Category: housing

MIL-OSI United Kingdom: East Midlands: Kerry and Neil’s inspiring fostering story

Source: City of Derby

Kerry and her husband Neil have been fostering for Derbyshire County Council for 12 years, caring for children of all ages—from newborns to 17-year-olds. Their experience spans a wide variety of placements, including short breaks, long-term fostering, and emergency care.

The decision to foster came after their twin sons went to university, and Kerry took voluntary redundancy from the NHS. Fostering had been on their minds since their sons were teenagers, but the timing wasn’t right due to the demands of parenting and a busy career. When the opportunity arose, Kerry saw an advert for fostering with Derbyshire County Council and felt it was the perfect moment to begin their journey.

Reflecting on the fostering application process, Kerry describes it as both supportive and thorough. Although she initially found the detailed questions daunting, she came to appreciate their purpose. “The process is there to make sure fostering is right for you and that you’re able to provide thoughtful and professional care,” she explains.

For Kerry, fostering is about more than offering a loving home—it’s about being a professional parent. Over the years, she and Neil have undergone extensive training, particularly in therapeutic parenting, to help them understand and address the unique needs and traumas of children in care. “The training and experience have made me more thoughtful and professional in my parenting,” Kerry says. “Intuition alone isn’t enough when it comes to meeting the complex needs of foster children.”

There have been many memorable moments during their fostering journey. One of the most special was adopting their daughter, who they initially fostered from birth. Kerry also recalls helping a young boy overcome his fear of confined spaces. Through patience and trust-building, the boy was eventually able to explore a cavern with the family—a moment of triumph for everyone.

Fostering has also had a profound impact on the couple’s twin sons, who grew up alongside the foster children. The experience taught them empathy and caring instincts that have carried into their adult lives. One of the twins, now a father, has been praised for his natural ability with babies—something he attributes to fostering.

To stay supported, Kerry and Neil are part of a monthly foster carer coffee and chat group, which provides a space to share experiences and advice. They also benefit from the consistent support of their supervising social worker, who has worked with them throughout their 12-year fostering journey. Their extended family is deeply involved as well, offering additional help and encouragement.

For those considering fostering, Kerry has some advice:

Don’t be scared off by the assessment process. While it may seem intense, it’s there for a reason—to make sure fostering is the right fit for you. The rewards far outweigh the challenges, and the difference you can make in a child’s life is immeasurable.

Kerry also emphasises the many benefits of fostering through a local authority like Derbyshire County Council. She appreciates the close-knit team approach and the strong relationships they’ve built with social workers and fellow carers, which offer a level of support and connection that private fostering agencies simply can’t match.

Fostering has been one of the most rewarding experiences of our lives. The support we’ve received and the relationships we’ve formed have made all the difference.

Councillor Nadine Peatfield, representing the Lead Council’s Cabinet Member for Foster East Midlands praised Kerry and Neil’s dedication, saying:

Kerry and Neil’s commitment to fostering over the past 12 years is truly inspiring. Their unwavering care and compassion have provided countless children with stability, love, and a brighter future. They exemplify the incredible work that foster carers across the East Midlands do every day. We are deeply grateful for their efforts and proud to have them as part of our Foster for East Midlands community.

If you’re inspired by Kerry and Neil’s story, why not consider fostering? Join the incredible network of foster carers who are changing lives across the East Midlands. Contact Foster for East Midlands, your local council fostering team for Derbyshire, Derby City, Nottingham City and Nottinghamshire councils. Call 03033 132 950 or visit the website at fosterforeastmidlands.org.uk to learn more.

MIL OSI United Kingdom –

February 20, 2025
MIL-OSI Security: Over 1,000 top-venting blank firers handed in
Source: United Kingdom National Police Chiefs Council

With less than 10 days remaining of national gun amnesty.
Police forces across England and Wales have seen over 1,000 Turkish manufactured guns handed in as part of a national amnesty currently taking place for owners, of soon to be outlawed blank firing guns, to hand them over to police.

The top-venting blank firing (TVBF) guns have become popular with organised criminals in recent years due to the ease at which they are readily convertible into lethal firearms. Tests by the National Crime Agency and policing, funded by the Home Office, show models produced by four Turkish manufacturers are readily convertible and therefore illegal. TVBFs are legal to buy in the UK without a licence by over 18s unless they are readily convertible.

Police forces across England and Wales have been holding a four-week Firearms Amnesty for Turkish manufactured TVBFs namely models with the brand names ‘Retay’, ‘Ekol’, ‘Ceonic’ and ‘Blow’, although anyone with a TVBF who is unsure of whether the law change applies to them has been given the simple advice – if in doubt, hand it in.

Assistant Chief Constable Tim Metcalfe, National Police Chiefs’ Council Lead for the Criminal Use of Firearms, said: “These weapons are readily convertible and therefore have been outlawed. Only with the public’s support can we get these potentially lethal weapons off the streets.

“What we have seen so far this month that the public have taken onboard the message and are visiting their local police station to hand in these weapons. It is important the public hand in these weapons to avoid them being used by criminals.

“Taking these weapons off the streets will stop them from being converted and go a significant way to help protect the public.

“With less than 10 days until the amnesty finishes, I would urge anyone with a Turkish manufactured TVBF to hand it in to their local police force. If you are in doubt whether yours is one of the brands, I would encourage you to hand it in to the police.”

So far, the amnesty has seen the following items handed in:
- 1,000 Turkish manufactured top-venting firers
- 3,000 rounds of ammunitions surrendered; this is primarily blank ammunition
The amnesty started on 3 February and is due to end next week on Friday 28 February 2025, after which anyone in possession of a TVBF could be subject to prosecution and up to 10 years imprisonment.

In their original state TVBFs have a fully blocked barrel and are designed to discharge only blank cartridges. When discharged, combustion gases vent from the top of the weapon. TVBFs are sold with at least 50 per cent of their visible surface painted a bright colour however, criminals may paint them black so they look like an original lethal purpose (OLP) weapon as well as convert them to a lethal purpose firearm.

Policing Minister, Dame Diana Johnson said: “Illegal firearms are dangerous and life-threatening, which is why we have such strong controls on them and we continue to keep all relevant laws under constant review.

“That’s why it’s important for any member of the public to hand these blank firers into their local police station, as it’s vital to take these illegal weapons off our streets to protect public safety.”

Since 2021, UK law enforcement has recovered more than 1,000 converted TVBFs in criminal circumstances. Firearms legislation has not changed; the weapons are illegal to own under the Firearms Act 1968 as they can be readily converted using common household tools and without specialist skill on the part of the person carrying out the conversion. Recent testing completed by the NCA has demonstrated this. Police are asking people to hand in any TVBFs before 28 February 2025 to help them avoid prosecution and prevent these pistols getting into the wrong hands.

Many TVBFs may be held in innocence and ignorance of their illegality or may be overlooked or forgotten in people’s homes. The amnesty gives holders the chance to dispose of the TVBFs safely by taking it to a local police station and handing it in.

NCA Deputy Director, Charles Yates, said: “These four Turkish brands have appeared routinely in investigations and there had been a strong demand for them from organised criminals. They posed a significant threat.

“Preventing the sale of these illegal guns will make it harder for offenders to acquire a firearm. By surrendering their top-venting blank-firers, members of the public have helped us in our ongoing mission to keep communities safe.

“The amnesty is just one example of how the NCA and policing work together relentlessly to protect the public from the threat of firearms.”

Other unwanted, unlicensed firearms and ammunition may be surrendered to police at any time which will avoid the risk of them becoming involved in criminality and means that members of the community can dispose of firearms in a safe place.

Up until Friday 28 February 2025, those handing in a Turkish manufactured TVBF will not face prosecution for the illegal possession and will not have to give their details. However, the history of any live firearms handed in will be checked for evidence if its use in crime.

Top-venting blank firers can be handed in at designated police stations across England and Wales but anyone handing one during the Firearms Amnesty is advised to check with their local force regarding station locations and opening times for the amnesty. To receive advice on how best to transport the weapon responsibly from home to the police station phone 101 before travelling.

If you know of people involved in illegal firearms activity should call the Police on 101 or Crimestoppers on 0800 555 111. Every call to Crimestoppers is anonymous and potentially vital to preventing or solving serious crimes; removing an illegally held firearm may just save someone’s life.
MIL Security OSI –
February 20, 2025

MIL-OSI: Bilibili Inc. Announces Fourth Quarter and Fiscal Year 2024 Financial Results

Source: GlobeNewswire (MIL-OSI)

SHANGHAI, China, Feb. 20, 2025 (GLOBE NEWSWIRE) — Bilibili Inc. (“Bilibili” or the “Company”) (NASDAQ: BILI and HKEX: 9626), an iconic brand and a leading video community for young generations in China, today announced its unaudited financial results for the fourth quarter and fiscal year ended December 31, 2024.

Fourth Quarter and Fiscal Year 2024 Highlights:

Total net revenues were RMB7.73 billion (US$1,059.6 million) in the fourth quarter and RMB26.83 billion (US$3,675.9 million) in 2024, representing increases of 22% and 19% year over year, respectively.
- Advertising revenues were RMB2.39 billion (US$327.2 million) in the fourth quarter and RMB8.19 billion (US$1,121.9 million) in 2024, representing increases of 24% and 28% year over year, respectively.
- Mobile games revenues were RMB1.80 billion (US$246.3 million) in the fourth quarter and RMB5.61 billion (US$768.6 million) in 2024, representing increases of 79% and 40% year over year, respectively.
Gross profit was RMB2.79 billion (US$382.0 million) in the fourth quarter and RMB8.77 billion (US$1,202.0 million) in 2024, representing increases of 68% and 61% year over year, respectively. Gross profit margin reached 36.1% in the fourth quarter and 32.7% in 2024, improving from 26.1% in the fourth quarter of 2023 and 24.2% in the year of 2023, respectively.
Net profit was RMB88.9 million (US$12.2 million) for the fourth quarter, compared with net loss of RMB1.30 billion in the same period last year. For 2024, net loss was RMB1.36 billion (US$186.8 million), narrowing by 72% year over year.
Adjusted net profit¹ was RMB452.0 million (US$61.9 million) for the fourth quarter, compared with an adjusted net loss of RMB555.8 million in the same period last year. For 2024, adjusted net loss was RMB39.0 million (US$5.3 million), narrowing by 99% year over year.
Operating cash flow was RMB1.40 billion (US$191.9 million) for the fourth quarter and RMB6.01 billion (US$824.0 million) for 2024, compared with RMB640.4 million in the fourth quarter of 2023 and RMB266.6 million in the year of 2023, respectively.
Average daily active users (DAUs) were 103.0 million in the fourth quarter, compared with 100.1 million in the same period last year.

“We closed 2024 on a strong note, achieving our first quarter of GAAP profitability—a milestone reflecting the value of our community and our relentless effort to enhance our commercialization efficiency,” said Mr. Rui Chen, chairman and chief executive officer of Bilibili. “In the fourth quarter, our DAUs and MAUs reached 103 million and 340 million, respectively, with users spending an average of 99 minutes daily on our platform. Throughout the year, we advanced our commercialization strategy and improved our products to meet users’ evolving content and consumption needs. For 2024, our total net revenues grew 19% year-over-year to RMB26.83 billion, driven by strong advertising and mobile games businesses, which saw revenue increases of 28% and 40%, both on year-over-year basis, respectively. We are also very encouraged by the emergence of new open-source AI models, making AI solutions accessible and cost-effective. Leveraging our high-quality and exclusive data assets, we expect to benefit even more from this remarkable revolution, unleashing greater value from our unique community.”

Mr. Sam Fan, chief financial officer of Bilibili, said, “Strong growth in our high-margin advertising and mobile games businesses drove total net revenues up by 22% year over year in the fourth quarter. Gross profit surged by 68% year-over-year in the fourth quarter, leading to a 10 percentage-point increase in our gross profit margin to 36.1%. Meanwhile, we generated RMB6.01 billion in operating cash flow for the full year 2024. We also enhanced shareholder returns by repurchasing outstanding ADSs and convertible senior notes totaling US$864.8 million during the year. Looking ahead, we are determined to further unlock the value embedded within our community with more efficient commercialization products and services to drive sustainable profitability over the long run.”

Fourth Quarter 2024 Financial Results

Total net revenues. Total net revenues were RMB7.73 billion (US$1,059.6 million), representing an increase of 22% from the same period of 2023.

Advertising. Revenues from advertising were RMB2.39 billion (US$327.2 million), representing an increase of 24% from the same period of 2023, mainly attributable to the Company’s improved advertising product offerings and enhanced advertising efficiency.

Mobile games. Revenues from mobile games were RMB1.80 billion (US$246.3 million), representing an increase of 79% from the same period of 2023, mainly attributable to the strong performance of the Company’s exclusively licensed game, San Guo: Mou Ding Tian Xia launched in 2024.

Value-added services (VAS). Revenues from VAS were RMB3.08 billion (US$422.4 million), representing an increase of 8% from the same period of 2023, led by increases in revenues from other value-added services and premium membership.

IP derivatives and others. Revenues from IP derivatives and others were RMB464.9 million (US$63.7 million), representing a decrease of 16% from the same period of 2023.

Cost of revenues. Cost of revenues was RMB4.95 billion (US$677.6 million), representing an increase of 5% from the same period of 2023. The increase was mainly due to higher revenue-sharing costs and was partially offset by lower content costs. Revenue-sharing costs, a key component of cost of revenues, were RMB3.17 billion (US$434.2 million), representing an increase of 12% from the same period of 2023, mainly due to the increase of mobile games-related revenue-sharing costs.

Gross profit. Gross profit was RMB2.79 billion (US$382.0 million), representing an increase of 68% from the same period of 2023, mainly attributable to the growth in total net revenues and the decrease in costs related to platform operations, as the Company enhanced its monetization efficiency.

Total operating expenses. Total operating expenses were RMB2.66 billion (US$364.7 million), representing a decrease of 10% from the same period of 2023.

Sales and marketing expenses. Sales and marketing expenses were RMB1.24 billion (US$169.4 million), representing a 10% increase from the same period of 2023. The increase was primarily attributable to increased marketing expenses for the Company’s exclusively licensed games.

General and administrative expenses. General and administrative expenses were RMB505.9 million (US$69.3 million), remaining flat compared with the same period of 2023.

Research and development expenses. Research and development expenses were RMB919.3 million (US$125.9 million), representing a 31% decrease from the same period of 2023. The decrease was mainly attributable to the one-off termination expenses of certain game projects that occurred in the fourth quarter of 2023.

Profit/(loss) from operations. Profit from operations was RMB126.4 million (US$17.3 million), compared with a loss of RMB1.30 billion from the same period of 2023.

Adjusted profit/(loss) from operations¹. Adjusted profit from operations was RMB463.1 million (US$63.4 million), compared with an adjusted loss from operations of RMB635.1 million from the same period of 2023.

Total other (expenses)/income, net. Total other expenses were RMB61.0 million (US$8.4 million), compared with total other income of RMB13.1 million in the same period of 2023.

Income tax benefit/(expense). Income tax benefit was RMB23.5 million (US$3.2 million), compared with income tax expense of RMB5.1 million in the same period of 2023.

Net profit/(loss). Net profit was RMB88.9 million (US$12.2 million), compared with net loss of RMB1.30 billion from the same period of 2023.

Adjusted net profit/(loss)¹. Adjusted net profit was RMB452.0 million (US$61.9 million), compared with an adjusted net loss of RMB555.8 million in the same period of 2023.

Basic and diluted EPS and adjusted basic and diluted EPS¹. Basic and diluted net profit per share were RMB0.22 (US$0.03) and RMB0.21 (US$0.03) each, compared with basic and diluted net loss per share of RMB3.13 each in the same period of 2023. Adjusted basic and diluted net profit per share were RMB1.08 (US$0.15) and RMB1.07 (US$0.15) each, compared with an adjusted basic and diluted net loss per share of RMB1.34 each in the same period of 2023.

Net cash provided by operating activities. Net cash provided by operating activities was RMB1.40 billion (US$191.9 million), compared with net cash provided by operating activities of RMB640.4 million in the same period of 2023.

Fiscal Year 2024 Financial Results

Total net revenues. Total net revenues were RMB26.83 billion (US$3.68 billion), representing an increase of 19% from 2023.

Advertising. Revenues from advertising were RMB8.19 billion (US$1,121.9 million), representing an increase of 28% from 2023, mainly attributable to the Company’s improved advertising product offerings and enhanced advertising efficiency.

Mobile games. Revenues from mobile games were RMB5.61 billion (US$768.6 million), representing an increase of 40% from 2023. The increase was mainly attributable to the strong performance of the Company’s exclusively licensed game, San Guo: Mou Ding Tian Xia.

Value-added services (VAS). Revenues from VAS were RMB11.00 billion (US$1.51 billion), representing an increase of 11% from 2023, led by an increase in revenues from live broadcasting and other value-added services.

IP derivatives and others. Revenues from IP derivatives and others were RMB2.03 billion (US$278.5 million), representing a decrease of 7% from 2023.

Cost of revenues. Cost of revenues was RMB18.06 billion (US$2.47 billion), representing an increase of 6% from 2023. The increase was mainly due to increased revenue sharing costs and server and bandwidth costs. Revenue-sharing costs, a key component of cost of revenues, were RMB10.80 billion (US$1.48 billion), representing an increase of 14% from 2023.

Gross profit. Gross profit was RMB8.77 billion (US$1,202.0 million), representing an increase of 61% from 2023, primarily as a result of the growth in total net revenues and the decrease in costs related to platform operations, as the Company enhanced its monetization efficiency.

Total operating expenses. Total operating expenses were RMB10.12 billion (US$1.39 billion), representing a decrease of 4% from 2023.

Sales and marketing expenses. Sales and marketing expenses were RMB4.40 billion (US$603.0 million), representing a 12% increase from 2023. The increase was primarily attributable to increased marketing expenses for the Company’s exclusively licensed games.

General and administrative expenses. General and administrative expenses were RMB2.03 billion (US$278.3 million), representing a 4% decrease from 2023. The decrease was primarily attributable to a decrease in general and administrative personnel headcount in 2024.

Research and development expenses. Research and development expenses were RMB3.69 billion (US$504.9 million), representing an 18% decrease from 2023. The decrease was mainly attributable to a decrease in research and development personnel headcount in 2024 and the one-off termination expenses of certain game projects that occurred in the fourth quarter of 2023.

Loss from operations. Loss from operations was RMB1.34 billion (US$184.1 million), narrowing by 73% from 2023.

Adjusted loss from operations¹. Adjusted loss from operations was RMB60.8 million (US$8.3 million), narrowing by 98% from 2023.

Total other (expenses)/income, net. Total other expenses were RMB56.2 million (US$7.7 million), compared with total other income of RMB331.2 million in 2023. The change was primarily attributable to losses of RMB38.6 million from the repurchase of convertible senior notes in 2024, compared with gains of RMB292.2 million in 2023.

Income tax benefit/(expense). Income tax benefit was RMB36.5 million (US$5.0 million), compared with income tax expense of RMB78.7 million in 2023.

Net loss. Net loss was RMB1.36 billion (US$186.8 million), narrowing by 72% from 2023.

Adjusted net loss¹. Adjusted net loss was RMB39.0 million (US$5.3 million), narrowing by 99% from 2023.

Basic and diluted EPS and adjusted basic and diluted EPS¹. Basic and diluted net loss per share were RMB3.23 (US$0.44) each, compared with RMB11.67 each in 2023. Adjusted basic and diluted net loss per share were RMB0.05 (US$0.01) each, compared with RMB8.29 each in 2023.

Net cash provided by operating activities. Net cash provided by operating activities was RMB6.01 billion (US$824.0 million), compared with net cash provided by operating activities of RMB266.6 million for 2023.

Cash and cash equivalents, time deposits and short-term investments. As of December 31, 2024, the Company had cash and cash equivalents, time deposits and short-term investments of RMB16.54 billion (US$2.27 billion).

Share Repurchase Program

On November 14, 2024, the Company announced that its board of directors had approved a share repurchase program of up to US$200 million of its publicly traded securities over a 24-month period. As of December 31, 2024, the Company had repurchased a total of approximately 0.84 million ADSs under this authorized program for a total cost of US$16.4 million.

Repurchase of Convertible Senior Notes

In November 2024, the Company completed the repurchase right offer for its 0.50% Convertible Senior Notes due 2026 (the “December 2026 Notes”). An aggregate principal amount of US$419.1 million (RMB3.01 billion) of the December 2026 Notes was validly surrendered and repurchased with an aggregate cash consideration of US$419.1 million (RMB3.01 billion). After completion of this transaction, the aggregate outstanding principal amount of the April 2026 Notes, the 2027 Notes and the December 2026 Notes was US$13.4 million (RMB96.4 million).

_¹ _{Adjusted profit/(loss) from operations, adjusted net profit/(loss), and adjusted basic and diluted EPS are non-GAAP financial measures. For more information on non-GAAP financial measures, please see the section “Use of Non-GAAP Financial Measures” and the table captioned “Unaudited Reconciliations of GAAP and Non-GAAP Results.”}

Conference Call

The Company’s management will host an earnings conference call at 7:00 AM U.S. Eastern Time on February 20, 2025 (8:00 PM Beijing/Hong Kong Time on February 20, 2025). Details for the conference call are as follows:

All participants must use the link provided above to complete the online registration process in advance of the conference call. Upon registering, each participant will receive a set of participant dial-in numbers and a personal PIN, which will be used to join the conference call.

Additionally, a live webcast of the conference call will be available on the Company’s investor relations website at http://ir.bilibili.com, and a replay of the webcast will be available following the session.

About Bilibili Inc.

Bilibili is an iconic brand and a leading video community with a mission to enrich the everyday lives of young generations in China. Bilibili offers a wide array of video-based content with All the Videos You Like as its value proposition. Bilibili builds its community around aspiring users, high-quality content, talented content creators and the strong emotional bonds among them. Bilibili pioneered the “bullet chatting” feature, a live comment function that has transformed our users’ viewing experience by displaying the thoughts and feelings of audience members viewing the same video. The Company has now become the welcoming home of diverse interests among young generations in China and the frontier for promoting Chinese culture across the world.

For more information, please visit: http://ir.bilibili.com.

Use of Non-GAAP Financial Measures

The Company uses non-GAAP measures, such as adjusted profit/(loss) from operations, adjusted net profit/(loss), adjusted net profit/(loss) per share and per ADS, basic and diluted and adjusted net profit/(loss) attributable to the Bilibili Inc.’s shareholders in evaluating its operating results and for financial and operational decision-making purposes. The Company believes that the non-GAAP financial measures help identify underlying trends in its business by excluding the impact of share-based compensation expenses, amortization expense related to intangible assets acquired through business acquisitions, income tax related to intangible assets acquired through business acquisitions, gain/loss on fair value change in investments in publicly traded companies, gain/loss on repurchase of convertible senior notes, and termination expenses of certain game projects. The Company believes that the non-GAAP financial measures provide useful information about the Company’s results of operations, enhance the overall understanding of the Company’s past performance and future prospects and allow for greater visibility with respect to key metrics used by the Company’s management in its financial and operational decision-making.

The non-GAAP financial measures are not defined under U.S. GAAP and are not presented in accordance with U.S. GAAP and therefore may not be comparable to similar measures presented by other companies. The non-GAAP financial measures have limitations as analytical tools, and when assessing the Company’s operating performance, cash flows or liquidity, investors should not consider them in isolation, or as a substitute for net loss, cash flows provided by operating activities or other consolidated statements of operations and cash flows data prepared in accordance with U.S. GAAP.

The Company mitigates these limitations by reconciling the non-GAAP financial measures to the most comparable U.S. GAAP performance measures, all of which should be considered when evaluating the Company’s performance.

For more information on the non-GAAP financial measures, please see the table captioned “Unaudited Reconciliations of GAAP and Non-GAAP Results.”

Exchange Rate Information

This announcement contains translations of certain RMB amounts into U.S. dollars (“US$”) at specified rates solely for the convenience of the reader. Unless otherwise stated, all translations from RMB to US$ were made at the rate of RMB7.2993 to US$1.00, the exchange rate on December 31, 2024 set forth in the H.10 statistical release of the Federal Reserve Board. The Company makes no representation that the RMB or US$ amounts referred to could be converted into US$ or RMB, as the case may be, at any particular rate or at all.

Safe Harbor Statement

This announcement contains forward-looking statements. These statements are made under the “safe harbor” provisions of the U.S. Private Securities Litigation Reform Act of 1995. These forward-looking statements can be identified by terminology such as “will,” “expects,” “anticipates,” “aims,” “future,” “intends,” “plans,” “believes,” “estimates,” “confident,” “potential,” “continue,” or other similar expressions. Among other things, outlook and quotations from management in this announcement, as well as Bilibili’s strategic and operational plans, contain forward-looking statements. Bilibili may also make written or oral forward-looking statements in its periodic reports to the U.S. Securities and Exchange Commission, in its interim and annual reports to shareholders, in announcements, circulars or other publications made on the website of The Stock Exchange of Hong Kong Limited (the “Hong Kong Stock Exchange”), in press releases and other written materials and in oral statements made by its officers, directors or employees to third parties. Statements that are not historical facts, including but not limited to statements about Bilibili’s beliefs and expectations, are forward-looking statements. Forward-looking statements involve inherent risks and uncertainties. A number of factors could cause actual results to differ materially from those contained in any forward-looking statement, including but not limited to the following: results of operations, financial condition, and stock price; Bilibili’s strategies; Bilibili’s future business development, financial condition and results of operations; Bilibili’s ability to retain and increase the number of users, members and advertising customers, provide quality content, products and services, and expand its product and service offerings; competition in the online entertainment industry; Bilibili’s ability to maintain its culture and brand image within its addressable user communities; Bilibili’s ability to manage its costs and expenses; PRC governmental policies and regulations relating to the online entertainment industry, general economic and business conditions globally and in China and assumptions underlying or related to any of the foregoing. Further information regarding these and other risks is included in the Company’s filings with the Securities and Exchange Commission and the Hong Kong Stock Exchange. All information provided in this announcement and in the attachments is as of the date of the announcement, and the Company undertakes no duty to update such information, except as required under applicable law.

For investor and media inquiries, please contact:

In China:

Bilibili Inc.
Juliet Yang
Tel: +86-21-2509-9255 Ext. 8523
E-mail: ir@bilibili.com

Piacente Financial Communications
Helen Wu
Tel: +86-10-6508-0677
E-mail: bilibili@tpg-ir.com

In the United States:

Piacente Financial Communications
Brandi Piacente
Tel: +1-212-481-2050
E-mail: bilibili@tpg-ir.com

BILIBILI INC. Unaudited Condensed Consolidated Statements of Operations (All amounts in thousands, except for share and per share data)

	For the Three Months Ended						For the Year Ended
	December 31,		September 30,		December 31,		December 31,		December 31,
	2023		2024		2024		2023		2024
	RMB		RMB		RMB		RMB		RMB

Net revenues:
Value-added services (VAS)	2,857,079		2,821,269		3,083,071		9,910,080		10,999,137
Advertising	1,929,164		2,094,427		2,388,673		6,412,040		8,189,175
Mobile games	1,006,858		1,822,609		1,797,537		4,021,137		5,610,323
IP derivatives and others	555,995		567,315		464,880		2,184,730		2,032,890
Total net revenues	6,349,096		7,305,620		7,734,161		22,527,987		26,831,525
Cost of revenues	(4,689,114	)	(4,758,434	)	(4,945,945	)	(17,086,122	)	(18,057,562	)
Gross profit	1,659,982		2,547,186		2,788,216		5,441,865		8,773,963

Operating expenses:
Sales and marketing expenses	(1,125,464	)	(1,202,407	)	(1,236,593	)	(3,916,150	)	(4,401,655	)
General and administrative expenses	(511,906	)	(505,386	)	(505,861	)	(2,122,432	)	(2,031,063	)
Research and development expenses	(1,327,282	)	(906,072	)	(919,321	)	(4,467,470	)	(3,685,214	)
Total operating expenses	(2,964,652	)	(2,613,865	)	(2,661,775	)	(10,506,052	)	(10,117,932	)
(Loss)/profit from operations	(1,304,670	)	(66,679	)	126,441		(5,064,187	)	(1,343,969	)

Other income/(expenses):
Investment loss, net (including impairments)	(199,004	)	(70,957	)	(283,191	)	(435,644	)	(470,081	)
Interest income	126,450		91,279		110,150		542,472		434,980
Interest expense	(29,181	)	(17,824	)	(19,986	)	(164,927	)	(89,193	)
Exchange gains/(losses)	4,848		(5,909	)	10,529		(35,575	)	(68,715	)
Debt extinguishment (loss)/gain	–		–		(17,649	)	292,213		(38,629	)
Others, net	110,007		(18,134	)	139,107		132,640		175,412
Total other income/(expenses), net	13,120		(21,545	)	(61,040	)	331,179		(56,226	)
(Loss)/profit before income tax	(1,291,550	)	(88,224	)	65,401		(4,733,008	)	(1,400,195	)
Income tax (expense)/benefit	(5,140	)	8,419		23,533		(78,705	)	36,544
Net (loss)/profit	(1,296,690	)	(79,805	)	88,934		(4,811,713	)	(1,363,651	)
Net loss/(profit) attributable to noncontrolling interests	206		290		1,026		(10,608	)	16,851
Net (loss)/profit attributable to the Bilibili Inc.’s shareholders	(1,296,484	)	(79,515	)	89,960		(4,822,321	)	(1,346,800	)
Net (loss)/profit per share, basic	(3.13	)	(0.19	)	0.22		(11.67	)	(3.23	)
Net (loss)/profit per ADS, basic	(3.13	)	(0.19	)	0.22		(11.67	)	(3.23	)
Net (loss)/profit per share, diluted	(3.13	)	(0.19	)	0.21		(11.67	)	(3.23	)
Net (loss)/profit per ADS, diluted	(3.13	)	(0.19	)	0.21		(11.67	)	(3.23	)
Weighted average number of ordinary shares, basic	414,793,013		417,849,446		417,829,038		413,210,271		416,470,256
Weighted average number of ADS, basic	414,793,013		417,849,446		417,829,038		413,210,271		416,470,256
Weighted average number of ordinary shares, diluted	414,793,013		417,849,446		424,208,294		413,210,271		416,470,256
Weighted average number of ADS, diluted	414,793,013		417,849,446		424,208,294		413,210,271		416,470,256

The accompanying notes are an integral part of this press release.

BILIBILI INC. Notes to Unaudited Condensed Financial Information (All amounts in thousands, except for share and per share data)

	For the Three Months Ended			For the Year Ended
	December 31,	September 30,	December 31,		December 31,	December 31,
	2023	2024	2024		2023	2024
	RMB	RMB	RMB		RMB	RMB


Share-based compensation expenses included in:
Cost of revenues	15,014	26,781	25,350		63,724	84,178
Sales and marketing expenses	13,960	16,015	18,524		56,649	60,460
General and administrative expenses	150,226	133,825	137,513		596,950	568,194
Research and development expenses	87,859	120,490	113,649		415,321	403,380
Total	267,059	297,111	295,036		1,132,644	1,116,212

BILIBILI INC. Unaudited Condensed Consolidated Balance Sheets (All amounts in thousands, except for share and per share data)
	December 31,	December 31,
	2023	2024
	RMB	RMB

Assets
Current assets:
Cash and cash equivalents	7,191,821	10,249,382
Time deposits	5,194,891	3,588,475
Restricted cash	50,000	50,000
Accounts receivable, net	1,573,900	1,226,875
Prepayments and other current assets	2,063,362	1,934,788
Short-term investments	2,653,065	2,706,535
Total current assets	18,727,039	19,756,055
Non-current assets:
Property and equipment, net	714,734	589,227
Production cost, net	2,066,066	1,851,207
Intangible assets, net	3,627,533	3,201,012
Goodwill	2,725,130	2,725,130
Long-term investments, net	4,366,632	3,911,592
Other long-term assets	931,933	664,277
Total non-current assets	14,432,028	12,942,445
Total assets	33,159,067	32,698,500
Liabilities
Current liabilities:
Accounts payable	4,333,730	4,801,416
Salary and welfare payables	1,219,355	1,599,482
Taxes payable	345,250	428,932
Short-term loan and current portion of long-term debt	7,455,753	1,571,836
Deferred revenue	2,954,088	3,802,307
Accrued liabilities and other payables	1,795,519	2,558,830
Total current liabilities	18,103,695	14,762,803
Non-current liabilities:
Long-term debt	646	3,264,153
Other long-term liabilities	650,459	567,631
Total non-current liabilities	651,105	3,831,784
Total liabilities	18,754,800	18,594,587

Total Bilibili Inc.’s shareholders’ equity	14,391,900	14,108,397
Noncontrolling interests	12,367	(4,484	)
Total shareholders’ equity	14,404,267	14,103,913

Total liabilities and shareholders’ equity	33,159,067	32,698,500

BILIBILI INC. Unaudited Selected Condensed Consolidated Cash Flows Data (All amounts in thousands, except for share and per share data)

	For the Three Months Ended			For the Year Ended
	December 31,	September 30,	December 31,	December 31,	December 31,
	2023	2024	2024	2023	2024
	RMB	RMB	RMB	RMB	RMB

Net cash provided by operating activities	640,396	2,225,629	1,400,988	266,622	6,014,854

BILIBILI INC. Unaudited Reconciliations of GAAP and Non-GAAP Results (All amounts in thousands, except for share and per share data)

	For the Three Months Ended									For the Year Ended
	December 31,			September 30,			December 31,			December 31,			December 31,
	2023			2024			2024			2023			2024
	RMB			RMB			RMB			RMB			RMB

(Loss)/Profit from operations		(1,304,670	)		(66,679	)		126,441			(5,064,187	)		(1,343,969	)
Add:
Share-based compensation expenses		267,059			297,111			295,036			1,132,644			1,116,212
Amortization expense related to intangible assets acquired through business acquisitions		47,734			41,776			41,581			191,770			166,909
Termination expenses of certain game projects		354,811			–			–			354,811			–
Adjusted (loss)/profit from operations		(635,066	)		272,208			463,058			(3,384,962	)		(60,848	)

Net (loss)/profit		(1,296,690	)		(79,805	)		88,934			(4,811,713	)		(1,363,651	)
Add:
Share-based compensation expenses		267,059			297,111			295,036			1,132,644			1,116,212
Amortization expense related to intangible assets acquired through business acquisitions		47,734			41,776			41,581			191,770			166,909
Income tax related to intangible assets acquired through business acquisitions		(5,563	)		(5,406	)		(5,358	)		(22,376	)		(21,578	)
Loss/(Gain) on fair value change in investments in publicly traded companies		76,839			(17,778	)		14,177			32,964			24,524
Loss/(Gain) on repurchase of convertible senior notes		–			–			17,649			(292,213	)		38,629
Termination expenses of certain game projects		354,811			–			–			354,811			–
Adjusted net (loss)/profit		(555,810	)		235,898			452,019			(3,414,113	)		(38,955	)
Net loss/(profit) attributable to noncontrolling interests		206			290			1,026			(10,608	)		16,851
Adjusted net (loss)/profit attributable to the Bilibili Inc.’s shareholders		(555,604	)		236,188			453,045			(3,424,721	)		(22,104	)
Adjusted net (loss)/profit per share, basic		(1.34	)		0.57			1.08			(8.29	)		(0.05	)
Adjusted net (loss)/profit per ADS, basic		(1.34	)		0.57			1.08			(8.29	)		(0.05	)
Adjusted net (loss)/profit per share, diluted		(1.34	)		0.57			1.07			(8.29	)		(0.05	)
Adjusted net (loss)/profit per ADS, diluted		(1.34	)		0.57			1.07			(8.29	)		(0.05	)
Weighted average number of ordinary shares, basic		414,793,013			417,849,446			417,829,038			413,210,271			416,470,256
Weighted average number of ADS, basic		414,793,013			417,849,446			417,829,038			413,210,271			416,470,256
Weighted average number of ordinary shares, diluted		414,793,013			417,849,446			424,208,294			413,210,271			416,470,256
Weighted average number of ADS, diluted		414,793,013			417,849,446			424,208,294			413,210,271			416,470,256

The MIL Network –

February 20, 2025

MIL-OSI Economics: New dishes in Lufthansa Business Class on short and medium-haul routes

Source: Lufthansa Group

Lufthansa is improving the travel experience of its passengers with new meals on short and medium-haul flights in Business Class from February 26. The new catering concept offers travelers even more choice of hot and cold dishes and passengers can look forward to new delicious starters, main courses and desserts. It combines local cuisine and European influences. Great importance is attached to selected, high-quality ingredients from all over Europe. The new meals were created jointly by celebrity chef Johann Lafer, Lufthansa’s culinary teams and catering partner Gate Gourmet.

Greater variety: On routes with a flight time of around two hours, Lufthansa passengers will in future be able to choose from a wider range of vegetarian and non-vegetarian cold dishes. On long routes with a flight time of three hours or more, travelers will be able to choose between three hot dishes instead of the previous two.

Anyone who wants to put together their menu before the flight can do so free of charge and conveniently from home with “Pre-Select” – pre-ordering from a selection of up to nine hot dishes is possible for flights lasting more than two hours. This allows guests to enjoy a wider choice of meals and at the same time supports optimized planning, which promotes a more sustainable use of food. The more targeted loading reduces overstocking and thus the disposal of food.

“The introduction of ‘Pre-Select’ on Lufthansa’s short and medium-haul routes underlines our ongoing efforts to offer our guests a consistently high-quality and uniform travel experience,” says Caroline Drischel, Senior Vice President Customer Journey Lufthansa Group. “The option of pre-ordering meals is already offered on SWISS flights and is also planned for Austrian Airlines.”

“When developing the meals, we attached great importance to regional origin and sustainability,” says Heiko Reitz, Chief Customer Officer Lufthansa Airlines. “We made a conscious decision to use local and selected European products. Lufthansa guests can look forward to a new treat for the palate.”

MIL OSI Economics –

February 20, 2025
MIL-OSI United Kingdom: Regional growth to be boosted by £67 million for culture projects
Source: United Kingdom – Government Statements

Growth in jobs, tourism and regional regeneration to be ushered in by funding for major cultural projects across the UK
Regional growth and regeneration will get a much-needed boost as 10 major culture projects across the UK will receive more than £67 million, the government confirmed this week.

Funding will be ‘critical’ in showcasing the UK as a world-leader in culture and bring in visitors from across the globe.  

Just as importantly this will help drive growth in all parts of the country – a key element of the government’s Plan for Change – by creating jobs and in some cases building new homes.  

 Projects receiving funding are:   

£15 million for the National Railway Museum in York, will go towards the construction of a new building, Central Hall, which will include a new entrance to the museum, a new gallery, retail, café, flexible event space and new visitor facilities. The museum is part of a wider mixed-use regeneration scheme in York to transform underused railway land into a new city quarter which could create more than 3,000 new homes, new office, retail and hospitality space, contributing to more than 6,000 new jobs and £1.6 billion in economic value to the region.  

£10 million to start the process of revamping ‘Temple Works’ in Leeds a derelict Grade 1 building, bringing it into public ownership; paving the way for it to house the British Library North in the future and unlock further regeneration of new housing and commercial development on surrounding sites. 

£10 million for the International Slavery Museum and the Maritime Museum in Liverpool, to expand and maintain the museums which play a crucial role in the wider reimagining of the Liverpool Waterfront.  

£5 million for the National Poetry Centre in Leeds that will renovate a redundant Grade 2 Listed building to create a national headquarters for poetry and bolster Leeds’ reputation as a regional centre for culture and creativity.   

£5 million for City Centre Cultural Gateway in Coventry, that will support the repurposing of the former IKEA building in Coventry city centre to become a new cultural and visitor attraction.   

£2.3 million to three cultural projects in Worcester, these three projects will deliver new cultural and public spaces around the Scala arts venue:  

A new Scala Co-Working Space will be created to provide an onsite office and studio space for artistic companies to create work.   

Two mezzanine floors of the Corn Exchange building will be brought back into use through the creation of Next Level Food which will provide a new space for more events and exhibitions and modern catering facilities will be   

A new welcoming social space for younger generations will be created through the Angel Place is Your Space hub  

£10 million for Venue Cymru in Conwy, Wales, will upgrade the largest Welsh arts centre outside Cardiff and deliver a step-change in the use of the building, including the relocation of the existing library and Tourist Information Centre to create a modern and innovative cultural hub.  

£5 million for Newport Transporter Bridge, Wales, that will fund vital repair and maintenance works to Newport Transporter Bridge, which plays a crucial role in the tourism economy as a visitor attraction in South Wales.  

£2.6 million for the Victoria and Albert Museum in Dundee, Scotland, that will expand and recurate the existing Scottish Design Galleries telling the story of Scottish design to create an improved destination and visitor experience.   

£2.2 million for Shore Road Skills Centre in Belfast, Northern Ireland, that will see the redevelopment of the South Stand at the Crusaders FC into a unique state of the art community education, event and skills centre 

Deputy Prime Minister Angela Rayner said:   

Every corner of the UK has something unique to offer, and our rich creative capital must not be underestimated.   

Our Plan for Change promises growth for every region and I’ve seen first-hand how these projects are igniting growth in their communities.  

Through investing in these critical cultural projects we can empower both local leaders and people to really tap into their potential and celebrate everything their home town has to offer. This means more tourism, more growth and more money in people’s pockets.”  

Alex Norris, Minster for Local Growth, said:   

The benefits of these fantastic projects go far beyond community and county borders, they are key to unlocking a regional and nationwide celebration of UK culture and creativity as well as driving growth and regeneration.   

This investment marks a huge step forward in our decade of national renewal as committed to in our Plan for Change – creating jobs and boosting tourism and regeneration in our regions is the type of long-term, sustainable growth the government is prioritising to ultimately put more money in people’s pockets.”  

Culture Secretary, Lisa Nandy said:  

Everyone across the country should be able to access arts and culture in the place they call home. This support will empower our cultural organisations to continue playing an essential role in developing skills, talent and high-quality careers in every corner of the UK.” 

These projects will celebrate and raise awareness of the unique social value and cultural history of the UK while also supporting crucial economic growth through creating local jobs and attracting tourism on a national scale.   

Projects that are most advanced and will see benefits spread beyond regional borders and attract investment have been prioritised to maximise public spending and deliver long-term growth.

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Published 20 February 2025
MIL OSI United Kingdom –
February 20, 2025
MIL-Evening Report: Grattan on Friday: Dutton doesn’t pull his punches on Trump while Albanese plays it safe

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

Treasurer Jim Chalmers will not be organising a bucks’ night ahead of the coming nuptials of Prime Minister Anthony Albanese and Jodie Haydon.

How do we know this morsel of trivia? The treasurer, appearing on Wednesday breakfast TV to talk up Tuesday’s interest rate cut, was asked about being in charge of arranging the PM’s bucks’ party.

“I’m more of a cup of tea and an early night kind of guy these days. And so I’m sure you can find someone more appropriate to plan the bucks,” Chalmers said, laughing off whatever impatience he may have felt at being taken down this path.

To the dismay of more than a few in Labor circles, a Women’s Weekly interview with the PM and his fiancee dropped into the news cycle just as the government needed all attention on the rate cut.

Given the army of prime ministerial spinners, there was some wonder at this publicity collision.

All leaders do these soft photogenic sessions. But, leaving aside the unfortunate clash, it might be argued this is not the time for the prime ministerial couple to be inviting attention to their post-election marriage. Albanese is not thinking of retiring, but some voters might see a subtle hint of that. As they did when he bought his clifftop house on the central NSW coast.

Chalmers, when asked about the Women’s Weekly piece, was anxious to get across the message that, wedding or not, “I can assure all of your viewers, whether it’s the prime minister or the rest of his government, the main focus is on the cost of living”.

More disappointing for the government than the Women’s Weekly blip was the mixed reception the long-anticipated rate cut received in much of the media.

Reserve Bank Governor Michele Bullock indicated the bank’s decision to cut was a close call. She hosed down expectations of further cuts, which effectively rules out a pre-election move on April Fools’ Day.

It wasn’t an entirely happy week for Bullock, with critics of the cut suggesting she had responded to political pressure. Out in mortgage land, people will be relieved at the slight help, but it only takes away a fraction of their repayment pain.

Meanwhile the work of the cabinet expenditure review committee and the treasury continues apace on what could be a “ghost” March 25 budget – if Albanese aborts it with an April election.

The government insists there is nothing strange about this. If the budget doesn’t eventuate, the measures will be rolled out as election policy, it says. The argument is unconvincing. Preparing a budget and putting together election policy may have some things in common, but they are not the same. A budget is a close-woven tapestry; election policy is open-stitch cloth.

The uncertainty about the election date, while full campaigning is underway, is disruptive for business and the economy (even if, as Chalmers says, it’s now only a matter of weeks either way). It reinforces the argument for fixed federal terms, which work well in the states. But the obstacles are such that that’s not even worth talking about, unfortunately.

In a “no show without Punch” moment this week, Clive Palmer entered the election race with his Trumpet of Patriots party and a promise to spend “whatever is required to be spent”. There’s talk of $90 million being splashed on a “Make Australia Great Again” platform.

It’s hard to get a fix on what impact Palmer will have. He’s competing with Pauline Hanson for votes on the right. Labor fears his advertising on the cost of living will crowd out its messages. He is also targeting Opposition Leader Peter Dutton for not being Trumpian enough. He told Nine media, “As Dutton said, he’s no Donald Trump. I say, what’s wrong with being Donald Trump?”

The answer is, a very great deal. As Trump’s presidency unfolds, its dangers are becoming more obvious than even his harshest critics feared.

Inevitably, the shadow of Trump is hanging increasingly over our election.

With Trump’s win, the Liberals would have thought the latest manifestation of a widespread international swing to the right would put wind in their sails. But the counter-argument has grown – an erratic and autocratic Trump is making some Australian voters feel more unsettled and inclined to stick with the status quo.

Dutton is not a mini-me Trump but shares some of his views on issues such as government spending, bureaucracy and identity politics. Former Prime Minister Scott Morrison told the Australian Financial Review this week that Dutton would sympathise with some of Trump’s objectives but the opposition leader was “not trying to ape” what was going on in the United States.

Trump’s push to end the Russia-Ukraine war has taken Trumpism to a fresh, alarming level, and could inject strains into the Australia-US relationship.

Trump has sidelined Ukraine and is clearly favouring Russia in pursuing a settlement. Now he has launched an extraordinary personal attack on Ukrainian President Volodymyr Zelensky.

On his social media platform Trump lashed Zelensky as a “modestly successful comedian” who had gone “into a war that couldn’t be won, that never had to start”. Zelensky was a “dictator” who refused to have elections, had done “a terrible job” and was very low in the opinion polls, Trump said.

Ukraine’s cause has been bipartisan in Australia, which has given the country more than $1.5 billion in assistance and now has (belatedly) reopened its embassy there.

To his credit, Dutton immediately condemned Trump’s stand in very forthright terms.

“President Trump has got it wrong in relation to some of the public commentary that I’ve seen him make in relation to President Zelensky and the situation in Ukraine,” he told Sydney radio.

“I think very, very careful thought needs to be given about the steps because if we make Europe less safe, or we provide some sort of support to [Russian president] Putin, deliberately or inadvertently, that is a terrible, terrible outcome.”

Albanese’s initial response was to repeat firmly Australia backing for Ukraine, condemning Russia. He did not comment directly on Trump’s attack. He repeated he was not going to give “ongoing commentary on everything that Donald Trump says”.

The government finds itself caught between the need to strongly reject Trump’s handling of Ukraine, and a desire to tread softly with an administration from whom it desperately wants to win a concession on tariffs.

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

– ref. Grattan on Friday: Dutton doesn’t pull his punches on Trump while Albanese plays it safe – https://theconversation.com/grattan-on-friday-dutton-doesnt-pull-his-punches-on-trump-while-albanese-plays-it-safe-250386

MIL OSI Analysis – EveningReport.nz –

February 20, 2025
MIL-OSI United Kingdom: Local Plan steps closer to development and growth ambitions
Source: City of York

City of York Council is set to consider the adoption of its Local Plan following the findings of the Inspector’s Report on the Examination of City of York’s Local Plan.
The Local Plan will be presented for consideration at Full Council on Thursday 27 February.

City of York Council is set to consider the adoption of its Local Plan following the findings of the Inspector’s Report on the Examination of City of York’s Local Plan, which will be presented for consideration at Full Council on Thursday 27 February.

Once adopted, this Plan will be the city’s first comprehensive development framework since 1956 and will guide York’s growth for the next decade, marking a pivotal milestone in the city’s future development and growth ambitions, whilst establishing the city’s green belt and historic setting for the first time.

The Local Plan outlines the vision for sustainable housing, economic development, and infrastructure in York. It addresses key priorities such as affordable housing, environmental sustainability, and the protection of York’s historic character. The Plan provides a policy framework for decisions on development, shaping the city’s future spatial development until 2038.

As part of the adoption process, the Council will review the Inspector’s recommendations and the main modifications to housing allocations, green belt boundaries, and transport infrastructure planning. The final decision on whether to formally adopt the Local Plan will be made at the Full Council meeting on Thursday 27 February.

Cllr Claire Douglas, Leader of the Council, said:

The Local Plan is an historic step in shaping York’s bright future, and we’re excited about what it means for our city. We welcome the Inspector’s findings and are confident that their modifications will strengthen the Plan, ensuring it supports York’s vision for a sustainable, inclusive city for all. The Plan provides us with a clear roadmap for how our city will develop and grow over the next decade – meeting the needs of our residents and businesses.

“A huge thank you to everyone who has worked so hard to bring this Plan to life. We truly appreciate your dedication and commitment to York’s future.”

Cllr Katie Lomas, Executive Member for Finance, Performance, Major Projects, Human Rights, Equality, and Inclusion, added:

This Local Plan is designed to support the growth of York while promoting equality, accessibility, and sustainability. We are particularly focused on ensuring that affordable housing remains a central component of this Plan, along with infrastructure that meets the needs of all residents, including those from the most disadvantaged groups. This is a long-term investment in creating a fairer, greener York for future generations.

Cllr. Michael Pavlovic, Executive Member for Housing, Planning and Safer Communities, commented:

The Local Plan represents the outcome of 7 years extensive consultation, public hearings, and thorough examination. The Plan outlines significant investments in housing, transport, and employment opportunities, which will help drive York’s economy and provide much-needed infrastructure. For York to prosper we need to be ambitious, and this Plan unlocks the potential to make those ambitions a reality.

Inspector’s Report and Next Steps

The Inspector’s Report, published following extensive independent examination, recognised that the Local Plan meets all statutory duties to cooperate and aligns with national planning policies. However, the Report also identified certain areas requiring modifications to ensure the Plan’s soundness, particularly regarding the housing supply, green belt boundaries, and infrastructure delivery.

The Council has already responded to the Inspector’s recommendations, requesting main modifications that will address these deficiencies. Full Council will be asked to adopt the plan with the Inspectors’ modifications.

The Local Plan in Brief

The Local Plan will provide a comprehensive strategy for:

Delivering 20,000 new homes over the duration of the plan, including a significant proportion of affordable housing

Allocating sites for economic growth, including areas for employment and retail expansion

Investing in sustainable transport infrastructure, including improved bus routes, cycling paths, and EV charging stations

Mitigating and adapting to climate change with enhanced green infrastructure, flood defences, and energy-efficient building standards.

Safeguarding York’s historic and cultural heritage while ensuring new development respects the city’s unique character.

Setting the city’s green belt and protecting the historic setting for the first time.

The adoption of the Local Plan represents a turning point in York’s growth, ensuring that development is sustainable, well-planned, and consistent with local priorities.

For more details on the Inspector’s Report and the upcoming Full Council meeting, visit the our Local Plan Inspectors Report.

Full Council takes place on Thursday 27 February, the agenda is available to view online at our Democracy website and the meeting will be available to view live or on demand at our webcasts page.
MIL OSI United Kingdom –
February 20, 2025
MIL-OSI China: Beijing has 1,100 parks, set to add 15 more

Source: China State Council Information Office 2

Beijing has currently built 1,100 parks, two-thirds of which are wall-free, and plans to construct 15 more urban leisure parks this year, according a work conference on the greening of the city held on Wednesday.
In 2024, Beijing built 15 new leisure parks and urban forests, along with 50 pocket parks and small green spaces. The coverage rate of parks and green spaces within a 500-meter service radius reached 91%. Many parks have removed fences and walls, allowing the natural scenery to blend with the city.
Over 500 million park visits were made by residents in Beijing during the past year.
“This year, the plan is to complete afforestation of 10,000 mu (666.67 hectares), build 200 hectares of parkland, and establish 1,000 kilometers of greenways,” said Gao Dawei, head of the Beijing Municipal Forestry and Parks Bureau at the conference. “By the end of this year, the city’s forest coverage rate is expected to reach 45%, with annual carbon sequestration from forest and green land reaching 10 million metric tons.”
In addition, Beijing plans to create 50 “small but beautiful” pocket parks and small green spaces, renovate 10 age-friendly parks, upgrade 10 green buffer parks, and build 100 micro-gardens within residential communities this year.
At present, Beijing is advancing the construction of a garden city, with more garden city landscapes expected to emerge in the future.
To make the parks and greenways more exquisite, the city plans to build 50 scenic corridors in these places in 2025. Currently, the sites for these corridors are being selected, with various types of viewing platforms to be set up in higher terrain areas.

MIL OSI China News –

February 20, 2025
MIL-OSI Asia-Pac: President Lai attends opening of 2025 Halifax Taipei forum

Source: Republic of China Taiwan

On the afternoon of February 20, President Lai Ching-te attended the opening of the 2025 Halifax Taipei forum. In remarks, President Lai thanked the Halifax International Security Forum for their strong support for Taiwan, and for having chosen Taiwan as the first location outside North America to hold a forum. Noting that we face a complex global landscape, the president called on the international community to take action. He said that as authoritarianism consolidates, democratic nations must also come closer in solidarity, and called on the international community to create non-red global supply chains, as well as unite to usher in peace. President Lai emphasized that Taiwan will work toward maintaining peace and stability in the Taiwan Strait, and collaborate with democratic partners to form a global alliance for the AI chip industry and together greet a bright, new era.
A transcript of President Lai’s remarks follows:
To begin, I want to give a warm welcome to all the distinguished guests here at the very first Halifax Taipei forum. The Halifax International Security Forum, held every year in Canada, has been an important gathering for freedom-loving nations worldwide.
I would like to thank Halifax and President [Peter] Van Praagh for their strong support for Taiwan. Every year since 2018, Taiwan has been invited to participate in the forum. Last year, former President Tsai Ing-wen was invited to speak, and this year, Halifax has chosen Taiwan as the first location outside North America to hold a forum.
As President Van Praagh has said, “While the security challenges ahead are too big for any single country to solve alone, there is no challenge that can’t be met when the world’s democracies work together.” Today, we have world leaders and experts who traveled from afar to be here, showing that they value and support Taiwan. It demonstrates solidarity among democracies and the determination to take on challenges as one.
I would like to express my gratitude and admiration to all of you for serving as defenders of freedom. At this very moment, Russia’s invasion of Ukraine is still ongoing. Authoritarian regimes including China, Russia, North Korea, and Iran continue to consolidate. China is hurting economies around the world through its dumping practices. We face grave challenges to global economic order, democracy, freedom, peace, and stability.
Taiwan holds a key position on the first island chain, directly facing an authoritarian threat. But we will not be intimidated. We will stand firm and safeguard our national sovereignty, maintain our free and democratic way of life, and uphold peace and stability across the Taiwan Strait. Taiwan cherishes peace, but we also have no delusions about peace. We will uphold the spirit of peace through strength, using concrete actions to build a stronger Taiwan and bolster the free and democratic community.
I sincerely thank the international community for continuing to attach importance to the situation in the Taiwan Strait. Recently, US President Donald Trump and Japan’s Prime Minister Ishiba Shigeru issued a joint leaders’ statement expressing their firm support for peace and stability across the Taiwan Strait, and for Taiwan’s participation in international affairs.
As we face a complex global landscape, I call on the international community to take the following actions:
First, as authoritarianism consolidates, democratic nations must also come closer in solidarity.
Just a few days ago, the top diplomats of the US, Japan, and South Korea held talks, underlining the importance of maintaining peace and stability across the Taiwan Strait. They also conveyed their stance against “any effort to destabilize democratic institutions, economic independence, and global security.” On these issues, Taiwan will also continue to contribute its utmost.
I recently announced that we will prioritize special budget allocations to ensure that our defense budget exceeds 3 percent of GDP.
Soon after I assumed office last year, I formed the Whole-of-Society Defense Resilience Committee at the Presidential Office. This committee aims to combine the strengths of government and civil society to enhance our resilience in national defense, economic livelihoods, disaster prevention, and democracy. We will also deepen our strategic partnerships in the democratic community to mutually increase defense resilience, demonstrate deterrence, and achieve our goal of peace throughout the world.
Second, let’s create non-red global supply chains.
For the democratic community to deter the expansion of authoritarianism, it must have strong technological capabilities. These can serve as the backbone of national defense, promote industrial development, and enhance economic resilience. So, in addressing China’s red supply chain and the impact of its dumping, Taiwan is willing and able to work with global democracies to maintain the technological strengths among our partners and build resilient non-red supply chains.
As a major semiconductor manufacturing nation, Taiwan will introduce an initiative on semiconductor supply chain partnerships for global democracies. We will collaborate with our democratic partners to form a global alliance for the AI chip industry and establish democratic supply chains for industries connected to high-end chips. The achievements of today’s semiconductor industry in Taiwan can be attributed to our collective efforts. Government, industry, academia, and research institutions had to overcome various challenges over the last 50 years for us to secure this position.
We hope Taiwan can serve as a base for linking the capabilities of our democratic partners so that each can play a suitable role in the semiconductor industry chain and develop its own strengths, deepening our mutually beneficial cooperation in technology. This benefits all of us. Moreover, it allows us to further enhance deterrence and maintain global security.
Third, let’s unite to usher in peace.
China has not stopped intimidating Taiwan politically and militarily. Last year, China launched several large-scale military exercises in the Taiwan Strait. Its escalation of gray-zone aggression now poses a grave threat to the peace and stability of the Indo-Pacific region. As a responsible member of the international community, Taiwan will maintain the status quo. We will not seek conflict. Rather, we are willing to engage in dialogue with China, under the principles of parity and dignity, and work toward maintaining peace and stability in the Taiwan Strait.
As the agenda of this forum suggests, democracy and freedom create more than just opportunities; they also bring resilience, justice, partnerships, and security.
Taiwan will continue working alongside its democratic partners to greet a bright, new era. Once again, a warm welcome to all of you. I wish this forum every success. Thank you.
Also in attendance at the event were Mrs. Abe Akie, wife of the late former Prime Minister Abe Shinzo of Japan, and Halifax International Security Forum President Van Praagh.

MIL OSI Asia Pacific News –

February 20, 2025
MIL-OSI: UnitedLex Bolsters European Footprint with Key Strategic Hires in IP and Legal Ops

Source: GlobeNewswire (MIL-OSI)

NEW YORK, Feb. 20, 2025 (GLOBE NEWSWIRE) — UnitedLex, a leading tech-enabled legal services company specializing in litigation, intellectual property, contracts, legal operations, and incident response, has strengthened its presence in Europe with the addition of two key hires in its London office: Thanasi Marinides as Vice President of IP Services and Solutions and Nicholas Robinson Cronjager as Vice President of Business Development, Legal Solutions.

These appointments underscore UnitedLex’s continued investment in EMEA markets, expanding its ability to deliver high-impact, tech-enabled legal services that help clients mitigate risk, drive revenue, and optimize business investment.

Marinides brings nearly 20 years of experience helping corporations and law firms optimize processes, reduce costs, and enhance the value of their intellectual property. As the founder of AI patent licensing platform Cintian, he is a recognized thought leader in AI’s impact on legal workflows, advising multinational clients on IP operations and monetization. Previously, he served as Regional Director, EMEA, at CPA Global and Sales and Marketing Director at Novagraaf, where he supported corporate development and built teams to support IP services. At UnitedLex, Marinides will lead initiatives to improve client outcomes through innovative, collaborative solutions.

Robinson Cronjager, a recognized leader in legal technology, cybersecurity, and AI solutions, joins UnitedLex as Vice President of Business Development, Legal Solutions, with a focus on driving strategic initiatives and solutions across litigation, contracts, outside counsel management, insider risk, and legal operations. Prior to joining UnitedLex, he was Global Director of Legal Solutions at SessionGuardian, where he led global go-to-market strategy. He has also held EMEA leadership and solutions roles at Onit, Thomson Reuters and Mitratech, driving new client growth, securing major enterprise clients and delivering complex legal solutions across the UK, Europe, and Middle East.

Their arrivals follow the recent addition of Lesley Hobbs as Director of Client Account Management in the company’s London office. Widely regarded as one of the leading client relationship professionals in both the APAC and UK in-house legal community, Hobbs will be instrumental in expanding UnitedLex’s relationships with corporate legal teams and driving client engagement in the region.

“The expansion of our European team with these key hires reflects our deep commitment to client service and forming lasting partnerships that help clients tackle today’s legal challenges with confidence,” said Raj Boer, Chief Client Officer at UnitedLex. “Thanasi, Nicholas, and Lesley bring exceptional expertise and leadership that will not only strengthen our capabilities but also enhance the way we collaborate with clients—delivering innovative solutions that drive meaningful business impact.”

UnitedLex continues to enhance its global capabilities through strategic hires and collaborative solutions that achieve value and drive momentum—empowering legal teams to deliver bottom-line growth.

About UnitedLex
UnitedLex is the preeminent business partner for legal delivering services that achieve value and drive growth for corporate legal departments and law firms in the areas of litigation and investigations, intellectual property, legal operations, and incident response.

Founded in 2006, we co-create solutions that mitigate risk, drive revenue, and optimize business investment—transforming the legal function into a catalyst for success. Our team of 3,000+ legal and business professionals, data analysts, technologists, and engineers supports our clients from operational centers around the world.

Press Inquiries:
Susan Hammann
Director, Strategic Communications
press@unitedlex.com

The MIL Network –

February 20, 2025
MIL-OSI: cBrain reports EBT of 32% and raises payout ratio to 20%

Source: GlobeNewswire (MIL-OSI)

Company Announcement no. 03/2025

cBrain reports EBT of 32% and raises payout ratio to 20%

Copenhagen, February 20, 2025

cBrain (NASDAQ: CBRAIN) reports revenue grew by +12% to DKK 268m in 2024, up from DKK 239m in 2023, aligning with the expected revenue growth range of 12-13%.

Software revenue is 78% of total revenue, while implementation and support services account for 22% of total revenue. Software subscriptions, the majority based on long-term contracts with Danish government customers, account for more than 50 % of the total revenue.

Earnings before tax (EBT) grew to DKK 86m in 2024, up from DKK 81m in 2023, thereby reaching an EBT margin of 32%. EBT is therefore at the expected EBT margin of 30-32%.

Due to faster-than-expected global industry changes as well as market uncertainties in the US and Germany, cBrain has held back some of the planned market investments in 2024. This has resulted in costs being lower than expected.

The results show a strong positive cash flow from operating activities. This enables an increase in dividends and investments in the growth of the company and at the same time reduces long-term loans on cBrain-owned buildings.

cBrain does not have a share buyback program. However, due to solid earnings, cBrain proposes to raise dividends to DKK 0,64 per share (2023: DKK 0,28 per share) corresponding to a payout ratio of approx. 20% of profit for the year.

Executing the growth plan
In 2022, cBrain announced its 2023-2025 growth plan with the goal of consolidating the business model and preparing for long-term growth by positioning itself as a supplier of climate software for government and developing a partner model.

During the past two years, cBrain has executed this plan and during 2023 and 2024, cBrain has grown, initiated partnerships, and delivered solid results, growing revenue by +42% and growing EBT by +76%.

The growth plan assumes that government organizations over time will switch from relying on custom-built solutions and best-of-breed architectures to using standard software. The government IT industry is massive and dominated by large suppliers who benefit from consultancy fees and billable hours. This creates significant entry barriers as the classic vendors defend their business, and the growth plan therefore anticipates a long and slow transition to standard software.

The COTS for government seem to emerge faster than anticipated
Contrary to these assumptions, cBrain now sees indications that industry shifts toward standard software and platforms are occurring faster than anticipated. Fueled by a lack of skilled IT resources and a growing demand for fast delivery, cBrain sees a rapidly emerging IT industry, referred to as Commercial Off-The-Shelf (COTS) for government. For cBrain, this presents new strategic opportunities.

COTS for government, leveraging new technologies and platforms such as the F2 Digital Platform, enables digital transformation at higher speed and lower costs that outperform traditional IT modernization.

For example, cBrain delivered a complete end-to-end digital platform for two new Danish ministries within just three weeks during the autumn of 2024, and in 2025 cBrain has just announced a third new Danish ministry, following a similar fast-track implementation schedule. Traditionally, projects of this nature take years and often fail. The Danish ministerial cases thereby exemplify the power of the COTS for government approach.

cBrain has a first-mover advantage
The long-term cBrain growth strategy is founded on a vision and a business case to provide standard software for government. Over the past 15 years, cBrain has invested more than 450,000 hours in developing the F2 platform. Danish ministries and a total of more than 75 Danish authorities use F2 as their digital platform. Internationally cBrain has delivered F2 for government organizations across five continents.

With a solid first-mover advantage and a strong customer base, cBrain is well-positioned to become a leading international software provider of COTS for government solutions.

During the year 2024, the accelerated market shift and the power of the COTS for government approaches have opened new opportunities for cBrain. This is exemplified by the recent collaboration between cBrain and UNDP in Africa to support the UNDP Digital Offer for Africa strategy, and larger orders in Romania helping to modernize traditional mainframe-type solutions.

Reiterating the international growth strategy
The faster-than-expected market shift, with government looking toward IT modernization and digitization based on the alternative COTS for government approach, clearly represents an incredibly positive development for cBrain.

cBrain wants to fully take advantage of this, and a solid business with strong cash flow and earnings offer strategic flexibility. Consequently, cBrain is now reiterating and potentially adjusting its international growth strategy.

This includes evaluating organizational readiness, as well as market and product development strategies, to leverage and maximize the benefits of accelerated industry changes. With the goal of being an internationally leading vendor in the emerging COTS for government industry, cBrain will execute several changes to the growth plan during the spring of 2025.

Driving international expansion
With the current Danish customer base, cBrain has a strong home market position. Internationally this is an important reference position, and cBrain intends to maintain and develop a strong position on the Danish market.

However, to be a leader in the COTS for government industry and fully deploy the potential of the new emerging industry, cBrain will direct more resources into its international business.

cBrain has built its international business based on organic growth, building the business by addressing international customers directly or in collaboration with local partners. This strategy is maintained, but with an increased focus on working with international partners.

As of today, over one-third of the total revenue is export. cBrain is currently reiterating and potentially adjusting its international growth strategy with a goal, that within a few years, the international revenue will be significantly larger than the Danish revenue.

Lifting the business
During the past two years, cBrain has built a pipeline of potential customers, which are significantly larger than the average Danish customer. This includes projects in Germany and the US, as well as projects in the Emirates, India, Kenya, and Romania.

For cBrain to be a leader in the COTS for government industry, it is key to building an international business. Backed by a solid financial position, cBrain is therefore shifting a focus to international opportunities. This shift involves changes across the cBrain internal organization, from marketing and sales to delivery and R&D.

cBrain announced the growth plan in 2022 with an ambition to reach a revenue of 350 million in the year 2025. cBrain continues to execute its growth plan. However, reaching the revenue ambition requires winning and delivering some of the large international contracts cBrain is currently working on.

cBrain guides continued growth in revenue and solid earnings for 2025
With limited visibility, cBrain forecasts expected revenue growth in 2025 of 10-15% and earnings before tax (EBT) of 18-23%.

The earnings forecast is based on solid market development investments into international growth, across the African region, USA, Germany, and India, as well as investments into developing the F2-for-Partners concept.

Best regards

Per Tejs Knudsen, CEO

Inquiries regarding this Company Announcement may be directed to

Ejvind Jørgensen, CFO & Head of Investor Relations, cBrain A/S, ir@cbrain.com, +45 2594 4973

Attachments

The MIL Network –

February 20, 2025
MIL-OSI Russia: ISI opens coworking space and interactive video studio

Translartion. Region: Russians Fedetion –

Source: Peter the Great St Petersburg Polytechnic University – Peter the Great St Petersburg Polytechnic University –

Two new locations have opened at the Institute of Civil Engineering of SPbPU — the coworking space “koTworking” and the interactive video studio “Dzhalinga”. The event was attended by the management of Peter the Great St. Petersburg Polytechnic University, as well as teachers and students of the Institute of Civil Engineering. The coworking space will become a comfortable place for them to work, study and relax. The ribbon was cut by the Vice-Rector for Educational Activities of SPbPU Lyudmila Pankova and the Director of the Institute of Civil Engineering Marina Petrochenko.

The ceremonial event was also attended by Vice-Rector for Organizational and Economic Work Stanislav Vladimirov, Vice-Rector for Information Technology Andrey Lyamin, Vice-Rector for Youth Policy and Communication Technologies Maxim Pasholikov, Vice-Rector for Economics and Finance Alexander Rechinsky, Vice-Rector for Additional and Pre-University Education Dmitry Tikhonov, Acting Vice-Rector for Prospective Projects Maria Vrublevskaya, Advisor to the Rector’s Office Vladimir Glukhov, Academic Secretary of the University Dmitry Karpov, and Director of the Department of Economics and Finance Elena Vinogradova.

The event began with a speech by the Vice-Rector for Educational Activities of SPbPU Lyudmila Pankova, who noted the need for such platforms for students: I congratulate the students of ISI on the opening of a wonderful coworking location, where you can not only relax and communicate, but also use this space for learning and implementing your ideas. I wish the institute to create more such points of attraction, where students can spend their time and joint events.

Guys, we are happy to congratulate you on the opening of a space for rest and study. In this place, we wanted to create an atmosphere of home comfort, especially for out-of-town students who miss home. That is why cute cats greet you here, and our coworking is called “koTworking”, which means a place for joint creativity. I congratulate you and wish you creative success, – emphasized the director of the Civil Engineering Institute Marina Petrochenko.

Coworking “koTworking” is a modern space created specifically for students of the Civil Engineering Institute. The initiative is aimed at supporting the creative potential of students in an informal, friendly atmosphere. “KoTworking” is equipped with everything necessary for productive work: comfortable work areas and cozy corners for rest are provided here. The space should become a place where students can exchange ideas, hold meetings and find inspiration for the implementation of their own ideas.

ISI also opened a digital interactive video studio “Jalinga”. It allows you to conduct webinars for a large audience of listeners in real time, shoot video content for lectures and practical classes, conduct interviews, shoot reels in high quality, with subsequent quick processing of the resulting material without an operator and almost without editing. This significantly saves resources and time for developing online courses, and also reduces the cost of video production. The studio and software “Jalinga” allow you to independently control the filming, without resorting to the help of specialists.

Today, the video studio is filming 15 online courses of the Master’s program “Industrial and Civil Construction” and 5 courses of the DPO programs, – noted Marina Petrochenko.

The opening of the video studio will expand the capabilities of ISI in the field of online education. Now students and teachers will be able to prepare high-quality video materials that will make the learning process more visual and accessible.

Photo archive

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

MIL OSI Russia News –

February 20, 2025
MIL-OSI China: Beijing’s Shunyi accelerates high-quality development

Source: China State Council Information Office 2

Shunyi district in northeastern Beijing is accelerating high-quality, internationalized development.
With 15 indicators of high-quality development in place, the district aims for an economic output of over 330 billion yuan (US$45.32 billion) and a modern service industry worth 150 billion yuan, as well as an annual trade value exceeding 200 billion yuan in its Tianzhu comprehensive bonded zone, according to local officials.
The district has been working to become a hub for international companies and resources, as demonstrated by its Beijing China-Germany Industrial Park.
China’s only national-level park focusing on China-Germany economic and technological cooperation, the industrial compound has attracted 118 German-funded and affiliated enterprises since its establishment three years ago, including major brands like Mercedes-Benz, BMW, and Bosch. During this period, the park registered an annual industrial output exceeding 40 billion yuan.
With an innovative environment and thriving entrepreneurial ecosystem, the park has been an attractive landing spot for German companies looking to expand in China.
The park has also forged cooperation with more than 50 institutions, such as the European Economic Senate, and hosts forums and expos to foster international collaboration.
In addition, it has introduced commercial facilities like German-style beer houses, cafes, and convenience stores selling German goods. It has also become a venue for events such as wine and beer festivals, football tournaments, and equestrian competitions organized by the resident companies.
The district is also leading in cross-border pharmaceutical trade.
According to officials, 10 rare disease drugs and clinically urgent medications have been approved in Beijing. These will be purchased globally and transported through the Tianzhu bonded zone to medical institutions in the city. Rare disease medications can now be cleared through customs once and used multiple times outside the zone, ensuring continuous availability for patients.
Moreover, rare disease patients can receive top-tier diagnosis and treatment here.
Last year, the total trade value of the Tianzhu zone reached 123.49 billion yuan, yuan, with pharmaceutical trade accounting for 106.93 billion yuan, marking a 6.39% increase.
Cutting-edge industries are also flourishing in the district, which has introduced public rental housing to lure top talent.
Cui Xiaohao, the district head, announced that by 2030, the total output value of its five high-end manufacturing industries — new-energy intelligent vehicles, aerospace, third-generation semiconductors, intelligent equipment, and medical and health industries — will exceed 300 billion yuan.

MIL OSI China News –

February 20, 2025
MIL-OSI Asia-Pac: 4 care homes added to GD scheme

Source: Hong Kong Information Services

The Social Welfare Department announced today that four additional residential care homes for the elderly will become Recognised Service Providers under the Residential Care Services Scheme in Guangdong from March 1 to provide subsidised care and attention places for seniors joining the scheme.

These care homes are located in Jiangmen, Foshan and Shenzhen.

Together with the existing 11 care homes, the number of care homes registered under the scheme will increase to 15 in six Mainland cities in the Guangdong-Hong Kong-Macao Greater Bay Area to provide more choice for seniors with an interest in retiring in Mainland cities in the GBA.

Click here for details of the scheme.

MIL OSI Asia Pacific News –

February 20, 2025
MIL-OSI USA: Congressman Biggs Urges President Trump and EPA Administrator Zeldin to Stop the Implementation of Biden-Era Woke Environmental Policies in Maricopa County

Source: United States House of Representatives – Congressman Andy Biggs (AZ-05)

Congressman Andy Biggs led a letter to President Donald J. Trump urging his Administration to stop the redesignation of Maricopa County’s Clean Air Act nonattainment status from moderate to serious. Eighty percent of the emissions assigned to Arizona are attributable to natural or international sources, and the implementation of stricter regulations would accomplish nothing except crippling the local economy.

“Americans soundly rejected Biden-Harris era woke nonsense at the ballot box last November,” said Congressman Biggs.

“Eighty percent of the air pollution in Maricopa County is caused by natural phenomena or international transport. Arizona—and Maricopa County specifically—is home to economic and technological development that will better the lives of Arizonans and Americans nationwide. Putting the local economy in a chokehold to serve the Green priorities of a rejected President is unwise.

“I’m thankful for the support of my colleagues on this crucial issue and look forward to continue working with President Trump’s Administration to fulfill Americans’ mandate.”

Cosigners of the letter are: Rep. Eli Crane (R-AZ), Rep. David Schweikert (R-AZ), Rep. Paul Gosar (R-AZ), Rep. Abraham J. Hamadeh (R-AZ), and Rep. Juan Ciscomani (R-AZ).

The letter may be read here.

MIL OSI USA News –

February 20, 2025
MIL-OSI: Municipality Finance issues RON 108 million notes under its MTN programme

Source: GlobeNewswire (MIL-OSI)

Municipality Finance Plc
Stock exchange release
20 February 2025 at 10:00 am (EET)

Municipality Finance issues RON 108 million notes under its MTN programme

Municipality Finance Plc issues RON 108 million notes on 21 February 2025. The maturity date of the notes is 21 February 2028. The notes bear interest at a fixed rate of 6.36% per annum.
The notes are issued under MuniFin’s EUR 50 billion programme for the issuance of debt instruments. The offering circular, the supplemental offering circular and the final terms of the notes are available in English on the company’s website at https://www.kuntarahoitus.fi/en/for-investors.

MuniFin has applied for the notes to be admitted to trading on the Helsinki Stock Exchange maintained by Nasdaq Helsinki. The public trading is expected to commence on 21 February 2025.

Société Générale acts as the dealer for the issue of the notes.

MUNICIPALITY FINANCE PLC

Further information:

Joakim Holmström
Executive Vice President, Capital Markets and Sustainability
tel. +358 50 444 3638

MuniFin (Municipality Finance Plc) is one of Finland’s largest credit institutions. The owners of the company include Finnish municipalities, the public sector pension fund Keva and the State of Finland. The Group’s balance sheet is over EUR 53 billion.

MuniFin’s customers include municipalities, joint municipal authorities, wellbeing services counties, joint county authorities, corporate entities under the control of the above-mentioned organisations, and affordable social housing. Lending is used for environmentally and socially responsible investment targets such as public transportation, sustainable buildings, hospitals and healthcare centres, schools and day care centres, and homes for people with special needs.

MuniFin’s customers are domestic, but the company operates in a completely global business environment. The company is an active Finnish bond issuer in international capital markets and the first Finnish green and social bond issuer. The funding is exclusively guaranteed by the Municipal Guarantee Board.

Read more: https://www.kuntarahoitus.fi/en/

Important Information

The information contained herein is not for release, publication or distribution, in whole or in part, directly or indirectly, in or into any such country or jurisdiction or otherwise in such circumstances in which the release, publication or distribution would be unlawful. The information contained herein does not constitute an offer to sell or the solicitation of an offer to buy, nor shall there be any sale of, any securities or other financial instruments in any jurisdiction in which such offer, solicitation or sale would be unlawful prior to registration, exemption from registration or qualification under the securities laws of any such jurisdiction.

This communication does not constitute an offer of securities for sale in the United States. The notes have not been and will not be registered under the U.S. Securities Act of 1933, as amended (the “Securities Act”) or under the applicable securities laws of any state of the United States and may not be offered or sold, directly or indirectly, within the United States or to, or for the account or benefit of, U.S. persons except pursuant to an applicable exemption from, or in a transaction not subject to, the registration requirements of the Securities Act.

The MIL Network –

February 20, 2025
MIL-OSI: Municipality Finance issues SEK 1 billion notes under its MTN programme

Source: GlobeNewswire (MIL-OSI)

Municipality Finance Plc
Stock exchange release
20 February 2025 at 10.00 am (EET)

Municipality Finance issues SEK 1 billion notes under its MTN programme

Municipality Finance Plc issues SEK 1 billion notes on 21 February 2025. The maturity date of the notes is 21 February 2028. The notes bear interest at a floating rate equal to 3-month Stibor plus 150 bps per annum.

The notes are issued under MuniFin’s EUR 50 billion programme for the issuance of debt instruments. The offering circular, the supplemental offering circular and the final terms of the notes are available in English on the company’s website at https://www.kuntarahoitus.fi/en/for-investors.

MuniFin has applied for the notes to be admitted to trading on the Helsinki Stock Exchange maintained by Nasdaq Helsinki. The public trading is expected to commence on 21 February 2025.

Danske Bank A/S act as the Dealer for the issue of the notes.

MUNICIPALITY FINANCE PLC

Further information:

Joakim Holmström
Executive Vice President, Capital Markets and Sustainability
tel. +358 50 444 3638

MuniFin (Municipality Finance Plc) is one of Finland’s largest credit institutions. The owners of the company include Finnish municipalities, the public sector pension fund Keva and the State of Finland. The Group’s balance sheet is over EUR 53 billion.

MuniFin’s customers include municipalities, joint municipal authorities, wellbeing services counties, joint county authorities, corporate entities under the control of the above-mentioned organisations, and affordable social housing. Lending is used for environmentally and socially responsible investment targets such as public transportation, sustainable buildings, hospitals and healthcare centres, schools and day care centres, and homes for people with special needs.

MuniFin’s customers are domestic, but the company operates in a completely global business environment. The company is an active Finnish bond issuer in international capital markets and the first Finnish green and social bond issuer. The funding is exclusively guaranteed by the Municipal Guarantee Board.

Read more: www.munifin.fi

Important Information

The information contained herein is not for release, publication or distribution, in whole or in part, directly or indirectly, in or into any such country or jurisdiction or otherwise in such circumstances in which the release, publication or distribution would be unlawful. The information contained herein does not constitute an offer to sell or the solicitation of an offer to buy, nor shall there be any sale of, any securities or other financial instruments in any jurisdiction in which such offer, solicitation or sale would be unlawful prior to registration, exemption from registration or qualification under the securities laws of any such jurisdiction.

This communication does not constitute an offer of securities for sale in the United States. The notes have not been and will not be registered under the U.S. Securities Act of 1933, as amended (the “Securities Act”) or under the applicable securities laws of any state of the United States and may not be offered or sold, directly or indirectly, within the United States or to, or for the account or benefit of, U.S. persons except pursuant to an applicable exemption from, or in a transaction not subject to, the registration requirements of the Securities Act.

The MIL Network –

February 20, 2025
MIL-OSI: Nokia’s Corteca Cloud for device and Wi-Fi management adds hundreds of legacy broadband devices #MWC25
Source: GlobeNewswire (MIL-OSI)

Press Release
Nokia’s Corteca Cloud for device and Wi-Fi management adds hundreds of legacy broadband devices #MWC25
- Nokia Corteca Cloud now supports over 400 legacy broadband devices from over 30 manufacturers, providing CSPs with a single pane of glass that simplifies in-home Wi-Fi and device management.
- Both the traditional TR-069 and the new TR-369 industry standard protocols are supported by the Nokia Corteca Cloud, providing a smooth transition path for CSPs.
- For the past 20 years, TR-069 has been the industry standard for managing, provisioning, and troubleshooting over 1 billion broadband devices.
20 February 2025
Espoo, Finland – Nokia today announced that it is adding support for 415 legacy TR-069-based broadband devices to its Corteca Cloud. Supporting both the legacy TR-069 and new TR-369 protocols, Nokia’s Corteca Cloud provides CSPs with a single pane of glass for legacy and new broadband devices, simplifying in-home Wi-Fi connectivity and device management.

For the past 20 years, the TR-069 protocol has been used to manage approximately 1 billion broadband devices worldwide, enabling CSPs to remotely provision and maintain customer-premises equipment (CPE). The new TR-369 protocol introduces significant new capabilities for new devices, but transitioning away from TR-069 will take years. By supporting both protocols, Nokia’s Corteca Cloud allows CSPs to manage devices efficiently today while adapting for the future.

Key benefits of Nokia’s Corteca Cloud for CSPs:
- Smooth transition from TR-069 to TR-369 – A single pane of glass supports both TR-069 and TR-369, allowing CSPs to transition at their own pace.
- Scalability & efficiency – Simplifies management of multiple customer devices, including third-party hardware, and reduces operational complexity.
- Remote operations – Enables CSPs to configure, troubleshoot, and upgrade devices remotely, minimizing the need for on-site visits.
- Reduced support costs – Automates Wi-Fi monitoring to proactively resolve issues, lowering customer support calls.
Justin Doucette, Head of WiFi and Software, Fixed Networks at Nokia, said: “Service providers need a practical path to the future, not a forced transition. By supporting both TR-069 and TR-369, Nokia Corteca Cloud gives operators the flexibility to manage today’s networks while preparing for what’s next— without disruption. Our solution provides a smooth evolution path and a single pane of glass for seamless visibility and control.”

Resources and additional information
Product page: Nokia Corteca Home Controller

About Nokia
At Nokia, we create technology that helps the world act together.

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The MIL Network –
February 20, 2025
MIL-OSI Economics: Managed detection and response in 2024
Source: Securelist – Kaspersky

Headline: Managed detection and response in 2024

Kaspersky Managed Detection and Response service (MDR) provides round-the-clock monitoring and threat detection, based on Kaspersky technologies and expertise. The annual MDR analyst report presents insights based on the analysis of incidents detected by Kaspersky’s SOC team. It sheds light on the most prevalent attacker tactics, techniques, and tools, as well as the characteristics of identified incidents and their distribution across regions and industry sectors among MDR customers.
This report answers key questions, including:
- Who are the potential attackers?
- What methods are they using today?
- How can their activities be effectively detected?
Security incident statistics for 2024

In 2024, the MDR infrastructure received and processed on average 15,000 telemetry events per host every day, generating security alerts as a result. Around 26% of these alerts were processed by machine learning algorithms and the rest were analyzed by the SOC team. On average, more than two high-severity incidents were detected daily. MDR customers were informed about all identified incidents via the MDR portal.

Geography of MDR customers

Kaspersky MDR customers span the globe, giving us a comprehensive and objective view of regional attack behaviors and tactics. The largest concentration of customers is in Europe, the CIS, and the META regions.

Kaspersky MDR customers by region

Distribution of incidents by industry

In 2024, the MDR team observed the highest number of incidents in the industrial (25.7%), financial (14.1%), and government (11.7%) sectors. However, if we consider only high-severity incidents, the distribution is somewhat different: 22.8% in IT, 18.3% in government, 17.8% in industrial, and 11.9% in the financial sector.

The most attacked industries

General observations and recommendations

In 2024, we observed the following trends in the incidents detected by our SOC team:
- High-severity incidents decreased, but complexity increased. The number of high-severity incidents decreased by 34% compared to 2023. However, the mean time to investigate and report these incidents increased by 48%, indicating a rise in the average complexity of attacks. This is supported by the fact that the vast majority of triggered detection rules and IoAs were from specialized XDR tools. This marks a shift from previous years, where OS log-based detection played a significant role. Given this trend, specialized tools like XDR are essential for effectively detecting and investigating modern threats.
- Human-driven targeted attacks are increasing. Human-driven targeted attacks accounted for 43% of high-severity incidents – 74% more than in 2023 and 43% more than in 2022. Despite advances in automated detection tools, motivated attackers continue to find ways to bypass them. To counter such threats, human-driven solutions like Managed Detection and Response are critical. For organizations with in-house security operations teams, internal processes and technologies must be equipped to handle the modern threat landscape. Comprehensive SOC consulting services can help achieve this.
- Attackers often return after a successful breach. The statistics consistently show that attackers often return after a successful attack. This is especially evident in the government sector, where attackers aim to persist in the system long-term for espionage purposes. In such cases, combining an XDR-equipped in-house SOC or outsourced MDR with regular Compromise Assessments is an effective way to detect and investigate incidents that may be missed by existing security measures.
- Living off the Land techniques remain prevalent. Attackers often use Living off the Land (LotL) methods in infrastructures lacking proper system configuration controls. A significant number of incidents are linked to unauthorized changes, such as adding accounts to privileged groups or weakening secure configurations. To minimize false positives in these scenarios, effective configuration management and formal procedures for implementing changes and managing access are crucial.
- User Execution and Phishing remain top threats. User Execution and Phishing techniques ranked again in the top three threats, with nearly 5% of high-severity incidents involving successful social engineering. Users are still the weakest link, making Security Awareness training an important focus for corporate information security planning.
To explore these and other trends in detail, download full report (PDF).
MIL OSI Economics –
February 20, 2025
MIL-OSI USA: Hagerty, Blunt Rochester Introduce Bipartisan Legislation to Modernize Credit Union Boards

US Senate News:

Source: United States Senator for Tennessee Bill Hagerty

WASHINGTON—United States Senators Bill Hagerty (R-TN), a member of the Senate Banking Committee, and Lisa Blunt Rochester (D-DE) have reintroduced the Credit Union Board Modernization Act.

The bipartisan legislation revises an antiquated federal law that requires credit union boards to meet every month. By reducing superfluous board meetings, the bill relaxes regulatory burdens and allows credit unions to focus on their core mission of providing financial services to their members.

“Credit unions should be allowed to spend less time in unnecessary board meetings and more time serving their members,” said Senator Hagerty. “My legislation will revise outdated federal regulations by setting aside regulatory micromanagement and allowing credit unions the flexibility to focus on providing quality financial services to rural communities and members across the country.”

“It is far past time that the arcane requirements for credit unions are removed,” said Senator Blunt Rochester. “This bill is an essential step toward improving the functionality of credit unions up and down my home state of Delaware, especially those small and rural. I look forward to continuing this bipartisan effort alongside Senator Hagerty and our colleagues to ensure credit unions spend less time maneuvering through red tape and more time serving their communities and promoting financial well-being.”

“We greatly appreciate Sens. Bill Hagerty and Lisa Blunt Rochester for their introduction of the Credit Union Board Modernization Act,” said Carrie Hunt, America’s Credit Unions Chief Advocacy Officer. “Credit unions face several regulatory burdens, and this bill would provide flexibility so that credit unions can commit more resources and time to what matters most: serving their members and communities. This legislation has already passed the House, and we urge the Senate to swiftly take up the measure. We will continue to work with lawmakers on other reforms to ensure credit unions can thrive.”“The Tennessee League is grateful to Senator Hagerty for his leadership in introducing the Credit Union Board Modernization Act,” said Sarah Waters, Chief Advocacy Officer of the Tennessee Credit Union League. “As not-for-profit financial cooperatives, credit unions are governed by volunteer boards of directors. These dedicated community leaders work and serve alongside credit union members to ensure the financial well-being of all. By modernizing outdated board meeting requirements, this legislation will allow these volunteers and their credit unions to dedicate more time and resources to serving their communities.”

Full text of the legislation can be found here.

MIL OSI USA News –

February 20, 2025
MIL-OSI Europe: Netherlands to return looted Benin Bronzes to Nigeria

Source: Government of the Netherlands

News item | 19-02-2025 | 00:05

At the request of Nigeria, the Netherlands is returning 113 Benin Bronzes from the Dutch State Collection. This decision was taken by the Minister of Education, Culture and Science Eppo Bruins. In 1897 British soldiers looted these objects from the Kingdom of Benin (now part of modern-day Nigeria) and sold them. They eventually ended up in the Dutch State Collection. The Benin Bronzes are an important record of the history of the Kingdom of Benin and, thus, of great significance to Nigeria. The Bronzes, consisting of plaques, personal ornaments and figures, are currently housed in the collection of Wereldmuseum Leiden. The return of these objects is the result of intensive cooperation between experts and representatives of both countries.

Minister Bruins: “This restitution contributes to redressing a historical injustice that is still being felt today. Cultural heritage is essential for telling and living the history of a country and a community. The Benin Bronzes are indispensable to Nigeria. It is good that they are going back.”

The transfer agreement will be signed in Leiden on 19 February by Mr Bruins and Olugible Holloway, Director-General of the Nigerian National Commission for Museums and Monuments.

DG Holloway: ‘The return from the Netherlands will represent the single largest return of Benin antiquities directly linked to the 1897 British punitive expedition. We thank the Netherlands for their cooperation and hope this will set a good example for other nations of the world in terms of repatriation of lost or looted antiquities.’

The return follows the publication of an advisory report by the Colonial Collections Committee, chaired by Lilian Gonçalves-Ho Kang You. The objects will be returned to the Nigerian government, which will then decide how and where they will be displayed. The Wereldmuseum hopes that the return of the objects will not mark the end of the process, but rather serve as a starting point for further cooperation between museums in Nigeria and the Netherlands.

Return of objects by the municipality of Rotterdam

In addition to the return of 113 objects from the Dutch State Collection, on 19 February the municipality of Rotterdam will also be returning a further six objects that fall under the Benin Bronzes collection. These objects – a bell, three relief plaques, a coconut casing and a staff – were also looted in 1897.

Said Kasmi, a member of the Rotterdam municipal executive: ‘Art and heritage should be where they belong. These objects belong in Nigeria. By returning them, we’re taking an important step towards recognising the past and respecting the value these objects hold for Nigeria.’

Advisory report published by the Colonial Collections Committee

On the basis of a provenance investigation conducted by the Wereldmuseum and the municipality of Rotterdam, the Colonial Collections Committee advised the minister to return these objects in line with the Netherlands’ colonial collections policy. This advisory report resulted from close consultation and collaboration with the Nigerian National Commission for Museums and Monuments. The Committee published the report on its website. This is the fifth time that the Netherlands is returning objects as a direct result of an advisory report by the Committee. The Committee is currently drawing up advisory reports in response to requests submitted by Sri Lanka, India and Indonesia.

MIL OSI Europe News –

February 20, 2025
MIL-OSI New Zealand: Legislation – Another Step Forward for Build to Rent: Government Passes Key Investment Bill – Property Council
Source: Property Council New Zealand

KEY POINTS:

Property Council New Zealand strongly supports the passing of the Overseas Investment (Build to Rent and Similar Rental Developments) Amendment Bill, which facilitates increased foreign investment in the Build to Rent (BTR) housing sector.

The Amendment Bill introduces a ‘large rental development test’ to attract much-needed overseas capital and signal that New Zealand is open for BTR investment.

BTR has seen slow but steady growth since the asset class was formally recognised in 2023, and the Bill is expected to accelerate development.

Research from Property Council New Zealand indicates that, with supportive legislation, developers could deliver 25,000 BTR homes in the next decade.

Property Council and partners Bayleys, Colliers, Savills, CBRE, and JLL track BTR sector growth across Aotearoa, with 1,841 completed units, 736 under construction, and 2,961 in the pipeline across 56 developments as of 31 December 2024. More details: www.buildtorentnz.co.nz.

Property Council New Zealand welcomes the passing of the Overseas Investment (Build to Rent and Similar Rental Developments) Amendment Bill, a critical step toward increasing the supply of long-term, quality rental housing across New Zealand.

The Bill introduces a ‘large rental development test’ to attract much-needed overseas investment, ensuring Build to Rent (BTR) projects can be financed at scale. Property Council Chief Executive Leonie Freeman says the move is a game-changer for the sector, unlocking opportunities to deliver more secure, high-quality rental options for New Zealanders.

“This legislation is a strong signal that New Zealand is open for Build to Rent investment. For years, we have seen the sector struggle to gain momentum due to regulatory uncertainty and barriers to international capital. Today’s decision changes that,” says Freeman.

BTR, a purpose-built rental housing model offering professionally managed, long-term rental options, has been growing steadily in New Zealand since its formal recognition in 2023. However, to scale effectively, developers need access to investment that matches the long-term nature of these assets.

“With supportive policy settings, our research shows that developers could deliver 25,000 Build to Rent homes within the next decade. That’s a significant contribution to increasing housing supply and providing renters with greater choice and stability,” Freeman says.

Property Council also acknowledges the cross-party support for the Bill, with all but two minor parties voting in favour. Freeman says this bipartisan approach is essential for creating certainty for investors and developers.

“We thank Ministers and MPs for their collaborative approach in recognising Build to Rent as a vital part of New Zealand’s housing mix. This kind of certainty is exactly what investors need to commit to large-scale rental developments,” says Freeman.

While the passage of the Bill is a positive step, Property Council believes further refinements could enhance the sector’s growth. Freeman urges the government to consider introducing depreciation for BTR fit-outs, clarifying GST rules around service levels and amenities, and ensuring the Residential Tenancies Act is appropriately applied to BTR tenancies.

“We look forward to continuing our work with government to fine-tune the policy settings that will enable Build to Rent to reach its full potential,” Freeman says.

For more information on BTR sector growth, visit www.buildtorentnz.co.nz.

About Property Council New Zealand

Property Council is the leading advocate for Aotearoa New Zealand’s largest industry – property.

Property Council New Zealand is the one organisation that collectively champions property. We bring together members from all corners of the property ecosystem to advocate for reduced red tape that enables development, encourages investment, and supports our communities to thrive.

Property is New Zealand’s largest industry, making up 15% of economic activity. As a sector, we employ 10% of New Zealand’s workforce and contribute over $50.2 billion to GDP.

A not-for-profit organisation, the Property Council connects over 10,000 property professionals, championing the interests of over 550 member companies.

Our membership is broad and includes some of the largest commercial and residential property owners and developers in New Zealand. The property industry comes together at our local, national and online events, which offer professional development, exceptional networking and access to industry-leading research.

Our members shape the cities and spaces where New Zealanders live, work, play and shop.

www.propertynz.co.nz
MIL OSI New Zealand News –
February 20, 2025
MIL-OSI Asia-Pac: PRH flat recovery efforts recognised

Source: Hong Kong Information Services

The Housing Department today thanked the Ombudsman for appreciating its initiative in recovering public rental housing (PRH) flats and proactively taking enhanced measures to expedite the early intake of PRH by prospective tenants.

The department made the statement in response to a report released by the Office of the Ombudsman on its direct investigation into “Arrangements for Recovering Public Rental Housing Flats by Authorities”.

It stressed that together with the Housing Authority, it attaches great importance to the procedures and arrangements for the recovery of PRH flats, as well as the refurbishment and allocation processes, so as to expedite the allocation process and the turnover of PRH units.

In this regard, a series of reviews were launched to explore and implement optimisation measures, including making advance allocation of vacant flats undergoing refurbishment to eligible PRH applicants simultaneously, so that the applicants can immediately move in once the refurbishment works are completed.

The scope of the Vacant Flat Refurbishment Allowance was also expanded in November 2024 to vacant flats of all building ages. Prospective tenants participating in the scheme will receive an allowance equivalent to a standard three-month rent and can use the allowance flexibly to make arrangements that better suit their families’ needs.

Noting that the number of hearing cases has increased as the Housing Authority intensified its efforts to combat the abuse of PRH flats, the department said the Appeal Panel (Housing) has streamlined the handling procedures and increased the number of hearings since mid-2022.

Such efforts include simplifying the process of verifying the identity of the appellant and increasing the number of hearing sessions on weekday evenings and Saturday mornings. Starting from 2023-24, the number of appeal panel members has also increased from about 100 to 120.

The average time from receipt of an appeal to reaching a decision was sharply shortened from four months in 2022 to 2.5 months in 2023, and was further reduced to less than two months in the first half of 2024.

Apart from expressing that it appreciates the Ombudsman’s valuable views on its current mechanisms and measures, the department emphasised that it will study the recommendations in detail and seriously handle and review the recovery of PRH units, refurbishment and allocation processes of PRH, and allocate the units to those in need as soon as possible.

MIL OSI Asia Pacific News –

February 20, 2025
MIL-OSI Security: Man guilty of rape in 2019

Source: United Kingdom London Metropolitan Police

A man has been convicted of rape after a meticulous investigation by specialist detectives convinced the jury of his guilt.

Samsidi D’Souza-N’Gom, 31 (05.12.93), of Marshall Road, N17 was found guilty of rape at the Old Bailey Court on Wednesday, 19 February.

He will be sentenced at the same court on 21 March.

On Monday, 2 September 2019, the victim, a woman in her 20s at the time of the incident, contacted police to say she had been raped at an address in Osidge Lane, Barnet.

She was supported by specialist officers who immediately launched an investigation, led by detectives from the North West Rape & Serious Sexual Offences team.

On Sunday, 1 September both D’Souza-N’Gom and the victim were out at a bar with a wider group of friends in Hackney. In the early hours of the morning, they returned to D’Souza-N’Gom’s home address.

The victim told police she had been asleep when she was woken up by the defendant raping with her. She tried to fight him off but was unable to do so.

Officers gathered and analysed hours of CCTV to put together a timeline of events. This showed them leaving the venue together before making their way to the taxi office.

Detectives also spoke to a significant number of witnesses who provided further information which assisted with the investigation.

D’Souza-N’Gom denied the allegations and said everything had been consensual.

Detective Constable Alan Wong, who led the investigation, said: “I would like to commend the courage and bravery of the victim, who after enduring a traumatic incident, spoke with officers and found the strength to assist with our enquiries.

“We were also hugely supported by other witnesses who had seen or spent time with the victim and the defendant prior to the offence. Their accounts helped us to provide the jury with a clear chronology of the evening which was central to them reaching a guilty verdict.”

Speaking after the verdict, Detective Inspector Richard Lewsley said: “I hope that this outcome encourages victims of this type of offending to have faith that we take crimes of rape and sexual assault seriously.

“The circumstances of this offence are often not reported because victims feel there will be insufficient evidence to support a prosecution. We are trained to explore allegations in detail and to illicit details to understand what took place.

“I acknowledge this investigation has taken a long time but we are working hard to investigate and achieve positive outcomes for investigations regardless of the length of time that has passed. I thank the victim of this case for her fortitude and resilience in remaining engaged and positive throughout which has allowed us to finally achieve justice for the victim and put a predatory offender is behind bars.”

“We encourage any person who is a victim of rape or sexual assault, regardless of when it occurred, to report it to police. We will treat your allegations seriously, we will listen to you and we will support you throughout the process.”

MIL Security OSI –

February 20, 2025
MIL-OSI: Bitget Wallet Maximizes Pi Airdrop Utility with Full Mainnet Support

Source: GlobeNewswire (MIL-OSI)

VICTORIA, Seychelles, Feb. 20, 2025 (GLOBE NEWSWIRE) — Bitget Wallet, a leading Web3 non-custodial wallet, has announced full support for the Pi airdrop as its mainnet launches on February 20 at 8:00 (UTC), 2025. As one of the first multi-chain wallets to integrate Pi’s mainnet, Bitget Wallet offers a secure platform for users to claim, store, and swap Pi tokens, ensuring seamless participation in its expanding ecosystem.

Pi Network (PI) is a cryptocurrency project focused on accessibility, allowing users to mine tokens directly from their mobile devices without expensive hardware. Pi Network has attracted over 100 million participants with its mobile-first mining model, highlighting the potential of community-driven adoption. Its mainnet launch represents a pivotal transition from a closed system to an open blockchain infrastructure, where the viability of Pi’s ecosystem will be tested through real-world use cases and network scalability.

Beyond simple transactions, Pi tokens can be used for peer-to-peer transfers, payments in merchant marketplaces, and staking for network security and governance. These functions provide practical applications for users looking to maximize the value of their Pi holdings. However, as Pi transitions to an open blockchain, its mainnet launch will serve as the first real test of whether these utilities can be fully realized at scale. The success of Pi’s ecosystem will depend on how well it supports active transactions, sustainable incentives, and broader adoption beyond speculation.

Bitget Wallet enhances Pi holders’ ability to utilize their tokens efficiently. Users can securely store and trade Pi, stake tokens for passive income, and make real-world payments. The wallet’s low transaction fees, instant swaps with no slippage, and ability to trade without mainnet gas fees create a seamless user experience. Additionally, Bitget Wallet’s bank-grade security, including multi-signature cold storage and 2FA verification, ensures asset protection. Multi-chain support allows users to swap Pi across networks, including Solana, BSC, Ethereum and more.

To drive adoption, Bitget Wallet is launching dedicated campaigns to enhance liquidity and encourage broader participation. As part of its initiatives, Bitget Wallet will host an X Space AMA session “PI Launches: What’s Next for PI?“, inviting the community to discuss Pi’s future while offering users a chance to win rewards. Participants who drop screenshots of their Pi holdings in Bitget Wallet will be eligible to share a $314 USDT prize pool. With Pi’s momentum continuing to grow, Bitget Wallet is positioning itself as the go-to platform for Pi holders looking to maximize their assets and expand their onchain activities.

“Pi Network’s mainnet launch is a defining moment—not just for Pi, but for the broader Web3 movement,” said Alvin Kan, COO of Bitget Wallet. “While its limited market supply and strong network effects may drive early interest, its long-term success will depend on real-world utility beyond speculation. The challenge is building an ecosystem where users hold, transact, and find lasting value. At Bitget Wallet, we are committed to equipping users with the right tools to navigate this evolving landscape.”

For more details, please visit Bitget Wallet blog.

About Bitget Wallet
Bitget Wallet is the home of Web3, uniting endless possibilities in one non-custodial wallet. With over 60 million users, it offers comprehensive onchain services, including asset management, instant swaps, rewards, staking, trading tools, live market data, a DApp browser, an NFT marketplace and crypto payment. Supporting over 100 blockchains, 20,000+ DApps, and 500,000+ tokens, Bitget Wallet enables seamless multi-chain trading across hundreds of DEXs and cross-chain bridges, along with a $300+ million protection fund to ensure safety of users’ assets. Experience Bitget Wallet Lite to start a Web3 journey.

For more information, visit: X | Telegram | Instagram | YouTube | LinkedIn | TikTok | Discord | Facebook
For media inquiries, please contact media.web3@bitget.com

The MIL Network –

February 20, 2025
MIL-OSI New Zealand: Universities – With a little help from their friends: school challenges – UoA

Source: University of Auckland (UoA)

School friendships and social connections are vital to positive student experiences so need to be actively fostered, according to findings from the Our Voices project at the University of Auckland.

Peer friendships and caring social connections with teachers and other school community members are central to students’ experiences of school, according to two recently published reports from the Our Voices project at Waipapa Taumata Rau University of Auckland.

The reports analysed responses to a range of general wellbeing questions from 1,000 13-year-olds in theGrowing Up in New Zealand (GUiNZ) longitudinal study.

One of the reports’ authors, Dr Emma Marks, a research fellow in Social and Community Health, says the latest research shows how important it is for schools and other groups to create a range of opportunities for social connection, both in and out of school.

“Respondents felt that increasing school engagement should focus not only on learning and achievement, but also on offering students’ good experiences to make school more attractive; for example, teachers who care about a young person in their entirety, not just as a learner, and extracurricular activities that help them ‘find their people’,” she says.

Young people mostly felt a sense of belonging with friends and whānau through talking, having fun together and positive emotional engagement. However, they believed strengthening those things takes time and opportunity, says Marks.

“They need to be given a range of opportunities to develop meaningful social connections, particularly during school transitions, like moving from intermediate to high school, when they can get separated from friends.”

She says a sense of belonging can be created in different contexts and groups, including between peers, family, sports teams and cultural groups, and on social media, although that comes with pitfalls.

“The ease of communicating on social media provides opportunities for friendships and connections beyond the school environment but also comes with risks our respondents were well aware of; in particular cyberbullying.”

However, she says it is clear social media is an important part of many young people’s social lives, and that they use it to feel connected to “friends, family, others, everyone, and the world.”

Marks says bullying remains a significant concern, especially for anyone who is seen as ‘different’ or not ‘fitting in’, but friendships can create a ballast.

“Having friends is important across all life stages, but particularly during adolescence, when young people are more likely to spend time with peers in and out of school than with their family.”

The reports note that challenges for young people, both in school and out, vary in type and who’s most affected, depending on things like home environment, learning abilities, individual differences and peer pressure.

“So having a better understanding of these particular challenges can help target support to those who need it most,” says Marks.

Respondents viewed friends as being similar to themselves, with shared qualities and interests, and as worthy of being cherished and valued, the reports note.

“However, the data clearly shows not all young people have friends, and some feel like they don’t belong anywhere,” says Marks.

She says young people have good ideas about how to make school a more inclusive place, but recognise they need support from school staff and leadership to make this happen.

“Some of their ideas included more effective antibullying programmes, more teacher intervention and clearer disciplinary action.”

“Other suggestions included greater efforts to support students’ mental health, smaller classes, and removing ability groupings (that put students in the same year in different groups for subjects like Maths and English, depending on perceived ability).

The Our Voices project aims to understand what young people in Aotearoa need to thrive to inform policies and services focused on supporting their wellbeing.

A further two reports will focus on the influence of teachers and how young people seek help to solve problems.

The project was funded by the Ministry for Business, Innovation and Employment and involves a multidisciplinary team of national and international experts.

Visit the Our Voices website for the full reports: https://ourvoices.auckland.ac.nz/

‘School Experiences: Overcoming Challenges’ by Dawson-Bruce, R., Rudd, G., Peterson, E. R., Marks, E., Walker, C., & Meissel, K. (2025).
‘Social Connections: In-person and online’ by Fan, J., Ogden S. E., Rudd, G., Marks E., Peterson, E. R., Walker, C. G. & Meissel, K. (2025).

Tō Mātou Rerenga – Our Journey app and Growing Up in New Zealand

Data was collected within Tō Mātou Rerenga – Our Journey, an app co-designed by University of Auckland researchers alongside young people from the Growing Up in New Zealand longitudinal study (GUiNZ).

GUiNZ recruited over 6,000 New Zealand children born between 2009 and 2010, with the aim of creating an in-depth summary of what life is like for them and what factors affect their happiness, health and development.

MIL OSI New Zealand News –

February 20, 2025
MIL-Evening Report: A new play about Julian Assange, Truth is an intelligent, thoughtful and unsettling work

Source: The Conversation (Au and NZ) – By Kate Hunter, Senior Lecturer in Art and Performance, Deakin University

Pia Johnson/Malthouse Theatre

Truth, the new play from writer-director pair Patricia Cornelius and Susie Dee, dives headfirst into the contentious world of Julian Assange. It offers us a nuanced portrait of the WikiLeaks founder who transformed from hacker wunderkind to global lightning rod.

An apt celebration of the significant body of work from the acclaimed duo, Truth opens nearly 40 years after the pair created and performed their first collaboration, Lilly and May.

Assange rose to global prominence by publishing classified documents that exposed government secrets and surveillance programs. He became both a celebrated whistleblower and a controversial figure in debates about transparency and national security.

Truth unravels the threads of his story.

Truth reveals the complex legacy of a man whose actions have both championed and challenged modern democracy.
Pia Johnson/Malthouse Theatre

A complex legacy

The work is set in a spare, black-box space, characterised by Matilda Woodroofe’s bureaucratic brutalist design.

A backdrop of hard mesh enclosures and scaffolded structures evokes a monotonous line of outdoor exercise yards or prison cells. This is flanked by colourless filing cabinets, 80s-style laminated brown desks and office chairs on wheels. A giant LED screen crowns the structure.

The ensemble (Emily Havea, Tomàš Kantor, James O’Connell, Eva Rees and Eva Seymour) weaves together key moments in Assange’s life, revealing the complex legacy of a man whose actions have both championed and challenged modern democracy.

Speaking in chorus at times, the actors perform multiple versions of Assange and other characters. They are journalists, whistleblowers, narrators, and include the key figures of Edward Snowden and Chelsea Manning.

A terrific and youthful ensemble cast delivers sensitive and energised performances.
Pia Johnson/Malthouse Theatre

Characterised by Cornelius’ trademark rapid-fire dialogue, the text is tightly calibrated with smart, sparse, dry comments that, at times, comically undercut our Australian sensibilities. As one character says, “the worst thing to be in this country is too smart”.

The ensemble is physically dynamic and vocally strong. They have a particular choreographic fluidity. A spaciousness and attention to timing allows each performance to land. This is a testament both to Dee’s sharp, contained direction, and a terrific and youthful ensemble cast who deliver sensitive and energised performances.

From geek to advocate

The play moves chronologically through Assange’s life. We begin with the rocky early years marked by the dissonance between his sharp intelligence and reputation as computer nerd. We witness his arrests for hacking. We follow his evolution from awkward geek to outspoken advocate for free speech.

The play offers us a nuanced portrait of the WikiLeaks founder who transformed from hacker wunderkind to global lightning rod.
Pia Johnson/Malthouse Theatre

The play is grounded in comprehensive research, and solo moments featuring Snowden and Manning serve as poignant interludes to the fast-paced narrative of Assange’s life events.

I am struck by the way the work unsettles my preconceptions. The small, stark image of a naked Private Manning in her isolated cell is particularly raw and affecting – but is juxtaposed on stage against Assange’s dubious behaviour towards two young women in Sweden.

The show clips along, all the while unfolding a nuanced consideration of the complexities of reported narratives and the myriad ways in which journalistic narratives are influenced – and controlled.

The delivery to the audience is largely direct-address. This risks becoming tedious, but Cornelius’ intelligent style and the ensemble’s strong performance carries through.

The LED screen is used to great effect. The video design (Meri Blazevski) shifts through rainstorms of binary digits, to list of early Assange manifestos or leaked stories, to pixellated images of actors’ faces as teenage gamers.

The work is set in a spare, black-box space, characterised by Matilda Woodroofe’s bureaucratic brutalist design.
Pia Johnson/Malthouse Theatre

In a long and shocking sequence, we witness drone footage from the Afghanistan war logs accompanied by the chillingly dispassionate commentary of the operators.

Often, the screen becomes a surface for live video feeds which work to personalise or disembody characters, functioning variously as narrator, witness, and surveillance device. Transitions between closeups, documentation and stark data both drive and complicate the storytelling.

Kelly Ryall’s composition and sound design – often paired with the pulsing or flashing giant texts on the screen – is a retro-electronic tapestry of victory chimes, synthetic bleeps and Pac Man pings. It is all underscored by deep digital tones and rapid analogue tapping of keyboards.

A long artistic relationship

This is an intelligent and thoughtful show that manages to be both complex and entertaining. The play is particularly salient given current global events, challenging us to consider the scale of what we’re up against, how long we should remain silent, and what power – if any – we have to effect change.

In an era of heated debate about transparency and fake news, Truth emerges as a vital and edgy work in the capable hands of two highly respected theatre makers.

The work is testament to the longevity of an artistic relationship between two older women that carries decades of embodied knowledge.

Despite the persistent ageism in Australian theatre that often equates “urgency” exclusively with youth, this work reminds us older artists can and do challenge and disrupt – and bring a special and necessary currency to our cultural life.

Truth is at Malthouse Theatre, Melbourne, until March 8.

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

– ref. A new play about Julian Assange, Truth is an intelligent, thoughtful and unsettling work – https://theconversation.com/a-new-play-about-julian-assange-truth-is-an-intelligent-thoughtful-and-unsettling-work-247909

MIL OSI Analysis – EveningReport.nz –

February 20, 2025
MIL-OSI Australia: Exits: making warranty and indemnity insurance work for your sale process
Source: Allens Insights

A practical guide 7 min read

Warranty and indemnity insurance (W&I insurance) is now a near staple in sale processes run by sellers seeking a clean exit from an investment, especially in the private capital context. However, some processes—and parties—are able to make better use of the product than others.

In this Insight, we step through, in practical terms, how both sellers and buyers can optimise their use of W&I insurance in these processes.

Key takeaways
- For sellers: sellers should ensure they put in the work before launching a sale process so that the W&I program is set up for success. This means engaging the right broker and selecting the right insurer early and doing the necessary preparatory work so that the insurance terms are well defined and bidders are well placed to secure acceptable coverage. Leaving the W&I insurance to the bidder to solve is fraught.
- For bidders: bidders should leverage, rather than duplicate, any Vendor Due Diligence (VDD) that has been carried out and focus their top-up due diligence on the areas required to close coverage gaps or that really go to value, all with a view to presenting a bid that balances their recourse requirements with something that is easy for a seller to readily execute.
Is warranty and indemnity (W&I) insurance right for your process? A quick recap on the product

W&I insurance only covers unknown risks. All known issues are carved out from coverage, including matters identified in due diligence.

This means that if the business being sold has several known issues, sellers should carefully consider whether it makes sense to require bidders to obtain and pay for W&I insurance (as said known issues will be excluded under the policy, leaving an exposure for somebody to stand behind). If a clean exit is a non-negotiable and the issues are major, sellers may need to consider coupling it with (more expensive) known risk insurance.

On rare occasions, we have seen pressure from bidders to cause sellers to rethink the W&I program/recourse proposition mid-process, which can undermine the seller’s leverage in negotiating a clean exit and disrupt the overall auction process.

Sell-side
Select the right broker

A critical initial step is to select an experienced W&I insurance broker, and to do so early. A good broker actively negotiates pricing, coverage/exclusions and other policy terms, knows the bidder universe (eg if that is sponsors) and their typical requirements and has the bandwidth for the transaction. A seller’s ‘house’ insurance broker for ordinary course business may not necessarily fit this bill.

Select the right insurer

The W&I broker should test the insurance market for indicative proposals, focusing not only on best pricing, but also on the best terms and fewer exclusions. For example, a lack of a pollution/contamination exclusion, cyber exclusion or AML exclusion may be more valuable for the particular transaction than a lower premium.

Practical considerations are important too. For example, not all insurers have boots on the ground or the capacity to ‘run trees’ and take multiple bidders through pre-preferred underwriting in parallel. In addition, some insurers no longer require underwriting calls and get comfortable underwriting based on written responses to tailored sets of underwriting questions (which are prepared either way) – this saves real time and cost and is a more efficient process. In our experience, a good broker has a gauge on all of this.

Vendor due diligence? Settle scopes, identify gaps

Done well, Vendor Due Diligence is a worthwhile investment that cuts down the buy-side work bidders need to do to obtain appropriate coverage and, in turn, streamlines the often extensive demands on management time during the sale process itself.

To make it most efficient, sellers should look to the W&I broker to help settle the scope of each adviser’s VDD exercise before work gets underway. Once the VDD reports are ready, they should be shared with the preferred insurer to enable the insurer to prepare a ‘gaps memo’ that outlines for bidders what top-up due diligence the insurer does (and does not) expect in order to be able to provide fulsome coverage. Most insurers will require a sell-side underwriting fee for this exercise, however the fee is nominal in the context of the overall process and only payable if the process collapses, making it a worthwhile investment.

Payroll compliance sampling

Regardless of whether broader VDD is being carried out, if the target group has a reasonable sized workforce, sellers should seriously consider undertaking payroll compliance sampling – which is now a near pre-requisite for underpayment/misclassification coverage – prior to launching the process. Particularly if a clean exit is critical, getting ahead of this work stream is important to be able to obtain coverage.

At a minimum, the scope of required sampling should be settled with the broker and preferred insurer and all required sampling information collated in advance (this can take considerable time) and made available to bidders at the start of the confirmatory phase so that they can do it themselves.

The sampling scope is best framed with the input of both accounting and legal advisers. Key considerations include whether all or only some of the following are covered:
1. underpayment against entitlements (in enterprise agreement(s) and award(s));
2. misclassification of permanents vs casuals; and
3. misclassification of contractors vs employees.
A 5% sample size across three consecutive pay periods and a range of pay bands is a common rule of thumb, however this may be reduced for larger workforces.

Documents for bidders

W&I insurance expectations and process requirements should be outlined in the process letter for the auction, with the program proposal, gaps memo and draft policies made available to bidders from the outset of the binding bid phase so that bidders can move quickly. Ideally, sell side counsel should have done a first round of negotiation on the draft policies (primary and excess) so that the documents are in a sensible starting position for bidders.

The draft sale agreement should accurately reflect the ask on recourse, including who is obligated to pay the premium (usually the buyer in a competitive process). Sellers should give careful thought in particular to whether and in what circumstances they are prepared to stand behind title claims – for what period, from ‘dollar one’ or only above the policy limit, at the group level or only at the target entity level and so on. While sellers regularly open with a sale agreement that contemplates zero recourse for title claims, the negotiated position often sees them get comfortable standing behind these for a short period (say 2 years or so vs the 7 years available under the policy) and for amounts up to the sale price above the policy limit.

A tip on sale agreement limitation of liability regimes – the kitchen sink often isn’t necessary in a no or limited recourse deal, so sellers are often better off asking only for those they really need rather than engaging in protracted negotiation on those they don’t or eroding the bidder’s coverage position unnecessarily.
Buy-side

Top-up due diligence only

Some bidders have a tendency to effectively ignore the VDD that is made available and do ground up buy-side due diligence, which can be time consuming and costly. Where the VDD is high quality and reliance is being extended by the report providers, bidders should take advantage of it and look to confine their buy side work to top-up due diligence where necessary to plug gaps the insurer has identified (there are always some) or otherwise stress test areas of real focus or value.

Price the risk

The W&I premium is tied to the chosen policy limit and typically reduces (as a percentage of the limit) as the insurance tower grows and the rate is ‘blended’ across the primary and excess policies. However, beware of paying for a limit you do not need – the larger the deal the smaller the W&I insurance policy limit usually needs to be, with limits below 20% of enterprise value being common for bigger deals. Bidders are usually also better off accepting or ‘pricing’ the premium as a transaction cost, rather than seeking to split it with the seller in the sale agreement.

Make the broker work for you

Although bidders don’t usually get a say in the broker (firm or individual) in a sell-side arranged W&I program, it’s important for bidders to work effectively with the broker assigned to them to help secure the best possible terms. The best brokers earn their commission by proactively using their relationships and precedent transactions to push the insurer to provide better coverage terms.

Take a view on known risks or accept exposure?

In hotly contested processes, making the bid executable is key. For bidders, this could mean committing to paying for underwriting early (before being selected), getting comfortable with business as usual risks inherent to the asset being sold or taking a view on known issues where the exposure can be quantified and priced (rather than seeking recourse to the seller). In more extreme circumstances, this could mean signing the sale agreement before completing underwriting (and incepting or endorsing the W&I policy post signing, without the comfort of a W&I condition precedent). In the right circumstances, confident bidders can differentiate themselves and gain a competitive advantage by doing so, as it’s possible for their bid to be signed within a matter of hours after they are selected preferred (if the other transaction terms are settled).

Conclusion

W&I insurance is now a near-universal feature of private capital (and increasingly, corporate) sale processes. It is undoubtedly a useful product, but its true value turns on how well it is prepared for and used by the parties insisting and relying on it.

MIL OSI News –
February 20, 2025
MIL-OSI: Establishment of a subsidiary and purchase of the property at Hiiu 42 in Tallinn for the construction of the Südamekodu nursing home

Source: GlobeNewswire (MIL-OSI)

Establishment of a subsidiary and purchase of the property at Hiiu 42 in Tallinn for the construction of the Südamekodu nursing home.
A 100% subsidiary of EfTEN Real Estate Fund AS has entered into a contract under the law of obligations, with the aim of establishing a nursing home there together with Südamekodud AS.
The fund’s 100% subsidiary EfTEN Hiiu OÜ has entered into a contract under the law of obligations with Südamekodud AS for the acquisition of the property located at Hiiu 42 in the Nõmme district of Tallinn. The fund plans to partially rebuild the property into a general nursing home “Nõmme Südamekodu”, which could accommodate up to 170 Südamekodu clients in the future.
The sale price of the property is four million euros, which will be paid upon conclusion of the real rights agreement, and the buyer will additionally invest up to two point five million euros in the reconstruction of the building. Currently, the design of the building’s reconstruction has begun. The expected return of the investment excluding bank leverage is 8%.
The North Estonia Medical Centre will continue to use the property under a valid lease agreement. After the conclusion of the real rights agreement, the property will also be rented under a long-term lease agreement to Südamekodud AS, whose vision is to be the best local care service provider in Estonia. Südamekodud AS offers its services in nursing homes located across Estonia, including the Valkla Südamekodu, Tartu Südamekodu and Pirita Südamekodu properties owned by other subsidiaries of the fund. The purchase of the property and investments will be financed from the fund’s equity capital raised from the SPO and a bank loan. The prerequisite for completing the transaction is the consent of the Estonian Competition Authority, after which a real rights agreement will be concluded for the transfer of ownership of the property.
EfTEN Hiiu OÜ is a 100% subsidiary of the fund established in the Republic of Estonia, with a share capital of 2,500 euros. The members of the management board of the limited liability company are Viljar Arakas and Tõnu Uustalu. The limited liability company does not have a supervisory board. The establishment of a subsidiary is not considered an acquisition of a qualifying holding within the meaning of the rules and regulations of the Tallinn Stock Exchange. The members of the Fund’s supervisory board and management board have no other personal interest in the transaction.

Viljar Arakas
Member of the Management Board
Tel 655 9515
E-post: viljar.arakas@eften.ee

The MIL Network –

February 20, 2025
MIL-OSI Economics: iPhone 16e is a testbed for Apple’s new modem C1, says GlobalData

Source: GlobalData

iPhone 16e is a testbed for Apple’s new modem C1, says GlobalData

Posted in Technology

Following the news that Apple has launched iPhone 16e phone with its first cellular modem C1;

Anisha Bhatia, Senior Technology Analyst at GlobalData, a leading data and analytics company, offers her view:

“The launch of iPhone 16e with cellular modem ‘C1’ culminates years of research and more than $1 billion in acquisitions. The proprietary 5G modem will reduce Apple’s reliance on Qualcomm and integrate cellular connectivity within its larger device ecosystem. The move will lead to improved device performance, design innovations, and cost savings.

“The $599 iPhone 16e serves as a testbed for Apple’s modem, allowing the company to evaluate its performance at scale before potentially integrating it into the higher-end models. This move will enable Apple to gather extensive data and user feedback, ensuring that any potential issues are addressed before a wider rollout. But Qualcomm’s modems are the current gold standard in the industry, and Apple’s transition to in-house modem technology will be gradual.

“Qualcomm modems are expected to remain in use in select Apple devices until at least 2027. As Qualcomm diversifies its focus to the automotive segment, PCs and IoT, the importance of the smartphone modem market to the company may wane, allowing Apple to carve out a new niche for itself.

“Apple’s transition to self-designed modems is a calculated long-term play that may not immediately alter the user experience but could result in significant future benefits in terms of better processing efficiency, optimized battery design and tighter vertical integration of all Apple components.”

MIL OSI Economics –

February 20, 2025

Category: housing

Deputy Prime Minister Angela Rayner said:

Alex Norris, Minster for Local Growth, said:

Culture Secretary, Lisa Nandy said:

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Select the right broker

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Top-up due diligence only

Price the risk

Make the broker work for you

Take a view on known risks or accept exposure?

Deputy Prime Minister Angela Rayner said:   

Alex Norris, Minster for Local Growth, said:   

Culture Secretary, Lisa Nandy said:  