Category: Finance

  • MIL-OSI Asia-Pac: InvestHK helps 223 firms in 4 months

    Source: Hong Kong Information Services

    From January to April this year, Invest Hong Kong assisted 223 Mainland and overseas enterprises, representing an increase of 13% relative to the same period last year.

    Acting Secretary for Commerce & Economic Development Bernard Chan told legislators today that these enterprises are expected to bring in direct investment of over $22.3 billion and create more than 4,900 jobs within their first year of operations or expansion.

    More than a quarter of the enterprises indicated they plan to set up international or regional headquarters in Hong Kong, he added.

    The top five places of origin of the 223 enterprises are the Mainland, the US, Japan, the UK and Singapore. Meanwhile, the top five sectors are financial services and fintech, family offices, innovation and technology (I&T), tourism and hospitality, and consumer products.

    Separately, the Office for Attracting Strategic Enterprises (OASES), established directly under the Financial Secretary by the current-term Government, has so far attracted 84 strategic enterprises to Hong Kong, many of which plan to establish their international or regional headquarters in the city. OASES was set up in 2022 to attract high-potential and strategic I&T enterprises from around the globe.

    Besides attracting enterprises and investment, the current-term Government is also committed to attracting talent from the Mainland and overseas. From January to April this year, over 45,000 new applications under various talent admission schemes were received, with more than 35,000 being approved.

    Mr Chan stressed that the Hong Kong Special Administrative Region Government will continue to make every effort to attract more enterprises and talent from the Mainland and overseas.

    MIL OSI Asia Pacific News

  • MIL-OSI Russia: A block with public, business and scientific-industrial facilities will appear in Vnukovo

    Translation. Region: Russian Federal

    Source: Moscow Government – Government of Moscow –

    In the Novomoskovsky administrative district of the capital, a site will be reorganized under the program of integrated development of territories (IDT). The corresponding draft resolution posted on the Moscow Government website. This was reported by the Deputy Mayor of Moscow for Urban Development Policy and Construction Vladimir Efimov.

    “Under the KRT program, a land plot of 5.94 hectares will be reorganized in the Vnukovo area. It is planned to create a modern space with public, business, and scientific and production facilities there. Investments in the comprehensive development of the territory are estimated at 8.7 billion rubles, and the annual budget effect is 289.5 million rubles. The implementation of the project will create about 720 jobs,” said Vladimir Efimov.

    The territory is located on Desantnaya Street near the Airport platform of the Kyiv direction of the Moscow Railway and Borovskoye Highway.

    “According to the project, it is planned to build objects of various functional purposes on the site, including technology parks, office and shopping centers with cafes, restaurants and shops. The territory of the business quarter will be improved, landscaped, and a convenient street and road network will be organized. It is also planned to place a parking lot on the site,” noted the Minister of the Moscow Government, Head of the Department of Urban Development Policy

    Vladislav Ovchinsky.

    According to the program of integrated development of territories, multifunctional city blocks are being created, where roads, comfortable housing and all necessary infrastructure are being designed on the site of former industrial zones and inefficiently used areas. Currently, 302 such projects with a total area of about 4.2 thousand hectares are at various stages of development and implementation in Moscow. This work is in progress on behalf of Sergei Sobyanin.

    Get the latest news quicklyofficial telegram channel the city of Moscow.

    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.

    Please Note; This Information is Raw Content Directly from the Information Source. It is access to What the Source Is Stating and Does Not Reflect

    https: //vv.mos.ru/nevs/ite/153800073/

    MIL OSI Russia News

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

    Source: GlobeNewswire (MIL-OSI)

                                                                    Press Release

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

    Cash generation and disciplined capital allocation as key drivers to deleveraging

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

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

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

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

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

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

    Atos, a services business organized around six business lines:

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

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

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

    Strengthened leadership team and operating model

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

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

    Leaner cost base

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

    AI-powered organization

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

    Committed investment in innovation

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

    Update on ongoing disposal processes

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

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

    Sustainable financial structure and clear financial trajectory

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

    In 2025, the Group expects to generate:

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

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

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

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

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

    Disciplined capital allocation

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

    Reinforced commitment to sustainability

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

    ***

    About Atos Group

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

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

    Press contact

    Investor relations: investors@atos.net

    Individual shareholders: +33 8 05 65 00 75

    Media relations: globalprteam@atos.net


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

    Attachment

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

    Source: GlobeNewswire (MIL-OSI)

    Luxembourg – 14 May 2025

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

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

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

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

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

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

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

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

    The MIL Network

  • MIL-OSI: ABN AMRO Bank posts net profit of EUR 619 million in Q1 2025

    Source: GlobeNewswire (MIL-OSI)

    ABN AMRO Bank posts net profit of EUR 619 million in Q1 2025

    14 May 2025

    Key messages

    • Solid results: Net profit of EUR 619 million, with a return on equity of around 10%
    • Good business momentum: Mortgage portfolio grew by EUR 1.7 billion and corporate loans by EUR 0.9 billion
    • Resilient net interest income despite impact from lower short-term interest rates
    • Continued fee growth: Increase of 8% compared to Q1 2024, with contributions from all client units
    • Cost discipline: Underlying costs declined 5% compared to Q4 2024; guidance for full-year 2025 unchanged
    • Solid credit quality: Impairments of EUR 5 million, reflecting net additions for individual files offset by model-related releases
    • Strong capital position: Basel IV CET1 ratio of 14.7%
    • Capital Markets Day to be held in November

    Marguerite Bérard, CEO:
    “As we reflect on the first quarter of 2025, I am honoured to address you as the new CEO of ABN AMRO. I value the trust placed in me by the Supervisory Board to lead our bank in the years to come. In the coming period, my priority will be to lead a strategic review of our activities, while building upon our solid foundations and strong market positions. We will focus on enhancing our profitability, optimising our capital position, right-sizing our cost base and achieving meaningful growth. The outcome of this review will be presented at a Capital Markets Day in November this year.

    The Dutch economy continues to demonstrate resilience, with GDP growth in recent years above the Eurozone average, low unemployment and good housing market performance. Thanks to this robust foundation, the economy is well-positioned to navigate the current uncertainties around trade tensions and geopolitical developments. In these challenging times, ABN AMRO performed well, delivering another quarter of solid results and growth in our loan books. This reflects our strategic focus on key growth areas, our credit quality and our ability to adapt to changing market conditions.

    In the first quarter of 2025, we showed solid results with a net profit of EUR 619 million and a return on equity of around 10%. This performance was underpinned by resilient net interest income, continued high fee income and limited net impairments. After a few quarters of rising costs, we managed to reduce our underlying costs in Q1 compared to the previous quarter. To deliver on our guidance of keeping underlying costs broadly flat compared to last year, cost discipline remains a priority. Therefore, we enforced increased controls on consultant expenditures and external hiring.

    Though challenging for colleagues, as we all need to adjust, it will help us reassess capacity needs and optimise our resources. By collaborating and using our creativity and talents, I believe we can deliver on our strategic ambitions while becoming a more agile organisation.

    Our strong capital position, with a Basel IV CET1 ratio of 14.7%, allows us to continue investing in our strategic priorities while maintaining financial stability. In Q1, we submitted the final application to move models to less sophisticated approaches which is now reflected in our capital ratios. The simplification will bring stability and predictability to our capital position. The largest part of our balance sheet remains under advanced models, specifically mortgages, banks and financial institutions. Portfolios that required significant modelling and data efforts will be moved to the standardised approach.

    Our continued efforts to improve customer experience resulted in an increase in our Net Promoter Score for Personal & Business Banking during the first quarter of 2025. Clients especially praise our efficient and good customer services, proactive contact, and the convenience of our digital services. This was also recognised by the 2024 Digital Leaders Study, which ranked ABN AMRO among the top performers. Tikkie, with 10 million active users, is a good example of our innovative offering. During King’s Day this year, Tikkie processed a record number of almost 700,000 transactions. We also introduced the Index Mandate, an actively-managed product that invests in underlying passive instruments. With this product we aim to attract younger clients and help them begin with portfolio management.

    We remain dedicated to sustainability. In the first quarter we launched the free online Green Building Tool which helps provide commercial real estate clients with insights into opportunities to save energy and improve their energy label. We realise that making the switch to a sustainable society is not always straightforward for our clients. A survey among over 350 business clients at our decarbonisation conference revealed challenges in the energy transition, including high capital expenditure, complexity and cost impacts. We aim to support our clients towards a low-carbon future by providing financing and expertise. One example of how we can help them is our recent agreement with the EIB Group to support Dutch SMEs with favourable financing conditions. This collaboration will enhance economic growth and the sustainability efforts of our clients. It includes the largest risk-sharing agreement with the EIB Group to date, totalling EUR 1 billion.

    ABN AMRO believes that everyday represents a new beginning for our customers, and for whom we stand ready to support. I am looking forward to my ‘new beginning’, collaborating with all my colleagues to deliver results for our stakeholders in the years to come.

    This press release is published by ABN AMRO Bank N.V. and contains inside information within the meaning of article 7 (1) to (4) of Regulation (EU) No 596/2014 (Market Abuse Regulation).

    Note to editors, not for publication:
    ABN AMRO Press Office: Jarco de Swart, E-mail: pressrelations@nl.abnamro.com, phone number: +31 (0)20 6288900.
    ABN AMRO Investor Relations: John Heijning, E-mail: investorrelations@nl.abnamro.com, phone number +31 (0)20 6282282.

    Operating results

    (in millions) Q1 2025 Q1 2024 Change Q4 2024 Change
    Net interest income 1,560 1,589 -2% 1,668 -7%
    Net fee and commission income 507 469 8% 500 1%
    Other operating income 79 139 -43% 72 10%
    Operating income 2,145 2,197 -2% 2,240 -4%
    Personnel expenses 725 656 10% 743 -2%
    Other expenses 584 600 -3% 871 -33%
    Operating expenses 1,309 1,257 4% 1,614 -19%
    Operating result 836 940 -11% 626 34%
    Impairment charges on financial instruments 5 3 52% 9 -44%
    Profit/(loss) before taxation 831 937 -11% 618 35%
    Income tax expense 212 263 -19% 220 -4%
    Profit/(loss) for the period 619 674 -8% 397 56%
    Attributable to:          
    Owners of the parent company 619 674 -8% 397 56%
               
    Other indicators          
    Net interest margin (NIM) (in bps) 154 162   167  
    Cost/income ratio 61.0 % 57.2 %   72.0 %  
    Cost of risk (in bps)¹ 1 -1   1  
    Return on average equity² 9.9 % 11.6 %   6.2 %  
    Earnings per share (in EUR)3, 4 0.69 0.76   0.43  
    Client assets (end of period, in billions) 346.9 347.1   344.4  
    Risk-weighted assets (end of period, in billions)5 141.5 144.2   140.9  
    Number of internal employees (end of period, in FTEs) 22,267 20,887   21,976  
    Number of external employees (end of period, in FTEs) 3,312 3,931   3,670  
    1. Annualised impairment charges on loans and advances customers for the period divided by the average loans and advances customers (excluding at fair value through P&L) on the basis of gross carrying amount and excluding fair value adjustments from hedge accounting.
    2. Annualised profit/(loss) for the period, excluding payments attributable to AT1 capital securities and results attributable to non-controlling interests, divided by the average equity attributable to the owners of the company excluding AT1 capital securities.
    3. Profit/(loss) for the period, excluding payments attributable to AT1 capital securities and results attributable to non-controlling interests, divided by the average outstanding and paid-up ordinary shares.
    4. For Q1 2025, the average number of outstanding shares amounted to 833,048,566 (Q4 2024: 833,048,566; Q1 2024: 860,275,379).
    5. As of 1 January 2025, the figures in the table are prepared in accordance with CRR III (Basel IV) regulations. The figures up to 31 December 2024 are prepared in accordance with CRR II (Basel III) regulations.

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  • MIL-OSI Russia: Karting, darts and padel tennis: city residents are invited to the Mosprom-2025 Spartakiad

    Translation. Region: Russian Federal

    Source: Moscow Government – Government of Moscow –

    Registration for participation in the Mosprom-2025 Spartakiad has begun in the capital. Industrialists, students of the city’s universities and colleges will be able to apply for the competition until June 20. This was reported by the Minister of the Moscow Government, head of the capital’s Department of Investment and Industrial Policy Anatoly Garbuzov.

    “For seven years, the Mosprom Spartakiad has remained a unique platform for raising team spirit, creating business contacts and friendly ties among the capital’s industrial community. Interest in the event is constantly growing: if in 2024 more than seven thousand people took part in the competition, then this year about 8.5 thousand athletes are expected. To maintain interest, we regularly develop the project and offer new exciting sports. This season, for the first time, we will hold karting and padel tennis competitions,” said Anatoly Garbuzov.

    In 2025, competitions in 14 sports will be held for employees of industrial enterprises, students of specialized higher educational institutions and colleges: billiards, swimming, darts, three-on-three basketball, athletics, ping-pong, e-sports, hockey, volleyball, badminton, football, chess, karting and padel tennis.

    You can apply for participation atofficial website of the project or by phone: 7 495 744-11-45. The competition will end in September. Participants will take part in final tournaments in the main sports and receive awards.

    Since 2019, more than 20 thousand representatives of the capital’s factories, universities and colleges have participated in the competition. Among them were employees of enterprises producing medical equipment, food products, cables, ventilation systems, robots and other products. Spartakiad “Mosprom” became a laureate “Sport and Russia – 2022” award in the nomination “Best industry competitions for employees”.

    Quickly find out the main news of the capital inofficial telegram channel the city of Moscow.

    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.

    Please Note; This Information is Raw Content Directly from the Information Source. It is access to What the Source Is Stating and Does Not Reflect

    https: //vv.mos.ru/nevs/ite/153780073/

    MIL OSI Russia News

  • MIL-OSI USA: Representatives Cohen, Titus and Scholten Introduce Bill to Reauthorize the Federal-State Partnership for Intercity Passenger Rail Program

    Source: United States House of Representatives – Congressman Steve Cohen (TN-09)

    WASHINGTON – Representatives Steve Cohen (TN-9), a senior member of the Transportation and Infrastructure (T&I) Committee and a passionate advocate of passenger rail service; Dina Titus (NV-1), the Ranking Member of the Subcommittee on Railroads, Pipelines and Hazardous Materials, and Hillary Scholten (MI-3), a member of the T&I Committee, today introduced a bill to reauthorize the Federal-State Partnership for Intercity Passenger Rail (FSP) Program through Fiscal Year 2031. Currently, authorization for FSP is set to expire at the end of Fiscal Year 2026.

    The Infrastructure Investment and Jobs Act (IIJA) funded the FSP to provide competitive grants for improving existing rail corridors and developing emerging corridors. Through December of 2024, $25.7 billion in FSP grants have been awarded for crucial repairs, infrastructure improvements and new intercity rail services across the country.

    Congressman Cohen made the following statement:

    “As a longtime advocate of passenger rail service, I urge my colleagues to support the federal-state partnership that is preparing the United States for a surge in rail travel. I am looking forward to one day taking Amtrak along the recently identified Memphis-Nashville-Chattanooga-Atlanta corridor that is being funded by a Corridor ID grant and, eventually, along a route linking Memphis to Little Rock and beyond. Passenger rail is the future, and this bill ensures its ongoing support.”

    Congresswoman Titus made the following statement:

    “Funding from the Federal-State Partnership for Intercity Passenger Rail grant program is helping Brightline West bring high speed rail to Las Vegas. We need to reauthorize this critical program to improve and bring passenger rail service to more communities across the United States. Expanding service will make traveling safer and more enjoyable and be a boon to local economies.”

    Congresswoman Scholten made the following statement:

    “Connecting people to jobs, schools, and families through safe and reliable rail services are one of the smartest investments we can make to support our economy and our environment. In Michigan, we’ve already seen how programs like the Federal-State Partnership and Corridor ID help improve passenger rail services and help boost local economies. I’m proud to support this reauthorization so we can keep moving forward with better rail options for communities across the country.”

    The bill would reauthorize both the FSP program and the Corridor ID program with $7.5 billion between Fiscal Years 2027 and 2031.

    The bill is endorsed by the following organizations: Rail Passengers Association, SMART Transportation Division, Southern Rail Commission (SRC), Transportation for America (T4A)

    # # #

    MIL OSI USA News

  • MIL-OSI Economics: APEC Officials Propel AI and Demographic Agendas Jeju, Republic of Korea | 14 May 2025 Issued by the APEC Senior Officials’ Meeting Chairing the meeting, Ambassador Seongmee Yoon emphasized Korea’s vision for a forward-looking and action-oriented APEC agenda this year.

    Source: APEC – Asia Pacific Economic Cooperation

    As global uncertainties mount and long-term challenges reshape the economic landscape, APEC economies gathered in Jeju this week to accelerate collaboration on connectivity, innovation and prosperity.

    At their two-day meeting, senior officials advanced region-wide efforts on emerging priorities such as artificial intelligence, demographic transformation and economic integration, building on recent ministerial meetings and stakeholder dialogues.

    Chairing the meeting, Ambassador Seongmee Yoon emphasized Korea’s vision for a forward-looking and action-oriented APEC agenda this year.

    “Korea’s priorities this year reflect the urgent need to future-proof our economies,” Ambassador Yoon said. “We are advancing innovation not just in technology, but in how we cooperate, how we trade and how we prepare our people for what’s next. We are strengthening connections across borders, across sectors and between generations. And we are pursuing prosperity that benefits all the people in the region.”

    “This meeting in Jeju is where we take those ideas and turn them into deliverables,” she added. “As we move toward the APEC Economic Leaders’ Week in Gyeongju, Korea is committed to driving meaningful, cooperative outcomes that benefit the whole APEC region.”

    The meeting opened with updates from key stakeholder groups, including the APEC Business Advisory Council, the Senior Finance Officials’ Meeting, the Pacific Economic Cooperation Council and the APEC Study Centers Consortium.

    Senior officials reviewed outcomes from recent ministerial meetings on ocean sustainability and human resources development, where ministers underscored the need for resilient labor systems and sustainable marine economies. Ministerial meetings on education and trade will follow on 14 and 15–16 May, respectively.

    They also considered the next steps for Korea’s flagship deliverables, including the proposed APEC AI Initiative, which outlines a region-wide approach to harnessing artificial intelligence for inclusive and sustainable growth. The initiative promotes a shared outlook, capacity building and investment in sustainable AI infrastructure.

    Additionally, Korea’s proposed Collaborative Framework on Demographic Changes was discussed, aiming to help economies address the implications of declining fertility rate and aging populations.

    “APEC’s strength lies in its ability to bring economies together to tackle profound challenges without losing sight of practical outcomes,” said Eduardo Pedrosa, Executive Director of the APEC Secretariat.

    “In Jeju, we’re seeing that in action; real collaboration on the future of artificial intelligence, on adapting to demographic transitions and on strengthening economic integration. These are not abstract goals. They’re essential to building a region that is more competitive, more connected and more resilient.”

    The Committee on Trade and Investment reported progress on economic integration in the region, trade facilitation and the inclusive growth agenda. Discussions also covered the evolution of APEC’s structural reform priorities, services competitiveness and the transition from informal to formal economies.

    Ambassador Yoon encouraged officials to continue building consensus and delivering tangible results ahead of upcoming sectoral ministerial meetings and APEC Economic Leaders’ Week.

    “Our work here lays the groundwork for impactful deliverables in Gyeongju,” she concluded. “Let us move forward with clarity, urgency and a commitment to deliver on our vision.” 


    For more information or media inquiries, please contact:
    [email protected]

    MIL OSI Economics

  • MIL-OSI New Zealand: Parliament Hansard Report – Wednesday, 14 May 2025 – Volume 784 – 001471

    Source: Govt’s austerity Budget to cause real harm in communities

    ORAL QUESTIONS

    QUESTIONS TO MINISTERS

    Question No. 1—Finance

    1. DANA KIRKPATRICK (National—East Coast) to the Minister of Finance: What recent reports has she seen on the Government’s fiscal position?

    Hon NICOLA WILLIS (Minister of Finance): There’s been some recent ill-informed commentary suggesting New Zealand’s fiscal position is strong and that our debt is not too high. I disagree. That view counts for New Zealand’s super fund as if it were available for day-to-day costs. It is not. It was confirmed this week that we’ll start contributing to superannuation from 2028. That money is already committed. The reality is our debt is very high by historic standards, we’re spending significant amounts on interest, and our ability to respond to future shocks is limited. Now is the time to rebuild buffers, reduce waste, and get the books back on a sustainable path, and that is exactly what next week’s Budget will do.

    Dana Kirkpatrick: What is the scale of New Zealand’s debt problem, and why does it matter?

    Hon NICOLA WILLIS: Between 2019 and 2024, Government debt increased by nearly $120 billion, rising from under $58 billion to $175 billion. Net core Crown debt reached 42 percent of GDP last year, the highest since the mid-1990s. The Government is still borrowing around $500 million a week, and that is not sustainable. Last year, we paid $8.9 billion in interest, and that is money that cannot go to health, education, or infrastructure. High debt limits our ability to respond to future shocks, increases our exposure to global risks, and places an unfair tax burden on future generations.

    Dana Kirkpatrick: What is the Government doing to get debt under control while protecting essential services?

    Hon NICOLA WILLIS: The Government is taking a responsible, balanced approach. We are not reducing essential services; we are re-prioritising existing spending towards high-priority areas. That means reducing low-value or wasteful spending and focusing on core services like health, education, and law and order. We’re also limiting the growth in new spending. The goal is simple: to deliver better results from the money already being spent, not just rely on more borrowing and more tax. By rebuilding fiscal buffers and managing spending carefully, we will put New Zealand in a stronger position for whatever lies ahead.

    Dana Kirkpatrick: Has the Minister considered alternative approaches to fiscal and economic management?

    Hon NICOLA WILLIS: I have seen some interesting proposals from “Planet La La Land”, including an $88 billion tax grab, and unlike some members opposite, I’m prepared to rule them out.

    SPEAKER: I’m on my feet. I’m sure even the Minister doesn’t read documents from “La La Land”. If it’s the end of the question, we’ll go to Laura McClure.

    MIL OSI New Zealand News

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

    Source: Samsung

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

    MIL OSI Economics

  • MIL-OSI Australia: Call for information – Theft – Winnellie

    Source: Northern Territory Police and Fire Services

    NT Police are calling for information in relation to the theft of a large amount of power tools and inventory stolen from a business in Winnellie on 11 May 2025.

    Police received reports of two offenders allegedly damaging a fence and unlawfully entering a business premises between the hours of 3:30am and 5:30am on Sunday. It is alleged the offenders accessed a pallet of items and stole them from the premises.

    Strike Force Trident responded to the incident and on Monday arrested a 38-year-old male for the offending.

    Investigations remain ongoing to locate the outstanding offender and the items that were stolen.

    Anyone with information in relation to the incident, particularly anyone with dashcam footage of suspicious activity along the Stuart Highway between the intersections of Hook Road and Lee Street around the time, is urged to contact police on 131 444. Anonymous reports can be made via Crime Stoppers on 1800 333 000.

    MIL OSI News

  • MIL-OSI New Zealand: Release: Admin nearly a quarter of entire FamilyBoost spend

    Source: New Zealand Labour Party

    Nearly a quarter of the money spent on the Government’s flagship FamilyBoost policy has gone to administration, not to families to help with childcare.

    So far, the scheme has cost $62 million, $14 million of which is administration costs.  

    “That is taxpayer money that isn’t helping families with childcare, rather going to the administration costs of a scheme that is quickly becoming a farce for parents and an embarrassment for the Finance Minister,” Labour finance and economy spokesperson Barbara Edmonds said.

    “Nicola Willis catastrophically botched the numbers, recently being forced to admit only a few hundred families are getting the full amount for childcare.

    “Of the 130,000 families she claimed would receive some support, a figure she revised to 100,000 upon coming into Government, only half are getting any money at all. Now we find out that nearly a quarter of the cost of the scheme is being spent administering it.

    “This scheme is unnecessarily complicated for time-poor parents, who have to keep invoices for childcare and submit them for a rebate. It’s clearly complicated for officials too given $14 million is being spent on administration.  

    “Costs are piling up on families under this Government and people are not getting what they were promised to help them with the cost of living,” Barbara Edmonds said.


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    MIL OSI New Zealand News

  • MIL-OSI USA: Padilla Cosponsors Resolution Condemning $400 Million Airplane Gift to Trump From Qatar, Reiterating Constitutional Ban on Such Gifts

    US Senate News:

    Source: United States Senator Alex Padilla (D-Calif.)

    Padilla Cosponsors Resolution Condemning $400 Million Airplane Gift to Trump From Qatar, Reiterating Constitutional Ban on Such Gifts

    WASHINGTON, D.C. — Today, U.S. Senator Alex Padilla (D-Calif.) joined 26 other Senators in introducing a resolution condemning President Trump’s acceptance of a luxury airplane gift, valued at $400 million, from the government of Qatar. According to reports, Trump intends to designate the plane as Air Force One while in office and transfer it to a foundation for personal use following the end of his term. Senators Brian Schatz (D-Hawai‘i) and Chris Coons (D-Del.) are leading the resolution.
    Senator Padilla, along with his Democratic Senate Judiciary Committee colleagues, raised concerns about the potential for Qatari influence on the Trump Administration during Attorney General Pam Bondi and Federal Bureau of Investigation (FBI) Director Kash Patel’s committee hearings. AG Bondi was previously registered as a foreign agent for the government of Qatar and Director Patel did previous “consulting work” for the Qatari government.
    “While Republicans in Congress are working to gut Medicaid and Social Security, President Trump is brazenly accepting a luxury jumbo jet from Qatar — for his use during and after he leaves office,” said Senator Padilla. “Once again, Trump is showing us that he puts his own interests above those of the American people, benefiting himself and leaving working families behind. This foreign gift reeks of corruption, is blatantly against the law, threatens our national security, and will cost taxpayers tens of millions in retrofit costs and security upgrades.”
    “President Trump’s penchant for corruption and grift has risen to a new level with the news his presidency is for sale – if you happen to have $400 million dollars,” said Leader Schumer. “This Qatari plane deal would be the largest Presidential bribe in modern history and it’s not just naked corruption, it’s a grave national security threat. Senate Republicans may bury their heads in the sand while Trump tries to enrich himself and his billionaire buddies, but Senate Democrats are going to stand up for the American people and say enough is enough – we condemn this attempt at corruption and gross violation of the Constitution.”
    “The Constitution is clear: elected officials, like the president, cannot accept large gifts from foreign governments without consent from Congress,” said Senator Schatz. “Air Force One is more than just a plane — it’s a symbol of the presidency and of the United States itself. Any president who accepts this kind of gift, valued at $400 million, from a foreign government creates a clear conflict of interest, raises serious national security questions, invites foreign influence, and undermines public trust in our government. We are asking the Senate to vote to reiterate a basic principle: no president should use public service for personal gain through foreign gifts.”
    “We wouldn’t trust another country to decorate the Oval Office, to set up our Situation Room, or to wire the White House briefing room, so why would we let another country build Air Force One for us, which is an airborne version of all three? This isn’t just a massive act of corruption, it’s a national security risk of the highest order,” said Senator Coons, Ranking Member of the Senate Appropriations Subcommittee on Defense. “If President Trump is so willing to put his own administration in danger for the sake of a $400 million gift, imagine how much danger he’s willing to put the American people in.”
    In addition to Senator Padilla, the resolution is also cosponsored by Senate Democratic Minority Leader Chuck Schumer (D-N.Y.) and Senators Angela Alsobrooks (D-Md.), Michael Bennet (D-Colo.), Cory Booker (D-N.J.), Lisa Blunt Rochester (D-Del.), Maria Cantwell (D-Wash.), Tammy Duckworth (D-Ill.), Dick Durbin (D-Ill.), Mazie Hirono (D-Hawai‘i), Andy Kim (D-N.J.), Angus King (I-Maine), Amy Klobuchar (D-Minn.), Jeff Merkley (D-Ore.), Chris Murphy (D-Conn.), Patty Murray (D-Wash.), Jon Ossoff (D-Ga.), Gary Peters (D-Mich.), Jacky Rosen (D-Nev.), Bernie Sanders (I-Vt.), Jeanne Shaheen (D-N.H.), Elissa Slotkin (D-Mich.), Chris Van Hollen (D-Md.), Mark Warner (D-Va.), and Ron Wyden (D-Ore.).
    Full text of the resolution is available here.

    MIL OSI USA News

  • MIL-OSI Russia: The growth rate and potential of the Chinese market are attractive to American companies

    Translation. Region: Russian Federal

    Source: People’s Republic of China in Russian – People’s Republic of China in Russian –

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

    Peng Zhenke, president of Pfizer China and chairman of the executive committee of the pharmaceutical research and development working committee of the China Association of Foreign-Invested Enterprises, recently announced Pfizer’s plans to invest another US$1 billion in China by 2030. The company has already opened a new research and development center in Beijing and an innovation center in Hangzhou.

    Zhang Jianping, deputy director of the academic committee of the Institute of International Trade and Economic Cooperation under the Ministry of Commerce of China, noted that investments by American companies in China can be divided into two main categories:

    First, market-oriented: companies that provide goods and services directly to the Chinese market, such as Tesla, Starbucks, and General Motors, which make significant profits in China.

    Second, global supply chain oriented: companies that use China as an important base for organizing supply chains and creating added value on a global scale, seeking maximum benefit. A typical example is Apple.

    China has enormous growth potential, making it particularly attractive to American companies, especially multinational corporations.

    Cui Shoujun, a professor at the School of International Relations at Renmin University of China, identifies three key aspects that determine the irreplaceable strategic value of the Chinese market for many American companies:

    First, the advantages of a super-large market: China, with a population of over 1.4 billion and a middle-income group of over 400 million, has huge demand. Growing urbanization in China has driven steady growth in demand for home appliances, automobiles, communications, medical services and other consumer goods.

    Secondly, the obvious advantages of the full industrial chain: China has 41 major industrial categories, 207 medium sub-categories and 666 minor sub-categories, being the only country in the world represented in all industrial sectors of the UN classification. China’s supply chain is not only comprehensive and complete, but also extremely flexible and responsive.

    Third, continuous expansion of high-level opening-up and optimization of the business environment: China creates favorable conditions for the development of foreign companies, including American ones.

    Peng Yu, director of the International Trade Research Department at the Institute of World Economy, Shanghai Academy of Social Sciences, stressed that the Chinese market provides American companies with many business and profit opportunities. China is the largest export market for American soybeans and cotton, the second-largest export market for integrated circuits and coal, and the third-largest export market for medical equipment and automobiles.

    MIL OSI Russia News

  • MIL-OSI China: Canadian PM Carney unveils new cabinet

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

    Canadian Prime Minister Mark Carney unveiled on Tuesday a new cabinet.

    The new cabinet, Carney’s second but his first since being elected, includes a core group of 28 ministers and 10 secretaries of state.

    Anita Anand replaced Mélanie Joly as Minister of Foreign Affairs. Joly became Industry Minister.

    Dominic LeBlanc’s new title is president of the King’s Privy Council for Canada and minister responsible for Canada-U.S. Trade, intergovernmental affairs and one Canadian economy.

    François-Philippe Champagne remains Finance Minister and took on the additional role of Revenue Minister.

    Carney’s Liberal Party won the parliamentary elections in Canada last month to form a minority government. The House of Commons’ sitting calendar currently has May 26 listed as the first sitting date for MPs. 

    MIL OSI China News

  • MIL-OSI Australia: Anonymous tip off resulted in child abuse material offences – East Arnhem region

    Source: Northern Territory Police and Fire Services

    On 7 May 2025, an anonymous report was received via Crime Stoppers detailing a complaint that someone was allegedly distributing and in possession of child abuse material in an East Arnhem Region community.

    Following initial investigations, the Katherine Criminal Investigation Branch travelled to the remote community on Monday to execute a search warrant at the alleged offender’s residence. Throughout the search, investigators seized multiple storage devices and a mobile device which contained child abuse material.

    The 31-year-old male was arrested and has since been charged with:

    • Transmit Child Abuse Material – 474.22(1) Commonwealth Criminal Code Act
    • Possess/Produce Child Abuse Material – 125B Criminal Code Act NT x 6

    He was remanded to appear in Darwin local Court on Thursday 15 May 2025.

    Major Crime Detective, Senior Sergeant Justene Dwyer said “I commend the Katherine Criminal Investigation Branch investigators, local East Arnhem Region police members and Aboriginal Liaison Officers for their diligence and attention to detail to ensure this man is put before the courts.

    “This behaviour is not accepted in our community and police will continue to go above and beyond to arrest anyone responsible for harming children in the NT community.”

    Members of the public who have any information about people involved in child abuse and exploitation are urged to call police on 131 444 or Crime Stoppers on 1800 333 000. You can also submit a report online at https://crimestoppers.com.au/.

    You can also make a report online by alerting the Australian Centre to Counter Child Exploitation via the ‘Report Abuse’ button at www.accce.gov.au/report.

    MIL OSI News

  • MIL-OSI USA: Finance Committee Advances CBP Commissioner Nomination

    US Senate News:

    Source: United States Senator for Idaho Mike Crapo

    Washington, D.C.–The U.S. Senate Finance Committee today advanced the nomination of Rodney Scott to be U.S. Customs and Border Protection (CBP) Commissioner by a vote of 14-13.  Following the vote, Chairman Mike Crapo (R-Idaho) issued the statement below:
    “Mr. Scott’s decades of service and dedication to our nation’s security make him highly qualified to oversee CBP.  I look forward to his confirmation and working with him to ensure the agency is focused on border security, the flow of legitimate trade and enforcement of U.S. trade laws.”
    Executive session information can be found here.
    Read Chairman Crapo’s full statement at the nomination hearing here, and his statement at the executive session here.

    MIL OSI USA News

  • MIL-OSI USA: Senate and House Republicans Make Strides to Repeal Over a Dozen Biden-Era Regulations to Advance Trump’s America First Agenda

    US Senate News:

    Source: United States Senator for Kansas Roger Marshall

    Washington – In a seismic victory for President Trump’s America First Agenda, U.S. Senator Roger Marshall, M.D. (R-Kansas) today released the following statement on Senate and House Republicans’ efforts to reverse over a dozen of Joe Biden’s nonsensical regulations using the Congressional Review Act (CRA) – a legislative tool allowing Congress to strike down federal rules and regulations with a simple majority vote.
    “While the Biden-Harris administration tried to suffocate our nation’s businesses and families with nonsensical regulation after regulation, Senate and House Republicans are tearing down these barriers to unleash American prosperity,” said Senator Marshall. “I am committed to continue working with my colleagues to ensure these CRAs allow us to boldly deliver on President Trump’s promises.”
    Among the 13 burdensome Biden-Harris-era regulations that were targeted, Senate Republicans have slashed red tape to unleash American energy, end costly green new scam mandates, strengthen digital finance, and expand personal freedoms. These actions deliver on President Donald Trump’s America First agenda by reducing consumer costs, protecting privacy, and empowering businesses.
    Promise Made: Unleash American Energy
    Promise Kept:

    S.J.Res. 11 – Offshore Oil and Gas Drilling

    What It Does: This resolution overturns a Biden-era rule that prevented offshore oil and gas drilling because of the presence of “shipwrecks and cultural resources.” 
    Why It Matters: By overturning this regulation, we can unleash American energy through expanded production capacity off American shores.
    Status: Passed and became law on March 14, 2025.

    S.J.Res. 31 – Tailpipe Emissions and Area Pollution

    What It Does: This resolution overturns a Biden-era rule that requires sources of persistent and bioaccumulative hazardous air pollutants to comply with certain major source emission standards under the Clean Air Act.
    Why It Matters: By eliminating it, we’re lessening regulations and letting American industry flourish without the heavy and misguided hand of activist government bureaucrats holding it back.
    Status: Passed the Senate but has not yet passed the House.

    Promise Made: End the Green New Scam
    Promise Kept:

    H.J.Res. 24 – Walk-in Coolers and Freezers

    What It Does: This resolution overturns a Biden-era regulation that defines “walk-in coolers” and “walk-in freezers” as refrigerated spaces smaller than 3,000 square feet, which would have increased costs and regulations on manufacturers and restaurants.
    Status: Passed, but not yet signed by the President.

    H.J.Res. 42 –Appliance Energy Efficiency

    What It Does: This resolution overturns a Biden-era Department of Energy (DOE) rule that would have increased the cost of basic appliances.
    Status: Passed, but not yet signed by the President.

    H.J.Res. 75 –Energy Standards for Freezers and Refrigerators

    What It Does: This resolution overturns a Biden-era DOE rule that attempts to amend energy conservation standards for refrigerators, refrigerator-freezers, and freezers, that would have increased the cost of basic appliances. It would also have put financial constraints on any business that uses these appliances, such as restaurants, grocers, and more.
    Status: Passed, but not yet signed by the President.

    H.J.Res. 20 – Gas Powered Water Heaters

    What It Does: This resolution overturns a Biden-era rule that would have placed restrictions and regulations on gas-powered water heaters, which would have resulted in increased costs of tankless water heaters and reduced choice in the market.
    Status: Passed, but not yet signed by the President.

    H.J.Res. 35 – Waste Emissions Tax for Energy Producers

    What It Does: This resolution overturns a Biden-era Environmental Protection Agency (EPA) rule that implemented a Methane Tax on American energy producers, which would have resulted in higher costs passed onto consumers.
    Status: Passed and became law on March 14, 2025.

    H.J.Res. 61 – Rubber Tire Manufacturer Emissions

    What It Does: This resolution overturns a Biden-era EPA rule that attempted to add emissions standards to rubber tire manufacturing, including them in the hazardous air pollutant (HAP) regulation requirements, which would have resulted in higher costs passed onto consumers.
    Status: Passed, but not yet signed by the President.

    Why They Matter: By passing resolutions to overturn these six specific rules, we’re preventing increased costs from being invariably be passed onto consumers, removing burdensome regulations that could harm businesses large and small, and allowing American families to have more choice in the market and keep more of their hard-earned money.

    Promise Made: Strengthen U.S. Leadership in Digital Finance
    Promise Kept:

    S.J.Res. 3 / H.J.Res. 25 –Crypto IRS Reporting Requirements

    What It Does: This resolution overturns a Biden-era rule that mandates that brokers submit information returns and provide payee statements detailing the gross proceeds from digital asset transactions they carry out for their clients.
    Why It Matters: With the elimination of this rule, the private financial information of American citizens is further protected. 
    Status: Passed and became law on April 10, 2025.

    S.J.Res. 18 – Overdraft Fee Regulations

    What It Does: This resolution overturns an overreaching Biden-era Consumer Financial Protection Bureau (CFPB) rule that limited overdraft fees.
    Why It Matters: Overturning this ensures that banks and financial institutions can negotiate their own relationships with customers with limited government interference. 
    Status: Passed and became law on April 10, 2025.

    S.J.Res. 28 – Digital Payment Providers

    What It Does: This resolution overturns a burdensome and overreaching Biden-era CFPB rule that would have threatened Americans’ privacy interests.
    Why It Matters: The rule, if left intact, could stifle innovation and impose undue burdens on digital payment providers like Venmo or PayPal. 
    Status: Passed, but not yet signed by the President.

    S.J.Res. 13 –Bank Merger Application Review

    What It Does: This resolution overturns a Biden-era rule from the Office of the Comptroller of the Currency (OCC) that would have made more stringent the government’s review of bank mergers.
    Why It Matters: Overturning this rule will allow American financial institutions to make decisions that work best for their customers. 
    Status: Passed the Senate but has not yet passed the House.

    Promise Made: Eliminate Burdensome Regulations
    Promise Kept:

    H.J.Res. 60 – Regulations for ATV Usage

    What It Does: This resolution will make minor changes to a Biden-era regulation that will result in improved management of motorized uses in the Orange Cliffs Special Management Unit, including:

    Prohibiting the use of ORVs and street-legal ATVs on an 8-mile segment of the Poison Spring Loop located on Route 633 proceeding north to Route 730.
    Eliminating the superintendent’s authority to potentially allow ORVs and street-legal ATVs on the upper portion of the Flint Trail.

    Why It Matters: By improving this regulation, we will give Americans greater freedom to traverse the great outdoors, without the government needlessly telling them how to do it. 
    Status: Passed, but not yet signed by the President.

    MIL OSI USA News

  • MIL-OSI New Zealand: Addressing New Zealand’s infrastructure asset management challenge

    Source: NZ Music Month takes to the streets

    The Government has launched a new work programme to improve public infrastructure asset management, Infrastructure Minister Chris Bishop says.

    “We need to be honest about the fact that we’ve done asset management poorly in the public sector for decades. We rank fourth to last in the OECD for asset management, with a number of government agencies reporting non-compliance with Cabinet expectations relating to depreciation funding, asset management plans and asset registers. The public sector performs poorly compared with the private sector.

    “Poor asset management results in expensive renewals and emergency works, poor infrastructure quality, asset failures, and less funding for new services. The Infrastructure Commission estimates that for every $40 spent on new infrastructure, we should be investing $60 in maintenance and renewals.

    “In practice, years of poor asset management means leaky hospitals and schools, mould in police stations and courthouses, service outages on commuter rail, and poor accommodation for Defence Force personnel and their families. It’s not good enough. New Zealanders deserve better.

    “To ensure we get the most out of every dollar we invest, Cabinet has agreed to an all-of-Government work programme that will improve central government asset management and performance, with a focus on infrastructure. 

    “The objective of the programme is to strengthen the infrastructure system to lift asset performance and service outcomes for New Zealanders, ensure there is adequate investment in planned asset maintenance and renewal activities, ensure new investment decisions can be made within the overall context of agencies’ asset management plans, and improve accountability, capability, and oversight of our infrastructure. 

    The work programme will be broken up into two phases: 

    Phase One (short term improvements), including:

    • Continued work to update to the Better Business Case (BBC) and Gateway frameworks.
    • Self-assessment of New Zealand policy and institutional settings against the IMF Public Investment Management Assessment framework.
    • Improved asset management and long-term planning performance indicators and guidance – providing more detailed guidance on expected asset management and long-term planning practice, including which indicators will provide Ministers, stakeholders and the public with confidence that agencies are delivering value for money.
    • Supporting the growth of a “Community of Practice” to build capability – the Infrastructure Commission is partnering with Āpōpō to build a ‘community of practice’ through collaborative events for public service asset management professionals.
    • A possible national Underground Asset Register – officials are providing advice on opportunities to scale the Wellington City Council underground asset register for use across New Zealand.

    Phase Two (beyond December 2025):

    Phase two will consider more fundamental changes to system settings to ensure that asset management outcomes improve, and will include:

    • The development of the 30-year National Infrastructure Plan (NIP) to ensure greater stability of infrastructure priorities that help New Zealand plan, fund and deliver important infrastructure. As part of their work developing this plan, the Infrastructure Commission will recommend system changes to strengthen investment and asset management outcomes.
    • Investigating legislative requirements for the development of ten-year investment plans by capital intensive agencies and performance reporting requirements.
    • A refresh of the Cabinet Office circular CO (23) 9, to give effect to broader changes across the IMS and restate Cabinet’s expectations on investment planning, assurance, and asset management practices. The refresh of the Circular will be undertaken in parallel with the NIP, to allow the refreshed Circular to take into account the NIP recommendations.

    “The draft 30-year National Infrastructure Plan is expected to be published in June this year and it will then go out for public consultation.

    “I intend to consider proposed recommendations from the Infrastructure Commission as part of the Government’s response to the Plan in 2026.

    “Making improvements to our investment management system will ensure New Zealanders’ infrastructure investments are well-managed. These improvements will enable greater economic growth and deliver efficient infrastructure which will have long-term impacts on the cost-of-living,” Mr Bishop says.

    MIL OSI New Zealand News

  • MIL-OSI New Zealand: Speech to Apōpō Congress: Addressing New Zealand’s infrastructure asset management challenge

    Source: NZ Music Month takes to the streets

    Good morning. It’s great to be here – in spirit – at the 2025 Apōpō Congress.
    I am a fierce proponent of asset management, and I also enjoy the Te Pae Convention Centre, so it’s a shame I can’t be there with you all in person. 
    I’d like to thank Apōpō for hosting this congress and for keeping the conversation on asset management learnings and best-practice going for over 75 years.
    Better asset management is key to the success of the Government’s plan to go for economic growth and enhance New Zealanders’ quality of life.
    Asset management may not be the sexiest aspect of the infrastructure system – as it has to compete with new, big, and exciting projects – but everyone knows, if you don’t paint the weatherboards on your house, the wood will rot. 
    And billion-dollar infrastructure is fundamentally no different.
    Looking after what we have means our infrastructure will last longer, be more reliable, and be more resilient to shocks and stresses. For me, good asset management is a minimum requirement, not an optional extra.
    So, today I am announcing a comprehensive work programme that Cabinet has agreed to that will improve asset management practice across central government. 
    The aim of this work is to provide safer, longer lasting and more reliable infrastructure services; and to achieve better value for money by making the most of what we have.
    But before I get into that, let me briefly touch on my six infrastructure priorities and where the Government is at on each of them. 
    My six priorities as Minister for Infrastructure
    Last year, I mapped out what I want from the infrastructure system.
    I want the private sector to invest and build here, because they are confident in the pipeline and are enabled to get on with it by an efficient and fair consenting system. 
    And I want the public to enjoy infrastructure that is safe, reliable, accessible, and good value for money. 
    To achieve this, I’m focused on six priorities as Infrastructure Minister:

    Establishing National Infrastructure Funding and Financing Ltd,
    Developing a 30-year National Infrastructure Plan,
    Improving infrastructure funding and financing,
    Improving the consenting framework,
    Improving education and health infrastructure, and last but not least –
    Strengthening asset management.

    These priorities are in response to what the coalition Government has heard from industry and infrastructure experts, both in New Zealand and overseas.
    National Infrastructure Funding and Financing Ltd
    Let’s start with National Infrastructure Funding and Financing, which we call NIFFCo. 
    On the 1st of December last year, we established NIFFCo to:

    Act as the Crown’s ‘shopfront’ to facilitate private sector investment in infrastructure – including receiving and evaluating Market Led Proposals.
    Partner with agencies, and in some cases, local government, on projects involving complex procurement, alternative funding mechanisms, and private finance – including Public Private Partnerships (PPPs).
    Administer central government infrastructure funds.

    NIFFCo has already started lifting the government’s commercial capability and has deployed expertise into agencies that are working on complex Public Private Partnership (PPP) projects including the Northland Road of National Significance and Christchurch Men’s Prison. 
    Off the back of the New Zealand Infrastructure Investment Summit, NIFFCo has also started engaging with domestic and international debt and equity markets to help connect New Zealand projects to suitable capital.
    Developing a 30-year National Infrastructure Plan
    Now, let’s move to my second priority, the 30-year National Infrastructure Plan.
    The industry has asked for a long-term plan and pipeline so that they can invest in people and equipment. We have heard them, it’s the right thing to do, and we are doing it.
    The New Zealand Infrastructure Commission is developing the Plan, which will outline an independent and expert view on New Zealand’s infrastructure needs over the next 30 years, planned investments over the next 10 years, and recommendations on priority projects and reforms that can fill the gap between what we have and what need.
    The draft plan is on track to go out for public consultation next month, with the final plan due to me by the end of this year. 
    I encourage you to provide feedback on the Plan, particularly in the areas of asset management. 
    Improving infrastructure funding and financing 
    Now, let’s talk about my third priority, Improving infrastructure funding and financing. 
    Public infrastructure in New Zealand has historically been primarily funded by taxpayers or ratepayers. 
    But our heavy reliance on this blunt approach is not serving New Zealand well and has led to perverse outcomes including congestion, run-down assets, and the unresponsive provision of enabling infrastructure – contributing to unaffordable housing.
    Last year, we released a suite of new and improved frameworks and guidance including:

    Treasury’s new Funding and Financing framework,
    The Government’s refreshed PPP policy,
    Strategic Leasing Guidance, and
    Guideline for Market Led Proposals. 

    The collective purpose of these documents is to help the Government use its balance sheet more strategically, apply good commercial disciplines to investment, and be a more sophisticated client of infrastructure. 
    This year I have focused on establishing new funding and financing tools. In February, I announced five specific changes to New Zealand’s funding and financing toolkit to make it easier for councils and central government to provide infrastructure to support urban growth. 
    I won’t cover all of these, but the most relevant to people here, is that we are shifting away from Development Contributions to a new Development Levy System that will enable council to fully recover the costs of housing growth from growth.
    This change means ratepayers will no longer need to cross subsidise growth to the same extent (if at all) – freeing up rates to go towards maintenance backlogs. 
    The Government is progressing amendments to the Local Government Act 2002 this year, so that Councils will be able to move to the new Development Levy System through their 2027 Long-Term Plan cycle.
    Improving the consenting framework
    Now, let’s move onto my fourth priority, improving the consenting framework. 
    As many of you will know, the resource management system is broken. 
    It achieves the worst of both worlds: it stifles development and fails to protect the environment. In many ways, our currently planning system is one of the root causes of our infrastructure deficit.
    So, we are taking action. 
    In 2023, we repealed the Natural and Built Environment Act and Spatial Planning Act.
    In 2024, we introduced the Fast Track Approvals Act, which provides a one-stop shop for projects with significant regional and national benefits to apply for and access approvals, resource consents, and permits across nine different Acts, all in the one process.
    The Government listed 149 projects in the Act itself, fast-tracking them in the fast-track process. More projects can be referred into the process too.  
    These 149 projects represent up to 55,000 new homes; 180 kilometres of new road, rail, and public transport routes; three gigawatts in additional generation capacity; and multiple mining and aquaculture projects. 
    And this year, the Government is replacing the entire resource management system – 
    We will put a new system in place that is effects based and embraces standardisation, meaning fewer and faster consents. We plan to have the two Acts introduced to Parliament mid-this year. 
    Improving education and health infrastructure
    I won’t go into too much detail of my, fifth priority, improving education and health infrastructure. I will just quickly say that this government is moving towards: 

    More standardised, repeatable designs,
    More modular and staged builds, and
    More strategic procurement – including by using a panel of contractors and partners for large programmes or packages of work.

    Poor asset management practices 
    Now, let’s talk in detail about my sixth priority – strengthening asset management. 
    I think we need to be honest about the fact that we’ve done asset management poorly in central government for decades.
    Too often we see the result of a lack of care in managing the infrastructure assets entrusted to agencies. 
    I can rattle off too many examples of things gone wrong:

    Schools in Auckland with leaking roofs and rotting buildings;
    Half of justice buildings reported to be in “poor” or “very poor” condition;
    Military homes in Waiouru infested with black mould;
    A police custody suite in Hawke’s Bay with so many leaks that the roof had to be covered with plastic tarpaulin; and
    A hospital in Whangārei where the roof leaked when it rained, the surgical wing was on a lean, raw sewage was found seeping into the walls, and – to top it all off – those walls were riddled with asbestos. 

    This is simply not good enough for New Zealanders. 
    It would be comforting to pretend that these are isolated anecdotes of poor outcomes. And it would be easy to say that “all we need is a bit more funding for emergency repairs to plug some leaks and patch up some roofs”. 
    But this pattern of ‘build and forget’ repeats too often for this to be anything other than a systematic issue. 
    And you don’t need to take my word for it. 
    There is a growing analytical evidence base of unacceptable asset management practice:

    New Zealand ranks fourth to last for asset management in the OECD’s infrastructure survey, and
    Several central government agencies do not comply with mandatory requirements set out by Cabinet as outlined in Cabinet Office circular (23) 9 – including requirements related to depreciation funding, asset management plans, and asset registers.

    The contrast between the performance of central government and that of the private sector, regulated utilities, and even local government is also stark. Let’s use the ratio of annual spending on renewals and maintenance, relative to asset depreciation, as a proxy for asset management performance.
    The private sector and local government have ratios of approximately [1] and [0.75] respectively. 
    For central government agencies, this metric is often impossible to measure, because it isn’t being recorded and reported. And where the data does exist, such as for state highways, the results are significantly worse, with a ratio of [0.35].
    These poor asset management practices are undermining this Government’s infrastructure objectives and contributing to our significant infrastructure deficit – which is expected to grow to around $210 billion by 2050.
    Our maintenance and renewal challenge
    In fact, one of the biggest challenges facing New Zealand’s infrastructure sector is the cost and resources needed to repair and replace assets that are wearing out. 
    The Infrastructure Commission tells me that for every $40 spent on new infrastructure, we should be investing $60 in maintenance and renewals.
    If we don’t prioritise and deliver this spending and sort our asset management practices now, our problems are only going to get bigger. 
    This is driven by three macro trends.
    For one, the amount New Zealand needs to spend on asset management will continue to increase as the assets built during the post-war investment boom of the 1950s to 1990s wear out.
    Second, asset management needs will increase in some sectors as demographics change – for example, more focus will be needed on health facilities as our population ages.
    Third, the risks we face from natural hazards will continue to become more acute. New Zealand already ranks second in the OECD in expected annual losses from natural hazards. And asset owners won’t be able to make informed trade-offs between insurance, relocation, and resilience if they don’t have a strong base of asset management practice to build from – including knowing what they own, where it is, what conditions it’s in, and what risks it faces.
    I feel like I am preaching to the choir – but, as you know – it is important to get asset management right.
    And some sectors do get asset management more right than others. 
    For example, regulated utilities like energy perform well due to economic incentives, and regulatory regimes with strong transparency, oversight and audit requirements.
    Taking a step back – regulated utilities, local government, and central government all have different rules and enforcement mechanisms that impact asset performance, with central government holding the regulated and local government sectors to a higher standard than it does itself.  
    The private sector is characterised by oversight through market discipline, economic regulation, and minimum service quality standards.
    Local government has strong legislative requirements for planning and asset management, supported by audit and transparency requirements. For example, the Local Government Act requires reporting on infrastructure spending by category including maintenance and renewal, which is then audited by the Office of the Auditor General.
    In central government we primarily rely on the requirements set through the Cabinet Office circular on Investment Management and Asset Performance in Departments and Other Entities, or, more commonly known as CO (23) 9. 
    External transparency on central government infrastructure (like age, condition, location, and utilisation) is limited at best, making it difficult for the public to be confident that it is being managed appropriately.
    This is a very complex system to fix. There is no single factor or actor that accounts for why central government is struggling so much to manage its assets effectively. 
    To be clear, it’s not that we don’t have hard-working asset management professionals. Because I know we have some brilliant asset managers doing fantastic work. 
    But too many of you are frustrated by a system that simply isn’t set up to empower you to do what is needed.
    In my view, our asset management performance is the result of four complex inter-related issues. 
    First, central government does not treat asset management as a fundamental component of service delivery. Top-down fiscal constraints, changing service expectations and stakeholder pressures mean that asset management is often de-prioritised in favour of new investment or new operating spending. 
    Second, agencies do not have good enough information on their assets. So, decision-makers like agency officials, and Ministers like me lack the information needed to make good decisions and to be held accountable for them.
    Third, governance is weak. Compared to regulated utilities and local government, our systems, processes, and rules for ensuring that asset management is being carried out properly are not strong enough.
    Fourth, visibility and support for asset management is lacking at senior levels within agencies. Nobody in the audience will be shocked to hear me say that awareness, visibility, and support for asset management is often lacking at senior levels. We simply don’t invest enough in our people. This is true in some parts of the private sector and local government, but it is particularly true in central government. 
    Improving central government asset management 
    So, that’s the doom and gloom part over. Let’s get onto how we plan to fix the system. 
    Today, I am excited to announce that Cabinet has agreed to an all-of-Government work programme that will improve central government asset management and performance, with a focus on infrastructure.
    My goal is to provide safer and more reliable infrastructure services to New Zealanders; and to achieve better value for money by making the most of what we have.
    This work programme will take place across two phases. 
    Phase 1 will roll out this year, delivering quick wins that drive real improvements. But that is just the start. Next year, we start on Phase 2, which will deliver more fundamental changes to how we look after our assets.
    Phase 1
    Let’s start with Phase 1. Phase 1 is about providing clarity on what ‘good’ looks like and ensuring that there are better tools to help central government agencies succeed. 
    The Infrastructure Commission has three actions under Phase 1.
    First, the Commission is assessing New Zealand’s investment and asset management settings for central government using the ‘Public Investment Management Assessment’ (PIMA). This international best-practice framework was developed by the IMF in 2015.
    The Commission will release the PIMA ‘self-assessment’ report alongside the National Infrastructure Plan later this year. It will be an invaluable source of evidence on how we can improve our investment systems – more on that soon.
    Second, the Commission will publish detailed guidance that agencies will need to follow on asset management; long-term planning; and related performance, assurance, and accountability indicators.
    At the moment, Treasury sets out high-level investment management and asset performance requirements for departments, Crown entities, and companies listed in Schedule 4A of the Public Finance Act through Cabinet Office circular CO (23) 9. 
    Over and above Cabinet setting clear rules for asset management it is crucial that we help agencies understand how they meet their obligations. Currently, there is limited detailed guidance showing agencies what good looks like. 
    More detailed guidance can help fill this gap and will help agencies to provide useful and consistent information to decision makers and the public – including indicators that will show whether agencies are delivering value for money from their planning and investment activities.
    Third, the Commission is partnering with Āpōpō to build a new ‘community of practice’ that will lift the capability of public service asset management professionals through events.  
    Phase 1 of this work programme, also includes:

    the Treasury continuing work to update their Better Business Case and Gateway Frameworks, and
    Potentially developing a National Underground Asset Register – Officials will provide me advice on opportunities to scale the Wellington City Council’s  underground asset register for use across New Zealand.

    Phase 2
    Phase 2 is about driving more fundamental changes to system settings to ensure that we see sustained improvements in asset management.
    Phase 2 will be informed by the National Infrastructure Plan but will ultimately be implemented through the Government response to the Plan, which I expect will include changes to the Investment Management System.
    The Commission is currently developing the National Infrastructure Plan to ensure greater stability of infrastructure priorities and to help New Zealand plan, fund, and deliver important infrastructure. 
    The Commission has informed me that the Plan will include recommendations on how to strengthen central government’s Investment Management System.
    The Commission are thinking of issues such as: 

    Strengthening the Public Finance Act to require agencies to periodically develop long-term investment plans (including asset management) and strengthening reporting requirements to increase transparency on spending on maintenance and renewals.
    Strengthening non-legislative reporting requirements to improve transparency over asset management outcomes.
    Establishing oversight and review requirements for asset management planning.
    Explicitly incorporating assessments of bottom-up infrastructure needs, including spending on asset management and renewals, into fiscal strategies
    And strengthening incentives for better asset management practice by, for example, linking investment decision making to agency asset management capability or ringfencing depreciation funding. 

    It is important to note that the National Infrastructure Plan is a ‘strategy report’ and is rightly produced independently from Government. 
    As such, I will consider the final recommendations made by the Commission and will implement Phase 2 of the Asset Management Work Programme through the Government’s response to the Plan in 2026.
    Over the next year, the Treasury is also working to update Cabinet Office circular CO (23) 9. The update of CO (23) 9 is a great opportunity to take on evidence and findings from the National Infrastructure Plan to strengthen Cabinet’s expectations on investment planning, assurance, and asset management practices.
    I have asked Treasury officials to consider the findings of the National Infrastructure Plan when updating the Circular.
    But to be clear, all options remain on the table to improve asset management – including changes to the law. 
    Conclusion
    To conclude, I would like to say thank you again for inviting me to speak. 
    Getting asset management right is one of my top priorities as Minister for Infrastructure, and I will need your help to do it.
    The size of the prize is significant – 
    Improving how we look after our assets will improve the lives of New Zealanders through safer and more resilient infrastructure services. It will drive better value for money from our investments – putting downward pressure on the cost-of-living and freeing up funds for other Government priorities.
    Better asset management is also good for economic growth, as higher-quality infrastructure will reduce disruptions, encourage investment, and improve productivity.
    It won’t be a quick fix.
    The challenges we face are deep-rooted and systemic. But they are not insurmountable, if we ambitious enough to take them on, and disciplined enough to overcome them. 
    Thank you. 

    MIL OSI New Zealand News

  • MIL-OSI USA: Cantwell Condemns GOP’s Cruel Proposal to Kick Millions Off Medicaid: ‘You’re Going to Make All Those People Go to An Emergency Room?’

    US Senate News:

    Source: United States Senator for Washington Maria Cantwell
    05.13.25
    Cantwell Condemns GOP’s Cruel Proposal to Kick Millions Off Medicaid: ‘You’re Going to Make All Those People Go to An Emergency Room?’
    GOP proposal would cancel health coverage and drive-up co-pays for hundreds of thousands of Washingtonians
    WASHINGTON, D.C. – Today, U.S. Senator Maria Cantwell (D-WA), senior member of the Senate Finance Committee and ranking member of the Senate Committee on Commerce, Science, and Transportation, delivered a speech on the Senate floor condemning the House GOP’s ill-conceived proposal to cut health care by $715 billion to help pay for a tax break for the ultra-rich and corporations, forcing at least 13.7 million Americans off their health insurance.
    “House Republicans say that these cuts are about waste, fraud, and abuse — but the real fraud is telling the American people that by implementing these requirements, that somehow these policies are going to save money. The truth is, it’s just making it harder on Americans to stay on Medicaid,” Sen. Cantwell said.
    “In 2018 Arkansas tried the same thing that the House of Representatives are now suggesting. They became the first state to establish a work requirement for certain Medicaid enrollees. It took just four months, and the new requirement got 18,000 people kicked off Medicaid. Where do you think those people go? You think they don’t have any health care needs? You don’t think they go to the hospital and cost us all a bunch load more money?” she continued.
    “So I ask my colleagues to make sure that we are fighting these cuts to Medicaid. Our communities are demanding it. They are watching.”
    Video of her speech is available HERE and a full transcript is HERE.
    On Sunday, the Republican leadership of the U.S. House of Representatives released a draft proposal to cut $912 billion from the Energy and Commerce Committee budget — the committee that oversees Medicaid, the federal program that insures many low-income adults and children, pregnant people, seniors, and people with disabilities. Their proposal would institute new co-pays and onerous work requirements, ultimately blocking access to health care for the people who need it most.
    Medicaid, also known as Apple Health in Washington state, covers 1.9 million Washingtonians. On May 2, Sen. Cantwell released a snapshot report highlighting the impact that Medicaid cuts would have on Washington state’s highly-ranked long-term care system for seniors and people with disabilities. In February, she additionally released a snapshot report that demonstrated how cuts would harm health care access in Washington state, and followed up with a report in March that dove into impacts on the Puget Sound region.
    Highlights of those snapshot reports include:
    In Washington state, WA-04 (Central Washington) and WA-05 (Eastern Washington) have the highest proportions of adults and total population on Medicaid (Apple Health). In District 4, 70% of children are on Medicaid.
    In the Puget Sound, children in Seattle’s blue-collar strongholds would feel the deepest pain from Medicaid cuts. More than half of children in Burien, SeaTac, Kent, Federal Way, Auburn, Renton, and Rainier Valley depend on Medicaid.
    In an exclusive new survey of 68 WA nursing homes, 67 of 68 would cut services if Medicaid were cut by 5% or more, and 65% would consider closing.
    Over the past two months, Sen. Cantwell also took a tour around the state to hear from folks who would be directly impacted by cuts to Medicare. Doctors, patients, and health care providers in Seattle, Spokane, the Tri-Cities, and Wenatchee warned that such cuts would devastate Washington state’s health care system and limit access to lifesaving care.
    Last week, a coalition of Washington state hospital leaders and Republican elected officials sent a letter opposing any cuts to Medicaid. The group included the CEOs of Skyline Health and Klickitat Valley Hospital, as well as multiple Republican members of the Washington state legislature, leaders of Klickitat County, and councilmembers of White Salmon and Goldendale. The letter emphasized that hospitals in rural areas are especially reliant on Medicaid, and any funding reductions would result in loss of services or even hospital closures. The letter warned, “Any reduction in funding from any source will undoubtedly result in a reduction of services, reduction of access or worse – hospital closures,” and further that “Policy decisions that put a community’s access to healthcare in jeopardy are a sure way to hasten the demise of rural Washington State.”  

    MIL OSI USA News

  • MIL-OSI Australia: Fatal Crash – Palmerston

    Source: Northern Territory Police and Fire Services

    Detectives from the Major Crash Unit are currently investigating a fatal crash in Palmerston this morning.

    Around 5:10am, police received reports that a Nissan X-trail carrying 3 people had collided with a Toyota Corolla carrying one person on Kirkland Road, Durack.

    Emergency services attended the scene and a female occupant of the vehicle carrying 3 people was declared deceased.

    Two occupants, one from each vehicle, had to be extracted by emergency services.

    Both lanes of Kirkland Road, have been closed between Elrundie Avenue and Wishart Road. It is expected closures will remain in place until midmorning.

    Investigations into the cause of the crash remain ongoing.

    Detective Sergeant Richard Musgrave said “We are urging Territorians to take the Fatal Five seriously; Don’t drink and drive, don’t drive fatigued or distracted, don’t speed and always wear your seatbelt.

    “Anyone with information or dash-cam footage is urged to contact police on 131 444 and quote reference P25131352.”

    The lives lost on Territory roads now stands at 12.

    MIL OSI News

  • MIL-OSI: Freehold Royalties Announces First Quarter 2025 Results

    Source: GlobeNewswire (MIL-OSI)

    CALGARY, Alberta, May 13, 2025 (GLOBE NEWSWIRE) — Freehold Royalties Ltd. (Freehold or the Company) (TSX:FRU) announces first quarter results for the period ended March 31, 2025.

    First Quarter 2025 Highlights

    • $91 million in revenue;
    • $68 million in funds from operations ($0.42/share) (1)(3);
    • $44 million in dividends paid ($0.27/share)(2);
    • 10,635 bbls/d of total liquids production, an 8% increase from previous quarter driven by continued execution of our U.S. expansion strategy and heavy oil growth in Canada;
    • 16,248 boe/d of total production, a 6% increase from previous quarter with a 65% weighting to oil and natural gas liquids (NGLs), an increase from 63% in Q1-2024;
    • Gross drilling of 322 wells, up 12% from Q4-2024;
    • Robust leasing with 25 new leases signed (14 in Canada; 11 in the U.S.) contributing $3.9 million in revenue with the U.S. contributing a record $3.3 million in lease bonus; and
    • $59.29/boe average realized price ($72.64/boe in the U.S. and $49.26/boe in Canada);
      • 47% pricing premium on Freehold’s U.S. production reflecting higher liquids weighting, higher quality crude oil and reduced transportation costs to get product to market.

    President’s Message

    Freehold’s Q1-2025 production of 16,248 boe/d is at the highest levels in our corporate history, in step with the high quality acquisition work completed in late 2024. The deliberate and strategic build out of our North American royalty portfolio has resulted in a balanced revenue base with Canada contributing 46% of revenue in Q1-2025 and the U.S. contributing 54%. On a volume basis the U.S. represented 43% of our production with premium pricing and higher liquids weighting driving an outsized revenue contribution. Our focus on acquiring mineral title interests in prospect rich basins has contributed to the record level of leasing this quarter in our core U.S. operating areas.

    Freehold’s oil weighted portfolio, underpinned by premium operators in select basins across North America, delivered significant value to the Company and our shareholders with $68 million of funds from operations(3) in the quarter, or $0.42/share. Included in our funds from operations was record leasing results with $3.9 million in revenue, including $3.3 million in U.S. leasing revenue. Notably, the majority of the U.S. leases signed in Q1-2025 are targeting the deeper Barnett formation of the Permian basin that is in the early stages of development.

    Liquids production increased 8% over Q4-2024 and 15% compared to Q1-2024. The increase is largely attributed to the December 2024 Midland basin acquisition and continued growth in our heavy oil portfolio which grew 7% over Q4-2024 and is up 19% compared to Q1-2024. Our U.S. portfolio continues to be led by consistent drilling activity by some of the highest quality payors in North America who are executing on their multi-year growth plans.

    We are maintaining our production guidance range of 15,800 boe/d to 17,000 boe/d for 2025E. The global macro environment has shifted since the end of the first quarter and how that may impact operator plans for the remainder of 2025 is unknown at this point. The industry is in excellent shape to manage commodity price volatility due to the capital discipline and prudent balance sheet management approach over the past number of years. Contributing to this is our positioning in the lowest break-even plays across North America under investment grade operators who take a long term, measured view to capital planning.

    David M. Spyker, President and Chief Executive Officer

    Dividend Announcement

    The board of directors of Freehold has declared a monthly dividend of $0.09 per share to be paid on June 16, 2025, to shareholders of record on May 30, 2025. The dividend is designated as an eligible dividend for Canadian income tax purposes.

    Operating and Financial Highlights

          Three Months Ended
    FINANCIAL ($ millions, except as noted) Q1-2025 Q4-2024 Q1-2024
    West Texas Intermediate (US$/bbl) 71.42   70.27   76.96  
    AECO 7A Monthly Index (Cdn$/Mcf) 2.02   1.46   2.07  
    Royalty and other revenue 91.1   76.9   74.3  
    Funds from operations (3) 68.1   61.3   54.4  
    Funds from operations per share, basic ($) (1)(3) 0.42   0.40   0.36  
    Dividends paid per share ($) (2) 0.27   0.27   0.27  
    Dividend payout ratio (%) (3) 65 % 66 % 75 %
    Long-term debt 294.3   300.9   223.6  
    Net debt (5)(6) 272.2   282.3   210.5  
    Net debt to trailing funds from operations (times) (5) 1.1x
      1.2x   0.9x  
    OPERATING        
    Total production (boe/d) (4) 16,248   15,306   14,714  
    Canadian production (boe/d)(4) 9,278   9,437   9,593  
    U.S. production (boe/d)(4) 6,970   5,869   5,121  
    Oil and NGL (%) 65 % 65 % 63 %
    Petroleum and natural gas realized price ($/boe) (4) 59.29   53.80   54.81  
    Cash costs ($/boe) (3)(4) 7.00   5.93   7.19  
    Netback ($/boe) (3) (4) 53.01   47.25   46.62  
    ROYALTY INTEREST DRILLING (gross / net)        
    Canada 92 / 3.9
      110 / 3.6   132 / 5.9  
    U.S. 230 / 0.8
      178 / 0.6   168 / 0.5  

    (1) Calculated based on the basic weighted average number of shares outstanding during the period
    (2) Based on the number of shares issued and outstanding at each record date
    (3) See Non-GAAP and Other Financial Measures
    (4) See Conversion of Natural Gas to Barrels of Oil Equivalent (boe)
    (5) Net debt and net debt to trailing funds from operations are capital management measures

    First Quarter Summary

    • Average production of 16,248 boe/d, an increase of 10% over the first quarter of 2024 with year-over-year liquids growth of 15% to 10,635 bbls/d:
      • Light and medium oil was up 13% over Q1-2024 to 6,880 bbls/d, largely due to the high quality, oil weighted U.S. acquisitions completed in 2024; and
      • Heavy oil was up 19% over Q1-2024 to 1,552 bbls/d as Mannville Stack and Clearwater production on Freehold’s lands hit record highs in the first quarter.
    • Royalty and other revenue totalled $91.1 million, up 18% over the prior quarter and 23% year-over-year. Other revenue included $3.9 million in lease bonus consideration and lease rental revenue, a quarterly record for Freehold.
    • Freehold’s corporate realized price was $59.29/boe, an increase of 9% compared to Q4-2024 and 8% from Q1-2024 due to higher commodity prices and higher weighting to liquids production.
    • Funds from operations totalled $68.1 million ($0.42 per share)(1).
    • Freehold closed $13.8 million of land purchases in the first quarter, including $11 million of high quality undeveloped mineral title lands in our core Midland and Delaware basin properties.
    • Dividends declared for Q1-2025 of $44.3 million ($0.27 per share). Freehold’s dividend payout ratio(1) was 65% for Q1-2025. Freehold’s dividend remains sustainable at oil and natural gas prices well below current commodity price levels.
    • Net debt(1)(2) of $272.2 million at the end of Q1-2025 was reduced by $10.1 million compared to year end 2024, representing 1.1 times trailing funds from operations(2) during the period. Freehold remains conservatively levered.

    (1) See Non-GAAP and Other Financial Measures
    (2) Net debt and net debt to trailing funds from operations are capital management measures

    Q1-2025 Drilling and Leasing Activity

    In total, 322 gross wells (4.7 net wells) were drilled on Freehold’s royalty lands in Q1-2025, a 12% increase (12% on a net basis) compared to the previous quarter. The increase in drilling reflects the expansion of the Company’s U.S. asset base and the positioning of our assets in areas across North America that continue to attract drilling capital.

    On a gross basis, essentially all drilling was oil focused. Approximately 29% of gross wells drilled in Q1-2025 were in Canada and 71% targeted Freehold’s U.S. royalty acreage.

      Three Months Ended
      Q1-2025 Q4-2024 Q1-2024
      Gross Net (1) Gross Net (1) Gross Net (1)
    Canada 92 3.9 110 3.6 132 5.9
    United States 230 0.8 178 0.6 168 0.5
    Total 322 4.7 288 4.2 300 6.4

    (1)  Equivalent net wells are aggregate of the numbers obtained by multiplying each gross well by our royalty interest percentage; U.S. wells on Freehold’s lands generally come on production at approximately 10 times the volume that of an average Canadian well in our portfolio.

    Canada

    Canadian net drilling was up over the previous quarter despite the decline on a gross basis as higher interest wells in the Viking and mineral title drilling in southeast Saskatchewan and the Mannville Stack made up a higher percentage. Q1-2025 drilling in Canada was led again by oil weighted plays including Viking (33 gross wells), southeast Saskatchewan (12 gross wells) and Mannville Stack (9 gross wells).

    During Q1-2025, Freehold entered into 14 new leases with seven counterparties totalling approximately $0.6 million in bonus and lease rental revenue. The majority of the new leasing was focused in southeast Saskatchewan and the Mannville Stack.

    U.S.

    During Q1-2025, 230 gross (0.8 net) wells were drilled on our U.S. lands, up 29% on a gross basis and 33% on a net basis from previous quarter due to a larger footprint in the Midland basin following the December 2024 acquisition and increased activity in the Eagle Ford basin. Approximately 90% of Q1-2025 drilling was focused in the Permian basin and 10% in the Eagle Ford basin.

    U.S. wells typically come on production at approximately ten times that of an average Canadian well in the Company’s portfolio, making equivalent net well additions much more valuable in the U.S. compared to Canada. However, a U.S. well can take upwards of six to twelve months on average from initial license to first production, compared to three to four months in Canada.

    In Q1-2025, Freehold entered into 11 new U.S. leases with four counterparties, totalling $3.3 million of bonus and lease rental revenue. Leasing activity was predominantly focused on Freehold’s mineral title interests in the Midland and Delaware basins with one lease in the Haynesville basin.

    Normal Course Issuer Bid (NCIB) Application

    The Company plans to implement an NCIB, pursuant to which Freehold would be permitted to acquire up to 10% of its issued and outstanding common shares that comprise the public float (less common shares held by directors, executive officers and principal securityholders (holders holding greater than 10% of the issued and outstanding Shares) of the Company), through the facilities, rules and regulations of the TSX.

    The NCIB will be subject to receipt of certain approvals, including acceptance of the notice of intention to commence an NCIB by the TSX. The NCIB will commence following receipt of all such approvals and will continue until the earlier of: (i) a period of up to one-year; or (ii) the date on which the Company has acquired all common shares sought pursuant to the NCIB. Further particulars of the NCIB will be described in a subsequent press release when approved by the TSX.

    Freehold believes establishing a NCIB as part of its capital management strategy is in the best interests of the Company and provides an opportunity to deliver value to shareholders. Decisions regarding utilizing the NCIB will be based on market conditions, share price, best use of funds from operations and other factors including debt repayment and options to expand our portfolio of royalty assets.

    Annual Meeting of Shareholders

    Freehold’s annual meeting of shareholders (the AGM) will be conducted in person and via live audio webcast at 3:00 PM (MDT) on Wednesday May 14, 2025 at the Calgary Petroleum Club. Further details are available on our website at https://freeholdroyalties.com/investors/events-and-presentations.

    Conference Call Details

    A webcast to discuss financial and operational results for the period ended March 31, 2025, will be held for the investment community on Wednesday May 14, 2025, beginning at 7:00 AM MT (9:00 AM ET).

    A live audio webcast will be accessible through the link below and on Freehold’s website under “Events & Presentations” on Freehold’s website at www.freeholdroyalties.com. To participate in the conference call, you can register using the following link: Live Audio Webcast URL: https://edge.media-server.com/mmc/p/6y39yhx4.

    A dial-in option is also available and can be accessed by dialing 1-800-952-5114 (toll-free in North America) participant passcode is 5153824#.

    For further information contact

    Freehold Royalties Ltd.
    Todd McBride, CPA, CMA                     
    Investor Relations                                 
    t. 403.221.0833                                      
    e. tmcbride@freeholdroyalties.com    
     Nick Thomson, CFA
    Investor Relations & Capital Markets
    t. 403.221.0874                                          
    e. nthomson@freeholdroyalties.com
    Select Quarterly Information
      2025   2024 2023  
    Financial ($millions, except as noted) Q1 Q4 Q3 Q2 Q1 Q4 Q3 Q2
    Royalty and other revenue 91.1   76.9   73.9   84.5   74.3   80.1   84.2   73.7  
    Net Income (loss) 37.3   51.1   25.0   39.3   34.0   34.3   42.3   24.3  
    Per share, basic ($) (1) 0.23   0.33   0.17   0.26   0.23   0.23   0.28   0.16  
    Cash flows from operations 62.9   59.1   64.1   47.6   52.5   70.7   53.7   49.9  
    Funds from operations 68.1   61.3   55.7   59.6   54.4   62.8   65.3   53.0  
    Per share, basic ($) (1)(3) 0.42   0.40   0.37   0.40   0.36   0.42   0.43   0.35  
    Acquisitions & related expenditures 13.9   277.0   1.8   11.5   121.5   2.1   1.2   3.2  
    Dividends paid 44.3   40.7   40.7   40.7   40.7   40.7   40.7   40.7  
    Per share ($) (2) 0.27   0.27   0.27   0.27   0.27   0.27   0.27   0.27  
    Dividends declared 44.3   41.9   40.7   40.7   40.7   40.7   40.7   40.7  
    Per share ($) (2) 0.27   0.27   0.27   0.27   0.27   0.27   0.27   0.27  
    Dividend payout ratio (%) (3) 65 % 66 % 73 % 68 % 75 % 65 % 62 % 77 %
    Long-term debt 294.3   300.9   205.8   228.0   223.6   123.0   141.2   152.0  
    Net debt (5) 272.2   282.3   187.1   199.1   210.5   100.9   113.4   136.9  
    Shares outstanding, period end (000s) 164.0   164.0   150.7   150.7   150.7   150.7   150.7   150.7  
    Average shares outstanding, basic (000s) (6) 164.0   153.4   150.7   150.7   150.7   150.7   150.7   150.7  
    Operating                
    Light and medium oil (bbl/d) 6,880   6,296   6,080   6,551   6,094   6,308   6,325   6,093  
    Heavy oil (bbl/d) 1,552   1,516   1,315   1,348   1,300   1,182   1,127   1,167  
    NGL (bbl/d) 2,203   2,066   1,972   1,902   1,884   1,878   1,678   1,845  
    Total liquids (bbl/d) 10,635   9,878   9,367   9,801   9,278   9,368   9,130   9,105  
    Natural gas (Mcf/d) 33,678   32,564   31,447   32,524   32,617   32,968   32,851   33,372  
    Total production (boe/d) (4) 16,248   15,306   14,608   15,221   14,714   14,863   14,605   14,667  
    Oil and NGL (%) 65 % 65 % 64 % 64 % 63 % 63 % 63 % 62 %
    Petroleum & natural gas realized price ($/boe) (4) 59.29   53.80   54.36   59.74   54.81   57.94   61.55   54.05  
    Cash costs ($/boe) (3)(4) 7.00   5.93   5.42   9.80   7.19   4.73   5.10   7.19  
    Netback ($/boe) (3)(4) 53.01   47.25   47.78   49.44   46.62   52.59   55.63   46.07  
    Benchmark Prices                
    West Texas Intermediate crude oil (US$/bbl) 71.42   70.27   75.09   80.57   76.96   78.32   82.26   73.78  
    Exchange rate (Cdn$/US$) 1.43   1.40   1.37   1.37   1.35   1.36   1.34   1.34  
    Edmonton Light Sweet crude oil (Cdn$/bbl) 95.32   94.90   97.85   105.29   92.14   99.69   107.89   94.97  
    Western Canadian Select crude oil (Cdn$/bbl) 84.30   80.75   83.95   91.63   77.77   76.96   93.05   78.76  
    Nymex natural gas (US$/Mcf) 3.79   2.86   2.24   1.96   2.33   2.98   2.64   2.17  
    AECO 7A Monthly Index (Cdn$/Mcf) 2.02   1.46   0.81   1.44   2.07   2.70   2.42   2.40  

    (1) Calculated based on the basic weighted average number of shares outstanding during the period
    (2) Based on the number of shares issued and outstanding at each record date
    (3) See Non-GAAP and Other Financial Measures
    (4) See Conversion of Natural Gas to Barrels of Oil Equivalent (boe)
    (5) The 2023 reported balances have been restated due to the retrospective adoption of IAS 1 (see note 3d of December 31, 2024 audited consolidated financial statements)
    (6) Weighted average number of shares outstanding during the period, basic

    Forward-Looking Statements

    This news release offers our assessment of Freehold’s future plans and operations as of March 12, 2025, and contains forward-looking statements that we believe allow readers to better understand our business and prospects. These forward-looking statements include our expectations for the following:

    • 2025 production guidance;
    • our expectation regarding continued growth of our total liquid production through continued execution of our U.S. expansion strategy and heavy oil growth in Canada;
    • our expectation that our U.S. portfolio will continue to be led by consistent drilling activity by the highest quality payors in North America who are executing on their multi-year growth plans;
    • our expectation that the industry is in excellent shape to manage commodity price volatility due to the capital discipline and prudent balance sheet management approach over the past number of years;
    • our expectation that while some growth directed capital may be pared down, there will not be a slow down in core activity on our lands;
    • our expectation Freehold’s dividend remains sustainable at oil and natural gas prices materially below current commodity price levels;
    • our expectation that the positioning of our assets in areas across North America will continue to attract drilling capital despite volatility in commodity prices;
    • our expectation that U.S. wells typically come on production at approximately ten times that of an average Canadian well in the Company’s portfolio, making net well additions much more valuable in the U.S. compared to Canada;
    • our expectations that a U.S. well can take upwards of six to twelve months on average from initial license to first production, compared to three to four months in Canada;
    • our expectations that we will apply for an commence a NCIB once approval is granted; and
    • other similar statements.

    By their nature, forward-looking statements are subject to numerous risks and uncertainties, some of which are beyond our control, including general economic conditions, volatility in market prices for crude oil, NGL and natural gas, risks and impacts of tariffs (or other retaliatory trade measures) imposed by Canada or the U.S. (or other countries) on exports and/or imports into and out of such countries, inflation and supply chain issues, the impacts of the ongoing Israeli-Hamas-Hezbollah and potentially the broader Middle-East region, and Russia-Ukraine wars and any associated sanctions as well as OPEC+ curtailments on the global economy and commodity prices, geopolitical instability, political instability, industry conditions, volatility of commodity prices, future production levels, future capital expenditure levels, currency fluctuations, imprecision of reserve estimates, royalties, environmental risks, taxation, regulation, changes in tax or other legislation, competition from other industry participants, inaccurate assumptions on supply and demand factors affecting the consumption of crude oil, NGLs and natural gas, inaccurate expectations for industry drilling levels on our royalty lands, the failure to complete acquisitions on the timing and terms expected, the failure to satisfy conditions of closing for any acquisitions, the lack of availability of qualified personnel or management, stock market volatility, our inability to come to agreement with third parties on prospective opportunities and the results of any such agreement and our ability to access sufficient capital from internal and external sources. Risks are described in more detail in our Annual Information Form for the year-ended December 31, 2024, available at www.sedarplus.ca.

    With respect to forward-looking statements contained in this news release, we have made assumptions regarding, among other things, future commodity prices, future capital expenditure levels, future production levels, future exchange rates, future tax rates, future legislation, the cost of developing and producing our assets, the quality of our counterparties and the plans thereof, our ability and the ability of our lessees to obtain equipment in a timely manner to carry out development activities, our ability to market our oil and gas successfully to current and new customers, the performance of current wells and future wells drilled by our royalty payors, our expectation for the consumption of crude oil and natural gas, our expectation for industry drilling levels, our expectation for completion of wells drilled, our ability to obtain financing on acceptable terms, shut-in production, production additions from our audit function, our ability to execute on prospective opportunities and our ability to add production and reserves through development and acquisition activities. Additional operating assumptions with respect to the forward-looking statements referred to above are detailed in the body of this news release.

    You are cautioned that the assumptions used in the preparation of such information, although considered reasonable at the time of preparation, may prove to be imprecise and, as such, undue reliance should not be placed on forward-looking statements. Our actual results, performance, or achievement could differ materially from those expressed in, or implied by, these forward-looking statements. We can give no assurance that any of the events anticipated will transpire or occur, or if any of them do, what benefits we will derive from them. The forward-looking information contained in this document is expressly qualified by this cautionary statement. To the extent any guidance or forward-looking statements herein constitute a financial outlook, they are included herein to provide readers with an understanding of management’s plans and assumptions for budgeting purposes and readers are cautioned that the information may not be appropriate for other purposes. Our policy for updating forward-looking statements is to update our key operating assumptions quarterly and, except as required by law, we do not undertake to update any other forward-looking statements.

    You are further cautioned that the preparation of financial statements in accordance with International Financial Reporting Standards (IFRS), which are the Canadian generally accepted accounting principles (GAAP) for publicly accountable enterprises, requires management to make certain judgments and estimates that affect the reported amounts of assets, liabilities, revenues, and expenses. These estimates may change, having either a positive or negative effect on net income, as further information becomes available and as the economic environment changes.

    To the extent any guidance or forward-looking statements herein constitutes a financial outlook, they are included herein to provide readers with an understanding of management’s plans and assumptions for budgeting purposes and readers are cautioned that the information may not be appropriate for other purposes. You are further cautioned that the preparation of financial statements in accordance with IFRS requires management to make certain judgments and estimates that affect the reported amounts of assets, liabilities, revenues, and expenses. These estimates may change, having either a positive or negative effect on net income, as further information becomes available and as the economic environment changes.

    Conversion of Natural Gas to Barrels of Oil Equivalent (BOE)
    To provide a single unit of production for analytical purposes, natural gas production and reserves volumes are converted mathematically to equivalent barrels of oil (boe). We use the industry-accepted standard conversion of six thousand cubic feet of natural gas to one barrel of oil (6 Mcf = 1 bbl). The 6:1 boe ratio is based on an energy equivalency conversion method primarily applicable at the burner tip. It does not represent a value equivalency at the wellhead and is not based on either energy content or current prices. While the boe ratio is useful for comparative measures and observing trends, it does not accurately reflect individual product values and might be misleading, particularly if used in isolation. As well, given that the value ratio, based on the current price of crude oil to natural gas, is significantly different from the 6:1 energy equivalency ratio, using a 6:1 conversion ratio may be misleading as an indication of value.

    Non-GAAP and Other Financial Measures
    Within this news release, references are made to terms commonly used as key performance indicators in the oil and gas industry, which do not have any standardized means prescribed by Canadian generally accepted accounting principles (GAAP). We believe that net revenue, netback, dividend payout ratio, funds from operations per share and cash costs are useful non-GAAP financial measures and ratios for management and investors to analyze operating performance, financial leverage, and liquidity, and we use these terms to facilitate the understanding and comparability of our results of operations. However, these as terms do not have any standardized meanings prescribed by GAAP, such terms may not be comparable with the calculations of similar measures for other entities. This news release also contains the capital management measures net debt and net debt to trailing funds from operations, as defined in note 14 to the unaudited consolidated financial statements as at and for the three months ended March 31, 2025.

    Net revenue, which is calculated as revenues less ad valorem and production taxes (as incurred in the U.S. at the state level, largely Texas, which do not charge corporate income taxes but do assess flat tax rates on commodity revenues in addition to property tax assessments) details the net amount Freehold receives from its royalty payors, largely after state withholdings.

    The netback, which is also calculated on a boe basis, as average realized price less production and ad valorem taxes, operating expenses, general and administrative expense, cash-based management fees, cash-based interest charges and share-based payouts, represents the per boe netback amount which allows us to benchmark how changes in commodity pricing, net of production and ad valorem taxes, and our cash-based cost structure compare against prior periods.

    Cash costs, which is calculated on a boe basis, is comprised by the recurring cash-based costs, excluding taxes, reported on the statements of operations. For Freehold, cash costs are identified as operating expense, general and administrative expense, cash-based interest charges, cash-based management fees and share-based compensation payouts. Cash costs allow Freehold to benchmark how changes in its manageable cash-based cost structure compare against prior periods.

    The following table presents the computation of Net Revenue, Cash costs and the Netback:

    $/boe Q1-2025 Q4-2024 Q1-2024
    Royalty and other revenue   62.29     54.59     55.47  
    Production and ad valorem taxes   (2.28)     (1.41)     (1.66)  
    Net revenue $60.01   $53.18   $53.81  
    Less:      
    General and administrative expense   (3.41)     (3.02)     (3.58)  
    Operating expense   (0.13)     (0.19)     (0.15)  
    Interest and financing cash expense   (3.31)     (2.67)     (2.79)  
    Management fee-cash settled   (0.05)     (0.05)     (0.06)  
    Cash payout on share-based compensation   (0.10)         (0.61)  
    Cash costs   (7.00)     (5.93)     (7.19)  
    Netback $53.01   $47.25   $46.62  

    Dividend payout ratios are often used for dividend paying companies in the oil and gas industry to identify dividend levels in relation to funds from operations that are also used to finance debt repayments and/or acquisition opportunities. Dividend payout ratio is a supplementary measure and is calculated as dividends paid as a percentage of funds from operations.

           
    ($000s, except as noted) Q1-2025 Q4-2024 Q1-2024
    Dividends paid $44,269   $40,687   $40,686  
    Funds from operations $68,050   $61,332   $54,362  
    Dividend payout ratio (%)   65%     66%     75%  

    Funds from operations per share, which is calculated as funds from operations divided by the weighted average shares outstanding during the period, provides direction if changes in commodity prices, cash costs, and/or acquisitions were accretive on a per share basis. Funds from operations per share is a supplementary measure.

    The MIL Network

  • Markets decline over 1% on profit booking after record rally

    Source: Government of India

    Source: Government of India (4)

    The Indian stock markets declined on Tuesday as investors opted to book profits following a sharp rally in the previous session. Concerns over the progress of US-China trade talks also contributed to the cautious sentiment, pulling down the benchmark indices after their best performance in over four years.

    The BSE Sensex closed 1,281.68 points, or 1.5 per cent, lower at 81,148.22. The NSE Nifty also slipped, ending the day at 24,578.35, down 346.35 points or 1.39 per cent. The correction came a day after markets soared nearly 4 per cent on easing geopolitical tensions between India and Pakistan. Analysts noted that much of Monday’s gains were driven by short covering, leading to profit booking on Tuesday.

    Despite the weakness in headline indices, broader market indices managed to hold firm. The BSE Midcap index edged up 0.17 per cent, while the BSE Smallcap index rose 0.99 per cent, suggesting some resilience in mid- and small-cap stocks.

    Sectoral performance, however, was mixed. Major indices such as Nifty Auto, Financial Services, FMCG, and IT ended with losses of over 1 per cent. Other segments including Nifty Bank, Metal, Oil and Gas, Realty, and Consumer Durables also ended lower. In contrast, indices tracking PSU banks, media, pharma, and healthcare sectors posted gains, with the Nifty PSU Bank index rising as much as 1.66 per cent.

    Among the Sensex constituents, Infosys was the top laggard, falling 3.57 per cent. Eternal, Power Grid, HCL Technologies and TCS also registered losses ranging between 2.88 per cent and 3.4 per cent. On the other hand, Sun Pharmaceutical, Adani Ports, Bajaj Finance, State Bank of India and Tech Mahindra closed with modest gains of up to 1 per cent.

    Market volatility eased slightly, with the India VIX dipping 1.05 per cent to 18.20. Analysts noted that geopolitical uncertainties remained on investors’ radar, with the fragile ceasefire between India and Pakistan keeping participants cautious.

    “Geopolitical tensions remained in focus as market participants monitored the fragile ceasefire between India and Pakistan, adding to the cautious sentiment,” said Sundar Kewat of Ashika Institutional Equity.

    Ajit Mishra, SVP at Religare Broking Ltd, said the decline reflected a sense of caution despite stable global cues and easing regional tensions. “However, we expect the overall tone to remain positive, given the noticeable support in the 24,400–24,600 zone. The focus should remain on identifying key sectors and themes showing relative strength and using intermediate pauses to accumulate quality stocks,” he added.

    — IANS

  • MIL-OSI Security: Justice Department Announces Results of Operation Restore Justice: 205 Child Sex Abuse Offenders Arrested in FBI-Led Nationwide Crackdown, Including Two in the Southern District of Georgia

    Source: Federal Bureau of Investigation FBI Crime News (b)

    May 12, 2025 – Today, the Department of Justice announced the results of Operation Restore Justice, a coordinated enforcement effort to identify, track and arrest child sex predators.  The operation resulted in the rescue of 115 children and the arrests of 205 child sexual abuse offenders in the nationwide crackdown.  The coordinated effort was executed over the course of five days by all 55 FBI field offices, the Child Exploitation and Obscenity Section in the Department’s Criminal Division, and United States Attorney’s Offices around the country. 

    Two individuals were arrested in the Southern District of Georgia. To date, both have been charged federally. 

    Michael Alexander James, 44, of Waynesboro, GA and Martin Lindner, 52, of Augusta, GA were both charged in newly unsealed federal indictments with one count of Possession of Child Pornography, said Tara M. Lyons, Acting U.S. Attorney for the Southern District of Georgia.

    “The Department of Justice will never stop fighting to protect victims — especially child victims — and we will not rest until we hunt down, arrest, and prosecute every child predator who preys on the most vulnerable among us,” said Attorney General Pamela Bondi. “I am grateful to the FBI and their state and local partners for their incredible work in Operation Restore Justice and have directed my prosecutors not to negotiate.”

    “Every child deserves to grow up free from fear and exploitation, and the FBI will continue to be relentless in our pursuit of those who exploit the most vulnerable among us,” said FBI Director Kash Patel. “Operation Restore Justice proves that no predator is out of reach and no child will be forgotten. By leveraging the strength of all our field offices and our federal, state and local partners, we’re sending a clear message: there is no place to hide for those who prey on children.”

    “Possessing child pornography perpetuates the victimization of child sexual abuse survivors,” said Acting U.S. Attorney Lyons. “As exemplified in Operation Restore Justice, we will continue to collaborate with our law enforcement partners to protect our most vulnerable citizens.”

    Others arrested around the country are alleged to have committed various crimes including the production, distribution, and possession of child sexual abuse material, online enticement and transportation of minors, and child sex trafficking. In Minneapolis, for example, a state trooper and Army Reservist was arrested for allegedly producing child sexual abuse material while wearing his uniforms. In Norfolk, VA, an illegal alien from Mexico is accused of transporting a minor across state lines for sex. In Washington, D.C., a former Metropolitan Police Department Police Officer was arrested for allegedly trafficking minor victims.

    In many cases, parental vigilance and community outreach efforts played a critical role in bringing these offenders to justice. For example, a California man was arrested eight hours after a young victim bravely came forward and disclosed their abuse to FBI agents after an online safety presentation at a school near Albany, N.Y.

    This effort follows the Department’s observance of National Child Abuse Prevention Month in April, and underscores the Department’s unwavering commitment to protecting children and raising awareness about the dangers they face. While the Department, including the FBI, investigates and prosecutes these crimes every day, April serves as a powerful reminder of the importance of preventing these crimes, seeking justice for victims, and raising awareness through community education.

    The Justice Department is committed to combating child sexual exploitation. These cases were brought as part of Project Safe Childhood, a nationwide initiative to combat the epidemic of child sexual exploitation and abuse launched in May 2006 by the Department of Justice. Led by U.S. Attorneys’ Offices and CEOS, Project Safe Childhood marshals federal, state, and local resources to better locate, apprehend, and prosecute individuals who exploit children via the internet, as well as to identify and rescue victims. For more information about Project Safe Childhood, visit www.justice.gov/psc.

    The Department partners with and oversees funding grants for the National Center for Missing and Exploited Children (NCMEC), which receives and shares tips about possible child sexual exploitation received through its 24/7 hotline at 1-800-THE-LOST and on missingkids.org.

    The Department urges the public to remain vigilant and report suspected exploitation of a child through the FBI’s tipline at 1-800-CALL-FBI (225-5324), tips.fbi.gov, or by calling your local FBI field office.

    Other online resources:

    Electronic Press Kit

    Violent Crimes Against Children

    How we can help you: Parents and caregivers protecting your kids

    An indictment is merely an allegation. The defendants are presumed innocent until proven guilty beyond a reasonable doubt in a court of law.

    MIL Security OSI

  • MIL-OSI: TWFG Announces First Quarter 2025 Results

    Source: GlobeNewswire (MIL-OSI)

    THE WOODLANDS, Texas, May 13, 2025 (GLOBE NEWSWIRE) — – Total Revenues increased 16.6% for the quarter over the prior year period to $53.8 million
    – Total Written Premium increased 15.5% for the quarter over the prior year period to $371.0 million
    – Organic Revenue Growth Rate* of 14.3% for the quarter –
    – Net income of $6.9 million for the quarter
    – Adjusted EBITDA* increased 35.3% for the quarter over the prior year period to $12.2 million

    THE WOODLANDS, Texas, May 13, 2025 (GLOBE NEWSWIRE) – TWFG, Inc. (“TWFG”, the “Company” or “we”) (NASDAQ: TWFG), a high-growth insurance distribution company, today announced results for the first quarter ended March 31, 2025.

    First Quarter 2025 Highlights

    • Total revenues for the quarter increased 16.6% to $53.8 million, compared to $46.1 million in the prior year period
    • Commission income for the quarter increased 14.7% to $48.8 million, compared to $42.5 million in the prior year period
    • Net income for the quarter was $6.9 million, compared to $6.6 million in the prior year period, and net income margin for the quarter was 12.7%
    • Diluted Earnings Per Share for the quarter was $0.09 and Adjusted Diluted Earnings Per Share* for the quarter was $0.16
    • Total Written Premium for the quarter increased 15.5% to $371.0 million, compared to $321.3 million in the prior year period
    • Organic Revenue Growth Rate* for the quarter was 14.3%
    • Adjusted Net Income* for the quarter increased 14.3% from the prior year period to $9.2 million, and Adjusted Net Income Margin* for the quarter was 17.1%
    • Adjusted EBITDA* for the quarter increased 35.3% over the prior year period to $12.2 million, and Adjusted EBITDA Margin* for the quarter was 22.6% compared to 19.5% in the prior year period

    *Organic Revenue Growth Rate, Adjusted Net Income, Adjusted Net Income Margin, Adjusted EBITDA, Adjusted EBITDA Margin, Adjusted Free Cash Flow and Adjusted Diluted Earnings Per Share are non-GAAP measures. Reconciliations of Organic Revenue Growth Rate to total revenue growth rate, Adjusted Net Income and Adjusted EBITDA to net income, Adjusted Diluted Earnings Per Share to diluted earnings per share, and Adjusted Free Cash Flow to cash flow from operating activities, the most directly comparable financial measures presented in accordance with GAAP, are outlined in the reconciliation table accompanying this release.

    Gordy Bunch, Founder, Chairman, and CEO said “Our strong first quarter performance reflects the continued execution of our strategy and strength of our business model. Total revenues grew 16.6% year-over-year, and Adjusted EBITDA increased by 35.3%, and Adjusted EBITDA Margin expansion grew to 22.6%. Organic Revenue Growth of 14.3% underscores the productivity of our agents and the enduring value we deliver to our carrier partners and clients.

    Our recruiting momentum remains robust as we continue to expand our national footprint. During the quarter, we completed the acquisition of two new corporate locations, one in Ohio and one in Texas, expanded into New Hampshire, and added 17 branches across the U.S. The new locations are in line with our acquisition expectations for both revenue and EBITDA.

    As a reminder to our shareholders, newly onboarded agents typically take two to three years to reach full productivity.”

    First Quarter 2025 Results

    Total Written Premium for the first quarter of 2025 was $371.0 million, representing an increase of 15.5% compared to the prior year period. Total revenues were $53.8 million, an increase of 16.6% year-over-year.

    Organic Revenue, a non-GAAP measure that excludes contingent income, non-policy fee income, and other income, was $49.2 million for the first quarter of 2025, compared to $41.6 million in the prior year period. Organic Revenue Growth Rate was 14.3%, driven by robust new business production, moderating retention levels, rate increases, and continued growth in new business activity within one of our managing general agency (MGA) programs.

    Commission expense for the quarter totaled $31.8 million, an increase of 20.3% compared to $26.4 million in the prior year period. This increase reflects the continued growth of our business, partially offset by the one-time favorable adjustment in prior year period due to the branch conversions.

    Salaries and employee benefits were $8.2 million, an increase of 31.1% compared to $6.3 million in the first quarter of 2025. The increase includes $1.2 million of equity compensation expense and $0.7 million related to increased headcount and overall business growth.

    Other administrative expenses were $4.7 million in the quarter, up 50.9% from the prior year period. The increase reflects investments to support business growth and the absorption of public company operating costs.

    Net income for the first quarter of 2025 was $6.9 million, compared to $6.6 million in the prior year period. Net income margin was 12.7%, compared to 14.4% a year ago. Adjusted Net Income was $9.2 million for the quarter, compared to $8.1 million in the same period last year. Adjusted Net Income Margin was 17.1%, versus 17.5% in the prior year period.

    Adjusted EBITDA was $12.2 million for the first quarter, an increase of 35.3% year-over-year. Adjusted EBITDA Margin expanded to 22.6%, compared to 19.5% in the first quarter of 2024.

    Cash flow from operating activities was $15.6 million, up from $9.8 million in the prior year period. Adjusted Free Cash Flow for the quarter was $13.6 million, compared to $7.3 million in the same period a year ago.

    Liquidity and Capital Resources

    As of March 31, 2025, the Company had cash and cash equivalents of $196.4 million. We had full unused capacity on our revolving credit facility of $50.0 million as of March 31, 2025. The total outstanding term notes payable balance was $5.4 million as of March 31, 2025.

    2025 Adjusted Outlook

    Based on our strong first quarter results, the Company has updated its full-year 2025 guidance by raising the range of the outlook across all key metrics to reflect the improved visibility and confidence in the Company’s execution.

    • Organic Revenue Growth Rate*: Expected to be in the range of 12% to 16% (prior: 11% to 16%)
    • Adjusted EBITDA Margin*: Expected to be in the range of 20% to 22% (prior: 19% to 21%)
    • Total Revenues: Expected to be between $240 million and $255 million (prior: $235 million to $250 million)

    The Company is unable to provide a reconciliation to the most directly comparable GAAP measures without unreasonable efforts due to the inherent difficulty in forecasting the timing of items that have not yet occurred, as well as quantifying certain amounts that are necessary for such reconciliation.

    *For a definition of Organic Revenue Growth Rate and Adjusted EBITDA Margin, see “Non-GAAP Financial Measures” below.

    Conference Call Information

    TWFG will host a conference call and webcast tomorrow at 9:00 AM ET to discuss these results.

    To access the call by phone, participants should register at this link, where they will be provided with the dial in details. A live webcast of the conference call will also be available on TWFG’s investor relations website at investors.twfg.com. A webcast replay of the call will be available at investors.twfg.com for one year following the call.

    About TWFG

    TWFG (NASDAQ: TWFG) is a high-growth, independent distribution platform for personal and commercial insurance in the United States and represents hundreds of insurance carriers that underwrite personal lines and commercial lines risks. For more information, please visit twfg.com.

    Forward-Looking Statements

    This press release contains “forward-looking statements” within the meaning of the Private Securities Litigation Reform Act of 1995 that involve substantial risks and uncertainties. All statements, other than statements of historical fact included in this release, are forward-looking statements. Forward-looking statements give our current expectations relating to our financial condition, results of operations, plans, objectives, future performance, and business. You can identify forward-looking statements by the fact that they do not relate strictly to historical or current facts. In some cases, you can identify these statements by forward-looking words such as “may,” “might,” “will,” “should,” “expects,” “plans,” “anticipates,” “believes,” “estimates,” “outlook,” “predicts,” “potential” or “continue,” the negative of these terms and other comparable terminology. These forward-looking statements, which are subject to risks, uncertainties and assumptions about us, may include projections of our future financial performance, our anticipated growth strategies and anticipated trends in our business. These statements are only predictions based on our current expectations and projections about future events. There are important factors that could cause our actual results, level of activity, performance or achievements to differ materially from the results, level of activity, performance or achievements expressed or implied by the forward-looking statements, including those factors discussed under the captions entitled “Risk factors” and “Management’s Discussion and Analysis of Financial Condition and Results of Operations” in the Company’s Annual Report on Form 10-K, any Quarterly Reports on Form 10-Q and the other documents that the Company files with the U.S. Securities and Exchange Commission. You should specifically consider the numerous risks outlined under “Risk factors” in the Annual Report on Form 10-K for the year ended December 31, 2024.

    Although we believe the expectations reflected in the forward-looking statements are reasonable, we cannot guarantee future results, level of activity, performance or achievements. Moreover, neither we nor any other person assumes responsibility for the accuracy and completeness of any of these forward-looking statements. We undertake no obligation to publicly update or revise any forward-looking statement, whether as a result of new information, future developments or otherwise, except as may be required by law.

    Non-GAAP Financial Measures and Key Performance Indicators

    Non-GAAP Financial Measures

    Organic Revenue, Organic Revenue Growth, Adjusted Net Income, Adjusted Net Income Margin, Adjusted Diluted Earnings Per Share, Adjusted EBITDA, Adjusted EBITDA Margin and Adjusted Free Cash Flow included in this release are not measures of financial performance in accordance with generally accepted accounting principles in the United States of America (“GAAP”) and should not be considered substitutes for GAAP measures, including revenues (for Organic Revenue and Organic Revenue Growth), net income (for Adjusted Net Income, Adjusted Net Income Margin, Adjusted EBITDA and Adjusted EBITDA Margin), diluted earnings per share (Adjusted Diluted Earnings Per Share), and cash flow from operating activities (for Adjusted Free Cash Flow), which we consider to be the most directly comparable GAAP measures. These non-GAAP financial measures have limitations as analytical tools, and when assessing our operating performance, you should not consider these non-GAAP financial measures in isolation or as substitutes for revenues, net income, operating cash flow or other consolidated financial statement data prepared in accordance with GAAP. Other companies may calculate any or all of these non-GAAP financial measures differently than we do, limiting their usefulness as comparative measures.

    Organic Revenue. Since the first quarter of 2025, we have utilized the revised calculation methodology for Organic Revenue to include policy fee income as it is directly correlated to MGA commission income. Our legacy calculation methodology removed policy fee income from Organic Revenue. Organic Revenue is total revenue (the most directly comparable GAAP measure) for the relevant period, excluding contingent income, non-policy fee income, other income and those revenues generated from acquired businesses with over $0.5 million in annualized revenue that have not reached the twelve-month owned mark.

    Organic Revenue Growth. Organic Revenue Growth is the change in Organic Revenue period-to-period, with prior period results adjusted to include revenues that were excluded in the prior period because the relevant acquired businesses had not reached the twelve-month-owned milestone but have reached the twelve-month owned milestone in the current period. We believe Organic Revenue Growth is an appropriate measure of operating performance because it eliminates the impact of acquisitions, which affects the comparability of results from period to period.

    Adjusted Net Income. Adjusted Net Income is a supplemental measure of our performance and is defined as net income (the most directly comparable GAAP measure) before amortization, non-recurring or non-operating income and expenses, including equity-based compensation, adjusted to assume a single class of stock (Class A) and assuming noncontrolling interests do not exist. We believe Adjusted Net Income is a useful measure because it adjusts for the after-tax impact of significant one-time, non-recurring items and eliminates the impact of any transactions that do not directly affect what management considers to be our ongoing operating performance in the period. These adjustments generally eliminate the effects of certain items that may vary from company to company for reasons unrelated to overall operating performance.

    We are subject to U.S. federal income taxes, in addition to state, and local taxes, with respect to our allocable share of any net taxable income of TWFG Holding Company, LLC. Adjusted Net Income pre-IPO did not reflect adjustments for income taxes since TWFG Holding Company, LLC is a limited liability company and is classified as a partnership for U.S. federal income tax purposes. Post-IPO, the calculation incorporates the impact of federal and state statutory tax rates on 100% of our adjusted pre-tax income as if the Company owned 100% of TWFG Holding Company, LLC.

    Adjusted Net Income Margin. Adjusted Net Income Margin is Adjusted Net Income divided by total revenues. We believe that Adjusted Net Income Margin is a useful measurement of operating profitability for the same reasons we find Adjusted Net Income useful and also because it provides a period-to-period comparison of our after-tax operating performance.

    Adjusted Diluted Earnings Per Share. Adjusted Diluted Earnings Per Share is Adjusted Net Income divided by diluted shares outstanding after adjusting for the effect of (i) the exchange of 100% of the outstanding Class B common stock of the Company (the “Class B Common Stock”) and Class C common stock of the Company (the “Class C Common Stock”) (together with the related limited liability units in TWFG Holding Company, LLC (the “LLC Units”)) into shares of Class A common stock of the Company (“Class A Common Stock”) and (ii) the vesting of 100% of the unvested equity awards and exchange into shares of Class A Common Stock. This measure does not deduct earnings related to the noncontrolling interests in TWFG Holding Company, LLC for the period prior to July 19, 2024, when we did not own 100% of the business. The most directly comparable GAAP financial metric is diluted earnings per share. We believe Adjusted Diluted Earnings Per Share may be useful to an investor in evaluating our operating performance and efficiency because this measure is widely used by investors to measure a company’s operating performance without regard to items excluded from the calculation of such measure, which can vary substantially from company to company depending upon acquisition activity and capital structure. This measure also eliminates the impact of expenses that do not relate to core business performance, among other factors.

    Adjusted EBITDA. Adjusted EBITDA is a supplemental measure of our performance and is defined as EBITDA adjusted to reflect items such as equity-based compensation, interest income, other non-operating and certain nonrecurring items. EBITDA is defined as net income (the most directly comparable GAAP measure) before interest, income taxes, depreciation, and amortization. We believe that Adjusted EBITDA is an appropriate measure of operating performance because it adjusts for significant one-time, non-recurring items and eliminates the ongoing accounting effects of certain capital spending and acquisitions, such as depreciation and amortization, that do not directly affect what management considers to be our ongoing operating performance in the period. These adjustments eliminate the effects of certain items that may vary from company to company for reasons unrelated to overall operating performance. Our measure of Adjusted EBITDA is not necessarily comparable to other similarly titled captions of other companies due to potential inconsistencies in the methods of calculation.

    Adjusted EBITDA Margin. Adjusted EBITDA Margin is Adjusted EBITDA divided by total revenue. We believe that Adjusted EBITDA Margin is a useful measurement of operating profitability for the same reasons we find Adjusted EBITDA useful and also because it provides a period-to-period comparison of our operating performance.

    Adjusted Free Cash Flow. Adjusted Free Cash Flow is a supplemental measure of our performance. We define Adjusted Free Cash Flow as cash flow from operating activities (the most directly comparable GAAP measure) less cash payments for tax distributions, purchases of property and equipment and acquisition-related costs. We believe Adjusted Free Cash Flow is a useful measure of operating performance because it represents the cash flow from the business that is within our discretion to direct to activities including investments, debt repayment, and returning capital to stockholders.

    The reconciliation of the above non-GAAP measures to their most comparable GAAP financial measure is outlined in the reconciliation table accompanying this release.

    Key Performance Indicators

    Total Written Premium. Total Written Premium represents, for any reported period, the total amount of current premium (net of cancellation) placed with insurance carriers. We utilize Total Written Premium as a key performance indicator when planning, monitoring, and evaluating our performance. We believe Total Written Premium is a useful metric because it is the underlying driver of the majority of our revenue.

    Contacts
    Investor Contact:
    Gene Padgett, CAO for TWFG
    Email: gene.padgett@twfg.com

    PR Contact:
    Alex Bunch, CMO for TWFG
    Email: alex@twfg.com


    Condensed Consolidated Statements of Income
    (Unaudited)
    (Amounts in thousands, except share and per share data)

        Three Months Ended
    March 31,
          2025       2024  
    Revenues        
    Commission income(1)   $ 48,785     $ 42,545  
    Contingent income     1,663       1,076  
    Fee income(2)     3,011       2,232  
    Other income     364       290  
    Total revenues     53,823       46,143  
    Expenses        
    Commission expense     31,814       26,443  
    Salaries and employee benefits     8,196       6,254  
    Other administrative expenses(3)     4,724       3,130  
    Depreciation and amortization     3,359       3,013  
    Total operating expenses     48,093       38,840  
    Operating income     5,730       7,303  
    Interest expense     83       842  
    Interest income     1,863       170  
    Other non-operating expense     1       2  
    Income before tax     7,509       6,629  
    Income tax expense     656        
    Net income     6,853       6,629  
    Less: net income attributable to noncontrolling interests     5,515       6,629  
    Net income attributable to TWFG, Inc.     1,338        
             
    Weighted average shares of common stock outstanding:        
    Basic     14,889,739      
    Diluted     15,055,553      
    Earnings per share:        
    Basic   $ 0.09      
    Diluted   $ 0.09      
             

    (1) Commission income – related party of $3,135 and $1,109 for the three months ended March 31, 2025 and 2024, respectively
    (2) Fee income – related party of $834 and $354 for the three months ended March 31, 2025 and 2024, respectively
    (3) Other administrative expenses – related party of $770 and $401 for the three months ended March 31, 2025 and 2024, respectively

    The following table presents the disaggregation of our revenues by offerings (in thousands):

        Three Months Ended March 31,
          2025       2024  
    Insurance Services        
    Agency-in-a-Box   $ 35,996     $ 31,729  
    Corporate Branches     8,223       7,276  
    Total Insurance Services     44,219       39,005  
    TWFG MGA     9,195       6,794  
    Other     409       344  
    Total revenues   $ 53,823     $ 46,143  
             

    The following table presents the disaggregation of our commission income by offerings (in thousands):

        Three Months Ended March 31,
          2025       2024  
    Insurance Services        
    Agency-in-a-Box   $ 33,358     $ 29,900  
    Corporate Branches     8,214       7,250  
    Total Insurance Services     41,572       37,150  
    TWFG MGA     7,213       5,395  
    Total commission income   $ 48,785     $ 42,545  
             

    The following table presents the disaggregation of our fee income by major sources (in thousands):

        Three Months Ended March 31,
          2025       2024  
    Policy fees   $ 1,051     $ 513  
    Branch fees     1,256       1,131  
    License fees     608       515  
    TPA fees     96       73  
    Total fee income   $ 3,011     $ 2,232  
             

    The following table presents the disaggregation of our commission expense by offerings (in thousands):

        Three Months Ended March 31,
          2025       2024  
    Insurance Services        
    Agency-in-a-Box   $ 25,954       22,028  
    Corporate Branches     1,105       862  
    Total Insurance Services     27,059       22,890  
    TWFG MGA     4,726       3,535  
    Other     29       18  
    Total commission expense   $ 31,814     $ 26,443  
             


    Condensed Consolidated Balance Sheets
    (Unaudited)
    (Amounts in thousands, except share/unit data)

        March 31, 2025   December 31, 2024
    Assets        
    Current assets        
    Cash and cash equivalents   $ 196,424     $ 195,772  
    Restricted cash     11,853       9,551  
    Commissions receivable, net     23,575       27,067  
    Accounts receivable     8,053       7,839  
    Other current assets, net     1,500       1,619  
    Total current assets     241,405       241,848  
    Non-current assets        
    Intangible assets, net     80,919       72,978  
    Property and equipment, net     3,364       3,499  
    Lease right-of-use assets, net     4,307       4,493  
    Other non-current assets     535       610  
    Total assets   $ 330,530     $ 323,428  
             
    Liabilities and Equity        
    Current liabilities        
    Commissions payable   $ 16,303     $ 13,848  
    Carrier liabilities     14,710       12,392  
    Operating lease liabilities, current     1,124       1,013  
    Short-term bank debt     1,927       1,912  
    Deferred acquisition payable, current     1,956       601  
    Other current liabilities     6,842       9,851  
    Total current liabilities     42,862       39,617  
    Non-current liabilities        
    Operating lease liabilities, net of current portion     3,119       3,372  
    Long-term bank debt     3,519       4,007  
    Deferred acquisition payable, non-current     973       1,122  
    Other non-current liabilities           24  
    Total liabilities     50,473       48,142  
    Commitment and contingencies (see Note 14)        
    Stockholders’/Members’ Equity        
    Class A common stock ($0.01 par value per share – 300,000,000 authorized, 14,904,083 and 14,811,874 shares issued and outstanding at March 31, 2025 and December 31, 2024, respectively )     149       148  
    Class B common stock ($0.00001 par value per share – 100,000,000 authorized, 7,277,651 shares issued and outstanding at March 31, 2025 and December 31, 2024)            
    Class C common stock ($0.00001 par value per share – 100,000,000 authorized, 33,893,810 shares issued and outstanding at March 31, 2025 and December 31, 2024)            
    Additional paid-in capital     58,374       58,365  
    Retained earnings     16,626       15,288  
    Accumulated other comprehensive income     65       83  
    Total stockholders’ equity attributable to TWFG, Inc.     75,214       73,884  
    Noncontrolling interests     204,843       201,402  
    Total stockholders’ equity     280,057       275,286  
    Total liabilities and equity   $ 330,530     $ 323,428  
             


    Non-GAAP Financial Measures

    A reconciliation of Organic Revenue and Organic Revenue Growth Rate to Total Revenue and Total Revenue Growth Rate, the most directly comparable GAAP measures, is as follows (in thousands):

    Revised Calculation Methodology Applied to Current Period
        Three Months Ended
    March 31,
          2025       2024  
    Total revenues   $ 53,823     $ 46,143  
    Acquisition adjustments(1)     (610 )     (1,467 )
    Contingent income     (1,663 )     (1,076 )
    Fee income     (3,011 )     (2,232 )
    Policy fee income     1,051       513  
    Other income     (364 )     (290 )
    Organic Revenue   $ 49,226     $ 41,591  
    Organic Revenue Growth(2)   $ 6,169     $ 4,780  
    Total Revenue Growth Rate(3)     16.6 %     15.8 %
    Organic Revenue Growth Rate(2)     14.3 %     13.0 %
             

    (1) Represents revenues generated from the acquired businesses during the first 12 months following an acquisition.
    (2) Revised Organic Revenue for the three months ended March 31, 2024 and 2023, used to calculate Organic Revenue Growth for the three months ended March 31, 2025 and 2024, was $43.1 million and $36.8 million, respectively, which is adjusted to reflect revenues from acquired businesses with over $0.5 million in annualized revenue that reached the twelve-month owned mark during the three months ended March 31, 2025 and 2024, respectively. Organic Revenue Growth Rate represents the period-to-period change in Organic Revenue divided by the total adjusted Organic Revenue in the prior period.
    (3) Represents the period-to-period change in total revenues divided by the total revenues in the prior period.

    Legacy Calculation Methodology Applied to Current Period
        Three Months Ended
    March 31,
          2025       2024  
    Total revenues   $ 53,823     $ 46,143  
    Acquisition adjustments(1)     (610 )     (1,467 )
    Contingent income     (1,663 )     (1,076 )
    Fee income     (3,011 )     (2,232 )
    Other income     (364 )     (290 )
    Organic Revenue   $ 48,175     $ 41,078  
    Organic Revenue Growth(2)   $ 5,630     $ 4,822  
    Total Revenue Growth Rate(3)     16.6 %     15.8 %
    Organic Revenue Growth Rate(2)     13.2 %     13.3 %
             

    (1) Represents revenues generated from the acquired businesses during the first 12 months following an acquisition.
    (2) Organic Revenue for the three months ended March 31, 2024 and 2023, used to calculate Organic Revenue Growth for the three months ended March 31, 2025 and 2024, was $42.5 million and $36.3 million, respectively, which is adjusted to reflect revenues from acquired businesses with over $0.5 million in annualized revenue that reached the twelve-month owned mark during the three months ended March 31, 2025 and 2024, respectively. Organic Revenue Growth Rate represents the period-to-period change in Organic Revenue divided by the total adjusted Organic Revenue in the prior period.
    (3) Represents the period-to-period change in total revenues divided by the total revenues in the prior period.

    A reconciliation of Adjusted Net Income and Adjusted Net Income Margin to Net income and Net income Margin, the most directly comparable GAAP measures, for each of the periods indicated is as follows (in thousands):

    Revised Calculation Methodology Applied to Current Period
        Three Months Ended
    March 31,
          2025       2024  
    Total revenues   $ 53,823     $ 46,143  
    Net income   $ 6,853     $ 6,629  
    Income tax expense     656        
    Acquisition-related expenses     33        
    Equity-based compensation     1,204        
    Other non-recurring items(1)           (1,477 )
    Amortization expense     3,210       2,917  
    Adjusted income before income taxes     11,956       8,069  
    Adjusted income tax expense(2)     (2,736 )      
    Adjusted Net Income   $ 9,220     $ 8,069  
    Net Income Margin     12.7 %     14.4 %
    Adjusted Net Income Margin     17.1 %     17.5 %
             
    Legacy Calculation Methodology Applied to Current Period
        Three Months Ended
    March 31,
          2025       2024  
    Total revenues   $ 53,823     $ 46,143  
    Net income   $ 6,853     $ 6,629  
    Income tax expense     656        
    Acquisition-related expenses     33        
    Equity-based compensation     1,204        
    Other non-recurring items(1)           (1,477 )
    Adjusted income before income taxes   $ 8,746     $ 5,152  
    Adjusted income tax expense(2)     (2,001 )      
    Adjusted Net Income   $ 6,745     $ 5,152  
    Net Income Margin     12.7 %     14.4 %
    Adjusted Net Income Margin     12.5 %     11.2 %
             

    (1) Represents a one-time adjustment reducing commission expense, which resulted from the branch conversions. In January 2024, nine of our Branches converted to Corporate Branches. Upon conversion, agents of the newly converted Corporate Branches became employees and received salaries, employee benefits, and bonuses for services rendered instead of commissions. As a result, we released a portion of the unpaid commissions related to the converted branches that we no longer are required to settle.
    (2) Post-IPO, we are subject to United States federal income taxes, in addition to state, local, and foreign taxes, with respect to our allocable share of any net taxable income of TWFG Holding Company, LLC. For the three months ended March 31, 2025, the calculation of adjusted income tax expense is based on a federal statutory rate of 21% and a blended state income tax rate of 1.88% on 100% of our adjusted income before income taxes as if we owned 100% of the TWFG Holding Company, LLC.

    A reconciliation of Adjusted EBITDA and Adjusted EBITDA Margin to Net income and Net income margin, the most directly comparable GAAP measures, for each of the periods indicated is as follows (in thousands):

        Three Months Ended
    March 31,
          2025       2024  
    Total revenues   $ 53,823     $ 46,143  
    Net income   $ 6,853     $ 6,629  
    Interest expense     83       842  
    Interest income     (1,863 )     (170 )
    Depreciation and amortization     3,359       3,013  
    Income tax expense     656        
    EBITDA     9,088       10,314  
    Acquisition-related expenses     33        
    Equity-based compensation     1,204        
    Interest income     1,863       170  
    Other non-recurring items(1)           (1,477 )
    Adjusted EBITDA   $ 12,188     $ 9,007  
    Net Income Margin     12.7 %     14.4 %
    Adjusted EBITDA Margin     22.6 %     19.5 %
             

    (1) Represents a one-time adjustment reducing commission expense, which resulted from the branch conversions. In January 2024, nine of our Branches converted to Corporate Branches. Upon conversion, agents of the newly converted Corporate Branches became employees and received salaries, employee benefits, and bonuses for services rendered instead of commissions. As a result, we released a portion of the unpaid commissions related to the converted branches that we no longer are required to settle.

    A reconciliation of Adjusted Free Cash Flow to Cash Flow from Operating Activities, the most directly comparable GAAP measure, for each of the periods indicated is as follows (in thousands):

        Three Months Ended
    March 31,
          2025       2024  
    Cash Flow from Operating Activities   $ 15,645     $ 9,754  
    Purchase of property and equipment     (15 )     (8 )
    Tax distribution to members(1)     (2,024 )     (2,420 )
    Acquisition-related expenses     33        
    Adjusted Free Cash Flow   $ 13,639     $ 7,326  
             

    (1) Tax distributions to members represents the amount distributed to the members of TWFG Holding Company, LLC in respect of their income tax liability related to the net income of TWFG Holding Company, LLC allocated to its members.

    A reconciliation of Adjusted Diluted Earnings Per Share to diluted earnings per share, the most directly comparable GAAP measure, is as follows:

        Three Months Ended March 31,
          2025  
    Earnings per share of common stock – diluted   $ 0.09  
    Plus: Impact of all LLC Units exchanged for Class A Common Stock(1)     0.03  
    Plus: Adjustments to Adjusted net income(2)     0.04  
    Adjusted Diluted Earnings Per Share   $ 0.16  
         
    Weighted average common stock outstanding – diluted     15,055,553  
    Plus: Impact of all LLC Units exchanged for Class A Common Stock(1)     41,171,461  
    Adjusted Diluted Earnings Per Share diluted share count     56,227,014  
         

    (1) For comparability purposes, this calculation incorporates the net income that would be distributable if all shares of Class B Common Stock and Class C Common Stock, together with the related LLC Units, were exchanged for shares of Class A Common Stock. For the three months ended March 31, 2025, this includes $5.5 million of net income on 56,227,014 weighted-average shares of common stock outstanding – diluted. For the three months ended March 31, 2025, 41,260,844 weighted average outstanding Class B Common Stock and Class C Common Stock were considered dilutive and included in the 56,227,014 weighted-average shares of common stock outstanding – diluted within diluted earnings per share calculation.
    (2) Adjustments to Adjusted Net Income are described in the footnotes of the reconciliation of Adjusted Net Income to Net Income in “Adjusted Net Income and Adjusted Net Income Margin”, which represent the difference between Net Income of $6.9 million and Adjusted Net Income of $9.2 million for the three months ended March 31, 2025. For the three months ended March 31, 2025, Adjusted Diluted Earnings Per Share include adjustments of $2.4 million to Adjusted Net Income on 56,227,014 weighted-average shares of common stock outstanding – diluted for the period presented.

    Key Performance Indicators

    The following presents the disaggregation of Total Written Premium by offerings, business mix and line of business (in thousands):

        Three Months Ended March 31,
          2025       2024  
        Amount   % of Total   Amount   % of Total
    Offerings:                
    Insurance Services                
    Agency-in-a-Box   $ 249,475     68 %   $ 218,936     68 %
    Corporate Branches     68,098     18       57,884     18  
    Total Insurance Services     317,573     86       276,820     86  
    TWFG MGA     53,389     14       44,446     14  
    Total written premium   $ 370,962     100 %   $ 321,266     100 %
                     
    Business Mix:                
    Insurance Services                
    Renewal business   $ 244,845     66 %     214,477     67 %
    New business     72,728     20       62,343     19  
    Total Insurance Services     317,573     86       276,820     86  
                     
    TWFG MGA                
    Renewal business     36,375     9       35,464     11  
    New business     17,014     5       8,982     3  
    Total TWFG MGA     53,389     14       44,446     14  
        Total written premium   $ 370,962     100 %   $ 321,266     100 %
                     
    Written Premium Retention:                
    Insurance Services       88 %       97 %
    TWFG MGA       82         81  
    Consolidated       88         94  
                     
    Line of Business:                
    Personal lines   $ 298,289     80 %   $ 254,864     79 %
    Commercial lines     72,673     20       66,402     21  
    Total written premium   $ 370,962     100 %   $ 321,266     100 %
                     

    The MIL Network

  • MIL-OSI: Carbon Streaming Announces Financial Results for the Three Months Ended March 31, 2025

    Source: GlobeNewswire (MIL-OSI)

    TORONTO, May 13, 2025 (GLOBE NEWSWIRE) — Carbon Streaming Corporation (Cboe CA: NETZ) (OTCQB: OFSTF) (FSE: M2Q) (“Carbon Streaming” or the “Company”) today reported its financial results for the three months ended March 31, 2025. All figures are expressed in United States dollars, unless otherwise indicated.

    Carbon Streaming Chief Executive Officer Marin Katusa stated: “In the first quarter of 2025, Carbon Streaming made significant progress in reducing costs and improving financial sustainability, while continuing to evaluate strategic alternatives. Ongoing operating expenses have decreased substantially compared to prior years, and by May 2025, the number of individuals at the Company receiving a full-time salary was reduced to three. While we continue to pursue cost reductions, our priority in 2025 is to maximize value from our existing portfolio while exploring all strategic options to enhance shareholder value. More specifically, we will evaluate potential acquisitions, divestments, corporate transactions, and strategic partnerships. Although the voluntary carbon market continues to face challenging conditions and broader economic uncertainties persist, we remain committed to adapting to market realities and identifying the best path forward for our shareholders. In line with this commitment to shareholders, we have recently filed a statement of claim against certain former executives, board members, consultants, and associated entities in order to hold the defendants to account for actions that have caused financial harm to the Company, as outlined in the lawsuit. And with respect to the Rimba Raya, Magdalena Bay, and Sustainable Community Streams, the Company remains focused on protecting our investments and preserving our rights — as we will with all our investments.”

    Quarterly Highlights

    • Ended the year with $36.4 million in cash and no corporate debt. During the quarter, the Company converted $18.0 million in cash from US$ to C$ at an exchange rate of 1.42 C$ for every 1.00 US$. The Company continues to earn interest income on its cash.
    • Reduced the number of individuals receiving full-time salaries at the Company – including employees, consultants, and directors – from 24 at the start of 2024 to 3 full-time employees by May 2025, resulting in significant savings in ongoing operating expenses. The Chief Executive Officer is not collecting a salary, the Chief Financial Officer is receiving a part-time salary, and the Company has eliminated cash-settled director’s fees to its board of directors (“Board”).
    • Recognized a net gain on revaluation of carbon credit streaming and royalty agreements of $49 thousand (net loss on revaluation of $33.1 million for Q1 2024). The net gain on revaluation for the current period was primarily related to changes to the risk-adjusted discount rate and accretion due to the passage of time.
    • Building on the success of the previously-announced ongoing corporate restructuring plan, the Company has significantly reduced ongoing operating expenses and is continuing to review its existing streams and royalties.
    • Generated $2 thousand in settlements from carbon credit streaming and royalty agreements (settlements of $406 thousand during Q1 2024).
    • Operating loss of $1.4 million (operating loss of $36.6 million in Q1 2024).
    • Recognized net loss of $0.8 million (net loss of $35.8 million in Q1 2024).
    • Adjusted net loss was $0.5 million (adjusted net loss of $1.6 million in Q1 2024) (see the “Non-IFRS Accounting Standards Measures” section of this news release).
    • Paid $164 thousand in upfront deposits for carbon credit streaming and royalty agreements (paid $400 thousand in upfront deposits in Q1 2024).
    • In April 2025, the Company announced that it had filed a lawsuit in the Ontario Superior Court of Justice against several former executives, directors, consultants, and associated entities. Please refer to the Company’s news release titled “Carbon Streaming Announces Filing of Claim Against Former Executives and Consultants” for further information.

    Financial Highlights Summary

      Three months ended
    March 31, 2025
    Three months ended
    March 31, 2024
    Carbon credit streaming and royalty agreements    
    Revaluation of carbon credit streaming and royalty agreements $ 49   $ (33,136 )
    Settlements from carbon credit streaming and royalty agreements1   2     406  
    Other financial highlights    
    Other operating expenses   1,401     3,709  
    Operating loss   (1,351 )   (36,756 )
    Net loss   (822 )   (35,771 )
    Loss per share (Basis and Diluted) ($/share)   (0.02 )   (0.75 )
    Adjusted net loss2   (508 )   (1,596 )
    Adjusted net loss per share (Basic and Diluted) ($/share)2   (0.01 )   (0.03 )
    Statement of financial position    
    Cash3   36,444     49,008  
    Carbon credit streaming and royalty agreements3   9,292     26,980  
    Total assets3   47,098     81,596  
    Non-current liabilities3   47     1,059  
     
    1. Relates to the net cash proceeds generated from the Company’s carbon credit streaming and royalty agreements.
    2. “Adjusted net loss”, including per share amounts, is a non-IFRS® Accounting Standards (the “IFRS Accounting Standards”) financial performance measure that is used in this news release. This measure does not have any standardized meaning under the IFRS Accounting Standards and therefore may not be comparable to similar measures presented by other issuers. For more information about this measure, why it is used by the Company, and a reconciliation to the most directly comparable measure under the IFRS Accounting Standards, see the “Non-IFRS Accounting Standards Measures” section of this news release.
    3. Cash, carbon credit streaming and royalty agreements, total assets and non-current liabilities are presented as at the relevant tabular reporting date.
     

    Portfolio Updates

    Nalgonda Rice Farming Stream: The project was registered with Verra on February 10, 2025, using the UNFCCC Clean Development Mechanism Methodology AMS-III.AU: Methane emission reduction by adjusted water management practice in rice cultivation in the VCS program (“AMS-III.AU”). Registration and first validation of the project was delayed when Verra temporarily inactivated AMS-III.AU as part of a broader review of validation and verification quality and began developing a revised rice-specific methodology to replace AMS-III.AU. During this review, Verra determined that certain projects identified as having quality issues with validations and/or verifications would remain on hold, but Core CarbonX’s projects, including the Nalgonda Rice Farming project, were approved for registration under AMS-III.AU.

    Verra released the new VCS Methodology VM0051 (Improved Management in Rice Production Systems v1.0) on February 27, 2025, which the project plans to transition to for the second monitoring period. However, the project has already applied the guidelines required under the VCS Methodology VM0051. At this time, it is not known how the transition to the new methodology will impact the project, if at all.

    Sheep Creek Reforestation Stream: In January 2025, the Company received a Notice of Adverse Impact from Mast Reforestation SPV I, LLC (“Mast”) and the parent company of Mast, Droneseed Co. d/b/a Mast Reforestation under the Sheep Creek Reforestation Stream pursuant to which, among other things, Mast advised the Company that the Sheep Creek project has experienced significantly higher than expected mortality rates and that the surviving seedlings had exhibited slower than expected growth rates. As a result, Mast indicated to the Company that it no longer expects to deliver the Company the agreed-upon 286,229 carbon removal credits, referred to as forecast mitigation units (“FMUs”) under the Climate Action Reserve’s Climate Forward program under the Sheep Creek Reforestation Stream, as Mast no longer considers the existing Sheep Creek project plan and budget to be viable. The Company has formally responded to the Notice of Adverse Impact and requested that Mast respond to the Company’s significant concerns regarding, among other things, the timing of the delivery of the Notice of Adverse Impact, and the characterization of the cause of the adverse impact. The Company is continuing to evaluate all legal avenues available under the Sheep Creek Reforestation Stream. As a result, the Company no longer anticipates generating cash flow from the Sheep Creek Reforestation Stream, and its fair value is $nil as of March 31, 2025.

    Baccala Ranch Reforestation Stream: In March 2025, Mast delivered the Company a notice of termination of the Baccala Ranch Reforestation Stream and the Baccala Ranch project, thereby confirming it will forego any plantings. The Company had not advanced any funds for the Baccala project and the closing of the Baccala Ranch Reforestation Stream remained subject to customary closing conditions.

    Enfield Biochar Stream: In April 2025, Standard Biocarbon Corporation (“Standard Biocarbon”) successfully completed an equity financing resulting in a change of control. In connection with the financing, a new CEO has been appointed to lead Standard Biocarbon through project commissioning.

    Strategy

    Carbon Streaming is currently focused on maximizing value from the existing portfolio of investments and pursuing all options to achieve that goal. During 2024, the Company underwent changes to the Board and management, including the termination of certain consulting contracts, which reduced ongoing cash expenditure and streamlined decision-making. The Company continues to focus on its previously announced evaluation of strategic alternatives with a focus on maximizing value for all shareholders. These alternatives could include acquisitions, divestments, corporate transactions, financings, other strategic partnership opportunities or continuing to operate as a public company.

    The Company’s carbon credit streaming agreements are structured to retain a portion of the cash flows from carbon credit sales, with stream-specific retention varying. Project partners typically receive the balance through ongoing delivery payments under the terms of each agreement. Cash flows are subject to fluctuations based on realized carbon credit prices and agreement terms. As the Company continues to evaluate its strategic direction, it remains focused on optimizing portfolio economics and managing exposure to market volatility.

    Outlook

    Carbon Streaming continues to reposition itself for success and for maximizing shareholder value amid ongoing challenges. In May 2024, as part of its ongoing corporate restructuring first initiated in 2023, the Company announced changes to its senior management and Board after constructive discussions with certain shareholders. The Company continues to evaluate strategic alternatives for the business and remains focused on cash flow optimization through the reduction of operating expenses and a reassessment of its existing streams and royalties. Building on the previous measures implemented by the Company to reduce ongoing operating expenses, further steps have been taken in recent months, including significantly reducing employee headcount, renegotiating and amending vendor agreements to lower costs, eliminating cash-settled director’s fees to the Board and terminating certain consulting contracts. As the Company’s broader strategy continues to evolve, these recent steps are expected to result in significant reductions to annualized ongoing operating expenses when compared to 2024.

    While the Company aims to increase cash flow generation through the sale of carbon credits from several streaming agreements over the next year, there remains ongoing uncertainty regarding the evolving nature of carbon markets, including potential registry delays, project-specific issues, and methodology-related risks, in addition to impacts the industry may face as a result of general economic, political and regulatory conditions. In 2024, the Company recognized a decrease in the fair values of the Rimba Raya Stream, the Magdalena Bay Blue Carbon Stream, the Sustainable Community Stream, and the Sheep Creek Reforestation Stream to $nil as a result of the failure of the respective projects to meet their obligations under the stream agreements and ongoing legal disputes. The Company is actively pursuing all available legal remedies to protect its investments and enforce its contractual rights. Given the multiple ongoing litigation matters, the outcomes remain uncertain and could materially impact the Company’s financial position and strategic direction. Please refer to the “Legal Proceedings” section of the Company’s most recently filed MD&A for further information.

    Given the evolving nature of carbon markets and ongoing legal considerations, Carbon Streaming is focussed on maximizing value from the existing portfolio of investments and pursuing all options to achieve that goal.

    For a comprehensive discussion of the risks, assumptions and uncertainties that could impact the Company’s strategy and outlook, including without limitation, changes in demand for carbon credits and Indonesian developments described herein, investors are urged to review the section of the Company’s most recently filed AIF entitled “Risk Factors” a copy of which is available on SEDAR+ at www.sedarplus.ca.

    About Carbon Streaming

    Carbon Streaming’s focus is on projects that generate high-quality carbon credits and have a positive impact on the environment, local communities, and biodiversity, in addition to their carbon reduction or removal potential.

    ON BEHALF OF THE COMPANY:
    Marin Katusa, Chief Executive Officer
    Tel: 365.607.6095
    info@carbonstreaming.com
    www.carbonstreaming.com

    Investor Relations
    investors@carbonstreaming.com

    Media
    media@carbonstreaming.com

    Non-IFRS Accounting Standards Measures

    Adjusted Net Loss and Adjusted Loss Per Share

    The term “adjusted net loss” in this news release is not a standardized financial measure under the IFRS Accounting Standards and therefore may not be comparable to similar measures presented by other companies where similar terminology is used. These non-IFRS Accounting Standards measures should not be considered in isolation or as a substitute for measures of performance, cash flows and financial position as prepared in accordance with the IFRS Accounting Standards. Management believes that these non-IFRS Accounting Standards measures, together with performance measures and measures prepared in accordance with the IFRS Accounting Standards, provide useful information to investors and shareholders in assessing the Company’s liquidity and overall performance.

    Adjusted net loss is calculated as net and comprehensive loss and adjusted for the revaluation of carbon credit streaming and royalty agreements, the revaluation of warrant liabilities, the impairment loss on early deposit interest receivable, the revaluation of derivative liabilities, the revaluation of the convertible note, the impairment loss on investment in associate, the gain on dissolution of associate, and the corporate restructuring which the Company views as having a significant non-cash or non-continuing impact on the Company’s net and comprehensive loss calculation and per share amounts. Adjusted net loss is used by the Company to monitor its results from operations for the period.

    The following table reconciles net and comprehensive loss to adjusted net loss:

      Three months ended
    March 31, 2025
    Three months ended
    March 31, 2024
    Net loss and comprehensive loss $ (822 ) $ (35,771 )
    Adjustment for non-continuing or non-cash settled items:    
    Revaluation of carbon credit streaming and royalty agreements   (49 )   33,136  
    Revaluation of warrant liabilities   (114 )   (334 )
    Litigation and corporate restructuring   477     1,373  
    Adjusted net loss   (508 )   (1,596 )
    Loss per share (Basic and Diluted) ($/share)   (0.02 )   (0.75 )
    Adjusted net loss per share (Basic and Diluted) ($/share)   (0.01 )   (0.03 )
                 

    Cautionary Statement Regarding Forward-Looking Information

    This news release contains certain forward-looking statements and forward-looking information (collectively, “forward-looking information”) within the meaning of applicable securities laws. All statements, other than statements of historical fact, that address activities, events or developments that the Company believes, expects or anticipates will or may occur in the future, are forward-looking information, including, without limitation, statements regarding the anticipated impact of changes to the Company’s Board and management; the impact of the Company’s restructuring strategies, including evaluation of strategic alternatives; the ability of the Company to execute on expense reductions and savings from operating cost reduction measures; statements with respect to cash flow optimization and generation; its sales strategy; supporting the Company’s carbon streaming and royalty partners; timing and the amount of future carbon credit generation and emission reductions and removals from the Company’s existing streaming and royalty agreements; statements with respect to the projects in which the Company has streaming and royalty agreements in place; statements with respect to the Company’s growth objectives and potential and its position in the voluntary carbon markets; statements with respect to execution of the Company’s portfolio and partnership strategy; statements regarding the Company holding certain former executives, directors, consultants, and associated entities to account. statements with respect to the ongoing legal process to protect the Company’s investment in the Rimba Raya project and to enforce its legal and contractual rights; and statements regarding the Company’s intention to strictly enforce its legal and contractual rights under the Sustainable Community Stream and the Magdalena Bay Blue Carbon Stream and the Sheep Creek Reforestation Stream.

    When used in this news release, words such as “estimates”, “expects”, “plans”, “anticipates”, “will”, “believes”, “intends” “should”, “could”, “may” and other similar terminology are intended to identify such forward-looking information. This forward-looking information is based on the current expectations or beliefs of the Company based on information currently available to the Company. Forward-looking information is subject to a number of risks and uncertainties that may cause the actual results of the Company to differ materially from those discussed in the forward-looking information, and even if such actual results are realized or substantially realized, there can be no assurance that they will have the expected consequences to, or effects on, the Company. They should not be read as a guarantee of future performance or results, and will not necessarily be an accurate indication of whether or not such results will be achieved. Factors that could cause actual results or events to differ materially from current expectations include, among other things: general economic, market and business conditions and global financial conditions, including fluctuations in interest rates, foreign exchange rates and stock market volatility; volatility in prices of carbon credits and demand for carbon credits; change in social or political views towards climate change, carbon credits and environmental, social and governance initiatives and subsequent changes in corporate or government policies or regulations and associated changes in demand for carbon credits; the Company’s expectations and plans with respect to current litigation, arbitration and regulatory proceedings; limited operating history for the Company’s current strategy; concentration risk; inaccurate estimates of project value, which may impact the ability of the Company to execute on its growth and diversification strategy; dependence upon key management; impact of corporate restructurings; the inability of the Company to optimize cash flows or sufficiently reduce operating expenses; reputational risk; risks arising from competition and future acquisition activities failure or timing delays for projects to be registered, validated and ultimately developed and for emission reductions or removals to be verified and carbon credits issued (and other risks associated with carbon credits standards and registries); foreign operations and political risks including actions by governmental authorities, including changes in or to government regulation, taxation and carbon pricing initiatives; uncertainties and ongoing market developments surrounding the validation and verification requirements of the voluntary and/or compliance markets; due diligence risks, including failure of third parties’ reviews, reports and projections to be accurate; dependence on project partners, operators and owners, including failure by such counterparties to make payments or perform their operational or other obligations to the Company in compliance with the terms of contractual arrangements between the Company and such counterparties; failure of projects to generate carbon credits, or natural disasters such as flood or fire which could have a material adverse effect on the ability of any project to generate carbon credits; volatility in the market price of the Company’s common shares or warrants; the effect that the issuance of additional securities by the Company could have on the market price of the Company’s common shares or warrants; global health crises, such as pandemics and epidemics; and the other risks disclosed under the heading “Risk Factors” and elsewhere in the Company’s Annual Information Form dated as of March 31, 2025 filed on SEDAR+ at www.sedarplus.ca.

    Any forward-looking information speaks only as of the date of this news release. Although the Company believes that the assumptions inherent in the forward-looking information are reasonable, forward-looking information is not a guarantee of future performance and accordingly undue reliance should not be put on such statements due to the inherent uncertainty therein. Except as may be required by applicable securities laws, the Company disclaims any intent or obligation to update any forward-looking information, whether as a result of new information, future events or results or otherwise.

    The MIL Network

  • MIL-OSI: Condor Announces 2025 First Quarter Results and Purchase of Its First LNG Facility

    Source: GlobeNewswire (MIL-OSI)

    CALGARY, Alberta, May 13, 2025 (GLOBE NEWSWIRE) — Condor Energies Inc. (“Condor” or the “Company”) (TSX:CDR), a Canadian based, internationally focused energy transition company focused on Central Asia is pleased to announce the release of its unaudited interim condensed consolidated financial statements for the three months ended March 31, 2025, together with the related management’s discussion and analysis. These documents will be made available under Condor’s profile on SEDAR+ at www.sedarplus.ca and on the Condor website at www.condorenergies.ca. Readers are invited to review the latest corporate presentation available on the Condor website. All financial amounts in this news release are presented in Canadian dollars, unless otherwise stated

    HIGHLIGHTS

    • Production in Uzbekistan for the first quarter of 2025 averaged 11,179 boe/d comprised of 10,819 boe/d (64,917 Mcf/d) of natural gas and 360 bopd of condensate, which is a 6% increase from the average production rate of 10,511 boe/d for the fourth quarter of 2024.
    • Uzbekistan natural gas and condensate sales for the first quarter of 2025 was $22.26 million, which is a 6% increase from sales of $20.93 million for the fourth quarter of 2024.
    • On May 6, 2025, the Company purchased a modular LNG facility (the “First Facility”) capable of producing 48,000 gallons (80 MT) of LNG per day with LNG production planned to commence in the second quarter of 2026.
    • On April 15, 2025, the Company secured its third natural gas allocation in Kazakhstan for LNG feed gas, a portion of which will be allocated to the First Facility.
    • On February 24, 2025, Condor was awarded a second critical minerals mining license in Kazakhstan for a 100% working interest in the exploration rights for mining solid minerals for a six-year term.
    • The Company is finalizing a drilling rig and associated support services contracts to begin a multi-well drilling program in Uzbekistan during the third quarter of 2025 that will target multiple play types to further increase production rates.

    MESSAGE FROM CONDOR’S CEO

    Don Streu, President and CEO of Condor commented: ”We have continued to make significant progress in creating value from a diverse portfolio of first-mover energy initiatives which include our Uzbekistan producing gas fields, Kazakhstan modular LNG development and Kazakhstan critical minerals licenses.

    In Uzbekistan, production and revenue growth of six percent quarter-on-quarter reflects the highly capital efficient and repeatable successes of applying Canadian technologies and learnings to increase natural gas production despite historical natural production declines that exceeded twenty percent annually. Production will be further increased by a vertical, horizontal and multi-lateral well drilling campaign that is scheduled to commence in the third quarter of 2025.

    In Kazakhstan, the purchase of our first modular LNG facility will enable us to initiate Central Asia’s first LNG production by the second quarter of 2026. The three LNG feed gas allocations that Condor has secured thus far will allow us to fabricate and operate several additional LNG facilities to ensure sustainable cash flow growth. These facilities are critical to supporting the fuel needs of Kazakhstan’s rapidly expanding transportation networks.

    Also in Kazakhstan, Condor has now been awarded two critical minerals licenses which grant us subsurface exploration rights for solid minerals, including lithium and copper, and these concessions are located in very close proximity to some of the world’s largest mining companies that are actively exploring in the region.

    Condor has truly assembled a diverse portfolio with a strong foundation for cashflow growth that we are now actively developing to realize material value”.

    Production in Uzbekistan

    The Company operates under a production enhancement services contract with JSC Uzbekneftegaz in Uzbekistan to increase the production, ultimate recovery and overall system efficiency from an integrated cluster of eight conventional natural gas-condensate fields (the “PEC Project”). Production for the first quarter of 2025 averaged 11,179 boe/d comprised of 10,819 boe/d (64,917 Mcf/d) of natural gas and 360 bopd of condensate, which is a 6% increase from the average production rate of 10,511 boe/d for the fourth quarter of 2024. Since assuming operations in March 2024, the Company has flattened the natural production decline rates, which previously exceeded twenty percent annually.

    The Company’s multi-well workover campaign continued during the first quarter of 2025 within the eight gas fields. The highly capital efficient workover activities include perforating newly identified pay intervals, installing proven artificial lift equipment, performing downhole stimulation treatments, and installing new production tubing. Three recent workovers generated a combined production increase of 1,950 boe/d, based upon initial seven-day production rates.

    The Company is finalizing a drilling rig and associated support services contracts to begin a multi-well drilling program in the third quarter of 2025 that will target numerous play types within a diverse prospect inventory. A combination of vertical, horizontal and Uzbekistan’s first multi-lateral wells will penetrate under-developed reservoirs in the existing fields. Wells are planned to be completed with modern stimulation techniques to further increase production rates.

    In the fourth quarter of 2024, the Company commissioned Uzbekistan’s first in-field flowline water separation system which separates water from the gas streams at the field gathering network rather than at the production facility. This reduces pipeline flow pressure that can lead to higher reservoir flow rates. Three additional separation units have since been installed and are being commissioned. The existing pipeline and facilities infrastructure are also being evaluated to optimize water-handling, determine long term field compression requirements, and to enhance in-field gathering networks.

    LNG in Kazakhstan

    Condor is constructing Kazakhstan’s first LNG facilities to produce, distribute, and sell LNG to offset industrial diesel usage in the country. LNG applications include rail locomotives, long-haul truck fleets, marine vessels, mining equipment, municipal bus fleets, and other heavy equipment and machinery with high-horsepower engines. These applications have all successfully used LNG fuel in other countries.

    In May 2025, the Company purchased a modular LNG facility (the “First Facility”) for its Saryozek plant site, capable of producing 48,000 gallons (80 MT) of LNG per day. The purchase price of USD $6.5 million (CAD $9.3 million) is due as to USD $1.6 million (CAD $2.3 million) within ten business days and the remaining payments are due in a combination of time and milestone-based instalments until the First Facility is commissioned. Construction of the First Facility is ongoing, and fabrication works are expected to be completed in the fourth quarter of 2025. The First Facility and supporting equipment will then be shipped to Saryozek, Kazakhstan for assembly and commissioning with LNG production expected in the second quarter of 2026. The estimated additional cost to complete the First Facility construction and commissioning is USD $18.6 million (CAD $26.7 million). The Company is finalizing LNG off-taker agreements and advancing several financing solutions for the First Facility.

    In April 2025, the Company secured its third natural gas allocation that will provide LNG feed gas for the First Facility. Two additional 48,000 gallon modular LNG facilities are planned to be constructed at the First Facility site to fully utilize the third natural gas allocation.

    Concurrently, engineering design continues for additional modular LNG facilities that will utilize the two other existing natural gas allocations for the Alga and Kuryk sites. The final investment decision for the first Alga site LNG facility is planned for the fourth quarter of 2025 with Alga LNG production of 100,000 gallons (168 MT) of LNG per day planned to commence in the second quarter of 2027. Timing for the first Kuryk site LNG facility, which is targeting 125,000 gallons (210 MT) of LNG per day, is being evaluated. Based on the Company’s three feed gas allocations, the total LNG fuel produced will have an energy-equivalent volume of over 1.5 million litres of diesel daily, while also reducing CO2 emissions by 390,000 MT per year, which is equivalent to removing more than 85,000 cars from the road annually.

    Condor’s modular LNG facilities will be instrumental to supplying a stable, economic and more environmentally friendly fuel source for the Transcaspian International Transport Route (“TITR”) expansion, which is currently the shortest, fastest and most geopolitically secure transit corridor for moving freight between Asia and Europe. The Government of Kazakhstan and Kazakhstan’s national railroad are making significant investments in TITR infrastructure, including expanding the rail network, constructing a new dry port at the Kazakhstan – China border, and increasing the container-handling capacities at various Caspian Sea ports.

    Critical Minerals Licenses in Kazakhstan

    The Company holds a 100% working interest in two contiguous critical minerals mining licenses which provide subsurface exploration rights for solid minerals, including lithium and copper, for respective six-year terms. The 37,300- hectare Sayakbay license was awarded in July 2023 and the nearby 6,800-hectare Kolkuduk license was awarded in February 2025.

    A prior well drilled in the Kolkuduk license territory for hydrocarbon exploration encountered and tested brine deposits with lithium concentrations of up to 130 milligrams per litre as reported by the Ministry of Geology of the Republic of Kazakhstan. A 1,000-meter column of tested and untested brine reservoir has been identified from historical wireline log and core data. At Sayakbay, a prior legacy well drilled for hydrocarbon exploration encountered and tested brine deposits with lithium concentrations of 67 milligrams per litre in Carboniferous-aged intervals as reported by the Ministry of Geology of the Republic of Kazakhstan. A 670-meter column of tested and untested brine reservoir has been identified from historical wireline log and core data. Other critical minerals identified at the Kolkuduk and Sayakbay licenses include rubidium, strontium and cesium.

    The Company is not treating these historical estimates as current mineral resources or mineral reserves as additional drilling and testing is necessary, and a qualified person has not done sufficient work to classify the historical estimates as current mineral resources or mineral reserves. It is uncertain if further drilling will result in either area being delineated as a mineral resource or reserve. The historical lithium concentration estimates should not be relied upon as indicative of the actual lithium concentration or the likelihood that the Company will be able to achieve similar production results.

    The initial development plan for Sayakbay includes drilling and testing two wells to verify deliverability rates, confirming the lateral extension and concentrations of lithium in the tested and untested intervals, conducting preliminary engineering for the production facilities, and preparing a mineral resource or mineral reserves report compliant with National Instrument 43-101 Standards of Disclosure for Mineral Projects. The initial development plan for the Kolkuduk license acquired in February 2025 has yet to be determined.

    RESULTS OF OPERATIONS

    Production – Uzbekistan      
    Total Production Three months
    ended

    March 31, 2025
    One month
    ended

    March 31, 2024*
    Change
    Volume
     
    Natural gas (Mcf) 5,842,516 2,027,905 3,814,611  
    Natural gas (boe) 973,753 337,984 635,769  
    Condensate (barrels) 32,443 8,190 24,253  
    Total (boe) 1,006,196 346,174 660,022  
           
           
    Per Unit Production Three months
    ended

    March 31, 2025
    One month
    ended

    March 31, 2024*
    Change
    %
     
    Natural gas (Mcf/d) 64,917 65,416 (0.8 %)
    Natural gas (boe/d) 10,819 10,903 (0.8 %)
    Condensate (bopd) 360 264 36.4 %
    Total (boe/d) 11,179 11,167 0.1 %

    * Production commenced on March 1, 2024. Production volumes and per unit calculations stated in Mcf/d, boe/d and bopd for 2024 are for 31 days.


    Operating Netback for Uzbekistan

    Operating netback for Natural Gas 1,2 Natural Gas
    Q1 2025   Q1 2024  
    Sales ($000’s) 19,982   6,566  
    Royalties ($000’s) (3,661 ) (1,203 )
    Production costs ($000’s) (8,692 ) (2,288 )
    Transportation and selling ($000’s) (690 ) (228 )
    Operating netback ($000’s)1,2 6,939   2,847  
         
    Sales volume (Mcf) 5,462,313   1,888,789  
         
    Sales ($/Mcf) 3.66   3.48  
    Royalties ($/Mcf) (0.67 ) (0.64 )
    Production costs ($/Mcf) (1.59 ) (1.21 )
    Transportation and selling ($/Mcf) (0.13 ) (0.12 )
    Operating netback ($/Mcf)1,2 1.27   1.51  
    Operating netback for Condensate 1,2 Condensate
    Q1 2025   Q1 2024  
    Sales ($000’s) 2,280   646  
    Royalties ($000’s) (451 ) (128 )
    Production costs ($000’s) (215 ) (37 )
    Transportation and selling ($000’s) (12 ) (3 )
    Operating netback ($000’s)1,2 1,602   478  
         
    Sales volume (bbl) 32,317   8,187  
         
    Sales ($/bbl) 70.57   78.91  
    Royalties ($/bbl) (13.96 ) (15.63 )
    Production costs ($/bbl) (6.65 ) (4.52 )
    Transportation and selling ($/bbl) (0.39 ) (0.37 )
    Operating netback ($/bbl)1,2 49.57   58.39  

    1   Operating netback is a non-GAAP measure and is a term with no standardized meaning as prescribed by GAAP and may notbe comparable with similar measures presented by other issuers. See “Non-GAAP Financial Measures” in thisnews release. Thecalculation of operating netback is aligned with the definition found in the Canadian Oil and Gas Evaluation Handbook.
    2   Amounts and per unit measures are only presented for the Uzbekistan segment.


    NON-GAAP FINANCIAL MEASURES

    The Company refers to “operating netback” in this news release, a term with no standardized meaning as prescribed by GAAP and which may not be comparable with similar measures presented by other issuers. This additional information should not be considered in isolation or as a substitute for measures prepared in accordance with GAAP. Operating netback is calculated as sales less royalties, production costs and transportation and selling on a dollar basis and divided by the sales volume for the period on a per Mcf basis for natural gas and per boe basis for condensate. This non-GAAP measure is commonly used in the oil and gas industry to assist in measuring operating performance against prior periods on a comparable basis and has been presented to provide an additional measure to analyze the Company’s sales on a per unit basis and the Company’s ability to generate funds.

    BARRELS OF OIL EQUIVALENT ADVISORY

    References herein to barrels of oil equivalent (“boe”) are derived by converting gas to oil in the ratio of six thousand standard cubic feet (“Mcf”) of gas to one barrel of oil based on an energy conversion method primarily applicable at the burner tip and does not represent a value equivalency at the wellhead. Given the value ratio based on the current price of crude oil as compared to natural gas is significantly different from the energy equivalency of 6 Mcf to 1 barrel, utilizing a conversion ratio at 6 Mcf to 1 barrel may be misleading as an indication of value, particularly if used in isolation.

    FORWARD-LOOKING STATEMENTS

    Certain statements in this news release constitute forward-looking statements under applicable securities legislation. Such statements are generally identifiable by the terminology used, such as “expect”, “plan”, “estimate”, “may”, “will”, “should”, “could”, “would”, “ongoing”, “project”, “expect”, “intend”, “seek”, “future”, “forecast”, “continue”, or other similar wording. Forward-looking information in this MD&A includes, but is not limited to, information concerning: the timing and ability to execute the Company’s growth and sustainability strategies including the financing for these growth and sustainability strategies; the timing and ability of the Company to finalize a drilling rig and associated support services contracts to begin a multi-well drilling program in Uzbekistan during the third quarter of 2025; the timing and ability of the Company to complete a multi-well drilling program in Uzbekistan with modern stimulation techniques and further increase production rates; the timing and ability to approve the final investment decision for the first Alga LNG facility during the fourth quarter of 2025; the Company’s expectation that Alga LNG production will commence in the second quarter of 2027; the Company’s expectation that the total LNG fuel produced will have an energy-equivalent volume of over 1.5 million litres of diesel daily, while also reducing CO2 emissions by 390,000 MT per year, which is equivalent to removing more than 85,000 cars from the road annually; the timing and ability of the Company to operate and increase production and overall recovery rates at eight gas fields in Uzbekistan; the timing and ability to deliver repeatable, capital efficient production gains from future workovers; the timing and ability of the Company to increase the number of in-field flowline water separation systems; the timing and ability to realize multiple revenue streams that remain robust across varying economic conditions and geo-political priorities; the timing and ability to increase production by implementing artificial lift, workover and drilling programs; the timing and ability to reprocess 3-D seismic data and conduct a 3-D seismic program; the timing and ability for the 3D seismic data to provide higher resolutions, more accurately characterize the reservoirs and identify new targets; the timing and ability of the Company to evaluate existing pipeline and facilities infrastructure for optimization of water handling, field compression and the in-field gathering network; the timing and ability to use the two natural gas allocations for the Alga and Kuryk sites as feed gas for the Company’s planned modular LNG production facilities; the timing and ability to liquefy natural gas to produce LNG; the timing and ability to conduct detailed engineering; the timing and ability to confirm LNG volume commitments with end-users; the Company’s expectations in respect of the future uses of LNG; the timing and ability to acquire, transport and construct modular LNG production facilities; the timing and ability to obtain funding and proceed with construction of modular LNG production facilities; the timing and ability of the Company to commission the First Facility during the second quarter of 2026; the timing and ability of the First Facility to produce 48,000 gallons (80 MT) of LNG per day; the timing and ability to finalize LNG off-taker agreements for the First Facility; the timing and ability of the Company to construct two additional modular LNG facilities capable of producing 48,000 gallons (80 MT) of LNG per day at the First Facility site; the potential for the Sayakbay and Kolkuduk licenses to contain commercial deposits; the timing and ability of the Company to fund, permit and complete planned activities at Sayakbay including drilling two additional wells and conducting preliminary engineering for the production facilities; the timing and ability to optimize the planned method for direct lithium extraction; the timing and ability of the Company to generate a report in compliance with National Instrument 43-101 Standards of Disclosure for Mineral Projects; the timing and ability to commence exploration mining activities to evaluate the potential for commercial lithium brine deposits; projections and timing with respect to natural gas and condensate production; expected markets, prices and costs for future natural gas and condensate sales; the timing and ability to obtain various approvals and conduct the Company’s planned exploration and development activities; the timing and ability to access natural gas pipelines; the timing and ability to access domestic and export sales markets; anticipated capital expenditures; forecasted capital and operating budgets and cashflows; anticipated working capital; sources and availability of financing for potential budgeting shortfalls; the timing and ability to obtain future funding on favourable terms, if at all; the potential for additional contractual work commitments to be significant; the ability to satisfy and fund the contractual work commitments; projections relating to the adequacy of the Company’s provision for taxes; the expected reporting impacts of adopting amendments to IFRS accounting policies; and treatment under governmental regulatory regimes and tax laws.

    This news release also includes forward-looking information regarding health risk management including, but not limited to: travel restrictions including shelter in place orders, curfews and lockdowns which may impact the timing and ability of Company personnel, suppliers and contractors to travel internationally, travel domestically and to access or deliver services, goods and equipment to the fields of operation; the risk of shutting in or reducing production due to travel restrictions, Government orders, crew illness, and the availability of goods, works and essential services for the fields of operations; decreases in the demand for oil and gas; decreases in the prices of natural gas, condensate and crude oil; potential for gas pipeline or sales market interruptions; the risk of changes to foreign currency controls, availability of foreign currencies, availability of hard currency, and currency controls or banking restrictions which restrict or prevent the repatriation of funds from or to foreign jurisdiction in which the Company operates; the Company’s financial condition, results of operations and cash flows; access to capital and borrowings to fund operations and new business projects on terms acceptable to the Company; the timing and ability to meet financial and other reporting deadlines; and the inherent increased risk of information technology failures and cyber-attacks.

    By its very nature, such forward-looking information requires Condor to make assumptions that may not materialize or that may not be accurate including, but not limited to, the assumptions that: the Company will be able to secure necessary drilling rigs, support services, and off-taker agreements in a timely manner; the engineering design and final investment decisions for additional LNG facilities will proceed as planned; the Government of Kazakhstan will continue to invest in infrastructure supporting the TITR expansion; additional drilling and testing will be successful in verifying deliverability rates and confirming mineral concentrations; the Company will be able to fund its initiatives through a combination of cash on hand, increased cashflows, debt or equity financing, asset sales, or other arrangements; the Company will be able to manage liquidity and capital expenditures through budgeting and authorizations for expenditures; the Company will be able to manage health, safety, and operational risks through existing precautions and guidelines; the Company will be able to adapt to changing trade policies, tariffs, and restrictions; and the Company will be able to manage the impact of geopolitical instability and sanctions. Forward-looking information is subject to known and unknown risks and uncertainties and other factors, which may cause actual results, levels of activity and achievements to differ materially from those expressed or implied by such information. Such risks and uncertainties include, but are not limited to: regulatory changes; the timing of regulatory approvals; the risk that actual minimum work programs will exceed the initially estimated amounts; the results of exploration and development drilling and related activities; the risk that prior lithium testing results may not be indicative of future testing results or actual results; imprecision of reserves estimates and ultimate recovery of reserves; the risk that historical production and testing rates may not be indicative of future production rates, capabilities or ultimate recovery; the risk that the historical composition and quality of oil and gas does not accurately predict its future composition and quality; general economic, market and business conditions; industry capacity; uncertainty related to marketing and transportation; competitive action by other companies; fluctuations in oil and natural gas prices; the effects of weather and climate conditions; fluctuation in interest rates and foreign currency exchange rates; the ability of suppliers to meet commitments; actions by governmental authorities, including increases in taxes; decisions or approvals of administrative tribunals and the possibility that government policies or laws may change or the possibility that government approvals may be delayed or withheld; changes in environmental and other regulations; risks associated with oil and gas operations, both domestic and international; international political events; and other factors, many of which are beyond the control of Condor.

    These risk factors are discussed in greater detail in filings made by Condor with Canadian securities regulatory authorities including the Company’s most recent Annual Information Form, which may be accessed through the SEDAR+ website (www.sedarplus.ca).

    Readers are cautioned that the foregoing list of important factors affecting forward-looking information is not exhaustive. The forward-looking information contained in this news release are made as of the date of this news release and, except as required by applicable law, Condor does not undertake any obligation to update publicly or to revise any of the included forward-looking information, whether as a result of new information, future events or otherwise. The forward-looking information contained in this news release is expressly qualified by this cautionary statement.

    ABBREVIATIONS

    The following is a summary of abbreviations used in this news release:

    3-D   Three dimensional
    Mcf   Thousands of standard cubic feet
    Mcf/d   Thousands of standard cubic feet per day
    MMcf   Millions of standard cubic feet
    bbl   Barrels of oil
    bopd   Barrels of oil per day
    boe   Barrels of oil equivalent
    boe/d   Barrels of oil equivalent per day
    MT   Metric tonnes
    LNG   Liquefied Natural Gas
    EV   Electric Vehicle
    Kazakhstan   Republic of Kazakhstan
    Uzbekistan   Republic of Uzbekistan


    The TSX does not accept responsibility for the adequacy or accuracy of this news release.

    For further information, please contact Don Streu, President and CEO or Sandy Quilty, Vice President of Finance and CFO at 403-201-9694.

    The MIL Network

  • MIL-OSI: Innventure, Inc. to Announce First Quarter 2025 Results on May 15, 2025

    Source: GlobeNewswire (MIL-OSI)

    ORLANDO, Fla., May 13, 2025 (GLOBE NEWSWIRE) — Innventure, Inc. (NASDAQ: INV) (“Innventure”), a technology commercialization platform, today announced it will release its first quarter 2025 financial results after market close on Thursday, May 15, 2025. Management will host a conference call on the day of the release (May 15, 2025) at 5:00 pm ET to discuss the results.

    The event will be webcasted live via our investor relations website https://ir.innventure.com/ or via this link.

    Parties interested in joining via teleconference can register using this link: https://register-conf.media-server.com/register/BI8dd995c128724703b3974b5af278bf27

    After registering, you will be provided dial in details and a unique dial-in PIN. Registration is open through the live call, but to ensure you are connected for the full call, we suggest registering in advance.

    About Innventure
    Innventure founds, funds, and operates companies with a focus on transformative, sustainable technology solutions acquired or licensed from multinational corporations. Innventure takes what it believes to be breakthrough technologies from early evaluation to scaled commercialization utilizing an approach designed to help mitigate risk as it builds disruptive companies it believes have the potential to achieve a target enterprise value of at least $1 billion. Innventure defines ‘‘disruptive’’ as innovations that have the ability to significantly change the way businesses, industries, markets and/or consumers operate.

    Media Contact: Laurie Steinberg, Solebury Strategic Communications
    press@innventure.com

    Investor Relations Contact: Sloan Bohlen, Solebury Strategic Communications
    investorrelations@innventure.com

    The MIL Network

  • MIL-OSI Submissions: Africa – Speak Up Africa galvanizes private sector engagement to accelerate malaria-elimination efforts in Africa

    SOURCE: Speak Up Africa

    The agreement builds on a five-year collaboration between Speak Up Africa and Canal+ Group, which has contributed more than $1.5 million in airtime and in-kind support

    ABIDJAN, Ivory Coast, May 13, 2025/ — On the sidelines of the Africa CEO Forum, Speak Up Africa (www.SpeakUpAfrica.org), in collaboration with the RBM Partnership to End Malaria, the African Leaders Malaria Alliance (ALMA), and Malaria No More UK, launched the Francophone chapter of the Change the Story campaign and unveiled a new report, Change the Story, Save Lives: The Private Sector’s Role in Ending Malaria.  

    The campaign aims to amplify the voices of women and girls and mobilize the African private sector to accelerate malaria elimination. With the upcoming Global Fund 8th Replenishment and rising funding gaps, 2025 represents a critical moment to unlock new resources and scale up impact.

    “This is your moment to co-invest for impact, because when Africa’s private sector leads, the world pays attention,” said Dr. Michael Adekunle Charles, CEO of the RBM Partnership to End Malaria. “The Global Fund has saved millions of lives and strengthened health systems. Your investments now can safeguard both economic resilience and public health.”

    The accompanying report calls on businesses to:

    Provide direct or in-kind support to national malaria control efforts

    Channel resources into the Global Fund’s 8th Replenishment

    Join End Malaria Councils to drive multisectoral advocacy and resource mobilization

    Invest in the new Voix EssentiELLEs Fund for Malaria Elimination, focused on women-led, community-driven efforts.

    Africa’s fight against malaria needs to be bold and the private sector is a vital partner in that mission.” said Joy Phumaphi, Executive Secretary of ALMA and Board Chair of the RBM Partnership to End Malaria “By joining End Malaria Councils and Funds and investing in community-led solutions, companies can unlock the innovations and resources needed to deliver impact, protect lives, power economies, and achieve a malaria-free future.”

    Launched during the event, the Voix EssentiELLEs Fund for Malaria Elimination aims to mobilize $4 million by 2030 to support flexible malaria funding for women and girls, and regional advocacy aligned with national priorities.

    “To avoid losing years of progress in the fight against malaria, securing new and diversified sources of funding is urgent,” said Pierre N’gou Dimba, Minister of Health, Public Hygiene and Universal Health Coverage of Côte d’Ivoire. “The private sector has a direct stake in malaria elimination. Healthy communities lead to thriving economies.”

    Women and girls continue to carry the greatest burden of malaria, yet remain underrepresented in decision-making and funding. “Investing in women and girls accelerates development. Women leaders strengthen communities, drive innovation, and help lift families out of poverty. And we know that for every $1 invested in malaria control, we gain up to $60 in economic returns. Malaria-free communities are not just healthier, they are more resilient, productive, and profitable” said Yacine Djibo, Executive Director of Speak Up Africa.  

    A 2024 study found that reducing malaria incidence by 90% by 2030 could boost the continent’s GDP by $126.9 billion. Malaria is not just a health issue, it is an economic barrier that weakens productivity, drives household spending, and constrains growth.

    As part of Speak Up Africa’s ongoing work with the private sector, the organization signed a Memorandum of Understanding with Canal+ Côte d’Ivoire and the National Malaria Control Program. The agreement builds on a five-year collaboration between Speak Up Africa and Canal+ Group, which has contributed more than $1.5 million in airtime and in-kind support.

    “Through our platform, we are proud to drive awareness and contribute to the fight against malaria,” said Adama Koné, Director General of Canal+ Côte d’Ivoire. “Together with Speak Up Africa and their partners, we are committed to changing the story to end malaria in Africa.”

    Download (apo-opa.co/44Dl9bq) the ‘Change the Story, Save Lives: The private sector’s role in ending malaria’ Report (https://apo-opa.co/3EZagGp).

    Media Contact:
    Maelle Ba
    maelle.ba@speakupafrica.org

    Speak Up Africa:
    Speak Up Africa is an African-led, Senegal-based organization dedicated to building an Africa where growth and sustainable development are driven by Africa’s own citizens. Speak Up Africa convenes, enables and advocates. Focusing on strategic communications and advocacy, the organization is dedicated to supporting African leaders and citizens to take an active role in identifying and developing solutions to tackle the challenges facing the African continent — including malaria, NTDs, immunization, sanitation, gender equality and global health research and development. From its strategic base in Dakar, Senegal, the Speak Up Africa team partners with African leaders and change-makers to put in place the right policies and secure sufficient resources to achieve our sustainable development goals and the African Union’s Agenda 2063.

    MIL OSI – Submitted News