Category: Entertainment

  • MIL-OSI Canada: Electric vehicle tax begins

    Source: Government of Canada regional news (2)

    MIL OSI Canada News

  • MIL-OSI: Plutus Financial Group Limited Announces Closing of Initial Public Offering

    Source: GlobeNewswire (MIL-OSI)

    Hong Kong, Feb. 06, 2025 (GLOBE NEWSWIRE) — Plutus Financial Group Limited (“the “Company”) (NasdaqCM: PLUT), a Hong Kong-based financial services company, today announced the closing of its initial public offering (the “Offering”) of 2,100,000 ordinary shares at a public offering price of $4 per ordinary share, for total gross proceeds of $8.4 million, before deducting underwriting discounts and offering expenses. The Offering was conducted on a firm commitment basis. The ordinary shares began trading on Nasdaq Capital Market under the ticker symbol “PLUT” on February 5, 2025.

    The Company has granted the underwriter an option, exercisable within 45 days from the date of the underwriting agreement, to purchase up to an additional 315,000 ordinary shares at the public offering price, less underwriting discounts and expenses.

    R.F. Lafferty & Co., Inc. acted as lead underwriter for the Offering, with Revere Securities LLC acting as co-underwriter. The Crone Law Group, P.C. served as counsel to the Company. Sichenzia Ross Ference Carmel LLP served as lead counsel to the underwriters with respect to the Offering.

    A registration statement on Form F-1, as amended (File No. 333-276791) relating to the Offering was previously filed with the Securities and Exchange Commission (the “SEC”) by the Company and subsequently declared effective by the SEC on February 4, 2025. The Offering was made only by means of a prospectus, forming a part of the registration statement. A final prospectus relating to the Offering was filed with the SEC and is available on the SEC’s website at www.sec.gov. Electronic copies of the final prospectus relating to the Offering may be obtained from R.F. Lafferty & Co., Inc., 40 Wall Street, 27th Floor, New York, NY 10005, or by telephone at (212) 293-9090.

    Before you invest in the Company, you should read the final prospectus and other documents the Company has filed with the SEC for more complete information about the Company and the Offering. This press release shall not constitute an offer to sell or the solicitation of an offer to buy the securities described herein, nor shall there be any sale of these securities in any state or jurisdiction in which such offer, solicitation, or sale would be unlawful prior to registration or qualification under the securities laws of any such state or jurisdiction.

    About Plutus Financial Group Limited

    Plutus Financial Group Limited is a Hong Kong-based financial services holding company operating through two wholly-owned primary subsidiaries – Plutus Securities Limited (“Plutus Securities”) and Plutus Asset Management Limited (“Plutus Asset Management”). Plutus Securities, a securities broker licensed by the Securities and Futures Commission of Hong Kong (the “SFC”) and a Participant on the HKEx stock exchange in Hong Kong, provides quality securities dealing and brokerage, margin financing, securities custody, and nominee services. As a licensed securities broker, Plutus Securities provides a range of financial services, including:

    • Hong Kong stock trading through the internet, mobile app, and customer phone hotline
    • Margin financing;
    • Securities custody and nominee services; providing secure and reliable clearing and settlement procedures;
    • Access to debt capital markets; and
    • Equity capital markets for issuers, offer underwriting for IPO and other equity placements, and marketing, distribution and pricing of lead-managed and co-managed offerings.

    Plutus Asset Management, a wealth management and advisory firm licensed by the SFC, provides wealth management services including:

    • Professional funds management;
    • Discretionary accounts with strategies developed for customers based on individual risk tolerance and investment preferences;
    • Investment consulting and advisory services for funds managed by other companies; and
    • Investment funds, including a real estate fund, a fixed income fund, a private equity investment, and a hedge fund.

    For more information, visit the Company’s website at http://www.plutusfingroup.com./en/index.php.

    Forward-Looking Statements

    All statements other than statements of historical fact in this announcement are forward-looking statements, including but not limited to, the Company’s proposed Offering. 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, including the expectation that the Offering will be successfully completed. 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 and encourages investors to review other factors that may affect its future results in the Company’s registration statement and in its other filings with the SEC.

    For more information, please contact:

    Investor Relations:
    Plutus Financial Group Limited
    Attn: Jeff Yeung
    ir@plutusfingroup.com

    The MIL Network

  • MIL-OSI: Celona and stc Group Launch Private 5G Solution to Drive Business Efficiency in Middle East

    Source: GlobeNewswire (MIL-OSI)

    • Celona and stc Group have announced a new partnership, launching a private 5G edge computing technology network solution for enterprises in Saudi Arabia, Kuwait and Bahrain.
    • The digital solution increases operational efficiencies by lowering total cost and accelerating time-to-market.
    • The solution avoids the challenges commonly faced with Wi-Fi networks and provide secure, reliable connectivity in hard-to-reach places.

    CAMPBELL, Calif. and RIYADH, Saudi Arabia, Feb. 06, 2025 (GLOBE NEWSWIRE) — Celona, a pioneer in private 5G networks, and stc Group, a leading digital enabler, have partnered to launch a new generation of private 5G digital solutions, allowing businesses to scale up their wireless connectivity in a cost-efficient manner. The partnership aligns with stc Group’s commitment to driving development and efficiency across the Middle East region with new solutions to support digital transformation.

    The partnership between Celona and stc Group will expedite the deployment of new automation applications, enhancing operational efficiency, reducing costs and addressing operational challenges by leveraging stc Group’s expertise in cloud and IoT services. This collaboration will lower total cost of ownership and accelerate time-to-market for the launch of new products and services across industries such as oil and gas, logistics, warehousing, mining, and manufacturing.

    stc Group and Celona’s new private 5G network service will utilize private networks to meet the growing demand for secure, reliable wireless performance, coverage, and connectivity required by a new era of network-dependent business applications, IoT systems, and cybersecurity integration. Enterprises in Saudi Arabia, Kuwait, and Bahrain will benefit from swift deployment of private wireless networks to support their automation and modernization initiatives.

    Saud Alsheraihi, stc Group Products & Solutions VP, said, “This partnership with Celona marks a significant milestone in stc Group’s mission to drive digital transformation and operational efficiency. By integrating Celona’s cutting-edge private 5G technology, we are proudly enabling businesses in Saudi Arabia, Kuwait and Bahrain to modernize their operations, reduce costs, and accelerate their time-to-market. This collaboration underscores our commitment to providing innovative digital solutions that empower enterprises to thrive in a rapidly evolving digital landscape.”

    Rajeev Shah, Celona’s Co-founder and CEO, said, “stc Group is a digital transformation visionary with a clear strategy for driving economic growth and efficiency through digitization. We are honored that they have chosen to power their industrial transformation initiatives with the Celona private 5G solution, driving Connected Mines, Connected Supply Chains, Connected Warehouses, and Connected Manufacturing throughout the region with a robust solution that will drive business success.”

    About Celona
    Based in Silicon Valley, Celona is a pioneer and leading innovator of enterprise private wireless solutions. The company offers a turnkey private 5G solution that enables enterprises to address their growing needs for secure and reliable wireless connectivity for critical business applications. Celona private 5G has been deployed by a wide range of global customers across industries. To date, the company has raised over $135 million in venture funding from Lightspeed Venture Partners, Norwest Venture Partners, NTT Ventures, Cervin Ventures, DigitalBridge and Qualcomm Ventures. For more information, please visit celona.io.

    About stc Group
    stc Group is an enabler of digital transformation, offering advanced solutions and driving a role in the digitization process. The group provides a comprehensive suite of services encompassing digital infrastructure, cloud computing, cybersecurity, Internet of Things (IoT), digital payments, digital media, and digital entertainment. The group comprises 13 subsidiaries across the Kingdom of Saudi Arabia, the Middle East, North Africa, and Europe.
    To know more about stc group: Click here

    Media Contact:
    Lisa Garza
    Celona
    lgarza@celona.io
    510-366-2225

    The MIL Network

  • MIL-OSI: E Ink Partners with MIT Solve to Launch Innovation Prize for Global Challenges

    Source: GlobeNewswire (MIL-OSI)

    BILLERICA, Mass., Feb. 06, 2025 (GLOBE NEWSWIRE) — E Ink (8069.TW), the originator, pioneer, and global commercial leader in ePaper technology, announced today its collaboration with MIT Solve, an initiative of the Massachusetts Institute for Technology with a mission to drive innovation to solve world challenges. The E Ink Innovation Prize will award up to $300,000 over the next three years to teams helping solve the world’s most pressing issues.

    “This partnership with MIT Solve underscores our commitment to leveraging ePaper technology to address some of the world’s most pressing challenges,” said Johnson Lee, CEO, E Ink. “We believe that by supporting innovation, we can make a significant impact on global issues and drive sustainable change.”

    The inaugural E Ink Solve Global Challenge opened for applications on February 3, 2025, with prize recipients selected in August, and official project kick off in September. The E Ink Innovation Prize is open to solutions that utilize ePaper materials, technology, or displays to address problems of global importance in any of Solve’s areas of impact, including topics such as architecture, education, or intercultural understanding.

    “Working with E Ink, a company that originally spun out of the MIT Media Lab in 1997, is a full circle moment,” said Hala Hanna, Executive Director of MIT Solve. “This level of support is what drives scale and transformational impact. We look forward to working alongside E Ink to advance pivotal tech-based solutions that create a better future for all.” 

    MIT Solve finds and supports tech-based solutions to global challenges through open innovation challenges and partnerships, and in part with its collaboration with E Ink, aims to achieve a more sustainable and equitable future for all. The Innovation prize will be awarded to up to four Solver teams, with additional support from E Ink through project implementation. To learn more or to apply, please visit https://solve.mit.edu/challenges.

    E Ink continues to receive recognition across its climate strategy, privacy protection, and business ethics, with its ongoing inclusion in the Dow Jones Sustainability World Index (DJSI World) and the Dow Jones Sustainability Emerging Markets Index (DJSI Emerging Markets). The company has revised its 2025 renewable energy goal to RE65, aiming for RE100 across all operations. Additionally, E Ink’s displays have been recognized for their environmental contributions, with 99.9% of product sales revenue qualifying as green revenue and is noted for its energy efficiency and eye health benefits, being the first display technology to receive certification from the International Dark-Sky Association.

    About E Ink
    E Ink Holdings Inc. (8069.TWO), based on technology from MIT’s Media Lab, provides an ideal display medium for applications spanning eReaders and eNotes, retail, home, hospital, transportation, logistics, and more, enabling customers to put displays in locations previously impossible. E Ink’s electrophoretic display products make it the worldwide leader for ePaper. Its low power displays enable customers to reach their sustainability goals, and E Ink has pledged using 100% renewable energy in 2030 and reaching net zero carbon emissions by 2040. E Ink has been recognized for their efforts by receiving, validation from Science-Based Targets (SBTi) and is listed in both the DJSI World and DJSI Emerging Indexes. Listed in Taiwan’s Taipei Exchange (TPEx) and the Luxembourg market, E Ink Holdings is now the world’s largest supplier of ePaper displays. For more information please visit www.eink.com. E Ink. We Make Surfaces Smart and Green.

    Stay Connected
    Website | Facebook | Instagram | LinkedIn | Twitter/X

    Contact
    V2 Communications on behalf of E Ink
    eink@v2comms.com

    About MIT Solve:
    Solve is an initiative of the Massachusetts Institute of Technology (MIT) with a mission to drive innovation to solve world challenges. Solve is a marketplace for social impact innovation. Through open innovation challenges, Solve finds incredible tech-based social innovators from all around the world. Solve then brings together MIT’s ecosystem and a community of supporters to fund and scale these innovators to help them drive lasting, transformational impact. Join Solve on this journey at solve.mit.edu.

    Stay Connected
    Twitter | LinkedIn | Instagram | Facebook | YouTube

    Contact
    Bridget Weiler
    Director of Marketing & Communications
    bridget.weiler@solve.mit.edu

    The MIL Network

  • MIL-OSI Global: Trump plans to ‘permanently resettle’ Palestinians outside Gaza – the very reason Unrwa was originally created

    Source: The Conversation – UK – By Anne Irfan, Lecturer in Interdisciplinary Race, Gender and Postcolonial Studies, UCL

    Donald Trump shocked much of the world when he announced plans for the US to “take over” Gaza. Speaking at a press conference with the Israeli prime minister, Benjamin Netanyahu, the US president outlined a plan to “resettle” Gaza’s population of nearly 2.2 million Palestinians elsewhere in the Arab world. Several officials later added that this resettlement would be temporary while Gaza was rebuilt.

    Governments around the world were quick to condemn the planwith politicians and human rights advocates pointing out that it would amount to ethnic cleansing.

    Conversely, Netanyahu praised Trump for “thinking outside the box with fresh ideas”. Yet while there is no question that this plan violates international law, it is not as unprecedented as these responses suggest.

    Successive Israeli governments, often with clandestine US support, have long sought a similar “solution” for Gaza’s Palestinians, 66% of whom are already refugees from the Nakba (catastrophe) of 1948. At that time, Zionist militias and the Israeli army displaced and expelled 750,000 Palestinians before and during the First Arab-Israeli war.

    In fact, that’s the very reason the US supported the creation of the United Nations Relief and Works Agency for Palestine Refugees in the Near East (Unrwa) in 1949. Though its purpose today is very different, it was originally intended as a tool to permanently resettle the Palestinians outside Palestine.

    The idea for Unrwa was inspired by the experience of the Tennessee Valley Authority (TVA), a US government agency established during the Great Depression. It promoted resource development through large public works programmes in the deep south.

    US officials considered the TVA a prototype for managing the Palestinian refugee crisis and pushed the newly established United Nations to set up an agency that would similarly create jobs and economic development.

    This was the “works” in Unrwa’s title. As they saw it, employment opportunities would encourage the Palestinians to integrate into their places of exile. Meanwhile, the resulting economic development would lessen resistance in the host state to the refugees’ permanent resettlement.

    In four of the five territories where Unrwa operates – Lebanon, Jordan, Syria and the West Bank – it spent its first few years designing large public works projects. But in Gaza, the large concentration of refugees in a tiny territory with limited natural resources did not lend itself to public works projects.

    Instead US officials pushed Unrwa to resettle Palestinians outside of the Strip, in Sinai, Libya and further afield.

    Yet Unrwa’s efforts on this front quickly ran into a major obstacle: the Palestinians themselves. The refugees clearly understood that the “integration” projects and jobs schemes were intended to make their exile permanent – despite the UN having officially recognised their right to return home.

    By the late 1950s, the refugees’ persistent refusal participate in these programmes led Unrwa to shift its focus to education.

    Repeated expulsions

    The desire to forcibly transfer Gaza’s population never really disappeared. Gaza has been home to Palestinian refugees from across the country, with a huge political significance as a result, and its demographics have repeatedly been deemed unacceptable by elements of the Israeli state.

    Soon after it began occupying Gaza and the West Bank in 1967, the Israeli military forcibly expelled 200,000 Palestinians from Gaza to Jordan. Four year later, Shimon Peres, then the Israeli minister of transport and communications, sought to forcibly transfer more Palestinians into the Sinai. And around the same time, the Israeli government looked into relocating Gaza’s population to sites as far away as Iraq, Canada and Brazil.

    Such ideas persist in Israel. Shortly after Israel began its war on Gaza in response to the Hamas attacks of October 7 2023, there was also evidence in the form of a leaked intelligence report that the government was considering forcibly transferring Palestinians to Sinai.

    More recently, the White House administration floated the possibility of transferring Gaza’s population to Indonesia. And Trump spoke in alarming terms shortly after his inauguration of “cleaning out” the Strip.

    There’s no connection between the US president’s plan, as outlined this week, and the early US-backed idea to found Unrwa as an agency to oversee resettlement of Gaza’s population. Unrwa had abandoned its resettlement policy by the mid-1950s – and, in any case, Trump has long been one of Unrwa’s most virulent opponents.

    In 2018, he became the first US president to fully defund the agency. More recently he has been a vocal supporter of the Israeli Knesset’s ban on its operations.

    In the same press conference where Trump announced his plans for ethnic cleansing in Gaza, he also confirmed that he will extend the Biden administration’s ban on funding Unrwa.

    Yet Trump’s current plan is not a million miles away from the US government’s original intention for Unrwa. His apparent ignorance of this history suggests he is also unaware of the biggest likely obstacle to “permanent resettlement”.

    But he cannot ignore the historical resistance of the Palestinian people themselves to the seemingly endless plans to displace, dispossess and deny them their homeland.

    As Unrwa officials learned decades ago, the only “solution” for the question of the future of the Gaza Strip is a just and durable political process that accounts for the Palestinian people’s rights as well as Israeli security.

    Anne Irfan has received funding from the British Academy.

    Jo Kelcey has received funding from the Spencer Foundation.

    ref. Trump plans to ‘permanently resettle’ Palestinians outside Gaza – the very reason Unrwa was originally created – https://theconversation.com/trump-plans-to-permanently-resettle-palestinians-outside-gaza-the-very-reason-unrwa-was-originally-created-249185

    MIL OSI – Global Reports

  • MIL-OSI: Digital Tails Group, LLC. Announces Completion of Another Customer Project and Detailed Case Study

    Source: GlobeNewswire (MIL-OSI)

    NEW YORK, NY, Feb. 06, 2025 (GLOBE NEWSWIRE) — bowmo™, Inc. (OTC: BOMO), a New York City– based company powered by AI and XR/VR technologies who’s aim is to provide fully customizable SaaS Platforms to multiple industries (https://bowmo.com) (“bowmo,” “the Company”) and its recent merger partner OWNverse/Digital Tails Group (“DTG”), are pleased to announce the completion of another client project for Téchne , a European custom furniture manufacturer.

    Digital Tails Group developed a custom Configure, Price, Quote (CPQ) platform to simplify and automate the entire manufacturing and sales process – from product configuration to pricing and order placement – while adhering to budget constraints.

    A key component of this CPQ platform is the 3D configurator for real-time customization of various product attributes. This system gives customers a fast, easy and interactive way to “design” their own furniture right on the platform.

    Aleksey Shestakov, Chairman of the Board of OWNverse/Digital Tails and the Chief Technical Officer (CTO) of bowmo, Inc. summarized: “With the CPQ platform, Téchne can now streamline their manufacturing processes and automate time-consuming manual tasks, such as configuration checks and price calculations. The solution has been particularly impactful for their unique furniture designs, which previously required extensive manual effort to manage. Our solution has significantly reduced the time spent on designing and configuring products.”

    You can learn more about this family of innovations from bowmo and OWNverse/Digital Tails Group at: https://digital-tails.group/

    About bowmo, Inc.
    Bowmo Inc., (OTC: BOMO) is a New York City–based AI-powered software and services company that incorporates a novel set of technologies to build a platform that will deliver solutions for multiple industries. Bowmo’s flagship product seamlessly integrates AI and extended reality (XR) technologies to revolutionize recruitment and human resource (HR) processes.

    Building upon our multi-vertical platform, bowmo is poised to introduce a suite of future products catering to the cybersecurity, retail, sports, media/entertainment, and real estate sectors. This expansion underscores bowmo’s commitment to diversifying revenue streams and addressing diverse industry needs through advanced technological solutions. bowmo’s platform harnesses AI, machine learning (ML), deep learning (DL), blockchain, and process orchestration.

    About Digital Tails Group, LLC.
    Digital Tails Group (“DTG,” the “Company”) is an IT company specializing in software development using 3D technology, extended reality (XR) and artificial intelligence (AI). The DTG expertise in advanced technologies ranges from virtual reality (VR) experiences to smart AI algorithms, enabling us to help our clients improve their competitive strength through the application of advanced UI and knowledge technologies.

    About OWNverse, LLC.
    OWNverse is a virtual platform company that develops unique tools for creating targeted products and services for virtual spaces (“Metaverses”) by using the technology stack available through widely used Web2 platforms driven by AI. OWNverse allows for the integration of such tools to elevate the dimensionality of products and services, while offering such products and services within the spatially immersive 3D Internet—Web3. OWNverse aims to empower all users to become co-creators of the content. The main OWNverse ideology is to supply proven tools to users to provide real value for businesses and create virtual communities in numerous business sectors.

    Additional Information and Where to Find It
    Additional information is available on the Company’s website: https://www.bowmo.com. In addition, other information related to the Company is available at the SEC’s website at www.sec.gov, or by directing a request to: bowmo, Inc., 99 Wall Street, Suite 891, New York, NY 10005; or by phone at 212-398-0002.

    Cautionary Statement Regarding Forward-Looking Statements
    This release contains forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995. You can identify these statements by the use of the words “may,” “will,” “should,” “plans,” “expects,” “anticipates,” “continue,” “estimates,” “projects,” “intends,” and similar expressions. Forward-looking statements involve risks and uncertainties that could cause results to differ materially from those projected or anticipated. These risks and uncertainties include, but are not limited to, BOMO’s ability to successfully execute its expanded business strategy, including by entering into definitive agreements with suppliers, commercial partners and customers; general economic and business conditions, effects of continued geopolitical unrest and regional conflicts, competition, changes in technology and methods of marketing, delays in completing various software programs, changes in future customer order patterns, changes in product mix, continued success in technical advances and delivering technological innovations, regulatory requirements and the ability to meet them, government agency rules and changes, and various other factors beyond BOMO’s control. Except as may be required by law, bowmo, Inc. undertakes no obligation, and does not intend, to update these forward-looking statements after the date of this release.

    The MIL Network

  • MIL-OSI: Drone Manufacturers Scrambling to Keep Up with Growing Demand as Drone Applications Skyrocket

    Source: GlobeNewswire (MIL-OSI)

    PALM BEACH, Fla., Feb. 06, 2025 (GLOBE NEWSWIRE) — FN Media Group News Commentary – Drones are being increasingly adopted in a growing number of industries such as military, defense, land surveying, agriculture for crop monitoring, energy for inspecting power lines among others. The versatility of drones to perform various tasks efficiently is driving their adoption. Drones can be used to monitor hostile environments and enemy activity as well as used for strategic and operational reconnaissance. Commercial Drones are remotely piloted, optionally piloted, or fully autonomous aerial vehicles that play a significant role in plenty of sectors. They are commonly termed drones and are mostly known for their wide usage in various functions, such as Surveying & Mapping, Inspection & Monitoring among others. These vehicles are also used for mapping, surveying, and determining the weather conditions of a specific area. According to recent industry reports, the markets are poised to continue substantial growth in years to come. MarketsAndMarkets project that The Commercial Drone market is projected to grow at a CAGR of 11.2% from 2024 to 2030. The report said: “Based on End Use, the Transport, Logistics and Warehousing segment is anticipated to record the highest growth rate during the forecast period By End Use, the Drone market has been segmented into logistics & transportation, agriculture, energy & power, military, construction & mining, media & entertainment, insurance, wildlife & forestry, academics & research. Logistics & Transportation segment is estimated to record the highest CAGR during the forecast period with the significant growth of the global e-commerce sector, postal companies are opting for new methods to modify their traditional delivery business models. Active Companies in the markets today include ZenaTech, Inc. (NASDAQ: ZENA), ParaZero Technologies Ltd. (NASDAQ: PRZO), AeroVironment (NASDAQ: AVAV), EHang Holdings Limited (NASDAQ: EH), AgEagle Aerial Systems Inc. (NYSE: UAVS).

    MarketsAndMarkets continued: “With several countries focusing on the use of commercial drones for postal deliveries, the commercial drone market will witness growth. The US Postal Service is exploring the possibility of introducing commercial drone into its vehicle fleets to advance mail delivery operations and support its collection of geospatial, sensor, image, and other data. Companies such as DJI (China) are actively developing solutions for Drone-based package delivery. Amazon (US) has already developed these services. Lower cost, density of urban environments, and the rising demand for reduced delivery times are contributing to the growth of this segment.”

    ZenaTech (NASDAQ:ZENA) ZenaDrone Starts Testing its High-Density Batteries to Extend Flight Time for ZenaDrone 1000 Drone for US Defense Applications – ZenaTech, Inc. (FSE: 49Q) (BMV: ZENA) (“ZenaTech”), a technology company specializing in AI (Artificial Intelligence) drone, Drone as a Service (DaaS), enterprise SaaS and Quantum Computing solutions, announces that ZenaDrone will commence testing work this quarter on a high density battery for the ZenaDrone 1000 multifunction AI drone designed for defense and commercial applications. High density batteries are lightweight and enable longer drone flight times, more reliability and endurance for longer defense missions, heavier payloads, and greater operational success of a wide range of military applications. ZenaDrone will use the batteries from ZenaTech’s affiliated company Galaxy Batteries Inc.

    “High density batteries are key to longer fight times and reliability in the harsh conditions of military defense operations such as cargo and resupply, intelligence gathering, surveillance, and reconnaissance missions. We will test to ensure these batteries will provide the customization, cost savings, supply chain control and superior performance we require. This is important to our goal to become a Blue UAS- certified supplier to sell to US defense branches and other military organizations,” said CEO Shaun Passley, Ph.D.

    ZenaDrone 1000 is an autonomous multifunction drone offering stable flight, maneuverability, heavy lift capabilities, innovative software technology, sensors, AI, and purpose-built attachments, along with compact and rugged hardware engineered for military and industrial use. The company previously completed two paid trials with the US Air Force and the US Navy Reserve for logistics and transportation applications carrying critical cargo, such as blood, in the field.

    The company previously announced that its supply chain is fully NDAA (National Defense Authorization Act) compliant and that it plans to apply for Green UAS (Unmanned Aerial System) followed by Blue UAS certification, an approved supplier list for drone companies.

    NDAA compliance refers to adhering to the provisions outlined in the National Defense Authorization Act, which is a set of US federal laws passed every year that specify the budget and expenditures for the Department of Defense (DoD) and address growing cybersecurity concerns. For a product to be NDAA compliant, it must not be produced by a set list of Chinese manufacturers, which extends to the chipsets, cameras, displays and other technology used.

    The Blue UAS (Unmanned Aerial System) program is a stringent government approved supplier list of drone companies that wish to do business with the US DoD; suppliers including ZenaDrone must meet strict NDAA cybersecurity and supply chain sourcing requirements. The Green UAS program is essentially the same as the Blue UAS program but has a more streamlined and faster certification process without the specifications on country of origin. Continued… Read this full release by visiting: https://www.financialnewsmedia.com/news-zena/

    Other recent developments in the drone industry include:

    ParaZero Technologies Ltd. (NASDAQ: PRZO), an aerospace company focused on safety systems for commercial unmanned aircrafts and defense Counter UAS systems, recently announced the successful demonstration of its DropAir Precision airdrop system in collaboration with a leading global defense company. The demonstration showcased the DropAir system’s ability to safely and precisely deliver critical supplies under challenging operational conditions.

    During the test, ParaZero’s proprietary DropAir technology was deployed in multiple high-altitude drone airdrops. The system’s advanced parachute mechanism activated at low altitude, ensuring minimal drift and precise landings, even in complex environments. Following the successful demonstration, ParaZero plans to advance the DropAir system into the next phase of development, focusing on enhancing its capabilities for real-world military and humanitarian operations.

    AeroVironment (NASDAQ: AVAV), a global leader in intelligent, multi-domain robotic systems, recently announced it has been awarded its third delivery order totaling $288 million of Switchblade® loitering munition systems as part of U.S. Army’s Directed Requirement (DR) for Lethal Unmanned Systems (LUS). The delivery is part of a 5-year Indefinite Delivery, Indefinite Quantity (IDIQ) contract from Army Contracting Command-Aberdeen Proving Ground, with a contract ceiling value of $990 million, announced in August 2024.

    “AV is honored to continue fulfilling this important contract providing the U.S. Army with exceptional and reliable loitering munition solutions,” said Brett Hush, AV’s senior vice president and general manager of Loitering Munition Systems. “We continue to deliver for the U.S. Army with our superior supply chain and manufacturing capacity.”

    EHang Holdings Limited (NASDAQ: EH), the world’s leading Urban Air Mobility (“UAM”) technology platform company, recently announced that its flagship pilotless passenger-carrying aerial vehicle EH216-S completed its inaugural demo flight in downtown Shanghai. It served as an excellent backdrop to demonstrate the exceptional capabilities in convenience, safety, and eco-friendliness within the operational environment of UAM in metropolises. It has also officially launched the regular trial operation of the eVTOL sightseeing routes by the Huangpu River at Longhua Airport in Shanghai, in preparation for the following commercial operations in Shanghai. This move aims to realize the urban air mobility in mega central cities.

    Longhua Airport is regarded as the only airport in Shanghai downtown area with apron airspace and is home to the East China General Aviation Service Center of the Civil Aviation Administration of China (“CAAC”). As an important base for the high-quality development of Shanghai’s low-altitude economy, Longhua Airport offers ideal conditions for various low-altitude economic activities, including aerial mobility, tourism and sightseeing, emergency rescue and logistics. This flight not only showcased EH216-S’s capabilities for commercial applications in urban sightseeing and travel scenarios, but also laid a solid foundation for its future gradual implementation and realization of regular commercial operations of urban air taxis in the Yangtze River Delta region centered around Shanghai.

    AgEagle Aerial Systems Inc. (NYSE: UAVS) a leading provider of best-in-class unmanned aerial systems (UAS), sensors and software solutions for customers worldwide in the commercial and government verticals, announced it recently completed a successful flight demonstration of its eBee VISION Intelligence Surveillance and Reconnaissance (ISR) UAS platform at the French Army’s 61st Artillery Regiment’s event, FID25-61e RA Chaumont. The drone innovation forum was conducted January 30-31, 2025 and attended by the Company in conjunction with its French reseller partner Flying Eye.

    AgEagle CEO Bill Irby commented, “We continue to strengthen and broaden our relationship with the French Army through our partner Flying Eye, who completed training in January to become certified eBee VISION operators. This strategic union is expected to build upon the success of our largest single order in AgEagle’s history, valued at $3.4M, completed with the French Army in Q4 2024. We look forward to leveraging this momentum as we continue to expand the global footprint of our UAS products within both government and commercial verticals.”

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    The MIL Network

  • MIL-OSI: Winvest Group Powers Web3.0 Expansion with Multi-Channel Financing

    Source: GlobeNewswire (MIL-OSI)

    RENO, NEVADA, Feb. 06, 2025 (GLOBE NEWSWIRE) — Winvest Group Limited (OTC: WNLV) is accelerating the growth of Web3.0 through an innovative multi-channel financing model that integrates blockchain technology with the entertainment industry. This strategic initiative underscores Winvest’s deep understanding of global capital markets and offers investors new opportunities in the expanding digital economy. As decentralized finance (DeFi) gains traction and blockchain ecosystems like Solana and Ethereum continue to shape digital asset investments, Winvest is actively exploring partnerships with communities and industry stakeholders to advance this transformative financing model.

    Revolutionizing Investment through Multi-Channel Financing

    Winvest is redefining capital markets by merging the viral, community-driven dynamics of Meme culture with the transparency and efficiency of DeFi. The organic expansion and strong engagement of Meme communities create a solid foundation for this investment approach.

    Beyond entertainment, Winvest is closely monitoring leading blockchain ecosystems such as Solana, incorporating them into its long-term investment strategy. By strengthening its presence in Web3.0, the company aims to enhance its asset portfolio and position itself as a key player in the evolving digital finance landscape, providing investors with a diversified and resilient investment framework.

    Expanding Industry Collaborations and Community-Driven Growth

    An increasing number of Meme projects and investors are approaching Winvest to explore strategic collaborations and funding opportunities. Among these engagements, Winvest has already reached a mutual agreement with a key partner, to funds raised through this model will be invested into Winvest’s projects, including Launchrr and movie production. This strategic alignment strengthens the ecosystem, allowing Meme-driven investments to generate real-world value while advancing Winvest’s long-term growth initiatives.

    In addition, key opinion leaders (KOLs) and industry influencers are leveraging social networks and Web3.0-based governance frameworks to expand the adoption of this model and drive broader community engagement. Through this flexible funding structure, investors have a lower entry option, allowing individuals – regardless of financial capacity – to participate in the entertainment industry’s expansion. This inclusive approach creates new pathways for investors to access high-growth opportunities while contributing to the evolution of decentralized finance and entertainment investments.

    Winvest: Pioneering the Future of Capital Markets

    Winvest remains committed to reshaping the financial and entertainment sectors through innovation. Rooted in its brand philosophy, “For Lasting Joy,” the company integrates cutting-edge technology with strategic market initiatives to generate sustainable value for global investors.

    With its expansion into Web3.0 and multi-channel financing, Winvest is not only reinforcing its market leadership but also unlocking new investment pathways in digital asset ecosystems. This initiative further strengthens the company’s mission to create a more transparent, efficient, and accessible financial landscape, empowering investors to seize the opportunities of the next evolution in capital markets.

    For more information, please visit: https://www.winvestgroup.co

    Media contact

    Connie Ting

    Winvest Group Limited

    50 West Liberty Street, Suite 880, Reno NV 89501

    Email: connie.ting@winxglobal.com

    Phone: 775-996-0288

    The MIL Network

  • MIL-OSI Russia: Dmitry Patrushev: The scale and pace of construction of solid municipal waste management facilities must increase

    Translartion. Region: Russians Fedetion –

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

    Previous news Next news

    Dmitry Patrushev held a meeting in the format of an incident “Organization of a system for handling solid municipal waste”

    Deputy Prime Minister Dmitry Patrushev held a meeting in the format of an incident “Organization of a system for handling solid municipal waste”. It was attended by heads of relevant departments and heads of regions.

    “The implementation of the federal project “Closed Cycle Economy” has been launched since 2025. Its target parameters are outlined in the Presidential Decree on National Development Goals. Work to achieve these targets has already begun. Last year alone, solid municipal waste handling facilities with a total capacity of over 4 million tons were commissioned. The scale and pace of construction should only increase, citizens should see qualitative changes in waste management – strict adherence to the removal schedule and modern waste processing facilities,” said Dmitry Patrushev.

    The meeting discussed the development of the legislative framework in the field of waste management, as well as the implementation of “road maps” for the creation of infrastructure, the purchase of special equipment, containers and the arrangement of waste accumulation sites. The Russian Ecological Operator PPC will form performance indicators for the regions for the implementation of “road maps”.

    The participants of the meeting presented measures to improve the quality of work of regional operators during the holidays, when the waste management system experiences increased load. The best waste management practices of the Russian Ecological Operator will be formalized into methodological recommendations. The heads of the subjects of the Russian Federation will need to implement them in their work.

    During the meeting, positive experience of organizing work in the field of waste management in the Leningrad Region was highlighted. It was noted that an economically stable regional operator operates in the agglomeration, there are enough containers and accumulation sites. Already now, more than 60% of waste is sorted in the region.

    Following the meeting, the Ministry of Natural Resources was instructed to submit to the Government, together with the Russian Ecological Operator and interested departments, a plan to ensure full digital control over the waste management sector.

    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 Global: 5 Super Bowl commercials that deserve places in the advertising hall of shame

    Source: The Conversation – USA – By Matthew Pittman, Associate Professor of Advertising and Public Relations, University of Tennessee

    A true advertising face-plant happens when a commercial is both tone-deaf and completely forgettable. spxChrome/iStock via Getty Images

    What makes something a flop?

    Not the kind of flop that Kansas City Chiefs quarterback Patrick Mahomes is prone to do, but a flop in the world of advertising?

    Brands airing Super Bowl ads have a lot riding on their investments – roughly US$7 million for a 30-second spot for the 2025 big game. So there’s a lot of pressure to get things right.

    In my advertising classes, I often tell students that a commercial that’s controversial or disliked in the moment shouldn’t necessarily be considered a failure. In fact, enragement drives engagement. So if one of the goals of advertising is to keep the brand top of mind for consumers, a hated Super Bowl ad still accomplishes at least one goal. Think of the now-infamous Pepsi ad where Kendall Jenner “solves racism” with a can of Pepsi. Or all those raunchy GoDaddy ads that everyone rolled their eyes at, but the company kept running, year after year.

    Instead, a true advertising face-plant is an ad that’s both tone-deaf and completely forgettable – so dull, off-putting or confusing that when a brand completely switches up its strategy, you almost don’t remember the massive blunder that compelled it to change course in the first place. Almost.

    So with this definition in mind, here are my submissions for five of the biggest Super Bowl advertising flops.

    1. General Motors, 2007

    Should viewers care about a ‘depressed’ robot?

    A GM robot gets so depressed after getting fired that it jumps off a bridge to end its own existence.

    How endearing.

    The ad for the then-struggling automaker, which aired during Super Bowl 41 between the Indianapolis Colts and Chicago Bears, features a robot that struggles with depression and existential angst after learning its services are no longer needed on the assembly line.

    The robot questions its meaning and purpose and tries to combine dark humor and social commentary about the monotony of work and the inevitability of technological progress. But it ends up missing the mark for a few reasons.

    Suicide is pretty bleak for a Super Bowl spot, and mental health, in general, is a sensitive topic. There was little effort made to connect the spot to core GM brand values, which include inspiring “passion and loyalty” and “serving and improving communities.”

    Furthermore, the idea of robots having human emotions can be off-putting for many consumers – particularly at a time when many automotive and factory workers in the U.S. were rightly concerned about robots taking their jobs.

    2. Groupon, 2011

    The bizarre ad wasn’t funny and didn’t make much sense, either.

    Sometimes I try to imagine the meetings at ad agencies where ideas for clients are batted around:

    “We need to promote this new app that lets families get products like smoothies at slightly discounted prices.”

    “OK, how about this: It starts as a Tibetan tourism ad. Then it takes a dark turn and suggests that Tibet is about to be wiped off the map. That’s when our client’s product gets introduced: We tell viewers that before Tibetan culture goes extinct, they should try fish curry, like these 200 people in Chicago who saved $15 at a Himalayan restaurant using Groupon.”

    “Excuse me?”

    “Oh – and let’s have the narrator be a white guy with long sideburns.”

    I have no idea how this one avoided the cutting-room floor.

    3. Nationwide Insurance, 2015

    Another death on the docket.

    The insurance company used a strange mix of heartbreak and guilt-tripping to try to entice viewers to buy its policies during Super Bowl 49.

    The ad features a young boy narrating in a somber tone, listing all of the milestones he’ll miss because he’s dead: learning to ride a bike, travel the world, get married.

    The twist is that the cause of his death is an accident. That’s where Nationwide comes in: They offer life insurance to help offset tragedies. But wait – insurance doesn’t prevent tragedies. It merely provides compensation to “replace” what you lost. Both the morbid tone and twist were bizarre.

    Exploiting tragedies in advertisements is generally not going to win people over. I can’t imagine how it would feel to be a parent who’s lost a child and see this TV ad.

    4. Audi, 2020

    Everything everywhere all at once.

    Can a “Game of Thrones” star join forces with Disney while highlighting the importance of sustainability to create an ad for … Audi?

    In the minute-long spot, Masie Williams, who plays Arya Stark on “Game of Thrones,” belts out the lyrics to “Let It Go,” the hit single from Disney’s “Frozen.” As she drives, pedestrians join her in song. At the end of the ad, Audi announces that they are finally making an electric car.

    The ad seems to be about “letting go” of fossil fuel dependence – the gas sign yells it, car dealership yells it, mechanics yell it – almost two decades after the first major electric car hit the market.

    Was it meant to be empowering? Funny? Inspirational? It tried to do a little bit of everything, leaving viewers grasping and gasping. Not to mention the song “Let It Go” had come out seven years prior, which made the whole production seem even more dated.

    5. Just For Feet, 1999

    A company-cratering advertisement.

    Close your eyes.

    Imagine an ad that’s racist and confusing.

    Imagine an ad in which the main character is disappointed to receive the product being advertised.

    Imagine an ad so bad that the company sues the agency responsible for the ad because it destroyed their reputation and bankrupted them.

    Ladies and gentlemen, I give you Just For Feet’s “Kenyan Runner” Super Bowl ad.

    The ad depicts a barefoot Kenyan runner sprinting across a rugged landscape as a group of white men in military SUVs tracks him down as if on a hunting expedition.

    After they eventually catch him, they forcibly drug him by offering a mysterious beverage. The runner drinks it, collapses and wakes up to find that he is now wearing a pair of Just For Feet sneakers. He looks confused and distressed, as if he’d been violated.

    Bizarre and unsettling, indeed. Just For Feet filed for bankruptcy less than a year later.

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

    ref. 5 Super Bowl commercials that deserve places in the advertising hall of shame – https://theconversation.com/5-super-bowl-commercials-that-deserve-places-in-the-advertising-hall-of-shame-247756

    MIL OSI – Global Reports

  • MIL-OSI Africa: Congo’s stylish sapeur movement goes beyond fashion – 5 deeper insights

    Source: The Conversation – Africa – By Sylvie Ayimpam, Chercheur à l’IMAf et Chargée de cours, Aix-Marseille Université (AMU)

    In the two Congos, there’s a cultural movement by the Society of Ambience-Makers and Elegant People (Sape), known as “sapeurs”, who blend fashion, culture and social resistance. Though it was rooted primarily in the Democratic Republic of Congo (DRC) and the Republic of Congo, the movement is now spreading worldwide, through Congolese migration.

    As a researcher, I have studied Sape in its cultural, social and symbolic dimensions.

    Sape is far more than a fashion trend. Here are five key things to know about this movement.

    1. The history of Sape

    Sape emerged during the colonial era, first in Brazzaville and later in Leopoldville (now Kinshasa), when young Congolese began adopting and reinterpreting the clothing style of colonisers. This movement was not merely about fashion. It served as a way for people to express their self-worth and respectability in a context where it had been denied or diminished. Over time, it also became a subtle, yet powerful, form of resistance against colonial domination.

    Members of Sape movement. Junior D. Kannah/AFP via Getty Images)

    This process continued after independence. It became a symbol of resistance to dictatorship, particularly under the regime of President Mobutu Sese Seko of Zaire (now DR Congo). He advocated for the rejection of western clothing in favour of traditional attire, but Sape persisted as a counter-cultural statement.

    The movement expanded to Europe with Congolese migration, in the 1970s and 1980s, where sapeurs reinterpreted European fashion — often incorporating vibrant colours and eccentric details — turning style into a tool of subversion. From the outset, it drew on diverse influences, including European culture, but transformed them to create a distinctly Congolese style.

    By adopting the clothes of the colonialists, young Congolese appropriated symbols of power and social status, while hijacking them to assert their own identity. Sape thus became a means of uplifting the value of Congolese culture under imposed cultural domination.

    2. The rules of Sape

    Sape is often compared to 19th-century European dandyism – a 19th-century fashion trend that emerged in England for men who aspired to refinement and elegance. Sapeurs, with their designer clothes, bold colours and preoccupation with sartorial elegance, embody a modern, African version of this tradition.

    For them, Sape is more than just a way of dressing. It is a philosophy based on several fundamental principles: an expression of identity, the quest for excellence or refinement and cultural and social resistance.

    “Sapology” imposes strict rules. These include respecting the colour trilogy – which stipulates that no outfit should feature more than three different colors (to ensure harmony and avoid discordant colour combinations), maintain rigorous clothing hygiene, and commit to constant elegance. For sapeurs, appearance is a powerful way to make an impression and stand out in an environment often defined by hardship.

    Elegance in dress isn’t just about wearing expensive clothes, it also extends to behaviour. Sapeurs have a particular attitude – they use sophisticated language and refined gestures, and maintain an attitude of courtesy and respect. Some of their public posturing echoes that of European dandies, like a specific gait, often slightly stooped with crisscrossing steps, used to highlight the details of their attire, such as clothing seams, shoes and socks. Their way of moving and speaking is just as important as the clothes they wear.

    This performative aspect makes Sape a true living spectacle. At gatherings of sapeurs, participants compete in elegance and creativity, strutting as if on a runway. This transforms the streets where they gather into an open stage where everyone can express themselves and showcase their style.

    3. Expansion via the diaspora

    The Sape movement isn’t confined to the streets of Brazzaville and Kinshasa. It has evolved into a global phenomenon, spreading first within the Congolese diaspora in Paris. It then expanded to other European cities where these migrants reside, such as Brussels. The movement has even reached American cities, like New York and Montreal.

    For Congolese living in western countries, Sape is a way of reconnecting with their roots and asserting their identity, in often challenging circumstances. It enables these members of the diaspora to create a positive identity at a time when discrimination and social precariousness are commonplace.

    In Europe’s major cities, Sape serves as a way to resist social invisibility. Congolese migrants, often pushed to the margins of society, use Sape to make themselves visible, drawing attention to their presence and asserting their place by wearing flamboyant costumes.

    Sape is therefore a form of social protest, a way of defying the expectations of the host society.

    4. The role of music

    A key factor in the success and global recognition of the Sape movement is its strong connection to Congolese popular music.

    Artists like Papa Wemba and Aurlus Mabélé have played crucial roles in promoting “the Sape”. They incorporated its aesthetic into their public personas and performances. In France and Belgium, Papa Wemba’s concerts became major events for the Congolese community. These concerts provided an opportunity to showcase and celebrate the Sape movement.

    The late singer Papa Wemba played an important role in promoting Sape. STR/AFP via Getty Images

    Congolese popular music has served as a vehicle for spreading the Sape ideals, popularising this lifestyle as a symbol of success.

    Within the world of Congolese popular music, Sape has risen to the status of a religion – Kitendi, the “religion of fabric”. This religion has its pope, high priests, priests, priestesses, and countless devoted followers.

    Papa Wemba, often referred to as the “King of Sape”, was a charismatic figure who masterfully combined music and fashion to craft a powerful cultural identity. Every outfit he wore was meticulously selected to embody the elegance and prestige of Sape.


    Read more: Papa Wemba: musical king of the Society of Ambianceurs and Elegant People


    By wearing clothes from prestigious brands, Papa Wemba made Sape a symbol of success for many young Congolese. He also contributed to the export of Sape beyond African borders.

    5. Preserving the dignity of the poor

    Sape is marked by an interesting paradox: it combines luxury clothing and a flamboyant lifestyle with often precarious living conditions. For many sapeurs, elegance is a goal that takes precedence over material comfort. Sapeurs invest a large part of their income in designer clothes, sometimes to the detriment of their daily quality of life. This sacrifice is seen as necessary to maintain their status within the sapeur community.

    Sapeurs. Patrick Kovarik/AFP via Getty Images

    For sapeurs, visibility and recognition are paramount. An invisible “sapeur”, they say, ceases to be a “sapeur”. This highlights the movement’s complexity.

    Sapeurs view themselves as kings without crowns, street aristocrats who use their appearance to challenge conventional ideas of wealth and status. Through Sape, they subvert traditional social hierarchies, emphasising that elegance and personal worth are not solely tied to economic means. Instead, these qualities are defined by one’s ability to stand out through style, creativity and charisma.

    – Congo’s stylish sapeur movement goes beyond fashion – 5 deeper insights
    – https://theconversation.com/congos-stylish-sapeur-movement-goes-beyond-fashion-5-deeper-insights-246919

    MIL OSI Africa

  • MIL-OSI United Kingdom: Minister Sir Chris Bryant speech at LEAD advertising conference

    Source: United Kingdom – Executive Government & Departments

    Creative Industries Minister Sir Chris Bryant gave the keynote speech at the LEAD advertising industry conference in London.

    My name is Chris Bryant. I’m the Minister for lots of things. And Peter Mandelson, when I was first elected back in 2001 as the Member of Parliament for the Rhondda, I asked him for some advice. And he said he had lots of pieces of advice, but one of them was: “Never go to the same event two years in a row.” Because it means if you don’t go to the third year, everybody will condemn you for being a complete lazy so and so. But this is my second year in a row at this event. So I’ve broken Peter Mandelson’s advice.

    And the second piece of advice he gave me was: “The one word you can never use in advertising and in politics is the word trust.” Because the moment you start talking about trust in politics, people start thinking: “Oh, can I trust you?” And they nearly always come to the conclusion that they can’t. 

    But in the end, advertising, I suppose, is fundamentally about trust. It’s about trying to persuade the public that you can trust a particular product or that you can trust a particular brand that is promoting a particular product, or that you can trust the person who is promoting the brand that is promoting the product, or that you can trust the space in which you’re watching or seeing this particular piece of advertising. 

    Of course, to enable trust in all and to create great advertising, that requires all sorts of different things. First of all, imagination. And I think sometimes when I speak to some other parts of the creative industries, they think of advertising as the kind of workhorses of the creative industries. But I actually think that in many regards, you’re more imaginative than nearly all the other parts of creative industries put together. And sometimes, of course, you have to bring them all together. 

    But the original idea for how to launch a product, or how to sell a product, how to promote it, how to keep it in the public mind, or how to completely change a view of a product or a brand, that’s a phenomenally imaginative process. 

    I always think to myself: “How do you come up with a television or a cinema advert for perfume?” How on earth can you give the impression that this is a perfume that somebody would want to wear when you cannot smell it? Which is fundamentally what perfume is all about. And of course, you do that in advertising with so many different products. Sometimes you’re trying to encourage people to try products that they would never have touched before, either because they’re brand new products, or because they’re something that has never come into their way of life before or because their life has changed. 

    That requires phenomenal imagination, but it also requires craft, serious craft, whether that’s using statistics and market analysis to be able to determine what is really going to work, how big a particular market is, or it’s that whole ecosystem of the whole of the creative industries, through from writers, actors and technicians, location scouts and everybody else that’s part of making a really good advert. 

    That combination of imagination, craft and that whole ecosystem is what I think is so special in the United Kingdom. We’re at the moment working with Shriti Vadera and Peter Bazalgette on putting together our Industrial Strategy for the creative industries. We decided as a government that the creative industries are one of the eight key sectors in the UK that are potential growth sectors we want to build on. 

    And putting that together, one of the key elements that we keep on arguing with the Treasury and the Department for Business and Trade and everybody else in government is that this is an ecosystem. You don’t get great British films without great British marketing of films. You don’t get great British films without actors who probably performed on the stage as well as in television and in movies. You don’t get great British actors without a commercial theatre that’s successful in the UK and also without a subsidised theatre in the UK. 

    All of these things hang together, and it’s really important that we promote the whole of that sector. And that’s, of course, why we are the second largest exporter of advertising in the world. I remember when I first came across this statistic, I thought: “That can’t be right. It must just be the second largest in Europe.” But we are the second largest in the world and I think we could do a great deal more boasting about that. 

    I don’t know whether there’s anybody in advertising who could promote the idea of advertising being a very significant part of our economy, worth £21 billion of GVA in 2023 and on track this year for £43 billion of spending. So in the words of Yazz: the only way is up.  

    We are very keen on this being a cooperation between industry and government. So first of all, the single most important thing we know that we can do to enable this industry to grow in the UK is to provide political, fiscal and economic stability in the country, so that people can make long-term investments and know where they’re going. 

    [political content redacted]

    And secondly, as I just said, we’re working on our Industrial Strategy for the creative industries. If there’s stuff that you still feel that you have you haven’t heard from us in this world, then please do get in touch. 

    Thirdly, obviously, there’s a really important issue around skills. For me, this is a matter of passionate belief that you don’t get a good education unless you also get a good creative education. I want to praise Eton and Winchester and everybody else, because they’ll have a pottery class, they’ll have an art room, they’ll have a well equipped theatre, they’ll have a dance studio, they’ll have musical instruments. I just want that for every single child in this country, and that’s why I think it’s so important that we turn the corner on the curriculum in the UK. 

    That’s what Bridget Phillipson as the Secretary of State for Education is very intent on doing. Trying to bring a creative education right back into the heart, so that it’s not just STEM, which is very important, but STEAM, including arts and creative education, is part of it. 

    Secondly, we need to reform the Apprenticeship Levy. I know lots of people in the industry have said to me: “It just doesn’t work for us at the moment.” And that’s what we’re very focused on doing. 

    The first thing we’ve already done is we’ve announced that from August this year, you won’t have to do a 12-month apprenticeship. You’ll be able to do six months and that’s so important for people who are working on a project base, and we need to provide a greater sense of portability between different employers as well, to be able to make that Apprenticeship Levy work across the creative sector. 

    Indeed, there’s a perfectly good argument for saying, because of the ecosystem that I’ve been talking about, that the Apprenticeship Levy should enable you to go from different parts of the ecosystem to be able to perfect your craft.

    Now just a few specific things on the Online Advertising Taskforce. Online has provided new challenges and new opportunities. I’m really glad that the influencer working group has come up with its fourth version of a code of conduct, the first in the world. If anybody knows any influencers who could persuade more influencers to take up the influencers’ code of conduct, I’ll be really grateful. 

    But that is a really important campaign, because it goes to this issue of trust. If it becomes a whole world when you simply can’t trust what you’re seeing in front of you as promoting a product, then that undermines the whole of the industry. So I think the more we can do in that field, the better. 

    I’m really grateful for the work that’s being done on an AI working group. At the moment we’re engaged in a consultation on this and precisely how it works out in relation to copyright. I am absolutely clear that we as a country sell IP. It’s one of the key things that we sell. So making sure that we have a strong copyright system in the UK, that we maintain that, and maintain the ability of people to be remunerated and to control their rights, is a vital part of anything we do in this field. 

    But of course, many of you will use AI in all sorts of different ways already, and my guess is in two or three years’ time, every single person will have an AI assistant of some kind on their laptop or on their phone. We need to make sure that we think that there’s a possibility for a win-win in this. If you haven’t looked at the consultation yet, please do. It closes on February 25. 

    On less healthy food, some of you might be interested in this subject. Obviously the previous government legislated in relation to less healthy foods and advertising, and we did too in the statutory instrument that was brought forward just before Christmas. I’ve already had several meetings with the ASA. We are very keen on coming to a sensible solution. I think a bit of common sense in this space would be really, really useful. We discussed the matter. I’m saying to you what I said to the ASA the other day. Our priority is proportionate regulation and clear guidance for businesses operating in the sector. And as you would expect from us, we want to reduce the NHS backlog, and we want to support people to lead healthier lives. We want there to be incentives for brands to offer more healthy products. That only happens if we have a clear set of guidance that is proportionate and sensible. I can’t go any further than that, because I’ve got another meeting with all the organisations concerned next week. 

    I want to end with my key point, which is that we are very serious about growing the creative industries in the UK. I heard somebody say: “Well, aren’t the arts and the creative industries a bit frou-frou?” I don’t know what that means, really, but I get the point, I suppose. 

    But actually, if the UK had no creative industries, we would be a poorer, weaker, less happy, less stable society than we are. And I think that the creative industries not only have an economic role to play – a vastly significant one, one in 14 people in the UK works in the creative industries today and I guess it will be one in 10 in a few years’ time – but if we’re going to build that, we need you to tell us what are the barriers to growth in your sector. 

    We need to make sure that there’s a steady stream of people through into these industries. I asked this question last year, and I’m going to ask it again, and I’m going to keep on asking every single year that I come here, which is: If you came to my constituency and asked a 13 year old: “What are you going to do when you grow up, or what careers are you thinking about?” They would probably know what it is to be a doctor and how they would start trying to be a doctor or a lawyer or a teacher, but they wouldn’t have the faintest idea how they would start the process of going into advertising or any of the other creative industries. 

    So in four years’ time, I would like us to be in a place where every single child in the country has the creative industries, including advertising, as one of the possible future careers for them, and that they know how to approach that, so that your seats are taken in 10, 15, 20 years’ time by young people who might just as well come from Wigan, Gateshead, Newcastle, London, the Rhondda, Shetland. People with completely varied backgrounds and different experiences, so that they can bring their imagination and their storytelling to the great industry that is yours.

    Updates to this page

    Published 6 February 2025

    MIL OSI United Kingdom

  • MIL-OSI Banking: [Photo] An Inside Look at ISE 2025: Samsung Presents Color E-Paper and the Future of Commercial Displays

    Source: Samsung

    Integrated Systems Europe (ISE) 2025 kicked off on February 4 in Barcelona, highlighting the latest advancements in commercial display technology.
     
    Samsung Electronics welcomed guests with a striking 462” The Wall media facade at the entrance to its booth — while inside, the company showcased its energy-efficient Color E-Paper display alongside AI-powered upgrades to the SmartThings Pro platform. The supersized 115” 4K Smart Signage display captivated visitors with its immersive visuals as well.
     
    Samsung Newsroom explored the booth firsthand and captured these innovations leading the future of commercial displays.
     
    ▲ Visitors marvel at The Wall’s stunning visuals powered by MICRO LED technology.
     
    ▲ (From left) Hoon Chung, Executive Vice President; SW Yong, President and Head of Visual Display (VD) Business; and Seong Cho, Executive Vice President of Europe Office, from Samsung Electronics admire The Wall.
     
    ▲ The ultra-low power Samsung Color E-Paper boasts a slim, lightweight design.
     
    ▲ Visitors examine Samsung VXT, a comprehensive cloud-based content management solution (CMS) platform.
     
    ▲ Visitors crowd around the SmartThings Pro wall to see how the B2B management platform has expanded to include enterprise-grade IoT devices.
     
    ▲ Visitors interact with the Google Cast feature newly added to Samsung’s 2025 hotel TV lineup.
     
    ▲ SW Yong, President and Head of Visual Display (VD) Business at Samsung Electronics, tries out the 2025 Interactive Display equipped with Samsung AI Assistant.
     
    ▲ The 115” (16:9) 4K Smart Signage display boasts an ultra-large screen optimized for office spaces, retail stores and other business environments.
     
    ▲ A visitor observes the 105” (21:9) 5K Smart Signage display‘s various innovative features that make it the perfect option for video conferences.

    MIL OSI Global Banks

  • MIL-OSI USA: AFN Broadcasts Super Bowl LIX to U.S. Military Audiences Worldwide

    Source: United States Department of Defense

    The Defense Media Activity (DMA) and the American Forces Network (AFN) invite overseas audiences to enjoy the military network’s full-day coverage of America’s most watched sporting event, the Super Bowl, beginning this Sunday, February 9. 

    With the generous support of the National Football League (NFL), AFN will air Super Bowl LIX, featuring the Kansas City Chiefs and the Philadelphia Eagles, live on its global television and radio services for U.S. military audiences serving around the world and at sea.

    AFN will live-stream the Super Bowl on its video streaming platform, AFN Now®. The game will also be available as video-on-demand shortly after the live broadcast.

    AFN Super Bowl events and pregame coverage begin Sunday, Feb. 9, at 9 a.m., Central European Time (CET), and at 5 p.m., Japan/Korea Time (JKT), all on AFN|sports.

    AFN live coverage of Super Bowl LIX begins Monday, Feb. 10, at 12:30 a.m., CET, and 8:30 a.m., JKT, on AFN|sports.

    AFN radio will provide extensive live and pre-game coverage on AFN Fans, available on your satellite decoder, and streaming on AFN Go.

    Viewers are invited to have fun and interact during the game using #SB59AFN and #SuperBowlAFN on Twitter, Instagram, and Facebook.

    AFN|sports will repeat the Super Bowl on Feb. 10, in Europe, at 11 a.m. and 7 p.m., CET.  In Japan/Korea, Feb. 10, at 7 p.m., JKT, and again, Feb. 11, at 3 a.m., JKT.

    For overseas military audiences who may have missed the 2025 NFC and AFC Championship Games, AFN will also rebroadcast the Washington Commanders vs. Philadelphia Eagles and the Buffalo Bills vs. Kansas City Chiefs games on Saturday, Feb. 8, starting at 9 a.m., CET, and 5 p.m., JKT. 

    The AFN|family channel will be airing an annual family favorite, Puppy Bowl XXI, Feb. 10, at 4 p.m., CET/JKT.  Returning for its 21st year, the beloved Puppy Bowl is TV’s original and longest running call-to-adoption event.  Puppy players from Team Ruff and Team Fluff take to the Puppy Bowl stadium to win the “Lombarky” trophy.

    AFN audiences are encouraged to prepare for the Super Bowl by downloading the AFN Now app ahead of the game and registering so they can enjoy the experience from kick off to the trophy presentation.  The AFN Now app is available from the Google Play or Apple App store and is available to service members, families, and retirees living overseas.  It is available on Google and Apple devices, Amazon Fire, Roku, and select smart TVs with app functionality. 

    It is recommended that those who have AFN Now get ready for the big game by ensuring it is up to date with the latest version.

    Since launching two years ago, AFN Now has proven to be highly innovative and has seen record-breaking growth. The military streaming service now has more than 100,000 subscribers worldwide and has seen over one million hours watched.  AFN Now continues to be popular with military audiences worldwide for its extensive content and flexible viewing schedules.  Sports enthusiasts say they appreciate the option of watching live events or at their convenience as video-on-demand.

    The AFN Now app is free to download and provides audiences with convenient access to their favorite AFN entertainment, news, and sports programming.  The app is easy to download, and users can register at https://afn-now.myafn.mil/.  The AFN Now Help Desk is manned around the clock to provide support. They can be reached at DMA.AFNnow.Help@mail.mil.

    For a full listing of all Super Bowl themed shows airing on AFN TV, go to “MyAFN” for television schedules, which is located at https://myafn.dodmedia.osd.mil. Or, for any additional questions, please contact the American Forces Network at dma.march.afn.list.affrel@mail.mil.

    AFN’s broadcast of Super Bowl LIX builds on its eight decades of service to U.S. forces worldwide, dating back to 1943, and further underscores the military network’s dedication to its motto, “We Bring You Home.”

    MIL OSI USA News

  • MIL-OSI: LPL Financial Welcomes Jackson/Roskelley Wealth Advisors

    Source: GlobeNewswire (MIL-OSI)

    SAN DIEGO, Feb. 06, 2025 (GLOBE NEWSWIRE) — LPL Financial LLC announced today that financial advisors Jared Roskelley, CFP®, and Kyle Robertson, CFP®, of Jackson/Roskelley Wealth Advisors have joined LPL Financial’s broker-dealer, Registered Investment Advisor (RIA) and custodial platforms. They reported serving approximately $345 million in advisory, brokerage and retirement plan assets* and join LPL from Ameriprise.

    Based in Scottsdale, Ariz., Jackson/Roskelley Wealth Advisors was founded on the principles of integrity, insight and independence. Founder Bob Jackson started the firm in 1994, bringing Roskelley on board as a shareholder in 2006 after the two struck up a friendship during coursework for CFP® certification. Roskelley later became president and CEO, allowing Jackson to successfully transition into retirement. Robertson joined the practice in 2015 and now serves as managing director and represents the third generation of ownership for Jackson/Roskelley Wealth Advisors.

    “We offer investment strategies, financial planning and goals-based advice to help clients feel more confident about their financial future,” said Roskelley, who learned early on about the complexities of finance from his father, a tax and insurance specialist. “We focus on the comprehensive nature of financial planning to integrate investments, risk tolerance, estate planning and tax strategies into a singular, personalized plan for each client.”

    Looking to get back to their true independent roots, the advisors turned to LPL for the next chapter of their business.

    “From Day One, we’ve always valued independence and entrepreneurship,” Roskelley said. “By moving to LPL we have more control of our destiny and the power to do what’s in our clients’ best interests. We appreciate that LPL does not offer proprietary investment products, and we also believe clients will benefit from LPL’s industry-leading, integrated technology that allows them to access all their account information with a single login.”

    Staying involved in the community is a priority for both advisors. Roskelley is in the Boy Scouts of America Scoutmaster Hall of Fame (Mesa District) and previously served as director of programming for the Financial Planning Association of Greater Phoenix. Robertson is also active in his community, serving as president of his school’s parent-teacher organization and athletic committee while also coaching multiple youth sports leagues.

    Scott Posner, LPL Executive Vice President, Business Development, said, “We welcome Jared and Kyle to the LPL community. LPL is committed to delivering innovative capabilities and strategic resources that make it easier for advisors to manage their practices, accelerate their business and build long-term value with their clients. We look forward to supporting Jackson/Roskelley Wealth Advisors for years to come.”

    Related

    Advisors, learn how LPL Financial can help take your business to the next level.

    About LPL Financial

    LPL Financial Holdings Inc. (Nasdaq: LPLA) is among the fastest growing wealth management firms in the U.S. As a leader in the financial advisor-mediated marketplace, LPL supports more than 29,000 financial advisors and the wealth management practices of 1,200 financial institutions, servicing and custodying approximately $1.7 trillion in brokerage and advisory assets on behalf of 6 million Americans. The firm provides a wide range of advisor affiliation models, investment solutions, fintech tools and practice management services, ensuring that advisors and institutions have the flexibility to choose the business model, services, and technology resources they need to run thriving businesses. For further information about LPL, please visit www.lpl.com.

    Securities and advisory services offered through LPL Financial (LPL), a registered investment advisor and broker dealer, member FINRA/SIPC. LPL Financial and its affiliated companies provide financial services only from the United States. Jackson/Roskelley Wealth Advisors and LPL are separate entities.

    Throughout this communication, the terms “financial advisors” and “advisors” are used to refer to registered representatives and/or investment advisor representatives affiliated with LPL Financial.

    We routinely disclose information that may be important to shareholders in the “Investor Relations” or “Press Releases” section of our website.

    *Value approximated as reported to LPL

    Media Contact: 
    Media.relations@LPLFinancial.com 
    (704) 996-1840

    Tracking #688390

    The MIL Network

  • MIL-OSI: RentRedi Named to HousingWire’s Tech100 List

    Source: GlobeNewswire (MIL-OSI)

    NEW YORK, Feb. 06, 2025 (GLOBE NEWSWIRE) —  RentRedi, the fastest-growing all-in-one property management software that makes renting easy for both landlords and renters, has been named to HousingWire’s 2025 Tech100 Real Estate list. The award recognizes RentRedi as one of the most innovative and impactful companies transforming the real estate industry by driving efficiency and accessibility to the renting process, and reshaping how landlords and real estate investors operate and serve their tenants.

    “We are honored to be endorsed as a top technology in real estate by HousingWire,” said RentRedi Co-founder and CEO Ryan Barone. “This award validates RentRedi’s efforts to provide convenience and ease of use, helping real estate investors grow their rental businesses by removing the time constraints and geographic barriers of property management for landlords, while also improving the lives of their tenants.”

    RentRedi’s comprehensive online and mobile app enables landlords to manage their properties remotely from anywhere in the world using their phone or any mobile or desktop computer by automating everything that goes into managing a rental property, from listings, tenant screening, and lease signing to rent collection, 24/7 maintenance coordination, and accounting. Landlords who use RentRedi have more time to spend on high value activities such as nurturing tenant relationships, investing in home improvement projects, and scouting new investment opportunities to grow their rental businesses.

    Scaling with RentRedi not only requires less effort, but also less cost, because RentRedi offers unique flat pricing subscriptions that do not increase as investors scale their portfolios. Landlords can add an unlimited number of properties, units, tenants, and users to their account with no increase to their subscription rate. Other perks and benefits, specifically accelerated 2-day funding and same-day settlements, are also included in RentRedi’s flat rate pricing and do not require a premium subscription—an industry-first feature.

    Although RentRedi caters to independent landlords, it was initially conceived as a tenant app, and many features continue to be specifically designed with tenants in mind. For example, RentRedi offers a Credit Boost feature that enables tenants (or their landlords) to report on-time payments to all three credit bureaus so that they can boost their credit scores. RentRedi also offers tenants the option to set up automatic payments, purchase renters insurance, and take advantage of special perks and discounts to hundreds of local and national companies from groceries and home decor to storage and pet insurance.

    “Technology is at the core of progress in the housing industry,” said Clayton Collins, CEO of HW Media. “The companies recognized in this year’s Tech100 awards are leading innovation and delivering real-world impact to drive faster and more efficient processes.”

    RentRedi’s impact on the rental industry is proven and backed by data. According to data collected between January 2020 and August 2024, units with at least one tenant using RentRedi’s autopay feature reported on-time rent payments 99% of the time. The success of RentRedi’s tenant screening feature has also been quantified, showing that tenants who underwent tenant screening via the RentRedi platform paid rent on time about 90% of the time.

    Furthermore, RentRedi data shows that landlords are likely to see a 13% jump in on-time rent payments when using the RentRedi Credit Boost feature. Rental units with tenants who have “poor” to “fair” credit scores (in the 300-669 range) yield on-time rent payments at a rate of 93% when using the credit-boosting feature.

    Now in its 6th year, HousingWire’s Tech100 Real Estate program provides a trusted resource for real estate professionals, showcasing the industry’s top technology providers. The award recognizes companies like RentRedi that are solving real-world challenges, delivering cutting-edge solutions, and helping real estate professionals navigate an evolving market.

    About RentRedi

    RentRedi offers an award-winning, comprehensive property management platform that simplifies the renting process for landlords and renters by automating and streamlining processes. Landlords can quickly grow their rental businesses by using RentRedi’s all-in-one web and mobile app to collect rent, list and market vacancies, find and screen tenants, sign leases, and manage maintenance and accounting. Tenants enjoy the convenience and benefits of RentRedi’s easy-to-use mobile app that allows them to pay rent, set up auto-pay, build credit by reporting rent payments to all three major credit bureaus, prequalify and sign leases, and submit 24/7 maintenance requests.

    Founded in 2016, RentRedi is VC-backed and a proven leader in the PropTech market. The company ranks No. 180 on the Inc. 5000 list and No. 12 on the Inc. 5000 Regionals list. It was also named an Inc. Power Partner in 2023 and 2024, and to Fast Company’s Next Big Things in Tech list in 2024, and to HousingWire’s Tech100 list in 2025. To date, RentRedi has more than $28 billion in assets under management with nearly 200,000 landlords and tenants using the platform. The company partners with technology leaders such as Zillow, TransUnion, Experian, Equifax, Realtor.com, Lessen, Thumbtack, Plaid, and Stripe to create the best customer experience possible. For more information visit RentRedi.com.

    A photo accompanying this announcement is available at https://www.globenewswire.com/NewsRoom/AttachmentNg/50e1b104-a11f-4848-936e-9bfb0a383b29

    The MIL Network

  • MIL-OSI: Fortinet Delivers Unmatched Security and Efficient Network Performance for the Distributed Enterprise with New Next-Gen Firewalls

    Source: GlobeNewswire (MIL-OSI)

    News Summary

    SUNNYVALE, Calif., Feb. 06, 2025 (GLOBE NEWSWIRE) — Fortinet® (NASDAQ: FTNT), the global cybersecurity leader driving the convergence of networking and security, today announced the FortiGate 70G, FortiGate 50G, and FortiGate 30G, the latest G series next-generation firewalls (NGFWs) designed to meet the evolving technology and business demands of today’s distributed enterprises. Powered by Fortinet’s proprietary ASIC technology and the unified Fortinet operating system, FortiOS, the FortiGate G series delivers industry-leading security with unmatched performance. These features, combined with advanced networking support and FortiGuard AI-Powered Security Services, reduce the risk of successful cyberattacks and allow customers to future-proof IT infrastructure while minimizing operational costs and environmental impact.

    “For nearly 25 years, we have set the standard for fortifying enterprise networks,” said Nirav Shah, Senior Vice President, Products and Solutions at Fortinet. “By completing the FortiGate G series with the latest ASIC and FortiOS innovation, we give distributed enterprises cutting-edge tools like AI-powered security services and GenAI for network and security operations centers without compromising performance or sustainability needs. Our customers trust that Fortinet will continue redefining the standard for next-generation firewalls by delivering superior security effectiveness, greater energy efficiency, and unmatched performance for years to come.”

    FortiGate G Series: Industry-Leading Performance with AI-Powered Security
    Today’s enterprises are under pressure to scale operations, secure expanding attack surfaces, and manage increasingly sophisticated cyberthreats while reducing costs and maintaining efficiency. The FortiGate G series is engineered to meet these demands, offering:

    • Cutting-edge security with unmatched power efficiency: The FortiGate G series delivers superior protection without compromising performance. For example, the new FortiGate 70G delivers up to 11x higher IPsec VPN and 7x higher firewall throughput than the industry average while consuming 62x fewer watts per Gbps of IPsec VPN throughput and 42x fewer watts per Gbps of firewall throughput.
    • Faster identification, containment, and mitigation of threats: FortiGuard AI-Powered Security Services provides real-time, automated threat detection and response to defend against advanced ransomware, malware, and zero-day exploits.
    • FortiAI for enhanced cybersecurity operations: FortiAI, the Fortinet generative AI assistant, helps automate tasks, provides actionable insights, and improves threat detection. FortiGate customers can use FortiAI to support incident analysis, threat remediation, and playbook creation, empowering them to streamline security processes and strengthen their cybersecurity posture.

    The power of the new FortiGate G series and FortiGuard AI-Powered Security Services is showcased in the below Security Compute Rating tables, which compare the top firewalls on the market against the target performance numbers of the FortiGate 70G, FortiGate 50G, and FortiGate 30G:  

    FortiGate 70G

    Specification FortiGate
    70G
    Security Compute Rating Competitor Average Check Point 1555 Cisco Meraki
    MX68
    Juniper
    SRX 300
    Palo Alto Networks
    PA-410
    Firewall (Gbps) 10.0 7x 1.5 2.0 0.7 1.9 1.4
    IPsec VPN (Gbps) 7.1 11x 0.7 1.3 0.4 0.3 0.7
    Threat Protection (Gbps) 1.3 3x 0.5 0.6 0.4 0.2 0.8
    Concurrent Sessions 1.4M 4x 376K 1M 64K 64K
    Connections per Second 100K 10x 10K 14K 5K 11K
    Power Efficiency FortiGate
    70G
    Energy Savings Competitor Average Check Point 1555 Cisco Meraki
    MX68
    Juniper
    SRX 300
    Palo Alto Networks
    PA-410
    Max Power Consumption (Watts) 8.9 4x 35.0 17.9 79.0 24.9 18.0
    Watts/Gbps Firewall Throughput 0.9 42x 36.9 9.0 112.9 13.1 12.9
    Watts/Gbps IPsec VPN Throughput 1.3 62x 78.1 13.8 197.5 73.2 27.7


    FortiGate 50G

    Specification FortiGate
    50G
    Security Compute Rating Competitor Average Check Point
    1535
    Cisco Meraki
    MX67
    Juniper
    SRX 300
    Palo Alto Network PA-410
    Firewall (Gbps) 5.0 3x 1.5 2.0 0.7 1.9 1.4
    IPsec VPN (Gbps) 4.5 8x 0.6 1.0 0.4 0.3 0.7
    Threat Protection (Gbps) 1.1 2x 0.5 0.4 0.4 0.2 0.8
    Concurrent Sessions 720K 2x 376K 1M 64K 64K
    Connections per Second 85K 10x 8.8K 10.5K 5K 11K
    Power Efficiency FortiGate
    50G
    Energy Savings Competitor Average Check Point
    1535
    Cisco Meraki
    MX67
    Juniper
    SRX 300
    Palo Alto Networks
    PA-410
    Max Power Consumption (Watts) 8.9 2x 18.7 17.9 14.0 24.9 18.0
    Watts/Gbps Firewall Throughput 1.8 8x 13.7 9.0 20.0 13.1 12.9
    Watts/Gbps IPsec VPN Throughput 2.0 20x 38.6 18.5 35.0 73.2 27.7


    FortiGate 30G

    Specification FortiGate 30G Security Compute Rating Competitor Average Barracudas F12 Cisco Meraki
    Z4
    SonicWall
    TZ270
    Watch Guard NV5
    Firewall (Gbps) 4.0 4x 1.0 1.2 0.5 2.0 0.4
    IPsec VPN (Gbps) 3.5 10x 0.4 0.2 0.3 0.8 0.2
    Threat Protection (Gbps) 0.5 1x 0.4 0.2 0.3 0.8
    Concurrent Sessions 600K 2x 301K 80K 750K 73K
    Connections per Second 30K 4x 7.5K 8K 6K 8.5K
    Power Efficiency FortiGate 30G Energy Savings Competitor Average Barracudas F12 Cisco Meraki
    Z4
    SonicWall
    TZ270
    Watch Guard NV5
    Max Power Consumption (Watts) 8.2 4x 29.5 45.0 42.0 18.9 12.0
    Watts/Gbps Firewall Throughput 2.3 41x 96.6 204.5 25.2 60.0
    Watts/Gbps IPsec VPN Throughput 16.4 7x 120.3 195.7 140.0 25.2
    • Threat protection performance is measured with firewall, IPS, application control and malware protection, and logging enabled.
    • The numbers for competitive solutions are based on publicly available sources. Other vendors may have different testing methodologies.
    • All power consumption values are taken from external data sheets and hardware system guides using maximum power consumption.
    • Performance information is sourced from vendor datasheets published as of February 5, 2025.

    Building a Strong Cybersecurity Platform Starts with the Firewall
    Fortinet was founded on the principle of converging networking and security into a unified cybersecurity platform anchored by a single operating system. The Fortinet Security Fabric is the result of more than two decades of relentless focus on the company’s platform vision to provide customers with end-to-end visibility, unified management, and automated threat intelligence sharing. All FortiGate NGFWs, including the FortiGate G series, seamlessly integrate into the Fortinet Security Fabric so customers can build a secure foundation to advance their overall security measures from adopting secure access service edge (SASE) solutions to enhancing security operations with FortiAI. Fortinet empowers organizations to evolve their cybersecurity strategy, ensuring comprehensive protection and operational efficiency at every stage of their journey.

    Additional Resources

    About Fortinet
    Fortinet (Nasdaq: FTNT) is a driving force in the evolution of cybersecurity and the convergence of networking and security. Our mission is to secure people, devices, and data everywhere, and today we deliver cybersecurity everywhere our customers need it with the largest integrated portfolio of over 50 enterprise-grade products. Well over half a million customers trust Fortinet’s solutions, which are among the most deployed, most patented, and most validated in the industry. The Fortinet Training Institute, one of the largest and broadest training programs in the industry, is dedicated to making cybersecurity training and new career opportunities available to everyone. Collaboration with esteemed organizations from both the public and private sectors, including Computer Emergency Response Teams (“CERTS”), government entities, and academia, is a fundamental aspect of Fortinet’s commitment to enhance cyber resilience globally. FortiGuard Labs, Fortinet’s elite threat intelligence and research organization, develops and utilizes leading-edge machine learning and AI technologies to provide customers with timely and consistently top-rated protection and actionable threat intelligence. Learn more at https://www.fortinet.com, the Fortinet Blog, and FortiGuard Labs.

    Copyright © 2025 Fortinet, Inc. All rights reserved. The symbols ® and ™ denote respectively federally registered trademarks and common law trademarks of Fortinet, Inc., its subsidiaries and affiliates. Fortinet’s trademarks include, but are not limited to, the following: Fortinet, the Fortinet logo, FortiGate, FortiOS, FortiGuard, FortiCare, FortiAnalyzer, FortiManager, FortiASIC, FortiClient, FortiCloud, FortiMail, FortiSandbox, FortiADC, FortiAI, FortiAIOps, FortiAgent, FortiAntenna, FortiAP, FortiAPCam, FortiAuthenticator, FortiCache, FortiCall, FortiCam, FortiCamera, FortiCarrier, FortiCASB, FortiCentral, FortiCNP, FortiConnect, FortiController, FortiConverter, FortiCSPM, FortiCWP, FortiDAST, FortiDB, FortiDDoS, FortiDeceptor, FortiDeploy, FortiDevSec, FortiDLP, FortiEdge, FortiEDR, FortiExplorer, FortiExtender, FortiFirewall, FortiFlex FortiFone, FortiGSLB, FortiGuest, FortiHypervisor, FortiInsight, FortiIsolator, FortiLAN, FortiLink, FortiMonitor, FortiNAC, FortiNDR, FortiPAM, FortiPenTest, FortiPhish, FortiPoint, FortiPolicy, FortiPortal, FortiPresence, FortiProxy, FortiRecon, FortiRecorder, FortiSASE, FortiScanner, FortiSDNConnector, FortiSIEM, FortiSMS, FortiSOAR, FortiSRA, FortiStack, FortiSwitch, FortiTester, FortiToken, FortiTrust, FortiVoice, FortiWAN, FortiWeb, FortiWiFi, FortiWLC, FortiWLM, FortiXDR and Lacework FortiCNAPP. Other trademarks belong to their respective owners. Fortinet has not independently verified statements or certifications herein attributed to third parties and Fortinet does not independently endorse such statements. Notwithstanding anything to the contrary herein, nothing herein constitutes a warranty, guarantee, contract, binding specification or other binding commitment by Fortinet or any indication of intent related to a binding commitment, and performance and other specification information herein may be unique to certain environments.

    The MIL Network

  • MIL-OSI Global: Congo’s stylish sapeur movement goes beyond fashion – 5 deeper insights

    Source: The Conversation – Africa – By Sylvie Ayimpam, Chercheur à l’IMAf et Chargée de cours, Aix-Marseille Université (AMU)

    In the two Congos, there’s a cultural movement by the Society of Ambience-Makers and Elegant People (Sape), known as “sapeurs”, who blend fashion, culture and social resistance. Though it was rooted primarily in the Democratic Republic of Congo (DRC) and the Republic of Congo, the movement is now spreading worldwide, through Congolese migration.

    As a researcher, I have studied Sape in its cultural, social and symbolic dimensions.

    Sape is far more than a fashion trend. Here are five key things to know about this movement.

    1. The history of Sape

    Sape emerged during the colonial era, first in Brazzaville and later in Leopoldville (now Kinshasa), when young Congolese began adopting and reinterpreting the clothing style of colonisers. This movement was not merely about fashion. It served as a way for people to express their self-worth and respectability in a context where it had been denied or diminished. Over time, it also became a subtle, yet powerful, form of resistance against colonial domination.

    This process continued after independence. It became a symbol of resistance to dictatorship, particularly under the regime of President Mobutu Sese Seko of Zaire (now DR Congo). He advocated for the rejection of western clothing in favour of traditional attire, but Sape persisted as a counter-cultural statement.

    The movement expanded to Europe with Congolese migration, in the 1970s and 1980s, where sapeurs reinterpreted European fashion — often incorporating vibrant colours and eccentric details — turning style into a tool of subversion. From the outset, it drew on diverse influences, including European culture, but transformed them to create a distinctly Congolese style.

    By adopting the clothes of the colonialists, young Congolese appropriated symbols of power and social status, while hijacking them to assert their own identity. Sape thus became a means of uplifting the value of Congolese culture under imposed cultural domination.

    2. The rules of Sape

    Sape is often compared to 19th-century European dandyism – a 19th-century fashion trend that emerged in England for men who aspired to refinement and elegance. Sapeurs, with their designer clothes, bold colours and preoccupation with sartorial elegance, embody a modern, African version of this tradition.

    For them, Sape is more than just a way of dressing. It is a philosophy based on several fundamental principles: an expression of identity, the quest for excellence or refinement and cultural and social resistance.

    “Sapology” imposes strict rules. These include respecting the colour trilogy – which stipulates that no outfit should feature more than three different colors (to ensure harmony and avoid discordant colour combinations), maintain rigorous clothing hygiene, and commit to constant elegance. For sapeurs, appearance is a powerful way to make an impression and stand out in an environment often defined by hardship.

    Elegance in dress isn’t just about wearing expensive clothes, it also extends to behaviour. Sapeurs have a particular attitude – they use sophisticated language and refined gestures, and maintain an attitude of courtesy and respect. Some of their public posturing echoes that of European dandies, like a specific gait, often slightly stooped with crisscrossing steps, used to highlight the details of their attire, such as clothing seams, shoes and socks. Their way of moving and speaking is just as important as the clothes they wear.

    This performative aspect makes Sape a true living spectacle. At gatherings of sapeurs, participants compete in elegance and creativity, strutting as if on a runway. This transforms the streets where they gather into an open stage where everyone can express themselves and showcase their style.

    3. Expansion via the diaspora

    The Sape movement isn’t confined to the streets of Brazzaville and Kinshasa. It has evolved into a global phenomenon, spreading first within the Congolese diaspora in Paris. It then expanded to other European cities where these migrants reside, such as Brussels. The movement has even reached American cities, like New York and Montreal.

    For Congolese living in western countries, Sape is a way of reconnecting with their roots and asserting their identity, in often challenging circumstances. It enables these members of the diaspora to create a positive identity at a time when discrimination and social precariousness are commonplace.

    In Europe’s major cities, Sape serves as a way to resist social invisibility. Congolese migrants, often pushed to the margins of society, use Sape to make themselves visible, drawing attention to their presence and asserting their place by wearing flamboyant costumes.

    Sape is therefore a form of social protest, a way of defying the expectations of the host society.

    4. The role of music

    A key factor in the success and global recognition of the Sape movement is its strong connection to Congolese popular music.

    Artists like Papa Wemba and Aurlus Mabélé have played crucial roles in promoting “the Sape”. They incorporated its aesthetic into their public personas and performances. In France and Belgium, Papa Wemba’s concerts became major events for the Congolese community. These concerts provided an opportunity to showcase and celebrate the Sape movement.

    Congolese popular music has served as a vehicle for spreading the Sape ideals, popularising this lifestyle as a symbol of success.

    Within the world of Congolese popular music, Sape has risen to the status of a religion – Kitendi, the “religion of fabric”. This religion has its pope, high priests, priests, priestesses, and countless devoted followers.

    Papa Wemba, often referred to as the “King of Sape”, was a charismatic figure who masterfully combined music and fashion to craft a powerful cultural identity. Every outfit he wore was meticulously selected to embody the elegance and prestige of Sape.




    Read more:
    Papa Wemba: musical king of the Society of Ambianceurs and Elegant People


    By wearing clothes from prestigious brands, Papa Wemba made Sape a symbol of success for many young Congolese. He also contributed to the export of Sape beyond African borders.

    5. Preserving the dignity of the poor

    Sape is marked by an interesting paradox: it combines luxury clothing and a flamboyant lifestyle with often precarious living conditions. For many sapeurs, elegance is a goal that takes precedence over material comfort. Sapeurs invest a large part of their income in designer clothes, sometimes to the detriment of their daily quality of life. This sacrifice is seen as necessary to maintain their status within the sapeur community.

    For sapeurs, visibility and recognition are paramount. An invisible “sapeur”, they say, ceases to be a “sapeur”. This highlights the movement’s complexity.

    Sapeurs view themselves as kings without crowns, street aristocrats who use their appearance to challenge conventional ideas of wealth and status. Through Sape, they subvert traditional social hierarchies, emphasising that elegance and personal worth are not solely tied to economic means. Instead, these qualities are defined by one’s ability to stand out through style, creativity and charisma.

    Sylvie Ayimpam 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. Congo’s stylish sapeur movement goes beyond fashion – 5 deeper insights – https://theconversation.com/congos-stylish-sapeur-movement-goes-beyond-fashion-5-deeper-insights-246919

    MIL OSI – Global Reports

  • MIL-OSI Global: These 5 Super Bowl commercials deserve places in the advertising hall of shame

    Source: The Conversation – USA – By Matthew Pittman, Associate Professor of Advertising and Public Relations, University of Tennessee

    A true advertising face-plant happens when a commercial is both tone-deaf and completely forgettable. spxChrome/iStock via Getty Images

    What makes something a flop?

    Not the kind of flop that Kansas City Chiefs quarterback Patrick Mahomes is prone to do, but a flop in the world of advertising?

    Brands airing Super Bowl ads have a lot riding on their investments – roughly US$7 million for a 30-second spot for the 2025 big game. So there’s a lot of pressure to get things right.

    In my advertising classes, I often tell students that a commercial that’s controversial or disliked in the moment shouldn’t necessarily be considered a failure. In fact, enragement drives engagement. So if one of the goals of advertising is to keep the brand top of mind for consumers, a hated Super Bowl ad still accomplishes at least one goal. Think of the now-infamous Pepsi ad where Kendall Jenner “solves racism” with a can of Pepsi. Or all those raunchy GoDaddy ads that everyone rolled their eyes at, but the company kept running, year after year.

    Instead, a true advertising face-plant is an ad that’s both tone-deaf and completely forgettable – so dull, off-putting or confusing that when a brand completely switches up its strategy, you almost don’t remember the massive blunder that compelled it to change course in the first place. Almost.

    So with this definition in mind, here are my submissions for five of the biggest Super Bowl advertising flops.

    1. General Motors, 2007

    Should viewers care about a ‘depressed’ robot?

    A GM robot gets so depressed after getting fired that it jumps off a bridge to end its own existence.

    How endearing.

    The ad for the then-struggling automaker, which aired during Super Bowl 41 between the Indianapolis Colts and Chicago Bears, features a robot that struggles with depression and existential angst after learning its services are no longer needed on the assembly line.

    The robot questions its meaning and purpose and tries to combine dark humor and social commentary about the monotony of work and the inevitability of technological progress. But it ends up missing the mark for a few reasons.

    Suicide is pretty bleak for a Super Bowl spot, and mental health, in general, is a sensitive topic. There was little effort made to connect the spot to core GM brand values, which include inspiring “passion and loyalty” and “serving and improving communities.”

    Furthermore, the idea of robots having human emotions can be off-putting for many consumers – particularly at a time when many automotive and factory workers in the U.S. were rightly concerned about robots taking their jobs.

    2. Groupon, 2011

    The bizarre ad wasn’t funny and didn’t make much sense, either.

    Sometimes I try to imagine the meetings at ad agencies where ideas for clients are batted around:

    “We need to promote this new app that lets families get products like smoothies at slightly discounted prices.”

    “OK, how about this: It starts as a Tibetan tourism ad. Then it takes a dark turn and suggests that Tibet is about to be wiped off the map. That’s when our client’s product gets introduced: We tell viewers that before Tibetan culture goes extinct, they should try fish curry, like these 200 people in Chicago who saved $15 at a Himalayan restaurant using Groupon.”

    “Excuse me?”

    “Oh – and let’s have the narrator be a white guy with long sideburns.”

    I have no idea how this one avoided the cutting-room floor.

    3. Nationwide Insurance, 2015

    Another death on the docket.

    The insurance company used a strange mix of heartbreak and guilt-tripping to try to entice viewers to buy its policies during Super Bowl 49.

    The ad features a young boy narrating in a somber tone, listing all of the milestones he’ll miss because he’s dead: learning to ride a bike, travel the world, get married.

    The twist is that the cause of his death is an accident. That’s where Nationwide comes in: They offer life insurance to help offset tragedies. But wait – insurance doesn’t prevent tragedies. It merely provides compensation to “replace” what you lost. Both the morbid tone and twist were bizarre.

    Exploiting tragedies in advertisements is generally not going to win people over. I can’t imagine how it would feel to be a parent who’s lost a child and see this TV ad.

    4. Audi, 2020

    Everything everywhere all at once.

    Can a “Game of Thrones” star join forces with Disney while highlighting the importance of sustainability to create an ad for … Audi?

    In the minute-long spot, Masie Williams, who plays Arya Stark on “Game of Thrones,” belts out the lyrics to “Let It Go,” the hit single from Disney’s “Frozen.” As she drives, pedestrians join her in song. At the end of the ad, Audi announces that they are finally making an electric car.

    The ad seems to be about “letting go” of fossil fuel dependence – the gas sign yells it, car dealership yells it, mechanics yell it – almost two decades after the first major electric car hit the market.

    Was it meant to be empowering? Funny? Inspirational? It tried to do a little bit of everything, leaving viewers grasping and gasping. Not to mention the song “Let It Go” had come out seven years prior, which made the whole production seem even more dated.

    5. Just For Feet, 1999

    A company-cratering advertisement.

    Close your eyes.

    Imagine an ad that’s racist and confusing.

    Imagine an ad in which the main character is disappointed to receive the product being advertised.

    Imagine an ad so bad that the company sues the agency responsible for the ad because it destroyed their reputation and bankrupted them.

    Ladies and gentlemen, I give you Just For Feet’s “Kenyan Runner” Super Bowl ad.

    The ad depicts a barefoot Kenyan runner sprinting across a rugged landscape as a group of white men in military SUVs tracks him down as if on a hunting expedition.

    After they eventually catch him, they forcibly drug him by offering a mysterious beverage. The runner drinks it, collapses and wakes up to find that he is now wearing a pair of Just For Feet sneakers. He looks confused and distressed, as if he’d been violated.

    Bizarre and unsettling, indeed. Just For Feet filed for bankruptcy less than a year later.

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

    ref. These 5 Super Bowl commercials deserve places in the advertising hall of shame – https://theconversation.com/these-5-super-bowl-commercials-deserve-places-in-the-advertising-hall-of-shame-247756

    MIL OSI – Global Reports

  • MIL-OSI United Kingdom: NFU Scotland conference 2025 – UK Government keynote address

    Source: United Kingdom – Executive Government & Departments 2

    Today (Thursday, 6 February) UK Government Scotland Office Minister Kirsty McNeill spoke at the NFU Scotland conference in Glasgow.

    Good morning everyone, thank you for inviting me to be here with you today. I’d like to thank Martin Kennedy for that kind introduction and congratulate him for his work in leading the NFUS as he finishes his term as your President.

    I’d also like to start with a huge thanks for your dedicated work in continuing to produce, gather and distribute top quality food across the whole of the UK. But more than that, thank you to all farmers and crofters for the central role you play in our national life and heritage in Scotland.

    Despite countless challenges – not least the famous Scottish climate – farmers continue to work tirelessly, day after day, to feed the United Kingdom, and further afield.

    And be in no doubt, the UK Government will continue to do our part in supporting Scottish farmers and crofters, who form such a central part of our rural and island communities.

    Of course, the majority of environmental policy is devolved, with agriculture policy fully devolved. We will continue to respect the devolution settlement and strengthen relations with the Scottish Government as part of our ongoing resetting of relations.

    But there is much we can and are doing for farming and rural communities more broadly through our Plan for Change to turbo-charge economic growth and deliver a decade of national renewal and opportunity for all.

    Now, let’s be real. I know what you want to ask me about today. And I know that you’re angry. So I’m not going to shy away from a conversation about APR. But I do want to contextualise it. It’s the job of the NFU to make the case for your members. And it’s the job of the UK Government to listen, yes, but to also take a broad and long term view, balancing competing perspectives.

    And the facts are these. The UK Government’s Autumn Budget last year delivered the largest settlement for the Scottish Government in the history of devolution.

    The Chancellor announced on 30 October an additional £1.5 billion for the Scottish Government to spend in this financial year, and an additional £3.4 billion in the next.

    The Scottish Government will be able to allocate this record funding to devolved areas, including agriculture and rural communities. And that does mean your interests will be weighed alongside other devolved policy areas – that’s devolution in action. But I hope you will also see the benefit to your members of this record investment we’ve made available for Scotland’s public services. Because you know better than anyone that our farming communities are too often the ones with the worst access to NHS services. Public transport is sparse or non-existent. Cuts to schools and local services often hit your families harder than those in our big cities. I’m proud of this investment into the Scottish Government and I hope you will come to be too.

    And where policy is reserved, such as in relation to immigration or international trade, we will help support the industry through continuous engagement and development of policy. This is how devolution should work, and we are determined that it does.

    Our new Food Strategy will deliver clear long-term outcomes that create a healthier, fairer, and more resilient food system. We will work together with the Scottish government to complement the progress that they have already made in this area.

    Russia’s illegal invasion of Ukraine sent shock waves across the global supply chain, and the price of fertilisers and energy bills skyrocketed. That is one reason why we have launched our Clean Power 2030 Action Plan. By sprinting towards clean, homegrown energy, we will protect our energy security from international shocks, create thousands of good quality jobs, tackle climate change and drive down bills for good.

    We are taking some bold steps, including by setting up Great British Energy. This new, homegrown energy company – headquartered here in Scotland – will provide a catalyst for new, clean energy projects across the UK.

    Unpredictable weather has been causing floods and droughts as the climate continues to change, directly impacting crop production and, consequently, your profits. This hits particularly hard in areas that are less favourable for farming, and there are many of these in Scotland.

    This industry is resilient. I am in awe of everyone in this room who contributes to our food security, our rural and island communities and the growth of the UK economy. But let me make one thing clear – this Government does not take your resilience and adaptability for granted.

    My own constituency of Midlothian is dotted with farms and farmers, many of whom I have had the pleasure of meeting both as I campaigned, and in my first proud months as their representative in Parliament.

    I know that there is no substitute for meeting people in the places they live and work, on their terms. I have carried this principle into my first months as a Minister in the Scotland Office. On one of my very first ministerial visits last year I met with Lucy and Pete Grewar, who own Sheriffton Farm in Perthshire.

    I was there to discuss their challenges in finding staff to help pick their broccoli, and made a promise to come back with a Home Office ministerial colleague to visit Scotland to hear about these issues directly. I was thrilled that we were able to do that earlier this week when alongside NFUS representatives, Seema Malhotra, the Minister for Migration and Citizenship, and I visited a soft fruit farm in Aberdeenshire.

    Whilst on the farm, Seema and I had further discussion with the owners and NFUS about the Seasonal Workers; Visa scheme and how labour shortages impact their work, but also the need to drive economic growth and encourage domestic workers to take up these vital jobs.

    I also had similarly frank and productive conversations with crofters on the Isle of Lewis. We will continue to engage with you, and I will continue to invite my UK Government colleagues to come up to Scotland and hear directly from rural communities what they need.

    I value every single one of these visits as it gives me the opportunity to really hear from the people who are directly impacted by Government policy, and who also help us achieve our goals of food security, sustainability, Net Zero, economic growth, and countless others.

    And I just want to reassure you that I really listen in these conversations and I do, personally, read everything that I am sent in follow up. So if you have evidence you want me to read, stories you want me to hear or places you want me to visit I give you my word: you will always get a hearing from me. Just be in touch.

    Now there are four areas of UK Government policy that I want to focus on in the time I have left.

    Firstly, inheritance tax.

    This Government was forced to make many difficult decisions when it came into power due to our own challenging inheritance of the £22 billion financial black hole in public finances left by the previous Conservative administration.

    We could have just ignored it. We could have kicked the problem down the road. But when we stood for election we promised to take the hard choices head on. We needed to act.

    I know many of you in this room don’t agree with how we responded and feel let down. So I want you to hear in my own words, as someone who represents farmers right across my own constituency, why the Government made this decision.

    Under the current system, APR and BPR have granted 100% relief since 1992 on business and agricultural assets. However, this is heavily skewed towards the very wealthiest landowners and business owners.

    According to the latest data from HMRC, 40% of agricultural property relief is claimed by just 7% of UK estates making claims. That means that just 117 estates across the UK were claiming over £200 million of relief in 2021-22.

    Unfortunately, we also know that the reality today is that buying agricultural land is one of the most well-known ways to avoid inheritance tax.

    This has artificially inflated the price of farmland, locking younger farmers out of the market.

    None of this is either fair or sustainable. That is why we are reforming how agricultural and business property relief work. From April 2026, relief will be targeted in a way that still maintains significant tax relief while supporting the public finances, and protecting working people.

    I would like to thank Martin and his colleagues at NFUS for their helpful engagement with myself and the Secretary of State for Scotland, Ian Murray, on this issue. I am grateful for the dialogue we have had and will continue to have.

    We have had a disagreement, not a falling out – a difference of opinion on one question should not – must not – prevent us from talking about all the others. And talking is what we will continue to do. We will continue to engage with stakeholders in meetings like this and on farms, and we will continue to strengthen relations with the Scottish Government, respecting the fact that agriculture policy is devolved. 

    That’s why in the coming months the Scotland Office will host a food and farming roundtable where we will invite the industry and the Scottish Government to sit together and discuss these important issues. This will allow us to keep these conversations going.

    Now I would like to further address the devolved agriculture budget.

    I appreciate the vital role Scottish agriculture plays in rural communities and the economy in Scotland. The Secretary of State for Scotland wrote to the Defra Minister for Rural Affairs and Food Security outlining this prior to the Autumn Budget.

    And at the Budget, Defra announced the biggest budget for sustainable food production and nature recovery in history. This included £620m for Scotland for 2025-2026, baselined from last year. This is an above-population share, and the ringfence was removed to respect the devolution settlement – meaning it is for the Scottish Government to determine how they support farmers and rural communities with the public services they rely on.

    But we did not stop there. We wanted to address the issues rural communities face holistically – and the Autumn Budget delivered on that.

    The fuel duty freeze extension means that rural communities who depend on cars, vans and tractors will be able to save more of their income.

    The Budget also gave the go ahead for rural growth deals in Scotland, such as for Argyll and Bute, creating hundreds of jobs and countless opportunities for rural and island communities there.

    We recognise how important it is for rural areas, especially in Scotland, to have the same broadband connectivity and opportunities as the rest of the UK, so we announced in the Budget last year an additional £500 million for Project Gigabit and the Shared Rural Network.

    Next I would like to touch on seasonal workers, referred to earlier.

    While we are not currently considering a Scotland-only visa, this Government knows how important securing the right workforce is to the agri-food chain. This includes skilled jobs such as butchers and vets and temporary roles, such as seasonal horticulture harvesting and poultry processing jobs.

    Underlining the government’s commitment to the horticultural and poultry industry, the Seasonal Worker visa route has been confirmed for 2025, with a total of 43,000 Seasonal Worker visas available for horticulture and 2,000 for poultry next year.

    This will help the sector secure the labour and skills needed to bring high quality British produce, including strawberries, rhubarb, turkey and daffodils to market.

    In addition, Defra published the 2023 Seasonal Workers Survey report on 21 October 2024. 

    The survey showed that the vast majority of respondents reported a positive experience from their time in the UK and 95% expressed a desire to return. This excellent feedback reflects so well on farmers and the vibrancy of rural communities.

    When I visited a Perthshire farm weeks into office, the clearest thing I heard was that Scotland’s farmers wanted a hearing at the Home Office – I promised then that I’d try to bring a Home Office minister to Scotland to hear from farmers directly and that’s a promise kept. Just two days ago I was in a farm in Aberdeenshire with Seema Malhotra, the immigration minister, hearing about how seasonal worker rules could be made to work better for you. The door is always open and so are our minds – we want an ongoing relationship with a practical focus on getting things done.

    -And finally, just let me say something on future trade deals.

    Supporting farmers will always be a priority for this Government. We have been clear we will protect farmers from being undercut by low welfare and low standards in trade deals.

    We will continue to maintain our existing high standards for animal Health and food hygiene, ensuring that imported products comply with our domestic standards and import requirements.

    We are committed to developing a trade strategy that will support economic growth and promote the highest standards of food production.

    The UK has a network of sixteen agrifood and drink attachés around the world who break down market access barriers, create new export opportunities and protect existing trade. Our attachés work closely with Scottish Development International’s global network on delivering market access / export opportunities for Scotland.

    Promoting Scotland internationally through initiatives such as Brand Scotland – a new initiative led by my department backed by three quarters of a million pounds of funding – is a priority for this Government, and these export opportunities are an excellent way to do that.

    In addition, we will seek to negotiate a Sanitary and Phytosanitary agreement with the EU to reduce trade frictions, boost trade and deliver significant benefits on both sides.

    I want to reiterate my commitment to you that this Government will do everything it can to support you, listen to you and advocate for you, to ensure we not only protect but also maximise the potential of this incredible industry.

    Let me end by saying that it has been the honour of my life to serve as MP of Midlothian since July of last year, so I am here today telling you that I will fight for you as a Minister, but I also understand the views of my constituents. Many of them have the same concerns as you.

    Many of them are either farmers themselves, or live in a rural community where farming is a crucial backbone.

    And I want to assure you I understand your importance is more than the material benefits you bring – important though that is. Alongside farming, tourism and heritage are also in my portfolio. I treasure Scotland’s vibrant national museums, and the National Museum of Rural Life is no different – it’s a beautiful, living tribute to Scottish farming and rural life.

    Every time I visit, I can feel the importance of farming to the Scottish identity. I know that all you want is to be able to do what you are good at, what you love.

    It is my duty and that of this Government to ensure you have everything you need to do that, to protect your place in this extremely important endeavour. I promise you we will not let you down. It’s just too important.

    I am going to take a few questions now. Thank you to NFUS for inviting me here today, and to all of you for coming along. I wish you the very best for the rest of your conference.

    Updates to this page

    Published 6 February 2025

    MIL OSI United Kingdom

  • MIL-OSI: Richtech Robotics Announces Grand Opening of Clouffee & Tea in Las Vegas

    Source: GlobeNewswire (MIL-OSI)

    Company’s new ADAM-centric food and beverage brand to officially launch at Town Square location with ribbon-cutting ceremony on February 9, 2025

    LAS VEGAS, Feb. 06, 2025 (GLOBE NEWSWIRE) — Richtech Robotics Inc. (Nasdaq: RR) (“Richtech Robotics” or the “Company”), a Nevada-based provider of AI-driven service robots, announces that the grand opening of Clouffee & Tea at Town Square, Las Vegas will take place on February 9, 2025. Clouffee & Tea is the Company’s food and beverage brand centered around its AI-powered robot ADAM. This is the first store of Richtech Robotics’ Clouffee & Tea brand, with additional stores expected to be open soon.

    With ADAM serving as barista, Clouffee & Tea at Town Square will be offering a wide variety of milk teas, coffees, and desserts. Utilizing NVIDIA AI technology, ADAM will detect when customers are present, engage them in conversation, take orders verbally, monitor and adapt to changes in his environment, and craft beverages with high levels of precision and accuracy.

    “Today’s announcement is a major milestone for Richtech Robotics, marking the official launch of our innovative food and beverage brand, Clouffee & Tea. This grand opening highlights our ability to leverage AI-powered robotics to drive real revenue in the hospitality industry, setting a new standard for automation in customer experiences,” said Richtech Robotics’ President, Matt Casella. “Clouffee & Tea at Town Square will be a vibrant destination, delivering an interactive and dynamic experience that perfectly captures the energy and excitement Las Vegas locals and visitors crave.”

    The grand opening at 6587 S Las Vegas Blvd #B187, Las Vegas, NV 89119 will begin at 11:00 am with a ribbon-cutting ceremony.

    Richtech Robotics has deployed over 300 robot solutions across the U.S. including in restaurants, retail stores, hotels, healthcare facilities, casinos, senior living homes, and factories. Current clients include, Texas Rangers’ Globe Life Field, Golden Corral, Hilton, Sodexo, Boyd Gaming, and more. 

    About Richtech Robotics

    Richtech Robotics is a provider of collaborative robotic solutions specializing in the service industry, including the hospitality and healthcare sectors. Our mission is to transform the service industry through collaborative robotic solutions that enhance the customer experience and empower businesses to achieve more. By seamlessly integrating cutting-edge automation, we aspire to create a landscape of enhanced interactions, efficiency, and innovation, propelling organizations toward unparalleled levels of excellence and satisfaction. Learn more at www.RichtechRobotics.com and connect with us on X (Twitter), LinkedIn, and YouTube.

    Forward Looking Statements

    Certain statements in this press release are forward-looking within the meaning of the Private Securities Litigation Reform Act of 1995. These statements may be identified by the use of forward-looking words such as “anticipate,” “believe,” “forecast,” “estimate,” “expect,” and “intend,” among others. Forward-looking statements are predictions, projections and other statements about future events that are based on current expectations and assumptions and, as a result, are subject to risks and uncertainties. Such forward-looking statements include, but are not limited to, statements regarding the performance of Richtech Robotics’ products.

    These forward-looking statements are based on Richtech Robotics’ current expectations and actual results could differ materially. There are a number of factors that could cause actual events to differ materially from those indicated by such forward-looking statements include, among others, risks and uncertainties related to the performance of ADAM and the success of Clouffee & Tea. Investors should read the risk factors set forth in Richtech Robotics’ Annual Report on Form 10-K, filed with the SEC on January 14, 2025, the IPO Registration Statement and periodic reports filed with the SEC on or after the date thereof. All of Richtech Robotics’ forward-looking statements are expressly qualified by all such risk factors and other cautionary statements. The information set forth herein speaks only as of the date thereof. New risks and uncertainties arise over time, and it is not possible for Richtech Robotics to predict those events or how they may affect Richtech Robotics. If a change to the events and circumstances reflected in Richtech Robotics’ forward-looking statements occurs, Richtech Robotics’ business, financial condition and operating results may vary materially from those expressed in Richtech Robotics’ forward-looking statements.

    Readers are cautioned not to put undue reliance on forward-looking statements, and Richtech Robotics assumes no obligation and does not intend to update or revise these forward-looking statements, whether as a result of new information, future events or otherwise.

    Contact:

    Investors:
    CORE IR
    Matt Blazei
    ir@richtechrobotics.com

    Media: 
    Timothy Tanksley
    Director of Marketing
    Richtech Robotics, Inc
    press@richtechrobotics.com
    702-534-0050

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    The MIL Network

  • MIL-OSI: Mixed Martial Arts (MMA) Market is Substantially Growing, Morphing into a Billion Dollar Opportunity

    Source: GlobeNewswire (MIL-OSI)

    PALM BEACH, Fla., Feb. 06, 2025 (GLOBE NEWSWIRE) — FN Media Group News Commentary – The mixed martial arts (MMA) equipment market has been substantially growing over the past several years and is projected to continue in the coming years. The increasing public participation, easy availability of advanced training facilities, and the integration of advanced technologies represent some of the key factors driving the market. A report from IMARC Group projected that the global mixed martial arts equipment market size reached USD 1.39 Billion in 2024 and is looking forward to reach USD 2.13 Billion by 2033, exhibiting a growth rate (CAGR) of 4.64% during 2025-2033. The report said: “Mixed martial arts (MMA) refer to a hybrid combat sport that employs various fighting skills and techniques. It is performed using various equipment to facilitate the training or fight, such as a mouth and groin guard, punching bag, gloves, shorts, shin guards, hand wraps, ankle, elbow, and knee pads, and headgear. Amongst these, hand wraps help protect hands during training and fighting competitively, while the headgear is used for sparring to shield the skull from harsh strikes. At present, leading players operating worldwide are launching MMA equipment in various materials, types, and designs. These players are offering customizations to meet the requirements of the consumers and expanding their product portfolio.” Active Companies in the markets today include Mixed Martial Arts Group Limited (NYSE: MMA), Sphere Entertainment Co. (NYSE: SPHR), Meta Platforms, Inc. (NASDAQ: META), Live Nation Entertainment, Inc. (NYSE: LYV), Peloton Interactive, Inc. (NASDAQ: PTON).

    IMARC Group continued: “Presently, the increasing participation of individuals in recreational sports and fitness and athletic activities represents one of the major factors driving the demand for MMA equipment around the world. Moreover, the rising awareness about the health benefits associated with MMA, such as improving heart health, reducing stress, and enhancing the overall strength, and the surging prevalence of chronic diseases on account of sedentary lifestyles, are favoring the market growth. In addition, the growing number of professional training camps and the easy availability of advanced training facilities for fighters are influencing the market positively. Apart from this, the increasing number of fitness centers that offer MMA training is also contributing to the market growth. Furthermore, key players are financing advertising campaigns, such as celebrity and social media influencer endorsements, for improving their profitability. Besides this, the expansion of the e-commerce sector is resulting in the increasing sales of MMA equipment on account of easy equipment availability, flexible payment options, secure transactions, and convenient return policies.”

    Mixed Martial Arts Group Limited (NYSE American:MMA)MMA.inc on Track to Achieve US$0.75 Million in Warrior Training Program Gross Sales for the March 25 Quarter, Driven by Record-Breaking 200% YoY Growth – Key Highlights:

    • Explosive Growth: Sales have surged 200% year-over-year and are on track to achieve $0.75 Million in Warrior Training Program Gross Sales which is above total gross sales for FY24.
    • Record-Breaking Quarter: With over 750 confirmed sales in Q1 alone, MMA.inc is on the cusp of exceeding its quarterly target of 800 participants, with 7 weeks remaining in the quarter to achieve the target.
    • Revenue Per Participant: Consistent with prior fiscal year averages, each participant has historically generated an average of US$1,004 in gross revenue, reinforcing the program’s strong unit economics.
    • Strategic Expansion: In 2025 the Warrior Training Program is live across 30 gyms spanning the US, Europe, Australia and New Zealand, with new gym partnerships fueling expansion.
    • Additional Revenue Streams: SaaS subscriptions and monthly transaction revenue from the recently acquired Hype and BJJLink platforms are not included in the above Warrior Training Program sales numbers, delivering further upside to MMA.inc revenue over the year.
    • Growing Ecosystem: MMA.inc continues to scale its platform with 5 million social media followers, 530,000 user profiles, 50,000 active students, and 802 active gym partners across 16 countries.

    Mixed Martial Arts Group Limited (“MMA.inc” or the “Company”), a leading technology company at the forefront of combat sports participation, today announced 200% year-over-year growth in Warrior Training Program sales, with over 750 participants confirmed in Q1 alone. This sales surge underscores MMA.inc’s ability to convert global MMA fandom into active participation while delivering substantial revenue growth for partner gyms.

    This milestone marks the most successful quarter in the program’s history, reflecting both the rising global demand for MMA training experiences and the strength of MMA.inc’s platform driven approach. By providing participants with a 20 week training subscription, designed by the world’s best MMA coaches, and culminating in a fully sanctioned amateur MMA bout, MMA.inc continues to redefine the combat sports landscape for participants, gym owners and coaches.

    “Our ability to achieve 200% growth year over year speaks volumes about the strength of our platform and the demand for authentic MMA training experiences,” said Nick Langton, Founder and CEO of MMA.inc. “With over 750 confirmed participants in Q1 alone, we’re not just selling training programs, we’re building an ecosystem that empowers over 640 million MMA fans to step into a gym to learn and train martial arts.”

    “The success of the UFC and other professional combat sports leagues has driven fanbase growth, which has in turn led to unprecedented interest in learning martial arts. At MMA.Inc we are building a platform to make the participation “on ramp” easily accessible for all MMA fans and fitness consumers who want to find a great gym where they can start their training journey.” Continued… Read the MMA full press release and supporting notes by going to:   https://ir.mma.inc/news-events/press-releases

    Other recent developments in the markets include:

    Meta Platforms, Inc. (NASDAQ: META) has recently appointed three new members to its board of directors, including Dana White, the president and CEO of Ultimate Fighting Championship (UFC) and a familiar figure in the orbit of the incoming president, Donald Trump.

    The social media company, which owns Facebook, Instagram and WhatsApp, is also adding the auto tycoon John Elkann and the tech investor Charlie Songhurst, Meta’s CEO, Mark Zuckerberg, said in a Facebook post.

    Live Nation Entertainment, Inc. (NYSE: LYV) – Hard Rock® recently announced that it was named #1 and #5 in the Newsweek Top 10 Readers’ Choice Best Casinos with Live Entertainment in the U.S. Newsweek describes this award as “…some of the best live entertainment options at casinos from around the country for when you need a break from the gambling floor.”

    “We are humbled that the public voted for Hard Rock Live Sacramento to take the #1 spot in this year’s Top 10,” explained Randy Maddocks, Director of Entertainment for Hard Rock Live Sacramento. “We dedicate our programming to reaching the largest audience with diverse shows that represent all genres.”

    Sphere Entertainment Co. (NYSE: SPHR) recently announced that Glenn Derry, an Academy Award winning technologist with over 30 years of industry-defining entertainment technology experience, has joined the Company as Executive Vice President of MSG Ventures.

    In this role, Mr. Derry will oversee a wide range of technology initiatives across MSG Ventures, a wholly-owned subsidiary of Sphere Entertainment focused on developing advanced technologies for live entertainment. MSG Ventures also supports Sphere Studios, the immersive content studio dedicated to creating multi-sensory entertainment experiences exclusively for Sphere, and the Sphere platform overall, including future Sphere venues. Mr. Derry will work across the organization to deploy both new and existing technologies that enhance Sphere’s live entertainment and experiential content, which has been redefining immersive experiences since the first Sphere opened in Las Vegas in September 2023.

    Peloton Interactive, Inc. (NASDAQ: PTON) recently announced that it will release its second quarter 2025 financial results before the U.S. stock market opens on Thursday, February 6, 2025. The company will host a conference call and live audio webcast to discuss the financial results at 8:30 a.m. (Eastern Time) that day.   To access the conference call by phone, please visit this phone registration link to receive dial-in details. To avoid delays, we encourage participants to register a day in advance or at least 15 minutes before the start of the call.

    A live audio webcast of the conference call will also be available on the company’s investor relations website at https://investor.onepeloton.com/news-and-events/events.   For those unable to participate in the conference call live, a replay will be available on the investor relations page of the company’s website for 30 days.

    About FN Media Group:

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    This release contains “forward-looking statements” within the meaning of Section 27A of the Securities Act of 1933, as amended, and Section 21E the Securities Exchange Act of 1934, as amended and such forward-looking statements are made pursuant to the safe harbor provisions of the Private Securities Litigation Reform Act of 1995. “Forward-looking statements” describe future expectations, plans, results, or strategies and are generally preceded by words such as “may”, “future”, “plan” or “planned”, “will” or “should”, “expected,” “anticipates”, “draft”, “eventually” or “projected”. You are cautioned that such statements are subject to a multitude of risks and uncertainties that could cause future circumstances, events, or results to differ materially from those projected in the forward-looking statements, including the risks that actual results may differ materially from those projected in the forward-looking statements as a result of various factors, and other risks identified in a company’s annual report on Form 10-K or 10-KSB and other filings made by such company with the Securities and Exchange Commission. You should consider these factors in evaluating the forward-looking statements included herein, and not place undue reliance on such statements. The forward-looking statements in this release are made as of the date hereof and FNM undertakes no obligation to update such statements.

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    SOURCE: FN Media Group

    The MIL Network

  • MIL-OSI: Live Ventures Reports Fiscal First Quarter 2025 Financial Results

    Source: GlobeNewswire (MIL-OSI)

    LAS VEGAS, Feb. 06, 2025 (GLOBE NEWSWIRE) — Live Ventures Incorporated (Nasdaq: LIVE) (“Live Ventures” or the “Company”), a diversified holding company, today announced financial results for its fiscal first quarter 2025 ended December 31, 2024. 

    Fiscal First Quarter 2025 Key Highlights:

    • Revenue was $111.5 million, compared to $117.6 million in the prior year period
    • Net income was $0.5 million and diluted earnings per share (“EPS”) was $0.16, compared to the prior year period net loss of $0.7 million and loss per share of $0.22. Net income for the first quarter 2025 includes a $2.8 million gain on the settlement of the earnout liability related to the Precision Metal Works, Inc. (“PMW”) acquisition and a $0.7 million gain on the settlement of PMW seller notes
    • Adjusted EBITDA¹ was $5.7 million, compared to $8.7 million in the prior year period
    • Total assets of $395.5 million and stockholders’ equity of $73.3 million as of December 31, 2024
    • Approximately $31.1 million of cash and availability under the Company’s credit facilities as of December 31, 2024

    “Both our Retail-Entertainment and Steel Manufacturing segments delivered improved operating performance in the first quarter, with increases in operating income and operating margins as compared to the prior year period. However, high interest rates and a slowdown in the housing market continued to impact our Retail-Flooring and Flooring Manufacturing segments, as reduced consumer demand weighed on performance,” commented David Verret, Chief Financial Officer of Live Ventures.

    “We are pleased with the operating improvements achieved in our Retail-Entertainment and Steel Manufacturing segments during the first quarter. That said, industry-specific headwinds are impacting our Retail-Flooring and Flooring Manufacturing segments. To address this, we are implementing additional measures to enhance the efficiency of our flooring businesses,” stated Jon Isaac, President and Chief Executive Officer of Live Ventures. “Despite these challenges, we remain confident in the long-term strength of our businesses.”

    First Quarter FY 2025 Financial Summary (in thousands except per share amounts)
      For the three months ended December 31,
        2024     2023     % Change
    Revenue $ 111,508   $ 117,593     -5.2 %
    Operating income $ 762   $ 3,541     -78.5 %
    Net income (loss) $ 492   $ (682 )   172.1 %
    Diluted earnings (loss) per share $ 0.16   $ (0.22 )   172.7 %
    Adjusted EBITDA¹ $ 5,744   $ 8,696     -33.9 %
                       

    Revenue decreased approximately $6.1 million, or 5.2%, to approximately $111.5 million for the quarter ended December 31, 2024, compared to revenue of approximately $117.6 million in the prior year period. The decrease is attributable to the Flooring Manufacturing, Retail-Flooring, and Steel Manufacturing segments, which decreased by approximately $6.7 million in the aggregate.

    Operating income was approximately $0.8 million for the quarter ended December 31, 2024, compared with operating income of approximately $3.5 million in the prior year period. The decrease in operating income is primarily attributable to the decrease in revenue and increased general and administrative expenses in the Retail-Flooring segment. The decrease in operating income was partially offset by increased operating income in the Retail-Entertainment and Steel Manufacturing segments.

    For the quarter ended December 31, 2024, net income was approximately $0.5 million, and diluted EPS was $0.16, compared with net loss of approximately $0.7 million and loss per share of $0.22 in the prior year period. The increase in net income is primarily attributable to a $2.8 million gain on the settlement of the earnout liability related to the PMW acquisition and a $0.7 million gain on the settlement of PMW seller notes.

    Adjusted EBITDA¹ for the quarter ended December 31, 2024 was approximately $5.7 million, a decrease of approximately $3.0 million, or 33.9%, compared to the prior year period. The decrease in adjusted EBITDA is primarily due to an overall decrease in operating income.

    As of December 31, 2024, the Company had total cash availability of $31.1 million, consisting of cash on hand of $7.4 million and availability under its various lines of credit of $23.7 million.

    First Quarter FY 2025 Segment Results (in thousands)

      For the three months ended December 31,
        2024       2023     % Change
    Revenue          
    Retail – Entertainment $ 21,273     $ 20,586     3.3 %
    Retail – Flooring   31,747       34,319     -7.5 %
    Flooring Manufacturing   25,996       29,245     -11.1 %
    Steel Manufacturing   32,435       33,354     -2.8 %
    Corporate & Other   57       89     -36.0 %
    Total Revenue $ 111,508     $ 117,593     -5.2 %
               
      For the three months ended December 31,
        2024       2023     % Change
    Operating Income (loss)          
    Retail – Entertainment $ 3,408     $ 3,143     8.4 %
    Retail – Flooring   (2,174 )     90     N/A
    Flooring Manufacturing   (81 )     945     -108.6 %
    Steel Manufacturing   1,166       982     18.7 %
    Corporate & Other   (1,557 )     (1,619 )   3.8 %
    Total Operating Income $ 762     $ 3,541     -78.5 %
               
      For the three months ended December 31,
        2024       2023     % Change
    Adjusted EBITDA¹          
    Retail – Entertainment $ 3,810     $ 3,667     3.9 %
    Retail – Flooring   (971 )   $ 1,303     -174.5 %
    Flooring Manufacturing   750       1,877     -60.0 %
    Steel Manufacturing   2,801       2,802     0.0 %
    Corporate & Other   (646 )     (953 )   32.2 %
    Total Adjusted EBITDA¹ $ 5,744     $ 8,696     -33.9 %
               
    Adjusted EBITDA¹ as a percentage of revenue        
    Retail – Entertainment   17.9 %     17.8 %    
    Retail – Flooring   -3.1 %     3.8 %    
    Flooring Manufacturing   2.9 %     6.4 %    
    Steel Manufacturing   8.6 %     8.4 %    
    Corporate & Other N/A   N/A    
    Total Adjusted EBITDA¹   5.2 %     7.4 %    
    as a percentage of revenue          
               

    Retail – Entertainment

    Retail-Entertainment segment revenue for the quarter ended December 31, 2024 was approximately $21.3 million, an increase of approximately $0.7 million, or 3.3%, compared to prior year period revenue of approximately $20.6 million. Revenue increased primarily due to increased consumer demand for used products. The increase in used products contributed to the increase in gross margin to 56.6% for the quarter ended December 31, 2024, compared to 56.0% for the prior year period. Operating income for the quarter ended December 31, 2024 was approximately $3.4 million, compared to operating income of approximately $3.1 million for the prior year period.

    Retail – Flooring

    The Retail-Flooring segment revenue for the quarter ended December 31, 2024, was approximately $31.7 million, a decrease of approximately $2.6 million, or 7.5%, compared to the prior year period revenue of approximately $34.3 million. The decrease was primarily due to reduced demand. Gross margin for the quarter ended December 31, 2024 was 37.2%, compared to 38.0% for the prior year period. The decrease in gross margin was primarily driven by a change in product mix. Operating loss for the quarter ended December 31, 2024 was approximately $2.2 million, compared to operating income of approximately $0.1 million for the prior year period. The increase in operating loss was primarily due to additional wages and other general and administrative costs during the quarter ended December 31, 2024.

    Flooring Manufacturing

    Revenue for the quarter ended December 31, 2024 was approximately $26.0 million, a decrease of approximately $3.2 million, or 11.1%, compared to prior year period revenue of approximately $29.2 million. The decrease in revenue was primarily due to reduced consumer demand. Gross margin was 21.2% for the quarter ended December 31, 2024, compared to 22.0% for the prior year period. The decrease in gross margin was primarily due to changes in product mix. Operating loss for the quarter ended December 31, 2024 was approximately $0.1 million, compared to operating income of approximately $0.9 million for the prior year period.

    Steel Manufacturing

    Revenue for the quarter ended December 31, 2024 was approximately $32.4 million, a decrease of approximately $0.9 million or 2.8%, compared to prior year period revenue of approximately $33.4 million. The decrease was primarily due to reduced customer demand, partially offset by incremental revenue of $3.1 million at Central Steel Fabricators, LLC (“Central Steel”), which was acquired in May 2024. Gross margin was 18.3% for the quarter ended December 31, 2024, compared to 15.8% for the prior year period. The increase in gross margin was primarily due to strategic price increases, as well as the acquisition of Central Steel. Operating income for the quarter ended December 31, 2024 was approximately $1.2 million, compared to operating income of approximately $1.0 million in the prior year period.

    Corporate and Other

    Revenue for the quarter ended December 31, 2024 was approximately $57,000, a decrease of approximately $32,000, or 36.0%, compared to prior year period revenue of approximately $89,000. Operating loss for the quarters ended December 31, 2024 and 2023 were approximately $1.6 million.

    Non-GAAP Financial Information

    Adjusted EBITDA

    We evaluate the performance of our operations based on financial measures, such as “Adjusted EBITDA,” which is a non-GAAP financial measure. We define Adjusted EBITDA as net income (loss) before interest expense, interest income, income taxes, depreciation, amortization, stock-based compensation, and other non-cash or nonrecurring charges. We believe that Adjusted EBITDA is an important indicator of the operational strength and performance of the business, including the business’s ability to fund acquisitions and other capital expenditures and to service its debt. Additionally, this measure is used by management to evaluate operating results and perform analytical comparisons and identify strategies to improve performance. Adjusted EBITDA is also a measure that is customarily used by financial analysts to evaluate a company’s financial performance, subject to certain adjustments. Adjusted EBITDA does not represent cash flows from operations, as defined by generally accepted accounting principles (“GAAP”), should not be construed as an alternative to net income or loss, and is indicative neither of our results of operations, nor of cash flow available to fund our cash needs. It is, however, a measurement that the Company believes is useful to investors in analyzing its operating performance. Accordingly, Adjusted EBITDA should be considered in addition to, but not as a substitute for, net income, cash flow provided by operating activities, and other measures of financial performance prepared in accordance with GAAP. As companies often define non-GAAP financial measures differently, Adjusted EBITDA, as calculated by Live Ventures Incorporated, should not be compared to any similarly titled measures reported by other companies.

    Forward-Looking and Cautionary Statements

    The use of the word “Company” refers to Live Ventures and its wholly owned subsidiaries. Certain statements in this press release contain or may suggest “forward-looking” information within the meaning of Section 27A of the Securities Act and Section 21E of the Securities Exchange Act of 1934, each as amended, that are intended to be covered by the “safe harbor” created by those sections. Words such as “will,” “expects,” “anticipates,” “future,” “intends,” “plans,” “believes,” “estimates,” and similar statements are intended to identify forward-looking statements. Live Ventures may also make forward-looking statements in its periodic reports to the U.S. Securities and Exchange Commission on Forms 10-K and 10-Q, Current Reports on Form 8-K, in its annual report to stockholders, in press releases and other written materials, and in oral statements made by its officers, directors or employees to third parties. There can be no assurance that such statements will prove to be accurate and there are a number of important factors that could cause actual results to differ materially from those expressed in any forward-looking statements made by the Company, including, but not limited to, plans and objectives of management for future operations or products, the market acceptance or future success of our products, and our future financial performance. The Company cautions that these forward-looking statements are further qualified by other factors including, but not limited to, those set forth in the Company’s Annual Report on Form 10-K for the fiscal year ended September 30, 2024. Additionally, new risk factors emerge from time to time, and it is not possible for us to predict all such risk factors, or to assess the impact such risk factors might have on our business. Live Ventures undertakes no obligation to publicly update any forward-looking statements whether as a result of new information, future events or otherwise.

    About Live Ventures Incorporated

    Live Ventures is a diversified holding company with a strategic focus on value-oriented acquisitions of domestic middle-market companies. Live Ventures’ acquisition strategy is sector-agnostic and focuses on well-run, closely held businesses with a demonstrated track record of earnings growth and cash flow generation. The Company looks for opportunities to partner with management teams of its acquired businesses to build increased stockholder value through a disciplined buy-build-hold long-term focused strategy. Live Ventures was founded in 1968. In late 2011, Jon Isaac, Chief Executive Officer and strategic investor, joined the Company’s Board of Directors and later refocused it into a diversified holding company. The Company’s current portfolio of diversified operating subsidiaries includes companies in the textile, flooring, tools, steel, and entertainment industries.

    Contact:
    Live Ventures Incorporated
    Greg Powell, Director of Investor Relations
    725.500.5597
    gpowell@liveventures.com 
    www.liveventures.com 

    Source: Live Ventures Incorporated

    CONSOLIDATED BALANCE SHEETS
    (UNAUDITED)
    (dollars in thousands, except per share amounts)

      December 31, 2024   September 30, 2024
      (Unaudited)    
    Assets      
    Cash $ 7,407     $ 4,601  
    Trade receivables, net of allowance for doubtful accounts of $1.4 million at December 31, 2024 and $1.5 million at September 30, 2024   38,040       46,861  
    Inventories, net   123,389       126,350  
    Prepaid expenses and other current assets   3,594       4,123  
    Total current assets   172,430       181,935  
    Property and equipment, net   81,527       82,869  
    Right of use asset – operating leases   55,113       55,701  
    Deposits and other assets   1,455       787  
    Intangible assets, net   23,847       25,103  
    Goodwill   61,152       61,152  
    Total assets $ 395,524     $ 407,547  
    Liabilities and Stockholders’ Equity      
    Liabilities:      
    Accounts payable $ 28,478     $ 31,002  
    Accrued liabilities   30,548       31,740  
    Income taxes payable   1,483       948  
    Current portion of lease obligations – operating leases   13,219       12,885  
    Current portion of lease obligations – finance leases   467       368  
    Current portion of long-term debt   39,595       43,816  
    Current portion of notes payable related parties   7,670       6,400  
    Seller notes – related parties         2,500  
    Total current liabilities   121,460       129,659  
    Long-term debt, net of current portion   54,339       54,994  
    Lease obligation long term – operating leases   46,566       50,111  
    Lease obligation long term – finance leases   42,200       41,677  
    Notes payable related parties, net of current portion   6,871       4,934  
    Seller notes – related parties   41,119       40,361  
    Deferred tax liability, net   5,812       6,267  
    Other non-current obligations   3,882       6,655  
    Total liabilities   322,249       334,658  
    Commitments and contingencies      
    Stockholders’ equity:      
    Series E convertible preferred stock, $0.001 par value, 200,000 shares authorized, 47,840 shares issued and outstanding at December 31, 2024 and September 30, 2024, with a liquidation preference of $0.30 per share outstanding          
    Common stock, $0.001 par value, 10,000,000 shares authorized, 3,115,674 and 3,131,360 shares issued and outstanding at December 31, 2024 and September 30, 2024, respectively   2       2  
    Paid in capital   69,743       69,692  
    Treasury stock common 710,373 and 694,687 shares as of December 31, 2024 and September 30, 2024, respectively   (9,229 )     (9,072 )
    Treasury stock Series E preferred 80,000 shares as of December 31, 2024 and September 30, 2024   (7 )     (7 )
    Retained earnings   12,766       12,274  
      Total stockholders’ equity   73,275       72,889  
        Total liabilities and stockholders’ equity $ 395,524     $ 407,547  
                   

    LIVE VENTURES, INCORPORATED
    CONSOLIDATED STATEMENTS OF INCOME (UNAUDITED)
    (dollars in thousands, except per share)

      For the Three Months Ended December 31,
        2024       2023  
    Revenue $ 111,508     $ 117,593  
    Cost of revenue   76,146       81,266  
    Gross profit   35,362       36,327  
           
    Operating expenses:      
    General and administrative expenses   30,071       27,679  
    Sales and marketing expenses   4,529       5,107  
    Total operating expenses   34,600       32,786  
    Operating income   762       3,541  
    Other expense:      
    Interest expense, net   (4,162 )     (4,163 )
    Gain on settlement of seller notes   713        
    Gain on settlement of earnout liability   2,840        
    Other income (expense)   420       (284 )
    Total other expense, net   (189 )     (4,447 )
    Income (loss) before provision for income taxes   573       (906 )
    Provision (benefit) for income taxes   81       (224 )
    Net Income (loss) $ 492     $ (682 )
           
    Income (loss) per share:      
    Basic and diluted $ 0.16     $ (0.22 )
           
    Weighted average common shares outstanding:      
    Basic   3,124,581       3,163,541  
    Diluted   3,124,820       3,163,541  
                   

    LIVE VENTURES INCORPORATED
    NON-GAAP MEASURES RECONCILIATION

    Adjusted EBITDA

    The following table provides a reconciliation of Net (loss) income to total Adjusted EBITDA¹ for the periods indicated (dollars in thousands):

      For the Three Months Ended
      December 31, 2024   December 31, 2023
    Net income (loss) $ 492     $ (682 )
    Depreciation and amortization   4,415       4,295  
    Stock-based compensation   50       50  
    Interest expense, net   4,162       4,163  
    Income tax expense (benefit)   81       (224 )
    Debt refinancing costs         183  
    Gain on extinguishment of debt   (713 )      
    Gain on write-off of earnout   (2,840 )      
    Acquisition costs   97       406  
    Adjusted EBITDA $ 5,744     $ 8,696  

    The MIL Network

  • MIL-OSI: Enphase Energy Expands its Support for Grid Services Programs Across North America

    Source: GlobeNewswire (MIL-OSI)

    FREMONT, Calif., Feb. 06, 2025 (GLOBE NEWSWIRE) — Enphase Energy, Inc. (NASDAQ: ENPH), a global energy technology company and the world’s leading supplier of microinverter-based solar and battery systems, announced today that it is expanding its support for grid services programs – or virtual power plants (VPPs) – in Puerto Rico, Colorado, and Nova Scotia, Canada, powered by the IQ® Battery 5P.

    Grid services programs are offered by electric utilities and often use energy stored in home batteries to help reduce load on the electric grid when it is needed most, like during periods of peak electricity demand. This reduces reliance on costly and polluting power plants for electricity and, in return, can provide incentives to homeowners from their utility company. Incentives may be provided as a discount on the purchase of an Enphase® Energy System with IQ® Batteries or as ongoing payments to participating homeowners. Homeowners are most recently eligible to enroll in the following programs:

    LUMA Energy Puerto Rico Customer Battery Energy Sharing Program: Participants in Puerto Rico enrolled in this program with three IQ Battery 5Ps are eligible to receive approximately $1,000 per year if the batteries deliver up to 80% of their energy capacity during each demand response event. Learn more about the details of the program on the Enphase website or by registering for the upcoming homeowner informational webinar (in Spanish).

    “We are thrilled that the IQ Batteries we deploy in our communities can go towards making the grid more reliable for everyone,” said Carlos Martínez Muñoz, CEO of Solar Roots, an installer of Enphase products in Puerto Rico. “Grid services programs will help home solar and storage systems contribute to a greater good.”

    Xcel Colorado Renewable Battery Connect Program: Homeowners who decide to install an Enphase IQ Battery and are Xcel Energy customers in Colorado are eligible to receive an upfront incentive of $350/kW, capped at $5,000 per site. Customers who decide to install three IQ Battery 5Ps could earn $4,032 upfront plus an annual payment of $100 over the five-year participation period. Learn more about the details of this program on the Xcel Energy Colorado webpage.

    “This program is a fantastic opportunity for Colorado homeowners to maximize the value of their Enphase IQ Batteries,” said Kevin Love, co-owner of Atlasta Solar Center, an installer of Enphase products based in Colorado. “Participants can earn meaningful incentives while supporting a more resilient and sustainable energy grid. It’s a win for both customers and our clean energy transition.”

    Efficiency Nova Scotia Eco Shift Pilot: Participants enrolled in this pilot are rewarded with $500 upfront, plus an average performance incentive of $300 per kW delivered per season. A typical 15 kWh Enphase IQ Battery system consisting of three IQ Battery 5Ps are eligible to receive up to $1,500 per year in performance incentives if the batteries deliver up to 80% of their energy capacity during each demand response event. Learn more about the details of the program on the Eco Shift Nova Scotia program website.

    “The Eco Shift program is a fantastic opportunity for Canadian homeowners to make the most of their Enphase home solar and battery systems while contributing to grid stability and efficiency,” said Tom Rendle, managing director at Watts Up Solar, an installer of Enphase products based in Nova Scotia. “As electrification increases and demand on the grid grows, we’re excited to expand deployments of IQ Batteries to support powering homes and a more resilient energy future for the community at large.”

    “Our cutting-edge solutions make it easy for homeowners to engage in grid services programs while maximizing the benefits of their Enphase systems,” said Ken Fong, senior vice president and general manager of the Americas and APAC Sales at Enphase Energy. “The IQ Battery 5P’s reliability and performance are key to providing homeowners with long-term value, and we’re excited to expand our efforts to support virtual power plants, offering a cleaner, more resilient energy future across North America.”

    For more information about grid services, please visit the Enphase website.

    About Enphase Energy, Inc.

    Enphase Energy, a global energy technology company based in Fremont, CA, is the world’s leading supplier of microinverter-based solar and battery systems that enable people to harness the sun to make, use, save, and sell their own power—and control it all with a smart mobile app. The company revolutionized the solar industry with its microinverter-based technology and builds all-in-one solar, battery, and software solutions. Enphase has shipped approximately 80.0 million microinverters, and approximately 4.7 million Enphase-based systems have been deployed in more than 160 countries. For more information, visit https://enphase.com/.

    ©2025 Enphase Energy, Inc. All rights reserved. Enphase Energy, Enphase, the “e” logo, IQ, and certain other marks listed at https://enphase.com/trademark-usage-guidelines are trademarks or service marks of Enphase Energy, Inc. in the U.S. and other countries. Other names are for informational purposes and may be trademarks of their respective owners.

    Forward-Looking Statements

    This press release may contain forward-looking statements, including statements related to the expected capabilities and performance of Enphase Energy’s technology and products, including safety, quality and reliability; and expectations regarding the various incentive programs in Puerto Rico, Colorado, and Nova Scotia, Canada. These forward-looking statements are based on Enphase Energy’s current expectations and inherently involve significant risks and uncertainties. Actual results and the timing of events could differ materially from those contemplated by these forward-looking statements as a result of such risks and uncertainties including those risks described in more detail in Enphase Energy’s most recently filed Quarterly Report on Form 10-Q, Annual Report on Form 10-K, and other documents filed by Enphase Energy from time to time with the SEC. Enphase Energy undertakes no duty or obligation to update any forward-looking statements contained in this release as a result of new information, future events, or changes in its expectations, except as required by law.

    Contact:

    Enphase Energy

    press@enphaseenergy.com

    This press release was published by a CLEAR® Verified individual.

    The MIL Network

  • MIL-OSI: AGF Management Limited – Normal Course Issuer Bid

    Source: GlobeNewswire (MIL-OSI)

    TORONTO, Feb. 06, 2025 (GLOBE NEWSWIRE) — AGF Management Limited (“AGF”) announced today that the Toronto Stock Exchange (“TSX”) has approved AGF’s notice of intention to renew its normal course issuer bid in respect of its Class B Non-Voting Shares (AGF.B).

    As at January 27, 2025, there were 65,291,5571 Class B Non-Voting Shares issued and outstanding and the public float consisted of 47,507,917 Class B Non-Voting Shares.

    Under the announced normal course issuer bid, AGF is permitted to purchase up to 4,750,792 Class B Non-Voting Shares, representing approximately 10% of the public float for such shares as of January 27, 2025. Purchases under the normal course issuer bid may commence on February 10, 2025 and continue until February 9, 2026, when the bid expires. Pursuant to the Articles of AGF, the Class B Non-Voting Shares may not be purchased by AGF at a price which exceeds more than 15% of the weighted average price at which the Class B Shares traded on the TSX during the ten trading days immediately preceding the date of any such purchase.

    AGF announced that it will be entering into an automatic purchase plan (the “Plan”) with a broker during the normal course issuer bid. The Plan is effective as of February 10, 2025 and should terminate together with the normal course issuer bid. The Plan allows for purchases by AGF of its Class B Non-Voting Shares, subject to certain parameters.

    Under the announced normal course issuer bid, purchases may be made through the facilities of TSX, alternative Canadian trading systems /other designated exchanges, or as otherwise permitted by the Canadian Securities Administrators or Ontario Securities Commission. The average daily trading volume (“ADTV”) of the Class B Non-Voting Shares (for the six-month period ended January 31, 2025) on the TSX was 93,109. Under the rules of the TSX, AGF is entitled to repurchase during the same trading day on the TSX up to 25% of the ADTV of its Class B Non-Voting Shares, being 23,277 except where reliance is placed on the TSX’s block purchase exemption.

    Class B Non-Voting Shares purchased under the NCIB will be canceled or purchased and held by the AGF Employee Benefit Trust for the settlement of equity settled incentive plans by AGF. The directors believe that the purchase for cancellation of Class B Non-Voting Shares represents a desirable use of capital when, if in the opinion of management, the value of the Class B Non-Voting shares is attractive relative to the trading price of said shares. Purchase for cancellation by AGF of outstanding Class B Non-Voting Shares may also be used to offset the dilutive effect of treasury stock released for the employee benefit trust and of shares issued through AGF’s stock option plans and dividend reinvestment plan.

    Under its existing normal course issuer bid, which expires on February 8, 2025, AGF sought and received approval from the TSX to purchase 4,735,269 Class B Non-Voting Shares. During the period from February 8, 2024 to February 5, 2025, AGF acquired 871,800 Class B Non-Voting Shares at a weighted average price of $8.12.

    About AGF Management Limited

    Founded in 1957, AGF Management Limited (AGF) is an independent and globally diverse asset management firm. Our companies deliver excellence in investing in the public and private markets through three business lines: AGF Investments, AGF Capital Partners and AGF Private Wealth.

    AGF brings a disciplined approach, focused on incorporating sound, responsible and sustainable corporate practices. The firm’s collective investment expertise, driven by its fundamental, quantitative and private investing capabilities, extends globally to a wide range of clients, from financial advisors and their clients to high-net worth and institutional investors including pension plans, corporate plans, sovereign wealth funds, endowments and foundations.

    Headquartered in Toronto, Canada, AGF has investment operations and client servicing teams on the ground in North America and Europe. With over $54 billion in total assets under management and fee-earning assets, AGF serves more than 815,000 investors. AGF trades on the Toronto Stock Exchange under the symbol AGF.B.

    Media Contact

    Amanda Marchment
    Director, Corporate Communications
    416-865-4160
    amanda.marchment@agf.com


    1 Includes treasury stock in the amount of 96,458

    The MIL Network

  • MIL-OSI: Descartes Showcases Global Trade Intelligence Technology Innovations

    Source: GlobeNewswire (MIL-OSI)

    ATLANTA, Feb. 06, 2025 (GLOBE NEWSWIRE) — Descartes Systems Group (Nasdaq:DSGX) (TSX:DSG), the global leader in uniting logistics-intensive businesses in commerce, is scheduled to showcase numerous technology innovations to its global trade intelligence software suite at Descartes’ Innovation Forum event, which takes place in Washington, DC from February 11-12, 2025. Innovations to Descartes’ solution suite help companies in diverse industries manage the cross-border trade of merchandise, commodities and services more securely and efficiently in the face of expanding compliance requirements, geopolitical volatility, and evolving tariffs and trade barriers.

    “The current environment of ever-changing and complex trade regulations is challenging to manage. Our solutions and trade data help simplify how our customers’ teams conduct business while helping them mitigate risk,” said Brian Hodgson, General Manager, Trade Intelligence at Descartes. “Our technology innovations are focused on helping companies build more agile, intelligent and resilient supply chain networks that allow them to keep pace with frequent and complex tariff and regulatory changes, secure better sources of supply, and acquire high quality competitive intelligence.”

    Descartes’ global trade intelligence innovation and enhancements include:

    • Artificial Intelligence (AI)-enabled screening and classification to scale compliance operations. AI-driven screening for restricted, sanctioned and denied parties quarantines low-quality false positives and identifies when additional due diligence is required. AI-driven import/export classification accelerates product lookup capabilities in combination with other features such as regulations cross-referencing and landed cost calculations. Both innovations help companies more efficiently access and manage high volume, repetitive tasks without overloading existing compliance resources or adding new staff.
    • AI-based agent to speed complex global trade intelligence queries. Converse in multiple languages with an AI-based agent to answer common questions; quickly identify historical trade patterns, emerging trends, or specific data needs (e.g., commodities, companies, products); and receive text- and/or graph-based responses. This helps users define searches more precisely, ensuring they extract the most relevant global trade data and that it’s presented effectively. It makes global trade data content more accessible and actionable, while minimizing the training time required to build proficiency in developing optimal queries.
    • Expanded global trade content offerings to simplify more wholistic risk assessments. Combining traditional Harmonized System (HS)-based trade data content with both optional experience-based content, such as previously classified products, and timely innovative-based content, such as legislation and/or regulations, provides companies with a broader content ecosystem to facilitate efficient and effective risk assessment associated with product, party or shipment compliance.
    • Enhanced analytics to generate insights and inform strategic, evidence-based decision making. Advanced Microsoft Power BI-based analytics aggregates data from screening applications and other sources (e.g., visitor management, license management, other operational systems) to provide a single reporting view. Companies no longer need to rely on complicated integrations between applications to access sophisticated analytics that provide useful insight into their compliance activities, particularly in large enterprises.
    • Expanded capabilities to manage increasing export controls and complexities around export license management. Expanded set of East Asian countries for compliance checks and license determinations, in addition to enhanced workflows and data sharing capabilities for very complex controlled goods businesses (e.g., aerospace and defense), which help companies better manage compliance with local laws, international agreements and security protocols.

    Learn more about Descartes’ Global Trade Intelligence solutions.

    Descartes’ Innovation Forum events offer a unique opportunity for Descartes customers and United by Design partners worldwide to connect with the Descartes team. These forums aim to share best practices in using Descartes’ technologies, explore ways to enhance operations with Descartes’ expanding solutions, and gather valuable feedback on product development. More information on the Global Trade Intelligence event is available here.

    About Descartes

    Descartes (Nasdaq:DSGX) (TSX:DSG) is the global leader in providing on-demand, software-as-a-service solutions focused on improving the productivity, security and sustainability of logistics-intensive businesses. Customers use our modular, software-as-a-service solutions to route, track and help improve the safety, performance and compliance of delivery resources; plan, allocate and execute shipments; rate, audit and pay transportation invoices; access global trade data; file customs and security documents for imports and exports; and complete numerous other logistics processes by participating in the world’s largest, collaborative multimodal logistics community. Our headquarters are in Waterloo, Ontario, Canada and we have offices and partners around the world. Learn more at www.descartes.com, and connect with us on LinkedIn and Twitter.

    Global Media Contact
    Cara Strohack                                                                     
    Tel: 226-750-8050                                 
    cstrohack@descartes.com  

    Cautionary Statement Regarding Forward-Looking Statements

    This release contains forward-looking information within the meaning of applicable securities laws (“forward-looking statements”) that relate to Descartes’ global trade intelligence solution offerings and potential benefits derived therefrom; and other matters. Such forward-looking statements involve known and unknown risks, uncertainties, assumptions and other factors that may cause the actual results, performance or achievements to differ materially from the anticipated results, performance or achievements or developments expressed or implied by such forward-looking statements. Such factors include, but are not limited to, the factors and assumptions discussed in the section entitled, “Certain Factors That May Affect Future Results” in documents filed with the Securities and Exchange Commission, the Ontario Securities Commission and other securities commissions across Canada including Descartes’ most recently filed management’s discussion and analysis. If any such risks actually occur, they could materially adversely affect our business, financial condition or results of operations. In that case, the trading price of our common shares could decline, perhaps materially. Readers are cautioned not to place undue reliance upon any such forward-looking statements, which speak only as of the date made. Forward-looking statements are provided for the purposes of providing information about management’s current expectations and plans relating to the future. Readers are cautioned that such information may not be appropriate for other purposes. We do not undertake or accept any obligation or undertaking to release publicly any updates or revisions to any forward-looking statements to reflect any change in our expectations or any change in events, conditions or circumstances on which any such statement is based, except as required by law.

    The MIL Network

  • MIL-OSI Asia-Pac: “Space Sector Reforms have unlocked India’s Commercial Potential in Space,” says Minister of State for Space Dr. Jitendra Singh

    Source: Government of India (2)

    “Space Sector Reforms have unlocked India’s Commercial Potential in Space,” says Minister of State for Space Dr. Jitendra Singh

    New Space India Limited (NSIL) to Launch GSAT-N3 in Q1 2026 for Indian Government’s S-Band Communication Needs with N1 being already operational and N2 in orbit testing

    NSIL to Launch India’s First Fully Industry-Made PSLV in Q2 2025

    Posted On: 06 FEB 2025 4:09PM by PIB Delhi

     “Space sector reforms have unlocked India’s Commercial Potential in Space,” says Dr. Jitendra Singh, Union Minister of State (Independent Charge) for Science and Technology; Earth Sciences and Minister of State for PMO, Department of Atomic Energy, Department of Space, Personnel, Public Grievances and Pensions while answering an unstarred question in Rajya Sabha, today.

    NewSpace India Limited (NSIL), a Public Sector Enterprise (PSE) under Department of Space and the commercial arm of ISRO incorporated during March 2019, is responsible for carrying out end-to-end commercial space business on a demand driven approach and has the mandate to enhance the participation of Indian Industries in space related activities.

    The  achievements of the NSIL are as follows:

    • NSIL undertook its 1st Demand Driven Communication satellite mission named GSAT-N1 [GSAT-24] for meeting Direct-To-Home (DTH) needs. The satellite was successfully launched on 23rd June 2022, and it has commenced its operational services.
    • NSIL undertook its 2nd Demand Driven Communication satellite mission, GSAT-N2 [GSAT-20], for meeting Broadband service needs. The satellite was successfully launched on 19th November 2024 and the satellite is presently undergoing in-orbit testing and commissioning operations.
    • As on date, NSIL has successfully launched of 124 International and 3 Indian customer satellites on-board PSLV, LVM3 and SSLV.
    • NSIL is currently owning/ operating 15 in-orbit communication satellites and providing space-based services to various Indian users for meeting their DTH, VSAT, TV, DSNG, IFMC, Broadband and other applications need.
    • NSIL has been disseminating Earth Observation satellite data to global customers since May 2023.
    • As part of Mission Support services, NSIL has provided Eleven (11) Launch Vehicle Tracking Supports and Nine (9) Launch and Early Orbit Phase (LEOP) and Telemetry Tracking and Command (TTC) supports to Indian and International Customers including one Deep Space Mission Support.
    • Towards transfer of ISRO developed Technologies to Indian Industry, NSIL has signed 75 Technology Transfer Agreements.
    • NSIL is closely working with Indian and global customers to build Communication and Earth Observation Satellites for meeting their service needs.
    • NSIL is a profit-making company. NSIL’s revenue since inception is indicated below:

                                                                                                                                (Rs. in crores)

    Particulars

    FY

    2019-20

    FY

    2020-21

    FY

    2021-22

    FY

    2022-23

    FY

    2023-24

    Revenue from Operations

    314.52

    513.31

    1674.77

    2842.26

    2116.12

    Other Income

    7.25

    12.40

    57.08

    98.16

    279.08

    Total Revenue

    321.77

    525.71

    1731.84

    2940.42

    2395.20

    Total Expenditure

    253.20

    312.87

    1272.69

    2324.07

    1591.60

    Profit before Tax

    68.57

    212.84

    459.15

    616.35

    803.59

     

    Dr. Singh Informed that NSIL will be undertaking its 3rd Demand Driven Communication Satellite Mission, GSAT-N3, for meeting S-Band communication needs of Indian Governmental users. GSAT-N3 satellite is proposed to be launched during Q1 of 2026.

    NSIL signed contract with M/s HAL [Lead Partner of M/s HAL and L&T consortia] for End-to-End production of 5 Nos. of Polar Satellite Launch Vehicle (PSLV). The 1st fully Indian Industry manufactured PSLV is envisaged to be launched during Q2 of 2025.

    Dr. Jitendra Singh shared that in the coming years, NSIL would strive to further expand its commercial space business in all domains including in the area of building satellites and launch vehicles; providing launch services; establishing ground segment; providing space-based services using communication and earth observation satellites; mission support services and transfer of ISRO developed technologies to Indian industries. Some of the major business projects that NSIL is envisaging is building several communication satellites on demand driven model, exploring strategies to realise LVM3 rockets through Indian Industry under PPP mode of partnership to commercially exploit the emerging global launch service market, enabling private Indian industries in building several earth observation satellites etc.

    Lauding the Space Sector Reforms announced by the Government during June 2020, as part of “Unlocking India’s potential in Space Sector”, Dr. Singh said, “It has enabled NSIL to undertake missions in a Demand Driven Model for effective commercial exploitation. In addition, efforts of NSIL to build operational launch vehicles of ISRO viz., PSLV, LVM3 and SSLV through Indian Industry would further boost the Indian Industrial sector to grow to the level wherein Indian industry could End-to-End manufacture rockets. The Minister of State for Space, further stated that efforts of NSIL to transfer ISRO developed technologies to Private players would help in enriching the Space ecosystem in the country and raise India’s share in the commercial Global Space Market.

    *****

    NKR/PSM

    (Release ID: 2100276) Visitor Counter : 6

    MIL OSI Asia Pacific News

  • MIL-OSI Asia-Pac: Union Minister Jyotiraditya Scindia inaugurates North East Investment Roadshow in Chennai

    Source: Government of India (2)

    Union Minister Jyotiraditya Scindia inaugurates North East Investment Roadshow in Chennai

    Minister Scindia invites Chennai to join the transformative journey of the ‘Ashtalakshmi’ region as it charts its path to becoming a leading engine of India’s growth.

    The roadshow hosted by Ministry of Development of North Eastern Region aims to attract investment for the development of North East India.

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

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

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

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

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

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

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

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

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

    *****

    Samrat/Dheeraj

    donerpib[at]gmail[dot]com

    (Release ID: 2100164) Visitor Counter : 322

    MIL OSI Asia Pacific News

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

    Source: Government of India

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

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

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

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

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

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

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

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

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

    *****

    Samrat/Dheeraj

    donerpib[at]gmail[dot]com

    (Release ID: 2100164) Visitor Counter : 51

    MIL OSI Asia Pacific News

  • MIL-OSI Russia: Exploring Traditions: HSE Students Celebrate Chinese New Year

    Translartion. Region: Russians Fedetion –

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

    February 1st Cultural center HSE University celebrated the Eastern New Year as usual – a large-scale celebration united students and teachers interested in the culture of East Asian countries. The organizers were School of Oriental Studies Faculty of World Economy and World Politics, Internationalization Directorate, HSE Chinese Club, as well as other university clubs – Japanese “Musubi” and Korean “Hallyan“.

    Guests were treated to calligraphy master classes, where they could learn how to write their name in the languages of Asian countries, try their hand at the art of ink drawing, and create an imprint of the symbol of the year — a snake. Tea lovers learned the intricacies of traditional tea drinking, learned about the most diverse and unusual types of this plant and the significance of the tea ceremony in Eastern culture. Visitors were also offered Chinese red envelopes with New Year wishes — in China, they are traditionally given to loved ones, wishing them well-being and good luck.

    The guests took part in national games and quizzes with great interest, where they tested their knowledge of Eastern traditions and the history of the holiday. The culmination was a concert, where the audience could immerse themselves more deeply in the atmosphere of the Chinese New Year thanks to theatrical scenes, national songs and performances by dance groups.

    Many international students compared the joyful atmosphere that reigned to New Year’s at home. “I am from Asia, and this year I was unable to celebrate the New Year in my homeland. But here I was able to feel the warmth and comfort of a home holiday,” shared Nguyen Hinh Goc Anh, a student. Higher School of Business.

    For Russian students studying Eastern culture, this evening was an excellent opportunity to get to know the traditions better.

    The guests noted the high level of organization and the organizers’ attention to detail. “The interiors are beautifully stylized, it is clear that people really prepared and were burning with the idea. Each zone has a special atmosphere that allows you to immerse yourself in the culture,” noted Ekaterina Klimenko, a 5th-year student of the educational program “Oriental Studies” She brought her friend Elizaveta to the party, who does not study at the HSE, but was happy to spend the day at the university.

    For the guests, the holiday was not just entertainment, but also an opportunity to communicate with new people. “Here you can have fun, broaden your horizons, get acquainted with traditions, and also meet students from different fields,” said Maria Fedyunina, a student in the educational program “Management in creative industriesFCI HSE.

    The participants of the evening emphasized the importance of such initiatives, as they help strengthen the student community by creating a space for communication and knowledge sharing.

    Text: Sofia Simina, OP “Advertising and Public Relations

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