Category: European Union

  • MIL-OSI United Kingdom: Greens call for SNP to provide urgent update on support for Israel’s arms dealers

    Source: Scottish Greens

    The SNP must urgently update parliament on what it is doing to end Scottish Government support for companies arming and supporting Israel, say the Scottish Greens.

    The Scottish Government has rightly opposed the bombing and collective punishment of Gaza. Despite this, since the war began, it has given over £1 million to companies that have armed Israel via its business unit, Scottish Enterprise.

    It has been three months since the Scottish Government committed to review the human rights checks which are applied by public bodies to grant applicants, following a motion brought by the Scottish Greens.

    Yet, so far, no substantive updates have been provided, and the terms of the review have yet to be published.

    The legality of UK arms exports to Israel is being considered this week by the High Court in London, following a legal challenge by campaigners.

    Scottish Green Co-leader Lorna Slater said: 

    “The genocide in Gaza is getting worse with every passing day. The scale of the suffering is horrific.

    “The destruction is only possible because of the companies and governments who have armed and supported the assault.

    “The Scottish Government talks a lot about human rights, but it has continued to pour money into the companies who are making a killing from the conflict.

    “It is three months since the Deputy First Minister committed to reviewing the grants given by the Scottish Government but there have been no details.

    “With UK arms exports in court this week, it is long past time for them to set out the terms of the review and to at least provide a timeline and explain what advice they have taken from human rights experts.

    “Any human rights policy worthy of the name would have to conclude that it is wrong to be funding companies who are profiting from war crimes and killing, so why are they taking so long?

    “Scotland may not have the power to halt UK complicity in Israel’s attacks on Gaza, but we can lead by example. The message should be clear, not another penny for Israel’s arms dealers.”


    Text of letter from Lorna Slater to DFM Kate Forbes

    Dear DFM Forbes

    Thank you for your response dated 17th March 2025 regarding the Scottish Enterprise Funding for Arms Companies.

    However, it is three months since the vote and the Scottish Government is yet to publish the terms of the review or any timeline.

    With Israeli forces planning a full occupation of Palestine, the humanitarian crisis is becoming even more grave and severe. This development could have significant implications for the Palestinians and the overall stability of the region.

    This week the High Court in London is considering the legality of UK arms exports to Israel, including weapons that have been made by companies who have received grants from Scottish Enterprise.

    Given the gravity of the situation, I would like to inquire about what actions the Scottish Government is taking in response to these reports, when this review will take place, who will be carrying it out and which human rights experts will be consulted in its production.

    I look forward to your response and to learning more about the actions being taken to address this pressing issue.

    MIL OSI United Kingdom

  • MIL-OSI United Kingdom: Standing Up to Divisive Politics

    Source: Liberal Democrats UK

    They closed down safe and legal routes for refugees, putting more power in the hands of traffickers. They allowed the asylum backlog to balloon on their watch, trapping asylum seekers in limbo for months or even years. And they threatened the fundamental right to asylum with their cruel Illegal Migration Act and failed Rwanda scheme.

    Now, the Labour government has a real opportunity to fix this mess and start building a more compassionate, effective system. But sadly, they have so far failed to bring forward the positive change that people deserve.

    I’m deeply proud of our party’s history of standing up for people fleeing war and persecution in particular. From getting new visas introduced for Hong Kongers coming to the UK, to ending the previous Labour Government’s practice of detaining children for immigration purposes, Liberal Democrats have long been at the forefront of securing change.

    I’m determined that we continue in this proud tradition – which is why I’ve been making these same arguments as the Border Security, Asylum and Immigration Bill passed through Parliament.

    First and foremost, that means pushing for more safe and legal routes for refugees. Whether that’s establishing new humanitarian travel permits, or continuing Lib Dem peer Sally Hamwee’s tireless efforts to extend family reunion rights. This will be crucial for taking power out of the hands of the criminal trafficking gangs responsible for dangerous crossings in the Channel.

    At the same time, we need an asylum system that makes decisions fairly and swiftly – which is why we’ve been calling to tackle the backlog by establishing a dedicated unit to improve the speed and quality of asylum decision-making.

    And we will keep pushing Labour to take the action that’s needed. If they really cared about improving integration, they would have backed our amendment this week that would have scrapped the ban on asylum seekers working. But our party won’t give up, and will now take this fight to the House of Lords.

    In the face of divisive and destructive politics, it is more important than ever that the Liberal Democrats continue to offer a liberal alternative. One that is kind and compassionate – standing up for the rights of refugees and asylum seekers, and ensuring all migrants are treated with dignity and respect like they deserve.

    I am determined to do everything in my power to ensure this is the case.

    MIL OSI United Kingdom

  • MIL-OSI Asia-Pac: LCQ2: Work on attracting enterprises and investments

    Source: Hong Kong Government special administrative region

    Following is a question by the Hon Jeffrey Lam and a reply by the Acting Secretary for Commerce and Economic Development, Dr Bernard Chan, in the Legislative Council today (May 14):

    Question:

    In recent years, the Government has been vigorously promoting the work on attracting enterprises and investments. It is learnt that Invest Hong Kong (InvestHK) assisted a total of 539 overseas and Mainland enterprises in setting up or expanding their businesses in Hong Kong last year. In this connection, will the Government inform this Council:

    (1) of the number of overseas and Mainland enterprises which InvestHK has assisted in establishing a presence in Hong Kong or setting up regional headquarters in Hong Kong since January this year; the home countries of such enterprises, as well as the industries to which they belong;

    (2) of the policies and measures currently put in place by the Government in respect of land, taxation, etc. to support overseas and Mainland enterprises in establishing a presence in Hong Kong; and

    (3) given that the Secretary for Labour and Welfare has pointed out at a special meeting of the Finance Committee of this Council held to discuss the Estimates of Expenditure 2025-2026 that Hong Kong Talent Engage (HKTE) would provide comprehensive one-stop support to incoming talents, of the total number of applications received by HKTE since January this year; among such applications, of the areas in which support has been provided?

    Reply:

    President,

    After consulting the Development Bureau (DEVB), the Financial Services and the Treasury Bureau, the Labour and Welfare Bureau, as well as the Office for Attracting Strategic Enterprises (OASES), my consolidated response to the Hon Jeffrey Lam’s question is as follows:

    InvestHK Hong Kong (InvestHK) is responsible for promoting inward direct investment to Hong Kong by attracting Mainland and overseas enterprises to set up or expand in the city. In 2024, InvestHK assisted 539 Mainland and overseas enterprises in establishing and expanding their businesses in Hong Kong, representing an increase of over 40 per cent year on year. On a pro-rata basis, the figure well exceeded the performance indicator as set out in the 2022 Policy Address by the Chief Executive. On the other hand, the number of companies in Hong Kong with overseas or Mainland parent companies in 2024 reached a record high of 9 960. It included 1 410 regional headquarters, an increase of over 5 per cent year on year.

    From January to April this year, InvestHK assisted 223 Mainland and overseas enterprises, representing an increase of 13 per cent as compared with the same period last year. These enterprises are expected to bring in direct investment of over $22.3 billion and create over 4 900 jobs within their first year of operations or expansion. Over one-fourth of these enterprises indicated their setup of international or regional headquarters in Hong Kong. The top five places of origin of those enterprises are the Mainland, the United States, Japan, the United Kingdom and Singapore; and the top five sectors are the financial services and fintech sector, family office, innovation and technology sector, tourism and hospitality sector, and consumer products sector.

    Separately, the current-term Government established OASES, which is directly under the Financial Secretary, to attract high-potential and representative strategic innovation and technology enterprises from around the globe. So far, OASES successfully attracted 84 strategic enterprises, many of which plan to establish their international or regional headquarters in Hong Kong.

    InvestHK and OASES provide Mainland and overseas enterprises with one-stop customised support services, including introducing tax regime and tax concessions of Hong Kong, assisting enterprises in identifying premises for operations, and assisting them in following up on matters relating to talent admission.

    In terms of tax policy, Hong Kong has been practicing a simple, territorial-based and low-tax regime. Hong Kong’s profits tax rates are very competitive internationally, with the first $2 million of profits of corporations taxed at the rate of 8.25 per cent, and the profits above that amount taxed at 16.5 per cent. Besides, tax types in Hong Kong are simple in that there is not any kind of capital gains tax, withholding tax on dividends or interest, estate duty, value-added tax, goods and services tax, nor digital services tax. The Government of the Hong Kong Special Administrative Region (HKSAR) has also been strategically utilising tax measures to facilitate the development of different industries. Tax concessions introduced over recent years have benefitted multiple industries or taxpayers, including the asset and wealth management industry, maritime industry, insurance industry, and taxpayers with intellectual property income.

    In terms of assisting enterprises in identifying suitable premises, given the diverse backgrounds of enterprises, InvestHK and OASES focus on understanding and catering to the different needs of individual enterprises. In respect of land supply, the DEVB has been collaborating with InvestHK and OASES to introduce to Mainland and overseas enterprises interested in setting up in Hong Kong the distribution of existing and future economic land in the territory, including how the Government will adopt an “industry-led” approach in planning strategic projects such as the Northern Metropolis (NM). In particular, as each New Development Area in the NM has its own industry positioning, the next few years will see considerable output in development land and floor space for innovation and technology and other emerging industries, as well as industries with traditional strengths, to move in. As for enterprises interested in setting up in Hong Kong and participating in the construction of buildings for industries, the DEVB will recommend development land for their consideration. It will also support relevant policy bureaux in exploring and adopting various modes of land disposal and land premium arrangements by giving consideration to restricted tender or direct land grant in addition to the traditional practice of open tender. When a project enters the design and construction stages, the DEVB will also provide one-stop services by co-ordinating with relevant departments to expedite approvals.

    Apart from focusing on attracting enterprises and investment, the current-term Government is also dedicated to attracting talents from overseas and the Mainland. Since its establishment on October 30, 2023, the Hong Kong Talent Engage (HKTE) strives to provide comprehensive one-stop support to talents. From January to April 2025, over 45 000 new applications under various talent admission schemes were received, of which over 35 000 applications were approved. The support services provided by the HKTE to incoming talents and their families include the following:

    (a) Themed seminars: To cater for the needs of incoming talents, leaders from various industries and admitted talents were invited to share career information and tips on starting a business. Since its establishment and up to end-April 2025, the HKTE has organised 33 online and offline themed seminars;

    (b) Job fairs: Job fairs help job-seeking talents to match with employers direct, so as to help incoming talents to look for jobs based on their skills, making better use of their professional competencies. As at end-April 2025, the HKTE has organised, co-organised and participated in 17 job fairs in total;

    (c) Enquiry and support matching services: The HKTE’s online platform currently connects with about 90 designated working partners to provide talents with advice and services in respect of job matching, accommodation, education, banking and insurance services, business and corporate services, integrated settlement services as well as networking and community through online matching services. The online platform has processed over 41 000 enquiries, mainly involving matters such as talent schemes, visa and job seeking, and made around 12 000 referrals of support service requests so far;

    (d) Integration activities: Participation in volunteer services allows incoming talents to strengthen their connections with the local community, thereby facilitating their better integration into local society. As at end-April 2025, the HKTE has organised, in collaboration with volunteer groups, three integration activities; and

    (e) Cantonese learning classes: The classes help enhance the Cantonese speaking and listening skills of incoming talents, and assist them in understanding the local culture and customs, thereby expediting their integration into local society. As at end-April 2025, the HKTE has organised 28 Cantonese learning classes.

    The HKSAR Government will continue to make every effort to attract more enterprises and talents from the Mainland and overseas.

    Ends/Wednesday, May 14, 2025
    Issued at HKT 12:21

    MIL OSI Asia Pacific News

  • MIL-OSI Asia-Pac: PRESENTATION OF CREDENTIALS OF THE AMBASSADOR OF GEORGIA TO THE INDEPENDENT STATE OF SAMOA

    Source:

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    [PRESS RELEASE – WEDNESDAY 16 APRIL 2025] – His Excellency Mr. Beka Dvali presented his Letters of Credence to the Head of State of the Independent State of Samoa, Afioga Tuimaleali’ifano Va’aletoa Sualauvi II, at a Credentials ceremony held this morning at the Official Residence of the Head of State at Vailele, accrediting His Excellency as the Ambassador Extraordinary and Plenipotentiary of Georgia to Samoa with residence in Canberra, Australia.

    Samoa and Georgia have enjoyed cordial diplomatic relations since the establishment of formal ties on 12 March 2010. The two countries continue to collaborate at the multilateral fora, including the United Nations on matters on mutual interest including the attainment of the 2030 Agenda on sustainable development. Ambassador Dvali reaffirmed Georgia’s commitment to strengthening the growing partnership between our nations, both bilaterally and multilaterally, building on the solid foundation laid by his predecessors.

    Afioga Tuimaleali’ifano Va’aletoa Sualauvi II welcomed the Ambassador and acknowledged the growing relations between Samoa and Georgia. The Head of State expressed appreciation for the shared commitment to global priorities such as democracy, peace and security, human rights, and reaffirmed Samoa’s support for Georgia’s sovereignty and territorial integrity, principles that have underpinned our diplomatic relations since the establishment in 2010.

    H.E. Mr. Beka Dvali holds a Masters of Law in Comparative and European Law from Maastricht University in the Netherlands and a Diploma in Law at the Ivane Javakhishvili Tbilisi State University in Georgia. He is a career diplomat who joined the Ministry of Foreign Affairs of Georgia in 1999 holding various senior positions. He was posted to Georgia’s Diplomatic Missions as Senior Counsellor in the USA, Mexico, Envoy Extraordinary and Plenipotentiary in London, United Kingdom (2009-2012). Mr. Dvali was appointed as Georgia’s Ambassador to the Republic of South Africa from 2013 to 2022 with cross-accreditation to 12 other African countries. This is Mr. Dvali’s second Ambassadorial appointment as the Ambassador Extraordinary and Plenipotentiary of Georgia to Australia with across accreditation to the Pacific including Samoa. Mr. Dvali is married with one son.

    END

    Photo by the Government of Samoa (Jasmine Netzler-Iose)

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    MIL OSI Asia Pacific News

  • MIL-OSI: CBL International Limited (NASDAQ: BANL) to Participate in the Lytham Partners Spring 2025 Investor Conference on May 29, 2025

    Source: GlobeNewswire (MIL-OSI)

    KUALA LUMPUR, Malaysia, May 14, 2025 (GLOBE NEWSWIRE) — CBL International Limited (NASDAQ: BANL) (the “Company” or “CBL”), the listing vehicle of Banle Group (“Banle” or “the Group”), a leading marine fuel logistic company in the Asia-Pacific region, today announced that Dr. Teck Lim Chia, Chairman and CEO, will participate in a  webcasted fireside chat and Ms. Venus Zhao, our IR and PR Director, will host one-on-one meetings with investors at the Lytham Partners Spring 2025 Investor Conference, taking place virtually on Thursday, May 29, 2025.

    Company Webcast

    The webcast presentation will take place at 12:30 pm on Thursday, May 29, 2025, Eastern Time. The webcast can be accessed by visiting the conference home page at https://lythampartners.com/spring2025/ or directly at https://app.webinar.net/bNM Pk09l74O. The webcast will also be available for replay following the event.

    1×1 Meetings

    Management will be participating in virtual one-on-one meetings throughout the event. To arrange a meeting with management, please contact Lytham Partners at 1×1@lythampartners.com or register for the event at https://lythampartners.com/spring2025invreg/.

    About the Banle Group

    CBL International Limited (Nasdaq: BANL) is the listing vehicle of Banle Group, a reputable marine fuel logistic company based in the Asia Pacific region that was established in 2015. We are committed to providing customers with one-stop solution for vessel refueling, which is referred to as bunkering facilitator in the bunkering industry. We facilitate vessel refueling mainly through local physical suppliers in over 60 major ports covering Belgium, China, Hong Kong, India, Japan, Korea, Malaysia, Mauritius, Panama, the Philippines, Singapore, Taiwan, Thailand, Turkey and Vietnam, as of 16 April, 2025. The Group actively promotes the use of sustainable fuels and is awarded with the ISCC EU and ISCC Plus certifications.

    For more information about our company, please visit our website at: https://www.banle-intl.com.

    CBL INTERNATIONAL LIMITED
    (Incorporated in Cayman Islands with limited liabilities)
       
    For more information, please contact:
    CBL International Limited
    Email: investors@banle-intl.com
       
    Strategic Financial Relations Limited
    Shelly Cheng Tel: (852) 2864 4857
    Iris Au Yeung Tel: (852) 2114 4913
    Email: sprg_cbl@sprg.com.hk

    The MIL Network

  • MIL-OSI: Valeura Energy Inc.: First Quarter 2025 Results

    Source: GlobeNewswire (MIL-OSI)

    SINGAPORE, May 14, 2025 (GLOBE NEWSWIRE) — Valeura Energy Inc. (TSX:VLE, OTCQX:VLERF) (“Valeura” or the “Company”) reports its unaudited financial and operating results for the three month period ended March 31, 2025.

    The complete quarterly reporting package for the Company, including the unaudited financial statements and associated management’s discussion and analysis (“MD&A”) are being filed on SEDAR+ at www.sedarplus.ca and posted to the Company’s website at www.valeuraenergy.com.

    Highlights

    • Oil production of 23,853 bbls/d(1), an increase of 9% compared to Q1 last year;
    • Adjusted opex(2) trending downward, to US$24.1/bbl, a decrease of 8% compared to Q1 last year;
    • Adjusted Cashflow from Operations(2) of US$74.0 million, an increase of 55% compared to Q1 2024, demonstrating the effects of the corporate restructuring and application of tax loss carry-forwards;
    • The Company’s balance sheet remains very strong, with US$239 million cash(3) and no debt; and
    • Adjusted Working Capital(2) of US$254 million.

    (1)   Working interest share production before royalties.
    (2)   Non-IFRS financial measure or non-IFRS ratio – see “Non-IFRS Financial Measures and Ratios” section below.
    (3)   Includes restricted cash of US$23.4 million.

    Dr. Sean Guest, President and CEO commented:

    “We have demonstrated our ability to generate increasing cash flow. Q1 2025 was the first full quarter benefitting from our corporate re-organisation, which makes it possible to optimise the use of tax loss carry-forwards. As a result, our post-tax Adjusted Cashflow from Operations(1)increased to US$74 million, up 55% compared to the same quarter of last year, on revenue that is essentially unchanged. This creates a uniquely resilient position for our Company, which makes it possible for us to weather volatile markets better than many of our competitors.

    Underlying this is a respectable operational performance which saw us produce at an average rate of 23,854 bbls/d, while recording Adjusted Opex per barrel(1)of US$24/bbl. The long-term downward trend in Adjusted Opex per barrel(1)is a direct reflection of our strategic priorities in action – operating our assets in a worldclass manner with the objective of driving deeper efficiency and maximising cash flow and growth from our assets.

    Our balance sheet echoes this sentiment too. Even after a quarter with a US$39 million out-of-round tax payment and a build in oil inventory, our financial position remained strong, with a March 31stcash balance of US$239 million and no debt. As a result, we are in a prime position to pursue both organic and inorganic growth ambitions and continue to see exiting opportunities come to the foreground.”

    (1)   Non-IFRS financial measure or non-IFRS ratio – see “Non-IFRS Financial Measures and Ratios” section below.

    Financial and Operating Results Summary

        Three months ended
    Mar 31, 2025
      Three months ended
    Dec 31, 2024
    Delta (%)   Three months ended
    Mar 31, 2024
    Delta (%)
    Oil Production(1) (‘000 bbls) 2,147   2,402 -11 %   1,991 8 %
    Average Daily Oil Production(1) (bbls/d) 23,853   26,109 -9 %   21,882 9 %
    Average Realised Price (US$/bbl) 78.7   76.7 3 %   84.6 -7 %
    Oil Volumes Sold (‘000 bbls) 1,881   2,948 -36 %   1,765 7 %
    Oil Revenue (US$’000) 148,081   226,148 -35 %   149,408 -1 %
    Net Income (US$’000) 14,073   213,983 -93 %   19,418 -28 %
    Adjusted EBITDAX(2) (US$’000) 87,216   132,402 -34 %   88,721 -2 %
    Adjusted Pre-Tax Cashflow from Operations(2) (US$’000) 74,384   133,612 -44 %   72,088 3 %
    Adjusted Cashflow from Operations(2) (US$’000) 73,954   107,134 -31 %   47,855 55 %
    Operating Expenses (US$’000) 38,852   55,607 -30 %   41,788 -7 %
    Adjusted Opex(2) (US$’000) 51,684   54,668 -5 %   52,264 -1 %
    Operating Expenses per bbl (US$/bbl) 18.1   23.2 -22 %   21 -14 %
    Adjusted Opex per bbl(2) (US$/bbl) 24.1   22.8 6 %   26.2 -8 %
    Adjusted Capex(2) (US$’000) 32,899   38,870 -15 %   29,257 12 %
    Weighted average shares outstanding – basic (‘000 shares) 106,532   106,955 0 %   103,229 3 %
                     
        As at
    Mar 31, 2025
      As at
    Dec 31, 2024
    Delta (%)   As at
    Mar 31, 2024
    Delta (%)
    Cash & Cash equivalents(3) (US$’000) 238,871   259,354 -8 %   193,683 23 %
    Adjusted Net Working Capital(2) (US$’000) 253,511   205,735 23 %   141,877 79 %
    Shareholder’s Equity (US$’000) 538,137   528,283 2 %   304,318 77 %
                         

    (1)   Working interest share production before royalties.
    (2)   Non-IFRS financial measure or non-IFRS ratio – see “Non-IFRS Financial Measures and Ratios” section below.
    (3)   Includes restricted cash of US$23.4 million.

    Financial Update

    The Company’s Q1 2025 financial performance reflects ongoing strong production operations at all four of its fields in the offshore Gulf of Thailand. Valeura’s working interest share production before royalties totalled 2.15 million bbls during Q1 2025, an increase of 8% from Q1 2024. Production was in line with the Company’s expectations considering the Nong Yao field experienced a planned maintenance shutdown.

    Oil sales totalled 1.88 million bbls during Q1 2025, which was less than the volume produced, and therefore contributed to an oil inventory increase to 0.89 million bbls at March 31, 2025. As all of the Company’s oil production is stored in floating offshore vessels before being sold in parcels of approximately 200,000 – 300,000 bbls, at any given time, the Company maintains some quantity of oil held in inventory.

    Price realisations averaged US$78.7/bbl, which was 7% lower than the same period in 2024, reflecting lower global benchmark oil prices. The Company’s oil sales continue to achieve a premium when compared to the Brent crude oil benchmark, averaging US$2.9/bbl in Q1 2025, versus US$1.6/bbl in Q1 of 2024. Valeura generated oil revenue of US$148 million in Q1 2025, essentially unchanged from the oil revenue generated Q1 2024, reflecting the increase in production being offset by reduced sales prices.

    Operating expenses during Q1 2025 reflect a long-term trend of improving production efficiency, influenced by ongoing strong performance of the Nong Yao field, which is both the Company’s largest source of production and also the lowest unit cost field in Valeura’s portfolio. Along with operating expenses, the Company includes the price of leases for its floating offshore infrastructure (being US$8.5 million) to derive an Adjusted Opex(1) of US$51.7 million in Q1 2025, which equates to a per-unit rate of US$24.1/bbl, an improvement of 8% when compared to Q1 2024.

    Valeura generated adjusted cashflow from operations(1) (pre-tax) of US$74.0 million, which was a 55% increase over Q1 2024. The increase is directly related to the more tax-efficient corporate structure as a result of the Company’s corporate re-organisation, which was completed in November 2024. Under the new structure, Valeura may apply its tax loss carry-forwards to taxable income for the Nong Yao, Manora, and Wassana fields.

    While cash tax payments are normally paid in May and August each year, the Company made a final tax payment of US$39.2 million in connection with its corporate restructuring. This payment effectively completed the tax obligations for its Thai III licences under their previous organisation structure, giving rise to the more optimised application of tax loss carry-forwards as noted above. In addition to this out-of-round payment, Valeura made cash outlays in respect of its operating costs and capex of US$32.9 million. As a result, Valeura’s cash position at March 31, 2025 was US$238.9 million, inclusive of restricted cash of US$23.4 million. Valeura’s net working capital surplus was US$253.5 million at March 31, 2025.

    (1)   Non-IFRS financial measure or non-IFRS ratio – see “Non-IFRS Financial Measures and Ratios” section below.

    Operations Update and Outlook

    During Q1 2025, Valeura had ongoing production operations at all of its Gulf of Thailand fields, including Jasmine, Manora, Nong Yao, and Wassana fields. Total working interest share production before royalties averaged 23,853 bbls/d, which was in line with management’s expectations and consistent with achieving the Company’s guidance range for the full year 2025 of 23,000 – 25,500 bbls/d. One drilling rig was under contract throughout the quarter.

    Jasmine/Ban Yen

    Oil production before royalties from the Jasmine/Ban Yen field, in Licence B5/27 (100% operated interest) averaged 8,356 bbls/d during Q1 2025.

    In February 2025, the Company’s contracted drilling rig began a seven-well infill drilling campaign which includes both development and appraisal targets on the Jasmine C, Jasmine D, and Ban Yen A facilities. Drilling operations are progressing safely and on time. The drilling programme is expected to be complete approximately by the end of May 2025.

    Also during Q1 2025, a low-BTU gas generator was delivered to the Jasmine B platform. Installation and commissioning activities in respect of the low-BTU gas generator are underway, with the new equipment planned to be fully operational and online later in Q2 2025. The low-BTU gas generator is a modernisation of the Jasmine B platform’s power generation facility, which will enable a waste gas stream to be used as feedstock for power generation, thereby reducing the Jasmine field’s reliance on diesel. As a result, Valeura anticipates immediate savings in operating expenses and a long-term reduction in its greenhouse gas emissions from the Jasmine field.

    Nong Yao

    At the Nong Yao field, in Licence G11/48 (90% operated working interest), Valeura’s working interest share production before royalties averaged 9,275 bbls/d. As a result of the Company’s development of the Nong Yao C field extension in 2024, Nong Yao has become the Company’s largest source of production, with the Company’s lowest per unit Adjusted Opex.

    Near the end of Q1 2025, Valeura conducted a planned seven-day annual maintenance shutdown of the Nong Yao field. All maintenance work was performed safely, under budget, and ahead of schedule. The Nong Yao field has since resumed normal operations.

    Wassana

    Oil production before royalties from the Wassana field, in Licence G10/48 (100% operated interest), averaged 3,686 bbls/d during Q1 2025. Production operations progressed without incident throughout the quarter. No wells were drilled during the quarter.

    During Q1 2025 Valeura completed the front end engineering and design work for the potential redevelopment of the Wasssana field and more recently has finalised detailed contracting and procurement work to validate cost assumptions for the project.

    As announced separately today, the Company has determined a positive final investment decision and intends to pursue the Wassana field redevelopment project, targeting the start of production from a newly built facility in Q2 2027.

    Manora

    At the Manora field, in Licence G1/48 (70% operated working interest), Valeura’s working interest share of oil production before royalties averaged 2,536 bbls/d.

    During Q1 2025, Valeura completed a five-well infill drilling campaign on the Manora field, comprised of both development and appraisal targets. The drilling programme achieved its objectives and successful appraisal results have identified between three and five potential future drilling targets, which are now being evaluated for inclusion in a future drilling programme.

    Türkiye

    The Company had no active operations in Türkiye during Q1 2025. Valeura continues to hold an interest in a potentially large deep gas play in the Thrace basin in the northwest part of the country. The terms of the subject leases and licences have been extended to June 27, 2026, with further extensions possible for appraisal purposes thereafter.

    Valeura intends to farm out a portion of its interest to a new partner in order to jointly pursue the next phase of appraisal work. The Company continues to see the Thrace basin deep gas play as a source of significant potential value in the longer-term.

    Webcast

    Valeura’s Annual General Meeting of Shareholders is scheduled for today, May 14, 2025, at 4:00 P.M. (Calgary time) in Calgary. Shareholders may attend in person, as further detailed in the Management’s Information Circular which was mailed to shareholders and is available on the Company’s website and on www.sedarplus.ca. A webcast of the live event is available with the link below. In addition to the meeting, Valeura’s management will discuss the Q1 2025 results and will host a question and answer session. Written questions may be submitted through the webcast system or by email to IR@valeuraenergy.com.

    Participants are advised to register for the online event in advance, using the following link: https://events.teams.microsoft.com/event/f0e30b40-c6bc-4673-bd84-b57491e1ba58@a196a1a0-4579-4a0c-b3a3-855f4db8f64b

    An audio only feed of the Meeting is available by phone using the Conference ID and dial-in numbers below:

    Conference ID: 239 311 896 799

    Dial-in numbers:

    Canada: (833) 845-9589,,49176158#
    Singapore: +65 6450 6302,,49176158#
    Thailand: +66 2 026 9035,,49176158#
    Türkiye: 0800 142 034779,,49176158#
    United Kingdom: 0800 640 3933,,49176158#
    United States: (833) 846-5630,,49176158#

    For further information, please contact:

    Valeura Energy Inc. (General Corporate Enquiries)
    Sean Guest, President and CEO
    Yacine Ben-Meriem, CFO
    Contact@valeuraenergy.com
    +65 6373 6940
       
    Valeura Energy Inc. (Investor and Media Enquiries)
    Robin James Martin, Vice President, Communications and Investor Relations
    IR@valeuraenergy.com
    +1 403 975 6752 / +44 7392 940495
       

    Contact details for the Company’s advisors, covering research analysts and joint brokers, including Auctus Advisors LLP, Canaccord Genuity Ltd (UK), Cormark Securities Inc., Research Capital Corporation, and Stifel Nicolaus Europe Limited, are listed on the Company’s website at www.valeuraenergy.com/investor-information/analysts/.

    About the Company

    Valeura Energy Inc. is a Canadian public company engaged in the exploration, development and production of petroleum and natural gas in Thailand and in Türkiye. The Company is pursuing a growth-oriented strategy and intends to re-invest into its producing asset portfolio and to deploy resources toward further organic and inorganic growth in Southeast Asia. Valeura aspires toward value accretive growth for stakeholders while adhering to high standards of environmental, social and governance responsibility.

    Additional information relating to Valeura is also available on SEDAR+ at www.sedarplus.ca.

    Non-IFRS Financial Measures and Ratios

    This news release includes references to financial measures commonly used in the oil and gas industry such as adjusted EBITDAX, net working capital, adjusted net working capital, adjusted cashflow from operations, adjusted opex, adjusted capex, net cash and outstanding debt which are not generally accepted accounting measures under International Financial Reporting Standards (“IFRS Accounting Standards”) which are not generally accepted accounting measures under IFRS Accounting Standards as issued by International Accounting Standards Board (“IASB”) and do not have any standardised meaning prescribed by IFRS Accounting Standards and, therefore, may not be comparable with similar definitions that may be used by other public companies. Management believes that adjusted EBITDAX, net working capital, adjusted net working capital, adjusted cashflow from operations, adjusted opex, adjusted capex, net cash and outstanding debt are useful supplemental measures that may assist shareholders and investors in assessing the financial performance and position of the Company. Non-IFRS financial measures should not be considered in isolation or as a substitute for measures prepared in accordance with IFRS Accounting Standards.

    Adjusted EBITDAX: is a non-IFRS financial measure which does not have a standardised meaning prescribed by IFRS Accounting Standards. This non-IFRS financial measure is included because management uses the information to analyse the financial performance of the Company. Adjusted EBITDAX is a non-IFRS and non-standardised variant of EBITDAX, adjusted to remove non-cash items as well as certain non-recurring costs including severance payments and other one-off items in relation to the Company’s recent acquisitions. Adjusted EBITDAX is calculated by adjusting profit for the year before other items as reported under IFRS Accounting Standards to exclude the effects of other income, exploration, SRB, finance income and expense, depletion, depreciation & amortisation (“DD&A”), other costs, and certain non-cash items (such as impairments, foreign exchange, unrealised risk management contracts, reassessment of contingent consideration and gains or losses arising from the disposal of capital assets). In addition, other unusual or non-recurring items are excluded from Adjusted EBITDAX, as they are not indicative of the underlying financial performance of the Company.

           
        Three months ended  
        Unaudited Unaudited  
        March 31, March 31,  
    US$’000   2025   2024    
    Profit for the period before other items   37,614   27,104    
    Other income   (2,342 ) (1,737 )  
    Exploration   275   2,196    
    SRB   23      
    Finance costs   4,990   6,516    
    DD&A   45,462   47,596    
    Reversal of loss on inventory due to decline in resale value associate with the Wassana field(1)     6,157    
    Other non-recurring G&A costs (1)(2)   1,194   889    
    Adjusted EBITDAX   87,216   88,721    
                 

    (1)     Items are not shown in the Interim Financial Statements.
    (2)    Represents non-recurring costs associated with share-based compensation, actual severance incurred – See “General and Administrative (“G&A”) Expenses” for more details.

    Adjusted opex and adjusted opex per bbl: are a non-IFRS financial measure and a non-IFRS financial ratio, respectively, which do not have standardised meanings prescribed by IFRS Accounting Standards. This non-IFRS financial measure and ratio are included because management uses the information to analyse cash generation and financial performance of the Company. Operating cost represents the operating cash expenses incurred by the Company during the period including the leases that are associated with operations, such as bareboat contracts for key operating equipment, such as FSOs, FPSOs, MOPU, and warehouses. Adjusted opex is calculated by effectively adjusting non-cash items from the operating cost and adding lease costs.

    Adjusted opex is divided by production in the period to arrive at adjusted opex per bbl. Valeura calculates adjusted opex per barrel, to provide a more consistent indication of the cost of field operations. Adjusted opex, as opposed to operating expenses, excludes the impacts of non-recurring, non-cash items such as prior period adjustments, and adds back lease costs in relation to FSOs, FPSOs, MOPU, and other facilities.

           
        Three months ended  
        Unaudited Unaudited  
        March 31, March 31,  
    US$’000   2025 2024    
    Operating Costs   38,852 41,788    
    Reversal of inventory write-down to Net Realisable Value (Wassana field)(1)   7,126    
    Cost of Goods Sold   38,852 48,914    
    Reversal of accounting related to inventory capitalisation(2) 4,326 (5,245 )  
    Adjusted Opex (excluding Leases)   43,178 43,669    
    Leases(3)   8,506 8,595    
    Adjusted Opex   51,684 52,264    
    Production Volumes during the period (mbbls)   2,147 1,991    
    Adjusted Opex per Barrel (US$/bbl)   24.1 26.2    
               

    (1)    Represent write down inventory to net realisable value.
    (2)   The item is not shown in the Interim Financial Statements. The cost of crude inventory is capitalised from operating costs. As a result, the Company has excluded the effect of crude inventory capitalization.
    (3)   In accordance with IFRS 16 – Leases, the Company recognised cost related to its operating leases – attributed to FSO and FPSO vessels, MOPU used at its Jasmine/Ban Yen, Nong Yao, Manora and Wassana fields, as well as onshore warehouse facilities costs to its balance sheet and finance cost in the profit and loss statement. In order to report a more relevant lifting cost, the Company has included costs associated with these leases in the adjusted operating cost calculation. This will be a recurring adjustment.

    Adjusted cashflow from operations and adjusted cashflow from operations per barrel: are a non-IFRS financial measure and a non-IFRS financial ratio, respectively, which do not have a standardised meaning prescribed by IFRS Accounting Standards. This non-IFRS finance measure and ratio are included because management uses the information to analyse cash generation and financial performance of the Company. Adjusted cashflow from operations is calculated using two methods which generate the same figures: a) by subtracting from oil revenues, adjusted opex, royalties, general and administrative costs which are adjusted for non-recurring charges (generating the adjusted pre-tax cashflow), and accrued PITA taxes and SRB expenses, and b) to enhance and facilitate to the reader a reconciliation of this non-IFRS measure, the Company also presented the adjusted cash flow from operations by calculating from cash generated from (used in) operating activities in the consolidated statement of cash flows, adjusting with non-cash items, adjusted opex, general and administrative costs which are adjusted for non-recurring charges (generating the adjusted pre-tax cashflow), and accrued PITA tax and SRB expenses.

    Adjusted cashflow from operations is divided by production in the period to arrive at adjusted cashflow from operations per bbl. Valeura calculates Adjusted cashflow from operations per barrel, to provide a more consistent indication of cashflow generated from operations by the Company.

           
        Three months ended  
        Unaudited Unaudited  
        March 31, March 31,  
    US$’000    2025   2024    
    Oil revenues   148,081   149,408    
    Adjusted opex   (51,684 ) (52,264 )  
    Royalties   (17,062 ) (18,639 )  
    Recurring G&A costs   (4,951 ) (6,417 )  
    Adjusted pre-tax cashflow from operations   74,384   72,088    
    Income tax / PITA tax   (407 ) (24,233 )  
    SRB   (23 )    
    Adjusted cashflow from operations   73,954   47,855    
    Production during the period   2,147   1,991    
    Adjusted cashflow from operations per barrel (US$/bbl)   34.4   24.0    
           
        Three months ended  
        Unaudited Unaudited  
        March 31, March 31,  
    US$’000    2025   2024    
    Cash generated from operating activities   27,175   81,143    
    Change in non-cash working capital   48,330   (6,033 )  
    Non-cash items   55,514   55,659    
    Adjusted opex   (51,684 ) (52,264 )  
    Recurring G&A costs   (4,951 ) (6,417 )  
    Adjusted pre-tax cashflow from operations   74,384   72,088    
    Income tax / PITA tax   (407 ) (24,233 )  
    SRB   (23 )    
    Adjusted cashflow from operations   73,954   47,855    
    Production during the period   2,147   1,991    
    Adjusted cashflow from operations per barrel (US$/bbl)   34.4   24.0    
                 

    Outstanding debt and net cash: are non-IFRS financial measures which do not have a standardised meaning prescribed by IFRS Accounting Standards. These non-IRFS financial measures are provided because management uses the information to a) analyse financial strength and b) manage the capital structure of the Company. These non-IFRS measures are used to ensure capital is managed effectively in order to support the Company’s ongoing operations and needs.

           
        Unaudited  
        March 31, December 31,
    US$’000    2025 2024
    Outstanding Debt  
    Cash and cash equivalents   215,467 236,543
    Restricted cash (Current)   1,093 1,093
    Restricted cash (Non-current)   22,311 21,718
    Cash balance   238,871 259,354
    Net cash   238,871 259,354
           

    Net working capital and adjusted net working capital: are non-IFRS financial measures which do not have a standardised meaning prescribed by IFRS Accounting Standards. These non-IFRS financial measures are included because management uses the information to analyse liquidity and financial strength of the Company. Net working capital is calculated by deducting current liabilities from current assets. Adjusted net working capital is calculated by adding back the current leases liabilities and including non-current restricted cash in net working capital.

    The leases are associated with operations, such as bareboat contracts for key operating equipment, such as FSOs, FPSOs, MOPU, and warehouses which are included in the Company’s disclosed adjusted opex (and adjusted opex guidance). Management believes the adjusted net working capital provides a useful data point to the reader to ascertain the business’ next-twelve-months surplus or deficit capital requirement. It is also a data point that management uses for cash management.

           
        Unaudited  
        March 31, December 31,
    US$’000   2025   2024  
    Current assets   343,948   340,911  
    Current liabilities   (142,673 ) (185,640 )
    Net working capital   201,275   155,271  
    Current lease liabilities   29,925   28,746  
    Restricted cash (Non-current)   22,311   21,718  
    Adjusted net working capital   253,511   205,735  
               

    Adjusted capex: is a non-IFRS measure which does not have a standardised meaning prescribed by IFRS Accounting Standards. Adjusted capex is defined as the addition in capital expenditure for drilling, brownfield, and other PP&E. Management uses this non-IFRS measure to analyse the capital spending of the Company and assess investments in its assets.

           
        Three months ended  
        Unaudited Unaudited  
        March 31, March 31,  
    US$’000   2025   2024    
    Drilling   26,624   27,612    
    Brownfield   6,423   3,145    
    Other PPE   (148 ) (1,500 )  
    Adjusted capex(1)   32,899   29,257    
                 

    Advisory and Caution Regarding Forward-Looking Information

    Certain information included in this news release constitutes forward-looking information under applicable securities legislation. Such forward-looking information is for the purpose of explaining management’s current expectations and plans relating to the future. Readers are cautioned that reliance on such information may not be appropriate for other purposes, such as making investment decisions. Forward-looking information typically contains statements with words such as “anticipate”, “believe”, “expect”, “plan”, “intend”, “estimate”, “propose”, “project”, “target” or similar words suggesting future outcomes or statements regarding an outlook.

    Forward-looking information in this news release includes, but is not limited to, the ability to optimise use of tax loss carry-forwards; the Company’s ability to weather volatile markets better than many of its competitors; the Company being in a prime position to pursue its growth ambitions; the Company’s expectations about meeting it’s guidance range for the full year 2025; timing to complete the Jasmine field drilling programme; timing for the Jasmine low-BTU gas generator to be fully operational and online and the potential for savings in operating expenses and reduced greenhouse gas emissions thereafter; timing for the Wassana redevelopment project and start of production from a newly built facility; expectations for future drilling on the Manora field; and the potential for further extensions of the Thrace basin leases and licences.

    Although the Company believes the expectations and assumptions reflected in such forward-looking information are reasonable, they may prove to be incorrect.

    Forward-looking information is based on management’s current expectations and assumptions regarding, among other things: political stability of the areas in which the Company is operating; continued safety of operations and ability to proceed in a timely manner; continued operations of and approvals forthcoming from governments and regulators in a manner consistent with past conduct; ability to achieve extensions to licences in Thailand and Türkiye to support attractive development and resource recovery; future drilling activity on the required/expected timelines; the prospectivity of the Company’s lands; the continued favourable pricing and operating netbacks across its business; future production rates and associated operating netbacks and cash flow; decline rates; future sources of funding; future economic conditions; the impact of inflation of future costs; future currency exchange rates; interest rates; the ability to meet drilling deadlines and fulfil commitments under licences and leases; future commodity prices; the impact of the Russian invasion of Ukraine; the impact of conflicts in the Middle East; royalty rates and taxes; management’s estimate of cumulative tax losses being correct; future capital and other expenditures; the success obtained in drilling new wells and working over existing wellbores; the performance of wells and facilities; the availability of the required capital to funds its exploration, development and other operations, and the ability of the Company to meet its commitments and financial obligations; the ability of the Company to secure adequate processing, transportation, fractionation and storage capacity on acceptable terms; the capacity and reliability of facilities; the application of regulatory requirements respecting abandonment and reclamation; the recoverability of the Company’s reserves and contingent resources; future growth; the sufficiency of budgeted capital expenditures in carrying out planned activities; the impact of increasing competition; the availability and identification of mergers and acquisition opportunities; the ability to successfully negotiate and complete any mergers and acquisition opportunities; the ability to efficiently integrate assets and employees acquired through acquisitions; global energy policies going forward; international trade policies; future debt levels; and the Company’s continued ability to obtain and retain qualified staff and equipment in a timely and cost efficient manner. In addition, the Company’s work programmes and budgets are in part based upon expected agreement among joint venture partners and associated exploration, development and marketing plans and anticipated costs and sales prices, which are subject to change based on, among other things, the actual results of drilling and related activity, availability of drilling, offshore storage and offloading facilities and other specialised oilfield equipment and service providers, changes in partners’ plans and unexpected delays and changes in market conditions. Although the Company believes the expectations and assumptions reflected in such forward-looking information are reasonable, they may prove to be incorrect.

    Forward-looking information involves significant known and unknown risks and uncertainties. Exploration, appraisal, and development of oil and natural gas reserves and resources are speculative activities and involve a degree of risk. A number of factors could cause actual results to differ materially from those anticipated by the Company including, but not limited to: the ability of management to execute its business plan or realise anticipated benefits from acquisitions; the risk of disruptions from public health emergencies and/or pandemics; competition for specialised equipment and human resources; the Company’s ability to manage growth; the Company’s ability to manage the costs related to inflation; disruption in supply chains; the risk of currency fluctuations; changes in interest rates, oil and gas prices and netbacks; the risk that the Company’s tax advisors’ and/or auditors’ assessment of the Company’s cumulative tax losses varies significantly from management’s expectations of the same; potential changes in joint venture partner strategies and participation in work programmes; uncertainty regarding the contemplated timelines and costs for work programme execution; the risks of disruption to operations and access to worksites; potential changes in laws and regulations, including international treaties and trade policies; the uncertainty regarding government and other approvals; counterparty risk; the risk that financing may not be available; risks associated with weather delays and natural disasters; and the risk associated with international activity. See the most recent annual information form and management’s discussion and analysis of the Company for a detailed discussion of the risk factors.

    Certain forward-looking information in this news release may also constitute “financial outlook” within the meaning of applicable securities legislation. Financial outlook involves statements about Valeura’s prospective financial performance or position and is based on and subject to the assumptions and risk factors described above in respect of forward-looking information generally as well as any other specific assumptions and risk factors in relation to such financial outlook noted in this news release. Such assumptions are based on management’s assessment of the relevant information currently available, and any financial outlook included in this news release is made as of the date hereof and provided for the purpose of helping readers understand Valeura’s current expectations and plans for the future. Readers are cautioned that reliance on any financial outlook may not be appropriate for other purposes or in other circumstances and that the risk factors described above or other factors may cause actual results to differ materially from any financial outlook.

    The forward-looking information contained in this news release is made as of the date hereof and the Company undertakes no obligation to update publicly or revise any forward-looking information, whether as a result of new information, future events or otherwise, unless required by applicable securities laws. The forward-looking information contained in this news release is expressly qualified by this cautionary statement.

    This news release does not constitute an offer to sell or the solicitation of an offer to buy securities in any jurisdiction, including where such offer would be unlawful. This news release is not for distribution or release, directly or indirectly, in or into the United States, Ireland, the Republic of South Africa or Japan or any other jurisdiction in which its publication or distribution would be unlawful.

    Neither the Toronto Stock Exchange nor its Regulation Services Provider (as that term is defined in the policies of the Toronto Stock Exchange) accepts responsibility for the adequacy or accuracy of this news release.

    This information is provided by Reach, the non-regulatory press release distribution service of RNS, part of the London Stock Exchange. Terms and conditions relating to the use and distribution of this information may apply. For further information, please contact rns@lseg.com or visit www.rns.com.

    The MIL Network

  • MIL-OSI Europe: EU external borders: Irregular crossings down a quarter in first 4 months of 2025

    Source: Frontex

    The number of irregular border crossings into the European Union fell by 27% in the first four months of 2025 to nearly 47 000, according to preliminary data collected by Frontex*.

    Declines continue on all major migratory routes into the EU, ranging from 58% on the Western Balkans route to 3% on the Central Mediterranean route.

    Frontex currently has 3 200 officers deployed along the EU’s external borders, working together with the national authorities safeguard the Europe’s borders and save lives at sea.

    In the Central Mediterranean, 15 718 irregular crossings were registered in the first four months of 2025. This is roughly in line with the figures registered in the corresponding period last year. After a sharp year-on-year drop in March, improved weather conditions in April led to an increase of almost 40% (y/y).

    Bangladeshi nationals are the main nationality reported on this route so far this year. The smuggling networks involved in the smuggling of Bangladeshis organise the entire journey, making arrangements such as flights and visa applications. The total cost of the journey is reported to be between EUR 9 500 and EUR 13 000.

    The Eastern Mediterranean is the second most active route on entry into the EU in the January-April this year with over 12 200 crossings. The number of the registered arrivals dropped by nearly a third from a year ago.

    On the Western African route, the number of arrivals dropped by over a third to 10 400. The top nationalities on this corridor were Malian, Senegalese and Guinean.

    Many risk their lives to reach Europe, embarking on the perilous journey across the Mediterranean in unseaworthy boats. The International Organization for Migration estimates that in just the first four months of this year alone, 555 people lost their lives at sea. For the whole of last year, this tragic figure reached 2 300.

    On the Channel route, the number of migrants attempting to cross into the United Kingdom increased by 5% compared to last year to18 100.

    * Note: The preliminary data presented in this statement refer to the number of detections of irregular border crossing at the external borders of the European Union. The same person may cross the border several times in different locations at the external border.

    MIL OSI Europe News

  • MIL-OSI United Kingdom: Swindon Borough Council fails to meet RSH’s consumer standards

    Source: United Kingdom – Executive Government & Departments

    Press release

    Swindon Borough Council fails to meet RSH’s consumer standards

    The Regulator of Social Housing has today issued five new regulatory judgements.

    Swindon Borough Council has failed to meet the outcomes in the consumer standards and has been given a C3 grading from the Regulator of Social Housing, as part of a range of regulatory judgements published today. 

    An inspection was brought forward after the council made a self-referral over health and safety issues and its repairs service.  

    RSH’s inspection found that Swindon Borough Council: 

    • Was unable to report accurately on the presence of smoke and carbon monoxide detectors. 

    • Was unable to track or monitor faults from electrical safety checks. 

    • Has more than 800 overdue fire safety actions, the majority of which were overdue by more than a year.  

    • Was not actively tracking, monitoring, or reporting open damp and mould cases, though there was evidence that reports are followed up effectively. 

    • Was unable to demonstrate how tenants’ views have been considered in its decision making, with no evidence of actively encouraging participation from under-represented groups. 

    Swindon Borough Council has demonstrated that it understands the issues and is taking action towards rectifying the failures identified. 

    RSH is continuing to engage with the landlord to make sure the necessary improvements are made. 

    Separately, three housing associations – Housing 21, Torus62 and Sovereign Network – received C2/G1 gradings following inspections. This means that they meet the governance requirements but there are some weaknesses in their delivery of the outcomes of the consumer standards and improvement is needed. 

    All three housing associations meet the viability requirements with Housing 21 and Torus62 retaining V1 gradings, and Sovereign Network Group retaining its V2 grading.  

    While both V1 and V2 landlords meets the viability requirements and have the financial capacity to deal with a reasonable range of adverse scenarios, V2 landlords need to manage material risks to ensure continued compliance.  

    RSH also published interim G1/V1 gradings for Bromford Flagship, after Flagship Housing Group became a subsidiary of Bromford Housing Group in February this year.  

    Kate Dodsworth, Chief of Regulatory Engagement at RSH, said:  

    “We take health and safety very seriously and expect all landlords to make sure tenants are not at risk in their homes.  

    “We also want to see better data management from landlords, to demonstrate they understand their homes and tenants. Self-referrals are a good indicator that a landlord not only understands our requirements, but that they are taking accountability.  

    “Lastly, our scrutiny of housing associations’ governance and viability remains vital for delivering more and better homes for tenants.” 

    Notes to Editors 

    Provider Consumer grade Governance grade Viability grade Process
    Bromford Flagship Limited Not assessed yet G1 (Interim Grading) V1 (Interim Grading) Merger Activity
    Housing 21 C2 G1 V1 Inspection
    Torus62 Limited C2 G1 V1 Inspection
    Sovereign Network Group C2 G1 V2 Inspection
    Swindon Borough Council C3 Inspection
    1. RSH regulates housing associations and other private registered providers against its full set of standards. Councils are regulated against the consumer and rent standards only. 

    2. More information about RSH’s responsive engagement and programmed inspections is also available on its website.  is also available on its website.   

    3. RSH promotes a viable, efficient and well-governed social housing sector able to deliver more and better social homes. It does this by setting standards and carrying out robust regulation focusing on driving improvement in social landlords, including local authorities, and ensuring that housing associations are well-governed, financially viable and offer value for money. It takes appropriate action if the outcomes of the standards are not being delivered.   

    4. RSH’s gradings are listed below. More information is available on its website.  Governance 

    Grading Description
    G1 Our judgement is that the landlord meets our governance requirements.
    G2 Our judgement is that the landlord meets our governance requirements but needs to improve some aspects of its governance arrangements to support continued compliance.
    G3 Our judgement is that the landlord does not meet our governance requirements. There are issues of serious regulatory concern and in agreement with us the landlord is working to improve its position.
    G4 Our judgement is that the landlord does not meet our governance requirements. There are issues of serious regulatory concern, and the landlord is subject to regulatory intervention or enforcement action.

    Viability 

    Grading Description
    V1 Our judgement is that the landlord meets our viability requirements and has the financial capacity to deal with a wide range of adverse scenarios.
    V2 Our judgement is that the landlord meets our viability requirements. It has the financial capacity to deal with a reasonable range of adverse scenarios but needs to manage material risks to ensure continued compliance.
    V3 Our judgement is that the landlord does not meet our viability requirements. There are issues of serious regulatory concern and in agreement with us the landlord is working to improve its position.
    V4 Our judgement is that the landlord does not meet our viability requirements. There are issues of serious regulatory concern, and the landlord is subject to regulatory intervention or enforcement action.

    Consumer 

    Grading Description
    C1 Our judgement is that overall the landlord is delivering the outcomes of the consumer standards. The landlord has demonstrated that it identifies when issues occur and puts plans in place to remedy and minimise recurrence.
    C2 Our judgement is that there are some weaknesses in the landlord delivering the outcomes of the consumer standards and improvement is needed.
    C3 Our judgement is that there are serious failings in the landlord delivering the outcomes of the consumer standards and significant improvement is needed.
    C4 Our judgement is that there are very serious failings in the landlord delivering the outcomes of the consumer standards. The landlord must make fundamental changes so that improved outcomes are delivered.
    1. For general enquiries email enquiries@rsh.gov.uk. For media enquiries please see our Media Enquiries page.

    Updates to this page

    Published 14 May 2025

    MIL OSI United Kingdom

  • MIL-OSI United Kingdom: Leader announces new Cabinet for 2025/26

    Source: City of Oxford

    Published: Wednesday, 14 May 2025

    Councillor Susan Brown, Leader of Oxford City Council, has announced her Cabinet for 2025/26.

    Councillor Louise Upton is not on the Cabinet in 2025/26 because she will be serving as the Lord Mayor of Oxford.

    The Cabinet has subsequently been reduced from nine members to eight.

    The Cabinet Members are:

    • Councillor Susan Brown, Leader, and Cabinet Member for Partnership Working and Inclusive Economic Growth
    • Councillor Ed Turner, Deputy Leader (Statutory), and Cabinet Member for Finance and Asset Management
    • Councillor Anna Railton, Deputy Leader, and Cabinet Member for a Zero Carbon Oxford
    • Councillor Lubna Arshad, Cabinet Member for a Safer Oxford
    • Councillor Nigel Chapman, Cabinet Member for Citizen Focused Services and Council Companies
    • Councillor Alex Hollingsworth, Cabinet member for Planning and Culture
    • Councillor Chewe Munkonge, Cabinet Member for a Healthy, Fairer Oxford and Small Business Champion
    • Councillor Linda Smith, Cabinet Member for Housing and Communities

    The responsibilities of each Cabinet Member are:

    • Councillor Susan Brown
      • Council strategy and policy delivery
      • Democratic Services and Member Support
      • Partnerships and outside bodies including
      • District Councils Network (Labour Vice Chair)
      • Fast Growth Cities (Chair)
      • Local Government General Assembly member
      • Oxford Growth Commission
      • Oxford Strategic Partnership
    • Councillor Ed Turner
      • Deputise for Leader as required
      • Financial and treasury strategy
      • Financial support for local residents and businesses
      • Links with our twin cities
      • Property and asset management and maintenance
    • Councillor Anna Railton
      • Deputise for Leader as required
      • Air Quality
      • Biodiversity delivery including verge and tree planting
      • Carbon reduction, heat decarbonisation and retrofitting
      • Delivery of Zero Carbon Oxford City Council by 2030
      • Delivery of the outcomes of the Oxford Citizens Assembly on Climate Change
      • Parks, Allotments, Cemeteries and Open Spaces
      • Renewable energy and energy planning
      • Sustainability
      • Taxi Licensing
      • Transport liaison with Oxfordshire County Council and Highways England and other providers
    • Councillor Lubna Arshad
      • Community safety and tackling antisocial behaviour
      • Safeguarding Adults and Children
      • Working with Thames Valley Police to tackle anti-social behaviour, child sexual exploitation, county lines, drug dealing, domestic abuse, knife crime, modern slavery, violence against women and girls and crime generally
    • Councillor Nigel Chapman
      • Business Improvement
      • Customer Service
      • Oxford Direct Services as contractor
      • OX Place as a company
      • Service delivery
      • Street scene, public conveniences
      • Tree management
      • Waste and recycling
    • Councillor Alex Hollingsworth
      • Car Parking Policy
      • City Centre Action Plan delivery
      • Culture, cultural partnerships and events (including St Giles Fair, Cowley Road Carnival etc.)
      • Development and Building Control
      • Infrastructure planning
      • Licensing Policy
      • Local Plan and planning policies including biodiversity
      • Spatial Planning and conservation
      • Major projects delivery
      • Museum of Oxford
      • Promotion of a thriving music and night-time economy
      • Tourism
    • Councillor Chewe Munkonge
      • Addressing health inequalities and public health promotion
      • Children and young people policies and school liaison
      • Leisure partnership and contract management
      • Local market promotions
      • Promotion of Oxford Living Wage
      • Small Business Champion
      • Sport and physical activity
    • Councillor Linda Smith
      • Affordable housing delivery
      • Community centres, pavilions and grants
      • Estate regeneration projects
      • Homelessness services including prevention
      • Housing allocations and strategy
      • Regulation of the Private Rented Sector
      • Tenancy management and sustainment
      • Tenant and Resident involvement

    The new Cabinet will be announced at the Annual Council Meeting tomorrow (15 May).

    “The Cabinet will continue our work focused on our key priorities: tackling inequality and the high cost of living in Oxford, delivering more affordable homes, making Oxford a great place to live and preparing our city for climate change. In order to achieve this, we will continue to provide stable and prudent council finances and good quality services.

    “We want to make sure that Oxford’s strong and growing economy is delivering for all of Oxford’s citizens. As a cabinet we are committed to continuing to work with Oxford’s diverse communities and businesses to support their needs. Oxford is a great place to live, work and do business and we want everyone to feel proud of their neighbourhood. That is what we are striving to achieve.”

    Councillor Susan Brown, Leader of Oxford City Council

    MIL OSI United Kingdom

  • MIL-Evening Report: Caitlin Johnstone: Israel admits it bombed a hospital to kill a journalist for doing journalism

    Report by Dr David Robie – Café Pacific.

    COMMENTARY: By Caitlin Johnstone

    The IDF has admitted to bombing a hospital in order to assassinate a prominent Palestinian journalist in Gaza, Hassan Aslih, explicitly stating that they assassinated him for engaging in journalistic activities.

    The official Israel Defense Forces account made the following post on Twitter (emphasis added):

    “Don’t let Aslih’s press vest fool you:
    Hassan Abdel Fattah Mohammed Aslih, a terrorist from the Hamas Khan Yunis brigade, was eliminated along with other terrorists in the ‘Nasser’ hospital in Khan Yunis.
    Aslih participated in the brutal October 7 massacre under the guise of a journalist and owner of a news network. During the massacre, he documented acts of murder, looting, and arson, posting the footage online.
    Journalist? More like terrorist.”

    Documenting newsworthy acts and posting the footage online is also known as journalism. It’s the thing that journalism is.

    Aslih was killed in Nasser Hospital’s burn unit where he was recovering from a previous Israeli assassination attempt in which they bombed a tent near that same hospital.

    Assassinated Palestinian journalist Hassan Aslih . . . “documenting newsworthy acts and posting the footage online is also known as journalism. It’s the thing that journalism is.” Image: APR

    That’s right kids, Israel will literally assassinate a journalist by bombing a hospital, openly admit that they bombed the hospital to assassinate the journalist for engaging in journalistic activities and then call you an antisemite if you say Israel bombs hospitals and assassinates journalists.

    The following things are Hamas: journalists, journalism, the new pope, the last pope, the UN, Amnesty International, Human Rights Watch, human rights, critical thinking, hospitals, schools, campus protesters, Greta Thunberg, doctors, women, children, Ireland, and Ms Rachel.


    Israel admits it bombed a hospital to kill a jourmalist.      Video: Caitlin Johnstone

    Benjamin Netanyahu is now saying that the forced ethnic cleansing of Palestinians from Gaza was “inevitable,” reportedly telling the Knesset’s Foreign Affairs and Defence Committee on Sunday that “We are destroying more and more homes, and Gazans have nowhere to return to. The only inevitable outcome will be the wish of Gazans to emigrate outside of the Gaza Strip.”

    So there you have it. Shut up about hostages. Shut up about Hamas. Shut up about October 7. This is about removing Palestinians from a Palestinian territory to replace them with Jewish settlers. That’s all this has ever been about. Anyone who pretends otherwise is evil.

    “You support terrorism,” said the person who supports daily massacres of civilians to advance political aims.

    Everyone’s yelling about Trump accepting a jet from Qatar as a bribe, which would make sense if they hadn’t been completely ignoring how Trump has openly admitted to being bought and controlled by the world’s richest Israeli Miriam Adelson, and how pervasively influential the Israel lobby is throughout all of US politics.

    It’s so gross that Western society tolerates the existence of an Israel lobby. Like “Oh so you’re here to convince my government to stomp out my free speech rights and use my tax dollars for wars and genocide to advance the interests of an apartheid state? Yeah cool, I guess that’s fine.”

    The existence of the Israel lobby should be treated the same as a Nazi lobby or a pedophilia lobby. Taking donations from pro-Israel groups should be as stigmatised as taking donations from the KKK or NAMBLA.

    It’s not okay that each Western nation has its own high-powered lobby group whose whole entire job is to insert itself into key points of influence and persuade our governments to destroy our civil rights and commit genocide. Nobody should tolerate the existence of these groups.


    I always get Israel apologists telling me “Stop calling it a genocide! It’s not a genocide!”

    And I’m always just like okay well then they’re doing some sort of thing where the people in power work to eliminate a population because of their ethnicity using mass-scale violence and deliberate starvation. I guess there’s no word for it.

    The last year and a half in Gaza is a strong enough reason to dismantle the entire US-led Western empire. The Gaza holocaust could end tomorrow and it would still be reason enough. All the empire’s other worldwide abuses could have never happened and it’d still be reason enough.

    In Gaza alone the empire has already established beyond any doubt that it should not exist, even if you ignore all its other crimes throughout the Middle East, Latin America, Africa and Asia. If you would perpetrate history’s first live-streamed genocide in full view of the entire world, then you are not the sort of power structure who should be leading humanity into the future.

    If you would inflict the kinds of abuses we’ve been watching on our screens for the last year and a half upon helpless human beings who have done nothing wrong, then you should not rule the world. Your rule must end.

    The alternative is to let the fate of humanity be determined by genocidal monsters. This is simply not an option. The sooner the US-centralised empire ends, the better.

    Caitlin Johnstone is an Australian independent journalist and poet. Her articles include The UN Torture Report On Assange Is An Indictment Of Our Entire Society. She publishes a website and Caitlin’s Newsletter. This article is republished with permission.

    This article was first published on Café Pacific.

    MIL OSI AnalysisEveningReport.nz

  • MIL-OSI: Valeura Energy Inc.: Final Investment Decision on Wassana Field Redevelopment

    Source: GlobeNewswire (MIL-OSI)

    SINGAPORE, May 14, 2025 (GLOBE NEWSWIRE) — Valeura Energy Inc. (TSX:VLE, OTCQX:VLERF) (“Valeura” or the “Company”) has taken final investment decision (“FID”) on redevelopment of the Wassana field, in Licence G10/48 (100% Valeura interest), offshore Gulf of Thailand, which is expected to create significant value for shareholders. The Company is pleased to provide details of the redevelopment project, updated reserves and resources estimates and values, and a revision to its 2025 guidance.

    Highlights

    • Optimum Redevelopment Design: Redevelopment of the Wassana field through a new-build central processing platform (“CPP”) to optimise full block potential;
    • Production Growth: First oil expected in Q2 2027, with peak field production of 10,000 bbls/d – more than 2.7 times current output from the field;
    • Significant Reserves Increase: Wassana proved plus probable (2P) reserves increased to 20.5 million bbls, representing an increment of approximately 18 million bbls compared to the continuing production with existing infrastructure only(1);
    • Field Life Extension: Extends the end-of-field life (“EOFL”) to 2043, an increase of 16 years;
    • Efficient and Fully Funded Capital Allocation: US$120 million estimated investment in facilities over the next two years, with US$40 million in 2025, and the remainder in 2026, fully funded from the Company’s balance sheet;
    • Highly accretive: Wassana 2P net present value (NPV10) before tax increases to US$218 million (vs. US$127 million pre-FID)(2), equating to a net asset value (“NAV”)(3) addition of C$1.23 per share; and
    • Strong and Resilient Economics: An estimated 40% internal rate of return (“IRR”) at US$60/bbl Brent oil prices, and upside at higher price points, with a payback of 18 months.

    (1)   Management estimate of reserves recoverable in a no-further-action case, with assumed decommissioning of the Mobile Offshore Production Unit (“MOPU”) at the end of 2027.
    (2)   NSAI 2024 Report, as more fully described in the Company’s February 13, 2025 press release.
    (3)   Incremental 2P NPV10after tax, using US$/C$ exchange rate of 1.435, and 106.65 million common shares outstanding, as at December 31, 2024.

    Dr. Sean Guest, President and CEO commented:

    “Our final investment decision to pursue the Wassana redevelopment project is a milestone for Valeura. Since assuming operatorship, we have identified substantially more reserves than were initially estimated at the Wassana field. Beyond the significant increase in reserves and extension of field life, this project is expected to significantly increase production from the field to 10,000 bbls/d in the second half of 2027, at anticipated unit Adjusted Opex reflecting a reduction of approximately 2/3rdsversus current rates.

    Additionally, this development concept is creating opportunities for further growth through a ‘hub and spoke’ model whereby we can potentially tie-in the satellite oil accumulations already discovered both north and south of the main Wassana field. This approach has been highly successful in both our Jasmine and Nong Yao fields.

    This project is very robust and resilient from an economic standpoint. Even in a lower oil price environment of US$60 per barrel, the development delivers returns of approximately 40% IRR. This economic strength provides downside protection while maintaining upside potential as oil prices strengthen, creating a favourable risk-reward profile for our shareholders.

    Our financial position allows us to fully fund this development through existing cash reserves, without compromising our balance sheet strength. The project’s solid economics across various price scenarios demonstrates our disciplined approach to capital allocation and our commitment to creating sustainable value for our shareholders.

    I am very pleased that Valeura has grown into a business that has the capacity to take on this magnitude of project. At the same time, we continue to uphold our principle of generating healthy cash flow which provides the financial wherewithal to continue our ambition to add further value through growth.”

    Wassana Field Redevelopment

    Current production from the Wassana field is via a MOPU facility that is constrained by an end-of-life expected at end 2027. Given this limited life, it is only possible to recover approximately 2.5 mmbbls of oil with the current production facility. The facility is also limited in the number of future development wells that could be drilled and has insufficient oil and fluid processing capacity to recover the expected reserves and resources of oil in the G10/48 licence. Further, the MOPU’s age and processing system also carry the highest unit Adjusted Opex of all Valeura’s Gulf of Thailand assets.

    The Company has reviewed a number of different redevelopment concepts for the Wassana field and has selected a new CPP with 24 production well slots as the optimal development concept to yield both the highest financial returns and the maximum total recoverable oil from the G10/48 licence. The new CPP will replace the existing MOPU production infrastructure and is expected to allow for a more holistic commercialisation of the field’s oil reserves, both by enabling more aerially extensive drilling reach and also by way of a longer facility design life, resulting in more years of cash flow generation. Given the increased reserves and contingent resource identified in the G10/48 licence, the new facility is required to have a production life well into the 2040s. The CPP, which mirrors the specifications of the Company’s Nong Yao A facility, has been designed to also accommodate future growth opportunities through the eventual tie-in of additional oil accumulations both to the north and to the south of the Wassana field.

    The Company has selected Thai Nippon Steel Engineering & Construction Corporation Ltd (“Thai Nippon Steel”) for Engineering, Procurement, Construction, and Commissioning (“EPCC”) of the facility. Thai Nippon Steel is a very capable EPCC contractor with four decades experience in developing facilities of this type in Thailand.

    The contracting strategy selected by the Company ensures that more than 80% of the US$120 million facility capex is under fixed price commitments, with key long-lead items secured.

    Capital Investment & Development Timeline

    Total capex for the CPP and all of the export pipelines and facilities is estimated at US$120 million, of which approximately US$40 million is planned to be spent in 2025 with the remainder in 2026. The current plan is for the CPP to be fully installed and ready to commence development drilling at approximately the end of 2026. The initial drilling campaign comprises 16 horizontal development wells and one water injection well. Based on rig rates that the Company contracted in 2024, the estimated cost of each development well is approximately US$4.8 million. However, Valeura has observed a downward trend in jack-up drilling rig rates and materials in recent months, and therefore anticipates that drilling capex for the Wassana redevelopment may be lower if this trend continues. First oil from the new facility is planned for Q2 2027.

    Production Profile & Operating Efficiencies

    Once the initial development wells are completed, management estimates that the Wassana field will produce oil at rates of 10,000 bbls/d in the second half of 2027. The target plateau rate for the CPP is then above 7,500 bbls/d after the existing MOPU is decommissioned in late 2027. Once the CPP is operational, Valeura estimates that its operating characteristics will be approximately consistent with the performance of the Nong Yao A facility, which bears Adjusted Opex per bbl (a non-IFRS measure, more fully described in the Company’s May 14, 2025 Management’s Discussion and Analysis) in the range of US$12 – 16/bbl. This is anticipated to reduce the Company’s overall Adjusted Opex per bbl, thereby making the development value accretive and the portfolio more resilient.

    Expansion Potential & Economic Resilience

    The updated EOFL for the Wassana field is 2043 (see below) and the CPP will be constructed to include two risers to allow for satellite field tiebacks. Accumulations of oil have already been identified to the north of Wassana at the Nirami field, which may form the basis for one satellite development, and the Company is reprocessing 3D seismic south of the Wassana field in the vicinity of the Mayura oil discovery to support further appraisal drilling in this area. Development of these satellites would extend both the plateau production from the CPP and also the ultimate field life. The CPP concept facilitates the development of satellite fields with minimal wellhead platform infrastructure, resulting in the potential for cost-efficient tieback operations; the Company envisages such incremental production bearing even lower Adjusted Opex than the cost of the production tied directly to the CPP.

    Valeura has thoroughly evaluated the economics of the CPP redevelopment project, and believes the project presents a compelling investment proposition. All of the Company’s investments are scrutinised based on oil price sensitivities, and in this instance, even at Brent crude oil benchmark prices of US$60/bbl, management estimates that Wassana will generate an IRR in excess of 40% and a payback of 18 months, underscoring the resilience and strong economics of the redevelopment.

    Wassana Reserves and Resources Update

    Valeura has commissioned Netherland, Sewell & Associates, Inc. (“NSAI”) to assess the reserves and contingent resources for its Wassana field in light of the decision to pursue the Wassana redevelopment. For clarity, NSAI’s evaluation only addresses the G10/48 licence, the Company’s other assets were not re-evaluated. NSAI’s evaluation is presented in a report dated May 14, 2025 (the “NSAI Wassana FID Report”) and is based on an effective date of December 31, 2024 so as to be consistent with previous NSAI evaluations of the Company’s reserves and resources.

    The NSAI Wassana FID Report includes those oil accumulations on the Wassana field that have already been encountered and derisked through the Company’s drilling programme in 2023, in addition to known accumulations which are being accessed through the existing Wassana infrastructure. All reserves on the G10/48 licence are deemed to be heavy oil reserves.

    Wassana Heavy Oil Reserves Gross (Before Royalties) Reserves, Working Interest Share
    (mbbls)
    Proved Producing Developed 1,851
    Non-Producing Developed 198
    Undeveloped 13,364
    Total Proved (1P) 15,413
    Total Probable (P2) 5,136
    Total Proved + Probable (2P) 20,549
    Total Possible (P3) 2,148
    Total Proved + Probable + Possible (3P) 22,697
       

    Valeura notes that NSAI’s previous assessment of Wassana reserves, the NSAI 2024 Report, as more fully described in the Company’s February 13, 2025 press release, was based on the most conservative redevelopment concept that delivered relatively low reserves. With FID of the CPP-based redevelopment concept, NSAI is now able to use the planned CPP facility, increased number of wells, and their associated production profiles and cost to estimate the reserves indicated above, which in all instances, are higher than those in the NSAI 2024 Report.

    Net present values of future net revenue from oil reserves are based on forecast Brent crude oil reference prices of US$75.58, US$78.51, US$79.89, US$81.82, and US$83.46 per bbl for the years ending December 31, 2025, 2026, 2027, 2028, and 2029, respectively, with 2% escalation thereafter. NSAI assumes cost inflation of 2% per annum. Price realisation forecasts are based on the Brent crude oil reference prices above, and adjusted for oil quality, and market differentials.

    The estimated 2P NPV10 after income taxes from the Wassana field is US$218.2 million.

    Wassana Future Net Revenue Before Tax NPV10
    (US$ million)
    After Tax NPV10
    (US$ million)
    Proved Producing Developed (30.0) (30.0)
    Non-Producing Developed 13.7 13.7
    Undeveloped 273.5 200.9
    Total Proved (1P) 257.2 184.6
    Total Probable (P2) 97.3 33.7
    Total Proved + Probable (2P) 354.5 218.2
    Total Possible (P3) 97.5 48.3
    Total Proved + Probable + Possible (3P) 452.0 266.5
         

    The NSAI 2024 Report indicated a 2P NPV10 of US$126.6 million after income taxes, which implies that the redevelopment project adds US$91.6 million in incremental value. Expressed in Canadian dollars (using an US$/C$ exchange rate of 1.435), the incremental 2P NPV10 is C$131.4 million after income taxes, which, on a per share basis equates to a value add of C$1.23/share. These estimates are based on the same assumptions set out in the Company’s February 13, 2025 press release, which assumed a US$/C$ exchange rate of 1.435 and 106.65 million common shares outstanding, as at December 31, 2024. As a result, the Company estimates a current NAV of C$14.84/share, based on the sum of the 2P NPV10 and the Company’s cash as of December 31, 2024, which was US$259.4 million.

    With this update, the Company’s 2P reserves as of year-end 2024 are increased to 57.6 mmbbls which yields a reserve life index (“RLI”) of 6.5 years. The Wassana field illustrates the potential for Gulf of Thailand fields to continue adding reserves and extending economic field life. The Company has increased its reserves life every year since assuming operatorship.

      Gross (Before Royalties) Reserves, Working Interest Share (mbbls)
    Reserves by Field Jasmine (Light/ Medium)(1) Manora (Light/ Medium)(1) Nong Yao (Light/ Medium)(1) Wassana (Heavy)(2) Total
    Proved Producing Developed 5,268 1,370 6,541 1,851 15,030
    Non-Producing Developed 703 433 153 198 1,487
    Undeveloped 4,713 705 3,742 13,364 22,524
    Total Proved (1P) 10,684 2,509 10,436 15,413 39,042
    Total Probable (P2) 6,108 848 6,500 5,136 18,592
    Total Proved + Probable (2P) 16,792 3,357 16,936 20,549 57,634
    Total Possible (P3) 3,647 718 4,297 2,148 10,810
    Total Proved + Probable + Possible (3P) 20,440 4,075 21,233 22,697 68,445
               

    (1) NSAI 2024 Report
    (2) NSAI Wassana FID Report

    NSAI also assessed contingent resources for the G10/48 licence. Best estimate (2C) contingent resources are reduced from 12.7 mmbbls to 6.2 mmbbls on an unrisked basis. This reduction is largely due to a significant portion of the contingent resource moving into reserves with the approval of the new project. The majority of the remaining contingent resources are associated with the Nirami Field to the north with some also associated with the Mayura discovery to the south.

    Contingent Resources NSAI Wassana FID Report
    Unrisked (mmbbls) Risked (mmbbls)
    Low Estimate (1C) 6.5 3.6
    Best Estimate (2C) 6.2 2.6
    High Estimate (3C) 9.3 3.4
         

    Guidance Update

    In light of anticipated 2025 spending of US$40 million on the Wassana redevelopment project, the Company’s guidance for Adjusted Capex (a non-IFRS measure, more fully described in the Company’s Management’s Discussion and Analysis dated May 14, 2025) has been revised to US$165 – 185 million for the full year 2025. The Company is also providing guidance on Free Cash Flow (a non-IFRS measure, being Adjusted Cash Flow from Operations less Adjusted Capex, both as more fully described in the Company’s Management’s Discussion and Analysis dated May 14, 2025). Under Valeura’s Updated 2025 Guidance, and based on benchmark Brent oil prices ranging from US$65 – 85/bbl, Free Cashflow Guidance is US$80 – 195 million.

    The Company’s guidance assumptions for average production, Adjusted Opex (a non-IFRS measure, more fully described in the Company’s Management’s Discussion and Analysis dated May 14, 2025), and Exploration expense are re-affirmed. In addition to spending on the Wassana redevelopment project in 2025, the Company’s Updated 2025 Guidance is based on the unchanged assumption of having one drilling rig on contract for the full year and conducting certain brownfield developments as previously disclosed. Adjusted Opex includes the cost of leasing certain vessels as part of its ongoing operations, including the Nong Yao C MOPU, the Jasmine field’s Floating Production Storage and Offloading vessel, as well as Floating Storage and Offloading vessels at the Manora and Wassana fields, and a warehouse. Such leases are expected to total approximately US$33 million, unchanged from the Original 2025 Guidance.

      Original 2025
    Guidance
    Updated 2025
    Guidance
    Average Daily Oil Production(1) 23.0 – 25.5 mbbls/d 23.0 – 25.5 mbbls/d
    Adjusted Opex US$215 – 245 million US$215 – 245 million
    Adjusted Capex US$125 – 150 million US$165 – 185 million
    Exploration expense Approximately US$11 million Approximately US$11 million
    Free Cash Flow US$112 – 227 million(2) US$80 – 195 million
         

    (1)   Working interest share production, before royalties.
    (2)   Illustrative Free Cash Fow guidance based on the Company’s Original 2025 Guidance assumptions.

    Also unchanged is the Company’s intention to fund its 2025 guidance spending through cash on hand plus cash flow generated from ongoing operations.    The Company continues to expect that these sources will continue to strengthen the Company’s balance sheet, concurrent with the Wassana redevelopment, thereby providing capacity for other growth projects, including inorganic opportunities.

    Webcast

    Valeura intends to comment on the Wassana redevelopment project as part of a management update presentation and Q&A session following its Annual General Meeting of Shareholders which is scheduled for today, May 14, 2025, at 4:00 P.M. in Calgary. Shareholders may attend in person, as further detailed in the Management’s Information Circular which was mailed to shareholders and is available on the Company’s website and on www.sedarplus.ca. A webcast of the live event is available with the link below. Shareholders who are unable to attend in person may submit written questions through the webcast system or by email to IR@valeuraenergy.com.

    Participants are advised to register for the online event in advance, using the following link: https://events.teams.microsoft.com/event/f0e30b40-c6bc-4673-bd84-b57491e1ba58@a196a1a0-4579-4a0c-b3a3-855f4db8f64b

    An audio only feed of the Meeting is available by phone using the Conference ID and dial-in numbers below:

    Conference ID: 239 311 896 799

    Dial-in numbers:

    Canada: (833) 845-9589,,49176158#
    Singapore: +65 6450 6302,,49176158#
    Thailand: +66 2 026 9035,,49176158#
    Türkiye: 0800 142 034779,,49176158#
    United Kingdom: 0800 640 3933,,49176158#
    United States: (833) 846-5630,,49176158#

    For further information, please contact:

    Valeura Energy Inc. (General Corporate Enquiries)                +65 6373 6940
    Sean Guest, President and CEO
    Yacine Ben-Meriem, CFO
    Contact@valeuraenergy.com

    Valeura Energy Inc. (Investor and Media Enquiries)                +1 403 975 6752 / +44 7392 940495
    Robin James Martin, Vice President, Communications and Investor Relations
    IR@valeuraenergy.com

    Contact details for the Company’s advisors, covering research analysts and joint brokers, including Auctus Advisors LLP, Canaccord Genuity Ltd (UK), Cormark Securities Inc., Research Capital Corporation, and Stifel Nicolaus Europe Limited, are listed on the Company’s website at www.valeuraenergy.com/investor-information/analysts/.

    About the Company

    Valeura Energy Inc. is a Canadian public company engaged in the exploration, development and production of petroleum and natural gas in Thailand and in Türkiye. The Company is pursuing a growth-oriented strategy and intends to re-invest into its producing asset portfolio and to deploy resources toward further organic and inorganic growth in Southeast Asia. Valeura aspires toward value accretive growth for stakeholders while adhering to high standards of environmental, social and governance responsibility.

    Additional information relating to Valeura is also available on SEDAR+ at www.sedarplus.ca.

    Oil and Gas Advisories

    Reserves and contingent resources disclosed in this news release are based on an independent evaluation conducted by the incumbent independent petroleum engineering firm, NSAI with an effective date of December 31, 2024 and a preparation date of May 14, 2025 post-FID and February 13, 2025 pre-FID. The NSAI estimates of reserves and resources were prepared using guidelines outlined in the Canadian Oil and Gas Evaluation Handbook and in accordance with National Instrument 51-101 – Standards of Disclosure for Oil and Gas Activities. The reserves and contingent resources estimates disclosed in this news release are estimates only and there is no guarantee that the estimated reserves and contingent resources will be recovered.

    This news release contains a number of oil and gas metrics, including “NAV”, “RLI”, “EOFL”, and “IRR” which do not have standardised meanings or standard methods of calculation and therefore such measures may not be comparable to similar measures used by other companies. Such metrics are commonly used in the oil and gas industry and have been included herein to provide readers with additional measures to evaluate the Company’s performance; however, such measures are not reliable indicators of the future performance of the Company and future performance may not compare to the performance in previous periods.

    “NAV” is calculated by adding the estimated future net revenues based on a 10% discount rate to net cash, (which is comprised of cash less debt) as of December 31, 2024. NAV is expressed on a per share basis by dividing the total by basic common shares outstanding. NAV per share is not predictive and may not be reflective of current or future market prices for Valeura.

    “RLI” is calculated by dividing reserves by management’s estimated total production before royalties for 2025.

    “EOFL” is calculated by NSAI as the date at which the monthly net revenue generated by the field is equal to or less than the asset’s operating cost.

    “IRR” is used by management as a measure of the profitability of a potential investment. It is calculated as the discount rate that would result in a net present value of zero.

    Reserves

    Reserves are estimated remaining quantities of commercially recoverable oil, natural gas, and related substances anticipated to be recoverable from known accumulations, as of a given date, based on the analysis of drilling, geological, geophysical, and engineering data, the use of established technology, and specified economic conditions, which are generally accepted as being reasonable. Reserves are further categorised according to the level of certainty associated with the estimates and may be sub-classified based on development and production status.

    Proved reserves are those reserves that can be estimated with a high degree of certainty to be recoverable. It is likely that the actual remaining quantities recovered will exceed the estimated proved reserves.

    Developed reserves are those reserves that are expected to be recovered from existing wells and installed facilities or, if facilities have not been installed, that would involve a low expenditure (e.g., when compared to the cost of drilling a well) to put the reserves on production.

    Developed producing reserves are those reserves that are expected to be recovered from completion intervals open at the time of the estimate. These reserves may be currently producing or, if shut in, they must have previously been on production, and the date of resumption of production must be known with reasonable certainty.

    Developed non-producing reserves are those reserves that either have not been on production, or have previously been on production, but are shut in, and the date of resumption of production is unknown.

    Undeveloped reserves are those reserves expected to be recovered from known accumulations where a significant expenditure (e.g., when compared to the cost of drilling a well) is required to render them capable of production. They must fully meet the requirements of the reserves classification (proved, probable, possible) to which they are assigned.

    Probable reserves are those additional reserves that are less certain to be recovered than proved reserves. It is equally likely that the actual remaining quantities recovered will be greater or less than the sum of the estimated proved plus probable reserves.

    Possible reserves are those additional reserves that are less certain to be recovered than probable reserves. It is unlikely that the actual remaining quantities recovered will exceed the sum of the estimated proved plus probable plus possible reserves. There is a 10% probability that the quantities actually recovered will equal or exceed the sum of the estimated proved plus probable plus possible reserves.

    The estimated future net revenues disclosed in this news release do not necessarily represent the fair market value of the reserves associated therewith.

    The estimates of reserves and future net revenue for individual properties may not reflect the same confidence level as estimates of reserves and future net revenue for all properties, due to the effects of aggregation.

    Contingent Resources

    Contingent resources are those quantities of petroleum estimated, as of a given date, to be potentially recoverable from known accumulations using established technology or technology under development, but which are not currently considered to be commercially recoverable due to one or more contingencies. Contingencies are conditions that must be satisfied for a portion of contingent resources to be classified as reserves that are: (a) specific to the project being evaluated; and (b) expected to be resolved within a reasonable timeframe.

    Contingent resources are further categorised according to the level of certainty associated with the estimates and may be sub‐classified based on a project maturity and/or characterised by their economic status. There are three classifications of contingent resources: low estimate, best estimate and high estimate. Best estimate is a classification of estimated resources described in the Canadian Oil and Gas Evaluation Handbook as the best estimate of the quantity that will be actually recovered; it is equally likely that the actual remaining quantities recovered will be greater or less than the best estimate. If probabilistic methods are used, there should be at least a 50 percent probability that the quantities actually recovered will equal or exceed the best estimate.

    The project maturity subclasses include development pending, development on hold, development unclarified and development not viable. The contingent resources disclosed in this news release are classified as either development on hold, development unclarified, or development not viable.

    Development on hold is defined as a contingent resource where there is a reasonable chance of development, but there are major non-technical contingencies to be resolved that are usually beyond the control of the operator.

    Development unclarified is defined as a contingent resource that requires further appraisal to clarify the potential for development and has been assigned a lower chance of development until commercial considerations can be clearly defined. Chance of development is the likelihood that an accumulation will be commercially developed.

    Conversion of the development unclarified resources referred to in this news release is dependent upon (1) the expected timetable for development; (2) the economics of the project; (3) the marketability of the oil and gas production; (4) the availability of infrastructure and technology; (5) the political, regulatory, and environmental conditions; (6) the project maturity and definition; (7) the availability of capital; and, ultimately, (8) the decision of joint venture partners to undertake development.

    The major positive factor relevant to the estimate of the contingent development unclarified resources referred to in this news release is the successful discovery of resources encountered in appraisal and development wells within the existing fields. The major negative factors relevant to the estimate of the contingent development unclarified resources referred to in this news release are: (1) the outstanding requirement for a definitive development plan; (2) current economic conditions do not support the resource development; (3) limited field economic life to develop the resources; and (4) the outstanding requirement for a final investment decision and commitment of all joint venture partners.

    Development not viable is defined as a contingent resource where no further data acquisition or evaluation is currently planned and hence there is a low chance of development, there is usually less than a reasonable chance of economics of development being positive in the foreseeable future. The major negative factors relevant to the estimate of development not viable referred to in this news release are: (1) current economic conditions do not support the resource development; and (2) availability of technical knowledge and technology within the industry to economically support resource development.

    If these contingencies are successfully addressed, some portion of these contingent resources may be reclassified as reserves.

    Of the best estimate 2C contingent resources estimated in the NSAI Wassana FID Report, on a risked basis: 100% of the estimated volumes are heavy oil; less than 1% are categorised as Development Not Viable, with the remainder categorised as Development Unclarified. There are no Development On Hold resources within the 2C category.

    Resources Project
    Maturity Subclass
    Heavy Crude Oil
    (Development On Hold)
    Chance of Development (%)
    Unrisked Risked
    Gross (mbbls) Net (mbbls) Gross (mbbls) Net (mbbls)
    Contingent Low Estimate (1C) Development Not Viable 1,715.7 1,617.1 1,544.2 1,455.4 90%
    Contingent Best Estimate (2C) Development Not Viable 0.0 0.0 0.0 0.0 90%
    Contingent High Estimate (3C) Development Not Viable 0.0 0.0 0.0 0.0 90%
    Resources Project
    Maturity Subclass
    Heavy Crude Oil
    (Development Unclarified)
    Chance of Development (%)
    Unrisked Risked
    Gross (mbbls) Net (mbbls) Gross (mbbls) Net (mbbls)
    Contingent Low Estimate (1C) Development Not Viable 4,294.9 4,047.9 1,937.8 1,826.4 10-60%
    Contingent Best Estimate (2C) Development Not Viable 6,072.4 5,723.3 2,583.4 2,434.9 10-60%
    Contingent High Estimate (3C) Development Not Viable 9,221.9 8,691.6 3,378.2 3,183.9 10-60%
    Resources Project
    Maturity Subclass
    Heavy Crude Oil
    (Development Not Viable)
    Chance of Development (%)
    Unrisked Risked
    Gross (mbbls) Net (mbbls) Gross (mbbls) Net (mbbls)
    Contingent Low Estimate (1C) Development Not Viable 493.2 464.9 74.0 69.7 15%
    Contingent Best Estimate (2C) Development Not Viable 85.8 80.9 12.9 12.1 15%
    Contingent High Estimate (3C) Development Not Viable 58.5 55.1 8.8 8.3 15%

       
    The NSAI estimates have been risked, using the chance of development, to account for the possibility that the contingencies are not successfully addressed. Due to the early stage of development for the development unclarified resources, NSAI did not perform an economic analysis of these resources; as such, the economic status of these resources is undetermined and there is uncertainty that any portion of the contingent resources disclosed in this new release will be commercially viable to produce.

    Glossary

    bbl                barrels of oil
    mbbl            thousand barrels of oil
    mmbbl         million barrels of oil

    Advisory and Caution Regarding Forward-Looking Information

    Certain information included in this news release constitutes forward-looking information under applicable securities legislation. Such forward-looking information is for the purpose of explaining management’s current expectations and plans relating to the future. Readers are cautioned that reliance on such information may not be appropriate for other purposes, such as making investment decisions. Forward-looking information typically contains statements with words such as “anticipate”, “believe”, “expect”, “plan”, “intend”, “estimate”, “propose”, “project”, “target” or similar words suggesting future outcomes or statements regarding an outlook.

    Forward-looking information in this news release includes, but is not limited to: the description of the Wassana redevelopment; timing for first oil from the Wassana redevelopment; anticipated production rates from the Wassana field and extension of its economic field life; anticipated capital spending and the timing thereof; sources of funding for the project; anticipated rates of return; the EPCC contractor for the Wassana redevelopment; the Wassana redevelopment development timeline; projections for Wassana’s future unit operating costs and Adjusted Opex, and for the cost of production from potential future satellite developments; the opportunities for further growth and cash flow generation; anticipated future rates for drilling rig rates (and trends) and drilling-related materials; and the Company’s updated guidance estimates for 2025.

    In addition, statements related to “reserves” and “resources” are deemed to be forward-looking information as they involve the implied assessment, based on certain estimates and assumptions, that the resources can be discovered and profitably produced in the future.

    Although the Company believes the expectations and assumptions reflected in such forward-looking information are reasonable, they may prove to be incorrect.

    Forward-looking information is based on management’s current expectations and assumptions regarding, among other things: political stability of the areas in which the Company is operating; continued safety of operations and ability to proceed in a timely manner; continued operations of and approvals forthcoming from governments and regulators in a manner consistent with past conduct; ability to achieve extensions to licences in Thailand and Türkiye to support attractive development and resource recovery; future drilling activity on the required/expected timelines; the prospectivity of the Company’s lands; the continued favourable pricing and operating netbacks across its business; future production rates and associated operating netbacks and cash flow; decline rates; future sources of funding; future economic conditions; the impact of inflation of future costs; future currency exchange rates; interest rates; the ability to meet drilling deadlines and fulfil commitments under licences and leases; future commodity prices; the impact of the Russian invasion of Ukraine; the impact of conflicts in the Middle East; royalty rates and taxes; management’s estimate of cumulative tax losses being correct; future capital and other expenditures; the success obtained in drilling new wells and working over existing wellbores; the performance of wells and facilities; the availability of the required capital to funds its exploration, development and other operations, and the ability of the Company to meet its commitments and financial obligations; the ability of the Company to secure adequate processing, transportation, fractionation and storage capacity on acceptable terms; the capacity and reliability of facilities; the application of regulatory requirements respecting abandonment and reclamation; the recoverability of the Company’s reserves and contingent resources; future growth; the sufficiency of budgeted capital expenditures in carrying out planned activities; the impact of increasing competition; the availability and identification of mergers and acquisition opportunities; the ability to successfully negotiate and complete any mergers and acquisition opportunities; the ability to efficiently integrate assets and employees acquired through acquisitions; global energy policies going forward; international trade policies; future debt levels; and the Company’s continued ability to obtain and retain qualified staff and equipment in a timely and cost efficient manner. In addition, the Company’s work programmes and budgets are in part based upon expected agreement among joint venture partners and associated exploration, development and marketing plans and anticipated costs and sales prices, which are subject to change based on, among other things, the actual results of drilling and related activity, availability of drilling, offshore storage and offloading facilities and other specialised oilfield equipment and service providers, changes in partners’ plans and unexpected delays and changes in market conditions. Although the Company believes the expectations and assumptions reflected in such forward-looking information are reasonable, they may prove to be incorrect.

    Forward-looking information involves significant known and unknown risks and uncertainties. Exploration, appraisal, and development of oil and natural gas reserves and resources are speculative activities and involve a degree of risk. A number of factors could cause actual results to differ materially from those anticipated by the Company including, but not limited to: the ability of management to execute its business plan or realise anticipated benefits from acquisitions; the risk of disruptions from public health emergencies and/or pandemics; competition for specialised equipment and human resources; the Company’s ability to manage growth; the Company’s ability to manage the costs related to inflation; disruption in supply chains; the risk of currency fluctuations; changes in interest rates, oil and gas prices and netbacks; the risk that the Company’s tax advisors’ and/or auditors’ assessment of the Company’s cumulative tax losses varies significantly from management’s expectations of the same; potential changes in joint venture partner strategies and participation in work programmes; uncertainty regarding the contemplated timelines and costs for work programme execution; the risks of disruption to operations and access to worksites; potential changes in laws and regulations, including international treaties and trade policies; the uncertainty regarding government and other approvals; counterparty risk; the risk that financing may not be available; risks associated with weather delays and natural disasters; and the risk associated with international activity. See the most recent annual information form and management’s discussion and analysis of the Company for a detailed discussion of the risk factors.

    Certain forward-looking information in this news release may also constitute “financial outlook” within the meaning of applicable securities legislation. Financial outlook involves statements about Valeura’s prospective financial performance or position and is based on and subject to the assumptions and risk factors described above in respect of forward-looking information generally as well as any other specific assumptions and risk factors in relation to such financial outlook noted in this news release. Such assumptions are based on management’s assessment of the relevant information currently available, and any financial outlook included in this news release is made as of the date hereof and provided for the purpose of helping readers understand Valeura’s current expectations and plans for the future. Readers are cautioned that reliance on any financial outlook may not be appropriate for other purposes or in other circumstances and that the risk factors described above or other factors may cause actual results to differ materially from any financial outlook.

    The forward-looking information contained in this news release is made as of the date hereof and the Company undertakes no obligation to update publicly or revise any forward-looking information, whether as a result of new information, future events or otherwise, unless required by applicable securities laws. The forward-looking information contained in this news release is expressly qualified by this cautionary statement.

    This news release does not constitute an offer to sell or the solicitation of an offer to buy securities in any jurisdiction, including where such offer would be unlawful. This news release is not for distribution or release, directly or indirectly, in or into the United States, Ireland, the Republic of South Africa or Japan or any other jurisdiction in which its publication or distribution would be unlawful.

    Neither the Toronto Stock Exchange nor its Regulation Services Provider (as that term is defined in the policies of the Toronto Stock Exchange) accepts responsibility for the adequacy or accuracy of this news release.

    This information is provided by Reach, the non-regulatory press release distribution service of RNS, part of the London Stock Exchange. Terms and conditions relating to the use and distribution of this information may apply. For further information, please contact rns@lseg.com or visit www.rns.com.

    The MIL Network

  • MIL-OSI United Kingdom: Public International Law panels recruitment open

    Source: United Kingdom – Government Statements

    News story

    Public International Law panels recruitment open

    Applications close on Wednesday 18 June

    The Public International Law panels (PIL) panels were created in 2014 and supplement the work of the Attorney General’s existing panels of civil counsel.

    Members of the panels advise the government on matters of public international law and undertake cases involving public international law in international courts and in the courts of the UK. The PIL panels are divided into A, B and C panels based on experience in the practical application of international law, whether as an adviser or advocate, or a mix of both. Further information is available: PIL information sheet 2025 (MS Word Document, 93.8 KB)

    The five-week application window is now open and will close at midday on Wednesday 18 June. Appointments will commence on 1 January 2026 for a 5 year term.

    This exciting opportunity is open to practitioners and academics with relevant experience in the practical application of international law and who are qualified in a UK jurisdiction. All panellists are expected to understand and be able to advise on fundamental precepts of international law, including treaties, customary law and other sources and state responsibility. Applications are welcomed from those with experience in specific areas of international law.

    Application process

    Contact the Panel Counsel Secretariat for an application pack, which includes referee templates, an equality and diversity monitoring form and panel specific criteria. Make sure to include whether you are applying for the A, B or C panel.

    Those applying to the A panel will be expected to supply 5 references and those applying to the B and C panels will be expected to supply 3 references.

    Join the virtual information evening on  Tuesday 20 May, 5pm to 6pm. Details of this session and how to register: PIL event flyer (MS Word Document, 444 KB)

    If you have any queries, please contact the Panel Counsel Secretariat.

    MIL OSI United Kingdom

  • MIL-OSI United Kingdom: Find out about opportunities as Adult Education hosts Jobs Fair

    Source: City of Wolverhampton

    It will take place at the Foyer Building, Old Hall Street WV1 3AU from 10am to 2pm.

    Local recruitment agencies, care providers and the City of Wolverhampton Council’s Supported Employment Team will be among those showcasing opportunities currently available in the city.

    Councillor Chris Burden, Cabinet Member for City Development, Jobs and Skills, said: “Whether you’re a professional, recent graduate, or just looking for new options, the Jobs Fair is the perfect place to see what is available in the local job market.”

    Entry is free and jobseekers are reminded to bring an up to date CV.

    MIL OSI United Kingdom

  • MIL-OSI China: China’s National Pavilion explores co-existence at 2025 Venice Biennale

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

    Visitors explore the China’s National Pavilion at the 2025 Venice International Architecture Biennale in Venice, Italy on May 9, 2025. [Photo provided to China.org.cn]

    China’s National Pavilion at the 2025 Venice International Architecture Biennale opened on Friday, May 9, 2025, in Venice, Italy, presenting the theme “CO-EXIST.” Curated by renowned architect Ma Yansong, founder of MAD Architects, and organized by China’s Ministry of Culture and Tourism, the exhibition will run through Nov. 23, 2025.

    This year’s pavilion features 10 pieces (sets) of exhibits, exploring topics such as the Liangzhu Culture, Dunhuang Mogao Grottos, the Beijing central axis, and vision for future cities. The works reflect how contemporary Chinese architects are drawing inspiration from the traditional worldview of harmony between humanity and nature, reinterpreting this philosophy amid the ongoing shift from the industrial age to an intelligent era. By incorporating this ancient wisdom into material innovation, urban planning, and landscape regeneration, the exhibition offers a Chinese perspective and solutions to some of the challenges facing global society.

    Speaking at the opening, Jia Guide, China’s Ambassador to Italy, highlighted the significance of this year’s exhibition, noting that 2025 marks the 20th anniversary of the China Pavilion’s participation in the Venice Biennale. “Over the past two decades, the China Pavilion has grown into a dynamic cultural window,” he said. “Visitors from around the world can experience the beauty and innovation of Chinese modern art and design.”

    Ambassador Jia also mentioned 2025 commemorates the 55th anniversary of China-Italy diplomatic relations. He said that the two countries are deepening cultural exchanges such as the friendship between World Cultural Heritage sites, exhibitions and performances of fine arts, and personnel exchanges in the spirit of opening-up and inclusiveness, mutual learning, and mutual benefit.

    Massimiliano De Martin, deputy mayor of Venice, praised the China Pavilion’s contribution to the Biennale. He noted that the exhibition encourages visitors to critically reflect on the relationship between sustainability, technology and capital, promoting a deeper awareness of the resilient and enduring bond between humanity and nature.

    Curator Ma Yansong described the showcase of young architects’ works as a platform to express their interpretation of Chinese traditional culture, while offering forward-looking solutions to contemporary issues. He added that these diverse perspectives reveal the evolving possibilities of traditional Chinese culture.

    The China National Pavilion will remain open until Nov. 23, 2025.

    MIL OSI China News

  • MIL-OSI United Kingdom: Government-built “Humphrey” AI tool reviews responses to consultation for first time, in bid to save millions

    Source: United Kingdom – Executive Government & Departments 2

    Press release

    Government-built “Humphrey” AI tool reviews responses to consultation for first time, in bid to save millions

    A government-developed AI tool has been used for the first time to review public responses to a consultation – helping save time and improve efficiency.

    • AI technology, ‘Consult’, built by the UK government as part of the Humphrey suite has been used to speed up analysis of what the public and experts told the Scottish Government in a recent consultation
    • Nearly identical results were found by AI after expert review, ranking themes that were most important for policymakers to take on board
    • While currently in trial with more development taking place, AI will analyse other consultations responses in a bid to save officials from 75,000 days of manual analysis every year, which costs £20m in staffing costs, helping to create a more agile, effective state refocused on delivering Plan for Change

    A new AI tool has summarised what the public have told the government in response to a consultation for the first time – providing nearly identical results to officials.

    The tool, called ‘Consult’, was first used on a live consultation by the Scottish Government when it was seeking views on how to regulate non-surgical cosmetic procedures – like lip fillers and laser hair removal – as use of the treatments has risen.

    The tool now set to be used across departments in a bid to cut down the millions of pounds spent on the current process, which often includes outsourcing analysis to expensive contractors – helping to build a productive and agile state to deliver the Plan for Change.

    Reviewing comments from over 2,000 consultation responses using generative AI, Consult identified key themes that feedback fell into across each of six qualitative questions. These themes were checked and refined by experts in the Scottish Government, the AI tool then sorted individual responses into themes and gave officials more time to delve into the detail and evaluate the policy implications of feedback received.

    As this was the first time Consult was used on a live consultation, experts at the Scottish Government manually reviewed every response too. Identifying what an individual response is saying, and putting it in a ‘theme’ is subjective, humans don’t always agree. When we compare Consult to the human reviewer, we see they agree the majority of the time – with differences in view having a negligible impact on how themes were ranked overall.

    ‘Consult’ is part of ‘Humphrey’, a bundle of AI tools designed to speed up the work of civil servants and cut back time spent on admin, and money spent on contractors. It forms part of the government’s plan to make better use of technology across public services, in a bid to target the £45 billion in productivity savings that it offers while creating a more agile state that can more effectively deliver the Plan for Change.

    Technology Secretary Peter Kyle said:

    No one should be wasting time on something AI can do quicker and better, let alone wasting millions of taxpayer pounds on outsourcing such work to contractors.

    After demonstrating such promising results, Humphrey will help us cut the costs of governing and make it easier to collect and comprehensively review what experts and the public are telling us on a range of crucial issues.

    The Scottish Government has taken a bold first step. Very soon, I’ll be using Consult, within Humphrey, in my own department and others in Whitehall will be using it too – speeding up our work to deliver the Plan for Change.

    The Scottish Government’s Public Health Minister Jenni Minto said:

    Using the tool was very beneficial in helping the Scottish Government understand more quickly what people wanted us to hear and our respondents’ range of views. Officials were reassured through the process that the AI was doing a good job, supporting us to undertake the analysis that will inform our next steps.

    Using this tool has allowed the Scottish Government to move more quickly to a focus on the policy questions and dive into the detail of the evidence we’ve been presented with, while remaining confident that we have heard the strong views expressed by respondents.

    While these early results are promising, ‘Consult’ is currently in trial. More evaluation covering the accuracy and efficiency of the tool will take place to ensure it’s working properly ahead of final rollout decisions. 

    Across the 500 consultations the government runs annually, the tool could help save officials from around 75,000 days of analysis every year, which costs the government £20 million in staffing costs.

    In doing this, the technology will help create a more agile state that can more easily respond to new challenges and effectively deliver the Plan for Change.

    Officials who worked with Consult from the Scottish Government on this first live test commented that they were “pleasantly surprised” that AI analysis provided a “useful starting point” in its initial analysis, with others noting that it ultimately “saved [them] a heck of a lot of time” and allowed them to “get to the analysis and draw out what’s needed next”.

    They also added that the use of Consult “takes away the bias and makes it more consistent”, by removing opportunities for individual analysts to “project their own preconceived ideas”.

    With some consultations receiving tens or hundreds of thousands of responses, and given the strong levels of accuracy demonstrated in early tests, Consult will soon be used on major consultations without officials manually reviewing every response individually.

    That said, Consult has been designed to keep the experts in the loop throughout. Officials will always review the themes and how responses are sorted into them through an interactive dashboard that will allow them to filter and search for insights.

    Notes to editors

    The response to the Scottish Government consultation will be published before the end of June. The consultation will inform the content of a Non-Surgical Cosmetic Procedures Bill that was announced on 6 May.

    The first live evaluation of Consult shows that it secured an F1 score (a common measure of alignment for AI tools) of 0.76, widely considered ‘good’ when evaluating the performance of AI tools.

    The full evaluation, published today, can be found here. We expect further testing and evaluation of the tool to happen in coming months, ahead of any decisions about wider rollout.

    DSIT media enquiries

    Email press@dsit.gov.uk

    Monday to Friday, 8:30am to 6pm 020 7215 3000

    Updates to this page

    Published 14 May 2025

    MIL OSI United Kingdom

  • MIL-OSI USA: Smith Statement on Trade Agreement with the UK

    Source: United States House of Representatives – Congressman Adrian Smith (R-NE)

    Washington, DC — Today Ways and Means Trade Subcommittee Chairman Adrian Smith (R-NE) released the following statement after President Trump announced a trade deal between the United States and the United Kingdom.

    “I’m pleased the Trump administration has struck an initial trade deal with one of our nation’s greatest trade partners and longest-standing allies. This is a significant step toward eliminating barriers to American products in foreign markets and friendshoring supply chains. I commend President Trump and his administration for conducting negotiations swiftly to the mutual benefit of our producers, job creators, and consumers. This agreement builds upon the groundwork laid in the President’s first term, and I am pleased the administration has indicated it continues to pursue dynamic dialogue with the United Kingdom to address additional concerns.”

    ###

    MIL OSI USA News

  • MIL-OSI Asia-Pac: Online job fair attracts global talent

    Source: Hong Kong Information Services

    Hong Kong Talent Engage (HKTE) held a two-day Global Online Career Fair last week, featuring nearly 50 renowned Hong Kong enterprises that offered over 700 quality job vacancies across sectors such as accounting, finance, consultancy services, legal compliance and engineering.

     

    The online career fair recorded over 26,000 visits in two days, with about 3,000 curricula vitae received.

     

    To facilitate a connection between talent and enterprises, a one-to-one online meeting session was set up specifically at the career fair, resulting in about 4,800 direct dialogues between talent and enterprises. Participating enterprises expressed that about half of such dialogues would be taken forward.

     

    According to participating accounting firms, they learnt through the online career fair that many international professionals were interested in coming to Hong Kong.

     

    The event effectively linked global talent with enterprises in Hong Kong, thereby enabling direct engagement, enhancing the talent’s understanding of the structure and recruitment process of Hong Kong enterprises, and enhancing the experience of such talent.

     

    Participating talent came from over 12 countries or regions, such as the Mainland, Singapore, India, the UK, Australia, the US, Malaysia, France and Canada, with 62% of them holding master’s degrees.

     

    The HKTE said that the online career fair enables talent on the Mainland and overseas to exchange views directly with enterprises prior to relocation to Hong Kong, gain insights into the city’s job market, and reinforce their confidence in pursuing development in Hong Kong.

    MIL OSI Asia Pacific News

  • MIL-OSI: FirstCash to Acquire H&T Group, the Leading Operator of Pawnshops in the United Kingdom

    Source: GlobeNewswire (MIL-OSI)

    Marks FirstCash’s strategic entry into the UK market through an established, industry-leading brand;
    Provides further geographic diversification and unlocks additional growth opportunities;
    Expected to be meaningfully accretive to EBITDA and EPS;
    Strengthens FirstCash’s position as a global leader in pawn operations

    FORT WORTH, Texas, May 14, 2025 (GLOBE NEWSWIRE) — FirstCash Holdings, Inc. (“FirstCash” or the “Company”) (Nasdaq: FCFS), a leading international operator of over 3,000 retail pawn stores in the U.S. and Latin America, today announced that it has reached agreement on the terms of a final* recommended cash acquisition of H&T Group plc (“H&T”), the leading operator of pawn stores in the United Kingdom. Under the terms of the agreement, FirstCash (through a newly incorporated wholly-owned U.K. subsidiary, Chess Bidco Limited) will pay cash consideration of 650 pence for each share of H&T stock. In addition, H&T shareholders will receive a final dividend of 11 pence for each H&T share to be paid on June 27, 2025. The total equity value, including cash consideration for the shares and the final cash dividend, is approximately £297 million or $394 million USD based on the exchange rate as of the close of business on May 13, 2025.

    The acquisition of H&T expands FirstCash’s geographic footprint into a new and attractive market, further providing the Company with enhanced scale, operating efficiencies and long-term growth opportunities. This combination of FirstCash and H&T will create the largest publicly traded pawn platform in the United States, Latin America and the United Kingdom.

    Mr. Rick Wessel, Chief Executive Officer and Vice-Chairman of the Board of FirstCash, commented, “We are excited to add H&T, the leading pawn operator in the United Kingdom, as part of FirstCash’s global platform. This strategic transaction provides an entry into a significant new market which we believe will unlock additional growth opportunities for the Company. We have great confidence in H&T’s continued success given their proven track record coupled with their experienced management and operations teams. FirstCash looks forward to working together to drive long-term value for all of our customers, employees, and shareholders.”

    Mr. Chris Gillespie, Chief Executive Officer of H&T, commented, “The acquisition has a compelling strategic rationale, bringing together two businesses with complementary offerings focused on the values and benefits of their customers. I am extremely proud of H&T, we have built a fantastic team and highly attractive business, and FirstCash’s offer is a clear acknowledgment of this. It’s clear to us that FirstCash has full appreciation of our capabilities, the dedication of our employees, commitment to the customer and with their backing and support, I am confident H&T will have an extremely bright future.”

    * The financial terms of the acquisition are final and will not be increased or improved, except that Chess Bidco Limited reserves the right to increase the amount of the cash consideration payable by it (i) if there is an announcement on or after the date of this announcement of a possible offer or a firm intention to make an offer for H&T by a third party or (ii) with the consent of the UK’s Panel on Takeovers and Mergers (which will be granted only in wholly exceptional circumstances).

    Compelling Strategic and Financial Benefits

    • Establishes FirstCash as the leading operator of pawn stores in the UK: H&T represents a highly complementary strategic fit as the UK’s largest pawnbroker, operating with a network of 285 stores.
    • Expands FirstCash’s Geographic Reach: Entry into the UK pawn market represents another major step in FirstCash’s international growth strategy, adding further geographic diversification to the Company’s existing U.S. and Latin American pawn operations.
    • Unlocks Further Growth Opportunities: H&T’s well-recognized brand provides FirstCash with a platform for increased penetration across key regions of the UK and opens the door for potential expansion into other European markets.
    • Enhances Scale and Operating Leverage: The addition of 285 stores increases FirstCash’s scale, operational footprint and ability to leverage efficiencies across its global platform.
    • Adds Experienced UK-Based Leadership: H&T’s seasoned management team brings deep local expertise and a proven track record of performance, positioning FirstCash to drive strong execution and continued momentum in the UK market.
    • Financially Compelling: The transaction is expected to be meaningfully accretive to both EBITDA and EPS, strengthening FirstCash’s financial profile and long-term shareholder value.

    Transaction Timeline and Additional Details
    The acquisition has been unanimously approved by the Boards of Directors of both FirstCash and H&T. The transaction is subject to approval by H&T’s shareholders and customary regulatory approvals in the United Kingdom. The transaction is expected to close in the second half of 2025, subject to receipt of these approvals and the satisfaction of other customary closing conditions.

    Presentation
    Associated presentation materials regarding the transaction will be available on the investor relations section of FirstCash’s website at https://investors.firstcash.com/.

    Advisors
    Jefferies LLC is serving as exclusive financial advisor to FirstCash. Alston & Bird LLP and Macfarlanes LLP are serving as legal counsel to FirstCash. 

    Canaccord Genuity is serving as lead financial advisor to H&T and Shore Capital is serving as joint financial advisor to H&T. Gowling WLG (UK) LLP is serving as legal advisor to H&T.

    Further Information; No Offer or Solicitation
    This release is for information purposes and is not intended to and does not constitute, or form part of, an offer, invitation or the solicitation of an offer to purchase, otherwise acquire, subscribe for, sell or otherwise dispose of any securities, or the solicitation of any vote or approval in any jurisdiction, pursuant to the all-cash offer by Chess Bidco Limited, a newly-established indirect wholly-owned subsidiary of FirstCash Holdings, Inc. (the “Company”), for the entire issued and to be issued share capital of H&T Group plc, a company incorporated in England and Wales (“H&T”) (such acquisition, the “Acquisition”), or otherwise, nor shall there be any sale, issuance or transfer of securities of H&T in any jurisdiction in contravention of applicable law. The Acquisition will be made solely by means of a court-sanctioned scheme of arrangement (the “Scheme”) under Part 26 of the United Kingdom Companies Act 2006, as amended (the “UK Companies Act”) (or, if the Acquisition is implemented by way of a takeover offer, as such term is defined in the UK Companies Act (the “Takeover Offer”), the offer document), which will contain the full terms and conditions of the Acquisition, including details of how to vote in respect of the Scheme. Any vote in respect of the Scheme or other response in relation to the Acquisition should be made only on the basis of the information contained in the Scheme document (or, if the Acquisition is implemented by way of a Takeover Offer, the offer document). H&T shareholders are urged to read the Scheme document when it becomes available, because it will contain important information relating to the Acquisition.

    Additional Information
    The Acquisition is being made to acquire the shares of an English company by means of a scheme of arrangement provided for under English law. A transaction effected by means of a scheme of arrangement is not subject to the tender offer rules or the proxy solicitation rules under the U.S. Securities Exchange Act of 1934, as amended (“U.S. Exchange Act”). Accordingly, the Scheme will be subject to disclosure requirements and practices applicable in the United Kingdom to schemes of arrangement, which are different from the disclosure requirements of the U.S. tender offer and proxy solicitation rules. The financial information included in this release and the Scheme documentation has been or will have been prepared in accordance with accounting standards applicable in the United Kingdom and thus may not be comparable to financial information of U.S. companies or companies whose financial statements are prepared in accordance with generally accepted accounting principles in the U.S. If Bidco exercises its right to implement the Acquisition by way of a Takeover Offer, such offer will be made in compliance with applicable U.S. laws and regulations.

    The receipt of cash pursuant to the Acquisition by a U.S. holder as consideration for the transfer of its H&T shares pursuant to the Scheme will likely be a taxable transaction for United States federal income tax purposes and under applicable United States state and local, as well as foreign and other, tax laws. Each H&T shareholder is urged to consult their independent professional adviser immediately regarding the tax consequences of the Acquisition applicable to them.

    In accordance with normal United Kingdom practice and pursuant to Rule 14e-5(b) of the U.S. Exchange Act (to the extent applicable), Bidco, its nominees or its brokers (acting as agents) may from time to time make certain purchases of, or arrangements to purchase, H&T shares outside of the U.S., other than pursuant to the Acquisition, until the date on which the Acquisition becomes effective, lapses or is otherwise withdrawn. If such purchases or arrangements to purchase were to be made, they would be made outside of the U.S. and would be in accordance with applicable law, including the U.S. Exchange Act and the United Kingdom City Code on Takeovers and Mergers (the “Code”). These purchases may occur either in the open market at prevailing prices or in private transactions at negotiated prices. Any information about such purchases will be disclosed as required in the United Kingdom, will be reported to a Regulatory Information Service and will be available on the London Stock Exchange website at www.londonstockexchange.com.

    Forward-Looking Statements
    This release contains forward-looking statements regarding, among other things, the Acquisition, the anticipated benefits and timing of the Acquisition and the business, financial condition, outlook and prospects of the Company and H&T. Forward-looking statements, as that term is defined in the Private Securities Litigation Reform Act of 1995, can be identified by the use of forward-looking terminology such as “outlook,” “believes,” “projects,” “expects,” “may,” “estimates,” “should,” “plans,” “targets,” “intends,” “could,” “would,” “anticipates,” “potential,” “confident,” “optimistic,” or the negative thereof, or other variations thereon, or comparable terminology, or by discussions of strategy, objectives, estimates, guidance, expectations, outlook and future plans. Forward-looking statements can also be identified by the fact these statements do not relate strictly to historical or current matters. Rather, forward-looking statements relate to anticipated or expected events, activities, trends or results. Because forward-looking statements relate to matters that have not yet occurred, these statements are inherently subject to risks and uncertainties.

    While the Company believes the expectations reflected in forward-looking statements are reasonable, there can be no assurances such expectations will prove to be accurate. Security holders are cautioned that such forward-looking statements involve risks and uncertainties. Certain factors may cause results to differ materially from those anticipated by the forward-looking statements made in this release. With respect to the proposed Acquisition, these factors, risks and uncertainties include, without limitation, the risk that the Acquisition may not be consummated, including as a result of a failure by Company or H&T to obtain the necessary shareholder (in the case of H&T) or regulatory approvals required for the Acquisition, or that required regulatory approvals may delay the Acquisition or result in the imposition of conditions that could reduce the anticipated benefits from the Acquisition, or the occurrence of any event, change or other circumstances that could give rise to the termination of the Acquisition; the risk that Company will incur additional indebtedness to finance the Acquisition, which may not be on favorable terms to the Company; the length of time necessary to consummate the Acquisition, which may be longer than anticipated for various reasons; the risk that H&T will not be combined and integrated successfully; the risk that the cost savings, synergies and growth from the Acquisition may not be fully realized or may take longer to realize than expected; the diversion of management time on Acquisition-related issues; the risk that costs associated with the integration of H&T is higher than anticipated; inherent risks resulting from Company’s entry into a new geographical market, including exposure to local economic and political conditions, exchange rate fluctuations and the extensive regulatory regime in the UK; risk related to the ability to hire and retain key H&T personnel; and the effects of tax assessments or tax positions taken, risks related to goodwill and other intangible asset impairment, tax adjustments, anticipated tax rates, or other regulatory compliance costs.

    Additional risks and uncertainties with respect to the Company are discussed and described in the Company’s most recent Annual Report on Form 10-K filed with the U.S. Securities and Exchange Commission (the “SEC”), including the risks described in Part 1, Item 1A, “Risk Factors” thereof, and other reports the Company files with the SEC. Many of these risks and uncertainties are beyond the ability of the Company to control, nor can the Company predict, in many cases, all of the risks and uncertainties that could cause its actual results to differ materially from those indicated by the forward-looking statements. The forward-looking statements contained in this release speak only as of the date of this release, and the Company expressly disclaims any obligation or undertaking to report any updates or revisions to any such statement to reflect any change in the Company’s expectations or any change in events, conditions or circumstances on which any such statement is based, except as required by law.

    Publication on website
    In accordance with Rule 26.1 of the Code, a copy of this release will be made available, subject to certain restrictions, on the Company’s website at https://investors.firstcash.com/ by no later than 12 noon (London time) on the business day following publication of this release. For the avoidance of doubt, the contents of any websites referred to in this release are not incorporated into and do not form part of this release.

    Right to request hard copies
    In accordance with Rule 30.3 of the Code, a person so entitled may request a hard copy of this release (and any document or information incorporated into it by reference to another source) by contacting H&T’s registrars, Equiniti, by writing to Equiniti at Aspect House, Spencer Road, Lancing, West Sussex, BN99 6DA, United Kingdom or by calling them during business hours on +44 (0)371 384 2030. Lines are open from 8.30 a.m. to 5.30 p.m. (London time) Monday to Friday (except English and Welsh public holidays). Calls are charged at the standard geographical rate and will vary by provider. Calls from outside the United Kingdom will be charged at the applicable international rate. For persons who receive a copy of this release in electronic form or via a website notification, a hard copy of this release (and any document or information incorporated by reference into this release) will not be sent unless so requested. In accordance with Rule 30.3 of the Code, such persons may also request that all future documents, announcements and information to be sent to them in relation to the Acquisition should be sent in hard copy form.

    About FirstCash
    FirstCash is a leading international operator of pawn stores focused on serving cash and credit-constrained consumers. FirstCash’s more than 3,000 pawn stores in the U.S. and Latin America buy and sell a wide variety of jewelry, electronics, tools, appliances, sporting goods, musical instruments and other merchandise, and make small non-recourse pawn loans secured by pledged personal property. FirstCash’s pawn segments in the U.S. and Latin America currently account for approximately 80% of annualized segment earnings, with the remainder provided by its wholly owned subsidiary, AFF, which provides lease-to-own and retail finance payment solutions for consumer goods and services.

    FirstCash is a component company in both the Standard & Poor’s MidCap 400 Index® and the Russell 2000 Index®. FirstCash’s common stock (ticker symbol “FCFS”) is traded on the Nasdaq, the creator of the world’s first electronic stock market. For additional information regarding FirstCash and the services it provides, visit FirstCash’s websites located at http://www.firstcash.com and http://www.americanfirstfinance.com.

    About H&T
    H&T is the UK’s largest pawnbroker, a leading retailer of high quality new and pre-owned jewelry and pre-owned watches and provides a range of financial products tailored for a customer base which has limited access to, or is excluded from, the traditional banking sector. These products include Pawnbroking, Retail and Foreign Currency.

    The MIL Network

  • MIL-OSI Security: Detectives issue a reward for information following a fatal shooting in Lambeth

    Source: United Kingdom London Metropolitan Police

    A year on from the fatal shooting of a man in Lambeth, detectives have announced a £20,000 reward as they seek justice for his bereaved family.

    Detectives from the Met’s Specialist Crime have been leading the investigation into the murder of 26-year-old Jazmel Patterson-Low over the past year.

    They hope the offer of this substantial reward will encourage anyone with information to come forward.

    Detective Inspector Martin Thorpe said: “It has been a year since the death of Jazmel and we are still actively searching for those involved.

    “We want to know what happened that morning on St Rule Street SW8. We know there was a group of around 40 people gathered there on Friday evening and into the early hours of Saturday morning. If you were there, then you may have crucial information for us.

    “I am grateful to those who have come forward already, however we still need more from the public. This is why we are now offering a reward of up to £20,000 for information that leads to the successful charge and conviction of the person responsible.

    “Think back to last May, did you witness what happened to Jazmel? Do you know who fired the gun? Did you see anyone running from the St Rule Street area? If you know what happened, then you need to speak to us.

    “We will support you throughout, you can also contact Crimestoppers to remain anonymous and your identity will be protected. Alliances change over time, so please do the right thing by coming forward.”

    On Saturday, 11 May 2024, police were called by medical staff at 02:30hrs to St Thomas’ Hospital after a man was dropped off in a private car, suffering from a gunshot injury.

    Despite the best efforts of medical staff, Jazmel, who lived in Lambeth, sadly died shortly after 03:00hrs.

    Jazmel was shot at around 02:25hrs that morning on the Westbury Estate in St Rule Street. A post-mortem examination gave cause of death as a single gunshot wound. Jazmel’s family continue to receive support from specially trained officers

    A 25-year-old man was arrested in south London in the early hours of Tuesday, 14 May 2024 on suspicion of murder. He was taken into custody but subsequently released without charge.

    Anyone with information that may assist the investigation is asked to call 101 quoting Op Bulbhorn or CAD 884/11MAY24. You can also submit information via this MIPP link.

    To remain 100 per cent anonymous contact the independent charity Crimestoppers on 0800 555 111 or visit crimestoppers-uk.org.

    MIL Security OSI

  • MIL-OSI: Atos Group: new strategic and transformation plan “Genesis” to leverage core strengths and restore sustainable profitable growth. Cash generation and disciplined capital allocation as key drivers to deleveraging

    Source: GlobeNewswire (MIL-OSI)

                                                                    Press Release

    Atos Group: new strategic and transformation plan “Genesis” to leverage core strengths and restore sustainable profitable growth

    Cash generation and disciplined capital allocation as key drivers to deleveraging

    • Paving the way to become a global AI-powered technology partner of choice delivering secure end-to-end digital journeys
    • Simplifying branding, geographic footprint, governance and offering to refocus on most promising and strategically valuable businesses
    • Renewed and streamlined leadership team and stronger operating model for a more efficient organization
    • Leaner cost structure to deliver industry standard performance
    • Accelerated investment in innovation and rapidly scaling technology services with a significant AI drive
    • Ambitious and achievable financial targets for FY 2028 fueled by cash generation and disciplined capital allocation:
      • €9-10 Billion revenues
      • c. 10% operating margin
      • towards investment grade credit rating profile

    Paris – May 14th, 2025. Atos Group today announces its four-year strategic and transformation plan to return the Company to sustainable growth and improved profitability following the successful completion of its financial restructuring in 2024. At a Capital Markets Day in Paris today, Chairman and CEO Philippe Salle outlines a bold strategy to deliver revenues of €9-10 billion with an operating margin of around 10 per cent in 2028.

    Philippe Salle, Atos Group Chairman and CEO, says: “Atos Group is at an exciting inflexion point. With the Group’s financial structure now secure, our “Genesis” strategic and transformation plan will ensure that we strengthen our position as a global leader in cutting-edge technology solutions and deliver appreciable growth in revenue and profitability over the next four years.

    “There are very few companies in the world that can provide true end-to-end digital solutions for clients, at scale, in some of our most challenging and complex industries. Atos Group is one of them. Our competitive advantage lies in our highly skilled and committed colleagues, the depth of our technical expertise, our global capability with deep local roots, and our proven track record of delivery to a worldwide loyal customer base. We fully intend to leverage this advantage over the coming years and thereby deliver significant, growing value for our shareholders, clients and employees.”
    Streamlined and refocused Group with a clear plan for growth

    At the heart of this strategy is the repositioning of Atos Group as a global AI-powered technology partner delivering secure end-to-end digital journeys for its clients, through:

    • A simplified structure: transforming Atos portfolio of assets to a unified Group with two clear brands focused on high-growth and high-impact activities:

    Atos, a services business organized around six business lines:

    • Cloud & Modern Infrastructure – Covering the full cloud spectrum, from design to build to run, with expertise spanning hybrid, multi-cloud, infrastructure modernization, and FinOps-enabled delivery
    • Cyber Services – Delivering end-to-end security, from advisory, testing and compliance to Managed Detection & Response (MDR), OT security, and identity management
    • Data & AI (newly created) – Powering transformation through data enablement, AI development, AI-run (MLOps) and GenAI integration into operations and offerings
    • Digital Applications – Providing custom app design, development, modernization, and next-gen Application Managed Services (AI-powered, observable, secure-by-design)
    • Smart Platforms – Driving digital design, transformation and management services on key enterprise platforms including SAP and ServiceNow
    • Digital Workplace – Enabling secure, accessible, AI-powered workplace experiences aligned with employee engagement, accessibility and ESG priorities

    Eviden, a product business organized around four product lines: Cybersecurity products, Advanced Computing, Mission-Critical Systems and Vision AI.

    • A focused global footprint, anchored in strong local businesses: a key element of Atos Group’s transformation plan is the streamlining of its global network, to refocus on its most profitable and highest-growth territories.
      Atos Group will now operate from six regional hubs where it already has a strong and growing presence: France; Germany, Austria & Eastern Europe; Belux & Netherlands & Nordics; United Kingdom & Ireland; North America; and International Markets. In due course it will exit several non-core countries which do not meet its strategic or financial objectives, mainly within International Markets.
    • A simplified governance: defining clear accountability and ownership between the business lines, the geographies and a lean corporate structure and allowing for increased transparency and teams empowerment.

    Strengthened leadership team and operating model

    A new Leadership team has been appointed to drive the Group’s transformation plan, comprising the Heads of the Atos six business lines and Global Delivery Centers, the six regional Leaders, the Heads of Eviden and Advanced Computing, and the Heads of Group functions. They are supported by a highly skilled workforce, with a record of over 90 per cent retention on key talents, which has achieved more than 250,000 digital accreditations over the past three years, primarily in Cybersecurity, Cloud and AI.

    Building on Atos’ recognized core strengths in Infrastructure, Workplace and Digital with rapidly scaling technology services as ‘strategic boosters’, including Advanced Cybersecurity, Data and AI, the Group will target significant incremental income from its current customer base, coupled with sizeable new business revenue streams and accelerated growth from new product and industry offerings.

    Leaner cost base

    The Group has defined and started to implement a cost reduction program to adapt its cost structure to its current size and reflect the new organization and more efficient operating model. It will optimize service delivery through enhanced billability and bench management, increased offshoring, industrialized execution model and stricter contract management. It also plans to reduce G&A to around five per cent of revenues by 2028, implying a 2-points reduction compared to the current level, through headcount reduction and 10% lower discretionary spend.

    AI-powered organization

    With creation of a business line dedicated to Data and AI, Atos Group will fully leverage its expertise to deliver improved, higher-value offerings to clients through a full-stack data and AI engine industrialized for scale, while achieving higher delivery efficiency and lower costs within the Group. The business line will be a key growth driver, growing from 2,000 to 10,000 employees by 2028 and at the scale of the Group, 100 per cent of the workforce will be AI-certified by 2026.

    Committed investment in innovation

    To secure its leading position in future growth markets, Atos Group plans to invest €500 million in research & development over next 4 years and €100 million in start-ups and new ecosystem players, with the emphasis on emerging technologies and rapidly scaling technology services, including GenAI and Agentic AI, Cybersecurity and Quantum, under the leadership of an upcoming new Group CTO.

    Update on ongoing disposal processes

    On November 25, 2024, Atos announced that it has received a non-binding offer from the French State for the potential acquisition of 100% of the Advanced Computing activities, based on an enterprise value of €500 million, to be potentially increased to €625 million including earn-outs. The offer received from the French State provides for an exclusivity period until May 31, 2025. Discussions are still ongoing.

    In addition, the sale process for its Mission Critical Systems and Cybersecurity Products businesses has been put on hold.

    Sustainable financial structure and clear financial trajectory

    At the occasion of its Capital Markets Day held today, Atos Group announces an update of its strategy and organization. Building on its strengthened leadership team and following the closing of its financial restructuring at the end of 2024, the Atos Group also provides a guidance for 20251 and indications on its mid-term financial trajectory.

    In 2025, the Group expects to generate:

    • c.8.5 billion euros revenue, down from reported revenues of 9.6 billion euros in 2024 due to perimeter changes, voluntary contract reviews and low business traction prior to the completion of the financial restructuring
    • around 4% operating margin, up c.2pp from FY 2024, benefiting from voluntary contract reviews and the initial impact of cost reduction initiatives
    • net change in cash before debt repayment of c. -350 million euros

    In 2026, the Group expects to generate positive organic growth and net change in cash before debt repayment and M&A.

    In 2028, taking the assumption of a disposal of Advanced Computing and a progressive reduction of its geographic footprint, the Group expects:

    • to grow revenues organically to 8.5 to 9 billion euros, representing a 5-7% CAGR between 2025 and 2028. Strategic, targeted and disciplined M&A could further increase revenue to up to 9 to 10 billion euros;
    • to reach operating margin of around 10 per cent with full benefit of the cost reduction initiatives and structurally profitable growth, partially offset by accelerated investment in R&D;
    • to achieve a leverage ratio below 1.5x net debt/OMDAL2. On the path to an investment grade rating, the Group expects to achieve a BB profile in 2027.

    Following the financial restructuring last year, Atos Group now has a strong liquidity3 position of c.2 billion euros at March 31, 2025, with no debt maturing before end of 2029. This secures its balance sheet and provides with the time and flexibility necessary to deliver its strategy, which is expected to enable significant deleveraging.

    Disciplined capital allocation

    Strong cumulative cashflow generated over the period will be allocated as a priority to deleveraging, coupled with targeted strategic and disciplined acquisitions and ventures. No dividend payment or share-buyback programs are expected before 2028.

    Reinforced commitment to sustainability

    Atos Group reaffirms its commitment to ESG leadership as a core pillar of its transformation and strategic journey. The Group remains on track to reach Net Zero Target by 2050, aligned with SBTi, while helping clients decarbonize. It is also accelerating progress on diversity, advancing digital inclusion initiatives globally and targeting 40 per cent female new hires by end-2025. Governance has been reinforced under new leadership, with stronger oversight of ESG. These efforts have earned Atos top-tier ESG ratings, including EcoVadis Platinum and inclusion in the S&P Global Sustainability Yearbook.

    ***

    About Atos Group

    Atos Group is a global leader in digital transformation with c. 74,000 employees and annual revenue of c. € 10 billion. European number one in cybersecurity, cloud and high-performance computing, the Group provides tailored end-to-end solutions for all industries in 68 countries. A pioneer in decarbonization services and products, Atos Group is committed to a secure and decarbonized digital for its clients. Atos is a SE (Societas Europaea) and listed on Euronext Paris.

    The purpose of Atos Group is to help design the future of the information space. Its expertise and services support the development of knowledge, education and research in a multicultural approach and contribute to the development of scientific and technological excellence. Across the world, the Group enables its customers and employees, and members of societies at large to live, work and develop sustainably, in a safe and secure information space.

    Press contact

    Investor relations: investors@atos.net

    Individual shareholders: +33 8 05 65 00 75

    Media relations: globalprteam@atos.net


    1 The Group had suspended the communication of any guidance for 2025, since the press release dated March 26, 2024.
    2 Defined as Operating Margin before Depreciations, Amortization and Leases
    3 Defined as the sum of (i) the consolidated cash and cash-equivalent position of the Group and (ii) the amounts available under any undrawn committed facilities (including committed overdrafts). Consolidated cash and cash-equivalent includes trapped cash and unpooled cash and excludes cash held in escrow accounts in order to provide cash collateral.

    Attachment

    The MIL Network

  • MIL-OSI USA: Trade Ranking Member Sánchez: UK deal lazy attempt at claiming victory

    Source: United States House of Representatives – Congresswoman Linda Sanchez (38th District of CA)

    WASHINGTON – Ways and Means Trade Subcommittee Ranking Member Linda T. Sánchez (D-Calif.) released the following statement in response to President Trump announcing an unfinished trade agreement with the United Kingdom:  

    “This is a lazy attempt at a trade agreement. President Trump is desperate to claim a win, hoping it will deflect from the rising costs and economic pain caused by his reckless trade policies.

    His so-called trade deal won’t help working families, farmers, or small businesses. Where is the U.K. market access for American poultry? What, if any, are the environmental, anti-corruption, and labor commitments? How will we uphold these commitments without any enforcement mechanism? And will President Trump follow the law and bring his deal before Congress so the American people get a say? Another attempt to weaken accountability and transparency

    “This is what President Trump does. He claims these ‘huge’ victories but after the headlines are written and the details come out, they fall short of his hype. Despite his attempt at distraction, his economic agenda is clearly failing.”

    Background

    Ranking Member Sánchez introduced the Stopping a Rogue President on Trade Act, a bill that would turn off the global tariffs imposed on April 2, turn off the tariffs imposed by executive order for Mexico and Canada, and require congressional approval for tariffs imposed by the president. The bill has the support of all Ways and Means Democrats.

    ###
     

    MIL OSI USA News

  • MIL-OSI: Subsea 7 S.A. – Ex-dividend NOK 6.50 today

    Source: GlobeNewswire (MIL-OSI)

    Luxembourg – 14 May 2025

    • Issuer: Subsea 7 S.A.
    • Ex-date: 14 May 2024
    • Dividend amount: NOK 6.50
    • Announced currency: Norwegian Krone

    For details of the two NOK 6.50 dividend payments scheduled in 2025 please refer to the press release of 27 February 2025 here.

    *******************************************************************************
    Subsea 7 is a global leader in the delivery of offshore projects and services for the evolving energy industry, creating sustainable value by being the industry’s partner and employer of choice in delivering the efficient offshore solutions the world needs.

    Subsea 7 is listed on the Oslo Børs (SUBC), ISIN LU0075646355, LEI 222100AIF0CBCY80AH62.

    *******************************************************************************

    Contact for investment community enquiries:
    Katherine Tonks
    Investor Relations Director
    Tel +44 20 8210 5568
    ir@subsea7.com

    This information is published in accordance with the requirements of the Continuing Obligations.

    This stock exchange release was published by Katherine Tonks, Investor Relations, Subsea7, on 14 May 2025 at 07:00 CET.

    The MIL Network

  • MIL-OSI United Nations: UN Secretary-General – Remarks to the Ministerial Meeting on the Future of Peacekeeping

    Source: United Nations – Peacekeeping

    [Bilingual, as delivered]

    Dear Ministers of Foreign Affairs and Defence Affairs of the Federal Republic of Germany, our generous hosts.

    Excellencies, ladies and gentlemen,

    My thanks to Germany for bringing us together at this consequential moment.

    This year marks the 80th anniversary of the United Nations.

    Our organization was founded on the conviction that peace is possible if we work as one united human family.

    That is what our peace operations are about. 

    From preventive diplomacy to peacekeeping…

    From negotiating ceasefires to helping to implement them…

    From electoral support and observer missions to de-mining operations and protection of civilians…

    To the focus of today’s Ministerial meeting — peacekeeping.

    Excellencies,

    UN Blue Helmets are the most globally recognized symbol of the world’s ability to come together to help countries move from conflict to peace.

    Peacekeepers hail from every corner of the world.

    But they are united in their commitment to peace.

    As we meet today, UN peacekeepers are hard at work helping to ensure that ceasefires are respected…

    Protecting civilians caught in the line of fire…

    Helping provide the conditions for lifesaving aid to flow to those in need…

    And laying the foundations for long-term recovery.

    In trouble spots around the world, Blue Helmets can mean the difference between life and death.

    And they are also a clear demonstration of the power of multilateral action to maintain, achieve and sustain peace.

    There is a long list of countries that have achieved durable peace with the support of UN Peacekeeping — including Cambodia, Cote d’Ivoire, El Salvador, Liberia, Namibia, Mozambique, Sierra Leone and Timor Leste.  

    Many of these countries now themselves contribute troops. 

    At the same time, we recognize that peace comes at a price.

    Through the decades, 4,400 peacekeepers have fallen in the line of duty.

    Their service and sacrifice will never be forgotten.  

    Please join me in a moment of silence to honour all those who lost their lives in the pursuit of peace.

    [MOMENT OF SILENCE]

    Thank you.

    Excellencies,

    We owe it to peacekeepers — and the populations they protect — to continue strengthening their ability to answer this call to peace.

    And to do so in the face of daunting challenges.

    Complex, intertwined and frequently borderless conflicts…

    Growing polarization and division around the globe…

    Targeting of peacekeepers through deadly misinformation spreading through social media…

    Terrorism and transnational crime, which find fertile ground in instability…

    The ongoing climate crisis that is exacerbating conflict while leaving more of the planet uninhabitable…

    All the continued trampling of international law and international humanitarian law.

    As a result, we are now facing the highest number of conflicts since the foundation of the United Nations, and record numbers of people fleeing across borders in search of safety and refuge.

    We must recognize that peacekeeping operations are only as effective as the mandates directing them, and can struggle in contexts where political support and clearly defined outcomes and solutions are absent or elusive.

    Meanwhile, we see increasing differences of views around how peacekeeping operations should work, under what circumstances, with what mandates they should be deployed, and for how long.

    And we face dramatic financial constraints across the board.

    We’ve worked to adapt in the face of these challenges.

    But we need to do more.

    Today, I want to highlight three areas of focus.

    First — help us shape peacekeeping operations that are fit for the future.     

    The Pact for the Future called for a Review of Peace Operations — including peacekeeping.

    The review will examine how we can make peacekeeping operations more adaptable, flexible and resilient — while recognizing the limitations in situations where there is little or no peace to keep.

    It will also aim to critically examine the tools we have today and propose concrete recommendations to make them fit for the future.  

    Through this review, we must ensure that the United Nations is prepared to deploy peace operations tailored to each individual conflict, while preparing for the challenges of tomorrow.

    We can draw inspiration from our UNIFIL operation, which recently developed an adaptation plan to keep peace along the Blue Line, and ensure lifesaving aid can flow to civilians in southern Lebanon.

    In the Central African Republic, we see MINUSCA protecting civilians and assisting the government to extend its reach beyond the capital where people are in desperate need. 

    In the Democratic Republic of the Congo, despite ongoing fighting, UN Peacekeepers remain in the field, protecting vulnerable populations. 

    We’re also seeking efficiencies through partnerships — from Member States to regional and sub-regional organizations, to local communities.

    Most important among them is our strong partnership with the African Union.

    Security Council resolution 2719 has lifted this partnership to a new level as we work to establish peace enforcement missions under the AU’s responsibility, supported by the United Nations through assessed contributions.

    Today, the Review of Peace Operations will need to be informed — and inspired — by your views.

    Member States make peacekeeping possible.

    They must lead the way as we strengthen it for the future.

    Second — as we make our operations more adaptable and flexible, we need to do the same in the use of our resources.

    Peace operations can only succeed when backed by robust mandates and clear, predictable and sustained contributions, both financial and logistical. 

    But these are tough times for the financing of our work across the board.

    Peacekeeping is no exception.

    It is crucial that we are able to use the increasingly limited resources we have — and use them well.

    That requires more flexible rules and processes.

    This means updating our approach to abolishing or establishing positions, and working with troop-contributing countries to ensure we can deliver.

    It means working with Member States and the UN Security Council to ensure that any new mandates are prioritized and achievable with the resources available and with a clear exit strategy.

    And it means driving efficiencies and improvements across our work in light of the continued funding challenges we face.

    Our Review of Peace Operations will work hand-in-hand with our UN80 initiative, to ensure we maximize efficiencies wherever possible, supported at every step by Member States.

    We look forward to your governments’ support and ideas as we tackle these challenges together.

    Troisièmement, nous avons besoin de votre soutien politique – qui passe notamment par les engagements que vous prendrez demain.

    Sans solution politique, les opérations de paix sont vouées à l’échec.

    Ensemble, nous devons rallier un soutien accru en faveur des solutions politiques pour toutes les missions de maintien de la paix.

    Faire avancer ces solutions politiques nécessite d’avoir les moyens nécessaires pour mener à bien nos opérations – notamment un soutien politique unifié de la part des États Membres, un leadership fort, des troupes bien préparées, du matériel et des technologies.

    Ces éléments peuvent renforcer nos opérations et améliorer sensiblement la vie des gens.

    Cela nécessite aussi un soutien de tous les États membres pour assurer la sécurité des Casques bleus sur le terrain, ainsi que le plein respect des privilèges et immunités pertinentes de notre Organisation et de son personnel.

    Nous sommes profondément reconnaissants de votre soutien et des contributions concrètes que nombre d’entre vous annonceront demain.

    Excellences,

    Le budget des opérations de la paix des Nations Unies, réparti entre les 193 États Membres, ne représente qu’une infime partie des dépenses militaires mondiales – environ 0,5 %. Ces opérations demeurent donc l’un des moyens les plus efficaces et les plus économiques de consolider la paix et la sécurité internationales.

    Toutefois, leur force est tributaire de l’engagement des États Membres à leur égard.

    Malheureusement, les opérations de maintien de la paix sont soumises a un sérieux problème de liquidité. Il est absolument essentiel que tous les Etats Membres respectent leurs obligations financières en payant les contributions intégralement et dans les temps.

    Aujourd’hui plus que jamais, le monde a besoin de l’ONU.

    Et l’ONU a besoin que les opérations de maintien de la paix disposent de tous les moyens nécessaires pour faire face aux réalités d’aujourd’hui et relever les défis de demain.

    Ensemble, faisons en sorte que les opérations de maintien de la paix de l’ONU répondent aux défis du moment, aux attentes des États Membres, et aux besoins légitimes de nos soldates et soldats de la paix – et des personnes à qui ils viennent en aide.

    Je vous remercie.

    Full translation in English.

    Full translation in French.

    MIL OSI United Nations News

  • MIL-OSI USA: Cole Applauds President Trump on Historic U.S.-UK Trade Deal

    Source: United States House of Representatives – Congressman Tom Cole (OK-04)

    FOR IMMEDIATE RELEASE | CONTACTOlivia Porcaro 202-225-6165

    Washington, D.C. – Today, Congressman Tom Cole (OK-04) released the following statement applauding President Trump for his success in negotiating a trade deal between the United States and the United Kingdom, which is our fourth largest trade partner:

    “Today, President Trump delivered a historic U.S.-UK trade deal, which every American, no matter political party or ideology, should be happy to see. It will not only provide American companies with unprecedented access to British markets, but it will also bolster our national security. Specifically, this deal will create a $5 billion opportunity for new exports for U.S. farmers, ranchers, and producers, many of which I represent in Oklahoma’s Fourth District, as well as maximize the competitiveness and secure the supply chain of U.S. defense manufactures,” said Congressman Cole.

    “Today proves that countries will come to the negotiating table. Congratulations to the Trump Administration, and I look forward to seeing the future trade deals to come,” said Congressman Cole.

    ###

    MIL OSI USA News

  • MIL-OSI USA: Wagner Advances American National Security Interests During Visit to Europe and Middle East

    Source: United States House of Representatives – Congresswoman Ann Wagner (R-MO-02)

    Washington, D.C. – House Permanent Select Committee on Intelligence Subcommittee on Open-Source Intelligence Chairman Ann Wagner (R-MO) recently returned from a congressional delegation (CODEL) to Europe and the Middle East. The purpose of the CODEL was to hear from key U.S. allies on the security challenges they are facing and strengthen U.S. global alliances through strategic engagements. Chair Wagner and the delegation were hosted at a series of meetings with high-ranking country leaders. 

    In the United Kingdom, Chair Wagner met with the Speaker of the House of Commons and the Foreign Secretary. They discussed shared security concerns with the U.S., including the desire to end the war in Ukraine and address Iran’s persistent fueling of terrorism throughout the world by way of its proxies: Hamas, the Houthis, and Hezbollah. 

    In Jordan, the delegation met with His Majesty King Abdullah II and his key high-ranking officials to discuss their top national security concerns and how they view changes in the region. 

    Lastly, the delegation visited Israel during Holocaust Remembrance Day and joined a powerful remembrance ceremony. Chair Wagner met with family members of the hostages taken on October 7th by Hamas terrorists and reinforced the U.S. support for Israel’s efforts to return the hostages. Additionally, the delegation had the opportunity to meet with Prime Minister Netanyahu and discuss his continued efforts to return the Israeli hostages, defeat Hamas, and achieve stability in the Middle East. 

    “I held an informative meeting in London with intelligence officials on our shared mission to stand up against the ongoing threats Russia, China, and Iran pose to innocents worldwide.  Our nations comprise a vital partnership where we share intelligence that keeps us ahead of our adversaries so we can confront threats before they reach us here at home. While in London, I was also able to have a productive meeting with St. Louis companies with business overseas where we spoke on our mutual economic interests.  As Chair of the Open-Source Intelligence Subcommittee, in addition to my duties as Co-Chair of the Abraham Accords Caucus, I especially appreciated meeting with Prime Minister Netanyahu in Israel to underscore our commitment to helping Israel destroy Hamas, deter Iran, and ensure greater stability in the Middle East.  The threats facing the United States are real and they have the potential to threaten the very stability of our world that keeps our children safe,” said Chair Wagner. ” Our allies know the United States is a key partner for economic and security matters, but it was also encouraging to hear them recognize that the United States cannot shoulder the burdens of the world alone. Under the leadership of President Trump, nations across the globe are stepping up to protect our shared interests and defend against our adversaries.”

    View pictures from Chair Wagner’s CODEL here.

    MIL OSI USA News

  • Earthquake of magnitude 6.3 strikes off Crete, Greece, GFZ says

    Source: Government of India

    Source: Government of India (4)

    An earthquake of magnitude 6.3 struck off the island of Crete in Greece on Wednesday, the German Research Centre for Geosciences (GFZ) said.

    The quake was at a depth of 83 km (52 miles), GFZ said.

    Residents in Egypt also felt the quake with the country’s National Research Institute of Astronomy and Geophysics reporting no casualties or property damage.

    The institute said it recorded a quake of 6.4 magnitude 431 km off Egypt’s northern coasts.

    (Reuters)

  • Trump says US to lift Syria sanctions, secures $600 billion Saudi deal

    Source: Government of India

    Source: Government of India (4)

    President Donald Trump kicked off his trip to the Gulf on Tuesday with a surprise announcement that the United States will lift long-standing sanctions on Syria, and a $600 billion commitment from Saudi Arabia to invest in the U.S.

    The U.S. agreed to sell Saudi Arabia an arms package worth nearly $142 billion, according to the White House which called it the largest “defense cooperation agreement” Washington has ever done.

    The end of sanctions on Syria would be a huge boost for a country that has been shattered by more than a decade of civil war. Rebels led by current President Ahmed al-Sharaa toppled President Bashar al-Assad last December.

    Speaking at an investment forum in Riyadh at the start of a deals-focused trip that also brought a flurry of diplomacy, Trump said he was acting on a request to scrap the sanctions by Saudi Arabia’s de facto ruler, Prince Mohammed bin Salman.

    “Oh what I do for the crown prince,” Trump said, drawing laughs from the audience. He said the sanctions had served an important function but that it was now time for the country to move forward.

    The move represents a major U.S. policy shift. The U.S. declared Syria a state sponsor of terrorism in 1979, added sanctions in 2004 and imposed further sanctions after the civil war broke out in 2011.

    Syrian Foreign Minister Asaad al-Shibani said on X that the planned move marked a “new start” in Syria’s path to reconstruction. Trump has agreed to briefly greet Sharaa in Saudi Arabia on Wednesday, a White House official said.

    Trump and the Saudi crown prince signed an agreement covering energy, defense, mining and other areas. Trump has sought to strengthen relations with the Saudis to improve regional ties with Israel and act as a bulwark against Iran.

    The agreement covers deals with more than a dozen U.S. defense companies for areas including air and missile defense, air force and space, maritime security and communications, a White House fact sheet said.

    It was not clear whether the deal included Lockheed F-35 jets, which sources say have been discussed. The Saudi prince said the total package could reach $1 trillion when further agreements are reached in the months ahead.

    Saudi Arabia is one of the largest customers for U.S. arms, and the two countries have maintained strong ties for decades based on an arrangement in which the kingdom delivers oil and the superpower provides security.

    But relations were strained after the 2018 murder of U.S.-based Saudi journalist Jamal Khashoggi by Saudi agents in Istanbul caused a global uproar. U.S. intelligence concluded that bin Salman approved an operation to capture or kill Khashoggi, a prominent critic, but the Saudi government has denied any involvement.

    Trump did not mention the incident during his visit and called bin Salman an “incredible man.”

    “I really believe we like each other a lot,” Trump said.

    Trump will go on from Riyadh to Qatar on Wednesday and the United Arab Emirates on Thursday in a trip that is focused on investment rather than security matters in the Middle East.

    Several U.S. business leaders attended the event, including Elon Musk, the Tesla chief who has led a government-downsizing effort for Trump in Washington; OpenAI CEO Sam Altman; BlackRock CEO Larry Fink and Blackstone CEO Stephen Schwarzman.

    Trump was shown speaking with several Saudi officials, including sovereign wealth fund governor Yasir al-Rumayyan, Aramco CEO Amin Nasser and investment minister Khalid al-Falih as he viewed models for the kingdom’s flashy, multi-billion-dollar development projects.

    Bin Salman has focused on diversifying the Saudi economy in a major reform program dubbed Vision 2030 that includes “Giga-projects” such as NEOM, a futuristic city the size of Belgium. Oil generated 62% of Saudi government revenue last year.

    The kingdom has scaled back some of its ambitions as rising costs and falling oil prices weigh.

    NO VISIT TO ISRAEL, WARNING TO IRAN

    Trump has not scheduled a stop in Israel, raising questions about where the close ally stands in Washington’s priorities as Trump presses Israeli Prime Minister Benjamin Netanyahu to agree to a new ceasefire deal in the 19-month-old Gaza war.

    Israel’s military operations against Hamas in Gaza and Hezbollah in Lebanon, and its assassinations of the two Iran-allied groups’ leaders, have at the same time given Trump more leverage by weakening Tehran and its regional allies.

    Trump said it was his “fervent hope” that Saudi Arabia would soon normalize relations with Israel, following other Arab states that did so during his first 2017-2021 term. “But you’ll do it in your own time,” he said.

    Netanyahu’s opposition to the creation of a Palestinian state makes progress with the Saudis unlikely, sources told Reuters.

    Trump on Tuesday called Iran “the most destructive force” in the Middle East and warned that the U.S. will never allow it to obtain a nuclear weapon. He said he was willing to strike a new deal with the Islamic Republic but only if its leaders changed course.

    “I want to make a deal with Iran,” he said. “But if Iran’s leadership rejects this olive branch… we will have no choice but to inflict massive maximum pressure.”

    (Reuters)

  • MIL-OSI China: Zheng hungry to break her routine against familiar foe

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

    The same restaurant, same risotto and same aggressive game — China’s superstar tennis ace Zheng Qinwen has regained her winning form in Rome by sticking to her routine in the Italian capital.

    And she sure hopes the momentum helps her pull off a different result at her seventh attempt at scaling a brick wall that, to date, has consistently proved a course too high.

    Zheng Qinwen returns a shot during the women’s singles round of 16 match between Zheng Qinwen of China and Bianca Andreescu of Canada at the WTA Italian Open in Rome, Italy, May 12, 2025. (Xinhua/Li Jing)

    Three-time major winner and world No 1 Aryna Sabalenka awaits Zheng in an intriguing quarterfinal clash at the Internazionali BNL d’Italia. The reigning Olympic champion is chasing a first win in her seventh encounter with the mighty Belarusian, while trying to reach the final four for the first time at the WTA 1000 tournament, following two straight quarterfinal exits.

    Although having lost to Sabalenka six times in a row, all on hard courts, Zheng is motivated to buck that trend in their first battle on clay, counting on her newfound confidence on the tricky surface.

    “She’s an overwhelmingly attacking player. You need to hang in there, absorbing her first flurry of hits, until she makes some mistakes and allows you a chance,” Zheng explained her tactics for facing Sabalenka after beating Canada’s Bianca Andreescu in straight sets in the round of 16 on Monday.

    “Nobody hits every shot in with force. It’s quite hard, especially on clay. I need to play solid and defend well consistently, and attack when the opportunity comes.

    “She’s in a great form, and is the most consistent player, so far, on the tour this year. I am looking forward to playing her on clay, though.

    “Each surface requires a different style, and I’d really like to gauge my game on clay against her. Maybe I need to push harder in my first serve, trying wider, and, perhaps riskier, angles to dictate the play.”

    Known as an aggressive attacker in her own right, Zheng’s firepower has, multiple times, proved not powerful enough when facing Sabalenka hitting on all cylinders, a pattern underlined by the fact that the top-seed has broken Zheng 26 times, while conceding just six of her own service games, in their six previous encounters.

    Zheng’s last deep run at the WTA 1000 level was stopped by Sabalenka in quarterfinals at the Miami Open, where she dispatched the Chinese world No 8 in straight sets and went on to win the second of her three titles so far this year.

    A tough battle is guaranteed, for sure, and Zheng knows the only way to survive is to stay mentally strong, tactically sharp and physically poised.

    The balance between hitting hard and staying patient will be the key, she added.

    “I have to manage myself (mentally), not get too excited or be too aggressive,” said Zheng, who hasn’t advanced further than the quarterfinal stage at any event so far this year, with three last-eight appearances in Charleston, Miami and Indian Wells.

    “I need to find the right balance on clay, because from my experience in Madrid, I played a little bit too rushed. So, I told myself, whatever happens I have to stay solid, always be ready, and when I have the chance, go for it.”

    Hampered by a nagging right elbow injury that has affected her game since the Australian Open, Zheng has experienced an up and down season so far, with her second-round defeat to Russia’s unseeded Anastasia Potapova in Madrid last month casting a shadow on her prospects for Roland Garros, where she became a household name in China by winning Asia’s first Olympic tennis singles gold medal at Paris 2024.

    The sense of familiarity and warm reception she received in Rome seem like a timely respite, as Zheng regrouped, delivering three convincing wins, highlighted by the 7-5, 6-1 submission of Andreescu, the resurgent 2019 US Open champion.

    Zheng saved two set points in the 10th game of the opening set, having trailed 5-4 with Andreescu serving after letting a 3-1 lead slip away. But, Zheng quickly pulled herself together to finish the match by winning nine of the last 10 games.

    It also marked Zheng’s 20th career victory over major winners on the WTA Tour.

    “I still kind of lost my focus and made unnecessary mistakes midway through the first set, but, what I did best today was not panic. I stayed composed there, and fought back one point at a time,” said the 22-year-old Hubei province native.

    “Gradually, I felt much better, and the cheers from the crowd helped me close it out.”

    Apart from chants of “bravo Zheng” shouted her way, she also attributed, at least part of her feel-good campaign in Rome, to the delights of a local restaurant she visits every night.

    “I keep a strict diet, but at the same time I enjoy Rome,” Zheng told Channel Tennis after her second-round win against Serbia’s Olga Danilovic on Friday.

    “I go to the same restaurant every night. They have very good seafood, like the lemon fish and risotto. I think I can maintain my diet, but enjoy at the same time.”

    MIL OSI China News

  • MIL-OSI Economics: Samsung Electronics Acquires Leading Global HVAC Solutions Provider FläktGroup

    Source: Samsung

     
    Samsung Electronics today announced that it has signed an agreement to acquire all shares of FläktGroup, a leading global HVAC solutions provider, for €1.5 billion from European investment firm Triton. With the global applied HVAC market experiencing rapid growth, the acquisition reinforces Samsung’s commitment to expanding and strengthening its HVAC business.
     
    “Through the acquisition of FläktGroup, an applied HVAC specialist, Samsung Electronics has laid the foundation to become a leader in the global HVAC business, offering a full range of solutions to our customers,” said TM Roh, Acting Head of the Device eXperience (DX) Division at Samsung Electronics. “Our commitment is to continue investing in and developing the high-growth HVAC business as a key future growth engine.”
     
    FläktGroup, based in Herne, Germany, has over a century of accumulated technological expertise and design capabilities, offering diverse products and solutions tailored to each customer. FläktGroup supplies high-reliability and high-efficiency HVAC systems to a wide range of buildings and facilities, including data centers that require stable cooling, museums and libraries managing sensitive historical artifacts, airports and terminals with high foot traffic, and large hospitals where hygiene, temperature and humidity control are critically important.
     
    In the large-scale data center market globally, FläktGroup has secured high customer satisfaction through its product performance, reliability and service support, achieving substantial revenue growth over the past three years. FläktGroup’s data center solutions include its industry-leading liquid cooling and air cooling products, which have enabled customers to reduce energy consumption, contributing to achieving lower carbon footprint goals.
     
    Last year, FläktGroup won the DCS Cooling Innovation of the Year Award at the DCS Cooling Awards, in recognition of its innovative and advanced technologies.
     
    “We are extremely pleased that FläktGroup has become a part of Samsung Electronics. FläktGroup, as a global top-tier HVAC specialist with over a century of expertise, has been relied on by global large clients for its technological and product innovations,” said Trevor Young, CEO of FläktGroup. “Now, with Samsung Electronics’ global business foundation and investment, we expect to further accelerate our growth.”
     
    In addition to data centers, FläktGroup has secured a diverse portfolio of over 60 large customers, including leading pharmaceutical companies, biotech and food and beverage firms, and gigafactories.
     
     
    Samsung Investing in HVAC Business as Key Growth Engine
    The HVAC industry is expected to continue growing with demand for innovative and energy-efficient solutions that improve air quality and control temperature and humidity to provide comfort and safety. Samsung will continue to invest in the HVAC business and has recently made acquisitions and investments across robotics, medical technology and the consumer audio sectors as part of its commitment to expand into new growth businesses.
     
    According to some market research forecasts, the applied HVAC market is projected to grow from $61 billion in 2024 to $99 billion by 2030, at an annual growth rate of 8%, while the data center cooling market is expected to grow at a faster pace at an annual growth rate of 18%. The data center segment in particular has high entry barriers, requiring global supply experience and the ability to present optimal designs and solutions for customers.
     
    In its acquisition of FläktGroup, Samsung anticipates sustained growth in data center demand due to the proliferation of generative AI, robotics, autonomous driving, XR and other technologies.
     
    In addition, Samsung’s building integration control solution (b.IoT) and FläktGroup’s HVAC control solution (FläktEdge) will offer a full suite of HVAC and building energy control systems, through which the company expects an expansion of its service and maintenance business.
     
    Samsung has been expanding its HVAC business with a focus on ductless systems, which supply general and system air conditioners to residential and commercial buildings. In May 2024, Samsung formed a joint venture with Lennox International Inc. to strengthen its position in the North America HVAC market and added Lennox’s distribution channels to the company’s own sales channels.
     
    The transaction is expected to close within 2025.

    MIL OSI Economics

  • MIL-OSI New Zealand: Defence News – NZDF joins large South Pacific disaster exercise as new response group starts work

    Source: New Zealand Defence Force (NZDF)

    The New Zealand Defence Force (NZDF) has joined 18 other nations for a large French-led multinational training exercise scenario of a hypothetical cyclone striking the islands of Wallis & Futuna.

    Exercise Croix Du Sud was based in New Caledonia, about 1900km southwest of Wallis & Futuna, and involved about 2000 personnel.

    New Zealand Army Captain Zoe Williamson and a small number of Kiwi staff officers bolstered the exercise headquarters.

    “This has been a great opportunity allowing us to work with our partner nations in a likely humanitarian assistance and disaster relief (HADR) scenario, developing relationships and an understanding of how we work individually but are able to come together as a whole,” she said.

    “Training with our Pacific neighbours is important to ensure we are ready to respond when the time comes, and Exercise Croix Du Sud is a valuable test, ensuring we can deliver this critical capability when and where it’s needed.”

    Exercise Croix Du Sud also provided the opportunity for two NZDF officers to deploy with the Pacific Response Group (PRG), a new multinational support group consisting of personnel from Fiji, Tonga, Papua New Guinea, France, Australia, and New Zealand with Chile in support.  

    The PRG was established in 2024 by recommendation of the South Pacific Defence Ministers’ Meeting to address the need for pan-Pacific HADR cooperation.

    The Royal New Zealand Navy’s Lieutenant Commander Nikita Lawson said the Pacific Response Group was a short-notice deployable team with strong planning skills designed to assist civilian authorities and other organisations in any response to a disaster.

    “The PRG deployed a small team forward to Wallis & Futuna to assess the situation on the ground, determine where military assistance was required and what humanitarian assistance was needed,” she said.

    The PRG command team remained in New Caledonia to coordinate the delivery of humanitarian assistance and critical capabilities.

    “Information, assessments and the ‘ground truth’ provided by our PRG team were invaluable at shaping the HADR response plans formed by the wider exercise headquarters,” Lieutenant Commander Lawson said.

    The two-week exercise ended earlier this month.

    MIL OSI New Zealand News