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Category: European Union

  • MIL-OSI Global: Peru’s ancient irrigation systems succeeded in turning deserts into farms because of the culture − without it, the systems failed

    Source: The Conversation – USA – By Ari Caramanica, Assistant Professor of Archaeology, Vanderbilt University

    A pre-Hispanic canal funnels water from mountains to farm fields. Ari Caramanica

    Seeing the north coast of Peru for the first time, you would be hard-pressed to believe it’s one of the driest deserts in the world.

    Parts of the region receive less than an inch of rain in an entire year. Yet, water and greenery are everywhere. This is the nation’s agro-industrial heartland, and, thanks to irrigation canals, almost every inch of the floodplain is blanketed in lucrative export crops, such as sugarcane, asparagus and blueberries.

    However, the apparent success of this system masks an underlying fragility.

    Water shortages have plagued the region for centuries, and now modern climate change combined with agro-industrial practices have further intensified droughts. In response, the Peruvian government has invested billions of dollars in irrigation infrastructure in recent years designed to deliver more water from a resource more than 100 miles away: glaciers in the Andes.

    But the Andean glaciers are disappearing as global temperatures rise. Peru has lost over half its glacier surface area since 1962. At the same time, floods often connected to wet El Niño years are increasing in both frequency and intensity. These floods often destroy or obstruct critical irrigation infrastructure.

    Andean glaciers are disappearing as global temperatures rise. Peru lost over half its glacier surface area in the past half-century.
    mmphoto/DigitalVision via Getty Images

    As an archaeologist investigating societal responses to environmental and climate disaster in Peru, I’m interested in unraveling the histories of complex systems to understand how to improve similar systems today. To understand the Peruvian heartland’s vulnerabilities, it helps to look to the deep past.

    Most of the modern canal network originally dates to pre-Hispanic times, more than 1400 years ago. However, evidence suggests that while the canal systems of the past may have looked similar to those of the present, they functioned in more efficient, flexible ways. The key to adapting to our present and future climate may lie in comprehending the knowledge systems of the past – not just the equipment, technology or infrastructure, but how people used it.

    An environment of extremes

    The north coast of Peru is an environment of extremes.

    In this desert, thousands of years ago, societies encountered many of the same challenges posed by the modern climate crisis: expanding drylands, water scarcity, vulnerable food production systems, and frequent, intense natural disasters.

    Yet, people not only occupied this area for millennia, they thrived in it. Moche and Chimu societies created sophisticated, complex political and religious institutions, art and technology, and one of the largest pyramidal structures in the Americas.

    Relief of fish adorn an adobe wall in the historic Tschudi Complex archaeological site at Chan Chan, the former capital of the Chimu empire in Peru.
    FabulousFabs/Flickr, CC BY-NC

    When the Spanish arrived on the desert north coast of Peru shortly after 1532 C.E., early chroniclers remarked on the verdant, green valleys across the region.

    The Spanish immediately recognized the importance of the canal network. They had used similar canal technology in Spain for centuries. So, they set about conscripting Indigenous labor and adapting the irrigation system to their goals.

    Just a few decades later, however, historic records describe sand dunes and scrublands invading the green valleys, water shortages, and in 1578 a massive El Niño flood that nearly ended the young colony.

    So how did the Indigenous operation of this landscape succeed, where the Spanish and the modern-day agro-industrial complex have repeatedly failed?

    Culture was crucial for ancient canal systems

    Ancient beliefs, behaviors and norms – what archaeologists call culture – were fundamentally integrated into technological solutions in this part of Peru in ancient times. Isolating and removing the tools from that knowledge made them less effective.

    Scientists, policymakers and stakeholders searching for models of sustainable agriculture and climate adaptations can look to the archaeological record. Successfully applying past practices to today’s challenges requires learning about the cultures that put those tools to work effectively for so long, so long ago.

    The pre-Hispanic societies of Peru developed agricultural principles around the realities of the desert, which included both dry seasons and flash floods.

    Large-scale irrigation infrastructure was combined with low-cost, easily modified canals. Aqueducts doubled as sediment traps to capture nutrients. Canal branches channeled both river water and floodwater. Even check-dams – small dams used to control high-energy floods – worked in multiple ways. Usually made of mounded cobble and gravel, they reduced the energy of flash floods, captured rich sediments and recharged the water table.

    A drone’s view of sugarcane fields shows a pre-Hispanic adobe aqueduct on the right and small feeder canals in the modern fields.
    Ari Caramanica

    The initial failures of the Spanish on the north coast exemplify the problem of trying to adopt technology without understanding the cultural insights behind it: While they may be identical in form, a Spanish canal isn’t a Moche canal.

    Spanish canals operated in a temperate climate and were managed by individual farmers who could maintain or increase their water flow. The Moche and Chimu canal was tied to a complex labor system that synchronized cleaning and maintenance and prioritized the efficient use of water. What’s more, Moche canals functioned in tandem with floodwater diversion canals, which activated during El Niño events to create niches of agricultural productivity amid disasters.

    A handmade gate on a modern canal in northern Peru doesn’t seem that different from ancient canals, but the pre-Hispanic canal systems were generally more conceptually complex and interconnected.
    Ari Caramanica

    Desert farming required flexibility and multifunctionality from its infrastructure. Achieving that often meant forgoing impermeable materials and permanent designs, which stands in stark contrast to the way modern-day water management works are constructed.

    Copying ancient practices without the culture

    Today, the Peruvian government is pushing forward with a decades-old, multibillion-dollar project to deliver water to the north coast from a glacier-fed river.

    The Chavimochic project promises a grand transformation, turning desert into productive farmland. But it may be sacrificing long-term resilience for short-term prosperity.

    The project feeds on the temporary abundance of glacial meltwater. This is creating a water boom as the ice melts, but it will inevitably be followed by a devastating water bust as the glaciers all but disappear, which scientists estimate could happen by the end of the 21st century.

    Farmers sell locally grown corn and other crops at a street market in Piura, Peru.
    Christian Ender/Getty Images

    Meanwhile, sustainable land management practices of past Indigenous inhabitants continue to support ecosystems hundreds and even thousands of years later. Studies show higher levels of biodiversity, crucial to ecosystem health, near archaeological sites.

    On the Peruvian north coast, pre-Hispanic infrastructure continues to capture floodwater during El Niño events. When their modern-day fields are flooded or destroyed by these events, farmers will sometimes move their crops to areas surrounding archaeological remains where their corn, squash and bean plants can tap into the trapped water and sediments and safely grow without the need for further irrigation.

    Critics might point out the difficulty of scaling up ancient technologies for global applications, find them rudimentary, or would prefer to appropriate the design without bothering with understanding “the cultural stuff.”

    But this framing misses the bigger point: What made these technologies effective was the cultural stuff. Not just the tools but how they were used by the societies operating them. As long as modern engineering solutions try to update ancient technologies without considering the cultures that made them function, these projects will struggle.

    Understanding the past matters

    Archaeologists have an important role to play in building a climate-resilient future, but any meaningful progress would benefit from a historical approach that considers multiple ways of understanding the environment, of operating an irrigation canal and of organizing an agriculture-based economy.

    That approach, in my view, begins with saving indigenous languages, where cultural logic is deeply embedded, as well as preserving archaeological and sacred sites, and creating partnerships built on trust with the people who have worked with the land and whose cultures have adapted their practices to the changing climate for thousands of years.

    Ari Caramanica receives funding from The National Endowment for the Humanities.

    – ref. Peru’s ancient irrigation systems succeeded in turning deserts into farms because of the culture − without it, the systems failed – https://theconversation.com/perus-ancient-irrigation-systems-succeeded-in-turning-deserts-into-farms-because-of-the-culture-without-it-the-systems-failed-251199

    MIL OSI – Global Reports –

  • MIL-OSI United Kingdom: School children in Stockton-on-Tees inspire nature recovery

    Source: United Kingdom – Executive Government & Departments

    Press release

    School children in Stockton-on-Tees inspire nature recovery

    The activity, centred around Tilery Park, encouraged engagement from residents and schools to understand how the local community view and use green spaces.

    Children at Tilery Primary School unleash their inner plants and animals to help boost long-term, local nature recovery.

    Children at Tilery Primary School have unleashed their inner plants and animals by putting on a wildlife parade to help boost long-term nature recovery in Teesside.  

    Delivered through the Tees Nature Recovery Partnership (NRP), the project, aims to encourage engagement from residents to understand how they use or don’t use Tilery Park and to explore barriers to access, plus community-led future aspirations for local green spaces. 

    The children in Year Five and Six designed animal costumes based on their interpretation of Tilery Park and worked with Teesside University and local artists to design what they would like their green space to look like in 100 years, to remind them about the importance of protecting habitats for local wildlife now.

    They worked with photography, textiles and art materials, design and imagination to see, listen and explore Tilery Rec next door to the school. Local community groups also shared their memories and joined in with activities such as bingo and sculpture-making.  

    Pupils had the chance to show off their work as part of a green space parade which also formed part of their geography curriculum and highlights the school’s dedication to environmental issues.

    The parade was filmed by Teesside University’s Sarah Perks and Paul Stewart (working together as Forms of Circulation). They were joined by local artists including Annie O’Donnell, Wil Jackson, Christo Wallers and Lizzie Mckeone for this project.    

    Children in Year Five and Six designed animal costumes based on their interpretation of Tilery Park

    Emma Carter, a teacher at Tilery Primary School, said:

    Our Year Five and Six children had a wonderful time learning about Tilery Rec and how it was used in the past, how it is used now and how they would like to see it being used in the future. 

    It has been great for our children to be out and about in our community.  They are incredibly excited about the parade and are looking forward to seeing the photos taken for Natural England. Tilery Primary pupils have really benefitted from this project and are incredibly grateful for the opportunity to take part.

    Vicky Ward, Natural England Senior Project Manager for the Tees Estuary Nature Recovery Partnership said:  

    It is fantastic to see young people’s creativity, passion and enthusiasm in helping to protect our natural habitats here in Teesside.  

    Good quality green and blue spaces have an important role to play in our urban and rural environments for improving health and wellbeing, nature recovery and climate resilience. Along with addressing issues of economic growth, social inequality and environmental decline. 

    This project has utilised imaginative approaches to explore how local children, and other residents, perceive and use Tilery Park and the surrounding green spaces. Being able to co-create meaning through the arts, enables residents to participate by sharing their hopes and aspirations on how their local green spaces can be used and valued.  

    Professor Sarah Perks and Dr Paul Stewart, from Teesside University’s Institute for Collective Place Leadership led the creative project and communities’ engagement for this project as part of their research in curatorial and artistic practice.  

    Professor Perks, Professor of Curating in the University’s School of Arts & Creative Industries said:

    We are dedicated to engaging communities with local nature and connecting with living ecosystems, as part of our work as curators and academics.

    Dr Paul Stewart, Principal Lecturer in Research and Innovation in the University’s School of Arts and Creative Industries, added:

    We felt inspired by the multiple ways the schoolchildren involved in the project worked collaboratively.

    The Tees NRP started in January 2023 and covers an area of 17,200 hectares where Natural England and the Environment Agency, Hartlepool Borough Council, Groundwork NE&C, National Trust, Redcar and Cleveland Borough Council, RSPB Saltholme, Stockton Borough Council, Teesmouth Field Centre, Tees Rivers Trust, Tees Valley Nature Partnership and Tees Valley Wildlife Trust are developing projects that will deliver nature recovery on the ground as well as improve people’s access and connection to local spaces.   

    The aim is to create a place which is greener, cleaner and climate resilient, where nature growth is prioritised, cultural heritage is celebrated, and everyone has easy and accessible ways to connect to nature for now and always.

    Updates to this page

    Published 8 April 2025

    MIL OSI United Kingdom –

  • MIL-OSI: Grant of warrants

    Source: GlobeNewswire (MIL-OSI)

    Announcement no. 07 2025

    Today, the Board of Directors of Agillic A/S (“Agillic” or the “Company”) has exercised its authority to issue a total of 473,859 warrants in accordance with section 3.10 and 3.12 of the articles of association. Out of the total number of issued warrants, 348,859 warrants are issued as part of a 1-year performance-based programme, and 125,000 warrants are issued as part of a 4-year programme.

    The warrant programmes are an essential part of creating incentives for the management of Agillic to reach the financial targets of the Company and to create value for the shareholders.

    1-year warrant-programme

    The 348,859 warrants issued under the 1-year warrant-programme are granted to CEO Christian Samsø, CFO Jack Sørensen and 4 other key employees of the Company.

    Each warrant entitles the holder to subscribe for one share of nominal DKK 0.10 in the Company at a strike price of DKK 9.40.

    The warrants will vest subject to the Company’s achievement of financial performance targets for the financial year 2025 and upon approval of the annual report for 2025 at the annual general meeting.

    The warrants include conditions on accelerated vesting in case of an exit event, e.g. a takeover, merger or sale of assets. The warrants can be exercised upon final vesting of all warrants on the date of the annual general meeting in 2026 and can take place in periods of 14 days starting the day after the publication of the Company’s financial reports. The warrants shall be exercised no later than 36 months after the final vesting.

    The theoretical market value of one warrant on a diluted basis is calculated to DKK 2.19 using the Black-Scholes model. The key assumptions for the calculation are a share price of DKK 9.40, volatility of 46.78%, and a risk-free interest rate of 2.13%.

    For detailed information, reference is made to section 4.12 and appendix 4.12 of the articles of association.

    4-year warrant-programme

    The 125,000 warrants issued under the 4-year warrant-programme are granted to CEO Christian Samsø and CFO Jack Sørensen

    Each warrant entitles the holder to subscribe for one share of nominal DKK 0.10 in the Company at a strike price of DKK 9.40.

    The warrants will vest over a 4-year period. The first part, equivalent to 10% of the total number of warrants, will vest 12 months following the of grant. Subsequently, the remaining part of the warrants will vest in three instalments as follows: 20% after 24 months, 30% after 36 months and 40% after 48 months.

    The warrants include conditions for the board of directors to decide on accelerated vesting, e.g. in connection with a takeover, merger or similar. The warrants can be exercised upon final vesting of all warrants on and can take place in periods of 14 days starting the day after the publication of the Company’s financial reports. The warrants shall be exercised no later than 12 months after the final vesting.

    The theoretical market value of one warrant on a diluted basis is calculated to DKK 4.06 using the Black-Scholes model. The key assumptions for the calculation are a share price of DKK 9.40, volatility of 47.45%, and a risk-free interest rate of 2.15%.

    For detailed information, reference is made to section 4.10 and appendix 4.10 (D) of the articles of association.

    For further information, please contact:
    Christian Samsø, CEO, Agillic A/S
    +45 24 88 24 24
    christian.samsoe@agillic.com

    Certified Adviser
    HC Andersen Capital
    Pernille Friis Andersen

    About Agillic A/S
    Agillic (Nasdaq First North Growth Market Denmark: AGILC) is a Danish software company offering brands a platform through which they can work with data-driven insights and content to create, automate and send personalised communication to millions. Agillic is headquartered in Copenhagen, Denmark. For further information, please visit www.agillic.com.

    Attachment

    The MIL Network –

  • MIL-OSI Global: Why Nato is struggling to rebuild itself in an increasingly threatening world

    Source: The Conversation – UK – By Amelia Hadfield, Head of Department of Politics, University of Surrey

    In the years after Nato was formed in 1949, its US and European members had a collective approach to defence with clear goals in common, largely built around the protection of western Europe against the Soviet Union. Throughout this era, the US and Europe both relied on the stability of the international system by creating international cooperation on shared dilemmas.

    Fast forward more than 70 years, and there is now a ticking clock on reinventing the transatlantic alliance.

    European security and US-led Nato security are no longer one and the same. Certainly, recent statements from US leaders that the US will prioritise empowering Europe to own responsibility for its own security has made for tough listening in Europe.

    For some, this may be an overdue opportunity to fundamentally rework the transatlantic security relationship. For others, such statements are worryingly set against the backdrop of Trump’s pro-Russia stance, with Trump’s demands sounding sinister at best.

    Nato secretary-general Mark Rutte recently outlined a need to “build a stronger, a fairer and more lethal NATO”. Global threats were creating a more dangerous world, he argued.

    Mark Rutte, Nato’s secretary-general, speaks at a 2025 meeting in Brussels,

    From its establishment by 12 states on April 4, 1949, until the end of the cold war era, Nato was focused on one big thing: deterring Soviet aggression. Ultimately, Nato had one job, one enemy, one threat, one theatre and one instrument of power.

    It was a partnership that enabled the US to build and maintain a more permanent role in European security. This collective security plan prevented the US from falling back into isolationist foreign policies that it had held before the second world war

    Arguably, US attitudes fluctuated throughout this era. Initially the country sought a temporary role in Nato, with limited military commitment. It also encouraged western European Nato members to take early and primary responsibility for defence.

    However, the huge Soviet nuclear threat hardened US attitudes. And Nato came to be seen as key to the US’s overall ability to prevent a Soviet invasion of western Europe. Equally important was the role of the Marshall Plan, a massive post-war reconstruction plan for Europe, which (in conjunction with Nato) represented the US’s desire to work with European partners to both stabilise the region, and ensure democracy.

    Through the decades that followed, the US saw Nato as a cornerstone of its foreign policy. It is important to remember that transactionality has always been an integral part of the transatlantic relationship, but it was never at the expense of the values that underpinned it, and indeed reinforced both US national and European regional interests in doing so.

    Throughout the 1990s, and well into the 2000s, Nato clearly represented the US’s preferred method of maintaining its military presence in Europe (including US bases, weapons and troops stationed in member countries). The US drove the redefinition of post-cold war Nato, to include former Warsaw Pact countries including Poland, Hungary and the Czech Republic.



    Read more:
    US and Russia squabble over Arctic security as melting ice opens up shipping routes

    The question now is whether US leadership in Nato was focused so extensively on security of Europe and pushing back against the Soviets that for a long time the dilemma of who paid for what was essentially set aside.

    Long overdue problems?

    But two wake-up calls were to come. The first was the increasingly clear indications from US administrations from Barack Obama’s presidency onwards that the US was ill at ease with Nato as a whole, and it was unhappy with the lower financial commitment, than the US, coming from European members.

    The second was in 2014, when Russia annexed Crimea. Unfortunately, the first warning sign by Obama was largely ignored; and when Russia invaded Crimea, Nato did not step up to push back against Putin’s expansionism.

    Now, Nato finds itself once again in the crosshairs of US anger about funding, and with Trump furious at European defence spending levels, and determined to massively revise the transatlantic bargain.

    Trump’s first administration put spending from European Nato members firmly on the table. His recent position is merely a continuation of that theme.

    From the European perspective, the US was, and is, a key part of the collective security structure that has empowered European defence and deterrence, but possibly with an out-of-date funding model.

    Trump, meanwhile, appears to see the US’s involvement as politically naïve. He seems to view Nato as strategically futile and defence spending imbalances as an indication that Nato is nothing more than a giant security racket.

    What is stark is the reversal between the US having helped found Nato and as the leading nation backing of a rule-bound global system under international law and Trump’s preference to reject any responsibilities for global leadership and stability.

    What has come as a shock to European members is not perhaps the demands regarding improving defence funding, but the abdication of US leadership and the threat to leave Nato completely, with no ongoing US responsibility to defend the world order.

    The onus is now on European Nato members to make both serious and swift changes. Indications of far more serious financial commitments, including from Germany, are emerging. European defence spending overall increased by 11.7% over the last year to roughly €423.3 billion (£371 billion), representing ten years of consecutive regional growth.

    Next steps include focusing on AI-led technologies, cheap drones, digital tech and improved commitments to joint projects.

    But the hardest task is also the most urgent. Namely, to avoid the chaos of a unilateral US withdrawal from Nato.

    There’s a need to move the financial and military burden to Europe in a way agreeable to the US before the Nato summit in June. Discussions on how to achieve this need to cover everything from nuclear deterrence to challenges arising from the conflict in Ukraine.

    Whether Rutte and European states can indeed preserve and maintain the collective security foundations on which Nato was first built remains to be seen. But, certainly, the current world situation is no less dangerous that the world in which Nato itself was first built.

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

    – ref. Why Nato is struggling to rebuild itself in an increasingly threatening world – https://theconversation.com/why-nato-is-struggling-to-rebuild-itself-in-an-increasingly-threatening-world-253494

    MIL OSI – Global Reports –

  • MIL-OSI Global: What autistic people think should be prioritised in education for autistic learners

    Source: The Conversation – UK – By Laura Gormley, Assistant Professor in Education, Dublin City University

    wavebreakmedia/Shutterstock

    The education of autistic children and young people in western societies has been heavily influenced by a medicalised understanding of autism. This means considering autism as a disorder, with a focus on correcting autistic people’s perceived lacks, rather than building on their strengths.

    Autistic learners’ strengths, interests, preferences, goals and values were typically sidelined. Making the learner appear less autistic was the main focus.

    This included increasing eye contact and building neurotypical social skills. It involved attempting to reduce stimming: self-stimulatory behaviour, which can include chewing on objects, fidgeting, watching moving objects, and making repetitive sounds.



    Read more:
    Autistic stimming explained – and why stopping it can lead to burnout

    However, the neurodiversity movement – a social advocacy movement that promotes the idea that neurological differences are an expected and normal part of human variation – has challenged these assumptions. Instead of the autistic learner being viewed as disabled, it suggests the educational environment can be disabling for the autistic learner.

    This contrasts with the past when school norms typically did not support the strengths and needs of autistic learners. These children were expected to fit in.

    What autistic people want

    The autistic voice has been largely missing from educational research and policymaking. My research study with colleagues, co-produced with autistic researchers, set out to change this. We wanted to identify the educational priorities of adult members of the autistic community, as well as teachers supporting autistic learners, in the Republic of Ireland and Northern Ireland.

    We did this by carrying out a survey comprising 34 autistic adults with no role in education (non-educators), ten autistic educators, and 65 non-autistic educators who supported autistic learners. We asked them about priority goals to be included in individual education plans for autistic learners.

    The individual education plan is the foundation of inclusive and special education in many countries. It serves as an educational map that charts the learner’s current level of performance and their annual goals. It lays out the steps and resources needed to reach these goals.

    In countries such as Finland, the US and UK, an individual learning plan is legally mandated for all learners who make use of special education services. However, this is not the case in the Republic of Ireland. Provisions were made in the 2004 Education for Persons with Special Education Needs Act. Over 20 years later, though, individual education plans are still not compulsory, regulated or assessed in the Republic of Ireland.

    This lack of oversight has occurred against the backdrop of a 600% increase in special classes in the Republic of Ireland from 2013 to 2023. Autism classes accounted for 89% of these – 2,466 classes out of a total of 2,754.

    Before carrying out the survey, we expected very little overlap in the goal priorities of autistic respondents and non-autistic respondents. We were wrong. Our findings clearly showed significant overlap in the priorities across the groups.

    Our survey respondents prioritised goals that promote autonomy, social inclusion and communication. They saw these goals as contributing positively to autistic wellbeing.

    Learning goals that focused on social inclusion were a priority.
    wavebreakmedia/Shutterstock

    On the other hand, academic goals did not feature as a priority for the vast majority of respondents. Academic goals include reading comprehension, writing skills, critical thinking, time management, problem solving and maths skills.

    It could be argued that this does a disservice to the educational potential of autistic learners. However, while academic goals are important, wellbeing must come first. Without a strong foundation of physical and mental health, meaningful academic success is difficult to achieve.

    Finally, all groups actively discouraged educational goals that focused on improving eye contact and reducing stimming. The overriding consensus was that a focus on changing these aspects of behaviour is detrimental to a learner’s ability to work towards meaningful and functional educational goals including independence, wellbeing and social inclusion.

    Prioritising wellbeing

    There is growing support for prioritising wellbeing, communication, socialisation and daily living skills over more academic goals. However, teachers may not be equipped to design, teach and monitor goals that align with these priorities of the autistic community.

    Teachers in a UK study cited several barriers to supporting autistic learners in their classrooms. Their greatest frustration came from having limited access to autism-specific knowledge and expertise during their initial teacher training.

    Similar frustrations were also reported among Irish teachers. Many teachers in the study thought a specialised qualification should be compulsory for those teaching in autism classes.

    However, autism prevalence rates are on the rise, and there is an international trend towards inclusive education – educating children with special educational needs in mainstream classrooms. This means there is a growing likelihood that teachers will find themselves supporting autistic learners.

    Research shows that teachers’ attitudes, knowledge and skills towards inclusion are improved if they can go on placements during their training to schools that emphasise a culture of inclusion.

    Partnerships between universities and schools could be an important way to make this happen. This could help empower student teachers to go on to design and support effective individual education plans for their autistic learners.

    However, without a legal mandate for individual education plans in the Republic of Ireland, initial teacher education and teacher professional development programmes will continue to struggle to effectively prepare teachers for this part of their role.

    Laura Gormley works as an assistant professor in Dublin City university and received seed funding from SCoTENS (The Standing Conference on Teacher Education, North and South) to carry out this study.

    – ref. What autistic people think should be prioritised in education for autistic learners – https://theconversation.com/what-autistic-people-think-should-be-prioritised-in-education-for-autistic-learners-250195

    MIL OSI – Global Reports –

  • MIL-OSI United Kingdom: Civil servants get one-stop access to digital skills learning

    Source: United Kingdom – Government Statements

    News story

    Civil servants get one-stop access to digital skills learning

    Government Skills’ curriculum of recommended learning now offers easy access to an expanded range of digital, data and innovation learning.

    Martin Petto, deputy director, Government Skills

    Civil servants can now get easy access to more free digital learning as part of a drive to boost productivity and agility.

    Government Skills’ curriculum of recommended learning now has an expanded range of digital, data and innovation learning that has been specifically curated for civil servants. More tools and learning will be added to the curriculum over time.

    The new offering delivers on the Prime Minister’s pledge last month to give all civil servants better opportunities to develop skills in priority areas such as digital.

    Easy access to digital skills learning

    “It’s the first time we’ve been able to give civil servants such easy access to digital skills learning,” said Martin Petto, deputy director, Government Skills.

    “If staff need help with anything, from understanding AI to simple tips to boost their productivity, such as how to set  up an Excel document, this is where they’ll be able to go for help.

    “It also signposts civil servants to more specialist digital and data learning, such as the pathways – some of which may be chargeable.”

    New digital resources

    The expanded curriculum includes:

    • Microsoft 365 Public Sector Training and Resources Hub which provides resources to help civil servants upskill quickly,  in a way that meets the needs of their job role or job tasks.

    • 12 ‘Pocket Watch’ videos shared by the Department of Work and Pensions outlining how to perform some computing tasks for civil servants using PCs with Windows 10 or 11.

    Existing learning

    The curriculum already included:

    • A wide range of free AI courses, including AI Fundamentals.

    • Masterclasses on data and innovation, developed as part of One Big Thing.

    • The Digital Excellence Programme for senior leaders.

    Martin added: “We want to make things easier for staff by bringing our comprehensive Civil Service-wide digital learning offer into a single online place where they can be confident the learning is quality-assured and relevant to their needs. And we will continue to build this offer.”

    Access digital, data and innovation resources for civil servants.

    Updates to this page

    Published 8 April 2025

    MIL OSI United Kingdom –

  • MIL-OSI: SUTNTIB AB “Tewox” has signed a general contracting agreement for retail park development in Utena

    Source: GlobeNewswire (MIL-OSI)

    Vilnius, Lithuania, April 08, 2025 (GLOBE NEWSWIRE) —

    The special closed-end real estate investment company AB Tewox has signed a general contracting agreement with UAB Baltijos Pašvaistė for the development of approximately 5,000 sqm retail park located at Kupiškio st. 50, Utena. The project has already secured lease agreements for more than 50% of gross leasable area, including one with the anchor tenant. Construction is scheduled to start in April and be completed by the end of 2025.

    Contact person for further information:

    Paulius Nevinskas

    Manager of the Investment Company

    paulius.nevinskas@lordslb.lt

    https://lordslb.lt/tewox_bonds/

    The MIL Network –

  • MIL-OSI: Siili Solutions Plc: Resolutions of the Annual General Meeting and Board of Directors

    Source: GlobeNewswire (MIL-OSI)

    Siili Solutions Plc: Resolutions of the Annual General Meeting and Board of Directors

    Siili Solutions Plc Stock Exchange Release 8 April 2025 at 4:30 pm EEST 

    Siili Solutions Plc’s Annual General Meeting of shareholders was held today 8 April 2025 at 2 p.m. EEST at the address Töölönahdenkatu 2, Helsinki Finland in event venue Eliel, Sanomatalo.

    Adoption of the financial statements and discharge of liability 
    The Annual General Meeting adopted the financial statements for the year 2024 including the consolidated staements and discharged the members of the board of directors and the CEO from liability.

    Dividend
    The General Meeting resolved that, based on the adopted balance sheet for the financial period 2024, a dividend of EUR 0.18 per share will be paid from the Company’s distributable funds, i.e., approximately EUR 1.46 million in total, and that the rest of the distributable funds be retained in equity.

    The dividend will be paid to shareholders who on the dividend record date 10 April 2025 are registered in the Company’s shareholders’ register held by Euroclear Finland Oy. In accordance with the proposal, the dividend will be paid on 17 April 2025.

    Remuneration report 
    The General Meeting adopted the remuneration report of the governing bodies.

    Board composition, remuneration of the board of directors, auditor and remuneration of the auditor
    It was confirmed that the number of members of the Board of Directors to be elected is five (5). The General Meeting resolved, according to the proposal of the Shareholders’ Nomination Board, to re-elect the current members of the Board of Directors Harry Brade, Jesse Maula, Henna Mäkinen and Katarina Cantell. Sebastian Nyström was elected as new member to the Board of Directors.

    In accordance with the Shareholders’ Nomination Board, the General Meeting resolved to keep the Board remuneration unchanged and as follows: The Chair of the Board is paid EUR 3,850 per month, the Deputy Chair EUR 2,500 per month and the Chair of the Audit Committee EUR 2,500 per month and other members EUR 2,000 per month. The Chairs of the Board of Directors’ Committees are paid EUR 200 per month for their work on the Committee, in addition to which all Committee members are paid a meeting fee of EUR 300 per meeting. In addition, the members of the Board of Directors receive compensation for travel expenses in line with the Company’s travel policy.

    Audit firm KPMG Oy Ab was re-elected as the Company’s auditor and assurer of Company’s sustainability reporting for the following term of office. APA, ASA Leenakaisa Winberg will continue as the responsible auditor and Sustainability auditor.

    In accordance with the proposal of the Audit Committee, the General Meeting resolved that the auditor and sustainability assurer of the Company be paid remuneration in accordance with the auditor’s reasonable invoice.

    Board authorizations
    The General Meeting authorised the Board of Directors to resolve on the repurchase and/or acceptance as pledge of the Company’s own shares under the following terms:
    Using the Company’s unrestricted equity, a maximum of 814,000 shares may be repurchased and/or accepted as pledge in one or more tranches, which corresponds to approximately 10% of all shares in the Company.

    The shares will be repurchased in trading on Nasdaq Helsinki Oy’s regulated market at a price formed in public trading on the date of repurchase. The Company’s own shares shall be repurchased to be used for carrying out acquisitions or implementing other arrangements related to the Company’s business, for optimising the Company’s capital structure, for implementing the Company’s incentive scheme or otherwise to be transferred further or cancelled.

    Own shares can be repurchased otherwise than in proportion to the shareholdings of the shareholders (directed repurchase). The share purchase will decrease the Company’s distributable unrestricted equity. The Board of Directors resolves on all other terms and conditions for the repurchase and/or acceptance as pledge of the Company’s own shares.

    The authorisation remains in force until the end of the next Annual General Meeting, however no later than until 30 June 2026. The authorisation revokes earlier unused authorisations to resolve on the repurchase and/or acceptance as pledge of the Company’s own shares.

    Further, the General Meeting authorized the Board of Directors to resolve on the issuance of shares and the issuance of special rights entitling to shares within the meaning of chapter 10, section 1 of the Finnish Limited Liability Companies Act in one or more tranches either against consideration or free of consideration. 

    The number of shares to be issued, including shares received on the basis of the special rights shall not exceed a maximum of 814,000 shares, which corresponds to approximately 10% of all shares in the Company. The Board of Directors may resolve either to issue new shares or to transfer treasury shares held by the Company. The total maximum number of shares to be issued for the purpose of share-based incentive schemes is 162,800 shares, which corresponds to approximately 2.0% of all the shares in the Company. The maximum number of shares intended for the incentive schemes is included in the maximum number of the issuance authorisation referred to above.

    The authorisation entitles the Board of Directors to resolve on all terms of the share issue and the issuance of special rights entitling to shares, including the right to deviate from the shareholders’ pre-emptive subscription right (directed issue). The authorisation may be used to strengthen the Company’s balance sheet and financial position, to pay purchase prices for acquisitions, in share-based incentive schemes or for other purposes resolved by the Board of Directors.

    The authorisation remains in force until the end of the next Annual General Meeting, however no later than until 30 June 2026. The authorisation revokes earlier authorisations concerning share issues and the issuance other special rights entitling to shares.

    Constitutive meeting of the Board of Directors
    In its constitutive meeting held after the General Meeting, the Board of Directors elected Harry Brade as its Chair and Jesse Maula as its Vice Chair.

    The Board of Directors also appointed the members to its committees. Henna Mäkinen, Jesse Maula, Katarina Cantell and Sebastian Nyström were elected to the Audit Committee. Henna Mäkinen was elected as the Chair of the Audit Committee. Harry Brade, Katarina Cantell and Jesse Maula were elected as the members of the HR committee. Harry Brade was elected as the Chair of the HR Committee.

    All members eleccted to the Board of Directors are considered independent of the Company. All members of the Board of Directors, apart from Harry Brade, are considered independent of the significant shareholders of the Company. Harry Brade is the CEO of the Company’s significant shareholder Lamy Oy.

    SIILI SOLUTIONS PLC

    BOARD OF DIRECTORS

    Further information:
    Taru Kovanen, General Counsel
    Phone: +358 (0)40 4176 221
    Email: taru.kovanen(at)siili.com

    Distribution:

    Nasdaq Helsinki Ltd
    Main media
    www.siili.com

    Siili Solutions in brief: 
    Siili Solutions Plc is a forerunner in AI-powered digital development. Siili is the go-to partner for clients seeking growth, efficiency and competitive advantage through digital transformation. Our main markets are Finland, the Netherlands, the United Kingdom, and Germany. Siili Solutions Plc’s shares are listed on the Nasdaq Helsinki Stock Exchange. Siili has grown profitably since its founding in 2005. www.siili.com/en

    The MIL Network –

  • MIL-OSI: Convocation of the General Ordinary Shareholders Meeting of INVL Technology and draft resolutions on agenda issue

    Source: GlobeNewswire (MIL-OSI)

    Special closed-ended type private equity investment company INVL Technology, legal entity code 300893533, the registered address Gyneju str. 14 Vilnius, Lithuania (hereinafter – “the Company” or “ INVL Technology”), informs that on the initiative and decision of the management company UAB „INVL Asset Management“ (hereinafter – “the Management Company“) , the General Ordinary Shareholders Meeting (hereinafter – “the Meeting”) is to be held on 30 April 2025.

    The place of the Meeting: the office of Company, the address Gyneju str. 14, Vilnius.

    The Meeting will start at 9:30 a.m. (registration starts at 9:00 a.m.).

    The Meeting’s accounting day 23 April 2025 (the persons who are shareholders of the Company at the end of accounting day of the Meeting or authorized persons by them, or the persons with whom shareholders concluded the agreements on the disposal of voting right, shall have the right to attend and vote at the Meeting).

    The total number of the Company’s shares is 12,175,321 shares. Considering that the Company has acquired its own shares, the total number of votes at the Company’s shareholders’ meeting is 12,009,566 votes.

    Agenda of the Meeting:

    1. Presentation of the Company‘s annual management report for 2024.
    2. Presentation of the independent auditor’s report on the financial statements and annual management report of the Company.
    3. Presentation of the Company‘s investment committee‘s recommendation on the draft of the profit (loss) distribution (including the formation of the reserve) and the draft of the information about remuneration.
    4. Regarding the assent to the information about remuneration of the Company, as a part of the annual management report of the Company for the year 2024.
    5. Approval of the stand-alone financial statements for 2024 of the Company.
    6. Deciding on profit distribution of the Company.
    7. Presentation of the Company‘s Management Company‘s statement on the share purchase price.
    8. Regarding the purchase of own shares of the Company.
    9. Presentation of the Report of the Audit Committee of the Company.
    10. Regarding the election of the Audit Committee members of the Company.
    11. Regarding the determination of the remuneration of the Audit Committee members of the Company.
    12. Regarding the approval of new version of Regulations of Audit Committee of the Company.

    Draft resolutions of the Meeting:

    1. Presentation of the Company‘s annual management report for 2024

    1.1. Shareholders of the Company are presented with the annual management report of the Company for 2024 (attached) (there is no voting on this issue of agenda).

    2. Presentation of the independent auditor’s report on the financial statements and annual report of the Company

    2.1. Shareholders of the Company are presented with the independent auditor’s report on the financial statements and annual report of the Company (attached) (there is no voting on this issue of agenda).

    3. Presentation of the Company‘s investment committee‘s recommendation on the draft of the profit (loss) distribution (including the formation of the reserve) and the draft of the information about remuneration.

    3.1. Shareholders of the Company are presented with the Company‘s investment committee‘s recommendation on the draft of the profit (loss) distribution (including the formation of the reserve), and the draft of the information about remuneration (attached) (there is no voting on this issue of agenda).

    4. Regarding the assent to the information about remuneration of the Company, as a part of the annual management report of the Company for the year 2024

    4.1. To assent to the information about remuneration of the Company, as a part of the annual management report of the Company for the year 2024 (attached).

    5. Approval of the stand-alone financial statements for 2024 of the Company

    5.1. To approve the stand-alone financial statements for 2024 of the Company.

    6. Deciding on profit distribution of the Company

    6.1. To distribute profit of the Company as follows:

    Article (thousand EUR)
    Retained earnings (loss) at the beginning of the financial year of the reporting period 21,673
    Net profit (loss) for the financial year 8,089
    Profit (loss) not recognized in the income statement of the reporting financial year –
    Shareholders contributions to cover loss –
    Distributable profit (loss) at the end of the financial year of the reporting period   29,762
    Transfers from reserves –
    Distributable profit (loss) in total 29,762
    Profit distribution:  
    – Profit transfers to the legal reserves –
    -Profit transfers to the reserves for own shares acquisition –
    – Profit transfers to other reserves –
    – Profit to be paid as dividends –
    – Profit to be paid as annual payments (bonus) and for other purposes 29,762
    Retained earnings (loss) at the end of the financial year  

    7. Presentation of the Company‘s Management Company‘s statement on the share purchase price

    7.1. Shareholders of the Company are presented with the Company‘s Management Company‘s statement on the share purchase price (attached) (there is no voting on this issue of agenda).

    8. Regarding the purchase of own shares of the Company

    8.1. To authorise the Management Company to use the formed reserve (or the part of it) for the purchase of its own shares and after evaluation of the economic viability to purchase shares in INVL Technology by the rules mentioned below:

    1. The goal for the purchase of own shares – to meet obligations arising from share option programs, or other allocations of shares, to employees of subsidiary companies and/or to reduce the authorized capital of the Company by cancelling the shares purchased by the Company.
    2. The maximum number of shares to be acquired could not exceed 1/10 of the authorised capital INVL Technology.
    3. The period during which INVL Technology may purchase its own shares is 18 months from the day of this resolution.
    4. The maximum and minimal shares acquisition price of INVL Technology:  the maximum one-share acquisition price – is the last announced net asset value per share, and the minimal one-share acquisition price – is EUR 0.29.
    5. the conditions of the selling of the purchased shares and minimal selling price – the purchased shares are not planned to be sold and therefore the minimum selling price and the selling procedure for the shares are not determined. Own shares purchased by INVL Technology can be granted (given the right to purchase them) to the employees of the subsidiary companies by the decision of the Management Company, in accordance with the Rules on granting the shares. The shares acquired by the Company may be cancelled by decision of the General Meeting of Shareholders.
    6. the Management Company is delegated on the basis of this resolution, the Law on Companies of the Republic of Lithuania and other legal acts, to make specific decisions regarding the purchase of the Company’s own shares, to organize procedure of purchase of own shares, determine the method and procedure for purchase of own shares (including the right to buy back shares in accordance with the provisions of Article 5, paragraph 1 of the European Parliament and Council Regulation (EU) No. 596/2014 on market abuse), timing as well as the amount of shares and shares’ price, and to complete all other actions related with purchase procedure of own shares.

    8.2.   To initiate the reduction of the Company’s authorized capital by cancelling the shares purchased by the Company, only if the amount of own shares purchased will exceed the amount of shares required to grant shares to the employees of the Company’s subsidiaries, by 100,000 units or more of the Company’s shares.

    8.3.   To establish that after adopting this resolution the resolution of the General Meeting of Shareholders of 30 April 2024 regarding acquisition of the Company’s own shares shall expire.

    9. Presentation of the Report of the Audit Committee of the Company

    9.1. In accordance with the rules of procedure of the Audit Committee of the Company (approved on 28 April 2023 by decision of the General Meeting of Shareholders of the Company), the shareholders are hereby briefed on the activity report of the Audit Committee of the Company (attached) (there is no voting on this issue of agenda).

    10. Regarding the election of the Audit Committee members of the Company

    10.1. Given that in 2025, the term of office of the members of the Audit Committee of the Company expires, to elect three members: Dangutė Pranckėnienė, Andrius Lenickas and Tomas Bubinas to the Audit Committee of the Company for new 4 (four) years term of office.

    11. Regarding the determination of the remuneration of the Audit Committee members of the Company

    11.1. To set the hourly remuneration for each member of the Audit Committee of the Company at EUR 200 per hour (before taxes) for the service on the Audit Committee of the Company. The remuneration is paid for actual hours spent while performing the activities of the Audit Committee member.

    12. Regarding the approval of new version of Regulations of Audit Committee of the Company

    12.1. Considering the changes in the Law of the Republic of Lithuania on the Audit of Financial Statements and Other Assurance Services regarding the obligations of the Audit Committee as well as the election of three Audit Committee members for the new term of office, the Regulations of the Audit Committee are updated accordingly. It is proposed to the shareholders of the Company to approve the new version of the Regulations of Audit Committee (attached).

    The documents related to the agenda, draft resolutions on every item of the agenda, documents that have to be submitted to the General Ordinary Shareholders Meeting and other information related to the realization of shareholders’ rights are published on the Company’s website www.invltechnology.lt section For investors, and also by prior agreement available at the premises of the Company, located at Gyneju str. 14, Vilnius (hereinafter – “the Premises of the Company”) during working hours. Phone for information +370 5 279 0601.

    The shareholders are entitled:

      1. to propose to supplement the agenda of the Meeting by submitting a draft resolution on every additional item of the agenda or, then there is no need to make a decision – explanation of the shareholder (this right is granted to shareholders who hold shares carrying at least 1/20 of all the votes). A proposal to supplement the agenda is submitted in writing sending a proposal by registered mail to the Company at Gyneju str. 14 LT-01110 Vilnius, Lithuania, or, by prior agreement, delivered in person to the representative of the Company at the Premises of the Company on business hours or by sending proposal to the Company by e-mail info@invltechnology.lt. The agenda is supplemented if the proposal is received no later than 14 days before the Meeting.  In case the agenda of the Meeting is supplemented, the Company will report on it no later than 10 days before the Meeting in the same way as on convening of the Meeting;
      2. to propose draft resolutions on the issues already included or to be included in the agenda of the Meeting at any time prior to the date of the Meeting (in writing, sending a proposal by registered mail to the Company at Gyneju str. 14 LT-01110 Vilnius, Lithuania, or, by prior agreement, delivered in person to the representative of the Company at the Premises of the Company on business hours or by sending a proposal to the Company by e-mail info@invltechnology.lt or in writing during the Meeting (this right is granted to shareholders who hold shares carrying at least 1/20 of all the votes);
      3. to submit questions to the Company related to the issues of the agenda of the Meeting in advance but no later than 3 business days prior to the Meeting in writing sending the proposal by registered mail to the Company at Gyneju str. 14 LT-01110 Vilnius, Lithuania, or, by prior agreement, delivered in person to the representative of the Company at the Premises of the Company on business hours or by sending a proposal to the Company by e-mail info@invltechnology.lt. All answers related to the agenda of the Meeting to questions submitted to the Company by the shareholders in advance, are submitted in the Meeting or simultaneously to all shareholders of the Company prior to the Meeting. The Company reserves the right to answer to those shareholders of the Company who can be identified and whose questions are not related to the Company’s confidential information or commercial secrets.

        4. The shareholder participating at the Meeting and having the right to vote, must submit the documents confirming personal identity. A person who is not a shareholder shall, in addition to this document, submit a document confirming the right to vote at the Meeting. The requirement to provide the documents confirming personal identity does not apply when voting in writing by filling in a general ballot paper.

        Each shareholder may authorize either a natural or a legal person to participate and to vote on the shareholder’s behalf at the Meeting. An authorised person has the same rights as his represented shareholder at the Meeting unless the authorized person’s rights are limited by the power of attorney or by the law. The authorized persons must have the document confirming their personal identity and power of attorney approved in the manner specified by law which must be submitted to the Company no later than before the commencement of registration for the Meeting. The Company does not establish special form of the power of attorney. A power of attorney issued by a natural person must be certified by a notary. A power of attorney issued in a foreign state must be translated into Lithuanian and legalised in the manner established by law. The persons with whom shareholders concluded the agreements on the disposal of voting right, also have the right to attend and vote at the Meeting.

        Shareholder is entitled to issue power of attorney by means of electronic communications for legal or natural persons to participate and to vote on its behalf at the Meeting. No notarisation of such authorization is required. The power of attorney issued through electronic communication means must be confirmed by the shareholder with a safe electronic signature developed by safe signature equipment and approved by a qualified certificate effective in the Republic of Lithuania. The shareholder shall inform the Company on the power of attorney issued through the means of electronic communication by e-mail info@invltechnology.lt not later than on the last business day before the Meeting. The power of attorney and notification must be issued in writing and could be sent to the Company by electronic communication means if the transmitted information is secured and the shareholder’s identity can be identified. By submitting the notification to the Company, the shareholder shall include the internet address from which it would be possible to download software to verify an electronic signature of the shareholder free of charge.

        Shareholders of the Company are urged to use the right to vote on the issues in the agenda of the Meeting by submitting properly completed general voting bulletins to the Company in advance. The form of general voting bulletin is presented at the Company’s webpage www.invltechnology.lt section For Investors. If shareholder requests, the Company shall send the general voting bulletin to the requesting shareholder by registered mail or shall deliver it in person no later than 10 days prior to the Meeting free of charge. If general voting bulletin is signed by a person authorized by the shareholder, it should be accompanied by a document certifying the right to vote.

        The Company invites its shareholders who decide to participate in the Meeting to choose one of the alternatives presented below:

        __________

        Alternative No. 1:

        A shareholder or person authorised by them should complete and sign a written voting bulletin and send it to the Company by e-mail (info@invltechnology.lt) and send the original bulletin by registered or ordinary post to the address Gynėjų str. 14, LT-01110 Vilnius. Properly completed written voting bulletins may be sent by registered or ordinary post to the address Gynėjų str. 14, LT-01110 Vilnius without submitting a copy to the e-mail address specified or delivered in person to the Company on business days at the Company‘s registered address mentioned above . Along with a bulletin, a document confirming the right to vote must also be sent. Those voting bulletins shall be deemed valid which are correctly completed and are received before the start of the general shareholders meeting.

        __________

        Alternative No. 2:

        A shareholder or person authorised by them should complete a written voting bulletin, save it on their computer and sign it with a qualified electronic signature. Send the written voting bulletin which is properly completed and signed with a qualified electronic signature to the Company by e-mail at info@invltechnology.lt.

        The Company suggests using the following free qualified electronic signature systems: Dokobit and GoSign.

        __________

        Alternative No. 3:

        If shareholders of the Company do not have the possibility to use voting alternatives No. 1 or No. 2, the Company will provide conditions for the shareholders or persons duly authorised by them to come on 30 April 2025 to the address Gyneju str. 14 in Vilnius, to the Company’s Meeting.

        The person authorized to provide additional information:
        Kazimieras Tonkūnas
        INVL Technology Managing Partner
        E-mail k.tonkunas@invltechnology.lt

        Attachments

      The MIL Network –

  • MIL-OSI United Kingdom: Westminster City Council announces more generous payment options for leaseholders | Westminster City Council

    Source: City of Westminster

    The new plans, amongst the most generous in London, will ease the pressure on leaseholders with bills for major works 

    Westminster City Council is introducing new payment options for resident leaseholders facing large major works bills, in response to challenges with the cost of living and increased building costs that have put many residents in a challenging financial situation.

    Those facing invoices of over £30,000 will be able to benefit from an 8-year interest-free payment plan – one of the most generous payment terms available to local authority leaseholders in London. They will also now having the option of paying back over 13 years, with the first 8 interest free.

    Additionally, the Discretionary and Voluntary service charge loans, which are available to leaseholders with bills of over £20,000, will now be interest free for the first 8 years and no longer dependent on the applicant having to show they weren’t able to secure financing elsewhere.

    This is part of the Council’s plans to limit the financial burden on leaseholders and tackle the cost of living crisis in Westminster.

    Cllr Liza Begum, Cabinet Member for Housing Services said: “The council has seen a sharp rise in the cost of essential major works to its buildings and wants to ensure resident leaseholders are supported through loans with more favourable terms. 

    “That’s why we are increasing the number and generosity of repayment options available to resident leaseholders in Westminster, to ensure that they have the best possible financial support. 

    “If you are a leaseholder and you want to know, more contact our housing services team about changing your payment plan” 

    Notes to editor:  

    The full details of the two new repayment options for resident leaseholders with major works bills are as follows:

    • 8 years – If you receive an invoice for more than £30,000 you can spread payments over eight years in 96 equal monthly payments. This option will not be made available where the property is sublet, owned by a company, or owned by a housing association. You must complete an extended payment instalment form. No interest is charged.
    • 13 years – If you receive a bill for more than £30,000 you can spread payments over thirteen years in 156 equal monthly payments. No interest is charged for months 1-96. Interest is charged on the balance remaining at month 96 at 1.5% above the Bank of England Base rate for months 97-156. This option will not be made available where the property is sublet, owned by a company, or owned by a housing association. You must complete an extended payment instalment form.
    • For both of the Discretionary and Voluntary service charge loans, the criteria that leaseholders must have been unable to secure alternative financing has been removed and an interest free period of 8 years has been added. The full terms are now as follows:
      • Discretionary Service Charge Loan – This option is available for residents leaseholders who receive a bill for more than £20,000. It will not be made available where the property is owned by a company or owned by a housing association. Where the property is sublet, we will review the application on a case by case basis. The service charge loan will be secured by a way of a legal charge on the property for a maximum of 25 years. Years 1 to 8 will be interest free. Interest is charged on the balance remaining at the end of year 8 at 1.5% above the Bank of England Base rate for years 9 to 25. Interest is calculated monthly. You will also need to pay the administration costs involved.
      • Voluntary Service Charge Loan – This option is available for residents leaseholders who receive a bill for more than £20,000. This option will not be made available where the property is owned by a company or owned by a housing association. Where the property is sublet, we will review the application on a case by case basis. The service charge loan will be secured by a way of a legal charge on the property. Years 1 to 8 will be interest free. Interest is charged on the balance remaining at the end of year 8 at 1.5% above the Bank of England Base rate until the loan is repaid. Interest is calculated monthly. The administration fees to set up the loan and to register the charge against the property can also be added to the loan.
         
    • Details of the Council’s other interest-free repayment plans for leaseholders with smaller major works bills can be found on the Council’s website (please note that this webpage does not yet reflect the changes to the other plans that have been detailed above): Major Works service charges payment plans | Westminster City Council 
    • If you are a leaseholder who has received a major works invoice for 2025/26, you will have access to the new payment plans on offer when they are implemented. Any leaseholders who are on historic payment plans for invoice issued before April 2025 can contact the council directly about moving to a new plan.
    • The Cabinet Member decision to approve these changes is subject to the usual call-in procedures. You can read the decision report here: HR25-05 CMR – Major Works service charges payment options.pdf 

    MIL OSI United Kingdom –

  • MIL-OSI United Kingdom: Stoke-on-Trent aiming to break world record as it hosts Big Centenary Tea Party

    Source: City of Stoke-on-Trent

    Stoke-on-Trent is set to brew up something special this summer as part of its Centenary celebrations – with communities across the city invited to take part in a history-making Big Centenary Tea Party

    The event, which takes place at 11am on Monday, 8 July, will bring residents, businesses, schools and other organisations together for a shared moment of celebration – and the chance to break a world record.

    The event, supported by a wide partnership of local organisations, will see tea parties hosted across the city and beyond, in honour of Stoke-on-Trent’s 100 years of city status. From local parks and community halls to care homes, schools and office spaces, the Big Centenary Tea Party is set to bring communities together in celebration of the Centenary.

    The tea party is being arranged by organisations including YMCA North Staffordshire, Staffordshire Chambers of Commerce, the Community Foundation for Staffordshire, Made in Stoke, Stoke-on-Trent College, VAST, and Stoke-on-Trent City Council, with support from the Ambassador Theatre Group and a wide range of local partners.

    Steve Adams, Chief Executive of Community Foundation for Staffordshire and Shropshire, said: “We’re thrilled to be part of the Big Centenary Tea Party and bringing everyone together to celebrate our wonderful, shared history. Let’s use this world record attempt to dream big and work together to make the next 100 years just as incredible!”

    Nicky Twemlow, Community & Partnerships Director YMCA North Staffordshire, said: “We are delighted to be involved in the Big Centenary Tea Party and will be supporting the World Record attempt. Stoke-on-Trent is a brilliant city, and this feels a perfect way to honour the cities 100-year celebrations and bring communities together.”

    Hassan Rizvi, Principal and CEO of Stoke on Trent College, said: “Stoke on Trent College is delighted to be supporting the Big Centenary Tea Party. This is an opportunity to bring our staff together and celebrate 100 years of Stoke-on-Trent in style.”

    Lisa Healings, Chief Executive of VAST, said: “The Big Centenary Tea Party is a fantastic opportunity for communities to come together to build relationships and to celebrate, not only the history of our city, but also its future potential.”

    The Lord Mayor of Stoke-on-Trent, Councillor Lyn Sharpe, said: “This is going to be a fun-filled event involving so many people from across our city.

    “I can’t wait to sit down, enjoy a friendly chat with others and tuck into a tasty cream tea. Our city’s tea sets are famous all over the world so I can’t think of a better way for us to get together for a brew in Stoke-on-Trent than this.”

    “Many organisations are working behind the scenes to make this special event attempt happen as part of our centenary year celebrations. I’d like to thank them for pulling it all together.

    “There is still time to take part, and you’ll help us get one [step] closer to possibly beating the record. If this happens, you’ll be able to tell your friends and family forever more, ‘I’m a record breaker!’”

    Tom Nadin, Head of Projects at Staffordshire Chambers of Commerce, said: “Staffordshire Chambers are proud to support The Big Centenary Tea Party – a brilliant celebration of community spirit, connection and 100 years of making a difference. It’s an opportunity to show how important it is to bring people together, and what better way than over a cuppa and a slice of cake!”

    Dwain Mcdonald, Executive Lead at Made In Stoke, said: “This is more than just a tea party; it’s a testament to the spirit of our community.  We are inviting everyone from our oldest residents to our youngest students to join us in creating a moment in history.”

    The world record attempt aims to gather the largest number of people taking part in a simultaneous cream tea party across multiple venues. From garden gatherings and office events to street parties and family get-togethers, every cup of tea will count toward making history.

    For more information on the Big Centenary Tea Party go to: https://staffordshirechambers.co.uk/tea-party/  

    Or email: teaparty@staffordshirechambers.co.uk or hello@madeinstoke.com

    MIL OSI United Kingdom –

  • MIL-OSI United Kingdom: Wolverhampton business grants expressions of interest window now open

    Source: City of Wolverhampton

    It is likely the average grant available will be up to £20,000 for projects costing £40,000 or more.

    Higher grants could be available depending on the impact of the investment – but grants will be capped at no more than 50% of the project cost.

    Previous grants have supported the purchase of items such as vertical lathes, laser cutters, cold rolling machines, CNC tube bending and forming machines, and polymer sorting machines.

    Funding will come from the UK Shared Prosperity Fund (UKSPF).

    The latest grants were today (Tuesday) launched at a free Business Support Roadshow – supported by Business Growth West Midlands – at Molineux Stadium.

    Full details of grant eligibility, impact measures and the application processes, along with details of some of the other new business support programmes, can be found at Business Growth Wolverhampton.

    The window for expressions of interest in the grants will close on 30 April, 2025.

    Councillor Chris Burden, City of Wolverhampton Council Cabinet Member for City Development, Jobs and Skills, said: “In Wolverhampton, we are utilising the UKSPF funds to support SMEs in maximising their offer and capitalising on opportunities being generated by investment in our city.

    “For those businesses who couldn’t make it to the roadshow I would urge them to head to the business growth webpage and find out exactly what funding is available to them.

    “Support is in place to help guide businesses through the process to access these grants.”

    Applications for the grants are on a competitive basis, subject to availability of funds, and distributed at the discretion of the council.

    If you need help with your grant application or have a general query, you can get in touch by emailing business.development@wolverhampton.gov.uk or calling the business support phone line on 01902 555572 between 9am and 5pm from Monday to Thursday or from 9am to 4.30pm on Fridays.

    MIL OSI United Kingdom –

  • MIL-OSI: Flywire Deepens Collaboration with Ellucian to Deploy Software and Payment Solutions to Banner through Integrations via Ellucian Ethos

    Source: GlobeNewswire (MIL-OSI)

    BOSTON and ORLANDO, Fla., April 08, 2025 (GLOBE NEWSWIRE) — Today, at the Ellucian Live conference, Flywire Corporation (Nasdaq: FLYW) (Flywire), a global payments enablement and software company, announced newly deployed integrations with Ellucian, a leading provider of software and services built to power higher education. Flywire’s new integration pathway with Ellucian Ethos, Ellucian’s API layer, enables institutions to accelerate their implementations of Flywire’s solutions, and ensures Flywire can be implemented on any Ellucian instance, including Banner and Colleague SaaS. These new achievements build off of Flywire and Ellucian’s award-winning integrations that enhance the student experience, while reducing complexity for institutions.

    George Mason University in the United States leveraged Flywire’s Ellucian Ethos integration to successfully deploy Flywire Collection Management software, allowing, among other things, single sign-on access for students directly from their familiar Banner interface. Additionally, Oxford Brookes University will be the first institution to go live with Flywire’s Ellucian Ethos integration for international payments, making Flywire the first Ethos integration in the United Kingdom.

    Flywire successfully deploys Banner integration via Ellucian Ethos at George Mason University

    George Mason University, a longtime client using Flywire for cross-border tuition payments, leveraged Flywire’s Student Financial Software (SFS) integration via Ellucian Ethos to implement Flywire’s Collection Management solution. This automates the past-due collection process, providing proactive visibility and alerts to prompt student engagement, offering flexible payment plans, and accelerating collection timelines and cash flow. With the Flywire SFS/Ellucian integration, past-due accounts are loaded seamlessly, communications are automated, and students are always able to see their accurate balance, saving significant time and resources for administrative staff. Additionally, for staff, they can manage all workflows related to the student financial journey from their familiar Banner or Colleague platform.

    “As a result of the Flywire SFS integration with Ellucian Banner, our students have secure, single sign-on access to our collection management application,” said Bill Cunningham, Director of Student Accounts at George Mason University. “This makes it easier for them to view their past-due balance and take action before it becomes a collection issue. This also reduces the workload for our internal collections team. The project was also one of the smoothest we’ve seen.”

    Oxford Brookes University in the U.K. leverages Flywire’s payments integration with Ellucian Ethos & EPS

    One of Ellucian’s earliest adopters to integrate a payment solution via Ellucian Ethos & EPS, Oxford Brookes University in the U.K., is leveraging the integration between Flywire and Ellucian Banner to offer a streamlined payment experience with hundreds of payment choices to their students and families directly within their Banner instance, without significant IT investment. Additionally, Flywire helps their students and families easily make and track payments in native currencies, and they get the benefit of seeing and accessing all payment information within their familiar Banner workflow.

    “Embedding Flywire’s payment solution into our student information system makes it a natural part of the workflow – for both students and our finance team,” said a representative from Oxford Brookes. “Regardless of where they are in the world, students can easily and securely view charges and make payments. At the same time, reconciliation is fully automated and our systems are updated in real time. That kind of tight integration will drive huge efficiencies for our finance team.”

    Building on a longstanding partnership between Flywire and Ellucian

    With a singular focus on higher education, Ellucian has been empowering colleges and universities with powerful, enterprise solutions for over 50 years. Now, more than 2,900 higher education institutions across the globe rely on Ellucian for everything from managing business workflows to improving the student experience. This has been the driving force behind the long-standing partnership between Ellucian and Flywire. Thanks to ongoing innovation and collaboration, Flywire has previously been named an Ellucian Partner of the Year for Integration Excellence, recognition that highlights how Flywire’s integrations reduce complexity for institution administrators wanting to offer a streamlined experience with more flexible payment options to students and their families.

    Additional benefits of Ellucian/Flywire integrations include:

    • Convenient and secure digital payment experience – Flywire’s powerful Global Payment Network allows students to securely pay in 140+ currencies across 240+ countries and territories with hundreds of payment options
    • Real-time payment and payment plan updates and automated reconciliation – via seamless data flow between Flywire and Ellucian Banner and Ellucian Colleague systems
    • Consolidated payment options – ability to offer a variety of payment options in one place accelerates funds flow, eases reconciliation, and streamlines financial operations

    “Our ability to embed intuitive payment capabilities directly into Ellucian’s existing workflows enables schools to optimize the student financial experience, expand payment options, and streamline their backend financial processes,” said David King, Chief Technology Officer at Flywire. “And as one of the first partners to integrate a payment solution via Ellucian Ethos and EPS, Flywire is committed to building off a longstanding relationship to continue to drive technical innovation for global institutions.”

    Zach Tussing, Director of Partnerships, Ellucian, added: “The Flywire and Ellucian teams have been working closely together to deliver an improved integration and an innovative customer experience. Flywire’s powerful global payments network and payments software, integrated with Ellucian’s suite of products, will deliver significant improvements for institutions around the world.”

    Resources

    • To meet with the Flywire team at Ellucian Live:
      • Visit Flywire booth #234
      • Attend Flywire’s “Rethink Payments & Collections with University of South Florida & Texas A&M for Student Success” and “Texas A&M Automates Sponsor Invoicing to Drive Efficiency” sessions
      • See SFS in action during our solution showcase Tuesday, April 8th at 2:55pm ET
    • To learn more about Flywire’s partnership with Ellucian: Unifying the student experience with Ellucian and Flywire
    • To learn more about Flywire’s Ellucian product integrations: Better Together: Flywire and Ellucian
    • To learn more about Flywire’s capabilities for higher ed: Flywire’s education solutions

    About Flywire

    Flywire is a global payments enablement and software company. We combine our proprietary global payments network, next-gen payments platform and vertical-specific software to deliver the most important and complex payments for our clients and their customers.

    Flywire leverages its vertical-specific software and payments technology to deeply embed within the existing A/R workflows for its clients across the education, healthcare and travel vertical markets, as well as in key B2B industries. Flywire also integrates with leading ERP systems, such as NetSuite, so organizations can optimize the payment experience for their customers while eliminating operational challenges.

    Flywire supports more than 4,500 clients with diverse payment methods in more than 140 currencies across 240 countries and territories around the world. Flywire is headquartered in Boston, MA, USA with global offices. For more information, visit www.flywire.com. Follow Flywire on X (formerly known as Twitter), LinkedIn and Facebook.

    About Ellucian

    With more than 2,900 customers in over 50 countries, Ellucian delivers technology solutions that drive student success and institutional excellence. For more information visit www.ellucian.com.

    Safe Harbor Statement

    This release contains forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995, including, but not limited to, statements regarding Flywire’s expectations regarding the benefits of its education clients and business, Flywire’s business strategy and plans, market growth and trends. Flywire intends such forward-looking statements to be covered by the safe harbor provisions for forward-looking statements contained in Section 21E of the Securities Exchange Act of 1934 and the Private Securities Litigation Reform Act of 1995. In some cases, you can identify forward-looking statements by terms such as, but not limited to, “believe,” “may,” “will,” “potentially,” “estimate,” “continue,” “anticipate,” “intend,” “could,” “would,” “project,” “target,” “plan,” “expect,” or the negative of these terms, and similar expressions intended to identify forward-looking statements. Such forward-looking statements are based upon current expectations that involve risks, changes in circumstances, assumptions, and uncertainties. Important factors that could cause actual results to differ materially from those reflected in Flywire’s forward-looking statements include, among others, the factors that are described in the “Risk Factors” and “Management’s Discussion and Analysis of Financial Condition and Results of Operations” sections of Flywire’s Annual Report on Form 10-K for the year ended December 31, 2024, which is on file with the Securities and Exchange Commission (SEC) and available on the SEC’s website at https://www.sec.gov/. The information in this release is provided only as of the date of this release, and Flywire undertakes no obligation to update any forward-looking statements contained in this release on account of new information, future events, or otherwise, except as required by law.

    Media Contacts:

    Sarah King
    Media@Flywire.com

    Investor Relations Contact
    Masha Kahn
    ir@flywire.com

    The MIL Network –

  • MIL-OSI: Sophos Names Chris Bell as Senior Vice President of Global Channel, Alliances and Corporate Development to Lead Next Evolution of Global Channel Strategy

    Source: GlobeNewswire (MIL-OSI)

    OXFORD, United Kingdom, April 08, 2025 (GLOBE NEWSWIRE) — Sophos, a global leader of innovative security solutions for defeating cyberattacks, today announced it has named Chris Bell as senior vice president of global channel, alliances and corporate development, where he will lead the evolution of Sophos’ global channel strategy. This key appointment reinforces Sophos’ channel-first commitment to deliver a world-class partner experience.

    Bell joined Sophos following its acquisition of Secureworks, where he served as chief strategy officer, responsible for long-term vision, strategic partnerships, corporate development and strategy. Building on his career of more than two decades working in the technology industry, including nearly a decade in cybersecurity and channel; Bell’s leadership will focus on developing and executing a channel strategy that prioritizes expanding reach, empowering partners and driving growth. Key priorities for Bell at Sophos will include:

    • Enhancing Sophos Partner Experience to make it seamless for partners to do business with Sophos at high velocity, while streamlining operations.
    • Continued Innovation for Managed Service Providers (MSPs) and Managed Security Service Providers (MSSPs) with Sophos’ industry-leading cybersecurity platform, enabling superior cybersecurity outcomes for customers, enhancing operational efficiency for security analysts, and boosting profitability for partners.
    • Fueling Partner Growth with service delivery competencies, expanded partner enablement programs including persona-based training and fast-track training to expand partners cybersecurity expertise.
    • Increasing Sophos’ Market Reach by leveraging the unified portfolio of Sophos and Secureworks to deliver best-in-class security technologies and services, empowering partners to enhance cybersecurity and strengthen the security posture of organizations, from commercial to enterprise.
    • Expanding Routes to Market by bolstering Sophos’ presence across technology alliances, marketplaces and the cyber insurance ecosystem. Sophos will also continue to maintain its focus across resellers, service providers, and OEM channels.

    “Partners need adaptable strategies that prioritize flexibility to stay ahead of the increasingly complex threat landscape,” said Bell. “Unifying Sophos’ and Secureworks’ portfolios presents a unique opportunity to accelerate a future-ready channel program that arms partners with the technology, services, insights, and enablement needed to protect customers and fuel long-term growth.”

    A core piece of Sophos’ channel strategy is to better equip partners in addressing the evolving security challenges faced by businesses of all sizes. By aligning more closely with partner needs and prioritizing an open ecosystem, Sophos aims to create a stronger partner network that supports customers from strategy to technology and deployment.

    “Evolving our channel business to consistently deliver excellent customer outcomes is at the core of our partner go-to-market approach,” said Torjus Gylstorff, chief revenue officer at Sophos. “We are thrilled to have Chris’ strategic vision and deep channel and cybersecurity expertise to shape Sophos’ channel strategy and build programs to empower partners to scale their security business.”

    Sophos consistently expands its service delivery capabilities and is recognized for its leadership in implementing partner feedback into its products and enablement offerings. Following the acquisition of Secureworks, Sophos is the leading pure-play cybersecurity vendor of managed detection and response services, protecting more than 28,000 global customers. Sophos also strives to streamline partner operations through initiatives like Sophos Partner Care, a 24×7 team dedicated to providing quoting, licensing and general partner account support, and Sophos Customer Success, a single point of contact for maximizing customer onboarding, retention and growth throughout the post-sales experience.

    Sophos Channel Recognition
    Sophos has been recognized as a Champion in the Canalys Global Cybersecurity Leadership Matrix 2025, underscoring its excellence in channel management and market performance. Additionally, Sophos received a 5-Star Award in the 2025 CRN Partner Program Guide and has been a recipient of the 5-Star Award for the past 12 years. The CRN Partner Program Guide is a key resource that helps solution providers identify vendor programs aligned with their business goals and committed to delivering high partner value.

    To learn more about the Sophos Partner Program, visit: www.sophos.com/partners.

    About Sophos
    Sophos is a global leader and innovator of advanced security solutions for defeating cyberattacks. The company acquired Secureworks in February 2025, bringing together two pioneers that have redefined the cybersecurity industry with their innovative, native AI-optimized services, technologies and products. Sophos is now the largest pure-play Managed Detection and Response (MDR) provider, supporting more than 28,000 organizations. In addition to MDR and other services, Sophos’ complete portfolio includes industry-leading endpoint, network, email, and cloud security that interoperate and adapt to defend through the Sophos Central platform. Secureworks provides the innovative, market-leading Taegis XDR/MDR, identity threat detection and response (ITDR), next-gen SIEM capabilities, managed risk, and a comprehensive set of advisory services. Sophos sells all these solutions through reseller partners, Managed Service Providers (MSPs) and Managed Security Service Providers (MSSPs) worldwide, defending more than 600,000 organizations worldwide from phishing, ransomware, data theft, other every day and state-sponsored cybercrimes. The solutions are powered by historical and real-time threat intelligence from Sophos X-Ops and the newly added Counter Threat Unit (CTU). Sophos is headquartered in Oxford, U.K. More information is available at www.sophos.com.

    The MIL Network –

  • MIL-OSI United Kingdom: Cambridge Waste Water Treatment Plant Relocation DCO decision announced

    Source: United Kingdom – Executive Government & Departments

    Press release

    Cambridge Waste Water Treatment Plant Relocation DCO decision announced

    The Cambridge Waste Water Treatment Plant Relocation application has today been granted development consent by the Secretary of State for Environment, Food and Rural Affairs.

    Cambridge Waste Water Treatment Plant Relocation

    The project comprises the construction and operation of an integrated waste water treatment centre and sludge treatment plant, transfer tunnels, terminal and intermediate pumping stations, vehicle access, utilities connections, renewable energy generation, ancillary buildings and landscaping. 

    The application was submitted to the Planning Inspectorate for consideration by Anglian Water Services Limited on 28 April 2023 and accepted for examination on 24 May 2023.  

    Following an examination during which the public, statutory consultees and interested parties were given the opportunity to give evidence to the Examining Authority, recommendations were made to the Secretary of State on 12 July 2024.   

    This is the second waste water application out of 154 applications examined to date and was again completed by the Planning Inspectorate within the statutory timescale laid down in the Planning Act 2008.   

    Local communities continue to be given the opportunity of being involved in the examination of projects that may affect them. Local people, the local authority and other interested parties were able to participate in this six-month examination.   

    The Examining Authority listened and gave full consideration to all local views and the evidence gathered during the examination before making its recommendation to the Secretary of State.  

    The decision, the recommendation made by the Examining Authority to the Secretary of State for Environment, Food and Rural Affairs and the evidence considered by the Examining Authority in reaching its recommendation are publicly available on the project pages of the National Infrastructure Planning website.  

    Journalists wanting further information should contact the Planning Inspectorate Press Office, on 0303 444 5004 or 0303 444 5005 or email:   

    Press.office@planninginspectorate.gov.uk

    Updates to this page

    Published 8 April 2025

    MIL OSI United Kingdom –

  • MIL-OSI United Kingdom: New appeals process to provide independent assurance about Horizon redress awards

    Source: United Kingdom – Executive Government & Departments

    Press release

    New appeals process to provide independent assurance about Horizon redress awards

    Post Office Minister Gareth Thomas has announced the launch of the new, independent, appeals process for eligible postmasters in the Horizon Shortfall Scheme.

    • New independent appeals process for Horizon Shortfall Scheme victims
    • New applications for postmasters who claimed under HSS to begin this month
    • Provides assurance that those who were unjustly impacted by the Horizon IT scandal will receive full, fair and swift redress

    Post Office Minister Gareth Thomas has announced in Parliament today [Tuesday 8 April] the launch of the new, independent, appeals process for eligible postmasters in the Horizon Shortfall Scheme (HSS).

    Postmasters who feel their financial settlement did not reflect the true extent of their losses and trauma will be able to appeal their settlement ensuring they receive full, fair and swift redress.

    Eligible postmasters and their legal representatives will be written to later this month and applications for the new Appeals process will begin to be accepted by the end of April.

    Post Office Minister Gareth Thomas said:

    It is our priority that all those who were unjustly affected by the Horizon IT scandal receive full, fair and swift redress and today’s measures are the next step in providing that.

    Since taking office, the total amount of redress paid to victims has increased by more than three and a half times with £892 million having now been paid to over 6,200 claimants. There is still more to do, and I am committed to this task until every affected postmaster receives the redress they rightly deserve.

    The Government also announced that each Directly Managed Branch (DMBs) will be franchised so that Post Office services remain available to local communities. We have listened to concerns and made it clear that DMBs should not be closed as we continue to work with the Post Office as it develops its transformation plan.

    There will also be a further £276.9 million in funding for the Post Office to help support the breadth of the network. This will enable Post Office to deliver technology transformation and give them the resources to continue administering redress payments to postmasters.

    There will also be a scheme launched next month to provide redress to postmasters who faced issues with Post Office products, polices or processes.

    These updates will help rebuild trust with postmasters and ensure past failings are fully addressed.

    Notes to editors

    As of 31 March 2025, approximately £892 million has been paid to over 6,200 claimants across 4 schemes:

    • £454 million in the Horizon Shortfall Scheme (HSS), including interim payments
    • £67 million in the Overturned Convictions (OC) scheme, including interim payments
    • £150 million in the Group Litigation Order (GLO) scheme, including interim payments
    • £221 million in the Horizon Convictions Redress Scheme (HCRS), including interim payments

    Updates to this page

    Published 8 April 2025

    MIL OSI United Kingdom –

  • MIL-OSI Security: Two charged following Westfield criminal damage incident

    Source: United Kingdom London Metropolitan Police

    Two teenagers have been charged with criminal damage with intent to endanger life.

    A 14-year-old boy and a 16-year-old boy, from Hackney, east London were charged on Tuesday, 8 April and will appear at Stratford Youth Court on Tuesday, 6 May.

    The pair – who cannot be named for legal reasons – were arrested on Tuesday, 4 March following reports of furniture being thrown from the top level of Westfield in Stratford on Saturday, 1 March.

    MIL Security OSI –

  • MIL-OSI Global: Peru’s ancient irrigation systems turned deserts into farms because of the culture − without it, the systems failed

    Source: The Conversation – USA – By Ari Caramanica, Assistant Professor of Archaeology, Vanderbilt University

    A pre-Hispanic canal funnels water from mountains to farm fields. Ari Caramanica

    Seeing the north coast of Peru for the first time, you would be hard-pressed to believe it’s one of the driest deserts in the world.

    Parts of the region receive less than an inch of rain in an entire year. Yet, water and greenery are everywhere. This is the nation’s agro-industrial heartland, and, thanks to irrigation canals, almost every inch of the floodplain is blanketed in lucrative export crops, such as sugarcane, asparagus and blueberries.

    However, the apparent success of this system masks an underlying fragility.

    Water shortages have plagued the region for centuries, and now modern climate change combined with agro-industrial practices have further intensified droughts. In response, the Peruvian government has invested billions of dollars in irrigation infrastructure in recent years designed to deliver more water from a resource more than 100 miles away: glaciers in the Andes.

    But the Andean glaciers are disappearing as global temperatures rise. Peru has lost over half its glacier surface area since 1962. At the same time, floods often connected to wet El Niño years are increasing in both frequency and intensity. These floods often destroy or obstruct critical irrigation infrastructure.

    Andean glaciers are disappearing as global temperatures rise. Peru lost over half its glacier surface area in the past half-century.
    mmphoto/DigitalVision via Getty Images

    As an archaeologist investigating societal responses to environmental and climate disaster in Peru, I’m interested in unraveling the histories of complex systems to understand how to improve similar systems today. To understand the Peruvian heartland’s vulnerabilities, it helps to look to the deep past.

    Most of the modern canal network originally dates to pre-Hispanic times, more than 1400 years ago. However, evidence suggests that while the canal systems of the past may have looked similar to those of the present, they functioned in more efficient, flexible ways. The key to adapting to our present and future climate may lie in comprehending the knowledge systems of the past – not just the equipment, technology or infrastructure, but how people used it.

    An environment of extremes

    The north coast of Peru is an environment of extremes.

    In this desert, thousands of years ago, societies encountered many of the same challenges posed by the modern climate crisis: expanding drylands, water scarcity, vulnerable food production systems, and frequent, intense natural disasters.

    Yet, people not only occupied this area for millennia, they thrived in it. Moche and Chimu societies created sophisticated, complex political and religious institutions, art and technology, and one of the largest pyramidal structures in the Americas.

    Relief of fish adorn an adobe wall in the historic Tschudi Complex archaeological site at Chan Chan, the former capital of the Chimu empire in Peru.
    FabulousFabs/Flickr, CC BY-NC

    When the Spanish arrived on the desert north coast of Peru shortly after 1532 C.E., early chroniclers remarked on the verdant, green valleys across the region.

    The Spanish immediately recognized the importance of the canal network. They had used similar canal technology in Spain for centuries. So, they set about conscripting Indigenous labor and adapting the irrigation system to their goals.

    Just a few decades later, however, historic records describe sand dunes and scrublands invading the green valleys, water shortages, and in 1578 a massive El Niño flood that nearly ended the young colony.

    So how did the Indigenous operation of this landscape succeed, where the Spanish and the modern-day agro-industrial complex have repeatedly failed?

    Culture was crucial for ancient canal systems

    Ancient beliefs, behaviors and norms – what archaeologists call culture – were fundamentally integrated into technological solutions in this part of Peru in ancient times. Isolating and removing the tools from that knowledge made them less effective.

    Scientists, policymakers and stakeholders searching for models of sustainable agriculture and climate adaptations can look to the archaeological record. Successfully applying past practices to today’s challenges requires learning about the cultures that put those tools to work effectively for so long, so long ago.

    The pre-Hispanic societies of Peru developed agricultural principles around the realities of the desert, which included both dry seasons and flash floods.

    Large-scale irrigation infrastructure was combined with low-cost, easily modified canals. Aqueducts doubled as sediment traps to capture nutrients. Canal branches channeled both river water and floodwater. Even check-dams – small dams used to control high-energy floods – worked in multiple ways. Usually made of mounded cobble and gravel, they reduced the energy of flash floods, captured rich sediments and recharged the water table.

    A drone’s view of sugarcane fields shows a pre-Hispanic adobe aqueduct on the right and small feeder canals in the modern fields.
    Ari Caramanica

    The initial failures of the Spanish on the north coast exemplify the problem of trying to adopt technology without understanding the cultural insights behind it: While they may be identical in form, a Spanish canal isn’t a Moche canal.

    Spanish canals operated in a temperate climate and were managed by individual farmers who could maintain or increase their water flow. The Moche and Chimu canal was tied to a complex labor system that synchronized cleaning and maintenance and prioritized the efficient use of water. What’s more, Moche canals functioned in tandem with floodwater diversion canals, which activated during El Niño events to create niches of agricultural productivity amid disasters.

    A handmade gate on a modern canal in northern Peru doesn’t seem that different from ancient canals, but the pre-Hispanic canal systems were generally more conceptually complex and interconnected.
    Ari Caramanica

    Desert farming required flexibility and multifunctionality from its infrastructure. Achieving that often meant forgoing impermeable materials and permanent designs, which stands in stark contrast to the way modern-day water management works are constructed.

    Copying ancient practices without the culture

    Today, the Peruvian government is pushing forward with a decades-old, multibillion-dollar project to deliver water to the north coast from a glacier-fed river.

    The Chavimochic project promises a grand transformation, turning desert into productive farmland. But it may be sacrificing long-term resilience for short-term prosperity.

    The project feeds on the temporary abundance of glacial meltwater. This is creating a water boom as the ice melts, but it will inevitably be followed by a devastating water bust as the glaciers all but disappear, which scientists estimate could happen by the end of the 21st century.

    Farmers sell locally grown corn and other crops at a street market in Piura, Peru.
    Christian Ender/Getty Images

    Meanwhile, sustainable land management practices of past Indigenous inhabitants continue to support ecosystems hundreds and even thousands of years later. Studies show higher levels of biodiversity, crucial to ecosystem health, near archaeological sites.

    On the Peruvian north coast, pre-Hispanic infrastructure continues to capture floodwater during El Niño events. When their modern-day fields are flooded or destroyed by these events, farmers will sometimes move their crops to areas surrounding archaeological remains where their corn, squash and bean plants can tap into the trapped water and sediments and safely grow without the need for further irrigation.

    Critics might point out the difficulty of scaling up ancient technologies for global applications, find them rudimentary, or would prefer to appropriate the design without bothering with understanding “the cultural stuff.”

    But this framing misses the bigger point: What made these technologies effective was the cultural stuff. Not just the tools but how they were used by the societies operating them. As long as modern engineering solutions try to update ancient technologies without considering the cultures that made them function, these projects will struggle.

    Understanding the past matters

    Archaeologists have an important role to play in building a climate-resilient future, but any meaningful progress would benefit from a historical approach that considers multiple ways of understanding the environment, of operating an irrigation canal and of organizing an agriculture-based economy.

    That approach, in my view, begins with saving indigenous languages, where cultural logic is deeply embedded, as well as preserving archaeological and sacred sites, and creating partnerships built on trust with the people who have worked with the land and whose cultures have adapted their practices to the changing climate for thousands of years.

    Ari Caramanica receives funding from The National Endowment for the Humanities.

    – ref. Peru’s ancient irrigation systems turned deserts into farms because of the culture − without it, the systems failed – https://theconversation.com/perus-ancient-irrigation-systems-turned-deserts-into-farms-because-of-the-culture-without-it-the-systems-failed-251199

    MIL OSI – Global Reports –

  • MIL-OSI Global: The ‘courage to be’ in uncertain times − how one 20th-century philosopher defined bravery

    Source: The Conversation – USA – By Mordechai Gordon, Professor of Education, Quinnipiac University

    Over the past few weeks, as negotiations for a ceasefire in Ukraine drag on, I’ve thought back to Feb. 28, 2025: the day of Volodymyr Zelenskyy’s heated visit to the Oval Office.

    Zelenskyy has called the tone of the meeting “regrettable” as he tries to salvage support for Ukraine. But in some ways, he has stood by his decision to speak up as President Donald Trump and Vice President JD Vance berated his country, calling it ungrateful for foreign assistance. “In that conversation, I was defending the dignity of Ukraine,” he told Time magazine.

    Watching Zelenskyy left me thinking about political courage. Philosophers have written about bravery for thousands of years, but what is it?

    Plato, for instance, wrote about courage as an important virtue that can assist political leaders. Plato scholar Linda Rabieh argues that courage is the ability to be steadfast in the moment of truth. Angela Hobbs, a British scholar, says that courage might be called “spiritedness”: the ability to act boldly in adverse situations.

    Some of my own recent research in philosophy of education has also focused on courage. In particular, I have been interested in Paul Tillich’s notion of the “courage to be,” as well as its implications for politics and education. Tillich was a German philosopher and theologian who left the country after the Nazis rose to power.

    Tillich Park in New Harmony, Ind., dedicated to the philosopher and theologian.
    christina rutz/Flickr, CC BY-SA

    More than a mindset

    Born in a village in eastern Germany in 1886, Tillich lived in a Europe ravaged by two world wars. As such, he experienced firsthand the fundamental anxiety that many felt during this period of prolonged violence and destruction.

    In the early 1930s, Tillich wrote “The Socialist Decision,” which can be interpreted as a challenge to right-wing populist movements. The Nazis banned the book, and he soon immigrated to the United States, where he would spend the rest of his life and write his most important philosophical and theological works.

    Tillich’s book “The Courage to Be,” published in 1952, is based on a series of lectures that he delivered at Yale University. Tillich was inspired to address courage, since he viewed this concept as one that integrates theological, sociological and philosophical problems. Moreover, Tillich suggests that this concept was useful for understanding societies’ challenges after World War II.

    Tillich moved to the U.S. in the 1930s, after the Nazis’ rise to power.
    Fritz Eschen/ullstein bild via Getty Images

    At its core, the book springs from an attempt to respond to anxiety: people’s anxious search for meaning and security, especially as many people lost faith in the religious traditions that once anchored their sense of purpose and reality. There is courage, Tillich writes, in affirming oneself despite that sense of emptiness, and despite the knowledge that our lives are short and uncertain.

    Tillich defines “the courage to be” as “the ethical act in which man affirms his own being in spite of those elements of his existence which conflict with his essential self-affirmation.” In other words, it is not simply an attitude or disposition. The courage to be is a deed – the ability to stay true to oneself.

    When it comes to ethics or politics, Tillich’s idea of courage entails the ability to sacrifice things such as pleasure, happiness and, in the most extreme cases, one’s life for some higher cause. Such acts of courage are praiseworthy because they suggest that the most ethically essential parts – the noble aspects – of our being are prevailing over the less essential.

    In spite of, a part of

    What Tillich calls “courage to be” consists of two indivisible parts or aspects.

    The first is what he refers to as “the courage to be in spite of”: courageously choosing to affirm one’s essential being, one’s core values, despite tough and even daunting forces of resistance.

    Martin Luther King Jr.’s struggle for civil rights during the 1960s provides a good example of this aspect of the courage to be. Documentary evidence indicates that the FBI tried to destroy his reputation with blackmail and wiretaps, not to mention the close to 30 times he was jailed.

    Martin Luther King Jr., kneeling on left, leads marchers singing and praying during a protest against segregated housing policies in Chicago in August 1966.
    AP Photo/File

    The second aspect Tillich describes in his book is “the courage to be as a part,” to partake in something larger than oneself. Tillich writes that “the self is self only because it has a world, a structured universe, to which it belongs.” The courage to be as a part could mean participating in a political movement, a religious community, a worker strike, or any other initiative that involves people coming together for a common purpose.

    For Tillich, these types of courage should not be considered separate qualities but two interrelated aspects of the courage to be.

    At Zelenskyy’s meeting in the Oval Office, I believe we witnessed a leader embodying both senses of the courage to be. As a president, Zelenskyy stood up for the right of his country to defend itself in the face of Russia’s assault. He remained steadfast in spite of efforts by Trump and Vance to pressure him to accept an agreement that would not have provided security guarantees for Ukraine.

    Yet it seemed to me the plainspoken, animated Zelenskyy also displayed Tillich’s notion of the courage to be as a part. He acted not only as an individual, or a politician, but as a Ukrainian trying to defend his country from an invader − a cause that has inspired protests around the globe.

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

    – ref. The ‘courage to be’ in uncertain times − how one 20th-century philosopher defined bravery – https://theconversation.com/the-courage-to-be-in-uncertain-times-how-one-20th-century-philosopher-defined-bravery-250576

    MIL OSI – Global Reports –

  • MIL-OSI United Kingdom: Defence medical waiting times cut as new appointments system launches

    Source: United Kingdom – Executive Government & Departments

    News story

    Defence medical waiting times cut as new appointments system launches

    New Defence appointment management approach results in a 26% reduction in waiting times for patients accessing doctor appointments in primary healthcare.

    MOD Crown Copyright

    Total Triage, introduced by Strategic Command’s Defence Medical Services, has been adopted by Defence medical centres and is designed to reduce unnecessary face-to-face appointments and enable greater and quicker access to medical care for those in need. One of the first centres to use it has seen a 90% reduction in such doctor appointments, with 70% of all enquiries handled at first point of contact and leading to greater patient and staff satisfaction.

    The new system completed its national rollout at 105 Defence Primary Healthcare medical centres across the UK earlier this year. In addition, Total Triage hubs have now been established at 35 Defence medical centres with a further 13 neighbouring centres permanently using the hubs by local agreement.

    Under the new arrangements patients submit a request through the online form, or phone the medical centre where the request is triaged and allocated to a suitable qualified clinician within the multi-disciplinary team. The patient should receive a call back within 24 working hours by a medical professional to be given medical advice or alternatively referred to either a face-to-face appointment or remote consultation with a specialist. This ensures the patient gets to see the right healthcare worker at the right time.

    Flight Sergeant Chris Workman MBE, Project Lead for Total Triage, said:

    The health and welfare of our patients is our top priority, and the introduction of Total Triage is already seeing positive results in healthcare outcomes. Patients have reported positive feedback regarding the ease of submitting their request alongside the speedy delivery of their clinical outcome with some 4 week waiting lists being reduced to zero days.

    Equally, staff are experiencing a boost as the Total Triage team have enjoyed a wider range of patient consultations, developed a distinct sense of camaraderie and a renewed pride in the delivery of joint healthcare for our patients.

    This is based the innovative system used by NHS GP practices during the COVID19 pandemic, to ensure people could still receive medical advice when in person appointments were not possible. The concept was then adapted by the Defence Medical Services for use at medical centres, reducing unnecessary travel by patients as well as improving resilience across the regions as medical centres work collaboratively to improve patient outcomes. This has resulted in a reduced amount of appointment booking calls in the morning which lowers the pressure on reception staff and enables quicker patient treatment.

    Director Defence Healthcare, Air Vice Marshal Dave McLoughlin, said:

    The implementation of Total Triage has been a game changer for Defence Primary Healthcare. It has resulted in an overall reduction in waiting times for doctor and nurse appointments by nearly a third. This ensures that the right patient sees the right healthcare worker at the right time.

    Providing safe and effective healthcare to the Armed Forces population is a priority for Defence. Witnessing the dedication of the teams delivering this initiative at scale and at pace, alongside the reports of high levels of patient and staff satisfaction is remarkable and inspiring. My sincere thanks to everyone who has worked hard to implement Total Triage.

    This is part of wider programme of primary healthcare improvements set up by the Defence Medical Services to identify and deliver better healthcare to Armed Forces personnel, including the introduction of SMS appointment reminders and combining practices to increase access to medical services and resources.

    Updates to this page

    Published 8 April 2025

    MIL OSI United Kingdom –

  • MIL-OSI United Kingdom: Integrated Settlements 2025 to 2026 grant determination letters

    Source: United Kingdom – Executive Government & Departments

    Correspondence

    Integrated Settlements 2025 to 2026 grant determination letters

    Copies of the grant determination letters for the Integrated Settlements 2025 to 2026.

    Applies to England

    Documents

    Grant determination letter: Greater Manchester Mayoral Combined Authority

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    Grant determination letter: West Midlands Mayoral Combined Authority

    HTML

    Details

    On this page we have made available copies of the grant determination letters for the Integrated Settlements 2025 to 2026 provided to Greater Manchester Mayoral Combined Authority and West Midlands Mayoral Combined Authority.

    Updates to this page

    Published 8 April 2025

    Sign up for emails or print this page

    MIL OSI United Kingdom –

  • MIL-OSI United Kingdom: Update on Free Trade Agreement negotiations with South Korea

    Source: United Kingdom – Executive Government & Departments

    News story

    Update on Free Trade Agreement negotiations with South Korea

    Update following round 4 of negotiations on an upgraded Free Trade Agreement (FTA) with South Korea

    Negotiations took place in London between 10 and 21 March 2025. 

    The fourth round of negotiations to upgrade the existing Free Trade Agreement (FTA) with the Republic of Korea (RoK) took place in London between 10 and 21 March 2025. As with previous rounds, negotiators from both sides engaged productively across a broad range of areas in an ongoing effort to enhance and solidify the economic partnership between us. 

    Negotiations continue to centre around three key objectives: 

    1. Securing and future proofing existing arrangements: Progress was made in rules of origin discussions. Product Specific Rules were discussed for a range of important exporting sectors. Negotiators will continue to seek a chapter which accounts for both existing and future supply chains. 

    2. Capturing recent advances in Trade Policy: Negotiations on a new and comprehensive Digital Trade chapter progressed positively, with commitments on data, trade digitisation and business safeguards under discussion this round. 

    3. Supporting our strategic relationship with the Republic of Korea: During the round good progress was made towards agreeing new cooperation commitments covering areas such as the Environment, Trade and Gender Equality and Supply Chains. 

    Economic growth is the core mission of this government, and this FTA has an important role to play in supporting our £15.3 billion trade relationship with the Republic of Korea. 

    The government will only ever sign a trade agreement which aligns with the UK’s national interests, upholding high standards across a range of sectors, including protections for the National Health Service. 

    The fifth round of negotiations is currently expected to take place in Seoul in the Summer of 2025.

    Updates to this page

    Published 8 April 2025

    MIL OSI United Kingdom –

  • MIL-OSI: 3D Systems’ Solution Enables World’s First Facial Implant Manufacturing at Point-of-Care

    Source: GlobeNewswire (MIL-OSI)

    • First 3D-printed PEEK facial implant manufactured at the point-of-care using 3D Systems’ EXT 220 MED
    • Point-of-care collaboration between surgeons, engineers, and technology enables tailored solutions to address complex patient needs
    • 3D Systems’ solutions accelerating additive manufacturing use in maxillofacial reconstruction — total market anticipated to reach more than $4 billion by end of 2034

    ROCK HILL, S.C., April 08, 2025 (GLOBE NEWSWIRE) — Today, 3D Systems (NYSE: DDD) announced that in collaboration with the University Hospital Basel (Switzerland) the Company’s unique point-of-care additive manufacturing solution has been used to design and produce the world’s first Medical Device Regulation (MDR)-compliant 3D-printed PEEK facial implant. Prof. Florian Thieringer and Dr. Neha Sharma, together with their team of biomedical engineers, successfully designed and manufactured a custom device to address a patient’s unique need using 3D Systems technology and product manufacturing expertise. They used this implant as part of a successful surgery completed at the hospital on March 18, 2025. Production of the first MDR-compliant facial implant was completed using VESTAKEEP® i4 3DF PEEK by Evonik on 3D Systems’ EXT 220 MED. The cleanroom-based architecture of the printer and simplified post-processing workflows enable the efficient production of patient-specific medical devices directly at the hospital.

    “Our goal is always to provide the best possible care for our patients,” said Prof. Thieringer. “Being directly involved in both the design and manufacturing of patient-specific implants — right here in our hospital — allows us to tailor treatments precisely to individual needs, respond faster, and improve surgical outcomes. The ability to produce implants on demand represents a new era in personalized care.”

    For more than a decade, surgeons have used VSP® surgical planning solutions that combine best-in-class digital workflows with the industry’s broadest additive manufacturing portfolio of printers and materials to deliver comprehensive patient-matched solutions. Bringing together surgeons, engineers, and technology in the clinical setting allows for the immediate development of patient-specific treatments, overcoming the limitations of standard medical devices. As a result, healthcare providers are improving outcomes1,2, increasing efficiency3, and lowering the cost of care4. 

    “The rapid adoption of the EXT 220 MED by leading healthcare institutions combined with our expanding applications pipeline, underscores the transformative power of 3D printing in clinical settings,” said Stefan Leonhardt, Ph.D., director, medical devices, 3D Systems. “We are proud to collaborate with the pioneering clinicians at University Hospital Basel and other leading hospitals worldwide to expand the applications that can be addressed with additive manufacturing. Since its launch in August 2023, our innovative solution has already been utilized in more than 80 successful cranial implant surgeries at partner hospitals, demonstrating its swift integration and real-world effectiveness in delivering personalized patient care. The successful use of the EXT 220 MED for maxillofacial implants showcases our commitment to ongoing innovation that delivers personalized healthcare solutions for new applications.”

    It is anticipated that the use of 3D-printed facial implants will accelerate based on the availability of advanced technologies. According to Market Research Future5, the 3D-printed maxillofacial implant market size was estimated at more than $2 billion in 2024 and is anticipated to more than double to over $4 billion by the end of 2034. Additive manufacturing is disrupting this sector by enabling a more cost-effective, efficient solution. As a pioneer in personalized healthcare solutions, 3D Systems has worked with surgeons for over a decade to plan more than 150,000 patient-specific cases and additively manufacture more than two million implants and instruments for 100+ CE-marked and FDA-cleared devices from its world-class, FDA-registered, ISO 13485-certified facilities in Littleton, Colorado, and Leuven, Belgium. For more information, please visit the Company’s website.

    Forward-Looking Statements
    Certain statements made in this release that are not statements of historical or current facts are forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995. Forward-looking statements involve known and unknown risks, uncertainties and other factors that may cause the actual results, performance or achievements of the company to be materially different from historical results or from any future results or projections expressed or implied by such forward-looking statements. In many cases, forward-looking statements can be identified by terms such as “believes,” “belief,” “expects,” “may,” “will,” “estimates,” “intends,” “anticipates” or “plans” or the negative of these terms or other comparable terminology. Forward-looking statements are based upon management’s beliefs, assumptions, and current expectations and may include comments as to the company’s beliefs and expectations as to future events and trends affecting its business and are necessarily subject to uncertainties, many of which are outside the control of the company. The factors described under the headings “Forward-Looking Statements” and “Risk Factors” in the company’s periodic filings with the Securities and Exchange Commission, as well as other factors, could cause actual results to differ materially from those reflected or predicted in forward-looking statements. Although management believes that the expectations reflected in the forward-looking statements are reasonable, forward-looking statements are not, and should not be relied upon as a guarantee of future performance or results, nor will they necessarily prove to be accurate indications of the times at which such performance or results will be achieved. The forward-looking statements included are made only as of the date of the statement. 3D Systems undertakes no obligation to update or review any forward-looking statements made by management or on its behalf, whether as a result of future developments, subsequent events or circumstances or otherwise, except as required by law.

    About 3D Systems
    More than 35 years ago, Chuck Hull’s curiosity and desire to improve the way products were designed and manufactured gave birth to 3D printing, 3D Systems, and the additive manufacturing industry. Since then, that same spark continues to ignite the 3D Systems team as we work side-by-side with our customers to change the way industries innovate. As a full-service solutions partner, we deliver industry-leading 3D printing technologies, materials and software to high-value markets such as medical and dental; aerospace, space and defense; transportation and motorsports; AI infrastructure; and durable goods. Each application-specific solution is powered by the expertise and passion of our employees who endeavor to achieve our shared goal of Transforming Manufacturing for a Better Future. More information on the company is available at www.3dsystems.com.

    Investor Contact:   investor.relations@3dsystems.com 
    Media Contact:      press@3dsystems.com

    1 Ballard DH, Trace AP, Ali S, et al. Clinical Applications of 3D Printing: Primer for Radiologists. Acad Radiol 2018;25(1):52–65. 
    2 Chepelev L, Wake N, Ryan J, et al. Radiological Society of North America (RSNA) 3D printing Special Interest Group (SIG): guidelines for medical 3D printing and appropriateness for clinical scenarios. 3D Print Med 2018;4(1):11. 
    3 Morgan C, Khatri C, Hanna SA, Ashrafian H, Sarraf KM. Use of three-dimensional printing in preoperative planning in orthopaedic trauma surgery: A systematic review and meta-analysis. World J Orthop 2020;11(1):57– 67.
    4 Ballard DH, Mills P, Duszak R Jr, Weisman JA, Rybicki FJ, Woodard PK. Medical 3D Printing Cost-Savings in Orthopedic and Maxillofacial Surgery: Cost Analysis of Operating Room Time Saved with 3D Printed Anatomic Models and Surgical Guides. Acad Radiol. 2020 Aug;27(8):1103-1113.
    5 Market Research Future, 3D Printed Maxillofacial Implant Market Research Report By Application (Craniomaxillofacial Reconstruction, Dental Implants, Orthognathic Surgery, Trauma Reconstruction), By Material (Titanium, POM, Polyether Ether Ketone, Glass Ceramics), By Technology (Stereolithography, Selective Laser Sintering, Fused Deposition Modeling, Computer-Aided Design), By End Use (Hospitals, Dental Clinics, Ambulatory Surgical Centers) and By Regional (North America, Europe, South America, Asia-Pacific, Middle East and Africa) – Forecast to 2034 (March 2025).

    The MIL Network –

  • MIL-Evening Report: Election Diary: The election’s first debate was disaster-free but passion-free too

    Source: The Conversation (Au and NZ) – By Michelle Grattan, Professorial Fellow, University of Canberra

    The election’s first debate, on Sky News on Tuesday night, was disappointingly dull. Viewers who’d been following the campaign would have learned little. There was minimal spontaneity.

    Among the 100 undecided voters in the room, 44 said Anthony Albanese won, 35 thought Peter Dutton came out ahead and 21 were undecided.

    Both camps will be satisfied, because each leader’s main aim was to avoid disaster. A bad mistake, an undisciplined moment, can sour the following day.

    The Liberals will be especially relieved. After difficult days for Dutton, with Trump wading into the campaign and the fiasco over the work-from-home policy, the opposition leader needed to perform creditably. He did that, with commentators scoring the result variously (in some cases in line with the scorer’s political leaning).

    Dutton was under added pressure – just before the two men faced off he learned his father Bruce had been taken to hospital.

    Both leaders were well prepared, and carefully polite. Questions canvassed the “Trump pandemic”, education, health, cost of living, immigration, Albanese’s tax cuts, Dutton’s fuel excise promise, and Gaza.

    When moderator Kieran Gilbert asked audience members to raise their hands if they were “doing it pretty tough” about half did so.

    Albanese seemed to have more material to work with, and made sure he homed in on Dutton’s nuclear policy and his time as health minister.

    Naturally, we saw Albanese’s well-worn Medicare card again.

    The PM dodged an awkward reference to NSW premier Chris Minns’ returning public servants to the office, pivoting to Dutton’s dumping his working from home policy. “Peter hasn’t been able to stand up for his own policy, so I don’t know how he can stand up for Australia.”

    Albanese had a good zinger countering Dutton’s spiel on gas: “The only gas policy that the Coalition have is the gaslighting of the Australia public.”

    Dutton had a cut-through point on the PM’s promise to subsidise solar batteries. “He’s asking you to provide a subsidy or to support a subsidy for people on higher incomes like me to buy a battery at a subsidised price and I don’t believe that’s fair.”

    Rather bizarrely, the Coalition used the cover of the debate to release its delayed modelling for its gas reservation policy, sending it out just as the debate started, embargoed until its finish.

    “Modelling conducted by Frontier Economics has concluded that the Coalition’s National Gas Plan will see a 23% reduction in wholesale gas prices,” the statement said. This would “progressively mean

    • 15% reduction in retail gas bills for industrial customers
    • 7% reduction in retail gas bills for residential customers
    • 8% reduction in wholesale electricity prices
    • 3% reduction in residential electricity prices.”

    And do the debates matter anyway?

    Australian election debates are punctuation points in the campaign. They don’t necessarily carry much weight, although they can affect a candidate’s immediate momentum.

    Ian McAllister, director of the ANU’s Australian Election Study, says fewer and fewer people are watching these debates. In 1993, about seven in ten voters watched; in 2022 only a third did.

    McAllister also says our debates are low grade compared to some overseas. For example, in France, the two candidates sit across from each other, with two moderators and “go for it”. In Australia, debates are “stylised” and the candidates rely heavily on prepared answers.

    Winning or losing the debates is not necessarily a guide to the election result. As the table shows John Howard performed better in elections than in debates.

    NSW Premier Minns defends a back-to-the-office policy

    Peter Dutton took a serious fall over his now-abandoned plan to force Canberra public servants back to the office. But Chris Minns already has many state bureaucrats back at their desks, and on Tuesday declared firmly he won’t be for turning.

    The Minns policy, announced last year, admittedly has had a bumpy start, including problems with the unions. But Minns’ “sell” is very different from the Coalition’s unsuccessful attempt.

    The federal opposition, which often seems obsessed with Canberra public servants, left the impression these bureaucrats working from home were ripping off the system and needed to be brought into line.

    Contrast the positive spin from Minns on Tuesday. After noting most NSW public servants can’t work from home – they’re on the front line – for the rest: “We believe it’s the only way of mentoring the next generation of people, to come through offices and ensure that they’ve got good modelled behaviour, a sense of shared mission and an idea of where they’re going collectively together.

    “In order for us to fulfil the mission of government and public service, it means that you’ve got to build a team culture. And that can really only be done in the workplace.

    “I think our policy is different to Peter Dutton’s, but I just don’t want to mince words. We’ve got to be clear and consistent and we’re not changing our policy.

    “I don’t want any ambiguity about our position. We made that call last year. It was the right decision. And in terms of the mentoring role that a senior person plays in a workplace, whether they’re a manager or not, if they’ve got years under their belt and they’ve got experience, it’s amazing the positive impact they will have on a junior recruit that we’ve just got into the public service and that doesn’t happen on zoom and it doesn’t happen on YouTube and it doesn’t happen over the phone.”

    Minns has consistently proved himself a strong communicator. He often ran rings around Anthony Albanese in responding to the antisemitism crisis.

    Jim Chalmers does the rounds on the tariff crisis

    Treasurer Jim Chalmers is making the most of incumbency in the wake of the Trump tariff upheaval, undertaking an intense round of official activity.

    Chalmers will convene a meeting on Wednesday of the Council of Financial Regulators to discuss the impact globally and locally. Those attending will include the heads of the Reserve Bank, the Australian Securities and Investments Commission, the Australian Prudential Regulation Authority, Treasury and the Australian Competition and Consumer Commission.

    He will also meet the heads of the Future Fund and the ASX. On Thursday, he will have talks with major employers.

    Chalmers has already convened and attended a Treasury briefing for the prime minister. He has talked with Reserve Bank Governor Michele Bullock, and been in touch with the CEOs of the major banks and superannuation funds representatives.

    Chalmers is due to debate shadow treasurer Angus Taylor on Wednesday evening.

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

    – ref. Election Diary: The election’s first debate was disaster-free but passion-free too – https://theconversation.com/election-diary-the-elections-first-debate-was-disaster-free-but-passion-free-too-183208

    MIL OSI Analysis – EveningReport.nz –

  • MIL-OSI Video: UK What is the Journal?

    Source: United Kingdom UK Parliament (video statements)

    The Journal Office holds a complete record of all decisions made in the House of Commons Chamber since 1547.

    A Journal is created for every Parliament session. Two newly printed and bound Journals have arrived to be added to the shelves.

    The Journal is created from a document called Votes and Proceedings which is produced every day by a team of clerks, including Gavin.

    Curious to find out more? You can find Votes and Proceedings by date online https://commonsbusiness.parliament.uk/search?SearchTerm=Votes+and+Proceedings

    https://www.youtube.com/watch?v=UEPLLWsum8Q

    MIL OSI Video –

  • MIL-OSI United Kingdom: Royal Navy aircraft carrier in final preparation to lead multinational deployment to Mediterranean and Indo-Pacific

    Source: United Kingdom – Government Statements

    Press release

    Royal Navy aircraft carrier in final preparation to lead multinational deployment to Mediterranean and Indo-Pacific

    Nearly 4,000 British personnel will support the deployment, which will deliver trade events in Singapore, Japan, and India, promoting Britain’s world-leading industry

    HMS Prince of Wales

    Final preparations are underway for a multinational deployment, led by the Royal Navy flagship HMS Prince of Wales, reaffirming the UK’s commitment to the security of the Mediterranean and Indo-Pacific, while providing an opportunity to promote British trade and industry.

    Aircraft carrier HMS Prince of Wales is scheduled to sail from Portsmouth on 22 April, where it will proceed to join a formation of warships, supply ships, and aircraft off the coast of Cornwall, before departing for the Mediterranean where it will conduct exercises to reinforce European security.

    Around 2,500 personnel from the Royal Navy and 592 from the Royal Air Force will be involved in the eight-month deployment, which will see the group sail through the Indian Ocean to conduct exercises and port visits with partners including the US, India, Singapore, and Malaysia. They will be joined by around 900 personnel from the British Army for exercises during the deployment.

    The deployment, named Operation Highmast, provides an opportunity for the UK’s Armed Forces to conduct a major global deployment and a chance to exercise complex operations alongside partners and allies in the region, with 12 other nations supporting the deployment with ships or personnel.

    The Indo-Pacific is a critical region for UK trade, with imports and exports in the region worth billions of pounds for the UK economy, and the deployment will provide a chance for UK companies to take part in trade events during port visits.

    Trade between the UK and Indo-Pacific accounted for 17% of total trade between the UK and all trading partners in the 12 months to September 2024, with the total amount traded in goods and services between the UK and Indo-Pacific standing at £286 billion in the same period.

    As the biggest class of ship in the Royal Navy, the flight decks of HMS Prince of Wales and her sister ship are roughly the size of three football pitches and defended by advanced weapons. A maritime strike force of this size is composed of multiple types of ship, frigates, destroyers, submarines, and supply ships to support logistics.

    Defence Secretary, John Healey MP, said:

    I want to thank the thousands of our Armed Forces personnel involved in the delivery of this immensely complex operation, demonstrating the UK’s world-leading capability to deploy a major military force around the world.

    This is a unique opportunity for the UK to operate in close coordination with our partners and allies in a deployment that not only shows our commitment to security and stability, but also provides an opportunity to bolster our own economy and boost British trade and exports.

    As one of only a handful of countries in the world able to lead a deployment of this scale, the Royal Navy is once again demonstrating its formidable capability while protecting British values and sending a powerful message of deterrence to any adversary.

    Of the 12 other nations supporting the deployment, Norway will provide a warship to support the carrier strike group for the entire duration of the deployment. Canada and Spain are among the other nations providing support to the deployment.

    After its compliment of up to 24 Royal Air Force F-35B Lighting fighter jets is embarked on board HMS Prince of Wales, and the departure for the Mediterranean, the group will initially be placed under NATO command as it joins Exercise Neptune Strike – testing the Alliance’s ability to use high-end maritime strike capabilities, including multiple aircraft carrier and amphibious strike groups.

    The group will transit though the Indian Ocean, conducting exercises and port visits with partners including the US, India, Singapore and Malaysia, before joining 19 partner nations for Exercise Talisman Sabre near Australia, and then training alongside the Japanese Self Defence Forces and conducting a port visit to India.

    Minister for the Armed Forces, Luke Pollard MP, said:

    Through this deployment of our Carrier Strike Group and 4,000 Service Personnel, we will stand firm with our allies against those who challenge the international order. Reminding the world that the security of the Euro Atlantic and Indo-Pacific are fundamentally indivisible.

    This isn’t just about hard power; it’s about building influence and opening new trade opportunities both for defence and other sectors of our economy which will deliver British jobs and growth.

    This deployment follows the Prime Minister’s historic commitment to increase defence spending to 2.5% of GDP, demonstrating this Government’s commitment to keep the UK secure at home and strong abroad.

    Following the inaugural deployment in 2021, the Carrier Strike Group 2025 highlights the strength of the UK’s leadership in seeking to uphold stability in the Indo-Pacific. This has been bolstered by the Royal Navy’s persistent presence in the region through HMS Spey and HMS Tamar, as well as the landmark Global Combat Air Programme collaboration. 

    Keeping the country safe is the Government’s first priority and is the foundation of its Plan for Change. The strength, capability and global reach of the Royal Navy, British Army and Royal Air Force, demonstrated through Operation Highmast, is critical to the security and stability of the UK, supporting the delivery of the Government’s five missions.

    Updates to this page

    Published 8 April 2025

    MIL OSI United Kingdom –

  • MIL-OSI USA: Two Major Grants for Teen Substance Use Treatment

    Source: US State of Connecticut

    Sarah Feldstein Ewing, Vice Chair for Research in UConn School of Medicine’s psychiatry department, is fascinated by teen psychology. Why do teens make the choices they make? What factors influence their decision-making? And how can caregivers and counselors help support them in making healthy decisions? 

    Her research into these questions has spanned an impressive early career across multiple institutions. Now, Feldstein Ewing is the enthusiastic recipient of two major federal grants. 

    Pain and Teen Substance Use

    Feldstein Ewing leads one of two sites receiving a combined $3,355,184 over five years from the National Institute on Drug Abuse (NIDA) for a project exploring young adult use of cannabis and opioids. As an expert in adolescent substance use, Feldstein Ewing is partnering with Anna C. Wilson, a pediatric pain specialist. Wilson is a colleague at Feldstein Ewing’s former institution, Oregon Health & Science University (OHSU). 

    The study follows young people in Oregon, where underage cannabis use saw a significant uptick following state legalization of recreational adult cannabis use in 2015. 

    “Kids in Oregon were starting to make choices not to drink, but instead to use cannabis, because they were under the impression that it would not have been legalized if cannabis wasn’t safe,” says Feldstein Ewing.  

    Sarah Feldstein Ewing is the Vice Chair for Research in the Department of Psychiatry at UConn Health. (Courtesy photo)

    At the same time, many teens and young adults are prescribed opioids at some point, whether due to a major injury or a routine procedure like wisdom teeth extraction. This means that co-use of cannabis and opioids is likely occurring for this age group.  

    But little is understood about the potential harms of using these two types of substances simultaneously, especially for young people. It is also unclear how effective and safe cannabis is for relieving pain in this age group, even though many young people report self-medicating pain with cannabis. 

    The research team will be alerted to new opioid prescriptions for emerging adults via local medical record updates. From there, they can follow up with the patients to assess their pain and substance use history, as well as personal risk factors for substance use and related problems. 

    Patients will be monitored closely for two weeks after their initial opioid prescription, and will receive follow-up check-ins at regular intervals over the next two years. Throughout this time, the researchers will track their outcomes in terms of pain, mental health, and substance use. The central hypothesis is that pain experiences, as well as patterns of opioid and cannabis use in the acute pain period (immediately after the inciting medical event), will influence opioid use, cannabis use, and related problems over time. 

    “Often, for people who have opioid addiction later on, they talk about how they started when they got a prescription after a broken bone or some other medical event during their teen years,” Feldstein Ewing says. 

    The team will also explore psychosocial risk factors for substance use and related problems, like loneliness and depression. 

    “We just don’t know what goes into the choice around who uses what [substances],” Feldstein Ewing explains. “We do know that if you’re struggling with sadness and loneliness, you’re more likely to use cannabis and other substances, so we want to know, is that also true for prescription pain medication?” 

    Into the Hyperscanner

    From the National Institute on Alcohol Abuse and Alcoholism (NIAAA), Feldstein Ewing has received a five-year grant totaling $2,737,888 to help determine the efficacy of group therapy for adolescents who are in counseling for alcohol use. 

    “Most kids get group therapy,” Feldstein Ewing says, “but even though group therapy is widely used, the data on how well it works and why are ambiguous at best.” 

    Part of the problem is that teens are uniquely influenced by what others think and say about them. Socially, this is a gift, Feldstein Ewing points out – it allows them to adapt to a variety of social environments, with greater ease than most adults – but it can be a hindrance in the context of group healing. 

    The research team is looking for iatrogenic effects, meaning effects that occur in the context of treatment.  

    Like an infection picked up at a hospital, harmful statements from peers in group therapy may lead to poorer therapeutic outcomes for teens. On the flip side, though, hearing positive encouragement from peers may provide a healing boost for this age group that is even greater than what adults would experience in the same type of behavioral treatment. 

    To test this hypothesis, the researchers are using a technique called hyperscanning, where MRI units are connected side by side so that two patients can interact with each other and be scanned simultaneously. The equipment is located at the University of Texas at Dallas, where Feldstein Ewing’s longtime neuroimaging collaborator and co-PI, Francesca Filbey, is a neuroscience professor.  

    In the scanner, each patient will hear negative and positive statements about their capacity to reduce or stop their drinking, in the voice of the other patient. These statements will come directly from their group therapy session, which will be recorded. 

    Then, the researchers can observe the real-time changes in the brain as the patients actively select each type of statement for their co-participating peer.

    How does it feel to hear a disparaging remark about your perceived ability to stop drinking – even when it’s something you’ve heard countless times before? How does it feel to be encouraged by someone whose opinion you value? How much does that make you feel like you can change your drinking? Feldstein Ewing will be able to examine how these peer statements impact patients’ brains, as well as how these statements impact patients’ own perceived ability to change their behavior.

    The researchers will also track the participants following their group therapy experiences to see how their drinking behavior changes or stays the same over the course of 12 months. 

    Toward Effective Interventions for Teens

    Both these projects are geared toward designing better interventions for teens who are struggling with alcohol and substance use.  

    Currently, many young people receive the same therapy as adults. But Feldstein Ewing’s research has shown that this may be a “square peg, round hole” approach – what works for adults may be ineffective or even discouraging for adolescents. 

    With the insight gained from these projects, Feldstein Ewing will help pioneer new clinical strategies to revolutionize the field of teen substance use treatment. 

    MIL OSI USA News –

  • MIL-OSI United Kingdom: Trump state visit looking more ridiculous with every passing day

    Source: Scottish Greens

    08 Apr 2025 External Affairs

    Donald Trump is no friend of Scotland. He must not be allowed to visit.

    More in External Affairs

    The UK government’s proposed state visit for Donald Trump is looking more ridiculous with every passing day, says Scottish Green Co-Leader Lorna Slater, who has urged Downing Street to cancel it.
     
    The call comes as the White House has imposed tariffs on the UK, and while Keir Starmer and other leaders have tried to cozy up to him.
     
    Ms Slater said:

    “The proposed state visit is looking more ridiculous and misguided with every passing day. There is nothing to be gained by grovelling to Donald Trump and giving him the trappings and prestige that he desires.
     
    “Time and again he has proven he cannot be trusted and has even inflicted tariffs on the UK. What kind of message does it send if we roll out the red carpet for him at the same time as he is doing that?
     
    “Donald Trump is a danger to human rights around the world and a danger to our climate. He represents the worst of politics and the decisions he’s making are having a terrible impact on migrant communities, women’s rights and on the US economy.
     
    “He is not a friend of Scotland, and is not going to change who he is because the Prime Minister asks him to.”

     
    Ms Slater added:

    “Scotland’s future can and must be with a closer Europe. That is where Keir Starmer’s priorities should be.
     
    “We can’t wait silently while Trump does even more damage. We should be looking to build our green economy and reach out to countries like Canada that have also been targeted by the White House.”

    MIL OSI United Kingdom –

  • MIL-OSI: Enphase Energy Expands in Europe with IQ Battery 5P with FlexPhase, Delivering Three-Phase Backup Power in Luxembourg

    Source: GlobeNewswire (MIL-OSI)

    FREMONT, Calif., April 08, 2025 (GLOBE NEWSWIRE) — Enphase Energy, Inc. (NASDAQ: ENPH), a global energy technology company and the world’s leading supplier of microinverter-based solar and battery systems, today announced the launch of its most powerful and versatile battery yet, the IQ® Battery 5P with FlexPhase, for customers in Luxembourg. The IQ Battery 5P with FlexPhase is an all-in-one AC-coupled system that is designed to deliver reliable backup power and supports three-phase electrical system applications, which is the predominant configuration for homes in Luxembourg. Enphase recently launched the FlexPhase battery in Germany, Austria, Switzerland.

    The IQ Battery 5P starts at 5 kWh of capacity and multiple units can be configured to provide up to 70 kWh. Each 5 kWh battery is designed to deliver continuous power of up to 3.84 kW in single-phase configuration and 1.28 kW per phase in three-phase configuration. The new batteries can be configured to meet the needs of each homeowner, offering grid-tied support or backup power. The batteries are designed to discharge up to two times the maximum continuous power for three seconds, enabling the start-up of high-power devices without the grid when paired with the IQ® System Controller 3 INT. The IQ Battery 5P with FlexPhase comes with an industry-leading 15-year warranty in Luxembourg.

    “Many Luxembourg homeowners appreciate flexible backup power solutions, and the IQ Battery 5P with FlexPhase delivers exactly that,” said Cristian Hotescu, CEO of ENR LUX, an installer of Enphase products in Luxembourg. “The scalable capacity and support for three-phase systems make it the perfect fit for our customer base with diverse home energy needs.”

    “Backup power solutions that are not only reliable but also adaptable to their unique energy needs are popular among many Luxembourg homeowners,” said Amine M’ghari, CEO of Bauer Energie, an installer of Enphase products in Luxembourg. “Whether for self-consumption, grid support, or full backup power, the IQ Battery 5P delivers outstanding performance, backed by Enphase’s reputation for quality and reliability.”

    “Enphase has once again set the bar high with the IQ Battery 5P with FlexPhase,” said Michelangelo Di Lorenzo, CEO of Ecosphere Home, an installer of Enphase products in Luxembourg. “The ability to scale from 5 kWh to 70 kWh while supporting three-phase configurations makes it one of the most versatile storage solutions on the market. Many of our customers appreciate this level of customization, especially given the increasing focus on energy resilience.”

    “The continued expansion of the IQ Battery 5P with FlexPhase in Europe is a major step forward for Enphase,” said Sabbas Daniel, senior vice president of sales at Enphase Energy. “Luxembourg is an important and growing market for solar and batteries, with most homes built on three-phase power. Our FlexPhase technology delivers a solution that not only adapts seamlessly to both single-phase and three-phase systems, but also offers powerful backup and enhanced self-consumption — all in one streamlined product. This is about giving homeowners and installers more flexibility, more resilience, and more value, without compromise.”

    For more information about the IQ Battery 5P with FlexPhase in Luxembourg, please visit the Enphase website.

    About Enphase Energy, Inc.

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

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

    Forward-Looking Statements

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

    Contact:

    Enphase Energy

    press@enphaseenergy.com

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

    The MIL Network –

  • MIL-OSI United Kingdom: Security and renewal at heart of plans for steel sector

    Source: United Kingdom – Government Statements

    Press release

    Security and renewal at heart of plans for steel sector

    The Government has hosted the second meeting of the Steel Council today, and reiterated its commitment to British steelmaking.

    • Steel sector, union and trade body leaders meet Government to drive forward development of its steel plan as part of drive towards industrial renewal.
    • Industry Minister restates the Government’s commitment to British-made steel, including energy cost relief for businesses expected to be worth over £300m in 2025 alone.
    • Government is reviewing nearly 100 responses to its steel consultation as it brings forward plans to help the industry secure jobs and deliver economic growth across the UK, as part of its Plan for Change.

    Steel sector leaders were reassured about the Government’s plans to revitalise British steelmaking today (8 April) at the second meeting of the Steel Council, bringing together industry leaders to feed into amid global concerns around US tariffs on steel and aluminium.

    Industry Minister Sarah Jones hosted the meeting earlier today after the Government’s steel plan green paper consultation closed on 30 March, receiving almost 100 responses and recommendations from business leaders and industry experts.

    The meeting follow’s the Prime Minister’s speech yesterday where he pledged to do the right thing by the UK’s national interest, prioritising security and renewal in a changing world.

    Minister Jones reiterated the Government’s firm support for industry and its role in delivering economic growth, as well as in the context of global tariffs on steel and aluminium imposed by the US. She assured Steel Council members the Government is continuing to do all it can to stand up for the sector.

    The meeting comes as the Government continues to work round the clock to protect jobs at British Steel in Scunthorpe.

    CEOs of steel firms including Tata, Liberty, British Steel and others joined leaders from trade unions and the industry’s trade association UK Steel to discuss the sector’s future and the challenges facing it.

    Industry Minister Sarah Jones said:

    We know this is a concerning time for our steel industry in the face of global challenges. That’s why we’re working in lockstep with industry to drive forward our steel plan so it can help the sector secure jobs, deliver growth and power the modern economy.

    This government will always stand up for UK steelmaking, and where others may talk tough, we are acting, with money ready to go to back up British industry. With our steel plan we’re placing it at the heart of our growth mission, and we’ll keep all options on the table to help steel in the UK thrive and deliver on our Plan for Change.

    The Steel Council’s second meeting comes as the final measure in the Government’s British Industry Supercharger package – the Network Charging Compensation (NCC) scheme – comes into force, bringing energy costs for steel companies and other energy-intensive industries closer in line with other major economies worldwide.

    The first payments to industry from the NCC scheme will be made next month and provide over 15 million in energy price relief for businesses in May alone.

    Once fully implemented, the total value of reduced electricity prices from the Supercharger package is expected to be between 320 million and 410 million in 2025, and more than 5 billion over the next 10 years.

    Background:

    A full list of attendees for the Steel Council meeting is below:

    • British Steel
    • Celsa Steel UK
    • Liberty Steel
    • Marcegagalia Stainless Sheffield Ltd
    • Sheffield Forgemasters
    • TATA Steel
    • UK Steel
    • British Metals Recycling Association
    • Materials Processing Institute
    • WMG High Value Manufacturing Catapult
    • Community Union
    • GMB Union
    • Scottish Government
    • Welsh Government
    • Northern Ireland’s Department for the Economy

    Updates to this page

    Published 8 April 2025

    MIL OSI United Kingdom –