this.

    One of the developers shared his fears about spiritual repercussions:

    Scammers who do rituals for money, they don’t last. Most of the time, you see them dying at the age of 20 or 30. I don’t want to be involved in that. But making websites? That’s different. I’m not the one taking the money.

    A third theme in our findings was the Big Boy culture, a subculture that glorifies online fraud as a symbol of success. In some west African communities, fraudsters who display their wealth through expensive cars, clothes and lifestyles are seen as role models rather than criminals.

    Vanesa, a developer, explained:

    Everybody wants to chill with the Big Boys. Fraudsters want to be seen as superstars, and that means spending money like celebrities.

    The normalisation of internet fraud in some circles has created a perception that financial success justifies the means by which it is achieved. While some developers disapproved of fraudsters’ extravagant lifestyles, others saw it as a model of economic survival to aspire to.

    Rethinking fraud prevention

    These findings challenge the simplistic notion that the internet inherently enables fraud. Instead, fraud thrives within a complex ecosystem that includes not just the perpetrators but also the enablers who facilitate deception for economic, political, and cultural reasons.

    A more effective fraud prevention strategy should address the enablers of cybercrime, not just the scammers.

    This means:

    – Fake online shops rely on tech skills: what drives Cameroon’s web developers to assist online fraudsters
    – https://theconversation.com/fake-online-shops-rely-on-tech-skills-what-drives-cameroons-web-developers-to-assist-online-fraudsters-252429

    MIL OSI Africa –

    April 3, 2025
  • MIL-OSI: NIL Data Reveals Brand Motivations—with Basketball Players Taking the Lead

    Source: GlobeNewswire (MIL-OSI)

    STAMFORD, Conn., April 02, 2025 (GLOBE NEWSWIRE) — SponsorUnited, the leading global sports and entertainment sponsorship intelligence platform, today released its 2024-25 NIL Endorsements Report. This report explores key trends, insights, and future opportunities in this dynamic and rapidly evolving landscape.

    With March Madness in full swing, spectators are seeing some of the top-endorsed Name, Image, and Likeness (NIL) athletes earn their stripes on and off the court. That ranges from top-endorsed players like UNC’s RJ Davis and USC’s JuJu Watkins to McNeese State University’s Amir Khan, the first student manager to capture brand endorsement deals. NIL endorsements, which launched in 2021, have experienced significant changes over the past 12 months, but an even more transformative shift may be on the horizon. The House v. NCAA settlement, with a final approval hearing scheduled for April 7, could usher in a new era of revenue-sharing by allowing schools to pay their athletes—and potentially redefine the business of college athletics.

    “Brands are getting smarter—and more strategic—about how they approach NIL. Some are going all-in on high-profile athletes to maximize exposure during marquee events like March Madness, while others are placing early bets on under-the-radar talent with big upside,” said Bob Lynch, Founder and CEO of SponsorUnited. “Whether it’s a star player, scout team standout, or student manager, the common thread is that brands are leaning into storytelling, real-time relevance, and the cultural currency these athletes now carry. NIL has evolved from a test-and-learn phase into a core part of the sports marketing playbook.”

    Key report findings include:

    Basketball players overwhelmingly top endorsement ranks
    Fittingly, as the sports world is focused on the Men’s and Women’s NCAA Basketball Tournaments, the majority (seven) of the top 10 most-endorsed college athletes–male and female–are basketball players.

    Technology, Beverage, and Retail brand categories are on the rise
    As the NIL market continues to grow, certain industry categories are emerging, while others are scaling back. Categories on the rise include technology with over 375 deals, non-alcoholic beverage and retail, each with over 200 deals. Meanwhile, traditionally dominant categories such as Apparel & Accessories, are shifting strategies. Though still holding the largest share of NIL deals (over 470), the category saw a dip in total volume.

    Casual, story-driven social posts have highest engagement
    Top-performing social posts within NIL deals thrive on humor, authenticity, and subtle branding, seamlessly integrating CTAs without feeling like ads.

    Top brands showcase diverse, attention-grabbing strategies
    While many brands are increasing their NIL investments, it’s how they’re activating those deals that stand out. Some of the most notable brand activations from the top 10 brands include those from Raising Cane’s (2nd, 69 deals), Hollister (T-6th, 46), Uber (T-6th, 46), and Nintendo (9th, 35).

    View the full report here.

    About SponsorUnited
    Launched in 2018, SponsorUnited is the leading global sports and entertainment intelligence platform, delivering actionable data and insights to build stronger marketing partnerships. We provide unrivaled knowledge across the sponsorship and media landscape so our clients can make impactful decisions that drive business.

    With over 403,000 brands, 2.2 million deals, and 21.1 million data points across sports, entertainment, media, and talent, our SaaS platform enables brands, rights holders, and agencies to partner more effectively. By delivering real-time trends, on-demand research, and the most comprehensive data available, we connect the entire sponsorship ecosystem and are rewriting the partnership playbook.

    Visit https://sponsorunited.com/ to learn more and discover exclusive data and insights to make intelligent partnership decisions at speed and scale.

    The MIL Network –

    April 3, 2025
  • MIL-OSI Global: South Africa’s civil servants are missing skills, especially when it comes to technology – report

    Source: The Conversation – Africa – By Mashupye Herbert Maserumule, Professor of Public Affairs, Tshwane University of Technology

    South Africa’s goal since 2012 has been to build a capable and developmental state to address the twin challenges of poverty and inequality. The country’s National Development Plan defines a capable state as “well-run and effectively coordinated state institutions with skilled public servants”. A transformative and developmental role is about “consistently delivering high quality services” for the good of society.

    To meet these goals, the country requires people in government with the necessary technological skills. This has been shown to be true in analysis of how governments from various regions worldwide have responded to technology as part of the Fourth Industrial Revolution.

    A lesson that has emerged, particularly from most countries in the global north, is that technology skills are not simply a trend but a means to manage public affairs more effectively. Examples of areas they are used in include big data, artificial intelligence and robotics.

    A new study has looked at how South Africa is faring in developing skills for the future of work in the public sector. The National Development Plan had earlier highlighted that planning for skills development in this sector was inadequate.

    We were part of the research team for this project, as academics affiliated with various universities who have also written extensively on public administration and building state capacity.

    The study found that most South African government officials were familiar with the technologies of the Fourth Industrial Revolution. But they were not familiar with how these technologies could be used to improve the efficiency of the state. In addition, officials in government departments that interact directly with citizens lacked the technologies and tools essential to take advantage of the new breakthroughs in technology.

    We caution in the report that as much as technology skills have helped improve state efficiency, mainly in the global north, they can’t make up for all administrative inadequacies – including thievery from the state, which besets South Africa’s democracy.

    Equally important are human cognitive skills and ethical competencies. The report found that these too were a challenge in the public service.

    The report concludes that the government needs to urgently invest in revamping the way civil servants are trained. In particular, it must invest in continuous professional development. While technological capabilities are key, the report recommends that basic human skills and competencies are equally essential. To achieve this will require the development of a dynamic human resources system.

    The gaps

    The research found that civil servants were aware of technologies available in the market. But they didn’t connect them to their jobs, or have a view on how they could make the state more efficient.

    For example, they didn’t know how big data, artificial intelligence, robotics, or the automation of public administration could be used to improve public service. Being aware of these technologies and using them to the maximum advantage of public administration are two distinct things.

    The study also found that officials in some departments that interact directly with citizens – like home affairs and social development – lacked the technological tools and devices that could improve service delivery.

    The study also showed that technology skills alone cannot create public value in a digitally illiterate society.

    Interviewees emphasised the need for strategic and critical thinking skills, the ability to discern right from wrong and the commitment to do what is right.

    These skills remain essential in a constantly evolving world that faces complex policy challenges related to, among other things, climate change, demographic shifts, poverty, unemployment and inequality.

    They argued that technology should be viewed as a tool to complement human effort.

    Related to this, they emphasised fundamental human values that must underpin the character of the public service, like respect, care, human dignity, compassion and altruism.

    Another problem that was identified was the state’s human resources system said to be ineffective. HR Connect was initiated in 2009 as an integrated human resources system.

    The report found that human resources management practices were compliance-driven. They were primarily geared to demonstrate how the budget allocation for training and development had been used rather than also examining the impact of these interventions.

    What’s needed

    Continuous professional development is what’s needed. The New Public Management template for state reform emerged in the 1980s along neo-liberal lines. It has been a staple of public administration education and the training of public servants ever since. The approach involves teaching civil servants how to apply business principles to manage state affairs. They are taught that citizens are customers.

    However, the report concludes that the system “has failed to fulfil its central promise of efficiency” where this was measured only as the economic value rather than social effectiveness, foregrounding the wellbeing of citizens.

    This points to the need to replenish public service skills and competencies. This is where continuous professional development becomes critical.

    Another recommendation is that the government must invest in the technologies of the Fourth Industrial Revolution. This should include “data infrastructure, systems and human resources to efficiently utilise data in decision making”.

    Some say HR Connect is inactive, implying it is inherently flawed. If that is the case, it must be replaced with a better personnel management system.

    The study was conducted by the Public Service Sector Education and Training Authority (PSETA), in partnership with the Tshwane University of Technology’s (TUT) Institute for the Future of Work (IFOW).

    Mashupye Herbert Maserumule received funding for his PhD studies from National Research Foundation(NRF). He is affiliated with the South African Association of Public Administration and Management(SAAPAM).

    Ricky Mukonza is affiliated with the South African Association for Public Administration.

    Daniel Nkosinathi Mlambo, John Ntshaupe Molepo, Mogotsi Caiphus Maleka, Moraka Arthur Shopola, and Rasodi K Manyaka do not work for, consult, own shares in or receive funding from any company or organisation that would benefit from this article, and have disclosed no relevant affiliations beyond their academic appointment.

    – ref. South Africa’s civil servants are missing skills, especially when it comes to technology – report – https://theconversation.com/south-africas-civil-servants-are-missing-skills-especially-when-it-comes-to-technology-report-253277

    MIL OSI – Global Reports –

    April 3, 2025
  • MIL-OSI United Kingdom: DfE Update: 2 April 2025

    Source: United Kingdom – Executive Government & Departments

    Correspondence

    DfE Update: 2 April 2025

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

    Applies to England

    Documents

    DfE Update further education: 2 April 2025

    HTML

    DfE Update academies: 2 April 2025

    HTML

    DfE Update local authorities: 2 April 2025

    HTML

    Details

    Latest for further education

    Article Title
    Information 2025 to 2026 student financial support scheme guides published
    Information Maths and English continuous professional development grant competition
    Information Maths and English condition of funding academic year 2025 to 2026
    Information Post-16 budget grant and Teachers’ pension scheme employer contribution grants (TPSECG)
    Information 2025 to 2026 high needs operational guide has been updated
    Information FE initial teacher education (ITE) bursaries programme for academic year 2025 to 2026

    Latest information for academies

    Article Title
    Information The national non-domestic rates claim form for 2025 to 2026 is now open
    Information Pupil premium allocations for 2025 to 2026 financial year
    Information 2025 to 2026 student financial support scheme guides published
    Information Maths and English continuous professional development grant competition
    Information Maths and English condition of funding academic year 2025 to 2026
    Information Post-16 budget grant and Teachers’ pension scheme employer contribution grants (TPSECG)
    Information 2025 to 2026 high needs operational guide has been updated
    Information Capital funding to improve the condition of schools 2025 to 2026
    Events and webinars Risk protection arrangement (RPA) members only – stress workshop
    Events and webinars RPA members only – stress workshop

    Latest information for local authorities

    Article Title
    Information The national non-domestic rates claim form for 2025 to 2026 for local authorities who are also billing authorities is now open
    Information Section 251 budget collection 2025 to 2026
    Information Pupil premium allocations for 2025 to 2026 financial year
    Information Dedicated schools grant (DSG) 2024 to 2025 and 2025 to 2026 allocations
    Information Schemes for financing schools updated for 2025 to 2025
    Information 2025 to 2026 high needs operational guide has been updated
    Information 2025 to 2026 student financial support scheme guides published
    Information Maths and English continuous professional development grant competition
    Information Maths and English condition of funding academic year 2025 to 2026
    Information Post-16 budget grant and Teachers’ pension scheme employer contribution grants (TPSECG)
    Information Capital funding to improve the condition of schools 2025 to 2026
    Events and webinars Risk protection arrangement (RPA) members only – stress workshop
    Events and webinars RPA members only – stress workshop

    Updates to this page

    Published 2 April 2025

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    MIL OSI United Kingdom –

    April 3, 2025
  • MIL-OSI Russia: How to Test Drive Adulthood and Change Your City for the Better

    Translartion. Region: Russians Fedetion –

    Source: Saint Petersburg State University of Architecture and Civil Engineering – Saint Petersburg State University of Architecture and Civil Engineering – Participants of the Youth Parliament in the Legislative Assembly of Saint Petersburg

    Volunteering is helping with specific actions, and an active life position is promoting and implementing initiatives for the benefit of society. This is the motto of the first deputy chairman of the student council of SPbGASU, head of the Open For Students project Ivan Baranovsky (a third-year student of the Faculty of Engineering Ecology and Urban Economy) and the editor-in-chief of the student council of SPbGASU Alexandra Polyanskaya (a second-year master’s student of the Faculty of Architecture). They have already accumulated a solid baggage of good deeds, successfully implemented many ideas and, as they admit, do not intend to stop there. We talk to them about their initiatives, supported by the Youth Parliament under the Legislative Assembly of St. Petersburg, and the priority areas that they are developing.

    – How did your path to social activity and the volunteer movement begin?

    Ivan Baranovsky: The path of volunteering began in elementary school. What prompted it? Probably a simple desire to help. I realized that seeing happy faces in response, for whom you try to do something without asking for anything in return, is the most pleasant result. I get pleasure when I help people. Our university has a well-developed student government, thanks to which volunteering develops. In fact, we all do volunteering in one way or another throughout our lives: we help friends, the elderly, strangers. It became the starting point for me in active social activities.

    Alexandra Polyanskaya: I started doing social work back in the St. Petersburg State Academy of Art and Industry named after A. L. Stieglitz, where I joined the team of a grant project to create a media center. I have always been attracted by the opportunity to turn ideas into real products that others see and appreciate. And when I entered the master’s program at SPbGASU, I decided to continue what I had started: I joined the student council, completed the POTOK and Open for Students training programs. I wanted not just to study, but to create events, help the guys from the university, and develop the media direction. Volunteering and activism gave me the tools for this – from organizing events to working with people whose stories inspire.

    – What areas of volunteering are particularly in demand today and how are they developing in our university and city?

    Alexandra Polyanskaya: Media volunteering and projects related to patriotic education are in high demand now. For example, our university requires organizers, content creators, photographers, videographers, and designers to hold the events of the Golden Faculty or Architectural Seasons. This is a large team of diverse specialists, primarily from the student council media center, which trains these specialists to join its team under the Open for Students program. In addition, we are actively developing the media direction: in the last year alone, we have launched websites for elections, Olympiads, and workshops using neural networks. Such skills help activists in life: thanks to them, they can find a decent part-time job while studying. In St. Petersburg, there is a growing demand for projects that unite young people around common values: for example, helping the families of SVO participants or preserving historical memory. The state supports and encourages activists. Thus, Ivan received two honorary medals for his active civic position and contribution to public life.

    Ivan Baranovsky: When I learned about the awards, I was quite surprised: yes, I volunteered at the call of my heart, often went and collected humanitarian aid to the SVO zone, participated in charity events, helped the families of SVO participants, but I didn’t even think about any award. The first medal was awarded for assistance in conducting the Special Military Operation. The second medal, “Active Participant in the Volunteer Movement,” is for activities in the field of volunteerism.

    – What skills does active social activity help to develop?

    Ivan Baranovsky: Being active in public life develops communication and management skills, and most importantly, the ability to motivate your team to implement a project at the idea level. The student council is a small test drive of adult life: here you gain a lot of experience and expand your circle of acquaintances for the realization of yourself and others. The city has many opportunities for the comprehensive development of students, many youth organizations that also develop volunteering in one form or another.

    Alexandra Polyanskaya: Working in the student council of our university allows you to discover incredible opportunities in yourself that you never even knew about! Student council events became one of the compelling reasons for me to enroll in the master’s program at SPbGASU. Self-development in these areas is inevitable. For example, for the needs of the student council to implement our collective ideas, I mastered web design and the basics of UX/UI, although I had no experience in this area before. Organizing a workshop on neural networks for Young Design forced me to immerse myself in the world of AI tools in order to explain them clearly even to beginners. In general, volunteering for me is an opportunity to live thousands of lives at once, try myself in completely different areas and improve in what I already understand. Recently, Ksenia Vitsina, chairperson of the student council of SPbGASU, noted that after the student council, our guys want to work in the same active team, with a developed corporate culture.

    – You are taking part in the Youth Parliament of the Legislative Assembly of St. Petersburg of the second convocation. It is appropriate to note your personal growth. What are your achievements in this area?

    Ivan Baranovsky: The Youth Parliament of the Legislative Assembly of St. Petersburg is an advisory and consultative body that works on a voluntary basis. Its goal is to facilitate the activities of the Legislative Assembly in the area of legislative regulation of the rights and legitimate interests of young people. Our team of four people put forward an initiative to completely update the design of contactless smart cards (BSC) and contactless electronic smart cards (BEPK). This initiative passed the second reading, now all that remains is to hold a competition for the best design. I hope that this summer the design of the cards in St. Petersburg will completely change.

    I am also developing two initiatives for federal legislation: the first concerns the rules for advertising placement, the second is to supplement the Federal Law “On the Protection of Consumer Rights” (No. 2300-1). I will be able to tell you more about it later.

    Alexandra Polyanskaya: The Youth Parliament is a structure that helps active young people influence the life of the city. Here we support youth projects, interact with the city administration and promote ideas that are aimed at improving the life of the city and, in the long term, the country. Now, for example, we are developing socially useful ideas for federal legislative initiatives. I am working on ideas for the Federal Law on the Protection of Cultural Heritage, including the topic of zoological parks, which overlap with my master’s thesis. This topic combines two areas that excite me at once – architecture as a life’s work and love for animals.

    We have just started our activities in the Youth Parliament, but I am sure that there is a lot of good ahead, as we receive incredible support from the curator of the Youth Parliament, Advisor to the Legislative Assembly of St. Petersburg Maryana Borisovna Yakovleva.

    Vanya and I are on different committees, but I promote and defend his legislative initiatives, and Vanya helps me with project ideas. Our personnel reserve also includes the head of the SECOND HOM project, a student of the construction faculty, Olga Kostyleva.

    – How do you manage to combine your studies with active social activities? And what plans have you outlined for yourself?

    Ivan Baranovsky: It’s hard to combine. But I don’t intend to retreat: I need to successfully graduate from university, enroll in a master’s program, and implement all the ideas I have planned for 2025.

    Alexandra Polyanskaya: Strict planning helps to combine studies with active social activities. Without it, everything turns into chaos from a large number of different tasks. In such cases, notepads and reminder apps help. Although in reality, sometimes it is extremely difficult to manage everything due to the workload and specifics of the faculty. I prioritize my studies.

    At some point, there were so many tasks that I wanted to have a separate person to plan them, but nothing is impossible. You can contact Vanya and me on the topic of legislative and project initiatives: for example, now we are working on helping the SECOND HOM student council project hold the Russia-China festival. Vanya works more with projects, and I – in the field of legislation, mainly related to architecture and construction. Now I am also trying to improve my knowledge of legislation in general. At present, we are developing ideas for federal initiatives to solve certain problems. One of them is to provide students studying in a specialized field with the opportunity to participate in the examination of cultural heritage sites. I think it is very important for students to prove themselves in the professional field even before receiving a diploma, in order to gain initial experience. Then they are more likely to work in their profession, and good young people will come to the industry.

    I plan to enroll in graduate school and do not rule out that I will stay to work at the university in order to motivate the younger generation to take an active life position both in the professional environment and in public life.

    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 –

    April 3, 2025
  • MIL-OSI USA: Arts and Cultural Production Satellite Account, U.S. and States, 2023

    Source: US Bureau of Economic Analysis

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

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

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

    Nominal value added

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

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

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

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

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

    Employment

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

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

    Compensation

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

    Update of arts and cultural production statistics

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

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

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

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

    MIL OSI USA News –

    April 3, 2025
  • MIL-OSI Africa: South Africa’s civil servants are missing skills, especially when it comes to technology – report

    Source: The Conversation – Africa – By Mashupye Herbert Maserumule, Professor of Public Affairs, Tshwane University of Technology

    South Africa’s goal since 2012 has been to build a capable and developmental state to address the twin challenges of poverty and inequality. The country’s National Development Plan defines a capable state as “well-run and effectively coordinated state institutions with skilled public servants”. A transformative and developmental role is about “consistently delivering high quality services” for the good of society.

    To meet these goals, the country requires people in government with the necessary technological skills. This has been shown to be true in analysis of how governments from various regions worldwide have responded to technology as part of the Fourth Industrial Revolution.

    A lesson that has emerged, particularly from most countries in the global north, is that technology skills are not simply a trend but a means to manage public affairs more effectively. Examples of areas they are used in include big data, artificial intelligence and robotics.

    A new study has looked at how South Africa is faring in developing skills for the future of work in the public sector. The National Development Plan had earlier highlighted that planning for skills development in this sector was inadequate.

    We were part of the research team for this project, as academics affiliated with various universities who have also written extensively on public administration and building state capacity.

    The study found that most South African government officials were familiar with the technologies of the Fourth Industrial Revolution. But they were not familiar with how these technologies could be used to improve the efficiency of the state. In addition, officials in government departments that interact directly with citizens lacked the technologies and tools essential to take advantage of the new breakthroughs in technology.

    We caution in the report that as much as technology skills have helped improve state efficiency, mainly in the global north, they can’t make up for all administrative inadequacies – including thievery from the state, which besets South Africa’s democracy.

    Equally important are human cognitive skills and ethical competencies. The report found that these too were a challenge in the public service.

    The report concludes that the government needs to urgently invest in revamping the way civil servants are trained. In particular, it must invest in continuous professional development. While technological capabilities are key, the report recommends that basic human skills and competencies are equally essential. To achieve this will require the development of a dynamic human resources system.

    The gaps

    The research found that civil servants were aware of technologies available in the market. But they didn’t connect them to their jobs, or have a view on how they could make the state more efficient.

    For example, they didn’t know how big data, artificial intelligence, robotics, or the automation of public administration could be used to improve public service. Being aware of these technologies and using them to the maximum advantage of public administration are two distinct things.

    The study also found that officials in some departments that interact directly with citizens – like home affairs and social development – lacked the technological tools and devices that could improve service delivery.

    The study also showed that technology skills alone cannot create public value in a digitally illiterate society.

    Interviewees emphasised the need for strategic and critical thinking skills, the ability to discern right from wrong and the commitment to do what is right.

    These skills remain essential in a constantly evolving world that faces complex policy challenges related to, among other things, climate change, demographic shifts, poverty, unemployment and inequality.

    They argued that technology should be viewed as a tool to complement human effort.

    Related to this, they emphasised fundamental human values that must underpin the character of the public service, like respect, care, human dignity, compassion and altruism.

    Another problem that was identified was the state’s human resources system said to be ineffective. HR Connect was initiated in 2009 as an integrated human resources system.

    The report found that human resources management practices were compliance-driven. They were primarily geared to demonstrate how the budget allocation for training and development had been used rather than also examining the impact of these interventions.

    What’s needed

    Continuous professional development is what’s needed. The New Public Management template for state reform emerged in the 1980s along neo-liberal lines. It has been a staple of public administration education and the training of public servants ever since. The approach involves teaching civil servants how to apply business principles to manage state affairs. They are taught that citizens are customers.

    However, the report concludes that the system “has failed to fulfil its central promise of efficiency” where this was measured only as the economic value rather than social effectiveness, foregrounding the wellbeing of citizens.

    This points to the need to replenish public service skills and competencies. This is where continuous professional development becomes critical.

    Another recommendation is that the government must invest in the technologies of the Fourth Industrial Revolution. This should include “data infrastructure, systems and human resources to efficiently utilise data in decision making”.

    Some say HR Connect is inactive, implying it is inherently flawed. If that is the case, it must be replaced with a better personnel management system.

    The study was conducted by the Public Service Sector Education and Training Authority (PSETA), in partnership with the Tshwane University of Technology’s (TUT) Institute for the Future of Work (IFOW).

    – South Africa’s civil servants are missing skills, especially when it comes to technology – report
    – https://theconversation.com/south-africas-civil-servants-are-missing-skills-especially-when-it-comes-to-technology-report-253277

    MIL OSI Africa –

    April 3, 2025
  • MIL-OSI: H&R Block Contest Encourages Millions of Gig Workers to “Make It Legit”

    Source: GlobeNewswire (MIL-OSI)

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

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

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

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

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

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

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

    Make It Legit Contest

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

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

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

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

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

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

    The MIL Network –

    April 3, 2025
  • MIL-OSI: Notice of the Annual General Meeting of Orrön Energy AB

    Source: GlobeNewswire (MIL-OSI)

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

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

    Vote at the Annual General Meeting

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

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

    Important information regarding participation and voting

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

    Terms and conditions

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

    Structure and administration

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

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

    Peer Group

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

    Delivery of shares, costs etc.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

    Shareholders’ right to request information

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

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

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

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

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

    For further information, please contact:

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

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

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

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

    Attachment

    • PR – Notice AGM 2025 02042025en

    The MIL Network –

    April 3, 2025
  • MIL-OSI Global: From IBM to OpenAI: 50 years of winning (and failed) strategies at Microsoft

    Source: The Conversation – France – By Frédéric Fréry, Professeur de stratégie, CentraleSupélec, ESCP Business School

    Paul Allen (L) and Bill Gates in 1970 at Lakeside School in Seattle, Washington state, US. Microsoft was created five years later. Author unknown/Wikimedia

    Microsoft celebrates its 50th anniversary. This article was written using Microsoft Word on a computer running Microsoft Windows. It is likely to be published on platforms hosted by Microsoft Azure, including LinkedIn, a Microsoft subsidiary with over one billion users. In 2024, the company generated a net profit of $88 billion from sales worth $245 billion. Its stock market value is close to $3,000 billion, making it the world’s second-most valuable company behind Apple and almost on a par with NVidia. Cumulative profits since 2002 are approaching $640 billion.

    And yet, 50 years ago, Microsoft was just a tiny computer company founded in Albuquerque, New Mexico by two former Harvard students, Bill Gates and Paul Allen, aged 19 and 22. The twists and turns that enabled it to become one of the most powerful companies in the world are manifold, and can be divided into four distinct eras.

    First era: Bill Gates rides on IBM’s shoulders

    At the end of the 1970s, IBM was the computer industry’s undisputed leader. It soon realized that microcomputers developed by young Silicon Valley entrepreneurs, such as the Apple II, would eventually eclipse IBM’s mainframes, and so the IBM PC project was launched. However, it soon became clear that the company’s hefty internal processes would prevent it from delivering a microcomputer on schedule. It was therefore decided that various components of the machine could be outsourced using external suppliers.



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    Several specialized companies were approached to provide the operating system. They all refused, seeing IBM as the enemy to be destroyed, a symbol of centralized, bureaucratic computing. Mary Maxwell Gates, who sat on the board of an NGO next to the IBM chairman, suggested the name of her son William, nicknamed Bill, who had just founded Microsoft, and the first contact was established in 1980.

    The problem was that Microsoft was focused on a programming language called BASIC and certainly not specialized in operating systems. Not that this was ever going to be a problem for Bill Gates, who, with considerable nerve, agreed to sign a deal with IBM to deliver an operating system he didn’t have. Gates then purchased the QDOS system from Seattle Computer Products, from which he developed MS-DOS (where MS stands for Microsoft).

    Gates, whose father was a founding partner of a major Seattle law firm, then made his next move. He offered IBM a non-exclusive contract for the use of MS-DOS, which gave him the right to sell it to other computer companies. IBM, which was not used to subcontracting, was not suspicious enough: the contract brought fortunes to Microsoft and misery to IBM when Compaq, Olivetti and Hewlett-Packard rushed to develop IBM PC clones, giving birth to a whole new industry.

    Success followed for Microsoft. It not only benefited from IBM’s serious image, which appealed to businesses, but also received royalties on every PC sold on the market. In 1986, the company was introduced on the stock market. Bill Gates, Paul Allen and two of their early employees became billionaires, while 12,000 additional Microsoft employees went on to become millionaires.

    Second era: Windows, the golden goose (courtesy of Xerox)

    In the mid-1980s, microcomputers were not very functional: their operating systems, including Microsoft’s MS-DOS, ran with forbidding command lines, like the infamous C:/. This all changed in 1984 with the Apple Macintosh, which was equipped with a graphic interface (icons, drop-down menus, fonts, a mouse, etc.). This revolutionary technology was developed in Xerox’s research laboratory, even though the photocopy giant failed to understand its potential. On the other hand, Steve Jobs, Apple’s CEO, was largely inspired by it: to ensure the success of the Macintosh computer, Jobs asked Microsoft to develop a customized version of its office suite, in particular its Excel spreadsheet. Microsoft embraced the graphic interface principle and launched Windows 1 in 1985, which was soon followed by the Office suite (Word, Excel and PowerPoint).

    Over the following years, Windows was further improved, culminating in Windows 95, launched in 1995, with an advertising campaign costing over $200 million, for which Bill Gates bought the rights of The Rolling Stones’ “Start Me Up”. At the time, Microsoft’s world market share in operating systems exceeded 70%. This has hardly changed since.

    In 1997, Microsoft even went so far as to save Apple from bankruptcy by investing $150 million in its capital in the form of non-voting shares, which were sold back three years later. During one of his famous keynote speeches, Steve Jobs thanked Bill Gates by saying: “Bill, thank you. The world’s a better place.” This bailout also put an end to the lawsuit Apple had filed against Microsoft, accusing it of copying its graphic interface when designing the Windows operating system.

    Third era: bureaucratization, internal conflicts and a failed diversification strategy

    In the mid-1990s, computing underwent a new transformation with the explosion of the World Wide Web. Microsoft was a specialist in stand-alone PCs, with a business model based on selling boxed software, and it was ill-prepared for the new global networks. Its first response was to develop Internet Explorer, a browser developed from the takeover of the Mosaic browser designed by the Spyglass company, a bit like MS-DOS in its day. Internet Explorer was eventually integrated into Windows, prompting a lawsuit against Microsoft for abuse of its dominant position, which could have led to the company’s break-up. New competitors, such as Google with its Chrome browser, took advantage of these developments to attract users.

    In 2000, Bill Gates handed over his position as Microsoft CEO to Steve Ballmer, one of his former Harvard classmates, whose aim was to turn the company into an electronics and services company. Over the next fifteen years, Ballmer embarked on a series of initiatives to diversify the company by including video games (Flight Simulator), CD encyclopedias (Encarta), hardware (mice, keyboards), MP3 players (Zune), online web hosting (Azure), game consoles (Xbox), phones (Windows Phone), tablets and computers (Surface).

    While some of these products were successful (notably Azure and Xbox), others were bitter failures. Encarta was quickly swamped by Wikipedia and Zune was no match for Apple’s iPod. Windows Phone remains one of the greatest strategic blunders in the company’s history. In order to secure the company’s success in mobile telephony and compete with the iPhone, Microsoft bought the cell phone division of Finland’s Nokia for $5.4 billion in September 2013. The resulting integration was a disaster: Steve Ballmer wanted Microsoft’s phones to use a version of Windows 10, making them slow and impractical. Less than two years later, Microsoft put an end to its mobile phone operations, with losses amounting to $7.6 billion. Nokia was sold for just $350 million.

    One of the outcomes of Microsoft’s multiple business initiatives has been an explosion in the number of its employees, from 61,000 in 2005 to 228,000 in 2024. Numerous internal disputes broke out between different business units, which sometimes refused to work together.

    These turf wars, coupled with pervasive bureaucratization and effortless profitability (for each Windows installation, PC manufacturers pay around $50, while the marginal cost of the license is virtually zero), have hindered Microsoft’s capacity for innovation. Its software, including Internet Explorer 6 and Windows Vista, was soon mocked by users for its imperfections, which were continually plugged by frequent updates. As some people noted, Windows is equipped with a “safe” mode, suggesting that its normal mode is “failure”.

    Fourth era: is Microsoft the new cool (thanks to the Cloud and OpenAI)?

    In 2014, Satya Nadella replaced Steve Ballmer as head of Microsoft. Coming from the online services division, Nadella’s objective was to redirect Microsoft’s strategy online, notably by developing the Azure online web hosting business. In 2024, Azure became the world’s second-largest cloud service behind Amazon Web Services, and more than 56% of Microsoft’s turnover came from its online services. Nadella changed the company’s business model: software is no longer sold but available on a subscription basis, in the shape of products such as Office 365 and Xbox Live.

    Along the way, Microsoft acquired the online game Minecraft, followed by the professional social network LinkedIn, in 2016, for $26.2 billion (its largest acquisition to date), and the online development platform GitHub in 2018 for $7.5 billion.

    Between 2023 and 2025, Microsoft invested more than $14 billion in OpenAI, the company behind ChatGPT, giving it a particularly enviable position in the artificial intelligence revolution. ChatGPT’s models also contribute to Microsoft’s in-house AI, Copilot.

    Over the past 50 years, thanks to a series of bold moves, timely acquisitions and failed strategies to diversify, Microsoft has evolved significantly in its scope, competitive advantage and business model. Once stifled by opulence and internal conflicts, the company seems to have become attractive again, most notably to young graduates. Who can predict whether Microsoft will still exist in 50 years? Bill Gates himself says the opposite, but he may be bluffing.

    Frédéric Fréry ne travaille pas, ne conseille pas, ne possède pas de parts, ne reçoit pas de fonds d’une organisation qui pourrait tirer profit de cet article, et n’a déclaré aucune autre affiliation que son organisme de recherche.

    – ref. From IBM to OpenAI: 50 years of winning (and failed) strategies at Microsoft – https://theconversation.com/from-ibm-to-openai-50-years-of-winning-and-failed-strategies-at-microsoft-253576

    MIL OSI – Global Reports –

    April 3, 2025
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