Category: European Union

  • MIL-OSI: FRO – Fourth Quarter and Full Year 2024 Results

    Source: GlobeNewswire (MIL-OSI)

    FRONTLINE PLC REPORTS RESULTS FOR THE FOURTH QUARTER ENDED DECEMBER 31, 2024

    Frontline plc (the “Company”, “Frontline,” “we,” “us,” or “our”), today reported unaudited results for the three and twelve months ended December 31, 2024:

    Highlights

    • Profit of $66.7 million, or $0.30 per share for the fourth quarter of 2024.
    • Adjusted profit of $45.1 million, or $0.20 per share for the fourth quarter of 2024.
    • Declared a cash dividend of $0.20 per share for the fourth quarter of 2024.
    • Reported revenues of $425.6 million for the fourth quarter of 2024.
    • Achieved average daily spot time charter equivalent earnings (“TCEs”)1 for VLCCs, Suezmax tankers and LR2/Aframax tankers in the fourth quarter of $35,900, $33,300 and $26,100 per day, respectively.
    • Fully drew down a sale-and-leaseback agreement in an amount of $512.1 million to refinance 10 Suezmax tankers, which generated net cash proceeds of $101.0 million in the fourth quarter of 2024.
    • Sold its oldest Suezmax tanker, built in 2010, for a net sales price of $48.5 million and delivered the vessel to its new owner in October 2024. The transaction generated net cash proceeds of $36.5 million after repayment of existing debt and a gain of $17.9 million in the fourth quarter of 2024.
    • Repaid the remaining $75.0 million outstanding under the $275.0 million senior unsecured revolving credit facility with an affiliate of Hemen Holding Limited, the Company’s largest shareholder (“Hemen”) in the fourth quarter of 2024.
    • Entered into three senior secured credit facilities for a total amount of up to $239.0 million to refinance outstanding debt on three VLCCs and one Suezmax tanker and, in addition, to provide revolving credit capacity in a total amount of up to $91.9 million.

    Lars H. Barstad, Chief Executive Officer of Frontline Management AS, commented:

    “The fourth quarter of 2024 came in unusually soft compared to previous years. Global oil demand was up marginally as the year came to an end, but global seaborne exports slowed in the fourth quarter. During the quarter we saw positive developments in the enforcement of sanctions against Iran and Russia in particular, but we could not escape the fact that these two countries represent a material part of the supply to Asia, at cost to demand for the vessels Frontline operates. For 2025 we have already seen broader sanctions with a wider scope, at the same time as key importers of exposed crude are diversifying away from the mentioned suppliers. Compliant fleet growth for the asset classes we deploy peaked a few years back, making the outlook very constructive as Frontline sail into the new year with our cost-efficient operations and modern fleet.”

    Inger M. Klemp, Chief Financial Officer of Frontline Management AS, added:

    ”In February 2025 we entered into three senior secured credit facilities for a total amount of up to $239.0 million to refinance three existing term loan facilities, with total balloon payments of $142.0 million maturing during 2025, leaving the Company with no debt maturities until the end of 2026 and, in addition, to provide revolving credit capacity in a total amount of up to $91.9 million. Through these new financings we further strengthen our strong liquidity and reduce our borrowing costs and cash break even rates. We continue to focus on maintaining our competitive cost structure, breakeven levels and solid balance sheet to ensure that we are well positioned to generate significant cash flow and create value for our shareholders.”

    Average daily TCEs and estimated cash breakeven rates

    ($ per day) Spot TCE Spot TCE currently contracted % Covered Estimated average daily cash breakeven rates for 2025
      2024 Q4 2024 Q3 2024 Q2 2024 Q1 2024 2023 Q1 2025 2025
    VLCC 43,400 35,900 39,600 49,600 48,100 50,300 43,700 80% 29,200
    Suezmax 41,400 33,300 39,900 45,600 45,800 52,600 35,400 77% 24,000
    LR2 / Aframax 42,300 26,100 36,000 53,100 54,300 46,800 29,700 64% 22,200

    We expect the spot TCEs for the full first quarter of 2025 to be lower than the spot TCEs currently contracted, due to the impact of ballast days during the first quarter of 2025. See Appendix 1 for further details.

    The Board of Directors
    Frontline plc
    Limassol, Cyprus
    February 27, 2025

    Ola Lorentzon – Chairman and Director
    John Fredriksen – Director
    James O’Shaughnessy – Director
    Steen Jakobsen – Director
    Cato Stonex – Director
    Ørjan Svanevik – Director
    Dr. Maria Papakokkinou – Director

    Questions should be directed to:

    Lars H. Barstad: Chief Executive Officer, Frontline Management AS
    +47 23 11 40 00

    Inger M. Klemp: Chief Financial Officer, Frontline Management AS
    +47 23 11 40 00 

    Forward-Looking Statements

    Matters discussed in this report may constitute forward-looking statements. The Private Securities Litigation Reform Act of 1995 provides safe harbor protections for forward-looking statements, which include statements concerning plans, objectives, goals, strategies, future events or performance, and underlying assumptions and other statements, which are other than statements of historical facts.

    Frontline plc and its subsidiaries, or the Company, desires to take advantage of the safe harbor provisions of the Private Securities Litigation Reform Act of 1995 and is including this cautionary statement in connection with this safe harbor legislation. This report and any other written or oral statements made by us or on our behalf may include forward-looking statements, which reflect our current views with respect to future events and financial performance and are not intended to give any assurance as to future results. When used in this document, the words “believe,” “anticipate,” “intend,” “estimate,” “forecast,” “project,” “plan,” “potential,” “will,” “may,” “should,” “expect” and similar expressions, terms or phrases may identify forward-looking statements.

    The forward-looking statements in this report are based upon various assumptions, including without limitation, management’s examination of historical operating trends, data contained in our records and data available from third parties. Although we believe that these assumptions were reasonable when made, because these assumptions are inherently subject to significant uncertainties and contingencies which are difficult or impossible to predict and are beyond our control, we cannot assure you that we will achieve or accomplish these expectations, beliefs or projections. We undertake no obligation to update any forward-looking statements, whether as a result of new information, future events or otherwise.

    In addition to these important factors and matters discussed elsewhere herein, important factors that, in our view, could cause actual results to differ materially from those discussed in the forward-looking statements include:

    • the strength of world economies;
    • fluctuations in currencies and interest rates, including inflationary pressures and central bank policies intended to combat overall inflation and rising interest rates and foreign exchange rates;
    • the impact that any discontinuance, modification or other reform or the establishment of alternative reference rates have on the Company’s floating interest rate debt instruments;
    • general market conditions, including fluctuations in charter hire rates and vessel values;
    • changes in the supply and demand for vessels comparable to ours and the number of newbuildings under construction;
    • the highly cyclical nature of the industry that we operate in;
    • the loss of a large customer or significant business relationship;
    • changes in worldwide oil production and consumption and storage;
    • changes in the Company’s operating expenses, including bunker prices, dry docking, crew costs and insurance costs;
    • planned, pending or recent acquisitions, business strategy and expected capital spending or operating expenses, including dry docking, surveys and upgrades;
    • risks associated with any future vessel construction;
    • our expectations regarding the availability of vessel acquisitions and our ability to complete vessel acquisition transactions as planned;
    • our ability to successfully compete for and enter into new time charters or other employment arrangements for our existing vessels after our current time charters expire and our ability to earn income in the spot market;
    • availability of financing and refinancing, our ability to obtain financing and comply with the restrictions and other covenants in our financing arrangements;
    • availability of skilled crew members and other employees and the related labor costs;
    • work stoppages or other labor disruptions by our employees or the employees of other companies in related industries;
    • compliance with governmental, tax, environmental and safety regulation, any non-compliance with U.S. or European Union regulations;
    • the impact of increasing scrutiny and changing expectations from investors, lenders and other market participants with respect to our ESG policies;
    • Foreign Corrupt Practices Act of 1977 or other applicable regulations relating to bribery;
    • general economic conditions and conditions in the oil industry;
    • effects of new products and new technology in our industry, including the potential for technological innovation to reduce the value of our vessels and charter income derived therefrom;
    • new environmental regulations and restrictions, whether at a global level stipulated by the International Maritime Organization, and/or imposed by regional or national authorities such as the European Union or individual countries;
    • vessel breakdowns and instances of off-hire;
    • the impact of an interruption in or failure of our information technology and communications systems, including the impact of cyber-attacks upon our ability to operate;
    • potential conflicts of interest involving members of our Board of Directors and senior management;
    • the failure of counter parties to fully perform their contracts with us;
    • changes in credit risk with respect to our counterparties on contracts;
    • our dependence on key personnel and our ability to attract, retain and motivate key employees;
    • adequacy of insurance coverage;
    • our ability to obtain indemnities from customers;
    • changes in laws, treaties or regulations;
    • the volatility of the price of our ordinary shares;
    • our incorporation under the laws of Cyprus and the different rights to relief that may be available compared to other countries, including the United States;
    • changes in governmental rules and regulations or actions taken by regulatory authorities;
    • government requisition of our vessels during a period of war or emergency;
    • potential liability from pending or future litigation and potential costs due to environmental damage and vessel collisions;
    • the arrest of our vessels by maritime claimants;
    • general domestic and international political conditions or events, including “trade wars”;
    • any further changes in U.S. trade policy that could trigger retaliatory actions by the affected countries;
    • potential disruption of shipping routes due to accidents, environmental factors, political events, public health threats, international hostilities including the ongoing conflict between Russia and Ukraine, the conflict between Israel and Hamas and related conflicts in the Middle East, the Houthi attacks in the Red Sea and the Gulf of Aden, acts by terrorists or acts of piracy on ocean-going vessels;
    • the impact of the U.S. presidential and congressional election results affecting the economy, future government laws and regulations, trade policy matters, such as the imposition of tariffs, the amendment, termination or any other material change to a relationship governed by a treaty and other import restrictions;
    • the length and severity of epidemics and pandemics and their impacts on the demand for seaborne transportation of crude oil and refined products;
    • the impact of port or canal congestion;
    • business disruptions due to adverse weather, natural disasters or other disasters outside our control; and
    • other important factors described from time to time in the reports filed by the Company with the Securities and Exchange Commission.

    We caution readers of this report not to place undue reliance on these forward-looking statements, which speak only as of their dates. These forward-looking statements are no guarantee of our future performance, and actual results and future developments may vary materially from those projected in the forward-looking statements.

    This information is subject to the disclosure requirements pursuant to Section 5-12 the Norwegian Securities Trading Act.


    1 This press release describes Time Charter Equivalent earnings and related per day amounts and spot TCE currently contracted, which are not measures prepared in accordance with IFRS (“non-GAAP”). See Appendix 1 for a full description of the measures and reconciliation to the nearest IFRS measure.

    Attachment

    The MIL Network

  • MIL-OSI: 6/2025・Trifork Group AG – 2024 annual report and interim report for the quarter ending 31 December 2024

    Source: GlobeNewswire (MIL-OSI)

     
     
    Trifork Group – 2024 annual report and interim report for the quarter ending 31 December 2024

    Company announcement no. 6 / 2025
    Schindellegi, Switzerland – 28 February 2025

    Trifork Group reports full-year 2024 net profit of EURm 17.9 and EPS growth of 13.3%. Trifork Segment reports Q4 2024 revenue growth of 1.8% and EBITDA margin of 16.1%.


    Full-year 2024

    • Trifork Group
      • In 2024, Trifork Group revenue amounted to EURm 205.9, a decline of 0.9% from 2023. Adjusted for the effect of third-party software and hardware sales, revenue grew by 0.4% of which inorganic growth of 3.0% was offset by an organic decline of 2.6%. The organic decline was driven by market headwinds throughout the year in Build and Run.
      • Trifork Group EBITDA amounted to EURm 24.7, corresponding to 12.0% EBITDA margin.
      • Trifork Group EBIT amounted to EURm 8.2, corresponding to 4.0% EBIT margin.
      • Trifork Group net income amounted to EURm 17.9. Realized and unrealized gains in Trifork Labs of EURm 16.2 contributed significantly to net income.
      • Basic earnings per share was EUR 0.85 (2023: EUR 0.75). Diluted earnings per share was EUR 0.85 (2023: EUR 0.74).
    • Trifork Segment
      • In 2024, adjusted EBITDA of the Trifork segment amounted to EURm 26.9, a decline of 23.2% from 2023. The adjusted EBITDA margin was 13.1%, down from 16.9% in 2023 mainly due to lower revenue growth and increased investments in business development in the first half of the year.
      • Sub-segments
        • Inspire revenue increased by 18.1% to EURm 7.4 and realized an adjusted EBITDA of EURm -2.4 (2023: -2.7).
        • Build revenue declined by 0.2% to EURm 149.3 and realized an adjusted EBITDA margin of 13.4% (2023: 18.8%).
        • Run revenue declined by 4.3% to EURm 49.1 and realized an adjusted EBITDA margin of 24.5% (2023: 24.3%). If adjusted for sales of third-party licenses and hardware, Run grew 1.4%.
    • Trifork Labs
      • In 2024, Trifork Labs recorded EBT of EURm 13.3 driven by realized and unrealized gains from the agreement to partially exit an investment in the company XCI and unrealized gains from updated valuations due to liquidity events driven by external investors or better-than-expected operational and financial performance in some companies. Three smaller investments were fully impaired and other risk-based partial impairments were made.
      • At year-end 2024, the total book value of active Labs investments amounted to EURm 83.2 (2023: 69.7).

    Fourth quarter 2024

    • Trifork Group
      • In Q4 2024, Trifork Group revenue amounted to EURm 56.0, an increase of 1.8% from Q4 2023. Adjusted for the effect of third-party software and hardware sales, revenue declined by 0.2%.
      • Trifork Group EBITDA amounted to EURm 8.3, corresponding to 14.9% EBITDA margin.
      • Trifork Group EBIT amounted to EURm 3.7, corresponding to 6.7% EBIT margin.
      • Trifork Group net income amounted to EURm 12.7. Realized and unrealized gains in Trifork Labs contributed significantly to net income.
    • Trifork Segment
      • In Q4 2024, adjusted EBITDA in the Trifork Segment amounted to EURm 9.0, a decline of 23.4% from Q4 2023. The adjusted EBITDA margin was 16.1%, down from 21.4% in Q4 2023.
      • Sub-segments
        • Inspire revenue increased by 30.1% to EURm 3.7 and realized an adjusted EBITDA of EURm -0.8 (Q4 2023: EURm -0.3).
        • Build revenue increased by 0.2% to EURm 38.8 and realized an adjusted EBITDA margin of 13.2% (Q4 2023: 18.3%).
        • Run revenue increased by 4.3% to EURm 13.7 and realized an adjusted EBITDA margin of 31.0% (Q4 2023: 31.2%).
    • Trifork Labs
      • In Q4 2024, Trifork Labs recorded EBT of EURm 9.3 driven by realized and unrealized gains from an agreement to partially exit an investment in the company XCI and unrealized gains from updated valuations due to liquidity events driven by external investors or better-than-expected operational and financial performance in some companies. Three smaller investments were fully impaired and other risk-based partial impairments were made.

    Comment from CEO Jørn Larsen

    “2024 was an eventful year for Trifork, marked by an unstable economic environment and the growing negative impact of climate change worldwide. We all need to become more sustainable, and I am proud to observe the impact we have on our customers’ ESG agenda through digital innovation. In 2024, we also had exciting technological breakthroughs, and growing interest and strong operational performance in our portfolio companies in Trifork Labs. Despite the tough customer environment in the private sector and reduced EBITDA, our diluted earnings per share grew 15%, proving the strength of our two-legged business model – profitable operations in the Trifork Segment paired with strategic R&D investments in Trifork Labs. We had to adapt as some large customers scaled back, but won new business and grew our public sector revenue, and we continued to sharpen our go-to-market approach and product offering. Our products and capabilities within AI and spatial computing are in high demand, and these may become significant revenue drivers in the coming years. At the same time, our EURm 10 cost savings program will set us up for stronger margins in 2025.”

    Financial guidance for 2025 

    • Revenue is expected to be in the range of EURm 215-225 equal to 4.4-9.3% total growth
    • Organic revenue growth is expected in the range of 2.9-7.8%
    • Adjusted EBITDA in Trifork Segment is expected in the range of EURm 32.0-37.0
    • EBIT in Trifork Group is expected to be in the range of EURm 14.5-19.5.

    The guidance does not include potential effects from new acquisitions or divestments.

    Mid-term financial targets for 2026

    Based on the lower-than-expected performance in 2024 and the continued instability in the economic environment in 2025, the mid-term revenue targets for 2026 are adjusted:
     

    • Total revenue CAGR of 10-15% from a baseline in 2024 (prev. 15-25% with a baseline in 2023)
    • Organic CAGR of 5-10% from a baseline in 2024 (prev. 10-15% with baseline in 2023)

    The margin and gearing targets for 2026 are maintained:

    • 16-20% adj. EBITDA margin in Trifork Segment in 2026
    • 10-14% EBIT margin in Trifork Group in 2026
    • Net interest-bearing debt leverage of up to 1.5x Group adj. EBITDA (may temporarily exceed during the period)

    Change to Executive Management

    The Group CRO role will transition into a decentralized structure, with four regional CRO positions covering our core markets in Denmark, US, Switzerland, and UK to better reflect our decentralized organization. Some of these positions will be filled internally. As a consequence, Trifork will reduce Executive Management to CEO Jørn Larsen and CFO Kristian Wulf-Andersen. Morten Gram will leave the Group Executive Management.

    Main events in 2024

    • Inspire
      Trifork’s Inspire sub-segment, where we arrange technology conferences and online tech content, planned to stabilize performance in 2024 compared to the loss of EURm -2.7 in 2023. Overall, it turned out to difficult and we did not see any major market improvements in willingness to invest in sponsorships to conferences and education of their employees. The result was a growth of 18.1% with an EBITDA improvement of just EURm 0.3 compared to 2023. This was not satisfactory and we have now decided to exit part of our conference activities in 2025 and co-work or potentially co-own minority stakes in some of these with other partners. In total, we had 5,900 attendees to our conferences. Our GOTO tech channels on YouTube and Instagram ended the year with more than 80 million accumulated views – equal to more than 18 million views in 2024. The YouTube channel now has more than 1 million subscribers and we received a gold-reward plate from Google. According to Tech Talk Weekly, GOTO was behind the single most watched tech talk on YouTube in 2024. GOTO had five videos in the top 10, and 22 times in the top 100.
    • Build
      Trifork’s Build sub-segment, where we develop innovative software solutions for customers, saw unchanged revenue compared to 2023. Build accounted for 72.5% of total revenue. Corporates continued to take a cautious approach to IT spending in light of the global economic and geopolitical uncertainty. The continued low activity from private sector customers has been particularly visible in UK, whereas private sector engagements in US displayed comparatively better performance due to successful business development efforts. Overall, new customers accounted for 28% of revenue – similar to 2023. The public sector customer base primarily consists of Danish engagements. Danish public revenue grew 9.4% in 2024. After a soft start to the year with disruptions to existing customer engagements, the Danish Public business gained momentum with several key wins and ramp-up of delivery on existing framework agreements won in previous quarters and years. In January 2024, Trifork increased its stake in Erlang Solutions, a previous acquisition. In May, Trifork acquired Spantree in the US. In June, Trifork acquired Sapere Group in Denmark. All companies primarily deliver Build revenue.
    • Run
      Trifork’s Run sub-segment, where we operate and maintain internally or externally developed products for our customers, grew by 1.4% on hosting, service agreements, and Trifork licenses. Run-based revenue now accounts for 23.8% of total revenue. Growth was lower than expected due to delayed start or ramp-up of new agreements. During 2024, we continued to develop on existing Trifork IP and products but also launched new product offerings like Corax AI and Contain hosting platform products.
    • Trifork Labs
      Trifork Labs, the investment arm of Trifork Group that invests in strategic partnerships and uses venture-financing to grow some of our internally developed products, saw a continued strong momentum in 2024 in its 24 investments. Revenue in the portfolio companies (not consolidated in Trifork Group due to minority ownership stakes) surpassed EURm 100, up from EURm 50 two years ago. Trifork Labs co-founded TSBX and Mirage Insights, and made a new external investment in Rokoko Care. Trifork Labs provided additional funding to Arkyn Studios, Bluespace Ventures, and Dryp. A partial exit was announced in December in XCI where an institutional investor joined the growth journey with a 30% acquisition of existing shares. The sale was done above book value and contributed significantly to Group net income.


    Initiation of share buyback program

    Today, 28 February 2025, the Board of Directors decided to initiate a share buyback program of up to DKKm 14.92 (EURm 2.0) for the period from 4 March 2025 up to and including no later than 30 June 2025. A separate announcement will be distributed with further details.

    Results presentation

    Trifork will host a results presentation and Q&A session with CEO Jørn Larsen and CFO Kristian Wulf-Andersen today, 28 February 2025 at 11:00 CET in a live webcast that can be accessed via the following link: https://investor.trifork.com/events/. A recording will be made available on our investor website.

    Investor and media contact

    Frederik Svanholm, Group Investment Director & Head of Investor Relations
    frsv@trifork.com, +41 79 357 7317

    About Trifork  

    Trifork is a pioneering global technology partner, empowering enterprise and public sector customers with innovative solutions. With 1,229 professionals across 73 business units in 16 countries, Trifork delivers expertise in inspiring, building, and running advanced software solutions across diverse sectors, including public administration, healthcare, manufacturing, logistics, energy, financial services, retail, and real estate. Trifork Labs, the Group’s R&D hub, drives innovation by investing in and developing synergistic and high-potential technology companies. Trifork Group AG is a publicly listed company on Nasdaq Copenhagen. Learn more at trifork.com.

     

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  • MIL-Evening Report: How ‘muscular Christianity’ strove to bring men back to religion – and what it can teach us today

    Source: The Conversation (Au and NZ) – By Gavin Brown, Lecturer in Religious Education, Australian Catholic University

    Wikimedia Commons

    Most people recognise organisations such as the YMCA and the Boy Scouts, or events such as the Modern Olympic Games, summer camps and wilderness retreats.

    Few, though, have ever heard of the movement from which they took their principal inspiration: muscular Christianity.

    The term sounds odd indeed, conjuring up images of Jesus with an impressively chiselled physique or, for devotees of the eighties, Vangelis’ memorable soundtrack to Chariots of Fire.
    However, the term arose because it once carried Christian hopes of a solution to a longstanding problem: men.

    That is, in the 19th century especially, Christian churches became particularly alarmed more and more men were leaving religion to women – from attendance at worship to running parish organisations or establishing charitable endeavours.

    Worse still was the fear Christianity itself had become soft and even effeminate through the Victorian age.

    Christians, especially the Protestants who started the movement, needed to present Christianity in ways attractive to men. But how?

    A literary beginning

    In 1857, the Englishman Thomas Hughes published the novel Tom Brown’s School Days, followed later by Tom Brown at Oxford in 1859.

    In the first book, Tom attends the prestigious Rugby School, before making his way to Oxford in the sequel. This character would epitomise a “muscular Christian”, as Hughes put it. In the sequel, Hughes wrote:

    The least of the muscular Christians has hold of the old chivalrous and Christian belief, that a man’s body is given him to be trained and brought into subjection, and then used for the protection of the weak, the advancement of all righteous causes, and the subduing of the earth which God has given to the children of men.

    Author Thomas Hughes largely based Tom Brown’s School Days on his own years at Rugby School.
    Wikimedia Commons

    Men precisely as men could use their bodies to Christianise the world. A movement with twin aims was born: first, encourage men to embrace their physicality and second, through such disciplining of their bodies, to glorify God.

    Rise and fall

    From England, the movement spread through the Anglosphere, including Australia.

    And it has some impressive credentials. Pierre de Coubertin’s inspiration for reviving the Olympic Games was, in part, inspired by reading Tom Brown’s School Days.

    In the United States, the YMCA – the Young Men’s Christian Association – in New York added a gymnasium in 1869, which soon became a permanent fixture at the “Y.” The physical director at Boston’s Y coined the term “body building”. James Naismith would later invent basketball in 1891 while working at a Y.

    The YMCA on Melbourne’s St. Kilda Road during WWI.
    Aussie~mobs/flickr

    Many Protestant churches drew upon muscular Christianity to bring men back into the fold. They masculinised church services through hymns which celebrated manliness and virtue, encouraged ministers to embody more masculine traits, brought men into the company of other men through brotherhoods and promoted vigorous missionary activity.

    Even Jesus received a makeover – arguably the most popular being Warner Sallman’s 1940 portrait painting Head of Christ.

    Sallman’s original motivation for such depictions came from the dean of a Chicago Bible College in 1914:

    I hope you can give us your conception of Christ. And I hope it’s a manly one. Most of our pictures today are too effeminate.

    There is evidence, too, of Catholics muscling in. Take, for example, Notre Dame’s football team’s successes in the 1920s and 30s in the US, or the Italian cyclist Gino Bartali, winner of the Tour de France in 1938 and 1948 and, according to the Catholic press, the ideal Catholic sportsman.

    Most historians will mark the decline of the movement after the first world war, though its influence continues to be felt to this day.

    A continuing legacy?

    So, apart from indulging in historical curiosity, what does it offer us?

    Muscular Christianity highlights both the dangers and continuing challenges raised when navigating the complex relationship between religion, culture and gender.

    It pursued a worthy goal, but tended to play a zero-sum gender game: gains for men in the churches often came at the expense of women. Such emphasis on masculinity easily slipped into gender bias, where a “church full of men” was deemed more valuable than churches full of women.

    The effort to bolster masculinity also traded in narrow gender stereotypes, though as the historian Clifford Putney reminds us, there was some flow-on effect for women and their organisational engagement in sport and physical activity.

    Some evangelical Christians have recently re-engaged its ethos.

    And perhaps muscular Christianity still has something valuable to say. At the very least, scratch beneath the surface of modern Western culture and you will often find Christianity or values which originated from it.

    Muscular Christianity can also remind us to reconnect with our bodies. We now live in a world which, as Australian author Michael Frost argues, has become increasingly “excarnate” – that is, less bodily.

    Muscular Christianity recognised bodies matter and matter spiritually. It encouraged people not to treat health and physical activity as ends in their own right or as a servant of the ego but, rather, a means to an end: wholeness, good character, the cultivation of virtue and the selfless desire to help others.

    An 1867 wood engraving of the Lady Muscular Christians.
    Wikimedia Commons

    Gavin Brown 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 ‘muscular Christianity’ strove to bring men back to religion – and what it can teach us today – https://theconversation.com/how-muscular-christianity-strove-to-bring-men-back-to-religion-and-what-it-can-teach-us-today-249485

    MIL OSI AnalysisEveningReport.nz

  • MIL-OSI: Nokia to modernize data center infrastructure for Maxis #MWC25

    Source: GlobeNewswire (MIL-OSI)

    Press Release
    Nokia to modernize data center infrastructure for Maxis #MWC25

    • Data center refresh to support digital transformation for Malaysian service provider in expanding Southeast Asia market.
    • Nokia to deploy data center switches and automation platform for improved scale, reliability and simplicity.

    28 February 2025
    Espoo, Finland – Nokia today announced a significant upgrade to the data center infrastructure of Maxis, Malaysia’s leading integrated telecommunications provider, aimed at enhancing connectivity and scalability with Nokia’s data center switches and Event-Driven Automation (EDA) platform. The deployment will support Maxis’s business growth by providing a scalable, secure, and efficient data center architecture.

    The modernization of Maxis’ data center connectivity technology will help the company simplify network operations, solve issues faster and automate workloads, all on a robust and secure infrastructure.

    Nokia will deploy its cutting-edge 7220 Interconnect Router (IXR) data center switches and EDA technology across multiple Maxis data centers. This upgrade will enable Maxis to provision infrastructure resources without delay, reduce complexity and ensure secure applications running in the network can scale gracefully.

    “This expansion of our longstanding collaboration with Nokia will drive next-generation connectivity in anticipation of customers’ growing needs. It reflects Malaysia’s emergence as a hub for data centers and hyperscalers, in line with greater adoption of AI-enabled cloud infrastructure. This initiative will enhance our network capabilities, ensuring we are able to continue providing best-in-class connectivity-adjacent solutions powered by fast, secure and reliable connectivity,” said Goh Seow Eng, Chief Executive Officer at Maxis.

    “Data center networks are critical infrastructure and need to be extremely reliable while also being simple to deploy and operate. We are pleased to work with Maxis to modernize their data center infrastructure with our advanced data center switches and EDA technology to provide Maxis with a future-proof architecture that is scalable, resilient, and easy to deploy. This collaboration is a testament to the strength of our technology and our commitment to supporting our customer’s growth in the booming data center market in Southeast Asia,” added Ming Kin Ngiam, Head of Southeast Asia South for Network Infrastructure at Nokia.

    Nokia is helping cloud builders worldwide to build modern data center networks that are highly reliable, secure and easy to operate – which is essential to meet the growing demands of AI workloads globally. Nokia’s EDA ensures faster response times, reduces manual effort, minimizes errors, consumes less compute resources and handles network-wide operations at scale with consistent performance. By proactively resolving issues, it boosts reliability and reduces operational costs.

    The Nokia 7220 IXR, a key component of Nokia’s Data Center Fabric solution, provides fixed-configuration, high-capacity platforms that offers unmatched scale, flexibility and operational simplicity to data center and cloud environments. These scalable next-generation platforms are designed to meet the high connectivity and density demands of webscale companies, service providers and enterprises.

    Multimedia, technical information and related news 
    Web Page: Nokia Data Center Networks
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    The MIL Network

  • MIL-Evening Report: Nangs are popular with young people. But are they aware of the serious harms of nitrous oxide?

    Source: The Conversation (Au and NZ) – By Julaine Allan, Professor, Mental Health and Addiction, Rural Health Research Institute, Charles Sturt University

    Lenscap Photography/Shutterstock

    Nitrous oxide – also known as laughing gas or nangs – is cheap, widely available and popular among young people.

    Yet it often flies under the radar in public health programs and education settings. For example, it’s not included in the drug education curriculum in Australian schools.

    In our new study, we spoke to young people (aged 18 to 25) who have used nitrous oxide. We found they were are unaware of its risks – even when they reported symptoms such as “brain fog” and seizures.

    What is nitrous oxide?

    Nitrous oxide is regularly used for sedation and pain relief in dentistry and childbirth.

    The gas, which has no colour or flavour, is also used recreationally and is known as nangs, nos, whippits and balloons.

    In fact, nitrous oxide has been used to get intoxicated since its creation in 1722, and wasn’t used in surgery until 1842. It can create a feeling of dissociation from the body, changes in perception and euphoria. This lasts about one minute.

    In Australia, nitrous oxide is cheap and accessible. This is because the gas is also used in baking, for example to whip cream.

    So, while it’s not legal to sell nitrous oxide for recreational use, the canisters or “bulbs” are widely available online via 24-hour delivery services.

    People usually discharge the gas into a balloon or a whipped cream dispenser and then inhale. Nitrous oxide is intensely cold – minus 40 degrees Celsius.

    People inhale the gas using a balloon.
    Ink Drop/Shutterstock

    How common is it?

    We still don’t have much data about who uses nitrous oxide and how often. Compared to other drugs, there is minimal research on its recreational use.

    However researchers believe it is becoming more common globally, especially among young people.

    For example, in 2022, nitrous oxide was the second-most used controlled substance among 16–24 year olds in the United Kingdom after cannabis.

    In January 2023, the Netherlands banned the sale and possession of nitrous oxide after 1,800 road accidents, including 63 fatal crashes, were linked to the drug in a three-year period.

    The Global Drug Survey reported a doubling in nitrous oxide use between 2015 and 2021, from 10% of respondents to 20%. But this voluntary survey is not representative of all people who use drugs. While it is an indication of people’s nitrous oxide use, the picture remains patchy.

    What are the health risks?

    Nitrous oxide is not the most harmful drug people can use but that doesn’t make it safe.

    Inhaling nitrous oxide has short-term health risks, including:

    • cold burns from the gas

    • injuries from falling over

    • nausea and dizziness.

    Using a lot of nitrous oxide at one time can result in passing out (from lack of oxygen) and seizures. Calling an ambulance is necessary if this happens.

    Longer-term health problems may include:

    • vitamin B12 loss (causing numbness of hands and feet and eventually paralysis)

    • urinary incontinence

    • strokes

    • memory loss

    • mental health conditions, including depression and psychosis.

    The availability of much larger canisters (including flavoured varieties) is also linked to an increase in significant harms. These can deliver roughly 70 times the amount of nitrous oxide as traditional small canisters.

    Larger bulbs allow people to consume more of the gas at one time and they often experience health problems more quickly as a result.

    However, there is still limited knowledge about nitrous oxide in the health system. This means its health risks are often compounded because it is overlooked by those assessing medical conditions and because people deny using it.

    Large gas canisters mean people consume a lot more nitrous oxide in one go.
    joshua snow/Shutterstock

    Our research

    During the first stage of our 2025 Australian study, we interviewed seven young people (aged 18 to 25) who had used nitrous oxide at least ten times.

    While the number of interviewees was small, the stories they told were very similar.

    They were either unaware of, or unconcerned about, the drug’s potential risks. This is despite their own experiences of psychological and physical problems.

    They reported becoming unconscious, getting burns from the gas on their hands and faces, sores around the mouth and even having seizures.

    Of particular concern to us was use before driving because people did not recognise the lingering effects of the gas on concentration.

    Our study participants also spoke about “memory zaps” or “brain fog”. Regular use of nitrous oxide affected people’s ability to participate in work and study, with some saying it was also bad for their mental health.

    These thinking problems are a concerning side effect. Yet it’s one that has not been adequately investigated.

    The role of social media

    Videos of young people using nitrous oxide can easily be found on social media. This not only points to its popularity but suggests social media could be a good place to reach young people with information about the drug and harm reduction.

    In the second stage of our research we worked with 30 young people who used nitrous oxide to co-create harm reduction resources.

    As a group, we developed videos, photos and text for
    our nitrous oxide specific social media accounts on Tik Tok and Instagram and for posts on various sub-reddits.

    These describe ways to use the drug more safely. For example the “take a breath” messaging suggests breathing the nitrous oxide in for only ten seconds at a time to ensure enough oxygen. “Take a seat” advises sitting down while using nangs, to avoid injuries from falling.

    Julaine Allan receives funding from the National Health and Medical Research Council and the Commonwealth Department of Health and Aging to conduct research on substance use and mental health programs. She has received funding in the past from other state and commonwealth departments and entities for research.

    Helen Simpson, Jacqui Cameron, and Kenny Kor do not work for, consult, own shares in or receive funding from any company or organisation that would benefit from this article, and have disclosed no relevant affiliations beyond their academic appointment.

    ref. Nangs are popular with young people. But are they aware of the serious harms of nitrous oxide? – https://theconversation.com/nangs-are-popular-with-young-people-but-are-they-aware-of-the-serious-harms-of-nitrous-oxide-250654

    MIL OSI AnalysisEveningReport.nz

  • MIL-Evening Report: Yes, paper straws suck. Rather than bring back plastic ones, let’s avoid single-use items

    Source: The Conversation (Au and NZ) – By Bhavna Middha, ARC DECRA Senior Research Fellow, Centre for Urban Research, RMIT University

    Dragon Images/Shutterstock

    When US President Donald Trump ordered federal agencies to return to plastic straws, claiming the paper version is ineffective and “disgustingly dissolves in your mouth”, he was widely criticised for setting back efforts to reduce plastic pollution. But many alternatives designed to help phase out single-use plastics don’t really solve the problem at all.

    It’s not unusual to see plastic bans challenged or overturned. However, a government ban on the substitute is altogether new.

    It’s true paper straws can disintegrate and become soggy before we finish a drink. Problems with finding viable substitutes to single-use plastics is one of the many challenges involved in phasing them out.

    Sometimes, swapping one single-use item for another really is more trouble than it’s worth. A better approach would be to change our society’s single-use and disposal mindset.

    The problem with plastic

    Plastic pollution is an urgent problem for the environment and human health. Microplastics are everywhere, from Antarctica to our brains.

    Plastic is made from fossil fuels, and so contributes to global warming. What’s more, plastic production is forecast to triple by 2050.

    But recycling is difficult. Less than 10% of the world’s plastic has been recycled.

    So we need to reduce our use of plastic in the first place, rather than trying to clean it up afterwards.

    Substituting plastic straws for paper still involves using virgin materials.
    JeniFoto/Shutterstock

    Poor substitutes and other traps

    Trump rejected paper straws, saying they “don’t work” as well as plastic straws. The poor consumer experience of drinking through a soggy straw is one thing, but there are other problems too.

    Swapping one problematic or hazardous material for another is sometimes called “regrettable substitution”, because the replacement has its own issues. For example, one harmful chemical used to make plastics is often replaced with others that are as bad or worse.

    Paper straws, like paper cups, are often coated with plastics such as polyethylene or acrylic resin. This makes them difficult to recycle but also raises the risk of pollution. Some paper straws have been shown to contain more “forever chemicals” (per- and polyfluoroalkyl substances, or PFAS) than plastic.

    Along with paper, other plant-based materials such as corn starch and bamboo are increasingly replacing single-use plastics – especially in food packaging. These substitutes carry a cost that is passed down to consumers, and many are more expensive to produce than plastic.

    Some are labelled “compostable” or “biodegradable”. The term compostable suggests they will break down in home compost heaps or green waste bins, but that has been called into question.

    Unfortunately, the term “biodegradable” does not necessarily mean a material will break down in home compost, or even landfill. It may require heat or pressure – in an industrial setting – for it to disintegrate enough to be harmless or safely used on your garden.

    When it comes to straws, paper, bamboo, metal and glass have all been adopted as substitutes. Metal and glass straws could be dangerous for kids and less able-bodied people. They can also be hard to clean. Again, “biodegradable plastic” products have been accused of greenwashing and have been banned from organic composting bins in New South Wales and potentially Victoria because they don’t disintegrate well or are contaminated.

    Meanwhile, thicker plastic bags labelled “reusable” have been introduced following bans on lightweight “single-use” plastic bags. While these durable bags may be reused for months at a time, they will eventually wear out and then they are even harder to break down in landfill.

    Plastic bans can be problematic

    Governments all over the world have attempted to ban single-use plastic. Often these bans are introduced without considering how the products are used in daily life and how those services will be replaced. The changes may disadvantage certain groups and new supply chains need to be created.

    Often, governments wanting to be seen as protecting the environment target the low-hanging fruit such as plastic straws and plastic bags, rather than packaging as a whole.

    So it’s no surprise these bans have faced opposition. Many have already been repealed or diluted.

    In India, for example, the plastic ban was criticised for shifting the burden of waste management away from larger, more polluting industries on to smaller businesses. Larger establishments were also accused of passing the costs of substitute packaging, such as more expensive paper and cloth, to consumers.

    Better to avoid single-use items

    It’s time to stop searching for the perfect substitute. Let’s instead focus on getting rid of single-use items altogether.

    Remember, straws were originally used for very specific cases and places: very young children and others unable to drink straight from a cup. They might still need straws.

    Single-use bottles are unnecessary. We should learn from Germany’s glass bottle reuse system and set up circular loops of production and distribution.

    Get serious about reducing plastic packaging

    While some packaging – even some plastics – is needed for food safety and freshness, an overhaul of unnecessary packaging would go a long way.

    In the United Kingdom, anti-waste charity WRAP examined fresh produce in supermarkets and called for the government to ban packaging on 21 fruits and vegetables sold in supermarkets by 2030. These included cucumbers, bananas and potatoes.

    Removing unnecessary packaging and plastics involves reconfiguring social rules, knowledge, standards and expectations such as making items without packaging affordable and widely available. We must challenge our disposable society by creating spaces and practices that allow reuse.

    Better policies and regulations

    Policies that prevent plastics from reaching consumers in the first place would be better than bans on single-use items.

    Governments should put the onus on the corporations that have profited from plastic and their role in plastic pollution.

    Supermarkets and the food industry as a whole must also take responsibility for their part in the plastic waste problem.

    Voluntary codes have not worked. Government regulation levels the playing field, but industry expertise and technical and social knowledge is needed to ensure systems work. While not without its challenges, Australia’s tyre recycling system has addressed many similar issues. The scheme’s approach to developing a national market for used tyres could be replicated for plastics, packaging and glass.

    Meaningful change for our environment and health requires government regulations done well and fairly. It also requires coordinated waste infrastructure and industry practices that build on technical expertise and consumers’ lived experience.

    Bhavna Middha receives funding from the Australian Research Council through the Discovery Early Career Research Award.

    Ralph Horne receives funding from the Australian Research Council (ARC) and a range of industry and government partners from time to time, to support research activities relevant to this article. In particular, he is a Chief Investigator on the ARC Research Hub Transformation of Reclaimed Waste Resources to Engineered Materials and Solutions for a Circular Economy (TREMS).

    Kajsa Lundberg 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. Yes, paper straws suck. Rather than bring back plastic ones, let’s avoid single-use items – https://theconversation.com/yes-paper-straws-suck-rather-than-bring-back-plastic-ones-lets-avoid-single-use-items-250266

    MIL OSI AnalysisEveningReport.nz

  • MIL-OSI Russia: Scientific readings “Worlds of the Russian intelligentsia in the 20th century: profession, society, power” took place

    Translartion. Region: Russians Fedetion –

    Source: Novosibirsk State University – Novosibirsk State University –

    The scientific readings “Worlds of the Russian intelligentsia in the 20th century: profession, society, power”, dedicated to the 100th anniversary of the birth of the honorary professor of the Novosibirsk State University Varlen Lvovich Soskin (1925-2021), took place at Novosibirsk State University on February 26. The readings were attended by scientists from Novosibirsk, Omsk and Tomsk state universities, Novosibirsk State University of Economics and Law, several institutes of the Siberian Branch of the Russian Academy of Sciences and the Institute of History and Archaeology of the Ural Branch of the Russian Academy of Sciences. Among those present were numerous students and former colleagues of the scientist. Also present at the event were V.L. Soskin’s relatives – daughter Marina Guseva, as well as granddaughter Maria and great-granddaughter Anna.

    Moderator of the readings, candidate of historical sciences, associate professor Vladimir Mindolin noted that Varlen Soskin was always characterized by attention to detail and the ability to make strong logical generalizations, for which his colleagues highly valued him. As a humanities scholar, he organically fit into the life of Akademgorodok: at a time when disputes raged between “physicists” and “lyricists”, strong friendly relations connected him with mathematicians, physicists and representatives of natural sciences. Varlen Soskin did a lot to ensure that humanities scholars integrated into the complex scientific environment of the newly created Akademgorodok. He also actively participated in educational activities and was distinguished by outstanding organizational skills.

    Rector of NSU, Academician of the Russian Academy of Sciences, Professor Mikhail Fedoruk said that Varlen Soskin’s students carefully preserve his memory. NSU initiated a great deal of significant research in the field of humanities, which received all-Union, and then all-Russian and world recognition.

    — Varlen Lvovich was the first full-time employee of the Siberian Branch of the USSR Academy of Sciences working in the field of history — he was hired on February 1, 1959, when NSU had not yet opened — the first lecture at our university took place only on September 28 of the same year. From the very beginning, Varlen Soskin linked his life with teaching at NSU, where he had a large number of students. Under his scientific supervision, 37 young scientists defended their candidate dissertations. His influence on the development of the humanitarian direction at the university and in Akademgorodok was enormous. In addition, he was strong in spirit, lived a long life, a significant part of which was associated with the war period, which was reflected in his memoirs and recollections of the times when he was a cadet at the Rostov Military School, and right up to the Great Patriotic War. The scientific readings we are opening today are further evidence that this man was loved, respected and will always be remembered at our university. His memory will live on in his many students, noted Mikhail Fedoruk.

    Participants in the readings recalled that Varlen Soskin, along with historian, academician of the USSR Academy of Sciences, professor Alexey Okladnikov, was one of the founders of humanitarian research at the Siberian Branch of the USSR Academy of Sciences (now the Siberian Branch of the Russian Academy of Sciences). The professor’s students call the subject of his research “explosive” for the Soviet era. He viewed the intelligentsia not as a social stratum, but as the most important social force. Varlen Soskin discussed the fate of the intelligentsia and the cultural policy of the state with the maximum amount of freethinking allowed at that time. Each of his articles and especially his books caused a furor. The entire university attended his lectures, the students loved him, and his colleagues recognized that it was precisely such teachers who determined the university’s noosphere.

    Chairman of the Committee on Traditions of the Union of the NSU Graduates Association “NSU Union”, Academician of the Russian Academy of Sciences, Professor Sergei Netesov emphasized that the traditions that Varlen Soskin brought to NSU are still alive and well.

    – Varlen Leonidovich made a significant contribution to the development of our university and became its legend. The traces he left in the history of Siberia, in the history of NSU, in the history of the Siberian Branch of the Russian Academy of Sciences will never be overgrown, they remained in many historical testimonies, – said Sergei Netesov.

    Director of the Humanities Institute of NSU, Professor Andrey Zuyev noted that Varlen Soskin was one of the organizers of humanitarian education at the university, under his scientific supervision 131 students of the Humanities Faculty and then the Humanities Institute wrote and defended their final qualification works. Many of them later became doctors of science, now make a significant contribution to the development of science and occupy quite serious positions in various fields of science and education.

    Director of the Institute of History of the Siberian Branch of the Russian Academy of Sciences, Doctor of Historical Sciences Vadim Rynkov shared his memories of Varlen Soskin’s lectures and admitted that during his student years he underestimated them, citing the differences between the generations of teachers and students.

    — Varlen Lvovich probably felt the age difference between him and the students, and each year he gave us a little less of the main material, and told us a little more about himself and his life experience. Only many years later I began to understand how important it was. Nowadays, studying not only the history of science, but also scientific everyday life is very widespread. And he passed on the history of this everyday life of science to us. Varlen Lvovich was a unique person, a bright representative of Siberian, Akademgorodok science, — said Vadim Rynkin and showed the audience Varlen Soskin’s personnel file, which is kept at the Institute of History of the Siberian Branch of the Russian Academy of Sciences. At the same time, he noted that this is the bureaucratic side of the biography of the honorary professor, but, in addition, it is also a unique source of information from the history of scientific everyday life.

    In the memorial part of the readings, the chief researcher of the sector of history of social and economic development of the Institute of History of the Siberian Branch of the Russian Academy of Sciences, Professor Sergei Krasilnikov presented a substantive presentation “Varlen Lvovich Soskin: the life of a scientist, organizer of science, mentor”. There was also a presentation of the book “From the personal perspective of the fate of a historian: on the 100th anniversary of the birth of Professor Varlen Lvovich Soskin”. A specialized issue of the electronic scientific journal of the Institute of History of the Siberian Branch of the Russian Academy of Sciences “Historical Courier” was presented, dedicated to this significant date. The opening of the exhibition “Life as a Vocation” prepared by the staff of the Museum of History of NSU took place.

    The scientific readings were held within the framework of two sections: “After the Empire: Intellectual Labor in Early Soviet Society: People, Ideas, Fates” and “Scientists and Power: Role in the Development and Implementation of Large Scientific and Technical Projects”. The reports were heard from scientists from NSU, the Institute of Economics and Industrial Organization of the SB RAS, the A.P. Ershov Institute of Informatics Systems of the SB RAS, the Institute of History of the SB RAS, Tomsk State University, the Historical Archive of the Omsk Region, the Institute of History and Archaeology of the Ural Branch of the RAS, and the Novosibirsk State University of Economics and Law. Various topics were considered: continuity and gaps in intellectual activity, Tomsk University in the era of transformations of the early Soviet period, the struggle to preserve university autonomy, the role of scientists in the field of theory and practice of domestic planning, and the adaptation of the intelligentsia to the conditions of Siberian exile in the 1920s.

    Reference:

    Varlen Lvovich Soskin is a participant in the Great Patriotic War: a cadet of the artillery school (1943-1944), fought in the active army (1944-1945), was wounded. He graduated from the history department of Leningrad State University (1952) and completed his postgraduate studies at the Novosibirsk State Pedagogical Institute (1956) under the supervision of Assoc. Prof. P. D. Chaplik. Candidate of Historical Sciences (1957); dissertation topic: “The role of the city’s patronage over the village in the CPSU’s struggle to strengthen the alliance of the working class and the peasantry during the recovery period (1921-1925)”. Doctor of Historical Sciences (1969); dissertation topic: “Cultural construction in Siberia (1917-1923)”. Senior Researcher (1962). Associate Professor (1966). Professor (1970). Honored Scientist of the Russian Federation (1997). Honored Worker of Higher Education of the Russian Federation (2012). Honorary Professor of NSU (2012).

    He worked in general education institutions and universities in Kemerovo and Novosibirsk (1952–1959). Since 1959, he has been an employee of the Siberian Branch of the USSR Academy of Sciences / Russian Academy of Sciences: senior research fellow of the Standing Commission on Social Sciences of the Presidium of the Siberian Branch of the USSR Academy of Sciences (since 1959); senior research fellow of the Department of Humanities Research at the Institute of Economics and Industrial Organization (since 1961); senior research fellow (since 1967), head of the sector for the history of cultural construction (1970–1995), chief research fellow (1995–2012) of the Institute of History, Philology and Philosophy / Institute of History.

    He worked at NSU part-time since 1964. One of the founders of historical training at the Faculty of Humanities. Associate Professor (1964–1969), Professor (1969–2017) of the Department of History of the USSR/Russian History.

    State awards: Order of the Patriotic War, 2nd class, medals “For Courage”, “For Victory over Germany”, “For the Capture of Königsberg”, “For Valiant Labor”, etc.

    Please note: This information is raw content directly from the source of the information. It is exactly what the source states and does not reflect the position of MIL-OSI or its clients.

    MIL OSI Russia News

  • MIL-OSI China: China’s new scientific marvel: A world-class extreme conditions lab

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

    The Synergetic Extreme Condition User Facility (SECUF), a Chinese “super lab,” has passed a national acceptance review, marking its readiness for advanced materials’ scientific research. The SECUF combines extreme conditions such as ultra-low temperatures, ultra-high pressure, strong magnetic fields and ultra-fast optical fields into one facility.

    Open to the global scientific community, the SECUF has hosted experiments from 13 universities and research institutions across 10 countries, including Denmark, Germany, France and Japan, leading to new scientific adventures.

    MIL OSI China News

  • MIL-OSI Asia-Pac: President Lai presides over third meeting of Healthy Taiwan Promotion Committee

    Source: Republic of China Taiwan

    Details
    2024-11-28
    President Lai presides over second meeting of Healthy Taiwan Promotion Committee
    On the afternoon of November 28, President Lai Ching-te presided over the second meeting of the Healthy Taiwan Promotion Committee. In his opening statement, the president said that we are implementing mental health support programs this year to provide more support for young and middle-aged people, pointing out that the policy has served over 20,000 people since it was implemented just over three months ago. In terms of bolstering mental health resiliency, the president said we still have much to do, our government must lead by example, and the public and private sectors must work together, making every effort to ensure that no one is left behind. Noting that our goal is to reduce the standardized cancer mortality rate by one-third by the year 2030, President Lai stated that next year’s budget for cancer screening will be increased to NT$6.8 billion. He also stated that plans are in the works to establish a fund for new cancer drugs, adding that in the general budget we will allocate NT$5 billion, which will gradually rise to NT$10 billion. At the same time, he said, we are also actively promoting genetic testing and precision medicine. He expressed confidence that expanding preventive screening at the front end and providing advanced treatments at the back end will effectively fight cancer and improve the overall health of our citizens. A translation of President Lai’s opening statement follows: Today is the second meeting of the Healthy Taiwan Promotion Committee. First, I want to thank our two deputy conveners, our advisors and committee members, and our friends online for their enthusiastic participation. I also want to welcome Committee Member Chien Wen-jen (簡文仁), who was on leave for the previous meeting. I would also like to introduce three new committee members: Let’s welcome Committee Member Huang Chin-shun (黃金舜), president of the Federation of Taiwan Pharmacists Associations. During the pandemic, he led the nation’s pharmacists in promoting services including name-based distribution systems for masks and rapid-test kits and home delivery of medications. I am sure that he will be able to provide many valuable views regarding pharmaceutical safety and supply resilience.    Let’s also welcome Committee Member Ko Fu-yang (柯富揚). During his time as secretary-general of the National Union of Chinese Medical Doctors’ Association, he led the Chinese medicine community in the transition from experience-based medicine to evidence-based medicine, and promoted the modernization of traditional Chinese medicine. With his participation, the committee will be able to spur research and development in both modern and traditional medicine. Our third new committee member is Liao Mei-nan (廖美南), president of the Taiwan Nurses Association, who was unable to be here today. She has long been dedicated to raising the quality of nursing care and actively promoting a high-quality, friendly work environment for nurses. The committee will rely on her experience to strengthen the link between policy and practice in nursing care. I want to thank all the members of the committee once again for working together with the government. Since the last committee meeting, under the guidance of Minister without Portfolio Chen Shih-chung (陳時中), the Ministry of Health and Welfare (MOHW) has implemented various policies. At the beginning of October, for example, three major AI centers were set up to resolve three key AI application issues: implementation, certification, and reimbursement, helping advance Taiwan’s smart healthcare ecosystem. At today’s meeting, the MOHW will first deliver a report on the progress of certain items listed in the first committee meeting, followed by a joint report by the MOHW and Ministry of Education on bolstering public mental health resilience and a report by the MOHW on enhancing cancer prevention and treatment strategies.  The World Health Organization has affirmed that “there is no health without mental health.” In a fast-changing, fast-paced society, the government should invest more resources in the field of mental health to safeguard the people’s overall health. We are therefore implementing mental health support programs this year and expanding the range of eligibility, from 15 to 30, to 15 to 45 years old, to provide more support for young and middle-aged people. That policy has served over 20,000 people since it was implemented just over three months ago. In terms of bolstering mental health resiliency, we still have much to do. From the workplace to the campus and every corner of society, our government must lead by example, and the public and private sectors must work together, making every effort to ensure that no one is left behind.    Aside from mental health, in view of cancer being the leading cause of death in Taiwan for 42 consecutive years, our goal is to reduce the standardized cancer mortality rate by one-third by the year 2030. And so we must expand screening and advance treatment. Last year, the government subsidized screenings for five types of cancer, providing a total of 4.87 million screenings and detecting 11,000 cases of cancer and 52,000 cases of precancerous conditions. We have allocated an additional NT$4 billion beginning next year, bringing the total budget for cancer screening to NT$6.8 billion, to expand the scope of cancer screening eligibility and services.  Plans are also in the works to establish a fund for new cancer drugs. In next year’s general budget we will allocate NT$5 billion, which will gradually rise to NT$10 billion, to provide reimbursement funding for a variety of new cancer drugs and reduce the economic burden on patients. These new measures will be reported on in detail moments from now by the MOHW. At the same time, we are also actively promoting genetic testing and precision medicine. Next generation sequencing, for example, has already been included in National Health Insurance coverage, which will help provide patients with precise, individualized treatment strategies. I am confident that expanding preventive screening at the front end and providing advanced treatments at the back end will effectively fight cancer and improve the overall health of our citizens. Today’s meeting will help the government understand viewpoints from many perspectives so we can promote policies that more closely meet the public’s needs. Let’s keep working hard together. Thank you.  Following his statement, President Lai heard a report on the progress of certain items listed in the first committee meeting from deputy executive secretary and National Health Insurance Administration Director General Shih Chung-liang (石崇良), a joint report on bolstering public mental health resilience from Deputy Minister of Health and Welfare Lin Ching-yi (林靜儀) and Deputy Minister of Education Lin Teng-chiao (林騰蛟), and a report on enhancing cancer prevention and treatment strategies from Deputy Minister of Health and Welfare Chou Jih-haw (周志浩). Afterward, President Lai exchanged views with the committee members regarding the content of the reports.  

    Details
    2024-11-28
    President Lai presides over first meeting of Healthy Taiwan Promotion Committee
    On the afternoon of August 22, President Lai Ching-te presided over the first meeting of the Healthy Taiwan Promotion Committee. As the committee’s convener, the president presented committee members with their letters of appointment, and explained that the Healthy Taiwan Promotion Committee is not just about promoting a Healthy Taiwan, but also achieving a Balanced Taiwan. The president stated that the committee spans various areas of expertise, and also considers the balance of Taiwan’s northern, central, southern, and eastern regions. The president expressed confidence that by soliciting a wide range of suggestions, engaging in diverse dialogue, and forging a consensus, the committee can help to realize health equality and further elevate the standard of medical care in Taiwan. President Lai indicated that next year, the Ministry of Health and Welfare’s total budget will be increased, along with expanded investment in medical treatment and care. In addition, he reported that the central government budget has also added a National Health Insurance (NHI) financial assistance program, which will help to enhance the work environments of healthcare professionals. The president stated that we will also launch the Healthy Taiwan Cultivation Plan to help rear talent and develop smart medicine. These budgets and programs, President Lai stated, reflect the government’s determination to create a Healthy Taiwan, and prove that “Healthy Taiwan” is not just a slogan, and has already been turned into concrete action. A translation of President Lai’s opening statement follows: At the end of my first month in office, I announced that the Presidential Office will establish three committees in response to three major global issues of nationwide concern: climate change, health promotion, and social resilience. These committees will consolidate forces from different sectors to strategize on national development. At the beginning of this month, we convened the first meeting of the National Climate Change Committee. Today, we convene the first meeting of the Healthy Taiwan Promotion Committee. I would like to thank the three deputy conveners and all advisors and committee members for making a commitment to the Healthy Taiwan Promotion Committee. I also want to thank our fellow citizens and friends joining us online to follow the committee’s proceedings. During my campaign, I was constantly thinking about what I could contribute to our people that is different from past presidents if I were fortunate enough to be elected. After a lot of thought, I felt that as a physician, I should utilize my professional background in health care and work together with people from all sectors of society to help create a Healthy Taiwan. Healthy Taiwan is our goal, and health is both a basic human right and a universal value. Health promotion not only involves the well-being of a nation’s people, but is also of great concern to humankind so that we may survive and thrive. Taiwan is a responsible member of the international community. Amid the challenges of the pandemic over the past few years, we have shared disease prevention supplies, technology, and experience with countries around the world, and have continued to contribute to the global public health system. Going forward, Taiwan must actively address critical health-related challenges, including cancer, transnational communicable diseases of unknown origin, antibiotic-resistant superbugs, a low birth rate, and an aging society. We are confident that, sharing countermeasures and experience with countries around the world, we can keep people healthy and make the nation stronger so that the world embraces Taiwan. I want to thank former Superintendent of National Cheng Kung University Hospital Chen Jyh-hong (陳志鴻), who is also a mentor of mine, for organizing five regional forums and a national forum for the Healthy Taiwan Promotion Alliance this past March and April. Over 1,200 healthcare professionals from all over the country attended the forums and shared their views. Premier Cho Jung-tai (卓榮泰), Vice Premier Cheng Li-chiun (鄭麗君), and I were also invited to attend the national forum and participate in full. I also want to thank the experts from various fields for their suggestions throughout this process, which became key reference points for promoting policies after we took office on May 20. The position paper on the table in front of you is a compilation of those valuable insights, which will be the foundation of our future actions. To implement the Healthy Taiwan initiative, we must also achieve a Balanced Taiwan. Therefore, the Healthy Taiwan Promotion Committee established today not only spans various areas of expertise, but also considers the balance of Taiwan’s northern, central, southern, and eastern regions to achieve nationwide health equality. I want to thank the nine advisors here with us today: Superintendent Wu Ming-shiang (吳明賢), Superintendent Chen Wei-ming (陳威明), Chairman Cherng Wen-jin (程文俊), President Chiu Kuan-ming (邱冠明), and Chairman Chang Hong-jen (張鴻仁) from northern Taiwan; Superintendent Chen Mu-kuan (陳穆寬) from central Taiwan; Superintendent Lin Sheng-che (林聖哲) and President Yu Ming-lung (余明隆) from southern Taiwan; and Superintendent Lin Shinn-zong (林欣榮) from eastern Taiwan. Your participation will give us a better understanding of viewpoints from around the country. The objective of Healthy Taiwan is to raise the population’s average life expectancy while simultaneously reducing time spent living with illness or disability, while also caring for physical, mental, and spiritual health. The 20 members of the committee are therefore drawn from a variety of fields of professional expertise. We have Superintendent Chen Shih-ann (陳適安) in the field of smart medicine, Vice-Superintendent Susan Shur-fen Gau (高淑芬) in pediatric psychiatry, medical and long-term care service integration specialist Superintendent Chan Ding-cheng (詹鼎正), and emerging infectious disease specialist Director Shen Ching-fen (沈靜芬). We have also invited Professor Tsai Sen-tien (蔡森田) to provide suggestions on optimizing healthcare services and health insurance sustainability, and invited President Chou Ching-ming (周慶明) and President Huang Cheng-kuo (黃振國) to continue promoting the Family Medicine Plan and report on primary care issues. We have also recruited President Li Yi-heng (李貽恒), who put forward the 888 Program for prevention and treatment of the “three highs” (high blood pressure, high cholesterol, and high blood sugar) and kidney disease, pediatric health specialist President Ni Yen-hsuan (倪衍玄), women’s health care specialist Secretary-General Huang Jian-pei (黃建霈), and President Hung Te-jen (洪德仁), who is focused on community development. We also have Dean Shan Yan-shen (沈延盛) from the field of cancer prevention and treatment, psychiatric and mental health specialist Professor Su Kuan-pin (蘇冠賓), epidemiology expert and Emeritus Research Fellow Ho Mei-shang (何美鄉), and biomedicine and regenerative medicine specialist Professor Patrick Ching-ho Hsieh (謝清河). The committee also includes specialist in nutrition and health for all ages President Kuo Su-e (郭素娥), and expert in the promotion of physical activity and health Vice Chairman Chien Wen-jen (簡文仁). I also want to thank Chairman Lin De-wen (林德文) for participating as we work together to enhance the health and well-being of indigenous peoples. In addition, public sector participants include Minister of National Development Liu Chin-ching (劉鏡清) and Minister of Education Cheng Ying-yao (鄭英耀), as well as Minister of Health and Welfare Chiu Tai-yuan (邱泰源), who is serving as executive secretary, and NHI Administration Director General Shih Chung-liang (石崇良) serving as deputy executive secretary. Over 80 percent of the committee’s members are from the private sector, and I will take advantage of this opportunity to continue to combine the strengths of all stakeholders throughout society to promote a healthy lifestyle for one and all, and enhance medical care for all ages. At today’s first meeting of the committee, the Ministry of Health and Welfare will brief us on two topics: the first is the Healthy Taiwan vision plan, illustrating Taiwan’s current challenges and opportunities, as well as an action blueprint. The second issue is reform and optimization for NHI sustainability. Next year will mark the 30th anniversary of our NHI system. NHI is the pride of Taiwan, because health insurance can free citizens from the vicious cycle of poverty caused by illness, or illness caused by poverty. Since 2020, the NHI system has achieved a public satisfaction rate of over 90 percent. Next year, Taiwan will also become a “super-aged society,” which means that one of every five people will be a senior citizen 65 or older. Due to new pharmaceuticals of all kinds, the development of new technologies, and citizen expectations for an optimized medical practice environment, many aspects of health insurance operations will face an increasing number of challenges. The NHI system’s core values are health equality and mutual assistance for all. Better care for everyone, however, depends on sustainable NHI operations. We closely monitor NHI system point values, but also want to embody the greater values of the system. The government will continue to refine the budget system and management, rationally distribute medical resources and stabilize point values, and continue to optimize NHI finances to enhance the efficiency and quality of services. We also look forward to working with everyone to achieve sustainable NHI development, enhance health equality, and further elevate the standard of medical care in Taiwan. I also want to report that next year, the Ministry of Health and Welfare’s total budget will reach NT$370.2 billion, an increase of NT$31.8 billion over this year. The total budget is expected to allocate NT$60.7 billion to expand investment in medical treatment and care to create a Healthy Taiwan. The central government budget has also added an NHI financial assistance program that includes incentives for maintaining specified nurse-patient ratios across all three shifts and rotating night-shift nursing staff, and promoting smart information upgrades at medical facilities to enhance the work environments of healthcare professionals. We will also launch the Healthy Taiwan Cultivation Plan, investing funds to support medical institutions at all levels nationwide, rear talent, and develop smart medicine. Regarding the fund for new cancer drugs that many cancer patients care deeply about, in next year’s general budget we will allocate NT$5 billion for health insurance funding. In 2026, that figure is expected to reach NT$10 billion. We will also promote the fifth-stage national plan for cancer prevention and treatment, and beginning next year the budget for cancer screening will be increased by NT$4 billion, reaching NT$6.8 billion, to boost screening rates. I want everyone to know that these budgets and programs reflect the government’s determination to create a Healthy Taiwan. Since I took office, the government has created plans and programs to increase nursing staff levels and promote public mental health. We also launched an Acute Hospital Care at Home pilot project to provide integrated long-term and medical care services. Once again, I would like to thank everyone here today for participating, and thank our fellow citizens for their support. I also want our fellow citizens to know that Healthy Taiwan is not just a slogan, and has already been turned into concrete action. These are all concrete, substantive actions by a government team that has been in office for less than 100 days. I am confident that with the support and participation of our committee members and advisors, and through soliciting a wide range of suggestions, engaging in diverse dialogue, and forging a consensus, our actions to create a Healthy Taiwan will more closely align with society’s expectations, and we will move more quickly and steadily toward realizing our vision. Thank you. Following his statement, President Lai presented letters of appointment to the committee members, heard a report from Minister Chiu illustrating the Healthy Taiwan vision plan, and heard a report from Director General Shih on reform and optimization for NHI sustainability. Afterward, President Lai exchanged views with the committee members regarding the content of the two reports and the Rules of Procedure for Meetings of the Office of the President Healthy Taiwan Promotion Committee.

    Details
    2024-11-28
    President Lai attends opening of International Conference on Emergency Medicine 2024
    On the morning of June 20, President Lai Ching-te attended the opening ceremony of the International Conference on Emergency Medicine (ICEM) 2024. In remarks, President Lai stated that one goal of his administration is to create an even healthier Taiwan and that we will continue to strengthen our capabilities in medicine and public health to enhance health for all and help make the world a better place. The president emphasized that the global disease prevention network is something every country should be a part of, and that if any country is missing from this network, the rest of the world will be at a disadvantage. The president then asked for the participants’ support for Taiwan to participate in the World Health Organization so that we may contribute even more to the global public health system. A transcript of President Lai’s remarks follows: I would like to begin by welcoming all guests from overseas to Taiwan. ICEM is the world’s largest conference on emergency medicine. Over 2,500 experts and academics from home and abroad have gathered here for this year’s conference. This not only underlines the importance of emergency medicine, but is also a testament to global cooperation in medicine. This year also marks TSEM’s [Taiwan Society of Emergency Medicine] 30th anniversary. I would like to thank Chairperson Ng Chip-jin (黃集仁), President Hsu Chien-chin (許建清), and everyone who helped bring ICEM to Taiwan. This conference will help expand people-to-people diplomacy, showing Taiwan’s development and contributions in emergency medicine to the world. I am confident that everyone here shares my belief that health is a basic human right. And to ensure this right, emergency medical professionals are indispensable. Before entering politics, I myself worked as a clinician. I know well that emergency rooms are at the frontline of hospitals, and often the last hope for those who need lifesaving care. Especially during the COVID-19 pandemic, we all witnessed the rapid response and important support of emergency medical professionals, who gave their all for the health of others. I want to take this opportunity to express my utmost respect for your work. The theme of ICEM 2024 is Glocalization of Emergency Medicine: Global Wisdom and Local Solution. With that in mind, I hope that through clinical research, public health, smart tech, and other strategies, we can help reduce disparities in emergency medicine around the world. Here in Taiwan, we have made major progress in emergency medicine, from developing a cutting-edge trauma care system to implementing advanced strategies for disaster response. We are also committed to training highly skilled professionals in the field, as well as developing an advanced medical infrastructure. This conference will give Taiwan the opportunity to share our experience, and allow everyone to exchange best practices, engage in discussions, and promote the global development of emergency medicine. One goal of my administration is to create an even healthier Taiwan. We will continue to strengthen our capabilities in medicine and public health to enhance health for all and help make the world a better place. A healthier Taiwan also means a booming medical sector, and an even higher quality and diversity of medical services. Taiwan has had, and will continue to have, many medical accomplishments to share with the world. Today, all of you gather here to continue making global contributions through emergency medicine. The mission of IFEM [International Federation for Emergency Medicine] is to create a world where all people, in all countries, have access to high quality emergency medical care. On this point, the global disease prevention network is something every country should be a part of. If any country is missing from this network, the rest of the world will be at a disadvantage. I would like to ask for your support for Taiwan to participate in the World Health Organization, so that we may contribute even more to the global public health system. And as President Hsu Chien-chin has said, although the road is long, if we travel together, we can travel far. With this vision as our guide, alongside our friends from around the world, Taiwan will strive to achieve our common goals and realize quality healthcare for all. I wish ICEM 2024 great success, and all participants a rewarding experience. I also invite you to travel around Taiwan during your stay, and get to know our beautiful nation. Following his remarks, President Lai and the distinguished guests took part in the kick-off ceremony for the conference. IFEM President Ffion Davies was also in attendance at the event.

    Details
    2024-11-28
    President Lai meets WHA action team
    On the morning of June 1, President Lai Ching-te met with members of Taiwan’s World Health Assembly (WHA) action team. In remarks, President Lai stated that standing on the front lines, the team fought for the human right to health for both Taiwan and the world. He also thanked the international community for their support for Taiwan. The president said that Taiwan is an indispensable member of the international community when it comes to ensuring global health security. In addition, he said that one of the new government’s goals is to create a healthier Taiwan, as we want our people to live longer and healthier, and that we want to leverage Taiwan’s strengths in public health and medicine. He said we will continue to deepen our partnerships with other countries as we build an even more resilient global public health system, and that a healthy Taiwan will help make the world a better place. A translation of President Lai’s remarks follows: I would like to warmly welcome our partners from the WHA action team back from Geneva, and express my appreciation for your hard work and efforts. Standing on the front lines, you fought for the human right to health for both Taiwan and the world, and we thank you for giving it your all. Your flight only just arrived at 7 a.m., but I can see that everyone is still in high spirits. You have truly put in your heart for Taiwan, and once again, I thank you all. It is regrettable that at this year’s WHA, constrained by political factors, a proposal item for Taiwan to join as an observer was not included in the agenda yet again. However, the hard work of our WHA action team over the years has already borne fruit. Last year, the Ministry of Health and Welfare signed MOUs with the public health agencies of the Czech Republic, Canada, and the United Kingdom, and bilateral talks this year included discussion on substantive cooperation. The bilateral talks carried out by our action team in Geneva were not only more numerous this year, but also involved officials of even higher level. The team also held professional forums addressing important issues of the WHA in cooperation with various medical and health organizations. This is all proof of Taiwan’s contribution toward global public health and the human right to health. The steps we take for Taiwan to participate in world health affairs will not falter. Support for Taiwan from the international community grows stronger year by year. This year, 26 member states of the World Health Organization and the European Union, which is an observer, directly or indirectly voiced their support for Taiwan’s participation in the WHA. Their support reaffirms that Taiwan is an indispensable member of the international community when it comes to ensuring global health security. Health knows no borders. Health is a basic human right. One of the new government’s goals is to create a healthier Taiwan. We want our people to live longer and healthier. And we also want to leverage Taiwan’s strengths in public health and medicine, as we deepen our cooperation with other countries and work together to advance the health of humankind and global sustainable development. I want to thank the member states for their support for Taiwan. I also want to once again thank the members of the WHA action team and our many friends, both here and outside of Taiwan, for their hard work on this issue. Moving forward, we will continue to deepen our partnerships with other countries as we build an even more resilient global public health system. So just as democratic Taiwan continues to shine its light upon the world, a healthy Taiwan will help make the world a better place. On that note, let us keep working together toward these goals. After President Lai concluded his remarks, Minister of Health and Welfare Chiu Tai-yuan (邱泰源) presented a photo collage to show President Lai some of the highlights of the action team’s activities in Geneva.

    Details
    2024-11-28
    President Tsai meets World Medical Association President Lujain Alqodmani
    On the morning of December 11, President Tsai Ing-wen met with a delegation led by World Medical Association (WMA) President Dr. Lujain Alqodmani. In remarks, President Tsai thanked the WMA for its many years of speaking up for Taiwan on the international stage. President Tsai emphasized that we will continue to show how Taiwan can help by actively contributing to global health security. The president expressed her belief that with Taiwan’s achievements and capabilities in medicine and public health, we can join forces with many more countries to optimize the medical environment and make a more positive impact on the health of humankind. A translation of President Tsai’s remarks follows: I extend a warm welcome to President Alqodmani, who is visiting Taiwan once again. I am also glad to see WMA Secretary General Dr. Otmar Kloiber. Both of you are well acquainted with Taiwan and are our close friends. You have demonstrated your support through concrete actions. I would like to express my deepest thanks. The WMA is the largest international NGO that represents physicians. You staunchly defend health security and the rights and interests of physicians around the world with professionality and impartiality. I want to take this opportunity to thank the WMA on behalf of the Taiwanese people for its longstanding support of our participation in the World Health Organization (WHO) and World Health Assembly (WHA). This May, for example, our WHA action team collaborated with the WMA to hold a forum on emergency medicine in Geneva in the lead-up to the WHA. We will continue to show how Taiwan can help by actively contributing to global health security. During the COVID-19 pandemic, Taiwan demonstrated the resilience of its public healthcare system and shared its experiences in combating the pandemic with the world. We have also shared our medical services and construction capabilities, two areas in which we excel, with our diplomatic allies to help enrich the lives of their people and enhance the quality and environment of healthcare. We hope that President Alqodmani and Secretary General Kloiber will continue to speak up for Taiwan on the international stage. I believe that with Taiwan’s achievements and capabilities in medicine and public health, we can join forces with many more countries to optimize the medical environment. Together, we can make a more positive impact on the health of humankind. I also want to thank the Taiwan Medical Association (TMA) for serving as a bridge of communication between the government and the medical community, which helps us in implementing many of our policies. We look forward to the TMA further expanding exchanges and cooperation between the medical and international communities. I am looking forward to exchanging ideas with you today. Your visit to Taiwan will no doubt lay the groundwork for further cooperation. I wish you all a successful trip.

    Details
    2025-02-14
    President Lai holds press conference following high-level national security meeting
    On the morning of February 14, President Lai Ching-te convened the first high-level national security meeting of the year, following which he held a press conference. In remarks, President Lai announced that in this new year, the government will prioritize special budget allocations to ensure that Taiwan’s defense budget exceeds 3 percent of GDP. He stated that the government will also continue to reform national defense, reform our legal framework for national security, and advance our economic and trade strategy of being rooted in Taiwan while expanding globally. The president also proposed clear-cut national strategies for Taiwan-US relations, semiconductor industry development, and cross-strait relations. President Lai indicated that he instructed the national security and administrative teams to take swift action and deliver results, working within a stable strategic framework and according to the various policies and approaches outlined. He also instructed them to keep a close watch on changes in the international situation, seize opportunities whenever they arise, and address the concerns and hope of the citizens with concrete actions. He expressed hope that as long as citizens remain steadfast in their convictions, are willing to work hand in hand, stand firm amidst uncertainty, and look for ways to win within changing circumstances, Taiwan is certain to prevail in the test of time yet again. A translation of President Lai’s remarks follows: First, I would like to convey my condolences for the tragic incident which occurred at the Shin Kong Mitsukoshi department store in Taichung, which resulted in numerous casualties. I have instructed Premier Cho Jung-tai (卓榮泰) to lead the relevant central government agencies in assisting Taichung’s municipal government with actively resolving various issues regarding the incident. It is my hope that these issues can be resolved efficiently. Earlier today, I convened this year’s first high-level national security meeting. I will now report on the discussions from the meeting to all citizens. 2025 is a year full of challenges, but also a year full of hope. In today’s global landscape, the democratic world faces common threats posed by the convergence of authoritarian regimes, while dumping and unfair competition from China undermine the global economic order. A new United States administration was formed at the beginning of the year, adopting all-new strategies and policies to address challenges both domestic and from overseas. Every nation worldwide, including ours, is facing a new phase of changes and challenges. In face of such changes, ensuring national security, ensuring Taiwan’s indispensability in global supply chains, and ensuring that our nation continues to make progress amidst challenges are our top priorities this year. They are also why we convened a high-level national security meeting today. At the meeting, the national security team, the administrative team led by Premier Cho, and I held an in-depth discussion based on the overall state of affairs at home and abroad and the strategies the teams had prepared in response. We summed up the following points as an overall strategy for the next stage of advancing national security and development. First, for overall national security, so that we can ensure the freedom, democracy, and human rights of the Taiwanese people, as well as the progress and development of the nation as we face various threats from authoritarian regimes, Taiwan must resolutely safeguard national sovereignty, strengthen self-sufficiency in national defense, and consolidate national defense. Taiwan must enhance economic resilience, maintain economic autonomy, and stand firm with other democracies as we deepen our strategic partnerships with like-minded countries. As I have said, “As authoritarianism consolidates, democratic nations must come closer in solidarity!” And so, in this new year, we will focus on the following three priorities: First, to demonstrate our resolve for national defense, we will continue to reform national defense, implement whole-of-society defense resilience, and prioritize special budget allocations to ensure that our defense budget exceeds 3 percent of GDP. Second, to counter the threats to our national security from China’s united front tactics, attempts at infiltration, and cognitive warfare, we will continue with the reform of our legal framework for national security and expand the national security framework to boost societal resilience and foster unity within. Third, to seize opportunities in the restructuring of global supply chains and realignment of the economic order, we will continue advancing our economic and trade strategy of being rooted in Taiwan while expanding globally, strengthening protections for high-tech, and collaborating with our friends and allies to build supply chains for global democracies. Everyone shares concern regarding Taiwan-US relations, semiconductor industry development, and cross-strait relations. For these issues, I am proposing clear-cut national strategies. First, I will touch on Taiwan-US relations. Taiwan and the US have shared ideals and values, and are staunch partners within the democratic, free community. We are very grateful to President Donald Trump’s administration for their continued support for Taiwan after taking office. We are especially grateful for the US and Japan’s joint leaders’ statement reiterating “the importance of maintaining peace and stability across the Taiwan Strait as an indispensable element of security and prosperity for the international community,” as well as their high level of concern regarding China’s threat to regional security. In fact, the Democratic Progressive Party government has worked very closely with President Trump ever since his first term in office, and has remained an international partner. The procurement of numerous key advanced arms, freedom of navigation critical for security and stability in the Taiwan Strait, and many assisted breakthroughs in international diplomacy were made possible during this time. Positioned in the first island chain and on the democratic world’s frontline countering authoritarianism, Taiwan is willing and will continue to work with the US at all levels as we pursue regional stability and prosperity, helping realize our vision of a free and open Indo-Pacific. Although changes in policy may occur these next few years, the mutual trust and close cooperation between Taiwan and Washington will steadfastly endure. On that, our citizens can rest assured. In accordance with the Taiwan Relations Act and the Six Assurances, the US announced a total of 48 military sales to Taiwan over the past eight years amounting to US$26.265 billion. During President Trump’s first term, 22 sales were announced totaling US$18.763 billion. This greatly supported Taiwan’s defensive capabilities. On the foundation of our close cooperation with the past eight years’ two US administrations, Taiwan will continue to demonstrate our determination for self-defense, accelerate the bolstering of our national defense, and keep enhancing the depth and breadth of Taiwan-US security cooperation, along with all manner of institutional cooperation. In terms of bilateral economic cooperation, Taiwan has always been one of the US’s most reliable trade partners, as well as one of the most important cooperative partners of US companies in the global semiconductor industry. In the past few years, Taiwan has greatly increased both direct and indirect investment in the US. By 2024, investment surpassed US$100 billion, creating nearly 400,000 job opportunities. In 2023 and 2024, investment in the US accounted for over 40 percent of Taiwan’s overall foreign investment, far surpassing our investment in China. In fact, in 2023 and 2024, Taiwanese investment in China fell to 11 percent and 8 percent, respectively. The US is now Taiwan’s biggest investment target. Our government is now launching relevant plans in accordance with national development needs and the need to establish secure supply systems, and the Executive Yuan is taking comprehensive inventory of opportunities for Taiwan-US economic and trade cooperation. Moving forward, close bilateral cooperation will allow us to expand US investment and procurement, facilitating balanced trade. Our government will also strengthen guidance and support for Taiwanese enterprises on increasing US investment, and promote the global expansion and growth of Taiwan’s industries. We will also boost Taiwan-US cooperation in tech development and manufacturing for AI and advanced semiconductors, and work together to maintain order in the semiconductor market, shaping a new era for our strategic economic partnership. Second, the development of our semiconductor industry. I want to emphasize that Taiwan, as one of the world’s most capable semiconductor manufacturing nations, is both willing and able to address new situations. With respect to President Trump’s concerns about our semiconductor industry, the government will act prudently, strengthen communications between Taiwan and the US, and promote greater mutual understanding. We will pay attention to the challenges arising from the situation and assist businesses in navigating them. In addition, we will introduce an initiative on semiconductor supply chain partnerships for global democracies. We are willing to collaborate with the US and our other democratic partners to develop more resilient and diversified semiconductor supply chains. Leveraging our strengths in cutting-edge semiconductors, we will form a global alliance for the AI chip industry and establish democratic supply chains for industries connected to high-end chips. Through international cooperation, we will open up an entirely new era of growth in the semiconductor industry. As we face the various new policies of the Trump administration, we will continue to uphold a spirit of mutual benefit, and we will continue to communicate and negotiate closely with the US government. This will help the new administration’s team to better understand how Taiwan is an indispensable partner in the process of rebuilding American manufacturing and consolidating its leadership in high-tech, and that Taiwan-US cooperation will benefit us both. Third, cross-strait relations. Regarding the regional and cross-strait situation, Taiwan-US relations, US-China relations, and interactions among Taiwan, the US, and China are a focus of global attention. As a member of the international democratic community and a responsible member of the region, Taiwan hopes to see Taiwan-US relations continue to strengthen and, alongside US-China relations, form a virtuous cycle rather than a zero-sum game where one side’s gain is another side’s loss. In facing China, Taiwan will always be a responsible actor. We will neither yield nor provoke. We will remain resilient and composed, maintaining our consistent position on cross-strait relations: Our determination to safeguard our national sovereignty and protect our free and democratic way of life remains unchanged. Our efforts to maintain peace and stability in the Taiwan Strait, as well as our willingness to work alongside China in the pursuit of peace and mutual prosperity across the strait, remain unchanged. Our commitment to promoting healthy and orderly exchanges across the strait, choosing dialogue over confrontation, and advancing well-being for the peoples on both sides of the strait, under the principles of parity and dignity, remains unchanged. Regarding the matters I reported to the public today, I have instructed our national security and administrative teams to take swift action and deliver results, working within a stable strategic framework and according to the various policies and approaches I just outlined. I have also instructed them to keep a close watch on changes in the international situation, seize opportunities whenever they arise, and address the concerns and hope of the citizens with concrete actions. My fellow citizens, over the past several years, Taiwan has weathered a global pandemic and faced global challenges, both political and economic, arising from the US-China trade war and Russia’s invasion of Ukraine. Through it all, Taiwan has persevered; we have continued to develop our economy, bolster our national strength, and raise our international profile while garnering more support – all unprecedented achievements. This is all because Taiwan’s fate has never been decided by the external environment, but by the unity of the Taiwanese people and the resolve to never give up. A one-of-a-kind global situation is creating new strategic opportunities for our one-of-a-kind Taiwanese people, bringing new hope. Taiwan’s foundation is solid; its strength is great. So as long as everyone remains steadfast in their convictions, is willing to work hand in hand, stands firm amidst uncertainty, and looks for ways to win within changing circumstances, Taiwan is certain to prevail in the test of our time yet again, for I am confident that there are no difficulties that Taiwan cannot overcome. Thank you.

    MIL OSI Asia Pacific News

  • MIL-OSI Europe: Government provides SEK 9 million in support to Ukrainian Institute in Sweden to promote cultural heritage

    Source: Government of Sweden

    The Government is providing SEK 9 million in support to the Ukrainian Institute in Sweden over a period of three years. The support will contribute to preserving and enhancing Ukrainian cultural heritage and provide a platform for Ukrainian culture outside Ukraine. The funding will enable Ukrainian artists to continue to work beyond the reach of Russian attacks.

    MIL OSI Europe News

  • MIL-OSI Europe: EU adopts 16th sanctions package against Russia on third anniversary of full-scale invasion of Ukraine

    Source: Government of Sweden

    On the third anniversary of Russia’s war of aggression against Ukraine, the EU has adopted the 16th sanctions package since the launch of the full-scale invasion in February 2022. The new sanctions package includes additional measures targeting the ‘shadow fleet’ and expanded import and export bans on Russian natural resources such as primary aluminium. The package also includes additional anti-circumvention measures.

    MIL OSI Europe News

  • MIL-OSI Europe: A STEM strategy for Sweden – from preschool to postgraduate study

    Source: Government of Sweden

    Minister for Education Johan Pehrson has now presented the Government’s science, technology, engineering and mathematics (STEM) strategy. The strategy contains objectives to strengthen STEM education in Sweden. A new STEM delegation will also work to get more people studying in those fields.

    MIL OSI Europe News

  • MIL-OSI Europe: Swedish Civil Contingencies Agency to cooperate with Ukraine to improve protection of critical infrastructure

    Source: Government of Sweden

    On 27 February 2025, the Government instructed the Swedish Civil Contingencies Agency to enter into a cooperation agreement with Ukraine on critical infrastructure. This cooperation lays the groundwork for exchanges of experience between Sweden and Ukraine to better protect critical infrastructure.

    MIL OSI Europe News

  • MIL-OSI United Kingdom: Boost for Gaelic broadcasting

    Source: Scottish Government

    Supporting Gaelic dramas.

    Gaelic language broadcasting is to receive an additional £1.8 million to help build on the success of BBC Alba’s crime thriller An t-Eilean.

    The increase is contained in the Scottish Government’s 2025/26 Budget and raises total funding for MG ALBA (the Gaelic Media Service) to £14.8 million in the upcoming financial year.

    Independent research has found that Gaelic media generates £1.34 for every £1 invested and supports 340 jobs across Scotland, including 160 jobs in the islands.

    Deputy First Minister and Gaelic Secretary Kate Forbes announced the new funding on a World Gaelic Week visit to BBC studios in Glasgow, where she met Meredith Brook, who plays the character Sìne Maclean in An t-Eilean (The Island).

    The drama has attracted a record number of viewers since the first episode aired on BBC ALBA and BBC iPlayer on 14 January and has already been sold to broadcasters in other European countries.  

    Ms Forbes said:

    “An t-Eilean’s success demonstrates how supporting a thriving Gaelic broadcasting sector can bring international interest to Scotland.

    “The programme marks a new era of Gaelic TV which could draw tourists into Scotland to support jobs and economic opportunities in the country’s island communities.  

    “This extra funding will enable Gaelic broadcasters to build on existing high-quality content and attract new audiences. To grow Gaelic, we are taking forward the Scottish Languages Bill to strengthen provision of Gaelic education and investing a total of £35.7 million in initiatives to promote the language in 2025-26.”

    Meredith Brook said:

    “The making of An t-Eilean has set an exciting precedent for the future of Gaelic drama on BBC ALBA, telling engaging stories in the Gaelic language with a universal reach.

    “As one of the Gaelic actors in this series, I’m proud to have played such a pivotal role in sharing the language I’m so proud of with the world.” 

    Background

    Pictures from Ms Forbes’ visit to BBC studios are available online.

    Research from Ernst and Young on the economic impact of MG ALBA (the Gaelic Media Service) is available online.

    Togail airson craoladh na Gàidhlig

    A’ cur taic ri dràmathan Gàidhlig

    Gheibh craoladh na Gàidhlig £1.8 millean a bharrachd gus cuideachadh le bhith a’ togail air soirbheachadh dràma eucoir BBC Alba, An t-Eilean.

    Tha an t-àrdachadh seo a’ tighinn bho Bhuidseat Riaghaltas na h-Alba airson 2025/26. Togaidh e am maoineachadh uile gu lèir a gheibh MG ALBA gu £14.8 millean sa bhliadhna ionmhais a tha romhainn.

    Lorg rannsachadh neo-eisimeileach gu bheil meadhanan na Gàidhlig a’ cruthachadh £1.34 airson gach £1 a gheibh iad is a’ cur taic ri 340 dreuchd air feadh Alba, le 160 dhiubh sin anns na h-eileanan.

    Chaidh am maoineachadh ùr a chuir an cèill leis an Leas-Phrìomh Mhinistear agus Rùnaire na Gàidhlig Ceit Fhoirbeis is i a’ tadhal, mar phàirt de Sheachdain na Gàidhlig, air stiùideothan a’ BhBC ann an Glaschu. An sin, choinnich i ri Meredith Brook, a tha a’ cluich a’ charactair Sìne Nic’IllEathain anns An t-Eilean.

    Tha an dràma air clàran a bhriseadh a thaobh luchd-amhairc bhon a chaidh a’ chiad eapasod a chraoladh air BBC ALBA agus BBC iPlayer air 14 Faoilleach. Chaidh e mu thràth a reic gu craoladairean ann an dùthchannan Eòrpach eile. 

    Thuirt a’ BhCh. Fhoirbeis:

    “Tha soirbheachadh An t-Eilean a’ cur am follais mar as urrainn do roinn mheadhanan Ghàidhlig bheòthail ùidh eadar-nàiseanta a thogail ann an Alba.

    “Tha am prògram a’ comharrachadh linn ùr ann an TBh na Gàidhlig a b’ urrainn luchd-turais a thàladh a dh’Alba gus taic a chur ri obraichean agus cothroman eaconamach ann an coimhearsnachdan eileanach na dùthcha.

    “Bheir am maoineachadh a bharrachd seo cothrom do chraoladairean na Gàidhlig togail air prògraman fìor mhath a tha mu thràth aca is luchd-amhairc ùr a ghlacadh. Gus a’ Ghàidhlig fhàs, tha sinn a’ toirt air adhart Bile nan Cànan Albannach gus foghlam Gàidhlig a neartachadh is a’ cur £35.7 millean uile gu lèir ri iomairtean a bhios a’ cur a’ chànain air adhart ann an 2025-26.”

    Thuirt Meredith Brook:

     “Le bhith a’ dèanamh An t-Eilean, tha sinn air eisimpleir a thabhann a bhrosnaicheas dràmathan do BhBC ALBA san àm ri teachd, a tha ag innse sgeulachdan tarraingeach ann an Gàidhlig a tha a’ suathadh ri cùisean uile-choitcheann.

    “Mar aon de chleasaichean Gàidhlig an t-sreatha seo, ’s e urram tha ann dhomh gun robh pàirt cho cudromach agam ann a bhith a’ cur cànan air a bheil mi cho pròiseil mu choinneamh na cruinne.”

    Cùl-fhiosrachadh

    Gheibhear dealbhan bho thuras na BCh. Fhoirbeis gu stiùideothan a’ BhBC air-loidhne.

    Tha rannsachadh bho Ernst agus Young mu bhuaidh eaconamach MG ALBA ri fhaighinn air-loidhne.

    MIL OSI United Kingdom

  • MIL-OSI United Kingdom: PM meeting with President Trump: 27 February 2025

    Source: United Kingdom – Executive Government & Departments

    Press release

    PM meeting with President Trump: 27 February 2025

    Prime Minister Keir Starmer met President Trump in the White House.

    Prime Minister Keir Starmer and President of the United States Donald Trump met today in the White House. 

    The leaders discussed the depth of the special relationship between their two nations and their commitment to shared security and prosperity.  

    They spoke about the fair, balanced and reciprocal economic relationship that the two countries enjoy. They agreed their teams should work together to deepen this relationship, and to work together to agree a trade deal focused on tech.  

    On defence and security, they agreed that the strength of the UK and US’s intelligence and defence relationship is unrivalled. The Prime Minister underlined the announcement he made this week to increase defence spending to 2.5%  

    The leaders agreed that on Ukraine, talks must work towards a lasting peace. The Prime Minister said the UK is ready to play a leadership role on supporting Ukraine’s future security. They discussed their shared commitment to a ‘peace through strength’ approach and that their teams should collaborate on this. 

    The President accepted an invitation on behalf of His Majesty The King for an unprecedented second State Visit to the United Kingdom.

    Updates to this page

    Published 28 February 2025

    MIL OSI United Kingdom

  • MIL-OSI: Infinera Corporation Fourth Quarter and Fiscal 2024 Financial Results

    Source: GlobeNewswire (MIL-OSI)

    FY’24 Highlights:

    • Year-over-year growth in bookings and backlog; book-to-bill ratio of approximately 1.1x for FY’24 and 1.3x for Q4’24
    • Record revenue with webscalers – total revenue exposure (direct and indirect) greater than 50% of FY’24 revenue
    • Significant design wins across the GX systems portfolio with webscalers and Tier 1 Communications Service Providers (CSPs)
    • Substantial awards for ICE-X 400G and 800G pluggables from webscalers and Tier 1 CSPs
    • Launched ICE-D to address the projected multi-billion dollar intra-data center opportunity driven by AI workloads
    • Secured CHIPS & Science Act funding with the potential for greater than $200 million in total federal incentives, in addition to potential state and local incentives
    • Announced a definitive agreement to be acquired by Nokia (acquisition anticipated to be completed on or about February 28, 2025)

    SAN JOSE, Calif., Feb. 27, 2025 (GLOBE NEWSWIRE) — Infinera Corporation (NASDAQ: INFN) has released financial results for its fourth quarter and fiscal year ended December 28, 2024. This press release is also published on Infinera’s Investor Relations website.

    GAAP revenue for the quarter was $414.4 million compared to $354.4 million in the third quarter of 2024 and $453.5 million in the fourth quarter of 2023.

    GAAP gross margin for the quarter was 38.0% compared to 39.8% in the third quarter of 2024 and 38.6% in the fourth quarter of 2023. GAAP operating margin for the quarter was 0.0% compared to (3.1)% in the third quarter of 2024 and 2.5% in the fourth quarter of 2023.

    GAAP net loss for the quarter was $(26.3) million, or $(0.11) per diluted share, compared to net loss of $(14.3) million, or $(0.06) per diluted share, in the third quarter of 2024, and net income of $12.9 million, or $0.06 per diluted share, in the fourth quarter of 2023.

    Non-GAAP gross margin for the quarter was 38.4% compared to 40.4% in the third quarter of 2024 and 39.6% in the fourth quarter of 2023. Non-GAAP operating margin for the quarter was 5.4% compared to 3.5% in the third quarter of 2024 and 7.2% in the fourth quarter of 2023.

    Non-GAAP net income for the quarter was $8.2 million, or $0.03 per diluted share, compared to $0.3 million, or $0.00 per diluted share, in the third quarter of 2024, and $28.6 million, or $0.12 per diluted share, in the fourth quarter of 2023.

    GAAP revenue for the year was $1,418.4 million compared to $1,614.1 million in 2023. GAAP gross margin for the year was 38.4% compared to 38.6% in 2023. GAAP operating margin for the year was (5.9)% compared to (0.3)% in 2023. GAAP net loss for the year was $(150.3) million, or $(0.64) per diluted share, compared to $(25.2) million, or $(0.11) per diluted share, in 2023.

    Non-GAAP gross margin for the year was 39.0% compared to 39.9% in 2023. Non-GAAP operating margin for the year was 0.3% compared to 5.4% in 2023. Non-GAAP net loss for the year was $(43.8) million, or $(0.19) per diluted share, compared to net income of $53.4 million, or $0.23 per diluted share, in 2023.

    A further explanation of the use of non-GAAP financial information and a reconciliation of each of the non-GAAP financial measures to the most directly comparable GAAP financial measure can be found at the end of this press release.

    Infinera CEO, David Heard, said “We exited 2024 with significant momentum in our business, growing Q4’24 bookings sequentially by more than 50% and by approximately 20% compared to Q4’23. The growth in bookings and substantial increase in backlog in 2024, when combined with our strategic wins, position us well in 2025 and beyond for the next wave of optical spend fueled by relentless bandwidth growth, increased fiber deployments, and AI-driven data-center builds.”

    “Looking ahead, I remain excited about our pending merger with Nokia, as we prepare to join forces with a recognized industry leader. With greater scale and deeper resources together, we intend to set the pace of innovation as optics take on an increasingly critical role in the era of AI,” continued Mr. Heard.

    Pending Merger with Nokia

    On June 27, 2024, Infinera, Nokia Corporation, a company incorporated under the laws of the Republic of Finland (“Nokia”) (NYSE: NOK) and Neptune of America Corporation, a Delaware corporation and wholly owned subsidiary of Nokia (“Merger Sub”) entered into an Agreement and Plan of Merger (as it may be amended, modified or waived from time to time, the “Merger Agreement”) that provides for Merger Sub to merge with and into Infinera (the “Merger”), with Infinera surviving the Merger as a wholly owned subsidiary of Nokia. On February 18, 2025, Infinera issued a press release announcing that the Merger is anticipated to be completed on or about February 28, 2025, which date remains subject to the satisfaction of remaining closing conditions.

    In light of the proposed transaction with Nokia, and as is customary during the pendency of an acquisition, Infinera will not be providing financial guidance during the pendency of the acquisition.

    Fourth Quarter 2024 Investor Slides to be Made Available Online

    Investor slides reviewing Infinera’s fourth quarter of 2024 financial results will be furnished to the U.S. Securities and Exchange Commission (“SEC”) on a Current Report on Form 8-K and published on Infinera’s Investor Relations website at investors.infinera.com.

    Contacts:

    Media:
    Anna Vue
    Tel. +1 (916) 595-8157
    avue@infinera.com

    Investors:
    Amitabh Passi, Head of Investor Relations
    Tel. +1 (669) 295-1489
    apassi@infinera.com

    About Infinera

    Infinera is a global supplier of innovative open optical networking solutions and advanced optical semiconductors that enable carriers, cloud operators, governments, and enterprises to scale network bandwidth, accelerate service innovation, and automate network operations. Infinera solutions deliver industry-leading economics and performance in long-haul, submarine, data center interconnect, and metro transport applications. To learn more about Infinera, visit www.infinera.com, follow us on X and LinkedIn, and subscribe for updates.

    Infinera and the Infinera logo are registered trademarks of Infinera Corporation.

    Forward-Looking Statements

    This press release contains certain forward-looking statements within the meaning of Section 27A of the Securities Act of 1933 and Section 21E of the Securities Exchange Act of 1934. Forward-looking statements generally relate to future events or Infinera’s future financial or operating performance. In some cases, you can identify forward-looking statements because they contain words such as “anticipate,” “believe,” “could,” “estimate,” “expect,” “intend,” “may,” “should,” “will,” and “would” or the negative of these words or similar terms or expressions that concern Infinera’s expectations, strategy, priorities, plans or intentions. Forward-looking statements in this press release include, but are not limited to, statements regarding the amount Infinera could receive in direct government funding and tax incentives; statements about Infinera’s strategic positioning in 2025 and beyond; and statements related to the Merger, including the timing of completion of the Merger and the future performance and benefits of the combined business.

    These forward-looking statements are based on estimates and information available to Infinera as of the date hereof and are not guarantees of actual or future performance; actual results could differ materially from those stated or implied due to risks and uncertainties. The risks and uncertainties that could cause Infinera’s results to differ materially from those expressed or implied by such forward-looking statements include statements related to the Merger, including whether the Merger may not be completed or completion may be delayed, and if the Merger Agreement is terminated, there may be a required payment of a significant termination fee by either party; the receipt of necessary approvals to complete the Merger; the possibility that due to the Merger, and uncertainty regarding the Merger, Infinera’s customers, suppliers or strategic partners may delay or defer entering into contracts or making other decisions concerning Infinera; the significance and timing of costs related to the Merger; the impact on us of litigation or other stockholder action related to the Merger; the effects on us and our stockholders if the Merger is not completed; demand growth for additional network capacity and the level and timing of customer capital spending and excess inventory held by customers beyond normalized levels; delays in the development, introduction or acceptance of new products or in releasing enhancements to existing products; aggressive business tactics by Infinera’s competitors and new entrants and Infinera’s ability to compete in a highly competitive market; supply chain and logistics issues and their impact on our business, and Infinera’s dependency on sole source, limited source or high-cost suppliers; dependence on a small number of key customers; product performance problems; the complexity of Infinera’s manufacturing process; Infinera’s ability to identify, attract, upskill and retain qualified personnel; challenges with our contract manufacturers and other third-party partners; the effects of customer and supplier consolidation; dependence on third-party service partners; Infinera’s ability to respond to rapid technological changes; failure to accurately forecast Infinera’s manufacturing requirements or customer demand; failure to secure the funding contemplated by grants Infinera has or may receive from governments, agencies or research organizations, or failure to comply with the terms of those grants; Infinera’s future capital needs and its ability to generate the cash flow or otherwise secure the capital necessary to meet such capital needs; the effect of global and regional economic conditions on Infinera’s business, including effects on purchasing decisions by customers; the adverse impact inflation and higher interest rates may have on Infinera by increasing costs beyond what it can recover through price increases; the effects of tariffs; restrictions to our operations resulting from loan or other credit agreements; the impacts of any restructuring plans or other strategic efforts on our business; Infinera’s international sales and operations; the impacts of foreign currency fluctuations; the effective tax rate of Infinera, which may increase or fluctuate; potential dilution from the issuance of additional shares of common stock in connection with the conversion of Infinera’s convertible senior notes; Infinera’s ability to protect its intellectual property; claims by others that Infinera infringes on their intellectual property rights; security incidents, such as data breaches or cyber-attacks; Infinera’s ability to comply with various rules and regulations, including with respect to export control and trade compliance, environmental, social, governance, privacy and data protection matters; events that are outside of Infinera’s control, such as natural disasters, acts of war or terrorism, or other catastrophic events that could harm Infinera’s operations; Infinera’s ability to remediate its disclosed material weaknesses in internal control over financial reporting in a timely and effective manner, and other risks and uncertainties detailed in Infinera’s SEC filings from time to time; and statements of assumptions underlying any of the foregoing. More information on potential factors that may impact Infinera’s business are set forth in Infinera’s periodic reports filed with the SEC, including its Annual Report on Form 10-K for the year ended December 28, 2024, as well as subsequent reports filed with or furnished to the SEC from time to time. These SEC filings are available on Infinera’s website at www.infinera.com and the SEC’s website at www.sec.gov. Infinera assumes no obligation to, and does not currently intend to, update any such forward-looking statements.

    Use of Non-GAAP Financial Information

    In addition to disclosing financial measures prepared in accordance with U.S. Generally Accepted Accounting Principles (“GAAP”), this press release and the accompanying tables contain certain non-GAAP financial measures that exclude in certain cases stock-based compensation expense, amortization of acquired intangible assets, restructuring and other related costs, warehouse fire recovery, merger-related charges, foreign exchange (gains) losses, net, and income tax effects. Infinera believes these adjustments are appropriate to enhance an overall understanding of its underlying financial performance and also its prospects for the future and are considered by management for the purpose of making operational decisions. In addition, the non-GAAP financial measures presented in this press release are the primary indicators management uses as a basis for its planning and forecasting of future periods. The presentation of this additional information is not meant to be considered in isolation or as a substitute for gross margin, operating expenses, operating margin, net income (loss) and net income (loss) per common share prepared in accordance with GAAP. Non-GAAP financial measures are not based on a comprehensive set of accounting rules or principles and are subject to limitations.

    For a description of these non-GAAP financial measures and a reconciliation to the most directly comparable GAAP financial measures, please see the table titled “GAAP to Non-GAAP Reconciliations” and related footnotes.

    Infinera Corporation
    Condensed Consolidated Statements of Operations
    (In thousands, except per share data)
    (Unaudited)

      Three months ended   Twelve months ended
      December 28,
    2024
      December 30,
    2023
      December 28,
    2024
      December 30,
    2023
    Revenue:              
    Product $ 325,123     $ 373,172     $ 1,103,131     $ 1,304,229  
    Services   89,264       80,284       315,315       309,899  
    Total revenue   414,387       453,456       1,418,446       1,614,128  
    Cost of revenue:              
    Cost of product   212,250       233,693       706,498       810,845  
    Cost of services   44,882       42,643       166,792       167,532  
    Amortization of intangible assets                     10,621  
    Restructuring and other related costs   (56 )     2,218       596       2,218  
    Total cost of revenue   257,076       278,554       873,886       991,216  
    Gross profit   157,311       174,902       544,560       622,912  
    Operating expenses:              
    Research and development   75,214       79,645       300,437       316,879  
    Sales and marketing   40,504       42,532       158,861       166,938  
    General and administrative   31,566       35,112       132,680       124,874  
    Amortization of intangible assets   2,256       2,256       9,025       12,344  
    Merger-related charges   7,550             23,021        
    Restructuring and other related costs   81       4,096       4,186       6,717  
    Total operating expenses   157,171       163,641       628,210       627,752  
    Income (loss) from operations   140       11,261       (83,650 )     (4,840 )
    Other income (expense), net:              
    Interest income   594       982       3,383       2,716  
    Interest expense   (6,746 )     (8,814 )     (32,302 )     (30,609 )
    Other gain (loss), net   (11,547 )     4,739       (20,457 )     15,325  
    Total other income (expense), net   (17,699 )     (3,093 )     (49,376 )     (12,568 )
    Income (loss) before income taxes   (17,559 )     8,168       (133,026 )     (17,408 )
    Provision for (benefit from) income taxes   8,784       (4,705 )     17,312       7,805  
    Net income (loss) $ (26,343 )   $ 12,873     $ (150,338 )   $ (25,213 )
    Net income (loss) per common share:              
    Basic $ (0.11 )   $ 0.06     $ (0.64 )   $ (0.11 )
    Diluted $ (0.11 )   $ 0.06     $ (0.64 )   $ (0.11 )
    Weighted average shares used in computing net income (loss) per common share:              
    Basic   236,974       230,509       234,672       226,726  
    Diluted   236,974       233,090       234,672       226,726  
     

    Infinera Corporation
    GAAP to Non-GAAP Reconciliations
    (In thousands, except percentages)
    (Unaudited)

        Three months ended
      Twelve months ended
        December 28,
    2024
          September 28,
    2024
          December 30,
    2023
          December 28,
    2024
          December 30,
    2023
       
    Reconciliation of Gross Profit and Gross Margin:                                        
    GAAP as reported   $ 157,311       38.0 %   $ 141,214       39.8 %   $ 174,902       38.6 %   $ 544,560       38.4 %   $ 622,912       38.6 %
    Stock-based compensation expense(1)     1,867       0.4 %     2,084       0.6 %     2,328       0.5 %     7,621       0.6 %     10,000       0.6 %
    Amortization of acquired intangible assets(2)           %           %           %           %     10,621       0.7 %
    Restructuring and other related costs(3)     (56 )     (0.0) %     (24 )     %     2,218       0.5 %     596       0.0 %     2,218       0.1 %
    Warehouse fire recovery(4)           %           %           %           %     (1,985 )     (0.1) %
    Non-GAAP as adjusted   $ 159,122       38.4 %   $ 143,274       40.4 %   $ 179,448       39.6 %   $ 552,777       39.0 %   $ 643,766       39.9 %
                                             
    Reconciliation of Operating Expenses:                                        
    GAAP as reported   $ 157,171         $ 152,212         $ 163,641         $ 628,210         $ 627,752      
    Stock-based compensation expense(1)     10,333           12,305           10,429           43,300           52,150      
    Amortization of acquired intangible assets(2)     2,256           2,257           2,256           9,025           12,344      
    Restructuring and other related costs(3)     81           (157 )         4,096           4,186           6,717      
    Merger-related charges(5)     7,550           6,954                     23,021                
    Non-GAAP as adjusted   $ 136,951         $ 130,853         $ 146,860         $ 548,678         $ 556,541      
                                             
    Reconciliation of Income (Loss) from Operations and Operating Margin:                                        
    GAAP as reported   $ 140       0.0 %   $ (10,998 )     (3.1) %   $ 11,261       2.5 %   $ (83,650 )     (5.9) %   $ (4,840 )     (0.3) %
    Stock-based compensation expense(1)     12,200       3.0 %     14,389       4.1 %     12,757       2.8 %     50,921       3.7 %     62,150       3.8 %
    Amortization of acquired intangible assets(2)     2,256       0.5 %     2,257       0.6 %     2,256       0.5 %     9,025       0.6 %     22,965       1.4 %
    Restructuring and other related costs(3)     25       0.0 %     (181 )     (0.1) %     6,314       1.4 %     4,782       0.3 %     8,935       0.6 %
    Warehouse fire recovery(4)           %           %           %           %     (1,985 )     (0.1) %
    Merger-related charges(5)     7,550       1.9 %     6,954       2.0 %           %     23,021       1.6 %           %
    Non-GAAP as adjusted   $ 22,171       5.4 %   $ 12,421       3.5 %   $ 32,588       7.2 %   $ 4,099       0.3 %   $ 87,225       5.4 %
       
        Three months ended Twelve months ended
        December 28,
    2024
      September 28,
    2024
      December 30,
    2023
      December 28,
    2024
      December 30,
    2023
    Reconciliation of Net Income (Loss):                    
    GAAP as reported   $ (26,343 )   $ (14,313 )   $ 12,873     $ (150,338 )   $ (25,213 )
    Stock-based compensation expense(1)     12,200       14,389       12,757       50,921       62,150  
    Amortization of acquired intangible assets(2)     2,256       2,257       2,256       9,025       22,965  
    Restructuring and other related costs(3)     25       (181 )     6,314       4,782       8,935  
    Warehouse fire recovery(4)                             (1,985 )
    Merger-related charges(5)     7,550       6,954             23,021        
    Foreign exchange (gains) losses, net(6)     11,855       (8,039 )     (4,852 )     21,954       (14,755 )
    Income tax effects(7)     655       (788 )     (780 )     (3,120 )     1,292  
    Non-GAAP as adjusted     8,198     $ 279     $ 28,568     $ (43,755 )   $ 53,389  
                         
    Weighted Average Shares Used in Computing GAAP Net Income (Loss) per Common Share:                    
    Basic     236,974       235,832       230,509       234,672       226,726  
    Diluted(8)     236,974       235,832       233,090       234,672       226,726  
                         
    Weighted Average Shares Used in Computing Non-GAAP Net Income (Loss) per Common Share:                    
    Basic     236,974       235,832       230,509       234,672       226,726  
    Diluted(9)     269,422       240,502       259,210       234,672       255,468  
                         
    Reconciliation of Adjusted EBITDA (10):                    
    Non-GAAP net income (loss)   $ 8,198     $ 279     $ 28,568     $ (43,755 )   $ 53,389  
    Add: Interest expense, net     6,152       7,890       7,832       28,919       27,893  
    Less: Other gain (loss), net     308       446       (113 )     1,497       570  
    Add: Income tax effects     8,129       4,698       (3,925 )     20,432       6,513  
    Add: Depreciation     13,333       13,501       17,125       53,308       55,819  
    Non-GAAP as adjusted   $ 35,504     $ 25,922     $ 49,713     $ 57,407     $ 143,044  
                         
    Net Income (Loss) per Common Share: GAAP                    
    Basic   $ (0.11 )   $ (0.06 )   $ 0.06     $ (0.64 )   $ (0.11 )
    Diluted(8)   $ (0.11 )   $ (0.06 )   $ 0.06     $ (0.64 )   $ (0.11 )
                         
    Net Income (Loss) per Common Share: Non-GAAP                    
    Basic   $ 0.03     $ 0.00     $ 0.12     $ (0.19 )   $ 0.24  
    Diluted(9)   $ 0.03     $ 0.00     $ 0.12     $ (0.19 )   $ 0.23  
     

    (1)   Stock-based compensation expense is calculated in accordance with the fair value recognition provisions of Financial Accounting Standards Board Accounting Standards Codification Topic 718, Compensation – Stock Compensation effective January 1, 2006. The following table summarizes the effects of stock-based compensation related to employees and non-employees (in thousands):  

     
        Three months ended   Twelve months ended
        December 28, 2024   September 28, 2024   December 30, 2023   December 28, 2024   December 30, 2023
    Cost of revenue   $ 1,867     $ 2,084     $ 2,328     $ 7,621     $ 10,000  
    Research and development     4,547       4,623       4,917       18,779       22,474  
    Sales and marketing     3,036       3,241       2,328       12,175       13,699  
    General and administration     2,750       4,441       3,184       12,346       15,977  
    Total operating expenses     10,333       12,305       10,429       43,300       52,150  
    Total stock-based compensation expense   $ 12,200     $ 14,389     $ 12,757     $ 50,921     $ 62,150  
     

    (2)    Amortization of acquired intangible assets consists of developed technology and customer relationships acquired in connection with the acquisitions of Coriant and Transmode AB. GAAP accounting requires that acquired intangible assets are recorded at fair value and amortized over their useful lives. As this amortization is non-cash, Infinera has excluded it from its non-GAAP gross profit, operating expenses and net income measures. Management believes the amortization of acquired intangible assets is not indicative of ongoing operating performance and its exclusion provides a better indication of Infinera’s underlying business performance.

    (3)    Restructuring and other related costs are primarily associated with the reduction of headcount and the reduction of operating costs. In addition, this includes accelerated amortization on operating lease right-of-use assets due to the cessation of use of certain facilities. Management has excluded the impact of these charges in arriving at Infinera’s non-GAAP results as they are non-recurring in nature and its exclusion provides a better indication of Infinera’s underlying business performance.

    (4)    Warehouse fire losses were incurred due to inventory destroyed in a warehouse fire in the third quarter of fiscal year 2022. Recoveries are recorded when they are probable of receipt. Management has excluded the impact of this loss and subsequent recoveries in arriving at Infinera’s non-GAAP results as it is non-recurring in nature and its exclusion provides a better indication of Infinera’s underlying business performance.

    (5)    Merger-related charges represent costs incurred directly in connection with the pending merger with Nokia. Management has excluded the impact of these charges in arriving at Infinera’s non-GAAP results as they are non-recurring in nature and the exclusion of these charges provides a better indication of Infinera’s underlying business performance.

    (6)    Foreign exchange (gains) losses, net, have been excluded from Infinera’s non-GAAP results because management believes that this expense is not indicative of ongoing operating performance and its exclusion provides a better indication of Infinera’s underlying business performance.

    (7)    The difference between the GAAP and non-GAAP tax provision is due to the net tax effects of above non-GAAP adjustments. Management believes the exclusion of these tax effects provides a better indication of Infinera’s underlying business performance.

    (8)    The GAAP diluted shares include potentially dilutive securities from Infinera’s stock-based benefit plans and convertible senior notes. These potentially dilutive securities are added for the computation of diluted net income per share on a GAAP basis in periods when Infinera has net income on a GAAP basis, as its inclusion provides a better indication of Infinera’s underlying business performance.

    For purposes of calculating GAAP diluted earnings per share, we used the following net income (loss) and weighted average common shares outstanding (in thousands, except per share data):

     
        Three months ended   Twelve months ended
        December 28,
    2024
      September 28,
    2024
      December 30,
    2023
      December 28,
    2024
      December 30,
    2023
    GAAP net income (loss) for basic earnings per share   $ (26,343 )   $ (14,313 )   $ 12,873     $ (150,338 )   $ (25,213 )
    Interest expense related to the convertible senior notes, net of tax                 104              
    GAAP net income (loss) for diluted earnings per share   $ (26,343 )   $ (14,313 )   $ 12,977     $ (150,338 )   $ (25,213 )
                         
    Weighted average basic common shares outstanding     236,974       235,832       230,509       234,672       226,726  
    Dilutive effect of restricted and performance share units                 682              
    Dilutive effect of 2024 convertible senior notes(a)                 1,899              
    Dilutive effect of 2027 convertible senior notes(b)                              
    Dilutive effect of 2028 convertible senior notes(c)                              
    Weighted average dilutive common shares outstanding     236,974       235,832       233,090       234,672       226,726  
                         
    GAAP net income (loss) per common share:                    
    Basic   $ (0.11 )   $ (0.06 )   $ 0.06     $ (0.64 )   $ (0.11 )
    Diluted   $ (0.11 )   $ (0.06 )   $ 0.06     $ (0.64 )   $ (0.11 )
     

    (a)    For the three- months ended December 28, 2024 and September 28, 2024, there were zero and 1.4 million shares, respectively, excluded from the calculation of diluted net income (loss) per share, due to their anti-dilutive effect. For the twelve- months ended December 28, 2024 and December 30, 2023, there were 1.3 million and 5.8 million shares, respectively, excluded from the calculation of diluted net income (loss) per share, due to their anti-dilutive effect.

    (b)    For each of the three- months ended December 28, 2024, September 28, 2024, and December 30, 2023, there were 26.1 million shares excluded from the calculation of diluted net income (loss) per share, due to their anti-dilutive effect. For both the twelve- months ended December 28, 2024, and December 30, 2023, there were 26.1 million shares, excluded from the calculation of diluted net income (loss) per share, due to their anti-dilutive effect.

    (c)    For the three- months ended December 28, 2024, September 28, 2024, and December 30, 2023, there were no shares excluded from the calculation of diluted net income (loss) per share. For the twelve- months ended December 28, 2024, and December 30, 2023, there were zero and 0.9 million shares, respectively, excluded from the calculation of diluted net income (loss) per share, due to their anti-dilutive effect.

    (9)    The non-GAAP diluted shares include the potentially dilutive securities from Infinera’s stock-based benefit plans and convertible senior notes. These potentially dilutive securities are added for the computation of diluted net income per share on a non-GAAP basis in periods when Infinera has net income on a non-GAAP basis as its inclusion provides a better indication of Infinera’s underlying business performance. Refer to the diluted earnings per share reconciliation presented below.

    For purposes of calculating non-GAAP diluted earnings per share, we used the following net income (loss) and weighted average common shares outstanding (in thousands, except per share data):

     
        Three months ended   Twelve months ended
        December 28,
    2024
      September 28,
    2024
      December 30,
    2023
      December 28,
    2024
      December 30,
    2023
    Non-GAAP net income (loss) for basic earnings per share   $ 8,198     $ 279     $ 28,568     $ (43,755 )   $ 53,389  
    Interest expense related to the convertible senior notes, net of tax     752             1,652             5,370  
    Non-GAAP net income (loss) for diluted earnings per share   $ 8,950     $ 279     $ 30,220     $ (43,755 )   $ 58,759  
                         
    Weighted average basic common shares outstanding     236,974       235,832       230,509       234,672       226,726  
    Dilutive effect of restricted and performance share units     6,328       4,670       682             1,674  
    Dilutive effect of employee stock purchase plan                             53  
    Dilutive effect of 2024 convertible senior notes(a)                 1,899              
    Dilutive effect of 2027 convertible senior notes(b)     26,120             26,120             26,210  
    Dilutive effect of 2028 convertible senior notes(c)                             895  
    Weighted average dilutive common shares outstanding     269,422       240,502       259,210       234,672       255,558  
                         
    Non-GAAP net income (loss) per common share:                    
    Basic   $ 0.03     $ 0.00     $ 0.12     $ (0.19 )   $ 0.24  
    Diluted   $ 0.03     $ 0.00     $ 0.12     $ (0.19 )   $ 0.23  
     

    (a)    For the three- months ended December 28, 2024, September 28, 2024, there were zero and 1.4 million shares, respectively, excluded from the calculation of diluted net income (loss) per share, due to their anti-dilutive effect. For the twelve- months ended December 28, 2024, and December 30, 2023, there were 1.3 million and 5.8 million shares, respectively, excluded from the calculation of diluted net income (loss) per share, due to their anti-dilutive effect.

    (b)    For the three- months ended September 28, 2024, there were 26.1 million shares excluded from the calculation of diluted net income (loss) per share, due to their anti-dilutive effect. For the twelve- months ended December 28, 2024, there were 26.1 million shares excluded from the calculation of diluted net income (loss) per share, due to their anti-dilutive effect.

    (c)    For the three- months ended December 28, 2024, September 28, 2024, and December 30, 2023, there were no shares excluded from the calculation of diluted net income (loss) per share. For the twelve- months ended December 28, 2024, there were no shares excluded from the calculation of diluted net income (loss) per share.

    (10)    Adjusted EBITDA is a non-GAAP supplemental measure of operating performance that does not represent and should not be considered an alternative to operating loss or cash flow from operations, as determined by GAAP. Infinera’s adjusted EBITDA is calculated by excluding the above non-GAAP adjustments, interest expense, net, other gain (loss), net, income tax effects and depreciation expenses. Management believes that adjusted EBITDA is an important financial measure for use in evaluating Infinera’s financial performance, as it measures the ability of our business operations to generate cash.

    Infinera Corporation
    GAAP to Non-GAAP Reconciliations
    (In thousands)
    (Unaudited) 

    Free Cash Flow

    We define free cash flow as net cash provided by (used in) operating activities in the period minus the purchase of property and equipment made in the period.

    Free cash flow is considered a non-GAAP financial measure under the SEC’s rules. Management believes that free cash flow is an important financial measure for use in evaluating Infinera’s financial performance, as it measures our ability to generate additional cash from our business operations. Free cash flow should be considered in addition to, rather than as a substitute for, net loss as a measure of our performance or net cash provided by (used in) operating activities as a measure of our liquidity. Additionally, our definition of free cash flow is limited and does not represent residual cash flows available for discretionary expenditures due to the fact that the measure does not deduct the payments required for debt service and other obligations. Therefore, we believe it is important to view free cash flow as supplemental to our entire statement of cash flows.

     
        Three months ended   Twelve months ended
        December 28,
    2024
      September 28,
    2024
      December 30,
    2023
      December 28,
    2024
      December 30,
    2023
    Net cash provided by operating activities   $ 72,045     $ 44,563     $ 79,652     $ 80,680     $ 49,510  
    Purchase of property and equipment     (28,265 )     (24,090 )     (21,414 )     (75,013 )     (62,314 )
    Free cash flow   $ 43,780     $ 20,473     $ 58,238     $ 5,667     $ (12,804 )
     

    Infinera Corporation
    Consolidated Balance Sheets
    (In thousands, except par values)

      December 28,
    2024
      December 30,
    2023
    ASSETS      
    Current assets:      
    Cash and cash equivalents $ 145,808     $ 172,505  
    Short-term restricted cash         517  
    Accounts receivable, net   336,552       381,981  
    Inventory   308,213       431,163  
    Prepaid expenses and other current assets   155,249       129,218  
    Total current assets   945,822       1,115,384  
    Property, plant and equipment, net   249,496       206,997  
    Operating lease right-of-use assets   36,348       39,973  
    Intangible assets, net   15,794       24,819  
    Goodwill   224,233       240,566  
    Long-term restricted cash   420       837  
    Other long-term assets   61,645       50,662  
    Total assets $ 1,533,758     $ 1,679,238  
    LIABILITIES AND STOCKHOLDERS’ EQUITY      
    Current liabilities:      
    Accounts payable $ 284,992     $ 299,005  
    Accrued expenses and other current liabilities   143,385       110,758  
    Accrued compensation and related benefits   49,942       85,203  
    Short-term debt, net   482       25,512  
    Accrued warranty   13,243       17,266  
    Deferred revenue   134,727       136,248  
    Total current liabilities   626,771       673,992  
    Long-term debt, net   667,930       658,756  
    Long-term accrued warranty   12,264       15,934  
    Long-term deferred revenue   29,290       21,332  
    Long-term deferred tax liability   3,035       1,805  
    Long-term operating lease liabilities   41,601       47,464  
    Other long-term liabilities   36,352       43,364  
    Commitments and contingencies      
    Stockholders’ equity:      
    Preferred stock, $0.001 par value
    Authorized shares – 25,000 and no shares issued and outstanding
             
    Common stock, $0.001 par value
    Authorized shares – 500,000 in 2024 and 500,000 in 2023   
    Issued and outstanding shares – 237,396 in 2024 and 230,994 in 2023
      237       231  
    Additional paid-in capital   2,024,810       1,976,014  
    Accumulated other comprehensive loss   (33,388 )     (34,848 )
    Accumulated deficit   (1,875,144 )     (1,724,806 )
    Total stockholders’ equity   116,515       216,591  
    Total liabilities and stockholders’ equity $ 1,533,758     $ 1,679,238  
     

    Infinera Corporation
    Consolidated Statements of Cash Flows
    (In thousands)

      Twelve months ended
      December 28,
    2024
      December 30,
    2023
    Cash Flows from Operating Activities:      
    Net loss $ (150,338 )   $ (25,213 )
    Adjustments to reconcile net loss to net cash provided by operating activities:      
    Depreciation and amortization   62,333       78,784  
    Non-cash restructuring charges and other related costs   40       1,200  
    Amortization of debt issuance costs and discount   3,680       3,862  
    Operating lease expense   9,252       7,464  
    Stock-based compensation expense   50,921       62,150  
    Other, net   (76 )     (823 )
    Changes in assets and liabilities:      
    Accounts receivable   40,218       38,511  
    Inventory   121,772       (57,864 )
    Prepaid expenses and other current assets   (49,159 )     9,683  
    Accounts payable   (28,258 )     (2,921 )
    Accrued expenses and other current liabilities   11,568       (40,063 )
    Deferred revenue   8,727       (25,260 )
    Net cash provided by operating activities   80,680       49,510  
    Cash Flows from Investing Activities:      
    Purchase of property and equipment   (75,013 )     (62,314 )
    Net cash used in investing activities   (75,013 )     (62,314 )
    Cash Flows from Financing Activities:      
    Proceeds from issuance of 2028 Notes         98,751  
    Repayment of 2024 Notes   (18,747 )     (83,446 )
    Payment of debt issuance cost         (2,108 )
    Proceeds from asset-based revolving credit facility   50,000       50,000  
    Repayment of asset-based revolving credit facility   (50,000 )     (50,000 )
    Repayment of mortgage payable   (470 )     (510 )
    Principal payments on finance lease obligations   (562 )     (1,023 )
    Payment of term license obligation   (10,318 )     (10,417 )
    Proceeds from issuance of common stock   6       14,931  
    Tax withholding paid on behalf of employees for net share settlement   (2,129 )     (2,465 )
    Net cash (used in) provided by financing activities   (32,220 )     13,713  
    Effect of exchange rate changes on cash, cash equivalents and restricted cash   (1,078 )     (16,253 )
    Net change in cash, cash equivalents and restricted cash   (27,631 )     (15,344 )
    Cash, cash equivalents and restricted cash at beginning of period   173,859       189,203  
    Cash, cash equivalents and restricted cash at end of period(1) $ 146,228     $ 173,859  
     

    Infinera Corporation
    Consolidated Statements of Cash Flows
    (In thousands)

      Twelve months ended
      December 28,
    2024
      December 30,
    2023
    Supplemental disclosures of cash flow information:      
    Cash paid for income taxes, net $ 21,790     $ 14,109  
    Cash paid for interest, net $ 27,359     $ 22,394  
    Supplemental schedule of non-cash investing and financing activities:          
    Transfer of inventory to fixed assets $     $ 1,847  
    Property and equipment included in accounts payable and accrued liabilities $ 34,385     $ 10,104  
    Unpaid term licenses (included in accounts payable, accrued liabilities and other long-term liabilities) $ 14,196     $ 23,326  
                   
     

    (1)         Reconciliation of cash, cash equivalents and restricted cash to the condensed consolidated balance sheets (in thousands):  

     
      December 28,
    2024
      December 30,
    2023
           
    Cash and cash equivalents $ 145,808     $ 172,505  
    Short-term restricted cash         517  
    Long-term restricted cash   420       837  
    Total cash, cash equivalents and restricted cash $ 146,228     $ 173,859  
     

    Infinera Corporation
    Supplemental Financial Information
    (Unaudited)

        Q1’23   Q2’23   Q3’23   Q4’23   Q1’24   Q2’24   Q3’24   Q4’24
    GAAP Revenue $(Mil)   $ 392.1     $ 376.2     $ 392.4     $ 453.5     $ 306.9     $ 342.7     $ 354.4     $ 414.4  
    GAAP Gross Margin %     37.5 %     38.0 %     40.3 %     38.6 %     36.0 %     39.6 %     39.8 %     38.0 %
    Non-GAAP Gross Margin %(1)     38.8 %     39.3 %     41.9 %     39.6 %     36.6 %     40.3 %     40.4 %     38.4 %
    GAAP Revenue Composition:                                
    Domestic %     60 %     58 %     59 %     67 %     54 %     58 %     60 %     62 %
    International %     40 %     42 %     41 %     33 %     46 %     42 %     40 %     38 %
    Customers >10% of Revenue           1       1       1                   2       2  
    Cash Related Information:                                
    Cash from Operations $(Mil)   $ (1.8 )   $ 1.4     $ (29.7 )   $ 79.6     $ 24.0     $ (59.9 )   $ 44.5     $ 72.1  
    Capital Expenditures $(Mil)   $ 16.8     $ 10.8     $ 13.3     $ 21.4     $ 8.1     $ 14.6     $ 24.0     $ 28.3  
    Depreciation & Amortization $(Mil)   $ 19.6     $ 19.8     $ 20.0     $ 19.4     $ 15.4     $ 15.6     $ 15.7     $ 15.6  
    DSOs(2)     78       79       76       77       79       76       74       74  
    Inventory Metrics:                                
    Raw Materials $(Mil)   $ 67.6     $ 85.4     $ 110.4     $ 133.6     $ 132.5     $ 119.4     $ 105.2     $ 69.7  
    Work in Process $(Mil)   $ 71.8     $ 71.9     $ 69.9     $ 68.4     $ 68.6     $ 68.7     $ 67.6     $ 67.9  
    Finished Goods $(Mil)   $ 273.6     $ 270.1     $ 276.6     $ 229.2     $ 219.6     $ 196.1     $ 183.3     $ 170.6  
    Total Inventory $(Mil)   $ 413.0     $ 427.4     $ 456.9     $ 431.2     $ 420.7     $ 384.2     $ 356.1     $ 308.2  
    Inventory Turns(3)     2.4       2.2       2.1       2.5       1.8       2.0       2.3       3.1  
    Worldwide Headcount     3,351       3,365       3,369       3,389       3,323       3,334       3,340       3,418  
    Weighted Average Shares Outstanding (in thousands):                                
    Basic     222,393       225,922       228,077       230,509       231,533       234,349       235,832       236,974  
    Diluted     265,921       262,712       257,219       259,210       260,980       265,591       267,999       269,422  
     

    (1)    Non-GAAP adjustments include stock-based compensation expense, amortization of acquired intangible assets, restructuring and other related costs and warehouse fire recovery. For a description of this non-GAAP financial measure, please see the section titled, “GAAP to Non-GAAP Reconciliations” of this press release for a reconciliation to the most directly comparable GAAP financial measures. For reconciliations of prior periods that are not otherwise provided herein, see the prior period earnings releases available on our Investor Relations webpage.

    (2)    Infinera calculates DSO based on 91 days.

    (3)    Infinera calculates non-GAAP inventory turns as annualized non-GAAP cost of revenue, which is calculated as GAAP cost of revenue less stock-based compensation expense, amortization of acquired intangible assets, restructuring and other related costs and warehouse fire recovery, as illustrated in the reconciliation of gross profit above, divided by the average inventory for the quarter.

    The MIL Network

  • MIL-Evening Report: ‘Brain vitrification’: new research shows how the Vesuvius eruption turned a man’s brain to glass

    Source: The Conversation (Au and NZ) – By Louise Zarmati, Senior Lecturer in Humanities and Social Sciences Education, Faculty of Education, University of Tasmania

    A fragment of vitrified brain found at Herculaneum. Guido Giordano et al. / Scientific Reports

    A young man killed in the eruption of Mount Vesuvius in 79 CE was likely overcome by a fast-moving cloud of gas at a temperature of more than 500°C in a process that transformed fragments of his brain into glass, according to new research.

    The man’s remains were discovered in 1961, and in 2020 researchers confirmed that parts of his brain had been turned into glass. This is only example of vitrified brain matter found to date at any archaeological site.

    The new study, led by Guido Giordano of Roma Tre University and published in Scientific Reports, explains how the unusual sequence of rapid heating and cooling required to turn organic matter into glass may have occurred.

    Pompeii’s less famous neighbour

    The city of Pompeii is one of the most famous archaeological sites in Italy and the world. Fewer people know about its smaller neighbour, Herculaneum, which was also destroyed by the devastating eruption of Mount Vesuvius in 79 CE.

    Herculaneum was settled during the sixth century BCE by Greek traders who named it after the Greek hero Herakles (whom the Romans called Hercules). By the first century CE, it had developed into a typical Roman town.

    The excavated ruins of Herculaneum today. Mount Vesuvius can be seen in the background.
    WitR / Shutterstock

    Built on a grid plan, Herculaneum boasted a forum, theatre, elaborate bath complexes, multi-storey buildings and luxurious private seafront villas with spectacular views over the Bay of Naples.

    The town’s population is estimated to have been around 5,000 people at the time of the eruption. They consisted of wealthy Roman citizens, merchants, artisans, and current and freed slaves. About 7 kilometres to the east, Mount Vesuvius loomed.

    A tale of two destructions

    Although Pompeii and Herculaneum were both destroyed, their experiences of the eruption were different.

    Located about 8km southeast of Vesuvius, Pompeii was violently pelted by falling pumice and ash for about 12 hours before its final destruction by what are called “pyroclastic surges”: fast-moving, turbulent clouds filled with hot gases, ash and steam. Pompeii’s end arrived some 18–20 hours after the eruption began.

    Herculaneum’s destruction came much sooner. During the first hours it experienced light ash and pumice fall. Most of the population is believed to have left during this time.

    Then, about 12 hours after the eruption began, in the early hours of the morning, Herculaneum was engulfed by a swift-moving, deadly pyroclastic surge. The deadly cloud of gas, ash and rock swept over the town at speeds greater than 150km per hour. Anyone who had not already escaped died rapidly and violently as the town was buried.

    A rain of ash, a sudden heat

    Casts of the bodies of victims found at Pompeii.
    Lancevortex / Wikimedia, CC BY-SA

    Because of the differences in how the eruption hit the two towns, those who died in each were preserved in different ways.

    At Pompeii, victims were buried under ash that hardened around their bodies. This allowed archaeologist Giuseppe Fiorelli to develop a technique in the 1860s for creating the now-famous plaster casts that dramatically preserved the victims’ final positions at the moment of death.

    At Herculaneum, extreme heat (400–500°C) from pyroclastic surges caused instant death. As a result, we see skeletal remains with signs of thermal shock: skulls fractured from boiling brain tissue and rapidly carbonised flesh.

    Victims found in boat houses and along the shore at Herculaneum in the 1980s appear to have died quickly while waiting to escape by sea.

    ‘The custodian’

    In 1961, Italian archaeologist Amedeo Maiuri discovered a skeleton in a small room of the College of the Augustales, a public building dedicated to worship of the emperor. The victim was lying face-down on the charred remains of a wooden bed.

    Maiuri identified the person as male and about 20 years old, and dubbed him “the custodian” of the Augustales. What was unusual about this skeleton was the appearance of glassy, black material scattered within the cranial cavity, something archaeologists had not seen before at either Herculaneum or Pompeii.

    The carbonised remains of ‘the custodian’ found at Herculaneum.
    Guido Giordano et al. / Scientific Reports

    In 2020, a scientific team led by anthropologist PierPaolo Petrone and volcanologist Guido Giordano conducted the first study of the glassy material using a scanning electron microscope and a neural network image-processing tool. They identified traces of the victim’s brain cells, axons and myelin in the well-preserved sample.

    Petrone and Giordano concluded that the conversion of the man’s brain tissue into glass was the result of its sudden exposure to scorching volcanic ash followed by a rapid drop in temperature.

    Brain of glass

    The follow-up study, released today in Scientific Reports, provides a more detailed analysis of the vitrification process. The scientists estimate the temperature at which the brain transformed into glass had to be above 510°C, followed by rapid cooling.

    The researchers propose the following scenario to describe the victim’s death and explain how his brain was vitrified.

    The victim died when he was engulfed by the fast-moving, extremely hot ash cloud of the pyroclastic surge. His brain rapidly heated to a temperature exceeding 510°C. The thick bones of the skull may have protected the brain tissue from turning to gas and vaporising.

    Fragments of the man’s brain were turned into glass by a very particular process of rapid heating and cooling.
    Guido Giordano et al. / Scientific Reports

    Within minutes, the ash cloud dissipated and the temperature quickly dropped to around 510°C, a temperature suitable for vitrification. The researchers also believe the fact the brain was broken into small pieces allowed it to cool quickly and therefore vitrify.

    In the final phase of the eruption, Herculaneum was buried by thick, lower-temperature deposits that preserved what remained of the man’s body in cement-like material. The vitrification resulted in the preservation of complex neural structures such as neurons and axons.

    This research makes a significant contribution to scientific knowledge. After centuries of archaeological research, this is still the only known example of human brain matter preserved by vitrification.

    Louise Zarmati 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. ‘Brain vitrification’: new research shows how the Vesuvius eruption turned a man’s brain to glass – https://theconversation.com/brain-vitrification-new-research-shows-how-the-vesuvius-eruption-turned-a-mans-brain-to-glass-250918

    MIL OSI AnalysisEveningReport.nz

  • MIL-OSI New Zealand: Speech to LGNZ Metro, Rural and Provincial sectors meeting

    Source: New Zealand Government

    Good afternoon, everyone. Today I’d like to talk to you about progress the Government has made on our Going for Housing Growth agenda. I’m also excited to announce policy decisions that will improve infrastructure funding and financing to get more houses built. 

    Thank you to Local Government New Zealand for hosting this meeting. It is crucial that central and local government, work together in the areas of housing, planning reform, and transport to unlock New Zealand’s potential. 

    NEW ZEALAND’S HOUSING CHALLENGES

    Let’s start with an overview of our housing challenge. 

    Over the last three decades real house prices in New Zealand increased more than any other OECD country. According to the OECD’s Better Life Index, we also rank 40th out of 41 countries for housing affordability – just in front of the Slovak Republic. 

     Put simply, our housing market has held us back economically and socially:

    • New Zealanders spend a larger share of their income on housing – meaning less disposable income can go towards goods, services, and investments,
    • In 2022, more than half of all household wealth was tied up in land and houses,
    • Homeownership rates are near their lowest in 80 years,
    • Young people are leaving New Zealand to find better opportunities, and 
    • There are 20,300 families on the social housing wait list.

    But it hasn’t always been like this. Just 23 years ago in 2002, New Zealand had a house price to wage ratio of 3:1. Now, house prices outstrip wages by over 6:1.

    The worst part about this is that we have known about our housing crisis – and how to fix it – for over a decade. 

    In fact, the first two recommendations in the Productivity Commission’s 2012 inquiry into housing affordability were:

    1. For central and local government to free up more land for housing in the inner city, suburbs, and city edge; and 
    2. To ensure greater discipline around charging for growth infrastructure. 
      Since then, report after report and inquiry after inquiry has found that our planning system, particularly restrictions on the supply of developable urban land, are at the heart of our housing affordability challenge. 

    This Government has seen the evidence, listened, and is getting on with the job. 

    I am determined to fix our housing crisis by addressing the root cause of the problem, focusing on the fundamentals, and treating housing as a complete and dynamic system. 

    Getting the settings for housing and land markets right will do three things:

    1. Lift economic growth and productivity,
    2. Reduce the social consequences of unaffordable housing, and 
    3. Help us get the Government’s books back in order.

    HOUSING IS AN ENABLER OF ECONOMIC GROWTH AND PROSPERITY

    I want to spend a bit of time focusing on the relationship between housing and economic growth. 

    Housing is a basic human need, and it is also an enabler of productivity, and for decades, New Zealand has suffered from a productivity disease.

    As Paul Krugman so famously observed, “Productivity isn’t everything, but in the long run, it’s almost everything.”

    Productivity growth is a key driver of our standard of living and prosperity.

    It will probably surprise – and I hope alarm you – to learn that our productivity is closer to places like Poland, Hungary, and the Czech Republic than it is to Australia, Canada, the United Kingdom, or the United States.

    In other words, our productivity rates are on par with countries that endured 40 years of communism.

    To turn this around, the Government is focused on going for growth, whether that’s in trade, foreign investment, innovation and technology, competition, infrastructure, or housing – the whole shebang.

    It is not going to be easy to really get growth and productivity going in New Zealand. But, in my view, getting the underlying settings housing and land markets right will do a lot of the heavy lifting. 

    There is now a mountain of economic evidence that cities are engines of productivity, and the evidence shows bigger is better. 

    In New Zealand, it is estimated that doubling a city’s population could increase output by 3.5%. And, on average, workers in cities earn one third more than their non-urban counterparts.

    Throughout history, cities have been the hub of innovation. Think 15th century Florence, 17th century Amsterdam, 18th century London, and San Francisco today.

    Cities are powerful engines of growth because they foster agglomeration economies – which are the benefits that occur when firms and people cluster together. When people are close, we can more effectively:

    • Share infrastructure, supply chains, and capital,  
    • Match skills to jobs, and 
    • Learn from each through the exchange of knowledge and ideas. 

    A floor filled with smart people working next to each other and chatting over coffee, in a building filled with floors, in a city full of buildings, unsurprisingly, enables greater opportunities.

    Proximity encourages collaboration and innovation. 

    So, the question is, are we making the most out of New Zealand’s cities? 

    If we are honest with ourselves, the answer is no. 

    Quite often I experience ‘housing utopia whiplash’ – one article says, “don’t put intensification here, we need to protect the wooden villas”, another says “don’t do greenfield development, it contributes to more emissions”. 

    But if you can’t go up or out, you can’t go anywhere. 

    To make housing more affordable, our cities need to growth both up and out – we need bigger cities and, we need more houses.

    Having more affordable housing would also free up more disposable income and capital for investment in businesses, capital, infrastructure, and people.

    Modelling shows, that under an ‘ambitious scenario’ of removing all supply-side constraints, New Zealand could increase output per worker by up to 1.6%, increase workers moving from Australia to New Zealand’s high-productivity regions by up to 7.2%, and increase GDP by up to 8.4%.

    Now, removing all supply-side constraints is not realistic – but what I do know is that we can do so much more than we are now. 

    ACTIONS ON GOING FOR HOUSING GROWTH SO FAR

    In July last year, I outlined our Going for Housing Growth policy: 

    • Pillar 1: freeing up land for development and removing unnecessary planning barriers, 
    • Pillar 2: improving infrastructure funding and financing to support urban growth, and 
    • Pillar 3: providing incentives for communities and councils to support growth.

    We have made good progress on Pillar 1 which includes Housing Growth Targets for Tier 1 and 2 councils to “live-zone” 30-years of housing demand, making it easier for cities to expand, strengthening the intensification provisions in the NPS-UD, putting in new rules requiring councils to enable mixed-used development, and abolishing minimum floor areas and balcony requirements.

    Details about how Pillar 1 will be implemented will be announced in the coming months.

    Today, I will announce policy decisions Cabinet has made on Pillar 2, which I will get to shortly. 

    Officials are also working away on Pillar 3 in the context of Pillars 1 and 2, which will ensure that councils and communities face strong incentives – carrots or sticks – for growth.

    To help fix the housing crisis, the Government has also:

    • Passed the Residential Tenancies Amendment Bill to make sensible changes to tenancy rules to encourage landlords into the market;
    • Passed legislation to make it easier for international investment into “Build to Rent” housing; 
    • Passed the Fast-track Approvals Act which makes it much easier to consent large-scale housing developments;
    • Funded 1,500 new social housing places delivered by Community Housing Providers; and
    • Established a Residential Development Underwrite scheme to support construction during the market downturn.

    Before the next election, we will have also replaced the Resource Management Act with new legislation. More on that next month.

    ANNOUNCEMENTS ON PILLAR 2

    Now let’s talk about Pillar 2 – improving infrastructure funding and financing to support urban growth. 

    I know central government has given local government a hard time about not zoning enough land for housing. I’ve done it once or twice before. 

    And it’s true, you haven’t.

    But what I have heard from you and housing experts, is that freeing up urban land is not enough on its own. We also need to ensure the timely provision of infrastructure. 

    Put simply, you can’t have housing without land, water, transport, and other community infrastructure. It’s a package. 

    However, under the status quo, councils and developers face significant challenges to fund and finance enabling infrastructure for housing.

    I hope you’ll agree with me that existing tools like Development Contributions (DCs), and the Infrastructure Funding and Financing (IFF) Act are not fit for purpose. 

    We want to move to a future state where funding and financing tools enable a responsive supply of infrastructure where it is commercially viable to build new houses. 

    This will shift market expectations of future scarcity, bring down the cost of land for new housing, and improve incentives to develop land sooner instead of land banking.

    To achieve this future, our overarching approach is that ‘growth pays for growth’.

    So, today, I am excited to announce five key changes to our infrastructure funding settings that will get more houses built:

    • The first is replacing DCs with a Development Levy System, 
    • The second is establishing regulatory oversight of Development Levies to ensure charges are fair and appropriate, 
    • The third is increasing the flexibility of targeted rates, 
    • The fourth is improving the Infrastructure Funding and Financing Act, and 
    • The fifth is broadening existing tools to support value capture.

    Essentially, we are developing a flexible toolkit of mechanisms to ensure growth pays for growth”.  There is no funding and financing mechanism that will suit all developments. But the flexible toolkit I’m about to outline will help ensure a responsive supply of infrastructure.

    Development Levies system

    Let’s start with replacing DCs with a Development Levy system. 

    Under the status quo, councils can only recover infrastructure costs for planned, costed, and in-sequence developments. In effect, this means councils can only recover costs if they have certainty about when, where, and what development occurs.

    But this level of certainty isn’t realistic. We don’t live in Ebenezer Howard’s “Garden City” or “planners paradise”, and we’re not stuck in the Soviet Union. We want growth to be demand-led, not planner-led. 

    We know DCs aren’t working, because councils haven’t been able to effectively recover growth costs, leaving ratepayers to pick up the cheque.

    For example, Auckland Council estimates that $330m in growth infrastructure costs for Drury will be met by ratepayers, not by the beneficiaries of the infrastructure. Similarly, Tauranga City Council has reported 16 percent under-recovery for projects that were included in DC policies, which saw over $70m of debt expected to be transferred to ratepayers.

    Not only is this unfair, but it makes existing residents resistant to growth.

    The political economy of housing is stacked against actually building it. It is not surprising that existing ratepayers mobilise against new housing when they’re required to pick up the tab for the infrastructure required for it.

    DCs were designed in 2002 for a world with a strategy of “urban containment”, where councils put rings around and ceilings on top of our cities.

    The old model was to plan cities carefully. 

    So, we sequenced, and planned, and costed the infrastructure, then urban land was dripped slowly into the market. This meant that councils had lots of control over the release of urban land.  

    But these constraints also created a scorching hot land and housing market driven by artificial scarcity.  

    Pillar 1 is about upending the system by live zoning 30 years’ worth of housing demand at any one-time for Tier 1 and 2 councils, flooding the market with development opportunities and fundamentally making housing more affordable. 

    We are deliberately upending the artificial planning and zoning constraints that have made it difficult to use land for housing.

    Once Pillar 1 goes live and there is an abundance of urban land, councils won’t be able to plan or cost growth in detail anywhere, everywhere, all at once – it’s simply not feasible. 

    So, we need a flexible funding and financing system to match the flexible planning system. 

    That’s Development Levies.  

    Under this new system, councils and other infrastructure providers will be able to charge developers for their share of aggregate infrastructure growth costs across an urban area over the long-term.

    Development Levies will provide far more flexibility for councils and other infrastructure providers to recover costs for any in-sequence development – whether it planned and costed, or not. 

    Quite simply, this tool will respond to growth and recover costs, no matter where the growth occurs within land zoned for housing.

    For areas that are zoned for housing – remembering there will be a lot more of it under our new system – Development Levies will look like:

    • Separate levies that are ring-fenced for each specific infrastructure service such as drinking water, wastewater, and transport; 
    • Specific “levy zones”, which are expected to cover pre-defined urban areas that are larger than most current DC catchments; 
    • Discretion for councils to impose additional charges on top of the base levy in specific locations that require a particularly high-cost service;
    • A prescribed methodology that councils and infrastructure providers must follow to determine aggregate growth costs and standardised growth units; and 
    • Consideration of different models of infrastructure delivery including support for first-mover developers and recovering council costs for infrastructure owned by another entity.

    For out-of-sequence development, there will be a process councils or water service providers must follow to determine an appropriate levy – or Infrastructure Funding and Financing Act levies could be used. As I say, this is a toolkit of approaches to ensure infrastructure is funded and built.

    The new Development Levy system has many benefits.

    It will reduce financial risks for councils and could moderate rate increases, better incentivising communities to support growth.

    It will improve the predictability of infrastructure charges. Where these charges are credibly signalled in advance, we expect developers will account for added costs in shopping for developable land, lowering the amount they are willing to pay.

    It will increase transparency and reduce administrative complexity for councils.

    Regulatory oversight 

    The second change is to create regulatory oversight of the development levy regime.

    Councils can have monopolistic pricing power as the sole provider of certain infrastructure. 

    The new levy system will restrict local authority discretion about various matters, such as setting the methodology used to allocate project costs.

    But it is important that prices are fair and appropriate, so we will also establish regulatory oversight of Development Levies, which will be integrated with the regulatory oversight of water services and rates. 

    While the wider system is being designed, we will put in interim oversight arrangements, which may include requirements around transparency and information disclosure, and having an independent assessment of proposed levies. 

    Work is underway on this area right now and the government will be engaging with councils and developers in the coming months to get the details right.

    Increasing the flexibility of targeted rates

    Now moving onto targeted rates. 

    I understand that not everyone, particularly small councils, will be up for using the Development Levy system. So, we are also making changes to targeted rates to support urban growth. 

    We will allow councils to set targeted rates that apply when a rating unit is created at the subdivision stage. This will enable councils to set targeted rates that only apply to new developments. And, for small councils, this could be used as a good alternative to Development Levies.

    Additionally, this change will enable targeted rates and Development Levies to be used together where projects benefit existing residents and provide for growth.

    Infrastructure Funding and Financing Act changes

    Fourth, we will be making changes to the IFF Act.

    The IFF Act was passed in 2020 so that developers could freely arrange private funding and financing solutions for enabling infrastructure. It was supposed to allow developers to bypass the issue of relying on councils for the timely provision of infrastructure. 

    However, in the five years since it was passed, no levy proposals have been received for new residential developments, likely due to its complexity and administrative burden.

    My Undersecretary Simon Court has been leading the work here and he will speak to the full suite of changes we are making shortly. 

    But at a high-level, the Government has agreed to make several remedial amendments to improve the effectiveness of the Act, particularly for developer-led projects. These changes will remove unnecessary barriers and make the overall process simpler. 

    Broadening existing tools to support cost recovery and value capture

    But what I am really excited about is broadening existing tools like the IFF Act to support value capture and cost recovery.

    As a general principle, those who benefit from publicly funded infrastructure should help contribute to the cost of it. New state highways, for example, create benefits for private landowners by unlocking capacity for new development or improving journeys for existing households.

    New busways or rail lines clearly create benefits for those located near the stations.

    So, we will enable IFF Act levies to be charged for major transport projects, e.g., projects delivered by NZTA.

    This change has the potential to kickstart our embrace of Transit Oriented Development or TOD.

    TOD promotes compact, mixed-use, pedestrian friendly cities, with development clustered around, and integrated with, mass transit. The idea is to have as many jobs, houses, services and amenities as possible around public transport stations.

    This is not an untested theory: transit-oriented development has been adopted across world-class in cities like Stockholm, Copenhagen, Tokyo, and Singapore – all of which use some form of value capture.

    We looked at establishing a complicated new tool that tries to calculate land value uplift to essentially tax windfall gains, but we have concluded that it is fine in theory but much harder in reality. 

    Our preference is for a much simpler solution that builds on existing legislation – getting beneficiaries to pay for some proportion of the cost of the investment through infrastructure levies.

    Henry George would certainly approve.

    Conclusion

    Today’s announcement outlines our plans to establish a flexible funding and financing system – Pillar 2 – to complement our new flexible planning system – Pillar 1.

    These are some big changes, and it will take some time to get them right. Our aim is to have legislation in the House by September this year, to come into effect next year.

    What I can promise is that my officials will engage with councils and developers to ensure we create a future state that works:

    Where urban land is abundant, the supply of infrastructure is responsive, and where there are loads of development opportunities and housing choice for New Zealanders. 

    Today’s changes to funding and financing tools, together with freeing up urban land both inside and at the edge of our cities is a massive feat for: 

    • urban nerds,  
    • proponents of economic growth, 
    • champions of housing affordability, and 
    • all New Zealanders really. 

    Solving our housing crisis is my top priority. It will mean a more productive, wealthier, and more prosperous New Zealand and I won’t rest until that’s done. 

    Thank you.

    MIL OSI New Zealand News

  • MIL-OSI China: European countries vow retaliation against Trump’s tariff threat

    Source: China State Council Information Office

    Transatlantic trade tensions have escalated following U.S. President Donald Trump’s announcement of a 25 percent tariff on European imports, with European countries warning that Europe will react “firmly and immediately” against unjustified barriers.

    The tariff plan announced by Trump on Wednesday covers various European imports, including cars and other goods. Speaking at a White House cabinet meeting, he claimed that the EU has “taken advantage of” the United States by blocking American cars and agricultural products.

    Flags of the European Union fly outside the Berlaymont Building, the European Commission headquarters, in Brussels, Belgium, Jan. 29, 2025. (Xinhua/Meng Dingbo)

    In response, European Commission spokesperson Olof Gill said on Thursday at a press briefing that American businesses have reaped significant profits from investments in Europe.

    “By creating a large and integrated single market, the European Union (EU) has facilitated trade, reduced costs for EU exporters and harmonized standards and regulations across all our member states. As a result, U.S. investments in Europe are highly profitable,” he stressed.

    Regarding the tariffs, the European Commission said on Wednesday that the EU would react “firmly and immediately” against unjustified barriers to free and fair trade, including when tariffs are used to challenge legal and non-discriminatory policies.

    Speaking in Washington on Thursday, European Parliament President Roberta Metsola underscored that Europe and the United States have shared values and warned against isolation. She reaffirmed that the EU is ready to respond “firmly and immediately against unjust barriers to free and fair trade.”

    France and Spain shared the EU stance on retaliation, calling for unity to defend Europe’s interests.

    According to French media Le Figaro, French Economy Minister Eric Lombard, who is now participating in the G20 finance minister meeting in Cape Town, South Africa, said that the EU must protect its interests by doing the same as what the United States did.

    “We need to have a firm and proportionate reaction,” French Defense Minister Sebastien Lecornu told France Info in an interview on Thursday. “The EU must react in the firmest possible way, in the most immediate way and I insist in the most proportionate way, because that’s how it works,” he said.

    The EU will defend itself “against those who attack it with absolutely unjustified tariffs that threaten our economic sovereignty,” Spanish Prime Minister Pedro Sanchez said at an event in the Basque Region of northern Spain. He stressed that the EU was “prepared” and the member states will “adopt measures proportionate” in response to the tariffs.

    He emphasized EU’s commitment to open trade and cooperation, in contrast to Trump’s promotion of “isolation.” “We will not abandon that route, because we will keep on looking for collaboration between countries, commercial openness and a multilateral system that is more important than ever,” Sanchez said.

    In addition, he rejected Trump’s statement made on Wednesday that the EU was “formed to screw the United States,” arguing that many of the rich in America are, in fact, “thanks to Europe.”

    On social media platform X, Polish Prime Minister Donald Tusk echoed Sanchez’s stance. He posted: “The EU was not formed to screw anyone. Quite the opposite. It was formed to maintain peace, to build respect among our nations, to create free and fair trade, and to strengthen our transatlantic friendship.”

    Adolfo Urso, Italian Minister of Enterprises and Made in Italy, expressed concern over escalating trade tensions with the United States, noting that Italy, with its export-driven economy, is “obviously worried.” Speaking to the media in Paris on Thursday, he stressed the need to avoid a trade war, emphasizing that the West should remain united rather than divided.

    However, Italian industrial leaders have called for a stronger response, blaming Trump’s policy for hindering Europe’s economic development. Emanuele Orsini, president of the Italian industry association Confindustria, warned that Trump’s tariffs disrupt trade dynamics and threaten European businesses and jobs.

    “The real goal of the U.S. is the deindustrialization of our continent,” he said in a statement. “Europe must change the gear: time is up. The measures announced today in Brussels are insufficient,” he added, calling it a “dark hour” for Europe. 

    MIL OSI China News

  • MIL-OSI USA: Duckworth Rips Trump for Firing More Veterans Than Any Other President, Uplifts Impacted Veterans’ Personal Stories During National VoteVets Town Hall

    US Senate News:

    Source: United States Senator for Illinois Tammy Duckworth

    February 27, 2025

    [WASHINGTON, D.C.] – Today at an emergency national town hall hosted by VoteVets, combat Veteran and U.S. Senator Tammy Duckworth (D-IL)—a member of the U.S. Senate Veterans’ Affairs Committee (SVAC) who still receives her own health care services through the U.S. Department of Veterans Affairs (VA)—called out Donald Trump and Elon Musk for inflicting needless pain and chaos on our nation’s Veterans. During the town hall, Veterans who have been fired by Elon Musk’s DOGE bravely came forward—for the first time—to share how Trump’s cuts and layoffs have uprooted their lives. Duckworth pledged to continue advocating for our nation’s heroes and pushing back against the Trump Administration’s harmful policies and employee purges that are leaving Veterans jobless and jeopardizing their access to critical VA care and benefits. Full video of Duckworth’s remarks and Veterans’ testimonies during the town hall can be found on YouTube.

    “Donald Trump is firing more Veterans than any other President in recent history and jeopardizing access to the care and benefits our heroes have earned through their service,” said Duckworth. “How dare a five-time draft dodging coward turn his back on the men and women who, unlike him, actually were brave enough to serve our nation in uniform. Let’s call Trump and Musk’s DOGE cuts what they are: They’re a middle finger to our Veterans, and they’re a slap in the face to the sacrifices they’ve made. Trump and unelected billionaire Elon Musk may not know the first thing about sacrifice and service, but our Veterans sure as hell do. We will not be quiet, and I will never stop working to honor the commitment we’ve made to our nation’s heroes.”

    During the town hall, Veterans courageously came forward to share their stories and detail the real damage Trump and Musk have had on their lives:

    Dustin Conklin—a Veteran from Caseyville, Illinois—said in part: “I’m a Veteran of the United States Navy. This fall, I took a job with the Natural Resources Conservation Service for the USDA. The USDA moved me out here to Illinois. I left where I was secure, I left my support network… On February 13th in the middle of the night, I open up my email and I get a blank email with an attachment saying I was fired… I’m going to lose my health insurance that covers me and my daughter. My health insurance is important because I have regular therapy appointments and access to medication that I’m about to lose… And through this whole time, I see on the internet Elon Musk playing with chainsaws and the President posting things laughing about making people cry. It’s been defeating.”

    Frances Greenley—a Veteran from Lake Stevens, Washington—said in part: “During my time in the Coast Guard, I was a Naval Engineering Officer which meant I ran all of the maintenance contracts on the ships. It was very important for the people managing the contracts to make sure there was no waste, fraud and abuse. When I got out of my service, I went to work for the federal acquisition service—we are on the front lines of fighting waste, fraud and abuse… Like Dustin, my supervisors didn’t know I was terminated, I forwarded them my termination letter… I was fired by a political appointee in a form letter… If [Trump and Elon] want to increase the transparency and best use of the dollar, you would increase personnel who are project management specialists and contracting officers–but they terminated me instead.”

    Kyle Lewis—a Veteran from Columbia, Maryland—said in part: “I joined the Navy back in the 1990s. I was diagnosed with stage 4 cancer in January 2020. I was given 6 weeks to live, my doctor said if you don’t start this experimental and aggressive treatment now, you’re not going to be here much longer. I was fortunate to get into a clinical trial at Johns Hopkins, which was funded by the NIH—I say was funded because it’s not anymore. The cuts that DOGE has made to cancer research as well as other lifesaving medical research has put my cancer research at risk, as well as millions of Americans including Veterans and children who are in far worse situations than I am… I just find this absolutely disgusting as an American. This is not how we take care of our family, our friends and our communities.”

    In the wake of Trump and Musk’s mass federal layoffs, Duckworth has repeatedly expressed her outrage that many Veterans suddenly found themselves jobless. After the first VA purge laid off workers with the Veterans Crisis Line—including several Veterans—Duckworth successfully pushed the Trump Administration to reinstate these devoted public servants that work to support our Veterans in their darkest moments.

    Additionally, Duckworth joined U.S. Senator and SVAC Ranking Member Richard Blumenthal (D-CT) and a group of 34 Democratic Senators calling on VA Secretary Collins to immediately reinstate the more than 1,000 VA employees terminated earlier this month who serve Veterans and their families nationwide.

    Duckworth’s full remarks as prepared for the town hall can be read below:

    Hello everyone, thank you for being here today.

    I actually invited President Musk—I mean Elon Musk—to join us as well. But I’m not shocked that he didn’t have the courage necessary to show up—after all, he and Trump never actually show up for the Veterans they claim to care about.

    They never actually have our backs.

    But the good news is that my Democratic colleagues do, including Washington Attorney General Nick Brown and Baltimore County Councilmember Pat Young, who are both here with me this afternoon.

    Look, on the campaign trail, Trump promised to look out for Veterans and servicemembers. Obviously, this was a lie.

    Obviously, a man who claims to “know more” than our generals who have served honorably for decades… A man who calls our fallen servicemembers “suckers and losers”… A man who cried “bone spurs” when his nation needed him the most…

    Obviously someone as ignorant as this wouldn’t mind executing the most craven political move imaginable: Using our heroes as political pawns to get elected, then abandoning them once he takes office.

    To give a quick summary of the past few weeks:

    Trump and Musk have slashed roughly 2,400 VA jobs…A decision that won’t make things more efficient, like they claimed, but will actually lead to longer wait times, more backlog and more chaos for Veterans.

    They’ve also launched a wider purge of federal workers—firing, in total, an estimated 6,000 Veterans, including the folks behind the Veterans Crisis Line.

    The only reason they are doing this is to try to find enough loose change behind the couch cushions so that they can give even bigger tax breaks to the rich guys they pal around with on the golf course.

    Let me say that another way: They care more about making sure Mar-a-Lago billionaires can buy yet another private jet than ensuring our Veterans have access to the benefits and care they have earned.

    So let’s call this what it is: It’s a middle finger to our heroes. It’s a slap in the face to the sacrifices they’ve made. It’s BS, frankly. And every one of us who has served should feel insulted.

    Donald Trump has fired more Veterans than any other President in recent history.

    How dare a five-time draft dodging coward turn his back on the men and women who, unlike him, actually were brave enough to serve our nation in uniform?

    How dare he call himself king, and act like servicemembers are his subjects—as if they are not the reason America is already great?

    How dare he and Elon Musk sit in their ivory towers and use their power to stomp on those feeling powerless?

    Listen, I heard Secretary Collins’ lie last week that not one Veterans Crisis Line worker was fired in this purge.

    But the thing is, I’ve also heard directly from Veterans nationwide who’ve proven that this is untrue—who’ve reached out and personally shared with me their actual letters of termination.

    I fought to get these folks reinstated, and I’m grateful that after such a loud outcry, we were able to get them their jobs back.

    But there are so many others still left out in the cold, unsure how they’ll be able to put food on the table for their families next week…

    Veterans who’ve been abandoned by the VA Secretary who is supposed to have their backs.

    Secretary Collins has either been lied to about these firings or is knowingly, repeatedly lying to the American people.

    If it’s the former, then all he has to do is check his casework inbox. If it’s the latter… then, well, shame on you, Secretary. Shame. On. You.

    Think about it: The Crisis Line is where Veterans turn when they are considering suicide or self-harm.

    The public servants working there are doing some of the toughest work imaginable to support our heroes in their absolute darkest hour.

    These are the people Trump and Musk are happy to throw by the wayside. That should tell you everything you need to know about how this Administration actually feels about our Veterans. That should tell you how patriotic they really are. Trump may like to wrap himself in the flag with one hand, but with the other, he’s signing off on the orders that sell out our heroes to line his own pockets.

    There are countless tragic examples of how DOGE’s purge has already caused havoc. To name just a few: A health care appointments have been cancelled due to staffing shortages…The number of beds and operating rooms at VA facilities have been cut down… And suicide prevention training sessions have been postponed or canceled. These jobs should’ve never been threatened in the first place. 

    And for Secretary Collins to say that no damage was done here is a straight-up betrayal of the people he is supposed to be serving.

    It’s an insult to Americans like Chelsea Milburn… A Navy reservist who, after being fired from her job in the Department of Education, said, quote: “I feel like I have served my country admirably, and now it has betrayed me.”

    It’s an insult to folks like Francis Greenley, who you’ll hear from shortly: Francis is a Coast Guard Veteran whose decades-long job was quite literally putting out fires on military ships as well as fighting waste and fraud in the military budget.

    I guess Musk didn’t see the irony behind firing someone that—unlike DOGE—was actually making our government more efficient.

    And it’s an insult to people like Jacob Adam Bushno…A disabled Veteran and a constituent of mine who joined the Army his junior year, right after 9/11.

    Jacob served two tours in Iraq. Then, when he came home, despite suffering from PTSD, he dedicated his life to continuing his service, this time for the federal government—working as a wildland firefighter and forest technician among other jobs.

    Jacob was part of this month’s purge. As he told my team this week: “I’ve always served this country. In some way, shape or form, I’ve always served. I’ve either tried to protect our country from terrorism or bad guys or Mother Nature.

    “So this has been a gut-shot—a pretty bad one—and it’s taken its toll on me. If [Trump and Musk] actually cared about Veterans, they wouldn’t be treating any of us like this… They aren’t making our country better. They’re making it worse.”

    Jacob is right.

    So let me just close with this: Everyone on this call today knows how much our Veterans have done for our nation.

    Trump and Musk may not know the first thing about sacrifice and service. But our Veterans sure as hell do.

    So please know that I will never stop fighting for our heroes, no matter who’s in the White House.

    But I’m counting on each of you to be my partners in this work.

    After all, we’ve already seen proof that our collective pressure campaign is working: Trump’s VA was ready to cut hundreds of contracts that would’ve even further hurt Veterans health services from providing cancer care to assessing toxic exposure.

    But they were forced to backtrack—because we spoke out. Because we made noise. So we can’t stop there.

    Look, I get how in this moment, it’d be easy to feel defeated… to want to tune out rather than turn on the news. 

    But now more than ever, we can’t let ourselves become disengaged. We have to channel our outrage into action. Because there’s too much at stake to get discouraged.

    There will always be people in hallowed halls who try to use their power to only look out for themselves. But here’s what I know: the power of the people is always greater than the people in power.

    And if we want tomorrow to be better than yesterday, we have to come together…We have to recognize that our voices DO matter… Then we have to use those voices to speak out… even if—especially when—anyone tries to silence us.

    You have my word that I am with you. That I am listening to you. That I am one of you. And that I will never abandon you.

    It’s an absolute honor to call myself part of this team… and to have you all as my partners on the front lines of this fight.

    -30-

    MIL OSI USA News

  • MIL-OSI United Kingdom: New deal for GPs will fix the front door of the NHS

    Source: United Kingdom – Executive Government & Departments

    Press release

    New deal for GPs will fix the front door of the NHS

    GP contract reforms will fix the front door of the NHS and see the return of the family doctor, while helping end the 8am scramble for appointments

    • Biggest doctor’s union backs new government deal with GPs to fix the front door of the NHS and bring back the family doctor 

    • Slashing red tape and cutting box ticking targets will free up GPs and take the first steps to end the 8am scramble for appointments 

    • Reforms will be backed by increased funding to reverse years of under investment in General Practice 

    • Agreement with the BMA on the GP contract for the first time in four years is a reset of relations after recent collective action that has blighted the health service 

    For the first time in four years, government and GP representatives have agreed reforms to GP contracts, to fix the front door of the NHS and bring back the family doctor, which was identified as a priority by the Health and Social Care Secretary when he first joined the department. 

    The new deal agreed yesterday (February 27) between the government and British Medical Association (BMA) will free up doctors from red tape and box-ticking targets to concentrate on what they do best – treating patients. 

    The new agreed contract will modernise general practice by requiring GP surgeries to allow patients to request appointments online throughout working hours from October, freeing up the phones for those who need them most, and making it easier for practices to triage patients based on medical need. The reforms are part of the government’s Plan for Change to make general practice fit for the future and will support GPs in taking the first steps to end the 8am scramble for appointments, which so many patients currently endure every day – in turn improving access to GPs for everyone. 

    The deal for family doctors is backed by the biggest funding boost for General Practice in years, reversing the decade-long cuts to general practice funding as a share of the NHS budget. 

    Health and Social Care Secretary, Wes Streeting, said:     

    Rebuilding the broken NHS starts with GPs. Patients need to be able to easily book an appointment, in the manner they want, with their regular doctor if they choose. 

    Today, we have taken the first step to fixing the front door to the NHS, bringing back the family doctor, and ending the 8am scramble. 

    Over the past decade, funding for GPs has been cut relative to the rest of the NHS, while the number of targets for GPs has soared. That’s why patients are struggling to get an appointment. 

    This government is cutting the red tape that ties up GPs time and backing them with an extra £889 million next year. In return, more patients will be able to request appointments online and see their regular doctor for each appointment. Through the Prime Minister’s Plan for Change, we will work with GPs to rebuild the NHS and make it fit for the future.

    Dr Amanda Doyle, NHS England national director for primary care and community services, said:  

    Improving patients’ access to general practice is a huge priority for the NHS and this contract sets out the next steps to put the family doctor at the heart of the shift to a neighbourhood health service.  

    This is the first time in four years that the GP contract has been accepted as proposed and I hope it will be seen as positive for practices, GP teams and patients when introduced in April.  

    It shows how NHS England and the Department of Health and Social Care have listened and delivered on the priorities that matter most to patients and general practice teams, including a significant increase in funding and extra flexibility in the Additional Roles Reimbursement Scheme to recruit more staff including GPs.    

    Other key changes include improved digital access for patients, setting out what patients can expect from their practice in a new charter and encouraging GP teams to identify patients with the greatest need that would most benefit from seeing the same clinician at every appointment.

    Today’s reforms will be underpinned by an extra £889 million to fix the front door of health, bringing total spend on the GPs contract to £13.2 billion in 2025/26.  

    The 7.2% boost to the GP contract is faster than the 5.8% growth to the NHS budget as a whole, helping to reverse the decade long trend of GP practices receiving an ever-decreasing percentage of NHS funding and supporting the shift from hospital to community. Lord Darzi found that the share of the health service’s budget dedicated to primary care had fallen by a quarter between 2009 and 2021.   

    Burdensome red tape on GPs will be reduced by scrapping unnecessary targets like those requiring practices to report on staff wellbeing meetings or to explain how they are reviewing staff access to IT systems. Under the new GP contract, nearly half of the targets (32 of 76) that GPs must report their progress against will be removed. The reforms will free up GPs from pointless box-ticking, so they can spend more time treating patients and delivering the government’s promise to bring back the family doctor.  

    In addition to patients being able to request GP appointments online, they will also gain clearer information about the care they can expect to receive through the online patient charter – including the services available to them – along with more consistent care as the government introduces measures bring back the family doctor. To make sure those most in need are prioritised, GPs will be incentivised to identify patients who would benefit most from seeing the same GP at every appointment, so more patients see their regular doctor each appointment.     

    As part of the government’s plan to cut waiting lists, announced earlier this year as part of the Prime Minister’s Plan for Change, GPs will be encouraged to seek specialist advice and guidance when unsure about making a referral to hospital. Up to £80 million of funding will be made available for doctors to liaise with specialist consultants, which can avoid people being added onto waiting lists unnecessarily and speed up patient care. 

    A majority of respondents to the government’s Change NHS online portal have stated fixing difficulties in accessing primary care as a top three priority, and a recent poll by Health Foundation claims it is the number one health concern for 38% of the public.     

    As part of ongoing efforts to rebuild relationships with NHS staff following years of underfunding and neglect, the government and British Medical Association (BMA) engaged in constructive discussions which have led to the BMA’s general practice committee voting in favour of the proposed GP contract. All parties have worked together to find a fair deal for hardworking NHS staff, but also one that acknowledges the wider economic pressures facing the UK and the need to continue to bring down inflation. 

    By fixing the front door of the NHS, these reforms will also ease pressures on other parts of the health service including A&E. 

    The reforms form part of the government’s Plan for Change which will deliver our mission to build an NHS fit for the future, starting with tackling waiting lists. It will also drive progress on making sure fewer lives are lost to the biggest killers by making sure people are diagnosed and treated earlier. Underpinning this work are three big reform shifts – from ‘hospital to community’, bringing care closer to where people live, including through a new neighbourhood health service to deliver more proactive and personalised care; ‘analogue to digital’, by rolling out new technologies and digital approaches to modernise the NHS; and from ‘sickness to prevention’, shortening the amount of time people spend in ill-health by preventing illnesses before they happen.

    This landmark agreement – the first contract agreement reached in four years – represents a step change in relations with NHS staff to help ease workloads for GPs whilst providing better services to patients, as we rebuild the NHS.

    Updates to this page

    Published 28 February 2025

    MIL OSI United Kingdom

  • MIL-OSI United Kingdom: Intertrade UK kickstarts drive to boost trade 

    Source: United Kingdom – Executive Government & Departments

    Press release

    Intertrade UK kickstarts drive to boost trade 

    Boost to internal market as Intertrade UK holds its first meeting today. The new body, chaired by Baroness Foster of Aghadrumsee, was a key Safeguarding the Union commitment.

    In a further move to strengthen and protect the UK internal market for businesses across the country, Intertrade UK will hold its first meeting today.

    The Secretary of State for Northern Ireland Hilary Benn has today announced the five panel members of Intertrade UK who will join the Chair of Intertrade UK, The Rt Hon. the Baroness Foster of Aghadrumsee DBE. 

    The new body will advise on opportunities to promote and boost trade across the UK, utilising the wide-ranging expertise of its members drawn from industry and academia who are recognised leaders in their fields. 

    Intertrade UK will do this through promoting trade in goods and services across the UK and advising on overcoming identified barriers, considering how best businesses can take advantage of the full opportunities of the UK internal market, and conduct research and publish insights aimed at advancing domestic trade. 

    The first meeting of Intertrade UK will be held this morning in Enniskillen where members will formally adopt the Terms of Reference, discuss and agree a programme of work with key priorities to take forward over the next 18 months.

    Speaking about today’s appointments, Secretary of State for Northern Ireland, Hilary Benn, said: 

    The UK internal market is vital for businesses right across the country, and the Government is committed to taking all steps to protect and strengthen it. 

    East West trade is essential for UK growth, and part of the success of Intertrade UK will be to ensure that people can enjoy the full benefits of the UK internal market for both goods and services. 

    This was an important commitment in the Safeguarding the Union command paper, and with this experienced panel of members in place, I look forward to seeing Intertrade UK play an important role in promoting UK-wide trade and economic growth.

    Chair of Intertrade UK, Baroness Arlene Foster, said: 

    The Safeguarding the Union Command paper had strengthening the UK internal market at its core. I am very pleased that we will have our first meeting of Intertrade UK today which was set up as a consequence of that Command paper so we can take this important work forward. 

    The panel members which have been appointed by the Secretary of State for Northern Ireland have a wealth of experience on trade in and out of Northern Ireland and we will immediately get to work looking at challenges which have been identified and if and how these can be practically resolved.

    The establishment of Intertrade UK represents another significant step in delivering on the commitments set out in the Safeguarding the Union Command Paper and a key asset in delivery of this Government’s Growth Mission.

    Notes to editors

    Intertrade UK full panel members: 

    • The Rt Hon. the Baroness Foster of Aghadrumsee DBE – Chair of Intertrade UK
    • Dr Esmond Birnie – Senior Economist, Ulster University
    • Kirsty McManus – Northern Ireland Director, Institute of Directors
    • Suzanne Wylie – Chief Executive Officer, Northern Ireland Chamber of Commerce
    • Roger Pollen – Head of Federation of Small Businesses Northern Ireland
    • Angela McGowan – Director for Northern Ireland, Confederation of British Industry

    The Terms of Reference will be formally adopted during the meeting.

    Updates to this page

    Published 28 February 2025

    MIL OSI United Kingdom

  • MIL-OSI United Kingdom: 1,400 and counting: record number of charging sockets at UK schools thanks to government funding

    Source: United Kingdom – Executive Government & Departments

    Press release

    1,400 and counting: record number of charging sockets at UK schools thanks to government funding

    Home and workplace charging schemes extended for another year to support jobs and make the UK a clean energy superpower.

    • more than 1,400 electric vehicle charging sockets installed at UK schools and colleges thanks to £3 million government boost
    • home and workplace chargepoint funding extended for another year, helping school staff and EV drivers charge easily and conveniently
    • alongside 74,000 public chargers now in the UK and £2.3 billion government boost to support the transition to EVs, helping deliver the Plan for Change

    School teachers and EV drivers can charge their electric cars more easily with 1,407 sockets now outside schools and colleges in the UK.

    Today (28 February 2025), Future of Roads Minister, Lilian Greenwood, has confirmed the landmark number of chargers that have been fitted at UK schools since March last year, thanks to £3 million from the government’s Workplace Charging Scheme (WCS).

    It marks a crucial milestone in the government’s mission to boost charging infrastructure across the country. The new chargepoints at schools follow over 59,000 workplace charging sockets that the scheme has funded since 2016. In addition to schools, the workplace charging scheme supported a further 6,500 sockets in workplace car parks in 2024.

    Sitting at the heart of communities, schools can also open the chargepoints to local residents and visitors, helping to fit charging around people’s daily lives and providing an additional revenue stream to schools.

    The Workplace Charging Scheme, alongside the Electric Vehicle Chargepoint Grant, has also been extended for another year, the government confirmed today. This provides the certainty needed to continue rolling out chargepoints to flats, rental properties, schools, offices and workplaces so that drivers can charge in more and more places.

    Future of Roads Minister, Lilian Greenwood, said:

    Schools are the beating heart of our towns and communities and rolling out chargers here shows we are building a practical and reliable charging network designed around people’s daily lives.

    Reaching 1,000 sockets at schools is a particularly significant milestone and builds on a record January for electric car sales, as consumer confidence in the electric transition grows every day. This is helping support jobs, make the UK a clean energy superpower and deliver our Plan for Change.

    While the government is investing almost £300 million to build 300 miles of new cycle and footways to encourage more children, parents and teachers to cycle, walk and wheel to schools, today’s announcement will also make greener journeys easier and more accessible for those who need to drive.

    The UK’s public chargepoint network continues to grow every day, with over 74,000 public chargers now available across the country and a record of nearly 20,000 added last year alone.

    With £200 million announced at Budget 2024 to continue powering the chargepoint rollout and £6 billion of private investment in the pipeline, the UK’s charging network will continue to see tens of thousands of chargers added in the coming years, delivering resilient infrastructure so that EV owners can drive with the confidence that they’re never too far from a socket.

    Chris Norwood, Headteacher of the Northfleet School for Girls, said:

    Developing an environmentally friendly site is an important part of our school vision and practice. We have been able to play our part in reducing emissions whilst working with students to educate in creating a more sustainable future. Through installing solar panels, LED lighting and car chargers, we have been able to save over £500,000 in energy costs (since 2017), funds which are directed back into ensuring the best possible education for our students. 

    The car chargers have created over £2,000 in additional school funding, which has helped to create an additional farm classroom for all students to utilise. We expect that by modelling the best environmental practice possible, we are supporting our students to be proactive in this area in their adult lives.

    With over 382,000 EVs sold in 2024 – up a fifth on the previous year – the UK is the largest EV market in Europe. There’s never been a better time to switch to EVs, with one in 3 used electric cars under £20,000 and 21 brand new electric cars RRP under £30,000.

    Owning an EV is also increasingly becoming cheaper, with drivers able to save up to £750 a year compared to petrol if they mostly charge at home.

    The average range of a new electric car is now 236 miles – that’s about 2 weeks of driving for most people – all the while emitting just one-third of the greenhouse emissions of a petrol car during its lifetime.

    With 24/7 helplines, contactless payments and up-to-date public chargepoint locations, charging has now become easier than ever.

    Roads media enquiries

    Media enquiries 0300 7777 878

    Switchboard 0300 330 3000

    Updates to this page

    Published 28 February 2025

    MIL OSI United Kingdom

  • MIL-OSI USA: Sens. Moran, Coons Introduce Legislation to Bolster Trade Negotiations with the United Kingdom

    US Senate News:

    Source: United States Senator for Kansas – Jerry Moran

    WASHINGTON – U.S. Senators Jerry Moran (R-Kan.) and Chris Coons (D-Del.) today reintroduced the Undertaking Negotiations on Investment and Trade for Economic Dynamism (UNITED) Act. Their legislation would authorize the Trump Administration to reach a trade agreement with the United Kingdom that will open export opportunities for businesses of all sizes, strengthen critical supply chains and advance economic prosperity for people in both nations. The UNITED Act also requires the administration to work closely with Congress throughout the process to make certain that any agreement advances congressional trade policy priorities. Companion legislation was introduced in the U.S. House of Representatives by Congressmen Adrian Smith (R-Neb.) and Jim Himes (D-Conn.).

    The bill’s reintroduction comes as U.K. Prime Minister Keir Starmer arrives in Washington today to meet with President Trump at the White House.

    “Strengthening our economic relationship with the United Kingdom will bolster our strategic interests and create opportunities for American producers and businesses,” said Sen. Moran. “The U.K. is one of our oldest and closest allies, and creating a new free trade agreement would reduce consumer costs, increase production, and open new markets for a variety of industries, including Kansas agriculture, biofuels, and aerospace products.”

    “We should be building on the strong trade relationships and close partnership that we share with the United Kingdom. A comprehensive free trade agreement with the United Kingdom would advance both countries’ strategic and economic interests while creating new economic opportunities for Delaware workers, businesses, and consumers,” said Sen. Coons. “This bill demonstrates the strong bipartisan support in Congress for restarting negotiations with the U.K. on a trade deal that sets ambitious international standards for our shared priorities on climate, labor protections, digital trade, intellectual property rights, and many other areas.”

    “There’s no better way to strengthen ties with a historic partner like the United Kingdom than coming together to develop a comprehensive trade agreement,” said Rep. Smith. “In 2022, I had the opportunity to lead a bipartisan congressional delegation to the UK where I saw firsthand the value such an agreement holds for both our countries. In his first term, President Trump initiated trade talks with the UK and more broadly demonstrated his ability to negotiate deals of mutual benefit. Congress should do everything possible to keep pace and empower his vigorous engagement. The UNITED Act is a bipartisan effort to move into the future of rules-based trade relations by promoting expanded access to international markets eager for our products and safeguarding American innovation. I thank Representative Himes and Senators Moran and Coons for their cooperation on this legislation.”

    “Strong trade partners are critical to a prosperous economy—creating jobs, increasing opportunities for businesses, and bringing down costs for consumers,” said Rep. Himes. “The UNITED Act builds on our existing special relationship with the United Kingdom and paves the way for a new, comprehensive free trade agreement.”

    The U.S.-Mexico-Canada Agreement (USMCA), which passed the Senate with overwhelming bipartisan support in 2020, set high standards for fair and competitive trade. The UNITED Act encourages the executive branch to build on those standards in negotiations with the U.K. in order to make certain U.S. workers and companies can compete on a level playing field.

    The text of the bill is available here.

    MIL OSI USA News

  • MIL-OSI Canada: Budget 2025: Investing in Alberta’s future

    As Alberta continues work to address increasing domestic and international economic pressures, Budget 2025 works to strengthen Alberta’s economy. This budget helps build communities, secure Alberta’s southern border and boost investments in the province’s economic future.

    “While we work closely with partners to find solutions to a possible trade conflict, we will continue our work to make sure Alberta’s economy is strong – in and outside of the energy sector – so that we can manage any turbulence that comes our way. Budget 2025 carves our path forward in the face of this uncertainty.”

    Nate Horner, President of Treasury Board and Minister of Finance

    Budget 2025: Supporting a strong workforce

    Alberta’s workforce is the backbone of the provincial economy. Budget 2025 continues the commitment to training and developing a skilled and resilient labour force to further grow Alberta’s economy and help businesses succeed, including: 

    • $26.1 billion over three years from the Capital Plan, to support about 26,500 direct and 12,000 indirect jobs each year through 2027-28.
    • $135 million for skilled trade programs such as apprenticeship and adult learning initiatives to help Albertans gain the skills and training needed for successful careers, and support access to job opportunities.
    • $2 billion in 2025-26 to support and expand early learning and child-care system so parents and caregivers can participate in training, education or work opportunities.  

    Budget 2025: Securing our borders

    • Alberta’s government is committed to being a good neighbour and trading partner, and part of this commitment involves taking measures to secure the Alberta-US border. Budget 2025 includes $29 million in 2025-26 for a new Interdiction Patrol Team within the Alberta Sheriffs to tackle illegal drug and gun smuggling, human trafficking, apprehension of persons attempting to cross the border illegally, and other illegal activities along Alberta’s international land border. Budget 2025 also includes a $15 million investment over two years for three new vehicle inspection stations located near borders to the USA.

    Budget 2025: Investing in post-secondary education

    Budget 2025 invests a total of $7.4 billion in post-secondary education, with an operating budget of $6.6 billion in 2025-26. This includes:

    • $78 million per year over the next three years to create more seats in apprenticeship classes across the province to build skilled trades and apprenticeship education that will respond to the needs of industry, support the economy and connect Albertans with jobs.
    • $113 million to support greater demand for scholarships and the Alberta Student Grant, with $60 million funded from the Alberta Heritage Scholarship Fund.
    • $4 million to the First Nations Colleges Grant which is distributed equally across five colleges in rural and remote Indigenous communities.

    “Our government is ensuring that Alberta students have the skills and training they need to meet the needs of today while preparing for the economy of the future. Budget 2025 makes foundational investments to meet the challenge of a rapidly growing population while supporting a sustainable post-secondary education system.”

    Rajan Sawhney, Minister of Advanced Education

    Budget 2025: Building communities

    Alberta’s vibrant communities make Alberta the best place in Canada to live, work and raise a family. Budget 2025 invests in stronger communities across Alberta, including:

    • $17.2 million to increase grants made to municipalities in lieu of property taxes on government-owned property to 75 per cent, up from the current 50 per cent. By next year, the province will cover 100 per cent of the amount that would be paid if the property was taxable.
    • $820 million this year and $2.5 billion over three years in Local Government Fiscal Framework capital funding to help fund local infrastructure priorities.

    Budget 2025: Supporting trade and diversification

    Alberta continues to champion economic growth and policies that support productivity. Through Budget 2025, Alberta’s government will continue to build on current successes through:

    • Attracting more investment through low corporate income taxes. At eight per cent, Alberta’s corporate income tax rate is 30 per cent lower than the next lowest province.
    • Providing greater incentive for small- and medium-sized firms that increase their spending on research and development, with Alberta’s Innovation Employment Grant.
    • Promoting Alberta as a reliable partner in supporting North American and global energy security to investors. The province will optimize new and existing infrastructure to access new markets for Alberta’s energy and mineral resources.
    • Supporting Alberta’s agriculture producers and value-added processors, addressing barriers to trade by cultivating export markets, and working to increase market access for Alberta products.
    • Reinforcing Alberta as a critical contributor to North American energy security by continuing to advocate for our remarkable energy sector across Canada, the U.S., Germany, Japan and the rest of the world.

    Budget 2025: Investing in business and industry

    Budget 2025 continues to find ways to help Alberta’s economy grow through investments in business and industry and help our economy grow, including:

    • Support to attract investment in Alberta’s energy and mineral resource sector to accelerate opportunities in emerging resources.
    • $45 million over three years for the Investment and Growth Fund to attract investment into Alberta’s economy.
    • $1.8 million in Western Crop Innovations for industry-leading crop research.
    • $780,000 to support small- and medium-sized meat processors.
    • $3.1 million for the University of Calgary’s Faculty of Veterinary Medicine to expand toward a full-service veterinary diagnostic laboratory. This will give livestock producers and vets access to quicker, more affordable livestock diagnostics closer to home.

    “Budget 2025 builds a stronger Alberta by growing industries, creating high-quality jobs and expanding opportunities for workers and families. With strategic investments in innovation, infrastructure and workforce development, Alberta is rising to the challenge, strengthening our province for many years to come.”

    Matt Jones, Minister of Jobs, Economy and Trade

    “We are advancing cutting-edge research in agriculture and supporting small and medium-sized businesses. Additionally, we are strengthening our agricultural infrastructure, ensuring quicker and more affordable services for livestock producers and veterinarians. We’re supporting innovation, attracting investment, and building a resilient economy for the future.”

    RJ Sigurdson, Minister of Agriculture and Irrigation

    Budget 2025 is meeting the challenge faced by Alberta with continued investments in education and health, lower taxes for families and a focus on the economy.

    Related information

    • Budget 2025

    Related news

    • Budget 2025: Meeting the challenge (Feb 27, 2025)
    • Budget 2025: Meeting the challenge in health and education (Feb 27, 2025)

    Multimedia

    • Watch the Budget address
    • Watch the news conference
    • Listen to the news conference

    MIL OSI Canada News

  • MIL-OSI USA: ICYMI: Grassley Secures Argentine President Milei’s Partnership in Credit Suisse Investigation into Nazi-Linked Accounts

    US Senate News:

    Source: United States Senator for Iowa Chuck Grassley

    WASHINGTON – Senate Judiciary Committee Chairman Chuck Grassley (R-Iowa) is welcoming Argentine President Javier Milei’s commitment to support Grassley’s ongoing investigation into Credit Suisse and its historic servicing of Nazi-linked accounts. This includes providing archival records documenting the use of Nazi “ratlines.” Ratlines were monetary and logistic pathways Nazis used to escape justice and flee to Latin America, including Argentina, following World War II.

    “In order to continue this work, I respectfully request possession of Argentina’s archival records relating to Nazi ratlines. This includes records dating to the time before, during, and following World War II that will help shed light on the planning and carrying out of the Nazi ratlines. The great people of Argentina’s support in helping the Senate Judiciary Committee obtain possession would assist the committee in advancing its corresponding oversight of this matter,” Grassley wrote to Milei.

    Grassley will chair a Senate Judiciary Committee hearing next week focused on stemming the tide of antisemitism.
    Read additional background from the Times of Israel.                                  

    Argentine president opening files on Nazi ‘ratlines’ that trafficked Eichmann, Mengele

    By Matt Lebovic

    February 24, 2025

    Argentinian President Javier Milei promised officials of the Simon Wiesenthal Center his full cooperation in granting access to documents related to the financing of so-called “ratlines” that helped Nazis escape Europe after the Holocaust. The promise was made in Buenos Aires at the presidential palace, Casa Rosada, during a meeting with Milei and activists on Tuesday.

    For decades, organizations including the Simon Wiesenthal Center, named after the famed Nazi hunter, have sought records related to unofficial escape routes taken by thousands of Nazis during the years after World War II. Up to 10,000 Nazis and other fascist war criminals escaped justice by fleeing to Argentina and other countries.

    “While some previous leaders promised full cooperation to get to the hard truths that involved Argentina’s past, Milei is the first to act with lightning speed to enable the SWC to uncover important pieces of the historic puzzle, especially as it related to involvement with Nazis before, during and after the Holocaust,” Rabbi Abraham Cooper, associate dean of the Simon Wiesenthal Center, told The Times of Israel.

    During the SWC meeting on Tuesday, Jonathan Missner, managing partner at Stein, Mitchell, Beato & Missner, brought a letter from US Senator Charles Grassley, chairman of the US Senate Judiciary Committee. The letter — which was handed to Milei — requested the Argentinian leader’s assistance in uncovering how the ratlines were organized and funded. A copy of the letter was sent to US President Donald Trump.

    Nazis’ escape routes

    Several countries in the Americas received Nazis, including Canada, the US, and Mexico. Nazis also fled to Australia, Spain, and Switzerland. In some cases, US intelligence officials used ratlines to pluck top Nazi scientists away from Soviet orbits.

    One of two primary escape routes went through Germany and Spain, then across the Atlantic to Argentina…

    Up to 5,000 Nazis are said to have settled in Argentina, including Holocaust “architect” Adolf Eichmann and Josef Mengele, one of the most recognizable — and wanted — Nazis. Traveling along a ratline in 1948, the notorious Auschwitz physician used the new identity of Helmut Gregor when fleeing Europe.

    “These files will be instrumental in obtaining justice, which is instrumental to honoring the memory of those who suffered and died in the Holocaust,” said Cooper. “Especially in a post-October 7 world, those who financed, facilitated, or otherwise assisted these ratlines must be held accountable,” he said.

    “Words are one thing — actions are another. President Milei’s historic decision signals his unequivocal allyship with the Jewish community while reinforcing his commitment to accountability and transparency at home,” Missner told The Times of Israel.

    Support for harboring Nazi war criminals went right to the top in Argentina, according to historians. President Juan Peron was angered by the Nuremberg Trials and authorized key facets of the escape routes, making them a state affair. In addition to German Nazis, the Peron regime and other South American governments aided war criminals from Hungary, Croatia and elsewhere.

    “President Milei is a staunch ally of the global Jewish community and was eager to open these archives. He knows that confronting Argentina’s history of Nazi collaboration requires nothing less than full transparency, and the same principle undergirds his pursuit of justice for the AMIA bombing,” said Missner.

    -30-

    MIL OSI USA News

  • MIL-OSI United Nations: From Protecting Civilians to Combating Crime, Preventing Conflict, United Nations Police Play Vital Role in Peacekeeping, Security Council Told

    Source: United Nations General Assembly and Security Council

    Note: Complete coverage of this afternoon’s meeting of the Security Council will be available 28 February.

    United Nations police are a critical part of the Organization’s peacekeeping architecture and must be adequately prepared, equipped and resourced to meet current and future challenges, the Security Council heard today, as it met to discuss UN support to conflict-affected countries.

    Jean-Pierre Lacroix, Under-Secretary-General for Peace Operations, said that today’s meeting offers the opportunity to discuss a critical question:  “How can we position United Nations police to be prepared for the future and the challenges that, even as they evolve, retain many known aspects?”  Such challenges, he noted, include lack of adherence to the rule of law, corruption, disregard for international law, transnational organized crime and human-rights violations.  Further, he underlined the need to work collectively to ensure that United Nations police are properly prepared, equipped and resourced “to meet whatever tomorrow brings”.

    Gap between Mandates, Capacity to Deliver

    However, he emphasized that “the gap between peacekeeping mandates and what the missions can, in practice, actually deliver has become increasingly apparent”.  Yet, the Action for Peacekeeping agenda continues to help close this gap, as do the areas prioritized within the Action for Peacekeeping Plus agenda.  Detailing several of these, he added that “rigorous and transparent monitoring of the performance and impact of peacekeeping operations provides the foundation for improving our operations”.  Through such an agenda, he concluded, “we are better placed to address today’s challenges to peace and security and, ultimately, to improve the lives of the people we serve”.

    “Although our footprint may be smaller today”, said Faisal Shahkar, United Nations Police Adviser, the tasks and responsibilities of the United Nations police remain complex.  This includes support to develop host-State policing capacities and institutions that underpin long-term stability and the rule of law.  Noting the need to enhance trust between missions, host-State Government institutions and host populations, he said that it is vital to address mis- and disinformation.  He also called for investment in training, highlighting the United Nations Police Commanders Course — “the crown jewel in the United Nations Police Training Architecture”.

    He also pointed out that United Nations police help reinforce the capacities of their host-State policing counterparts and support their operations, detailing several examples of this — including in the Central African Republic.  There, United Nations police provided extensive training for internal security forces, with a particular emphasis on human rights, gender-based violence and security in preparation for upcoming elections. Underlining the importance of skilled and knowledgeable police commanders, he urged:  “We need your support in ensuring that such officers — including highly skilled women and Francophone officers — are made available.”

    Maintaining Security towards Elections in Central African Republic

    Providing further detail on the situation in that country, Christophe Bizimungu, Chief of the Police Component of the United Nations Multidimensional Integrated Stabilization Mission in the Central African Republic (MINUSCA), said that the security situation there will undoubtedly be impacted by upcoming elections.  “In addition to physical security measures, we will contribute towards the prevention of election violence — particularly violence against women and hate speech,” he said.  Noting that United Nations police primarily focus on civilian protection, he said it is ready to support electoral security and ensure that civilians are not affected during this period.

    Ensuring Lasting Calm in Cyprus

    Mingzhu Xu, Senior Police Adviser, United Nations Peacekeeping Force in Cyprus (UNFICYP), also provided country-specific information on United Nations police activities.  She said that as one of the longest-running active missions UNFICYP has consistently upheld efforts to prevent the recurrence of conflict, contribute to the maintenance of law and order and facilitate a return to normal conditions.  While its role has expanded beyond monitoring and reporting in the last five years, she emphasized that the Force’s most-important role is conflict prevention: “Every day, UNPOL officers engage with a multitude of actors in the buffer zone, employing community-oriented policing to defuse tensions, broker compromises and generally keep the peace.”

    MIL OSI United Nations News

  • MIL-OSI United Nations: Police units need strong support says UN peacekeeping chief

    Source: United Nations MIL OSI b

    By Vibhu Mishra

    Peace and Security

    The head of UN peacekeeping operations on Thursday called for more investment in the UN Police service, highlighting the mounting challenges officers face in conflict affected regions.

    Briefing ambassadors in the Security Council, Jean-Pierre Lacroix, Peace Operations chief, emphasised that UN Police are critical to sustaining peace, operating in increasingly difficult conditions, in the face of organized crime, corruption, human rights violations and weak institutions.

    Each of us here in this Chamber – Member States, Council members, host countries, and military, police and financial contributors – have a stake in the success of peacekeeping operations,” he said.

    “This is never truer than at times like these, when multilateralism is facing significant headwinds,” he added, urging sustained effort to ensure peacekeeping remains relevant and responsive to today’s challenges.

    Bridging the gap

    Mr. Lacroix noted that the gap between peacekeeping mandates and operational realities has grown, stating that efforts under the Action for Peacekeeping (A4P+) initiative have helped narrow it, improving the effectiveness of police components in UN missions.

    In the Central African Republic (CAR) for instance, UN Police are strengthening national security forces to protect civilians and uphold the rule of law, while in disputed Abyei, they have been instrumental in implementing a strategy to support rule of law to address governance challenges between Sudan and South Sudan.

    The UN is also enhancing police training and operations.  

    A revised UN Police Commanders Course was piloted recently in the Kenyan capital Nairobi, and a collaboration with the Elsie Initiative has improved gender-sensitive living areas in field missions, encouraging more women to serve.

    Technology and innovation

    Mr. Lacroix further highlighted the importance of technology and innovation in peacekeeping, which have enhanced situational awareness and coordination across missions.

    Through A4P+, we are better placed to address today’s challenges and improve the lives of the people we serve,” he said, calling for greater investment in police training, capacity-building and resources.

    UN Photo/Eskinder Debebe

    Jean-Pierre Lacroix (on screen), Under-Secretary-General for Peace Operations, briefs the Security Council.

    Making a difference

    UN Police Adviser Faisal Shahkar highlighted the work of UN Police in making a tangible difference in host countries by building local capacities and reinforcing the rule of law.

    “In South Sudan, UNMISS Police, with specialized support from the UN Standing Police Capacity, elaborated an integrated strategic election security support plan providing essential technical advice to enhance security preparations for future elections in the country,” he said.

    He noted also capacity building initiatives by UNMISS Police for South Sudanese women officers to enhance their skills to assume leadership positions.

    Mis- and disinformation risks

    Despite these successes, trust between UN missions, host governments, and local populations remains a challenge, particularly due to misinformation and disinformation, Mr. Shakhar said.

    “Although our footprint may be smaller today than when I last briefed you [in November 2023], the United Nations Police’s tasks and responsibilities remain complex,” he said, calling on Member States for sustained leadership and continued political engagement.

    UNMISS

    UNMISS women police officers provide support during a protection of civilian mission in Juba, South Sudan.

    Impact on the ground

    Ambassadors also heard briefings from the heads of police components of the UN peacekeeping missions in the Central African Republic – MINUSCA, and in Cyprus (UNFICYP).

    Commissioner Christophe Bizimungu highlighted MINUSCA’s police efforts in stepping up efforts to ensure security ahead of the 2025 elections, supporting local security forces in preventing electoral violence, particularly against women.  

    It is also tackling rising hate crimes against the Muslim community in Haut Mbomou, where armed Azande militias pose a growing threat, as well as addressing seasonal livestock farming-related violence, deploying specialised units to prevent conflicts.

    UNFICYP Senior Police Adviser Xu Mingzhu, informed Council members of the Mission’s police role in preventing conflict and building trust, particularly through enhanced cooperation between Republic of Cyprus Police and Turkish Cypriot Police.

    The Mission is supporting exchange of information through joint contacts, while also helping ensure the safety of the buffer zone and facilitating civilian activities.

    UN Photo/Nektarios Markogiannis

    MINUSCA police officers interact with community members.

    MIL OSI United Nations News

  • MIL-OSI United Kingdom: Prime Minister’s remarks at the White House Press Conference: Thursday 27 February

    Source: United Kingdom – Executive Government & Departments

    Speech

    Prime Minister’s remarks at the White House Press Conference: Thursday 27 February

    Prime Minister Keir Starmer’s opening remarks at the White House press conference.

    Thank you very much, Mr President.

    Thank you for your hospitality, thank you for your leadership.

    This has been a very good and very productive visit.

    And with your family roots in Scotland…

    And your close bond with His Majesty the King…

    It’s good to know…

    That the United Kingdom has a true friend in the Oval Office.

    And it was so good to see the bust of Winston Churchill back in its rightful place just a moment ago.

    But look, in a moment of real danger around the world…

    This relationship matters more than ever.

    We remain each other’s first partner in defence…

    Ready to come to the other’s aid…

    To counter threats, wherever and whenever they may arise.

    No two militaries are more intertwined than ours.

    No two countries have done more together to keep people safe.

    And in a few weeks’ time we’ll mark VE Day…

    The 80th anniversary of Victory in Europe.

    Britain and America fought side-by-side to make that happen –

    One of the greatest moments in our history.

    We stand side-by-side still, today…

    And we’re focused now…

    On bringing an enduring end to the barbaric war in Ukraine.

    Mr President, I welcome your deep, personal commitment…

    To bring peace and stop the killing.

    You have created a moment of tremendous opportunity…

    To reach an historic peace deal –

    A deal that would be celebrated in Ukraine and around the world.

    That is the prize.

    But we have to get it right.

    There’s a famous slogan in the United Kingdom…

    From after the Second World War –

    That is that we have to “win the peace.”

    And that’s what we must do now.

    Because it can’t be a peace that rewards the aggressor…

    Or that gives succour to regimes like Iran.

    We agree – history must be on the side of the peacemaker…

    Not the invader.

    So the stakes, they could not be higher.

    And we’re determined to work together to deliver a good deal.

    We’ve discussed a plan today…

    To reach a peace that is tough and fair…

    That Ukraine will help to shape…

    That is backed by strength –

    To stop Putin coming back for more.

    And I am working closely with other European leaders on this.

    And I am clear –

    That the UK is ready…

    To put boots on the ground and planes in the air to support a deal.

    Working together with our allies,

    Because that is the only way that peace that will last.

    Mr President, in this new era…

    You’re also right that Europe must step up.

    And let me tell you now –

    I see the growing threats we face…

    And so the UK is all in.

    This year we will be giving more military aid to Ukraine than ever.

    And just this week…

    I have set out how we are shouldering more of the security burden.

    We’re already one of the biggest spenders in NATO…

    And now we are going much further…

    Delivering Britain’s biggest sustained increase in defence spending since the Cold War.

    This isn’t just talk – it’s action.

    Rebalancing the transatlantic alliance…

    Making us all stronger…

    And standing up for our shared values and shared security…

    As Britain always has.

    Now, Mr President…

    It’s no secret we’re from different political traditions…

    But there is a lot that we have in common.

    We believe it’s not taking part that counts…

    What counts is winning.

    If you don’t win – you don’t deliver.

    And we’re determined to deliver for the working people of Britain and America –

    Who want – and deserve – to see their lives improve.

    So we’re both in a hurry to get things done.

    And that’s what the UK and the US do when we work together:

    We win – and we get things done.

    So we’ll do what it takes to keep our people safe… 

    We will also work together…

    To deliver some big economic wins that can benefit us both.

    We have $1.5 trillion invested in each other’s economies…

    Creating over 2.5 million jobs across both economies.

    Our trading relationship is not just strong –

    It is fair, balanced and reciprocal.

    We’re leaders together in so many areas…

    Ranked one and two in the world as investment destinations…

    One and two for universities…

    One and two for Nobel prizes…

    One and two in golf, as well – by the way…

    And we’re the only two western countries with trillion dollar tech sectors –

    Leaders in AI…

    And look, we take a similar approach on this issue.

    Instead of over-regulating these new technologies…

    We’re seizing the opportunities they offer.

    So we have decided today to go further…

    To begin work on a new economic deal…

    With advanced technology at its core…

    Look – our two nations, together…

    Shaped the great technological innovations of the last century.

    We have a chance now…

    To do the same for the 21st century…

    I mean – artificial intelligence could cure cancer…

    That could be a moonshot for our age…

    And that’s how we will keep delivering for our people.

    There are so many opportunities.

    Keep our nations strong…

    And fulfil the promise of greatness…

    That has always defined this relationship.

    Finally, to underline the importance of this bond…

    It was my privilege and honour to bring a letter with me today –

    From His Majesty the King…

    Not only sending his best wishes…

    But also inviting the President and the First Lady to make a State Visit to the United Kingdom…

    An unprecedented second State Visit – this has never happened before.

    It’s so incredible it will be historic.

    And I’m delighted that I can go back to His Majesty The King and tell him that President Trump has accepted the invitation.

    So thank you.

    Our teams will now work together to set a date.

    Mr President, we look forward to welcoming you in the United Kingdom.

    Thank you once again.

    Updates to this page

    Published 27 February 2025

    MIL OSI United Kingdom

  • MIL-OSI United Kingdom: We must ensure UN policing has the capabilities it needs to effectively deliver mandates and tackle emerging challenges: UK statement at the UN Security Council

    Source: United Kingdom – Executive Government & Departments

    Speech

    We must ensure UN policing has the capabilities it needs to effectively deliver mandates and tackle emerging challenges: UK statement at the UN Security Council

    Statement by Fergus Eckersley, UK Minister Counsellor, at the UN Security Council meeting on UN Peacekeeping Operations

    Let me start by recognising the contributions and sacrifices of the 6,100 UNPOL women and men currently deployed across 12 UN missions worldwide.

    As we’ve heard, UNPOL’s role is is fundamental to the successful delivery of the Action for Peacekeeping Plus Initiative (A4P+). Supporting and advising countries in crisis, conflict, and post-conflict situations, preventing crime, protecting life and property, and maintaining public order and safety.

    In particular, we support UNPOL’s vital work to protect civilians and maintain public safety, with full respect for the rule of law and international human rights law, contributing to more responsive and accountable policing by host nations.

    The United Kingdom also continues to champion the principles of the landmark WPS resolution 1325 on this, its 25th year, and are pleased to support – in collaboration with the UN Institute for Training and Research and police contributing countries – gender-responsive courses and training, including for sexual and gender-based violence investigations and police logistics.

    As we look to the future, we must ensure UN policing has the capabilities it needs to effectively deliver mandates and tackle emerging challenges. 

    This includes ensuring effective policing structures within the wider UN peacekeeping architecture, bringing in specialist expertise and, critically, making best use of new technologies.

    In conclusion, the United Kingdom remains committed to supporting UNPOL, in line with the principles of Action for Peacekeeping Plus, and to continuing to work together to ensure they contribute positively to peace and security around the world.

    Updates to this page

    Published 27 February 2025

    MIL OSI United Kingdom