NewzIntel.com

Category: European Union

  • MIL-OSI Banking: Samsung Unveils New Onyx at CinemaCon 2025, Setting New Standards for LED Cinema Innovation

    Source: Samsung

    Samsung Electronics Co., Ltd. today announced the latest Onyx (ICD model) cinema LED screen at CinemaCon 2025, marking a new era for cinema display technology. Building on its legacy as a cinema LED pioneer, which began in 2017, Samsung is setting new standards with unmatched picture quality, industry-leading reliability and expanded screen scalability to meet the evolving needs of theaters worldwide.
    “The cinema industry is shifting its focus towards delivering a more immersive and visually captivating experience,” said Hoon Chung, Executive Vice President of Visual Display Business at Samsung Electronics. “With Onyx, Samsung delivers not only the highest-quality visuals but also the flexibility that allows theaters to redefine the movie-going experience and cater to evolving audience expectations.”
    Brighter, Bolder and More Immersive: The Future of Cinema is Here
    As the world’s first DCI-certified1 cinema LED display, Samsung Onyx delivers an unparalleled cinematic experience with true black levels, infinite contrast ratio and exceptional color accuracy. The screen is capable of supporting frame rates up to 4K 120Hz,2 delivering ultra-smooth motion and razor-sharp details.
    Every auditorium has unique dimensions, and screen size requirements vary from theater to theater. To accommodate this, Onyx offers four standard sizes3 and additional flexible scaling options, allowing theaters to maximize their available space and present films in the largest possible format without compromising image quality:
    5 meters (16ft) – Ideal for boutique and smaller-format theaters (Pixel pitch: 1.25mm)
    10 meters (33ft) – The industry standard for premium cinemas (Pixel pitch: 2.5mm)
    14 meters (46ft) – A versatile format that delivers an impressive, large-scale cinematic experience (Pixel pitch: 3.3mm)
    20 meters (66ft) – A large-format solution for premium auditoriums (Pixel pitch: 5.0mm)
    Samsung Onyx cinema LED screens natively support both scope (2.39:1) and flat (1.85:1) aspect ratios, ensuring films are displayed in their intended formats without the need for additional adjustments. When scaling beyond standard sizes, Onyx maintains both aspect ratios while maximizing the screen size, allowing content to expand proportionally without distortion.

    Unlike traditional projectors, which can appear dim in larger theaters and struggle with washed-out colors in bright scenes, Onyx’s enhanced brightness ensures richer details in shadows, more intense highlights and superior color accuracy across the entire spectrum. Powered by Samsung’s HDR technology, Onyx reaches peak brightness levels of 300 nits (87.6fL) — six times brighter than conventional cinema standards — allowing even the brightest details to remain clear and visible.4 As a result, high-brightness scenes retain their full impact, rather than appearing washed out or overexposed.
    “As the entertainment industry looks ahead to the future of cinema, innovation is more important than ever,” said David Phelps, Head of Display Division, Samsung Electronics America. “By delivering truly immersive experiences in theaters, we can ensure that the magic of the big screen not only endures, but thrives. The new generation of Onyx Cinema LED screens enables theater owners and operators to engage, thrill and remind moviegoers why the theater remains the ultimate place to experience visual storytelling at its finest.”
    With its industry-leading brightness and precision, Onyx enables clear and vivid playback even in brightly lit environments, making it ideal for alternative content such as live sports, concerts, gaming events and corporate presentations. This allows theaters to deliver a premium viewing experience beyond traditional movie screenings.

    Built for Reliability and Seamless Integration
    Onyx is built for long-term performance, offering the industry’s first and longest 10-year warranty for cinema LED,5 setting a new benchmark for reliability in cinema display technology. This extended coverage helps reduce the total cost of ownership and ensures a future-proof investment for theater owners.
    To maintain optimal picture quality, Samsung provides an auto-calibration solution that enables theaters to easily calibrate their screens during installation and routine maintenance.
    Designed for seamless integration, Onyx is compatible with both Dolby and GDC IMB media servers, making it easier for theaters to transition from traditional projection systems. Because of this, theater networks can enjoy seamless content playback and efficient management.
    Onyx is fully compatible with leading cinema audio solutions, including Dolby Atmos, Meyer Sound, QSC and custom-designed sound systems, providing theaters with the flexibility to customize their sound experience to meet their specific needs. For theaters using HARMAN’s JBL surround sound technology, Onyx also offers seamless integration to ensure optimized audio performance.

    A Proven Legacy with Global Recognition
    Samsung Onyx is one of the most widely adopted cinema LED screens in theaters worldwide — setting a new industry standard for premium cinema display technology. As it expands its presence, Onyx continues to showcase its unmatched reliability, versatility and ability to elevate the cinematic experience.
    One of the most recent installations is at Pathé Palace in Paris, where Onyx was selected to enhance the premium viewing experience in one of the world’s most visually stunning cinemas.
    “At Pathé, we are committed to delivering the highest-quality cinematic experience for our customers,” said Laure de Boissard, Managing Director, Pathé Cinéma France. “Samsung Onyx allows us to achieve stunning visuals with exceptional brightness and contrast, ensuring that every film is presented exactly as intended.”

    MIL OSI Global Banks –

  • MIL-OSI United Kingdom: UK statement in the Kimberley Process: March 2025

    Source: United Kingdom – Executive Government & Departments

    News story

    UK statement in the Kimberley Process: March 2025

    The UK’s Explanation of Position during the adoption of the Kimberley Process Resolution (A/RES/79/275) General Assembly.

    The United Kingdom thanks the United Arab Emirates for bringing this important proposed resolution forward,

    The United Kingdom is a proud founding member of the Kimberley Process, and we are committed to its values and principles of accountability, transparency and collaboration.  

    As a tripartite body, we value the Civil Society Coalition, African Diamond Producers’ Association and World Diamond Council’s roles in the Kimberley Process because they all bring expertise that strengthens the body.

    The Civil Society Coalition elevates the voices of marginalised people, including in the extractives industry, and it is crucial for the Coalition’s voice to be engaged in the Kimberley Process’ decision making.

    Colleagues, the current definition of conflict diamonds is solely focused on rebel movements using revenue from rough diamonds to overthrow legitimate governments. This is not enough.

    Although the Kimberley Process has succeeded in many areas – we regret that to date, the Kimberley Process has not reached consensus in agreeing a broadened definition of conflict diamonds despite in 2012 agreeing that there is urgent need to agree a definition that captures the evolving nature of conflicts and realities on the ground.

    We reiterate the need for members of the Kimberley Process to work collaboratively and are pleased that it is in that spirit the resolution reiterates the pressing need for the Ad-Hoc Committee on Review and Reform to achieve consensus on a broadened definition of conflict diamonds.

    We look forward to continuing this dialogue.

    Updates to this page

    Published 31 March 2025

    MIL OSI United Kingdom –

  • MIL-OSI Global: How viruses blur the boundaries of life

    Source: The Conversation – UK – By Heshmat Borhani, Lecturer in Bioinformatics, University of Nottingham

    Cryptographer/Shutterstock

    When people talk about the coronavirus, they sometimes describe this invisible entity as if it has a personality and even a conscience. If you ask a biology or medical student what a virus is, they will tell you that a virus is not a living organism, or at most that it exists at the border between living and dead – a kind of walking dead.

    For biologists who specialise in virology, however, this view is not clear-cut. Scientists still disagree on whether viruses are truly alive or not.

    What scientists can agree on is that a virus adapts to new conditions, evolves and sometimes harms humans. It is also an infectious agent that can only replicate within a host organism such as bacteria, plants or animals.

    The boundary between being alive and dead is a concept with no specific criteria. So to help you think about whether viruses are alive, I will talk you through some of the different definitions of life in science.

    Throughout history, scientists have debated the definition of life and researchers from different fields still disagree. This debate shapes scientific understanding and influences public health decisions – for example, defining whether viruses are “alive” affects how we design vaccines and strategies to stop their spread.

    Biologists may refer you to Erwin Schrödinger’s definition of life. Schrödinger was an Austrian Nobel-prize winning physicist who published a book in 1944 called What is Life? He was one of the first scientists to try to define life and is perhaps better known in popular culture for his “Schrödinger’s cat” thought experiment.

    He proposed that life is a form of negative “entropy”, a scientific concept that explains how disordered something is. A physical system will always increase in entropy/disorder unless we insert energy to change this process. Schrödinger thought living things create and maintain order by using energy.

    For example, a messy bedroom doesn’t clean itself, but a person can tidy it. Organisms do something similar at the molecular level. DNA is highly structured, allowing it to store genetic information. Proteins fold into specific shapes to function properly. In contrast, after an organism dies, its molecules break down, increasing disorder.

    Schrödinger later revised his view – around the 1950s – suggesting that life depends on free energy. Free energy is the energy that drives chemical reactions in living things. This marked a shift from focusing on order (negative entropy) to emphasising energy as essential for life.

    The coronavirus took on a personality for many people.
    creativeneko/Shutterstock

    In the mid-20th century, scientists switched from defining life to describing its key characteristics. Studying organisms such as bacteria, plants and animals, they identified common traits, setting a precedent still followed today.

    Rather than seeking a single definition, researchers classify entities based on these traits. To decide whether a virus is alive, researchers assess how well it meets these criteria.

    According to biology, the smallest unit of life is the cell. A cell is an independent unit which makes functional molecules (such as proteins and enzymes). Cells can use their own molecules to replicate genetic material independently. A virus also has genetic material but needs to use the host cell’s enzymes to make functional molecules or replicate its genetic material.

    Put simply, a virus does not replicate or function independently. So by the biological definition, a virus cannot be categorised as a living organism.

    But from a genetic and evolutionary point of view a living organism is defined by its ability to reproduce. A person who does not have children is still considered to be alive as they are part of the gene pool and descended from people who did have children. From this view a virus is alive, since it can produce similar offspring.

    Some scientists also focus on metabolism and energy production as criteria for life. Metabolism includes catabolism (breaking down molecules like sugars during digestion) and anabolism (building molecules like muscle tissue), linking energy and material. These reactions require molecular structures to generate or use energy – structures viruses lack.

    Does that mean viruses aren’t alive? An amoeba, for instance, uses nutrients and enzymes to sustain itself, while viruses rely entirely on a host. From this perspective, viruses don’t meet the metabolic criteria for life. However, some argue that since viruses hijack a host’s metabolism to replicate, they show life-like behaviour.

    If we consider nutrients to be sources of free energy, a cell uses energy from the environment to build what it needs. As the cell absorbs energy from the environment, it builds and maintains its internal structures – like proteins and membranes.

    It also releases a byproduct – carbon dioxide – that contributes to disorder in the external environment. Viruses also do this. They make their structures by using the external environment, a host cell in this case. The viruses’ byproducts may be what makes us sick.

    As we explore the complexities of biology, it becomes clear that defining life itself is anything but straightforward. Viruses display both life-like and non-living traits, which influences how we approach treatments like antiviral drugs designed to block their replication inside host cells.

    Heshmat Borhani 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. How viruses blur the boundaries of life – https://theconversation.com/how-viruses-blur-the-boundaries-of-life-230802

    MIL OSI – Global Reports –

  • MIL-OSI Global: Nuclear war threat: why Africa’s pushing for a complete ban

    Source: The Conversation – Africa – By Olamide Samuel, Track II Diplomat and Expert in Nuclear Politics, University of Leicester

    At a time of heightened geopolitical tensions between Russia and Ukraine, intensified by strategic dynamics involving the US, Nato and Russia over Europe’s security, nuclear weapons are back on the agenda.

    In recent times, Russia has openly threatened to use nuclear weapons. The UK and France are considering ways to rapidly increase their nuclear weapons stockpiles.

    Germany, Poland, Sweden, Finland, South Korea and Japan are now seeking nuclear weapons capabilities.

    Even a limited nuclear war in Europe would lead to catastrophic global climatic effects. Huge amounts of debris thrown high into the atmosphere would block sunlight, causing global temperatures to drop sharply. It would be much harder to grow food around the world.

    This would severely threaten Africa’s food security, exacerbating mass migration, disrupting supply chains and potentially collapsing public order systems.

    How should African countries respond to this growing threat?

    Based on my experience in nuclear non-proliferation and politics, I argue that African leaders need to proactively confront the risks, while there is still time.

    All African states, except for South Sudan, abide by the Nuclear Non-Proliferation Treaty. This is an international agreement which limits the spread of nuclear weapons. And 43 African states have gone further to join the African Nuclear Weapons Free Zone Treaty (Treaty of Pelindaba). This was negotiated in the belief that it would “protect African states against possible nuclear attacks on their territories”.

    As conflict and uncertainty pushes many western leaders to support the madness of nuclear weapons proliferation, African leaders are in a unique position to push back against this.

    Africa’s strength in numbers in the Treaty on the Prohibition of Nuclear Weapons, also known as the Nuclear Ban Treaty, is a vehicle the continent can use to address nuclear weapons risks, head-on.

    Global divide

    On one side, nuclear-armed states cling to deterrence for their national security. They insist that possessing nuclear arsenals keeps them safe.

    At present, there are nine nuclear-armed states: the US, Russia, the UK, China, France, India, Pakistan, Israel and North Korea. These countries possess around 12,331 nuclear warheads (as of 2025).

    The use of only 10% of these weapons could disrupt the global climate and threaten the lives of up to 2 billion people.

    On the other side, African countries and other non-nuclear-weapon states such as Ireland, Austria, New Zealand and Mexico highlight how deterrence creates unacceptable risks for the entire international community.

    This global majority – the 93 countries that have signed the Nuclear Ban Treaty and 73 that are party to it – argue that real safety comes from eliminating nuclear threats.

    The Nuclear Ban Treaty became international law on 22 January 2021. It is the first instance of international law challenging the legality and morality of nuclear deterrence.

    Since 2022, states parties to the Nuclear Ban Treaty have held formal meetings to address current nuclear risks. In March 2025, at their third meeting, 17 African states officially recognised nuclear deterrence as a critical security concern. They called on nuclear armed states to end deterrence.

    The deterioration of the international security environment is so palpable that there has been a noticeable shift in nuclear ban states’ perception of nuclear threats. Nuclear disarmament is no longer just a humanitarian or moral concern to these states, it is now a national security concern.

    South Africa warned that

    any use of nuclear weapons would result in catastrophic humanitarian consequences that would have a global impact.

    Ghana likewise stressed that Africa is not immune to nuclear war’s fallout:

    Africa, despite its geographic distance from the immediate hotspots of nuclear conflict, is not immune to the repercussions of nuclear weapons.

    Africa bears a unique historical connection to nuclear issues. Nuclear testing in the Sahara Desert in the 1960s, when France detonated nuclear bombs in Algeria, had devastating consequences. Widespread radioactive contamination harmed local communities, caused long-lasting health problems, displaced populations, and left large areas environmentally damaged and unsafe for generations.

    For its part, Nigeria recalled that Africa had “long acknowledged the existential threat nuclear weapons posed to human existence.”

    The meeting determined that it is unacceptable that states parties are exposed to nuclear risks, “created without their control and without accountability”. It stressed that eliminating nuclear risks “is a prime and legitimate concern and national responsibility” of states.

    Next steps

    Delegates effectively asked whether their own national security concerns had less value than those of nuclear-armed states. I think this is a valid question.

    Africa’s leaders and their allies in the Nuclear Ban Treaty are reframing what “national security” means in the nuclear age.

    Rather than accepting a world perpetually held hostage by the madness of nuclear deterrence, they are asserting that the security of nations – and of peoples – is best served by dismantling this threat to humanity.

    They are prioritising human life, development and international law over the threat of overwhelming force.

    The outcome of this contest will have profound implications, not just for Africa but for the entire globe.

    Olamide Samuel is affiliated with the Open Nuclear Network.

    – ref. Nuclear war threat: why Africa’s pushing for a complete ban – https://theconversation.com/nuclear-war-threat-why-africas-pushing-for-a-complete-ban-253171

    MIL OSI – Global Reports –

  • MIL-OSI Global: Rwanda and Belgium are at odds over the DRC: what’s led to the latest low point

    Source: The Conversation – Africa – By Jonathan Beloff, Postdoctoral Research Associate, King’s College London

    Rwanda’s foreign affairs ministry suspended all diplomatic relations with Belgium in March 2025. Soon afterwards, Belgium expelled Rwandan diplomats. This came weeks after Belgium had suspended foreign aid to Rwanda. At the root of this diplomatic fallout is the resurgence of the rebel group, March 23 Movement (M23), which has made recent military gains in eastern Democratic Republic of Congo.

    Prior to Rwanda suspending diplomatic relations, President Paul Kagame accused Belgium of continually undermining Rwanda. This deterioration in Rwanda-Belgium relations illustrates decades of the Kagame regime’s lack of trust in Brussels since the 1994 genocide. Jonathan Beloff, who has studied Rwanda’s political, security and foreign policies for nearly two decades, explains.

    What is the historical relationship between Rwanda and Belgium?

    Belgium is perhaps better known for having colonised the Congo. However, it also colonised present-day Rwanda and neighbouring Burundi.

    Belgian forces conquered Rwanda, a former German colony, in 1916 during the first world war. They got help from nearby British forces in Uganda. The Treaty of Versailles, which brought an end to the world war, officially transferred Rwanda and Burundi to Belgium’s colonial holdings.

    While Rwanda was never a significant interest for the Belgian colonial authorities compared to neighbouring Congo, Brussels nevertheless helped shape Rwandan politics, economy and society for decades.

    Rwanda’s current government claims that ethnic divisions of Hutu, Tutsi and Twa only came to the foreground during Belgian colonial rule, which ended in 1962. Before German and Belgian colonisation, Rwandan officials described these communities as socio-economic groupings rather than ethnicities. It was only with the introduction of ethnic identification cards in 1933 that these groups became intractable ethnicities.

    During much of its rule, Belgium used the existing political structures of kings, called Mwami, to carry out colonial policies.

    While a majority of Tutsis and Hutus suffered under these policies, Belgian officials often blamed the Mwami and his courts. The Mwami was often a Tutsi based on the number of cattle he owned. This led to a growing anti-Tutsi sentiment within the majority Hutu population.

    Eventually, it boiled over and led to the 1959 Hutu Revolution and the 1961 Coup of Gitarama. This anti-Tutsi sentiment established much of the political order following Rwandan independence in July 1962.

    What key moments have shaped the relationship?

    Prior to Rwandan independence, Belgium’s political allegiance shifted away from the mostly Tutsi Mwami and their power base to the growing Hutu movement. Under Rwanda’s Hutu leader and later first post-independence president Grégoire Kayibanda, Belgium began favouring Hutus. The community got increased education opportunities. Its leaders were given more say over post-colonial political events than the Mwami and his court.

    Rwanda-Belgium relations focused on promoting the majority Hutu population, despite some discontent from conservative, mostly Tutsi, actors. With independence, Belgium played an important but diminishing role. It did not provide the financial support Kigali wanted. In response, Kigali turned to France, whose influence grew significantly under President Juvénal Habyarimana (1973-1994).

    Despite their diminished state, relations between Rwanda and Belgium were still important. Belgium became the primary western nation to help provide stability in Rwanda during the waning years of the Rwandan Civil War (1990-1994), known locally as the Liberation War.

    A peace deal in 1993, called the Arusha Accords, between the Rwandan Patriotic Front and the Habyarimana regime paved the way for a UN mission. However, getting western nations to send soldiers for the mission proved difficult. This was after a peacekeeping disaster in Somalia (the Battle of Mogadishu) earlier that year. As a result, Belgium ended up providing the bulk of troops for the Rwanda mission.

    The assassination of Habyarimana on 6 April 1994 triggered the Genocide against the Tutsi. The UN mission’s commander sent a platoon to guard the home of prime minister Agathe Uwilingiyimana. The platoon had 10 Belgian and five Ghanaian soldiers. They were captured when Rwandan Presidential Guard officers stormed Uwilingiyimana’s home and killed her.

    The Ghanaian soldiers were released relatively unharmed, while the Belgian soldiers were killed at the Camp Kigali military base. The murders were intended to provoke the UN mission’s withdrawal from Rwanda. Belgian troops departed within the genocide’s first week. This allowed Rwanda’s genocide to run uninterrupted for 100 days until the Rwandan Patriotic Front stopped it in July 1994.

    Since the genocide, the ruling Rwandan Patriotic Front has had a sceptical view of Belgium. In 2000, former prime minister Guy Verhofstadt apologised for Belgium’s failure to stop the genocide and for fostering ethnic divisions during the colonial period.

    Nevertheless, many Rwandan officials still believe Brussels hasn’t done enough to acknowledge its colonial record.

    What’s behind the current fallout?

    The current diplomatic crisis erupted because of accusations of Rwandan involvement in eastern DRC. UN experts’ reports have accused Rwanda of supporting the reanimated M23. The rebel group has captured large swathes of eastern DRC.

    Belgium has been leading calls for European sanctions against Rwanda for this involvement. However, Rwanda – which denies supporting the M23 – claims that Belgium’s accusations are aimed at gaining favourable mining rights in the DRC.

    Relations between the two countries have been deteriorating steadily in 2025. In February, Rwanda suspended a five-year (2024-2029) €95 million (US$102.8 million) deal. This was one of the largest aid deals between the two countries. In March, in addition to the suspension of diplomatic ties, the Rwanda Governance Board, which registers and monitors non-governmental organisations, placed restrictions on NGOs receiving financial support from Belgium.

    What’s the impact of this diplomatic falling out?

    Rwanda-Belgium relations have never broken down to the current level.

    It is unlikely to last in the long term. Like many other donor nations, Belgium needs Rwanda as a case study for proper aid utilisation and for its contribution to African peacekeeping.

    Rwanda is Africa’s most active troop-contributing country to UN missions and the fourth most active worldwide. Its primary political, security and economic allies remain the United States and the United Kingdom. While relations with these two nations are strained, they’re not at the level reached with Belgium.

    Nevertheless, the current state of affairs will continue in the near future unless the M23 is defeated. The only available avenues for quick restoration of relations are if Belgium apologises for seemingly siding with the DRC over Rwanda in the conflict in eastern Congo and repeats its apology for its colonial legacy. Neither of these options seems likely in the short term.

    Jonathan Beloff received funding from the Arts and Humanities Research Council (AH/W001217/1).

    – ref. Rwanda and Belgium are at odds over the DRC: what’s led to the latest low point – https://theconversation.com/rwanda-and-belgium-are-at-odds-over-the-drc-whats-led-to-the-latest-low-point-253349

    MIL OSI – Global Reports –

  • MIL-OSI Africa: Nuclear war threat: why Africa’s pushing for a complete ban

    Source: The Conversation – Africa – By Olamide Samuel, Track II Diplomat and Expert in Nuclear Politics, University of Leicester

    At a time of heightened geopolitical tensions between Russia and Ukraine, intensified by strategic dynamics involving the US, Nato and Russia over Europe’s security, nuclear weapons are back on the agenda.

    In recent times, Russia has openly threatened to use nuclear weapons. The UK and France are considering ways to rapidly increase their nuclear weapons stockpiles.

    Germany, Poland, Sweden, Finland, South Korea and Japan are now seeking nuclear weapons capabilities.

    Even a limited nuclear war in Europe would lead to catastrophic global climatic effects. Huge amounts of debris thrown high into the atmosphere would block sunlight, causing global temperatures to drop sharply. It would be much harder to grow food around the world.

    This would severely threaten Africa’s food security, exacerbating mass migration, disrupting supply chains and potentially collapsing public order systems.

    How should African countries respond to this growing threat?

    Based on my experience in nuclear non-proliferation and politics, I argue that African leaders need to proactively confront the risks, while there is still time.

    All African states, except for South Sudan, abide by the Nuclear Non-Proliferation Treaty. This is an international agreement which limits the spread of nuclear weapons. And 43 African states have gone further to join the African Nuclear Weapons Free Zone Treaty (Treaty of Pelindaba). This was negotiated in the belief that it would “protect African states against possible nuclear attacks on their territories”.

    As conflict and uncertainty pushes many western leaders to support the madness of nuclear weapons proliferation, African leaders are in a unique position to push back against this.

    Africa’s strength in numbers in the Treaty on the Prohibition of Nuclear Weapons, also known as the Nuclear Ban Treaty, is a vehicle the continent can use to address nuclear weapons risks, head-on.

    Global divide

    On one side, nuclear-armed states cling to deterrence for their national security. They insist that possessing nuclear arsenals keeps them safe.

    At present, there are nine nuclear-armed states: the US, Russia, the UK, China, France, India, Pakistan, Israel and North Korea. These countries possess around 12,331 nuclear warheads (as of 2025).

    The use of only 10% of these weapons could disrupt the global climate and threaten the lives of up to 2 billion people.

    On the other side, African countries and other non-nuclear-weapon states such as Ireland, Austria, New Zealand and Mexico highlight how deterrence creates unacceptable risks for the entire international community.

    This global majority – the 93 countries that have signed the Nuclear Ban Treaty and 73 that are party to it – argue that real safety comes from eliminating nuclear threats.

    The Nuclear Ban Treaty became international law on 22 January 2021. It is the first instance of international law challenging the legality and morality of nuclear deterrence.

    Since 2022, states parties to the Nuclear Ban Treaty have held formal meetings to address current nuclear risks. In March 2025, at their third meeting, 17 African states officially recognised nuclear deterrence as a critical security concern. They called on nuclear armed states to end deterrence.

    The deterioration of the international security environment is so palpable that there has been a noticeable shift in nuclear ban states’ perception of nuclear threats. Nuclear disarmament is no longer just a humanitarian or moral concern to these states, it is now a national security concern.

    South Africa warned that

    any use of nuclear weapons would result in catastrophic humanitarian consequences that would have a global impact.

    Ghana likewise stressed that Africa is not immune to nuclear war’s fallout:

    Africa, despite its geographic distance from the immediate hotspots of nuclear conflict, is not immune to the repercussions of nuclear weapons.

    Africa bears a unique historical connection to nuclear issues. Nuclear testing in the Sahara Desert in the 1960s, when France detonated nuclear bombs in Algeria, had devastating consequences. Widespread radioactive contamination harmed local communities, caused long-lasting health problems, displaced populations, and left large areas environmentally damaged and unsafe for generations.

    For its part, Nigeria recalled that Africa had “long acknowledged the existential threat nuclear weapons posed to human existence.”

    The meeting determined that it is unacceptable that states parties are exposed to nuclear risks, “created without their control and without accountability”. It stressed that eliminating nuclear risks “is a prime and legitimate concern and national responsibility” of states.

    Next steps

    Delegates effectively asked whether their own national security concerns had less value than those of nuclear-armed states. I think this is a valid question.

    Africa’s leaders and their allies in the Nuclear Ban Treaty are reframing what “national security” means in the nuclear age.

    Rather than accepting a world perpetually held hostage by the madness of nuclear deterrence, they are asserting that the security of nations – and of peoples – is best served by dismantling this threat to humanity.

    They are prioritising human life, development and international law over the threat of overwhelming force.

    The outcome of this contest will have profound implications, not just for Africa but for the entire globe.

    – Nuclear war threat: why Africa’s pushing for a complete ban
    – https://theconversation.com/nuclear-war-threat-why-africas-pushing-for-a-complete-ban-253171

    MIL OSI Africa –

  • MIL-OSI Africa: Rwanda and Belgium are at odds over the DRC: what’s led to the latest low point

    Source: The Conversation – Africa – By Jonathan Beloff, Postdoctoral Research Associate, King’s College London

    Rwanda’s foreign affairs ministry suspended all diplomatic relations with Belgium in March 2025. Soon afterwards, Belgium expelled Rwandan diplomats. This came weeks after Belgium had suspended foreign aid to Rwanda. At the root of this diplomatic fallout is the resurgence of the rebel group, March 23 Movement (M23), which has made recent military gains in eastern Democratic Republic of Congo.

    Prior to Rwanda suspending diplomatic relations, President Paul Kagame accused Belgium of continually undermining Rwanda. This deterioration in Rwanda-Belgium relations illustrates decades of the Kagame regime’s lack of trust in Brussels since the 1994 genocide. Jonathan Beloff, who has studied Rwanda’s political, security and foreign policies for nearly two decades, explains.

    What is the historical relationship between Rwanda and Belgium?

    Belgium is perhaps better known for having colonised the Congo. However, it also colonised present-day Rwanda and neighbouring Burundi.

    Belgian forces conquered Rwanda, a former German colony, in 1916 during the first world war. They got help from nearby British forces in Uganda. The Treaty of Versailles, which brought an end to the world war, officially transferred Rwanda and Burundi to Belgium’s colonial holdings.

    While Rwanda was never a significant interest for the Belgian colonial authorities compared to neighbouring Congo, Brussels nevertheless helped shape Rwandan politics, economy and society for decades.

    Rwanda’s current government claims that ethnic divisions of Hutu, Tutsi and Twa only came to the foreground during Belgian colonial rule, which ended in 1962. Before German and Belgian colonisation, Rwandan officials described these communities as socio-economic groupings rather than ethnicities. It was only with the introduction of ethnic identification cards in 1933 that these groups became intractable ethnicities.

    During much of its rule, Belgium used the existing political structures of kings, called Mwami, to carry out colonial policies.

    While a majority of Tutsis and Hutus suffered under these policies, Belgian officials often blamed the Mwami and his courts. The Mwami was often a Tutsi based on the number of cattle he owned. This led to a growing anti-Tutsi sentiment within the majority Hutu population.

    Eventually, it boiled over and led to the 1959 Hutu Revolution and the 1961 Coup of Gitarama. This anti-Tutsi sentiment established much of the political order following Rwandan independence in July 1962.

    What key moments have shaped the relationship?

    Prior to Rwandan independence, Belgium’s political allegiance shifted away from the mostly Tutsi Mwami and their power base to the growing Hutu movement. Under Rwanda’s Hutu leader and later first post-independence president Grégoire Kayibanda, Belgium began favouring Hutus. The community got increased education opportunities. Its leaders were given more say over post-colonial political events than the Mwami and his court.

    Rwanda-Belgium relations focused on promoting the majority Hutu population, despite some discontent from conservative, mostly Tutsi, actors. With independence, Belgium played an important but diminishing role. It did not provide the financial support Kigali wanted. In response, Kigali turned to France, whose influence grew significantly under President Juvénal Habyarimana (1973-1994).

    Despite their diminished state, relations between Rwanda and Belgium were still important. Belgium became the primary western nation to help provide stability in Rwanda during the waning years of the Rwandan Civil War (1990-1994), known locally as the Liberation War.

    A peace deal in 1993, called the Arusha Accords, between the Rwandan Patriotic Front and the Habyarimana regime paved the way for a UN mission. However, getting western nations to send soldiers for the mission proved difficult. This was after a peacekeeping disaster in Somalia (the Battle of Mogadishu) earlier that year. As a result, Belgium ended up providing the bulk of troops for the Rwanda mission.

    The assassination of Habyarimana on 6 April 1994 triggered the Genocide against the Tutsi. The UN mission’s commander sent a platoon to guard the home of prime minister Agathe Uwilingiyimana. The platoon had 10 Belgian and five Ghanaian soldiers. They were captured when Rwandan Presidential Guard officers stormed Uwilingiyimana’s home and killed her.

    The Ghanaian soldiers were released relatively unharmed, while the Belgian soldiers were killed at the Camp Kigali military base. The murders were intended to provoke the UN mission’s withdrawal from Rwanda. Belgian troops departed within the genocide’s first week. This allowed Rwanda’s genocide to run uninterrupted for 100 days until the Rwandan Patriotic Front stopped it in July 1994.

    Since the genocide, the ruling Rwandan Patriotic Front has had a sceptical view of Belgium. In 2000, former prime minister Guy Verhofstadt apologised for Belgium’s failure to stop the genocide and for fostering ethnic divisions during the colonial period.

    Nevertheless, many Rwandan officials still believe Brussels hasn’t done enough to acknowledge its colonial record.

    What’s behind the current fallout?

    The current diplomatic crisis erupted because of accusations of Rwandan involvement in eastern DRC. UN experts’ reports have accused Rwanda of supporting the reanimated M23. The rebel group has captured large swathes of eastern DRC.

    Belgium has been leading calls for European sanctions against Rwanda for this involvement. However, Rwanda – which denies supporting the M23 – claims that Belgium’s accusations are aimed at gaining favourable mining rights in the DRC.

    Relations between the two countries have been deteriorating steadily in 2025. In February, Rwanda suspended a five-year (2024-2029) €95 million (US$102.8 million) deal. This was one of the largest aid deals between the two countries. In March, in addition to the suspension of diplomatic ties, the Rwanda Governance Board, which registers and monitors non-governmental organisations, placed restrictions on NGOs receiving financial support from Belgium.

    What’s the impact of this diplomatic falling out?

    Rwanda-Belgium relations have never broken down to the current level.

    It is unlikely to last in the long term. Like many other donor nations, Belgium needs Rwanda as a case study for proper aid utilisation and for its contribution to African peacekeeping.

    Rwanda is Africa’s most active troop-contributing country to UN missions and the fourth most active worldwide. Its primary political, security and economic allies remain the United States and the United Kingdom. While relations with these two nations are strained, they’re not at the level reached with Belgium.

    Nevertheless, the current state of affairs will continue in the near future unless the M23 is defeated. The only available avenues for quick restoration of relations are if Belgium apologises for seemingly siding with the DRC over Rwanda in the conflict in eastern Congo and repeats its apology for its colonial legacy. Neither of these options seems likely in the short term.

    – Rwanda and Belgium are at odds over the DRC: what’s led to the latest low point
    – https://theconversation.com/rwanda-and-belgium-are-at-odds-over-the-drc-whats-led-to-the-latest-low-point-253349

    MIL OSI Africa –

  • MIL-OSI United Kingdom: Pub-owning businesses agree minimum standards for tenants on short agreements

    Source: United Kingdom – Executive Government & Departments

    News story

    Pub-owning businesses agree minimum standards for tenants on short agreements

    The 6 regulated pub-owning businesses have worked together with the PCA to agree minimum standards in dealing with tied tenants on short agreements over and above what the Pubs Code requires.

    A tenancy at will or short agreement is often used by pub companies to enable a tenant to begin operating a pub while a longer-term agreement is finalised. Such an agreement can provide an opportunity for both parties to understand whether the business relationship will work, and it can be a good introduction to the trade for a new operator.

    If the business relationship is going to develop well, it is vital that the operator on a short agreement gets off to the right start. These transparent minimum standards for dealing fairly with tenants on short agreements can support them in their businesses.

    Most rights in the Pubs Code do not apply to tenants on short agreements. However, those entering into such an agreement do have the right to certain information from their pub company and must be advised to complete pubs entry training unless they have certain business experience. A short agreement under the Pubs Code is a tied agreement which is either a tenancy at will or a tied tenancy which (when considered together with any other agreements) entitles the tenant to occupy the pub for under 12 months.

    Using the relevant Pubs Code rights of tenants on substantive agreements as a guide, the pub companies regulated under the Pubs Code have worked together with the PCA to agree minimum standards. While largely reflecting existing business practices, these standards provide clarity to those entering into a short agreement on what they can expect from their pub company in addition to what the Pubs Code requires.

    Fiona Dickie said:

    “Everyone wants tied tenants to do well, and getting off to a strong start is essential. Those on tenancies at will and other short agreements are entitled to be treated fairly. It is particularly important that they should be advised not to invest their own money in the pub when on agreements which can be terminated at short notice. I’m pleased that the regulated pub companies have agreed to a consistent set of minimum standards to reflect their business practices over and above what the Pubs Code requires them to do. This should help tied tenants to understand what they can expect from their relationship with them”.

    The short agreements minimum standards document can be found here: Short agreements – minimum standards (March 2025) – GOV.UK

    Updates to this page

    Published 31 March 2025

    MIL OSI United Kingdom –

  • MIL-OSI Global: Africa’s data workers are being exploited by foreign tech firms – 4 ways to protect them

    Source: The Conversation – Africa – By Mohammad Amir Anwar, Senior Lecturer in African Studies and International Development, University of Edinburgh

    Data workers in Africa often have a hard time. They face job insecurities – including temporary contracts, low pay, arbitrary dismissal and worker surveillance – and alarming physical and psychological health risks. The consequences of their work can include exhaustion, burnout, mental health strain, chronic stress, vertigo and weakening of eyesight.

    Data work includes text prediction, image and video annotation, speech to text validation and content moderation.

    The world of data work is built on labour arbitrage – exploiting the fact that workers earn less and have less protection in some countries than in others.

    Large technology firms often outsource this work to the global south, including African countries like Kenya, Uganda and Madagascar, and also India and Venezuela. The result is complex production networks that are generally opaque and shrouded in secrecy.

    Workers and researchers have issued many warnings about data workers’ health. Despite numerous court cases in multiple jurisdictions, nothing much has been done to address these issues either by tech companies or by regulators.



    Read more:
    For workers in Africa, the digital economy isn’t all it’s made out to be

    Still, the news of the death of a Nigerian content moderator, Ladi Anzaki Olubunmi, who was found dead in her apartment in Nairobi, Kenya on 7 March 2025, came as a shock. While the circumstances of her death are still unclear, it has renewed calls for wider systemic change. Her death has sparked condemnation from the Kenyan Union of Gig Workers, which demanded an investigation.

    Since 2015, we have been studying the central role of African data workers in building and maintaining artificial intelligence (AI) systems, acting as “data janitors”. Our research found that companies rarely acknowledge the use of human workers in AI value chains, thus they remain “hidden” from the public eye. In other words, the world of AI is built on the toil of human workers most people are unaware of.

    In this article, we outline key steps needed to protect these data workers in Africa. They include business process outsourcing regulations, ensuring quality rather than quantity of jobs, and providing social protection. There is also a need to name and shame companies that maltreat data workers.

    Data work needs tighter regulation.



    Read more:
    Digital labour platforms subject global South workers to ‘algorithmic insecurity’

    Regulation

    Business process outsourcing is the practice of procuring various processes or operations from external suppliers or vendors. Firms that do this are sometimes trying to evade local regulations (like minimum wages) and responsibility towards workers’ welfare (via sub-contracting and the use of temporary employment agencies).

    This is happening in Africa as some data training firms and digital labour platforms circumvent local labour laws.

    But there is more to the story.

    Data work is also seen by lawmakers and practitioners as a solution to the rampant unemployment and informality across Africa. African governments have actively created regulatory environments that enable these practices to thrive, despite adverse outcomes for workers.

    Nonetheless, new regulations have been proposed lately, like the Kenyan government’s Business Law (Amendment) Bill, 2024 targeting the wider business process outsourcing and IT-enabled services sector. Particularly, it makes business process outsourcing firms responsible for any claim raised by employees. It ensures some accountability for firms bringing data work to Africa.

    Other governments should follow with similar measures ensuring worker rights are enforceable. Some data workers are hired on contracts as short as five days and get paid less than the local minimum wage. Firms found violating labour standards should be penalised.

    In fact, there is an urgent need to create regional or continent-wide regulatory frameworks covering the business process outsourcing sector, limiting the space for firms to exploit workers.

    It’s possible, however, that jobs might be lost as firms relocate to places with favourable laws, an everyday reality in the outsourcing networks.



    Read more:
    Most call centre jobs are a dead end for South Africa’s youth

    Quality, not quantity

    African governments should prioritise the quality of jobs and not quantity. Policymakers should think about wider national economic development plans, particularly structural diversification and upgrading of their economies.

    Historically, these strategies have resulted in success in some states, addressing social and economic issues such as unemployment, poverty and inequality.

    Another option for African governments is to enhance social protection among data workers. Financing this is a serious issue, so proper taxation and compliance among workers and employers is urgently needed.

    Finally, there is a role for naming and shaming firms that treat their data workers poorly. There is evidence that such efforts improve compliance and firms’ behaviour.



    Read more:
    Digital trade protocol for Africa: why it matters, what’s in it and what’s still missing

    Worker movements

    African data workers have taken risks in openly speaking about their experiences. But these kinds of approaches work well when combined with collective bargaining.

    Workers have historically won their labour and civil rights after long and hard-fought struggles. There is a long history of African worker movements and trade unions resisting the apartheid and colonial regimes across the continent.

    While the freedom of association is enshrined in the African Charter on Human and Peoples’ Rights and most governments have legislation committed to collective bargaining, it is rarely implemented in the new outsourcing sectors, particularly data work.

    It is also difficult to organise workers in the industry, because of the high churn rate. For instance, data training firms like Sama offer short-term contracts to employees, often as short as five days.

    Some firms are hostile to workers’ organising activities.

    But numerous data worker-led associations have emerged in Africa recently, some led by the co-authors of this article. Techworker Community Africa, African Tech Workers Rising, African Content Moderators Unions and Data Labelers Association are among them.

    These initiatives are crucial to ensure workers have decent remuneration, work-life balance, adequate working hours, protection against arbitrary dismissal, safe working environments, and contributions towards their health and welfare.

    Several high-profile court cases are currently being pursued by African data workers against Meta and Sama. There is precedent. In 2021. Meta was ordered by a Californian court to pay US$85 million to 10,000 content moderators.

    AI-dependent tools such as ChatGPT or driverless cars would not exist without African data workers. They are tired of being “hidden”. They deserve to be treated with respect and dignity.

    Mophat Okinyi, Kauna Malgwi, Sonia Kgomo and Richard Mathenge co-authored this article.

    Mohammad Amir Anwar receives funding from United Kingdom Research and Innovation, Royal Society of Edinburgh, and British Academy.

    – ref. Africa’s data workers are being exploited by foreign tech firms – 4 ways to protect them – https://theconversation.com/africas-data-workers-are-being-exploited-by-foreign-tech-firms-4-ways-to-protect-them-252957

    MIL OSI – Global Reports –

  • MIL-OSI United Kingdom: Road closure ahead for city centre highway works

    Source: City of Leicester

    MOTORISTS and bus users are being advised that part of a main city centre route will be closed for maintenance and improvement work from this weekend.

    Leicester City Council will be carrying out highway works at the junction of Halford Street, Granby Street and Gallowtree Gate, from Saturday 5 April.

    General repairs and maintenance will be carried out to the road surface at the junction and new dropped kerb crossings will be created in the existing disabled parking by on Halford Street to improve accessibility. Block paving will also be reinstated at the Granby Street end of Gallowtree Gate where new automatic bollards have been installed.

    The work – which is expected to take up to three weeks to complete – will require road closures to be in place on Halford Street, between its junctions with Granby Steet and Free Lane, and along a short stretch of Granby Street, up to Bishop Street.

    A well-signposted diversion will be in place via Belvoir Street, Welford Place, Welford Road, Carlton Street, Oxford Street, Southgates, St Nicholas Circle, St Nicholas Place, High Street and East Gates.

    Some bus services will also be diverted.

    Pedestrian access will be maintained and businesses will remain open as normal during the works.

    Marshalls will also be on site to assist with access for deliveries to affected businesses.

    Martin Fletcher, Leicester City Council director of highways, said: “This is an important scheme that will allow us to improve disabled access, carry out maintenance to the road surface and complete work on the installation of new bollards all under one road closure.

    “Unfortunately, this will mean some disruption to motorists and bus services, but a well signposted diversion will be in place, and we’ll be working to complete the works as quickly as possible.”

    The work is expected to cost £30,000 and will be funded through the council’s transport improvement works fund.

    MIL OSI United Kingdom –

  • MIL-OSI Security: Update following the death of a baby boy in Notting Hill

    Source: United Kingdom London Metropolitan Police

    Update in connection with the ongoing investigation into the discovery of a baby’s body in Notting Hill.

    Over the past week, Met detectives, alongside partners from the NHS and local councils, have been conducting enquiries following the discovery of a deceased baby boy in Notting Hill. The baby was sadly found inside a bag near All Saints Church.

    Officers have expressed their thanks to members of the local community, who have offered their support to the local police teams as the investigation has progressed.

    Following an appeal by officers, on Saturday, 29 March, a woman, aged in her 30s, was safely located and arrested on suspicion of concealing a birth, neglect and infanticide. In a case of this nature this is necessary to enable officers to continue with their enquiries and understand more about the circumstances surrounding the baby’s death.

    The woman was immediately taken to a nearby hospital for treatment and to ensure all necessary medical care was provided to her.

    She remains in hospital currently.

    A forensic post-mortem will take place later this week, which will help officers understand more about the baby boy’s death. However at this time, officers remain open-minded about the circumstances.

    Superintendent Owen Renowden, who leads policing for Kensington and Chelsea said: “This is an ongoing, fast-paced investigation, with officers working tirelessly to ascertain the circumstances of the baby boy’s death.

    “We believe that the woman is the baby’s mother and I am reassured that she is receiving the support she needs, while officers continue their work to understand what took place.

    “I recognise that the news of this arrest may cause concern among our community, but when dealing with investigations of this nature our priority is to ensure the welfare of all involved and ensure that all lines of enquiry are fully explored.

    “I appreciate the high level of attention that this investigation has received, but we politely ask for the public not to speculate.

    “Although this is a significant development, we are still appealing for anyone with any information to contact police on 101 or at @MetCC quoting CAD1879 of 26 March.”

    MIL Security OSI –

  • MIL-OSI United Kingdom: Dame June Raine: How innovations are transforming regulation and speeding new treatments to healthcare

    Source: United Kingdom – Government Statements

    News story

    Dame June Raine: How innovations are transforming regulation and speeding new treatments to healthcare

    As Dame June Raine gets ready to pass the baton on after nearly 40 years at the agency, the last five of which she has been CEO, she reflects on how new innovations are transforming regulation and how honoured she feels to have worked with such inspiring people through a period she has not just lived through but helped to shape.

    When I entered the world of regulation in the mid-1980s, approvals for new medicines or the trials investigating them were arduous and subjective, requiring the review of juggernauts of paper files with thousands of graphs and tables of data in each file – not to mention a retentive memory, a very big desk and many painstaking hours of review.

    Fast forward to today, and healthcare product regulation is being transformed by technology. Just as Lord Darzi called for a major tilt to technology in the heath service, so MHRA is working to take time out of the development and review process for transformative medicines and MedTech.

    For example, new AI tools can reduce the length of time taken to assess vital aspects of clinical trial applications from 3 hours to as few as 35 seconds, without compromising on safety. By rapidly pinpointing common errors in applications made by companies to the regulator, AI has sped up the overall assessment process and is helping to make it consistent and predictable.

    The intention of this is not to replace the expertise of our experienced and knowledgeable scientific assessors but rather to give them more time to focus on higher risk analyses and more finely balanced judgements. This will see clinical trials being set up more swiftly, saving companies valuable funds and giving patients quicker access to the potentially life-saving medicines being studied.

    Thanks to successful pilots, this AI technology is now coming on stream in regulation, with international approval of the work we are doing at MHRA. It shows how far regulation has come from the days of paper-based assessments, and how exciting regulation is today – and you don’t often hear the words ‘exciting’ and ‘regulation’ in the same sentence.

    We’re in a new era of medicine – one defined by technological advancements like AI and genomics; a focus on meeting the needs of the individual rather than the whole population. A continued challenge for the next decade will be to ensure that regulation doesn’t just keep pace with this innovation but enables it.

    That’s why last week saw the launch of our first Centres of Excellence of Regulatory Science and Innovation, two of which are driving forward AI and health technology and one active in improving safety through pharmacogenomics.

    As I get ready to pass the CEO baton on after nearly 40 years at the MHRA, the last five of which I have been Chief Executive, I have been reflecting on what has been accomplished during my time holding the reins. My leadership was one dominated by two main events that in many ways came to set the pace and direction of change.

    The first of these was EU Exit, which offered new freedom to form novel international partnerships with trusted healthcare agencies both at home and abroad. Our ACCESS consortium of the regulatory agencies of Australia, Canada, Singapore and Switzerland has created an attractive market for innovative industry of close on 160 million people.

    The second event was one that few saw coming. The COVID-19 pandemic brought devastation and hardship to many people’s lives. But in 10 months it ushered in the level of innovative change you would expect to see in 10 years. When we announced our world-first approval of the COVID-19 vaccine made by Pfizer and BioNTech, we didn’t cut any corners. We developed innovative approaches to delivering the same high scientific standards and worked hand in hand with NICE and the NHS.

    These two seismic events have come to define my leadership, and probably rightly so. But advances in AI and the strides we’ve made towards a more personalised regulatory approach are also vitally important and will set the trajectory for regulation in years to come.

    The next few years will be defining ones for medicines regulation. I have absolutely no doubt that the agency I am leaving behind will continue to step up to the job, never losing sight of paramount importance of patient safety. I feel truly honoured to have worked with inspiring people in a period we have not just lived through but helped to shape.

    I look forward to watching – this time from the sidelines with a much warmer cup of tea in hand.

    Updates to this page

    Published 31 March 2025

    MIL OSI United Kingdom –

  • MIL-OSI United Kingdom: Homes England agrees purchase of key Nottingham regeneration site 

    Source: United Kingdom – Government Statements

    News story

    Homes England agrees purchase of key Nottingham regeneration site 

    Acquisition of Broad Marsh site signals boost for city’s regeneration vision  and the start of major redevelopment in Nottingham

    The regeneration of Nottingham city centre has taken a major step forward following an agreement for Homes England to purchase the Broad Marsh site from Nottingham City Council.  

    The Government’s housing and regeneration agency will acquire the council’s land ownership of the former shopping centre, land to the west of the Green Heart, a multi-storey car park, Severns House and a former college site.  

    The next stage of development will include de-risking of the site, such as demolition and enabling works, to attract private sector developers with the necessary credentials and proven track record to deliver transformational, exemplar city centre projects.  

    The development of the site will bring forward around 1,000 homes, up to 20,000 square metres of retail, office and community spaces and create around 2,000 full-time jobs.

    Eamonn Boylan, Chief Executive of Homes England, said:  

    The acquisition of Broad Marsh is a major milestone in the city council’s vision of regeneration for this area of Nottingham.  

    We have worked closely with the council since 2022 to provide professional advice and support. Now that we have acquired the site, our teams will be working with partners to attract the right developer to deliver the new homes, employment spaces and leisure facilities necessary to create a vibrant city centre neighbourhood that the people of Nottingham can be proud of.

    Broad Marsh is Nottingham’s top priority regeneration project, with significant progress already made by Nottingham City Council (NCC) in advancing its vision. Key achievements include the establishment of a new Nottingham College hub, the opening of the Central Library, Broad Marsh bus station, car park, and, most recently, the completion of the Green Heart public realm. 

    Councillor Neghat Khan, Leader of Nottingham City Council, said:   

    It’s great to finally reveal the name of the buyer for such an important site. I have confidence in Homes England and the work they have already delivered across the country.  

    This is really positive news for Nottingham and marks the start of a major redevelopment for this key part of our city.  

    We know that people have wanted to see progress here for a long time and we understand that it has been a frustration for some that this hasn’t happened.  

    We’re excited by the plans that Homes England has, and we look forward to working closely with them to bring these to fruition.

    The project will also benefit from investment by the East Midlands Combined County Authority (EMCCA), underlining Broad Marsh’s strategic significance to the region and showcasing the collaboration of organisations skilled in delivering complex regeneration projects, in line with the Government’s new Devolution arrangements.  

    The Mayor of the East Midlands, Claire Ward, said:   

    Homes England’s purchase of Broad Marsh is an investment into the future of Nottingham – a future that the people of Nottingham have been asking for and the city council has been pushing for, which can now be realised.”  

    As the Mayor of the East Midlands, I have been pleased to lead EMCCA into investing its resources so that this purchase could occur. This is exactly what the region expected when it chose to have a directly elected Mayor, and EMCCA will continue to work closely with Homes England as they transform the area.

    Homes England will maintain close collaboration with the council, ensuring the strategic vision for Broad Marsh is successfully realised. The Agency will also commit to continue the work undertaken so far by the council, to engage residents, partners and stakeholders in shaping the delivery of this important project.  

    Updates to this page

    Published 31 March 2025

    MIL OSI United Kingdom –

  • MIL-OSI United Kingdom: World Tuberculosis (TB) Day: Minister West’s speech

    Source: United Kingdom – Executive Government & Departments 3

    Speech

    World Tuberculosis (TB) Day: Minister West’s speech

    To mark World TB Day, Minister for the Indo-Pacific, Catherine West, spoke at a reception hosted by the All-Party Parliamentary Group (APPG) on Global TB.

    I wanted to thank everybody in this room for their efforts to fight this terrible disease, from finding and treating patients, to working on the new drugs and methods we need to combat TB. 

    We know it will take strong and united efforts to stamp out this age-old disease – so thank you for the important roles you play.  

    Now, I’ll begin by addressing the elephant in the room – the fact that the government will be lowering its spend on international development.  

    At this time of profound change, with conflicts overseas undermining security and prosperity at home, the Prime Minister had to make this very difficult decision. He was clear this was not an announcement he wanted make. 

    We are all proud of Britain’s record on development around the world, including when it comes to fighting TB. 

    Our support to the TB Alliance has led to game-changing research and development with new and better treatments being rolled out around the world – including within our own NHS. 

    Our support to brilliant organisations like MedAccess, Unitaid and the Clinton Health Access Initiative has driven down prices and improved access to critical drugs and diagnostics. All increasing the impact of our substantial investment in the Global Fund. 

    As the Prime Minister said, we will do all we can to move towards rebuilding our capacity when it comes to development. 

    And we remain determined to help the most vulnerable people.  

    As Minister for the Indo-Pacific region, I am painfully aware of the devastation that TB continues to wreak, particularly in the poorest communities. 

    This is one of the reasons why I am so committed to supporting the Global Fund, which provides more than three-quarters of all international funding to combat TB.  

    This is making a real impact – deaths have fallen by 40 per cent over the past two decades in countries where the Global Fund invests.  

    The UK is proud to be a founding and significant donor. And we are very glad that later this year we will co-host the Global Fund’s eighth replenishment together with South Africa. That joint convening role we’re looking forward to playing very much.

    Deputy High Commissioner, I am delighted that our countries are working together on this as the firmest of friends and partners on the international stage. 

    I know our teams will be collaborating closely behind the scenes to make the replenishment the biggest possible success. 

    And we want to work with all the people in this room. Everyone here has an important part to play in the fight against TB. 

    We know the stakes are high – we have to make this moment count. 

    Because the world is off-track when it comes to our goal of ending TB by the end of this decade. There is still time however, to make significant progress. 

    We are making big steps forward in finding the tools we need to prevent, diagnose and treat this disease. But we need much greater political will from countries with the ability to finance their own fight. 

    And we need a successful Global Fund replenishment to support those who need it most. There is a huge amount we can do by 2029 and we must continue to press our efforts to reduce new cases of TB by more than a quarter and deaths by more than a half, while finding and treating nearly 20 per cent more TB patients.  

    So, together with South Africa we will use our convening power to galvanise global efforts in this pivotal year. 

    I hope that by the time the world marks the next TB Day, we will have further progress to celebrate. 

    Thank you.

    Updates to this page

    Published 25 March 2025

    MIL OSI United Kingdom –

  • MIL-OSI: Sydbank share buyback programme: transactions in week 13

    Source: GlobeNewswire (MIL-OSI)

    Company Announcement No 13/2025

    		 Peberlyk 4
    6200 Aabenraa
    Denmark

    Tel +45 74 37 37 37
    Fax +45 74 37 35 36

    Sydbank A/S
    CVR No DK 12626509, Aabenraa
    sydbank.dk
    31 March 2025  

    Dear Sirs

    Sydbank share buyback programme: transactions in week 13
    On 26 February 2025 Sydbank announced a share buyback programme of DKK 1,350m. The share buyback programme commenced on 3 March 2025 and will be completed by 31 January 2026.

    The purpose of the share buyback programme is to reduce the share capital of Sydbank and the programme is executed in compliance with the provisions of Regulation (EU) No 596/2014 of the European Parliament and of the Council of 16 April 2014 and Commission Delegated Regulation (EU) 2016/1052 of 8 March 2016, collectively referred to as the Safe Harbour rules.

    The following transactions have been made under the share buyback programme:

      Number of shares VWAP Gross value (DKK)
    Accumulated, most recent
    Announcement

    168,000

    		  

    74,264,620.00
    24 March 2025
    25 March 2025
    26 March 2025
    27 March 2025
    28 March 2025    		 19,000
    19,000
    13,000
    13,000
    19,000    		 430.60
    437.14
    443.37
    444.66
    437.82    		 8,181,400.00
    8,305,660.00
    5,763,810.00
    5,780,580.00
    8,318,580.00
    Total over week 13 83,000   36,350,030.00
    Total accumulated during the
    share buyback programme    		 251,000   110,614,650.00

    All transactions were made under ISIN DK 0010311471 and effected by Danske Bank A/S on behalf of Sydbank A/S.

    Further information about the transactions, cf Article 5 of Regulation (EU) No 596/2014 of the European Parliament and of the Council on market abuse and Commission delegated regulation, is available in the attachment.

    Following the above transactions, Sydbank holds a total of 3,648,502 own shares, equal to 6.68% of the Bank’s share capital.

    Yours sincerely
            
    Mark Luscombe        Jørn Adam Møller
    CEO        Deputy Group Chief Executive

    Attachment

    The MIL Network –

  • MIL-OSI: Strategic decision – Šiaulių bankas will rebrand to Artea this May

    Source: GlobeNewswire (MIL-OSI)

    On 31 March 2025 The General Meeting of Shareholders of AB Šiaulių Bankas unanimously agreed to decision to change the bank’s name to AB Artea bankas. It is expected that the Bank will start operating under the new name and brand as of 5 May, this year.

     

    “This is a historic moment and one of the biggest and most significant changes in the history of the Bank. This change will be directly felt by half a million customers of our Bank Group, as well as thousands of corporate customers and partners.

    We aim to continue to be even closer to our customers, providing accessible, flexible and modern banking services.

    Artea is more than a new name. It is a strategic change for the bank, extending to our approach to services, customers, partners, employees, investors and community. Changes are comming very soon,” says Vytautas Sinius, CEO of Šiaulių Bankas.

    While rebranding, Šiaulių bankas remains the largest Lithuanian-owned bank in the country. Its main shareholders – Lithuanian business leaders Invalda INVL, Tesonet Global, Willgrow and the international European Bank for Reconstruction and Development (EBRD) – unchanged.

    The Bank has been consistently preparing for this change and in the comming period will focus on ensuring the rebranding won‘t cause any inconvenience to its customers, who will be able to enjoy smooth access to the daily services provided under the new name Artea.

    “We felt that the current name of the bank, which we grew up with and became what we are today, did not reflect our scale and ambition to become the best bank in Lithuania and the first choice for the residents and businesses. We aim to become a bank you want to grow with,” states Vytautas Sinius.

    If you would like to receive Šiaulių Bankas’ news for investors directly to your inbox, subscribe to our newsletter.

     

    Additional information:
    Tomas Varenbergas
    Head of Investment Management Division
    tomas.varenbergas@sb.lt

    The MIL Network –

  • MIL-OSI: Inbank appoints Erkki Raasuke as Chairman of the Supervisory Board

    Source: GlobeNewswire (MIL-OSI)

    Today, on 31 March 2025, the Supervisory Board of AS Inbank appointed Erkki Raasuke, an existing Supervisory Board Member, as Chairman of the Supervisory Board for a three-year term, effective 1 April 2025.

    Additionally, at the Annual General Meeting held today, Isabel Margaret Anne Faragalli and Sergei Anikin were elected to the Supervisory Board for a three-year term, effective 1 April 2025.

    According to Jan Andresoo, the former Chairman of the Inbank Supervisory Board, the appointment of two new independent members and a new Chairman marks a significant step toward a more diverse and independently governed Supervisory Board, which is essential for Inbank’s journey to becoming a public company.

    “With Erkki Raasuke leading our Supervisory Board, Inbank gains outstanding expertise in corporate governance, backed by decades of executive experience in banking. His strategic mindset and strong work ethic will be invaluable as we navigate the next phase of our development, and I look forward to working with him,” said Jan Andresoo.

    “My professional collaboration with founders Priit and Jan dates back over 20 years. Ever since, I have admired their strategic acumen, entrepreneurial spirit, and strong execution capabilities. Building on these qualities, they have successfully developed a dynamic and agile international business with a strong culture and a highly dedicated team. I am honored to be part of this team and contribute my knowledge and expertise in supporting its continued success. As Chairman, I will focus on steering a high-value, strategically engaged Supervisory Board while actively overseeing risk and audit matters to further strengthen Inbank’s governance and resilience,” said Erkki Raasuke.

    Jan Andresoo will remain a Member of the Supervisory Board and take on a hands-on leadership role in shaping Inbank’s new products and channels strategy, supporting the company’s transition into a platform business ahead of its IPO journey.

    “Inbank remains a founder-led company, with CEO Priit Põldoja and I actively engaged in building and steering the company toward future growth. My focus will be on ensuring that Inbank continues to innovate and deliver value to our merchant partners and customers,” said Jan Andresoo.

    Isabel Faragalli and Sergei Anikin do not hold Inbank shares.

    The Inbank Supervisory Board will consist of seven members, including Erkki Raasuke, Jan Andresoo, Roberto de Silvestri, Triinu Bucheton, Raino Paron, and the newly elected members Isabel Faragalli, and Sergei Anikin.

    Erkki Raasuke is a seasoned financial executive, non-executive board member, and strategic advisor with extensive experience in banking and corporate governance.  From 1994 to 2011, Erkki worked at Hansapank and later Swedbank, holding various senior leadership roles, including CFO and Chairman of the Board. Between 2012 and 2013, he advised the Ministry of Economic Affairs and Communications, focusing on state-owned enterprise governance. He later served as Managing Director of LHV Group (2013-2016), CEO of Luminor Bank (2016–2020) and as CFO at Skeleton Technologies (2021–2024).

    Currently, Erkki serves as Chairman of the Supervisory Board at the Estonian Business and Innovation Agency (EIS) and has been a Supervisory Board Member at Enefit Green since 2021. He joined the Inbank Supervisory Board in 2023.

    Jan Andresoo co-founded Inbank in 2010 and served as its CEO until 2021, with a primary focus on product strategy. Since 2021, he has chaired Inbank’s Supervisory Board. In addition to his role at Inbank, Jan co-founded Paywerk, a cross-border BNPL e-commerce platform, in 2021, which was acquired by Swedbank in 2024. Between 2006 and 2010, he held various executive positions at Swedbank Leasing. He has also been actively involved in the launch and scale-up of Coop Finants, Veriff, and PSP Maksekeskus.

    Inbank is a financial technology company with an EU banking license that connects merchants, consumers and financial institutions on its next generation embedded finance platform. Partnering with more than 6,000 merchants, Inbank has 872,000+ active contracts and collects deposits across 7 markets in Europe. Inbank bonds are listed on the Nasdaq Tallinn Stock Exchange.

    Additional information:
    Styv Solovjov
    AS Inbank
    Head of Investor Relations
    +372 5645 9738
    styv.solovjov@inbank.ee

    The MIL Network –

  • MIL-OSI United Kingdom: Oxford City Council awarded £50,000 Digital Planning Improvement funding

    Source: City of Oxford

    Monday, 31 March 2025

    Oxford City Council has been awarded £50,000 from the Ministry of Housing, Communities and Local Government (MHCLG) as part of the prestigious Digital Planning Improvement Fund.

    This funding marks a significant milestone in the Council’s ongoing commitment to enhancing digital planning services and delivering innovative, user-centred solutions for the community. 

    Comment 

    ”This achievement recognises Oxford City Council’s leadership and dedication to improving digital capabilities in planning, as part of a national effort to modernise the planning system across England.

    “By shifting from a document-based system to one that is data-driven, standards-based, and powered by modern technology, the Council is aiming to streamline planning processes and enhance the user experience for residents, businesses, and developers alike. 

    “Oxford City Council looks forward to embarking on this journey and working collaboratively with the Open Digital Planning community to drive meaningful change and enhance the planning experience for all stakeholders.”  
    David Butler, Planning, Director of Planning and Regulation  

    Joining the open digital planning community 

    As part of this initiative, the Council will join the Open Digital Planning community, a network of local planning authorities committed to digital transformation. This will provide access to expert support, shared learning, and best practices to strengthen its digital planning capabilities and accelerate the shift to innovative digital planning tools and processes.  

    For more information about the Digital Planning Improvement Fund visit the Local Digital website. 

    MIL OSI United Kingdom –

  • MIL-OSI Europe: NRRP steering committee meeting held at Palazzo Chigi on implementation progress report

    Source: Government of Italy (English)

    A steering committee meeting for the National Recovery and Resilience Plan (NRRP) was held at Palazzo Chigi this morning, chaired by the Minister for European Affairs, the NRRP and Cohesion Policy, Tommaso Foti. The meeting, attended by all Ministers and Undersecretaries of State involved as well as by representatives from ANCI [National Association of Italian Municipalities], UPI [Union of Italian Provinces] and the Conference of Regions and Autonomous Provinces, approved the sixth NRRP implementation progress report for its subsequent submission to Parliament. Minister Foti outlined the work carried out by the Government in the second half of 2024 to achieve all the planned objectives, allowing Italy to receive payment for the fifth instalment worth EUR 11 billion and for the sixth instalment worth EUR 8.7 billion, as well as to request payment for the seventh instalment, worth EUR 18.3 billion, which is linked to the achievement of 32 targets and 35 milestones. 

    “This sixth report to Parliament on the progress of the National Recovery and Resilience Plan confirms Italy’s leading position in Europe in terms of implementation, the number of goals achieved, total resources obtained and the number of payment requests formalized and received”, President of the Council of Ministers Giorgia Meloni writes in her foreword to the report. “The Government, the Administrations concerned, Prefectures and all implementing bodies will continue to work, with perseverance and determination, to complete all the investments and reforms. We will do so with the same rigor, passion and selfless approach that have enabled us to become a model in Europe in NRRP implementation. We still have a lot of work to do, but we are proud of the results achieved so far, and they are spurring us on to do even better, in the interest of Italy and Italians”, she added.

    During the steering committee meeting, the main legislative measures that have been adopted to support the NRRP’s implementation were also highlighted, details of which are provided in the report. In particular, reference was made to Decree Law no. 19/2024, which led implementing bodies to update data on the ‘ReGiS’ IT platform, strengthened governance of anti-fraud measures and made over a hundred coordination committees within Prefectures fully operational, making connections between the NRRP task force, the NRRP steering committee, central government authorities and implementing bodies more effective, to ensure any critical issues with completing the projects are resolved. Decree Law no. 113/2024 was also outlined, which allows for an acceleration in transfers of financial resources, up to 90%, in order to meet the liquidity needs expressed by ANCI [National Association of Italian Municipalities] and the implementing bodies themselves during meetings of the aforementioned coordination committees. The report to Parliament also highlights that, of the EUR 145.3 billion in NRRP resources that can be assigned to specific areas, the Meloni Government has allocated EUR 59.3 billion to the Mezzogiorno, equal to 40.8% of the total of measures for specific areas.

    MIL OSI Europe News –

  • MIL-OSI: WISeSat.Space Creates WISeSat España SA Subsidiary to Lead European Space Projects from Andalusia and Build a 100% “Made in Europe” Solution Aligned With the IRIS² Strategy

    Source: GlobeNewswire (MIL-OSI)

    WISeSat.Space Creates WISeSat España SA Subsidiary to Lead European Space Projects from Andalusia and Build a 100% “Made in Europe” Solution Aligned With the IRIS² Strategy

    Madrid / Geneva / La Línea, Cadiz – March 31, 2025 – WISeSat.Space, a pioneer in secure satellite connectivity solutions and part of the WISeKey International Holding Ltd (“WISeKey”) (SIX: WIHN, NASDAQ: WKEY), a leading global cybersecurity, blockchain, and IoT company, today announces the creation of its new subsidiary WISeSat España, headquartered in La Línea de la Concepción (Cádiz, Andalusia). This strategic decision represents a decisive step toward the consolidation of a fully European industrial and technological ecosystem in the space and quantum domains, in line with the digital sovereignty priorities defined by the European Union.

    The choice of La Línea de la Concepción as the official headquarters of WISeSat España is no coincidence. This Andalusian city, located at a geostrategic point between Europe and Africa, is positioning itself as an emerging hub for technological innovation, thanks to its institutional will, international openness, and proximity to key logistical infrastructures.

    Establishing WISeSat in La Línea makes the company a founding pillar of the project LL4GIR.COM, an ambitious public-private initiative aimed at creating a Center for the Fourth Industrial Revolution in southern Europe. This center will promote high-impact projects in artificial intelligence, quantum computing, blockchain, IoT, and space connectivity, transforming the region into a global benchmark for resilience, sustainability, and economic progress.

    A 100% “Made in Europe” solution

    The launch of WISeSat España aims to build a 100% European space value chain, combining technological sovereignty, security, sustainability, and autonomous access to space. The proposal is fully aligned with the principles of the IRIS² program (Infrastructure for Resilience, Interconnectivity and Security by Satellite), promoted by the European Commission to establish a satellite constellation ensuring secure connectivity across the continent.

    The WISeSat España roadmap includes:

    • Manufacturing secure nanosatellites in collaboration with the Spanish company FOSSA Systems, where WISeKey is an investor, specializing in IoT and low Earth orbit communications solutions.
    • Launching satellites in partnership with PLD Space, a leading Spanish company in reusable rockets. The first launch is scheduled for early 2026, marking a milestone for European autonomy in space access.
    • Developing post-quantum processors in cooperation with QuantixS (Murcia) and SEALSQ (France) to ensure ultra-secure communications in the era of quantum computing.
    • Already operational, the installation of a satellite antenna in La Línea’s City Hall building, enabling direct connection with WISeSat satellites currently in orbit and serving as a local operations hub.
    • Incorporating WISeTalkie radio communication technology, developed by WISeKey and its partner Global Radio System (GRS), which ensures highly secure radio communications using advanced encryption, authentication protocols, and resistance to interference or unauthorized access. This innovation strengthens the security architecture of the WISeSat ecosystem at both space and ground levels.

    A new paradigm of decentralized innovation

    The model proposed by WISeSat España breaks with traditional centralized structures. Its vision is to create a decentralized network of European technological nodes, collaborating under principles of transparency, interoperability, resilience, and sovereign control. The La Línea node will serve as the secure space gateway for European institutions, companies, and citizens.

    “At WISeSat, we firmly believe that Europe needs its own secure and resilient infrastructure to avoid dependence on external players in critical areas such as space or cybersecurity. With WISeSat España and our partnerships with FOSSA Systems, PLD Space, QuantixS, and SEALSQ, we demonstrate that a 100% European model is not only possible but necessary,” said Carlos Creus Moreira, Founder and CEO of WISeKey.

    The January satellite, currently in orbit:
    https://wisesat.wisekey.com/?tags=WISeSat
    This launch builds on the previous success of WISeSat in collaboration with FOSSA Systems, which achieved the launch of 17 picosatellites to test the resilience and performance of its core technologies. These tests laid the foundation for the current generation of satellites, which, starting in June, will be equipped with more robust security protocols and post-quantum cryptographic infrastructure developed by SEALSQ.

    WISeSat also announced a new strategic partnership with Skyroot Aerospace in India. This collaboration will diversify launch operations by enabling satellites to be deployed on alternative orbital trajectories, optimizing constellation coverage and efficiency. The alliance also includes the possibility of manufacturing satellites on Indian soil, to local specifications, further strengthening WISeSat’s global production and launch capabilities.

    By the end of 2025, WISeSat satellites will be able to carry out transactions in SEALCOIN tokens with each other and with connected objects on Earth, forming a secure, autonomous mesh network for machine-to-machine (M2M) transactions. This innovation will create a financial and data exchange infrastructure in space, where connected machines will be digitally certified through a “Know Your Object” (KYO) protocol. The KYO process integrates Wecan technology and WISeKey’s WISeID platform, ensuring reliable identity and accountability throughout the ecosystem.

    Each WISeSat satellite is built with:

    • Post-quantum cryptographic chips from SEALSQ
    • WISeKey Root of Trust and digital identity infrastructure (WISeID)
    • Hedera’s Distributed Ledger Technology (DLT) for decentralized, tamper-proof data integrity

    This technological foundation positions WISeSat as a global leader in secure satellite-based IoT infrastructure.

    Invitation to Collaborate

    WISeSat España invites governments, universities, R&D centers, investors, and technology companies to join this transformative vision. The goal is to build together a new paradigm of smart economic development by integrating emerging technologies, specialized training, high-quality employment, and international cooperation.

    About WISeSat.Space
    WISeSat.Space AG is pioneering a transformative approach to IoT connectivity and climate change monitoring through its innovative satellite constellation. By providing cost-effective, secure, and global IoT connectivity, WISeSat is enabling a wide range of applications that support environmental monitoring, disaster management, and sustainable practices. The integration of satellite data with advanced climate models holds great promise for enhancing our understanding of climate change and developing effective strategies to combat its impacts. As the world continues to grapple with the challenges of climate change, initiatives like WISeSat’s IoT satellite constellation are essential for creating a more resilient and sustainable future.

    About WISeKey

    WISeKey International Holding Ltd (“WISeKey”, SIX: WIHN; Nasdaq: WKEY) is a global leader in cybersecurity, digital identity, and IoT solutions platform. It operates as a Swiss-based holding company through several operational subsidiaries, each dedicated to specific aspects of its technology portfolio. The subsidiaries include (i) SEALSQ Corp (Nasdaq: LAES), which focuses on semiconductors, PKI, and post-quantum technology products, (ii) WISeKey SA which specializes in RoT and PKI solutions for secure authentication and identification in IoT, Blockchain, and AI, (iii) WISeSat AG which focuses on space technology for secure satellite communication, specifically for IoT applications, (iv) WISe.ART Corp which focuses on trusted blockchain NFTs and operates the WISe.ART marketplace for secure NFT transactions, and (v) SEALCOIN AG which focuses on decentralized physical internet with DePIN technology and house the development of the SEALCOIN platform.

    Each subsidiary contributes to WISeKey’s mission of securing the internet while focusing on their respective areas of research and expertise. Their technologies seamlessly integrate into the comprehensive WISeKey platform. WISeKey secures digital identity ecosystems for individuals and objects using Blockchain, AI, and IoT technologies. With over 1.6 billion microchips deployed across various IoT sectors, WISeKey plays a vital role in securing the Internet of Everything. The company’s semiconductors generate valuable Big Data that, when analyzed with AI, enable predictive equipment failure prevention. Trusted by the OISTE/WISeKey cryptographic Root of Trust, WISeKey provides secure authentication and identification for IoT, Blockchain, and AI applications. The WISeKey Root of Trust ensures the integrity of online transactions between objects and people. For more information on WISeKey’s strategic direction and its subsidiary companies, please visit www.wisekey.com.

    Disclaimer
    This communication expressly or implicitly contains certain forward-looking statements concerning WISeKey International Holding Ltd and its business. Such statements involve certain known and unknown risks, uncertainties and other factors, which could cause the actual results, financial condition, performance or achievements of WISeKey International Holding Ltd to be materially different from any future results, performance or achievements expressed or implied by such forward-looking statements. WISeKey International Holding Ltd is providing this communication as of this date and does not undertake to update any forward-looking statements contained herein as a result of new information, future events or otherwise.

    This press release does not constitute an offer to sell, or a solicitation of an offer to buy, any securities, and it does not constitute an offering prospectus within the meaning of the Swiss Financial Services Act (“FinSA”), the FinSa’s predecessor legislation or advertising within the meaning of the FinSA. Investors must rely on their own evaluation of WISeKey and its securities, including the merits and risks involved. Nothing contained herein is, or shall be relied on as, a promise or representation as to the future performance of WISeKey.

    Press and Investor Contacts

    WISeKey International Holding Ltd
    Company Contact: Carlos Moreira
    Chairman & CEO
    Tel: +41 22 594 3000
    info@wisekey.com
    media@wisekey.com    		 WISeKey Investor Relations (US) 
    The Equity Group Inc.
    Lena Cati
    Tel: +1 212 836-9611
    lcati@equityny.com

    The MIL Network –

  • MIL-OSI: Resolutions of the Ordinary General Meeting of Shareholders

    Source: GlobeNewswire (MIL-OSI)

    Resolutions of the Ordinary General Meeting of Shareholders

    Actions taken and resolutions made according to agenda issues of the Ordinary General Meeting of Shareholders on 31 March 2025:

    1. Presentation of the consolidated management report of Šiaulių bankas AB for 2024.

    The consolidated management report was introduced (enclosed).

    1. Presentation of the conclusion of the independent auditor of Šiaulių bankas AB and the conclusion of the assurance of sustainability reporting.

    The conclusion of the independent auditor and the conclusion of the assurance of sustainability reporting were introduced (enclosed).

    1. Comments and proposals of Šiaulių bankas AB Supervisory Council.

    The comments and proposals of the Bank’s Supervisory Council were announced.

    1. Selection of the audit company to provide sustainability reporting assurance services for the period 2024-2025 and determination of payment terms.

    Resolved:

    1)    To elect UAB “KPMG Baltics” as the audit company to provide sustainability reporting assurance services for Šiaulių bankas AB and the group for the years 2024 and 2025.

    2)    To determine the price for the sustainability reporting assurance services of Šiaulių bankas AB and the group for the years 2024-2025 at EUR 145 500 (excluding VAT).

    1. Approval of the set of audited financial statements of Šiaulių bankas AB and the group for 2024.

    The set of financial statements for 2024 has been approved (enclosed).

    6.    Allocation of Šiaulių bankas AB profit for 2024.

    The allocation of Šiaulių bankas AB profit has been approved (enclosed).

    According to approved profit allocation EUR 0.061 dividends per one ordinary registered EUR 0.29 nominal value share will be paid. Record date is 14 April 2025.

    7.    Determination of the procedure for the acquisition of Šiaulių bankas AB own shares.

     

    1)    Resolved to acquire Bank own shares under the following conditions:

    1. the purpose of acquisition of own shares is to reduce the authorized capital of the Bank by cancelling the shares purchased by the Bank; and / or to grant to the employees of the Bank, as well as it’s Group under the approved variable renumeration and payment programmes;
    2. maximal acquisition price per share – 20% higher than the market price of the Bank’s shares on the Nasdaq Vilnius Stock Exchange, when the Management Board makes a decision on the purchase of its own shares;
    3. minimum purchase price of the shares – 10% lower than the market price of the Bank’s shares on the Nasdaq Vilnius Stock Exchange when the Bank’s Management Board decides to buy back its own shares;
    4. the time limit for the Bank to acquire its own shares – 18 months from the date of adoption of this decision;
    5. maximal number of shares to be acquired – no more than 7 000 000 shares;
    6. the procedure for sale of own shares and the minimum 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;

      vii.        to delegate the Management Board of the Bank, in accordance with the provisions of this resolution and the requirements of the Law on Companies of the Republic of Lithuania, the requirements of the Law on Banks of the Republic of Lithuania and other legal acts, as well as, when required with the permission of the supervisory authorities, to make specific decisions regarding the purchase of the Bank’s own shares, to organize buyback of own shares, determine the method and procedure for buying back shares, the time, exact number and price of shares to be acquired, as well as perform other actions related to the purchase and sale of own shares.To establish that after adopting this resolution the resolution of the General Meeting of Shareholders of 29 March 2024 regarding acquisition of the Bank’s own shares shall expire.

     

    2)    To establish that after adopting this resolution the resolution of the General Meeting of Shareholders of 29 March 2024 regarding acquisition of the Bank’s own shares shall expire.

     

    8.    Approval of the new version of the Articles of Association of Šiaulių bankas AB.    

    The Article of Association of Šiaulių bankas AB was approved (enclosed).

    1. Approval of the reduction of the authorised capital of Šiaulių bankas AB and the amendment of the Articles of Association.

    Resolved:

    1)    To reduce the authorised capital of Šiaulių bankas AB from EUR 192 269 027,34 to EUR 189 195 680,13 by annulling 10 597 749 ordinary registered uncertificated shares of Šiaulių bankas AB with a nominal value of EUR 0,29 each. The total value of the shares to be cancelled is EUR 3 073 347,21. The purpose of the reduction of the authorised capital is to annul the shares acquired by Šiaulių bankas AB.

    2)    To amend Clause 3.4 of the Articles of Association of Šiaulių bankas AB and to approve the new draft of the Articles of Association: “3.4. The authorized capital of the Bank shall be the total amount of the par values of all registered shares. The authorized capital of the Bank shall amount to EUR 189 195 680.13. The authorized capital of the Bank shall be divided into 652 398 897 ordinary registered shares. The par value of one share shall be EUR 0.29”

    3)    To authorise the CEO of Šiaulių bankas AB or another person duly authorised by him to sign the new version of the Articles of Association and to arrange for the registration of the amended Articles of Association in accordance with the procedure established by law after obtaining the supervisory authority’s permission to register the amendment to the Articles of Association relating to the reduction of the authorised capital (enclosed).

     

    10.  Approval of the updated Remuneration Policy of Šiaulių bankas AB.             

    The Remuneration Policy of Šiaulių bankas AB was approved (enclosed).

    11.  Approval of the updated Rules for Granting Shares of Šiaulių bankas AB.

    The Rules for Granting Shares of Šiaulių bankas AB was approved (enclosed).

    1. Election of the member of Šiaulių bankas AB Supervisory Council.

    Resolved:

    1)    To elect John Michael Denhof as a member of the Supervisory Council of Šiaulių bankas AB until the end of the tenure of the current Supervisory Council.

    2)    To determine that the elected person will take up his position as a member of the Supervisory Council of Šiaulių bankas AB only after receiving the permission of the supervisory authority.

     

    Additional information:
    Tomas Varenbergas
    Head of the Investment Management Division
    Email:     tomas.varenbergas@sb.lt

    Attachments

    The MIL Network –

  • MIL-OSI Security: Romanian National Sentenced To 24 Months’ Imprisonment For Wire Fraud Conspiracy And Aggravated Identity Theft

    Source: Office of United States Attorneys

    HARRISBURG- The United States Attorney’s Office for the Middle District of Pennsylvania announced that Stefan-Alin Doleanu, age 29, of Romania, was sentenced on March 27, 2025, to 24 months’ imprisonment by United States District Judge Jennifer P. Wilson for wire fraud conspiracy and aggravated identity theft.

    According to Acting United States Attorney John C. Gurganus, between November 2022 and March 2023, Doleanu and multiple co-conspirators, including co-defendant Eliza Doleanu, conspired to use stolen SNAP Electronic Benefits Transfer (“EBT”) card information at Sam’s Club and BJ’s Wholesale Club stores in Camp Hill, Chambersburg, Mechanicsburg, and York. During this period, the Doleanus illegally purchased several thousand dollars in goods. 

    Judge Wilson further ordered Doleanu to pay restitution in the amount of $14,255.97. 

    Doleanu will be removed from the United States upon the completion of his sentence.

    The case was investigated by the United States Secret Service and the United States Department of Agriculture, Office of Inspector General. Assistant U.S. Attorney David C. Williams prosecuted the case.

    # # #

    MIL Security OSI –

  • MIL-OSI: Powered by 5th Gen AMD EPYC CPUs, Oracle Cloud Infrastructure Compute E6 Shapes Deliver Breakthrough Cloud Performance and Efficiency

    Source: GlobeNewswire (MIL-OSI)

    — Leading cloud services providers expand their adoption of EPYC CPUs to meet growing public cloud demand —

    SANTA CLARA, Calif., March 31, 2025 (GLOBE NEWSWIRE) — Today, AMD (NASDAQ: AMD) announced 5th Gen AMD EPYC™ processors power the Oracle Cloud Infrastructure (OCI) Compute E6 Standard shapes. 5th Gen AMD EPYC processors, the world’s best server CPUs for enterprise, AI and cloud1, enable OCI Compute E6 shapes to deliver up to a 2X increase in cost to performance, compared to the previous E5 instance generation based on testing by OCI2.

    The new OCI Compute E6 shapes build on the success of the previous E5 generation to deliver leadership performance and cost efficiency for general-purpose and compute-intensive workloads. These OCI shapes add to the selection of more than a thousand compute instances powered by AMD EPYC processors across all major cloud service providers.

    “The rapid adoption of AMD EPYC processors in the cloud underscores our ability to deliver innovative, high-performance solutions that enable our partners to create highly competitive cloud offerings,” said Dan McNamara, senior vice president and general manager, Server Business, AMD. “The combination of OCI’s flexible infrastructure and the performance of 5th Gen AMD EPYC processors helps customers accelerate their most demanding workloads while optimizing their cloud infrastructure.”

    “Oracle Cloud Infrastructure is committed to providing our customers with the best-performing, most cost-effective cloud offerings,” said Donald Lu, senior vice president, software development, Oracle Cloud Infrastructure. “With the new OCI Compute E6 Standard shapes powered by AMD EPYC processors, we are delivering an unparalleled combination of compute power, scalability, and efficiency that meets the demands of today’s most complex workloads.”

    Availability and Customer Adoption
    OCI Compute E6 Standard bare metal instances and virtual machines are available today in multiple regions, including US East (Ashburn), US West (Phoenix), US Midwest (Chicago), Germany Central (Frankfurt), and UK South (London), with a rollout planned for additional regions in the coming months.

    Supporting Resources

    About AMD
    For more than 50 years AMD has driven innovation in high-performance computing, graphics, and visualization technologies. Billions of people, leading Fortune 500 businesses, and cutting-edge scientific research institutions around the world rely on AMD technology daily to improve how they live, work, and play. AMD employees are focused on building leadership high-performance and adaptive products that push the boundaries of what is possible. For more information about how AMD is enabling today and inspiring tomorrow, visit the AMD (NASDAQ: AMD) website, blog, LinkedIn, and Twitter pages.

    AMD, the AMD Arrow logo, EPYC and combinations thereof are trademarks of Advanced Micro Devices, Inc. Other names are for informational purposes only and may be trademarks of their respective owners.
    Oracle, Java, MySQL and NetSuite are registered trademarks of Oracle Corporation. NetSuite was the first cloud company—ushering in the new era of cloud computing.

    _____________________________

    1 EPYC-029D: Comparison based on thread density, performance, features, process technology and built-in security features of currently shipping servers as of 10/10/2024. EPYC 9005 series CPUs offer the highest thread density, leads the industry with 500+ performance world records including world record enterprise leadership Java® ops/sec performance, top HPC leadership with floating-point throughput performance, AI end-to-end performance with TPCx-AI performance and highest energy efficiency scores. Compared to 5th Gen Xeon, the 5th Gen EPYC series also has more DDR5 memory channels with more memory bandwidth and supports more PCIe® Gen5 lanes for I/O throughput, and has up to 5x the L3 cache/core for faster data access. The EPYC 9005 series uses advanced 3-4nm technology, and offers Secure Memory Encryption + Secure Encrypted Virtualization (SEV) + SEV Encrypted State + SEV-Secure Nested Paging security features. For additional details, see https://www.amd.com/en/legal/claims/epyc.html#q=epyc5#EPYC-029D

    2 OCI launches high-performance E6 Standard compute instances powered by AMD: Comparative workload performance per core cost analysis for E5 and E6 shapes – https://blogs.oracle.com/cloud-infrastructure/post/oci-launches-highperformance-e6-standard-compute-instances-powered-by-amd

    The MIL Network –

  • MIL-OSI: insightsoftware Drives Global Expansion of JustPerform, a Financial Planning, Forecasting, and Closing Companion

    Source: GlobeNewswire (MIL-OSI)

    RALEIGH, N.C., March 31, 2025 (GLOBE NEWSWIRE) — insightsoftware, the most comprehensive provider of solutions for the Office of the CFO, today announced the global expansion of JustPerform, an all-in-one financial planning, forecasting, and close companion. The financial performance platform is now available in APAC, North America, the UK, and Ireland.

    Finance teams often struggle with the complexity of implementing and maintaining traditional systems, hindering their ability to plan, close, and report effectively. JustPerform addresses this with an all-in-one solution enabling effortless collaboration on plans, faster closes, accurate reporting, and confident decision-making without IT reliance. Featuring an intuitive, Excel-like interface and step-by-step guidance, the platform simplifies even the most complex tasks. Users can master processes in under five minutes and establish consistent workflows for reliable, repeatable results.

    “Growing expectations for finance to serve as a strategic business partner fuel demands among finance professionals for a unified approach to planning, forecasting, and closing,” said Monica Boydston, General Manager, EPM & Controllership at insightsoftware. “JustPerform’s intuitive interface enables finance teams to hit the ground running. Finance-driven ownership empowers teams to streamline processes and focus on delivering strategic insights that drive business impact.”

    Key Capabilities Include:

    • All-in-One Simplicity and Cloud Scalability: JustPerform connects planning, close, consolidation and reporting. Whether an organization deploys on the public or private cloud, it handles unlimited data volumes, dimensions, and metrics, letting models grow in size and complexity without slowing down.
    • Simplified Processes: Pick up any process in under five minutes. Even the most complex tasks feel simple with an Excel-like interface and step-by-step guidance.
    • Direct Integration and Excel-Friendly Transition: Native connectors link to over 80 systems, including SAP, Oracle, and Microsoft Dynamics, without delays or extra steps. With an Excel-like interface and modern Microsoft 365 connector, it makes moving from spreadsheets to JustPerform seamless.
    • Real-Time Planning: Live data updates keep financial and operational planning connected across teams. Members stay in sync, making decisions faster and smarter, without missing a step.

    “JustPerform successfully addresses the key requirements of the planning, forecasting, and reporting market with its unified, cloud-native platform designed around the needs of finance professionals,” said Craig Schiff, President and CEO of BPM Partners. “Many finance teams struggle with patching together siloed systems and legacy products. JustPerform delivers a truly modern and connected experience. Its human-centered design simplifies complex processes, ensuring accessibility and adaptability. The platform easily scales as user count and data volume grow over time, combining usability and precision—essential traits for financial professionals seeking both efficiency and flexibility.”

    Discover how JustPerform provides 60%-time savings in data transformation, a 50% reduction in manual close cycles, 40% faster budget preparation, and twice the return on investment. Join the “Financial Performance, for the Way You Work” webinar on April 10, 2025, at 10 am ET, to learn more about how this finance companion helps organizations hit the ground running. Register here.

    About insightsoftware
    insightsoftware is a global provider of comprehensive solutions for the Office of the CFO. We believe an actionable business strategy begins and ends with accessible financial data. With solutions across financial planning and analysis (FP&A), accounting, and operations, we transform how teams operate, empowering leaders to make timely and informed decisions. With data at the heart of everything we do, insightsoftware enables automated processes, delivers trusted insights, boosts predictability, and increases productivity. Learn more at insightsoftware.com.

    Media Contacts
    Inkhouse for insightsoftware
    insightsoftware@inkhouse.com

    Daniel Tummeley
    Corporate Communications Manager
    PR@insightsoftware.com

    The MIL Network –

  • MIL-OSI Security: NATO Secretary General meets the Minister of Foreign Affairs of the Republic of Lithuania

    Source: NATO

    On Monday, 17 March 2025, the NATO Secretary General, Mr Mark Rutte, will meet the Minister of Foreign Affairs of the Republic of Lithuania, Mr Kęstutis Budrys, at NATO Headquarters, in Brussels.

    MIL Security OSI –

  • MIL-OSI United Kingdom: Applications now open for the Grow Your Own grant scheme

    Source: Scotland – City of Edinburgh

    Community groups in Edinburgh are being invited to apply for funding from a £50,000 pilot scheme by the City of Edinburgh Council to establish new food growing projects.

    The “Grow Your Own” community grant initiative will welcome applications from projects aimed at establishing new community growing projects. Applications for funding are invited to help the creation of new growing spaces, supporting the establishment of growing groups, and promoting education around urban food production.

    Grants of up to £5,000 will be awarded to constituted voluntary and community groups across the city. With projects running for up to 12 months.

    The £50,000 funding has been allocated from the Flood Prevention/Biodiversity (including food growing) budget, which was approved in the Council’s budget on 22 February 2024. This fund aims to provide smaller community groups with essential support to establish community growing initiatives.

    Funding can be used for a variety of purposes, including:

    • Purchasing seeds, plants, and tools
    • Equipment for community garden cooking areas
    • Education and training activities
    • Personal protective equipment
    • Staff time directly related to establishing the growing area

    Culture and Communities Convener Val Walker said:

    This is a wonderful opportunity for Edinburgh communities to get involved in urban food growing. The city already hosts over 45 allotment sites with over 1,700 council-managed plots, along with more than 70 community growing projects. Through Edinburgh’s Food Growing Strategy (2021- 2026) and Allotment Strategy (2017 – 2027) we aim to expand local food growing initiatives.

    This year’s scheme will operate as a pilot program, and its impact will be assessed. If successful, and funding permitting, we could see this becoming an annual initiative.

    To apply, groups must meet the Council’s Standard Conditions of Grants. Full details can be found on the City of Edinburgh website. The application process will be administered through the City of Edinburgh Council’s Your Voice platform, designed to ensure a simple and efficient application experience.

    The deadline for applications is noon on 12 May.
     

    Published: March 31st 2025

    MIL OSI United Kingdom –

  • MIL-OSI: Data Storage Corporation Reports 2024 Fiscal Year Financial Results and Provides Business Update

    Source: GlobeNewswire (MIL-OSI)

    • Expanded CloudFirst platform in 2024 with 4 new Tier III data centers (UK & Chicago), totaling 10 globally to enhance multi-cloud and continuity services across North America and Europe
    • Completed Flagship Solutions Group integration into CloudFirst, boosting efficiency and cross-sell potential to clients; secured major 2024 contracts across motorsports, insurance, healthcare, and education sectors
    • Net income improved by approximately 71% for the 2024 fiscal year
      compared to 2023 fiscal year and achieved Adjusted EBITDA* of $2.37 million for 2024
    • Ends 2024 with $12.3 million in cash and marketable securities
      and no long-term debt
    • Conference Call to be held today at 11:00 am ET

    MELVILLE, N.Y., March 31, 2025 (GLOBE NEWSWIRE) — Data Storage Corporation (Nasdaq: DTST) (“DSC” and the “Company”), a leading provider of multi-cloud hosting, managed cloud services, disaster recovery, cybersecurity, and IT automation, with direct connection to AWS, Microsoft Azure, and Google Cloud, today provided a business update and reported financial results for the year ended December 31, 2024.

    “We made consistent progress in 2024 — both financially and strategically,” said Chuck Piluso, CEO of Data Storage Corporation. “To start, total revenue for the year increased to $25.4 million, a modest 2% gain from 2023, reflecting a shift from lower-margin, one-time equipment sales toward long term, recurring subscription revenue streams. This strategy builds on our already $39.2 million remaining contract value with disaster recovery and cloud hosting solutions. Importantly, we ended the year with an estimated $22 million Annual Recurring Revenue run rate, demonstrating the scalability and consistency of our subscription-based model with over 80% of our revenue recurring. Furthermore, net income rose approximately 71% to $513 thousand, while Adjusted EBITDA* increased to $2.37 million — both strong indicators of improved margins and greater operational efficiency. Finally, with $12.3 million in cash and marketable securities and no long-term debt, we remain well-positioned to invest in future growth.”

    “In 2024, we also took steps to expand our footprint. Internationally, we launched CloudFirst Europe Ltd. supported by three Tier III data centers in the UK through three strategic partnerships. This expansion positions us to provide our Power platform serving clients across the U.S., Canada, and the UK — we are one of the few single source global providers. To lead our European operations, we appointed Colin Freeman as Managing Director, and early traction in the region has been promising. Domestically, we added a Tier III data center in Chicago, bringing our total to ten global sites while enhancing redundancy and performance across North America.”

    “We also completed the full integration of our Flagship Solutions Group subsidiary into our CloudFirst Technologies subsidiary, which has streamlined operations and improved our ability to deliver integrated cloud and managed services to clients. Key new contracts in 2024 included engagements with a Canadian division of a major motorsports manufacturer, a billion-dollar insurance provider, and a U.S. medical center — each reflecting our strength in delivering compliant, mission-critical high processing infrastructure solutions.”

    “Overall, 2024 was a year of meaningful execution across all fronts. We advanced our shift to a high-margin, recurring revenue model, expanded into new international markets, strengthened our infrastructure, and delivered improved financial results. These accomplishments reinforce our long-term vision and position us to scale further in 2025 and beyond as demand for compliant, enterprise-grade cloud solutions continues to rise globally.”

    Conference Call

    The Company plans will host a conference call at 11:00 a.m. Eastern Time on Monday, March 31, 2025, to discuss the Company’s financial results for the 2024 fiscal year which ended December 31, 2024, as well as corporate progress and other developments.

    The conference call will be available via telephone by dialing toll-free 877-407-9219 for U.S. callers or for international callers +1-201-689-8852. A webcast of the call may be accessed at  DSC 2024 Fiscal Year Earnings Call or on the Company’s News & Events section of the website,  www.dtst.com/news-events.

    A webcast replay of the call will be available on the Company’s website (www.dtst.com/news-events) through September 30, 2025. A telephone replay of the call will be available approximately three hours following the call, through April 7, 2025, and can be accessed by dialing 877-660-6853 for U.S. callers or + 1-201-612-7415 for international callers and entering conference ID: 13751220. 

    About Data Storage Corporation

    Data Storage Corporation (Nasdaq: DTST) through its subsidiaries is a leading provider of multi-cloud hosting, fully managed cloud services, disaster recovery, cybersecurity, IT automation, and voice & data solutions. Recognizing that data migration is a critical step in transitioning from on-premises systems to the cloud, DSC provides comprehensive migration services to ensure seamless, secure, and efficient data transfer, minimizing downtime and optimizing performance.

    Through its owned and operated cloud platform, built on IBM Power Cloud infrastructure, DSC delivers high-performance, scalable, and secure cloud solutions with interoperability across its infrastructure partners, AWS, Microsoft Azure, and Google Cloud.

    With data centers supporting its CloudFirst platform deployments across the United States, Canada, and the United Kingdom, DSC provides mission-critical solutions to a diverse clientele, including Fortune 500 companies, government agencies, educational institutions, and healthcare organizations.

    As a leader in the multi-billion-dollar cloud hosting and business continuity market, DTST is recognized for its expertise in cloud infrastructure, IT modernization, and data migration, enabling clients to transition to the cloud with confidence and operational continuity.

    For more information, please visit www.dtst.com or follow us on X @DataStorageCorp.

    *Adjusted EBITDA is a non-GAAP measure. Please refer to the Company’s financial disclosures for a reconciliation to the most directly comparable GAAP measure.

    Safe Harbor Provision

    This press release contains “forward-looking statements” within the meaning of the Private Securities Litigation Reform Act of 1995, as amended, that are intended to be covered by the safe harbor created thereby. Forward-looking statements are subject to risks and uncertainties that could cause actual results, performance or achievements to differ materially from any future results, performance or achievements expressed or implied by such forward-looking statements. Statements preceded by, followed by or that otherwise include the words “believes,” “expects,” “anticipates,” “intends,” “projects,” “estimates,” “plans” and similar expressions or future or conditional verbs such as “will,” “should,” “would,” “may” and “could” are generally forward-looking in nature and not historical facts, although not all forward-looking statements include the foregoing. Although the Company believes that the expectations reflected in such forward-looking statements are reasonable, it can provide no assurance that such expectations will prove to have been correct. These forward-looking statements are based on management’s expectations and assumptions as of the date of this press release and include statements regarding being well-positioned to invest in future growth, the Company’s Power platform serving clients across the U.S., Canada and the UK and the Company’s recent accomplishments positioning it to scale further in 2025 and beyond as demand for compliant, enterprise-grade cloud solutions continues to rise globally, and are subject to a number of risks and uncertainties, many of which are difficult to predict that could cause actual results to differ materially from current expectations and assumptions from those set forth or implied by any forward-looking statements. Important factors that could cause actual results to differ materially from current expectations include, the Company’s ability to grow its presence in Europe, the Company being well-positioned to invest in future growth, the Company’s successful transition from on-premises systems to the cloud, and DSC delivering high-performance, scalable, and secure cloud solutions with interoperability across its infrastructure partners. These risks should not be construed as exhaustive and should be read together with the other cautionary statements included in the Company’s Annual Report on Form 10-K, subsequent Quarterly Reports on Form 10-Q and Current Reports on Form 8-K filed with the Securities and Exchange Commission. Any forward-looking statement speaks only as of the date on which it was initially made. Except as required by law, the Company assumes no obligation to update or revise any forward-looking statements, whether as a result of new information, future events, changed circumstances or otherwise.

    Contact:
    Crescendo Communications, LLC
    212-671-1020
    DTST@crescendo-ir.com 

     DATA STORAGE CORPORATION AND SUBSIDIARIES  
    CONSOLIDATED BALANCE SHEETS
                     
        December 31, 2024   December 31, 2023
    ASSETS                
    Current Assets:                
    Cash   $ 1,070,097     $ 1,428,730  
    Accounts receivable (less allowance for credit losses of $31,472   and $7,915 in 2024 and 2023, respectively)     2,225,458       1,259,972  
    Marketable securities     11,261,006       11,318,196  
    Prepaid expenses and other current assets     859,502       513,175  
    Total Current Assets     15,416,063       14,520,073  
                     
    Property and Equipment:                
    Property and equipment     9,598,963       7,838,225  
    Less—Accumulated depreciation     (6,159,307 )     (5,105,451 )
    Net Property and Equipment     3,439,656       2,732,774  
                     
    Other Assets:                
     Goodwill     4,238,671       4,238,671  
     Operating lease right-of-use assets     575,380       62,981  
     Other assets     183,439       48,436  
     Intangible assets, net     1,427,006       1,698,084  
    Total Other Assets     6,424,496       6,048,172  
                     
    Total Assets   $ 25,280,215     $ 23,301,019  
                     
    LIABILITIES AND STOCKHOLDERS’ DEFICIT                
    Current Liabilities:                
    Accounts payable and accrued expenses   $ 3,183,379     $ 2,608,938  
    Deferred revenue     212,390       336,201  
    Finance leases payable     17,641       263,600  
    Finance leases payable related party     33,879       235,944  
    Operating lease liabilities short term     98,860       63,983  
    Total Current Liabilities     3,546,149       3,508,666  
                     
    Operating lease liabilities     523,070       —  
    Finance leases payable     —       17,641  
    Finance leases payable related party     —       20,297  
    Deferred Tax Liability      39,031       —  
    Total Long-Term Liabilities     562,101       37,938  
                     
    Total Liabilities     4,108,250       3,546,604  
                     
    Commitments and contingencies (Note 7)                
                     
    Stockholders’ Equity:                
    Preferred stock, par value $.001; 10,000,000 shares authorized; 1,401,786 designated as Series A Preferred Stock, par value $.001; 0 shares issued and outstanding on December 31, 2024 and 2023     —       —  
    Common stock, par value $.001; 250,000,000 shares authorized; 7,045,108 and 6,880,460 shares issued and outstanding on December 31, 2024 and 2023, respectively     7,045       6,881  
    Additional paid in capital     40,417,813       39,490,285  
    Accumulated deficit     (18,982,589 )     (19,505,803 )
    Accumulated other comprehensive loss     (23,214 )     —  
    Total Data Storage Corporation Stockholders’ Equity     21,419,055       19,991,363  
    Non-controlling interest in consolidated subsidiary     (247,090 )     (236,948 )
    Total Stockholders’ Equity     21,171,965       19,754,415  
    Total Liabilities and Stockholders’ Equity   $ 25,280,215     $ 23,301,019  
    DATA STORAGE CORPORATION AND SUBSIDIARIES  
    CONSOLIDATED STATEMENTS OF INCOME
                     
        Year Ended December 31,
        2024   2023
             
    Sales   $ 25,371,303     $ 24,959,576  
                     
    Cost of sales     14,267,936       15,383,251  
                     
    Gross Profit     11,103,367       9,576,325  
                     
    Selling, general and administrative     11,023,476       9,744,736  
                     
    Income (loss) from Operations     79,891       (168,411 )
                     
    Other Income (Expense)                
    Interest income     592,819       542,229  
    Interest expense     (119,008 )     (74,502 )
    Loss on disposal of equipment     (1,599 )     —  
    Total Other Income     472,212       467,727  
                     
    Income before provision for income taxes     552,103       299,316  
                     
    Provision for income taxes     (39,031 )     —  
                     
    Net Income     513,072       299,316  
                     
    Loss in Non-controlling interest in consolidated subsidiary     10,142       82,259  
                     
    Net Income Attributable to Common Stockholders   $ 523,214     $ 381,575  
                     
    Earnings per Share – Basic   $ 0.08     $ 0.06  
    Earnings per Share – Diluted   $ 0.07     $ 0.05  
    Weighted Average Number of Shares – Basic     6,931,399       6,841,094  
    Weighted Average Number of Shares – Diluted     7,347,779       7,424,228  
     DATA STORAGE CORPORATION AND SUBSIDIARIES  
    CONSOLIDATED STATEMENTS OF CASH FLOWS 
                     
        Year Ended December 31,
        2024   2023
    Cash Flows from Operating Activities:                
    Net income   $ 513,072     $ 299,316  
    Adjustments to reconcile net income to net cash provided by operating activities:                
    Depreciation and amortization     1,350,238       1,301,594  
    Stock based compensation     794,687       506,205  
    Change in expected credit losses     45,394       119,524  
    Loss on disposal of equipment     1,599       —  
    Changes in Assets and Liabilities:                
    Accounts receivable     (1,010,880 )     2,123,340  
    Other assets     (135,003 )     —  
    Prepaid expenses and other current assets     (347,717 )     71,491  
    Right of use asset     135,559       163,520  
    Accounts payable and accrued expenses     567,930       (598,638 )
    Deferred revenue     (123,811 )     55,141  
    Deferred tax liability     39,031       —  
    Operating lease liability     (90,010 )     (168,446 )
    Net Cash Provided by Operating Activities     1,740,089       3,873,047  
    Cash Flows from Investing Activities:                
    Capital expenditures     (1,800,364 )     (1,545,017 )
    Purchase of marketable securities     (842,810 )     (2,307,228 )
    Sale of marketable securities     900,000       —  
    Net Cash Used in Investing Activities     (1,743,174 )     (3,852,245 )
    Cash Flows from Financing Activities:                
    Repayments of finance lease obligations related party     (222,362 )     (520,624 )
    Repayments of finance lease obligations     (263,600 )     (359,869 )
    Cash received for the exercise of stock options     133,005       1,699  
    Net Cash Used in Financing Activities     (352,957 )     (878,794 )
                     
    Effect of exchange rates on cash     (2,591 )     —  
                     
    Decrease in Cash     (358,633 )     (857,992 )
                     
    Cash, Beginning of Year     1,428,730       2,286,722  
                     
    Cash, End of Year   $ 1,070,097     $ 1,428,730  
    Supplemental Disclosures:                
    Cash paid for interest   $ 23,549     $ 65,057  
    Cash paid for income taxes   $ —     $ —  
    Non-cash investing and financing activities:                
    Assets acquired by operating lease   $ 647,958     $ —  
                     

    The following table shows the Company’s reconciliation of net income (loss) to adjusted EBITDA for the years ended December 31, 2024, and 2023:

    For the year ended December 31, 2024
                         
        CloudFirst Technologies   CloudFirst Europe Ltd.   Nexxis Inc.   Corporate   Total
                         
    Net income (loss)   $ 3,562,622     $ (290,219 )   $ (93,514 )   $ (2,665,817 )   $ 513,072  
                                             
    Non-GAAP adjustments:                                        
    Depreciation and amortization     1,348,534       79       850       775       1,350,238  
    Sales tax settlement     142,021       —       —       —       142,021  
    Interest income     —       —       —       (592,819 )     (592,819 )
    Interest expense     119,008       —       —       —       119,008  
    Provision for income tax     —       —       —       39,031       39,031  
    Stock-based compensation     295,688       —       25,991       473,008       794,687  
                                             
    Adjusted EBITDA   $ 5,467,873     $ (290,140 )   $ (66,673 )   $ (2,745,822 )   $ 2,365,238  

      

    For the year ended December 31, 2023
                         
        CloudFirst Technologies   CloudFirst Europe Ltd.   Nexxis Inc.   Corporate   Total
                         
    Net income   $ 2,625,879     $ —     $ (229,377 )   $ (2,097,186 )   $ 299,316  
                                             
    Non-GAAP adjustments:                                        
    Depreciation and amortization     1,300,237       —       705       652       1,301,594  
    Interest income     —       —       —       (542,229 )     (542,229 )
    Interest expense     74,502       —       —       —       74,502  
    Stock-based compensation     162,004       —       17,603       326,598       506,205  
                                             
    Adjusted EBITDA   $ 4,162,622     $ —     $ (211,069 )   $ (2,312,165 )   $ 1,639,388  

    The MIL Network –

  • MIL-OSI Security: NATO Secretary General meets the Minister of Defence of Romania

    Source: NATO

    On Tuesday, 25 March 2025, the NATO Secretary General, Mr Mark Rutte, will receive the Minister of Defence of Romania, Mr Angel Tîlvăr, at NATO Headquarters, in Brussels.

    MIL Security OSI –

  • MIL-OSI Security: NATO Secretary General to attend a meeting of European leaders in France

    Source: NATO

    On Thursday, 27 March 2025, the NATO Secretary General, Mr Mark Rutte, will travel to Paris, France, to attend a meeting of European leaders and Canada with Ukraine.

    MIL Security OSI –

  • MIL-OSI Security: Secretary General reaffirms transatlantic unity in Warsaw: There is no alternative to NATO

    Source: NATO

    NATO Secretary General Mark Rutte visited Warsaw on Wednesday (26 March 2025), where he met Polish President Andrzej Duda, Prime Minister Donald Tusk, Deputy Prime Minister and Defence Minister Władysław Kosiniak-Kamysz, and Foreign Minister Radosław Sikorski. The Secretary General then gave a speech at a public event co-hosted by the Warsaw School of Economics and the Polish Institute of International Affairs.

    Secretary General Rutte praised Poland for its leadership within the Alliance, including its strong support to Ukraine and record-high defence spending, set to reach 4.7% of GDP this year. “Poland’s investment in defence is an example to all Allies. Not only do you top the NATO charts, you plan to spend even more,” he said. 
     
    In his keynote speech, the Secretary General underlined the strength of the transatlantic bond and laid out NATO’s path to the upcoming Summit in The Hague.
     
    “When it comes to keeping Europe and North America safe, there is no alternative to NATO,” he said, stressing that it is not possible to imagine the defence of Europe without the Alliance.

    As Russia’s war against Ukraine rages on and its military cooperation with China, Iran, and North Korea intensifies, Mr Rutte warned that President Putin “has not given up on his ambition to reshape the global security order.” He underlined that a strong transatlantic Alliance remains the foundation of European security and that stronger European Allies are a unique strategic asset to the United States – allowing America, he said, to “promote peace through strength on the global stage.”

    Secretary General Rutte reiterated his confidence in the United States’ continued commitment to NATO and Article 5. “Listen to President Trump, who has repeatedly stated his commitment to a strong NATO. Listen to the strong bipartisan support in the US Congress,” he said. “And listen to the American people,” three-quarters of whom support NATO according to a recent Gallup poll.

    Mr Rutte also emphasised that the US commitment to NATO comes with a clear expectation: that European Allies and Canada take on greater responsibility for our shared security.

    Looking ahead to the NATO Summit in The Hague, the Secretary General said the Alliance would “begin a new chapter for our transatlantic Alliance. Where we build a stronger, fairer and more lethal NATO, to face a more dangerous world.”

    MIL Security OSI –