Category: Entertainment

  • MIL-OSI Asia-Pac: LCQ9: Burglary crimes

    Source: Hong Kong Government special administrative region

         Following is a question by the Hon Chan Yuet-ming and a written reply by the Secretary for Security, Mr Tang Ping-keung, in the Legislative Council today (February 19):Question:      Some members of the public have relayed that there has been an increase in the number of burglary crimes targeting low-density residential properties and shops in rural areas and suburbs, and the situation is even worse near Chinese New Year. In this connection, will the Government inform this Council: (1) of the numbers and detection rates of burglary crimes in each of the past five years, with a tabulated breakdown by the 18 districts in Hong Kong; the numbers of persons convicted of such crimes and, among them, the respective numbers of those who were minors and non-Hong Kong residents; (2) of the details of both the publicity activities on the prevention of burglary and joint operations against burglary crimes conducted by the Hong Kong Police Force in the whole year of 2024, as well as the effectiveness of such efforts; (3) of the details of the publicity activities conducted by the Fight Crime Committee and District Fight Crime Committees on the prevention of burglary in the whole year of 2024; and (4) whether the Government will review the existing mechanism on the prevention of burglary crimes, including whether it will consider installing smart lampposts fitted with cameras and subsidising village offices to install closed-circuit television monitoring systems or other appropriate alarm devices at major entrances and exits of villages so as to deter law-breakers? Reply: President,      The Police pay close attention to burglary cases which occurred in different locations and premises. In addition to actively taking measures against such crimes, the Police have been providing home security and anti-burglary advice to the public through various channels.      After consultation with the Hong Kong Police Force and the Home Affairs Department, our consolidated reply to the Member’s question is set out below: (1) The number of burglary cases and detection rates by Police Districts in the past five years (from 2020 to 2024) are set out in Annex I.      Regarding the number of persons convicted, the number of persons convicted of burglary-related offences (i.e. burglary under section 11 and aggravated burglary under section 12 of the Theft Ordinance (Cap. 210)) and, among them, the number of those who were minors or not holders of Hong Kong Identity Cards at the time of their first appearance, from 2020 to the third quarter of 2024, are set out in Annex II. (2) The Police adopt a multi-pronged approach to enhance the prevention and combating of burglary cases. In terms of enforcement, the Police have stepped up intelligence gathering and adopted an intelligence-led approach. They have increased high-profile patrols and stop-and-search operations in high-risk areas, such as village houses. Additionally, drones and helicopters from the Government Flying Service are deployed for nighttime aerial patrols and the pursuit of burglars. Roadblocks are also set up at different times and locations to stop and search suspicious vehicles or individuals, thereby enhancing deterrence.      On the publicity front, to enhance public awareness, the Police have launched a one-stop platform, SafeCity.HK, to provide the public with crime prevention tips, including information on burglary prevention. The Police also conduct publicity through various channels, such as social media platforms, press conferences, OffBeat 360 and Offbeat 120s, to share with the public ways to enhance home security and encourage them to report to the Police any suspicious persons or behavior. The Police also organise regular seminars for different sectors (for example, members of the property management and security sectors, the retail industry, and so on) and distribute anti-burglary pamphlets to the public in conjunction with District Councils, Rural Committees, Area Committees and property management companies to enhance anti-burglary awareness from different perspectives.      As a result of the Police’s vigorous efforts in combating burglary, the situation of burglary cases has improved significantly. In 2024, 1 220 burglary cases were reported, representing a decrease of 134 cases or 9.9 per cent compared to 2023, and the amount of loss was also reduced by 48 million Hong Kong Dollars or 25.5 per cent. The Police will continue with its related work, such as stepping up publicity during high-risk periods, such as the Chinese New Year and long holiday periods (e.g. using the Anti-crime Promotional Truck to visit different districts across the territory) to educate the public on the importance of and ways to prevent theft. (3) In response to burglary cases, the Fight Crime Committee (FCC) has adopted Beware of Burglary and Theft as the theme of one of its anti-crime publicity campaigns in 2024-25. The campaign will be launched through various media, including online advertisements and distribution of publicity materials such as door and window alarms, to remind members of the public to step up their home security to prevent burglary and theft.      As for the District Fight Crime Committees (DFCCs), various DFCCs organised different publicity campaigns under the theme of Beware of Burglary and Theft in 2024, such as carnivals, seminars and design competitions; distribution of promotional souvenirs, leaflets, banners, etc; and placing advertisements on the backs of minibus chairs and on the lightboxes of bus shelters. The aim is to integrate messages about preventing burglary and theft into various aspects of citizens’ daily lives at the district level. (4) To further enhance law and order and combat crime in a comprehensive manner, the Police Force has started installing closed-circuit televisions (CCTVs) in various districts (including rural areas) in Hong Kong since April 2024. The installation points are located at traditional lampposts, smart lampposts and government buildings. 615 sets of cameras have been installed by the end of last year, with the first phase of installation to be completed within 2025 with a total of 2 000 sets of cameras. As at the end of 2024, the system has assisted the Police in detecting 122 cases, including serious crimes such as murder, robbery and burglary, with 202 arrests. Of the 16 burglary cases detected with the assistance of CCTV, half of them (eight cases) were solved within one day, demonstrating that CCTV has not only made investigations more effective, but has also greatly enhanced the efficiency of crime detection.      Apart from assisting in crime detection, CCTV also has a deterrent effect on criminal behavior. In order to understand the relevant data, the Police have analysed the number of street crime cases for various types of crimes and found that they have dropped after the installation of CCTV. This shows that the scheme has brought about a very positive effect on crime prevention and elimination. The Police will progressively install CCTVs according to the crime rate or pedestrian flow of individual districts and locations (including rural areas), with a view to maximising the effectiveness of CCTVs in preventing and combating crime.      In addition, the Police, in conjunction with the DFCCs, have also encouraged and assisted in the installation of CCTV systems in old low-security buildings. Police Districts also distribute door and window alarms to rural residents, so as to enhance the security level of residential premises.

    MIL OSI Asia Pacific News

  • MIL-OSI Asia-Pac: LCQ22: Planning for former Choi Hung Road Market

    Source: Hong Kong Government special administrative region

         Following is a question by the Hon Yang Wing-kit and a written reply by the Secretary for Development, Ms Bernadette Linn, in the Legislative Council today (February 19):
     
    Question:

         It has been learnt that the Government closed the Choi Hung Road Market in Wong Tai Sin in 2022 to free up the site for other long-term development purposes, but so far the site has not been planned for any use. In this connection, will the Government inform this Council:

    (1) whether it has considered revitalising the former Choi Hung Road Market; if so, of the timetable and roadmap;

    (2) whether it will consider opening up the former Choi Hung Road Market to youth groups or non-profit-making district groups in the short term for the creation of music and art spaces as well as cultural and creative markets, so as to optimise the use of idle spaces; if so, of the details; if not, the reasons for that; and

    (3) whether it will, in the long run, consider converting the former Choi Hung Road Market for the provision of dental clinics as well as leisure and cultural services facilities (e.g. libraries and study rooms) to cater for the needs of local residents; if so, of the details; if not, the reasons for that?

    Reply:

    President,
         
         With regard to the overall planning of the Choi Hung Road (CHR) Playground, the CHR Sports Centre and the former CHR Market site, the Energizing Kowloon East Office (the Office) of the Development Bureau commenced the study and planning work in collaboration with relevant government departments including the Leisure and Cultural Services Department, the Planning Department and the Architectural Services Department (ArchSD). The objective is to improve the recreational and sports facilities and integrate other uses under the principle of “single site, multiple use” to make better use of land resources and meet societal needs at the same time. After consultation with the relevant policy bureaux and departments, the reply to the questions is as follows:

    (1) and (3) The CHR Playground, the CHR Sports Centre and the former CHR Market are located in San Po Kong with a total site area of about 4.5 hectares. Taking into account the actual district situation, it is recommended to preserve the playground open space area as far as possible with enhancement to increase its attractiveness and inclusiveness. To gather creative design and ideas, the Office and the ArchSD co-organised the Design Competition for Redevelopment of Open Space at CHR Playground and would consider adopting some of the design ideas and concepts of the winning entry for the design of the redevelopment project. As for the CHR Sports Centre and the former market part, taking into account the advice from relevant policy bureaux and departments, it is proposed to develop a new integrated government complex under the principle of “single site, multiple use” to reprovision and upgrade the existing recreational and sports facilities and to introduce some new services. The Office consulted the Wong Tai Sin District Council and other members of the local community on the preliminary proposals of the redevelopment project in February 2023 and incorporated the relevant comments. In terms of recreational and sports facilities, under the latest design, the sports centre facilities which will be reprovisioned and upgraded include an indoor multi-purpose arena, badminton courts, a multi-function activity room, a children’s play room, a table tennis room, a dance room and a fitness room, and a new indoor futsal-cum-handball court. The integrated complex will also provide space for welfare facilities (including elderly and child care centres) and set up the Wong Tai Sin District Health Centre as a hub to provide and co-ordinate primary healthcare services of the district. A public vehicle park will be provided in the redevelopment project and the existing San Po Kong Public Library will also be reprovisioned in the integrated complex so as to upgrade the services and facilities of the library. The relevant preliminary studies for the project have been completed. The Office is liaising with concerned departments on details of commencing the relevant town planning procedures to prepare for the project implementation.

    (2) The CHR Playground and the CHR Sports Centre are still in operation while the CHR Market was closed in March 2022. To optimise the use of resources, following the established procedures, the Food and Environmental Hygiene Department (FEHD) has identified appropriate alternative user departments to use the premises. Currently, part of the premises is separately used by the FEHD for temporary storage purpose and by the Transport Department for temporary storage of seized bicycles that were illegal parked or abandoned.

    MIL OSI Asia Pacific News

  • MIL-OSI Asia-Pac: Examination toppers participate in 8th episode of Pariksha Pe Charcha 2025

    Source: Government of India (2)

    Posted On: 19 FEB 2025 12:06PM by PIB Delhi

    The insightful discussions initiated by Prime Minister Shri Narendra Modi in the inaugural episode of the 8th edition of Pariksha Pe Charcha culminated with the eighth and final episode, where eight young achievers engaged with students. They were Radhika Singhal (CBSE topper 2022-23); Shuchismita Adhikari (ISC Exam topper 2024); Brahmacharimayum Nistha (PPC anchor & MBBS student, Manipur University); Ashish Kumar Verma (PPC anchor & IIT Delhi student); Vavilala Chidvilas Reddy (IIT JEE Advanced AIR – 1, 2023); Jai Kumar Bohara (CLAT AIR – 1, 2024); Armanpreet Singh (NDA AIR – 1, 2024); and Ishita Kishore (UPSC-CSE AIR – 1 2022).

    While interacting with the students, Nistha suggested revising previous years’ questions and learning to prioritize, as advised by Prime Minister Shri Narendra Modi in his book, emphasizing the importance of “becoming wise with revise.” Shuchismita encouraged focusing on preparation and advised writing down answers to help articulate learned concepts.

    Jai Kumar highlighted the need for personalized preparation strategies and recommended experimenting with different methods to find the best. He suggested studying for 25 minutes, taking a 5-minute break, and maintaining discipline in this routine. His key advice for students was to be ready to make sacrifices to achieve their goals.

    Armanpreet emphasized focusing on strengths, while Ishita stressed the importance of honesty and not being overpowered by fear. She also highlighted the significance of maintaining a balanced schedule—studying for 7-8 hours, pursuing hobbies for 1-2 hours, and ensuring adequate sleep.

    Radhika underscored the value of extracurricular activities in building confidence. Chidvilas shared tips for managing exam-related stress, suggesting activities such as indoor and outdoor games, reading, or listening to music between study sessions. He also encouraged students to remain happy but never complacent.

    Nistha reminisced about her experience anchoring Pariksha Pe Charcha, highlighting how it enhanced her communication and preparation skills, benefiting her exam readiness. Ashish shared his mantra of the “three wins”—spiritual, mental, and physical.

    Additionally, Ishita and Jai guided students through an interview masterclass, while Ashish conducted a session on question paper strategies, helping students prepare for life through structured time management.

    Students asked questions about board exam preparation, societal support, and mastering life skills. Participants from Japan and Dubai also asked questions to the guests. After the session, students reflected on their learning from the interaction with the panellists.

    To ensure comprehensive development, distinguished personalities from various fields—including sports icons, technical experts, toppers of competitive exams, entertainment industry professionals, and spiritual leaders—are enriching students with insights beyond textbooks. Each session provided students with essential tools and strategies to excel academically and personally.

    The eighth edition of Pariksha Pe Charcha (PPC) 2025, in its revamped and interactive format, has been receiving widespread appreciation from students, teachers, and parents across the nation. Breaking away from the traditional Town Hall format, this year’s edition commenced with an engaging session featuring Prime Minister Shri Narendra Modi at the scenic Sunder Nursery, New Delhi, on 10th February 2025.

    In the inaugural episode, the Prime Minister interacted with 36 students from across the country, discussing insightful topics such as Nutrition and Wellness, Mastering Pressure, Challenging Oneself, The Art of Leadership, Beyond Books – 360º Growth, Finding Positives, and more. His valuable guidance offered students practical strategies to tackle academic challenges with confidence while fostering a growth mindset and holistic learning.

    Pariksha Pe Charcha has been a beacon of inspiration for students, empowering them with confidence and resilience to tackle academic and life challenges with a positive mindset.

    Link to watch the 1st episode: https://www.youtube.com/watch?v=G5UhdwmEEls

    Link to watch the 2nd episode: https://www.youtube.com/watch?v=DrW4c_ttmew

    Link to watch the 3rd episode: https://www.youtube.com/watch?v=wgMzmDYShXw

    Link to watch the 4th episode: https://www.youtube.com/watch?v=3CfR4-5v5mk

    Link to watch the 5th episode: https://www.youtube.com/watch?v=3GD_SrxsAx8

    Link to watch the 6th episode: https://www.youtube.com/watch?v=uhI6UbZJgEQ

    Link to watch the 7th episode: https://www.youtube.com/watch?v=y9Zg7B_o8So

    Link to watch the 8th episode: https://www.youtube.com/watch?v=hR9BazO6Vfo

    *****

    MV/AK

    MOE/PPC/18 February 2025/12

    (Release ID: 2104584) Visitor Counter : 101

    MIL OSI Asia Pacific News

  • MIL-OSI Economics: Samsung UK Launches Better Life Campaign Offering Smarter Living at a Smarter Price with Multi-Buy Savings Across Home Appliances, TVs and more

    Source: Samsung

    LONDON, UK. – February 19, 2025 – Samsung Electronics Co., Ltd is re-launching its Better Life campaign, delivering smarter living for less with a range of multi-buy offers across its home appliances, TVs, tablets, accessories, soundbars and monitors. The offers are available now via Samsung.com throughout February and March.
     
    With discounts and multi-buy offers across a huge range of products, there really is something for everyone. Customers looking for that extra inspiration to renew a new year’s resolution, take on a new challenge, optimise their home space or even enrich their entertainment experiences, can find a deal that fits their lifestyle.
     
    Better Health & Wellness
    Those looking to double down on their fitness goals this year can save £100 when you buy the Galaxy Watch Ultra[1]. Or if you’re looking to enhance those productivity goals, you can get a free Keyboard with Trackpad when you buy from the Galaxy Tab S10 or S9 series[2].
     
    Better Style & Design
    For home aficionados, customers looking for quality sound and style in harmony can get a Music Frame when bought with The Frame TVs 65″+[3]. Or choose to get a soundbar when you buy selected Neo QLED & OLED TVs[4] .
     
    Better Home Life
    Customers looking to simplify their daily lives with the latest home innovation need look no further than our wide range of home appliances. Claim up to £500 cashback on selected fridge freezers[5] or save 20% when you buy 3 selected home appliances together or 15% when you buy 2[6].
     
    Better Gaming
    For the ultimate gaming experience at home, customers can save up to 20% on selected Monitors using code BETTERLIFE.[7]
     
    Better Entertainment
    Get a Galaxy Fit3 free when you buy selected Neo QLED 4K TVs[8].
     
    For more on the campaign and the deals included, please visit: samsung.com/uk/offer/better-life/
     
    [1] Purchase from Samsung.com by 01.04.2025.
    [2] Purchase from samsung.com by 31.03.2025. While stocks last. Free AI Book Cover Keyboard with Trackpad automatically added to basket with qualifying items. Colour may vary.
    [3] Purchase from samsung.com/uk by 11.03.2025. Free item automatically added at checkout. While stocks last.
    [4] Purchase from samsung.com/uk by 11.03.2025. Free item automatically added at checkout. While stocks last.
    [5] Purchase from samsung.com/uk by 11.03.2025. Claim from Samsung between 30-90 days of purchase. Max 4 claims per household. To claim, and for full T&Cs, see https://samsungoffers.claims/wintercashback
    [6] Purchase from samsung.com/uk by 18.03.2025. Discount applied automatically at checkout when two or more qualifying products in basket. Selected skus only.
    [7] Purchase from Samsung.com/uk by 11.03.2025. Enter code at checkout. Not to be used in conjunction with any other offer.
    [8] Purchase from samsung.com/uk by 11.03.2025. Free item automatically added at checkout. While stocks last.
     

    MIL OSI Economics

  • MIL-OSI Economics: Samsung India Launches Galaxy A06 5G: ‘Kaam ka 5G’ with Superfast Connectivity & Powerful Performance at an Affordable Price

    Source: Samsung

     
    Samsung, India’s largest consumer electronics brand, today announced the launch of Galaxy A06 5G, bringing an awesome 5G experience at an affordable price. As the most affordable budget Galaxy A series 5G smartphone, Galaxy A06 5G is designed to offer consumers maximum value with its reliable performance and longevity.
     
    Starting today, Galaxy A06 5G will be available across all retail outlets in India, Samsung exclusive stores, as well as other offline channels, in multiple storage variants. Starting just INR 10499 for the 4GB RAM variant with 64GB storage, Galaxy A06 5G comes in three sleek and attractive colours – Black, Gray and Light Green. As a special launch offer, customers can avail one-year screen protection plan with Samsung Care+ package at just INR 129, providing additional protection and peace of mind.
     
    “With the launch of Galaxy A06 5G, we are bringing segment-leading 12 5G bands for a great 5G experience. Designed to offer awesome connectivity, powerful performance, and segment leading innovations, the device reaffirms our commitment to making cutting-edge technology accessible to everyone. With this device, we are also ensuring that users can enjoy high-speed connectivity for work and entertainment along with unmatched durability,” said Akshay S Rao, General Manager, MX Business, Samsung India.
     
     
    Awesome Performance
    Galaxy A06 5G supports all network compatibility, 12 5G bands and features carrier aggregation for enhanced network connectivity and faster speeds across all telecom operators. Powered by the MTK D6300 processor, Galaxy A06 5G ensures powerful performance and makes multitasking, gaming, and streaming an effortless exercise. The smartphone also provides RAM up to 12GB with RAM Plus feature.
     
     
    Awesome Camera and Display
    The device is equipped with a 50MP main rear camera for capturing sharp and detailed images and a 2MP depth camera for enhanced clarity, while the 8MP front camera ensures high-quality selfies and video calls. The smartphone also features a sleek and stylish design while ensuring a vivid visual experience with its expansive 6.7-inch HD+ display with a 20:9 aspect ratio. The smartphone also features a 5,000 mAh battery with best in segment 25W fast charging support.
     
     
    Awesome Trustworthiness
    Galaxy A06 5G will be available with Android 15 and Samsung’s One UI 7, ensuring users get the latest software experience. Samsung is redefining reliability with Galaxy A06 5G, offering an impressive 4 generations of OS upgrades and 4 years of security updates, a commitment that sets it apart in this segment. These industry-leading upgrades and updates are set to keep the device always up to date and ensure smoother usage experiences for users for a long period. Built for durability, Galaxy A06 5G comes with an IP54 rating, providing protection against dust and splashes.
     
     
    Awesome Galaxy Experience
    Samsung is also introducing ‘Voice Focus’ in the smartphone for the first time, an India-first innovation designed to enhance call clarity in noisy environments, making conversations clearer and more effective. This feature reflects Samsung’s commitment to bringing meaningful innovations tailored to the needs of Indian consumers. The device also prioritizes security and privacy by incorporating Samsung’s defense-grade Knox Vault security that empowers users to manage their data securely, enhancing their overall experience.
     
     
    Price and Launch Offers
    Product
    Colors
    Variant
    Price (INR)
    Offers
     
    Galaxy A06 5G
    Black, Gray, Light Green
    4GB + 64GB
    10499
    One year screen protection plan @ INR 129 with Samsung Care + package against standard market price of INR 699
    4GB + 128GB
    11499
    6GB + 128GB
    12999
     
    Galaxy A06 5G also comes with attractive EMI offers with Samsung Finance+, NBFC and banks, wherein consumers can own the smartphone for as low as INR 875 per month.

    MIL OSI Economics

  • MIL-OSI Russia: “The Most Comfortable Introduction to the Specialty”: Marketing Course from HSE

    Translartion. Region: Russians Fedetion –

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

    On March 10, HSE will launch an online course in strategic marketing and advertising, thanks to which students will be able to become “their own” in the professional community. Over six months of live and comfortable training, students will master the basic competencies and advanced skills necessary for an Internet marketer, and learn what is needed to prepare, launch and run marketing campaigns. What makes the program unique and why it is worth joining was explained by a professor at HSE in Nizhny Novgorod, head of the professional retraining program “Basic Marketing Course» Mikhail Shushkin.

    — Who is the HSE Basic Marketing Course intended for?

    — Firstly, for those who want to master a new profession of a marketer. Graduates of the program will be able to work both in agencies and in companies of various industries: banks, manufacturing, construction industry, retail, marketplaces, media projects, medicine, IT, tourism, restaurants and hotels. Marketers are needed everywhere.

    Secondly, for those who already work in the advertising industry and want to increase their value in the labor market or improve their knowledge of new marketing trends.

    HSE diplomas are highly valued by employers. This is because we provide only relevant tools. We are practitioners, we are inside the marketing industry, where everything changes every month. Therefore, we have the latest expertise and work with the newest tools.

    Thirdly, the course will be useful for small and medium business owners. Almost every business faces the problem of attracting new customers and retaining existing ones. Therefore, entrepreneurs inevitably interact with marketing. It is quite difficult to understand it on your own, and transferring all marketing tasks to one agency is not always effective. The marketing industry is quite complex, and the cost of advertising is constantly growing. In order to develop an effective marketing strategy and competently select contractors for various types of work, knowledge in the field of marketing is necessary.

    — What are the features of the program?

    — The program is implemented online in the form of live classes with teachers. This means a lot of interaction, feedback, case discussions, debates and practical blocks. 60% of the classes are practice.

    The distance format has a number of advantages. For example, your group can include students from different cities and countries. I will give an example from one of the classes. Classes start at 18:00 Moscow time. The teacher and students connect in advance, 10 minutes before the start. There is time to chat a little about life and marketing news. Ivan logs into the system and suggests watching the sunrise. Ivan is now in Los Angeles, he is a jazz musician. At this moment, Ekaterina shows the sunset in Kaliningrad. The “city game” begins: Beijing, Tashkent, Novosibirsk, Irkutsk, Yekaterinburg, Kazan, Nizhny Novgorod, Moscow, St. Petersburg, Belgrade, Madrid…

    — What industries do the program’s listeners come from?

    — Among them are employees of Gazprom, Baltika, LUKOIL, Magnit, X5, Dodo Pizza, Channel One, as well as theaters, universities (for example, Moscow State University), restaurants and cafes, IT businesses, startups and musical groups. Their basic education does not matter. Among our students are drilling rig operators in the Far North, sailors from the Far East, restaurant waiters in New Moscow, theater actors on Arbat and contextual advertising specialists in Moscow City. They are all united by an interest in marketing.

    Some people need marketing to build a career in their company, others – to develop their own business projects, and still others – to enter a new, highly paid and interesting profession.

    — Can a person without knowledge enter and successfully master the program?

    — Definitely yes! Often complex terms mean simple things. Working in classifieds, digital PR, retail media, analytical tools, castdev, building a customer journey map, digital advertising algorithms, SMM, brand pyramid, media plan, sales funnels, conversion, marketing metrics — all this is not as difficult as it seems. It sounds serious, but believe me, these are logical and easy-to-understand tools. Their competent use helps to develop your own business or improve the efficiency of the current one.

    The “language of marketers” is a separate topic altogether – it has become the subject of many memes and jokes. It seems that marketers deliberately use professional slang to create a closed club, like in youth culture. But in fact, these are convenient and standardized terms that help specialists from different cities and countries easily understand each other.

    — Who teaches the classes?

    — The next stream will be taught by marketers from companies such as MTS Ads, e-Promo, Dodo Pizza, Sber, and the NORMA agency. Among them are experts implementing marketing projects for LUKOIL, Mega shopping centers, Rostelecom, Alfa-Bank, and other companies.

    All teachers are active practitioners in their fields: marketing research, digital advertising, customer service, PR, branding, creation and implementation of advertising concepts and communication strategies.

    — What is the atmosphere like in the classes?

    — The atmosphere in the classes is comfortable, friendly, I would even say family-like. The teachers are deeply versed in their disciplines, as they are practitioners.

    Students do not feel pressure from teachers and classmates. The principle of the program is the most comfortable introduction to the specialty. Classmates and teachers are always ready to help and support each other.

    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: MFH’s Majority-Owned Subsidiary Aifinity Base Limited Plans to Manufacture Advanced Liquid Cooling Solutions for Nvidia® Chip-Powered AI Data Centers and High-Performance Computing

    Source: GlobeNewswire (MIL-OSI)

    NEW YORK, Feb. 19, 2025 (GLOBE NEWSWIRE) — Mercurity Fintech Holding Inc. (the “Company,” “we,” “us,” “our company,” or “MFH”) (Nasdaq: MFH), a digital fintech group, today announced the formation of a majority-owned subsidiary in Hong Kong, Aifinity Base Limited (“Aifinity”). Aifinity plans to manufacture advanced liquid cooling panels specifically tailored for artificial intelligence (AI) infrastructure, high-performance computing (HPC), and more specifically, to improve the efficiency and performance of Nvidia® chip-powered GPUs and other high-performance AI accelerators.

    Aifinity Base Limited, will focus on addressing the growing challenge of managing heat in increasingly powerful artificial intelligence (“AI”) systems. By combining innovative liquid cooling technology with smart, easy-to-deploy components, Aifinity intends to manufacture cooling panels to handle the intense heat generated by modern AI computing systems, provided that it can install its manufacturing machinery and equipment properly and timely. In the future, Aifinity aims to expand the cooling panel manufacturing further into comprehensive cooling solutions.

    Aifinity’s Strategic Focus Areas:

    • Next-generation liquid cooling technologies for AI infrastructure and high-density computing
    • Advanced manifold cooling systems optimized for AI accelerators
    • Quick-coupling solutions for efficient cooling system deployment
    • High-efficiency cooling components for data center operations
    • Comprehensive thermal management solutions for AI clusters

    Market Opportunity and Growth Strategy

    With the exponential growth in AI computing power and the increasing adoption of high-performance GPUs, Aifinity believes that the demand for advanced thermal management solutions has never been greater. The Company views this environment as a great opportunity to provide a comprehensive approach that spans customized cooling solutions for diverse AI computing environments, integrated smart monitoring systems for optimal performance, and energy-efficient designs that significantly reduce operating costs. Aifinity plans to leverage its holding company’s network to work closely with leading hardware manufacturers to develop optimized cooling solutions that address the specific needs of next-generation AI infrastructure.

    “Today’s AI systems generate intense heat, and they need cooling solutions that can keep up,” said Shi Qiu, CEO of the Company, the parent company of Aifinity. “Through Aifinity Base Limited, we would like to enter into the thermal management industry and later arrive at the forefront of thermal management innovation.”

    About Mercurity Fintech Holding Inc.
    Mercurity Fintech Holding Inc. is a digital fintech company with subsidiaries specializing in distributed computing, business consulting and financial brokerage business. Our dedication to compliance, innovation, and operational excellence ensures that we remain a trusted partner in the rapidly transforming digital financial landscape. For more information, please visit the Company’s website at https://mercurityfintech.com.

    Forward-Looking Statements
    This announcement contains forward-looking statements within the meaning of the safe harbor provisions of the Private Securities Litigation Reform Act of 1995. All statements other than statements of historical fact in this announcement are forward-looking statements. These forward-looking statements involve known and unknown risks and uncertainties and are based on current expectations and projections about future events and financial trends that the Company believes may affect its financial condition, results of operations, business strategy and financial needs. Investors can identify these forward-looking statements by words or phrases such as “may,” “will,” “expect,” “anticipate,” “aim,” “estimate,” “intend,” “plan,” “believe,” “potential,” “continue,” “is/are likely to” or other similar expressions. The Company undertakes no obligation to update forward-looking statements to reflect subsequent occurring events or circumstances, or changes in its expectations, except as may be required by law. Although the Company believes that the expectations expressed in these forward-looking statements are reasonable, it cannot assure you that such expectations will turn out to be correct, and the Company cautions investors that actual results may differ materially from the anticipated results.

    For more information, please contact:
    International Elite Capital Inc.
    Vicky Chueng
    Tel: +1(646) 866-7989
    Email: mfhfintech@iecapitalusa.com

    The MIL Network

  • MIL-OSI China: Make sure everyone has opportunity to watch ‘Ne Zha 2’ in Australia: cinema chain manager

    Source: China State Council Information Office 3

    A manager of Australia’s major cinema chain Hoyts said on Tuesday that his company is trying to make sure everyone in the country who wants to see the Chinese animated film “Ne Zha 2” has an opportunity to watch it.

    “We can see how big the demand is,” Louis Georg, film programmer and foreign content manager of Hoyts Group, which owns one of the largest cinema chains in Australia, told Xinhua.

    “And we’re doing what we can to adjust and make sure that everyone in Australia who wants to see this film has an opportunity to get to the cinema and watch it,” he said.

    For the past weekend in its debut, “Ne Zha 2” was screened in more than 90 cinemas across Australia and over 35 of them were Hoyts cinemas, Georg said, adding that it was “certainly a record for any Chinese release in history up to this point which is fantastic.”

    “And we’re screening the film ‘Ne Zha 2’ in cinemas that we’ve never previously shown Chinese films. And they’re selling out,” he said.

    Georg said Hoyts added nine more locations to screen the film on Monday.

    “Ne Zha 2” is the sequel to the 2019 animated blockbuster “Ne Zha.” Both films were inspired by the 16th-century Chinese mythological novel “The Investiture of the Gods.”

    “Ne Zha 2” has dethroned Disney’s 2024 picture “Inside Out 2” to become the highest-grossing animated movie of all time globally. As of Tuesday evening, the film’s worldwide earnings, including presales, surpassed 12.32 billion yuan (about 1.72 billion U.S. dollars), according to data from Chinese ticketing platform Maoyan.

    In addition to actions and emotions, “Ne Zha 2” is also very humorous, and all of those together make a very engaging storyline, Georg said. “It’s certainly the type of film I’d be happy to see two or three more times…its success is not surprising.”

    “Ne Zha 2” shows the “shocking” and “incredible” progress Chinese animated films have made in recent years, the Australian cinema chain manager said.

    “It’s very clearly displayed when you see in ‘Ne Zha 2’ the details that are in the screen, the way they create this epic environment of the oceans and the world, the jade palace,” Georg said. “All of that stuff is so incredibly done in the animation.”

    “I’d like to mention it’s not just the advancements in the technology that’s so important. It’s the creativity. It’s the ingenuity. It’s the skill in storytelling in Chinese cinema that has actually progressed so much,” he said.

    “With all of those factors, both the technological advancements and also the improvements in skill of storytelling. I think that’s what creates such a bright future for Chinese animation films,” Georg said.

    “Ne Zha 2” took the third spot with 2.35 million Australian dollars (1.50 million U.S. dollars) in the Weekend Total Box Office from Thursday through Sunday, according to data from box office reporting company Numero on Monday.

    “Captain America: Brave New World” made it to the top spot, earning 5.31 million Australian dollars in its debut. “Bridget Jones: Mad About the Boy” secured the second position with 4.45 million Australian dollars in opening weekend earnings.

    So far, “Ne Zha 2’s” audiences in Australia are still mainly from the Chinese diaspora, Georg said, adding that although many Westerners have long been interested in Chinese culture, there have not been many opportunities for Western audiences to be exposed to Chinese films.

    The promotion of “Ne Zha 2” in Australia has achieved some success and “we’re on the path to opening up these films to a wider audience,” he said.

    “Sometimes the quality of the film itself is the best marketing. So for these sorts of films, as the quality of these Chinese language films improves, the audiences will naturally grow and find these films,” Georg said. 

    MIL OSI China News

  • MIL-OSI Russia: Yuri Antonov, People’s Artist of Russia

    Translartion. Region: Russians Fedetion –

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

    Mikhail Mishustin congratulated the composer and singer on his 80th birthday.

    The telegram, in particular, notes:

    “Your multifaceted creativity has become an integral part of our national culture, and your wonderful songs remain popular to this day. They touch the depths of the soul, and millions of people know and love them.

    Your contribution to the development of musical art, the preservation and enhancement of the traditions of Russian pop music deserves the greatest respect.

    I wish you good health, happiness and prosperity.”

    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: Beincom Charts a Course for Community Growth and Innovation with 2025 Roadmap

    Source: GlobeNewswire (MIL-OSI)

    HO CHI MINH CITY, Vietnam, Feb. 19, 2025 (GLOBE NEWSWIRE) — Beincom, the social platform redefining how online communities connect and engage, recently unveiled an ambitious roadmap for 2025. Showcased at a recent event, the roadmap underscores Beincom’s commitment to fostering a vibrant ecosystem driven by user engagement and cutting-edge technology.

    The year 2025 promises to be transformative for Beincom, with key initiatives aimed at building a robust community and solidifying its place as a leader in the social networking space.

    Early 2025 will see Beincom officially operate as a fully integrated Web2-Web3 platform, moving beyond the ‘laying the foundation’ phase. All web3 features, including the highly anticipated $BIC token and $BIC Wallet, will be implemented on the mainnet, empowering users with new ways to interact and transact within the platform. Simultaneously, the debut of Beincom’s NFT marketplace will open doors for users to explore the exciting world of digital asset ownership.

    As 2025 progresses, Beincom will focus on expanding the utility of the $BIC token and exploring innovative revenue-generation models that benefit both the platform and its users. User experience remains paramount, with ongoing enhancements designed to make Beincom even more intuitive and enjoyable. The platform will also broaden the applications of NFTs, further integrating them into the Beincom experience.

    In the third quarter of 2025, Beincom plans a significant upgrade to the $MedalLegends platform and introduces integration between Group & Chat to strengthen community bonds and facilitate meaningful interactions.

    Culminating the year, Beincom will launch Deep-Ads and Token-Paid Direct Messaging (TPDM V1) features, offering novel approaches to advertising and creating more value-driven communication between users. The introduction of the Social Hub (V1) will further enhance Beincom’s ability to serve as a central hub for online communities, providing unparalleled tools and resources. As part of its ambitious plans, Beincom aims to host the “Community of the Year 2025 Awards”, continuing its tradition of honoring the most impactful communities on the platform.

    Beincom’s 2025 roadmap clearly signals its dedication to innovation and its vision for a future where online communities are more connected, empowered, and engaged than ever before.

    About Beincom:

    Beincom is a pioneering SocialFi platform on a mission to connect communities, provide real value, and promote creativity through blockchain technology. With a vision to become a leading “social hub”, Beincom is committed to continuously developing, innovating, and creating a sustainable ecosystem for its users.

    Register to become an early user of Beincom at: Sign Up

    For more details about Beincom, visit: X | Fanpage | Website

    Media contact:
    Beincom Global Ltd.
    Contact person: Mr. Nguyen Thuong – Associate Growth & Marketing Manager
    Email: marketing-growth@beincom.com

    Disclaimer: This content is provided by Beincom. The statements, views, and opinions expressed in this content are solely those of the sponsor and do not necessarily reflect the views of this media platform. We do not endorse, verify, or guarantee the accuracy, completeness, or reliability of any information presented. This content is for informational purposes only and should not be considered as financial, investment, or trading advice. Readers are strongly encouraged to conduct their own research and consult with a qualified financial advisor before investing in or trading cryptocurrency and securities .Please conduct your own research and invest at your own risk.

    Photos accompanying this announcement are available at:

    https://www.globenewswire.com/NewsRoom/AttachmentNg/f91dfbb1-90d4-4040-8b7a-f8078e0df232

    https://www.globenewswire.com/NewsRoom/AttachmentNg/34f0aa02-45f2-445b-bbaa-0b5c3fd8dc6a

    https://www.globenewswire.com/NewsRoom/AttachmentNg/cd0b2e10-2642-40c0-a297-1c425216e622

    The MIL Network

  • MIL-OSI: Terranet AB – Year-end report 2024

    Source: GlobeNewswire (MIL-OSI)

    Significant events during the fourth quarter 

    Agreement with an actor in the mining industry
    Terranet entered into a partnership agreement with a vehicle actor in the mining industry. The collaboration is part of the company’s strategy to enable the expansion of the technology into new application areas and strengthen BlincVision’s commercial potential.

    Product development plan for 2025
    Terranet presented an updated product development plan focusing on further developing the BlincVision prototype into an MVP (Minimum Viable Product). With an MVP that customers can test in their own vehicles, the path toward volume production can begin.

    TO8 exercised at 88 percent
    The company raised approximately SEK 17.2 million before issuance costs through the exercise of series TO8B warrants. The strong outcome reflects shareholders’ confidence in the company and its future development.

    Significant events after the end of the period

    New CEO appointed
    Terranet’s board has appointed Lars Lindell as the new CEO. Lars has over 30 years of international experience leading technology companies in the automotive and telecom industries. He will assume the role starting March 10, 2025. Until then, CFO Dan Wahrenberg will serve as interim CEO.

    Financial overview

      Oct – Dec
    2024
    Oct – Dec 2023 Jan – Dec 2024 Jan – Dec 2023
    Revenue (TSEK) 1 205 283 834
    Operating result (TSEK) -9,555 -9,219 -35,808 -35,926
    Financial items (TSEK) -482 -33.608 -3,292 -37,190
    Earnings per share (SEK) -0,01 -0,06 -0,04 -0,15
    Closing cash (TSEK) 18,541 29 006 18,541 29 006

    Comment from the CEO

    ” With new partnerships and progress in product development, we are laying the foundation for 2025.”

    The fourth quarter has brought several important advancements for Terranet. BlincVision was integrated into a partner’s vehicle and tested in a new environment. We initiated a collaboration with a player in the mining industry and secured funding for continued development. At the same time, we are preparing for 2025 with a new CEO and expanded resources within product development.

    BlincVision expands its application area
    In December, we took a step beyond the traditional automotive industry by entering into a collaboration agreement with a player in the mining industry. This partnership highlights BlincVision’s flexibility and its potential to create value across multiple sectors. By broadening the use of our technology, we strengthen our strategy and open up new opportunities for the future.

    Progress in development and innovation
    Over the past year, BlincVision has progressed from concept to prototype, successfully tested both in a lab environment and in moving vehicles. The autonomous braking at AstaZero marked a significant milestone, confirming the potential of our technology in real-world traffic scenarios. During the fourth quarter, BlincVision was integrated into a partner’s vehicle via MobilityXlab. Testing in new environments is evaluating the system’s robustness and adaptability. This collaboration provides valuable insights that help us meet our partner’s requirements and move closer to commercial application.

    Beyond the MobilityXlab partnership, Terranet remains actively involved in research projects aimed at enhancing traffic safety. Through the VERDAS and VERDAS2 projects, we collaborate with several leading players in the automotive industry.

    The communicated product development plan for 2025 sets clear milestones moving forward. The goal is to refine BlincVision into an MVP focusing on core functions. An MVP enables deeper customer dialogues on volume production. To accelerate progress, additional resources are being allocated to development.

    Strong participation in T08
    During the fourth quarter, subscription warrants of series T08 were exercised at a rate of 88 percent, adding SEK 17.2 million to the company before issuance costs. We thank our shareholders for your trust and for recognizing BlincVision’s potential to set a new standard for faster and more reliable driver assistance systems.

    New CEO
    In October, Magnus Andersson announced his resignation as CEO, and he left the company in early 2025. We thank Magnus for his dedication and leadership, which has taken the company from research and development to a prototype and partnership agreements. The board has appointed Lars Lindell as the new CEO. With over 30 years of international experience leading fast-growing tech companies, he will assume the role starting March 10, 2025. We look forward to welcoming Lars and starting the next chapter of Terranet’s development.

    Dan Wahrenberg
    Acting CEO
    Lund February 19, 2025

    This information is such that Terranet AB is required to make public in accordance with the EU’s Market Abuse Regulation (MAR). The information was made public by the Company’s contact person below on 19 February 2025, at 08.30 CET.

    For more information, please contact:
    Dan Wahrenberg, acting CEO
    E-mail: dan.wahrenberg@terranet.se

    About Terranet AB (publ) 
    Terranet’s goal is to save lives in urban traffic. The company develops innovative technical solutions for Advanced Driver Assistance Systems (ADAS) and Autonomous Vehicles (AV). Terranet’s anti-collision system BlincVision laser scans and detects road objects up to ten times faster than any other ADAS technology available today.
    The company is headquartered in Lund, with offices in Gothenburg and Stuttgart. Since 2017, Terranet has been listed on Nasdaq First North Premier Growth Market (Nasdaq: TERRNT-B).

    Follow our journey at: https://terranet.se/
    Terranet financial reports:  https://terranet.se/en/reports/

    Certified Adviser to Terranet is Mangold Fondkommission AB, 08-503 015 50, ca@mangold.se.

    Attachments

    The MIL Network

  • MIL-OSI China: ‘Ne Zha 2’ crowned world’s highest-grossing animated film

    Source: China State Council Information Office 3

    The record-breaking “Ne Zha 2” has now officially become the highest-grossing animated film of all time.

    A new poster to mark “Ne Zha 2” becoming the No. 1 animated film of all time. [Image courtesy of CMC Pictures]

    By Wednesday noon, the unstoppable Chinese animated sensation had grossed 12.42 billion yuan ($1.71 billion) worldwide according to Chinese box office tracker Maoyan Pro. This surpasses Disney and Pixar’s “Inside Out 2,” which claimed the top spot in animation history in 2024 by grossing $1.69 billion, per Box Office Mojo statistics. 

    As a result, “Ne Zha 2” has become the highest-grossing animated film globally and the eighth-highest-grossing film of all time, regardless of animation or live-action. Notably, it stands as the only Chinese or Asian film in a club dominated by Hollywood cinematic juggernauts.

    This is just one of many impressive milestones the film has achieved since its debut on Jan. 29, the first day of the Chinese New Year. Its accomplishments include becoming the highest-grossing Chinese film ever, the highest-grossing film in a single market globally, the first film to surpass $1 billion in a single market, and the first non-Hollywood film to enter the coveted billion-dollar club. 

    “Thanks to the support of countless audiences, we have been able to achieve these miraculous accomplishments,” said Wang Jing, executive producer of “Ne Zha 2,” during an event promoting movie-themed tourism on Feb. 17 at the China National Film Museum in Beijing. “Rooted in Chinese culture, ‘Ne Zha 2’ reflects the spirit of constant innovation and striving to move upward, embodied by Chinese animators, filmmakers and audiences, showcasing the brilliance of Chinese culture to the world.”

    “Congratulations to director Jiaozi and all Chinese animators,” said fellow animator Wang Yunfei, president of Its Cartoon Animation Studio. “Animation is an art form that creates new worlds and new life, which is why I still love it after 25 years in the industry.” Wang told China.org.cn that he hopes Chinese animators will embrace the belief that the journey itself is invaluable at this historic moment. “If you do not climb high mountains, you will not know how high the sky is. Keep your passion alive and continue forging ahead,” he said.

    A still from “Ne Zha 2.” [Image courtesy of Enlight Media]

    “Ne Zha 2” was developed over five years with a 4,000-strong team, featuring new characters, epic battle sequences and 1,900 special effects shots. In the film’s climactic battle, there are 200 million characters, showcasing wild imagination, a visual feast and immense workloads. The film involved the combined efforts of 138 Chinese animation and VFX companies, including teams that worked on previous animated hits and sci-fi blockbusters such as “Monkey King: Hero Is Back,” “Boonie Bears,” “Jiang Ziya: Legend of Deification” and “The Wandering Earth.”

    On social media, many animators who worked on the movie have expressed their excitement and happiness about joining the project, while a few also shared how exhausting the creative process was and how much of a perfectionist director Jiaozi is, challenging them to push their limits. Chen Xuguang, director of the Institute of Film, Television and Theatre at Peking University, noted that the film showcases the collaborative power of China’s creative ecosystem and signals an upgrade in both the film industry and its aesthetic standards.

    Wang Shiyong, founder and CEO of Wuhan-based 2:10 Animation, and his team contributed to many visually spectacular scenes in “Ne Zha 2.” He expressed pride in the film’s achievements and emphasized its significance to the Chinese animation industry. “The film’s outstanding box office performance will attract more investment and talent to the animation industry, injecting strong vitality into its development,” he said.

    As this world-class film climbs the global top 10 box office chart, its achievements have already stunned both domestic and international audiences, as well as industry insiders, showcasing the prowess and potential of Chinese cinema, culture and its market. Maoyan Pro analysts have now revised their projection for its total earnings to 15.1 billion yuan, which would be enough to place the film at No. 5 on the all-time global box office chart.

    The film drew significant international attention and interest after it opened overseas last week in North America, Australia, New Zealand, Fiji and Papua New Guinea. The film earned $7.2 million in North America from Feb. 14 through Sunday, setting a record for the highest opening weekend for any Chinese-language film in the past 20 years. Despite showing in only 660 theaters, it ranked No. 5 on the weekend chart, competing with Marvel’s “Captain America: Brave New World” which was shown in more than 4,000 theaters. In Australia, it secured third place with $1.5 million over the weekend.

    A new international poster to mark “Ne Zha 2.” [Image courtesy of Enlight Media]

    Both overseas critics and audiences have expressed their enjoyment of the movie. For example, critic Simon Abrams from RogerEbert.com wrote that “Ne Zha 2” is a “rare sequel that amplifies both its action and drama” without sacrificing much of what worked in the first movie, adding: “It’s also a rare blockbuster that offers something worthwhile for a wide-ranging audience.” Another critic, Fred Topel from Deadline.com, called the Chinese blockbuster “visually engaging,” noting that, “The rendering of martial arts battles is as graceful as DreamWorks Animation’s ‘Kung Fu Panda’ series. The myriad creatures should appeal to international fans of fantasy epics like ‘Game of Thrones’ and ‘The Lord of the Rings.’” On Rotten Tomatoes, its audience score has reached 99%, and on IMDb, it has also received an impressive 8.4/10 based on more than 4,300 user ratings.

    Distributors announced on Tuesday that the film will be released in China’s Hong Kong and Macao on Feb. 22, with plans to roll out in various international territories later this year, including Malaysia, Saudi Arabia, Japan and Greece.

    Additionally, “Ne Zha 2” is generating a ripple effect beyond movie theaters, showcasing how its positive influence extends to culture, tourism, catering, merchandise and stock markets, further boosting China’s vibrant consumption and dynamic economy.

    MIL OSI China News

  • MIL-OSI Australia: First festival to commence pill testing trial in NSW

    Source: New South Wales Government 2

    Headline: First festival to commence pill testing trial in NSW

    Published: 19 February 2025

    Released by: Minister for Health


    The Minns Labor Government has announced Yours and Owls Festival on 1 and 2 March will be the first music festival to participate in New South Wales pill testing trial.

    Illicit drugs remain illegal in NSW. The NSW Government reiterates that there will always be risks involved when consuming these substances and this announcement is not an endorsement of illicit drug use.

    However, the trial is designed to help people make safer choices by connecting them with qualified health staff who can provide harm reduction advice.

    The free and anonymous service allows festival goers to bring a small sample of substances they intend to consume to be analysed by qualified health staff to test for purity, potency and adulterants.  

    The pill testing service will be staffed by peer workers, health workers and analysts who will clearly communicate the limitations of drug checking to festival goers.

    People will never be advised that a drug is safe to use. They’ll be advised that all drug use carries risks, and that the only way to avoid this risk is to not consume drugs.

    Where needed, staff at the service can provide patrons with referral to health and welfare services available at the event or in the community.

    NSW Health and NSW Police are working closely with festival organisers and other stakeholders to ensure safe and effective implementation of the trial at these events.

    The trial will operate alongside other harm reduction and medical services at the participating festivals.

    The trial will run for 12 months and will be independently evaluated. The government is working with other festivals on their prospective participation.

    The trial comes after the Government’s Drug Summit concluded in early December. The Drug Summit co-chairs provided interim advice recommending a trial of music festival-based drug testing.

    Further information on the NSW Drug Checking trial can be found here.

    Quotes attributable to Minister for Health Ryan Park:

    “Let me be clear, no level of illicit drug use is safe and pill testing services do not provide a guarantee of safety. There will always be risks involved when consuming these substances.

    “However, this trial has been designed to provide people with the necessary information to make more informed decisions about drug use, with the goal of reducing drug-related harm and saving lives.

    “Illicit drug use remains illegal in NSW. These services will not be made available to suppliers and police will continue to target them.”

    Quotes attributable to Ben Tillman, Yours and Owls:

    “We enthusiastically welcome this move by the NSW Government. Pill testing is something we have been fighting for, for some time now.

    “While Yours and Owls maintains a zero-tolerance policy to illegal drugs, we are realists and see the abstinence-only approach as unhelpful. Pill Testing is not a panacea. However, it is a proven harm minimisation strategy that has been successfully implemented in many countries overseas for the past twenty or so years.

    “Ultimately, we ask individuals to take responsibility for themselves and their decision-making to ensure they have a great time safely.

    “We also encourage anyone who finds themselves or their mates in trouble to seek medical assistance immediately; there will be no judgment, you won’t get into trouble, patrons need to remember their safety and that of their mates is the most important thing.”

    MIL OSI News

  • MIL-OSI: Capital reserved for buybacks increased to $120 million over next 3 years

    Source: GlobeNewswire (MIL-OSI)

    THE INFORMATION CONTAINED HEREIN IS NOT FOR RELEASE, PUBLICATION OR DISTRIBUTION IN OR INTO AUSTRALIA, CANADA, ITALY, DENMARK, JAPAN, THE UNITED STATES, OR TO ANY NATIONAL OF SUCH JURISDICTIONS.

    St Peter Port, Guernsey   19 February 2025

    This announcement contains information that qualifies or may qualify as inside information under the UK Market Abuse Regulation and the EU Market Abuse Regulation.

    The person responsible for arranging the release of this announcement on behalf of NB Private Equity Partners Limited is James Christie, Company Secretary.

    NB Private Equity Partners (“NBPE” or the “Company”) increases capital reserved for buybacks

    In light of the current environment and the persistent level of discounts within the listed private equity sector and following a period of consultation with shareholders and advisors, the NBPE Board has decided to significantly increase the amount of capital reserved for buybacks and to clarify its capital allocation framework.

    NBPE has a strong history of returning capital to shareholders, having distributed over $420 million since inception, primarily in the form of dividends. The Board has also historically allocated meaningful capital to share buybacks, subject to certain undisclosed criteria. Given persistently wide discounts in the listed private equity sector, including NBPE, the Board has decided to reserve $120 million to be available for share buybacks over the next three years, subject to the criteria below.

    This decision underscores the Board’s confidence in NBPE’s portfolio and the NAV accretion opportunity that buybacks present. NBPE’s co-investment model provides the flexibility to increase the company’s allocation to buybacks due to the resulting low unfunded commitments and strong capital position. Maintaining the current dividend level and fully utilising the additional capital allocated to buybacks would result in NBPE returning approximately $250 million to shareholders over the next three years.

    In 2025 year to date, NBPE has repurchased 148,746 shares, amounting to $2.9 million and resulting in NAV accretion of ~$0.02 per share.

    Key Components of NBPE’s Capital Allocation Framework

    The Company’s capital allocation framework is made up of two pillars: allocating capital to NBPE’s investment program and returning capital to shareholders in the form of dividends and buybacks. In balancing these capital allocation pillars, the Board is focused on long term shareholder returns and considers factors such as the Company’s financial position, the discount to net asset value, NBPE’s investment level relative to targets and the vintage year diversification of the portfolio.

    New Investments

    Over the long term the Board views new investment as the principal use of the Company’s capital. The manager has a strong track record in co-investments and over the long term it is new investments that the Board expects will continue to drive performance and NAV growth. NBPE’s co-investment approach offers a compelling value proposition, with an industry leading manager sourcing and executing co-investments alongside top tier private equity firms. We believe that the long-term return potential and high fee efficiency of this approach offer a unique value proposition. Currently, NBPE is 102% invested. The Board considers a target investment range of 100-110% to be optimal, although investment levels may fluctuate above or below target. 

    Return of Capital

    • The Board remains committed to NBPE’s dividend policy, which targets an annualised yield on NAV of 3.0% or greater, with the goal of maintaining or prudently increasing the level of dividends over time.
    • In 2025 the Board expects to maintain the current dividend level of $0.47c per share, amounting to a capital return of ~$43 million which is 3.5% of current NAV.
    • The $120 million reserved for share buybacks will be available based on various parameters set out by the Board, including NBPE’s share price discount to NAV, market conditions, performance and other relevant information. The Board has allocated capital and instructed Jefferies (Company broker) to repurchase shares under the buyback program when specific criteria are met. In addition to regular market buybacks, capital is available for more opportunistic/targeted buybacks.
    • The Board will re-evaluate the Company’s buyback criteria on a quarterly basis, taking into account factors highlighted. 
    • The updated buyback proposal falls under the existing buyback program approved at the company’s AGM in June 2024, which permits the repurchase of up to 14.99% of the company’s issued shares annually. Shareholders will have the opportunity to vote on extending the program each year at the company’s AGM in June.

    William Maltby Chairman of NB Private Equity Partners Commented:

    “Following a period of consultation with shareholders and advisers and after thoughtful consideration, I am pleased to announce this significant increase in capital available for buybacks. In today’s environment and at current discount levels, the Board views share buybacks as an attractive and accretive use of capital, presenting an opportunity to drive returns for all shareholders. We have confidence in NBPE’s portfolio and remain committed to maximising returns for all investors over the short, medium and long term. This commitment includes returning capital through buybacks and dividends while continuing to make new investments where appropriate. This decision reflects the Company’s ongoing efforts to return capital to shareholders, which has resulted in over $420 million returned through dividends and share buybacks since inception.”

    For further information, please contact:

    NBPE Investor Relations        +44 (0) 20 3214 9002
    Luke Mason        NBPrivateMarketsIR@nb.com  

    Kaso Legg Communications        +44 (0)20 3882 6644

    Charles Gorman        nbpe@kl-communications.com
    Luke Dampier
    Charlotte Francis

    About NB Private Equity Partners Limited
    NBPE invests in direct private equity investments alongside market leading private equity firms globally. NB Alternatives Advisers LLC (the “Investment Manager”), an indirect wholly owned subsidiary of Neuberger Berman Group LLC, is responsible for sourcing, execution and management of NBPE. The vast majority of direct investments are made with no management fee / no carried interest payable to third-party GPs, offering greater fee efficiency than other listed private equity companies. NBPE seeks capital appreciation through growth in net asset value over time while paying a bi-annual dividend.

    LEI number: 213800UJH93NH8IOFQ77

    About Neuberger Berman
    Neuberger Berman is an employee-owned, private, independent investment manager founded in 1939 with over 2,800 employees in 26 countries. The firm manages $508 billion of equities, fixed income, private equity, real estate and hedge fund portfolios for global institutions, advisors and individuals. Neuberger Berman’s investment philosophy is founded on active management, fundamental research and engaged ownership. The firm’s leadership in stewardship and sustainable investing is recognized by the PRI based on its consecutive above median reporting assessment results. Neuberger Berman has been named by Pensions & Investments as the #1 or #2 Best Place to Work in Money Management for each of the last eleven years (firms with more than 1,000 employees). Visit www.nb.com for more information. Data as of 31 December 2024, unless otherwise noted.

    This press release appears as a matter of record only and does not constitute an offer to sell or a solicitation of an offer to purchase any security.

    NBPE is established as a closed-end investment company domiciled in Guernsey. NBPE has received the necessary consent of the Guernsey Financial Services Commission. The value of investments may fluctuate. Results achieved in the past are no guarantee of future results. This document is not intended to constitute legal, tax or accounting advice or investment recommendations. Prospective investors are advised to seek expert legal, financial, tax and other professional advice before making any investment decision. Statements contained in this document that are not historical facts are based on current expectations, estimates, projections, opinions and beliefs of NBPE’s investment manager. Such statements involve known and unknown risks, uncertainties and other factors, and undue reliance should not be placed thereon. Additionally, this document contains “forward-looking statements.” Actual events or results or the actual performance of NBPE may differ materially from those reflected or contemplated in such targets or forward-looking statements.

    The MIL Network

  • MIL-OSI: Wix Reports Fourth Quarter and Full Year 2024 Results

    Source: GlobeNewswire (MIL-OSI)

    Capping off a year of sustained growth acceleration and stronger than expected FCF generation – surpassing Rule of 40 in 2024 and on track to achieve Rule of 45 in 2025

    • Culminated a year of accelerated growth and innovation with Q4 bookings of $465 million, up 18% y/y, and Q4 revenue of $460 million, up 14% y/y
      • Steady growth acceleration in Self Creators coupled with continued strength in high-growth Partners, demonstrated by Partners revenue growth of 30% y/y in FY2024
      • Strong momentum across key product focus areas, including Studio, AI and commerce as well as solid business fundamentals and price increase benefit
    • Robust growth and a stable operating cost base drove FCF1 generation to nearly double in 2024 compared to previous year, resulting in continued profitability improvement with Q4 FCF margin of 29% and full year FCF1 margin of 28%
      • Achieved first year of positive GAAP operating income in Wix history
    • On track to achieve Rule of 45 in 2025 at high end of outlook through continued innovation-powered growth and further FCF margin expansion
    • Completed $200 million share repurchase plan in January, totaling $725 million in aggregate repurchases since August 2023

    NEW YORK — Wix.com Ltd. (Nasdaq: WIX), the leading SaaS website builder platform2, today reported financial results for the fourth quarter and full year 2024. In addition, the Company provided its initial outlook for the first quarter and full year 2025. Please visit the Wix Investor Relations website at https://investors.wix.com to view the Q4’24 Shareholder Update and other materials.

    “Wix sets a high standard for innovation and creativity, and we’re constantly exceeding expectations. This past year was one of exciting innovation as we introduced revolutionary AI solutions such as the new generation AI Website Builder. We also made meaningful enhancements to the Studio platform, including the AI visual sitemap and wireframe generator and Figma integration among new advanced design capabilities,” said Avishai Abrahami, Wix Co-founder and CEO. “2025 is poised to reimagine and expand the Self Creator experience with the launch of two transformative products planned for the spring and early fall. I strongly believe that these will deliver immense value to users and, in turn, accelerate Self Creator growth to double-digits in the years to come. We’re thrilled about these strategic enhancements, which are set to propel our business forward and establish a powerful foundation for the years ahead.”

    “We wrapped 2024 with accelerated growth and profitability, driven by successful execution of our product roadmap and pricing strategy as well as strong business fundamentals,” added Lior Shemesh, CFO at Wix. “With AI usage ramping from our growing suite of innovations and Studio continuing to win market share, we anticipate these to be even bigger growth engines in 2025 and beyond. Solid growth will be coupled with incremental efficiencies from new internal AI initiatives and a stable operating base, enabling us to continue to expand margins and set new profitability records. The high end of our outlook puts us at Rule of 45 in 2025 as we continue to prioritize balancing profitable growth through best-in-class innovation and steadfast execution.”

    Q4 2024 Financial Results

    • Total revenue in the fourth quarter of 2024 was $460.5 million, up 14% y/y
      • Creative Subscriptions revenue in the fourth quarter of 2024 was $329.7 million, up 11% y/y
      • Creative Subscriptions ARR increased to $1.343 billion as of the end of the quarter, up 13% y/y
    • Business Solutions revenue in the fourth quarter of 2024 was $130.7 million, up 21% y/y
      • Transaction revenue3 was $57.1 million, up 23% y/y
    • Partners revenue4 in the fourth quarter of 2024 was $168.1 million, up 29% y/y
    • Total bookings in the fourth quarter of 2024 were $464.6 million, up 18% y/y
      • Total bookings on a y/y constant currency basis were $466.2 million
      • Creative Subscriptions bookings in the fourth quarter of 2024 were $325.2 million, up 15% y/y
      • Business Solutions bookings in the fourth quarter of 2024 were $139.4 million, up 25% y/y
    • Total gross margin on a GAAP basis in the fourth quarter of 2024 was 69%
      • Creative Subscriptions gross margin on a GAAP basis was 84%
      • Business Solutions gross margin on a GAAP basis was 30%
    • Total non-GAAP gross margin in the fourth quarter of 2024 was 70%
      • Creative Subscriptions gross margin on a non-GAAP basis was 85%
      • Business Solutions gross margin on a non-GAAP basis was 32%
    • GAAP net income in the fourth quarter of 2024 was $48.0 million, or $0.86 per basic share or $0.80 per diluted share
    • Non-GAAP net income in the fourth quarter of 2024 was $117.1 million, or $2.10 per basic share or $1.93 per diluted share
    • Net cash provided by operating activities for the fourth quarter of 2024 was $133.7 million, while capital expenditures totaled $2.0 million, leading to free cash flow of $131.8 million

    FY 2024 Financial Results

    • Total revenue for the full year 2024 was $1.761 billion, up 13% y/y
      • Creative Subscriptions revenue for the full year 2024 was $1.265 billion, up 10% y/y
      • Business Solutions revenue for the full year 2024 was $495.7 million, up 21% y/y
        • Transaction revenue3 was $214.9 million, up 21% y/y
    • Partners revenue4 for the full year 2024 was $610.1 million, up 30% y/y
    • Total bookings for the full year 2024 were $1.830 billion, up 15% y/y
      • Creative Subscriptions bookings for the full year 2024 were $1.315 billion, up 12% y/y
      • Business Solutions bookings for the full year 2024 were $514.6 million, up 22% y/y
    • Total gross margin on a GAAP basis for the full year 2024 was 68%
      • Creative Subscriptions gross margin on a GAAP basis was 83%
      • Business Solutions gross margin on a GAAP basis was 29%
    • Total non-GAAP gross margin for the full year 2024 was 69%
      • Creative Subscriptions gross margin on a non-GAAP basis was 84%
      • Business Solutions gross margin on a non-GAAP basis was 30%
    • GAAP net income for the full year 2024 was $138.3 million, or $2.49 per basic share or $2.36 per diluted share
    • Non-GAAP net income for the full year 2024 was $383.3 million, or $6.90 per basic share or $6.39 per diluted share
    • Net cash provided by operating activities for the full year 2024 was $497.4 million, while capital expenditures totaled $19.3 million, leading to free cash flow of $478.1 million
    • Excluding the capex investment associated with our new headquarters office build out, free cash flow1 for the full year 2024 would have been $488.4 million, or 28% of revenue
    • Executed $466 million in repurchases of ordinary shares in 2024 as we remained committed to share count management and returning value to shareholders
    • Finished full year 2024 with 6.2 million total premium subscriptions as of December 31, 2024
    • Registered users as of December 31, 2024 were over 282 million
    • Total employee count as of December 31, 2024 was 5,283

    ____________________
    1 Free cash flow excluding expenses associated with the buildout of our new corporate headquarters.
    2 Based on number of active live sites as reported by competitors’ figures, independent third-party data and internal data as of Q3 2024.
    3 Transaction revenue is a portion of Business Solutions revenue, and we define transaction revenue as all revenue generated through transaction facilitation, primarily from Wix Payments, as well as Wix POS, shipping solutions and multi-channel commerce and gift card solutions.
    4 Partners revenue is defined as revenue generated through agencies and freelancers that build sites or applications for other users (“Agencies”) as well as revenue generated through B2B partnerships, such as LegalZoom or Vistaprint (“Resellers”). We identify Agencies using multiple criteria, including but not limited to, the number of sites built, participation in the Wix Partner Program and/or the Wix Marketplace or Wix products used (incl. Wix Studio). Partners revenue includes revenue from both the Creative Subscriptions and Business Solutions businesses.

    Financial Outlook

    We expect another year of robust bookings and revenue growth powered by existing key growth initiatives and ongoing product enhancements against a stable and positive demand environment:

    • With Studio continuing to outperform and AI usage and conversion benefits ramping, we anticipate these initiatives to be even bigger growth engines in 2025
       
    • We are continuously testing and rolling out product enhancements as well as new strategic initiatives, which are driving demonstrable added value to users. As a result, we expect incremental ARPS and conversion improvements.

      We expect top-line contribution from those enhancements and initiatives already rolled out and underway to layer in as we progress through the year, resulting in accelerated growth in 2H. This acceleration is anticipated for both revenue and bookings, even as bookings fully laps pricing tailwinds in mid-Q1’25.

    • While confident the new products in our pipeline, particularly the meaningful Self Creator offerings coming this year, will drive medium-term growth, we are incorporating almost no contribution from new products into our 2025 forecast.

    As a global company with ~40% of revenue derived in non-US dollar currencies, we began to experience adverse effects from outsized changes in FX rates beginning mid-Q4 and continuing YTD, particularly the US dollar to Euro and British pound exchange rates. Assuming late January spot rates, we anticipate strong FX headwinds to 2025 outlook.

    As such, we provide outlook for the year and the first quarter on both as-reported and constant currency bases.

      As-reported As-reported
    growth y/y
    FX impact Constant currency
    growth y/y
    Full year 2025        
    Bookings $2,025 – 2,060 million 11 – 13% ~$45 million 13 – 15%
    Revenue $1,970 – 2,000 million 12 – 14% ~$34 million 14 – 16%
    Free cash flow $590 – 610 million 30 – 31% margin ~$25 million 31 – 32% margin
    Q1’25        
    Revenue $469 – 473 million 12 – 13% ~$6 million 13 – 14%

    With a meaningful portion of our operating expenses denominated in non-US currencies, the strengthening US dollar is expected to drive a modest benefit to 2025 expenses. As a result, the net FX impact on free cash flow is expected to be smaller than the anticipated top-line headwinds.

    We believe our strong commitment to sustained top-line momentum and translating growth into additional operating leverage puts us on track to achieve Rule of 45 in 2025 at the high end of our outlook.

    Conference Call and Webcast Information

    Wix will host a conference call to discuss the results at 8:30 a.m. ET on Wednesday, February 19, 2025. A live and archived webcast of the conference call will be accessible from the “Investor Relations” section of the Company’s website at https://investors.wix.com/.

    About Wix.com Ltd.

    Wix is the leading SaaS website builder platform1 to create, manage and grow a digital presence. Founded  in 2006, Wix is a comprehensive platform providing users – self-creators, agencies, enterprises, and more – with industry-leading performance, security, AI capabilities and a reliable infrastructure. Offering a wide range of commerce and business solutions, advanced SEO and marketing tools, the platform enables users to take full ownership of their brand, their data and their relationships with their customers. With a focus on continuous innovation and delivery of new features and products, users can seamlessly build a powerful and high-end digital presence for themselves or their clients.

    For more about Wix, please visit our Press Room
    Media Relations Contact:  PR@wix.com 

    Non-GAAP Financial Measures and Key Operating Metrics

    To supplement its consolidated financial statements, which are prepared and presented in accordance with U.S. GAAP, Wix uses the following non-GAAP financial measures: bookings, cumulative cohort bookings, bookings on a constant currency basis, revenue on a constant currency basis, non-GAAP gross margin, non-GAAP operating income (loss), non-GAAP operating margin, non-GAAP net income (loss), non-GAAP net income (loss) per share, free cash flow, free cash flow on a constant currency basis, free cash flow, as adjusted, free cash flow margins, non-GAAP R&D expenses, non-GAAP S&M expenses, non-GAAP G&A expenses, non-GAAP operating expenses, non-GAAP cost of revenue expense, non-GAAP financial expense, non-GAAP tax expense (collectively the “Non-GAAP financial measures”). Measures presented on a constant currency or foreign exchange neutral basis have been adjusted to exclude the effect of y/y changes in foreign currency exchange rate fluctuations. Bookings is a non-GAAP financial measure calculated by adding the change in deferred revenues and the change in unbilled contractual obligations for a particular period to revenues for the same period. Bookings include cash receipts for premium subscriptions purchased by users as well as cash we collect from business solutions, as well as payments due to us under the terms of contractual agreements for which we may have not yet received payment. Cash receipts for premium subscriptions are deferred and recognized as revenues over the terms of the subscriptions. Cash receipts for payments and the majority of the additional products and services (other than Google Workspace) are recognized as revenues upon receipt. Committed payments are recognized as revenue as we fulfill our obligation under the terms of the contractual agreement. Bookings and Creative Subscriptions Bookings are also presented on a further non-GAAP basis by excluding, in each case, bookings associated with long term B2B partnership agreements. Non-GAAP gross margin represents gross profit calculated in accordance with GAAP as adjusted for the impact of share-based compensation expense, acquisition-related expenses and amortization, divided by revenue. Non-GAAP operating income (loss) represents operating income (loss) calculated in accordance with GAAP as adjusted for the impact of share-based compensation expense, amortization, acquisition-related expenses and sales tax expense accrual and other G&A expenses (income). Non-GAAP net income (loss) represents net loss calculated in accordance with GAAP as adjusted for the impact of share-based compensation expense, amortization, sales tax expense accrual and other G&A expenses (income), amortization of debt discount and debt issuance costs and acquisition-related expenses and non-operating foreign exchange expenses (income). Non-GAAP net income (loss) per share represents non-GAAP net income (loss) divided by the weighted average number of shares used in computing GAAP loss per share. Free cash flow represents net cash provided by (used in) operating activities less capital expenditures. Free cash flow, as adjusted, represents free cash flow further adjusted to exclude one-time cash restructuring charges and the capital expenditures and other expenses associated with the buildout of our new corporate headquarters. Free cash flow margins represent free cash flow divided by revenue. Non-GAAP cost of revenue represents cost of revenue calculated in accordance with GAAP as adjusted for the impact of share-based compensation expense, acquisition-related expenses and amortization. Non-GAAP R&D expenses represent R&D expenses calculated in accordance with GAAP as adjusted for the impact of share-based compensation expense, acquisition-related expenses and amortization. Non-GAAP S&M expenses represent S&M expenses calculated in accordance with GAAP as adjusted for the impact of share-based compensation expense, acquisition-related expenses and amortization. Non-GAAP G&A expenses represent G&A expenses calculated in accordance with GAAP as adjusted for the impact of share-based compensation expense, acquisition-related expenses and amortization. Non-GAAP operating expenses represent operating expenses calculated in accordance with GAAP as adjusted for the impact of share-based compensation expense, acquisition-related expenses and amortization. Non-GAAP financial expense represents financial expense calculated in accordance with GAAP as adjusted for unrealized gains of equity investments, amortization of debt discount and debt issuance costs and non-operating foreign exchange expenses. Non-GAAP tax expense represents tax expense calculated in accordance with GAAP as adjusted for provisions for income tax effects related to non-GAAP adjustments.

    The presentation of this financial information is not intended to be considered in isolation or as a substitute for, or superior to, the financial information prepared and presented in accordance with GAAP. The Company uses these non-GAAP financial measures for financial and operational decision making and as a means to evaluate period-to-period comparisons. The Company believes that these measures provide useful information about operating results, enhance the overall understanding of past financial performance and future prospects, and allow for greater transparency with respect to key metrics used by management in its financial and operational decision making.

    For more information on the non-GAAP financial measures, please see the reconciliation tables provided below. The accompanying tables have more details on the GAAP financial measures that are most directly comparable to non-GAAP financial measures and the related reconciliations between these financial measures. The Company is unable to provide reconciliations of free cash flow, free cash flow, as adjusted, bookings, cumulative cohort bookings, non-GAAP gross margin, and non-GAAP tax expense to their most directly comparable GAAP financial measures on a forward-looking basis without unreasonable effort because items that impact those GAAP financial measures are out of the Company’s control and/or cannot be reasonably predicted. Such information may have a significant, and potentially unpredictable, impact on our future financial results.

    Wix also uses Creative Subscriptions Annualized Recurring Revenue (ARR) as a key operating metric. Creative Subscriptions ARR is calculated as Creative Subscriptions Monthly Recurring Revenue (MRR) multiplied by 12. Creative Subscriptions MRR is calculated as the total of (i) the total monthly revenue of all Creative Subscriptions in effect on the last day of the period, other than domain registrations; (ii) the average revenue per month from domain registrations multiplied by all registered domains in effect on the last day of the period; and (iii) monthly revenue from other partnership agreements including enterprise partners.

    Forward-Looking Statements

    This document contains forward-looking statements, within the meaning of the safe harbor provisions of the Private Securities Litigation Reform Act of 1995 that involve risks and uncertainties. Such forward-looking statements may include projections regarding our future performance, including, but not limited to revenue, bookings and free cash flow, and may be identified by words like “anticipate,” “assume,” “believe,” “aim,” “forecast,” “indication,” “continue,” “could,” “estimate,” “expect,” “intend,” “may,” “plan,” “potential,” “predict,” “project,” “outlook,” “future,” “will,” “seek” and similar terms or phrases. The forward-looking statements contained in this document, including the quarterly and annual guidance, are based on management’s current expectations, which are subject to uncertainty, risks and changes in circumstances that are difficult to predict and many of which are outside of our control. Important factors that could cause our actual results to differ materially from those indicated in the forward-looking statements include, among others, our expectation that we will be able to attract and retain registered users and partners, and generate new premium subscriptions, in particular as we continuously adjust our marketing strategy and as the macro-economic environment continues to be turbulent; our expectation that we will be able to increase the average revenue we derive per premium subscription, including through our partners; our expectation that new products and developments, as well as third-party products we will offer in the future within our platform, will receive customer acceptance and satisfaction, including the growth in market adoption of our online commerce solutions and our Wix Studio product; our expectations regarding our ability to develop relevant and required products using artificial intelligence (“AI”), the regulatory environment impacting AI and AI-related activities, including privacy and intellectual property, and potential competitive impacts from AI tools; our assumption that historical user behavior can be extrapolated to predict future user behavior, in particular during turbulent macro-economic environments; our prediction of the future revenues and/or bookings generated by our user cohorts and our ability to maintain and increase such revenue growth, as well as our ability to generate and maintain elevated levels of free cash flow and profitability; our expectation to maintain and enhance our brand and reputation; our expectation that we will effectively execute our initiatives to improve our user support function through our Customer Care team, and continue attracting registered users and partners, and increase user retention, user engagement and sales; our ability to successfully localize our products, including by making our product, support and communication channels available in additional languages and to expand our payment infrastructure to transact in additional local currencies and accept additional payment methods; our expectation regarding the impact of fluctuations in foreign currency exchange rates, interest rates, potential illiquidity of banking systems, and other recessionary trends on our business; our expectations relating to the repurchase of our ordinary shares and/or Convertible Notes pursuant to our repurchase program; our expectation that we will effectively manage our infrastructure; our expectation to comply with AI, privacy, and data protection laws and regulations as well as contractual privacy and data protection obligations; our expectations regarding the outcome of any regulatory investigation or litigation, including class actions; our expectations regarding future changes in our cost of revenues and our operating expenses on an absolute basis and as a percentage of our revenues, as well as our ability to achieve and maintain profitability; our expectations regarding changes in the global, national, regional or local economic, business, competitive, market, and regulatory landscape, including as a result of Israel-Hamas war and/or the Israel-Hezbollah hostilities and/or the Ukraine-Russia war and any escalations thereof and potential for wider regional instability and conflict; our planned level of capital expenditures and our belief that our existing cash and cash from operations will be sufficient to fund our operations for at least the next 12 months and for the foreseeable future; our expectations with respect to the integration and performance of acquisitions; our ability to attract and retain qualified employees and key personnel; and our expectations about entering into new markets and attracting new customer demographics, including our ability to successfully attract new partners large enterprise-level users and to grow our activities, including through the adoption of our Wix Studio product, with these customer types as anticipated and other factors discussed under the heading “Risk Factors” in the Company’s annual report on Form 20-F for the year ended December 31, 2023 filed with the Securities and Exchange Commission on March 22, 2024. The preceding list is not intended to be an exhaustive list of all of our forward-looking statements. Any forward-looking statement made by us in this press release speaks only as of the date hereof. Factors or events 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 undertake no obligation to publicly update any forward-looking statements, whether as a result of new information, future developments or otherwise.

    Wix.com Ltd.
    CONSOLIDATED STATEMENTS OF OPERATIONS – GAAP
    (In thousands, except loss per share data)
                   
      Three Months Ended   Year Ended
      December 31,   December 31,
      2024   2023   2024   2023
      (unaudited)   (unaudited)
    Revenues              
    Creative Subscriptions $ 329,732   $ 296,154   $ 1,264,975   $ 1,152,007
    Business Solutions 130,723   107,617   495,675   409,658
      460,455   403,771   1,760,650   1,561,665
                   
    Cost of Revenues              
    Creative Subscriptions 52,671   52,794   213,422   215,515
    Business Solutions 90,965   73,319   351,213   297,013
      143,636   126,113   564,635   512,528
                   
    Gross Profit 316,819   277,658   1,196,015   1,049,137
                   
    Operating expenses:              
    Research and development 127,186   125,743   495,281   481,293
    Selling and marketing 106,629   103,642   425,457   399,577
    General and administrative 46,984   43,401   175,136   160,033
    Impairment, restructuring and other costs   3,103     32,614
    Total operating expenses 280,799   275,889   1,095,874   1,073,517
    Operating income (loss) 36,020   1,769   100,141   (24,380)
    Financial income, net 16,355   6,461   51,820   62,474
    Other income (expenses), net (94)   44   (36)   (255)
    Income before taxes on income 52,281   8,274   151,925   37,839
    Income tax expenses 4,257   5,320   13,603   4,702
    Net income $ 48,024   $ 2,954   $ 138,322   $ 33,137
                   
    Basic net income per share $ 0.86   $ 0.05   $ 2.49   $ 0.58
    Basic weighted-average shares used to compute net income per share 55,786,201   57,317,815   55,579,368   56,829,962
                   
    Diluted net income per share $ 0.80   $ 0.05   $ 2.36   $ 0.57
    Diluted weighted-average shares used to compute net income per share 60,648,791   59,085,757   59,953,371   58,403,037
                   
    Wix.com Ltd.
    CONDENSED CONSOLIDATED BALANCE SHEETS
    (In thousands)
               
       
       December 31,    December 31,
       2024    2023
    Assets  (unaudited)    (audited)
    Current Assets:          
    Cash and cash equivalents $ 660,939   $ 609,622
    Short-term deposits   106,844     212,709
    Restricted deposits   773     2,125
    Marketable securities   338,593     140,563
    Trade receivables   46,166     57,394
    Prepaid expenses and other current assets   126,887     47,792
    Total current assets   1,280,202     1,070,205
               
    Long-Term Assets:          
    Prepaid expenses and other long-term assets   27,021     34,296
    Property and equipment, net   128,155     136,928
    Marketable securities   6,135     64,806
    Intangible assets, net   22,141     28,010
    Goodwill   49,329     49,329
    Operating lease right-of-use assets   399,861     420,562
    Total long-term assets   632,642     733,931
               
    Total assets $ 1,912,844   $ 1,804,136
               
    Liabilities and Shareholders’ Deficiency          
    Current Liabilities:          
    Trade payables $ 48,003   $ 38,305
    Employees and payroll accruals   142,007     56,581
    Deferred revenues   661,171     592,608
    Current portion of convertible notes, net   572,880    
    Accrued expenses and other current liabilities   63,246     76,556
    Operating lease liabilities   27,907     24,981
    Total current liabilities   1,515,214     789,031
    Long Term Liabilities:          
    Long-term deferred revenues   89,271     83,384
    Long-term deferred tax liability   1,965     7,167
    Convertible notes, net       569,714
    Other long-term liabilities   16,021     7,699
    Long-term operating lease liabilities   369,159     401,626
    Total long-term liabilities   476,416     1,069,590
               
    Total liabilities   1,991,630     1,858,621
               
    Shareholders’  Deficiency          
    Ordinary shares   107     110
    Additional paid-in capital   1,840,574     1,539,952
    Treasury Stock   (1,025,167)     (558,875)
    Accumulated other comprehensive loss   7,242     4,192
    Accumulated deficit   (901,542)     (1,039,864)
    Total shareholders’ deficiency   (78,786)     (54,485)
               
    Total liabilities and shareholders’ deficiency $ 1,912,844   $ 1,804,136
               
    Wix.com Ltd.
    CONDENSED CONSOLIDATED STATEMENTS OF CASH FLOWS
    (In thousands)
                           
                           
      Three Months Ended   Year Ended
      December 31,   December 31,
      2024   2023   2024   2023
      (unaudited)   (unaudited)
    OPERATING ACTIVITIES:                      
    Net income $ 48,024   $         2,954   $ 138,322   $        33,137
    Adjustments to reconcile net loss to net cash provided by operating activities:                      
    Depreciation   6,278     6,725     25,246     20,492
    Amortization   1,460     1,488     5,869     5,954
    Share based compensation expenses   61,801     58,195     240,721     224,625
    Amortization of debt discount and debt issuance costs   793     789     3,166     4,194
    Changes in accrued interest and exchange rate on short term and long term deposits   (635)     (586)     852     (2,415)
    Non-cash impairment, restructuring and other costs       3,567         26,699
    Amortization of premium and discount and accrued interest on marketable securities, net   (7,838)     4,237     (13,381)     8,346
    Remeasurement loss (gain) on Marketable equity       (10,296)     (3,367)     (30,608)
    Changes in deferred income taxes, net   (7)     (2,035)     (5,196)     (8,784)
    Changes in operating lease right-of-use assets   4,351     7,174     24,246     27,231
    Changes in operating lease liabilities   (2,821)     16,701     (33,086)     (31,333)
    Loss on foreign exchange, net   2,471         3,906    
    Decrease (increase) in trade receivables   4,058     (2,794)     11,228     (15,308)
    Decrease in prepaid expenses and other current and long-term assets   (63,684)     (10,845)     (76,963)     (20,105)
    Increase (decrease) in trade payables   17,329     15,120     12,893     (52,455)
    Increase (decrease) in employees and payroll accruals   66,407     (8,307)     85,426     (29,532)
    Increase in short term and long term deferred revenues   1,609     2,788     74,450     76,193
    Increase (decrease) in accrued expenses and other current liabilities   (5,860)     5,505     3,083     11,915
    Net cash provided by operating activities   133,736     90,380     497,415     248,246
    INVESTING ACTIVITIES:                      
    Proceeds from short-term deposits and restricted deposits   97,051     131,754     276,697     625,495
    Investment in short-term deposits and restricted deposits   (25,540)     (99,725)     (170,332)     (297,917)
    Investment in marketable securities       (2,607)     (267,209)     (6,732)
    Proceeds from marketable securities   15,000     33,690     125,176     250,960
    Purchase of property and equipment and lease prepayment   (1,562)     (9,582)     (17,813)     (63,021)
    Capitalization of internal use of software   (401)     (408)     (1,523)     (3,028)
    Investment in other assets               (111)
    Proceeds from investment in other assets $       $ 550    
    Proceeds from sale of equity securities       19,203     22,148     68,671
    Purchases of investments in privately held companies   (1,000)     (76)     (3,160)     (7,603)
    Net cash provided by investing activities   83,548     72,249     (35,466)     566,714
    FINANCING ACTIVITIES:                      
    Proceeds from exercise of options and ESPP shares   6,692     898     59,576     39,660
    Purchase of treasury stock       (58,698)     (466,302)     (127,017)
    Repayment of convertible notes               (362,667)
    Net cash provided by (used in) financing activities   6,692     (57,800)     (406,726)     (450,024)
    Effect of exchange rates on cash, cash equivalent and restricted cash   (2,471)         (3,906)    
    INCREASE (DECREASE) IN CASH AND CASH EQUIVALENTS   221,505     104,829     51,317     364,936
    CASH AND CASH EQUIVALENTS—Beginning of period   439,434     504,793     609,622     244,686
    CASH AND CASH EQUIVALENTS—End of period $ 660,939   $ 609,622   $ 660,939   $ 609,622
                           
    Wix.com Ltd.
    KEY PERFORMANCE METRICS
    (In thousands)
                           
      Three Months Ended   Year Ended
      December 31,   December 31,
      2024   2023   2024   2023
      (unaudited)   (unaudited)
    Creative Subscriptions   329,732     296,154     1,264,975     1,152,007
    Business Solutions   130,723     107,617     495,675     409,658
    Total Revenues $ 460,455   $ 403,771   $ 1,760,650   $ 1,561,665
                           
    Creative Subscriptions   325,203     283,501     1,315,445     1,174,776
    Business Solutions   139,389     111,503     514,607     422,727
    Total Bookings $ 464,592   $ 395,004   $ 1,830,052   $ 1,597,503
                           
    Free Cash Flow $ 131,773   $ 80,390   $ 478,079   $ 182,197
    Free Cash Flow excluding HQ build out and restructuring costs $ 131,773   $ 90,125   $ 488,404   $ 246,058
    Creative Subscriptions ARR $ 1,343,070   $ 1,192,814   $ 1,343,070   $ 1,192,814
                           
                           
    Wix.com Ltd.
    RECONCILIATION OF REVENUES TO BOOKINGS
    (In thousands)
                           
      Three Months Ended   Year Ended
      December 31,   December 31,
       2024    2023    2024    2023
      (unaudited)   (unaudited)
    Revenues      460,455   $        403,771   $    1,760,650   $    1,561,665
    Change in deferred revenues   1,609     2,788     74,450     76,193
    Change in unbilled contractual obligations   2,528     (11,555)     (5,048)     (40,355)
    Bookings $     464,592   $        395,004   $    1,830,052      1,597,503
                           
    Y/Y growth   18%           15%      
                           
                           
      Three Months Ended   Year Ended
      December 31,   December 31,
       2024    2023    2024    2023
      (unaudited)   (unaudited)
    Creative Subscriptions Revenues $ 329,732   $ 296,154   1,264,975   $ 1,152,007
    Change in deferred revenues   (7,057)     (1,098)     55,518     63,124
    Change in unbilled contractual obligations   2,528     (11,555)     (5,048)     (40,355)
    Creative Subscriptions Bookings 325,203   283,501   $ 1,315,445   1,174,776
                           
    Y/Y growth   15%           12%      
                           
      Three Months Ended   Year Ended
      December 31,   December 31,
       2024    2023    2024    2023
      (unaudited)   (unaudited)
    Business Solutions Revenues $ 130,723   107,617   $ 495,675   $ 409,658
    Change in deferred revenues   8,666     3,886     18,932     13,069
    Business Solutions Bookings $ 139,389   $ 111,503   514,607   $ 422,727
                           
    Y/Y growth   25%           22%      
                           
                           
    Wix.com Ltd.
    RECONCILIATION OF COHORT BOOKINGS
    (In millions)
                  Year Ended
                  December 31,
                   2024    2023
                  (unaudited)
    Q1 Cohort revenues             $ 45   $ 45
    Q1 Change in deferred revenues               16     15
    Q1 Cohort Bookings             $ 61   $ 60
                           
                           
    Wix.com Ltd.
    RECONCILIATION OF REVENUES AND BOOKINGS EXCLUDING FX IMPACT
    (In thousands)
          Three Months Ended
          December 31,
                   2024    2023
          (unaudited)
    Revenues                  460,455   403,771
    FX  impact on Q4/24 using Y/Y rates               (110)    
    Revenues excluding FX impact             460,345   403,771
                           
    Y/Y growth               14%      
                           
          Three Months Ended
          December 31,
                   2024    2023
          (unaudited)
    Bookings             464,592   395,004
    FX  impact on Q4/24 using Y/Y rates               1,600    
    Bookings excluding FX impact             466,192   395,004
                           
    Y/Y growth               18%      
                           
                           
    Wix.com Ltd.
    TOTAL ADJUSTMENTS GAAP TO NON-GAAP
    (In thousands)
                           
                           
      Three Months Ended   Year Ended
      December 31,   December 31,
        2024     2023     2024     2023
    (1) Share based compensation expenses: (unaudited)   (unaudited)
    Cost of revenues 3,466   $ 3,675   $ 14,146   $ 15,013
    Research and development   32,320     31,982     126,462     119,482
    Selling and marketing   9,625     11,232     38,755     41,277
    General and administrative   16,390     11,306     61,358     48,853
    Total share based compensation expenses   61,801     58,195     240,721     224,625
    (2) Amortization   1,834     1,488     6,243     5,954
    (3) Acquisition related expenses       9     6     472
    (4) Amortization of debt discount and debt issuance costs   793     789     3,166     4,194
    (5) Impairment, restructuring and other costs       3,103         32,614
    (6) Sales tax accrual and other G&A expenses   881     137     1,464     748
    (7) Unrealized loss (gain) on equity and other investments       (10,296)     (2,536)     (30,608)
    (8) Non-operating foreign exchange income   3,767     15,287     (4,703)     1,499
    (9) Provision for income tax effects related to non-GAAP adjustments       2,368     583     (4,337)
    Total adjustments of GAAP to Non GAAP 69,076   71,080   $ 244,944   235,161
                           
                           
                           
    Wix.com Ltd.
    RECONCILIATION OF GAAP TO NON-GAAP GROSS PROFIT
    (In thousands)
                           
                           
      Three Months Ended   Year Ended
      December 31,   December 31,
       2024    2023    2024    2023
      (unaudited)   (unaudited)
    Gross Profit $ 316,819   $ 277,658   $ 1,196,015   $ 1,049,137
    Share based compensation expenses   3,466     3,675     14,146     15,013
    Acquisition related expenses       5         229
    Amortization   667     667     2,669     2,669
    Non GAAP Gross Profit   320,952     282,005     1,212,830     1,067,048
                           
    Non GAAP Gross margin   70%     70%     69%     68%
                           
                           
      Three Months Ended   Year Ended
      December 31,   December 31,
       2024    2023    2024    2023
      (unaudited)   (unaudited)
    Gross Profit – Creative Subscriptions $ 277,061   $ 243,360   $ 1,051,553   $ 936,492
    Share based compensation expenses   2,482     2,695     10,232     11,081
    Non GAAP Gross Profit – Creative Subscriptions   279,543     246,055     1,061,785     947,573
                           
    Non GAAP Gross margin – Creative Subscriptions   85%     83%     84%     82%
                           
                           
      Three Months Ended   Year Ended
      December 31,   December 31,
       2024    2023    2024    2023
      (unaudited)   (unaudited)
    Gross Profit – Business Solutions 39,758   $ 34,298   $ 144,462   $ 112,645
    Share based compensation expenses   984     980     3,914     3,932
    Acquisition related expenses       5         229
    Amortization   667     667     2,669     2,669
    Non GAAP Gross Profit – Business Solutions   41,409     35,950     151,045     119,475
                           
    Non GAAP Gross margin – Business Solutions   32%     33%     30%     29%
                           
                           
    Wix.com Ltd.
    RECONCILIATION OF OPERATING INCOME (LOSS) TO NON-GAAP OPERATING INCOME
    (In thousands)
                           
      Three Months Ended   Year Ended
      December 31,   December 31,
       2024    2023    2024     2023
      (unaudited)   (unaudited)
    Operating income (loss) 36,020   $ 1,769   $ 100,141   $ (24,380)
    Adjustments:                      
    Share based compensation expenses   61,801     58,195     240,721     224,625
    Amortization   1,834     1,488     6,243     5,954
    Impairment, restructuring and other charges       3,103         32,614
    Sales tax accrual and other G&A expenses   881     137     1,464     748
    Acquisition related expenses       9     6     472
    Total adjustments 64,516   $ 62,932   $ 248,434   $ 264,413
                           
    Non GAAP operating income 100,536   $ 64,701   348,575   240,033
                           
    Non GAAP operating margin   22%     16%     20%     15%
                           
                           
    Wix.com Ltd.
    RECONCILIATION OF NET INCOME TO NON-GAAP NET INCOME AND NON-GAAP NET INCOME PER SHARE
    (In thousands, except  per share data)
                           
      Three Months Ended   Year Ended
      December 31,   December 31,
       2024    2023    2024    2023
      (unaudited)   (unaudited)
    Net income $ 48,024   $ 2,954   $ 138,322   $ 33,137
    Share based compensation expenses and other Non GAAP adjustments   69,076     71,080     244,944     235,161
    Non-GAAP net income$ $ 117,100   74,034   $ 383,266   $ 268,298
                           
    Basic Non GAAP net income per share $ 2.10   $ 1.29   $ 6.90   $ 4.72
    Weighted average shares used in computing basic Non GAAP net income per share   55,786,201     57,317,815     55,579,368     56,829,962
                           
    Diluted Non GAAP net income per share $ 1.93   $ 1.22   $ 6.39   $ 4.39
    Weighted average shares used in computing diluted Non GAAP net income per share   60,648,791     60,512,505     59,953,371     61,106,462
                           
                           
    Wix.com Ltd.
    RECONCILIATION OF NET CASH PROVIDED BY OPERATING ACTIVITIES TO FREE CASH FLOW
    (In thousands)
                           
      Three Months Ended   Year Ended
      December 31,   December 31,
       2024    2023    2024    2023
      (unaudited)   (unaudited)
    Net cash provided by operating activities 133,736   90,380   $ 497,415   $ 248,246
    Capital expenditures, net   (1,963)     (9,990)     (19,336)     (66,049)
    Free Cash Flow 131,773   80,390   $ 478,079   182,197
                           
    Restructuring and other costs       1,411         5,915
    Capex related to HQ build out       8,324     10,325     57,946
    Free Cash Flow excluding HQ build out and restructuring costs 131,773   90,125   488,404   $ 246,058
                           

    Attachments

    The MIL Network

  • MIL-OSI Economics: S&P500 Index soars 25% YoY to $54.5 trillion in January 2025, reveals GlobalData

    Source: GlobalData

    S&P500 Index soars 25% YoY to $54.5 trillion in January 2025, reveals GlobalData

    Posted in Business Fundamentals

    The aggregate market capitalization of the Standard and Poor’s 500 (S&P 500) index companies grew 25% from $43.6 trillion in January 2024 to $54.5 trillion in January 2025. Information technology (IT) sector registered the most market gains over the period, followed by consumer discretionary* and communication services, according to GlobalData, a leading data and analytics company.

    Murthy Grandhi, Company Profiles Analyst at GlobalData, comments: “Over the period, the S&P 500 index posted a 25.3% growth in annual returns. Apple, Microsoft, NVIDIA, Alphabet, Amazon, Meta, Tesla, Broadcom, Berkshire Hathaway, and Walmart were the top 10 stocks that accounted for 37.5% of the S&P 500’s aggregate market capitalization.”

    In terms of market value percentage growth, communication services companies outpaced others, having seen 42.7% growth over the period, with the market cap reaching $5.8 trillion. The sector constituents that grew more than 50% during the period include Meta (74.2%), Netflix (71.1%), Live Nation Entertainment (64.3%), and Fox (51.2%).

    Based on the total market value relative to the number of companies in each sector, communication services led with a value of $308.6 billion, followed by IT ($204.9 billion), consumer discretionary ($134.8 billion), financials ($97.1 billion), health care ($91.3 billion), energy ($84.3 billion), consumer staples ($80.9 billion), industrials ($57.3 billion), utilities ($40.2 billion), materials ($36.6 billion), and real estate ($35.3 billion).

    In total, there are 16 new entrants, out of which Palantir Technologies, Vistra Corp, Smurfit WestRock, and Texas Pacific Land posted more than 100% growth. However, Super Micro Computer posted more than 40% loss in market value.

    Grandhi concludes: “The S&P 500 index in 2025 is expected to show modest growth, driven by strong economic fundamentals and steady corporate earnings. However, double-digit gains may be unlikely due to uncertainties surrounding policies like tariffs and immigration, which could impact market dynamics.”

    *Consumer discretionary is a term for classifying goods and services that are considered non-essential by consumers, but desirable if their available income is sufficient to purchase them.

    MIL OSI Economics

  • MIL-OSI Australia: Supporting Australian TV and radio

    Source: Australian Executive Government Ministers

    The Albanese Government is delivering on its commitment to support commercial television and radio broadcasters through the suspension of the Commercial Broadcasting Tax (CBT) for one year.
     
    Announced as part of the Mid-Year Economic and Fiscal Outlook 2024-25, the measure will provide temporary relief for commercial broadcasters in the face of continuing financial pressures impacting the sector.
     
    The one-year suspension will apply from 9 June 2025 to 8 June 2026 and has been implemented by way of a 100% rebate of the CBT liabilities of all commercial television and radio broadcasters, reducing their liabilities to zero. This will save commercial broadcasters an estimated $50.3 million.
     
    Those regional commercial television and radio broadcasters currently eligible for a partial rebate of their CBT liabilities will be entitled to receive the 100% rebate for one year, after which their partial rebate entitlement will resume.
     
    The one-year 100% rebate has been implemented by the Commercial Broadcasting (Tax) Amendment (Transmitter Licence Tax Rebate) Rules 2025, which are available on the Federal Register of Legislation.
     
    The rebate will be administered by the Australian Communications and Media Authority.
     
    The CBT is a charge for the use of spectrum by commercial radio and television broadcasters. As spectrum is a finite and valuable public resource, the CBT is imposed to ensure the efficient use of spectrum.
     
    The measure is part of the Government’s work to support news and media diversity in Australia, including through increased funding for the national broadcaster and the community broadcasting sector, additional support for the Australian Associated Press, and funding for the News Media Assistance Program.
     
    Quotes attributable to the Minister for Communications, the Hon Michelle Rowland MP:
     
    “Free-to-air broadcasting services keep Australians informed and entertained with high quality programs that feature local voices and stories.
     
    “The sector continues to face a challenging operating environment, which is why the Government is providing relief by suspending the Commercial Broadcasting Tax for one year.
     
    “This measure is in addition to the Government’s delivery of media reforms to modernise the regulatory framework, the provision of stable funding arrangements for the Viewer Access Satellite Television service and our commitment to work with industry on a plan to secure the future of free-to-air television across Australia.”

    MIL OSI News

  • MIL-OSI USA News: Interview of President Trump and Elon Musk by Sean Hannity, “The Sean Hannity Show”

    Source: The White House

    class=”has-text-align-center”>Roosevelt Room

    11:48 A.M. EST

         Q    Mr. President, great to see you again.

         THE PRESIDENT:  Thank you very much.  Thank you.

         Q    How are you?

         THE PRESIDENT:  Thank you. 

         Q    Elon Musk.

         MR. MUSK:  Hi.

         Q    Great to see you. 

         MR. MUSK:  Thanks.  Thanks for having me.

         Q    I’ve been reading a lot about you.  I’ve got to start with this.  So, he’s working for free with DOGE.  He’s — he’s kind of put a lot of his life on hold, and you sued Twitter a number of years ago.  You just made him pay you $10 million?

         THE PRESIDENT:  That’s right.  That’s right.

         Q    That’s — that’s right.  (Laughs.)

         THE PRESIDENT:  Well, I sued — I sued from long before he had it. 

         MR. MUSK:  Yeah.  Yeah.  (Inaudible.)

         THE PRESIDENT:  And, I mean, they really did a number on me, you know.  And I sued, and they had to pay.  You know, they paid $10 million settlement.

         Q    You’re okay with that?
        
         MR. MUSK:  I mean, I left it up to the lawyers and, you know, the team running Twitter.  So, I said, “You guys do what you think is the right — makes sense.”

         Q    I think it’s funny.

         THE PRESIDENT:  I think —

         Q    Because —

         THE PRESIDENT:  — it’s a very low — I was looking to get much more money than that.
        
         Q    So, you gave him a discount w- — in the lawsuit?

         THE PRESIDENT:  He got — oh, he got a big discount.  I don’t think he even knows about it.

         Q    He’s become one of your — if you read and believe the media — he’s become one of your best friends.  He’s working for free for you.  He’s —

         MR. MUSK:  Well, I love the president.  I just want to be clear about that.  

         Q    You don’t care about that? 

         MR. MUSK:  I — no, I love the pr- — I —

         Q    You love the president? 

         MR. MUSK:  I think — I think President Trump is a good man, and — and he’s, you know — I — I —

         THE PRESIDENT:  That’s the way he said that.  You know, there’s something nice about.  (Laughter.)

         MR. MUSK:  No, it is.  I, you know —

         THE PRESIDENT:  It is.

         MR. MUSK:  Because, I mean, the president has been so — so unfairly attacked in the media.  It’s truly outrageous.  And I’ve sp- — at this point, spent a lot of time with the president, and not once have I seen him do something that was mean or cruel or — or wrong.  Not once. 

         Q    You know, I’ve known him for 30 years.

         MR. MUSK:  Yeah.

         Q    And I’ve never seen anybody take as much as he’s taken.

         MR. MUSK:  Yeah.

         Q    And we’ve discussed this.  And I’m like, “How do you deal with it?”

         THE PRESIDENT:  Did have a choice?  (Laughs.)  I didn’t have a choice.

         Q    Well, you would say that to me.  I’m like, “What — what am I going to do?  Worry about it?”

         THE PRESIDENT:  That’s the only thing I can say.

         Q    And, you know — and then culminating in two assassination attempts, which resulted in your endorsement. 

         MR. MUSK:  Well, I was going to do it anyway, but that was —

         Q    That was it?

         MR. MUSK:  — a precipitating event, yeah.

         THE PRESIDENT:  That speeded it up a little bit?

         MR. MUSK:  Yeah.  Yeah.

         Q    The day of the assassination? 

         THE PRESIDENT:  Nice.  I didn’t know that. 

         MR. MUSK:  Yeah, it just — it sped it up, but I was going to do it anyway.

         Q    Mr. President, with your indulgence, I’m convinced that people only know a little bit about Elon.  I don’t think they know everything about Elon, because as I studied for and prepared for this interview, I learned a lot about you that I didn’t know.  I think people will think about Tesla.  Democrats are demonizing you and — and trying to make the country hate you. 

         I just want people to understand you a little bit better, and the person that you’ve gotten to know and have now put a lot of trust in. 

         THE PRESIDENT:  Sure.

         Q    And, you know, just — let’s go over a little bit of your bio, starting —

         MR. MUSK:  Ah, okay.

         Q    — with PayPal and how you became involved in Tesla and SpaceX and Neuralink —

         MR. MUSK:  This — this could take a while.

         Q    — and all these —

         MR. MUSK:  I mean, you know, I — I think the way you think of me is, like, I’m a technologist and I try to make technologies that improve the world and make life better.

         Q    You can show them your shirt.

         MR. MUSK:  Yeah, and that’s why, like, my t-shirt says “tech support” — (laughter) — because I’m here to provide the president with — with technology support. 

         And now, that — that may seem, like, well, is that a silly thing?  But actually, it’s a very important thing, because the president will make these executive orders, which are very sensible and good for the country, but then they don’t get implemented, you know?

         So, if you take the — for example, all the funding for the migrant hotels, the president issued an executive order: Hey, we need to stop taking taxpayer money and — and paying for luxury hotels for illegal immigrants —

         Q    It’s crazy.

         MR. MUSK:  — which makes no sense.  Like, obviously, people do not want their tax dollars going to — to fund high-end hotels for — for illegals.  And yet, they were still doing that, even as late as last week. 

         And so, you know, we went in there, and we were like, “This is in violation of the presidential executive order.  It needs to stop.” 

         So — so, what we’re — what we’re doing here is — is — one of the biggest functions of the DOGE team is just making sure that the presidential executive orders are actually carried out.  And this is — I just want to point out, this is a very important thing, because the president is the elected representative of the people, so he’s representing the will of the people.  And if the bureaucracy is fighting the will of the people and preventing the pres- — the president from implementing what the people want, then what we live in is a bureaucracy and not a democracy.

         Q    Yeah.  You — you’re both aware — you have to be keenly aware that the media and — and the punditry class — not that — you know, I think you’ve proven they have no power anymore, because they threw everything they had at you, and they didn’t win.  And that was, you know, the New York Times, Washington Post, three networks, every late-night comedy show, two cable channels — they — they just threw — they threw everything — lawfare, weaponization. 

         THE PRESIDENT:  It’s true.

         Q    And now I see they want you two to start — they want a divorce.  They want you two to start hating each other.  And they try — “Oh, President Elon Musk,” for example.  You do know that they’re doing that to you?

         THE PRESIDENT:  Oh, I see it all the time.  They tried it, then they stopped.  That wasn’t — they have many different things of hatred. 

         Actually, Elon called me.  He said, “You know they’re trying to drive us apart.”  I said, “Absolutely.” 

         You know, they said, “We have breaking news: Donald Trump has ceded control of the presidency to Elon Musk.  President Musk will be attending a Cabinet meeting tonight at 8 o’clock.”  (Laughter.)  And I say — it’s just so obvious.  They’re so bad at it. 

         I used to think they were good at it.  They’re actually bad at it, because if they were good at it, I’d never be president because I — I think nobody in history has ever gotten more bad publicity than me. 

         I could do the greatest things; I get 98 percent bad publicity.  I could do — outside of you and a few of your very good friends.  It’s, like, the craziest thing. 

         But you know what I have learned, Elon?  The people are smart.  They get it. 

         MR. MUSK.  Yeah.  They do, actually.  Yeah.

         THE PRESIDENT:  They get it.  They really see what’s happening. 

         MR. MUSK:  Yes.

         Q    And at the end of this interview, I — what I would like is, I — I want people to know the relationship and know more about you. 

         What is the relationship, Mr. President?

         THE PRESIDENT:  Well, I respect him.  I’ve always respected him.  I never knew that he was right on certain things, and I’m usually pretty good at this stuff.  He did Starlink.  He did things that were so advanced and nobody knew what the hell they were. 

         I can tell you, in North Carolina, they had no communication.  They were wiped out.  Those people were — you know, they had rivers in between — land that never saw water, all of a sudden, there was a river and a vicious — like, rapids.  People were dying all over.  They had no communication. 

         They said, “Do you know Elon Musk?”   And they didn’t really know I knew him.  I said, “Yeah.”  They said, “Could you get Starlink?”  It’s, like, the first time I ever heard of it.  I said, “What’s Starlink?”  “A communication system that’s unbelievable.” 

         Q    I have it.

         THE PRESIDENT:  And he — yeah.  And he said — I called him, and I said, “Listen, they really need it.”  And he got, like, thousands of units of this communication, and it saved a lot of lives.  He got it immediately.  And you can’t get it.  I mean, you have to wait a long time to get it.  But he got it to him immediately. 

         And I said, “That’s pretty amazing.”  And I didn’t even know he had it. 

         We watch the rocket ships, and we watch Tesla.

         I think, you know, something that had an effect on me was when I saw the rocket ship come back and get grabbed like you grab a beautiful little baby.  You grab your baby.  It just —

         MR. MUSK:  Just hug the rocket. 

         THE PRESIDENT:  I’d never seen —

         MR. MUSK:  Everyone — right.  Everyone needs (inaudible) —

         Q    You hug the rocket.  You hug the rocket.

         MR. MUSK:  — (inaudible) rockets. 

         THE PRESIDENT:  Yeah.  No, but — and he said, “You know, you can’t really have a rocket program if you’re going to dump a billion dollars into the ocean every time you fly.  You have to save it.”  And he saved it.  First time —

         Q    That’s ever been done.
        
         THE PRESIDENT:  — I’ve ever seen that done.  Now nobody else can do it. 

         If you look at the U.S., Russia, or China, they can’t do it, and they won’t be able to do it for a long time.  He has the technology.  So, you learn — I wanted somebody really smart to work with me, in terms of the country — a very important aspect.  Because, I mean, he doesn’t talk about it.  He’s actually a very good businessman.  And when he talks about the executive orders — and this is probably true for all presidents: You write an executive order and you think it’s done, you send it out; it doesn’t get done.  It doesn’t get implemented.  They don’t implement it. 

         They — maybe they’re from the last administration — and they are, in some cases.  You try and get them out as fast as you can.  But I could — as soon as he said that, I said, “You know, that’s interesting.”  You write a beautiful executive — and you sign it and you assume it’s going to be done, but it’s not.  What he does is he takes it, and with his hundred geniuses — he’s got some very brilliant young people working for him that dress much worse than him, actually —

         MR. MUSK:  Yeah, the do.

         THE PRESIDENT:  — they dress in just t-shirts.  (Laughter.)  You wouldn’t know they have 180 IQ.

         Q    Wait.  Wait.  So, what — he’s — he’s your tech support?

         MR. MUSK:  I —

         THE PRESIDENT:  No, no.  He is —

         MR. MUSK:  I actually virtually am tech support.

         THE PRESIDENT:  He’s much more than that.

         MR. MUSK:  I actually am tech support, though.  But that’s —

         THE PRESIDENT:  But he gets it done.  He’s a leader.  He really is a — he gets it done.  You get a lot of tech people, and you have people, they’re good with tech, but they — he gets it done. 

         You know, I said, in real estate, you had guys that would draw beautiful renderings of a building, and they’d draw the rendering, it would be great, and you’d say, “Great.  When are you starting?”  But they were never able to get it built.  They couldn’t get the finances.  They couldn’t get the approvals.  It would never get done.  And then you have other guys that are able to get it done.  You know, they could just get it done. 

         I was in real estate.  Same thing in this.  He gets it done. 

         So, when he said that — he said, “You know, when you sign these executive orders, a lot of them don’t get done, and maybe the most important ones,” and he would take that executive order that I’d signed, and he would have those people go to whatever agency it was — “When are you doing it?  Get it done.  Get it done.”  And some guy that maybe didn’t want to do it, all of a sudden, he’s signing — he just doesn’t want to bothered.

         Q    Does — do a lot of those executive orders have to be codified into law to — do you need the Republican Congress to follow up?

         THE PRESIDENT:  Yeah, and they will.  A lot of them will be.  Yeah.

         Q    They will?

         THE PRESIDENT:  Look, in the meantime, we have four years.  The beauty is, we have four years.  That’s why I like doing it right at the beginning.  Because an executive order is great.  I mean, the one problem — it’s both good and bad, because when they did all these executive orders, I’ve canceled most of them.  They were terrible.  I mean, we were going to go radical left, communist, okay?  It was crazy.  Their —

         MR. MUSK:  Really crazy.

         THE PRESIDENT:  — executive orders were so bad, if they ever got them codified, you’d never be able to break them.  So, the damage that Biden has done to this country — and it’s not even Biden; it’s the people that circled him in the Oval Office, okay? — but the damage they did to this country, in terms of, let’s say, open borders — you know, there’s so many things, but open borders, where millions of people poured into our country, and hundreds of thousands of those people are criminals.  They’re murderers.  They’re drug dealers.  They’re gang members.  They’re people from prisons from all over the world. 

         And we have a great guy, Tom Homan, and he is doing so incredibly.  You saw the numbers.  They’re down like 96 percent.

         Q    Ninety-five percent.

         THE PRESIDENT:  He is a phenomenal guy.  And Kristi Noem is doing an unbelievable job.  And he wanted her.  He said, “She’s so tough.”  And I said, “I don’t think of her as that way.  You know, she’s very nice.”  He said, “No, she’s so tough.”  And she is.  I see her with the horses.  She’s riding the horse.  Let’s — (laughter) — she’s great. 

         But the team we have is — is really unbelievable. 

         But those executive orders, I sign them, and now they get passed on to him and his group and other people, and they’re all getting done.  We’re getting them done.

         Q    Let me go back a little bit to your background, because —

         MR. MUSK:  Sure.

         Q    — it’s beyond impressive.  You were the chief engineer, for example — you were an early believer in Tesla.  You became the CEO and — and then the chief engineer, which was phenomenal.  SpaceX, same thing, which is unbelievable. 

         I mean, you were the first company — private company to send astronauts successfully into — into space, first private company to send astronauts into orbit. 

         MR. MUSK:  Yeah.

         Q    That’s — that’s pretty deep. 

         THE PRESIDENT:  He’s going to go into orbit soon.

         Q    Okay.

         MR. MUSK:  (Laughs.)  Yeah.

         THE PRESIDENT:  No, he’s going to go to Mars.  He’s going to fly on his —

         Q    Starlink.

         MR. MUSK:  At some point, yeah.

         Q    As in (inaudible) —

         MR. MUSK:  But they say — they always ask me, like, “Do you want to die on Mars?”  And I say, “Well, yes, but not on impact.”  (Laughter.)

         Q    Star- — Starlink is in 100 countries. 

         This is going to be hard.  I feel like I’m interviewing two brothers here.

         MR. MUSK:  You go ahead. 

         Q    Starshield, which could be used for national defense. 

         MR. MUSK:  Yeah, it is already being used for national defense. 

         Q    Then you have a — what is it called?  Optimus, a part of Tesla.

         MR. MUSK:  They’re a robot, yeah.

         Q    A robotic arm.  Then you have an AI arm.  And then you have something that really fascinated me, and it’s called Neuralink. 

         MR. MUSK:  Yes.

         Q    You might help the blind to see and people with spinal cord injuries that they — that they can recover, where in the past — how close is that to becoming a success?

         MR. MUSK:  At Neuralink we’re — we’ve ha- — we’ve implanted Neuralink in three patients so far, who are quadriplegics, and it allows them to directly control their phone and computer just using their mind, just by thinking.  It’s like — so, we call this product Telepathy, so you control your computer and phone just by thinking, and it’s possible to actually control the computer and phone faster than someone who has working hands.

         Then the next step would be to add a second Neuralink implant past the point where these — the neurons are damaged, so that somebody can walk again and so the pe- — they can have full-body functionality restored.  And —

         THE PRESIDENT:  And you like Bobby, right?

         MR. MUSK:  I like Bobby, actually.  Yeah.  I — I supported Bobby Kennedy.  I think he — you know, he’s unfairly maligned as someone who is anti-science.  But I think he — he isn’t.  He just wants to question the science, which is the essence of the science — the scientific method, fundamentally, is about always questioning the science. 

         Q    Well, they didn’t tell us the truth about COVID.

         MR. MUSK:  Correct.

         Q    That’s for sure. 

         MR. MUSK:  Yes. 

         Q    And we learned a lot with the Twitter files.  And that just, then, raises a question.  You’re the richest man in the world.  You may not like that part. 

         THE PRESIDENT:  Yeah.

         Q    You’re pretty competitive.

         MR. MUSK:  I mean, it’s neither here nor there.

         Q    I’ve known you a long time.

         MR. MUSK:  I don’t think it matters.

         Q    But —

         THE PRESIDENT:  That’s why I became president.

         Q    — he’s on your team.

         THE PRESIDENT:  (Inaudible) —

         Q    Well, that’s true.  He can’t top that.

         THE PRESIDENT:  He’s good.  You know, I wanted to find somebody smarter than him.  I searched all over.  I just couldn’t do it.  I couldn’t.  I couldn’t.
        
         Q    You really tried hard.

         THE PRESIDENT:  I couldn’t find anyone smarter, right?  So, we had to — we had to, for the country.

         Q    But this is the thing —

         THE PRESIDENT:  So, we settled on — we settled on this guy.

         MR. MUSK:  Well, thanks for having me.

         THE PRESIDENT:  (Laughs.)  Yeah.

         Q    So —

         MR. MUSK:  I’m just trying to be useful here.

         Q    But this is the interesting — but this is where we are as a so- — a society.  And I — I hate to do this to you, but I’m going to do it anyway.  You’re doing all of these things.  At DOGE, nobody at DOGE gets paid a penny, correct?

         MR. MUSK:  Well, actually, some people are federal employees, so they do. 

         Q    Oh, okay.

         MR. MUSK:  Yeah.  They’re (inaudible).  But it’s fair to say that the software engineers at DOGE could be earning millions of dollars a year and instead of earning a small fraction of that as federal employees.

         Q    Okay.  So, just —

         THE PRESIDENT:  And they’re very committed people. 

         MR. MUSK:  Yes.

         Q    So — you’re — you’re committed to helping the blind see, people with spinal cord injuries recover. 

         MR. MUSK:  Yes.

         Q    You’re committed to getting to Mars.  You’re committed to rescue — you’re going to help rescue, next month, two astronauts that I think were abandoned.  They — they dispute that in an interview.

         THE PRESIDENT:  When are you — when are you getting them?

         MR. MUSK:  At the — at the president’s request, we — or instruction, we are accelerating the return of the astronauts, which was postponed, kind of, to a ridiculous degree.

         THE PRESIDENT:  They got left in space. 

         Q    They’ve been there.  They were supposed to be there eight days.  They’re there almost 300.

         THE PRESIDENT:  Biden. 

         MR. MUSK:  They were put —

         Q    Yeah.

         MR. MUSK:  Yes, they were left up there for political reasons, which is not good. 

         Q    Okay, it’s not good.  Now, if I had the weight and pressure of doing that successfully on my shoulders, I think I’d be, you know — but you — when we spoke before we did this interview, you were very confident.  You think this will be a successful mission. 

         MR. MUSK:  Well, we don’t want to be complacent, but we have brought astronauts back from the space station many times before, and always with success.  So, as long as we’re not complacent —

         THE PRESIDENT:  When are they — when are you going to launch?

         MR. MUSK:  I think it’s about — about four weeks to

    bring them back. 

         Q    About four weeks? 

         MR. MUSK:  Yeah. 

         THE PRESIDENT:  And you have the go-ahead.

         MR. MUSK:  We’re being extremely cautious.

         Q    Yeah.

         THE PRESIDENT:  You now have the go-ahead.

         MR. MUSK:  Yes.  Well, thanks to you —

         THE PRESIDENT:  They didn’t have the go-ahead with Biden. 

         Q    What’s that?

         THE PRESIDENT:  He was going to leave him in space.  I think he was going to leave them in space.

         Q    Well, it’s like the (inaudible) —

         THE PRESIDENT:  He considered it a —

         Q    — growing up, lost in space. 

         THE PRESIDENT:  Yeah, he didn’t want the publicity.  Can you believe it?

         Q    Unbelievable.  And so —

         MR. MUSK:  Yeah.

         Q    — I want to echo something that the president said and then ask an overarching question.  So, people in — get hit with Hurricane Helene, they have no communication with the outside world.  You come to the rescue.  You donated that, I believe?

         MR. MUSK:  Yes.  Yes.

         Q    You donated to the people of —

         THE PRESIDENT:  He saved a lot of lives.  In North Carolina, he saved a lot of lives. 

         Q    And California, after the wildfires?

         THE PRESIDENT:  California.  But, I mean, in North Carolina, where they were really in trouble, they had no communication, people were dying.

         Q    Nothing.

         THE PRESIDENT:  They were dying of starvation.  He saved a lot of lives in North Carolina.

         Q    Okay.  Now you’re going to rescue astronauts.  And now — again, you do — you do all of this — I would think liberals would love the fact that you have the biggest electric vehicle company in the world. 

         MR. MUSK:  Yeah.  I mean, I used to be adored by the left, you know.

         Q    Not anymore.

         MR. MUSK:  Le- — less so these days.

         Q    He killed that, huh?

         MR. MUSK:  I mean, less —

         THE PRESIDENT:  I really (inaudible) —

         MR. MUSK:  Well, I mean, this — this whole sort of, like, you know — it was — they call it, like, “Trump derangement syndrome.”  And I didn’t — you know, you don’t realize how real this is until, like, it’s — you can’t reason with people. 

         So, like, I was at a friend’s birthday party in L.A., just a birthday dinner, and it was, like, a nice, quiet dinner, and everything was — everyone was behaving normally.  And then I happened to mention — this was before the election, like a month or two before — I happened to mention the president’s name, and it was like they got shot with a dart in the jugular that contained, like, the methamphetamine and rabies.  Okay?  (Laughter.)

         And they’re like, “Whyy?”  And I’m, like, “What is wrong — like, guys, like” — you just can’t have, like, a normal conversation.  And it’s like — it’s like they become completely irrational. 

         Q    He — he has no idea, if you’re friends with him —

         MR. MUSK:  Yeah.

         Q    — you pay a price.  You know, it’s like, I walk into a restaurant in New York, and it’s like half the room gets daggers and they want to —

         MR. MUSK:  The eye-daggers — eye-daggers level is insane.  (Laughter.)

         I mean, there was, like — I had, like, some — some invitation because — so, I got invited to, like, so- — basically, a big, sort of, damn — damn event like that was — but I’d received the invitation, like, the beginning of last year and then — and I still attended, even after I’d endorsed President Trump, and I didn’t realize how profoundly that would affect, you know, how I was received.  (Laughter.)

         I mean, I walk into the room and I’m getting just the dirty looks from — from everyone.  Like, if looks could kill, I would have been dead several times over.

         Q    But that was not — (laughter) — before Trump

         MR. MUSK:  (Inaudible) —

         Q    Before Trump: “BC” —

         MR. MUSK:  — ashes on the floor.  (Laughs.)

         Q    — or “BT.”  Before Trump, that never happened.  Right?

         MR. MUSK:  No.

         Q    No.  So —

         MR. MUSK:  I — I just — doesn’t seem strange?  Like, what — what is up with this total, like, madness?

         Q    You’re smarter than me.  Can you — I actually think that there’s a level of irrationality.  It’s almost like a trigger and —

         MR. MUSK:  It totally triggers. 

         Q    And it’s like — look, I — I’ve been on TV — this is my 29th year.  I’ve been on radio 35 years.  I will — I’ve gone hard in the paint to — for candidates that lost.

         MR. MUSK:  Yeah.

         Q    And guess what?  I get over it.

         MR. MUSK.  Sure.  Yeah, yeah.

         Q    And I just keep doing my show, and I just — you know, I come back to fight another day.

         So, here’s the big — then this is the million dollar or billion dollar — I’m among billionaires — question.  So, you have all this going on and you stop, in a way — you’re still doing it — and you partner with him.  And this is what you get for it from the Democrats.  You get “nobody voted for Elon.”  Well, nobody voted for any of your Cabinet nominees.  Okay?  “People are dying because of DOGE cuts.”  I’ll give you a chance to respond to all that.  “What DOGE is doing is illegal.”  “Elon Musk is” — more street vernacular for a male body part.  “It’s a constitutional crisis.”

         MR. MUSK:  How c- — why — why are they reacting like this?

         Q    Well, first of all, do you give a flying rip?  Number one.  And —

         MR. MUSK:  Well, I guess we must be — if we’re the target, we’re doing something right.  You know, if — like, they wouldn’t be complaining so much if they — we weren’t doing something useful, I think. 

         What — all we’re really trying to do here is restore the will of the people through the president.  And — and what we’re finding is there’s an unelected bureaucracy.  Speaking of unelected, there’s a — there’s a vast federal bureaucracy that is implacably opposed to the — the president and the Cabinet. 

         And you look at, say, D.C. voting.  It’s 92 percent Kamala.  Okay, so we’re in 92 percent Kamala.  That’s a lot. 

         Q    Yeah.  They don’t like me here either. 

         MR. MUSK:  I think about that number a lot.  I’m like, 92 percent.  That’s, basically, almost everyone.  And so — but if — but how can you — if — if the will of the president is not implemented, and the president is representative of the people, that means the will of the people is not being implemented, and that means we don’t live in a democracy, we live in a bureaucracy. 

         And so, I think what we’re seeing here is the — sort of, the thrashing of the bureaucracy as we try to restore democracy and the will of the people.

         Q    You —

         MR. MUSK:  Is this making sense?  I mean — sorry.

         Q    Y- — no, of course it does.  I mean, to me, if you look at our framers and our founders — and you’ve really become a student of history, Mr. President, and we’ve ta- — we’ve had conversations both on air and off air — and if we talk about constitutional order or transformational change, nobody can argue that what’s happening here is going at the speed of light. 

         But however, what were the principles of our framers and our founders?  They wanted limited government, greater freedom for the people — and we’ll get to the specific cutting of waste, fraud, and abuse.  That — that is your goal, is it not?

         THE PRESIDENT:  Yeah.  And my goal was to get great people.  And when you look at what this man has done, I mean, it was something — I knew him a little bit through the White House. Originally, I’d see him around a little bit.  I didn’t know him before that, and I respected what he did.  And he fought hard.  You know, he was a — he was maybe questioned for a while.  He was having some difficulties.  It was not easy doing what he did. 

         I mean, how many people have started a car company and made it really successful and made a better car where it’s, you know, beating these big companies that that’s all they do is cars?  I mean, it’s really amazing the things that he’s done.

         But I didn’t know it as much then as now.  I mean, the fruits have sort of taken hold.

         But I wanted great people, and he’s a great person.  He’s an amazing person.  He’s also a caring person.  You know, he uses the word “care.” 

         So, they sign a contract in a government agency, and it has three months.  And the guy leaves that signed the contract, and nobody else is there, and they pay the contract for 10 years.

         So, the guy is getting checks for years and years and years, and he’s telling his family, obviously — maybe it was crooked, maybe he paid to get the contract, or maybe he paid that they didn’t terminate him.  But, you know, we have contracts that go forever, and they’ve been going for years, and they’re supposed to end in three months or five months or two years or something, and they go forever.  So, the guy is either crooked — you know, where he knew this was going to happen — or he’s crooked because he’s getting payments that he knows he shouldn’t be getting.

         MR. MUSK:  Yeah.

         THE PRESIDENT:  But they’re finding things like that.  They’re finding things far worse than that.  And they’re finding billions — and it will be hundreds of billions of dollars’ worth of fraud.  I say waste and abuse, but fraud, waste, and abuse.  And he’s doing an amazing job.

         And he attracts a young, very smart type of person.  I call them high-IQ individuals, and they are.  They’re very high Q and — high IQ.  And when they go in to see the people and talk to these people — you know, the people think they’re going to pull it over.  They don’t.  These guys are smart, and they love the country.  You know, there’s a certain something. 

         But he uses the word “care.”  So, people have to care.  Like, when I bought Air Force One —

         MR. MUSK:  Exactly.

         THE PRESIDENT:  — I negotiated the price.  It was $5.7 billion, and I got it — I got them down $1.7 billion.  Now they’re not building the plane fast enough.  I mean, they’re actually in default — Boeing.  They’re supposed to —

         Q    When is it —

         THE PRESIDENT:  They’ve been building this thing forever.  I don’t know —

         Q    This is the new Air Force One?

         THE PRESIDENT:  — what’s going on.

         MR. MUSK:  Yeah.

         THE PRESIDENT:  We don’t build the way we used to build.  You know, we used to build like a ship a day, and now to build a ship is, like, a big deal, and we’re going to get this country back on track.  We could do it, but so many things — it takes so long to get things built and get things done. 

         And a lot of it could be something we’ve been discussing.  The regulators go in and they make it impossible to build.  They make it very difficult to build anything, whether it’s a ship, a plane, or a building or anything.  And some of them do it because they want to show how important they are.  Some of them do it maybe because they think they’re right.  They use the environment to stop progress and to stop things.  It’s always the environment.  “It’s an environmental problem.”  It’s not an environmental problem at all.  But they do a lot of things. 

         And, by the way, speaking of that, Lee Zeldin is going to be fantastic in the position.  So important.  He could take 10 years to approve or disapprove something, or he could do it in a month.  You know, just as good.

         Q    Sure. 

         THE PRESIDENT:  And I think you’re going to see some fantastic — a fantastic job done by him.  He’s a tremendous guy. 

         Q    Newt — you echoed something when I had just met you, and it was very similar to what Newt has been saying, that we’re — he brought this country to the dance.  This is the opportunity to be transformational, and to have, I would argue, a — the most consequential presidency if we — if we’d really dig down and do something that had never been done before, and that is get rid of this bureaucracy.  And I’m going —

         MR. MUSK:  Yes.

         Q    — to get to specifics.  You say the same thing.  It’s not done yet. 

         MR. MUSK:  Absolutely.

         Q    And what did you mean by that?

         MR. MUSK:  Well, I mean the — w- — winning the election is really the opportunity to fix the system.  It is not fixing the system itself.  So, it’s an opportunity to fix the system and to restore the power of democracy. 

         And, you know, people — like, it’s funny how — how often it — you — when these attacks occur, the thing that they’re accusing the administration of is what they are guilty of.  They’re saying that things are — are being done are unconstitutional, but what they are doing is unconstitutional.  They are guilty of the crime of which they accuse us.

         THE PRESIDENT:  That’s always the first thing they do.

         MR. MUSK:  Yeah.

         THE PRESIDENT:  “He’s in violation of the Constitution.”  They don’t even know what they’re talking — well, they know.

         MR. MUSK:  It’s absurd. 

         THE PRESIDENT:  It’s just a con job.  It’s a big con job.  And they’re so bad for the country, so dangerous and so bad.

         And the media is so bad.  When I watch MSNBC, which I don’t watch much, but you have to watch the enemy on occasion, the level of arrogance and — and cheating and — they’re just horrible people.  These are horrible people.

         Q    They lie. 

         THE PRESIDENT:  These are horrible people. 

         Q    They tell conspiracy theories.

         THE PRESIDENT:  They lie, and they start up with the Constitution.  They couldn’t care less about the Constitution.

         CNN, likewise.  I mean, I watched them asking questions with, you know, the hatred with the — why — I said, “What are you asking the question with such anger?  You’re asking me a normal question.”  But you see the bias.  The bias is so incredible.  Those two are bad.

         PBS is bad.  AP is bad.  CBS is terrible. 

         I mean, CBS now — they changed an answer in Kamala.  They asked her some questions.  She answered them like, you know, a low-IQ person.  The opposite of him — the absolute opposite.  But she gave a horrible answer.  They took the entire answer out, and they put another answer that she gave 20 minutes later into the — in- — as the answer.  

         Q    It was part of her word salad. 

         THE PRESIDENT:  I’ve never even heard of that be- — I thought I heard of it all.

         MR. MUSK:  Right. 

         Q    That wh- — “60 Minutes” once — one — wanted to do an interview with me, and I said, “Live to tape.” 

         MR. MUSK:  Yeah, exactly. 

         Q    They said, “No.”  And I said, “No” —

         MR. MUSK:  Right.

         Q    — “No deal.” 

         MR. MUSK:  Exactly.  They can- —

         Q    Like, this interview will —

         THE PRESIDENT:  I’ve never even heard — you know, I’ve seen where they take a sentence off or something and they’ll do — but they —

         Q    Sometimes you cut for time o- — 

         THE PRESIDENT:  No, no.  They took the entire — this long, terrible statement that she made and put another. 

         Nobody’s ever seen what’s happening.  And, you know, the people that do all this complaining, they’re very dishonest people. 

         MR. MUSK:  Yeah. 

         Q    Yeah.  I — I’m going to, just for the sake of saving time —

         THE PRESIDENT:  Yeah.

         Q    — because I could spend — and I’ve done this on radio and TV, I — I can spend an hour finding the outrageous amounts of money being spent abroad, like USAID.

         MR. MUSK:  Sure.

         Q    And I do want to mention a couple, but I’m going to —

         MR. MUSK:  Yeah.

         Q    — scroll it and —

         MR. MUSK:  Well — well, I guess, at a high level, I think it’s what the president mentioned earlier, which is that in order to save taxpayer money, it comes down to two things: competence and caring.  And —

         THE PRESIDENT:  That’s right. 

         MR. MUSK:  — and when — when president was shown the outrageous bill for the new Air Force One and — and then negotiated it down, if he had — if the president had not applied competence and caring, the price would have been 50 percent higher — literally, 50 percent higher.  The president cared.  The president was competent.  The price was not 50 percent higher as the result. 

         And so, when you add more competence and caring, you get a better deal for the American people. 

         THE PRESIDENT:  But we could take — we were talking about this yesterday.  I could take — give me thousands of bills — any — I could pick any one of them, and I could —

         MR. MUSK:  Yes, exactly.

         THE PRESIDENT:  — take all thousand.  And let’s say it’s a bill for $5,000 — just $5,000, and it’s done by some bureaucrat.  And if he would say, “I’ll give you three.  I don’t want to pay you five.  It’s too high.  I’ll give you three.”  But they don’t do that.  If a guy sends in a bill for $5,000, they pay $5,000.  They expect to be cut.  Everybody expects to be cut.  When you send in a bill, you expect to be cut.  They send in the bill higher, for the most part.  This is true with lawyers, legal fees.  When they send in legal fees, you — I can cut — I wish I had the time, I would save so — but I could cut these bills in half — much better than half. 

         But you offer people a much lower number because you know they — they actually put fat — I’m not even saying it’s — it’s like a way of business.  They put more on because they expect to be negotiated.  When you send in a bill to the government, there’s nobody to negotiate. 

         MR. MUSK:  Yes.

         THE PRESIDENT:  You send it a bill for $10,000, and they send you a check back for $10,000.  If you would call them and said, “We’ll give you five.”  “No, no, no.  I need more than five.”  “We’ll give you a five.”  “I’m not going to pay any more than five.”  “Make it six.”  “No, I’m not going to make it six.”  And you’ll settle for $5,500.  You’ve just cut the bill almost in half, and it took, like, two minutes.  When did that stop?  But —

         Q    (Inaudible) the art of the deal?

         THE PRESIDENT:  — that’s caring.  No, it’s not even the art of the deal.  It’s caring.  He uses the word —

         MR. MUSK:  It’s — it’s competence and caring.

         THE PRESIDENT:  — it’s caring. 

         Q    Yeah.

         THE PRESIDENT:  It’s — it’s a certain competence, but I think it’s more caring. 

         MR. MUSK:  I — if you —

         THE PRESIDENT:  (Inaudible.)

         MR. MUSK:  Actually, if you add either ingredient — either competence or caring — you’ll — you’ll get a better outcome.  But it stands to reason —

         Q    Right.  People don’t want to do this (inaudible.)

         MR. MUSK: — that’s the reason that if you don’t have competency and you don’t have caring, you’re going to get a terrible deal.  And the problem is that the American taxpayer has been — been getting a terrible deal, because — look at the last administration.  Can you — can anyone — can any reasonable person say that last administration was either competent or caring?

         Q    But they lied to us and said that Joe didn’t have a cognitive decline.

         MR. MUSK:  They fully lied. 

         Q    They said the borders were closed.  They said that the borders were secure.  They said that —

         MR. MUSK:  Right.

         Q    You know, they said Obamacare would save —

         MR. MUSK:  They flat out lied. 

         Q    They flat out lied — 

         MR. MUSK:  It was insane.

         Q    — on many occasions. 

         MR. MUSK:  Yes.

         Q    I tell my audience all the time: Don’t trust government. 

         MR. MUSK:  Yes.

         Q    So, the — I want — as I scroll this information, and it’s — it’s — I’ll scroll a lot more than I’ll mention to both of you, and this is the cost savings.  I want you — I want people at home to understand this part: The average American makes $66,000 a year. 

         MR. MUSK:  Yeah.

         Q    Okay?  We have $37 trillion in national debt. 

         MR. MUSK:  Yes. 

         Q    Now, all the money I’m about to mention and what we’re going to scroll on our screen — and all of this is going to foreign countries.  It is not being spent here in America —

         MR. MUSK:  Yes.

         Q    — for better schools, law and order. 

         MR. MUSK:  I — I think the average taxpaying American should be mad as hell because their tax money is being poorly spent.

         Q    I’m mad.  It’s stealing from —

         MR. MUSK:  It’s a — it’s an outrage —

         Q    — our kids and grandkids.

         MR. MUSK:  Yes, and the — and people —

         THE PRESIDENT:  And a lot of fraud, Sean.  A lot of fraud.

         Q    Yes.

         THE PRESIDENT:  And a lot of kickbacks. 

         They’re sending money out.  They’re not that stupid.  These people aren’t that stupid.  They’re sending for transgender — something having to do with the opera, and they’re sending out $7 million —

         MR. MUSK:  (Laughs.)  Literally.

         THE PRESIDENT:  — $7 million.  (Inaudible) —

         Q    You just stole my next line.  I can’t believe that. 

         THE PRESIDENT:  No, it’s incredible. 

         Q    I was going to mention that.

         THE PRESIDENT:  No, but it’s incredible: $7 million.

         Now, you know they — they’re not so stupid.  They’re sending all this money.  They expect to get a lot of it back.  And that’s what happens.

         Q    Okay.  So, let’s go through it.

         MR. MUSK:  Yes, they’re — a bunch of —

         Q    So, for the average person at home —

         MR. MUSK:  — this stuff is round-tripping.  To the president’s point, they’ll — they’ll make it sound like it’s going to help some people in a foreign country, but then they — then they get kickbacks. 

         Q    All right.  Let me go to the ne- — to the fir- —

         MR. MUSK:  Yeah.

         Q    — to the second question first.  I want to know, because people like Joni Ernst, and — and House —

         MR. MUSK:  Yeah, Joni — Joni Ernst has been —

         Q    They tried to get —

         MR. MUSK:  — has tried for a long time, and she’s actually got a lot of good data.  Senator Ernst has been really helpful, actually.

         Q    Okay, but they — they actually hide what the real purpose of the spending is. 

         MR. MUSK:  That’s true.

         Q    In other words, they — and — and h- — this is a question: How did you decipher?  It will say, “Humanitarian blah, blah, blah in Serbia or Afghanistan.”  We’ve been giving money to China for crying out loud, which I think is nuts.

         MR. MUSK:  Well, we’re giving money to the Taliban.

         Q    Money to the Taliban?

         MR. MUSK:  Like a lot.

         Q    All right.  So —

         MR. MUSK:  (Laughs.)  I’m like, for what?

         Q    But they —

         MR. MUSK:  I — I want to see pictures of what they did.

         Q    But they try to obscure it, and — and — but then you got to the bottom line, which is what I’m now scrolling on the screen —

         MR. MUSK:  Yes.

         Q    — and that is: $20 million on a Sesame Street show in Iraq; $56 million to boost tourism in Tunisia and Egypt; $40 million to build schools in Jordan; $11 million to tell the Vietnamese to stop burning trash; $45 million for DEI scholarships in Burma; $520 million for consultant-driven ESG investments in Africa; DEI programs in Serbia; the president’s favorite — I’m sure you — you love that taxpayer money was spent on a DEI musical in Ireland or a chan- — transgender opera in Colombia or a —

         MR. MUSK:  If I could, like, it sounds like —

         Q    — transgender comic book in Peru. 

         MR. MUSK:  It sounds like — it sounds like how can these things be real?  But this is actually what was done. 

         Q    Okay.  The — I —

         MR. MUSK:  It — it sounds like a comedy sketch or something.  It’s like —

         Q    I have 20 pages of this.

         MR. MUSK:  Right.  It’s not — the list is a mile long.

         THE PRESIDENT:  The one thing you didn’t mention, the media.  The media is getting millions of dollars. 

        MR. MUSK:  Yes.

         THE PRESIDENT:  Now, they say Politico, which is a radical left —

         Q    Subscriptions. 

         THE PRESIDENT:  — you know, garbage magazine or — or program.  I guess they have magazine and they have some — some media of all types.  $8 million. 

         I hear the New York Times got a lot.  I hear they get subscriptions — where they have subscriptions but maybe the paper is not sent.  I have no idea if that’s true or not, but it’s — they call it subscriptions.  Lots of subscri- — to different media, not just the Times — maybe the Times, and maybe not the Times.

         Q    A million dollars in subscriptions is a lot.

         THE PRESIDENT:  Well — but — but millions of dollars going to media that’s radical-left, crooked, dishonest media.

         MR. MUSK:  Well — well, Reuters — this is actually really wild: Reuters got like — something like $10 million for something that was literally titled “mass disinformation campaign.” 

         Q    Well —

         MR. MUSK:  That was on the purchase order.  Well, I — I

    thought that was a little bold.  (Laughs.) 

         Q    I will tell you what was bold is when you released —

         MR. MUSK:  I’m like —

         Q    — the Twitter files.

         MR. MUSK:  — shouldn’t you at least try to call it something else?  (Laughs.)

         Q    The Twitter files — how they targeted him; how Twitter, at the time, worked closely with the FBI, the CIA; and, even before the release of Hunter’s very real laptop, they were feeding them disinformation.  That —

         MR. MUSK:  Absolutely.

         Q    — you found all that out. 

         MR. MUSK:  Well, I think —

         Q    That’s called transparency, right?

         THE PRESIDENT:  The FBI has to be rehabbed.  The FBI —

         MR. MUSK:   Yeah.

         THE PRESIDENT:  What’s happened with the FBI and the DOJ is just — their — their stock has gone way down.  I mean, their reputation is shot.

         Q    And intelligence.

         THE PRESIDENT:  And I think Pam is going to do great.  I think Kash is going to do great.  I think they have to do great or we have a problem. 

         But when you look at what they did, the raid of Mar-a-Lago — the raid of Mar-a-Lago — you look at what they did, their reputation is shot.

         Q    It is. 

         What — you were going to say, Elon?

         MR. MUSK:  Well, no, I was going to say that I think probably a — like, a lot of people still —

         Q    How — how did you find (inaudible)?

         MR. MUSK:  — still believe, like, the Russia hoax, even though you’ve done a lot to combat that.  The — you know, the — the Steele dossier was an incre- — a massive scam that was concocted by Hillary Clinton and her — her campaign.

         Q    She bought and paid it — for it —

         MR. MUSK:  Right.

         Q    — Russian disinformation. 

         MR. MUSK:  There was — it was — the — people still think the — the Russia hoax is real.  Like a lot of people s- — because they never — they never heard the counterpoint.  I mean — I mean, a bunch of people should be in prison for that.  That was a — that was outrageous election interference, creating a fake Russia hoax. 

         Q    How much — if you had to put a number on it, how much do you think you’ve identified waste, fraud, abuse, corruption at this point?  And again, we’ve been — we’re going to be scrolling this throughout the program. 

         MR. MUSK:  Well, the — the overall goal is to try to get a trillion dollars out of the deficit.  And if we — if we — if the deficit is not brought under control, America will go bankrupt.  This is a very important thing for people to understand.  A country is no different from an individual, in that if an individual overspends, an individual can go bankrupt, and so can a country. 

         And — and the out- — the massive waste, fraud, and abuse that has been going on, which is leading to a $2-trillion-a-year deficit, that — that’s what the president was handed on Jan. 20th, a $2 trillion deficit.  It’s insane. 

         Q    For this fiscal year?

         THE PRESIDENT:  Two trill- — yeah.  We inherited it.

         MR. MUSK:  Two —

         THE PRESIDENT:  Yeah.  And inflation is back.  I’m only here for two and a half weeks. 

         Q    That was January —

         THE PRESIDENT:  Inflating is back —

         Q    — you were there for a week. 

         THE PRESIDENT:  No, think of it, inflation is back.  And they said, “Oh, Trump infla-” — I had nothing to do with it.  These people have — have run the country.  They spent money like nobody has ever spent.  They were — they were given $9 trillion to throw out the window — $9 trillion, and they spent it on the Green New Scam, I call it.  It’s the greatest scam in the history of the country.  One of them.  We have a lot of them, I guess.  But one of them.

         Q    Well —

         THE PRESIDENT:  Dollar-wise, probably —

         Q    — and DEI —

         THE PRESIDENT:  — it is.

         Q    — and wokeism —

         THE PRESIDENT:  Yeah, yeah.

         Q    — and transgenderism —

         THE PRESIDENT:  Well, that’s all part of it.  Yeah.

         Q    — and LGBTQ+.

         MR. MUSK:  Yes.

         Q    And, by the way, not in America — other countries, not here. 

         THE PRESIDENT:  You know, the amazing thing is when you see, like, the teaching of DEI: $9 million.  How do you spend $9 million to teach no matter what it is?

         MR. MUSK:  Right.

         THE PRESIDENT:  You could teach physics. 

         MR. MUSK:  Exactly.  Totally.

         THE PRESIDENT:  You could go to MIT for a lot less.

         MR. MUSK:  It’s (inaudible) expensive.  (Laughs.)  Expensive.

         THE PRESIDENT:  Yeah, the teaching —

         MR. MUSK:  Expensive BS.

         THE PRESIDENT:  — of DEI.

         Q    Well, I think it would be better spent on —

         THE PRESIDENT:  No, it’s a kickback.  It’s got to be a kickback.  Nobody is that — nobody could do that.  Nobody is —

         Q    Well, it —

         THE PRESIDENT:  Nobody is giving — to assess the dialog of an audience coming out of a theater: $4 million.

         Q    How much do you believe, Elon, you’ve identified in — in waste, fraud, abuse, corruption now?  And how much —

         MR. MUSK:  Well —

         Q    — do you anticipate you will?

    MR. MUSK:  Sure.  Well, the — I — I think —

    THE PRESIDENT:  One percent.

    MR. MUSK:  (Laughs.)

    THE PRESIDENT:  No, because it’s so massive.  It’s — this is —

    MR. MUSK:  Yeah, exactly.

    THE PRESIDENT:  — huge money.  Huge money.  Look —

    Q    So, what we’ve found now is one percent?

    MR. MUSK:  Well, we’ve j- — we’ve just gotten started here.

    THE PRESIDENT:  As good as they are, they’re not going to find some contract that was crooked — you know, crooked as hell.  And, I mean, there’s going to be so much that isn’t found.  But what is found — I think he’s going to find a trillion dollars.

    MR. MUSK:  Yeah, I think so. 

    THE PRESIDENT:  But I think it’s a very small percentage compared to what it is.  I mean, he could tell you about treasuries; he could tell you about a woman that worked for Biden that became a very wealthy woman while she was working for him.  Right?

    MR. MUSK:  Yeah.

    Q    Yeah, I know who you’re talking about.

    MR. MUSK:  I mean, there are some strange situations where people — where, you know, someone’s working for the government earning $200,000 a year, and then, suddenly, they’re worth tens of millions of dollars within a few years.  Where’d the money come?

    Q    How’d they earn it?

    MR. MUSK:  Yeah.

    Q    They have a private company on the side? 

    MR. MUSK:  We’re just curious.  Like, can you —

    THE PRESIDENT:  While they were working.

    MR. MUSK:  Can you show us — because, like, in order to be worth tens of millions of dollars, you’d have to start a company, or you’ve got to get some kind — the compensation has got to come from somewhere.  So, how does a civil servant with — earning $200,000 a year suddenly, within a span of a few years, be worth tens of millions dollars?

    Q    W- —

    MR. MUSK:  So, I just want to connect the dots here. 

    Q    All right, s- —

    MR. MUSK:  Maybe there’s a legitimate explanation, but I don’t think so.  (Laughter.)

    Q    So, you know, and this gets to kind of the heart of where I am.  I — I looked at your work, and I look at this amount of money, and I get angry.  And I don’t get v- — I’m not an angry person. 

    MR. MUSK:  Sure.

    Q    I don’t get angry.  I get a- — I get annoyed sometimes, but I don’t get angry. 

    And I did live paycheck to bay- — paycheck a part of my life.  And I think of, you know, the working men and women in this country that the — 56 percent of which cannot afford a $1,000 emergency after four years of Harris and Biden.

    MR. MUSK:  Sure.

    Q    Okay?  That is serious, you know, financial trouble.  Or they’re putting bare necessities on credit cards. 

    And I’m looking at this and I’m thinking, well, how much — when we — when all is said and done, we could have written a check or cut the taxes or fixed our schools —

    MR. MUSK:  Yes.  Yes.

    Q    — or deported these illegals that we keep finding, known terrorists, cartel members, gang members. 

    MR. MUSK:  Yeah.

    Q    And — and we’re not doing it.

    THE PRESIDENT:  Sean, the saddest thing is they don’t talk about the individual lines.  I could go on your show right now,  I could get a list that I have on the beautiful Resolute Desk in the Oval Office, and it’s got 40 points, and all they are is the heading of what this money is. 

    You don’t have to go deep into it, and you see it’s, you know, all different things and it’s so ridiculous. 

    I mean, normally, when you look for fraud, you’re looking for one thing out of a hundred.  Here, out of a hundred, 95 are going to be bad.  I mean, they’re — and they’re so obvious just by the heading.

    But they never mention that.  They only mention, “This is a violation of our Constitution.  This is a” — the word they give, you know, it’s like a sound bite — “constitutional crisis.”  It’s a new thing, “constitution-” —  But they never mention about where the money is going. 

    MR. MUSK:  Yes.  Exactly.

    THE PRESIDENT:  And when people hear that — I had a very smart man, John Kennedy — he’s actually a very smart man.  He said, “Sir, you should just go on television and just read the name of the topic that you’re giving all the money — just the topic that you’re giving this money to, and don’t say anything more,” and he’s right.

    MR. MUSK:  Yeah.

    THE PRESIDENT:  And I’ll do it at some point, you know, when — 

    But they never talk about where the money is going.  They just talk about, “It’s a constitutional crisis.” 

    It’s so sad.  And honestly, I think they’re bad people.  I used to give them the benefit of the doubt, but you almost think they hate the country.  I think they hate the country.  They’re sick people. 

    Q    Remember, what they can’t — what they couldn’t accomplish at the ballot box, what they can’t accomplish legislatively, now they’re using the courts.

    MR. MUSK:  Yes.

    Q    And they c- — they’re trying to bury you in lawsuits.

    THE PRESIDENT:  That’s right.  You know the good news, though?  They’ve lost their confidence.  They’re not the same people. 

    Q    I think you’re right.

    THE PRESIDENT:  They’re — they’re not the same people. 

    This election was brutal for them.  We won every swing state.  We won by millions and millions of votes.  We won everything.  We — all 50 states went up — all 50.  It’s never happened.

    Q    Popular vote. 

    THE PRESIDENT:  Every one.  All 50 states went up. 

    They’ve lost their confidence.  I see it.  And they’re — they’re just swirling and twirling.  They don’t know what the hell is happening.  They’re much different.  They’re just as mean, but they’re not getting to the point.

    Q    Why do you invite them into the Oval Office nearly every day?

    MR. MUSK:  (Laughs.)

    THE PRESIDENT:  Well, the media — you’re talking about the media.

    Q    Yeah, your friends in the media.

    THE PRESIDENT:  The media — no, they’re — you know, the anger that — they ask questions so angry — a question — a normal question.  I give them an answer.  They — but they — I say, “Why are you so angry when you ask a question?”  Just a standard question.  And, I don’t know, there’s something —

    Q    They haven’t had a- — they haven’t been allowed in that office for the last four years, and here you’re giving them access. 

    Let me go to an area that I think is key, and — and you talked about this in recent interviews, and that is: We don’t need a Department of Education.  Okay.  And what some people are trying to do is stoke fears that, “Oh, my gosh, my kid is not going to get the money for education.”

    THE PRESIDENT:  (Laughs.)  Yeah.

    Q    Or “grandma’s Social Security and Medicare.”  This was a big promise of yours on the campaign trail.

    THE PRESIDENT:  Yeah.  Yeah.

    Q    So, I really want to give you both an opportunity to assure the American people you will keep — that money will be allocated for students, but with higher standards.  For example, I would assume associated with monies given or vouchers.

    THE PRESIDENT:  (Inaudible) so much and — and then Elon goes.  But, look, Social Security won’t be touched — 

    Q    Won’t be touched.

    THE PRESIDENT:  — other than if there’s fraud or something — we’re going to find it; it’s going to be strengthened — but won’t be touched.  Medicare, Medicaid, none of that stuff is going to be touched.  It’s just — 

    Q    Nothing.  I want you to —

    THE PRESIDENT:  (Inaudible) don’t have to.

    Now, if there are illegal migrants in the system, we’re going to get them out of the system, and all of that fraud.  But it’s not going to be touched.

    School — I want to bring school back to the states, so that Iowa, Indiana — all these places — Idaho, New Hampshire — there’s so many places, the states.  I figure 35 really run well. 

    And right now, it’s Norway, Sweden, Denmark, Finland, China — China, can you imagine? — has top — top schools.  We’re last. 

    So, they have a list of 40 countries.  We’re number 40.  Usually we’re 38, 39, but last time, we were number 40.  And what I say is you’ve got to give it back. 

    So, it doesn’t work. 

    I’ll tell you what we’re number one in: cost per pupil.  We spend more money than any other country by far — it’s not even close — per pupil.  Okay?  So, we know it doesn’t work. 

    So, we spend the most and we have the worst — right? — the worst result.  When we give that — when we give that back to Indiana, when we give that b- — back to Iowa and back to a lot of the states that run well — they run well, a lot of them — 35, 37, 38 — now, you’re going to have 10 laggards, but you’re going to have 5 real laggards, but that’s going to be okay. 

    Take New York — you give it to Westchester County, you give it to Suffolk County, you give it to Upstate New York, and you give it to Manhattan — but you give it to four or five subsections.  Same thing in California.  Los Angeles is going to be a problem, but you’re going to give it to places that run well.  We can change education

    Now, school choice is important, but that will get care — taken care of automatically. 

    We want to bring education back to the states.  You will spend half the number.  And I’m not even doing this —

    Q    So, you’re leaning more towards grants not vouchers, like to parents?

    THE PRESIDENT:  I’m not even — I’m not even doing this to save, but you will save.  It will cost you much less money.  You get a much better education. 

    If you go to some of these states, you’ll be the equivalent of Norway, Sweden, Denmark — places that really have a good school system.  You’ll have — those places will be the equivalent, and your overall numbers will get so much better. 

    Q    Do you want standards associated with the money?

    THE PRESIDENT:  The only thing I want to do from — from Washington, D.C., is make sure they’re teaching English, reading, writing —

    Q    Math and science.

    THE PRESIDENT:  — and arithmetic.  Okay?

    Q    Science?  Science might help.

    THE PRESIDENT:  Okay.  A little science.  You know —

    Q    Computers.

    THE PRESIDENT:  — you’re not going to have much of a problem with that, but that’s it. 

    Do you know, we have half the buildings — I mean, you look at Department of Education —

    MR. MUSK:  It’s empty.

    THE PRESIDENT:  Look at the real estate and the —

    MR. MUSK:  Yeah.

    THE PRESIDENT:  — the level.  For what?  To — to — I mean, for — what do they do?

    We have really bad educa- — the teachers — I love teachers.  I respect teachers.  And, by the way, there’s no reason why teachers can’t form a union.  They can do whatever they want to do, if it’s back in the states.  So, we’re not looking to hurt the teacher — I’m — I’m going to help the teachers.  I think the teachers should be incentivized, because a good teacher is like a good scientist, is like a great doctor.

    MR. MUSK:  Sure.

    THE PRESIDENT:  It’s a valuable commodity. 

    MR. MUSK:  Yeah.

    THE PRESIDENT:  I think they should be incentivized. 

    MR. MUSK:  Yes.

    THE PRESIDENT:  So, I’m totally for the teachers.

    MR. MUSK:  Absolutely.

    Q    I interview a guy a lot on radio.  He’s from Wichita, Kansas.  And he started —

    THE PRESIDENT:  Right.

    Q    — as a medical doctor.  Started Atlas.MD, and he’s now — he’s rolled it out nationwide.  Concierge care, $50 a month, 24-hour access to a doctor. 

    THE PRESIDENT:  Right.

    Q    You know, they use a lot of telemedicine now as part of it — very innovative.  He negotiates directly with pharmaceutical companies.  People — if they have high blood pressure, they walk out with their medicine.  They have high cholesterol, they walk out with their medicine.  And they pay pennies on the dollar.

    You mentioned —

    THE PRESIDENT:  By the way, forms of that could be done.

    Q    Forms of that?

    THE PRESIDENT:  Forms of that could be done.

    Q    Innovation. 

    THE PRESIDENT:  We got hurt when we didn’t get the vote on Obamacare.  I made Obamacare — I had a choice: I could let it rot and win a point, or I could do the best you could do with it.  And that’s what I did.  We did a great job with it, and we made it sort of work, but it’s lousy.  We could do so much better. 

    And when you say — you go to certain areas, they — they have doctors round the clock.  They have great medical care for a fraction of what we’re paying right now. 

    There are things we could do. 

    But, look, just overall, this man has been so valuable.  I hate to see the way they go after him.  They go after him.  It’s so unfair.  He doesn’t need this.  He wants to do this. 

    First of all, this is bigger than anything he’s ever done.  He’s done great companies and all, but this is much — you know, this is trillion — everything’s trillions, right?

    MR. MUSK:  Yeah.  The numbers are crazy.

    Q    To go back to my original point —

    THE PRESIDENT:  He can save —

    MR. MUSK:  Yeah.

    Q    But let me — give him his $10 million back.

    MR. MUSK:  Well — well — I — no.  So, people ask me, like, “What’s — what’s the — what’s the — what’s, like, the — what’s your biggest surprise in — in D.C.?”  And I’m like, “The sheer scale.”

    Q    It’s massive.  So, you love the challenge?

    MR. MUSK:  Well, I mean, to —

    THE PRESIDENT:  He’ll never do anything bigger.

    MR. MUSK:  To the president’s point —

    THE PRESIDENT:  That’s the only thing you can say, “He’ll

    never do anything” —

         MR. MUSK:  But, I mean, you do something slightly better, and you save billions of dollars for the American taxpayer — just slightly better.  Slightly.  (Laughs.)

         Q    When you say “tech support” —

         MR. MUSK:  You go one percent better, and it’s, like, you know, tens of billions of dollars saved to the American taxpayer. 

    Now, if I may address the point that you — the question you asked earlier, which is, you know, how do we assure people that —

    Q    They want to know.

    MR. MUSK:  Yeah, how do we assure people that we’re going to do the right thing, that their — that their Social Security benefits will be there, that their — the medical care will be good and s- — and — in fact, how do we make it — ensure that there’s better medical care in the future?  How do we improve their benefits?  How do we make sure that their Social Security check goes further than it did in the past and not — it doesn’t get weakened by inflation?

    So, the — if we — if we address the — the massive deficit spending, the sort of — the — the waste in the government, then — then we can actually address inflation. 

    So, provided the economy grows faster than the money supply, which means you stop the government overspending and the waste, and the output of real useful goods and services exceeds the increase in the money supply, you have no inflation.

    Q    Yeah.

    MR. MUSK:  And — and you also drop the — the interest payments that people pay, because if the government keeps —

    Q    Way too high.

    MR. MUSK:  Yes.  The — the reason the interest payments are so high is because the — the national debt keeps increasing.  So, the — the government is competing for — to sell debt with — for — with — with the private citizens.  This drives up the interest rate. 

    So, if you have a — if you have a — if you cut back on the deficit, you actually have an amazing situation for people, because you get r- — you get rid of inflation and you drop the interest rates.  And that means people’s mortgage payments go down, their credit card payments go down, their car payments go down, their student loans go down.  Everything — their — their life becomes more affordable and they’re standard of living improves.

    Q    How quickly?  Because I think people are suffering now.  We’re still living under the Biden-Harris economy. 

    THE PRESIDENT:  But, Sean, you have states right now —

    Q    Yeah.

    THE PRESIDENT:  You have some states that operate that way.  They operate as well as any corporation.  They really operate well.

    MR. MUSK:  Yeah.

    Q    Florida.

    THE PRESIDENT:  They have surpluses.  They ha- — they don’t —

    MR. MUSK:  Texas is — has a surplus, for example.

    Q    Yeah.

    THE PRESIDENT:  When they — when they look at New York and — and California and some of these places that should have an advantage — I mean, there’s a big advantage — or Pritzker does such a bad job in Illinois; it’s horrible how bad he is — and they don’t have that advantage. 

    You know, New York has stock exchange and a lot of things.  And California has the weather and the beautiful water and all the thing- —

    MR. MUSK:  California has — has great weather.  The most expensive weather on Earth.

    THE PRESIDENT:  Yeah.  (Laughter.)  But — but —

    Q    I like Florida.

    MR. MUSK:  Yeah.

    THE PRESIDENT:  But some states operate the way he’s talking about.

    Q    Efficiently.

    THE PRESIDENT:  When you go into some of these states, you’re going to find very little.  You’re going to find almost nothing.  They really operate well — big surpluses, low taxes.  And —

    Q    You know, my taxes went up the first time you were president, because you took away the SALT deduction —

    THE PRESIDENT:  I — well, I did.

    Q    — which, by the way, I thought was the right decision.

    THE PRESIDENT:  It was the right decision — in fact, Reagan tried to do it — because it rewards badly run states.

    But at the same time, it’s a tough — it was — it’s tough for the states.  I mean, it really is tough for the states. 

    The sad part is it rewards really badly run states. 

    Q    Yeah.

    THE PRESIDENT:  And Reagan tried to do it.  He was unable to do it.  I got it done. 

    Q    You got it done, and —

    THE PRESIDENT:  And now we’re going to give some back.

         Q    A little bit.

    THE PRESIDENT:  Because you know what?  We’ve got to help them.

    Q    It’s only a little.

    THE PRESIDENT:  We’ve got to help.

    Q    Because otherwi- — we’re encouraging people to elect high taxes, spen- —

    THE PRESIDENT:  Nobody had any idea it would be that devastating.  I did the right thing.  I got something that Reagan couldn’t do.  I got it done, where everybody is — are the same.  But you know what?  We’ve got to help them out.

    Q    Reagan had the Grace Commission, some of the best business minds in the country.

    THE PRESIDENT:  Right.

    Q    And they came up with recommendations.  Congress adopted none of them, and none of them were implemented. 

    I’ve got to ask this question, because the media is obsessed about it: What — what if there is a conflict?  In other words, because you do business — it was funny, when it came out the other day, that there was going to be, I think, $400 million — billio- — I don’t know if it was millions or billions — a lot of money on Teslas that Joe Biden’s administration w- — did with Tesla, and —

    MR. MUSK:  I’m not familiar with that.

    Q    You’re not even familiar with it?  But —

    MR. MUSK:  I — I don’t think — are you talking about, like, the Inflation Reduction Act stuff or —

    Q    It was some — it was a purchase order of Tesla vehicles. 

    MR. MUSK:  Oh.  Oh, that was — that was incorrect.  There was s- — like, there’s some sort of — the media claim that there was, like, $400 million worth of Cybertrucks —

    Q    That was it.

    MR. MUSK:  — being bought by the DOD.

    Q    And that he gave it to you.

    MR. MUSK:  No — well, first of all, that was —

    THE PRESIDENT:  No, actually, it was —

    MR. MUSK:  Th- — it was fa- —

    THE PRESIDENT:  It was Biden.

    Q    It was Biden.

    THE PRESIDENT:  And you know Biden wouldn’t give him much.

    MR. MUSK:  But — but it wasn’t even — it was fake news, six weeks to Sunday.  Tesla is not getting $400 million for Cybertrucks.  And the — and the — and this alleged —

    Q    That’s what it was, Cybertrucks.

    MR. MUSK:  This — yeah.  This alleged award occurred in December, before the president took office.  So, it’s — it’s fake on multiple levels.  There i- — Tesla isn’t getting $400 million.  And even if it — even if it was, which it isn’t, it was awarded during the Biden administration. 

    Q    Okay, but you’re — you — you —

    MR. MUSK:  It’s total fake news. 

    Q    There — there is —

    MR. MUSK:  It’s fake on, like — it’s like multiple leverals —

    Q    There is some integration —

    MR. MUSK:  — multiple layers of fake.

    Q    So, you’re — you’re tasked now — and I pray to God this is successful.  I really do.  I wish you Godspeed. 

    MR. MUSK:  Yeah.

    Q    You know, “Godspeed, John Glenn.”

    THE PRESIDENT:  It’s — it’s going to be, by the way.  I really believe it’s going to be.

    Q    But — but there —

    MR. MUSK:  Oh, yeah.

    Q    But there are legitimate areas —

    THE PRESIDENT:  Because the country is going to do well beside this. 

    This is cutting.  We’re only talking about cutting. 

    We’re also going to make a lot of money.  We’re g- — we’re taking in so much money.

    Q    But what about his business?  What if — if there is —

    THE PRESIDENT:  Then we won’t let him do it.

    Q    — a contract he would otherwise get?

    THE PRESIDENT:  We’re not going to let him do it.  He — if —

    Q    You’re not going to let him do it?

    THE PRESIDENT:  If he’s got a conflict — I mean, look — he —

    Q    Y- — now y- —

    THE PRESIDENT:  He’s in certain areas — I mean, I see this morning — I didn’t — I didn’t know, but I said, “Do the right thing” — where they’re cutting way back on the electric vehicle subsidies.

    MR. MUSK:  Yes.

    THE PRESIDENT:  They’re cutting back.

    Q    You’re losing —

    THE PRESIDENT:  Not only cutting back —

    Q    It hurts you.

    MR. MUSK:  Correct.

    THE PRESIDENT:  Yeah.

    Now, I will tell you —

    Q    You don’t care? 

    MR. MUSK:  Well —

    THE PRESIDENT:  He’s probably not that happy with it, but that would have been one thing he would have come to me and said, “Listen, you got to do me a favor.  This is crazy.”  (Laughter.)  But this was in the tax bill.  They’re cutting back on the subsidies. 

    I didn’t — I wasn’t involved in it.  I said, “Do what’s right, and you get” — and they’re coming up with the tax, but it’s just preliminary. 

         But I mean, if he were involved, wouldn’t you think he’d probably do that?  Now, maybe he does better if you cut back on the subsidies.  Who knows.  Because he figures — he does think differently.  He thinks he has a better product, and as long as he has a level playing field, he doesn’t care what you do —

         MR. MUSK:  Exactly.

         THE PRESIDENT:  — which he’s very — he’s told me that.

    MR. MUSK:  Yeah.  I mean, I haven’t asked the president for anything ever.

    THE PRESIDENT:  It’s true.

    Q    And if it comes up, how — how will you handle it?  (Inaudible.)

    THE PRESIDENT:  He won’t be involved. 

    MR. MUSK:  Yeah, I’ll — I’ll re- — I’ll recuse myself if it is a conflict.

    THE PRESIDENT:  If there’s a conflict, he won’t be involved. 

    MR. MUSK:  Yeah.

    THE PRESIDENT:  I mean, I wouldn’t want that, and he won’t want it.

    MR. MUSK:  Right.  And — and also, I’m getting a — sort of a daily proctology exam here.  You know, it’s not like I’ll be getting away from something in the dead of night. 

    Q    Welcome to D.C.  If you want a friend, get a dog. 

    MR. MUSK:  Well, I do have a dog, but I also have friends.  (Laughter.)  My dog loves me, poor little creature. 

    THE PRESIDENT:  You know the truth was —

    MR. MUSK:  I need to bring him to D.C.

    THE PRESIDENT:  He’s — I know every businessman.  I know the — the good ones, the bad ones, the smart ones, the lucky ones.  I know them all.  This guy is a ver- — he’s a brilliant guy.  He’s a great guy.  He’s got tremendous imagination and scientific imagin- — far beyond — you know, you keep talking about a technologist and all, but you’re much more than a technologist.  You are that.  But he’s also a good person.  He’s a very good person, and he wants to see the country do well. 

    And I know a lot of great businesspeople, really great business people, but, you know, they’re not really, in some cases, very good people.  And I know people that would try and take advantage of the situation. 

    This guy is somebody that really cares for the country, and I saw that very early on.  I saw it, really, a long time ago when I got to know him.  He’s a very different kind of a character. 

    That’s why — you know who loves him: young people that are very smart and that love the country.  He’s got, like, a tremendous following, because that’s what he’s — he’s a good person.

    And he doesn’t need this.  He didn’t need this, and he’s doing this to help the country.  If I didn’t win this election, this country was — I don’t think it could have made it.  I don’t — I mean, we’re allowing criminals — millions of criminals into our country, where everything is transgender, it’s men playing in women’s sports. 

    I mean, none of this stuff — you could go — I could give you a hundred things.  It’s almost like they’re trying to destroy the fabric of — of the country, of the world, because the world was following us.  Now the world is following us out of this pit. 

    We’ve done a lot.  I’ll tell you what, in three weeks, we’ve done more — I think we’ve done more — in — in terms of meaningful, not just dollars — than maybe any president ever.  And a lot of people are saying that.

    Q    Shock — it’s been shock and awe. 

    THE PRESIDENT:  I mean, if we can keep it going at this level, this country is going to be at a level that it’s never seen before. 

    Q    You know one of the things you did that I really thought was pretty clever and smart and fair, and that was reciprocal tariffs. 

    THE PRESIDENT:  Yeah, reciprocal. 

    Q    Ta- — I didn’t know India charged so much.  I didn’t know the European Union to charge them. 

    MR. MUSK:  Yeah, totally.

    Q    I didn’t know Canada was charging us.

    THE PRESIDENT:  Everybody.  Everybody.  Everybody but us.

    Q    Brazil, why?

    THE PRESIDENT:  And I was doing it — you know, I charged China tariffs.  I took in hundreds of billions of dollars, and I was doing that.  But when we got — we had the greatest economy in history.  But then we got hit with COVID, and we had to solve that problem, because I was doing it — and now I said, I want to come back and do the recipri- — because every country in the world almost — we have a deficit with almost every country — not every one, but just about, pretty close.

    And — but every country in the world takes advantage of us, and they do it with tariffs.  They makes — make it — it’s impossible for him to sell a car, practically, in, as an example, India.  I don’t know if that’s true or not, but I think —

    MR. MUSK:  The tariffs are like 100 percent import duty. 

    THE PRESIDENT:  The tariffs are so high —

    MR. MUSK:  Yeah.

    THE PRESIDENT:  — they don’t want to — now, if he built the factory in India, that’s okay, but that’s unfair to us.  It’s very unfair. 

    And I said, “You know what we do?”  I told Prime Minister Modi yesterday — he was here.  I said, “Here’s what you do.  We’re going to do — be very fair with you.”  They charge the highest tariffs in the world, just about.

    Q    36 percent?

    THE PRESIDENT:  Oh, much — much higher.

    MR. MUSK:  It’s 100 percent on — auto imports are 100 percent.

    THE PRESIDENT:  Yeah, that’s peanuts.  So, much higher.  And — and others too.  I said, “Here’s what we’re going to do: reciprocal.  Whatever you charge, I’m charging.”  He goes, “No, no, I don’t like that.”  “No, no, whatever you charge, I’m going to charge.”  I’m doing that with every country. 

    MR. MUSK:  It seems fair.

    Q    Don’t you —

    THE PRESIDENT:  (Laughs.)  It does.

    MR. MUSK:  It’s — it’s like fair is fair.

    THE PRESIDENT:  Nobody can argue with me.  You know, the media can’t argue — I said — they said, “Tariffs — you’re going to charge tariffs?”  You know, if I said, like, 25 percent they’d say, “Oh, that’s terrible.”  I don’t say that anymore —

    Q    Can I — (inaudible) —

    THE PRESIDENT:  — because I say, “Whatever they charge, we’ll charge.”  And you know what? 

         Q    They stop.

         THE PRESIDENT:  They — then they say, “Oh, that sounds fair.”

    MR. MUSK:  All the president is saying is that —

         Q    (Inaudible.)

         MR. MUSK:  — it needs to be at a level playing field and — and fair and square.

    Q    Yeah.  And how does — how —

    THE PRESIDENT:  And we’re going to make a lot of money and a lot of businesses are going to come pouring in.

    MR. MUSK:  How can you argue with a fair and square situation?

    Q    Don’t — don’t you think most of them will look at the — the — for example, without America, China’s economy will tank.  They need our business. 

    THE PRESIDENT:  They do.  Everybody needs us. 

    Q    Everybody needs it. 

    THE PRESIDENT:  And you know what?

    Q    Do- — don’t you think they’ll stop?

    THE PRESIDENT:  We only have so long left where we’re in this position.  We’re the bank, and the bank is getting smaller and smaller and smaller.  We — we’re the bank.  We got to do this now.  We can’t wait another 10 years and have a shell of a country left, because that’s what was going to happen.

    Q    Mr. President —

    THE PRESIDENT:  This country — if I didn’t win this election and have people like this man right here that really do care, because that’s the other word — if you don’t care, you could be the smartest guy in the world, it’s not going to matter.  But if we didn’t win this election, I’m telling you, we would not have had a country for very long.

    Q    How quickly —

    MR. MUSK:  May I say —

    Q    — do you balance the budget and — and when do we start paying down that debt?

    THE PRESIDENT:  Well, potentially, very quickly, between what he’s doing and with income coming in from tariffs and other things.  I mean, I hope we can — I don’t want to give a date, because then these people are going to say, “Oh, well, he didn’t make the date.”  But I think we can do it very quickly. 

    We would have never done it if this didn’t happen.  Never.  It would have never been — it would only get worse and worse, and ultimately, it would have exploded. 

    This country was headed down a very bad track.  And the whole DEI thing, that was — that was a trap.  That was a sick trap.

    Q    (Inaudible.)

         MR. MUSK:  (Inaudible.)

    THE PRESIDENT:  And, you know, we’ve destroyed that.  That’s gone.  That’s pretty much gone. 

    Q    I agree. 

         MR. MUSK:  (Inaudible) —

         Q    We’re not — we’re not funding it. 

    MR. MUSK:  If — I really want to — I really want to emphasize to people that — this is a very important point — if we don’t solve the deficit, there won’t be money for medical care.  There won’t be money —

    THE PRESIDENT:  Right.

    MR. MUSK:  — for Social Security.  We either solve the deficit or all we’ll be doing is paying debt.

    Q    Nobody — 

    MR. MUSK:  It’s — it’s got to be solved, or there’s no medical care, there’s no Social Security, there’s no nothing.  That’s got to be solved.  It’s not optional.  America will go bankrupt if this is not done.  That’s why I’m here. 

    Q    The president’s —

    THE PRESIDENT:  Europe takes advantage of us.

    MR. MUSK:  And — and I’d like to also just send a message — like, because, as the president said, like, this — there’s a lot of rich people out there.  They should be caring more about the country because — the reason they should be caring about — more about country is: America falls, what do you think is going to happen to your business?  What do — what do you think — do you think you’re be going to be okay if — if the ship of America sinks?  Of course not. 

    Like, what — what I’m doing here, what the president is doing is it’s just long-term thinking.  The ship of America must be strong.  The ship of America cannot sink.  If it sinks, we all sink with it.

         THE PRESIDENT:  Sean, you’re a —

    Q    This is what — this is what drives you? 

    MR. MUSK:  Yes.

    Q    This is important.  It says “tech support.”  So, you’re not trying to be president, as the media suggests.  You are really here because your heart and your passion is this.  And the president described you as being — this is the biggest thing you ever done.  Now you trying to bring sight to —

    THE PRESIDENT:  There could be nothing bigger.  There’s nothing —

    Q    You’re sending ships up to Mars — you know, spaceships up in the sky all the time —

    THE PRESIDENT:  That’s peanuts.

    Q    — and saving astronauts.  That’s pretty big. 

    THE PRESIDENT:  That’s peanuts compared to what we’re talking about.

    Q    It’s peanuts?

    THE PRESIDENT:  Yeah.

    Q    Do you agree with that?

    MR. MUSK:  Well, it’s esse- — it’s essential that America be healthy, that America’s economy be strong.  And — and if that — if — basically, like, my concern is like, if — if — America is the central pillar holding up Western civilization.  That pillar must be strong.  If that pillar falls, the whole roof comes crashing down.

    THE PRESIDENT:  Including his ships.

    MR. MUSK:  There’s no place to hide.

    THE PRESIDENT:  Including his ships going up.

    MR. MUSK:  There’s no place to run.

    THE PRESIDENT:  Nothing.  There’s nothing left. 

    Q    Why — why, if this is your goal, your motivation, you’re losing money in the process, you’re offeri- — you do all these nice things for people for free; you’re trying to solve, you know, blindness; you’re going to rescue astronauts; you help the people in North Carolina, California; you’re cutting money that was sent abroad that’s not helping the American people, then why the rage —

    MR. MUSK:  Actually, I think it was like —

         Q    But why this rage?

         MR. MUSK:  — it was not helping the American people and hurting people overseas, to be clear.

    Q    Why this rage against you now?  First, they hated him.  Now they hate both of you. 

    MR. MUSK:  Well, I think we’re seeing an antibody reaction from — from those who are receiving the — the wasteful and fraudulent money. 

    Q    They’re being exposed. 

    MR. MUSK:  Yes.

    Q    Nobody wants to be exposed when you’re corrupt. 

    MR. MUSK:  I’ll — I’ll tell you a lesson I learned at PayPal.  You know who complained the loudest — the quickest and the loudest and with the most amount of righteous indignation?  The fraudsters.  That’s who complained first, loudest, and — and they would generally have this immense overreaction.  That’s how we knew there were the fraudsters.  That’s how we knew.  There’s a tell.

    Q    What di- — I’ve never — I’ve never met you before today.

    MR. MUSK:  Yeah.

    Q    And it’s nice to meet you, by the way.  Thank — thank you for doing this. 

    You guys are really friends.  I could s- — you guys — I could see you kicking up your shoes.

    THE PRESIDENT:  Well, he doesn’t do this kind of thing.  And the way I figured that you’d get to know him is if I did it with him.  I said, “Come on, let’s do it together.”  He doesn’t do this. 

    I think he’s smarter not doing it, overall.  Because, you know, I mean, he’s done very well without doing it.  But he doesn’t feel it’s really worthwhile.  He wants the product to speak for itself, or whatever he does speak for itself.  But he views it as — you know, does it matter? 

    And I’m doing this with you today because I wanted to have people understand him.  And I think it’s very important — I disagree with him.  I think it’s very important that they do understand him. 

    He doesn’t need this.  He doesn’t need it.  Now, I happen to think it’s made him very popular.  I think it — he’s more popular now because there are so many people — you know, you’re talking about the radical left — they have the lowest ratings.  MSNBC is dying.  CNN is dying.  They’re all dying.  The New York Times is doing lousy.  The Washington Post is doing horribly.  They’re all doing badly because people don’t buy it anymore. 

    But I think it was important that he do this one interview.  You’ve been a very fair guy.  I think you were the right guy to do it.  If we could get some radical left guy — and he’d do just as well, frankly, because it’s all about common sense.

    Q    They would attack him —

    THE PRESIDENT:  But this — Sean —

    Q    — as being unconstitutional, not — a fascist. 

    THE PRESIDENT:  — to me this was a — it was important for people to understand, he’s doing a big job.  He’s doing a very thankless job.  He’s doing a thankless job, but he’s helping us to save our country. 

    Our country was in serious trouble, and I had to get the best guy, somebody with credibility, because if he were just a regular, good — very good, solid businessman, he wouldn’t have the credibility.  He’s got the best credibility for this. 

    And people also know he’s an honest guy.  He’s an honest guy.  He’s just a very, very smart guy who’s done amazing things.  And this will be the biggest thing he’s ever done, because, you know, his companies are all great.  But if this country goes bad — I guess where he is a little selfish is this.  He knows one thing and probably doesn’t think — but if his — if this country goes bad, his stuff is not going to be worth very much, I can tell you.

    MR. MUSK:  Well, I’d say, if the — if the ship of America sinks, we’re all go- — going down with it.  You know, this idea that people can escape to New Zealand or some other place is false.  If the central pillar of Western civilization that is America falls, the whole roof comes crashing down and there is no escape. 

    Q    It’s amazing, since you’ve been elected, to watch Canada, Mexico, Venezuela, Colombia — I — I was shocked at the statements that Vladimir Putin made about you.  I — I was shocked at the hostage release.  I was shocked that Venezuela had done it — had done it.  Zelenskyy wants a deal.  Putin wants a deal. 

    THE PRESIDENT:  All good statements.

    Q    King Abdullah was interested.

    THE PRESIDENT:  You mean by that all good statements.  Look, they respect the president of this country.  They respect — they did not respect the last president.  They laughed at him, and they laughed at our country, and he’s done great damage to our country. 

    Q    Have foreign leaders told you what they thought of Biden?

    THE PRESIDENT:  Yeah, they have, but I’d rather not say.  They — they have.  It’s not — it — look —

    Q    It’s the obvious. 

    THE PRESIDENT:  He was not George Washington, let’s put it that way. 

    MR. MUSK:  (Inaudible.)

    THE PRESIDENT:  Not the greatest. 

    Q    Sorry, if that’s (inaudible).

    THE PRESIDENT:  He’s done a tremendous disservice. 

    Q    Will you be here —

    THE PRESIDENT:  And, by the way, the Democrats have done a great disservice, and they ought to get their act together and use a little judgment, and they ought to work with us on straightening out this mess that — 

    Q    Who?  John Fetterman?

    THE PRESIDENT:  — a lot of people have —

    Q    Maybe?  Who — what Democrat is not radicalized? 

    THE PRESIDENT:  Actually, you mention John.

    Q    John Fetterman. 

    THE PRESIDENT:  He’s become the best voice in the Democrat party.  You know, I had lunch with him, and I thought he was terrific, but he’s a much different man than he was before he had this difficulty.  He used to be radical left, and I think he became much smarter, actually.  He’s really — he’s really a voice of reason. 

    But the Democrats have to get together.  They have to get their act together, because the stuff they — they talk about makes no sense.  It makes — none whatsoever.  And they must know it.  They must know.

    MR. MUSK:  Yeah.  I mean, like, the country has spoken very clearly and rejected the core tenets of the Demo- — Democratic Party.  The country voted t- — fo- — I mean, the country made the — America has made its vote clear.  The president won the popular vote decisively.  The Republicans won the House.  Repub- — Republicans won the Senate.  What more do you need?

    The Democratic Party needs to take a hard look in the mirror and — and change their ways. 

    Q    I think they went from shock, denial, into the depression stage of grief, and now they’re in the rage stage, where I anticipate they’ll stay for four years, and if they get the chance, they’ll want to impeach him 10 times.  Do you anticipate you’ll be here in four years?  My last question.

    MR. MUSK:  I’ll — I’ll be as helpful as long as I can be helpful.

    THE PRESIDENT:  That’s a good question.  I mean, I was thinking about that just now.  I said, “I wonder how long he’s going to be doing it.”  You can’t get somebody like this.  He cares, and he’s brilliant, and he’s got energy. 

    You need energy, also, in addition to those other things.

    You know, I have a lot of guys that are very smart, but they have no energy.  They want to sleep all day long.  You need a lot of energy.  He’s got a lot of energy.  He’s doing a great job. 

    If there’s any conflict, he — he will stop it.  But if he didn’t, I’d stop it.  I’d see if there’s a conflict.  I mean, we’re talking about big stuff.

    But he’s under a pretty big microscope. 

    MR. MUSK:  Yeah, seriously.

    THE PRESIDENT:  I mean, everybody is watching him.  If there’s a conflict, you’re going to be reading about it within about two minutes after the conflict.

    MR. MUSK:  Exactly.  There — there’s — the possibility of me getting away with something is 0 percent — 0.0.  I — I’m scrutinized to a ridiculous degree. 

    And — and the other thing is that we — you know, what — what’s — you know what’s better than saying “trust — trust me” is just full transparency.  So, what we’re doing with — with the DOGE — DOGE dot — just go to DOGE.gov.  You can see every single action that’s being taken. 

    And now –and I want to be clear, we are going to make some mistakes.  We’re not going to be perfect.  Nobody bats a thousand.  But we’re going to fix the mistakes very quickly.  That’s what matters: not that you don’t make mistakes, but that you fix the mistakes very fast. 

    THE PRESIDENT:  And you’re going to ask the other side, when they talk about, “This is a constitutional crisis,” you got to a- — what are they paying for?  Where are those tax — because when you read off the list of things, it’s a big con job.  See, when they talk Constitution —

    MR. MUSK:  Totally.

    THE PRESIDENT:  — it’s a total con job.

    MR. MUSK:  Yes.

    THE PRESIDENT:  They never talk — and I watch some of the shows —

    MR. MUSK:  It’s specifics — they avoid specifics.

    THE PRESIDENT:  Yeah, when you start talking about how did — how come they spent money on transgender here and transgender there —

    MR. MUSK:  Yeah, totally.

    THE PRESIDENT:  — and all the stuff in some country that nobody ever heard of, they don’t want to talk about it.  They just talk about, “This is a constitutional crisis.” 

    Q    It shocks the conscious.

    THE PRESIDENT:  The money is being squandered purposely — tremendous theft, tremendous kickbacks, everything — and we’re straightening it out.  And thank goodness.  I look up, and I say, “Thank you,” because I think if it went on for four more years, it would not be salvageable.  You wouldn’t be able —

    MR. MUSK:  Absolutely.

    THE PRESIDENT:  You wouldn’t be able to save it. 

    Q    You believe, too, that when you were in Butler, came within a millimeter being assassinated —

    THE PRESIDENT:  Yeah.

    Q    The day you endorsed him, that was that day.

    MR. MUSK:  Yes.

    Q    But you had been planning on it?

    MR. MUSK:  Yeah.

    Q    Pretty — I think everybody will never forget that iconic blood on your face.  “Fight, fight, fight.”  I actually was afra- — watching it and thought you might drop again.  You know, I didn’t know if it had hit you.  You can sometimes get up and then the blood starts to accumulate.  It was scary — pretty scary. 

    MR. MUSK:  Well, I mean, th- — this is how you know someone’s true character, because everyone can say they’re brave, but the president was actually shot.  Okay?  Courage under fire.  “Fight, fight, fight,” blood streaming down the face.  That’s true courage.  You can’t fake that. 

    Q    Yeah.  Thank you both. 

         Mr. President, thank you, sir. 

    THE PRESIDENT:  Thank you very much. 

    Q    Appreciate it.  Elon, thank you for your time.  Really nice to meet you. 

                                  END                    1:01 P.M. EST

    MIL OSI USA News

  • MIL-OSI China: ‘Ne Zha 2’ box office success ignites merchandise craze

    Source: China State Council Information Office 3

    “30 million achieved!” reads an announcement by FunCrazy, a creative toy brand, in its official Xiaohongshu post on February 16. The post, featuring an image of a Ne Zha collectible figure, marks a record-breaking milestone in less than a month: the co-branded crowdfunding campaign for the official movie “Ne Zha 2” merchandise surpasses 30 million yuan.

    Toys featuring Nezha, the main character from “Ne Zha 2,” are pictured at the workshop of a toy manufacturer in Xiangtan, central China’s Hunan Province, Feb. 8, 2025. (Xinhua/Chen Sihan)

    As the global earnings of “Ne Zha 2”, including pre-sales, hit a historic 12.319 billion yuan (about 1.72 billion U.S. dollars), its influence extends beyond the cinema to the shelves of both collectors and fans, marking a new chapter in the booming market for movie-related merchandise.

    Another example of Ne Zha’s IP value is evident in the collectible blind box series co-produced by Pop Mart and creators of the movie. Sales of the blind box series surpassed 10 million yuan within just eight days of the launch, while the first batch of products quickly sold out.

    In response to huge market demand, the brand has initiated pre-sales for subsequent batches of the blind box series, with shipping dates pushed back to late June. Pop Mart’s physical stores nationwide have largely sold out of them as well.

    However, for some eager fans, waiting for the pre-sale is simply not an option. On Goofish, a second-hand trading platform, the price of some in-stock blind boxes has already increased by more than three times.

    “I bought the full series of eight blind boxes as a birthday gift for myself. They’re so cute, and they even recreated the scene where Ne Zha and Ao Bing join forces to fight the villain,” shared by a movie fan on her Xiaohongshu post.

    The iconic scene from the movie added extra popularity to the merchandise. Many fans recreated the moment when the two protagonists, Ne Zha and Ao Bing, hold hands to battle the thunder in collectible figures and shared them on social media, boosting its viral spread.

    The massive success of Ne Zha’s merchandise sales highlights the growing economic impact of IPs. Beyond box office earnings, purchasing merchandise offers fans a tangible connection to the characters and stories, amplifying the value of an IP in today’s entertainment industry.

    Consumer demand for spiritual and cultural values is rising, with a shift from functional attributes to emotional and spiritual significance. Consequently, diverse IP derivatives have become key catalysts for driving market enthusiasm, said Jiang Duo, associate professor of the Communication University of China.

    “Ne Zha 2” is not the first cultural product to benefit from the spillover effect of the IP economy. In 2023, the Chinese sci-fi blockbuster “The Wandering Earth II” raked in a whopping box office revenue. A movie-related crowdfunding project was launched for merchandise.

    The project garnered over 433,000 orders and raised more than 100 million yuan, far exceeding the original goal of 100,000 yuan.

    Movie IPs are transitioning from being solely driven by box office revenue to exploring multiple sources of value, injecting more vitality into the cultural market. More and more Chinese companies are focusing on IP development and the cultural and creative industry. Their products are becoming much more sophisticated, and the expansion of offline channels plays a crucial role in supporting the development of the IP economy, said Jiang.

    MIL OSI China News

  • MIL-OSI China: China to further remove market access barriers for private sector

    Source: China State Council Information Office

    Technicians check products at a private chemical fiber enterprise in Tongxiang, Zhejiang province. [Photo/Xinhua]

    China is set to expedite the revision of its negative list for market entry and further remove barriers to market access, as part of its larger drive to bolster the healthy development of the private economy, the country’s top economic regulator said on Tuesday.

    The move came after President Xi Jinping, during a symposium on private enterprises on Monday in Beijing, reiterated China’s commitment to boosting the private sector through concrete efforts, sending a clear message of support from the government, analysts said.

    They said that policymakers will take further targeted measures to resolve issues faced by private companies and create a favorable business environment, which will significantly help boost confidence and expectations among private enterprises and entrepreneurs.

    “China will accelerate the push for revising and updating the negative list on market access, and areas that are not on the list will all be deemed as fully open,” said Zheng Bei, deputy head of the National Development and Reform Commission, according to a China Central Television news report.

    She said the country will continue to open up fields, such as competitive infrastructure sectors and major national scientific research infrastructure, to private companies.

    China will also encourage private enterprises to play a more active role in the implementation of major national strategies and the buildup of the nation’s security capacity in key areas, as well as in programs for large-scale equipment upgrades and trade-in deals for consumer goods.

    “The country is sending strong signals on optimizing the business environment for private enterprises, addressing market access and financing issues, and enhancing corporate confidence through the rule of law, which will help promote high-quality economic development,” said Hong Yong, an associate research fellow at the Chinese Academy of International Trade and Economic Cooperation.

    He highlighted that the healthy development of the private economy plays a pivotal role in keeping the economy dynamic, serving as a driving force for shoring up growth and stabilizing the overall economy.

    According to the NDRC, the private sector’s scale, innovation capabilities and international competitiveness have all significantly improved in recent years. Official data showed that private enterprises account for over 92 percent of the total number of businesses in China and more than 92 percent of the nation’s high-tech companies.

    Going forward, the government will work to remove the remaining obstacles to market entry and access to factors of production, building a unified, open, competitive and orderly market system, the NDRC said.

    Zheng from the NDRC said that China will continue to strengthen legal protection for private enterprises and entrepreneurs, pushing forward the legislative process for a private economy promotion law. The draft law on promoting the private economy was submitted for deliberation in December to the Standing Committee of the 14th National People’s Congress.

    Bai Wenxi, vice-chairman of the China Enterprise Capital Union, said that China has outlined a clear direction for the future development of the private economy — promoting the high-quality growth of the private economy and encouraging private enterprises to play a bigger role in the implementation of national strategies and key areas of development.

    “These initiatives have sent a clear signal of the country’s high regard and support for the private economy, demonstrating that the private sector’s position in China’s economy is irreplaceable,” he noted. “The country will continue to optimize the business environment and support the healthy development of the private economy.”

    Citing measures mapped out by the NDRC, such as revising the negative list on market access and addressing financing difficulties, he said that these will “provide a rising number of growth opportunities for private companies and help alleviate their burdens”.

    Looking ahead, Bai said it is advisable for the government to take further moves to remove some implicit barriers and resolve issues faced by the private sector, such as difficulties in accessing affordable financing.

    “Potential moves may include further encouraging financial institutions to develop financial products tailored to private enterprises and expand their financing channels,” he added.

    Bai’s views were echoed by Pan Helin, a member of the Ministry of Industry and Information Technology’s Expert Committee for the Information and Communication Economy, who said he believes that the government will introduce more measures to support the development of the private economy.

    “The focus will be placed on optimizing the business environment, such as streamlining administrative approval processes, improving efficiency, reducing operational costs for businesses, and enhancing the overall satisfaction and sense of benefit for private enterprises,” Pan said.

    MIL OSI China News

  • MIL-OSI China: Dunhuang in China’s Gansu embraces new development

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

    Dunhuang in China’s Gansu embraces new development

    Updated: February 19, 2025 09:43 Xinhua
    An aerial drone photo shows the mingsha mountain and crescent spring scenic spot in Dunhuang, northwest China’s Gansu Province, Nov. 23, 2024. Around 2,000 years ago, Dunhuang was a key hub on the ancient Silk Road. Chinese silk and tea passed through this gateway en route to other countries, while agricultural products such as grapes, carrots and pomegranates made their way into China. Known for its breathtaking landscapes and historical significance, Dunhuang holds a treasure trove of ancient Buddhist relics and art. In recent years, Dunhuang has leveraged its cultural tourism resources and vigorously attracted visitors and scholars from around the world who are keen to delve into its historical significance and witness its modern cultural revival. Once served for thousands of years as a meeting point of the East and the West along the ancient Silk Road, Dunhuang has now revived to embrace new development. [Photo/Xinhua]
    Tourists watch a fulldome digital movie in Dunhuang, northwest China’s Gansu Province, Sept. 4, 2024. [Photo/Xinhua]
    An aerial drone photo taken on April 25, 2023 shows the Mogao Caves in Dunhuang, northwest China’s Gansu Province. [Photo/Xinhua]
    This photo taken on July 16, 2024 shows a view of the site of Yumen Pass in Dunhuang, northwest China’s Gansu Province. [Photo/Xinhua]
    Tourists visit the Mogao Caves in Dunhuang, northwest China’s Gansu Province, June 7, 2024. [Photo/Xinhua]
    Visitors ride camels at the mingsha mountain and crescent spring scenic spot in Dunhuang, northwest China’s Gansu Province, Feb. 4, 2025. [Photo/Xinhua]
    A teacher guides students to sing a song with characteristics of Dunhuang at a primary school in Dunhuang, northwest China’s Gansu Province, April 26, 2023. [Photo/Xinhua]
    A tourist tries out VR device to experience virtual tour of the Mogao Caves in Dunhuang, northwest China’s Gansu Province, Sept. 22, 2024. [Photo/Xinhua]
    A performance featuring traditional Dunhuang music and dance is staged during the 7th Silk Road (Dunhuang) International Cultural Expo in Dunhuang, northwest China’s Gansu Province, Sept. 20, 2024. [Photo/Xinhua]
    Tourists visit a night market in Dunhuang, northwest China’s Gansu Province, March 16, 2023. [Photo/Xinhua]
    People read books at a bookstore in Dunhuang, northwest China’s Gansu Province, April 21, 2022. [Photo/Xinhua]
    Tourists try out VR devices to experience virtual tours of Dunhuang in Dunhuang, northwest China’s Gansu Province, July 22, 2024. [Photo/Xinhua]
    This photo taken on Feb. 12, 2025 shows a statue in Dunhuang, northwest China’s Gansu Province. [Photo/Xinhua]
    Tourists purchase souvenirs at a night market in Dunhuang, northwest China’s Gansu Province, May 10, 2024. [Photo/Xinhua]
    Rangers patrol along the Great Wall at the site of Yumen Pass in Dunhuang, northwest China’s Gansu Province, July 16, 2024. [Photo/Xinhua]
    Envoys take a selfie at the Mogao Grottoes in Dunhuang, northwest China’s Gansu Province, June 7, 2024. [Photo/Xinhua]
    Tourists visit the site of Yumen Pass in Dunhuang, northwest China’s Gansu Province, Sept. 4, 2024. [Photo/Xinhua]
    Tourists visit the 7th Silk Road (Dunhuang) International Cultural Expo in Dunhuang, northwest China’s Gansu Province, Sept. 21, 2024. [Photo/Xinhua]
    An aerial drone photo taken on June 14, 2023 shows the scenery along Danghe River in Dunhuang, northwest China’s Gansu Province. [Photo/Xinhua]
    A staff member stitches mural images on a computer at the Dunhuang Academy in Dunhuang, northwest China’s Gansu Province, April 25, 2023. [Photo/Xinhua]

    MIL OSI China News

  • MIL-OSI USA: Durbin Condemns President Trump’s Art Of Appeasement To Russian President Vladimir Putin

    US Senate News:

    Source: United States Senator for Illinois Dick Durbin

    February 18, 2025

    Durbin: President Trump has always had a strange affinity for assorted autocrats and dictators—a troubling stain and liability for the leader of the free world

    WASHINGTON  In a speech on the Senate floor, U.S. Senate Democratic Whip Dick Durbin (D-IL) condemned President Trump’s appeasement to Russian President Vladimir Putin—where Trump announced key concessions to Putin regarding Ukraine, while apparently ignoring Ukraine’s key demands. Durbin began his speech by recounting history in which British Prime Minister Neville Chamberlain touted the now infamous Munich Agreement as the way to stave off Hitler’s Nazi Germany. One year later, Hitler invaded Poland and triggered World War II.

    “Over time, Chamberlain’s name became synonymous with the term ‘appeasement.’ And for good reason. You see, while Chamberlain’s goal of peace may have been honorable, he was dangerously naïve about the human nature of a tyrant in Germany who was bent on territorial and maniacal ambitions—pursuits that could only be thwarted with strength,” said Durbin. “Well, President Trump’s ‘art of the deal’ opening negotiation with Vladimir Putin has the same naïve odor of appeasement.”

    Durbin continued, “Trump and his fledgling Defense Secretary publicly gave away huge concessions at the start—signaling they would not insist on a return to Ukraine’s sovereign 2014 borders or future NATO membership. It’s also not clear from the Administration’s bewildering Munich Security Conference remarks if Trump plans to even include Ukraine, or our European allies, in the negotiations over its own future. It is no wonder that in the UK—where they remember Chamberlain’s folly all too well—Donald Trump’s early pronouncements were lambasted for their misreading of history by leaders across the political spectrum.”

    Members of the UK Parliament are speaking out against President Trump’s attempt to work with Putin. One Member of Parliament lamented that the West now “might be facing the worse betrayal of a European ally since Poland in 1945.” Another stated, “This is less the Art of a Deal and more a charter for Appeasement.”

    Durbin concluded, “President Trump has always had a strange affinity for autocrats and dictators—a troubling stain and liability for the leader of the free world. He almost seems to want their adoration and admiration—especially compared to the clear-eyed leadership of Ronald Reagan in his dealing with the Soviets. But there are real consequences to Trump’s autocrat liaisons for American and allied security—ones Republicans in the Senate must take more seriously. His crazy rants about Greenland, Canada as a 51st state, Panama, and the Gulf of Mexico may be amusing to some including himself, but it certainly does not portend well for the foreign policy of the United States. Simply caving to Putin and walking away from Ukraine—just as Chamberlain did to Hitler—is an invitation for more confrontations in the future.”

    Video of Durbin’s remarks on the Senate floor is available here.

    Audio of Durbin’s remarks on the Senate floor is available here.

    Footage of Durbin’s remarks on the Senate floor is available here for TV Stations.

    -30-

    MIL OSI USA News

  • MIL-OSI USA: Durbin Slams Senate Republicans For Blindly Supporting Kash Patel For FBI Director Despite Serious Concerns On Fitness To Serve

    US Senate News:

    Source: United States Senator for Illinois Dick Durbin

    February 18, 2025

    Ahead of procedural vote, Durbin: “My Senate Republican colleagues are willfully ignoring myriad red flags about Mr. Patel, especially his recurring instinct to threaten retribution against his and President Trump’s perceived enemies.”

    WASHINGTON – Ahead of tonight’s procedural vote on the nomination of Kash Patel to be Director of the Federal Bureau of Investigation (FBI), U.S. Senate Democratic Whip Dick Durbin (D-IL), Ranking Member of the Senate Judiciary Committee, spoke on the Senate Floor regarding his serious concerns about Mr. Patel, which includes whistleblower reports that Mr. Patel has been personally involved in the ongoing purge of FBI officials.

    Key Quotes:

    “After meeting with Mr. Patel, reviewing his record, and questioning him under oath at his hearing, I am deeply concerned about his fitness to serve as FBI Director. He has neither the experience, the judgment, nor the temperament to lead the FBI.”

    “My Senate Republican colleagues, sadly, are willfully ignoring myriad red flags about Mr. Patel, especially his recurring instinct to threaten retribution against his political enemies and President Trump’s perceived enemies. This is an extremely dangerous characteristic for someone who seeks to lead the nation’s most powerful domestic investigative agency for the next 10 years.”

    “On day one, [Kash Patel] plans to ‘shut down the F.B.I. Hoover Building and reopen it the next day as a museum of the ‘deep state.’’ He even wrote a book on this subject, and I punished myself by requiring that I read it from cover to cover so I understood exactly what this man believed. He has peddled outrageous conspiracy theories that benefit President Trump, claiming that January 6th—the assault on the Capitol—was ‘never an insurrection’ and that the FBI ‘was planning January 6 for a year.’ Where is this man coming up with these wild theories?”

    “He compiled an enemies list and published it in the back of his book. Sixty names—‘members of the deep state,’ which includes distinguished public servants from both political parties—like former Attorneys General Bill Barr and Merrick Garland and former FBI Directors Robert Mueller and Chris Wray as the so-called ‘members of the deep state’… whatever that may be.”

    “[Patel] decided to assemble a choir of the January 6th individuals who were prosecuted. Then he was involved in making a recording of a patriotic song that these prisoners were singing. Then, he was selling this recording and playing it at the rallies for President Trump… which he denied during our hearing, under oath.”

    “Before even being confirmed as the FBI Director, Mr. Patel is already seeking retribution on behalf of President Trump despite Patel’s status as a private citizen. Multiple whistleblowers have disclosed highly credible information to my staff, indicating that Mr. Patel has personally directed the ongoing purge of senior law enforcement officials at the FBI. Senior leaders with collectively hundreds of years of experience have been forced out at the FBI, creating a leadership vacuum.”

    “In the FBI’s long history, this has never happened before—never. Keep in mind that the Director is the only [political] appointee at the FBI, and [that] the leaders have been forced out despite their career commitment to law enforcement. This purge has dramatically weakened FBI’s ability to protect the country from national security threats and made America less safe.”

    “If these whistleblower allegations are true that Kash Patel, as a private citizen, has been orchestrating the purging of the ranks at the FBI because of political loyalty questions, I will tell you that he came dangerously close to perjuring himself during his nomination hearing when he was asked about the possible firings of FBI officials and he answered, under oath, ‘I don’t know what’s going on right now’ at the FBI. Mr. President, we’re told that’s not true.”

    “Mr. Patel has been open about his plans to dismantle the FBI and seek retribution against his and President Trump’s enemies. His directives as a private citizen have already thrown the Bureau into absolute chaos.”

    “Mr. Patel’s recent actions and testimony before the Senate Judiciary Committee confirm my belief that he is dangerous, inexperienced, and he’s been dishonest in portraying his role in what’s happening at the FBI.”

    “It will be a political and national security disaster if he is confirmed.”

    Video of Durbin’s remarks on the floor is available here.

    Audio of Durbin’s remarks on the floor is available here.

    Footage of Durbin’s remarks on the floor is available here for TV Stations.

    -30-

    MIL OSI USA News

  • MIL-OSI Australia: Minns Labor Government cracking down on relationships between prison staff and inmates

    Source: New South Wales Government 2

    Headline: Minns Labor Government cracking down on relationships between prison staff and inmates

    Published: 19 February 2025

    Released by: Minister for Corrections


    The Minns Labor Government has changed the law to make it easier to convict prison staff who have sexual relationships with inmates.

    Under the change, all sexual relationships between prison staff and inmates will be illegal, with staff facing criminal liability, including a potential prison sentence.

    The Crimes (Administration of Sentences) Act 1999 passed the NSW Parliament last nightand removes a requirement to prove that a sexual relationship between a member of staff and an inmate poses a risk to the safety and security of the prison.

    The strengthening of the misconduct offence was recommended by the Special Commission of Inquiry into Offending by Former Officer Wayne Astill at Dillwynia Correctional Centre.

    The inquiry found multiple failings in the management and culture at Dillwynia Correctional Centre and across the Corrective Services NSW system.

    The Minns Labor Government accepted all 31 recommendations of the Inquiry, in full or in principle, as a commitment to lifting standards and restoring confidence in our prisons and improving safety for both staff and inmates.

    The change is one of a number of amendments introduced in the Crimes (Administration of Sentences) Amendment Bill 2024 to strengthen processes, enhance transparency, and improve Corrective Services NSW’s operations.

    The Government is rebuilding trust in the NSW corrective services system through:

    • Installing hundreds of new CCTV cameras and a network-wide capacity to store and access footage for at least 90 days so that serious matters can be reviewed.
    • Establishing a new Sexual Misconduct Reporting Line and new advocacy service to ensure inmates can voice concerns.
    • All uniformed staff at Dillwynia Correctional Centre who work with inmates now have body-worn cameras.
    • Mandatory training for all new Corrective Services staff working in female correctional centres.
    • Corrective Services NSW has been elevated to a stand-alone agency directly accountable to the Minister and the Government.

    Quotes attributable to Minister for Corrections Anoulack Chanthivong:

    “Corrective Services staff engaging in sexual conduct with inmates is utterly unacceptable and a total abuse of authority, which is why it is now a crime in any circumstance.

    “Such behaviour indicates a deplorable abuse of the staff’s position and a breach of their duty of care to the inmate.

    “While the majority of our Corrective Services staff do the right thing, for those that don’t, the days of receiving a slap on the wrist are over.

    “We have provided $30 million for priority reforms so far in response to the Astill Inquiry, including setting up a sexual misconduct line to provide a free and confidential avenue for inmates to report illegal behaviour.

    “We’ve also increased the number of CCTV cameras in our prisons and boosted our capacity to store and access footage for at least 90 days, to enable serious matters to be reviewed more effectively.” 

    MIL OSI News

  • MIL-Evening Report: Vibes are something we feel but can’t quite explain. Now researchers want to study them

    Source: The Conversation (Au and NZ) – By Ash Watson, Scientia Fellow and Senior Lecturer, UNSW Sydney

    Shutterstock

    When we’re uncomfortable we say the “vibe is off”. When we’re having a good time we’re “vibing”. To assess the mood we do a “vibe check”. And when the atmosphere in the room changes we call it a “vibe shift”.

    In a broad sense, a “vibe” is something akin to a mood, atmosphere or energy.

    But this is an imperfect definition. Often, we’ll use this term to describe something we feel powerfully, but find hard to articulate.

    As journalist and cultural critic Kyle Chayka described in 2021, a vibe is “a placeholder for an unplaceable feeling or impression, an atmosphere that you couldn’t or didn’t want to put into words”.

    Being able to understand the subtleties of social interactions – that is, to “feel the vibes” – is extremely valuable, not just for our social interactions, but also for researchers who study people.

    What’s behind the rise of vibes? And how can sociologists like myself unpack “vibe culture” to make sense of the world?

    A history of vibes

    The nuance and complexity of vibes makes them an interesting cultural trend. Vibes can be very specific, but can also totally resist specificity.

    Australians (and fans of Australiana) will remember the iconic line from the beloved 1997 film The Castle: “It’s just the vibe of the thing… I rest my case.”

    While it may seem like a recent cultural development, vibe isn’t the first example of cryptic language being used to express an ambiguous thing or situation. There are similar concepts with long histories, such as “quintessence” in Ancient Greek philosophy and “auras” in mysticism.

    More recently, vibes rose in popularity through music including 1960s rock, epitomised by the Beach Boys (“pickin’ up good vibrations”) and Black American rap vernacular from the 1990s, such as in the song Vibes and Stuff by A Tribe Called Quest (“we got, we got, we got the vibes”).

    ‘Vibes’ rose in popularity through music including 1960s rock and 1990s Black American rap.
    Shutterstock

    While we don’t know when the term was first used as it is today, it seems to have taken hold in the 1970s.

    I trawled the online archive of The New Yorker and found an early mention of vibes in a 1971 report about communes in New York City.

    One interviewee spoke about the “vibration of togetherness” that drew them to the commune. Ending the day on the subway, the author Hendrik Hertzberg (now a senior editor at the magazine) “just sat there and soaked up the good vibes”.

    New uses and meanings have emerged in the years since.

    Vibes today

    As vibe is used in more ways, its meaning becomes expanded and diffused. A person or situation can have good vibes, bad vibes, weird vibes, laid-back vibes, or any other adjective you can imagine.

    Language is a central part of qualitative research. While new phrases and slang can be casual and superficial, they can also represent broader, more complex concepts. Vibe is a great example of this: a simple term that refers to something potent yet ephemeral, affecting yet ambiguous.

    By paying attention to the words people use to describe their experiences, sociologists can identify patterns of social interactions and shifts in social attitudes.

    Perhaps vibes work like a heuristic – a mental shortcut – but for feeling rather than thinking.

    People use heuristics to make everyday decisions or draw conclusions based on their experiences. Heuristics are, in essence, our common sense. And “vibes” might be best described as our common feeling, as they speak to a subtle aspect of how we collectively relate and interact.

    Sociologists have long studied complex common feelings. Ambivalence, for instance, has been a focus in research on digital privacy. Studying when and why people feel ambivalent about digital technology can help us understand their seemingly contradictory behaviour, such as when they say they are concerned about privacy, but do very little to protect their information.

    Ambivalence reveals how people make decisions via small, everyday compromises – moments and feelings that may be overlooked in quantitative research. A qualitative approach can help us to align policies with people’s real-world behaviours.

    Researchers react

    Then again, it’s difficult to study something people find hard to articulate in the first place. Asking participants to rank the “vibes” of something in a survey doesn’t quite work.

    So researchers are finding new ways to feel the vibe: to see what participants see, to feel what they feel and get a deeper understanding of their lived experiences.

    For instance, such study could provide insight into how senior clinicians make important decisions amid uncertainty. We already know making decisions in complex situations involves more than logic and rationality.

    In one Australian study published last year, researchers assessed how vibes have become part of online advertising algorithms. The researchers analysed the social media feeds of more than 200 young people, using the concept of vibes to show how advertising models attune to individuals and social groups.

    Such approaches can complement, or even update, tried-and-tested research methods, expanding on what we know about human relationships and experiences.

    Ash Watson receives funding from the Australian Research Council.

    ref. Vibes are something we feel but can’t quite explain. Now researchers want to study them – https://theconversation.com/vibes-are-something-we-feel-but-cant-quite-explain-now-researchers-want-to-study-them-247907

    MIL OSI AnalysisEveningReport.nz

  • MIL-OSI Global: Ne Zha 2: the ancient philosophies behind China’s record-breaking new animated film

    Source: The Conversation – Global Perspectives – By Yanyan Hong, PhD Candidate in Communication and Media Studies, University of Adelaide

    IMDB

    On the surface, Ne Zha 2: The Sea’s Fury (2025), the sequel to the 2019 Chinese blockbuster Nezha: Birth of the Demon Child, is a high-octane, action-packed and visually stunning animated spectacle, full of hilarious moments and thrilling fight scenes.

    But beneath all that, it’s something much deeper: a bold re-imagining of Chinese traditional mythology, cultural history and philosophies.

    Unlike Hollywood’s classic hero’s journey, Ne Zha 2 is rooted in Chinese thought, weaving together ideas from Buddhism, Confucianism, Daoism, Mohism, Legalism and more.

    Through the story of a baby-faced warrior god who battles demons, it channels centuries of Chinese tradition into something refreshing, relevant and undeniably global.

    The film’s success speaks for itself. Directed by Yang Yu (aka Jiao Zi), Ne Zha 2 has shattered multiple global box office records, pulling in more than US$1 billion in China in just one week.

    It has entered the top 10 highest-grossing films of all time, and has become the highest-grossing animated film – outperforming Inside Out 2 (2024).

    But what makes Ne Zha 2 so compelling beyond its visual spectacle? At its heart, it’s an inspiring story about identity, free will, self-determination and rebellion – ideas that resonate far beyond China.

    A child hero forged in myth and philosophy

    Ne Zha is a rebellious deity in traditional Chinese folklore – a boy born with immense superpower, who defies both divine and social expectations.

    Most people who know of Ne Zha will trace his legend back to Fengshen Yanyi, or Investiture of the Gods, a Ming Dynasty novel that blends mythology with historical elements.

    Ne Zha’s true origins, however, trace back to India.

    “Ne Zha” is a shortened transliteration of the Sanskrit Nalakuvara (or Nalakūbara), an Indian mythological figure who appears in Buddhist and Hindu mythology.

    As Buddhism spread to China during the Tang Dynasty, Ne Zha evolved from an intimidating guardian deity into the rebellious, fire-wheeled warrior we know today.

    In Ne Zha 2, this “fighting spirit” against authority and hierarchy is taken even further, turning the story into a deeper philosophical exploration of morality, fate, self-worth and power.

    Good and evil – a Daoist perspective

    One of the most thought-provoking aspects of Ne Zha 2 is how it challenges the idea of good and evil.

    In Daoist philosophy, evil and good, often known as Yin and Yang, are not absolute, but are rather shifting, interconnected forces.

    Through its two protagonists: the “Demon Pill” (Ne Zha) and his noble dragon prince buddy, “Spirit Pearl” (Ao Bing), the film beautifully reflects this Daoist idea of balance and self-discovery.

    Their merging further blurs the line between hero and villain and brings to life a core concept from the 2,400-year-old text Dao De Jing (Tao Te Ching), written around 400 BC by Chinese philosopher Laozi (also called Lao Tzu).

    Laozi emphasises that righteousness and villainy aren’t always what they seem. “When the world knows beauty as beauty, there arises ugliness,” he says.

    Those we assume to be noble may turn out to be dark inside, while those deemed evil might be fighting for what is right.

    Ne Zha’s character in the film embodies this Daoist philosophy. Echoing the Xisheng Jing, The Scripture of Western Ascension, he declares, “My fate is up to me, not the Heaven.”

    He is the demon child who is willing to die fighting for his own destiny, proving that even the smallest, most underestimated individual can change the world.

    Beyond family bonds: rebirth of Confucianism

    In one scene, Ne Zha is struck by the “heart-piercing curse”, a brutal spell that covers his body in ten thousand thorns, causing unbearable pain and keeping him under control by targeting his heart. Ne Zha’s human mother, Lady Yin, clings to him as his thorns pierce her skin – yet she refuses to let go.

    It’s a moment of heartbreak, parental love and inner awakening. As his mother takes her final breath, in Ne Zha’s grief, his body shatters into a million pieces. And then, he is reborn.

    This is the film’s emotional climax, in which the so-called demon child awakens to “Rén” (benevolence), a core Confucian virtue.

    Confucianism teaches that true morality isn’t imposed by rules but arises naturally from within. Ne Zha doesn’t just seek revenge, he awakes to fight for those who have been oppressed, embracing his identity with unwavering resolve.

    But perhaps the most profound transformation comes from the dragon prince Ao Bing. As the last hope of his people, burdened by centuries of expectation, he finally makes a choice, not for legacy, not for his ancestors, but for himself.

    In this moment, his once-imposing father Dragon King releases his grip: “Your path is yours to forge.”

    The weight of tradition gives way to something new, reflecting a changing China where younger generations are defining their own paths.

    Wisdom of Legalism and Mohism

    Beyond Daoist and Confucian ideals, Ne Zha 2 also weaves in Legalist reform and Mohist resistance. These philosophies challenge rigid hierarchies (or in Ne Zha’s case, “divine order”) and advocate for collective justice.

    Across Ne Zha’s three major trials and the climactic celestial-demon war, a brutal truth emerges: those deemed unworthy – whether groundhogs, mystical beings, or ordinary humans – are sacrificed to uphold the elite’s rule.

    Take the small groundhogs. Dressed in patched clothes, surviving on pumpkin porridge. They’ve never harmed anyone. Yet, they are mercilessly crushed in the name of celestial balance.

    Then there’s Shiji Niangniang, or Lady Rock, a recluse who harms no one. She indulges only in her own beauty and speaks to her enchanted mirror. Yet the heavens brand her a demon, sealing her fate.

    A similar cruelty befalls the Dragon Clan and the people of Chentangguan, all caught in a war where they are mere pawns on a celestial chessboard.

    Even the last battle is not just Ne Zha’s fight, but a battlefield showing the Chinese spirit of collectivism. Dragons, shrimp soldiers, crab generals, octopus warriors, humans and millions of goblins stand side by side to rewrite destiny.

    The celestial-demon war itself plays out like a lesson in Sun Tzu’s Art of War, which states that “All warfare is based on deception.” War is about strategy, resilience and the unstoppable will to rise.

    Ne Zha carries the weight of Eastern cultural essence: Daoist balance, Confucian ethics, Mohist resistance, Legalist reform and the strategic wisdom of The Art of War. It is a truly Chinese story, igniting next year’s Oscar buzz and sparking a global awakening to Eastern culture.

    Just as Ne Zha is reborn in flames, so too does Chinese animation rise, not by breaking from its past, but by forging a bold future.

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

    ref. Ne Zha 2: the ancient philosophies behind China’s record-breaking new animated film – https://theconversation.com/ne-zha-2-the-ancient-philosophies-behind-chinas-record-breaking-new-animated-film-249850

    MIL OSI – Global Reports

  • MIL-OSI: CVR Energy Reports Fourth Quarter and Full-Year 2024 Results

    Source: GlobeNewswire (MIL-OSI)

    • Reported full-year 2024 net income attributable to CVR Energy stockholders of $7 million and EBITDA of $394 million.
    • Paid cumulative cash dividends attributable to 2024 of $1.00 per share.
    • Enhanced liquidity by $408 million in the fourth quarter of 2024 through a Term Loan and the sale of our 50 percent interest in Midway Pipeline.

    SUGAR LAND, Tx, Feb. 18, 2025 (GLOBE NEWSWIRE) — CVR Energy, Inc. (“CVR Energy” or the “Company”) (NYSE: CVI) today announced fourth quarter 2024 net income attributable to CVR Energy stockholders of $28 million, or 28 cents per diluted share, compared to fourth quarter 2023 net income attributable to CVR Energy stockholders of $91 million, or 91 cents per diluted share. Adjusted loss for the fourth quarter of 2024 was 13 cents per diluted share compared to adjusted earnings of 65 cents per diluted share in the fourth quarter of 2023. Net income for the fourth quarter of 2024 was $40 million, compared to net income of $97 million in the fourth quarter of 2023. Fourth quarter 2024 EBITDA was $122 million, compared to fourth quarter 2023 EBITDA of $204 million. Adjusted EBITDA for the fourth quarter of 2024 was $67 million, compared to adjusted EBITDA of $170 million in the fourth quarter of 2023.

    For full-year 2024, the Company reported net income attributable to CVR Energy stockholders of $7 million, or 6 cents per diluted share, compared to net income attributable to CVR Energy stockholders for full-year 2023 of $769 million, or $7.65 per diluted share. Adjusted loss for full-year 2024 was 51 cents per diluted share compared to adjusted earnings of $5.64 per diluted share for full-year 2023. Net income for full-year 2024 was $45 million, compared to net income of $878 million for full-year 2023. Full-year 2024 EBITDA was $394 million, compared to full-year 2023 EBITDA of $1.4 billion. Adjusted EBITDA for full-year 2024 was $317 million, compared to adjusted EBITDA of $1.2 billion for full-year 2023.

    “CVR Energy’s 2024 full-year and fourth quarter results for its refining business were lower than the previous year due to reduced crack spreads and, to a lesser degree, decreased throughputs,” said Dave Lamp, CVR Energy’s Chief Executive Officer. “We commenced our planned Coffeyville turnaround early, which should position us well for the improvement in cracks we expect as summer driving season begins and capacity rationalization occurs.

    “CVR Partners operated well during 2024, with consolidated ammonia plant utilization of 96 percent,” Lamp said. “The Partnership is pleased to have declared a fourth quarter 2024 cash distribution of $1.75 per common unit, with cumulative cash distributions of $6.76 per common unit for 2024.”

    Petroleum Segment

    Fourth Quarter 2024 Compared to Fourth Quarter 2023

    The Petroleum Segment reported fourth quarter 2024 net income of $35 million and EBITDA of $72 million, compared to net income of $158 million and EBITDA of $196 million for the fourth quarter of 2023. Adjusted EBITDA for the Petroleum Segment was $9 million for the fourth quarter of 2024, compared to $152 million for the fourth quarter of 2023.

    Combined total throughput for the fourth quarter of 2024 was approximately 214,000 barrels per day (“bpd”), compared to approximately 223,000 bpd of combined total throughput for the fourth quarter of 2023.

    Refining margin for the fourth quarter of 2024 was $165 million, or $8.37 per total throughput barrel, compared to $307 million, or $15.01 per total throughput barrel, during the same period in 2023. Included in our fourth quarter 2024 refining margin were favorable mark-to-market impacts on our outstanding Renewable Fuel Standard (“RFS”) obligation of $57 million, unfavorable derivative impacts of $6 million from open crack spread swap positions and unfavorable inventory valuation impacts of $12 million. Excluding these items, adjusted refining margin for the fourth quarter of 2024 was $6.45 per barrel, compared to an adjusted refining margin per barrel of $12.91 for the fourth quarter of 2023. The decrease in adjusted refining margin per barrel was primarily due to a decrease in the Group 3 2-1-1 crack spread.

    Full-Year 2024 Compared to Full-Year 2023

    The Petroleum Segment reported full-year 2024 net income of $70 million and EBITDA of $223 million, compared to net income of $1.1 billion and EBITDA of $1.2 billion for full-year 2023. Adjusted EBITDA for the Petroleum Segment was $138 million for full-year 2024, compared to $903 million for full-year 2023.

    Combined total throughput for full-year 2024 was approximately 196,000 bpd, compared to approximately 208,000 bpd for full-year 2023.

    Refining margin was $684 million, or $9.53 per total throughput barrel, for full-year 2024 compared to $1.7 billion, or $21.82 per total throughput barrel, for full-year 2023. Included in our full-year 2024 refining margin were favorable mark-to-market impacts on our outstanding RFS obligation of $89 million, unfavorable derivative impacts of $22 million from open crack spread swap positions, and unfavorable inventory valuation impacts of $6 million. Excluding these items, adjusted refining margin for full-year 2024 was $8.67 per barrel, compared to an adjusted refining margin per barrel of $18.11 for full-year 2023. The decrease in adjusted refining margin per barrel was primarily due to a decrease in the Group 3 2-1-1 crack spread.

    Renewables Segment

    Effective for the year ended December 31, 2024, and due to the prominence of the renewables business relative to the Company’s overall 2024 performance, we have revised our reportable segments to reflect a new reportable segment – Renewables. The Renewables Segment includes the operations of the renewable diesel unit and renewable feedstock pretreater at the refinery in Wynnewood, Oklahoma.

    Fourth Quarter 2024 Compared to Fourth Quarter 2023

    The Renewables Segment reported fourth quarter 2024 net loss of $3 million and EBITDA of $3 million, compared to net loss of $30 million and EBITDA loss of $26 million for the fourth quarter of 2023. Adjusted EBITDA for the Renewables Segment was $9 million for the fourth quarter of 2024, compared to Adjusted EBITDA loss of $17 million for the fourth quarter of 2023.

    Total vegetable oil throughput for the fourth quarter of 2024 was approximately 187,000 gallons per day (“gpd”), compared to approximately 200,000 gpd for the fourth quarter of 2023.

    Renewables margin was $14 million, or 79 cents per vegetable oil throughput gallon, for the fourth quarter of 2024 compared to a loss of $17 million, or 90 cents per vegetable oil throughput gallon, for the fourth quarter of 2023. Factors contributing to our fourth quarter 2024 renewables margin were lower cost of sales of $46 million due to a decrease in vegetable oil feed prices and an increase in the Heating Oil – Bean Oil (“HOBO”) spread of 7 cents per gallon driven by a decrease in soybean oil prices of 9 cents per pound due to increased U.S. soybean oil inventories resulting from higher production levels.

    Full-Year 2024 Compared to Full-Year 2023

    The Renewables Segment reported full-year 2024 net loss of $21 million and EBITDA of $3 million, compared to net loss of $36 million and EBITDA loss of $17 million for full-year 2023. Adjusted EBITDA for the Renewables Segment was $10 million for full-year 2024, compared to Adjusted EBITDA loss of $5 million for full-year 2023.

    Total vegetable oil throughput for full-year 2024 was approximately 151,000 gpd, compared to approximately 226,000 gpd for full-year 2023.

    Renewables margin was $44 million, or 80 cents per vegetable oil throughput gallon, for full-year 2024 compared to $22 million, or 27 cents per vegetable oil throughput gallon, for full-year 2023. Factors contributing to our full-year 2024 renewables margin were favorable cost of sales of $284 million due to lower vegetable oil feed prices, an increase in the HOBO spread of 59 cents per gallon driven by a decrease in soybean oil prices of 14 cents per pound due to increased U.S. soybean oil inventories resulting from higher production levels and an increase in renewable diesel yield due to improved catalyst performance in the current year.

    Nitrogen Fertilizer Segment

    Fourth Quarter 2024 Compared to Fourth Quarter 2023

    The Nitrogen Fertilizer Segment reported net income of $18 million and EBITDA of $50 million on net sales of $140 million for the fourth quarter of 2024, compared to net income of $10 million and EBITDA of $38 million on net sales of $142 million for the fourth quarter of 2023.

    CVR Partners’ fertilizer facilities produced a combined 210,000 tons of ammonia during the fourth quarter of 2024, of which 80,000 net tons were available for sale, while the rest was upgraded to other fertilizer products, including 310,000 tons of urea ammonia nitrate (“UAN”). During the fourth quarter of 2023, the fertilizer facilities produced 205,000 tons of ammonia, of which 75,000 net tons were available for sale, while the remainder was upgraded to other fertilizer products, including 306,000 tons of UAN.

    For the fourth quarter of 2024, average realized gate prices for UAN declined by 5 percent to $229 per ton and ammonia improved by 3 percent to $475 per ton when compared to the fourth quarter of 2023. Average realized gate prices for UAN and ammonia were $241 per ton and $461 per ton, respectively, for the fourth quarter of 2023.

    Full-Year 2024 Compared to Full-Year 2023

    The Nitrogen Fertilizer Segment reported net income of $61 million and EBITDA of $179 million on net sales of $525 million for full-year 2024, compared to net income of $172 million and EBITDA of $281 million on net sales of $681 million for full-year 2023.

    For full-year 2024, our fertilizer facilities produced a combined 836,000 tons of ammonia, of which 270,000 net tons were available for sale, while the rest was upgraded to other fertilizer products, including 1,273,000 tons of UAN. For full-year 2023, the fertilizer facilities produced 864,000 tons of ammonia, of which 270,000 net tons were available for sale, while the remainder was upgraded to other fertilizer products, including 1,369,000 tons of UAN.

    For full-year 2024, average realized gate prices for UAN declined by 20 percent to $248 per ton and ammonia declined by 16 percent to $479 per ton when compared to the full-year 2023. Average realized gate prices for UAN and ammonia were $309 per ton and $573 per ton, respectively, for full-year 2023.

    Corporate and Other

    The Company reported income tax benefit of $26 million, or (137.2) percent of income before income taxes, for the year ended December 31, 2024, compared to an income tax expense of $207 million, or 19.1 percent of income before income taxes, for the year ended December 31, 2023. The decrease in income tax expense was due primarily to a decrease in overall pretax earnings for the year ended December 31, 2024, compared to the year ended December 31, 2023. In addition, the change in the effective tax rate was due primarily to changes in pretax earnings attributable to noncontrolling interests and the impact of federal and state tax credits and incentives generated in relation to overall pretax earnings for the year ended December 31, 2024, compared to the year ended December 31, 2023.

    Cash, Debt and Dividend

    During the fourth quarter of 2024, we completed two liquidity enhancing transactions generating net proceeds of $318 million from the senior secured term loan facility (the “Term Loan”) issuance and approximately $90 million of gross proceeds from the sale of our subsidiary’s 50% interest in the Midway Pipeline.

    Consolidated cash and cash equivalents was $987 million at December 31, 2024. Consolidated total debt and finance lease obligations was $1.9 billion at December 31, 2024, including $569 million held by the Nitrogen Fertilizer Segment.

    CVR Partners announced that the Board of Directors of its general partner declared a fourth quarter 2024 cash distribution of $1.75 per common unit, which will be paid on March 10, 2025, to common unitholders of record as of March 3, 2025.

    Fourth Quarter 2024 Earnings Conference Call

    CVR Energy previously announced that it will host its fourth quarter and full-year 2024 Earnings Conference Call on Wednesday, February 19, at 1 p.m. Eastern. This Earnings Conference Call may also include discussion of Company developments, forward-looking information and other material information about business and financial matters.

    The fourth quarter and full-year 2024 Earnings Conference Call will be webcast live and can be accessed on the Investor Relations section of CVR Energy’s website at www.CVREnergy.com. For investors or analysts who want to participate during the call, the dial-in number is (877) 407-8291. The webcast will be archived and available for 14 days at https://edge.media-server.com/mmc/p/4a2maqba. A repeat of the call can be accessed for 14 days by dialing (877) 660-6853, conference ID 13751234.

    Forward-Looking Statements
    This news release may contain forward-looking statements within the meaning of Section 27A of the Securities Act of 1933, as amended, and Section 21E of the Securities Exchange Act of 1934, as amended. Statements concerning current estimates, expectations and projections about future results, performance, prospects, opportunities, plans, actions and events and other statements, concerns, or matters that are not historical facts are “forward-looking statements,” as that term is defined under the federal securities laws. These forward-looking statements include, but are not limited to, statements regarding future: continued safe and reliable operations; drivers of our results; EBITDA and Adjusted EBITDA; asset utilization, capture, production volume, throughput product yield and crude oil gathering rates; cash flow generation; operating income and net sales; throughput; refining margin; crack spreads, including the improvement thereof; capacity rationalization; impact of costs to comply with the RFS and revaluation of our RFS liability; crude oil and refined product pricing impacts on inventory valuation; derivative gains and losses and the drivers thereof; crack spreads, including the drivers thereof; demand trends; RIN generation levels; ethanol and biodiesel blending activities; inventory levels; benefits of our corporate transformation to segregate our renewables business; access to capital and new partnerships; RIN pricing, including its impact on performance and the Company’s ability to offset the impact thereof; carbon capture and decarbonization initiatives; ammonia and UAN pricing; global fertilizer industry conditions; grain prices; crop inventory levels; crop and planting levels; demand for refined products; economic downturns and demand destruction; production levels and utilization at our nitrogen fertilizer facilities; nitrogen fertilizer sales volumes; ability to and levels to which we upgrade ammonia to other fertilizer products, including UAN; income tax expense, including the drivers thereof; changes to pretax earnings and our effective tax rate; the availability of tax credits and incentives; production rates and operations capabilities of our renewable diesel unit, including the ability to return to hydrocarbon service; renewable feedstock throughput; use of proceeds under our debt instruments; debt levels; cash and cash equivalent levels; dividends and distributions, including the timing, payment and amount (if any) thereof; direct operating expenses, capital expenditures, depreciation and amortization and turnaround expense; cash reserves; timing of turnarounds; impacts of any pandemic; labor supply shortages, difficulties, disputes or strikes, including the impact thereof; and other matters. You can generally identify forward-looking statements by our use of forward-looking terminology such as “anticipate,” “believe,” “continue,” “could,” “estimate,” “expect,” “explore,” “evaluate,” “intend,” “may,” “might,” “plan,” “potential,” “predict,” “seek,” “should,” or “will,” or the negative thereof or other variations thereon or comparable terminology. These forward-looking statements are only predictions and involve known and unknown risks and uncertainties, many of which are beyond our control. Investors are cautioned that various factors may affect these forward-looking statements, including (among others) the health and economic effects of any pandemic, demand for fossil fuels and price volatility of crude oil, other feedstocks and refined products; the ability of Company to pay cash dividends and of CVR Partners to make cash distributions; potential operating hazards; costs of compliance with existing or new laws and regulations and potential liabilities arising therefrom; impacts of the planting season on CVR Partners; our controlling shareholder’s intention regarding ownership of our common stock or CVR Partners’ common units; general economic and business conditions; political disturbances, geopolitical instability and tensions; existing and future laws, rulings, policies and regulations, including the reinterpretation or amplification thereof by regulators, and including but not limited to those relating to the environment, climate change, and/or the production, transportation, or storage of hazardous chemicals, materials, or substances, like ammonia; political uncertainty and impacts to the oil and gas industry and the United States economy generally as a result of actions taken by a new administration, including the imposition of tariffs or changes in climate or other energy laws, rules, regulations, or policies; impacts of plant outages; potential operating hazards from accidents, fires, severe weather, tornadoes, floods, wildfires, or other natural disasters; and other risks. For additional discussion of risk factors which may affect our results, please see the risk factors and other disclosures included in our most recent Annual Report on Form 10-K, any subsequently filed Quarterly Reports on Form 10-Q and our other Securities and Exchange Commission (“SEC”) filings. These and other risks may cause our actual results, performance or achievements to differ materially from any future results, performance or achievements expressed or implied by these forward-looking statements. Given these risks and uncertainties, you are cautioned not to place undue reliance on such forward-looking statements. The forward-looking statements included in this news release are made only as of the date hereof. CVR Energy disclaims any intention or obligation to update publicly or revise any forward-looking statements, whether as a result of new information, future events or otherwise, except to the extent required by law.

    About CVR Energy, Inc.
    Headquartered in Sugar Land, Texas, CVR Energy is a diversified holding company primarily engaged in the renewable fuels and petroleum refining and marketing businesses, as well as in the nitrogen fertilizer manufacturing business through its interest in CVR Partners, LP. CVR Energy subsidiaries serve as the general partner and own 37 percent of the common units of CVR Partners.

    Investors and others should note that CVR Energy may announce material information using SEC filings, press releases, public conference calls, webcasts and the Investor Relations page of its website. CVR Energy may use these channels to distribute material information about the Company and to communicate important information about the Company, corporate initiatives and other matters. Information that CVR Energy posts on its website could be deemed material; therefore, CVR Energy encourages investors, the media, its customers, business partners and others interested in the Company to review the information posted on its website.

    Contact Information:

    Investor Relations
    Richard Roberts
    (281) 207-3205
    InvestorRelations@CVREnergy.com

    Media Relations
    Brandee Stephens
    (281) 207-3516
    MediaRelations@CVREnergy.com

    Non-GAAP Measures

    Our management uses certain non-GAAP performance measures, and reconciliations to those measures, to evaluate current and past performance and prospects for the future to supplement our financial information presented in accordance with accounting principles generally accepted in the United States (“GAAP”). These non-GAAP financial measures are important factors in assessing our operating results and profitability and include the performance and liquidity measures defined below.

    As a result of continuing volatile market conditions and the impacts certain non-cash items may have on the evaluation of our operations and results, the Company began disclosing the Adjusted Refining Margin non-GAAP measure, as defined below, in the second quarter of 2024. We believe the presentation of this non-GAAP measure is meaningful to compare our operating results between periods and better aligns with our peer companies. All prior periods presented have been conformed to the definition below.

    The following are non-GAAP measures we present for the three and twelve months ended December 31, 2024 and 2023:

    EBITDA – Consolidated net income (loss) before (i) interest expense, net, (ii) income tax expense (benefit) and (iii) depreciation and amortization expense.

    Petroleum EBITDA, Renewables EBITDA, and Nitrogen Fertilizer EBITDA – Segment net income (loss) before segment (i) interest expense, net, (ii) income tax expense (benefit), and (iii) depreciation and amortization.

    Refining Margin – The difference between our Petroleum Segment net sales and cost of materials and other.

    Adjusted Refining Margin – Refining Margin adjusted for certain significant noncash items and items that management believes are not attributable to or indicative of our underlying operational results of the period or that may obscure results and trends we deem useful.

    Refining Margin and Adjusted Refining Margin, per Throughput Barrel – Refining Margin and Adjusted Refining Margin divided by the total throughput barrels during the period, which is calculated as total throughput barrels per day times the number of days in the period.

    Direct Operating Expenses per Throughput Barrel – Direct operating expenses for our Petroleum Segment divided by total throughput barrels for the period, which is calculated as total throughput barrels per day times the number of days in the period.

    Renewables Margin – The difference between our Renewables Segment net sales and cost of materials and other.

    Adjusted Renewables Margin – Renewables Margin adjusted for certain significant noncash items and items that management believes are not attributable to or indicative of our underlying operational results of the period or that may obscure results and trends we deem useful.

    Renewables Margin and Adjusted Renewables Margin, per Vegetable Oil Throughput Gallon – Renewables Margin and Adjusted Renewables Margin divided by the total vegetable oil throughput gallons for the period, which is calculated as total vegetable oil throughput gallons per day times the number of days in the period.

    Direct Operating Expenses per Vegetable Oil Throughput Gallon – Direct operating expenses for our Renewables Segment divided by total vegetable oil throughput gallons for the period, which is calculated as total vegetable oil throughput gallons per day times the number of days in the period.

    Adjusted EBITDA, Petroleum Adjusted EBITDA, Renewables Adjusted EBITDA, and Nitrogen Fertilizer Adjusted EBITDA – EBITDA, Petroleum EBITDA, Renewables EBITDA, and Nitrogen Fertilizer EBITDA adjusted for certain significant non-cash items and items that management believes are not attributable to or indicative of our underlying operational results of the period or that may obscure results and trends we deem useful.

    Adjusted Earnings (Loss) per Share – Earnings (loss) per share adjusted for certain significant non-cash items and items that management believes are not attributable to or indicative of our on-going operations or that may obscure our underlying results and trends.

    Free Cash Flow – Net cash provided by (used in) operating activities less capital expenditures and capitalized turnaround expenditures.

    We present these measures because we believe they may help investors, analysts, lenders and ratings agencies analyze our results of operations and liquidity in conjunction with our U.S. GAAP results, including but not limited to our operating performance as compared to other publicly traded companies in the refining and fertilizer industries, without regard to historical cost basis or financing methods and our ability to incur and service debt and fund capital expenditures. Non-GAAP measures have important limitations as analytical tools, because they exclude some, but not all, items that affect net earnings and operating income. These measures should not be considered substitutes for their most directly comparable U.S. GAAP financial measures. See “Non-GAAP Reconciliations” included herein for reconciliation of these amounts. Due to rounding, numbers presented within this section may not add or equal to numbers or totals presented elsewhere within this document.

    Factors Affecting Comparability of Our Financial Results

    Petroleum Segment

    Major Scheduled Turnaround Activities – Our results of operations for the periods presented may not be comparable with prior periods or to our results of operations in the future due to capitalized expenditures as part of planned turnarounds. Total capitalized expenditures were $58 million and $60 million during the years ended December 31, 2024 and 2023, respectively. The next planned turnaround commenced in January 2025 at the Coffeyville Refinery.

    Midway JV Disposition – On December 23, 2024, a subsidiary of the Company sold the 50% limited liability company interests it owned in the Midway Pipeline, LLC to Plains Pipeline, L.P. in exchange for cash consideration of approximately $90 million. The sale resulted in a gain of $24 million within Other income (expense), net in the Company’s Consolidated Statements of Operations.

    CVR Energy, Inc.
    (unaudited)

    Consolidated Statement of Operations Data

      Three Months Ended
    December 31,
      Year Ended
    December 31,
    (in millions, except per share data)  2024     2023     2024     2023 
    Net sales $ 1,947     $ 2,202     $ 7,610     $ 9,247  
    Operating costs and expenses:              
    Cost of materials and other   1,653       1,802       6,448       7,013  
    Direct operating expenses (exclusive of depreciation and amortization)   165       166       667       670  
    Depreciation and amortization   72       75       290       291  
    Cost of sales   1,890       2,043       7,405       7,974  
    Selling, general and administrative expenses (exclusive of depreciation and amortization)   35       34       139       141  
    Depreciation and amortization   2       1       8       7  
    (Gain) loss on asset disposal   (1 )                 2  
    Operating income   21       124       58       1,123  
    Other income (expense):              
    Interest expense, net   (20 )     (9 )     (77 )     (52 )
    Other income, net   27       4       38       14  
    Income before income tax expense   28       119       19       1,085  
    Income tax expense (benefit)   (12 )     22       (26 )     207  
    Net income   40       97       45       878  
    Less: Net income attributable to noncontrolling interest   12       6       38       109  
    Net income attributable to CVR Energy stockholders $ 28     $ 91     $ 7     $ 769  
                   
    Basic and diluted earnings per share $ 0.28     $ 0.91     $ 0.06     $ 7.65  
    Dividends declared per share $     $ 2.00     $ 1.50     $ 4.50  
                   
    Adjusted (loss) earnings per share $ (0.13 )   $ 0.65     $ (0.51 )   $ 5.64  
    EBITDA* $ 122     $ 204     $ 394     $ 1,435  
    Adjusted EBITDA* $ 67     $ 170     $ 317     $ 1,164  
                   
    Weighted-average common shares outstanding – basic and diluted   100.5       100.5       100.5       100.5  

    ____________________

    * See “Non-GAAP Reconciliations” section below.

    Selected Consolidated Balance Sheet Data

    (in millions) December 31, 2024   December 31, 2023
    Cash and cash equivalents $ 987   $ 581
    Working capital   726     497
    Total assets   4,263     4,707
    Total debt and finance lease obligations, including current portion   1,919     2,185
    Total liabilities   3,375     3,669
    Total CVR stockholders’ equity   703     847

    Selected Consolidated Cash Flow Data

      Three Months Ended
    December 31,
      Year Ended
    December 31,
    (in millions)  2024    2023     2024     2023 
    Net cash flows provided by (used in):              
    Operating activities $ 98   $ (36 )   $ 404     $ 948  
    Investing activities   43     (58 )     (121 )     (239 )
    Financing activities   312     384       (482 )     (40 )
    Net increase (decrease) in cash, cash equivalents and restricted cash $ 453   $ 290     $ (199 )   $ 669  
                   
    Free cash flow * $ 40   $ (94 )   $ 181     $ 708  

    _____________________

    * See “Non-GAAP Reconciliations” section below.

    Selected Segment Data

      Three Months Ended December 31, 2024   Three Months Ended December 31, 2023
    (in millions) Petroleum   Renewables   Nitrogen Fertilizer   Consolidated   Petroleum   Renewables   Nitrogen Fertilizer   Consolidated
    Net sales $ 1,755   $ 93     $ 140   $ 1,947   $ 1,997   $ 110     $ 142   $ 2,202
    Operating income (loss)   4     (3 )     26     21     144     (31 )     17     124
    Net income (loss)   35     (3 )     18     40     158     (30 )     10     97
    EBITDA *   72     3       50     122     196     (26 )     38     204
                                   
    Capital Expenditures: (1)                              
    Maintenance $ 24   $ 1     $ 15   $ 40   $ 24   $ 1     $ 11   $ 36
    Growth   7           3     11     5     8           13
    Total capital expenditures $ 31   $ 1     $ 18   $ 51   $ 29   $ 9     $ 11   $ 49
      Year Ended December 31, 2024   Year Ended December 31, 2023
    (in millions) Petroleum   Renewables   Nitrogen
    Fertilizer
      Consolidated   Petroleum   Renewables   Nitrogen
    Fertilizer
      Consolidated
    Net sales $ 6,920   $ 289     $ 525   $ 7,610   $ 8,287   $ 559     $ 681   $ 9,247
    Operating income (loss)   12     (22 )     90     58     982     (37 )     201     1,123
    Net income (loss)   70     (21 )     61     45     1,071     (36 )     172     878
    EBITDA *   223     3       179     394     1,185     (17 )     281     1,435
                                   
    Capital Expenditures: (1)                              
    Maintenance $ 90   $ 3     $ 30   $ 127   $ 94   $ 2     $ 28   $ 128
    Growth   38     8       7     54     14     54       1     69
    Total capital expenditures $ 128   $ 11     $ 37   $ 181   $ 108   $ 56     $ 29   $ 197

    ______________________

    * See “Non-GAAP Reconciliations” section below.

    (1)   Capital expenditures are shown exclusive of capitalized turnaround expenditures and business combinations.

      

      December 31, 2024   December 31, 2023
    (in millions) Petroleum   Renewables   Nitrogen
    Fertilizer
      Consolidated   Petroleum   Renewables   Nitrogen
    Fertilizer
      Consolidated
    Cash and cash equivalents (1) $ 735   $ 13   $ 91   $ 987   $ 375   $ 16   $ 45   $ 581
    Total assets   3,288     420     1,019     4,263     2,978     344     975     4,707
    Total debt and finance lease obligations, including current portion (2)   354         569     1,919     44     5     547     2,185

    ___________________________

    (1)   Corporate cash and cash equivalents consisted of $148 million and $145 million at December 31, 2024 and December 31, 2023, respectively.
    (2)   Corporate total debt and finance lease obligations, including current portion consisted of $996 million and $1,594 million at December 31, 2024 and December 31, 2023, respectively.

    Petroleum Segment

    Key Operating Metrics per Total Throughput Barrel

      Three Months Ended
    December 31,
      Year Ended
    December 31,
       2024    2023    2024    2023
    Refining margin * $ 8.37   $ 15.01   $ 9.53   $ 21.82
    Adjusted refining margin *   6.45     12.91     8.67     18.11
    Direct operating expenses *   5.13     4.69     5.86     5.34

    ___________________

    * See “Non-GAAP Reconciliations” section below.

    Throughput Data by Refinery

      Three Months Ended
    December 31,
      Year Ended
    December 31,
    (in bpd) 2024   2023   2024   2023
    Coffeyville              
    Gathered crude 69,560   61,733   71,382   62,263
    Other domestic 47,732   57,161   39,360   49,930
    Canadian 3,969   6,109   7,304   3,265
    Condensate   7,115   3,177   7,566
    Other crude oil 5,709     2,546  
    Other feedstocks and blendstocks 14,997   16,321   12,511   13,490
    Wynnewood              
    Gathered crude 55,507   49,061   46,185   50,900
    Other domestic   2,974   980   2,112
    Condensate 10,747   17,192   9,165   15,228
    Other feedstocks and blendstocks 5,482   4,888   3,668   3,465
    Total throughput 213,703   222,554   196,278   208,219

    Production Data by Refinery

      Three Months Ended
    December 31,
      Year Ended
    December 31,
    (in bpd) 2024   2023   2024   2023
    Coffeyville              
    Gasoline         72,868             76,921             69,771             69,847  
    Distillate         61,016             62,570             56,690             57,888  
    Other liquid products         3,775             4,168             5,125             4,388  
    Solids         4,349             4,798             4,762             4,123  
    Wynnewood              
    Gasoline         40,139             42,363             33,106             38,843  
    Distillate         24,473             25,432             20,917             24,978  
    Other liquid products         4,405             5,480             4,551             6,882  
    Solids         12             9             9             10  
    Total production         211,037             221,741             194,931             206,959  
                   
    Light product yield (as % of total crude throughput) (1) 102.7 %   103.0 %   100.2 %   100.2 %
    Liquid volume yield (as % of total throughput) (2) 96.7 %   97.5 %   96.9 %   97.4 %
    Distillate yield (as % of total crude throughput) (3) 44.2 %   43.7 %   43.1 %   43.3 %

    ______________________

    (1)   Total Gasoline and Distillate divided by total Gathered crude, Other domestic, Canadian, and Condensate throughput (collectively, “Total Crude Throughput”).
    (2)   Total Gasoline, Distillate, and Other liquid products divided by total throughput.
    (3)   Total Distillate divided by Total Crude Throughput.

    Key Market Indicators

      Three Months Ended
    December 31,
      Year Ended
    December 31,
    (dollars per barrel)  2024     2023     2024     2023 
    West Texas Intermediate (WTI) NYMEX $ 70.32     $ 78.53     $ 75.77     $ 77.57  
    Crude Oil Differentials to WTI:              
    Brent   3.69       4.32       4.09       4.60  
    WCS (heavy sour)   (12.25 )     (22.91 )     (13.86 )     (17.97 )
    Condensate   (0.24 )     (0.30 )     (0.48 )     (0.21 )
    Midland Cushing   0.87       1.09       1.10       1.26  
    NYMEX Crack Spreads:              
    Gasoline   13.84       13.69       20.91       27.88  
    Heating Oil   23.40       41.34       26.67       40.60  
    NYMEX 2-1-1 Crack Spread   18.62       27.52       23.79       34.24  
    PADD II Group 3 Product Basis:              
    Gasoline   (4.03 )     (4.75 )     (6.52 )     (2.92 )
    Ultra Low Sulfur Diesel (ULSD)           (4.57 )             (2.96 )             (4.96 )             (1.02 )
    PADD II Group 3 Product Crack Spread:              
    Gasoline   9.81       8.94       14.40       24.96  
    ULSD   18.83       38.38       21.71       39.57  
    PADD II Group 3 2-1-1   14.32       23.66       18.05       32.27  

    Renewables Segment

    Key Operating Metrics per Vegetable Oil Throughput Gallon

      Three Months Ended
    December 31,
      Year Ended
    December 31,
       2024    2023     2024    2023
    Renewables margin * $ 0.79   $ (0.90 )   $ 0.80   $ 0.27
    Adjusted renewables margin *   1.16     (0.43 )     0.93     0.41
    Direct operating expenses *   0.48     0.37       0.57     0.35

    __________________________

    * See “Non-GAAP Reconciliations” section below.

    Renewables Throughput Data

      Three Months Ended
    December 31,
      Year Ended
    December 31,
    (in gallons per day) 2024   2023   2024   2023
    Corn Oil 81,497   90,932   52,807   53,661
    Soybean Oil 105,351   109,242   98,439   172,297
    Other feedstocks and blendstocks 91,709   46,210   58,730   51,039
    Total throughput 278,557   246,384   209,976   276,997

    Renewables Production Data

      Three Months Ended
    December 31,
      Year Ended
    December 31,
    (in gallons per day) 2024    2023    2024    2023 
    Renewable diesel 163,110     176,200     134,399     200,015  
    Renewable naphtha 19,731     32,886     17,101     34,099  
    Renewable light ends 88,938     94,952     62,424     92,802  
    Other 67,293     42,106     41,064     45,552  
    Total production 339,072     346,144     254,988     372,468  
                   
    Renewable diesel yield (as % of corn and soybean oil throughput) 87.8 %   88.0 %   89.2 %   88.5 %

    Key Market Indicators

      Three Months Ended December 31,   Year Ended
    December 31,
       2024    2023    2024    2023
    Chicago Board of Trade (CBOT) soybean oil (dollars per pound) $ 0.43   $ 0.52   $ 0.44   $ 0.58
    Midwest crude corn oil (dollars per pound)   0.46     0.62     0.50     0.61
    CARB ULSD (dollars per gallon)   2.28     2.90     2.47     2.89
    NYMEX ULSD (dollars per gallon)   2.23     2.85     2.44     2.81
    California LCFS (dollars per metric ton)   72.05     68.71     60.07     72.52
    Biodiesel RINs (dollars per RIN)   0.66     0.84     0.59     1.35

    Nitrogen Fertilizer Segment

      Three Months Ended
    December 31,
      Year Ended
    December 31,
    (percent of capacity utilization) 2024   2023   2024   2023
    Ammonia utilization rate (1) 96 %   94 %   96 %   100 %

    _____________________

    (1)   Reflects our ammonia utilization rates on a consolidated basis. Utilization is an important measure used by management to assess operational output at each of the Nitrogen Fertilizer Segment’s facilities. Utilization is calculated as actual tons produced divided by capacity. We present our utilization for the three and twelve months ended December 31, 2024 and 2023, respectively, and take into account the impact of our current turnaround cycles on any specific period. Additionally, we present utilization solely on ammonia production rather than each nitrogen product as it provides a comparative baseline against industry peers and eliminates the disparity of plant configurations for upgrade of ammonia into other nitrogen products. With our efforts being primarily focused on ammonia upgrade capabilities, this measure provides a meaningful view of how well we operate.

    Sales and Production Data

      Three Months Ended
    December 31,
      Year Ended
    December 31,
       2024    2023    2024    2023
    Consolidated sales (thousands of tons):              
    Ammonia   97     98     271     281
    UAN   310     320     1,260     1,395
                   
    Consolidated product pricing at gate (dollars per ton): (1)              
    Ammonia $ 475   $ 461   $ 479   $ 573
    UAN   229     241     248     309
                   
    Consolidated production volume (thousands of tons):              
    Ammonia (gross produced) (2)   210     205     836     864
    Ammonia (net available for sale) (2)   80     75     270     270
    UAN   310     306     1,273     1,369
                   
    Feedstock:              
    Petroleum coke used in production (thousands tons)   123     131     517     518
    Petroleum coke used in production (dollars per ton) $ 55.71   $ 77.09   $ 59.69   $ 78.14
    Natural gas used in production (thousands of MMBtus) (3)   2,224     2,033     8,667     8,462
    Natural gas used in production (dollars per MMBtu) (3) $ 3.00   $ 2.95   $ 2.56   $ 3.42
    Natural gas in cost of materials and other (thousands of MMBtus) (3)   2,352     2,317     7,755     8,671
    Natural gas in cost of materials and other (dollars per MMBtu) (3) $ 2.50   $ 2.83   $ 2.50   $ 3.84

    ______________________

    (1)   Product pricing at gate represents sales less freight revenue divided by product sales volume in tons and is shown in order to provide a pricing measure that is comparable across the fertilizer industry.
    (2)   Gross tons produced for ammonia represent total ammonia produced, including ammonia produced that was upgraded into other fertilizer products. Net tons available for sale represent ammonia available for sale that was not upgraded into other fertilizer products.
    (3)   The feedstock natural gas shown above does not include natural gas used for fuel. The cost of fuel natural gas is included in direct operating expense.

    Key Market Indicators

      Three Months Ended
    December 31,
      Year Ended
    December 31,
      2024    2023    2024    2023
    Ammonia — Southern plains (dollars per ton) $ 526   $ 648   $ 526   $ 564
    Ammonia — Corn belt (dollars per ton)   595     704     573     644
    UAN — Corn belt (dollars per ton)   274     301     277     311
                   
    Natural gas NYMEX (dollars per MMBtu) $ 2.98   $ 2.92   $ 2.41   $ 2.67

    Q1 2025 Outlook

    The table below summarizes our outlook for certain refining statistics and financial information for the first quarter of 2025. See “Forward-Looking Statements” above.

      Q1 2025
      Low   High
    Petroleum      
    Total throughput (bpd)   120,000       135,000  
    Direct operating expenses (in millions) (1) $ 95     $ 105  
    Turnaround (2)   150       165  
           
    Renewables      
    Total throughput (in millions of gallons)   13       16  
    Direct Operating expenses (in millions) (1) $ 8     $ 10  
           
    Nitrogen Fertilizer      
    Ammonia utilization rate   95 %     100 %
    Direct operating expenses (in millions) (1) $ 55     $ 65  
           
    Capital Expenditures (in millions) (2)      
    Petroleum $ 30     $ 40  
    Renewables   2       5  
    Nitrogen Fertilizer   12       16  
    Other         2  
    Total capital expenditures $ 44     $ 63  

    ____________________

    (1)   Direct operating expenses are shown exclusive of depreciation and amortization and, for the Nitrogen Fertilizer Segment, turnaround expenses and inventory valuation impacts.
    (2)   Turnaround and capital expenditures are disclosed on an accrual basis.

    Non-GAAP Reconciliations

    Reconciliation of Consolidated Net Income to EBITDA and Adjusted EBITDA

      Three Months Ended
    December 31,
      Year Ended
    December 31,
    (in millions)  2024     2023     2024     2023 
    Net income $ 40     $ 97     $ 45     $ 878  
    Interest expense, net   20       9       77       52  
    Income tax (benefit) expense   (12 )     22       (26 )     207  
    Depreciation and amortization   74       76       298       298  
    EBITDA   122       204       394       1,435  
    Adjustments:              
    Revaluation of RFS liability, favorable   (57 )     (57 )     (89 )     (284 )
    Unrealized loss (gain) on derivatives   6       (67 )     22       (32 )
    Inventory valuation impacts, unfavorable   20       90       14       45  
    Gain on sale of equity method investment   (24 )           (24 )      
    Adjusted EBITDA $ 67     $ 170     $ 317     $ 1,164  

    Reconciliation of Basic and Diluted Earnings per Share to Adjusted Earnings per Share

      Three Months Ended
    December 31,
      Year Ended
    December 31,
       2024     2023     2024     2023 
    Basic and diluted earnings per share $ 0.28     $ 0.91     $ 0.06     $ 7.65  
    Adjustments: (1)              
    Revaluation of RFS liability, favorable   (0.43 )     (0.42 )     (0.67 )     (2.12 )
    Unrealized loss (gain) on derivatives   0.04       (0.50 )     0.16       (0.23 )
    Inventory valuation impacts, unfavorable   0.16       0.66       0.12       0.34  
    Gain on sale of equity method investment   (0.18 )           (0.18 )      
    Adjusted (loss) earnings per share $ (0.13 )   $ 0.65     $ (0.51 )   $ 5.64  

    ___________________

    (1)   Amounts are shown after-tax, using the Company’s marginal tax rate, and are presented on a per share basis using the weighted average shares outstanding for each period.

    Reconciliation of Net Cash Provided By (Used In) Operating Activities to Free Cash Flow

      Three Months Ended
    December 31,
      Year Ended
    December 31,
    (in millions)  2024     2023     2024     2023 
    Net cash provided by (used in) operating activities $ 98     $ (36 )   $ 404     $ 948  
    Less:              
    Capital expenditures   (55 )     (55 )     (179 )     (205 )
    Capitalized turnaround expenditures   (7 )     (4 )     (53 )     (57 )
    Return on equity method investment   4       1       9       22  
    Free cash flow $ 40     $ (94 )   $ 181     $ 708  

    Reconciliation of Petroleum Segment Net Income to EBITDA and Adjusted EBITDA

      Three Months Ended
    December 31,
      Year Ended
    December 31,
    (in millions)  2024     2023     2024     2023 
    Petroleum net income $ 35     $ 158     $ 70     $ 1,071  
    Interest income, net   (4 )     (10 )     (21 )     (75 )
    Depreciation and amortization   41       48       174       189  
    Petroleum EBITDA   72       196       223       1,185  
    Adjustments:              
    Revaluation of RFS liability, favorable   (57 )     (57 )     (89 )     (284 )
    Unrealized loss (gain) on derivatives, net   6       (67 )     22       (30 )
    Inventory valuation impact, unfavorable (1)   12       80       6       32  
    Gain on sale of equity method investment   (24 )           (24 )      
    Petroleum Adjusted EBITDA   9       152       138       903  

    Reconciliation of Petroleum Segment Gross Profit to Refining Margin and Adjusted Refining Margin

      Three Months Ended
    December 31,
      Year Ended
    December 31,
    (in millions, except throughput data)   2024     2023     2024     2023 
    Net sales $ 1,755     $ 1,997     $ 6,920     $ 8,287  
    Less:              
    Cost of materials and other   (1,590 )     (1,690 )     (6,236 )     (6,629 )
    Direct operating expenses (exclusive of depreciation and amortization)   (101 )     (96 )     (421 )     (406 )
    Depreciation and amortization   (41 )     (47 )     (174 )     (185 )
    Gross profit   23       164       89       1,067  
    Add:              
    Direct operating expenses (exclusive of depreciation and amortization)   101       96       421       406  
    Depreciation and amortization   41       47       174       185  
    Refining margin   165       307       684       1,658  
    Adjustments:              
    Revaluation of RFS liability, favorable   (57 )     (57 )     (89 )     (284 )
    Unrealized loss (gain) on derivatives, net   6       (67 )     22       (30 )
    Inventory valuation impact, unfavorable (1)   12       80       6       32  
    Adjusted refining margin $ 126     $ 263     $ 623     $ 1,376  
                   
    Total throughput barrels per day   213,703       222,554       196,278       208,219  
    Days in the period   92       92       366       365  
    Total throughput barrels   19,660,650       20,474,980       71,837,644       75,999,905  
                   
    Refining margin per total throughput barrel $ 8.37     $ 15.01     $ 9.53     $ 21.82  
    Adjusted refining margin per total throughput barrel   6.45       12.91       8.67       18.11  
    Direct operating expenses per total throughput barrel   5.13       4.69       5.86       5.34  

    _____________________

    (1)   The Petroleum Segment’s basis for determining inventory value under GAAP is First-In, First-Out (“FIFO”). Changes in crude oil prices can cause fluctuations in the inventory valuation of crude oil, work in process and finished goods, thereby resulting in a favorable inventory valuation impact when crude oil prices increase and an unfavorable inventory valuation impact when crude oil prices decrease. The inventory valuation impact is calculated based upon inventory values at the beginning of the accounting period and at the end of the accounting period.

    Reconciliation of Renewables Segment Net Loss to EBITDA and Adjusted EBITDA

      Three Months Ended
    December 31,
      Year Ended
    December 31,
    (in millions)  2024     2023     2024     2023 
    Renewables net loss $ (3 )   $ (30 )   $ (21 )   $ (36 )
    Interest expense, net         (1 )     (1 )     (1 )
    Depreciation and amortization   6       5       25       20  
    Renewables EBITDA   3       (26 )     3       (17 )
    Adjustments:              
    Unrealized (gain) loss on derivatives, net                     (2 )
    Inventory valuation, (favorable) unfavorable (1)   6       9       7       14  
    Renewables Adjusted EBITDA $ 9     $ (17 )   $ 10     $ (5 )

    Reconciliation of Renewables Segment Gross Loss to Renewables Margin and Adjusted Renewables Margin

      Three Months Ended
    December 31,
      Year Ended
    December 31,
    (in millions, except throughput data)   2024     2023     2024     2023 
    Net sales $ 93     $ 110     $ 289     $ 559  
    Less:              
    Cost of materials and other   (79 )     (127 )     (245 )     (537 )
    Direct operating expenses (exclusive of depreciation and amortization)   (8 )     (7 )     (31 )     (28 )
    Depreciation and amortization   (6 )     (5 )     (25 )     (20 )
    Gross loss         (29 )     (12 )     (26 )
    Add:              
    Direct operating expenses (exclusive of depreciation and amortization)   8       7       31       28  
    Depreciation and amortization   6       5       25       20  
    Renewables margin   14       (17 )     44       22  
    Unrealized (gain) loss on derivatives, net                     (2 )
    Inventory valuation, (favorable) unfavorable (1)   6       9       7       14  
    Adjusted renewables margin $ 20     $ (8 )   $ 51     $ 34  
                   
    Total vegetable oil throughput gallons per day   186,970       200,174       151,278       225,957  
    Days in the period   92       92       366       365  
    Total vegetable oil throughput gallons   17,201,274       18,416,045       55,367,620       82,474,473  
                   
    Renewables margin per vegetable oil throughput gallon $ 0.79     $ (0.90 )   $ 0.80     $ 0.27  
    Adjusted renewables margin per vegetable oil throughput gallon   1.16       (0.43 )     0.93       0.41  
    Direct operating expenses per vegetable oil throughput gallon   0.48       0.37       0.57       0.35  

    ____________________

    (1)   The Renewables Segment’s basis for determining inventory value under GAAP is FIFO. Changes in renewable diesel prices can cause fluctuations in the inventory valuation of renewable diesel, work in process and finished goods, thereby resulting in a favorable inventory valuation impact when renewable diesel prices increase and an unfavorable inventory valuation impact when renewable diesel prices decrease. The inventory valuation impact is calculated based upon inventory values at the beginning of the accounting period and at the end of the accounting period.

    Reconciliation of Nitrogen Fertilizer Segment Net Income to EBITDA and Adjusted EBITDA

      Three Months Ended
    December 31,
      Year Ended
    December 31,
    (in millions)  2024    2023    2024    2023
    Nitrogen Fertilizer net income $ 18   $ 10   $ 61   $ 172
    Add:              
    Interest expense, net   7     7     30     29
    Depreciation and amortization   25     21     88     80
    Nitrogen Fertilizer EBITDA and Adjusted EBITDA $ 50   $ 38   $ 179   $ 281

    The MIL Network

  • MIL-OSI: Gran Tierra Energy Inc. Provides Release Date for its 2024 Fourth Quarter & Year End Results and Details of Conference Call and Webcast

    Source: GlobeNewswire (MIL-OSI)

    CALGARY, Alberta, Feb. 18, 2025 (GLOBE NEWSWIRE) — Gran Tierra Energy Inc. (“Gran Tierra” or the “Company”) (NYSE American:GTE)(TSX:GTE)(LSE:GTE) announces that the Company will release its 2024 fourth quarter and year ended December 31, 2024, financial and operating results on Monday, February 24, 2025, before market open. Gran Tierra will host its conference call on the same day, Monday, February 24, 2025, at 9:00 a.m. Mountain Time, 11:00 a.m. Eastern Time and 4:00 p.m. Greenwich Mean Time.

    Interested parties may register for the conference call by clicking on this link. Please note that there is no longer a general dial-in number to participate, and each individual party must register through the provided link. Once parties have registered, they will be provided a unique PIN and call-in details. There is also a feature that allows parties to elect to be called back through the “Call Me” function on the platform.

    Interested parties can also continue to access the live webcast from their mobile or desktop devices by clicking on this link, which is also available on Gran Tierra’s website at https://www.grantierra.com/investor-relations/presentations-events/. An audio replay of the conference call will be available at the same webcast link two hours following the call and will be available until February 24, 2026.

    About Gran Tierra Energy Inc.

    Gran Tierra Energy Inc., together with its subsidiaries, is an independent international energy company currently focused on oil and natural gas exploration and production in Canada, Colombia and Ecuador. The Company is currently developing its existing portfolio of assets in Canada, Colombia and Ecuador and will continue to pursue additional new growth opportunities that would further strengthen the Company’s portfolio. The Company’s common stock trades on the NYSE American, the Toronto Stock Exchange and the London Stock Exchange under the ticker symbol GTE. Additional information concerning Gran Tierra is available at www.grantierra.com. Except to the extent expressly stated otherwise, information on the Company’s website or accessible from our website or any other website is not incorporated by reference into and should not be considered part of this press release. Investor inquiries may be directed to info@grantierra.com or (403) 265-3221.

    Gran Tierra’s filings with the U.S. Securities and Exchange Commission (the “SEC”) are available on the SEC website at http://www.sec.gov. The Company’s Canadian securities regulatory filings are available on SEDAR+ at http://www.sedarplus.ca and UK regulatory filings are available on the National Storage Mechanism website at https://data.fca.org.uk/#/nsm/nationalstoragemechanism.

    Contact Information

    For investor and media inquiries please contact:

    Gary Guidry
    President & Chief Executive Officer

    Ryan Ellson
    Executive Vice President & Chief Financial Officer

    +1-403-265-3221, info@grantierra.com

    The MIL Network

  • MIL-OSI: CDPQ to sell 2,500,000 common shares of Intact Financial

    Source: GlobeNewswire (MIL-OSI)

    MONTRÉAL, Feb. 18, 2025 (GLOBE NEWSWIRE) — CDPQ today announced its intention to sell 2,500,000 common shares of Intact Financial Corporation (TSX: IFC), representing approximately 1.4% of the issued and outstanding common shares of Intact as of February 18, 2025.

    The common shares are being sold at a gross price of $278.60 per share, which has been underwritten by CIBC Capital Markets and National Bank Financial. CDPQ expects to receive gross cash proceeds of approximately $696,500,000 from the offering.

    This transaction is part of CDPQ’s regular portfolio rebalancing. Once the transaction is complete, CDPQ will own approximately 6.6% of Intact’s issued and outstanding common shares, remaining its largest shareholder and Intact continuing as one of CDPQ’s largest holdings in the public markets.

    “CDPQ has been a major shareholder of Intact for over fifteen years, during which time our investment in the company has generated significant returns for our depositors,” said Vincent Delisle, Executive Vice-President and Head of Liquid Markets at CDPQ. “This transaction allows us to monetize a portion of these returns while retaining significant ownership in the company, based on our confidence in Intact’s growth prospects, including through several strategic operations based and managed in Québec.”

    “CDPQ continues to be a valued partner in Intact’s evolution as a leading global P&C insurer. This transaction enables a significant gain on a portion of one of their largest investments while remaining able to support our growth ambitions,” said Ken Anderson, Executive Vice President and CFO, Intact Financial Corporation. “We have delivered an annualized total shareholder return of 15% over the last 10 years, and we remain well positioned to sustain our track record of outperformance, given the strength of our platforms, our talented team and our clear strategic roadmap.”

    ABOUT CDPQ
    At CDPQ, we invest constructively to generate sustainable returns over the long term. As a global investment group managing funds for public pension and insurance plans, we work alongside our partners to build enterprises that drive performance and progress. We are active in the major financial markets, private equity, infrastructure, real estate and private debt. As at June 30, 2024, CDPQ’s net assets totalled CAD 452 billion. For more information, visit cdpq.com, consult our LinkedIn or Instagram pages, or follow us on X.

    CDPQ is a registered trademark owned by Caisse de dépôt et placement du Québec and licensed for use by its subsidiaries. 

    ABOUT INTACT FINANCIAL CORPORATION
    Intact Financial Corporation (TSX: IFC) is the largest provider of Property and Casualty (P&C) insurance in Canada, a leading Specialty lines insurer with international expertise and a leader in Commercial lines in the UK and Ireland. The business has grown organically and through acquisitions to almost $24 billion of total annual operating direct premiums written (DPW).

    In Canada, Intact distributes insurance under the Intact Insurance brand through agencies and a wide network of brokers, including its wholly owned subsidiary BrokerLink. Intact also distributes directly to consumers through the belairdirect brand and affinity partnerships. Additionally, Intact provides exclusive and tailored offerings to high-net-worth customers through Intact Prestige. In the US, Intact Insurance Specialty Solutions provides a range of Specialty insurance products and services through independent agencies, regional and national brokers, wholesalers and managing general agencies. Across the UK, Ireland, and Europe, Intact provides Personal, Commercial and/or Specialty insurance solutions through the RSA, 123.ie, NIG and FarmWeb brands.

    For more information
    CDPQ Media Relations Team
    + 1 514 847-5493
    medias@cdpq.com

    Caroline Audet
    Manager, Media Relations and Public Affairs, Intact Financial
    416 227-7905 / 514 985-7165
    media@intact.net

    The MIL Network

  • MIL-OSI: Athene Holding Ltd. Declares First Quarter 2025 Preferred Stock Dividends

    Source: GlobeNewswire (MIL-OSI)

    WEST DES MOINES, Iowa, Feb. 18, 2025 (GLOBE NEWSWIRE) — Athene Holding Ltd. (“Athene”) announced that it has declared the following preferred stock dividends on its non-cumulative preferred stock (represented by depositary shares, each representing a 1/1,000th interest in a share of preferred stock), payable on March 31, 2025 to holders of record as of March 15, 2025.

    • Quarterly dividend of $396.875 per share on the company’s 6.35% Fixed-to-Floating Rate Perpetual Non-Cumulative Preferred Stock, Series A (the “Series A Preferred Stock”); holders of depositary shares will receive $0.396875 per depositary share.
    • Quarterly dividend of $351.5625 per share on the company’s 5.625% Fixed-Rate Perpetual Non-Cumulative Preferred Stock, Series B (the “Series B Preferred Stock”); holders of depositary shares will receive $0.3515625 per depositary share.
    • Quarterly dividend of $398.4375 per share on the company’s 6.375% Fixed-Rate Reset Perpetual Non-Cumulative Preferred Stock, Series C (the “Series C Preferred Stock”); holders of depositary shares will receive $0.3984375 per depositary share.
    • Quarterly dividend of $304.6875 per share on the company’s 4.875% Fixed-Rate Perpetual Non-Cumulative Preferred Stock, Series D (the “Series D Preferred Stock”); holders of depositary shares will receive $0.3046875 per depositary share.
    • Quarterly dividend of $484.375 per share on the company’s 7.750% Fixed-Rate Reset Perpetual Non-Cumulative Preferred Stock, Series E (the “Series E Preferred Stock”); holders of depositary shares will receive $0.484375 per depositary share.

    Depositary shares for the Series A Preferred Stock are listed on the New York Stock Exchange (“NYSE”) under the ticker symbol “ATHPrA,” depositary shares for the Series B Preferred Stock are listed on the NYSE under the ticker symbol “ATHPrB,” depositary shares for the Series C Preferred Stock are listed on the NYSE under the ticker symbol “ATHPrC,” depositary shares for the Series D Preferred Stock are listed on the NYSE under the ticker symbol “ATHPrD,” and depositary shares for the Series E Preferred Stock are listed on the NYSE under the ticker symbol “ATHPrE.”

    About Athene
    Athene is a leading retirement services company with over $360 billion of total assets as of December 31, 2024, and operations in the United States, Bermuda, Canada, and Japan. Athene is focused on providing financial security to individuals by offering an attractive suite of retirement income and savings products and also serves as a solutions provider to corporations. For more information, please visit www.athene.com.

    Contact:

    Jeanne Hess
    VP, External Relations
    +1 646 768 7319
    jeanne.hess@athene.com

    The MIL Network