Category: Energy

  • MIL-OSI Asia-Pac: Post event press release of Chennai roadshow held on 5th February, 2025

    Source: Government of India

    Posted On: 06 FEB 2025 9:29AM by PIB Delhi

    The Ministry of Development of North Eastern Region (MDoNER) hosted the North East Trade and Investment Roadshow in Chennai today. The roadshow evoked strong interest from potential investors who are eager to explore opportunities in the North Eastern States. The event was attended by the Hon’ble Minister, Ministry of Development of North Eastern Region & Ministry of Communications, Shri Jyotiraditya M. Scindia, alongwith Pu Lalnghinglova Hmar, Hon’ble Minister of Sports & Youth Services, Government of Mizoram, senior officials from MDoNER, North Eastern Council and North Eastern States.

    Hon’ble Minister, MDoNER mentioned that Hon’ble Prime Minister emphasized North East as India’s Asthalakshmi, a key economic asset poised for rapid industrialization. He highlighted the major development initiatives in the infrastructure sector that have taken place in the North Eastern Region under the leadership of Hon’ble Prime Minister during the last 10 years, inter-alia, including expanding air, road and rail connectivity, waterways etc. Hon’ble Minister MDoNER stated that each of the eight states of the North East embodies unique strengths, resources and opportunities, making this region an invaluable asset in India’s growth story. From its rich cultural diversity to its natural beauty and strategic location, the North Eastern Region holds immense potential to emerge as one of the country’s leading economic powerhouses. Its proximity to Southeast Asia also positions the North Eastern Region as a gateway to South East Asian countries, aligning perfectly with India’s Act East Policy. He also highlighted the potential of North Eastern States in various sectors such as Tourism & hospitality, Agri and allied industries, healthcare, entertainment & sports, infrastructure & logistics, IT & ITeS, Textiles, Handloom & Handicrafts, energy etc. He assured investors that the region’s youth, high literacy rates, and abundant natural resources make it an ideal destination for investment. Hon’ble Minister expressed his admiration for Chennai, calling it a “thriving IT powerhouse and a cradle of economic growth for India”. He acknowledged the city’s rich heritage, cutting-edge technology, and robust industrial ecosystem, drawing parallels between Chennai’s potential and North East India’s emerging economic landscape. Highlighting the North East India’s strengths in agriculture, food processing, tourism, and manufacturing, he urged Chennai’s entrepreneurs to invest in these sectors. He also underlined that North East holds 38% of India’s bamboo resources which offers great opportunity to furniture industry of Chennai. Further, the large untapped hydrocarbon reserves and hydropower generation potential of the North Eastern Region waiting to be harnessed. In his concluding remarks he invited investors to the North Eastern Region and play a key role in shaping the future of the region.

    Hon’ble Minister of Sports & Youth Services, Govt. of Mizoram in his address highlighted Mizoram’s immense investment opportunities despite being a small state with a population of just 11 lakh. He stated that with 55% of its land under horticulture, Mizoram produces GI-tagged ginger and chillies, along with mandarin oranges, papaya, and dragon fruit, offering significant potential in agriculture and food processing. The State is rich in bamboo cultivation, which still remains largely untapped. He also underlined that Mizoram is also positioning itself as a sports powerhouse and is aligned with India’s 2036 Olympic vision. Mizoram has also produced top sportspersons, therefore, the sports sector has great potential for investment. He also urged investors to explore other sectors such as tourism, infrastructure, food processing etc. for investment in the State of Mizoram.

    Shri Chanchal Kumar, Secretary, MDoNER in his address highlighted the immense investment potential of the North East, calling it a hub of innovation, cultural heritage, and economic opportunity. With breathtaking landscapes and a thriving tourism sector, the region has become increasingly attractive for investors. He highlighted that over the last 10 years, connectivity of the region has been transformed whether it is road, rail, air, water, and digital. The region’s economic growth has outpaced the national average, making it an ideal destination for businesses. Further, the North Eastern States have tailored, attractive policies aligned with the Central Government to encourage investment. He informed that Government has identified eight tourism sites to be developed as model tourist destinations across each of the North Eastern States through PPP mode.  He also underlined that IT & ITeS sector is growing faster in the North Eastern Region. Further, the agriculture and allied sectors offers unique products with immense economic potential. He stated that UNNATI scheme launched by Government of India provides attractive incentives for investment in the North Eastern Region. He also mentioned that with trilateral highways and the Kaladan project, the North East is set to become a key hub for medical tourism, catering to over 60 million people from neighbouring countries. The single-window system across the North Eastern States ensures ease of doing business. He urged the investors to visit, explore, and partner in North East India’s transformation.

    Shri Shantanu, Joint Secretary, MDoNER, in his address on advantage North East and Opportunities for Investment and Trade emphasized that North Eastern Region has rich untapped potential. He informed that during the last 10 years there is a remarkable improvement in connectivity to the North Eastern Region whether it’s air, rail, road or waterways. Over the past decade, the government has successfully completed numerous pending projects, benefiting local communities and millions of people through various schemes/initiatives. He stated that North East Region’s enabling infrastructure, strategic connectivity, higher working age population and an english-speaking workforce, makes it ideal for businesses targeting Southeast Asian markets.  He also highlighted the opportunities in the region in various sectors like IT & ITES, Healthcare, Agri and allied, Education & Skill Development, Sports & Entertainment, Tourism & Hospitality, Infrastructure and logistics; Textiles, Handlooms and Handicrafts and Energy. He stated that with ample opportunities across multiple sectors, North East India welcomes investors to explore its vast potential and be part of its growth journey.

    The representative of Department for Promotion of Industry and Internal Trade (DPIIT), under the Ministry of Commerce & Industry, gave a detailed presentation on the UNNATI Scheme, providing attendees with a comprehensive understanding of its benefits and associated incentives. He underlined that the UNNATI Scheme aims to boost industrialisation and economic growth in North East India. The scheme offers incentives to attract investors and manufacturing companies, supports the ‘Act East Policy,’ and promotes domestic manufacturing and services to reduce import dependence and enhance exports.

    Senior officials representing the North Eastern States shared actionable insights about the emerging opportunities across various sectors. The Chennai roadshow drew strong participation from industry leaders, further reinforcing the investment appeal of North East India. The event also featured several B2G meetings, providing investors with a platform to discuss their investment plans in the North Eastern Region.

    The Chennai roadshow concluded on a positive note, with participants expressing keen interest in exploring collaborative ventures in the North Eastern Region. The event not only fostered meaningful dialogue but also laid the groundwork for future partnerships, driving economic growth and sustainable development in the region. The event marked another milestone in a series of successful roadshows across India and showcased the untapped potential of North East India.

    *****

    Samrat/Dheeraj

    donerpib[at]gmail[dot]com

    (Release ID: 2100164) Visitor Counter : 51

    MIL OSI Asia Pacific News

  • MIL-OSI United Kingdom: Greens warn of burning world and call for faster government-backed transition

    Source: Green Party of England and Wales

    Responding to new data from the Copernicus Climate Change Service (1) showing that the global temperature was the highest on record for a January, Green Party co-leader Carla Denyer MP said: 

    “In light of this latest scientific evidence, it would be dangerously foolish to do anything to put our burning world in even greater danger. 

    “Yet that is exactly what the government is doing – determined to expand Heathrow and Gatwick airports and refusing to rule out giant new oil and gas fields at Rosebank and Jackdaw coming on stream. 

    “Indeed, Equinor, one of the oil giants wanting to exploit the Rosebank field, has decided to cut promised investments in renewables in favour of increased oil and gas production. (2) 

    “The government is sending totally the wrong signals to the markets. We need a government committed to speeding up the transition away from fossil fuels. The government must make it clear now that it will not allow new North Sea oil and gas drilling go ahead. 

    “We must also get serious about how we make our communities more resilient to the now-unavoidable impacts of climate change. We need our homes and our communities to be fit for the future.” 

    NOTES TO EDITORS 

    1. Climate puzzle persists with unexpectedly warm January – BBC News 
    1. Norwegian oil giant Equinor cuts green investment in half – BBC News 

    MIL OSI United Kingdom

  • MIL-OSI Video: International Atomic Energy Agency (IAEA) Director General on Assessment Mission to Ukraine

    Source: United Nations (Video News)

    The Director General of the International Atomic Energy Agency (IAEA), Rafael Mariano Grossi, is in Ukraine to assessing the damage to key electricity substations that are critical to the country’s nuclear safety. Grossi provides an overview of progress being made on new power plants being built in the Cherkasy a region in the centre of the country.

    https://www.youtube.com/watch?v=tcAO0fl3TLY

    MIL OSI Video

  • MIL-OSI Russia: Rosneft modernizes educational laboratories of leading universities and technical schools of the Samara region

    Translartion. Region: Russians Fedetion –

    Source: Rosneft – Rosneft – An important disclaimer is at the bottom of this article.

    Enterprises of the Samara group of NK Rosneft equipped educational laboratories of specialized institutions of higher and secondary vocational education in the Samara region with new equipment.

    With the support of the Company, the educational laboratory of the chemical engineering faculty of the Samara State Technical University (SamSTU) is equipped with modern pilot plants – analogues of real industrial oil refining facilities. On the new equipment in laboratory conditions, more than 200 students of SamSTU will be able to study and practice practical skills in conducting technological processes of oil refining – isomerization, catalytic cracking, reforming – and also simulate various production situations in conditions as close as possible to real production.

    Rosneft also actively participates in training personnel for oil refining, equipping student laboratories of the Novokuibyshevsk branch of SamSTU and the Novokuibyshevsk Petrochemical College (NNHT). With the assistance of the Company, the Petrochemical College acquired a training mini-unit for primary oil refining – a computer simulator complex for training in modeling technological processes. More than 600 students are trained on the simulator annually in the direction of training “Petrochemistry and Oil Refining”. Future operators, machine operators and machinists virtually simulate the processes of atmospheric distillation of oil during their training practice, pass demonstration exams, and prepare for the Championship of professional skills “Professionals”.

    Modern devices were purchased for the educational laboratory of the Department of Chemistry and Chemical Technology of the Novokuibyshevsk branch of SamSTU – an infrared Fourier spectrometer for determining aromatic hydrocarbons in oil fractions and a PE-5400VI spectrophotometer with a wide range of applications – from environmental and analytical laboratories of chemical enterprises to pharmaceuticals. The new equipment will expand the research capabilities and the topics of students’ scientific work.

    Rosneft’s long-term cooperation with the best specialized universities and colleges is aimed, first of all, at improving the level of training of students in the Chemical Technology area, which is in demand by the Company, and promotes the development of scientific research in promising areas of oil refining and petrochemistry. Every year, graduates of educational institutions join the teams of Rosneft enterprises, continue to engage in relevant research, and successfully defend their developments at scientific and technical conferences for young specialists of the Company.

    Reference:

    Rosneft provides support to educational organizations in all regions of its production activities. Currently, the Company cooperates with 189 educational partner organizations, including 73 universities and 58 colleges. The partnership is aimed at forming an external personnel reserve from among students.

    Department of Information and Advertising of PJSC NK Rosneft February 6, 2025

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

    MIL OSI Russia News

  • MIL-OSI Canada: Media Advisory: Infrastructure Announcement in Gaspé

    Source: Government of Canada News

    Members of the media are invited to an infrastructure announcement with the Honourable Diane Lebouthillier, Minister of Fisheries, Oceans and the Canadian Coast Guard and Member of Parliament for Gaspésie—Les Îles-de-la-Madeleine, Daniel Côté, Mayor of Gaspé and Daniel Bernier, President of the Board of Directors, Comité Centre Artistique de Cap-aux-Os.

    MIL OSI Canada News

  • MIL-OSI Africa: Oando’s Expansion in Africa’s Energy Sector to Take Center Stage at Invest in African Energy (IAE) 2025 in Paris

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

    PARIS, France, February 6, 2025/APO Group/ —

    Wale Tinubu, Group Chief Executive Officer will speak at the Invest in African Energy 2025 Forum in Paris this May. As one of Africa’s largest indigenous energy companies, Oando is experiencing significant growth, driven by its landmark acquisition of Eni’s Nigerian subsidiary last year and its recent expansion into Angola.

    In August 2024, Oando finalized the acquisition of a 100% shareholding in the Nigerian Agip Oil Company (NAOC) from Eni for $783 million. This strategic move increased Oando’s participating interests in OMLs 60, 61, 62 and 63 from 20% to 40%, effectively doubling the company’s total reserves to approximately one billion barrels of oil equivalent. With plans to scale production to 100,000 barrels per day by 2028, the acquisition solidifies Oando’s position as a key player in Nigeria’s upstream sector.

    IAE 2025 (http://apo-opa.co/4aMELLc) is an exclusive forum designed to facilitate investment between African energy markets and global investors. Taking place May 13-14, 2025 in Paris, the event offers delegates two days of intensive engagement with industry experts, project developers, investors and policymakers. For more information, please visit www.Invest-Africa-Energy.com. To sponsor or participate as a delegate, please contact sales@energycapitalpower.com.

    Oando continues to strengthen its presence across Africa with a significant milestone in Angola. Through its upstream subsidiary, Oando Energy Resources (OER), the company has been awarded operatorship of Block KON 13 in the onshore Kwanza Basin. Following a competitive bidding process organized by Angola’s National Agency for Petroleum, Gas and Biofuels, OER now holds a 45% participating interest and will lead the block’s development in partnership with Effimax and Sonangol. Strategically located in the prolific Kwanza Basin, Block KON 13 offers substantial exploration potential in both pre-salt and post-salt plays, with estimated prospective resources ranging between 770 million and 1.1 billion barrels of oil. Two exploration wells previously drilled to a depth of 3,000 meters have indicated the presence of oil and gas across various intervals.

    In addition to expanding its asset base, Oando is integrating artificial intelligence (AI) into its drilling operations to enhance efficiency and decision-making. By leveraging AI, the company aims to optimize resource utilization and improve performance in upcoming projects. This initiative reflects Oando’s commitment to adopting innovative technologies to maintain its leadership in the energy sector.

    MIL OSI Africa

  • MIL-OSI United Kingdom: £8 million for Port Talbot growth and regeneration project

    Source: United Kingdom – Executive Government & Departments

    A new project will support more than 100 jobs and eventually generate more than £87 million for the South Wales economy.

    £8.2 million more announced for growth and regeneration project in Port Talbot.

    • The first of the growth and regeneration projects in Port Talbot will receive £8.2 million from the Tata Steel / Port Talbot Transition Board.
    • Plans will support more than 100 jobs and eventually generate more than £87 million for the South Wales economy. 
    • Tata Steel / Port Talbot Transition Board has now allocated £51 million into the local community.

    More than 100 jobs are expected to be created and supported with the UK Government announcement of £8.2 million funding for the first regeneration project in Port Talbot with other projects set to follow. 

    Chairing the latest meeting of the Tata Steel Port Talbot Transition Board today (6 February) Welsh Secretary Jo Stevens will announce £8.2 million for the South Wales Industrial Transition from Carbon Hub (SWITCH) supporting more than 100 jobs. 

    The South Wales Industrial Transition from Carbon Hub project will redevelop a four-acre site at Harbourside, Port Talbot which will include the construction of additional shared space, undertake flood mitigation and the provision of specialist equipment. This investment will help establish an Innovation District in Port Talbot. 

    This will allow the development of a new facility targeted at supporting the steel and metal industry and supply chain to reduce carbon emissions in production. The facility is expected to create and support more than 100 jobs and eventually benefit the South Wales economy by £87 million.

    The latest funding comes from the UK Government’s £80m Tata Steel / Port Talbot Transition Board fund which, since last July, has announced £51 million to support individual steelworkers and businesses in Tata Steel’s supply chain to protect jobs and grow the local economy. The latest announcement is the first project to support growth and regeneration of the region. In the coming months, there will be up to £30 million (as part of the overall £80 million) put into growth and regeneration projects.   

    This funding supports the UK Government’s mission to kickstart economic growth and will help deliver the ambition to raise living standards in every part of the United Kingdom as set out its Plan for Change. 

    Welsh Secretary Jo Stevens said:  

    We said we would back the community of Port Talbot through Tata Steel’s transition and we continue to do exactly that.

    In just six months there has now been over £50 million announced by the Transition Board to support individual steelworkers and their families, businesses in the supply chain and now on a major regeneration project for the town.

    Millions more will follow and while this remains a very difficult time for Tata workers, their families and the community, we are determined to support our steel communities whatever happens.

    The Secretary of State will also ensure that work is progressing at pace to develop a range of wellbeing and mental health interventions. This work will prioritise the provision of mental health support, help build community cohesion, support the delivery of wellbeing initiatives and peer support within the local community including that currently delivered via local community and other support groups. Funding to support this work will be announced at the next transition board meeting.

    Cabinet Secretary for Economy, Energy and Planning Rebecca Evans said:

    This announcement builds on the investment that will be unlocked through the recent Celtic Freeport and other investments and innovation we are supporting in and around Port Talbot. 

    Working alongside our Transition Bard partners, we will continue to do everything we can to provide opportunities for growth wherever they arise as well as making sure that the right assistance and support is in place for those impacted by the Tata changes.

    The Leader of Neath Port Talbot Council, Cllr Steve Hunt, said:

    We welcome this extra tranche of funding as the SWITCH project will attract jobs and investment to Neath Port Talbot as it progresses over the next few years. It also means this area can build on its long history in the steel and metals industries to address the challenges of our time.” 

    Professor Helen Griffiths, Pro Vice Chancellor for Research and Innovation at Swansea University, said:

    SWITCH will leverage Swansea University’s history of uniting academia, industry, local authorities, and government. This significant investment will make Welsh research and innovation expertise even more accessible to business and industry, and help stimulate economic growth, provide long-term employment and foster a thriving community.

    The South Wales Industrial Transition from Carbon Hub (SWITCH) delivers research to support industrial decarbonisation transition. This announcement of Transition Board funding for the SWITCH Harboursideproject will create a new base for SWITCH. This will add to the facility’s £20 million funding from the Swansea Bay City Deal, which is also part-funded by the UK Government. 

    Updates to this page

    Published 6 February 2025

    MIL OSI United Kingdom

  • MIL-OSI: DNO Results Reflect Robust Kurdistan Production, North Sea Expansion

    Source: GlobeNewswire (MIL-OSI)

    Oslo, 6 February 2025 – DNO ASA, the Norwegian oil and gas operator, today reported 2024 revenues of USD 667 million on the back of stellar production in the Kurdistan region of Iraq in a year marked by continuing North Sea expansion.

    Cash from operations increased nearly 50 percent to USD 433 million year-on-year. Operating profit dropped to USD 6 million reflecting the Company’s decision to take non-cash impairments of USD 146 million in its accounts, part of which was previously reported.

    Net production climbed 50 percent year-on-year to 77,300 barrels of oil equivalent per day (boepd), to which Kurdistan contributed 59,000 boepd, North Sea 15,200 boepd and West Africa 3,100 boepd.

    At Kurdistan’s Tawke license (75 percent and operator), DNO increased gross production from the Tawke and Peshkabir fields by 70 percent year-on-year to 78,600 boepd in 2024, with oil sold at its Fish Khabur terminal as the Iraq-Türkiye export pipeline remained shut in. Sales prices averaged USD 35 per barrel with payments deposited into DNO’s international bank accounts ahead of deliveries. At these prices, Tawke license sales generate around USD 10 million per month of free cash flow to DNO.

    Maintaining strict capital spending discipline, DNO drilled no new wells on the Tawke license in 2024. Notwithstanding, output was increased by bringing three previously drilled wells onstream and by workovers and interventions on more than 20 other wells across the license.

    “Our Kurdistan team is doing a terrific job. Maintaining, never mind increasing, production from mature carbonate reservoirs without new drilling is rare, even exceptional,” said DNO’s Executive Chairman Bijan Mossavar-Rahmani. “In Norway, we are applying a similar ‘can-do’ spirit to get our barrels from a string of recent discoveries out of the ground and into the market and do so faster than is the norm here,” he added.

    In 2024, DNO took steps to expand its North Sea business by acquiring a 25 percent interest in the producing Arran field in the United Kingdom and interests in four producing fields and one development asset in the Norne area offshore Norway. Driven by contribution from these acquisitions, recovery of production in some fields following maintenance and Trym field restart, net North Sea production climbed to 19,000 boepd in the fourth quarter.

    Meanwhile, DNO is taking part in four ongoing North Sea field development projects expected to come online between 2025 and 2028 that represent proven and probable reserves of some 30 million barrels of oil equivalent net to the Company. Two other discoveries, namely Ofelia/Kyrre (10 percent) and Cuvette (20 percent) are nearing development decisions.

    Among the 2024 exploration highlights was the play-opening Othello light oil discovery (50 percent and operator), Norway’s second largest find last year. Prior to the discovery, DNO had already taken a strong acreage position in this area in close collaboration with Aker BP, host operator of nearby Valhall hub.

    Overall, the Company plans to drill between four (firm) and six North Sea exploration wells in 2025. Meanwhile, complementing its ongoing exploration activities, last month DNO was awarded 13 new licenses in Norway’s 2024 Awards in Predefined Areas (APA) licensing round, including four operatorships, by the Norwegian Ministry of Energy.

    Planned 2025 operational spend is ramped up to USD 750 million driven by increased North Sea activity.

    DNO’s robust balance sheet supports growth and distributions to shareholders. The Board of Directors yesterday authorized a dividend of NOK 0.3125 per share in February, maintaining the quarterly distribution at the same level as last quarter.

    A videoconference call with executive management will follow today at 14:00 (CET). Please visit www.dno.no to access the call.

    Key figures

      Full-Year 2024 Q4 2024 Q3 2024
    Gross operated production (boepd) 80,280 80,765 84,212
    Net production (boepd) 77,269 77,646 77,238
    Revenues (USD million) 667 177 171
    Operating profit/-loss (USD million) 6 -82 31
    Net profit/-loss (USD million) -27 -98 20
    Free cash flow (USD million) 59 -5 35
    Net cash/-debt (USD million) 99 99 134

    For further information, please contact:
    Media: media@dno.no
    Investors: investor.relations@dno.no

    DNO ASA is a Norwegian oil and gas operator active in the Middle East, the North Sea and West Africa. Founded in 1971 and listed on the Oslo Stock Exchange, the Company holds stakes in onshore and offshore licenses at various stages of exploration, development and production in the Kurdistan region of Iraq, Norway, the United Kingdom, Côte d’Ivoire, Netherlands and Yemen.

    This information is subject to the disclosure requirements pursuant to section 5-12 of the Norwegian Securities Trading Act.

    This information is subject to the disclosure requirements pursuant to Section 5-12 the Norwegian Securities Trading Act

    Attachments

    The MIL Network

  • MIL-OSI China: Scientists advance development of High-energy Underwater Neutrino Telescope

    Source: China State Council Information Office 2

    Chinese scientists have successfully launched a detector prototype for the High-energy Underwater Neutrino Telescope (HUNT) into the South China Sea, the Institute of High Energy Physics (IHEP) under the Chinese Academy of Sciences (CAS) announced Wednesday.
    The institute said the scientific research ship Tansuo-3 and the manned submersible Shenhai Yongshi (Deep Sea Warrior) helped precisely deploy the detectors at a predetermined location 1,600 meters below sea level.
    According to the IHEP, the detectors were also successfully connected to China’s undersea scientific observation network, a major national scientific and technological infrastructure.
    Neutrinos are highly penetrating particles that carry primordial information. Thus, they are an effective tool for studying the origins of high-energy cosmic rays and the evolution of celestial bodies.
    Chinese scientists have proposed the next-generation HUNT as a large-scale scientific device expected to lead the development of neutrino astronomy. The South China Sea is the only viable site for the telescope in China, which will cover approximately 600 square kilometers of sea area.
    A team of researchers from the IHEP, Ocean University of China, the Institute of Acoustics of the CAS, and other institutions are carrying out the project.

    MIL OSI China News

  • MIL-OSI USA: Senator Murray Stands Up For Federal Workers As Trump and Musk Try To Push Them Out

    US Senate News:

    Source: United States Senator for Washington State Patty Murray

    ***VIDEO HERE*** 

    ICYMI: Murray sends newsletter on Trump Administration’s “fork in the road” email

    ICYMI: Murray, Colleagues send letter to OPM demanding answers on Trump’s deceptive, legally dubious “Deferred Resignation” scheme

    Murray: “You all deserve so much better than to have a billionaire with no real understanding of what you do, come in, belittle your work, suggest he can do it better, and try to push you out the door.”

    Washington, D.C. — Today, U.S. Senator Patty Murray (D-WA), Vice Chair of the Senate Appropriations Committee, is helping lead Senate Democrats in holding the Senate floor for a full 30 hours ahead of a final confirmation vote on Russell Vought to serve as Director of the Office of Management and Budget.

    As Senator Murray delivered an hour-long floor speech on the Senate floor, she also specifically discussed the Trump Administration’s, “fork in the road” email to federal workers, and shared the stories she was hearing from Hanford workers back in Washington state, who are at threat of being laid off for no good reason:

    “So here’s what is important for everyone to know: first, there is no guarantee workers who accept this offer will get paid through September 30 as promised. Not only is there no funding for that time frame right now, but I personally am deeply skeptical of any offer from a President like Donald Trump, who has so consistently shown he will try to stiff workers at every opportunity. 

    “Being given only nine days to decide something like this should already be setting off alarm bells. That is a short amount of time to consider all of the financial impacts of potentially accepting the offer—including if and where you’d be able to find a new job, how this would impact benefits like health insurance and retirement, and more—and we know scammers often pressure people to act immediately. “

    “Additionally, the information being provided continues to change, and includes a lot of caveats. It claims you can rescind your resignation if you change your mind but that your job may no longer exist. If that happens, then tough luck. It claims that you aren’t expected to work if you accept the offer—expect in cases determined by each individual agency. It claims that you can stay in your current role—however there’s no guarantee your position will be needed. 

    “The lack of clear information and resources about exactly what will be allowed is rightfully creating confusion for the more than 56,000 federal workers across Washington state. To me, this leaves far too many questions unanswered. 


    […]


    “Here is my message to our federal workers. You do so much for our communities. And you all deserve so much better—than to have a billionaire with no real understanding of what you do come in, belittle your work, suggest he can do it better, and try to push you out the door. So, I hope you all will keep up the good work for the American people—and I will keep fighting for all of you as well.”

    The full text of Senator Murray’s remarks on the Trump administration’s offer to push folks out can be found below, and video can be found HERE.

    “And M. President, while I’m on the subject—I want to talk a bit about another scheme Elon Musk has cooked up. We are approaching the deadline set in the Trump Administration’s ‘Fork in the Road’ message, which claims—and I have to emphasize it merely claims—to give federal workers the option of a ‘deferred resignation’ that would allegedly allow workers to ‘retain all pay and benefits regardless of your daily workload and be exempted from all applicable in-person work requirements until September 30.’

    “I want to speak directly to all of our federal workers about this right now—because they deserve better than to be pushed out the door with a nine-day pressure tactic that comes with no clarity, no details, and a lot of questions left unanswered.

    “So here’s what is important for everyone to know: first, there is no guarantee workers who accept this offer will get paid through September 30 as promised. Not only is there no funding for that time frame right now, but I personally am deeply skeptical of any offer from a President like Donald Trump, who has so consistently shown he will try to stiff workers at every opportunity. 

    “Being given only nine days to decide something like this should already be setting off alarm bells. That is a short amount of time to consider all of the financial impacts of potentially accepting the offer—including if and where you’d be able to find a new job, how this would impact benefits like health insurance and retirement, and a lot more—and we all know scammers often pressure people to act immediately.

    “Additionally, the information being provided continues to change, and includes, by the way, a lot of caveats. It claims you can rescind your resignation if you change your mind but that your job may no longer exist. If that happens, then tough luck.

    “It claims that you aren’t expected to work if you accept the offer—except in cases determined by each individual agency.

    “It claims that you can stay in your current role—however there is no guarantee your position will be needed.
      

    “The lack of clear information and resources about exactly what will be allowed is rightfully creating confusion for the more than 56,000 federal workers in my state alone. To me, this leaves far too many questions unanswered.
     
     “Finally, I want to express a real gratitude for the federal workers who power so many essential services provided by our government. The American government is not Twitter—people rely on our federal workers and sometimes their work can be the difference between life and death.

    “Federal workers help inspect meat processing facilities, they make sure baby formula is safe, they approve lifesaving drugs and treatments, they manage our air traffic, help ensure clean drinking water, and there is so much more.

    “Where this administration continues to show outright hostility toward many of our federal workers, I want you to know, I will continue to fight for federal workers—everyone from Hanford workers, and the scientists at the Pacific Northwest National Laboratory, to the people who are making sure you get your Social Security check.

    “M. President—I got a letter this week from a Hanford worker. They started last year—hoping it would be a stable job that would let them provide for their family while making a difference in their community.

    “This employee has already been recognized several times for hard work—and then Elon Musk tried to push them out the door with his scammy buy out, and now they are on the list of employees who are at threat of being terminated for no good reason.

    “That is an utter betrayal—it is a betrayal of a hard-working parent, who did nothing wrong, and a betrayal of my Hanford community where Trump is undermining important environmental cleanup work.

    “Because at Hanford alone—which is already understaffed—there are nearly 30 people now on the chopping block: they are nuclear safety engineers, they are facility safety representatives, they are procurement and contracting personnel, they are attorneys, they are labor relations staff, and they are accountants.

    “How is firing nuclear safety engineers supposed to make anyone safer? Or better off? M. President, there are so many more stories like this already happening—or just around the corner.

    “I have heard Musk and Trump plan to cut workers at the Department of Energy by half. These are federal employees who put in long hours to support their families and to strengthen our country.

    “And for all their years of service, for all their sacrifice—Elon Musk is showing them the door and saying ‘don’t let it hit you on the way out.’ It’s wrong. It is ungrateful.

    “And for god’s sake—we’re talking about nuclear security here. Why on earth would anyone think it’s a good idea to cut corners!?

    “So here is my message to our federal workers. You do so much for our communities. And you all deserve so much better—than to have a billionaire with no real understanding of what you do come in, belittle your work, suggest he can do it better, and push you out the door. So, I hope you all will keep up the good work for the American people—and I want you to know, we will keep fighting for you as well.”

    MIL OSI USA News

  • MIL-OSI: LNG Energy Group Announces New Director Appointments

    Source: GlobeNewswire (MIL-OSI)

    TORONTO, Feb. 05, 2025 (GLOBE NEWSWIRE) — LNG Energy Group Corp. (TSXV: LNGE) (TSXV: LNGE.WT) (OTCQB: LNGNF) (FRA: E26) (the “Company” or “LNG Energy Group”) is pleased to announce the appointment of Mr. Chad McGuffin and Mr. Matt Molak to its Board of Directors of the Company, effective immediately.

    Mr. McGuffin is the President of Lewis Energy Group, L.P. (“LEG”) and Mr. Molak is the Chief Financial Officer of LEG. Effective immediately, Mr. Lawler and Mr. Jumper have resigned from the Board of Directors of the Company. The appointments are subject to the approval of the TSX Venture Exchange.

    About LNG Energy Group

    The Company is focused on the acquisition and development of oil and gas exploration and production assets in Latin America.

    For more information, please see below:

    Website:
    www.lngenergygroup.com

    Investor Relations:
    Angel Roa, Chief Financial Officer
    Email: investor.relations@lngenergygroup.com
    Telephone: +57-321-943-9396

    Find us on social media:
    LinkedIn: https://www.linkedin.com/company/lng-energy-group-inc/
    Instagram: @lngenergygroup
    X: @LNGEnergyCorp

    The MIL Network

  • MIL-OSI United Kingdom: Government rips up rules to fire-up nuclear power

    Source: United Kingdom – Executive Government & Departments

    More nuclear power plants will be approved across England and Wales as the Prime Minister slashes red tape to get Britain building – as part of his Plan for Change.

    • Prime Minister puts Britain back in the global race for nuclear energy.
    • Changes will allow for Small Modular Reactors for the first time.
    • Latest step in Government’s determination to grow the economy and deliver cleaner, more affordable energy.

    More nuclear power plants will be approved across England and Wales as the Prime Minister slashes red tape to get Britain building – as part of his Plan for Change.

    Reforms to planning rules will clear a path for smaller, and easier to build nuclear reactors – known as Small Modular Reactors –to be built for the first time ever in the UK. This will create thousands of new highly skilled jobs while delivering clean, secure and more affordable energy for working people.

    This is the latest refusal to accept the status quo, with the government ripping up archaic rules and saying not to the NIMBYs, to prioritise growth. It comes after recent changes to planning laws, the scrapping of the 3-strike rule for judicial reviews on infrastructure projects, and application of common-sense to environmental rules.

    For too long the country has been mired by delay and obstruction, with a system too happy to label decisions as too difficult, or too long term. The UK was the first country in the world to develop a nuclear reactor, but the last time a nuclear power station was built was back in 1995. None have been built since, leaving the UK lagging behind in a global race to harness cleaner, more affordable energy.

    The industry pioneered in Britain has been suffocated by regulations and this saw investment collapse, leaving only one nuclear power plant – Hinkley Point C – under construction. And this was after years of delay caused by unnecessary rules – meaning companies produced a 30,000-page environmental assessment to get planning permission.

    Meanwhile, China is constructing 29 reactors, and the EU has 12 at planning stage, giving these places a huge advantage in the global race to harness new technologies, create jobs and deliver cleaner, cheaper, independent energy.

    Investors want to get on and build reliable, cheap nuclear power, which will in turn support critical modern infrastructure, such as supercomputers to power the UK’s ambitions – but they have been held back.

    Today’s plan will shake up the planning rules to make it easier to build nuclear across the country – delivering jobs, cheaper bills in the long term, and more money in people’s back pockets. This will be achieved by:

    Including mini-nuclear power stations in planning rules for the first time – so firms can start building them in the places that need them.

    Scrapping the set list of 8-sites – which meant nuclear sites could be built anywhere across England and Wales.

    Removing the expiry date on nuclear planning rules – so projects don’t get timed out and industry can plan for the long term. 

    Setting up a Nuclear Regulatory Taskforce – that will spearhead improvements to the regulations to help more companies build here. This will report directly to the PM. 

    This is the Government delivering on a manifesto commitment to galvanise nuclear to help the UK achieve energy security and clean power, while securing thousands of good, clean jobs.

    Prime Minister Keir Starmer said:

    This country hasn’t built a nuclear power station in decades. we’ve been let down, and left behind. 

    Our energy security has been hostage to Putin for too long, with British prices skyrocketing at his whims.  

    I’m putting an end to it – changing the rules to back the builders of this nation, and saying no to the blockers who have strangled our chances of cheaper energy, growth and jobs for far too long. 

    My government was elected to deliver change. I’ll take the radical decisions needed to wrestle Britain from its status quo slumber, to turbocharge our plan for change.

    Currently, nuclear development is restricted to eight sites – as part of archaic planning rules that haven’t been looked at since 2011. With the reforms unveiled today, the refreshed planning framework will help streamline the process to encourage investment and enable developers to identify the best sites for their projects, supporting development at a wider range of locations.  

    Developers will be encouraged to bring forward sites as soon as possible at the pre-application stage in the planning process, speeding up overall timelines.  

    It will include new nuclear technologies such as small and advanced modular reactors for the first time, providing flexibility to co-locate them with energy intensive industrial sites such as AI data centres. 

    These technologies are cheaper and quicker to build than traditional nuclear power plants and require smaller sites, meaning they can be built in a greater variety of locations.  

    There will also continue to be robust criteria for nuclear reactor locations, including restrictions near densely populated areas and military activity, alongside community engagement and high environmental standards. 

    Energy Secretary Ed Miliband said: 

    Build, build, build – that is what Britain’s clean energy mission is all about.  

    The British people have been left vulnerable to global energy markets for too long – and the only way out is to build our way to a new era of clean electricity. 

    Nuclear power creating thousands of skilled jobs. That is what this government will deliver.

    Alongside reforms to the siting process, a specialist taskforce will lead on making sure nuclear regulation incentivises investment, to deliver new projects more quickly and cost efficiently, while upholding high safety and security standards. 

    Britain is currently considered one of the world’s most expensive countries in which to build nuclear power. The taskforce will speed up the approval of new reactor designs and streamline how developers engage with regulators.  

    Nuclear regulation will cover both civil and defence nuclear to help unlock economic growth in the sector.  

    The taskforce will better align the UK with international partners so reactor designs approved abroad could be green lit more quickly, minimising expensive changes. It will also examine how to reduce duplication and simplify processes where there are multiple regulators covering overlapping issues, as well as ensuring regulatory decisions are both safe and proportionate. 

    The work will help the issues faced by projects such as Hinkley Point C, where three European regulators reached different assessments on the reactor design, leading to delays and increased costs. 

    The UK’s rigorous safety standards and record will continue to be upheld. Nuclear plants are designed with multiple layers of safety measures including making them robust enough to withstand a direct aircraft impact. 

    This is part of the government push to drive growth – building on the Prime Minister’s announcement to overhaul the legal challenges to major infrastructure projects including nuclear – with Sizewell C having suffered increased legal costs and uncertainty as a result of local activists taking them to court.  

    In a volatile world, where oil and gas prices are driven by tyrants like Putin, the drive for new nuclear is an integral part of the government’s plans to replace the UK’s dependence on fossil fuel markets with clean homegrown energy, to make the UK energy independent and protect consumers with clean, homegrown power.  

    Since July, the government has committed to driving forward new nuclear including further funding for Sizewell C at the Autumn Budget 2024.  

    Great British Nuclear also continues to progress the small modular reactor competition, with contract negotiations currently underway. 

    Gary Smith, GMB General Secretary, said: 

    GMB has long said there can be no net zero without new nuclear. 

    For too long, the failure to deliver new nuclear has weakened our energy security and undermined economic growth. 

    Sizewell C stands ready and waiting for the green light to power up our country’s future. 

    Now we need to see spades in the ground without delay.

    Alistair Black, Senior Director, UK at X-energy said: 

    Opening up new siting opportunities for a fleet of advanced reactors will help unlock tens of billions of pounds of investment and growth across the country, bringing clean secure electricity and heat for industry. 

    We welcome this step today, and the intent to streamline assessment processes whilst ensuring robust regulatory standards continue to be met. We look forward to reviewing this in detail and responding to the consultation.

    Simone Rossi, CEO of EDF in the UK, said:

    As a major operator, investor and developer, EDF welcomes the proposals designed to speed up new nuclear projects in the UK and unlock economic growth.

    Nuclear is essential to a secure, low carbon energy system and is the ideal partner to renewables. There is a great opportunity to build new infrastructure across England and Wales, to replace aging stations and take advantage of available skills, existing grid connections and supportive communities.

    “The opportunity will only be fully realised with the necessary reforms to planning and regulation, alongside continuing to build on the critical work at Hinkley Point C and Sizewell C to further develop skills and supply chains.”

    Darren Hardman, CEO, Microsoft UK, said: 

    We welcome the government’s plans to accelerate the building of safe, modern nuclear as part of the energy mix. Economic growth will require increased energy supply for the UK, but we must not lose sight of our ambitions for a fully decarbonised grid.

    Chair of Great British Nuclear Simon Bowen said:

    Nuclear energy is a powerful tool for growing the UK’s economy. By expanding the range of sites where safe, secure, reliable, and clean nuclear energy plants can be built, there is huge potential to positively transform areas facing economic uncertainty. 

    Today’s announcement also signals exciting opportunities to co-locate nuclear energy generation on data centre sites and to decarbonise industrial processes.

    Nuclear is one of the safest and cleanest forms of energy generation. The new independent nuclear regulation taskforce will help unlock growth and investment by providing clarity and certainty while ensuring regulations are fit for purpose.

    Tom Greatrex, Chief Executive of the Nuclear Industry Association, said:

    This is the Prime Minister’s strongest signal yet that new nuclear is critical to the growth and clean power mission. A more streamlined planning system will give certainty to investors, the supply chain and communities, and will enable us to get on with building new nuclear plants on more sites and at pace for a cleaner, more secure power system.

    We need to make Britain the best possible place to build new nuclear, both large-scale and SMRs, which means avoiding unnecessary stumbling blocks and ensuring regulations are proportionate to our urgent need for low carbon power, energy security and good jobs.

    Jonathan Geldart, Director General of the Institute of Directors, said:

    The government is right to identify nuclear power as a crucial contributor to the UK’s future electricity needs. This development shows the right desire to overcome the significant challenges involved in building back nuclear at scale, in terms of planning obstacles and project delivery. Despite these challenges, today’s announcement marks a significant move forward.

    Mike Clancy, General Secretary of Prospect said:

    The government’s ambition to drive forward a new generation of nuclear power after decades of delay is exactly what Britain needs.

    Nuclear is not only essential for hitting our Net Zero goals and maintaining energy security, it also creates thousands of good, well-paid jobs in areas of the country where they are sorely needed.

    Speeding up the approval of new sites and new reactors is an important step towards enabling investment in new nuclear. The government’s support for Sizewell C is also a welcome vote of confidence in the sector and bringing this project to a Final Investment Decision will provide a strong foundation for its future growth.

    The success of Britain’s world class nuclear sector is built on a robust regulatory process, and we welcome a review of this framework to ensure it is supporting investment while still providing assurance that high safety standards are being maintained.

    Cathal O’Rourke, Laing O’Rourke’s Group Chief Executive Officer said:

    This announcement is a significant step forward for the UK’s nuclear industry. The clarity provided by these new planning rules, the focus on streamlining the regulatory process, and the emphasis on standardising reactor designs is precisely the sort of clear, unequivocal direction the industry needs.

    Having played a central role in delivering nuclear capacity at Hinkley Point C, we understand the complexities of these projects firsthand and these new measures, particularly around regulatory reform and streamlined planning, will be invaluable in ensuring future projects, like Sizewell C, can be delivered more efficiently and cost-effectively.  

    In particular, standardisation and an industrialised approach will be key to driving down costs and accelerating construction timelines, ensuring we can deploy new nuclear capacity efficiently and at pace by adopting a “copy, improve, repeat” approach to design and implementation. This type of approach would also improve worker welfare conditions on site from a physical and wellbeing perspective.

    This clear signal from government will unlock investment, create jobs nationwide for shared prosperity, including an ability to plan for long-term investment in apprenticeships, and ensure the UK can benefit from clean, locally supplied nuclear power for generations to come.

    Chris Conboy, Managing Director, Nuclear EMEA at AtkinsRéalis said:

    We welcome plans to accelerate new nuclear developments. Speeding up lengthy planning processes would help to bring forward new projects faster, strengthening the UK’s world-class nuclear supply chain and creating jobs and skills across the country. 

    Nuclear will be the cornerstone of a reliable net zero energy system. We need both large and small nuclear technologies to realise our AI ambitions, bolster our energy security, and enable the sustainable development of towns, cities and industries across the UK: building the right technology in the right locations is vital to power the UK’s growth agenda and meet our net zero goals.

    David Omand, former Director of GCHQ said: 

    It is very welcome to see this government pushing forward on their commitment to national security by making the UK more energy secure and speeding up nuclear power to boost growth across the country. Nuclear is critical to national security, and taking this kind of action is a mark of the seriousness with which Keir Starmer takes the challenges of modern geopolitics. I fully support this push to knock down barriers to safe, modern nuclear as part of the nation’s critical infrastructure.

    Kim Darroch, former National Security Adviser said: 

    As a former National Security Adviser, I think driving for as much homegrown clean power as possible in this age of global turbulence should be among our top national security objectives. So I welcome the Prime Minister’s intervention to accelerate the regeneration of our nuclear power industry.

    Julian David OBE, CEO, techUK said: 

    If we want the UK economy to keep growing, we must invest in our energy infrastructure. We are pleased to see the Government announce new plans to reform planning rules to expand new energy generation. This move will boost the economy, create new jobs, and ensure the UK is not reliant on external agents for its own energy supply.

    Updates to this page

    Published 6 February 2025

    MIL OSI United Kingdom

  • MIL-OSI United Kingdom: Press release: Government rips up rules to fire-up nuclear power

    Source: United Kingdom – Prime Minister’s Office 10 Downing Street

    More nuclear power plants will be approved across England and Wales as the Prime Minister slashes red tape to get Britain building – as part of his Plan for Change.

    • Prime Minister puts Britain back in the global race for nuclear energy.
    • Changes will allow for Small Modular Reactors for the first time.
    • Latest step in Government’s determination to grow the economy and deliver cleaner, more affordable energy.

    More nuclear power plants will be approved across England and Wales as the Prime Minister slashes red tape to get Britain building – as part of his Plan for Change.

    Reforms to planning rules will clear a path for smaller, and easier to build nuclear reactors – known as Small Modular Reactors –to be built for the first time ever in the UK. This will create thousands of new highly skilled jobs while delivering clean, secure and more affordable energy for working people.

    This is the latest refusal to accept the status quo, with the government ripping up archaic rules and saying not to the NIMBYs, to prioritise growth. It comes after recent changes to planning laws, the scrapping of the 3-strike rule for judicial reviews on infrastructure projects, and application of common-sense to environmental rules.

    For too long the country has been mired by delay and obstruction, with a system too happy to label decisions as too difficult, or too long term. The UK was the first country in the world to develop a nuclear reactor, but the last time a nuclear power station was built was back in 1995. None have been built since, leaving the UK lagging behind in a global race to harness cleaner, more affordable energy.

    The industry pioneered in Britain has been suffocated by regulations and this saw investment collapse, leaving only one nuclear power plant – Hinkley Point C – under construction. And this was after years of delay caused by unnecessary rules – meaning companies produced a 30,000-page environmental assessment to get planning permission.

    Meanwhile, China is constructing 29 reactors, and the EU has 12 at planning stage, giving these places a huge advantage in the global race to harness new technologies, create jobs and deliver cleaner, cheaper, independent energy.

    Investors want to get on and build reliable, cheap nuclear power, which will in turn support critical modern infrastructure, such as supercomputers to power the UK’s ambitions – but they have been held back.

    Today’s plan will shake up the planning rules to make it easier to build nuclear across the country – delivering jobs, cheaper bills in the long term, and more money in people’s back pockets. This will be achieved by:

    Including mini-nuclear power stations in planning rules for the first time – so firms can start building them in the places that need them.

    Scrapping the set list of 8-sites – which meant nuclear sites could be built anywhere across England and Wales.

    Removing the expiry date on nuclear planning rules – so projects don’t get timed out and industry can plan for the long term. 

    Setting up a Nuclear Regulatory Taskforce – that will spearhead improvements to the regulations to help more companies build here. This will report directly to the PM. 

    This is the Government delivering on a manifesto commitment to galvanise nuclear to help the UK achieve energy security and clean power, while securing thousands of good, clean jobs.

    Prime Minister Keir Starmer said:

    This country hasn’t built a nuclear power station in decades. we’ve been let down, and left behind. 

    Our energy security has been hostage to Putin for too long, with British prices skyrocketing at his whims.  

    I’m putting an end to it – changing the rules to back the builders of this nation, and saying no to the blockers who have strangled our chances of cheaper energy, growth and jobs for far too long. 

    My government was elected to deliver change. I’ll take the radical decisions needed to wrestle Britain from its status quo slumber, to turbocharge our plan for change.

    Currently, nuclear development is restricted to eight sites – as part of archaic planning rules that haven’t been looked at since 2011. With the reforms unveiled today, the refreshed planning framework will help streamline the process to encourage investment and enable developers to identify the best sites for their projects, supporting development at a wider range of locations.  

    Developers will be encouraged to bring forward sites as soon as possible at the pre-application stage in the planning process, speeding up overall timelines.  

    It will include new nuclear technologies such as small and advanced modular reactors for the first time, providing flexibility to co-locate them with energy intensive industrial sites such as AI data centres. 

    These technologies are cheaper and quicker to build than traditional nuclear power plants and require smaller sites, meaning they can be built in a greater variety of locations.  

    There will also continue to be robust criteria for nuclear reactor locations, including restrictions near densely populated areas and military activity, alongside community engagement and high environmental standards. 

    Energy Secretary Ed Miliband said: 

    Build, build, build – that is what Britain’s clean energy mission is all about.  

    The British people have been left vulnerable to global energy markets for too long – and the only way out is to build our way to a new era of clean electricity. 

    Nuclear power creating thousands of skilled jobs. That is what this government will deliver.

    Alongside reforms to the siting process, a specialist taskforce will lead on making sure nuclear regulation incentivises investment, to deliver new projects more quickly and cost efficiently, while upholding high safety and security standards. 

    Britain is currently considered one of the world’s most expensive countries in which to build nuclear power. The taskforce will speed up the approval of new reactor designs and streamline how developers engage with regulators.  

    Nuclear regulation will cover both civil and defence nuclear to help unlock economic growth in the sector.  

    The taskforce will better align the UK with international partners so reactor designs approved abroad could be green lit more quickly, minimising expensive changes. It will also examine how to reduce duplication and simplify processes where there are multiple regulators covering overlapping issues, as well as ensuring regulatory decisions are both safe and proportionate. 

    The work will help the issues faced by projects such as Hinkley Point C, where three European regulators reached different assessments on the reactor design, leading to delays and increased costs. 

    The UK’s rigorous safety standards and record will continue to be upheld. Nuclear plants are designed with multiple layers of safety measures including making them robust enough to withstand a direct aircraft impact. 

    This is part of the government push to drive growth – building on the Prime Minister’s announcement to overhaul the legal challenges to major infrastructure projects including nuclear – with Sizewell C having suffered increased legal costs and uncertainty as a result of local activists taking them to court.  

    In a volatile world, where oil and gas prices are driven by tyrants like Putin, the drive for new nuclear is an integral part of the government’s plans to replace the UK’s dependence on fossil fuel markets with clean homegrown energy, to make the UK energy independent and protect consumers with clean, homegrown power.  

    Since July, the government has committed to driving forward new nuclear including further funding for Sizewell C at the Autumn Budget 2024.  

    Great British Nuclear also continues to progress the small modular reactor competition, with contract negotiations currently underway. 

    Gary Smith, GMB General Secretary, said: 

    GMB has long said there can be no net zero without new nuclear. 

    For too long, the failure to deliver new nuclear has weakened our energy security and undermined economic growth. 

    Sizewell C stands ready and waiting for the green light to power up our country’s future. 

    Now we need to see spades in the ground without delay.

    Alistair Black, Senior Director, UK at X-energy said: 

    Opening up new siting opportunities for a fleet of advanced reactors will help unlock tens of billions of pounds of investment and growth across the country, bringing clean secure electricity and heat for industry. 

    We welcome this step today, and the intent to streamline assessment processes whilst ensuring robust regulatory standards continue to be met. We look forward to reviewing this in detail and responding to the consultation.

    Simone Rossi, CEO of EDF in the UK, said:

    As a major operator, investor and developer, EDF welcomes the proposals designed to speed up new nuclear projects in the UK and unlock economic growth.

    Nuclear is essential to a secure, low carbon energy system and is the ideal partner to renewables. There is a great opportunity to build new infrastructure across England and Wales, to replace aging stations and take advantage of available skills, existing grid connections and supportive communities.

    “The opportunity will only be fully realised with the necessary reforms to planning and regulation, alongside continuing to build on the critical work at Hinkley Point C and Sizewell C to further develop skills and supply chains.”

    Darren Hardman, CEO, Microsoft UK, said: 

    We welcome the government’s plans to accelerate the building of safe, modern nuclear as part of the energy mix. Economic growth will require increased energy supply for the UK, but we must not lose sight of our ambitions for a fully decarbonised grid.

    Chair of Great British Nuclear Simon Bowen said:

    Nuclear energy is a powerful tool for growing the UK’s economy. By expanding the range of sites where safe, secure, reliable, and clean nuclear energy plants can be built, there is huge potential to positively transform areas facing economic uncertainty. 

    Today’s announcement also signals exciting opportunities to co-locate nuclear energy generation on data centre sites and to decarbonise industrial processes.

    Nuclear is one of the safest and cleanest forms of energy generation. The new independent nuclear regulation taskforce will help unlock growth and investment by providing clarity and certainty while ensuring regulations are fit for purpose.

    Tom Greatrex, Chief Executive of the Nuclear Industry Association, said:

    This is the Prime Minister’s strongest signal yet that new nuclear is critical to the growth and clean power mission. A more streamlined planning system will give certainty to investors, the supply chain and communities, and will enable us to get on with building new nuclear plants on more sites and at pace for a cleaner, more secure power system.

    We need to make Britain the best possible place to build new nuclear, both large-scale and SMRs, which means avoiding unnecessary stumbling blocks and ensuring regulations are proportionate to our urgent need for low carbon power, energy security and good jobs.

    Jonathan Geldart, Director General of the Institute of Directors, said:

    The government is right to identify nuclear power as a crucial contributor to the UK’s future electricity needs. This development shows the right desire to overcome the significant challenges involved in building back nuclear at scale, in terms of planning obstacles and project delivery. Despite these challenges, today’s announcement marks a significant move forward.

    Mike Clancy, General Secretary of Prospect said:

    The government’s ambition to drive forward a new generation of nuclear power after decades of delay is exactly what Britain needs.

    Nuclear is not only essential for hitting our Net Zero goals and maintaining energy security, it also creates thousands of good, well-paid jobs in areas of the country where they are sorely needed.

    Speeding up the approval of new sites and new reactors is an important step towards enabling investment in new nuclear. The government’s support for Sizewell C is also a welcome vote of confidence in the sector and bringing this project to a Final Investment Decision will provide a strong foundation for its future growth.

    The success of Britain’s world class nuclear sector is built on a robust regulatory process, and we welcome a review of this framework to ensure it is supporting investment while still providing assurance that high safety standards are being maintained.

    Cathal O’Rourke, Laing O’Rourke’s Group Chief Executive Officer said:

    This announcement is a significant step forward for the UK’s nuclear industry. The clarity provided by these new planning rules, the focus on streamlining the regulatory process, and the emphasis on standardising reactor designs is precisely the sort of clear, unequivocal direction the industry needs.

    Having played a central role in delivering nuclear capacity at Hinkley Point C, we understand the complexities of these projects firsthand and these new measures, particularly around regulatory reform and streamlined planning, will be invaluable in ensuring future projects, like Sizewell C, can be delivered more efficiently and cost-effectively.  

    In particular, standardisation and an industrialised approach will be key to driving down costs and accelerating construction timelines, ensuring we can deploy new nuclear capacity efficiently and at pace by adopting a “copy, improve, repeat” approach to design and implementation. This type of approach would also improve worker welfare conditions on site from a physical and wellbeing perspective.

    This clear signal from government will unlock investment, create jobs nationwide for shared prosperity, including an ability to plan for long-term investment in apprenticeships, and ensure the UK can benefit from clean, locally supplied nuclear power for generations to come.

    Chris Conboy, Managing Director, Nuclear EMEA at AtkinsRéalis said:

    We welcome plans to accelerate new nuclear developments. Speeding up lengthy planning processes would help to bring forward new projects faster, strengthening the UK’s world-class nuclear supply chain and creating jobs and skills across the country. 

    Nuclear will be the cornerstone of a reliable net zero energy system. We need both large and small nuclear technologies to realise our AI ambitions, bolster our energy security, and enable the sustainable development of towns, cities and industries across the UK: building the right technology in the right locations is vital to power the UK’s growth agenda and meet our net zero goals.

    David Omand, former Director of GCHQ said: 

    It is very welcome to see this government pushing forward on their commitment to national security by making the UK more energy secure and speeding up nuclear power to boost growth across the country. Nuclear is critical to national security, and taking this kind of action is a mark of the seriousness with which Keir Starmer takes the challenges of modern geopolitics. I fully support this push to knock down barriers to safe, modern nuclear as part of the nation’s critical infrastructure.

    Kim Darroch, former National Security Adviser said: 

    As a former National Security Adviser, I think driving for as much homegrown clean power as possible in this age of global turbulence should be among our top national security objectives. So I welcome the Prime Minister’s intervention to accelerate the regeneration of our nuclear power industry.

    Julian David OBE, CEO, techUK said: 

    If we want the UK economy to keep growing, we must invest in our energy infrastructure. We are pleased to see the Government announce new plans to reform planning rules to expand new energy generation. This move will boost the economy, create new jobs, and ensure the UK is not reliant on external agents for its own energy supply.

    Updates to this page

    Published 6 February 2025

    MIL OSI United Kingdom

  • MIL-OSI USA: Ricketts: We’re Overcoming Democrat Obstruction and Confirming President Trump’s Nominees

    US Senate News:

    Source: United States Senator Pete Ricketts (Nebraska)

    WASHINGTON, D.C. – Today, U.S. Senator Pete Ricketts (R-NE) celebrated the rate of Senate confirmations for President Trump’s Cabinet nominees. Ricketts made the comments in a conference call with Nebraska media.

    “We are quickly confirming President Trump’s Cabinet,” Ricketts said. “In the first two weeks of the administration, we confirmed nine Cabinet officials. Eight of those votes were bipartisan. That’s 50% more than were confirmed in the first two weeks of the [first] Trump administration or the Biden administration for that matter. We’ve accomplished that while overcoming historic Democratic obstruction.”

    “Americans deserve a president empowered to do the job they elected him to do,” Ricketts closed. “We’re going to keep doing what it takes to get President Trump’s qualified nominees confirmed. We’re not going to stop until we get the job done.”

    [embedded content]

    TRANSCRIPT:

    Senator Ricketts: “My colleagues and I have been hard at work confirming President Trump’s nominees.

    “In the first days of the Trump administration, we focused on the president’s national security team. 

    “We unanimously confirmed Marco Rubio to be Secretary of State. 

    “We confirmed John Ratcliffe to be the CIA Director in a bipartisan manner – with 74 votes. 

    “We confirmed Pete Hegseth to be Secretary of Defense. 

    “We confirmed Kristi Noem to be Secretary of Homeland Security – again in a bipartisan vote. 

    “And we confirmed Scott Bessent to be Secretary of the Treasury with 68 votes – also, bipartisan. 

    “Over the last week, we completed President Trump’s energy team. 

    “We confirmed Lee Zeldin to be EPA Administrator in a bipartisan vote. 

    “And we confirmed Doug Burgum to be Secretary of Interior – with 79 votes. Again, bipartisan.  

    “And on Monday, we confirmed Chris Wright to be Secretary of Energy in a bipartisan vote.  

    “Plus, we confirmed Sean Duffy to be Secretary of Transportation – with 77 votes. 

    “We are quickly confirming President Trump’s Cabinet.

    “In the first two weeks of the administration, we confirmed 9 Cabinet officials. 

    “8 of those votes were bipartisan. 

    “That’s 50% more than were confirmed in the first two weeks of the [first] Trump administration or the Biden administration for that matter. 

    “We’ve accomplished that while overcoming historic Democratic obstruction. 

    “Democrats have refused to speed up the process to allow President Trump to get his Cabinet. 

    “They’ve insisted on wasting time with extra, unnecessary votes. 

    “Even though all but one of these Cabinet nominees so far have received bipartisan support! 

    “Under President Bush and President Obama, not a single Cabinet nominee had to endure a cloture vote – or a vote to end debate. 

    “Yet Democrats have insisted on cloture votes for every Cabinet nominee except Marco Rubio. 

    “That means Democrats have voted for a nominee in Committee and then insisted on unnecessary floor votes. 

    “They know these qualified nominees will be confirmed, yet they insist upon obstructing them anyway. 

    “That’s an unserious approach. 

    “Americans deserve a president empowered to do the job they elected him to do. 

    “We’re going to keep doing what it takes to get President Trump’s qualified nominees confirmed. 

    “We’re not going to stop until we get the job done.”

    MIL OSI USA News

  • MIL-OSI USA: Barrasso, Colleagues Introduce Enhancing Energy Recovery Act

    US Senate News:

    Source: United States Senator for Wyoming John Barrasso

    WASHINGTON, D.C. – Today, U.S. Senators John Barrasso (R-Wyo.), James Lankford (R-Okla.), Bill Cassidy (R-La.), John Hoeven (R-N.D.), Jim Justice (R-W.Va.), and Tim Sheehy (R-Mont.) introduced legislation to enhance carbon capture incentives and energy production.

    The Enhancing Energy Recovery Act (S. 425) would create parity under the Section 45Q carbon capture tax credit by giving across-the-board, equal treatment for carbon captured for increased energy production, utilization, and sequestration.

    “Wyoming proudly leads the way on carbon capture projects. We have used this technology to take carbon out of the air and find alternate, productive uses for it,” said Senator Barrasso. “Using carbon for enhanced oil and natural gas recovery has proven to significantly increase energy production while reducing carbon emissions. Changes to Section 45Q made it harder for American energy producers and manufacturers to take advantage of this credit. Our bill will fix this policy and ensure equal treatment for energy production, utilization, and sequestration. By bolstering our national energy security, we can support Wyoming’s energy workers and lower costs for Americans across the country.”

    “Investing in the infrastructure to capture carbon means investing in tens of thousands of Louisiana jobs. And with Louisiana’s primacy over permitting, it will also create tens of billions of dollars of other investment,” said Dr. Cassidy. “Let’s help Louisiana continue to lead as an energy and manufacturing state.”

    “North Dakota is leading the way in cracking the code on carbon capture utilization and storage (CCUS) technologies. This legislation will help to advance these technologies by making the tax credit for enhanced oil recovery and utilization the same as the tax credit for storage,” said Senator Hoeven. “Streamlining these benefits will enable more businesses to invest in these advanced technologies, boost economic growth, and help make America not only energy secure but energy dominant.”

    This legislation is supported by the Wyoming Energy Authority, Petroleum Association of Wyoming, Carbon Utilization Research Council (CURC), Domestic Energy Producers Alliance (DEPA), Independent Petroleum Association of America (IPAA), National Rural Electric Cooperatives, CO2 Solutions Coalition, and the Compressed Gas Association.

    “At a time where energy demand is soaring, it is more important than ever to ensure that the United States relies on domestic energy sources for our security. Wyoming has long been a leader in carbon management, whether it be using CO2 as a commodity for enhanced oil recovery or paving the way with CCUS technologies. Capturing CO2 and using it to increase our domestic production, keeping energy reliable and affordable for all Americans, is a win for our nation. This bill is a crucial piece of legislation to ensure a level playing field for the growing markets that use CO2. We applaud Senator Barrasso’s continued leadership and efforts to support Wyoming’s energy industry.” – Rob Creager, Executive Director of the Wyoming Energy Authority

    “Senator Barrasso’s Enhancing Energy Recovery Act is the right approach for Wyoming’s oil and gas producers, and for national energy policy. In Wyoming, CO2 is a useful commodity, not a waste product, and so long as there is equal tax treatment for using CO2 to recover oil and gas, I’m confident Wyoming will benefit. We applaud Senator Barrasso and urge speedy passage of the Enhancing Energy Recovery Act.” – Pete Obermueller, President, Petroleum Association of Wyoming

    “The Carbon Utilization Research Council (CURC) is pleased to support Senator Barrasso’s Enhancing Energy Recovery Act. As a coalition focused on the responsible use of our nation’s fossil resources, CURC commends the Senator’s efforts to create parity under the Section 45Q carbon sequestration tax credit by giving equal treatment for CO? captured for increased energy production, utilization, and sequestration. Expanding the use of CO? for enhanced oil recovery (EOR) not only helps facilitate the development of large-scale CCS deployment across the country, but also promotes a practical, market-driven approach to lowering emissions and producing a lower CO?-intensity barrel of oil. CURC looks forward to working with Senator Barrasso to advance this legislation as well as other policies that accelerate the development and deployment of CCS solutions.” – Shannon Angielski, Executive Director, CURC

    The Independent Petroleum Association of America (IPAA) supports Senator Barrasso’s Enhancing Energy Recovery Act. Providing parity between carbon sequestration and utilization within the tax code ensures that CO2 is captured and stored in the most economically viable manner possible. The bill further incentivizes companies to continue to use direct air capture technology, fostering ongoing development and deployment of these cutting-edge emissions reduction technologies with the promise of working toward the goals of overall emissions reduction in the United States. IPAA thanks Senator Barrasso for taking a pragmatic, forward looking approach to management of carbon dioxide emissions.” – Jeff Eshelman, President & CEO, Independent Petroleum Association of America

    “We are pleased to express our strong support for Senator Barrasso’s Enhancing Energy Recovery Act, which takes a critical step forward in leveling the playing field for carbon dioxide sequestration. This balanced approach provides a powerful incentive for the oil and gas industry to continue its leadership in carbon capture, utilization, and storage (CCUS) while also recognizing the role of EOR in safely managing carbon dioxide and extending the productive life of oil fields. Senator Barrasso’s vision for equitable treatment of carbon management technologies aligns with the industry’s commitment to reducing emissions, enhancing energy security, and delivering economic benefits to rural communities.” – Jerry R. Simmons, President & CEO, Domestic Energy Producers Alliance

    Full text of the legislation can be found here.

    Background:

    The Enhancing Energy Recovery Act will:

    • Increase the effective value of the 45Q tax credit for captured carbon used in enhanced oil recovery and utilization to match that of sequestration.
    • Currently, the full tax credit incentive for carbon used in enhanced oil recovery (EOR) and utilization is $60/metric ton, while the value for sequestration is $85/metric ton. This bill sets all three values at $85/metric ton for EOR, utilization, and sequestration.
    • Additionally, the bill creates equal treatment for carbon captured through Direct Air Capture (DAC). It increases the value of DAC-captured carbon used for EOR and utilization by increasing the incentive from $130/metric ton, up to $180/metric ton, consistent with the current value of captured carbon used in sequestration.

    MIL OSI USA News

  • MIL-OSI: South Bow Announces Timing of Fourth-quarter and Year-end 2024 Results and Conference Call and Webcast

    Source: GlobeNewswire (MIL-OSI)

    CALGARY, Alberta, Feb. 05, 2025 (GLOBE NEWSWIRE) — South Bow Corp. (TSX & NYSE: SOBO) (South Bow or the Company) will release its fourth-quarter and year-end 2024 financial and operational results after the close of markets on March 5, 2025.

    Conference call and webcast details

    South Bow’s senior leadership will host a conference call and webcast to discuss the Company’s fourth-quarter and year-end 2024 results and 2025 outlook on March 6, 2025 at 8 a.m. MT (10 a.m. ET).

    Register ahead of time to receive a unique PIN to access the conference call via telephone. Once registered, participants can dial into the conference call from their telephone via the unique PIN or click on the “Call Me” option to receive an automated call directly on their telephone.

    Visit www.southbow.com/investors for the replay following the event.

    Forward-looking information and statements

    This news release contains certain forward-looking statements and forward-looking information (collectively, forward-looking statements). In particular, this news release contains forward-looking statements, including timing of the release of financial and operational results, conference call and webcast, and replay of the conference call and webcast. The forward-looking statements are based on certain assumptions that South Bow has made regarding, among other things: market conditions; economic conditions; and prevailing governmental policies or regulatory, tax, and environmental laws and regulations. Although South Bow believes the assumptions and other factors reflected in these forward-looking statements are reasonable as of the date hereof, there can be no assurance that these assumptions and factors will prove to be correct and, as such, forward-looking statements are not guarantees of future performance. Forward-looking statements are subject to a number of known and unknown risks and uncertainties that could cause actual events or results to differ materially, including, but not limited to: the regulatory environment and related decisions and requirements; the impact of competitive entities and pricing; actions taken by governmental or regulatory authorities; adverse general economic and market conditions, and other factors set out in South Bow’s public disclosure documents. The foregoing list of assumptions and risk factors should not be construed as exhaustive. The forward-looking statements contained in this news release speak only as of the date hereof. South Bow does not undertake any obligation to publicly update or revise any forward-looking statements or information contained herein, except as required by applicable laws. All forward-looking statements contained in this news release are expressly qualified by this cautionary statement.

    About South Bow

    South Bow safely operates 4,900 kilometres (3,045 miles) of crude oil pipeline infrastructure, connecting Alberta crude oil supplies to U.S. refining markets in Illinois, Oklahoma, and the U.S. Gulf Coast through our unrivalled market position. We take pride in what we do – providing safe and reliable transportation of crude oil to North America’s highest demand markets. Based in Calgary, Alberta, South Bow is the spinoff company of TC Energy, with Oct. 1, 2024 marking South Bow’s first day as a standalone entity. To learn more, visit www.southbow.com.

    Contact information  
       
    Investor Relations Media Relations
    Martha Wilmot Katie Stavinoha
    investor.relations@southbow.com communications@southbow.com

    The MIL Network

  • MIL-OSI: ASSOCIATED CAPITAL GROUP, INC. Reports Fourth Quarter and Full Year Results

    Source: GlobeNewswire (MIL-OSI)

    • Year-end AUM: $1.25 billion at December 31, 2024
    • Book Value was $42.14 per share at year-end 2024 which reflects $2.20 per share of dividends paid vs. Book Value of $42.11 per share a year ago
    • Sold 1.15 million shares of GAMCO to GAMCO for proceeds of $30.4 million
    • Ended 2024 with cash and investments of $40.78 per share
    • Returned $58.6 million, or $2.72 per share, to shareholders through dividends and share repurchases in 2024
    • Completed shareholder-designated charitable contributions to 501(c)(3) organizations bringing the total to $42 million since our 2015 spin-off

    GREENWICH, Conn., Feb. 05, 2025 (GLOBE NEWSWIRE) — Associated Capital Group, Inc. (“AC” or the “Company”), a diversified financial services company, today reported its financial results for the fourth quarter and full year-ended December 31, 2024.

    Financial Highlights – GAAP basis            
    ($’s in 000’s except AUM and per share data)            
                 
        Fourth Quarter     Full Year  
    (Unaudited)    2024     2023     2024     2023  
    AUM – end of period (in millions)   $ 1,248     $ 1,591     $ 1,248     $ 1,591  
    AUM – average (in millions)     1,291       1,581       1,410       1,659  
                                     
    Revenues     5,154       5,636       13,175       12,683  
    Operating loss before management fee (Non-GAAP)     (3,059 )     (2,451 )     (12,883 )     (11,501 )
    Investment and other non-operating income, net     4,372       26,672       71,488       63,812  
    Income before income taxes     1,179       21,850       52,735       46,865  
                                     
    Net income     4,280       16,342       44,328       37,451  
    Net income per share – basic and diluted   $ 0.20     $ 0.76     $ 2.08     $ 1.72  
                                     
    Class A shares outstanding (000’s)     2,234       2,587       2,234       2,587  
    Class B “ “     18,951       18,951       18,951       18,951  
    Total “ “     21,185       21,538       21,185       21,538  
    Book Value per share   $ 42.14     $ 42.11     $ 42.14     $ 42.11  
                                     

    Fourth Quarter Financial Data

    • Assets under management ended the quarter at $1.25 billion versus $1.34 billion at September 30, 2024.
    • At December 31, 2024, book value per share was $42.14 per share, reflecting the $2.20 per share of dividends paid versus $42.11 per share at December 31, 2023.

    Fourth Quarter Results

    Fourth quarter revenues were $5.2 million compared to $5.6 million for the fourth quarter of 2023. Revenues generated by the GAMCO International SICAV – GAMCO Merger Arbitrage (the “SICAV”) were $1.0 million versus $0.8 million in the prior year period. All other revenues were $4.2 million compared to $4.8 million in the year ago quarter.

    Starting in December 2023, the Company began recognizing 100% of the merger arbitrage SICAV revenues received by Gabelli Funds, LLC (“Gabelli Funds”). In turn, AC pays the marketing expenses of the SICAV previously paid by Gabelli Funds and remits an administrative fee to Gabelli Funds for administrative services provided. This change better aligns the financial arrangements with the services rendered by each party. The net effect of this change had no material impact on our net operating results.

    Total operating expenses, excluding management fee, were $8.2 million in the fourth quarter 2024 compared to $8.1 million in the comparable 2023 period.

    Net investment and other non-operating income was $4.4 million for the fourth quarter versus $26.7 million in the year ago quarter, reflecting interest income in the current quarter offset partially by shareholder designated contribution expense.

    The fourth quarter of 2024 includes a Management fee of $0.1 million versus $2.4 million in the fourth quarter of 2023. Our provision for income taxes was a benefit of $3.1 million for the quarter, resulting from deferred tax benefits from the sale of GAMCO shares, compared to expense of $5.6 million in the comparable period of 2023.

    Full Year Results

    Revenues for the year ended 2024 were $13.2 million compared to $12.7 million in 2023. Revenues generated by the GAMCO International SICAV – GAMCO Merger Arbitrage were $5.0 million versus $3.7 million in the prior year period. All other revenues were $8.2 million compared to $9.0 million in the year ago quarter.   

    For 2024, the operating loss before Management fee was $12.9 million compared to $11.5 million in 2023.

    The full year 2024 net investment and other non-operating income was $71.5 million versus $63.8 million, primarily due to higher dividend income from GAMCO Investors, Inc. (“GAMCO”) in 2024.

    In 2024, Management fee was $5.9 million compared to $5.4 million in 2023.

    Our income tax rate for the year was 15.8% compared to 19.5% for the prior year primarily driven by deferred tax benefits from the sale of GAMCO shares that reduced the current period’s effective tax rate.

    Assets Under Management (AUM)

    Assets under management ended the year at $1.25 billion, $343 million less than year-end 2023, reflecting net outflows of $363 million and the impact of currency fluctuations in non-US dollar denominated classes of investment funds of $29 million, offset partially by market appreciation of $49 million. In the merger arbitrage strategy, most of the outflows ($198 million) were tied to GAMCO Merger Arbitrage UCITS (a Luxembourg entity organized as an Undertaking for Collective Investment in Transferrable Securities). These outflows were generally driven by our clients including wealth managers, bank platforms and insurance companies reallocating funds to other asset classes.

    AUM since spin-off:

          December 31,  
    ($ in millions)     2024     2023     2022       2021       2020       2019       2018       2017       2016     2015  
    Merger Arbitrage   $ 1,003   $ 1,312   $ 1,588     $ 1,542     $ 1,126     $ 1,525     $ 1,342     $ 1,384     $ 1,076     $ 869  
    Long/Short Value(a)     209     244     222       195       180       132       118       91       133       145  
    Other     36     35     32       44       45       59       60       66       63       66  
    Total AUM   $ 1,248   $ 1,591   $ 1,842     $ 1,781     $ 1,351     $ 1,716     $ 1,520     $ 1,541     $ 1,272     $ 1,080  

    (a) Assets under management represent the assets invested in this strategy that are attributable to AC.

    Alternative Investment Management

    The alternative investment strategy offerings center around our merger arbitrage strategy, which has an absolute return focus of generating returns independent of the broad equity and fixed income markets. We also offer strategies utilizing fundamental, active, event-driven and special situations investments.

    Merger Arbitrage

    For the fourth quarter of 2024, our longest continuously offered fund in the merger arbitrage strategy generated gross returns of 0.95% (0.57% net of fees). For the full year, gross returns were 5.83% (3.82% net of fees), adding to its historical record of positive net returns in 38 of the last 40 years. A summary of the performance is as follows:

                              Full Year                  
    Performance%(a)   4Q ’24     4Q ’23         2024     2023     2022     2021     2020     5 Year(b)     Since 1985(b)(c)  
    Merger Arb                                                                            
    Gross     0.95       3.19           5.83       5.49       4.47       10.81       9.45       7.18       9.98  
    Net     0.57       2.35           3.82       3.56       2.75       7.78       6.70       4.90       7.06  

    (a) Net performance is net of fees and expenses, unless otherwise noted. Performance shown is for an actual fund in this strategy. The performance of other funds in this strategy may vary. Past performance is no guarantee of future results.

    (b) Represents annualized returns through December 31, 2024

    (c) Inception Date: February 1985

    Since its inception in 1985, our longest continuously offered fund in the merger arbitrage strategy has consistently outperformed the return on 90-day T-Bills. The summary historical performance is as follows:

    Merger Arbitrage (1)
    Percent Return (%)
    Year Gross Return Net Return 90 Day
    T-Bills
    2024 5.83 3.82 5.45
    2023 5.49 3.56 5.26
    2022 4.47 2.75 1.50
    2021 10.81 7.78 0.05
    2020 9.45 6.70 0.58
    2019 8.55 5.98 2.25
    2018 4.35 2.65 1.86
    2017 4.69 2.92 0.84
    2016 9.13 6.44 0.27
    2015 5.33 3.43 0.03
    2014 3.89 2.29 0.03
    2013 5.33 3.43 0.05
    2012 4.32 2.63 0.07
    2011 4.89 3.07 0.08
    2010 9.07 6.35 0.13
    2009 12.40 9.15 0.16
    2008 0.06 -0.94 1.80
    2007 6.39 4.26 4.74
    2006 12.39 8.96 4.76
    2005 9.40 6.63 3.00
    2004 5.49 3.69 1.24
    2003 8.90 6.26 1.07
    2002 4.56 2.45 1.70
    2001 7.11 4.56 4.09
    2000 18.10 13.57 5.96
    1999 16.61 12.31 4.74
    1998 10.10 7.21 5.06
    1997 12.69 9.21 5.25
    1996 12.14 8.84 5.25
    1995 14.06 10.27 5.75
    1994 7.90 5.53 4.24
    1993 12.29 8.91 3.09
    1992 7.05 4.78 3.62
    1991 12.00 8.76 5.75
    1990 9.43 6.67 7.92
    1989 23.00 17.55 8.63
    1988 45.84 35.66 6.76
    1987 -13.67 -14.54 5.90
    1986 33.40 26.14 6.24
    1985 30.47 22.64 7.82
           
    Average 10.34 7.31 3.32
           

    (1) The performance above refers to our longest continuously offered fund in the merger arbitrage strategy (net and gross returns). Net returns are net of management and incentive fees. Individual investment returns may differ due to timing of investment and other factors. Past performance is not indicative of future results.

    Worldwide mergers and acquisitions (“M&A”) totaled $3.2 trillion in 2024, an increase of 10% compared to 2023, with strength across all major geographies. The US remained the preferred venue for dealmaking, with volume of approximately $1.4 trillion, an increase of about 5% and accounting for 45% of worldwide M&A. European deal activity increased 22% to $700 billion, and cross-border M&A totaled approximately $1.1 trillion, a 12% increase compared to 2023. Technology returned to the top sector for deals with approximately $500 billion in 2024, an increase of 32% compared to 2023 and accounting for 16% of total deals. Energy & Power accounted for 15% of deal activity ($477 billion), while Financials accounted for 14% of total volume ($453 billion), an increase of 51% compared to 2023. Private Equity firms remained acquisitive with $706 billion of announced deals, accounting for 22% of total M&A and increasing 24% compared to 2023.

    With the change at the White House and Congress we are seeing a “changing of the guard” with respect to several M&A – related regulatory appointments, some of which will have a material impact on M&A investing:  most notably, the Chair of the U.S. Federal Trade Commission (“FTC”) and the U.S. Attorney General who heads The Department of Justice (“DOJ”). These changes are likely to facilitate an increase in deal activity as corporate sentiment shifts to move ahead with transformational transactions for their businesses.

    The Merger Arbitrage strategy is offered by mandate and client type through partnerships and offshore corporations serving accredited as well as institutional investors. The strategy is also offered in separately managed accounts, a Luxembourg UCITS and a London Stock Exchange listed investment company, Gabelli Merger Plus+ Trust Plc (GMP-LN).  

    Acquisitions

    Associated Capital Group’s plan is to accelerate the use of its capital. We intend to leverage our research and investment capabilities by pursuing acquisitions and alliances that will broaden our product offerings and add new sources of distribution. In addition, we may make direct investments in operating businesses using a variety of techniques and structures to accomplish our objectives.

    Giving Back to Society – (Y)our “S” in ESG

    AC seeks to be a good corporate citizen by supporting our community through sponsoring local organizations. On August 7, 2024, the Board of Directors approved a $0.20 per share shareholder designated charitable contribution (“SDCC”) for registered shareholders. Based on the program created by Warren Buffett at Berkshire Hathaway, our corporate charitable giving is unique in that the recipients of AC’s charitable contributions are chosen directly by our shareholders, rather than by our corporate officers. In the first quarter of 2025, we completed the distribution of approximately $4.0 million to various organizations selected by our shareholders for our 2024 program. Since our spin-off as a public company, the shareholders of AC have donated approximately $42 million, including the most recent SDCC, to over 200 501(c)(3) organizations that address a broad range of local, national and international concerns.

    Shareholder Dividends and Buybacks

    At its meeting on November 8, 2024, the Board of Directors declared a semi-annual dividend of $0.10 per share, which was paid on December 19, 2024 to shareholders of record on December 5, 2024. For the full year, the Company paid dividends of $46.8 million, or $2.20 per share.

    During the fourth quarter, AC repurchased 63,075 Class A shares, for $2.3 million, at an average price of $35.87 per share. Furthermore, for the full year AC repurchased 353,116 Class A shares, for $11.8 million, at an average price of $33.53 per share.

    The Company intends to continue to repurchase additional shares, but share repurchases may vary from time to time and will take into account macroeconomic issues, market trends, and other factors that the Company deems appropriate.

    Since our spin-off from GAMCO on November 30, 2015, AC has returned $184.2 million to shareholders through share repurchases and exchange offers, and paid dividends of $83.2 million.

    At December 31, 2024, there were 2.234 million Class A shares and 18.951 million Class B shares outstanding.

    About Associated Capital Group, Inc.

    Associated Capital Group, Inc. (NYSE:AC), based in Greenwich, Connecticut, is a diversified global financial services company that provides alternative investment management through Gabelli & Company Investment Advisers, Inc. (“GCIA”). We have also earmarked proprietary capital for our direct investment business that invests in new and existing businesses. The direct investment business is developing along several core pillars, including Gabelli Private Equity Partners, LLC (“GPEP”), formed in August 2017 with $150 million of authorized capital as a “fund-less” sponsor. We also created Gabelli Principal Strategies Group, LLC (“GPS”) in December 2015 to pursue strategic operating initiatives.

    Operating Loss Before Management Fee

    Operating loss before management fee represents a non-GAAP financial measure used by management to evaluate its business operations. We believe this measure is useful in illustrating the operating results of the Company, as management fee expense is based on pre-tax income before management fee expense, which includes non-operating items including investment gains and losses from the Company’s proprietary investment portfolio and interest expense.

        Three Months Ended     Year Ended  
        December 31,     December 31,  
    ($ in 000’s)   2024     2023     2024     2023  
                                     
    Operating loss – GAAP   $ (3,193 )   $ (4,822 )   $ (18,753 )   $ (16,947 )
                                     
    Add: management fee expense (1)     134       2,371       5,870       5,446  
                                     
    Operating loss before management fee – Non-GAAP   $ (3,059 )   $ (2,451 )   $ (12,883 )   $ (11,501 )

    (1) Management fee expense is incentive-based and is equal to 10% of Income before management fee and income taxes and excludes the impact of consolidating entities. For the three months ended December 31, 2024 and 2023, Income before management fee, income taxes and excluding consolidated entities was income of $1,340 and $23,710, respectively. As a result, $134 and $2,371 was accrued for the 10% management fee expense in 2024 and 2023 periods, respectively. For the year ended December 31, 2024 and 2023, Income before management fee, income taxes and excluding consolidated entities was income of $58,699 and $54,456, respectively. As a result, $5,870 and $5,446 was accrued for the 10% management fee expense in 2024 and 2023, respectively.

    Table I

    ASSOCIATED CAPITAL GROUP, INC.
    UNAUDITED CONDENSED CONSOLIDATED STATEMENTS OF FINANCIAL CONDITION
    (Amounts in thousands, except share data)
     
              December 31,  
              2024     2023  
    ASSETS                        
    Cash, cash equivalents and US Treasury Bills           $ 367,850     $ 406,642  
    Investments in securities and partnerships             487,623       420,706  
    Investment in GAMCO stock             16,920       45,602  
    Receivable from brokers             27,634       30,268  
    Income taxes receivable, including deferred tax assets, net             6,021       8,474  
    Other receivables             4,778       5,587  
    Other assets             24,463       26,518  
    Total assets           $ 935,289     $ 943,797  
                             
    LIABILITIES, REDEEMABLE NONCONTROLLING INTERESTS AND EQUITY  
                             
    Payable to brokers           $ 5,491     $ 4,459  
    Compensation payable             17,747       15,169  
    Securities sold short, not yet purchased             8,436       5,918  
    Accrued expenses and other liabilities             5,317       5,173  
    Total liabilities             36,991       30,719  
                             
    Redeemable noncontrolling interests             5,592       6,103  
                             
    Total Associated Capital Group, Inc. equity             892,706       906,975  
                             
    Total liabilities, redeemable noncontrolling interests and equity           $ 935,289     $ 943,797  
                             

    Notes:
    (1) Certain captions include amounts related to a consolidated variable interest entity (“VIE”) and voting interest entity (“VOE”). Refer to the Consolidated Financial Statements included in the 10-K report to be filed for the year ended December 31, 2024 for more details on the impact of consolidating these entities.

    (2) Investment in GAMCO stock: 699,749 and 2,386,295 shares, respectively.

    Table II

    ASSOCIATED CAPITAL GROUP, INC.
    UNAUDITED CONDENSED CONSOLIDATED STATEMENTS OF INCOME
    (Amounts in thousands, except per share data)

     
        Three Months Ended
    December 31,
        Year Ended
    December 31,
     
        2024     2023     2024     2023  
                             
    Investment advisory and incentive fees   $ 5,049     $ 5,535     $ 12,755     $ 12,324  
    Other     105       101       420       359  
    Total revenues     5,154       5,636       13,175       12,683  
                                     
    Compensation     6,316       5,809       18,293       17,246  
    Other operating expenses     1,897       2,278       7,765       6,938  
    Total expenses     8,213       8,087       26,058       24,184  
                                     
    Operating loss before management fee      (3,059 )     (2,451 )     (12,883 )     (11,501 )
                                     
    Net investment gain/(loss)     (41     21,398       42,767       43,033  
    Dividend income from GAMCO     92       96       5,454       384  
    Interest and dividend income, net     7,384       7,591       26,779       24,412  
    Shareholder-designated contribution     (3,063 )     (2,413 )     (3,512 )     (4,017 )
    Investment and other non-operating income, net     4,372       26,672       71,488       63,812  
                                     
    Income before management fee and income taxes     1,313       24,221       58,605       52,311  
    Management fee     134       2,371       5,870       5,446  
    Income before income taxes     1,179       21,850       52,735       46,865  
    Income tax expense/(benefit)     (3,108     5,551       8,307       9,137  
    Income before noncontrolling interests     4,287       16,299       44,428       37,728  
    Income/(loss) attributable to noncontrolling interests     7       (43 )     100       277  
    Net income attributable to Associated Capital Group, Inc.’s shareholders   $ 4,280     $ 16,342     $ 44,328     $ 37,451  
                                     
    Net income per share attributable to Associated Capital Group, Inc.’s shareholders:                                
    Basic   $ 0.20     $ 0.76     $ 2.08     $ 1.72  
    Diluted   $ 0.20     $ 0.76     $ 2.08     $ 1.72  
                                     
    Weighted average shares outstanding:                                
    Basic     21,222       21,576       21,347       21,771  
    Diluted     21,222       21,576       21,347       21,771  
                                     
    Actual shares outstanding – end of period     21,185       21,538       21,185       21,538  

    SPECIAL NOTE REGARDING FORWARD-LOOKING INFORMATION

    The financial results set forth in this press release are preliminary. Our disclosure and analysis in this press release, which do not present historical information, contain “forward-looking statements” within the meaning of the U.S. Private Securities Litigation Reform Act of 1995. Forward-looking statements convey our current expectations or forecasts of future events. You can identify these statements because they do not relate strictly to historical or current facts. They use words such as “anticipate,” “estimate,” “expect,” “project,” “intend,” “plan,” “believe,” and other words and terms of similar meaning. They also appear in any discussion of future operating or financial performance. In particular, these include statements relating to future actions, future performance of our products, expenses, the outcome of any legal proceedings, and financial results. Although we believe that we are basing our expectations and beliefs on reasonable assumptions within the bounds of what we currently know about our business and operations, the economy and other conditions, there can be no assurance that our actual results will not differ materially from what we expect or believe. Therefore, you should proceed with caution in relying on any of these forward-looking statements. They are neither statements of historical fact nor guarantees or assurances of future performance.

    Forward-looking statements involve a number of known and unknown risks, uncertainties and other important factors, some of which are listed below, that are difficult to predict and could cause actual results and outcomes to differ materially from any future results or outcomes expressed or implied by such forward-looking statements. Some of the factors that could cause our actual results to differ from our expectations or beliefs include a decline in the securities markets that adversely affect our assets under management, negative performance of our products, the failure to perform as required under our investment management agreements, and a general downturn in the economy that negatively impacts our operations. We also direct your attention to the more specific discussions of these and other risks, uncertainties and other important factors contained in our Form 10 and other public filings. Other factors that could cause our actual results to differ may emerge from time to time, and it is not possible for us to predict all of them. We do not undertake to update publicly any forward-looking statements if we subsequently learn that we are unlikely to achieve our expectations whether as a result of new information, future developments or otherwise, except as may be required by law.

    Ian J. McAdams
    Chief Financial Officer
    (914) 921-5078
    Associated-Capital-Group.com

    A photo accompanying this announcement is available at https://www.globenewswire.com/NewsRoom/AttachmentNg/d3637934-12dd-409f-93dd-27bbb1388a85

    The MIL Network

  • MIL-OSI: WSCG Announces Marketing Partnership with Joey Gase Racing for the 2025 NASCAR XFINITY Race at Daytona International Speedway

    Source: GlobeNewswire (MIL-OSI)

    SALT LAKE CITY, UT, Feb. 05, 2025 (GLOBE NEWSWIRE) — WSCG, and its consumer brand HUMBL, a leading innovator of digital wallets, web platforms and blockchain technologies, is proud to sponsor NASCAR driver Joey Gase at the upcoming United Rentals 300 on Saturday, February 15, 2025, at Daytona International Speedway.

    This marketing partnership includes the HUMBL logo on Gase’s race car, a fan contest for an exclusive Behind the Scenes – VIP Experience and will have its logo featured in the latest NASCAR video game.

    “We’re thrilled to partner again with Joey Gase for the United Rentals 300,” said Brian Foote, CEO of WSCG, Inc. “Joey’s dedication to racing aligns perfectly with our commitment to innovation and excellence in technology. We look forward to an exciting race and engaging with NASCAR fans through this unique collaboration.”

    As part of the partnership, HUMBL’s logo will be prominently displayed on the quarter panel of Gase’s race car. Race fans will also have the chance to win an exclusive VIP Experience, providing a behind-the-scenes experience and the opportunity to sit on Joey’s pit box during the race at Daytona International Speedway. The contest will be hosted on HUMBL’s social media channels, offering multiple ways to enter.

    Additionally, NASCAR fans can experience the HUMBL-sponsored car in the latest NASCAR video game, allowing players to drive Gase’s car and compete in virtual races from home.

    Registered users of HUMBL Financial will be automatically entered into the VIP Experience contest for two pit passes, making it easy for fans to participate. The giveaway is free to enter – simply create an account at HUMBLFinancial.com for a chance to win. No purchase is necessary to win.

    About WSCG, Inc.

    WSCG is headquartered in Salt Lake City, Utah and staffed by experienced professionals in finance, technology and real estate. The company recently purchased the HUMBL brand and holds licensing and distribution relationships with HUMBL Financial.

    Safe Harbor Statement

    This release contains forward-looking statements, which reflect the company’s current expectations and assumptions regarding future events. These statements are subject to inherent risks, uncertainties, and other factors that may cause actual results to differ materially from those anticipated. Forward-looking statements can be identified by words such as “anticipate,” “believe,” “estimate,” “expect,” “intend,” “plan,” “predict,” “potential,” “continue,” “may,” “will,” “could,” and similar expressions. Actual outcomes may differ due to various factors, including but not limited to market conditions, competitive developments, operational challenges, regulatory changes, and the company’s ability to execute its business strategy. The company undertakes no obligation to update or revise any forward-looking statements to reflect changes in circumstances or new information, except as required by applicable law.

    Media Contact

    PR@HUMBL.com

    The MIL Network

  • MIL-OSI: Weatherford Announces Fourth Quarter and Full Year 2024 Results

    Source: GlobeNewswire (MIL-OSI)

    • Fourth quarter revenue of $1,341 million decreased 5% sequentially and 2% year-over-year; full year revenue of $5,513 million increased 7% from prior year, driven by international revenue growth of 10%
    • Fourth quarter operating income of $198 million decreased 19% sequentially and 8% year-over-year; full year operating income of $938 million increased 14% from prior year
    • Fourth quarter net income of $112 million, an 8.4% margin, decreased 29% sequentially and 20% year-over-year; full year net income of $506 million, a 9.2% margin, increased by 21% from prior year
    • Fourth quarter adjusted EBITDA* of $326 million, a 24.3% margin, decreased 8%, or 88 basis points, sequentially and increased 2%, or 74 basis points, year-over-year; full year adjusted EBITDA* of $1,382 million, a 25.1% margin, increased 17%, or 197 basis points, from prior year
    • Fourth quarter cash provided by operating activities of $249 million and adjusted free cash flow* of $162 million; full year cash provided by operating activities of $792 million and adjusted free cash flow* of $524 million
    • Shareholder return of $67 million for the quarter, which included dividend payments of $18 million and share repurchases of $49 million
    • Board approved quarterly cash dividend of $0.25 per share, payable on March 19, 2025, to shareholders of record as of February 21, 2025

    *Non-GAAP – refer to the section titled Non-GAAP Financial Measures Defined and GAAP to Non-GAAP Financial Measures Reconciled

    HOUSTON, Feb. 05, 2025 (GLOBE NEWSWIRE) — Weatherford International plc (NASDAQ: WFRD) (“Weatherford” or the “Company”) announced today its results for the fourth quarter of 2024 and full year 2024.

    Revenues for the fourth quarter of 2024 were $1,341 million, a decrease of 5% sequentially and 2% year-over-year. Operating income was $198 million in the fourth quarter of 2024, compared to $243 million in the third quarter of 2024 and $216 million in the fourth quarter of 2023. Net income in the fourth quarter of 2024 was $112 million, with an 8.4% margin, a decrease of 29%, or 279 basis points, sequentially, and a decrease of 20%, or 193 basis points, year-over-year. Adjusted EBITDA* was $326 million, a 24.3% margin, a decrease of 8%, or 88 basis points, sequentially, and an increase of 2%, or 74 basis points, year-over-year. Basic income per share in the fourth quarter of 2024 was $1.54 compared to $2.14 in the third quarter of 2024 and $1.94 in the fourth quarter of 2023. Diluted income per share in the fourth quarter of 2024 was $1.50 compared to $2.06 in the third quarter of 2024 and $1.90 in the fourth quarter of 2023.

    Fourth quarter 2024 cash flows provided by operating activities were $249 million, compared to $262 million in the third quarter of 2024, and $375 million in the fourth quarter of 2023. Adjusted free cash flow* was $162 million, a decrease of $22 million sequentially, and $153 million year-over-year. Capital expenditures were $100 million in the fourth quarter of 2024, compared to $78 million in the third quarter of 2024, and $67 million in the fourth quarter of 2023.

    Revenue for the full year 2024 was $5,513 million, compared to revenues of $5,135 million in 2023. Operating income for the full year was $938 million, compared to $820 million in 2023. The Company’s full year 2024 net income was $506 million, compared to $417 million in 2023. Full year cash flows provided by operations were $792 million, compared to $832 million in 2023. Adjusted free cash flow* for the full year was $524 million compared to $651 million in 2023. Capital expenditures for the full year 2024 were $299 million, compared to $209 million in 2023.

    Girish Saligram, President and Chief Executive Officer, commented, “The fourth quarter witnessed a significant drop in activity levels in Latin America and a more cautious tone in a few key geographies. Despite a challenging environment in the fourth quarter, the overall full year 2024 was another one of setting new operational highs, and I would like to express my gratitude to the One Weatherford team for that. We ended the year with the best safety record we have ever had, strong margin expansion and solid cash generation.

    While the activity outlook continues to evolve, margins and cash flow performance continue to be the cornerstone of our financial and strategic objectives. We are well-positioned to deliver another year of strong cash flow generation in 2025. While there is some temporary activity reduction, we continue to believe in the industry’s mid to long-term resilience and remain committed to our goal of achieving EBITDA margins in the high 20’s over the next few years.”

    *Non-GAAP – refer to the section titled Non-GAAP Financial Measures Defined and GAAP to Non-GAAP Financial Measures Reconciled

    Operational & Commercial Highlights

    • ADNOC awarded Weatherford a three-year contract for the provision of rigless services as part of the reactivation of ADNOC’s onshore strings.
    • Kuwait Oil Company (KOC) awarded Weatherford a Managed Pressure Drilling (MPD) services contract focused on improving operational efficiency, enhancing safety, accelerating well-delivery timelines, and reducing costs by deploying Weatherford’s innovative VictusTM Intelligent MPD system.
    • KOC awarded Weatherford a one-year contract to provide and operate two onshore Real Time Decision Centers.
    • A National Oil Company (NOC) in Qatar awarded Weatherford a five-year contract to provide fishing and drilling tools, with a five-year extension option.
    • An NOC in Asia awarded Weatherford a three-year contract for the provision of Wireline conveyance and tooling services and a three-year contract for Tubular Running Services (TRS) in onshore India.
    • OMV Petrom awarded Weatherford a two-year contract for openhole and cased-hole logging services in Romania.
    • A major operator in Asia awarded Weatherford a three-year contract for providing ModusTM MPD services for two zones in North and South Sumatra, and awarded a five-year contract to provide openhole and cased-hole Wireline in onshore Indonesia.
    • Khalda awarded Weatherford a three-year contract to deploy up to 300 wells in Egypt using CygNet® SCADA and ForeSite® platform.
    • Azule Energy awarded Weatherford a three-year contract to provide TRS for the NGC Project in offshore Angola. This is in addition to the recently awarded TRS contract in block 15/06 in the deepwater block.
    • PTTEP awarded Weatherford a 24-month contract to provide openhole Wireline Services in onshore Thailand.
    • A major operator in Asia awarded Weatherford with a four-year contract to provide Rotating Control Devices to enable MPD in offshore Indonesia.
    • Shell Petroleum Development Company awarded Weatherford a three-year contract to provide Well Completions and other related specialized services in onshore Nigeria.

    Technology Highlights
    On January 14, 2025, at the annual IKTVA forum held at Dahan Dharan Expo, Weatherford signed an agreement with SPARK, a fully integrated industrial ecosystem aimed at making Saudi Arabia a global energy hub. This strategic partnership, aligned with Saudi Arabia’s Vision 2030, enhances Weatherford’s local presence, boosts production capabilities, and supports the region’s energy goals. By advancing local content, fostering talent, and driving innovation, Weatherford demonstrates its commitment to economic growth and to supporting Saudi Arabia’s leadership in energy innovation.

    • Drilling & Evaluation (“DRE”)
      • In the North Sea, Weatherford successfully deployed the world’s first Dual Advanced Kickover Tool for Equinor. The unique solution enables gas lift valve replacements in just a single run, which significantly increases efficiency and reduces cost of conventional systems.
      • In Saudi Arabia, Weatherford deployed its compact wireline logging tools with shuttle technology to achieve a record total depth for Aramco. This extended reach well features the longest horizontal section, measuring 23,000 feet.
    • Well Construction and Completions (“WCC”)
      • In deepwater Brazil, Weatherford successfully installed the first OptiRoss® RFID Multi-Cycle Sliding Sleeve Valve for a major operator. The system enhances acid stimulation efficiency, improving production and boosting the reservoir’s oil recovery factor.
      • In the Middle East, Weatherford successfully deployed its market-leading Optimax Tubing Retrievable Safety Valve for an NOC. This deployment enabled gas lift valve replacements in a single run, significantly increasing efficiency and reducing costs compared to conventional systems.
    • Production and Intervention (“PRI”)
      • In the Middle East, Weatherford’s Alpha1Go remote re-entry system was deployed for an NOC, optimizing rig site operations by significantly reducing whipstock preparation time and minimizing red-zone exposure. This deployment improved both efficiency and safety, demonstrating the system’s effectiveness in facilitating well re-entry operations and real-time team collaboration in various rig environments.
      • In US land operations, Weatherford successfully deployed its first Reclaim Dual Barrier Plug and Abandon (P&A) system for a major operator. This innovative dual barrier P&A system safely and reliably abandons wells without the need to pull tubing. By eliminating the requirement for conventional drilling rigs, it significantly reduces costs and minimizes the carbon footprint.

    Shareholder Return

    During the fourth quarter of 2024, Weatherford repurchased shares for approximately $49 million and paid dividends of $18 million, resulting in total shareholder return of $67 million. Since the inception of the shareholder return program introduced earlier in 2024, the Company repurchased shares for approximately $99 million and paid dividends of $36 million, resulting in total shareholder return of $135 million.

    On January 29, 2025, our Board declared a cash dividend of $0.25 per share of the Company’s ordinary shares, payable on March 19, 2025, to shareholders of record as of February 21, 2025.

    Results by Reportable Segment

    Drilling and Evaluation (“DRE”)

        Three Months Ended   Variance     Twelve Months Ended   Variance
    ($ in Millions)   Dec 31,
    2024
      Sep 30,
    2024
      Dec 31,
    2023
      Seq.     YoY   Dec 31,
    2024
      Dec 31,
    2023
      YoY
    Revenue   $ 398     $ 435     $ 382     (9 )%   4 %   $ 1,682     $ 1,536     10 %
    Segment Adjusted EBITDA   $ 96     $ 111     $ 97     (14 )%   (1 )%   $ 467     $ 422     11 %
    Segment Adj EBITDA Margin     24.1 %     25.5 %     25.4 %   (140) bps   (127) bps     27.8 %     27.5 %   29 bps

    Fourth quarter 2024 DRE revenue of $398 million decreased by $37 million, or 9% sequentially, primarily from lower activity in Latin America, partly offset by higher international Wireline activity. Year-over-year DRE revenues increased by $16 million, or 4%, primarily from higher activity in North America and higher international Wireline activity, partly offset by lower activity in Latin America.

    Fourth quarter 2024 DRE segment adjusted EBITDA of $96 million decreased by $15 million, or 14% sequentially, primarily driven by lower activity in Latin America, partly offset by higher international Wireline activity. Year-over-year DRE segment adjusted EBITDA decreased by $1 million, or 1%, primarily due to lower activity in Latin America, partly offset by improved performance in Middle East/North Africa/Asia.

    Full year 2024 DRE revenues of $1,682 million increased by $146 million, or 10% compared to 2023, as higher Wireline and Drilling-related services activity were partly offset by lower Drilling Services in Latin America.

    Full year 2024 DRE segment adjusted EBITDA of $467 million increased by $45 million, or 11% compared to 2023, as higher MPD and Wireline activity were partly offset by lower activity in Latin America.

    Well Construction and Completions (“WCC”)

        Three Months Ended   Variance     Twelve Months Ended   Variance
    ($ in Millions)   Dec 31,
    2024
      Sep 30,
    2024
      Dec 31,
    2023
      Seq.     YoY   Dec 31,
    2024
      Dec 31,
    2023
      YoY
    Revenue   $ 505     $ 509     $ 480     (1 )%   5 %   $ 1,976     $ 1,800     10 %
    Segment Adjusted EBITDA   $ 148     $ 151     $ 131     (2 )%   13 %   $ 564     $ 455     24 %
    Segment Adj EBITDA Margin     29.3 %     29.7 %     27.3 %   (36) bps   202 bps     28.5 %     25.3 %   326 bps

    Fourth quarter 2024 WCC revenue of $505 million decreased by $4 million, or 1% sequentially, primarily due to lower activity in Europe/Sub-Sahara Africa/Russia, partly offset by higher Completions and TRS activity in Middle East/North Africa/Asia. Year-over-year WCC revenues increased by $25 million, or 5%, primarily due to higher activity in Middle East/North Africa/Asia and higher Liner Hangers and Well Services activity in Latin America, partly offset by lower activity in North America.

    Fourth quarter 2024 WCC segment adjusted EBITDA of $148 million decreased by $3 million, or 2% sequentially, primarily due to lower activity in Europe/Sub-Sahara Africa/Russia, partly offset by higher Completions and TRS activity in Middle East/North Africa/Asia. Year-over-year WCC segment adjusted EBITDA increased by $17 million, or 13%, primarily due to higher activity in Middle East/North Africa/Asia, partly offset by lower activity in Europe/Sub-Sahara Africa/Russia.

    Full year 2024 WCC revenues of $1,976 million increased by $176 million, or 10% compared to 2023, primarily from higher activity in Middle East/North Africa/Asia and Latin America, partly offset by lower activity in North America.

    Full year 2024 WCC segment adjusted EBITDA of $564 million increased by $109 million, or 24% compared to 2023, primarily due to improved fall through in major product lines across all geographies.

    Production and Intervention (“PRI”)

        Three Months Ended   Variance       Twelve Months Ended   Variance  
    ($ in Millions)   Dec 31,
    2024
      Sep 30,
    2024
      Dec 31,
    2023
      Seq.     YoY     Dec 31,
    2024
      Dec 31,
    2023
      YoY  
    Revenue   $ 364     $ 371     $ 386     (2 )%   (6 )%   $ 1,452     $ 1,472     (1 )%
    Segment Adjusted EBITDA   $ 78     $ 83     $ 88     (6 )%   (11 )%   $ 319     $ 323     (1 )%
    Segment Adj EBITDA Margin     21.4 %     22.4 %     22.8 %   (94) bps   (137) bps     22.0 %     21.9 %   3 bps

    Fourth quarter 2024 PRI revenue of $364 million decreased by $7 million, or 2% sequentially, primarily due to lower activity in Latin America and lower Intervention Services and Drilling Tools (ISDT) activity in Europe/Sub-Sahara Africa/Russia and North America. Year-over-year PRI revenue decreased by $22 million, or 6%, as lower activity in Middle East/North Africa/Asia and Latin America was partly offset by higher Artificial Lift activity in North America.

    Fourth quarter 2024 PRI segment adjusted EBITDA of $78 million, decreased by $5 million, or 6% sequentially, primarily from lower activity in Latin America and lower ISDT activity in Europe/Sub-Sahara Africa/Russia and North America, partly offset by higher Artificial Lift activity in Middle East/North Africa/Asia. Year-over-year PRI segment adjusted EBITDA decreased by $10 million, or 11% year-over-year, primarily due to lower activity in Latin America and Europe/Sub-Sahara Africa/Russia, partly offset by better ISDT and Artificial Lift fall through in North America.

    Full year 2024 PRI revenues of $1,452 million decreased by $20 million, or 1% compared to 2023, primarily due to lower international Pressure Pumping and Digital Solutions activity, partly offset by higher ISDT activity in Europe/Sub-Sahara Africa/Russia and Middle East/North Africa/Asia.

    Full year 2024 PRI segment adjusted EBITDA of $319 million decreased by $4 million, or 1% compared to 2023, as lower activity in international Pressure Pumping and Digital Solutions was partly offset by improved performance in Artificial Lift.

    Revenue by Geography

        Three Months Ended   Variance   Twelve Months Ended   Variance
    ($ in Millions)   Dec 31,
    2024
      Sep 30,
    2024
      Dec 31,
    2023
      Seq.   YoY   Dec 31,
    2024
      Dec 31,
    2023
      YoY
    North America   $ 261   $ 266   $ 248   (2 )%   5 %   $ 1,046   $ 1,068   (2 )%
                                     
    International   $ 1,080   $ 1,143   $ 1,114   (6 )%   (3 )%   $ 4,467   $ 4,067   10 %
    Latin America     312     358     342   (13 )%   (9 )%     1,393     1,387   %
    Middle East/North Africa/Asia     542     542     547   %   (1 )%     2,123     1,815   17 %
    Europe/Sub-Sahara Africa/Russia     226     243     225   (7 )%   %     951     865   10 %
    Total Revenue   $ 1,341   $ 1,409   $ 1,362   (5 )%   (2 )%   $ 5,513   $ 5,135   7 %


    North America

    Fourth quarter 2024 North America revenue of $261 million decreased by $5 million, or 2% sequentially, primarily due to activity decreases in the North and South regions, partly offset by activity increase offshore in the Gulf of Mexico. Year-over-year, North America increased by $13 million, or 5%, primarily from higher Artificial Lift and Wireline activity, partly offset by a decrease in activity across the WCC segment.

    Full year 2024 North America revenue of $1,046 million decreased by $22 million, or 2%, compared to 2023, primarily due to lower activity in the WCC and PRI segments, partly offset by higher Wireline activity.

    International

    Fourth quarter 2024 international revenue of $1,080 million decreased 6% sequentially and decreased 3% year-over-year, and full year 2024 international revenue of $4,467 million increased 10%, compared to 2023.

    Fourth quarter 2024 Latin America revenue of $312 million decreased by $46 million, or 13% sequentially, primarily due to lower Drilling-related Services, partly offset by higher Liner Hangers activity. Year-over-year, Latin America revenue decreased by $30 million, primarily due to lower activity in the DRE and PRI segments, partly offset by higher activity in Liner Hangers and Well Services.

    Full year 2024 Latin America revenue of $1,393 million was largely flat, compared to 2023.

    Fourth quarter 2024 revenue of $542 million in Middle East/North Africa/Asia was flat sequentially, as higher activity from Completions and Artificial Lift were largely offset by lower MPD and Integrated Services & Projects. Year-over-year, the Middle East/North Africa/Asia revenue decreased by $5 million, or 1%, primarily due to lower activity in the PRI segment, partly offset by higher Drilling-related services and Completions activity.

    Full year 2024 revenue of $2,123 million in Middle East/North Africa/Asia increased by $308 million, or 17%, compared to 2023, mainly due to increased activity in the DRE and WCC segments, partly offset by lower activity in Digital Solutions, Artificial Lift and Pressure Pumping.

    Fourth quarter 2024 Europe/Sub-Sahara Africa/Russia revenue of $226 million decreased by $17 million, or 7%, sequentially, mainly driven by lower Completions and ISDT activity, partly offset by higher Wireline activity. Year-over-year Europe/Sub-Sahara Africa/Russia revenue was largely flat due to increased activity in the DRE segment, largely offset by lower activity in the WCC and PRI segments.

    Full year 2024 Europe/Sub-Sahara Africa/Russia revenue of $951 million increased by $86 million, or 10% compared to 2023, due to increased activity in the DRE and WCC segments, partly offset by lower Pressure Pumping and Artificial Lift activity.

    About Weatherford
    Weatherford delivers innovative energy services that integrate proven technologies with advanced digitalization to create sustainable offerings for maximized value and return on investment. Our world-class experts partner with customers to optimize their resources and realize the full potential of their assets. Operators choose us for strategic solutions that add efficiency, flexibility, and responsibility to any energy operation. The Company conducts business in approximately 75 countries and has approximately 19,000 team members representing more than 110 nationalities and 330 operating locations. Visit weatherford.com for more information and connect with us on social media.

    Conference Call Details

    Weatherford will host a conference call on Thursday, February 6, 2025, to discuss the Company’s results for the fourth quarter ended December 31, 2024. The conference call will begin at 8:30 a.m. Eastern Time (7:30 a.m. Central Time).

    Listeners are encouraged to download the accompanying presentation slides which will be available in the investor relations section of the Company’s website.

    Listeners can participate in the conference call via a live webcast at https://www.weatherford.com/investor-relations/investor-news-and-events/events/ or by dialing +1 877-328-5344 (within the U.S.) or +1 412-902-6762 (outside of the U.S.) and asking for the Weatherford conference call. Participants should log in or dial in approximately 10 minutes prior to the start of the call.

    A telephonic replay of the conference call will be available until February 20, 2025, at 5:00 p.m. Eastern Time. To access the replay, please dial +1 877-344-7529 (within the U.S.) or +1 412-317-0088 (outside of the U.S.) and reference conference number 9530137. A replay and transcript of the earnings call will also be available in the investor relations section of the Company’s website.

    Contacts
    For Investors:
    Luke Lemoine
    Senior Vice President, Corporate Development & Investor Relations
    +1 713-836-7777
    investor.relations@weatherford.com

    For Media:
    Kelley Hughes
    Senior Director, Communications & Employee Engagement
    media@weatherford.com

    Forward-Looking Statements

    This news release contains projections and forward-looking statements concerning, among other things, the Company’s quarterly and full-year revenues, adjusted EBITDA*, adjusted EBITDA margin*, adjusted free cash flow*, net leverage*, shareholder return program, forecasts or expectations regarding business outlook, prospects for its operations, capital expenditures, expectations regarding future financial results, and are also generally identified by the words “believe,” “project,” “expect,” “anticipate,” “estimate,” “outlook,” “budget,” “intend,” “strategy,” “plan,” “guidance,” “may,” “should,” “could,” “will,” “would,” “will be,” “will continue,” “will likely result,” and similar expressions, although not all forward-looking statements contain these identifying words. Such statements are based upon the current beliefs of Weatherford’s management and are subject to significant risks, assumptions, and uncertainties. Should one or more of these risks or uncertainties materialize, or underlying assumptions prove incorrect, actual results may vary materially from those indicated in our forward-looking statements. Readers are cautioned that forward-looking statements are only predictions and may differ materially from actual future events or results, based on factors including but not limited to: global political disturbances, war, terrorist attacks, changes in global trade policies and tariffs, weak local economic conditions and international currency fluctuations; general global economic repercussions related to U.S. and global inflationary pressures and potential recessionary concerns; various effects from conflicts in the Middle East and the Russia Ukraine conflict, including, but not limited to, nationalization of assets, extended business interruptions, sanctions, treaties and regulations imposed by various countries, associated operational and logistical challenges, and impacts to the overall global energy supply; cybersecurity issues; our ability to comply with, and respond to, climate change, environmental, social and governance and other sustainability initiatives and future legislative and regulatory measures both globally and in specific geographic regions; the potential for a resurgence of a pandemic in a given geographic area and related disruptions to our business, employees, customers, suppliers and other partners; the price and price volatility of, and demand for, oil and natural gas; the macroeconomic outlook for the oil and gas industry; our ability to generate cash flow from operations to fund our operations; our ability to effectively and timely adapt our technology portfolio, products and services to remain competitive, and to address and participate in changes to the market demands, including for the transition to alternate sources of energy such as geothermal, carbon capture and responsible abandonment, including our digitalization efforts; our ability to effectively execute our capital allocation framework; our ability to return capital to shareholders, including those related to the timing and amounts (including any plans or commitments in respect thereof) of any dividends and share repurchases; and the realization of additional cost savings and operational efficiencies.

    These risks and uncertainties are more fully described in Weatherford’s reports and registration statements filed with the Securities and Exchange Commission, including the risk factors described in the Company’s Annual Report on Form 10-K and Quarterly Reports on Form 10-Q. Accordingly, you should not place undue reliance on any of the Company’s forward-looking statements. Any forward-looking statement speaks only as of the date on which such statement is made, and the Company undertakes no obligation to correct or update any forward-looking statement, whether as a result of new information, future events or otherwise, except as required by applicable law, and we caution you not to rely on them unduly.

    *Non-GAAP – refer to the section titled Non-GAAP Financial Measures Defined and GAAP to Non-GAAP Financial Measures Reconciled

    Weatherford International plc
    Selected Statements of Operations (Unaudited)
                         
        Three Months Ended   Year Ended
    ($ in Millions, Except Per Share Amounts)   December
    31, 2024
      September
    30, 2024
      December
    31, 2023
      December
    31, 2024
      December
    31, 2023
    Revenues:                    
    DRE Revenues   $ 398     $ 435     $ 382     $ 1,682     $ 1,536  
    WCC Revenues     505       509       480       1,976       1,800  
    PRI Revenues     364       371       386       1,452       1,472  
    All Other     74       94       114       403       327  
    Total Revenues     1,341       1,409       1,362       5,513       5,135  
                         
    Operating Income:                    
    DRE Segment Adjusted EBITDA[1]   $ 96     $ 111     $ 97     $ 467     $ 422  
    WCC Segment Adjusted EBITDA[1]     148       151       131       564       455  
    PRI Segment Adjusted EBITDA[1]     78       83       88       319       323  
    All Other[2]     11       23       13       84       38  
    Corporate[2]     (7 )     (13 )     (8 )     (52 )     (52 )
    Depreciation and Amortization     (83 )     (89 )     (83 )     (343 )     (327 )
    Share-based Compensation     (10 )     (10 )     (9 )     (45 )     (35 )
    Other Charges     (35 )     (13 )     (13 )     (56 )     (4 )
    Operating Income     198       243       216       938       820  
                         
    Other Expense:                    
    Interest Expense, Net of Interest Income of $12, $13, $12, $56 and $59     (25 )     (24 )     (31 )     (102 )     (123 )
    Loss on Blue Chip Swap Securities                       (10 )     (57 )
    Other Expense, Net     (4 )     (41 )     (36 )     (87 )   (134 )
    Income Before Income Taxes     169       178       149       739       506  
    Income Tax Provision     (45 )     (12 )     (2 )     (189 )     (57 )
    Net Income     124       166       147       550       449  
    Net Income Attributable to Noncontrolling Interests     12       9       7       44       32  
    Net Income Attributable to Weatherford   $ 112     $ 157     $ 140     $ 506     $ 417  
                         
    Basic Income Per Share   $ 1.54     $ 2.14     $ 1.94     $ 6.93     $ 5.79  
    Basic Weighted Average Shares Outstanding     72.6       73.2       72.1       73.0       71.9  
                         
    Diluted Income Per Share[3]   $ 1.50     $ 2.06     $ 1.90     $ 6.75     $ 5.66  
    Diluted Weighted Average Shares Outstanding     74.5       75.2       73.9       74.9       73.7  
                                             
    [1]   Segment adjusted EBITDA is our primary measure of segment profitability under U.S. GAAP ASC 280 “Segment Reporting” and represents segment earnings before interest, taxes, depreciation, amortization, share-based compensation and other adjustments. Research and development expenses are included in segment adjusted EBITDA.
    [2]   All Other includes results from non-core business activities (including integrated services and projects), and Corporate includes overhead support and centrally managed or shared facilities costs. All Other and Corporate do not individually meet the criteria for segment reporting.
    [3]   Included the maximum potentially dilutive shares contingently issuable for an acquisition consideration during the three months ended September 30, 2024, the value of which was adjusted out of Net Income Attributable to Weatherford in calculating diluted income per share.
    Weatherford International plc
    Selected Balance Sheet Data (Unaudited)
           
    ($ in Millions) December 31, 2024   December 31, 2023
    Assets:      
    Cash and Cash Equivalents $ 916   $ 958
    Restricted Cash   59     105
    Accounts Receivable, Net   1,261     1,216
    Inventories, Net   880     788
    Property, Plant and Equipment, Net   1,061     957
    Intangibles, Net   325     370
           
    Liabilities:      
    Accounts Payable   792     679
    Accrued Salaries and Benefits   302     387
    Current Portion of Long-term Debt   17     168
    Long-term Debt   1,617     1,715
           
    Shareholders’ Equity:      
    Total Shareholders’ Equity   1,283     922
               
    Weatherford International plc
    Selected Cash Flows Information (Unaudited)
                         
        Three Months Ended   Year Ended
    ($ in Millions)   December
    31, 2024
      September
    30, 2024
      December
    31, 2023
      December
    31, 2024
      December
    31, 2023
    Cash Flows From Operating Activities:                    
    Net Income   $ 124     $ 166     $ 147     $ 550     $ 449  
    Adjustments to Reconcile Net Income to Net Cash Provided By Operating Activities:                    
    Depreciation and Amortization     83       89       83       343       327  
    Foreign Exchange Losses (Gain)     (2 )     35       43       56       116  
    Loss on Blue Chip Swap Securities                       10       57  
    Gain on Disposition of Assets     (2 )     (1 )           (35 )     (11 )
    Deferred Income Tax Provision (Benefit)           (19 )     (19 )     8       (86 )
    Share-Based Compensation     10       10       9       45       35  
    Changes in Accounts Receivable, Inventory, Accounts Payable and Accrued Salaries and Benefits     24       30       151       (120 )     (84 )
    Other Changes, Net     12       (48 )     (39 )     (65 )     29  
    Net Cash Provided By Operating Activities     249       262       375       792       832  
                         
    Cash Flows From Investing Activities:                    
    Capital Expenditures for Property, Plant and Equipment     (100 )     (78 )     (67 )     (299 )     (209 )
    Proceeds from Disposition of Assets     13             7       31       28  
    Purchases of Blue Chip Swap Securities                       (50 )     (110 )
    Proceeds from Sales of Blue Chip Swap Securities                       40       53  
    Business Acquisitions, Net of Cash Acquired           (15 )           (51 )     (4 )
    Other Investing Activities     1       1       (71 )     36       (47 )
    Net Cash Used In Investing Activities     (86 )     (92 )     (131 )     (293 )     (289 )
                         
    Cash Flows From Financing Activities:                    
    Repayments of Long-term Debt     (23 )     (5 )     (80 )     (287 )     (386 )
    Distributions to Noncontrolling Interests     (20 )     (10 )     (31 )     (39 )     (52 )
    Tax Remittance on Equity Awards     (22 )           (2 )     (31 )     (56 )
    Share Repurchases     (49 )     (50 )           (99 )      
    Dividends Paid     (18 )     (18 )           (36 )      
    Other Financing Activities     (1 )     (6 )     (13 )     (19 )     (20 )
    Net Cash Used In Financing Activities   $ (133 )   $ (89 )   $ (126 )   $ (511 )   $ (514 )

                      

    Weatherford International plc
    Non-GAAP Financial Measures Defined (Unaudited)

    We report our financial results in accordance with U.S. generally accepted accounting principles (GAAP). However, Weatherford’s management believes that certain non-GAAP financial measures (as defined under the SEC’s Regulation G and Item 10(e) of Regulation S-K) may provide users of this financial information additional meaningful comparisons between current results and results of prior periods and comparisons with peer companies. The non-GAAP amounts shown in the following tables should not be considered as substitutes for results reported in accordance with GAAP but should be viewed in addition to the Company’s reported results prepared in accordance with GAAP.

    Adjusted EBITDA* – Adjusted EBITDA* is a non-GAAP measure and represents consolidated income before interest expense, net, income taxes, depreciation and amortization expense, and excludes, among other items, restructuring charges, share-based compensation expense, as well as other charges and credits. Management believes adjusted EBITDA* is useful to assess and understand normalized operating performance and trends. Adjusted EBITDA* should be considered in addition to, but not as a substitute for consolidated net income and should be viewed in addition to the Company’s reported results prepared in accordance with GAAP.

    Adjusted EBITDA Margin* – Adjusted EBITDA margin* is a non-GAAP measure which is calculated by dividing consolidated adjusted EBITDA* by consolidated revenues. Management believes adjusted EBITDA margin* is useful to assess and understand normalized operating performance and trends. Adjusted EBITDA margin* should be considered in addition to, but not as a substitute for consolidated net income margin and should be viewed in addition to the Company’s reported results prepared in accordance with GAAP.

    Adjusted Free Cash Flow* – Adjusted Free Cash Flow* is a non-GAAP measure and represents cash flows provided by (used in) operating activities, less capital expenditures plus proceeds from the disposition of assets. Management believes adjusted free cash flow* is useful to understand our performance at generating cash and demonstrates our discipline around the use of cash. Adjusted free cash flow* should be considered in addition to, but not as a substitute for cash flows provided by operating activities and should be viewed in addition to the Company’s reported results prepared in accordance with GAAP.

    Net Debt* – Net Debt* is a non-GAAP measure that is calculated taking short and long-term debt less cash and cash equivalents and restricted cash. Management believes the net debt* is useful to assess the level of debt in excess of cash and cash and equivalents as we monitor our ability to repay and service our debt. Net debt* should be considered in addition to, but not as a substitute for overall debt and total cash and should be viewed in addition to the Company’s results prepared in accordance with GAAP.​

    Net Leverage* – Net Leverage* is a non-GAAP measure which is calculated by dividing by taking net debt* divided by adjusted EBITDA* for the trailing 12 months. Management believes the net leverage* is useful to understand our ability to repay and service our debt. Net leverage* should be considered in addition to, but not as a substitute for the individual components of above defined net debt* divided by consolidated net income attributable to Weatherford and should be viewed in addition to the Company’s reported results prepared in accordance with GAAP.

    *Non-GAAP – as defined above and reconciled to the GAAP measures in the section titled GAAP to Non-GAAP Financial Measures Reconciled

    Weatherford International plc
    GAAP to Non-GAAP Financial Measures Reconciled (Unaudited)
     
                         
        Three Months Ended   Year Ended
    ($ in Millions, Except Margin in Percentages)   December
    31, 2024
      September
    30, 2024
      December
    31, 2023
      December
    31, 2024
      December
    31, 2023
    Revenues   $ 1,341     $ 1,409     $ 1,362     $ 5,513     $ 5,135  
    Net Income Attributable to Weatherford   $ 112     $ 157     $ 140     $ 506     $ 417  
    Net Income Margin     8.4 %     11.1 %     10.3 %     9.2 %     8.1 %
    Adjusted EBITDA*   $ 326     $ 355     $ 321     $ 1,382     $ 1,186  
    Adjusted EBITDA Margin*     24.3 %     25.2 %     23.6 %     25.1 %     23.1 %
                         
    Net Income Attributable to Weatherford   $ 112     $ 157     $ 140     $ 506     $ 417  
    Net Income Attributable to Noncontrolling Interests     12       9       7       44       32  
    Income Tax Provision     45       12       2       189       57  
    Interest Expense, Net of Interest Income of $12, $13, $12, $56 and $59     25       24       31       102       123  
    Loss on Blue Chip Swap Securities                       10       57  
    Other Expense, Net     4       41       36       87       134  
    Operating Income     198       243       216       938       820  
    Depreciation and Amortization     83       89       83       343       327  
    Other Charges[1]     35       13       13       56       4  
    Share-Based Compensation     10       10       9       45       35  
    Adjusted EBITDA*   $ 326     $ 355     $ 321     $ 1,382     $ 1,186  
                         
    Net Cash Provided By Operating Activities   $ 249     $ 262     $ 375     $ 792     $ 832  
    Capital Expenditures for Property, Plant and Equipment     (100 )     (78 )     (67 )     (299 )     (209 )
    Proceeds from Disposition of Assets     13             7       31       28  
    Adjusted Free Cash Flow*   $ 162     $ 184     $ 315     $ 524     $ 651  
    [1]   Other charges in the three and twelve months ended December 31, 2024, primarily included severance and restructuring costs and fees to third-party financial institutions related to collections of certain receivables from our largest customer in Mexico.
         

    *Non-GAAP – as reconciled to the GAAP measures above and defined in the section titled Non-GAAP Financial Measures Defined

    Weatherford International plc
    GAAP to Non-GAAP Financial Measures Reconciled Continued (Unaudited)
     
                   
         
    ($ in Millions)   December
    31, 2024
      September
    30, 2024
      December
    31, 2023
     
    Current Portion of Long-term Debt   $ 17   $ 21   $ 168  
    Long-term Debt     1,617     1,627     1,715  
    Total Debt   $ 1,634   $ 1,648   $ 1,883  
                   
    Cash and Cash Equivalents   $ 916   $ 920   $ 958  
    Restricted Cash     59     58     105  
    Total Cash   $ 975   $ 978   $ 1,063  
                   
    Components of Net Debt              
    Current Portion of Long-term Debt   $ 17   $ 21   $ 168  
    Long-term Debt     1,617     1,627     1,715  
    Less: Cash and Cash Equivalents     916     920     958  
    Less: Restricted Cash     59     58     105  
    Net Debt*   $ 659   $ 670   $ 820  
                   
    Net Income for trailing 12 months   $ 506   $ 534   $ 417  
    Adjusted EBITDA* for trailing 12 months   $ 1,382   $ 1,377   $ 1,186  
                   
    Net Leverage* (Net Debt*/Adjusted EBITDA*)     0.48 x   0.49 x   0.69 x
                         

    *Non-GAAP – as reconciled to the GAAP measures above and defined in the section titled Non-GAAP Financial Measures Defined

    The MIL Network

  • MIL-OSI USA: Tuberville Takes Action to Protect Conservatives, Taxpayers from Political Discrimination by Banks

    US Senate News:

    Source: United States Senator Tommy Tuberville (Alabama)

    WASHINGTON – Today, U.S. Senator Tommy Tuberville (R-AL) joined U.S. Senator Kevin Cramer (R-ND) to reintroduce the Fair Access to Banking Act, which protects fair access to financial services and ensures banks operate in a safe and sound manner. The legislation requires that lending and services decisions must be based on impartial, risk-based analysis, not political or reputational favoritism. 

    In recent years, prominent American banks have engaged in a discriminatory practice, referred to as debanking. Banks and financial institutions use their economic standing to categorically exclude law-abiding, legal industries by refusing to lend or provide services to them. This includes industries such as firearms, ammunition, crypto, federal prison contractors, as well as energy producers. 

    “Banks should make lending decisions based solely on economic factors – not woke political concerns,” said Sen. Tuberville. “Big banks are bowing to pressure from woke activists who oppose loans being given to businesses that don’t fall in line with the left’s agenda. No financial institution should be pressured to cut off lending to a legitimate business. Financial discrimination is un-American and unacceptable. I’m proud to support the Fair Access to Banking Act to push back against attempts to weaponize the banking sector for political reasons.”

    “When progressives failed at banning these entire industries, what they did instead is they turned to weaponizing banks as sort of a backdoor to carry out their activist goals,” said Sen. Cramer. “Financial institutions are backed by taxpayers, for crying out loud! They should be obligated to provide services in an unbiased, risk-based manner. The Fair Access to Banking Act ensures that banks provide fair access to services and enacts strict penalties for categorically discriminating against legal industries and individuals.”

    The Fair Access to Banking Act is endorsed by several organizations, including the National Shooting Sports Foundation, National Rifle Association, North Dakota Petroleum Council, National Cattlemen’s Beef Association, The Digital Chamber, Blockchain Association, Independent Petroleum Association of America, Online Lenders Alliance, Day 1 Alliance, GEO Group, the Lignite Energy Council, and National Association of Wholesaler-Distributors.

    Joining U.S. Senators Tuberville and Cramer in cosponsoring this bill are U.S. Senators Jim Banks (R-IN), John Barrasso (R-WY), Marsha Blackburn (R-TN), John Boozman (R-AR), Katie Britt (R-AL), Ted Budd (R-NC), Shelley Moore Capito (R-WV), Bill Cassidy (R-LA), John Cornyn (R-TX), Tom Cotton (R-AR), Mike Crapo (R-ID), Ted Cruz (R-TX), John Curtis (R-UT), Steve Daines (R-MT), Joni Ernst (R-IA), Deb Fischer (R-NE), Lindsey Graham (R-SC), Bill Hagerty (R-TN), John Hoeven (R-ND), Cindy Hyde-Smith (R-MS), Ron Johnson (R-WI), Jim Justice (R-WV), John Kennedy (R-LA), James Lankford (R-OK), Cynthia Lummis (R-WY), Roger Marshall (R-KS), Dave McCormick (R-PA), Jerry Moran (R-KS), Bernie Moreno (R-OH), Markwayne Mullin (R-OK), Pete Ricketts (R-NE), Jim Risch (R-ID), Eric Schmitt (R-MO), Rick Scott (R-FL), Tim Scott (R-SC), Tim Sheehy (R-MT), Dan Sullivan (R-AK), Thom Tillis (R-NC), and Roger Wicker (R-MS).

    U.S. Representative Andy Barr (R-KY) introduced similar legislation in the House of Representatives. 

    Click here for bill text. 

    BACKGROUND:

    Specifically, this legislation penalizes banks and credit unions with over $10 billion in total consolidated assets, or their subsidiaries, if they refuse to do business with any legally compliant, credit-worthy person. It also prevents payment card networks from discriminating against any qualified person because of political or reputational considerations. The bill requires qualified banks to provide written justification for why they are denying a person financial services. Further, the Fair Access to Banking Act would penalize providers who fail to comply with the law by disqualifying institutions from using discount window lending programs, terminating status as an insured depository institution or credit union, or imposing a civil penalty of up to $10,000 per violation. 

    The bill is based on President Trump’s Fair Access Rule, which was introduced during his first administration and required financial institutions to make individual risk assessments rather than broad decisions regarding entire industries or categories of customers. The Biden administration paused the rule’s implementation in early 2021.

    The Senators’ legislation is a response to United States banks and financial institutions increasingly using their economic standing to categorically discriminate against legal industries and conservatives. For example, Citigroup instituted a policy in 2018 to withhold project-related financing for coal plants, and in 2020, five of the country’s largest banks announced they would not provide loans or credit to support oil and gas drilling in the Arctic National Wildlife Refuge, despite explicit congressional authorization. Such exclusionary practices also extend to industries protected by the Second Amendment, with Capital One, among other banks, previously including “ammunitions, firearms, or firearm parts” in the prohibited payments section of its corporate policy manual, and payment services like Apple Pay and PayPal denying their services for transactions involving firearms or ammunition. First Lady Melania Trump and technology companies alike allege banks have debanked them or refused to do business. During his address to the World Economic Forum in January, President Trump highlighted big banks and their discriminatory practices of targeting conservatives.  

    Senator Tommy Tuberville represents Alabama in the United States Senate and is a member of the Senate Armed Services, Agriculture, Veterans’ Affairs, HELP, and Aging Committees.

    MIL OSI USA News

  • MIL-OSI Russia: Materials for the Government meeting on February 6, 2025

    Translartion. Region: Russians Fedetion –

    Source: Government of the Russian Federation – An important disclaimer is at the bottom of this article.

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

    1. On the draft federal law “On Amendments to Articles 164 and 165 of Part Two of the Tax Code of the Russian Federation”

    The purpose of the bill is to ensure favorable tax conditions for the provision of services for the transportation (organization of transportation) of passengers and baggage on the high-speed railway Moscow – St. Petersburg.

     

    2. On the draft amendments of the Government of the Russian Federation to the draft federal law No. 782171-8 “On Amendments to the Federal Law “On State Pension Provision in the Russian Federation””

    The draft amendments provide, among other things, for changes to a number of legislative acts in terms of the assignment of disability pensions to citizens who served in volunteer formations, without an application, and the establishment of the period from which they are assigned, clarification of the types of pensions that are established for family members of deceased (dead) citizens who served in volunteer formations, when they exercise their right to receive two pensions simultaneously.

     

    3. On the allocation of budgetary appropriations from the reserve fund of the Government of the Russian Federation to the Ministry of Labor of Russia in 2025 for the provision of an interbudgetary transfer to the budget of the Pension and Social Insurance Fund of the Russian Federation

    The draft act provides subsidies to legal entities and individual entrepreneurs registered in the Belgorod, Bryansk and Kursk regions for partial compensation of expenses for paying for employees’ downtime for reasons beyond the control of the employer and employee.

     

    4. On the draft federal law “On Amendments to the Code of the Russian Federation on Administrative Offenses”

    The bill is aimed at strengthening administrative liability for violation of requirements for the protection of information, including restricted access information contained in information systems.

     

    5. On the draft federal law “On Amendments to the Federal Law “On Self-Propelled Machines and Other Types of Equipment””

    The bill was developed in order to improve the legal regulation of relations related to the state registration of special airport equipment intended for servicing aircraft and operational maintenance of airfields, and to ensure the possibility of such equipment leaving the territory of the airfield (airport) onto public roads.

     

    6. On amendments to the Resolution of the Government of the Russian Federation of July 30, 2004 No. 395 (in terms of amendments to the Regulation on the Ministry of Transport of the Russian Federation)

    The draft resolution grants the Russian Ministry of Transport the authority to regulate issues in the area of transport security.

     

    7. On the draft federal law “On Amendments to Certain Legislative Acts of the Russian Federation” (in terms of improving the regulatory framework in the sphere of state cadastral valuation)

    The draft law contains provisions on granting the public-law company Roscadastre (PLC) the authority to maintain the state cadastral valuation data fund and to establish requirements for sending to PLC the information and materials necessary for inclusion in the specified data fund.

     

    8. On the draft federal law “On Amendments to Article 4 of the Federal Law “On the Public-Law Company “Roskadastr” and Certain Legislative Acts of the Russian Federation”

    The draft law was developed in order to implement the instructions of the President of the Russian Federation regarding the adoption of measures aimed at increasing the efficiency of real estate management, reducing the number of land plots whose boundaries are not defined in accordance with the requirements established by law, by optimizing activities to resolve issues related to the registration of rights to real estate objects, determining the location of the boundaries of real estate objects, and correcting registry errors in the information in the Unified State Register of Real Estate on real estate objects.

     

    9. On the draft federal law “On Amendments to Article 3911 of the Land Code of the Russian Federation”

    The bill proposes to amend the Land Code of the Russian Federation in terms of including the urban development plan of a land plot in the documentation when holding an auction for the sale of a land plot in state or municipal ownership, or an auction for the right to conclude a lease agreement for a land plot in state or municipal ownership.

     

    10. On the draft federal law “On Amendments to Article 22 of the Federal Law “On Fire Safety” and Article 35 of the Federal Law “On Emergency Rescue Services and the Status of Rescuers””

    The bill was developed in order to improve the efficiency of the activities of rescuers (firefighters) and their leaders, to determine the conditions, causes, and factors that contributed to harm (damage) to other persons during emergency rescue operations and fire extinguishing, and to take measures aimed at improving the activities of emergency rescue services and ensuring fire safety.

     

    11. On the draft federal law “On Amendments to Article 3 of the Federal Law “On the Use of Atomic Energy””

    The purpose of the legislative changes is to extend the legal framework and principles for regulating relations arising from the use of atomic energy, as defined by Federal Law No. 170-FZ of November 21, 1995 “On the Use of Atomic Energy”, to designed and operating thermonuclear reactors and installations.

     

    Moscow, February 5, 2025

     

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

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

    MIL OSI Russia News

  • MIL-OSI Russia: Government meeting (2025, No. 3)

    Translartion. Region: Russians Fedetion –

    Source: Government of the Russian Federation – An important disclaimer is at the bottom of this article.

    1. On the draft federal law “On Amendments to Articles 164 and 165 of Part Two of the Tax Code of the Russian Federation”

    The purpose of the bill is to ensure favorable tax conditions for the provision of services for the transportation (organization of transportation) of passengers and baggage on the high-speed railway Moscow – St. Petersburg.

     

    2. On the draft amendments of the Government of the Russian Federation to the draft federal law No. 782171-8 “On Amendments to the Federal Law “On State Pension Provision in the Russian Federation””

    The draft amendments provide, among other things, for changes to a number of legislative acts in terms of the assignment of disability pensions to citizens who served in volunteer formations, without an application, and the establishment of the period from which they are assigned, clarification of the types of pensions that are established for family members of deceased (dead) citizens who served in volunteer formations, when they exercise their right to receive two pensions simultaneously.

     

    3. On the allocation of budgetary appropriations to the Ministry of Labor of Russia in 2025 from the reserve fund of the Government of the Russian Federation for the provision of an interbudgetary transfer to the budget of the Pension and Social Insurance Fund of the Russian Federation

    The draft act provides subsidies to legal entities and individual entrepreneurs registered in the Belgorod, Bryansk and Kursk regions for partial compensation of expenses for paying for employees’ downtime for reasons beyond the control of the employer and employee.

     

    4. On the draft federal law “On Amendments to the Code of the Russian Federation on Administrative Offenses”

    The bill is aimed at strengthening administrative liability for violation of requirements for the protection of information, including restricted access information contained in information systems.

     

    5. On the draft federal law “On Amendments to the Federal Law “On Self-Propelled Machines and Other Types of Equipment””

    The bill was developed in order to improve the legal regulation of relations related to the state registration of special airport equipment intended for servicing aircraft and operational maintenance of airfields, and to ensure the possibility of such equipment leaving the territory of the airfield (airport) onto public roads.

     

    6. On amendments to the Resolution of the Government of the Russian Federation of July 30, 2004 No. 395 (in terms of amendments to the Regulation on the Ministry of Transport of the Russian Federation)

    The draft resolution grants the Russian Ministry of Transport the authority to regulate issues in the area of transport security.

     

    7. On the draft federal law “On Amendments to Certain Legislative Acts of the Russian Federation” (in terms of improving the regulatory framework in the sphere of state cadastral valuation)

    The draft law contains provisions on granting the public-law company Roscadastre (PLC) the authority to maintain the state cadastral valuation data fund and to establish requirements for sending to PLC the information and materials necessary for inclusion in the specified data fund.

     

    8. On the draft federal law “On Amendments to Article 4 of the Federal Law “On the Public-Law Company “Roskadastr” and Certain Legislative Acts of the Russian Federation”

    The draft law was developed in order to implement the instructions of the President of the Russian Federation regarding the adoption of measures aimed at increasing the efficiency of real estate management, reducing the number of land plots whose boundaries are not defined in accordance with the requirements established by law, by optimizing activities to resolve issues related to the registration of rights to real estate objects, determining the location of the boundaries of real estate objects, and correcting registry errors in the information in the Unified State Register of Real Estate on real estate objects.

     

    9. On the draft federal law “On Amendments to Article 3911 of the Land Code of the Russian Federation”

    The bill proposes to amend the Land Code of the Russian Federation in terms of including the urban development plan of a land plot in the documentation when holding an auction for the sale of a land plot in state or municipal ownership, or an auction for the right to conclude a lease agreement for a land plot in state or municipal ownership.

     

    10. On the draft federal law “On Amendments to Article 22 of the Federal Law “On Fire Safety” and Article 35 of the Federal Law “On Emergency Rescue Services and the Status of Rescuers””

    The bill was developed in order to improve the efficiency of the activities of rescuers (firefighters) and their leaders, to determine the conditions, causes, and factors that contributed to harm (damage) to other persons during emergency rescue operations and fire extinguishing, and to take measures aimed at improving the activities of emergency rescue services and ensuring fire safety.

     

    11. On the draft federal law “On Amendments to Article 3 of the Federal Law “On the Use of Atomic Energy””

    The purpose of the legislative changes is to extend the legal framework and principles for regulating relations arising from the use of atomic energy, as defined by Federal Law No. 170-FZ of November 21, 1995 “On the Use of Atomic Energy”, to designed and operating thermonuclear reactors and installations.

     

    Moscow, February 5, 2025

     

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

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

    MIL OSI Russia News

  • MIL-OSI Security: Carrizo Springs Business Owner Indicted for 7 Counts of Tax Fraud

    Source: Office of United States Attorneys

    SAN ANTONIO – A federal grand jury in San Antonio returned an indictment charging a Carrizo Springs man with seven counts of failure to account for and pay over withholding taxes.

    According to court documents, Mark Douglass Plocek, 60, handled the day-to-day operations, including payroll, as an owner, operator and vice president of Production Lease Operating Services Oil & Gas Services LP (PLOS). The indictment alleges that, from the second quarter of 2016 through the third quarter of 2019, Plocek used PLOS to make hundreds of thousands of dollars for his personal benefit while, at the same time, failing to truthfully account for and pay over to the IRS payroll tax withheld from PLOS’s employees’ paychecks. Plocek allegedly spent hundreds of thousands of dollars on discretionary living expenditures including but not limited to gambling, purchasing real estate and investing in an unrelated restaurant business.

    Plocek made his initial court appearance today before U.S. Magistrate Judge Richard B. Farrer of the U.S. District Court for the Western District of Texas. If convicted, he faces up to five years in prison for each count. A federal district court judge will determine any sentence after considering the U.S. Sentencing Guidelines and other statutory factors.

    U.S. Attorney Jaime Esparza for the Western District of Texas made the announcement.

    IRS Criminal Investigation is investigating the case.

    Assistant U.S. Attorney William Harris is prosecuting the case.

    An indictment is merely an allegation and all defendants are presumed innocent until proven guilty beyond a reasonable doubt in a court of law.

    ###

    MIL Security OSI

  • MIL-OSI: AMSC Reports Third Quarter Fiscal Year 2024 Financial Results and Provides Business Outlook

    Source: GlobeNewswire (MIL-OSI)

      Third Quarter Financial Highlights:
      • Increased Revenue by 56% Year Over Year to Above $60 Million
    • Net Income of over $2 Million
    • Generated nearly $6 Million of Operating Cash Flow

    Company to host conference call tomorrow, February 6, at 10:00 am ET 

    AYER, Mass., Feb. 05, 2025 (GLOBE NEWSWIRE) — AMSC (Nasdaq: AMSC), a leading system provider of megawatt-scale power resiliency solutions that orchestrate the rhythm and harmony of power on the grid™ and protect and expand the capability and resiliency of our Navy’s fleet, today reported financial results for its third quarter of fiscal year 2024 ended December 31, 2024.

    Revenues for the third quarter of fiscal 2024 were $61.4 million compared with $39.4 million for the same period of fiscal 2023. The year-over-year increase was driven by organic growth and the acquisition of NWL, Inc. 

    AMSC’s net income for the third quarter of fiscal 2024 was $2.5 million, or $0.07 per share, compared to a net loss of $1.6 million, or $0.06 per share, for the same period of fiscal 2023. The Company’s non-GAAP net income for the third quarter of fiscal 2024 was $6.0 million, or $0.16 per share, compared with a non-GAAP net income of $0.9 million, or $0.03 per share, in the same period of fiscal 2023. Please refer to the financial table below for a reconciliation of GAAP to non-GAAP results.

    Cash, cash equivalents, and restricted cash on December 31, 2024, totaled $80.0 million, compared with $74.8 million at September 30, 2024.

    “AMSC delivered the best quarterly results in years. Fiscal third quarter revenue surpassed $60 million, that’s revenue growth of 56% when compared to the same period last year, and net income exceeded $2 million, making it our second consecutive quarter of reporting net income,” said Daniel P. McGahn, Chairman, President and CEO, AMSC. “Bookings and backlog during the quarter continued to be robust. We believe our company’s diverse bookings and strengthened balance sheet allow us to seize opportunities in new markets and extend our customer reach. We are proud of these results and remain focused on driving execution and strong performance as we move into the fourth fiscal quarter of the year.”

    Business Outlook
    For the fourth quarter ending March 31, 2025, AMSC expects that its revenues will be in the range of $59.0 million to $63.0 million. The Company’s net loss for the fourth quarter of fiscal 2024 is expected not to exceed $1.0 million, or $0.03 per share. The Company’s non-GAAP net income (as defined below) is expected to exceed $2.5 million, or $0.07 per share.

    Conference Call Reminder
    In conjunction with this announcement, AMSC management will participate in a conference call with investors beginning at 10:00 a.m. Eastern Time on Thursday, February 6, 2025, to discuss the Company’s financial results and business outlook. Those who wish to listen to the live or archived conference call webcast should visit the “Investors” section of the Company’s website at https://ir.amsc.com. The live call can be accessed by dialing 1-844-481-2802 or 1-412-317-0675 and asking to join the AMSC call. A replay of the call may be accessed 2 hours following the call by dialing 1-877-344-7529 and using conference passcode 9514460.

    About AMSC (Nasdaq: AMSC)
    AMSC generates the ideas, technologies and solutions that meet the world’s demand for smarter, cleaner … better energy™. Through its Gridtec™ Solutions, AMSC provides the engineering planning services and advanced grid systems that optimize network reliability, efficiency and performance.  Through its Marinetec™ Solutions, AMSC provides ship protection systems and is developing propulsion and power management solutions designed to help fleets increase system efficiencies, enhance power quality and boost operational safety.  Through its Windtec® Solutions, AMSC provides wind turbine electronic controls and systems, designs and engineering services that reduce the cost of wind energy. The Company’s solutions are enhancing the performance and reliability of power networks, increasing the operational safety of navy fleets, and powering gigawatts of renewable energy globally. Founded in 1987, AMSC is headquartered near Boston, Massachusetts with operations in Asia, Australia, Europe and North America. For more information, please visit www.amsc.com.

    AMSC, American Superconductor, D-VAR, D-VAR VVO, Gridtec, Marinetec, Windtec, Neeltran, NEPSI, Smarter, Cleaner … Better Energy, and Orchestrate the Rhythm and Harmony of Power on the Grid are trademarks or registered trademarks of American Superconductor Corporation. All other brand names, product names, trademarks or service marks belong to their respective holders.

    Forward-Looking Statements

    This press release contains forward-looking statements within the meaning of Section 21E of the Securities Exchange Act of 1934, as amended (the “Exchange Act”). Any statements in this release regarding execution of our goals and strategies; backlog; expectations regarding the fourth quarter of fiscal 2024; our expected GAAP and non-GAAP financial results for the quarter ending March 31, 2025; and other statements containing the words “believes,” “anticipates,” “plans,” “expects,” “will” and similar expressions, constitute forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995. Such forward-looking statements represent management’s current expectations and are inherently uncertain. There are a number of important factors that could materially impact the value of our common stock or cause actual results to differ materially from those indicated by such forward-looking statements. These important factors include, but are not limited to: We have a history of operating losses, which may continue in the future. Our operating results may fluctuate significantly from quarter to quarter and may fall below expectations in any particular fiscal quarter; We have a history of negative operating cash flows, and we may require additional financing in the future, which may not be available to us; Our technology and products could infringe intellectual property rights of others, which may require costly litigation and, if we are not successful, could cause us to pay substantial damages and disrupt our business; Changes in exchange rates could adversely affect our results of operations; We may be required to issue performance bonds or provide letters of credit, which restricts our ability to access any cash used as collateral for the bonds or letters of credit; If we fail to maintain proper and effective internal control over financial reporting, our ability to produce accurate and timely financial statements could be impaired and may lead investors and other users to lose confidence in our financial data; We may not realize all of the sales expected from our backlog of orders and contracts; Our contracts with the U.S. government are subject to audit, modification or termination by the U.S. government and include certain other provisions in favor of the government. The continued funding of such contracts remains subject to annual congressional appropriation, which, if not approved, could reduce our revenue and lower or eliminate our profit; Changes in U.S. government defense spending could negatively impact our financial position, results of operations, liquidity and overall business; Pandemics, epidemics or other public health crises may adversely impact our business, financial condition and results of operations; We rely upon third-party suppliers for the components and subassemblies of many of our Grid and Wind products, making us vulnerable to supply shortages and price fluctuations, which could harm our business; Uncertainty surrounding our prospects and financial condition may have an adverse effect on our customer and supplier relationship; Our success is dependent upon attracting and retaining qualified personnel and our inability to do so could significantly damage our business and prospects; A significant portion of our Wind segment revenues are derived from a single customer. If this customer’s business is negatively affected, it could adversely impact our business; Our success in addressing the wind energy market is dependent on the manufacturers that license our designs; Our business and operations would be adversely impacted in the event of a failure or security breach of our or any critical third parties’ information technology infrastructure and networks; We may acquire additional complementary businesses or technologies, which may require us to incur substantial costs for which we may never realize the anticipated benefits; Failure to comply with evolving data privacy and data protection laws and regulations or to otherwise protect personal data, may adversely impact our business and financial results; Many of our revenue opportunities are dependent upon subcontractors and other business collaborators; If we fail to implement our business strategy successfully, our financial performance could be harmed; Problems with product quality or product performance may cause us to incur warranty expenses and may damage our market reputation and prevent us from achieving increased sales and market share; Many of our customers outside of the United States may be either directly or indirectly related to governmental entities, and we could be adversely affected by violations of the United States Foreign Corrupt Practices Act and similar worldwide anti-bribery laws outside the United States; We have had limited success marketing and selling our superconductor products and system-level solutions, and our failure to more broadly market and sell our products and solutions could lower our revenue and cash flow; We or third parties on whom we depend may be adversely affected by natural disasters, including events resulting from climate change, and our business continuity and disaster recovery plans may not adequately protect us or our value chain from such events; Adverse changes in domestic and global economic conditions could adversely affect our operating results; Our international operations are subject to risks that we do not face in the United States, which could have an adverse effect on our operating results; Our products face competition, which could limit our ability to acquire or retain customers; We have operations in, and depend on sales in, emerging markets, including India, and global conditions could negatively affect our operating results or limit our ability to expand our operations outside of these markets. Changes in India’s political, social, regulatory and economic environment may affect our financial performance; Our success depends upon the commercial adoption of the REG system, which is currently limited, and a widespread commercial market for our products may not develop; Industry consolidation could result in more powerful competitors and fewer customers; Increasing focus and scrutiny on environmental sustainability and social initiatives could increase our costs, and inaction could harm our reputation and adversely impact our financial results; Growth of the wind energy market depends largely on the availability and size of government subsidies, economic incentives and legislative programs designed to support the growth of wind energy: Lower prices for other energy sources may reduce the demand for wind energy development, which could have a material adverse effect on our ability to grow our Wind business; We may be unable to adequately prevent disclosure of trade secrets and other proprietary information; Our patents may not provide meaningful or long-term protection for our technology, which could result in us losing some or all of our market position; There are a number of technological challenges that must be successfully addressed before our superconductor products can gain widespread commercial acceptance, and our inability to address such technological challenges could adversely affect our ability to acquire customers for our products; Third parties have or may acquire patents that cover the materials, processes and technologies we use or may use in the future to manufacture our Amperium products, and our success depends on our ability to license such patents or other proprietary rights; Our common stock has experienced, and may continue to experience, market price and volume fluctuations, which may prevent our stockholders from selling our common stock at a profit and could lead to costly litigation against us that could divert our management’s attention; Unfavorable results of legal proceedings could have a material adverse effect on our business, operating results and financial condition; and the other important factors discussed under the caption “Risk Factors” in Part 1. Item 1A of our Form 10-K for the fiscal year ended March 31, 2024, and our other reports filed with the SEC. These important factors, among others, could cause actual results to differ materially from those indicated by forward-looking statements made herein and presented elsewhere by management from time to time. Any such forward-looking statements represent management’s estimates as of the date of this press release. While we may elect to update such forward-looking statements at some point in the future, we disclaim any obligation to do so, even if subsequent events cause our views to change. These forward-looking statements should not be relied upon as representing our views as of any date subsequent to the date of this press release.

    UNAUDITED CONDENSED CONSOLIDATED STATEMENTS OF OPERATIONS
    (In thousands, except per share data)
                 
        Three Months Ended     Nine Months Ended  
        December 31,     December 31,  
        2024     2023     2024     2023  
    Revenues                                
    Grid   $ 52,306     $ 33,603     $ 131,578     $ 87,854  
    Wind     9,097       5,750       24,585       15,757  
    Total revenues     61,403       39,353       156,163       103,611  
                                     
    Cost of revenues     45,077       29,369       112,000       78,759  
                                     
    Gross margin     16,326       9,984       44,163       24,852  
                                     
    Operating expenses:                                
    Research and development     3,000       2,199       7,932       5,693  
    Selling, general and administrative     11,567       7,833       30,990       23,648  
    Amortization of acquisition-related intangibles     444       538       1,289       1,614  
    Change in fair value of contingent consideration           852       6,682       3,052  
    Restructuring                       (14 )
    Total operating expenses     15,011       11,422       46,893       33,993  
                                     
    Operating income (loss)     1,315       (1,438 )     (2,730 )     (9,141 )
                                     
    Interest income, net     802       150       2,901       518  
    Other income (expense), net     272       (298 )     (214 )     (618 )
    Income (loss) before income tax expense (benefit)     2,389       (1,586 )     (43 )     (9,241 )
                                     
    Income tax (benefit) expense     (76 )     63       (4,871 )     291  
                                     
    Net income (loss)   $ 2,465     $ (1,649 )   $ 4,828     $ (9,532 )
                                     
    Net income (loss) per common share                                
    Basic   $ 0.07     $ (0.06 )   $ 0.13     $ (0.33 )
    Diluted   $ 0.06     $ (0.06 )   $ 0.13     $ (0.33 )
                                     
    Weighted average number of common shares outstanding                                
    Basic     37,661       29,092       36,766       28,728  
    Diluted     38,463       29,092       37,457       28,728  
    UNAUDITED CONDENSED CONSOLIDATED BALANCE SHEETS
    (In thousands, except per share data)
     
                 
        December 31, 2024     March 31, 2024  
    ASSETS                
    Current assets:                
    Cash and cash equivalents   $ 75,203     $ 90,522  
    Accounts receivable, net     44,135       26,325  
    Inventory, net     74,588       41,857  
    Prepaid expenses and other current assets     10,194       7,295  
    Restricted cash     1,314       468  
    Total current assets     205,434       166,467  
                     
    Property, plant and equipment, net     38,390       10,861  
    Intangibles, net     6,622       6,369  
    Right-of-use assets     4,050       2,557  
    Goodwill     48,950       43,471  
    Restricted cash     3,523       1,290  
    Deferred tax assets     1,155       1,119  
    Equity-method investments     1,397        
    Other assets     757       637  
    Total assets   $ 310,278     $ 232,771  
                     
    LIABILITIES AND STOCKHOLDERS’ EQUITY                
                     
    Current liabilities:                
    Accounts payable and accrued expenses   $ 29,425     $ 24,235  
    Lease liability, current portion     675       716  
    Debt, current portion           25  
    Contingent consideration           3,100  
    Deferred revenue, current portion     74,325       50,732  
    Total current liabilities     104,425       78,808  
                     
    Deferred revenue, long term portion     9,003       7,097  
    Lease liability, long term portion     2,725       1,968  
    Deferred tax liabilities     1,423       300  
    Other liabilities     26       27  
    Total liabilities     117,602       88,200  
                     
    Stockholders’ equity:                
    Common stock, $0.01 par value, 75,000,000 shares authorized; 39,863,084 and 37,343,812 shares issued and 39,459,733 and 36,946,181 shares outstanding at December 31, 2024 and March 31, 2024, respectively     399       373  
    Additional paid-in capital     1,256,210       1,212,913  
    Treasury stock, at cost, 403,351 and 397,631 at December 31, 2024 and March 31, 2024, respectively     (3,765 )     (3,639 )
    Accumulated other comprehensive income     1,662       1,582  
    Accumulated deficit     (1,061,830 )     (1,066,658 )
    Total stockholders’ equity     192,676       144,571  
    Total liabilities and stockholders’ equity   $ 310,278     $ 232,771  
    UNAUDITED CONDENSED CONSOLIDATED STATEMENTS OF CASH FLOWS
    (In thousands)
     
       
        Nine Months Ended December 31,  
        2024     2023  
    Cash flows from operating activities:                
                     
    Net income (loss)   $ 4,828     $ (9,532 )
    Adjustments to reconcile net income (loss) to net cash provided by (used in) operations:                
    Depreciation and amortization     3,984       3,360  
    Stock-based compensation expense     4,933       3,608  
    Provision for excess and obsolete inventory     1,186       1,536  
    Amortization of operating lease right-of-use assets     753       457  
    Deferred income taxes     (5,171 )     3  
    Earnings from equity method investments     (152 )      
    Change in fair value of contingent consideration     6,682       3,052  
    Other non-cash items     (177 )     494  
    Changes in operating asset and liability accounts:                
    Accounts receivable     (1,650 )     5,945  
    Inventory     (10,836 )     (8,737 )
    Prepaid expenses and other assets     (1,658 )     6,682  
    Operating leases     (1,531 )     (450 )
    Accounts payable and accrued expenses     118       (15,409 )
    Deferred revenue     20,686       8,894  
    Net cash provided by (used in) operating activities     21,995       (97 )
                     
    Cash flows from investing activities:                
    Purchases of property, plant and equipment     (1,376 )     (635 )
    Cash paid to settle contingent consideration liabilities     (3,278 )      
    Cash paid for acquisition, net of cash acquired     (29,577 )      
    Change in other assets     167       (8 )
    Net cash used in investing activities     (34,064 )     (643 )
                     
    Cash flows from financing activities:                
    Repurchase of treasury stock     (126 )      
    Repayment of debt     (25 )     (49 )
    Cash paid related to registration of common stock shares     (148 )      
    Proceeds from exercise of employee stock options and ESPP     157       136  
    Net cash (used in) provided by financing activities     (142 )     87  
                     
    Effect of exchange rate changes on cash     (29 )     3  
                     
    Net decrease in cash, cash equivalents and restricted cash     (12,240 )     (650 )
    Cash, cash equivalents and restricted cash at beginning of period     92,280       25,675  
    Cash, cash equivalents and restricted cash at end of period   $ 80,040     $ 25,025  
    RECONCILIATION OF GAAP NET INCOME (LOSS) TO NON-GAAP NET INCOME (LOSS)
    (In thousands, except per share data)
     
                 
        Three Months Ended December 31,     Nine Months Ended December 31,  
        2024     2023     2024     2023  
    Net income (loss)   $ 2,465     $ (1,649 )   $ 4,828     $ (9,532 )
    Stock-based compensation     2,861       1,140       4,933       3,608  
    Acquisition costs     15             1,095        
    Amortization of acquisition-related intangibles     706       538       1,727       1,620  
    Change in fair value of contingent consideration           852       6,682       3,052  
    Non-GAAP net income (loss)   $ 6,047     $ 881     $ 19,265     $ (1,252 )
                                     
    Non-GAAP net income (loss) per share – basic   $ 0.16     $ 0.03     $ 0.52     $ (0.04 )
    Non-GAAP net income (loss) per share – diluted   $ 0.16     $ 0.03     $ 0.51     $ (0.04 )
    Weighted average shares outstanding – basic     37,661       29,092       36,766       28,728  
    Weighted average shares outstanding – diluted     38,463       29,428       37,457       28,728  
    Reconciliation of Forecast GAAP Net Loss to Non-GAAP Net Income
    (In millions, except per share data)
           
        Three Months Ending  
        March 31, 2025  
    Net loss   $ (1.0 )
    Stock-based compensation     2.8  
    Amortization of acquisition-related intangibles     0.7  
    Non-GAAP net income   $ 2.5  
    Non-GAAP net income per share   $ 0.07  
    Shares outstanding     37.9  
             

    Note: Non-GAAP net income (loss) is defined by the Company as net income (loss) before stock-based compensation; amortization of acquisition-related intangibles; acquisition costs; change in fair value of contingent consideration, other non-cash or unusual charges, and the tax effect of adjustments calculated at the relevant rate for our non-GAAP metric. The Company believes non-GAAP net income (loss) and non-GAAP net income (loss) per share assist management and investors in comparing the Company’s performance across reporting periods on a consistent basis by excluding these non-cash, non-recurring or other charges that it does not believe are indicative of its core operating performance. Actual GAAP and non-GAAP net loss for the fiscal quarter ending March 31, 2025, including the above adjustments, may differ materially from those forecasted in the table above. Generally, a non-GAAP financial measure is a numerical measure of a company’s performance, financial position or cash flow that either excludes or includes amounts that are not normally excluded or included in the most directly comparable measure calculated and presented in accordance with GAAP. The non-GAAP measure included in this release, however, should be considered in addition to, and not as a substitute for or superior to, operating income or other measures of financial performance prepared in accordance with GAAP. A reconciliation of GAAP to non-GAAP net income (loss) is set forth in the table above.

    AMSC Contacts
    Investor Relations Contact:
    LHA Investor Relations
    Carolyn Capaccio
    (212) 838-3777
    amscIR@lhai.com

    Public Relations Contact:
    RooneyPartners
    Joe Luongo
    (914) 906-5903

    AMSC Director, Communications:
    Nicol Golez
    978-399-8344
    Nicol.Golez@amsc.com

    The MIL Network

  • MIL-OSI Economics: Welcome to IADC’s 2025 Executive Committee!

    Source: International Association of Drilling Contractors – IADC

    Headline: Welcome to IADC’s 2025 Executive Committee!

    KEVIN NEVEU, CHAIR

    Precision Drilling Corporation

    Kevin Neveu is President, Chief Executive Officer and a Director of Precision Drilling Corporation and has held these positions since joining the company in 2007. Mr. Neveu has 43 years of experience in the oilfield services sector holding various technical, marketing, and management positions over his career. Mr. Neveu holds a Bachelor of Science degree in Mechanical Engineering and is a graduate of the University of Alberta and is a registered Professional Engineer in the province of Alberta. He has also completed the Harvard Advanced Management Program in Boston, Massachusetts.

    RODDIE MACKENZIE, VICE CHAIR

    Transocean

    Named to his current position in February 2022, Mr. Mackenzie is responsible for identifying innovative technologies that create demonstrable value for Transocean’s customers and differentiate Transocean from its competitors in addition to leading Transocean’s Marketing organization. Mr. Mackenzie served previously as Senior Vice President, Marketing, Innovation and Industry Relations; Vice President, Marketing and Contracts; Managing Director, Business Development and Strategic Accounts, and as a Marketing Director with increasing roles of responsibility in the United States, France, and Dubai. He brings over 20 years of industry experience and prior to his time in Marketing, Mr. Mackenzie served in various operational and project roles around the globe, starting his career at Transocean as a rig-based engineer in 1997. He has worked on all manner of drilling rigs in Algeria, Nigeria, Cameroon, Angola, Brazil, and the US Gulf of Mexico.

    Mr. Mackenzie currently serves as Vice President for Offshore Division of the International Association of Drilling Contractors and on various committees for the Offshore Energy Center.

    Mr. Mackenzie graduated from the Harvard Business School Advanced Management Program in 2016 and received his bachelor’s degree from the University of Strathclyde in Civil Engineering with Environmental Studies in 1997.

    BRAD JAMES, IMMEDIATE PAST CHAIR

    Enterprise Offshore Drilling

    Mr. James has served as founding President, CEO and Board Member of Enterprise Offshore Drilling LLC since 2016. He previously served as Sr. Vice President – Marketing of Hercules Offshore from 2006 through 2016 and was responsible for managing worldwide marketing activity for Hercules drilling divisions. Prior to that he held various leadership roles at Transocean Offshore (including R&B Falcon and Cliffs Drilling), was founding President of Field Drilling Company and Vice President of Southland Drilling. He currently serves on the IADC Executive Committee and is a board member of IADC Drillers PAC and is a former Chairman of the IADC Houston Chapter. Mr. James obtained a Bachelor of Business Administration degree from Southwest Texas State University in 1981.

    JENNIFER YEUNG, SECRETARY/TREASURER

    Noble Corporation

    Ms. Yeung was named Vice President, Chief Accounting Officer and Controller of Noble in November 2023. Prior to joining Noble, she served at Ernst & Young LLP, an accounting and professional services firm, in various roles of increasing responsibility since January 2007. Most recently, Ms. Yeung served as Audit Managing Director from October 2020 through September 2023, and as Audit Senior Manager from July 2014 through October 2020, serving clients across a range of industries including offshore drilling.

    Ms. Yeung is a certified public accountant and received a Bachelor of Accountancy and a Bachelor of Business Administration, Finance from Loyola University.

    LEE WOMBLE, DIVISION VP DRILLING SERVICES

    SLB

    Lee Womble is Vice President and Global Accounts Director for SLB with global responsibility for drilling contractor accounts over all SLB divisions and basins.

    He joined Cameron Iron Works in 1988 as a Product Design Engineer after receiving his Bachelor of Science degree in Mechanical Engineering from the University of Texas at Austin. Lee received his registered Professional Engineer license from the State of Texas in 1993 and obtained his first patent in 1994. He has since managed engineering, repair operations, manufacturing, field service and sales.

    Mr. Womble has since held numerous positions throughout his 36-year career such as Design Engineer, Repair and Sales Mgr., Regional Manager, Director and now Vice President since 2007. He has lived in locations such as the US, Saudi Arabia, Egypt, Indonesia, and Malaysia. Lee has served on committees for API, AADE, IADC and The Joint Industry Task Force. He is currently focused on help SLB lead in technology, performance, and customer centricity.

    GENE STAHL, DIVISION VP NORTH AMERICA ONSHORE

    Precision Drilling Corporation

    Gene Stahl was appointed as President, North American Drilling in 2023 and previously held the position of Chief Marketing Officer since 2019. Since joining Precision Drilling in 1993, Mr. Stahl has progressed his way through the organization holding several positions with increasing responsibility, including Contracts, Investor Relations, Engineering, Manufacturing, Rig Construction, Procurement, Field Training and Development, and Health, Safety and Environment (HSE). Mr. Stahl holds a Bachelor of Arts degree in Economics from the University of Calgary and is a graduate of the Harvard Business School, Advanced Management Program.

    JON RICHARDS, DIVISION VP OFFSHORE

    Noble Corporation

    Jon Richards currently serves as Vice President Operations for Noble Corporation. He previously served as Senior Vice President of Worldwide Operations for Diamond Offshore. Mr. Richards joined Diamond Offshore in 1997 and has over 27 years of experience in the offshore drilling industry.

    Jon started his career as an Operations Development Trainee with Diamond and has since held various leadership roles and responsibilities managing operations in the United States, United Kingdom, West Africa, and Brazil. Jon holds a degree in Business Management from Texas Tech University and participates in various roles as a member of the IADC. In his free time, Jon enjoys spending time outdoors with his family and volunteering with youth sports.

    JIM NOWOTNY, DIVISION VP INTERNATIONAL ONSHORE

    Helmerich & Payne

    Jim Nowotny is the Vice President International and Offshore Business Development at Helmerich & Payne.  He has extensive domestic and international leadership experience in multiple areas of the offshore and land drilling industry, including marketing and business development, commercial and technical contracts, operations, manufacturing, and engineering.  He has worked in the energy industry since 1995.

    Prior to joining Helmerich & Payne, he worked for an international oil field equipment manufacturer.  There he was responsible for four manufacturing business units within Canada and the USA.  He oversaw all aspects of business operations, including the manufacturing, engineering, and business development groups. Jim also worked for over 16 years in various roles for Atwood Oceanics, an international offshore drilling contractor.  He worked in increasing roles of responsibility in the areas of engineering, operations, marketing, and business development.

    Jim has a Bachelor of Science degree in mechanical engineering from Texas A&M University and has completed several executive education courses at Columbia Business School, Harvard Law School and Kellogg School of Management at Northwestern University.

    MIL OSI Economics

  • MIL-OSI Economics: How real-world businesses are transforming with AI – with 50 new stories

    Source: Microsoft

    Headline: How real-world businesses are transforming with AI – with 50 new stories

    Updated February 5, 2025: The post contains 50 new customer stories, which appear at the beginning of each section of customer lists. The post will be updated regularly with new stories.

    One of the highlights of my career has always been connecting with customers and partners across industries to learn how they are using technology to drive their businesses forward. In the past 30 years, we’ve seen four major platform shifts, from client server to internet and the web to mobile and cloud to now — the next major platform shift to AI.  

    As today’s platform shift to AI continues to gain momentum, Microsoft is working to understand just how organizations can drive lasting business value. We recently commissioned a study with IDC, The Business Opportunity of AI, to uncover new insights around business value and help guide organizations on their journey of AI transformation. The study found that for every $1 organizations invest in generative AI, they’re realizing an average of $3.70 in return — and uncovered insights about the future potential of AI to reshape business processes and drive change across industries.

    Check out the top 5 AI trends to watch from IDC and Microsoft

    Today, more than 85% of the Fortune 500 are using Microsoft AI solutions to shape their future. In working with organizations large and small, across every industry and geography, we’ve seen that most transformation initiatives are designed to achieve one of four business outcomes:  

    1. Enriching employee experiences: Using AI to streamline or automate repetitive, mundane tasks can allow your employees to dive into more complex, creative and ultimately more valuable work.
    2. Reinventing customer engagement: AI can create more personalized, tailored customer experiences, delighting your target audiences while lightening the load for employees.
    3. Reshaping business processes: Virtually any business process can be reimagined with AI, from marketing to supply chain operations to finance, and AI is even allowing organizations to go beyond process optimization and discover exciting new growth opportunities.
    4. Bending the curve on innovation: AI is revolutionizing innovation by speeding up creative processes and product development, reducing the time to market and allowing companies to differentiate in an often crowded field.

    In this blog, we’ve collected more than 300 of our favorite real-life examples of how organizations are embracing Microsoft’s proven AI capabilities to drive impact and shape today’s platform shift to AI. Today, we’ve added new stories of customers using our AI capabilities at the beginning of each section. We’ll regularly update this story with more. We hope you find an example or two that can inspire your own transformation journey.

    Enriching employee experiences

    Generative AI is truly transforming employee productivity and wellbeing. Our customers tell us that by automating repetitive, mundane tasks, employees are freed up to dive into more complex and creative work. This shift not only makes the work environment more stimulating but also boosts job satisfaction. It sparks innovation, provides actionable insights for better decision-making and supports personalized training and development opportunities, all contributing to a better work-life balance. Customers around the world have reported significant improvements in employee productivity with these AI solutions:

    New Stories:

    1. Acentra Health created MedScribe using Azure OpenAI Service. The solution has saved 11,000 nursing hours and nearly $800,000. It also helped each nurse process 20 to 30 letters daily, while achieving a 99% approval rate for MedScribe-generated letters.
    2. Brisbane Catholic Education provides Microsoft 365 Copilot to 12,500 educators, and uses Microsoft Copilot Studio to create a generative AI tool to help educators integrate Catholic traditions and values into the classroom.
    3. Crediclub saves 96% per month in auditing expenses and analyzes 150 meetings per hour with Azure AI, freeing up time for 800 sales advisors and 150 branch managers to interact directly with customers.
    4. eClinicalWorks developed a tool using Azure AI services and Azure AI Document Intelligence to help healthcare workers scan, sort and match thousands of faxes each year to match the faxed data with current patient files.
    5. Education Authority of Northern Ireland (EANI) introduced Microsoft 365 Copilot to reduce admin work, allowing teachers to focus on students. The Microsoft partnership ensures secure and ethical AI use, while teacher training focuses on prompt writing and effective tool adoption.
    6. Ma’aden uses Microsoft 365 Copilot to enhance productivity, saving up to 2,200 hours monthly. Tasks like drafting emails, creating documents and data analysis have become more efficient, helping Ma’aden achieve its growth goals.
    7. Marketing org mci group uses Microsoft 365 Copilot to enhance the use of AI and other technological advances to boost employee efficiency.
    8. Michelin deployed Microsoft 365 Copilot and a generative AI in-house chatbot based on Azure OpenAI Service called “Aurora” designed to help employees optimize work and team performance, boosting productivity tenfold.
    9. Raiffeisen Bank International built its own ChatGPT using Azure OpenAI Service to automate repetitive tasks like documenting intelligence and more rapidly summarize legal, regulation and banking documents.
    10. Sanabil Investments deployed Microsoft 365 Copilot to help employees reduce the time spent on manual everyday tasks that diverted focus from more strategic and valuable work. Within two months, approximately 70% of employees regularly used Copilot.
    11. Sensei rolled out Microsoft 365 to reduce the number of internal apps and better connect systems for easier collaboration, and is using Microsoft 365 Copilot to increase efficiency.
    12. Sikshana Foundation is working with Microsoft Research India to introduce an AI copilot for teachers that shortens preparation time for lessons from an hour or more to just minutes.
    13. The University of Hong Kong adopted Microsoft 365 Copilot to enhance productivity by automating administrative tasks and providing intelligent assistance, allowing faculty to focus more on teaching.

    1. Accenture and Avanade launched a Copilot business transformation practice, supported by Microsoft, and co-invested in new capabilities, solutions and training to help organizations securely and responsibly reinvent their business functions with generative and agentic AI and Copilot technologies.
    2. Access Holdings Plc adopted Microsoft 365 Copilot, integrating generative AI into daily tools and, as a result, writing code now takes two hours instead of eight, chatbots launch in 10 days instead of three months and presentations are prepared in 45 minutes instead of six hours.
    3. Adobe is connecting Adobe Experience Cloud workflows and insights with Microsoft 365 Copilot to deliver generative-AI powered capabilities that enable marketers to increase collaboration, efficiency and creativity.
    4. Amadeus empowers its teams to focus their time and skills on value-added tasks with Microsoft 365 Copilot, by summarizing email threads, chat or transcripts and summing up information from diverse sources.
    5. ANZ has invested in Microsoft 365 Copilot, GitHub Copilot and Copilot in Microsoft Edge to boost productivity and innovation across its workforce.
    6. Asahi Europe & International (AEI) has adopted Microsoft 365 Copilot, saving employees potentially 15% of time previously spent on administrative tasks.
    7. AXA developed AXA Secure GPT, a platform powered by Azure OpenAI Service that empowers employees to leverage the power of generative AI while targeting the highest level of data safety and responsible use of the tool.
    8. Axon Enterprise developed a new AI tool with Azure OpenAI Service called Draft One, resulting in an 82% decrease in time spent on reports, which freed up officers to engage more with their community.
    9. Aztec Group enhanced productivity and client experience by trialing Microsoft 365 Copilot with 300 staff, uncovering “unlimited” use cases and plans for a wider rollout.
    10. Bader Sultan & Bros. Co. W.L.L. implemented Microsoft 365 Copilot to enhance employee productivity and speed up customer response times.
    11. Bancolombia is using GitHub Copilot to empower its technical team, achieving a 30% increase in code generation, boosting automated application changes to an average of 18,000 per year, with a rate of 42 productive daily deployments.
    12. Bank of Queensland Group is using Microsoft 365 Copilot, with 70% of users saving two-and-a-half to five hours per week.
    13. BaptistCare Community Services is using Microsoft 365 Copilot to save employees time as they navigate workforce shortage challenges allowing them to focus more on the people they care for.
    14. Barnsley Council was recognized as “Double Council of the Year in 2023” for its implementation of Microsoft 365 Copilot, which modernized operations and reduced administrative tasks, leading to improved job satisfaction and increased creativity.
    15. BlackRock purchased more than 24,000 Microsoft 365 Copilot licenses spanning all employees, functions and locations, helping improve the Copilot experience, including codeveloping new features and functions.
    16. British Heart Foundation is testing Microsoft 365 Copilot and in its initial test, users estimate that Microsoft 365 Copilot could save them up to 30 minutes per day.
    17. Buckinghamshire Council deployed Microsoft 365 Copilot with staff reporting productivity improvements, quality enhancements and time savings which are enabling the different teams to do more with less.
    18. Campari Group adopted Microsoft 365 Copilot to help employees integrate it into their workflow, resulting in time savings of about two hours a week from the support of routine activities such as email management, meeting preparation, content creation and skill acquisition.
    19. Canadian Tire Corporation moved its data from on-premises systems to Microsoft Azure and built digital assistants using Azure OpenAI Service, and now more than 3,000 corporate employees save 30 to 60 minutes a day using its ChatCTC digital assistant.
    20. Capita is using GitHub Copilot for productivity improvements as well as improvements in developer satisfaction, recruitment and retention.
    21. Cathay leverages Microsoft 365 Copilot to streamline meetings and manage information more effectively, reducing time-consuming tasks and fostering creativity.
    22. CDW used Microsoft 365 Copilot to improve work quality for 88% of users, enabling 77% to complete tasks faster, and increasing productivity for 85% of users.
    23. Chi Mei Medical Center is lightening workloads for doctors, nurses and pharmacists with a generative AI assistant built on Azure OpenAI Service.
    24. Clifford Chance adopted Microsoft 365 Copilot to streamline tasks, automate processes and enhance collaboration. Lawyers use it to draft and manage emails and ensure compliance, allowing them to focus on complex legal work and improve productivity.
    25. DLA Piper chose Microsoft 365 Copilot to boost productivity for operational and administrative teams, saving up to 36 hours weekly on content generation and data analysis.
    26. Eaton adopted Microsoft 365 Copilot to automate the creation of 1,000 standard operating procedures to streamline customer service operations and improve data access across teams, cutting creation time from one hour to 10 minutes.
    27. E.ON is focused on Germany’s energy transition, leveraging Microsoft 365 Copilot to manage the complex grid in real-time, increasing productivity and efficiency for its workforce.
    28. Enerijisa Uretim has adopted Microsoft 365 Copilot to streamline meeting summaries, reformat documents and compile reports, enabling employees to concentrate on more strategic and fulfilling activities instead of spending six hours in meetings.
    29. EPAM is deploying Microsoft 365 Copilot to consolidate information and generate content and documents.
    30. Farm Credit Canada implemented Microsoft 365 Copilot which resulted in time savings on routine tasks for 78% of users, with 30% saving 30 to 60 minutes per week and 35% saving over an hour per week, allowing employees to focus on more value-added tasks.
    31. Finastra used Microsoft 365 Copilot to automate tasks, enhance content creation, improve analytics and personalize customer interactions, with employees citing a 20%-50% time savings.
    32. Four Agency Worldwide increased employee productivity using Microsoft 365 Copilot to generate ideas for creative work and support administrative-heavy processes, data analysis and report generation, allowing staff to focus on outreach and less time doing paperwork.
    33. Goodwill of Orange County developed an AI-powered app using Azure AI capabilities to help more people, including those with developmental, intellectual and physical disabilities, work in unfilled e-commerce positions.
    34. Harvey uses Azure OpenAI to simplify routine tasks across hundreds of law firms and legal teams, with one corporate lawyer saying he saved 10 hours of work per week.
    35. Honeywell employees are saving 92 minutes per week — that’s 74 hours a year! Disclaimer: Statistics are from an internal Honeywell survey of 5,000 employees where 611 employees responded.
    36. Insight employees using Copilot are seeing four hours of productivity gained per week from data summarization and content creation.
    37. Joos uses Microsoft 365 Copilot to grow its brand with worldwide collaboration by streamlining meetings, optimizing presentations and improving communications.
    38. Kantar is harnessing the power of Microsoft 365 Copilot by reducing costly, time-consuming IT processes and boosting productivity for employees.
    39. KMS Lighthouse enhanced its knowledge management platform with Microsoft Teams and Dynamics 365 integration, enabling users to leverage KMS Lighthouse without having to switch applications. And with Azure OpenAI Service, companies can create relevant content more quickly within the KMS Lighthouse application.
    40. KPMG Australia is using Microsoft Azure OpenAI Service, Azure AI Search and Microsoft Copilot 365 to perform advanced text analysis of dozens of client source documents to identify full or partial compliance, or noncompliance, in a fraction of the time required for manual assessments.
    41. LGT is launching Microsoft Copilot LGT to improve efficiency, showing users save an average of an hour a week even in the pilot phase.
    42. Localiza&Co, a leader in the mobility industry in Latin America, implemented Microsoft 365 Copilot to automate processes and improve efficiency, and reduced 8.3 working hours per employee per month.
    43. Lotte Hotels & Resorts has been creating a new work culture that allows employees to work more efficiently and focus on the nature of the work by adopting Microsoft Power Platform for automation.
    44. MAIRE is leveraging Microsoft 365 Copilot to automate routine tasks, saving over 800 working hours per month, freeing up engineers and professionals for strategic activities while supporting MAIRE’s green energy transition by reducing their carbon footprint.
    45. McDonald’s China chose Microsoft Azure AI, GitHub Copilot and Azure AI Search to transform its operations, resulting in a significant increase in AI adoption, consumption and retention from 2,000 to 30,000 employee transactions monthly.
    46. McKnight Foundation adopted Microsoft 365 Copilot for all staff, saving time, increasing productivity and freeing space to focus on strategic priorities.
    47. Medigold Health uses Azure OpenAI Service to significantly reduce the time that clinicians spend writing reports during their consultation and administrative time.
    48. Morula Health is using Microsoft 365 Copilot to enhance productivity, streamline medical writing tasks and ensure data security, ultimately improving efficiency and client satisfaction.
    49. Motor Oil Group is achieving remarkable efficiency gains by integrating Microsoft 365 Copilot into its workflows, with staff spending minutes on tasks that used to take weeks.
    50. Nagel-Group uses Azure OpenAI Service to help employees quickly access information which saves time, creates efficiency and transparency and leads to higher-quality answers overall.
    51. National Australia Bank is leveraging Microsoft 365 Copilot for daily productivity and data analysis and insights and Microsoft Copilot for Security to quickly analyze millions of security event logs and allow engineers to focus on more important areas.
    52. NFL Players Association integrated Azure AI Services and Azure App Service into their video review process, reducing review time by up to 73%, significantly increasing efficiency and enhancing player safety through consistent rule enforcement.
    53. O2 Czech Republic boosts productivity and streamlines meetings with Microsoft 365 Copilot, revolutionizing how information is shared and making automation a part of daily work.
    54. Onepoint developed a secure conversational agent based on Azure OpenAI which delivers productivity gains of between 10% and 15% across all business lines.
    55. Orange Group has over 40 use cases with Azure OpenAI Service and GitHub Copilot across business functions to support employees in their day-to-day tasks, enabling them to concentrate on higher value-added activities.
    56. Oxford University Hospitals NHS Foundation Trust implemented Microsoft 365 Copilot to improve staff report productivity by saving one to two hours a week, or simple formatting tasks down to a matter of seconds, enabling more resources to deliver frontline services.
    57. PA Consulting transformed its sales operations with Microsoft 365 Copilot, so its people can invest more time on the activities that have the biggest impact for clients and maximize the strategic value they provide.
    58. Petrobras used Azure OpenAI Service to create ChatPetrobras, which is streamlining workflows, reducing manual tasks and summarizing reports for its 110,000 employees.
    59. Petrochemical Industries Company automates work processes to save time with Microsoft 365 Copilot from weeks to days, hours to seconds.
    60. PIMCO built ChatGWM with Azure AI Studio, a comprehensive platform that provides the ability to ask questions, receive responses and verify answers all in one place, so teams can spend more time engaging clients and having deeper conversations.
    61. PKSHA Technology is optimizing their time on critical work by increasing efficiency in meeting preparations, data analytics and ideation with the help of Microsoft 365 Copilot.
    62. Providence has collaborated with Nuance and Microsoft to accelerate development and adoption of generative AI-powered applications, helping improve care quality and access, and reduce physician’s administrative workloads.
    63. RTI International adopted Microsoft 365 Copilot to gain productivity wherever possible, allowing staff to focus on their areas of expertise, delivering even better science-backed solutions for clients.
    64. SACE, an Italian finance and insurance firm, is using Microsoft 365 Copilot and Viva to boost productivity and unlock employee potential while enhancing overall well-being — and productivity improvement data from the first nine months of implementation shows a 23% increase.
    65. Sandvik Coromant is using Microsoft Copilot for Sales to drive efficiency and accuracy, shaving at least one minute off each transaction, allowing sellers and account managers to focus their expertise on responding to customers’ needs with analysis, creativity and adaptability.
    66. Sasfin Bank built a solution on Microsoft Azure that centralized 20,000 documents to analyze contract clauses and provide real-time snapshots, moving guesswork into data-driven decision-making.
    67. Scottish Water implemented Microsoft 365 Copilot reducing mundane tasks to a minimum, and thus freeing up time for employees to work on the more meaningful tasks.
    68. Shriners Children’s developed an AI platform allowing clinicians to easily and securely navigate patient data in a singular location, enhancing patient care, and improving the efficiency of their healthcare services.
    69. Siemens is leveraging Azure OpenAI Service to improve efficiency, cut downtime and address labor shortages.
    70. Softchoice employees are experiencing firsthand how Microsoft 365 Copilot can transform daily workflows, realizing productivity gains of 97% reduction in time spent summarizing technical meetings and up to 70% less time spent on content creation.
    71. Syensqo utilized Microsoft’s Azure OpenAI Service to develop a custom AI chatbot in three months, which improved their internal data management, decision-making and overall efficiency.
    72. Teladoc Health uses Microsoft 365 Copilot to revolutionize its telehealth operations, automating routine tasks, boosting efficiency and increasing productivity.
    73. Telstra developed two cutting-edge generative AI tools based on Microsoft Azure OpenAI Service: 90% of employees are using the One Sentence Summary tool which resulted in 20% less follow-up customer contact and 84% of customer service agents using the Ask Telstra solution.
    74. Topsoe achieved 85% AI adoption among office employees in seven months, significantly enhancing productivity and business processes.
    75. Torfaen County Borough Council utilized Microsoft 365 Copilot to streamline back-office processes, resulting in significant time savings and enhanced productivity for both business and children’s services teams, with further rollouts planned.
    76. Trace3 leveraged Microsoft 365 Copilot to streamline and enhance processes across the business and with clients, such as reducing the time it takes HR recruiting managers to respond to applicants within a couple of days instead of several weeks.
    77. Unilever is reinventing their marketing process with Copilot, saving time on briefing tasks, automatically pulling in relevant market data, content and insights to accelerate campaign launches.
    78. Uniper SE implemented Microsoft 365 Copilot to reduce time spent on manual and repetitive tasks, and help workers focus on more pressing work, such as developing enhanced solutions to speed up the energy transition.
    79. Unum Group built a custom AI application to search 1.3 terabytes of data with 95% accuracy using Azure OpenAI Service.
    80. Virgin Atlantic adopted Microsoft 365 Copilot and GitHub Copilot and is seeing real business benefits, including productivity improvements, enabling new ways of working.
    81. Visier built a generative AI assistant that leverages Azure AI and Azure OpenAI Services to deliver workforce analytics and actionable insights for more than 50,000 customers.
    82. Virtual Dental Care developed an AI application Smart Scan that leverages Microsoft Azure to reduce paperwork for mobile dental clinics in schools by 75% and frees dentists to devote more time to patient care.
    83. Zakladni Skola As Hlavkova adopted Microsoft 365 Copilot and saw a 60% improvement in handling administrative documents, decreased lesson preparation from hours to few minutes, increased inclusivity and enhanced communication with students and parents.

    Reinventing customer engagement

    We’ve seen great examples of how generative AI can automate content creation, ensuring there’s fresh and engaging materials ready to go. It personalizes customer experiences by crunching the numbers, boosting conversion rates. It makes operations smoother, helping teams launch campaigns faster. Plus, it drives innovation, crafting experiences that delight customers while lightening the load for staff. Embracing generative AI is key for organizations wanting to reinvent customer engagements, stay ahead of the game and drive both innovation and efficiency.

    New Stories:

    1. Aditya Birla Capital built the SimpliFi chatbot on Microsoft Azure to simplify financial services information and offers through intelligent search and proactive nudging with minimum latency and high scalability.
    2. AIA is using Copilot in Dynamics 365 Customer Service to allow customer service representatives to handle more cases in less time by automating time-consuming tasks like drafting customer emails and summarizing lengthy chats and case histories.
    3. Aydem Energy and Microsoft partner Softtech used Azure OpenAI Service to create an AI assistant for WhatsApp, providing customers with real-time updates and handling meter readings, bill checks and claims.
    4. The City of Buenos Aires developed Boti with ChatGPT using Azure OpenAI Service to manage multiple service channels and personalize key services for residents and tourists. The chatbot centralizes data, enables natural language interactions and scales to handle high demands, managing 2 million queries per month without human intervention, alleviating the operational burden by 50%, improving the citizen experience and increasing efficiency.
    5. de Alliantie built a generative AI chatbot using Azure OpenAI to digest information in their online knowledge base so staff can get accurate answers in seconds. Another Azure AI-based solution transcribes and summarizes calls, then categorizes them by theme.
    6. Haceb created a virtual technical support assistant with generative AI, helping on-the-ground technicians troubleshoot, diagnose and resolve product issues faster and more efficiently.
    7. Lloyds Banking Group developed the Branch Translation App using Microsoft Power Apps and Azure AI services with a goal to improve communication with non-English speaking customers and the innovation enhanced service delivery, receiving positive feedback from employees and customers alike.
    8. Staffbase provides its clients with Staffbase Companion, which helps it enhance internal communication with quick content generation, summarization, translation and future capabilities — and remain confident in data protection.
    9. Tekion built Automative Retail Cloud, a unified, cloud-native platform that uses generative AI to analyze communications, extract insights and provide customer-specific recommendations for sales agents.
    10. Welcome Account created a banking application with a conversational agent based on Azure OpenAI Service, in order to help people manage their finances and administrative procedures. This multilingual agent already assists no less than a thousand refugees on a daily basis.
    11. UBS is using Azure AI solutions, including Azure AI Search and Azure OpenAI Service, to power “Smart Assistants” that streamline content access and provide real-time information to Client Advisors, boosting efficiency and client engagement.
    12. Virbe enables businesses to interact with customers through AI-powered avatars, and with Azure AI services like Azure OpenAI Service and Azure AI Search, Virbe enhanced its AI avatars and simplified engagement with enterprise customers — and customers are seeing up to a 10x increase in leads.

    ————————————————————————————————————————–

    1. Absa has adopted Microsoft Copilot to streamline various business processes, saving several hours on administrative tasks each day.
    2. Adobe leverages Microsoft Azure to streamline the customer experience, harnessing the power of the connected cloud services and creating a synergy that drives AI transformation across industries.
    3. Acentra Health developed Medscribe, a web application that uses Azure OpenAI Service to generate draft letters in a secure, HIPPA-compliant enclave that responds to customer appeals for healthcare services within 24 hours, reducing the time spent on each appeal letter by 50%.
    4. Air India leveraged Azure OpenAI Service to develop a virtual assistant that has handled nearly 4 million customer queries with full automation, significantly enhancing customer experience and avoiding millions of dollars in customer support costs.
    5. Alaska Airlines is using Microsoft Azure, Microsoft Defender, and GitHub to ensure its passengers have a seamless journey from ticket purchase to baggage pickup and started leveraging Azure OpenAI Service to unlock more business value for its customer care and contact centers.
    6. Ally Financial is using Azure OpenAI Service to reduce manual tasks for its customer service associates, freeing up time for them to engage with customers.
    7. BMW Group optimizes the customer experience connecting 13 million active users to their vehicles with the MyBMW app on Azure, which supports 450 million daily requests and 3.2TB data processing.
    8. Boyner has tripled its e-commerce performance using Microsoft Azure, seeing a rise in customer satisfaction, engagement, conversion rate and revenue.
    9. Bradesco Bank integrated Microsoft Azure to its virtual assistant, BIA, resulting in reduced response time from days to hours, improving operational efficiency and client satisfaction.
    10. Capgemini Mexico integrated GitHub Copilot to support scalable AI implementations which has led to improved customer experiences and increased efficiency.
    11. Capitec Bank uses Azure OpenAI Service and Microsoft 365 Copilot, enabling their AI-powered chatbot to assist customer service consultants in accessing product information more efficiently, saving significant time for employees each week.
    12. Cdiscount is leveraging GitHub Copilot and Azure OpenAI Service to enhance developer efficiency, optimize product sheet categorization and improve customer satisfaction.
    13. Cemex used Azure OpenAI Service to launch Technical Xpert, an AI tool used by sales agents to provide instant access to comprehensive product and customer solution information, significantly reducing search time by 80%.
    14. Chanel elevated their client experience and improved employee efficiency by leveraging Microsoft Fabric and Azure OpenAI Service for real-time translations and quality monitoring.
    15. City of Burlington created two AI-powered solutions: MyFiles system using Microsoft Power Platform for building permits, and CoBy, a 24/7 customer support assistant using Microsoft Copilot Studio.
    16. City of Madrid created an AI virtual assistant with Microsoft Azure OpenAI Service offering tourists accurate, real-time information and personalized responses in 95-plus languages.
    17. Cognizant is making performance management more effective and meaningful with Microsoft Azure Machine Learning to help clients across industries envision, build, and run innovative digital enterprises.
    18. Coles Group has leveraged Microsoft Azure to enhance its digital presence and improve customer engagement, rolling out new applications to its stores six times faster without disrupting workloads.
    19. Commercial Bank of Dubai used Microsoft Azure to upgrade its application infrastructure, improving transaction security and speed so individual customers can now open an account and start banking in about two minutes.
    20. Cradle Fund, dedicated to nurturing startups in Malaysia, introduced an AI-driven chatbot to boost user interaction and increase public engagement. User engagement quadrupled while resolution time was reduced from two days to a few clicks. Cradle also decreased customer service costs by 35%, increased international interactions by 40% and increased daily average visits 10-fold.
    21. Doctolib, a leading eHealth company in France, leverages Microsoft technology to develop an AI-powered medical assistant, integrating both Azure OpenAI Service and Mistral Large on Azure.
    22. Docusign used Azure AI to develop its Intelligent Agreement Management (IAM) platform, which supports millions of workflows, reducing contract processing times and enhancing customer satisfaction with advanced AI-powered analytics.
    23. Dubai Electricity and Water Authority has significantly improved productivity and customer satisfaction by integrating multiple Microsoft AI solutions, reducing task completion time from days to hours and achieving a 98% customer happiness rate.
    24. Elcome uses Microsoft 365 Copilot to improve the customer experience, reducing response times from 24 hours to eight hours.
    25. elunic developed shopfloor.GPT based on Azure OpenAI leading to increased productivity for customers saving 15 minutes per request.
    26. Estée Lauder Companies is leveraging Azure OpenAI Service to create closer consumer connections and increase speed to market with local relevancy.
    27. First National Bank (FNB) is using Microsoft Copilot for Sales to help bankers create professional, thoughtful emails in 13 native South African languages, to enhance customer interactions, streamline communications and reinforce its commitment to innovation and customer service.
    28. Flora Food Group migrated to Microsoft Fabric to offer more detailed and timely insights to its customers, enhancing service delivery and customer satisfaction.
    29. Groupama deployed a virtual assistant using Azure OpenAI Service that delivers reliable, verified and verifiable information, and boasts an 80% success rate.
    30. Holland America Line developed a virtual agent using Microsoft Copilot Studio that acts as a digital concierge on their website to support new and existing customers and travel advisors, which has achieved a strong resolution rate and is currently handling thousands of conversations per week.
    31. International University of Applied Sciences (IU) adopted Azure OpenAI Service to revolutionize learning with a personalized study assistant that can interact with each student just like a human would.
    32. Investec is using Microsoft 365 Copilot for Sales to enhance the bank’s client relationships, estimating saving approximately 200 hours annually ultimately boosting sales productivity and delivering personalized, seamless customer experience.
    33. Jato Dynamics used Azure OpenAI Service to automate content generation, helping dealerships save approximately 32 hours each month.
    34. Kenya Red Cross worked with Pathways Technologies to develop a mental health chatbot in Azure AI.
    35. LALIGA is delivering a seamless fan experience and AI insights with Azure Arc, using AI in Azure for optimizing match scheduling and other key operations.
    36. Legrand used Azure OpenAI Service to reduce the time to generate product data by 60% and improve customer support interactions with fast, accurate information.
    37. Linum is using Microsoft Azure to train their text-to-video models faster and more efficiently without losing performance or wasting resources.
    38. Lumen Technologies is redefining customer success and sales processes through the strategic use of Microsoft 365 Copilot, enhancing productivity, sales and customer service in the global communications sector.
    39. Mars Science & Diagnostics used the Azure AI catalog to build generative AI apps to enhance accuracy and extract data insights quickly, helping pets with critical, undiagnosed conditions receive the care they require faster.
    40. McKinsey & Company is creating an agent to reduce client onboarding process by reducing lead time by 90% and administrative work by 30%.
    41. Meesho leveraged Microsoft’s Azure OpenAI Service and GitHub Copilot to enhance customer service and software development, resulting in a 25% increase in customer satisfaction scores and 40% more traffic on customer service queries.
    42. Milpark Education integrated Microsoft Copilot and Copilot Studio and in just four months, improved efficiency and accuracy of student support, decreasing the average resolution time by 50% and escalation time by more than 30%.
    43. National Basketball Association is using Azure OpenAI Service to speed up the time to market, helping fans connect with the league with personalized, localized insights to enhance the fan experience.
    44. NC Fusion chose a comprehensive Microsoft solution to make marketing engagement activities easier and accurately target the best audience segments.
    45. Medgate, a telehealth subsidiary of Otto Group developed a medical Copilot powered by Azure OpenAI which summarizes consultations, supports triage and provides real-time translations.
    46. Orbital Witness embraced the use of large language models (LLMs) in Azure OpenAI to build its innovative AI Agent application, Orbital Copilot, which can save legal teams 70 percent of the time it takes to conduct property diligence work.
    47. Pacific Gas & Electric built a chatbot using Microsoft Copilot Studio that saves $1.1 million annually on helpdesk support.
    48. Parloa took a “voice-first” approach and created an enterprise-grade AI Agent Management platform to automate customer interactions across phone, chat and messaging apps.
    49. Pockyt is using GitHub Copilot and anticipates a 500% increase in productivity in the medium to long term as they continue adapting AI and fine-tuning their software development life cycle.
    50. South Australia Department for Education launched an AI-powered educational chatbot to help safeguard students from harmful content while introducing responsible AI to the classrooms.
    51. Sync Labs is using Microsoft Azure to create AI-driven solutions that have led to a remarkable 30x increase in revenue and a 100x expansion of their customer base.
    52. Syndigo is using Azure to accelerate digital commerce for its customers by more than 40% and expand its customer base.
    53. Telkomsel created a virtual assistant with Azure OpenAI Service, resulting in a leap in customer self-service interactions from 19% to 45%, and call volume dropped from 8,000 calls to 1,000 calls a day.
    54. Torrens University chose to use Azure OpenAI to uplift its online learning experience, saving 20,000 hours and $2.4 million in time and resources.
    55. Trusting Social integrated Microsoft Azure services to launch AI-driven agents that are changing how banks function and transforming their customer’s banking experience.
    56. University of California, Berkeley used Azure OpenAI Service to deploy a custom AI chatbot that supports student learning and helps students with complex coursework.
    57. University of Sydney created a self-serve AI platform powered by Azure OpenAI Service, to enable faculty to build custom chatbots for enhancing student onboarding, feedback, career simulation and more.
    58. Van Lanschot Kempen is using Microsoft 365 Copilot to reduce the time needed for daily tasks, freeing up time to invest in that crucial personal connection.
    59. Virgin Money built an award-winning virtual assistant using Copilot Studio to help build customers’ confidence in their digital products and services.
    60. VOCALLS automates over 50 million interactions per year, resulting in a 78% reduction in average handling time aside from a 120% increase in answered calls.
    61. Vodafone Group is leveraging Microsoft’s AI solutions, including Azure AI Studio, OpenAI Service, Copilot and AI Search, to achieve a 70% resolution rate for customer inquiries through digital channels and reduce call times by at least one minute.
    62. Walmart is using Azure OpenAI Service to deliver a helpful and intuitive browsing experience for customers designed to serve up a curated list of the personalized items a shopper is looking for.
    63. Weights & Biases created a platform which runs on Microsoft Azure that allows developers to keep records, log successes and failures and automate manual tasks.
    64. World2Meet is providing better customer service and operations with a new virtual assistant powered by Microsoft Azure.
    65. Xavier College is modernizing its student information systems on Microsoft Dynamics 365 and Microsoft Azure to unlock powerful insights, fostering innovation and data-driven decision making.
    66. Zavarovalnica Triglav implemented Microsoft Dynamics 365 and Azure OpenAI Service to streamline its operations with automated responses and smart rerouting of customer enquiries.
    67. Zurich Insurance Group used Azure OpenAI Service to develop advanced AI applications that led to more accurate and efficient risk assessment evaluations, accelerating the underwriting process, reducing turnaround times and increasing customer satisfaction.

    Reshaping business process

    Transforming operations is another way generative AI is encouraging innovation and improving efficiency across various business functions. In marketing, it can create personalized content to truly engage different audiences. For supply chain management, it can predict market trends so companies can optimize their inventory levels. Human resources departments can speed up the hiring process, while financial services can use it for fraud detection and risk assessments. With generative AI, companies are not just refining their current processes, they’re also discovering exciting new growth opportunities.

    New Stories:

    1. Bank of Queensland is modernizing its operations with Azure, Microsoft 365 and Microsoft 365 Copilot, using AI to optimize business processes such as creating marketing content, building reports and plans and drafting HR content.
    2. Document360 created an AI-powered knowledge base and service platform for companies to create, manage and publish online documentation, including product manuals, SOPs and wikis.
    3. Eduvos is simplifying the student enrollment experience with Microsoft Azure and Dynamics 365, reducing the time from 90 days to nearly instantaneous and associated costs by 90%.
    4. Emirates Global Aluminum (EGA) uses Azure Local to support its digital manufacturing platform, including support for safety-critical applications that use AI. Through its hybrid Azure environment, EGA has achieved 10 to 13 times faster AI response time and 86% cost savings for AI image and video use cases.
    5. Hellenic Cadastre built a system that reads and categorizes property contracts, applies legal rules and provides assessments for approval using Azure OpenAI Service. Today, property transaction assessments take less than 10 minutes instead of hours, reducing costs from 15 euros to 0.11 euros per assessment. The system also enhanced property owners’ legal security and boosted the Greek economy by enabling transactions to be completed sooner.
    6. Startup legal-i is using AI to analyze unstructured data and help expensive insurance specialists make better decisions faster — speeding up healthcare and insurance processes and improving the accuracy of outcomes.
    7. Publishing company SHUEISHA Inc. is using Microsoft Security Copilot to enable faster incident response, boosting the confidence and effectiveness of cybersecurity personnel.
    8. thyssencrupp is using the Siemens Industrial Copilot, built on Azure OpenAI Service, to address a skilled labor gap while revolutionizing how it programs and operates machinery.
    9. U.S. AutoForce implemented Dynamics 365 Supply Chain Management to centralize warehouse data, connect processes and improve operational efficiency while using Microsoft Copilot for Finance to automate monthly reconciliations.

    ————————————————————————————————————————–

    1. ABB Group integrated Azure OpenAI Service into their Genix Copilot platform enabling customers to achieve up to 30% savings in operations and maintenance, 20% improvement in energy and emission optimization and an 80% reduction in service calls.
    2. Accelleron used Microsoft Power Platform to support numerous business applications and simplify processes for service agents and employees, resulting in the onboard of new agents in 30 minutes, compared to two days for other solutions.
    3. Accenture developed an AI-powered financial advisor that leverages RISE with SAP on Microsoft Azure to enhance their infrastructure and integrate financial data.
    4. Atomicwork leverages Azure OpenAI to bring together three power capabilities: a conversational assistant, a modern service management system and a workflow automation platform.
    5. Blink Ops fully embraced generative AI to build the world’s first Security Automation Copilot with more than 8,000 automated workflows to help any Security/IT task through prompts.
    6. Chalhoub Group is using Microsoft Fabric to modernize its data analytics and streamline its data sources into one platform, increasing agility, enhancing analytics and accelerating processes.
    7. Cineplex is developing innovative automation solutions for finance, guest services and other departments, saving the company over 30,000 hours a year in manual processing time.
    8. ClearBank moved its services to Microsoft Azure to gain scalability and efficiency, pushing out 183% more monthly system releases, gaining both scalability and efficiency.
    9. Danske Statsbaner increases productivity up to 30% with help from Microsoft AI solutions.
    10. Dentsu implemented Microsoft Azure AI Foundry and Azure OpenAI Service to build a predictive analytics copilot that supports media insights, cutting analysis time by 80% and overall time to insight by 90%, reducing analysis costs.
    11. Dow implemented Microsoft 365 Copilot to empower teams with AI-driven insights and streamline essential workflows by automating tasks across departments, saving millions of dollars on shipping operations in the first year.
    12. Eastman implemented Microsoft Copilot for Security realizing the benefits of accelerated upskilling, step-by-step guidance for response and faster threat remediation.
    13. Fast Shop migrated to Microsoft Azure creating a self-service culture of access to data, eliminating delays, reducing costs and increasing leadership satisfaction with data while providing more agility in reporting.
    14. Florida Crystals adopted a value-added solution across Microsoft products including Microsoft 365 Copilot to reduce telecom expenses and automate industrial process controls.
    15. GHD is reinventing the RFP process in construction and engineering with Microsoft 365 Copilot.
    16. GovDash is a SaaS platform that leverages artificial intelligence to streamline the entire business development life cycle for government contracting companies using Azure OpenAI.
    17. Grupo Bimbo is deploying Microsoft’s industrial AI technologies to modernize its manufacturing processes, optimizing production and reducing downtime, driving significant cost savings, and empowering global innovation.
    18. Insight Canada implemented Microsoft 365 Copilot to streamline business operations, with 93% of users realizing productivity gains in functions including sales, finance and human resources.
    19. Intesa Sanpaolo Group enhanced its cybersecurity with AI-enabled Microsoft Sentinel and Microsoft Copilot for Security, resulting in faster threat detection, increased productivity and reduced storage costs.
    20. Kaya deployed a custom implementation of Microsoft Dynamics 365 and Power BI to modernize its supply chain, leading to enhanced visibility, improved planning and streamlined inter-department operations.
    21. Lenovo leveraged Dynamics 365 Customer Service to rapidly manage customer inquiries by streamlining repetitive tasks, boosted agent productivity by 15%, reduced handling time by 20% and reached record-high customer satisfaction.
    22. Lionbridge Technologies, LLC is using Microsoft Azure and Azure OpenAI Service to accelerate its delivery times and improve quality, reducing project turnaround times by up to 30%.
    23. LTIMindtree integrated Microsoft Copilot for Security, offering automated incident response, integrated threat intelligence and advanced threat analysis.
    24. Mania de Churrasco used Microsoft Azure, Power Platform and Microsoft 365 to achieve high efficiency, security and scalability in its operations, in addition to improving its data intelligence, which indirectly participated in a 20% increase in sales year on year.
    25. National Bank of Greece built an Azure-powered Document AI solution to transform its document processing, improving the bank’s accuracy to 90%.
    26. Nest Bank has revolutionized its operations by integrating Microsoft 365 Copilot and Azure OpenAI Service, resulting in doubled sales and increased daily transactions from 60,000 to 80,000, showcasing the transformative impact of generative AI in the financial sector.
    27. Network Rail modernized their data analytics solution with Microsoft Azure, helping engineers understand data 50% faster than before and improve efficiency, passenger experiences and safety — all while saving costs.
    28. Nsure developed an AI-powered agent that uses Copilot Studio and Power Automate to reduce manual processing time by 60% while also reducing associated costs by 50%.
    29. Oncoclínicas implemented Microsoft Azure to transform its entire data ecosystem with a web portal and mobile application that performs all image processing and storage.
    30. Operation Smile used Azure OpenAI Service, Fabric and Power Apps to eliminate manual data entry, resulting in reduced translation errors by about 90% and the time required for completing reports from four to five hours to just 15 to 20 minutes.
    31. Pacifico Seguros has adopted Microsoft Copilot for Security to optimize its security operations and anticipate and neutralize threats more efficiently and effectively.
    32. Parexel adopted Azure Databricks and Microsoft Power BI, achieving an 85% reduction in data engineering tooling costs, a 30% increase in staff efficiency and a 70% reduction in time to market for data product delivery.
    33. Paysafe used Microsoft 365 Copilot to streamline meetings, information management and document creation, addressing language barriers, eliminating time-consuming tasks and boosting creativity along the way.
    34. Planted is integrating Azure OpenAI to manage everyday tasks more efficiently and facilitate the search for information for innovative process development.
    35. Presidio realized dramatic productivity gains saving 1,200 hours per month on average for the employees using Microsoft 365 Copilot and created 70 new business opportunities.
    36. Qatar Charity used Copilot Studio to increase its call center efficiency, reducing average handle time by 30%, increased customer satisfaction by 25%, and achieved a 40% reduction in IT maintenance costs.
    37. Saphyre uses Microsoft Azure and AI to provide an intelligent cloud-based solution that automates and streamlines financial trading workflows around client and counterparty life cycle management, reducing manual efforts by 75%.
    38. StarKist Foods used Azure to effectively unite production and demand processes with finance, reducing the planning cycle from 16 hours to less than one.
    39. Swiss International Air Lines migrated and modernized with Microsoft Azure, achieving up to 30% cost savings, a remarkable boost in platform stability along with enhanced security visibility.
    40. ZEISS Group uses Microsoft Fabric to create a secure and trusted data supply chain that can be shared effortlessly across a range of business units.
    41. ZF Group builds manufacturing efficiency with over 25,000 apps and 37,000 unique active users on Power Platform.

    Bending the curve on innovation

    Generative AI is revolutionizing innovation by speeding up creative processes and product development. It’s helping companies come up with new ideas, design prototypes, and iterate quickly, cutting down the time it takes to get to market. In the automotive industry, it’s designing more efficient vehicles, while in pharmaceuticals, it’s crafting new drug molecules, slashing years off R&D times. In education, it transforms how students learn and achieve their goals. Here are more examples of how companies are embracing generative AI to shape the future of innovation.

    New Stories:

    1. Agricultural Development Trust (ADT) of Baramati is analyzing water, weather, nutrient, pH data and more with AI to increase crop yields in India.
    2. DrumBeat.AI is using Microsoft AI services to predict, identify and treat ear diseases in communities that are both rural and remote, helping to prevent hearing loss among Indigenous communities in Australia.
    3. Dynamic Health Systems created its VitruCare365® platform on the Microsoft Cloud for healthcare technologies to enable motivational care planning. Built on Microsoft Azure, FHIR (Fast Healthcare Interoperability Resources) and Dynamics 365, it provides personalized apps powered by Azure OpenAI Service to each patient and is deployed as an extension to the Microsoft 365 tools clinicians use every day.
    4. Cities can use Esri’s ArcGIS geospatial platform to create environmental digital twins that simulate heavy rainfall and apply hot spot analysis to highlight flooding. Adding Azure AI to the geospatial digital twin will reveal insights in impossible amounts of data.
    5. Digital employment agency Gojob developed Aglae, a virtual assistant based on Azure OpenAI Service, to pre-qualify candidates within 15 minutes, enabling recruiters to achieve record employment placement rates.
    6. Institut Curie and Microsoft partner Witivio developed Copilot for Researcher, an agent that can help researchers with some of the administrative tasks in their jobs so they have more time to spend on actual new ideas in the fight against cancer.
    7. NASA created Earth Copilot to transform how people interact with Earth’s data.
    8. Parity is helping women athletes use data and AI to help improve their well-being, performance and careers.
    9. Petbarn created “PetAI” using Azure OpenAI Service, Azure AI Search and Azure App Service to provide Australian pet owners highly personalized advice and product recommendations.
    10. Project Guacamaya is using daily satellite images and various AI models tailored to the Amazon ecosystem to help prevent its deforestation, allowing for quicker action to be taken in at-risk areas.
    11. Properstar developed a solution to simplify the analysis of unstructured real estate data and create a dynamic, AI-powered filtering system that provides more nuanced search results.
    12. RadarFit is using generative AI and a unique gamification strategy to encourage healthy habits in Brazil, with a comprehensive health and wellness program aimed at helping companies reduce chronic disease rates.
    13. SEDUC is using Microsoft 365 Copilot for administrative tasks — such as generating legal documents and handling administrative inquiries — and has expanded to include AI usage with students and teachers, including personalized learning to cater to individual student needs and help them recover from learning losses during the pandemic.
    14. Indonesia’s Universitas Terbuka used Microsoft Azure OpenAI services and Azure AI Foundry to build an AI tutor that delivers accurate, curriculum-aligned responses and streamlines student assessment. The tutor currently supports 500 classes and some 100,000 students.
    15. World Traveler is using AI including Microsoft Reading Progress and Microsoft Immersive Reader to help teachers reach its globally and educationally diverse students with personalized learning experiences.
    16. South Korean startup Wrtn Technologies brings ATI close to people, with a “superapp” that compiles an array of AI use cases and services, but localized for Korean users to integrate AI into their everyday lives.

    ————————————————————————————————————————–

    1. Air India has incorporated Microsoft 365 Copilot into multiple departments, unlocking a new realm of operational insights that not only provides critical data on flight punctuality and operational hurdles, but also empowers proactive, collaborative decision making.
    2. Agnostic Intelligencedeployed Azure OpenAI Service to eliminate time-consuming tasks, saving users up to 80% of their time, and enabling IT managers to focus on innovation and quality assurance.
    3. Albert Heijn is using Azure OpenAI for everything from customer personalization to demand forecast and food waste projects, making it easier for its customers to change their lifestyle.
    4. Amgen is using Microsoft 365 Copilot to boost productivity and has the potential to speed up drug development and support advancements in their business processes.
    5. APEC leverages Microsoft Azure and deep neural network algorithms to develop an app that enables healthcare providers to capture retinal images, increasing the accuracy to identify Retinopathy of Prematurity (RoP) to 90%.
    6. ASOS is using Azure AI Studio to help customers discover new looks with genuine shopping insights, personalized conversations, naturalism and even humor to enliven the shopping journey.
    7. Auburn University is incorporating Microsoft Copilot to promote AI literacy, accessibility and collaboration, with the aim to expand educational and economic opportunities for its entire academic community with AI-centric tools.
    8. B3 launched an AI assistant using Azure OpenAI Service that aids 10,000 users a day to answer Brazilians’ questions about how to start investing.
    9. Basecamp Research aims to build the world’s largest database of national biodiversity and apply AI and machine learning to advance bioscience.
    10. Bayer is using Microsoft Copilot to contribute to feeding a growing global population and helping people lead healthier, disease-free lives.
    11. BMW AG implemented Azure AI to develop a mobile data recorder copilot for faster data management helping engineers reduce the lead time for insights from days to hours or sometimes minutes.
    12. Brembo leveraged Azure OpenAI to develop ALCHEMIX, a solution to generate innovative compounds for its brake pads, drastically reducing the development time of new compounds from days to mere minutes.
    13. Canary Speech can now train new vocal models in as little as two months and handle millions of transactions per month with Microsoft Azure.
    14. CapitaLand simplified internal processes increasing efficiency to more than 10,000 man-days saved per year and deployed Azure OpenAI Service to build the first AI hospitality chatbot for its lodging business.
    15. Cassidy is using Azure OpenAI Service to enhance efficiency across various industries, supporting over 10,000 companies.
    16. Coca-Cola is implementing Azure OpenAI Service to develop innovative generative AI use cases across various business functions, including testing how Microsoft 365 Copilot could help improve workplace productivity.
    17. Denso is developing “human-like” robots using Azure OpenAI Service as the brain to help robots and humans work together through dialogue.
    18. eFishery is using Azure OpenAI for farmers to get the data and insights on fish and shrimp farming, including more precise feeding and water quality monitoring.
    19. EY developed an application that automatically matches and clears incoming payments in SAP, resulting in an increase from 30% to 80% in automatically cleared payments and 95% matched payments, with estimated annual time savings of 230,000 hours globally.
    20. EY worked with Microsoft to make Azure AI Foundry more inclusive for all, serving the 20% of the global workforce identifying as neurodivergent.
    21. FIDO is using Azure OpenAI Service to develop an AI tool that uses sound to pinpoint leaky pipes, saving precious drinking water.
    22. Georgia Tech is using Azure OpenAI Service to enhance the electric vehicle (EV) charging infrastructure, achieving rapid data classification and predictive modeling, highlighting the reliability of networked chargers over non-networked ones.
    23. GigXR developed a solution to create the intelligence for specific AI patients using Microsoft Azure OpenAI Service and other Azure services.
    24. GoTo Group is significantly enhancing productivity and code quality across its engineering teams by adopting GitHub Copilot, saving over seven hours per week and achieved a 30% code acceptance rate.
    25. GovTech used Microsoft Azure OpenAI Service to create LaunchPad, sparking more than 400 ideas and 20 prototypes, laying the foundation for the government to harness the power of generative AI.
    26. H&R Block is using Azure AI Studio and Azure OpenAI Service to build a new solution that provides real-time, reliable tax filing assistance.
    27. Haut.AI provides skin care companies and retailers with customizable, AI-based skin diagnostic tools developed with the help of Microsoft AI.
    28. Helfie is building a solution that caters to healthcare providers who can arm their patients with an application to more quickly and accurately access the care they need.
    29. Hitachi will implement Azure Open AI Service, Microsoft 365 Copilot and GitHub Copilot to create innovative solutions for the energy, mobility and other industries.
    30. Icertis is providing AI-based tools that will recognize contract language and then build algorithms to automatically choose the right approach based on the content of the contract.
    31. Iconem leveraged AI-generated imagery to process and analyze a vast amount of photogrammetry data used to create the 3D digital twin of St. Peter’s Basilica, allowing visitors to explore every intricate detail from anywhere in the world.
    32. ITOCHU is using Azure OpenAI Service and Azure AI Studio to evolve its data analytics dashboard into a service that provides immediate recommendations by automatically creating evidence-based product proposals.
    33. IU International University of Applied Sciences (IU) is using the power of Azure OpenAI Service to develop Syntea, an AI avatar integrated into Microsoft Teams and Microsoft 365 Copilot, making learning more personalized, autonomous and flexible.
    34. Khan Academy has partnered with Microsoft to bring time-saving and lesson-enhancing AI tools to millions of educators.
    35. Lufthansa Group developed an animated 3D avatar called Digital Hangar to help guide passengers from initial travel inspiration to flight booking through an exchange with an Avatar in natural language.
    36. Mia Labs implemented Azure OpenAI to produce and protect its conversational AI virtual assistant Mia that provides fast support from investors, along with the sophisticated security posture and threat protection capabilities for AI workloads.
    37. Mitsubishi Heavy Industries is using Azure OpenAI Service to help accelerate digital innovation in power plants.
    38. Molslinjen has created an AI analytics toolbox that has reduced fuel emissions, improved customer satisfaction and brought in millions of additional revenue.
    39. New Sun Road implemented AI into a local controller for energy systems to balance the supply, storage and use requirements. This optimized loads to accelerate the deployment of renewable energy for local clean power for communities.
    40. Novo Nordisk recently published initial results with predictive AI models for advanced risk detection in cardiovascular diseases, including an algorithm that can predict patients’ cardiovascular risk better than the best clinical standards.
    41. Ontada implemented Azure AI and Azure OpenAI Service to target nearly 100 critical oncology data elements across 39 cancer types and now accesses an estimated 70% of previously unanalyzed or unused information, accelerating its life science product development, speeding up time to market from months to just one week.
    42. Paige.AI is using AI and Microsoft Azure to accelerate cancer diagnoses with data from millions of images.
    43. Pets at Home created an agent to help its retail fraud detection team investigate suspicious transactions.
    44. Plan Heal is using Microsoft AI to create solutions that enable patients to monitor and report health metrics so care providers can better serve them.
    45. Pacific Northwest National Laboratory (PNNL) is testing a new battery material that was found in a matter of weeks, not years, as part of a collaboration with Microsoft.
    46. Rijksmuseum is harnessing the power of Copilot to make art accessible at scale by joining forces with Microsoft to improve and expand the art experience for blind and low-vision community members.
    47. Royal National Institute of Blind People is using Azure AI services to develop an AI-based solution that quickly and accurately converts letters to braille, audio, and large print formats.
    48. Schneider Electric provides productivity-enhancing and energy efficiency solutions and is using a whole suite of AI tools to hasten its own innovation and that of its customers.
    49. SPAR ICS created an award-winning, AI-enabled demand forecasting system achieving 90% inventory prediction accuracy.
    50. SustainCERT deployed GenAI and machine learning for automated data verification, extraction from documents and to accelerate auditing processes to enable verifying the impacts and credibility of carbon credits.
    51. Suzuki Motor Corporation is adopting Azure OpenAI Service for data security, driving company-wide use with five multipurpose apps.
    52. Tecnológico de Monterrey created a generative AI-powered ecosystem built on Azure OpenAI Service with the goal to personalize education based on the students’ needs, improve the learning process, boost teachers’ creativity and save time on tedious tasks.
    53. TomTom is using Azure OpenAI Service, Azure Cosmos DB and Azure Kubernetes Service to revolutionize the driver experience.
    54. Toyota is deploying AI agents to harness the collective wisdom of engineers and innovate faster in a system named “O-Beya,” or “big room” in Japanese. The “O-Beya” system currently has nine AI agents — from a Vibration Agent to a Fuel Consumption Agent.
    55. Unilever is partnering with Microsoft to identify new digital capabilities to drive product innovation forward, from unlocking the secrets of our skin’s microbiome to reducing the carbon footprint of a multibillion-dollar business.
    56. Unity used Microsoft Azure OpenAI Service to build Muse Chat, an AI assistant that can guide creators through common questions and help troubleshoot issues to make game development easier.
    57. University of South Florida is using Microsoft 365 Copilot to alleviate the burden of repetitive, time-consuming tasks so faculty and staff can spend this time creatively solving problems, conducting critical research, establishing stronger relationships with peers and students and using their expertise to forge new, innovative paths.
    58. Utilidata built the first distributive AI and accelerated computing platform for the electric grid allowing flexible transformation and dynamic infrastructure to increase electrification and decarbonization.
    59. Visma has developed new code with GitHub Copilot, Microsoft Azure DevOps and Microsoft Visual Studio as much as 50 percent faster, contributing to increased customer retention, faster time to market and increased revenue.
    60. Wallenius Wilhelmsen is implementing Microsoft 365 Copilot and using Microsoft Viva to drive sustainable adoption, streamlining processes, empowering better decision making and cultivating a culture of innovation and inclusion.
    61. Wipro is committed to delivering value to customers faster and improving the outcomes across the business by investing $1 billion in AI and training 200,000 employees on generative AI principles with Microsoft Copilot.

    Read more:

    IDC InfoBrief: sponsored by Microsoft, 2024 Business Opportunity of AI, IDC# US52699124, November 2024

    Tags: AI, AI Azure, Azure OpenAI Service, Copilot, Copilot Studio, Microsoft 365 Copilot

    MIL OSI Economics

  • MIL-OSI USA: Cassidy, Cramer Reintroduce Fair Access to Banking Act to Protect Legal Industries from Debanking

    US Senate News:

    Source: United States Senator for Louisiana Bill Cassidy

    WASHINGTON – U.S. Senators Bill Cassidy, M.D. (R-LA), Kevin Cramer (R-ND), and 39 Republican colleagues reintroduced the Fair Access to Banking Act, which protects fair access to financial services and ensures banks operate in a safe and sound manner. The legislation requires that lending and services decisions must be based on impartial, risk-based analysis, not political or reputational favoritism. 
    “It’s wrong for banks to single out individuals or industries for political and social reasons,” said Dr. Cassidy. “This legislation guarantees fairness for essential employers in Louisiana, such as oil and gas development.”
    “When progressives failed at banning these entire industries, what they did instead is they turned to weaponizing banks as sort of a backdoor to carry out their activist goals,” said Senator Cramer. “Financial institutions are backed by taxpayers, for crying out loud! They should be obligated to provide services in an unbiased, risk-based manner. The Fair Access to Banking Act ensures that banks provide fair access to services and enacts strict penalties for categorically discriminating against legal industries and individuals.”
    In recent years, prominent American banks have engaged in a discriminatory practice, referred to as debanking. Banks and financial institutions use their economic standing to categorically exclude law-abiding, legal industries by refusing to lend or provide services to them. This includes industries such as firearms, ammunition, crypto, federal prison contractors, as well as energy producers. 
    Specifically, this legislation penalizes banks and credit unions with over $10 billion in total consolidated assets, or their subsidiaries, if they refuse to do business with any legally compliant, credit-worthy person. It also prevents payment card networks from discriminating against any qualified person because of political or reputational considerations. The bill requires qualified banks to provide written justification for why they are denying a person financial services. Further, the Fair Access to Banking Act would penalize providers who fail to comply with the law by disqualifying institutions from using discount window lending programs, terminating status as an insured depository institution or credit union, or imposing a civil penalty of up to $10,000 per violation. 
    The bill is based on President Trump’s Fair Access Rule, which was introduced during his first administration and required financial institutions to make individual risk assessments rather than broad decisions regarding entire industries or categories of customers. The Fair Access to Banking Act codifies these protections. The Biden administration paused the rule’s implementation in early 2021.
    The legislation is a response to United States banks and financial institutions increasingly using their economic standing to categorically discriminate against legal industries and conservatives. For example, Citigroup instituted a policy in 2018 to withhold project-related financing for coal plants, and in 2020, five of the country’s largest banks announced they would not provide loans or credit to support oil and gas drilling in the Arctic National Wildlife Refuge, despite explicit congressional authorization. Such exclusionary practices also extend to industries protected by the Second Amendment, with Capital One, among other banks, previously including “ammunitions, firearms, or firearm parts” in the prohibited payments section of its corporate policy manual, and payment services like Apple Pay and PayPal denying their services for transactions involving firearms or ammunition. First Lady Melania Trump and technology companies alike allege banks have debanked them or refused to do business. During his address to the World Economic Forum in January, President Trump highlighted big banks and their discriminatory practices of targeting conservatives.  
    Cassidy and Cramer were joined by U.S. Senators Jim Banks (R-IN), John Barrasso (R-WY), Marsha Blackburn (R-TN), John Boozman (R-AR), Katie Britt (R-AL), Ted Budd (R-NC), Shelley Moore Capito (R-WV), John Cornyn (R-TX), Tom Cotton (R-AR), Mike Crapo (R-ID), Ted Cruz (R-TX), John Curtis (R-UT), Steve Daines (R-MT), Joni Ernst (R-IA), Deb Fischer (R-NE), Lindsey Graham (R-SC), Bill Hagerty (R-TN), John Hoeven (R-ND), Cindy Hyde-Smith (R-MS), Ron Johnson (R-WI), Jim Justice (R-WV), John Kennedy (R-LA), James Lankford (R-OK), Cynthia Lummis (R-WY), Roger Marshall (R-KS), Dave McCormick (R-PA), Jerry Moran (R-KS), Bernie Moreno (R-OH), Markwayne Mullin (R-OK), Pete Ricketts (R-NE), Jim Risch (R-ID), Eric Schmitt (R-MO), Rick Scott (R-FL), Tim Scott (R-SC), Tim Sheehy (R-MT), Dan Sullivan (R-AK), Thom Tillis (R-NC), Tommy Tuberville (R-AL), and Roger Wicker (R-MS) in cosponsoring the legislation. U.S. Representative Andy Barr (R-KY-06) introduced similar legislation in the U.S. House of Representatives. 
    Support for the Fair Access to Banking Act has grown every Congress. At the state level, Florida and Tennessee passed Fair Access laws and similar legislation was introduced in Louisiana, Arizona, Georgia, Idaho, Indiana, Iowa, Kentucky, and South Dakota. Banks have dropped membership in discriminatory groups which were aimed at starving specific industries.
    The Fair Access to Banking Act is endorsed by the National Shooting Sports Foundation, National Rifle Association, National Cattlemen’s Beef Association, The Digital Chamber, Blockchain Association, Independent Petroleum Association of America, Online Lenders Alliance, Day 1 Alliance, GEO Group, Lignite Energy Council, National Association of Wholesaler-Distributors, and National Mining Association.

    MIL OSI USA News

  • MIL-OSI Europe: Answer to a written question – EU-Saudi Arabia relations – E-002683/2024(ASW)

    Source: European Parliament

    The EU and the Kingdom of Saudi Arabia (KSA) maintain a growing partnership based on regional stability, sustainable development and economic transformation, aligned with the 2022 EU Gulf Strategy[1] and Saudi Vision 2030[2].

    The Crown Prince’s participation in the first EU-Gulf Cooperation Council (GCC) Summit in Brussels in October 2023 underscored KSA’s commitment to a stronger, forward-looking partnership with the EU in key areas, notably trade, investment, energy, connectivity, and green and digital transitions.

    Under the 2021 EU-KSA Cooperation Arrangement[3], the two sides hold annual political dialogues; the last one took place in Brussels in July 2023, as well as annual Senior Officials Meetings on global issues, the last one took place in Riyadh in September 2023.

    The KSA also hosts the first in the region EU-GCC Chamber of Commerce. In addition, the EU and KSA hold annual formal Human Rights Dialogues, addressing all rights issues and cooperation in multilateral fora, the most recent one in Riyadh in December 2024.

    The EU Special Representative for the Gulf also contributes to strengthening the EU-KSA partnership, particularly on regional security, as reflected at the April 2024 EU-GCC High-Level Forum on regional security, attended by the KSA Minister of Foreign Affairs.

    The KSA is a key EU partner for regional security and stability, notably in the framework of the joint EU-Norway-KSA Global Alliance for implementation of the two-state solution, with participation of more than 90 countries. The KSA Minister of Foreign Affairs has also joined relevant Foreign Affairs Council discussions.

    The EU and KSA are currently finalising the negotiations on a memorandum of understanding on Energy Transitions and Clean Technology Cooperation, focusing on low emissions, renewables, hydrogen, and energy efficiency.

    • [1]  JOIN(2022) 13 final.
    • [2] https://www.vision2030.gov.sa/media/rc0b5oy1/saudi_vision203.pdf
    • [3] https://www.eeas.europa.eu/sites/default/files/documents/2024/EEAS%20-%20KSA%20MFA%20Cooperation%20Arrangement%20FINAL_ENG_signed.pdf

    MIL OSI Europe News

  • MIL-OSI Europe: Answer to a written question – Trade liberalisation with Ukraine – E-002594/2024(ASW)

    Source: European Parliament

    To support the Ukrainian economy following Russia’s unprovoked and unjustified war of aggression against Ukraine, the EU liberalised all imports from Ukraine for which the Association Agreement between the EU and Ukraine[1] limited trade concessions to tariff-rate quotas, by Regulation (EU) 2022/870[2] of 30 May 2022. The measures were prolonged twice[3] and the current iteration will expire on 5 June 2025.

    These measures concern agricultural products and processed agricultural products. Under their last iteration from mid-2024, and in order to protect European farmers from growing import levels, automatic safeguards were introduced to limit duty-free imports for the most sensitive sectors, namely sugar, poultry, eggs, maize, honey, oats and groats.

    The Commission estimates that the value of Ukrainian agricultural products and processed agricultural products not subject to duties thanks to the measures[4] was around EUR 2.1 billion in 2023 out of the total of Ukraine’s agricultural exports to the EU, which amounted about EUR 12 billion.

    In 2024, the value of Ukrainian duty-free exports of agricultural products and processed agricultural products not subject to duties thanks to the measures is estimated at EUR 1.8 billion, a reduction due to the activation of automatic safeguards.

    Specifically for eggs and egg products , the value of Ukrainian duty-free exports to the EU in 2023 and 2024 is estimated at EUR 74 million and EUR 38 million, respectively.

    • [1] Association Agreement between the European Union and the European Atomic Energy Community and their Member States, of the one part, and Ukraine, of the other part, https://eur-lex.europa.eu/legal-content/EN/TXT/?uri=CELEX%3A02014A0529%2801%29-20231201
    • [2] https://eur-lex.europa.eu/eli/reg/2022/870/oj
    • [3] Regulation (EU) 2023/1077 of 31 May 2023; https://eur-lex.europa.eu/eli/reg/2023/1077/oj and Regulation (EU) 2024/1392 of the European Parliament and of the Council of 14 May 2024; https://eur-lex.europa.eu/eli/reg/2024/1392/oj
    • [4] Based on Eurostat trade data.
    Last updated: 5 February 2025

    MIL OSI Europe News

  • MIL-OSI USA: $200M Boost Energy Efficiency at SUNY Old Westbury

    Source: US State of New York

    Governor Kathy Hochul today announced a $100.2 million New York State investment for the first major phase of a deep energy retrofit at SUNY Old Westbury. The investment, plus approximately $100 million more for the final phases, will transform the college’s Natural Science Building, which was originally opened in 1985.

    “Once again, people will be looking at New York State as a leader in developing sustainable, green energy solutions that will not only enhance the academic experience for our students and faculty, but also contribute to a healthier environment for all New Yorkers,” Governor Hochul said. “With this state-of-the-art, energy-efficient facility, we are one step closer to achieving net-zero greenhouse gas emissions and zero waste across the SUNY system while also providing new opportunities for green workforce development and resilience in the face of climate change.”

    The project is part of SUNY’s Climate and Sustainability Action Plan to achieve net-zero SUNY-wide greenhouse gas emissions and zero waste. Full details about the plan can be found on the SUNY website.

    The plan not only aims to achieve net-zero SUNY-wide greenhouse gas emissions and zero waste in line with Governor Kathy Hochul’s climate goals, but also addresses increasing academic and research opportunities, expands green workforce development, and defines actions related to campus and building operations and capital project development to design for resiliency.

    SUNY Old Westbury Renovation and Deep Energy Retrofit

    The renovated Natural Sciences Building is expected to be 50% more energy efficient and will boast a geothermal system for heating and cooling, as well as energy efficient glazing on the facility’s windows. It will also feature modernized teaching laboratories, a new campus greenhouse, and collaboration spaces for teaching and co-curricular activities. The final future phase is expected to include a green roof.

    The Natural Sciences Building at SUNY Old Westbury has served as the academic home for the Biological Sciences, Chemistry, Physics, and Public Health programs. Biology is the second highest program by enrollment at Old Westbury.

    The project will be constructed in three phases. The first phase, moving forward this week with a groundbreaking with SUNY Chancellor John B. King Jr. and SUNY Old Westbury President Timothy Sams, focuses on the replacement of outdated laboratory spaces, the relocation of the specialized research equipment and support space, and the creation of surge space. This initial step lays the groundwork for the comprehensive modernization and expansion of the building. The second phase will construct a new addition to the building to house additional space for the departments. The third phase will include the renovation of the balance of interior as well as the exterior rehabilitation of the facility.

    SUNY Chancellor John B. King Jr. said, “Thanks to the substantial state investment secured by Governor Hochul, this project represents a significant transformation for the Natural Sciences Building, which was built over four decades ago. With 40% of state-owned buildings, SUNY has the ability to help achieve Governor Hochul’s ambitious climate goals through exciting projects like this one. Future generations who come to learn on SUNY Old Westbury’s campus and in the Natural Sciences Building will have a brighter, more sustainable future.”

    SUNY Old Westbury President Timothy E. Sams said, “We are proud that this building, once complete, will exceed the goals SUNY has set for us when it comes to energy and carbon reduction. As our campus mission demands of us, we will focus on environmental sustainability throughout the course of this work and in the years ahead as we create a facility that will prepare students for work in hospitals, laboratories, wind and chip manufacturing, public health, and more that are so vital to their own and New York’s success.”

    State Senator Jack Martins said, “I applaud SUNY Old Westbury and Governor Hochul in prioritizing student education at our SUNY Old Westbury campus. This refurbished facility will provide better opportunities for generations of students and have a significant impact as they pursue careers thereafter.”

    Assemblymember Charles Lavine said, “This investment right here in my district will transform existing infrastructure to provide SUNY Old Westbury with the latest technology to help increase sustainability and reduce greenhouse gas emissions. It will also help students, faculty, and researchers meet the demands of modern science education and research. I am so proud of Governor Hochul for her continued commitment to fighting the very real problem of climate change and this institution which is setting the standard for the critical importance of diversity and inclusion in higher education.”

    Assemblymember Alicia Hyndman said, “As a proud advocate for sustainability and education, I’m thrilled to see this investment in SUNY Old Westbury. This isn’t just about upgrading a building—it’s about creating opportunities. By modernizing the Natural Sciences Building with energy-efficient technology, we’re not only taking real steps toward a greener future, but we’re also equipping students with the skills they need to lead in the growing green economy. New York is once again leading the way, proving that when we invest in education and sustainability, we invest in our future.”

    When all phases are completed, the project will transform the Natural Sciences Building into a state-of-the-art facility, providing students, faculty, and researchers with the resources and space needed to meet the demands of modern science education and research.

    About SUNY Old Westbury
    SUNY Old Westbury is a selective public liberal arts college with 4,700 students studying in more than 40 undergraduate degree opportunities in its liberal arts and professional programs and 16 graduate programs in business, education, liberal studies and mental health counseling. On the University’s 604-acre campus, students are challenged to take ownership of their futures through an environment that demands academic excellence, fosters intercultural understanding, and endeavors to stimulate a passion for learning and a commitment to building a more just and sustainable world. For more information on SUNY Old Westbury, visit the university’s website.

    About The State University of New York

    The State University of New York is the largest comprehensive system of higher education in the United States, and more than 95 percent of all New Yorkers live within 30 miles of any one of SUNY’s 64 colleges and universities. Across the system, SUNY has four academic health centers, five hospitals, four medical schools, two dental schools, a law school, the country’s oldest school of maritime, the state’s only college of optometry, and manages one US Department of Energy National Laboratory. In total, SUNY serves about 1.4 million students amongst its entire portfolio of credit- and non-credit-bearing courses and programs, continuing education, and community outreach programs. SUNY oversees nearly a quarter of academic research in New York. Research expenditures system-wide are nearly $1.16 billion in fiscal year 2024, including significant contributions from students and faculty. There are more than three million SUNY alumni worldwide, and one in three New Yorkers with a college degree is a SUNY alum. To learn more about how SUNY creates opportunities, visit their website.

    MIL OSI USA News